On the agenda: Ypsilanti meeting — License Plate Reader (May 28)

CITY OF YPSILANTI
REGULAR COMMITTEE MEETING
Thursday, May 28, 2026 @ 7:00 PM
Council Chambers
One South Huron, Ypsilanti, MI 48197
Launch Meeting - Zoom

I.

CALL TO ORDER

II.

ROLL CALL

III.

AGENDA APPROVAL

IV.

APPROVAL OF MINUTES
A.

April 23, 2026

V.

PUBLIC COMMENT

VI.

DISCUSSION ITEMS
B.

Ypsilanti Police Department, Chief Anderson - Monthly reporting submitted for May
2026.

C.

Washtenaw County Sheriff's Office FOIA Response

D.

Use of Force & De-Escalation (Policy Review)

E.

LEAP CRU

F.

Chair Report & Future Agenda Items

G.

YPAC Annual Reports

VII.

PUBLIC COMMENT

VIII.

ADJOURNMENT

Page 1 of 241

MINUTES
REGULAR COMMITTEE MEETING
7:00 PM - Thursday, April 23, 2026
Council Chambers
One South Huron, Ypsilanti, MI 48197

I.

CALL TO ORDER
Chair Munro called the meeting to order at 7:04 p.m.

II.

ROLL CALL
Present: Chair Munro, Commissioner Humes, Commissioner McCormick, Commissioner Perry Absent: Commissioner
Mohamed Online via Zoom: City Council Member Tooson and Police Chief Anderson

III.

AGENDA APPROVAL
YPAC Commissioner McCormick moved to Approve the AGENDA. Commissioner Humes seconded the motion.
Yes:
(4)
Kathleen McCormick, Herman Humes, Alexander Munro, Anthony Perry
No:
0
None
Absent:
(1)
Eric Mohamed

IV.

APPROVAL OF MINUTES
YPAC Commissioner McCormick moved to Approve the minutes from the March 26, 2026 meeting. Commissioner
Humes seconded the motion.
Yes:
(4)
Kathleen McCormick, Herman Humes, Alexander Munro, Anthony Perry
No:
0
None
Absent:
(1)
Eric Mohamed
A.

March 26, 2026

V.

PUBLIC COMMENT
2 members of the public spoke.

VI.

DISCUSSION ITEMS
B.

Ypsilanti Police Department, Chief Anderson, reported by Lieutenant Wist - Monthly reporting
submitted for March 2026 Arrest and Offenses statistics.

C.

Ypsilanti Police Department Policies Review

VII.

PUBLIC COMMENT

VIII.

ADJOURNMENT
Chair Munro adjourned the meeting at 7:39 p.m.

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City of Ypsilanti Police Department
Timothy Anderson, Chief of Police

Memorandum
To: Ypsilanti Police Advisory Committee

From: Timothy Anderson, Chief of Police
Date: May 27th, 2026
Subject: Ypsilanti Police Department May 2026 Update
Ypsilanti Police Advisory Commission,
Please allow this communication to serve as the monthly update for the month of May 2026.
Review of April 2026 Crime Statistics
Citizen Complaints
• CC#2026-002 (sustained)
Vehicular Pursuits
•

No vehicle pursuits

Calls for Service
2130 calls for service 2026
1409 calls for service 2025
Hamilton/Washtenaw corridor lead in crashes again with over 26 crashes reported

505 West Michigan Avenue
Ypsilanti, MI 48197-5453

Emergency 911
Non-Emergency (734) 483-9510

Administration (734) 483-8590
Records (734) 483-8777

Fax (734) 483-7060
www.CityofYpsilanti.com

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Citations
108 citations
95 warnings
Recruitment and Staffing
•
•
•

Currently four (4) department vacancies
Two (2) officers in field training
Two recruits started academy in May

Attachments
•

CLR-008 Monthly Summary of Offenses for Month of April 2026.

•

CLR-060 Arrest Comparison for the month of April 2026.

Respectfully,

Timothy T. Anderson
Timothy Anderson, PhD
Chief of Police

505 West Michigan Avenue
Ypsilanti, MI 48197-5453

Emergency 911
Non-Emergency (734) 483-9510

Administration (734) 483-8590
Records (734) 483-8777

Fax (734) 483-7060
www.CityofYpsilanti.com

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Washtenaw County Sheriff's Office — FOIA Response
FOIA filed: April 17, 2026 (email)
Received by WCSO: April 20, 2026
Response received: May 11, 2026
Filed in: YPAC capacity by Alexander Munro, Commissioner

What was requested (5 items)
1. Current written use of force policy (general orders, directives, SOPs; force continuum; restrictions on
specific force types)
2. Current written vehicle pursuit policy (initiate/continue/terminate; speed/distance limits; supervisor
authorization; restrictions by offense type / road conditions / proximity to schools or residential areas)
3. Current written protocol for weapons confirmation during pursuits (how deputies determine
whether a fleeing subject is armed; effect on continuing/escalating pursuit)
4. Current written post-incident review procedures for use of force or firearm deployment (afteraction review; internal investigation triggers; reporting timelines; chain-of-command notification;
external review / civilian oversight)
5. Mutual aid agreements in effect between WCSO and the City of Ypsilanti / YPD (including SWAT
activation, shared response, joint operations within Ypsilanti city limits)

What was granted (or found publicly)





Item 2 — Vehicle Pursuit: "Previously released" public-facing policy provided as
`WCSO_Vehicle_Pursuits_Policy.pdf` -- attached in agenda
Item 5 — Mutual Aid: 2015 Mutual Aid Agreement provided as
`Mutual_Aid_Agreement_2015.pdf` -- attached in agenda
Item 5 — Metro SWAT Inter-Agency Agreement provided as `Metro_SWAT_InterAgency_Agreement.pdf` -- attached in agenda
The Sheriff's Office page on the public website for additional public-facing policies -https://www.washtenaw.org/1543/Policy-Procedures

What was denied






Item 1 — Use of Force: non-public-facing policy exempted under MCL 15.243(1)(s)(v) (operational
instructions) and (vi) (contents of staff manuals)
 See washtenaw.org for public-facing Use of Force Policies (Subject Control, 8 Can’t Wait, Staff
Involved Use of Force or Major Occurrences) – all attached in agenda
Item 3 — Weapons confirmation during pursuits: same exemption
Item 4 — Post-incident review procedures: same exemption
Some "public facing policies being updated and/or redesigned" also denied under MCL 15.243(1)(m)
(drafts, preliminary materials)

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Net delivery (5 items)
#
1

Item
Use of force

2
3

Vehicle pursuit
Weapons confirmation during
pursuit
Post-incident review
Mutual aid

4
5

Outcome
Denied — (s)(v)/(vi)
operational/staff manual
Granted (public-facing policy)
Denied — (s)(v)/(vi)
Denied — (s)(v)/(vi)
Granted (2015 unsigned + Metro
SWAT; signed version pending)

Appeal options
Written appeal to Washtenaw County Administrator, 220 N. Main Street, Ann Arbor, MI 48107-8645;
fax 734-222-9563; email [email protected]. Must clearly mark "appeal." 180-day window
from final determination. Administrator has 10 days to: reverse, uphold, partially reverse, or extend by 10
business days.
Alternative: Judicial review (Circuit Court). Reasonable attorney's fees, costs, disbursements awarded if
court determines County not in full compliance. $1,000 punitive damages if "arbitrary and capricious"
violation.

Verbatim response on file

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Agenda Item 2 — Use of Force & De-Escalation: Policy Review
Discussion
Pre-circulation brief for commissioner review.

Discussion topic
This is the commission's first substantive policy review under § 2-181(4) and (8). Two related questions
are on the table:
1. Use of Force. The Ypsilanti Police Department has provided General Order 12-1, Use of Force /
Force Continuum (publicly posted). What is the commission's assessment after reviewing it? Are there
questions for YPD on its framework, its scope, or its application?
2. De-Escalation. GO 12-1 references de-escalation in three sentence-level mentions (§§ .02, .04, and §
.07's title) but I have not been able to find a substantive standalone de-escalation framework — no preengagement tactics, communication strategies, or crisis-specific approach. This may reflect a deliberate
choice (officer-discretion model) or a gap; the commission's view is not pre-determined. Worth
understanding what YPD or Council intends.

Comparable policies brought for comparison
To inform the discussion the chair has obtained three publicly-published peer policies. Copies are on file
(`reference/comparator-policies/`):




Ann Arbor Police Department — *Response to Resistance*
Detroit Police Department — *Special Order 24-26, Use of Force Policy (304.2)*
Michigan State Police — *Use of Force Policy* (transparency portal)

These are not benchmarks against which YPD must be measured; they're reference points to help the
commission see what choices peer Michigan agencies have made, and to inform good questions for YPD.

FOIA records status (brief)
Track
City of Ypsi clerk-assisted request
(3/26)

Received
GO 12-1 (Use of Force)

WCSO FOIA (4/17)

Vehicle Pursuit; 2015 Mutual Aid
(unsigned); Metro SWAT

Outstanding
Mental-health crisis response;
standalone de-escalation; SWAT
activation; guardianship; courtorder verification (existence
unconfirmed); YPD–County mutual
aid agreements
Use of force; weapons confirmation
in pursuit; post-incident review
(denied — see Item 1 for appeal
decision); signed Mutual Aid
(pending)

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The WCSO denials are addressed under Agenda Item 1. This item focuses on YPD's posted policy (GO
12-1).

Questions for the commission
1. Reading GO 12-1, are there questions or concerns the commission wants to put to YPD?
2. On de-escalation specifically — does the commission want clarification from YPD on whether a
separate de-escalation policy, directive, or training framework exists?
3. Should the chair invite YPD (Chief and/or Lt. Wist) to a future meeting to walk through GO 12-1
with the commission?

No formal motion required tonight
Discussion + direction is sufficient. If the commission wants a future YPD walk-through, that can be a
forward-agenda motion under Item 4.

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SPECIAL ORDER

DATE OF ISSUE

03/25/2024

EFFECTIVE DATE

NUMBER

03/25/2024

24-26

SUBJECT

USE OF FORCE POLICY
REVISIONS

RESCINDS

Revisions are
italicized

SPECIAL ORDER 22-45, USE OF
FORCE (304.2)

EXPIRATION DATE

03/25/2025

DISTRIBUTION

A

Purpose
The purpose of this policy is to establish guidelines and limitations for the Detroit Police
Department (DPD) concerning the appropriate and acceptable use of deadly and less lethal
force.

Policy
An improper use of authority and/or excessive or unjustified use of force undermine
the legitimacy of an officer’s authority and hinders the department’s ability to
provide effective law enforcement services to the community. Moreover, the tactics
employed by an officer in the course of a use-of-force situation may result in an
unnecessary escalation of subject resistance, expose an officer to further danger by
extending the amount of time needed to take the subject into custody, evidence an
improper motive or lack of professionalism on the officer’s part, or otherwise subject
the officer or the Department to unnecessary scrutiny.
Officers who use excessive force or an unauthorized use of force shall be subjected
to discipline up to and including termination, possible criminal prosecution, and/or
civil liability. Furthermore, the tactics utilized by an officer in response to a subject’s
resistance will undergo evaluation by the Department on a case-by-case basis.
Officers are only authorized to employ tactics that are approved by the Department,
that are reasonably certain to be effective in subduing the subject or mitigating the
risks of injury involved in a particular incident. Use of force is only authorized when
it is objectively reasonable and for a lawful purpose.
Research indicates that one of the most common factors found in both police
excessive or unjustified use of force, and officer injuries and fatalities during force
encounters, is an officer’s perceived compulsion to press forward rather than to
disengage (e.g., “back off”) and explore other options. The most appropriate
response choice to a situation often involves de-escalation, disengagement, area
containment, surveillance, waiting out a subject, summoning reinforcements, or
calling in specialized commands.
Should a member determine that a use of force is objectively reasonable and for a lawful
purpose based on the totality of the circumstances, they shall use the minimum
necessary force as described in this Directive (304.2 – 5.2) and the Training Directive
Use of Force Continuum (04-03). Following any use of force resulting in a citizen’s
injury, officers shall notify a supervisor and ensure that appropriate medical aid and/or
emergency medical service is rendered as soon as possible.
DPD 631 (REV. 11-98)
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Definitions
Command Investigation
An investigation conducted by a Detroit Police Department supervisor.
Control
The ability to command or direct with or without voluntary compliance. Officers shall
control with the subject's consent, if possible, but force the subject to comply if
necessary.
Critical Firearm Discharge
Each discharge of a firearm by a Department member, with the exception of
range and training discharges and discharges at animals.
De-escalation
Taking action or communicating verbally or non-verbally during a potential force
encounter in an attempt to stabilize the situation and reduce the immediacy of the threat
so that more time, options, and resources can be called upon to resolve the situation
without the use of force or with a reduction in the force necessary. De-escalation may
include the use of such techniques as command presence, advisements, warnings,
verbal persuasion, and tactical repositioning.
Discipline
A written reprimand, suspension, demotion, or dismissal.
Duty to Intervene
A Department member’s obligation to safely intercede to prevent the use of excessive
force, if they are in a position to do so, upon observing another member using force
that is clearly beyond that which is objectively reasonable under the circumstances.
Escorting
The use of light physical pressure to guide a person, or keep a person in place.
Force
1. The term “force” means the following actions by an officer:
a. Any physical strike of instrumental contact with a person;
b. Any intentional attempted physical strike or instrumental contact that does not
take effect; or
c. Any significant physical contact that restricts the movement of a person.
2. The term “force” includes the following:
a. The discharge of firearms;
b. The discharge of Taser;
c. The use of chemical spray;
d. Choke holds or hard hands;
e. The taking of a subject to the ground; or
f. The deployment of a canine.
DPD 631 (REV. 11-98)
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3. The term “force” does not include escorting or handcuffing a person with no or
minimal resistance. Use of force is lawful if it is objectively reasonable under the
circumstances and the minimum amount of force necessary to effect an arrest or
protect the officer or other person is used.
Hard Hands
Using physical pressure to force a person against an object or the ground, or the
use of physical strength or skill that causes pain or leaves a mark.
Imminent Threat
An imminent threat is an officer’s reasonable perception of impending danger of
death or serious injury from any action or outcome that may occur during an
encounter. Thus, a subject may pose an imminent or impending danger even if
he/she is not at that very moment pointing a weapon at the officer. For example,
he/she has a weapon within reach or is running for cover carrying a weapon or
running to a place where the officer has reason to believe a weapon is available.
Injury
Any impairment of physical condition or pain.
Less Lethal Force
Any force used by an officer that would not reasonably be expected to cause death.
Objectively Reasonable
In determining the necessity for force and the appropriate level of force, officers shall
evaluate each situation in light of the known circumstances, including, but not limited
to, the seriousness of the crime, the level of threat or resistance presented by the
subject, and the danger to the community.
Detainee Injury
An injury or complaint of injury that occurs in the course of taking or after an individual was
taken into DPD custody that is not attributed to a use of force by a DPD employee.
Proper Use of Force Decision Making
The use of reasonable force including proper tactics and de-escalation techniques.
Serious Bodily Injury
Serious bodily injury is any injury that involves any of the following conditions: a loss of
consciousness; extreme physical pain; disfigurement; prolonged loss or impairment of
the function of a body part or organ; or a substantial risk of death.
Serious Use of Force
Any action by a Department member that involves:
a. The use of deadly force, including all critical firearm discharges;
b. The use of force in which the person suffers serious bodily injury or requires
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hospital admission;
c. A canine bite; and
d. The use of chemical spray against a restrained person.
Note: Officers are prohibited from spraying a handcuffed individual in a
police vehicle (Directive 304.3 – 5.1).
Special Population
Individuals, who because of some condition (e.g. age, a medical or mental
condition, size, or stature), are unable to comply with a member’s verbal
commands.

Authorization and Limitations
De-escalation
1. Members shall use de-escalation techniques and other alternatives to higher
levels of force consistent with their training, whenever possible and appropriate,
before resorting to force and to reduce the need for force.
2. Whenever possible and when such delay will not compromise the safety of the
member or another and will not result in the destruction of evidence, escape of a
suspect, or commission of a crime, members shall allow an individual time and
opportunity to submit to verbal commands before force is used, and consider any
potential barriers to understanding the verbal commands (e.g. language barrier,
behavioral crisis, etc).
Less Lethal Force
1. Sworn members are authorized to use DPD approved less lethal use of force
techniques and DPD issued equipment where necessary to:
a. Protect the officer or another person from physical harm;
b. Make a lawful arrest when a subject offers resistance;
c. Stop potentially dangerous and/or criminal behavior; or
d. Protect subjects from injuring themselves.
2. Where less lethal force is authorized, members shall assess the incident to
determine which less lethal technique or weapon will best de-escalate the
incident and bring the situation under control in a safe manner.
3. Use of force restraints and/or weapons shall never be used as punishment or
retaliation.
Deadly Force
1. Use of deadly force is only authorized:
a. Against a subject who poses an imminent threat of death or serious bodily
injury to the officers or others, and only when bystanders are not in
jeopardy;
b. To prevent a subject’s escape from a violent felony crime and only if the
officer has probable cause to believe that the subject poses a continuing
threat of death or serious bodily injury to anyone should he or she
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successfully escape, Tennessee v. Garner, 471 U.S.1, 85 (1985).
2. Deadly force is not authorized if less lethal force could reasonably be used to
prevent the escape of a dangerous fleeing subject, or a subject fleeing from a
violent felony crime.
3. If feasible, officers shall identify themselves and state his/her intention to
shoot before using a firearm.
4. A strike to the head of any person with an instrument constitutes a use of
deadly force.
5. In addition to the above, the DPD further limits the use of deadly force to
effect the arrest or to prevent the escape of a fleeing felon to the following
felonies, and only if the officer has probable cause to believe the fleeing felon
will pose a significant threat of death or serious physical injury to the officer or
others should he/she successfully escape:
a.
b.
c.
d.
e.

Murder or attempted murder;
Assault with intent to commit murder;
Criminal sexual conduct, first and third degree;
Armed robbery or attempted armed robbery, and
Assaults that result in life-threatening bodily injury.

Prohibited Holds
1. The neck restraints set forth below have been found to be tactically ineffective
in subduing a subject using minimal force:
a. Carotid submission hold;
b. A hold which interrupts the blood’s flow to the brain;
c. A “sleeper hold” that can result in a person losing consciousness and/or death;
d. Bent arm submission hold/hammer lock carotid hold. This hold restricts
airflow to the trachea and can result in a loss of consciousness and/or
death; and
e. All other chokeholds.
2. As a general matter, officers are prohibited from employing any of the
foregoing neck restraints. Any use of such techniques shall be presumed to
be in violation of this policy, regardless of a later determination that use of
such techniques was “objectively reasonable” under the circumstances.
3. Department members are strictly prohibited from participating in trainings
teaching any of the neck restraints set forth above.
Unauthorized Use of Deadly Force
1. Deadly force shall not be used against persons whose conduct is injurious
only to themselves.
2. Warning shots are strictly prohibited.
3. Under no circumstances can shooting a firearm be justified to make an arrest
for a misdemeanor charge or to apprehend a person fleeing from such a
charge.
4. An officer shall not shoot a firearm in an attempt to apprehend a person
merely on suspicion that a crime has occurred, or if there is only a suspicion
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that the person being pursued committed the crime, regardless of the severity
of the crime. An officer shall either have witnessed the crime, or shall have
probable cause to believe that the person committed an offense that allows
using deadly force.
Prohibit Firing at a Moving Motor Vehicle
1. Shooting at moving vehicles is generally not an effective means of
immediately halting the progress of a closely approaching vehicle.
Additionally, such action frequently produces unintended consequences. A
moving vehicle may become an uncontrolled deadly weapon that could
seriously injure or kill the occupants of the vehicle and/or subjects in its path.
The potential harm to others in the area may outweigh the need to
immediately apprehend the suspect.
2. Bullets fired at a moving vehicle may miss the intended target or ricochet and
cause injury to officers or other innocent persons.
3. Officers shall not knowingly place themselves into the path of a moving
vehicle or into the likely path of a vehicle that is currently stopped but is under
the immediate control of a driver. When feasible, officers should attempt to
move out of the path of any moving vehicle to a position of cover.
4. As a general matter, officers shall not discharge their firearms at a moving
motor vehicle. Although rare exceptions to this general prohibition may exist,
the burden of overcoming the presumption of non-compliance rests entirely
with the member and is to be considered high. Such situations may only
involve instances where an officer has no other recourse to protect his/her
own life or where the suspect poses clear and present risks to the lives of
others and where such action is reasonably certain to end the threat.
Firing from a Moving Motor Vehicle
Members must keep in mind that accuracy is adversely affected when shooting from a
moving vehicle which increases the danger to the public. Therefore, members shall
only shoot from a moving vehicle as a last resort and when the safety of bystanders is
not jeopardized.
Dangerous Animals
1. The use of physical force against any animal will be used only to the extent
that such force is necessary to prevent harm or injury to another person(s) or
animal(s). An officer shall not discharge a firearm at a dog or other animal,
except to protect a member or person from imminent physical injury and there
is no opportunity to retreat or other reasonable means to eliminate the threat.
2. Before using deadly force, every attempt will be made to use other reasonable
means to contain the threat of a dangerous animal.
3. If the circumstances permit, when a member of the department has to shoot
an animal suspected of being afflicted with rabies, the dog shall NOT be shot
in the head. The carcass of the animal should be preserved for analysis of
rabies.
4. The carcass of any animal that has been shot and that is believed to be
afflicted with rabies shall be taken to the Animal Control Center. Immediate
refrigeration of the carcass is of the utmost importance in the determination of
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rabid content.
5. When an officer comes in contact with a seriously injured or dangerous
animal, the officer shall notify the proper agency (e.g., City of Detroit Animal
Control, Michigan Humane Society, etc.).
6. In any instance where a member discharges a firearm at an animal with the
intent to destroy, whether the animal is hit or missed, the officer’s supervisor
shall prepare a Destruction of Animal Report (DPD669).

Proper Use of Force Decision Making
General
When evaluating the force used by law enforcement, the U.S. Supreme Court, in
the case of Graham v. Connor, 490 US 386 (1989), made clear that the
determination requires a commonsense pragmatic approach stating that an officer’s
decision to use force occurs in “circumstances which are tense, uncertain, and
rapidly evolving,” and that there is no universal rule or “mechanical rule” that can be
applied to all of the various situations encountered by a law enforcement officer.
Force Continuum
1. Just as officers must be prepared to respond appropriately to rising levels of
resistance, they must likewise be prepared to immediately de-escalate and/or
disengage from the use of force as the subject de-escalates or comes under the
officer’s control. Often the most appropriate response option to a situation
involves de- escalation, disengagement, area containment and/or surveillance,
waiting out a subject, summoning reinforcements, or calling in specialized
commands.
2. It is important for officers to remember that even at its lowest level; the use of
force is a serious responsibility. The force continuum is a model developed for
illustrative purposes, defining the various levels of resistance and force exercised
during a use of force incident. [Refer to Training Directive 04-3 (Use of Force
Continuum)]. The continuum is based on the concept that as the resistive
individual(s) increases the level of resistance or threat to the officer, the officer
may increase the level of force necessary to overcome the resistance and
conversely de-escalate and/or disengage as compliance is attained. The levels of
resistance include:


Inactive Resistance: Includes psychological intimidation (non-verbal cues
indicating the subject’s attitude, appearance and physical readiness) and
verbal non-compliance (verbal responses indicating the subject’s unwillingness
to comply with direction may include verbal threats made by the subject).
 Passive Resistance: Physical actions that do not directly prevent the
member’s attempt of control.





Active Resistance: Means the subject is making physically evasive
movements to defeat an officer’s attempt at control, including bracing,
tensing, pulling away, or pushing.
Active Aggression: Physical acts that are hostile, injurious, or destructive;
Deadly Force: Physical acts of aggression directed toward a member or
another that are likely to cause serious bodily injury or death.

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3. The levels of force are:







Officer Presence/Verbal Direction: The identification of authority through
the officer’s presence in uniform, or by other means such as a badge and
identification card or apparel clearly identifying the member as an officer,
and/or communication directed toward controlling the actions of a subject.
This may include direction, orders, or commands;
Compliance Controls: Physical techniques employed by officers (e.g.,
escorting, touch pressure, joint locks, etc.) and the PR-24 Collapsible
Baton as a non-impact control device;
Physical Controls: (e.g., pain compliance, hard hands, etc.)
Intermediate Weapons: The use of authorized less lethal weapons
including impact weapons, chemical agents, and canines; and
Deadly Force: A tactic or use of force that is likely to cause serious bodily
injury or death.

4. When applying the concept of a force continuum, the totality of the circumstances
involved in the incident must also be considered. Officers may initiate the use of
force at any level of the force continuum that is appropriate under the
circumstances. However, circumstances that may influence an officer or may
impact an officer’s decision to escalate or de-escalate the amount of force used
include, but are not limited to:








The nature of the offense;
Influence of drugs or alcohol;
Presence/proximity of weapons;
Officer/subject factors (e.g., age, size, strength, etc.);
Subject is suspected to be a special population;
The feasibility and availability of alternative responses; and/or
The availability of additional officers.

5. For any subject offering inactive resistance, members should consider requesting
a supervisor for assistance before escalating to force beyond officer presence and
verbal direction.
Duty to Intervene
Consistent with Manual Directive 102.11, members who have reasonable opportunity,
must act to prevent or stop any member from conducting any act that is
unethical, or that violates law or Department policy (for example, excessive
force, theft, fraud, inappropriate language, sexual misconduct, harassment,
falsifying documents, inappropriate behavior, etc.).
1. Members must have reasonable opportunity to intervene in an incident.
2. Intervention is verbal and/or physical.
3. The level of intervention depends upon reasonable opportunity and the
totality of the circumstances.
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4. Failure to Intervene may subject a member to disciplinary action.

Training and Qualifications
General
1. All DPD members that are authorized to carry lethal and less than lethal weapons
shall be issued a copy of this department’s Use of Force Policy (Directive 304.2),
Use of Force Continuum (Training Directive 04-03) and any other policies or
training directive that is specific to the weapon being trained on.
2. All members shall be trained by qualified instructors in any authorized lethal or
less lethal weapon he/she carries.
Firearms
1. While on and off duty, officers shall carry only weapons and ammunition
authorized and approved by this department.
2. Authorized weapons are those with which the officer has qualified and
received departmental training on proper and safe usage, and that are
registered and comply with department specifications.
3. Officers are required to attend regular use of force training and qualification
sessions for duty and off-duty weapons (bi-annually). An off-duty weapon that
is approved by DPD’s Firearms Training, and that the member has qualified
with, may be carried by members as a secondary weapon while on-duty.
4. An officer who has suffered from an illness or injury that could affect his/her
use of firearms ability shall be required to re-qualify prior to returning to
enforcement duties.
Less Lethal Weapons and Methods
1. No department issued piece of equipment that is not designed or authorized
to be used as a weapon (for example, flashlight, prep radio, handcuffs), shall
be used as a weapon unless deadly force is authorized.
2. An officer is not permitted to use a less lethal weapon unless qualified in its
proficient use as determined by Training.
3. Intermediate weapons shall be carried or used as issued and authorized by the
department. No changes, alterations, or modifications are permitted.
4. Officers may use weaponless defense or arrest tactics in which departmental
training has been given to control or arrest uncooperative suspects.
5. The use of a police canine to search for or apprehend suspects is considered a
use of force under this policy. [Refer to Directive 201.4 (Canine)].
6. Chemical Spray: Is authorized for on-duty or off-duty use. Members, when
assigned to patrol or investigative duties, shall carry the device. [Refer to Directive
304.3 (Chemical Spray Device)].
7. Taser X2 Conducted Energy Weapon: is the only Department-approved
CEW. No other CEW or comparable device may be carried while a member is
on duty or working Secondary Employment. Only those members who have
been trained may carry and use the TASER X2 CEW [Refer to Directive 304.7
Taser X2 Conducted Energy Weapon CEW)].
8. 40 mm Launcher with a Foam Impact Round: Only those members trained and
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approved by the department shall carry the device while on duty.
9. Pepperball Tac-SA with Pepperball Projectiles: Only members trained
and approved by the department shall carry the device while on duty.
10. PR-24: Is a compliance control device that offers a less lethal method for
apprehending and subduing actively resisting and/or violent subjects. Officers
should target a subject’s torso, arms, and legs (green areas) when using the PR24 as an impact weapon (striking) for an actively aggressive subject. A PR-24
may also be used as a non-impact control device (come-along holds, escorts,
etc.) for actively resistive subjects. Only members trained on the PR-24 baton
may be equipped and/or carry the PR-24 baton. [Refer to Directive 304.4 (PR-24
Collapsible Baton)].
11. Weapons used for striking, other than the PR-24 side-handle baton, are strictly
prohibited. Prohibited weapons include, but are not limited to: brass knuckles,
blackjacks, nunchukus, saps, slapjacks, and other sticks or clubs.

Duty to Report/Render Aid
Whenever a DPD member employs any use of force as defined by this Directive, such
member shall, unless physically incapacitated:
1. Ensure that the subject has been properly restrained or no longer poses an
immediate threat to the safety of officers or others;
2. Render first aid and summon Emergency Medical Services (EMS) if needed; and
3. Provide assistance to persons subjected to the effects of a Chemical Spray
Devices, including:
a. Immediately after spraying a suspect or pepperball, officers shall be alert
to any indications that the individual needs medical care. This includes, but
is not limited to, breathing difficulties, gagging, profuse sweating, or loss of
consciousness. Upon observing these or other medical problems, or if the
suspect requests medical assistance, the officer shall immediately
summon emergency medical aid;
b. Provide an opportunity for decontamination to a sprayed subject within twenty
(20) minutes of the application of the spray or the apprehension of the subject;
c. Sprayed subject(s) shall be continuously monitored for signs of a medical
complaint. If a person complains of continued effects after having been
decontaminated or they indicate that they have a pre-existing medical
condition (e.g., asthma, emphysema, bronchitis, or heart ailment) that may
be aggravated by chemical spray, the subject shall immediately be
conveyed to Detroit Receiving Hospital (DRH) for medical treatment; and
d. Restrained subjects should be placed in an upright or seated position to
avoid Positional Asphyxia which can lead to death, when a subject’s body
position interferes with breathing. [Refer to Training Directive 05-04
(Positional Asphyxia)].
Use of Force Reporting
1. Officers shall notify his/her Zone Dispatcher following any use of force or a
prisoner injury. The Zone Dispatcher shall notify a non-involved sworn
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supervisor.
2. A non-involved sworn supervisor shall respond to the scene following any use
of force that involves a firearm discharge, 40 mm launcher with foam impact
round, perpperball Tac-SA with pepperball projectiles, a visible injury, or a
complaint of injury.
3. A non-involved sworn supervisor shall respond to all other uses of force on a
priority basis. For the purpose of this Directive a “priority basis” is defined by
the current availability of supervisors and the nature of the situation (e.g.,
highly charged situations, agitated by-standers, potential for violence)
whereas response to the scene may increase volatility or be impracticable.
4. Upon arrival at the scene, the supervisor shall interview the officer(s), canvass
for witnesses and examine the subject(s) for injury, and ensure that the
subject(s) receives, or has received, needed medical attention. No member
shall delay rendering medical attention, requesting EMS or the conveyance of
any subject to a medical treatment facility pending the arrival of a supervisor.
5. In the event an injured person has been conveyed for medical treatment
prior to the supervisor’s arrival at the scene, the supervisor shall interview the
subject at the medical facility provided the interview will not interfere with the
subject’s medical treatment.
6. The supervisor responding to the scene shall notify Internal Affairs (IA) of all
serious uses of force, uses of force that result in a visible injury, uses of force
that a reasonable officer should have known were likely to result in injury, and
uses of force where there is evidence of possible criminal misconduct by an
officer.
7. Internal Affairs shall respond to the scene and investigate all incidents where
there is evidence of possible criminal misconduct by an officer, where a
prisoner dies, suffers serious bodily injury, or requires hospital admission, or
where there is a serious use of force. Force Investigation may delegate all
other use of force or prisoner injury investigations to the responding
supervisor for a command investigation, if deemed appropriate by Force
Investigation.
Use of Force Report
In all instances when officers use force, as defined in Section 3.8 of this Directive,
each officer who has employed such force shall complete:
1. Any reports made necessary by the nature of the underlying incident;
2. Each member using force shall ensure that a declarative statement is included at
the beginning of the narrative section of the arrest report indicating whether or not
force was used during the incident;
3. Each individual officer who uses force in an incident shall submit a separate Use
of Force Report (UF-002) documenting any force, any prisoner injury, and any
instance in which an officer draws a firearm and acquires a target;
4. Allegation of force shall only be taken by a supervisor. (reference 201.11 Use of
Force and Detainee Injury Reporting/Investigation);
5. All Use of Force Reports shall specify the actions of the subject that necessitated the
use of force, the reasons why the officer used force, any subject complaints of injury,
medical treatment received, or refusal of medical treatment;
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6. The Use of Force Report shall be submitted as soon as possible following the incident
but prior to the end of the member’s tour of duty; and
7. All reports/forms completed as a result of an incident shall be reviewed and updated by
a supervisor prior to the end of his/her tour of duty.
Updates to the Department Manual are forthcoming.

JAMES E. WHITE
Chief of Police

DPD 631 (REV. 11-98)
C of D-131-OR

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POLICY AND PROCEDURAL ORDER

001-002

Response to Resistance

Page 1 of 5

Issued By: Chief Andre Anderson

Effective: 12/13/1999

Updated: 10/08/2025

Last Reviewed: 10/08/2025

I.

CALEA Standards
1.2.10, 4.1.1, 4.1.5, 4.2.1, 4.2.2, 4.2.4, 4.3.1,
4.3.4

Purpose
The purpose of this order is to make a policy statement regarding officer response to
resistance, and to define and describe the concept of objectively reasonable .

II.

Policy
AN OFFICER WILL USE ONLY THAT FORCE, which is Objectively Reasonable to the
threat or resistance of a subject: Officers will utilize de-escalation techniques when
possible.

III.

A.

Under the Fourth Amendment of the United States Constitution, a law
enforcement officer may only use such force as is “objectively reasonable” in all
circumstances. The standard that courts will use to examine whether the use of
force is constitutional was first set forth in Graham v. Connor, 490 U.S. 386
(1989), and expanded by subsequent court cases. The reasonableness of a
particular use of force must be judged from the perspective of a reasonable law
enforcement officer on the scene at the moment the force was used, rather than
with 20/20 vision or hindsight. The reasonableness must account for the fact that
law enforcement officers are often forced to make split-second judgments – in
circumstances that are tense, uncertain, and rapidly evolving – about the amount
of force that is necessary in a particular situation.

B.

Reasonableness will be determined by balancing the nature and quality of the
intrusions with the countervailing governmental interests. The question is
whether the law enforcement officer’s actions are objectively reasonable in light
of the facts and circumstances confronting the officer. Objective factors will
determine the reasonableness of force including, but not limited to, the severity of
the crime, whether the suspect poses an immediate threat to the safety of the law
enforcement officers or others, and whether the suspect is actively resisting
arrest or attempting to evade arrest by flight.

C.

Department members shall only use force which is objectively reasonable under
the totality of the facts and circumstances to overcome a subject’s resistance, to
make an arrest, or maintain proper custody of a prisoner. When a resisting
subject de-escalates their resistance, the department member shall also deescalate the amount of force used proportionately.

Duty to Intervene
Excessive or unauthorized use of force is never justified. Employees of the Ann
Arbor Police Department that observe a department employee or employee from

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POLICY AND PROCEDURAL ORDER

001-002

Response to Resistance

Page 2 of 5

Issued By: Chief Andre Anderson

Effective: 12/13/1999

Updated: 10/08/2025

Last Reviewed: 10/08/2025

CALEA Standards
1.2.10, 4.1.1, 4.1.5, 4.2.1, 4.2.2, 4.2.4, 4.3.1,
4.3.4

another agency using force that is clearly beyond that which is objectively
reasonable under the circumstances, will when in a position to do so, safely
intervene to prevent the use of such excessive force. Departmental employees
will promptly report these observations to include but not limited to violations of
department policy, local ordinance, state and federal law to a supervisor.
IV

Training
All officers are to receive training in this order as well as the orders on deadly
force and less-lethal force before assuming sworn status. Officers will have
access to electronic copies of all these orders as well as revisions published. All
officers shall receive training annually on this agency’s policies related to use of
force to include but not limited to related legal updates. The training shall be
provided to reinforce the importance of de-escalation, and to enhance officer’s
discretion and judgement when using force in accordance with this policy.

V

De-Escalation
De-escalation - refers to those actions used by a peace officer that are intended
to minimize the likelihood of the need to use force during an incident. Depending
on the circumstances, "de-escalation tactics" may include, but are not limited to:
Using clear instructions and verbal persuasion; attempting to slow down or
stabilize the situation so that more time, options, and resources are available to
resolve the incident; creating physical distance by employing tactical
repositioning to maintain the benefit of time, distance, and cover; when there are
multiple officers, designating one officer to communicate in order to avoid
competing commands; requesting and using available support and resources,
such as a crisis intervention team, a designated crisis responder or other
behavioral health professional, or back-up officers.

VI

Rendering Medical Aid
The appropriate medical aid will be rendered as quickly as reasonable following any law
enforcement action in which injuries have been sustained. The following procedures for
activating emergency medical services will be followed in incidents of obvious severe
injuries, medical distress, an individual is unconscious or alleges injuries.
A.

Examine the injury and render first aid, if necessary. Request the Ann Arbor Fire
Department or Huron Valley Ambulance to the scene to evaluate the individual.

B.

Cause the transportation of the individual to a hospital, if necessary.

C.

Notify the on-duty Shift Supervisor as soon as practicable,

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POLICY AND PROCEDURAL ORDER

001-002

Response to Resistance

Page 3 of 5

Issued By: Chief Andre Anderson

Effective: 12/13/1999

Updated: 10/08/2025

Last Reviewed: 10/08/2025

VII.

CALEA Standards
1.2.10, 4.1.1, 4.1.5, 4.2.1, 4.2.2, 4.2.4, 4.3.1,
4.3.4

D.

Submit a Response to Resistance Report prior to the end of the officer’s tour of
duty,

E.

Prepare a detailed incident report and submit it prior to the end of the officer’s
tour of duty, if physically capable.

F.

If the officer is not physically capable of completing the incident report, the onduty Shift Supervisor shall author the report.

Application of Force
Ann Arbor Police officers will receive training in Pre De-escalation, De-escalation, and
defensive tactics which will assist officers in their decision-making process involving the
use of force.
A.

The purpose of Pre De-escalation, De-escalation, and defensive tactics to control
resistive behaviors with techniques that have minimal chance of injury. Officer(s)
subject control response should be based upon:
1.

Physical size, strength and weaponry of the person(s) compared to the
officer(s).

2.

Nature of the encounter.

3.

Actions of the person(s).

4.

Exigent conditions (i.e., availability of back-up, number of persons
involved).

B.

For example, an officer may resort to the use of pepper spray or the TASER
before using hard empty hand controls if the officer reasonably believes the use
of hard empty hand controls would be ineffective. The officer must clearly
articulate their use of force justifications in their report.

C.

Subject Actions:
1. Inactive Resistance: Resistance that may include psychological intimidation
and/or verbal resistance (e.g., blank stare, clenching of fist(s), tightening of
jaw muscles, etc.).
2. Passive Resistance: Any type of resistance whereby the subject does not
attempt to defeat the officer’s attempt to touch and control the subject, but still
will not voluntarily comply with verbal and physical attempts of control (e.g.,

Page 42 of 241

POLICY AND PROCEDURAL ORDER

001-002

Response to Resistance

Page 4 of 5

Issued By: Chief Andre Anderson

Effective: 12/13/1999

Updated: 10/08/2025

Last Reviewed: 10/08/2025

CALEA Standards
1.2.10, 4.1.1, 4.1.5, 4.2.1, 4.2.2, 4.2.4, 4.3.1,
4.3.4

dead weight, does not react to verbal commands, etc.)
3. Active Resistance: Any action by a subject that attempts to prevent an officer
from gaining control of the subject (e.g., pulling/pushing away, blocking, etc.).
4. Active Aggression: Physical actions/assaults against the officer or another
person with less than deadly force (e.g., advancing, challenging, punching,
kicking, grabbing, wrestling, etc.)
5. Deadly Force Assault: Any force used against an officer or another person
that may result in great bodily harm or the loss of human life.
D.

Officer Response:
1. Officer Presence/Verbal Direction: Identification of authority (i.e., uniformed
presence, or identification as a police officer). Verbal Direction (e.g., for arrest
or to control a subject’s movements.) Use of Restraint Devices (i.e.,
compliant handcuffing).
2. Compliance Controls: Soft empty hand techniques (e.g., joint locks, pressure
points, etc.). Compliance control devices (e.g., baton when used as a
compliance control device).
3. Physical Controls: Hard empty hand techniques (e.g., strikes, take downs).
4. Intermediate Controls: Intermediate weapons (i.e., impact weapons, including
pepper spray, TASER or KEIP weapons
5. Deadly Force: Any force used by an officer that may result in serious injury or
the loss of human life.

VIII.

Response to Resistance Report
A.

Officers will document Response to Resistance when that officer utilizes any of
the following responses. Officer Response to Resistance will be entered
electronically via the department software. The following types of force shall be
documented:
1. Vehicle pursuit
2. Compliance Controls
3. Physical Controls

Page 43 of 241

POLICY AND PROCEDURAL ORDER

001-002

Response to Resistance

Page 5 of 5

Issued By: Chief Andre Anderson

Effective: 12/13/1999

Updated: 10/08/2025

Last Reviewed: 10/08/2025

CALEA Standards
1.2.10, 4.1.1, 4.1.5, 4.2.1, 4.2.2, 4.2.4, 4.3.1,
4.3.4

4. Intermediate Controls
5. Displaying or Deploying a Taser
6. Displaying a firearm ( P&P 001-003 section IV B Drawing and Displaying
Firearms)
7. Deadly force

IX.

B.

Officers will immediately verbally inform a supervisor when any of the above
levels of force are used in response to resistance. The date, time and supervisor
notified will be recorded on the Response to Resistance Report. The Response
to Resistance Report will be completed by the end of the officer’s shift.

C.

When the TASER is utilized in the dart mode, a supervisor will download the
TASER after the incident and the printout will be attached to the Response to
Resistance Report.

Annual Analysis of Reported Use of Force
A.

At the end of each calendar year, the Professional Standards Section will
conduct an annual analysis of all reported use of force incidents. This analysis
will identify any patterns or trends and any possible training needs to ensure
compliance with department policy as it relates to officers involved in use of force
incidents. The report will be generated by the Professional Standards Section to
be reviewed and approved by the Chief of Police.

B.

The Use of Force Analysis will include:
1.

The date and time of incidents

2.

Types of encounters resulting in use of force

3.

Trends or patterns related to race, age and gender of subjects involved

4.

Trends or patterns resulting in injury to any person including employees

5.

Impact of findings on policies, practices, equipment and training

Page 44 of 241

Page 45 of 241

WASHTENAW COUNTY
POLICE MUTUAL AID AGREEMENT

I. STATEMENT OF PURPOSE
A. Recognizing the need for cooperation among all law enforcement agencies in order
to provide excellent police services across Washtenaw County, the signatory
agencies agree to assist each other in emergencies with personnel and equipment,
as resources are available. The purpose of this agreement is to identify the occasions
on which one agency may request emergency assistance from another agency, the
methods by which such requests shall be made, and the procedures by which
assistance will be provided.
B. The legal authority for city, county, village or township police officers to exercise
police powers outside of their jurisdictions is granted by MCL 764.2a.

764.2a Peace officer; exercise of authority in other county, city, village, or
township.
Sec 2a. A peace officer of a county, city, village, or township of this state may
exercise authority and powers outside his own county, city, village, or township,
when he is enforcing the laws of this state in conjunction with the Michigan state
police, or in conjunction with a peace officer of the county, city, village, or
township in which he may be, the same as if he were in his own county, city,
village, or township.
C. This agreement is authorized by and intended to be in compliance with MCL
123.811-813.
II. DEFINITIONS
Mutual Aid:
An exchange of assets, including either personnel, equipment, or both, between
member law enforcement agencies during situations in which the need for police
services exceeds the capabilities of the requesting agency to effectively manage.
Level 1 Mutual Aid Request:
Actual, potential, or anticipated situations during which the requesting agency requires
the assistance of another for short periods of time, generally two hours or less.
Response to level one requests are limited to the utilization of the providing agency's
on-duty personnel and the call in of a limited number of off-duty personnel with
specialized equipment or training, such as K-9 units, special weapons and tactics units,
underwater recovery units, specialized detective personnel, etc.
Level 2 Mutual Aid Request:
Actual, potential, or anticipated situations during which the total available resources of
the requesting agency are fully committed and the assistance of the other law
enforcement agency(s) is required for longer periods of time, generally in excess of two
hours. Response to level two requests include the response made to level one requests,
as well as the mobilization of the providing agency's off-duty personnel and other
reserve resources.
Concurrent Jurisdiction:
Two or more law enforcement agencies having equal authority or jurisdiction in a

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Washtenaw County Police Mutual Aid Agreement
Page 2
particular geographic area.

2015

Requesting Agency:
A law enforcement agency that is making or has made a mutual aid request.
Providing Agency:
A Participating Agency that is supplying law enforcement assets in response to a mutual
aid request.
Participating Agency:
A law enforcement agency that has entered into this agreement.
Mobile Field Force:
A group of officers from agencies throughout Washtenaw County that are certified in the
MCATI model as produced by FEMA and the Center for Domestic Preparedness and
respond as a planned (typically Level 2) response to crowd management, arrest/rescue,
protests, and other large-scale events as necessary.

Appendix C describes the Procedure and Activation Guidelines of Mobile Field Force.
III. RESOURCES AVAILABLE
For planning purposes, each law enforcement agency that is a party to this agreement
will identify the approximate resources available to respond to mutual aid requests.
Appendix A is the listing of resources available for a level 1 and level 2 mutual aid
request from each participating agency.

IV. REQUESTS FOR MUTUAL AID
A.

Requests for emergency mutual aid will be made via telephone or LEIN to the
Communications Section of the providing agency(s).

B.

Emergency Mutual Aid requests must include the following information.
1. Nature of the incident.
2. Location to which the providing agency's personnel are to report.
3. The name of the person to whom the providing agency's personnel are to report.
4. Clearly identify the request as either a level one or level two mutual aid requests.
5. The number of personnel and equipment requested.
6. Intended role of the providing agency's personnel.
7. Name and rank of person making the request and the person under whose authority
the request is being made.

C.

Authorization for Emergency Mutual Aid Requests.
1. The requesting agency's ranking on-duty shift supervisor or dispatcher is authorized
to make level one mutual aid requests.
2. The Chief Executive Officer the requesting agency, or his/ her designee, is authorized

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Washtenaw County Police Mutual Aid Agreement
Page 3

2015
to make level two mutual aid requests.

D.

Prior to making a Level 1 mutual aid request, the requesting agency must have a unit at the
scene or en route. Requests made because the requesting agency does not have a unit
available to answer the call cannot be honored.

V. RESPONSE TO MUTUAL AID REQUESTS
A. Approval of mutual aid requests.
1.

The ranking on-duty supervisor or dispatcher of the providing agency is authorized
to approve Level 1 mutual aid requests, except for mobilization of special tactics
units.

2.

The Chief Executive Officer of the providing agency, or his or her designee, is
authorized to approve level two mutual aid requests and to authorize the
mobilization of special tactics unit.

B. Should local conditions at the time of receipt of a mutual aid request prevent a Participating
Agency from responding, as stated in this agreement, the requesting agency will be so
notified as soon as possible. The Participating Agency will make every effort to comply with
the request as soon as possible. Participating Agencies are not required to deplete their
resources to unreasonable levels to honor a mutual aid request. No liability is attached to a
Participating Agency that is unable to comply with a request for aid.
C. Providing agencies will dispatch available personnel to respond to a mutual aid request
promptly and shall provide them with the specific reporting location, the name of the
commanding officer to whom to report at the scene, and, when appropriate, specific
instructions as to the action to be taken.
D. Personnel responding to mutual aid requests will do so with due caution, taking into
consideration the safety of others and themselves.
VI. DIRECTION AND CONTROL
A. The requesting agency will maintain command and control of the incident that led to the
mutual aid request, irrespective of the ranks of the personnel at the scene.
B. Whenever possible, providing agencies will be assigned specific roles or missions by the
requesting agency, (e.g., traffic control). Providing Agencies will designate a lead
responder to direct the agency’s personnel.
C. Whenever possible, the personnel of the requesting agency shall effect all arrests; and
personnel from providing agencies will be used for the maintenance of order, aiding
injured, securing scenes, and the transportation and control of prisoners.

Appendix B describes radio communications, mass arrests, and other operational
procedures used during level one and level two mutual aid incidents.
VII. DURATION OF AID
Personnel and equipment provided in response to a Mutual Aid Request will be released

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Page 4
as soon as the situation is restored to a point which permits the requesting agency to
effectively manage the situation without relying on outside resources, or when
conditions within the providing agency's jurisdiction require that they be released.

2015

VIII. WITHDRAWAL OF PERSONNEL AND EQUIPMENT
The personnel and/or equipment of the responding agency may be withdrawn at any
time at the discretion of the Chief Executive Officer of the responding agency or his/her
designee. A responding agency shall not be liable to a requesting agency for leaving the
scene of an emergency mutual aid response.
IX. DOCUMENTATION, REVIEW, CRITIQUE AND MODIFICATIONS
A. Requesting Agencies shall maintain detailed activity logs during Level 2 mutual aid
events and shall provide an after action report at the conclusion of each incident.
B. If personnel from providing agencies make arrests or take other significant police action
during a Level 2 mutual aid request, they will complete such documentation as required
by their agency and submit copies to the requesting agency. The requesting agency will
include said documentation in the master file of the incident.
C. Within two weeks of the conclusion of an incident that resulted in a level two mutual aid
request, the Chief Executive Officer of the requesting agency will convene a debriefing
to critically review all aspects of the incident, and if appropriate, to recommend to the
governing bodies of all the participating law enforcement agencies changes,
amendments or additions to this agreement. All Participating Agencies shall have the
opportunity to participate in the debriefing.
X. REIMBURSEMENT FOR EXPENSES INCURRED
Providing agencies will not be reimbursed for expenses incurred in response to Level 1
or Level 2 mutual aid requests.
XI. SCOPE OF THE AGREEMENT AND TERMINATION
A. This agreement is open to all Washtenaw County law enforcement agencies with the
power of arrest that are willing and able to abide by the terms and conditions herein.
B. Agency Chiefs may make changes to Appendix A of this agreement and will provide
notice of said changes to the other participating agencies.
C. Participating law enforcement agencies can withdraw from the agreement, upon
providing thirty (30) days written notification to the other participating agencies.
D. Nothing in this agreement shall prohibit an agency from providing assistance to an
agency that is not a party to this agreement.
E. A meeting of Chief Executive Officers from participating agencies shall be convened on a
periodic basis to review and update the procedures of Appendix A, B and C.

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2015

XII. CIVIL ACTION
To the extent allowed by law, the requesting agency agrees to indemnify, hold harmless
and defend the providing agency in any civil action that may arise because of conduct at
the direction of the requesting agency where such conduct is legal and does not involve
gross negligence.

____________________________________________________________________________
City of Ann Arbor
Date
City of Saline
Date

____________________________________________________________________________
City of Chelsea
Date
Washtenaw County
Date

____________________________________________________________________________
City of Milan
Date
Northfield Township
Date

____________________________________________________________________________
City of Ypsilanti
Date
Pittsfield Township
Date

____________________________________________________________________________
Eastern Michigan University Date
University of Michigan
Date

____________________________________________________________________________
Huron-Clinton Metro Authority
Date
Veterans Affairs
Date

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Washtenaw County Police Mutual Aid Agreement
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2015
APPENDIX A

A. Ann Arbor Police Department

Level 1:

1. Personnel. Subject to the provisions of Section V
of the Agreement, AAP up to 20% of its on-duty uniformed patrol
personnel in response to a Level 1 request. This will vary from one (1)
officer during the early morning hours to four (4) officers during some
periods of the day and afternoon shifts.
2. Equipment. Prisoner Transport
transporting up to 10 prisoners.

Van:

A

vehicle

designed

for

3. Specialized Units and Equipment. Call out procedures will be instituted
to make the following units/equipment available.
a. Special Tactics Unit. AAPD Members of the Washtenaw
Metro SWAT Team may be activated as part of a critical
incident activation.
b. Washtenaw Metro Crisis Negotiations Unit. AAPD Members of
the Washtenaw Metro SWAT Team may be activated as part of
critical incident activation.
c. Mobile Field Force. Officers who have received training and
equipment associated with the Washtenaw County Mobile Field
Force Team.
d. K-9 Unit. Any on duty K-9 Officer or the call in of off duty K-9
Officer if no other K-9 Units are available in the County.
Level 2:

1. Personnel. Generally, up to 15 uniform patrol officers will be available
for mutual aid response within two (2) hours.
2. Equipment. Same as Level 1.
3. Specialized Units & Equipment. Same as Level 1.

B. Chelsea Police Department
Level 1:

1. Personnel. Actual number may vary from one to two officers. If two
on duty, one will be sent. If time permits, one will be called in and
two sent.
2. Equipment. One (1) marked patrol vehicle.
3. Specialized Units & Equipment.
a. Mobile Field Force. Officers who have received training and
equipment associated with the Washtenaw County Mobile
Field Force Team.

Level 2:

1. Personnel. Up to five uniformed officers.

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2. Equipment. Same as level 1.
3. Specialized Units & Equipment. Same as Level 1.

C. Eastern Michigan University Police Department
Level 1:

1. Personnel. Subject to the provisions of Section V, one uniformed
patrol officer in response to a Level 1 request. The actual number of
personnel available to respond to a Level 1 request will vary from one
to two officers, depending upon time of day and day of the week.
2. Equipment. One marked patrol vehicle.
3. Specialized Units & Equipment.
a. Mobile Field Force. Officers who have received training and
equipment associated with the Washtenaw County Mobile
Field Force Team.

Level 2:

1. Personnel. Three to four uniformed officers will be available for
mutual aid response within two hours of call.
2. Equipment. One or two marked patrol vehicles.
3. Specialized Units & Equipment. Same as Level 1.

D. Huron-Clinton Metropolitan Authority Police Department
Level 1:

1. Personnel. One officer.
2. Equipment. One marked 4 wheel drive patrol vehicle.
3. Specialized Units & Equipment.
a. Mobile Field Force. Officers who have received training and
equipment associated with the Washtenaw County Mobile
Field Force Team.
b. ATV. One 4-wheel drive ATV available if needed.

Level 2:

1. Personnel. Two officers, with up to two more available as needed.
2. Equipment. Two marked patrol units, one of which will be 4-wheel
drive SUV.
3. Specialized Units & Equipment. Same as Level 1, plus 4-wheel drive
ATV.

E. Milan Police Department
Level 1:

1. Personnel. Subject to the provisions of Section V, one uniform patrol
officer in response to a Level 1 request. The actual number of
personnel available to respond to a level 1 request will vary from one

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to three officers, depending upon time of day and day of week.
2. Specialized Units & Equipment.
a. Mobile Field Force. Officers who have received training and
equipment associated with the Washtenaw County Mobile
Field Force Team.
b. One (1) marked or unmarked unit.
c. A TASER is available based on the General Order of the Milan
Police Department governing the TASER use/deployment.

Level 2:

1. Personnel. Two (2) to four (4) uniformed officers will be available for
Mutual Aid response within two hours of the call. Reserves, two (2)
to four (4) reserve officers will also be sent if available upon request.
2. Specialized Units. Same as Level 1, and up to three (3) patrol
vehicles within two hours of the call.

F. Northfield Township Police Department
Level 1:

1. Personnel. One officer.
2. Equipment. One marked patrol vehicle.
3. Specialized Units & Equipment.
a. Mobile Field Force. Officers who have received training and
equipment associated with the Washtenaw County Mobile
Field Force Team.

Level 2:

1. Personnel. Up to three officers within two hours of the call.
2. Equipment. Up to three marked patrol vehicles within two hours of
the call.
3. Specialized Units. Same as Level 1.

G. Pittsfield Township Police Department
Level 1:

1. Personnel. Subject to the provisions of Section V of this agreement,
up to three officers to a Level 1 request. The actual number of
personnel available to respond will vary depending on the number of
on-duty uniformed police officers at the time of the request.
2. Specialized Units and Equipment.
a. Investigations
b. Arson Investigator
c. Accident Investigator
d. Less Lethal Applications
3. Equipment. Tire deflation devices, one marked patrol unit per

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responding officer.

Level 2:

1. Personnel. Five (5) to seven (7) uniformed police personnel will be
available for Level 2 responses within two (2) hours.
2. Specialized Units. Same as Level 1.
3. Equipment. Tire deflation devices, five marked patrol units, one
unmarked police vehicle.

H.

Saline Police Department
Level 1:
1. Personnel. Subject to the provisions of Section V, one uniform patrol
officer in response to a Level 1 request. The actual number of
personnel available to respond to a Level 1 request will vary from one
to three officers, depending upon time of day and day of the week.
2. Equipment.
a. VCR cameras: two 8mm, suitable for surveillance and/or
photography.
3. Specialized Units and Equipment.
a. Mobile Field Force. Officers who have received training and
equipment associated with the Washtenaw County Mobile
Field Force.
Level 2:

1. Personnel: Two to five uniformed officers will be
Mutual Aid response within two hours of call.

available for

2. Equipment. Same as Level 1.
3. Specialized Units. Same as Level 1.
I. University of Michigan Police Department
Level 1:

1. Personnel. Subject to the provisions of Section V of this agreement,
up to 50% of its on-duty uniform police personnel. The actual number
of personnel available to respond will vary from one (1) to four (4)
officers.
2. Equipment.
a. Miscellaneous video and still photography equipment.
b. One marked patrol unit per responding officer.
3. Specialized Units and Equipment.
a. Mobile Field Force. Officers who have received training and
equipment associated with the Washtenaw County Mobile
Field Force
b. Special Tactics Unit. UMPD members of the Washtenaw Metro
SWAT Team may be activated as part of the critical incident
activation.

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c. Washtenaw Metro Crisis Negotiations Unit. UMPD members of
the Washtenaw Metro SWAT Team may be activated as part
of the critical incident activation.

2015

d. K-9 Unit. Any on-duty K-9 unit may be requested and called in
with administration approval.
Level 2:

1. Personnel. Ten (10) to fifteen (15) uniformed police personnel will be
available for Level 2 responses within two hours.
2. Equipment.
a. Miscellaneous video and still photography equipment.
b. Five marked patrol vehicles.
3. Specialized Units. Same as Level 1; includes K-9 units.

J. Veterans Affairs Police Department
Level 1:

1. Personnel. Pursuant to the provisions of the Federal Stafford Act and
Department of Veterans Affairs directive, Veterans Affairs Police
Department cannot provide off-site assistance to local agencies.
2. Equipment. Meeting Room for centralized command center or small
Auditorium for staging.
3.

Level 2:

Specialized Units and Equipment. NA

1. Personnel. See above.
2. Equipment. Same as Level 1.
3.

Specialized Units and Equipment. Same as Level 1.

K. Washtenaw County Sheriff's Office
Level 1:

1. Personnel. Subject to the provisions of this agreement, up to 20% of
on-duty uniformed road patrol personnel. The actual number of
personnel available will vary from one officer during the early
morning hours to four officers during some periods of the day and
afternoon shifts.
2. Equipment.
a. One to two prisoner transport vans, depending upon the time
and day of the request.
b. Up to one patrol unit per responding officer, depending upon
the time and day of the request.
3. Specialized Units and Equipment.
a. On-duty Special Threat Response Unit personnel:

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i. Special Weapons and Tactics Unit: One to four on-duty
personnel depending upon the
time
and day of the request.
ii. Crisis Negotiations Team:
One to three on-duty
personnel depending on the time and day of the
request.
b. Underwater Search and Recovery Team: Two on-call public
safety scuba divers with necessary equipment.
c. Marine Safety Section: One on-call marine safety deputy.
Please note that this is a seasonal operation. An increased
number of personnel are available on-call during the warmer
months (additional one to three personnel depending on
the time and day of the request).
d. Mobile Field Force. Officers who have received training and
equipment associated with the Washtenaw County Mobile
Field Force.

Level 2:

1. Personnel. Generally, up to ten (10) to fifteen (15) uniformed road
patrol officers will be available for mutual aid response within two
hours. (Number varies depending upon what specialty units may be
requested in addition to uniformed deputy sheriffs.)
2. Equipment. Same as Level 1.
3. Specialized Units and Equipment.
a. Special Threat Response Unit.
i.

Special Weapons and Tactics Team:
Ten to fifteen
deputy sheriffs trained in response to special threat
situations.

ii. Crisis Negotiations Team: Seven deputy sheriffs trained
in hostage negotiations
b. Underwater Research and Recovery Team:
sheriffs trained as public safety scuba divers.

Six deputy

c. Marine Safety Section: One MLEOTC certified
deputy sheriff, five full-time/part-time
(seasonal) and five part-time (seasonal) marine
safety officers. Marine safety officers are available in varying
numbers between May and August of each year. They have
limited enforcement authority.
d. Mobile Field Force. Officers who have received training and
equipment associated with the Washtenaw County Mobile
Field Force.

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L.
Ypsilanti Police Department
Level 1:

2015

1. Personnel. Subject to the provisions of Section V of the agreement,
up to 20% of its on duty uniformed patrol personnel. The actual
number of officers available will vary from one to two, depending on
time of day.
2. Equipment. One (1) to two (2) marked patrol vehicles. (Command
staff will assign available equipment on a case-by-case basis)
3. Specialized Units. One (1) K-9 Team will be made available
for Level 1 responses for Mutual Aid under this agreement.

Level 2:

1. Personnel: Generally, up to four (4) uniform patrol officers will be
available for Mutual Aid response within two (2) hours.
2. Equipment: Up to four (4) marked police vehicles.
3. Specialized Units.
a.

K-9 Unit.

b.

Special Response Team (SRT). YPD Members of the
Washtenaw Metro SWAT Team may be activated as
part of a critical incident activation.

c.

Mobile Field Force. Officers who have received
training and equipment associated with the
Washtenaw County Mobile Field Force Team.

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APPENDIX B

A. Radio Communications
Radio communications between the agencies participating in the mutual aid incident will
be established utilizing Interop channels on the Washtenaw County 800 MHz radio
system, in accordance with procedures established by the Washtenaw 800 MHz Radio
Consortium.
B. Mass Arrest Processing
1. Many situations that will result in mutual aid requests will also involve arrests that
exceed the processing, transport and detention capabilities of the requesting agency.
2. In addition to the provision of Section V.I.A. and V.I.B. of the Mutual Aid Agreement,
the following will apply to the extent reasonable given the circumstances of each
incident:
* Only one person from the requesting agency will give instructions to the

persons to be arrested and said instructions will be documented in the official
reports of the incident.

3. Whenever appropriate in civil disorder, demonstration or trespassing situations,
potential arrestees will be given the opportunity to leave as an alternative to
immediate arrest.
4. Prior to taking enforcement action, personnel and equipment will be in place to
properly process and transport the arrestee.
5. Prior to being transported from the scene, arrestees will be identified with the
arresting officers by either photographs or a written log. The arresting officers will
then return to crowd control/arrest team duties.
6. Prisoners will be transported to either a field processing facility or a detention facility
at the headquarters or other facilities of the provider or requesting agency.
a. Prisoners will be restrained by handcuffs or flexcuffs while being
transported.
b. A “pat down” weapons search will be conducted on all prisoners prior to
transport.
7. If the detention facility of a providing agency is used, a supervisor from the
providing agency will be on site and in charge of that facility.
8. The specialized prisoner transport vehicles listed in Appendix A will generally be
available to transport prisoners from the scene of mass arrests.
9. Persons arrested for misdemeanors who can be released on bond will be positively
identified prior to release. Persons arrested for felonies will be detained until
arraignment. All arrestees will be photographed. Proper fingerprinting techniques as
prescribed by state law will be followed whenever possible; the arrest records/forms
of the requesting agency will be used.

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10. When arrestees are to be released from temporary detention facilities near the scene
of the incident, steps must be taken to ensure that they do not rejoin the crowd. It
may be necessary to transport the arrestees to be released to a safe release point
away from the scene of the incident.
11. The requesting agency is responsible for obtaining authorizations, court preparation,
arraignments, trial and other follow-up requirements after the initial arrestee
processing, even if personnel from a providing agency made the arrest.

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APPENDIX C

Washtenaw County Mobile Field Force
Activation Guidelines/Resources
A. Activation
Activation of the Mobile Field Force team rests with the particular jurisdiction that
anticipates civil unrest beyond the manageable scope of that particular agency and its
available resources. Authority to activate the Mobile Field Force team is found in the
Washtenaw County Police Mutual Aid Agreement.
B. Procedure
The agency requesting components of the Mobile Field Force team will request formal
activation through written means. The request will include the reason for activation,
dates/times of anticipated events, and specific point of contact with the requesting agency.
The written activation request should be initially directed from the chief executive officer of
that agency and or his/her designee. This request is then disseminated to the Washtenaw
County anticipating agencies.
C. Components of Mobile Field Force
The primary function of MFF is the management of civil unrest and or protest events.
Members of the team are certified in the MCATI model as produced by FEMA and the Center
for Domestic Preparedness. Typical activation of the MFF team would be under a level 2
mutual aid request. Level 1 mutual aid requests for components of MFF would come under
limited on-duty resources as a first responder.
Components of MFF –
• Crowd Management Tactics
• Chemical Agent Technicians
• Arrest/Rescue Teams
• Protestor Device Protocols
• Liaison Agent
• Pre/Post Planning Coordinators

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Washtenaw County Sheriff’s Office
Rule and Regulation
Professional Conduct
Reference Number: 1.11 RR

Subject:
Chapter:
Status:
Compliance:
Supersedes:
Standards Reference:
Prepared by:
Reviewed by:
Issued by:
Issuing Authority:
Date of Issue:
Public Facing:
I.

Professional Conduct
Professional Standards
Revised
Class 1
All Previous Directives or Specific Directives
N/A
Kurt Schiappacasse, Commander
Matthew Harshberger, Undersheriff
Matthew Harshberger, Undersheriff
Alyshia M. Dyer, Sheriff
5.23.25
Yes

PURPOSE
To establish the standards and guidelines for the conduct of all Sheriff’s Office
employees to ensure that they conduct themselves in such a way which does not
negatively impact their ability to perform their duties in a professional manner.

II.

SCOPE
This policy applies to all full-time, part-time, paid, or volunteer employees of the
Washtenaw County Sheriff’s Office.

III.

POLICY
A.

Compliance with Agency Directives
1.

B.

Violation of Agency Directives
1.

IV.

Employees will comply with all directives issued by the Sheriff’s
Office, including policies and procedures, special operating orders,
memorandums or other written or verbal directives.
No employee of the Washtenaw County Sheriff Office shall commit
any act or omission, which constitutes a violation of any provision of
an authorized Office directive. Any such violation shall be subject to
discipline for a Class 2 offense, unless otherwise stated in the
terms of a particular provision in a manual.

STANDARDS OF PROFESSIONAL CONDUCT
A.

Unbecoming Conduct
1.

Employees shall conduct themselves at all times, both on and off
duty, in such a manner as to reflect most favorably on the office.

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Professional Conduct
Reference Number: 1.11 RR

No employee shall engage in conduct that may bring the office into
disrepute or reflects discredit upon the employee as a member of
the Office, or that would disrupt the operation or efficiency of the
Office or the employee.
2.

Employees shall maintain a level of moral conduct in their personal
and business affairs, which is in keeping with the highest standards
of the law enforcement profession. Employees shall not participate
in any incident involving moral turpitude, which impairs their ability
to perform as a Sheriff’s Office employee.

3.

A violation of this professional conduct standard is a Class 1
offense.

4.

Employees should always be aware of the high standard to which
public employees are held. Insofar as it is fashionable to attack the
integrity of those in public service, the need to avoid even the
appearance of impropriety is maximized.

5.

In addition to these professional standards being illustrative of “the
highest standards of the law enforcement profession,” meaning to
this phrase may be found in the following Law Enforcement Code of
Ethics:
a)

“AS A LAW ENFORCEMENT OFFICER, my fundamental
duty is to serve mankind; to safeguard lives and property; to
protect the innocent against deception, the weak against
oppression or intimidation, and the peaceful against violence
or disorder; and to respect the Constitutional rights of all
persons to liberty, equality, and justice.

b)

I WILL keep my private life unsullied as an example to all;
maintain courageous calm in the face of danger, scorn, or
ridicule; develop self-restraint; and be constantly mindful of
the welfare of others. Honest in thought and deed in both my
personal and official life. I will be exemplary in obeying the
laws of the land and the regulations of my office. Whatever I
see or hear of a confidential nature or that is confided to me
in my official capacity will be kept ever secret unless
revelation is necessary in the performance of my duty.

c)

I WILL never act officiously or permit personal feelings,
prejudices, animosities, or friendships to influence my
decisions. With no compromise for crime and with relentless
prosecution of criminals, I will enforce the law courteously

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Rule and Regulation
Professional Conduct
Reference Number: 1.11 RR

and appropriately without fear or favor, malice or ill will,
never employing unnecessary force or violence and never
accepting gratuities.
d)

B.

Conformance to Law
1.

Employees shall obey all laws of the United States and of any state
and local jurisdiction in which the employees are present.

2.

A conviction of the violation of any law shall be prima facie
evidence of a violation of this professional standard.

3.
C.

I RECOGNIZE the badge of my office as a symbol of public
faith, and I accept it as a public trust to be held as long as I
am true to the ethics of the police service. I will constantly
strive to achieve these objectives and ideals, dedicating
myself before God to my chosen profession.”

a)

The effect of a conviction being “prima facie” evidence of a
violation is to place the burden on the employee to show
they did not fail to obey the law for which they stand
convicted.

b)

An employee may still be found in violation of this policy,
even if no conviction has occurred in the underlying criminal
case, if the Office finds by clear and convincing evidence the
employee has violated the law.

A violation of a criminal law is a Class 1 offense. A violation that is
a civil infraction is a Class 2 offense.

Neglect of Duty/Failure to Perform Duty
1.

Employees shall not engage in any activities or personal business
which would cause them to neglect or be inattentive to duty; nor
shall any employee otherwise fail to perform a duty, without
sufficient cause.

2.

By the very nature of law enforcement, corrections, and
government work, each of the duties imposed on employees is
such that its breach necessarily involves significant risk of, and
actual, harm. The fact that the harm may go undiscovered by the
injured party does not totally mitigate the significance of the breach.
An awareness of the harm by the injured party will normally give
rise to a complaint from that party. Awareness by the employer of a

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Rule and Regulation
Professional Conduct
Reference Number: 1.11 RR

breach imposes a duty on the employer to take appropriate
remedial action.
3.
D.

E.

A violation of this professional conduct standard is a Class 1
offense.

Truthfulness
1.

No employee shall knowingly make a false statement or
representation, either orally, in writing, or by non-verbal conduct, in
any matter within any concern or operation of the Washtenaw
County Sheriff’s Office.

2.

The basis of any relationship is trust. Failure to establish and
maintain that trust destroys the relationship and atmosphere within
which the organization can properly function.

3.

A violation of this professional conduct standard is a Class 1
offense.

Unsatisfactory Performance
1.

Employees shall maintain sufficient ability and competency to
properly perform their duties and assume the responsibilities of
their positions.

2.

Employees shall perform their duties in a manner that is consistent
with the highest level of ability and competency that is properly
required of employees of the Washtenaw County Sheriff Office, as
may be applicable.

3.

Unsatisfactory performance may be demonstrated by a lack of
knowledge of the application of laws required to be enforced; an
unwillingness or inability to perform assigned tasks; the failure to
conform to work standards established for the officer’s rank, grade,
or position; the failure to take appropriate action on the occasion of
a crime, disorder, or other condition deserving attention; or other
action or inaction of a similar nature.

4.

It should be understood that this professional conduct standard is
violated when an employee is or becomes physically unable to
competently perform the work that is required.

5.

The phrase, “as may be applicable,” is included so as to allow for
differences in the levels of ability and competency that may be
required among the various classes, grades, and ranks of
employees within the Washtenaw County Sheriff Office. As such, it
is expected (for example) that a road patrol sergeant will exhibit a

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Rule and Regulation
Professional Conduct
Reference Number: 1.11 RR

higher degree of ability and competency in their performance of
road patrol duties than would be expected of a road patrol deputy.
6.
F.

Insubordination
1.

Employees shall properly obey every lawful order of a superior
employee.

2.

No employee shall give an order that they know or should know to
be inconsistent or in violation of any Office manual, or local, state or
federal law.

3.

In the event that an employee receives an order and is uncertain as
to the propriety of the order, the employee shall:

4.
G.

H.

A violation of this professional conduct standard is a Class 1
offense.

a)

Raise the issue with the superior that gave the order.

b)

Appeal the issue to the next higher authority at the earliest
opportunity if the employee is unable to resolve the issue
with that superior.

c)

Obey the order until the issue is resolved if the question only
concerns consistency (or lack of) with an office manual; or
not comply with any order to the extent that compliance
requires the commission of an act that the employee knows
or should know to be illegal.

A violation of this professional standard is a Class 1 offense.

Treatment of Persons in Custody
1.

Employees shall not mistreat persons who are in their custody.
Employees shall handle such persons in accordance with law and
office procedures.

2.

It is to be noted that mistreatment can be non-physical, such as
withholding a privilege or right that is guaranteed to a prisoner.

3.

A violation of this professional conduct standard is a Class 1
offense.

Arrest, Search and Seizure
1.

Employees shall not make any arrest, search or seizure that they
know or should know is not in accordance with law and office
procedures.

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Washtenaw County Sheriff’s Office
Rule and Regulation
Professional Conduct
Reference Number: 1.11 RR

I.

J.

2.

A deputy may not make an arrest for a misdemeanor not committed
in their presence without a valid warrant. Exceptions to the above
are those where warrantless arrests for misdemeanors are
permitted by statute (i.e., arrests for operating a motor vehicle while
intoxicated and arrests for domestic assault).

3.

Felony arrests may be made on probable cause without a warrant if
the deputy feels that the suspect will continue to be a threat to the
community and the chance exists that the suspect may not be
located at a later time.

4.

A violation of this professional conduct standard is a Class 1
offense.

Command Personnel Duties
1.

Command officers shall exercise control over those in their
command and provide support and direction so that their conduct in
the performance of their duties is likely to be consistent with the
provisions of any office manual or lawful order that is applicable,
and the laws of the State of Michigan and Federal government.

2.

In the event that the conduct of an employee is inconsistent with
the policies of this agency, the command officer shall take such
action as is appropriate under the circumstances.

3.

The duties described by this professional conduct standard are in
addition to any others that may be imposed on any particular
individual or group of employees through an office manual or by
law.

4.

A violation of this professional conduct standard is a Class 2
offense, unless the behavior of the Command Officer is grossly
negligent or intentionally wrong, then it shall be a Class 1 offense.

Courtesy
1.

Employees shall be courteous to the public. Employees shall be
tactful in the performance of their duties, shall control their tempers,
and exercise the utmost patience and discretion, and shall not
engage in argumentative discussions even in the face of extreme
provocation.

2.

In the performance of their duties, employees shall not use coarse,
violent, profane or insolent language or gestures, and shall not
express any prejudice concerning race, religion, politics, national
origin, lifestyle or similar personal characteristics.

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Rule and Regulation
Professional Conduct
Reference Number: 1.11 RR

K.

3.

The Sheriff’s Office is first and foremost a public service
organization. The basis of successful service delivery for any public
service organization is community and public trust and support.
Among the many ways public service organizations generate trust
and support is the quality and professionalism of their direct contact
with the public.

4.

More service complaints result from discourtesy than from almost
any other cause. Discourtesy may include overt rudeness,
annoyance, abusive or insulting language, racial or ethnic slurs,
overbearing attitude, sexual or social references, disrespect, or lack
of proper attention or concern. In the performance of their duties,
officers must maintain a neutral and detached attitude, while being
compassionate and understanding, without indicating disinterest or
that a matter is petty or insignificant.

5.

Violation of this professional conduct standard is a Class 2 offense.

Identification
1.

Employees shall carry their badges and identification cards on them
at all times on-duty, except when impractical or dangerous to their
safety or to an investigation.

2.

Deputies shall furnish their name and badge number to any person
requesting that information, when they are on-duty or while holding
themselves out as having an official capacity, except when the
withholding of such information is necessary for the performance of
official duties or is authorized by proper authority.

3.

Employees shall prominently display their badge or identification
card at all times while within any station operated by the Sheriff’s
Office.

4.

If it becomes necessary for a deputy to take law enforcement action
while off duty, the deputy must be able to identify themselves as a
licensed law enforcement officer. The only exception to this
requirement applies to deputies in covert operations where
revelation of the deputy’s identity might be dangerous, and
situations where the deputy is at home or outside their jurisdiction
or has no practical way to carry his or her identification. The word
“deputy,” as used in this section, refers to all MCOLES licensed
employees.

5.

Violation of this professional conduct standard is a Class 2 offense.

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Reference Number: 1.11 RR

L.

Abuse of Position
1.

M.

Use of Official Position or Identification: Employees shall not use
their official position, official identification cards or badges for:
a)

Personal or financial gain.

b)

Obtaining privileges not otherwise available to them except
in the performance of duty.

c)

Avoiding consequences of illegal acts.

2.

Possession of Identification and Reproduction: Employees shall not
lend their identification cards or badges to another person or permit
them to be photographed or reproduced without the written
approval of the Undersheriff or Sheriff.

3.

Employees shall not authorize the use of their names, photographs,
or official titles in connection with advertisements or testimonials of
any commodity or commercial enterprise, without the written
approval of the Undersheriff or Sheriff.

4.

An intentional violation of this professional conduct standard is a
Class 2 offense.

Gifts, Gratuities, Bribes or Rewards
1.

Employees shall not solicit or accept from any person, business, or
organization any gift (including money, tangible or intangible
personal property, food, beverage, loan, promise, service, or
entertainment) for the benefit of the employee or the office, if it may
reasonably be inferred that the person, business, or organization
seeks to influence action of an official nature or seeks to affect the
performance or nonperformance of an official duty.

2.

No employee shall accept any food item, entertainment, service, or
other item of value for a reduced price unless:
a)

3.

The employee informs the person, business, or organization
offering the item for a reduced price that it is the policy of this
office that employees shall pay the publicly advertised price
and the employee actively seeks to pay the publicly
advertised price.

It is not expected that employees give up their right to bargain "at
arm’s length." It is also not required that employees refuse service
after complying with the above rule. The practice of allowing a
business to “buy” extra protection or otherwise influence official

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action by offering employees free food (for example) is to be
prevented.

N.

O.

4.

There is a heightened awareness among public officials of the
controversy surrounding gifts, gratuities, bribes, and awards. Some
officials construe gifts and gratuities as personal courtesies and
dismiss any connection with official position, while others may
inaccurately interpret and relay such situations to the public as
unacceptable. Most employees, however, are able to distinguish
between gifts personal in nature from those that bear some relation
to official responsibilities.

5.

This professional conduct standard reflects the view that absolute
prohibitions of gratuities are unenforceable, and that the office
should under certain circumstances establish standards permitting
the acceptance of minor gratuities with the approval of the Sheriff or
Undersheriff.

6.

Violation of this professional conduct standard is a Class 2 offense.

Requests for Assistance
1.

When any person applies for assistance or advice or makes
complaints or reports either by telephone or in person, all pertinent
information will be obtained in an official and courteous manner and
will be properly and judiciously acted upon consistent with
established office procedures.

2.

Like discourtesy, inattention, delay in response, or failure to
respond for assistance are major causes of complaints against law
enforcement or criminal justice agencies. To the party requesting
assistance, the matter is of paramount importance and an attitude
indicating a lack of concern or a failure to respond efficiently is
irritating. If the office knows a request cannot be handled
immediately, the requesting party should be informed of the nature
and reason for the delay. It is improper for an employee to
intentionally and unreasonably fail to respond to or delay response
to a call for service.

3.

A violation of this professional conduct standard is a Class 2
offense.

Use of Alcohol
1.

Use of Alcohol on Duty or in Uniform

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a)

2.

Use of Alcohol Off Duty
a)

P.

Q.

Employees shall not consume intoxicating beverages while
in uniform or on duty except in the performance of duty and
while acting under proper and specific orders from a superior
employee.
While off duty employees shall refrain from consuming
intoxicating beverages to the extent that it results in
impairment, intoxication, or obnoxious or offensive behavior
which discredits them or the Office, or renders the
employees unfit to report for the next regular tour of duty.

3.

This section prohibits off-duty drinking which causes employees to
be unfit for scheduled assignments.

4.

A violation of this professional conduct standard is a Class 2
offense.

Fictitious Illness or Injury Reports
1.

Employees shall not feign illness or injury, falsely report themselves
ill or injured, or otherwise deceive or attempt to deceive any official
of the Office as to the condition of their health.

2.

A violation of this professional conduct standard is a Class 1
offense.

Processing Property and Evidence
1.

Property or evidence that has been discovered, gathered or
received in connection with office responsibilities will be processed
in accordance with established Office procedures.

2.

Employees shall not convert to their own use, manufacture,
conceal, falsify, destroy, remove, tamper with, or withhold any
property or evidence in connection with an investigation or other
police action, except in accordance with established office
procedures.

3.

Maintenance of the "chain of evidence" is essential to a criminal
investigation. Improper handling of evidence may imperil the
prosecution of the offender. Employees frequently come into
possession of quantities of very valuable property, and the office
must be diligent in preventing loss, destruction, or alteration of such
property. Possession of property or evidence outside of the
established system or chain is prima facie evidence of improper
conduct.

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4.
R.

A violation of this professional conduct standard is a Class 1
offense.

Use of Office Equipment
1.

Employees shall utilize Office equipment only for its intended
purpose, in accordance with established office procedures, and
shall not abuse, damage or lose Office equipment. All Office
equipment issued to employees shall be maintained in proper
order.

2.

Employees are entrusted with a great deal of very valuable
equipment and must exercise the utmost caution in its use and
maintenance. Also, especially in the case of vehicles, employees
should not be permitted to use Office equipment for personal
business, except where specifically provided for by the Office.
a)

3.
S.

T.

Allowing employees to use Office equipment such as radios
or uniforms in any outside employment such as private
guard services would pose great potential for conflict of
interest and legal liability.

A violation of this professional conduct standard is a Class 2
offense.

Dissemination of Information
1.

Employees shall treat the official business of the Office as
confidential. Information regarding official business shall be
disseminated only to those for whom it is intended, in accordance,
with established procedures.

2.

Confidential information that becomes known to an employee as a
result of their involvement with official business may not be used to
an employee's personal benefit, damage the reputation of any
person, or assist any person in avoiding the consequences of
criminal acts.

3.

Employees regularly come into possession of information of
extreme sensitivity. The confidentiality of this information must be
maintained. Such information should not be used for personal
benefit.

4.

A violation of this professional conduct standard is a Class 2
offense.

Public Statements and Appearances

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Reference Number: 1.11 RR

U.

1.

Employees shall not publicly criticize or ridicule the Office, its
policies, or other employees by speech, writing, or other
expression, where such is defamatory, obscene, unlawful,
undermines the effectiveness of the office, or is made with reckless
disregard for truth or falsity.

2.

Employees shall not address public gatherings, appear on radio or
television, prepare any articles for publication, act as
correspondents to a newspaper or a periodical, release or divulge
investigative information, or any other matters while holding
themselves out as representing the Office in such matters without
proper authority. Employees may lecture on "police" or other
related subjects only with the prior approval of the Undersheriff or
Sheriff.

3.

This section recognizes the employee's First Amendment right to
freedom of speech, as well as the need of the Office to operate
without unlawful or destructive criticism. The second section of the
rule limits officers' statements when officers are holding themselves
out as representing the Office. A single incidence of speech that
violates this rule but does not undermine the effectiveness of the
Office, and which does not amount to conduct unbecoming or
another Class I violation, would not result in termination from
employment.

4.

For the purposes of this section, "Proper approval" means approval
from the Sheriff or Undersheriff.

5.

When employees are in doubt as to whether a public statement is
appropriate, they are encouraged to seek advice from their
supervisor. If an employee is unable to confer with their supervisor
on the matter, it is better to temporarily withhold any statement,
than improperly make a statement.

6.

A violation of this professional conduct standard is a Class 2
offense.

Intervention
1.

Employees shall not interfere with or intervene into cases assigned
to or being handled by other employees of the Office or by any
other governmental agency unless:
a)

Ordered to intervene by a superior employee.

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b)

V.

W.

X.

The intervening employee believes beyond a reasonable
doubt that a manifest injustice would result from failure to
take immediate action.

2.

Employees who believe an investigation or other matter of concern
is being mishandled or would result in an injustice if not remedied,
but where immediate action is not necessary, have an affirmative
duty to report the matter to their supervisor as soon as possible.

3.

A violation of this professional conduct standard is a Class 2
offense.

Office Reports
1.

Officers shall submit all necessary reports on time and in
accordance with established office procedures.

2.

Reports submitted by employees shall be truthful and complete,
and no employee shall knowingly enter or cause to be entered any
inaccurate, false, or improper information.

3.

A violation of this professional conduct standard is a Class 1
offense if the violation involves a matter of truthfulness; other
violations are Class 2 offenses.

Use of Medical Examinations, Photographs, and Lineups
1.

Upon the order of Undersheriff or Sheriff, employees shall submit to
any medical, ballistics, chemical or other tests, photographs, or
lineups, except as may be prohibited by law.

2.

All procedures carried out under this subsection shall be specifically
directed and narrowly related to a particular internal investigation
being conducted by the office; and no order under this section shall
be arbitrary or capricious.

3.

A violation of this professional conduct standard is a Class 2
offense.

Operation of Vehicles
1.

Employees shall operate official vehicles in a careful and prudent
manner and shall obey all laws and office orders pertaining to such
operation. Loss or suspension of any driving license shall be
reported by the employee to that employee's supervisor
immediately.

2.

Employees shall wear the safety restraints (seatbelts - shoulder
harness) provided, whenever operating office vehicles.

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Y.

Z.

AA.

3.

Employees shall immediately report to their supervisor any damage
that is knowingly done to an office vehicle while it is assigned to
them.

4.

A violation of this professional conduct standard is a Class 2
offense.

Residence & Accessibility
1.

Employees shall maintain an operational telephone.

2.

Employees shall maintain information with the Office that reflects
the employee's current address and telephone number.

3.

A violation of this professional conduct standard is a Class 2
offense.

Reporting for Duty
1.

Employees shall report for duty at the time and place required by
assignment or orders and shall be physically and mentally fit to
perform their duties. They shall be properly equipped and cognizant
of information required for the proper performance of duty so they
may immediately assume their duties.

2.

A violation of this professional conduct standard is a Class 2
offense.

Maintaining Contact While Off Duty
1.

When an employee is unable to work due to illness or injury, they
shall report to their supervisor at least one (1) hour prior to their
shift the nature of their illness or injury, and where they may be
reached. In so far as the illness or injury permits, employees shall
be available for contact from their supervisor while on sick leave. In
the event that a supervisor is unable to contact the employee for a
two (2) hour period or more, such shall constitute a prima facie
case of a violation of this section.

2.

The legitimate expectation of the public is that the Sheriff must
maintain the ability to provide initial response and necessary
assistance in all emergencies. In order to possess this ability, it is
imperative that supervisors be able to contact those in their
command when necessary.

3.

The prima facie case mentioned above may be rebutted with a
Doctor's excuse in writing, which indicates legitimate reasons for
the employee's failure to maintain contact with their supervisor.

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4.
BB.

A violation of this professional conduct standard is a Class 2
offense.

Speech
1.

No employee shall engage in any form of communication that is
unduly detrimental to a function or operation of the Office.
a)

CC.

As a guide in determining the appropriateness of a
comment, employees should consider and balance the
detrimental effect that the comment might have on these
functions, against the benefits to be achieved, giving due
regard for considerations of the time, place, and manner of
making the comment.

2.

Employees shall direct comments that are critical of office functions
or operations to their supervisor, giving due regard to consideration
of time, place, and manner in making such comments.

3.

Upon receipt of any comments, supervisors shall timely respond to
the employee as may be appropriate under the circumstances.

4.

It is the policy of the Washtenaw County Sheriffs' Office that
employees shall enjoy all the benefits of 1st Amendment (U.S.
Constitution) rights, to the extent that such is not counterproductive
to the functioning of the Sheriff Office. That is, full, free, and fair
comment on the issues that may arise is desirable and is to be
encouraged, so long as sight is not lost of the basic goal and
function of the Sheriff Office (which is to provide public service in
the broad areas of the law enforcement, corrections, and general
public assistance).

5.

A violation of this professional conduct standard is a Class 2
offense.

Notification of Impaired Physical or Mental Condition
1.

Employees shall inform the Division Commander of any change in
their physical or mental condition which results in the following:
a)

Employee’s present ability to perform their assigned duties
has or may become limited or impaired.

b)

While performing or attempting to perform their duties, the
risk of injury to the employee or any other individual is
increased.

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Reference Number: 1.11 RR

c)

2.

3.

Employee’s limitation or impairment causes a false or
misplaced reliance by the public, fellow employees, or any
other person on the employee's ability to perform their
duties.

Employees shall notify their Division Commander of any such
change in physical or mental condition by written communication to
them (with copies to the Undersheriff and immediate supervisor)
providing the following information:
a)

Nature of the changes in employee's physical and/or mental
condition.

b)

Cause of the change or injury.

c)

Length of time it is anticipated that the employee's abilities
will be impaired or limited.

d)

What, if any, treatment is presently being given and the
name of the attending physician.

e)

Notification shall be made as soon as possible after the
change in condition or injury is known or reasonably should
be known to the employee.

Upon receipt of this information, the Division Commander may
require the employee to be examined by a physician or
psychologist selected by the office. The purpose of the examination
will be to:
a)

Assess the employee's capability to perform their assigned
duty.

b)

Evaluate whether the change in condition or injury will
expose the employee or any other person to an increased
risk or injury while performing or attempting to perform
his/her duty assignment.

4.

In those situations in which the employee's condition is not yet
stable and further change seems probable, the employee may be
required to be examined on a regular and continuing basis to
assess his/her capability to perform their required duties.

5.

If it is determined after review of all relevant factors that the
employee can no longer perform his/her assigned duties, or if such
performance or attempt to perform may increase the risk of injury to
the employee or other person, or if performance or attempt to
perform may create a spurious reliance on the employee by the

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public, fellow employees or other persons, the Administration may
at its discretion reassign the employee to other duties, if available,
or may require the employee to begin medical leave, or otherwise
take such action as may be appropriate under the circumstance.

DD.

6.

Failure of an employee to notify the Administration of injury or
changes in condition as described above, or failure to comply with
the requirements of this policy, will be considered a violation of
office rules and regulations.

7.

A violation of this professional conduct standard is a Class 2
offense.

Personal Involvement in Investigations
1.

Employees should, when practicable, avoid handling or
investigating incidents in which they have a personal interest.

2.

The on-duty Sheriff’s Office Command Officer shall be notified
when a deputy’s personal involvement in a case is necessary to
prevent the following incidents:
a)

A crime.

b)

Injury to persons.

c)

Damage to property.

d)

The escape of a suspect.

3.

An employee who has a personal interest in the outcome of an
investigation or complaint shall report it to their supervisor.

4.

The supervisor shall arrange to have the case reassigned if there is
a potential conflict of interest between the employee's professional
responsibilities and personal interests.

5.

This section is intended to prevent charges of bias or neglect of
duty when an employee or a close friend or relative of an employee
is a crime victim or suspect. Even the appearance of impropriety
has a negative effect on the Sheriff Office's ability to effectively fulfill
its role or public service.

6.

In determining whether an employee should act or request
reassignment of the investigation, employees and supervisors
should consider the perception of the public, the nature of the
incident, the need for immediate action, party relationship and the
effect of that relationship on the employee’s ability to remain
objective.

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7.
V.

MODIFICATION
A.

VI.

A violation of this professional conduct standard is a Class 1
offense.

The Sheriff or Undersheriff may modify the provisions of this policy and
procedure.

COMPLIANCE
A.

No Substantive Rights Created: This Policy is an exercise of discretion by
the Washtenaw County Sheriff’s Office. Nothing in this Policy purports to
affect the legality or propriety of any sheriff’s office employee’s actions.
Nothing in this Policy shall be interpreted to create substantive or
enforceable rights.

B.

Exceptions: All cases are different, and this Policy accordingly provides
guidance that is presumptive only. Requests for deviations from this Policy
shall be made in writing and require the approval of the Sheriff. A
deviation from this Policy will be granted only in exceptional
circumstances, and where public safety necessitates such deviation.

C.

All employees shall comply with all provisions of this procedural guideline.
A violation of any section is a Class 2 offense unless the behavior is
grossly negligent or intentionally wrong then it shall be a Class 1 Offense.

D.

A violation may also be a violation of other Sheriff’s Office professional
conduct standards which may result in corrective disciplinary action up to
and including discharge.

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Page 78 of 241

Washtenaw County Sheriff’s Office
Memorandum
8cantwait Subject Control Thresholds
In June 2020, in response to the murder of George Floyd, Campaign Zero launched 8
Can't Wait. This initiative created a database to track how eight specific policies aimed
at reducing police violence are implemented in major cities. This memorandum will
detail how the Sheriff's Office's existing Use of Force / Subject Control policy aligns with
these eight critical policies outlined by Campaign Zero.
The eight policies are:
1. Ban chokeholds and strangleholds.
2. Require de-escalation.
3. Require a warning before shooting.
4. Require that all alternatives be exhausted before shooting.
5. Require officers to intervene when excessive force is being used.
6. Ban shooting at moving vehicles.
7. Establish a Force Continuum.
8. Require comprehensive reporting.
1.

Threshold One – Ban strangleholds and chokeholds
Allowing officers to choke or strangle civilians, in many cases where less
lethal force could be used instead, results in the unnecessary death or
serious injury of civilians.
From the Washtenaw County Sheriff’s Office Subject Control Policy:
Deadly Force
Any use of force likely to cause death or serious physical injury, including the use
of a firearm, neck hold, or strike to the head, neck, clavicle, or throat with a hard
object.
Special Note:
A neck hold, including carotid restraints and lateral vascular neck constraints, or
any pressure applied to the neck to restrict blood or oxygen flow to the brain, is
classified as lethal force (excluding incidental contact). Its use is strictly
prohibited unless deadly force is necessary to achieve a lawful and legitimate
objective.

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8cantwait Subject Control Thresholds
Commentary:
The Washtenaw County Sheriff’s Office acknowledges the serious implications of
neck restraints. Therefore, using such a tactic to restrict blood or oxygen flow to
the brain is classified as lethal force, permissible only in the direst circumstances.
It is not considered a typical compliance technique. Sheriff’s Office employees
are authorized to use deadly force, including neck restraints, only as a last resort
when reasonable alternatives have been exhausted or are impossible, and only
to protect the safety of employees or the public.
2.

Threshold Two – Require De-escalation
Require officers to de-escalate situations, where possible, by
communicating with subjects, maintaining distance, and otherwise
eliminating the need to use force.
From the Washtenaw County Sheriff’s Office Subject Control Policy:
DE-ESCALATION
Sheriff’s Office employees must continuously employ de-escalation techniques
and provide repeated verbal warnings to minimize the need for force and
encourage voluntary compliance, provided it can be done safely without
increasing risk. Additionally, they are expected to understand and consider the
potential reasons behind a subject's noncompliance.
A subject may not be capable of understanding the situation because of:
1.
2.
3.
4.
5.
6.

Environmental factors
Medical condition(s) i.e., mental, physical, or hearing impairment
Language barrier
Drug interaction
Emotional crisis
Those who have no criminal intent

Understanding a subject's condition, even if it doesn't diminish their
dangerousness, can enable employees to use de-escalation techniques to calm
them while maintaining safety; such delays in taking a subject into custody, when
public and employee safety are maintained, are considered a fulfillment of
agency service priorities rather than neglect of duty.

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Washtenaw County Sheriff’s Office
Memorandum
8cantwait Subject Control Thresholds
Employees shall strive to gain voluntary compliance and use the minimum
amount of force necessary to accomplish their lawful purpose.
Special Note:
Employees must continue de-escalation throughout a use-of-force incident,
immediately reducing force as resistance decreases, provided safety and control
are maintained.
Special Note:
Employees shall continue to use de-escalation techniques after initiating, or
being witness to, a use of force incident. The level of force shall be de-escalated
immediately as the level of resistance encountered decreases, provided that the
employee remains in control and as safety permits.
When encountering a non-compliant or non-firearm-armed subject, employees
must use de-escalation tactics to minimize the need for, or degree of, force.
Accordingly:
1.
2.
3.

4.

5.
6.
7.

8.

Gather as much information possible about the incident.
Attempt to isolate and contain the subject.
Create time and distance from the subject by establishing a buffer zone
(reactionary gap) and utilize cover to avoid creating an immediate threat
that may require the use of force.
Request additional resources, such as Crisis Intervention Team (CIT)
trained employees, or Crisis/Hostage Negotiation Team members, and
identifying employees who may have a rapport with the subject.
Designate an officer to establish rapport and engage in communication
with the subject.
Tactically re-position as often as necessary to maintain the reactionary
gap, protect the public, and preserve officer safety.
Continue de-escalation techniques, such as advisements, warnings,
verbal persuasion, other alternatives, and take as much time as
reasonably necessary to resolve the incident, without having to use force if
possible.
Employees will assess each incident to determine, based on policy,
training, and experience, which option is best to achieve a legal outcome
and bring the situation under control in a safe and prudent manner.

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Memorandum
8cantwait Subject Control Thresholds
9.

10.

In general, once control of a combative subject is gained and there is no
longer an objectively reasonable threat, further use of force is prohibited.
A degree of force which may have been justified earlier in an encounter
does not remain justified indefinitely. Force shall be de-escalated
proportionately and immediately as resistance decreases.
Other options, not listed above, may be available to assist in de-escalating
the situation.
Special Note:
Supervisors must monitor radio communications and assess the need to
respond when aware of employees using de-escalation techniques. All
attempted de-escalation efforts, along with their success or failure, should
be documented in the employee's report. De-escalation techniques may
not be feasible in situations where their use would elevate the risk to the
employee or the public.

ESTABLISH COMMUNICATION
To effectively manage non-compliant subjects, Sheriff's Office employees should
prioritize rapport-building communication, proper voice intonation, questioning,
and advice to de-escalate conflict and gain voluntary compliance before using
force.
3.

Threshold three – Require Warning Before Shooting
Require officers to give a verbal warning, when possible, before shooting
at a civilian.
From the Washtenaw County Sheriff’s Office Subject Control Policy:
Sheriff's Office employees are authorized to use deadly force only as a last resort
to protect themselves or the public, and only after exhausting all reasonable
alternatives or when such alternatives are not feasible. Before discharging a
firearm or employing other deadly force options, employees must consider other
objectively reasonable force options, provided it doesn't elevate risk to anyone.
Discharge of a firearm and other uses of deadly force:

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Washtenaw County Sheriff’s Office
Memorandum
8cantwait Subject Control Thresholds
An employee may discharge a firearm or use other deadly force techniques in
any of the following circumstances:
1.

In self-defense when the employee has reasonable cause to believe that
they are in immediate danger of death or serious bodily injury.

2.

An employee may use deadly force to defend another person only when
there's reasonable cause to believe that person faces immediate danger
of death or serious bodily injury. However, deadly force cannot be used
against an individual who only poses a danger to themselves, without also
presenting an immediate threat to the officer or others.

3.

To kill an animal posing an immediate threat.

4.

To apprehend a person when both of the following circumstances exist:
a.

The employee has probable cause to believe that the person has
committed or has attempted to commit a violent felony involving the
use or threatened use of deadly force,
AND

b.

The employee has probable cause to believe that a substantial risk
exists that the person will cause death or serious bodily injury to the
employee or others if the person’s apprehension is delayed.

Special Note:
The circumstances for deadly force or firearm discharge apply to each instance.
Employees must reassess the situation when safe to determine if an active threat
persists.
Before using deadly force or discharging a firearm, employees must issue a
verbal warning to submit to Sheriff's Office authority, provided it doesn't increase
danger to themselves or others.
4.

Threshold 4 – Exhaust All Other Means Before Shooting
Require officers to exhaust all other reasonable means before resorting to
deadly force.
From the Washtenaw County Sheriff’s Office Subject Control Policy:

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Washtenaw County Sheriff’s Office
Memorandum
8cantwait Subject Control Thresholds
Sheriff’s Office employees shall only use deadly force only as a last resort when
reasonable alternatives have been exhausted or are not possible to protect the
safety of the employee(s) or the public.
Sheriff's Office employees are authorized to use deadly force only as a last resort
to protect themselves or the public, and only after exhausting all reasonable
alternatives or when such alternatives are not feasible. Before discharging a
firearm or employing other deadly force options, employees must consider other
objectively reasonable force options, provided it doesn't elevate risk to anyone.
5.

Threshold 5 – Duty To Intervene
Require officers to intervene and stop excessive force used by other
officers and report these incidents immediately to a supervisor.
From the Washtenaw County Sheriff’s Office Subject Control Policy:
Duty to intervene and provide aid:
Sheriff's Office employees are obligated to intervene if they know or have reason
to believe another law enforcement officer is about to use, or is using, excessive
or unauthorized force. This duty applies regardless of rank or agency affiliation.
Employees must report any unnecessary force and their intervention efforts to a
supervisor as soon as practical. If the witnessing employee is a supervisor, they
must issue a direct order to stop the violation. Additionally, employees have a
duty to provide aid to the victim of such force.

6.

Threshold 6 – Ban shooting at moving vehicles
Restrict officers from shooting at moving vehicles, which is regarded as a
particularly dangerous and ineffective tactic.
From the Washtenaw County Sheriff’s Office Subject Control Policy:
Employees are prohibited from firing at a moving vehicle's or similar
conveyance’s operator or occupant unless that individual poses an immediate
threat of death or serious bodily injury to the employee or another person.
Employees are prohibited from firing a weapon from a moving vehicle or similar
conveyance unless the operator reasonably believes, based on the totality of

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Washtenaw County Sheriff’s Office
Memorandum
8cantwait Subject Control Thresholds
circumstances, that the subject poses an immediate threat to the employee or
another person.
7.

Threshold 7 – Require Use of Force Continuum
Develop a Force Continuum that limits the types of force and/or weapons
that can be used to respond to specific types of resistance.
From the Washtenaw County Sheriff’s Office Subject Control Policy:
Deployment tactics employing a range of force measures, from officer presence
to lethal force. This team-oriented approach allows employees to work together,
fluidly escalating or de-escalating the force response as needed.
The lowest objectively reasonable force is that necessary to achieve a lawful
objective or make an arrest without increasing risk to others.
Employees must balance the severity of the offense with the resistance
encountered to determine the appropriate level of force, especially when facing
subjects armed with non-firearm weapons, applying proportionality and critical
decision-making based on the totality of the circumstances.
When force is necessary and objectively reasonable, employees must strive to
use the minimum amount of force necessary in the available range of objectively
reasonable options.
Employees must prioritize voluntary compliance and use the minimum force
necessary to achieve their lawful objectives. They must continually evaluate
whether the force can be discontinued while still meeting those objectives.

8.

Threshold 8 – Require Comprehensive Reporting
Require officers to report each time they use force or threaten to use force
against civilians.
From the Washtenaw County Sheriff’s Office Subject Control Policy:
Reportable use of force:

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Washtenaw County Sheriff’s Office
Memorandum
8cantwait Subject Control Thresholds
Force is objectively assessed from the perspective of a reasonable officer at the
time of the incident, considering the totality of the circumstances and without the
benefit of hindsight.
Notification of use of force:
An employee shall notify his/her supervisor immediately or as soon as practical
of any reportable use of force.
Use of force evaluation:
A supervisor shall conduct a use of force evaluation in all cases involving a
reportable use of force.
Claims of excessive force:
Every allegation of excessive force shall be subject to the reporting and
investigative requirements of this policy and applicable policies.
Special Note:
De-escalation attempts must be reported, noting the techniques used and their
success in resolving the incident.
Commentary:
The Sheriff's Office voluntarily submits data on use of force incidents involving
the use of firearms, use of force incidents resulting in great bodily injury, or use of
force incidents leading to death to the FBI's National Use of Force Database.

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Washtenaw County Sheriff’s Office
General Order
Subject Control/Use of Force
Reference Number: 3.04 GO
Subject:
Chapter:
Status:
Compliance:
Supersedes:
Standards Reference:
Prepared by:
Reviewed by:
Issued by:
Issuing Authority:
Date of Issue:
Public Facing:

Subject Control/Use of Force
Use of Force/Firearms
Revised 2/26/24
Class 1
All Previous Directives
United States Constitution, United States Bill of Rights
Kurt Schiappacasse, Commander, Lt. Chad Teets
Commander Kurt Schiappacasse, Captain Nancy
Hansen and Lt. Chad Teets
Mark Ptaszek, Undersheriff
Jerry L. Clayton, Sheriff
April 6, 2022
Yes

The mission of the Sheriff’s Office is to create public safety, provide quality service, and
build strong and sustainable communities. In accordance with our mission and the law
enforcement officer code of ethics, employees are expected to treat all whom they are
sworn to serve with courtesy, professionalism, dignity, and respect while providing the
highest quality of service in their daily interactions with the community.
This document establishes policies and reporting procedures regarding subject control
and the use of force. It builds upon the Supreme Court’s broad principles in Graham v.
Connor (1989) 490 U.S. 386 and establishes a higher level of expectations than the
constitutional standard and state law. Its purpose is to guide employee decision-making
regarding the use and application of force to ensure that such applications are used
only when necessary to effect arrest, lawful detention, or to legitimately bring a situation
under control, thereby supporting the Sheriff’s Office in achieving its mission and its
highest priorities.
Sheriff’s Office employees shall never employ excessive force. They are expected to
exercise sound judgment and critical decision making when considering and using force
options. Understanding the fluidity of situations and circumstances they may be facing
as an incident occurs, employees will seek voluntary compliance and operate with
minimal reliance on the use of force by using rapport- building communication and crisis
intervention and de-escalation tactics before resorting to physical means of control.
These are key factors in safeguarding the public’s trust and maintaining legitimacy with
the community.
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Understanding that no policy can predict every situation, the type of techniques and
tactics selected should not increase risk to employees or another person and will vary
depending upon the circumstance. Each incident is unique.
I.

II.

PURPOSE
A.

To establish policy and procedures for the use of force.

B.

To designate approved use of force options.

C.

To establish the reporting requirements in every instance involving the use
of force.

D.

To provide for the treatment of any injury or complaint of injury arising
from the use of force.

E.

To ensure compliance through training and dissemination of this policy
and procedure.

SCOPE

This General Order applies to all Sheriff’s Office full-time employees, part-time
employees, and volunteers trained in, and authorized to use force.
III.

POLICY
A.

SAFEGUARDING HUMAN LIFE AND DIGNITY
The authority to use force is a serious responsibility given to Sheriff’s
Office employees by the people who expect them to exercise that
authority judiciously and with respect for equitable treatment, human
rights, dignity, and the sanctity of all human life.

B.

ESTABLISH COMMUNICATION
Communication with non-compliant subjects is often most effective when
Sheriff’s Office employees attempt to establish rapport, use the proper
voice intonation, ask questions, and provide advice to defuse conflict and
achieve voluntary compliance before resorting to force- related subject
control options.

C.

DE-ESCALATION

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Sheriff’s Office employees shall employ de-escalation techniques
throughout the encounter and provide repeated verbal warnings in order to
decrease the likelihood of the need to use force and to increase the
likelihood of voluntary compliance in situations where they can do so
safely, without increasing risk to themselves or another person. Moreover,
Sheriff’s Office employees shall attempt to understand and consider the
possible reasons why a subject may be noncompliant or resisting attempts
to gain compliance.
A subject may not be capable of understanding the situation because of:
1.

Environmental factors

2.

Medical condition(s) i.e., mental, physical, or hearing impairment

3.

Language barrier

4.

Drug interaction

5.

Emotional crisis

6.

Those who have no criminal intent

These situations may not make the subject any less dangerous but
understanding a subject’s condition may enable employees to calm the
subject and to allow for the use of de-escalation techniques while
maintaining the safety of the public and the employee(s). Employees who
act to de-escalate an incident, which can reasonably delay taking a
subject into custody, while keeping the public and employees safe, will not
be found to have neglected their duty. This act helps to fulfill a service
priority of the agency.
Employees shall strive to gain voluntary compliance and use the minimum
amount of force necessary to accomplish their lawful purpose.
Special Note:
Employees shall continue to use de-escalation techniques after initiating, or being
witness to, a use of force incident. The level of force shall be de-escalated immediately
as the level of resistance encountered decreases, provided that the employee remains
in control and as safety permits.
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Employees shall continue to use de-escalation techniques after initiating, or being
witness to, a use of force incident. The level of force shall be de-escalated immediately
as the level of resistance encountered decreases, provided that the employee remains
in control and as safety permits.
D.

PROPORTIONALITY
When determining the appropriate level of force, employees shall balance
the severity of the offense committed and the level of resistance
encountered based on the totality of the circumstances known to, or
perceived by, the employee at the time. It is particularly important that
employees apply proportionality and critical decision making when
encountering a subject who is armed with a weapon other than a firearm,
i.e., an edged weapon or a weapon of opportunity.
1.

The totality of circumstances must be considered. The question is
whether the officer’s actions are objectively reasonable in light of all
the facts and circumstances confronting the officer, at the time the
subject control tactic is used. The term objectively reasonable
refers to Graham v. Connor 490 U.S. 386 (1989), a case heard by
the United States Supreme Court. Graham v. Connor held that
determining the reasonableness of a seizure requires a careful
balancing of the nature and quality of the intrusion on the individual
against the attempt at ‘countervailing’ and under the guise of
governmental interests, being at stake. The Supreme Court went
on to list the factors for balancing an individual’s rights against the
law enforcement officers. The list is specific:
a)

What was the severity of the crime?

b)

Did the suspect pose an immediate threat to the safety of the
officers or the public?

c)

Was the suspect actively resisting arrest or attempting to
evade arrest by flight?

d)

Were the officer’s actions reasonable for other officers with
similar training and experience?

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Reference Number: 3.04 GO
Special Note:
It is important to note that the Supreme Court found that the use of force should be
judged from the perspective of a reasonable officer on the scene, not with the 20/20
benefit of hindsight. In most excessive force claims, the question of fact is whether the
officer’s actions are reasonable considering all the facts and circumstantial
considerations confronting him/her at the time of the incident.
2.

Circumstantial considerations include, but are not limited to:
a)

The type of crime committed or attempted.

b)

Relative size/stature of both the employee and the subject.

c)

Exigent conditions.

d)

Number of employees.

e)

Number of subjects involved.

f)

Availability of back up.

g)

Reaction time.

h)

Relative strength.

i)

Subject(s) access to weapons.

j)

Subject(s) under the influence of alcohol or drugs.

k)

Exceptional abilities/skills (i.e. martial arts).

l)

Injury to or exhaustion of the officer.

m)

Weather or terrain conditions.

n)

Immediacy of danger.

o)

Distance from the subject.

p)

Special knowledge (i.e., subject’s prior history of violence,
etc.).

3.

The degree of force used must be balanced against the certainty of
an individual's involvement in a crime.

4.

The immediate need for an employee to protect themselves, or
others, from physical assault.
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5.

In all cases, the use of force, especially lethal (deadly) force, must
be balanced against the risk of injury to innocent persons. By way
of example, the risk of injury to innocent persons would need to be
considered when deciding force or control options in a busy sports
arena.

6.

In arrest situations or where a need to preserve or restore order
exists, the use of force must be weighed against the consequence
of failing to use sufficient force, i.e., the dangers of escape or
allowing the situation to continue unchecked.

7.

Situations may occur where certain, immediate, and drastic
measures must be undertaken by an employee as a last resort to
protect human life. Force used in these situations may involve the
use of techniques or weapons not specifically authorized by policy
(e.g., neck restraint in deadly force encounters, striking with
flashlight or vehicle, etc.).

8.

Employees are prohibited from using force against persons in
restraints, i.e., handcuffs and leg irons, except as objectively
reasonable to prevent imminent bodily harm to the employee(s) or
another person, to overcome active resistance, or where physical
removal, i.e., lifting a person, is necessary to overcome passive
resistance.

9.

Unless actively engaged in a situation where s/he has no other
option or is otherwise placed in a situation where enforcement
action is unavoidable to protect themselves or another person, the
employee shall only use force options in which they have been
trained. Employees will only carry use of force tools and equipment
that are issued and authorized by the Washtenaw County Sheriff’s
Office.

10.

The use of ‘warning shots’ is prohibited.

11.

The control options authorized by the Sheriff’s Office are verbal
commands, compliance controls (muscling techniques, pressure
points, joint manipulation), physical controls (strikes and
takedowns), intermediate controls (use of impact devices, police
service dog apprehensions, and TASER probe deployments), and
deadly force options (firearms and improvised tools of opportunity
used in a manner likely to cause death or serious physical injury).
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Reference Number: 3.04 GO
a)

E.

Employees will report any use of force technique used to
overcome subject resistance in order to gain compliance.

12.

Sheriff’s Office employees shall only use deadly force only as a last
resort when reasonable alternatives have been exhausted or are
not possible to protect the safety of the employee(s) or the public.

13.

The level of force applied will decrease and increase
proportionately to the level of resistance encountered.

MANDATORY MEDICAL EVALUATION
Medical evaluation is mandatory for subjects that have been exposed to
ASR, Physical Control(s), TASER deployments, impact device strikes,
police service dog apprehensions, all other forms of Intermediate Control,
and Deadly Force. Medical evaluation is also mandatory for subjects who
complain of injury, when an employee observes an injury, or where a
reasonable officer believes that an injury may have a delayed introduction,
such as a subject falling and hitting a vital area.
The decision for treatment options rests on Command Officers and will be
based on the totality of the circumstances at the time of the incident.

F.

CRISIS INTERVENTION
When it is safe to do so without increasing risk to the public or another
person, employees trained in crisis intervention shall respond to calls for
service, wherever possible, involving individuals in mental or behavioral
health crisis.

G.

DUTY TO INTERVENE AND PROVIDE AID
Except in extraordinary circumstances, Sheriff’s Office employees shall
intervene on a person’s behalf when they know or have reason to know,
that another law enforcement officer is about to use, or is using, force that
is excessive or is otherwise in violation of this policy.

This duty prevails regardless of rank or agency affiliation. Employees shall report
any use of unnecessary force and the efforts made to intervene to a supervisor
as soon as practical. If the witnessing employee is a supervisor, s/he will issue a
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Reference Number: 3.04 GO
direct order to stop the violation. Further, employees have the duty to provide aid
to the victim.
H.

FAIR AND UNBIASED POLICING
Employees shall carry out their duties, including the use of force, in a
manner that is fair and unbiased.

I.

CHEMICAL IMPAIRMENT
Employees of the Sheriff’s Office will not carry a firearm or any other
control tools, E.g., ECD or ASR, after consuming alcohol or any other
substance that would render him/her as being impaired.

IV.

DEFINITIONS
A.

ACTIVE AGGRESSION
Subject is aggressive or combative; attempting to assault the officer or
another person, verbally or physically displays an intention to assault the
officer or another person. Examples include but are not limited to lunging
toward the officer, striking the officer with hands, fists, kicks, or any
instrument that may be perceived as a weapon. It is reasonable to expect
that active aggression causes an imminent threat to the officer or the
public.

B.

ACTIVE RESISTANCE
Subject exhibits physically evasive movements to defeat an officer’s
attempt at control. Examples of active resistance include, but are not
limited to, bracing, tensing, running away, verbally or physically signaling
an intention to avoid or prevent being taken into or retained in custody.
Active resistance generally does not cause an intentional imminent threat
to the safety of the officer or the public.

C.

COMPLIANCE CONTROL
Muscling techniques, using touch pressure on nerve centers (pressure
points), joint manipulation (wrist locks), and applying hand or leg restraints
in conjunction with muscling techniques.
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D.

COMPLIANT
Subject offers no resistance and complies with officer direction(s).
Compliant subjects are not an imminent threat to the safety of the officer
or the public.

E.

CONSTITUTIONAL STANDARD
Graham v. Connor, 490 U.S. 386 (1989)
Tennessee v. Garner 471 U.S. 1 (1985)
The United States Supreme Court Case Graham v. Connor, 490 U.S. 386
(1989), and other subsequent cases have established that an officer’s
right to make an arrest or investigatory stop necessarily carries with it the
right to use physical coercion or threat thereof to affect it. An employee’s
use of force is considered a seizure under the 4th Amendment and must
therefore be objectively reasonable when analyzed under the “Objective
Reasonableness” standard as defined above. In Tennessee v. Garner,
471 U.S. 1 (1985), the Supreme Court held that under the 4th
Amendment, a police officer may not use deadly force to prevent the
escape of a fleeing suspect unless the officer has probable cause to
believe the suspect poses a significant threat of death or serious physical
injury to the officer or others.

F.

CONTROL
The method(s) an employee uses to neutralize the unlawful actions of a
subject, or to protect the subject from injuring themselves or others.

Special Note:
Not all means of control is force. By way of example but not limitation, compliantly
escorting, holding, guiding, or placing restraints on a subject (including an emergency
restraint chair) would constitute a means of control, not force if used according to
training and policy.

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G.

CRISIS
Situation in which an individual is exhibiting extreme emotional
disturbance or behavioral distress, considering harm to self or others,
disoriented or out of touch with reality, has a compromised ability to
function, or is otherwise agitated and unable to be calmed.

H.

DEADLY FORCE
Any use of force likely to cause death or serious physical injury, including
the use of a firearm, neck holds and neck restraints, or strike to the head,
neck, clavicle, or throat with a hard object.

I.

DEADLY FORCE ASSAULT
Any subject action likely to result in serious bodily injury or death of the
officer or another person. A deadly force assault causes an imminent lifesafety concern for the officer or the public.

J.

EMPLOYEES
All Sheriff’s Office employee classifications, full-time, part-time, or
volunteers trained in, and authorized to use force.

K.

EXTRAORDINARY CIRCUMSTANCE
Circumstances that are beyond what is usual, ordinary, regular, or
established. Understanding that no policy can predict every circumstance
that an employee may encounter, in the absence of clear policy
parameters the employee’s intended actions shall be to further the Mission
of the Sheriff’s Office – Public Safety, Quality Service, and to Build Strong
and Sustainable Communities.

L.

FORCE OPTIONS
Deployment tactics utilizing a layer of force measures. The layered
response can range from employees’ presence to lethal force. Force
options may be used as a team response where employees are working in
concert with one another through various force measures. This style of
deployment allows the options to fluidly escalate and deescalate the force
response.
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M.

IMMEDIATE THREAT
Considered to exist when it is objectively reasonable to conclude that a
person’s actions are likely to cause death or great bodily harm to the
employee or another person without intervention. To be considered an
immediate threat, the employee reasonably believes the person has the
present intent, means, opportunity, and ability to complete the threat
regardless of whether the threatened action has been initiated.

N.

IMMINENT THREAT
Considered to exist when it is objectively reasonable to conclude that a
person’s impending actions are likely to cause death or great bodily injury
unless action is taken. To be considered an imminent threat, the employee
reasonably believes the person has the present intent, means,
opportunity, and ability to complete the threat regardless of whether the
threatened action has been initiated.

O.

IMPAIRED
An employee shall not carry a firearm or portable device that uses electromuscular disruption (EMD) technology while under the influence of
alcoholic liquor or a controlled substance or while having a bodily alcohol
content of .02 BAC or above.

P.

INACTIVE RESISTANCE
Subject does not attempt to defeat officer’s effort(s) to gain compliance.
Examples of inactive resistance include, but are not limited to, blank stare,
or clenching the muscles of the jaw. Inactive resistance generally does not
cause an imminent threat to the safety of the officer or the public.

Q.

INTERMEDIATE CONTROL
Intermediate control poses a foreseeable risk of injury or harm but is
neither likely nor intended to cause death. A level of force used to compel
compliance that while less severe than lethal force, nonetheless, presents
a significant intrusion upon an individual’s rights. Intermediate control has

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the potential to, but is not intended to, nor likely to, but may under certain
circumstances, cause serious physical injury or death.
R.

MINIMAL AMOUNT OF FORCE NECESSARY
The lowest level of force within the range of objectively reasonable force
that is necessary to affect an arrest or achieve a lawful objective without
increasing the risk to others.

S.

OBJECTIVELY REASONABLE FORCE
The test by which courts will evaluate force used to affect an arrest or
protect the officer or other persons. This standard that courts will use to
examine whether a use of force is constitutional and justifiable was first
set forth in Graham v. Connor, 490 U.S. 386 (1989) and expanded by
subsequent court cases. This is based on a totality of the circumstances
and the facts known to the officer at the time of the incident. Courts will
evaluate the reasonableness of an officer’s use of force from the
perspective of the reasonable officer on-scene at the time of the action
rather than with 20/20 hindsight. The United States Supreme Court
recognized that courts must make some allowance for the fact police
officers are often forced to make split second decisions with limited
information in situations which are tense, uncertain, and rapidly evolving.

T.

OFFICER PRESENCE
Law enforcement officer(s) being present at a scene.

U.

PASSIVE RESISTANCE
Subject does not physically attempt to defeat officer’s effort(s) to gain
compliance but does not follow direction(s) given. Examples of passive
resistance include, but are not limited to, failing to comply with instructions
(i.e., direction to exit a vehicle), or by becoming ‘dead-weight’, thus
necessitating the officer(s) to physically lift a subject, and so-on. Passive
resistance generally does not cause an imminent threat to the safety of
the officer or the public.

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V.

PERSONAL BODY TOOLS
An employee’s use of his/her body parts, including (but not limited to)
hand, foot, knee, elbow, shoulder, hip, arm, leg or head by means of high
velocity kinetic energy transfer (impact) to gain control of a subject, i.e.,
strikes or kicks.

W.

PHYSICAL CONTROL
Physical Controls, such as control holds, takedowns, strikes to muscle
masses with personal body tools, and other similar techniques are
designed to gain compliance of and/or control over actively resisting
subjects. Physical controls are not intended, or likely to, cause permanent
injury.

X.

REASONABLE FORCE
An objective standard of force viewed from the perspective of a
reasonable officer, without the benefit of 20/20 hindsight, based on the
totality of the circumstances known to, or perceived by, the officer at the
time of the incident.

Y.

REPORTABLE FORCE
Any use of force technique used by an employee to overcome subject
resistance in order to gain compliance.

Z.

SERIOUS BODILY INJURY
Serious impairment of physical condition including, but not limited to, loss
of consciousness, concussion, bone fracture, temporary impairment of
function of any bodily member or organ, a wound requiring extensive
suturing, and serious disfigurement.

AA.

SERIOUS PHYSICAL INJURY
Creates a substantial risk of death, causes death or serious injury,
protracted disfigurement, or impairment of the function of any bodily organ
or limb.

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BB.

SHOW OF FORCE
Pointing or displaying a defensive weapon at a person, in preparation to
make it ready, should the use of force become necessary. Examples of
the display of a defensive weapon could include, but not be limited to the
removal of a weapon from its holster/storage container, the shaking of an
OC canister, the expanding of a baton, arcing of the electronic control
device or projecting the device’s laser beam.
A Show of Force form shall be completed if the tool displayed achieved
the desired lawful objective without force being used.

CC.

USE OF FORCE
The completed use of a defensive weapon as it was intended or designed.
The application of physical techniques as listed in this policy, or any other
means used to defend, restrain, overcome, or otherwise gain physical
control of a person. Some examples of a completed use of a defensive
weapon include: the spraying of OC at an individual, the striking of an
individual with an ASP baton, or discharging an electronic control device
at an individual.

DD.

VERBAL/PSYCHOLOGICAL INTIMIDATION
Subject does not physically attempt to defeat officer’s effort(s) to gain
compliance but becomes, or remains, verbally abusive towards an officer.
An example of verbal/psychological intimidation includes, but is not limited
to, yelling at or insulting an officer. Verbal or psychological resistance
generally does not cause an imminent threat to the safety of the officer or
the public.

EE.

VERBAL DIRECTION
Any verbal request or instruction that a law enforcement officer states to a
person.

FF.

VITAL AREAS OF THE BODY
Head, neck, face, throat, spine, groin and kidney.
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V.

GENERAL REQUIREMENTS AND EXPECTATIONS
SUBJECT CONTROL SITUATIONS
A.

GOVERNING ALL

USE OF FORCE MUST BE FOR A LAWFUL PURPOSE
Employees may use reasonable force options in the performance of their
duties, in the following circumstances:

B.

1.

To effect a lawful arrest, detention, or search.

2.

To overcome resistance or to prevent escape.

3.

To prevent the commission of a public offense.

4.

In defense of others or in self-defense.

5.

To gain compliance with a lawful order.

6.

To prevent a person from injuring himself/herself. However, an
officer is prohibited from using lethal force against a person who
presents only a danger to himself/herself and does not pose an
immediate threat of death or serious bodily injury to another person
or officer.

7.

Employees must not engage in unreasonable actions or tactics that
precipitate the use of force, or that unduly jeopardize their own
safety or the safety of others. Employees shall not use force to
attempt to achieve compliance with a command that is unlawful.

USE OF FORCE EVALUATION - Determining when to employ objectively
reasonable force.
The United States Supreme Court in Graham v. Connor (1989) 490 U.S.
386 held that an officer’s use of force must be objectively reasonable
under the totality of circumstances known to the officer at the time of the
incident. The ‘reasonableness’ inquiry in reviewing use of force is an
objective one: the question is whether the employee’s actions are
objectively reasonable in light of the facts and circumstances they are
confronting. The employee’s perception will be a consideration, along with
other objective factors that may affect the reasonableness of the
employed tactic. Common factors considered by the court are ‘Graham
Factors’:
1.

The severity of the crime at issue.
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2.

Whether the suspect posed an immediate threat to the safety of the
employee or others.

3.

Whether the suspect is actively resisting arrest or attempting to
evade arrest by flight.

This policy builds upon the broad principles in Graham by adding
additional factors upon which an employee’s subject control tactic shall be
evaluated. These standards are more conservative than the constitutional
standard and state law. Employees must strive to gain voluntary
compliance and use the minimal amount of force necessary without
increasing risk to themselves or another person.
1.

The reasonableness of a particular use of force must be judged
from the perspective of a reasonable criminal justice professional
on the scene, rather than 20/20 hindsight, and without regard to the
employee’s underlying intent and motivation. The reasonableness
must account for the fact that employees are often forced to make
split-second judgments and decisions, in circumstances that are
tense, uncertain and rapidly evolving.

2.

Factors for evaluating the use of force include but are not limited to:
a)

Whether the use of force is proportional to the threat.

b)

The availability of other feasible, less intrusive force options.

c)

The employee’s tactical conduct, decision making
processes, and decisions preceding the use of force.

d)

Whether the employee has reason to believe that the subject
is mentally ill, has a physical, developmental or cognitive
disability, is emotionally disturbed, or is under the influence
of alcohol or drugs.

e)

Whether there was an opportunity to provide a warning
about the use of force prior to force being used, and if so,
was such a warning given.

f)

Whether there was any assessment by the employee of the
subject’s ability to cease resistance and/or comply with
commands.

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g)

Specialized knowledge, skills, or abilities of subject(s)
involved.

h)

Prior contact with subject(s) involved.

i)

Environmental factors, including but not limited to lighting,
footing, sound conditions, crowds, traffic and other hazards.

j)

Whether the subject’s escape could pose a future safety risk.

Special Note:
Not all of the above factors may be present or relevant in a particular situation, and
there may be additional factors not listed.
C.

EMPLOYING MINIMAL USE OF FORCE TACTICS NECESSARY
When force is necessary and objectively reasonable, employees must
strive to use the minimum amount of force necessary in the available
range of objectively reasonable options.

Additionally:
1.

While deploying a particular force option, employees should
continually evaluate whether the force option may be discontinued
while still achieving the arrest or lawful objectives.

2.

Whether a particular use of force is the minimum amount of force
necessary must be objectively judged from the perspective of a
reasonable officer on the scene, rather than with 20/20 vision of
hindsight. The objective determination of “minimal” must account
for the fact that officers are often forced to make split-second
judgments, in circumstances that are tense, uncertain, and rapidly
evolving.

3.

Employees should be prepared to employ various force options to
control the person if one particular tactical option is not effective or
the circumstances of the encounter change such that the tactical
option is no longer reasonable. For example, an employee
encountering a subject that shows no change in behavior following
an ASR exposure should consider additional options, including
disengaging, under a specific set of circumstances.
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4.

D.

Employees need not start at the lowest level of force in every
situation. Before deploying a particular force option, officers should
evaluate the array of objectively reasonable options to select an
option anticipated to cause the least injury to the subject while
achieving the arrest or lawful objectives, understanding that the
evaluation process should not increase risk to the employee or
another person.

DE-ESCALATION

When encountering a non-compliant subject or a subject armed with a weapon
other than a firearm, employees shall use the following de-escalation tactics in an
effort to reduce the need or degree of force. Accordingly:
1.

Gather as much information possible about the incident.

2.

Attempt to isolate and contain the subject.

3.

Create time and distance from the subject by establishing a buffer
zone (reactionary gap) and utilize cover to avoid creating an
immediate threat that may require the use of force.

4.

Request additional resources, such as Crisis Intervention Team
(CIT) trained employees, or Crisis/Hostage Negotiation Team
members. Identify employees who may have a rapport with the
subject.

5.

Designate an officer to establish rapport and engage in
communication with the subject.

6.

Tactically re-position as often as necessary to maintain the
reactionary gap, protect the public, and preserve officer safety.

7.

Continue de-escalation techniques, such as advisements,
warnings, verbal persuasion, other alternatives, and take as much
time as reasonably necessary to resolve the incident, without
having to use force if possible.

8.

Employees will assess each incident to determine, based on policy,
training, and experience, which option is best to achieve a legal
outcome and bring the situation under control in a safe and prudent
manner.

9.

In general, once control of a combative subject is gained and there
is no longer an objectively reasonable threat, further use of force is
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prohibited. A degree of force which may have been justified earlier
in an encounter does not remain justified indefinitely. Force shall be
de-escalated proportionately and immediately as resistance
decreases.
10.

Other options, not listed above, may be available to assist in deescalating the situation.

Special Note:
Supervisors who become aware of a situation where an employee is using deescalation techniques shall monitor the radio communications and evaluate the need to
respond to the scene. Incidents where de-escalation techniques were attempted shall
be documented in the employee’s report, as applicable. Such a report will include a
disposition of the incident, i.e., the officer/supervisor will indicate if the de-escalation
techniques attempted were successful.
It should be noted that the use of de-escalation techniques may not be possible in
encounters that where employing such tactics would increase the potential of risk to the
employee or the public.
E.

CRITICAL DECISION-MAKING MODEL
Using a critical decision-making model, employees shall collect
information, assess the threats and risk, consider law enforcement powers
and the Sheriff’s Office’s policies, identify options and determine the best
course of action. Employees are expected to continually assess the
effectiveness of their actions and consider the desired outcome for the
level of force used, including where feasible:
1.

What can the employee do to de-escalate the situation or to
minimize the need for the use of force?

2.

Can the employee allow the subject time to submit to arrest before
using force?

3.

Is the employee using the minimum amount of force necessary to
carry out lawful objectives?

4.

Is the subject physically or mentally capable of complying with the
employee’s commands?
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F.

5.

Does the employee have an opportunity or time to utilize additional
resources to bring the situation to a peaceful resolution?

6.

What is the severity of the subject’s actions and is the risk of injury
to either the subject or employee worth achieving the officer’s lawful
objective?

7.

What is the proximity or access of weapons to the subject?

8.

What is the time available to an employee to decide and what
efforts has s/he made to provide additional time?

9.

What are the physical considerations for the employee, E.g.,
exhaustion or injury during a physical confrontation?

10.

Are innocent bystanders present who could be harmed if force is or
is not used?

11.

Are there hostile bystanders present who may be sympathetic to
the subject?

12.

When a confrontation escalates suddenly, the employee may use
that degree of force necessary to defend themselves or others if the
force is objectively reasonable.

UNLAWFUL PURPOSES
Michigan statue provides criminal penalties for law enforcement officers
who, “Under color of authority, without lawful necessity, assaults or beats
any person.” An assault and battery committed by employees constitutes
gross and unlawful misconduct and will be criminally investigated.
In addition to criminal prosecution, 42 U.S. Code § 1983 provides for civil
action to be brought against “Every person who, under color of any
statute, ordinance, regulation, custom, or usage, of any State or Territory
or the District of Columbia, subjects, or causes to be subjected, any citizen
of the United States or other person within the jurisdiction thereof to the
deprivation of any rights, privileges, or immunities secured by the
Constitution and laws.”
Any employee present and observing another officer using force that a
reasonable officer would view as excessive or unnecessary under the
circumstances has, when in a position to do so, the duty to safely
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intercede to prevent the use of such force. Any employee witnessing, or
who is aware of, or otherwise becomes aware of, the application of force
that a reasonable officer would view as excessive or unnecessary has the
duty to notify a command officer and provide aid to the victim as
applicable.
G.

SUBJECT(S) ARMED WITH A WEAPON – NOTIFICATION AND
COMMAND
In situations where a subject is armed with a weapon, and is displaying
unlawful intent, employees shall adhere to the following:
1.

Initial Responders:
Upon being dispatched to, or otherwise encountering, a subject
with a weapon, an employee shall notify Metro Dispatch and a
supervisor as soon as tactically feasible.

2.

Command:
When notified that employees are dispatched to or otherwise
encounter a subject armed with a weapon, a supervisor shall as
soon as tactically feasible:
a)

Notify Metro Dispatch, monitor radio communications,
respond to the incident.

b)

Notify other responding employees, while en-route (absent
an immediate life-safety concern that increases risk to the
employee or the public, or other articulable reason why it
would be unsafe to do so, i.e., to protect life) isolate and
contain the subject, maintain distance, find cover, build
rapport, engage in communication without time constraint,
and call for appropriate resources, E.g., mental health
employees, employees trained in crisis negotiation, or
employees with an established rapport with the subject.

c)

Upon arrival, and when appropriate, the supervisor shall
assume command, and ensure appropriate resources are
on-scene or are responding.

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VI.

LEVELS OF RESISTANCE
It should be noted that subjects can enter the below continuum at any level.
Additionally, a subject’s level of resistance can escalate and de-escalate at any
time during an encounter. While deploying a particular force option, employees
shall continually evaluate whether the force option may be discontinued while still
achieving the arrest or lawful objective. See appendix 1, ‘Resistance v. Control
Chart’ for information regarding levels of resistance encountered versus the level
of control that may be used to achieve lawful objectives.
A.

Compliant
Subject offers no resistance and complies with officer direction(s).
Compliant subjects are not an imminent threat to the safety of the officer
or the public.

B.

Inactive Resistance
Subject does not attempt to defeat officer’s effort(s) to gain compliance.
Examples of inactive resistance include, but are not limited to, blank stare,
or clenching the muscles of the jaw. Inactive resistance generally does not
cause an imminent threat to the safety of the officer or the public.

C.

Verbal/Psychological Intimidation
Subject does not physically attempt to defeat officer’s effort(s) to gain
compliance but becomes, or remains, verbally abusive towards an officer.
An example of verbal/psychological intimidation includes, but is not limited
to, yelling at or insulting an officer. Verbal or psychological resistance
generally does not cause an imminent threat to the safety of the officer or
the public.

D.

Passive Resistance
Subject does not physically attempt to defeat officer’s effort(s) to gain
compliance but does not follow direction(s) given. Examples of passive
resistance include, but are not limited to, failing to comply with instructions
(E.g., direction to exit a vehicle), or by becoming ‘dead-weight’, thus
necessitating the officer(s) to physically lift a subject, and so-on. Passive
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resistance generally does not cause an imminent threat to the safety of
the officer or the public.
E.

Active Resistance
Subject exhibits physically evasive movements to defeat an officer’s
attempt at control. Examples of active resistance include, but are not
limited to, bracing, tensing, running away, verbally or physically signaling
an intention to avoid or prevent being taken into or retained in custody.
Active resistance generally does not cause an intentional imminent threat
to the safety of the officer or the public.

F.

Active Aggression
Subject is aggressive or combative; attempting to assault the officer or
another person, verbally or physically displays an intention to assault the
officer or another person. Examples include, but are not limited to lunging
toward the officer, striking the officer with hands, fists, kicks, or any
instrument that may be perceived as a weapon. It is reasonable to expect
that active aggression causes an imminent threat to the officer or the
public.

G.

Deadly Force Assault
Any subject action likely to result in serious bodily injury or death of the
officer or another person. A deadly force assault causes an imminent lifesafety concern for the officer or the public.

VII.

LEVELS OF CONTROL AND CONTROL OPTIONS
Employees shall strive to gain voluntary compliance and use the minimum
amount of force necessary to accomplish their lawful purpose. While deploying a
particular force option, employees shall continually evaluate whether the force
option may be discontinued while still achieving the arrest or lawful objective.
The control options authorized by the Sheriff’s Office are verbal commands,
compliance controls (muscling techniques, pressure points, joint manipulation),
physical controls (strikes and takedowns), intermediate controls (use of impact
devices, police service dog apprehensions, and TASER deployments), and
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deadly force options (firearms and improvised tools of opportunity used in a
manner likely to cause death or serious physical injury).
It should be noted that employees are prohibited from using force against
persons in restraints, i.e., handcuffs and leg irons, except as objectively
reasonable to prevent bodily harm to the employee(s) or another person, to
overcome active resistance, or where physical removal, e.g., lifting a person, is
necessary to overcome passive resistance.
Special Note:
Medical evaluation is mandatory for subjects that have been exposed to ASR, Physical
Control(s), TASER deployments, impact device strikes, police service dog
apprehensions, all other forms of Intermediate Control, and Deadly Force. Medical
evaluation is also mandatory for subjects who complain of injury, when an employee
observes an injury, or where a reasonable officer believes that an injury may have a
delayed introduction, such as a subject falling and hitting a vital area.
A.

Officer Presence
Law enforcement officer(s) being present at a scene. The mere presence
of a uniformed employee may dramatically change a rapidly evolving
situation. In some instances the presence of the uniformed employee will
suffice in gaining compliance. Conversely, in others, the presence of a
uniformed employee may prompt further resistance.

B.

Verbal Direction
Any verbal request or instruction that a law enforcement officer states to a
person.

C.

Compliance Control
Any technique or tactic an employee uses that is neither intended nor
likely to cause injury. Examples of Compliance Controls are muscling
techniques, using touch pressure on nerve centers (pressure points), joint
manipulation (wrist locks), and applying hand or leg restraints in
conjunction with muscling techniques. It should be noted that the sole
compliant application of restraints is not considered to be force.
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D.

Aerosol Subject Restraint
Aerosol Subject Restraint (ASR), a chemical agent, is a control option
available to employees. ASR does not fall into one particular level of
control or force, rather it may be deployed when the employee feels that
lower forms of control or force, i.e., solely relying on verbal commands or
muscling techniques, will not be sufficient given the level of resistance
being encountered.
Purpose of ASR
ASR can be used to subdue an unarmed attacker or to overcome
resistance that is otherwise likely to result in injury to either the subject or
the employee. ASR devices shall not be brandished as a form of
intimidation.
Considerations for the use of ASR
Chemical agents may reduce or eliminate the necessity to use other force
options to gain compliance, consistent with Sheriff’s Office training.
Employees shall provide a warning prior to deploying a chemical agent, if
doing so does not increase risk to the employee or another person:
1.

Announce a warning to the subject and other employees of the
intent to deploy ASR if the subject does not comply with verbal
commands.

2.

Give the subject a reasonable opportunity to voluntarily comply,
unless such an opportunity increases the risk for the employee or
another person or permits the subject to undermine the deployment
of the ASR.

3.

ASR should be deployed in a one (1) to two (2) second burst to the
subject’s face.

Post ASR deployment considerations.
Any person exposed to a chemical agent shall be medically assessed by
emergency medical personnel. Any exposed person shall be kept under
direct visual observation until he/she has been medically assessed. If an
exposed person loses consciousness or has difficulty breathing, the
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employee shall immediately request for emergency medical personnel,
render first aid and monitor the subject until relieved by emergency
medical personnel. Employees shall notify Metro Dispatch to expedite
emergency medical personnel if the person loses consciousness or has
difficulty breathing.
Subjects in custody exposed to a chemical agent must be transported in
an upright position by two employees if staffing levels allow. The
passenger employee shall closely monitor the subject for any signs of
distress. If the subject loses consciousness or has difficulty breathing,
employees shall immediately seek emergency medical attention. Hobble
cords or similar types of restraints shall only be used to secure a subject’s
legs together. They shall not be used to connect the subject’s legs to
his/her waist or hands or to a fixed object.
Subjects experiencing, or claiming to be having, difficulty breathing will not
be placed on their stomachs. Positional asphyxiation can occur in this
position (where the subject’s diaphragm is unable to expand, thus s/he is
unable to breathe).
ASR deployments by employees shall be reported to a command officer
as soon as tactically possible.
See Appendix 8 for additional information regarding ASR.
E.

Physical Controls
Physical Controls, such as control holds, takedowns, strikes to muscle
masses with personal body tools, and other similar techniques are
designed to gain compliance of and/or control over actively resisting
subjects. Physical controls are not intended, or likely to, cause permanent
injury.
Purpose of Physical Controls
When a subject offers some degree of active resistance to a lawful order
or objective, in addition to de-escalation techniques and appropriate
communication skills, employees may use physical controls consistent
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with Sheriff’s Office training to gain compliance. A subject’s level of
resistance and the threat posed by the subject are important factors in
determining what type of physical controls or personal body tools, i.e.,
strikes, should be used.
Considerations for Using Physical Controls
Employees shall consider the relative size and possible physical
capabilities of the subject compared to the size, physical capabilities,
skills, and experience of the officer. When faced with a situation that may
necessitate the use of physical controls, employees shall consider
requesting additional resources to the scene prior to making contact with
the subject, as long as such a delay in interception does not increase the
risk to the employee or another person.
F.

Intermediate Control
Intermediate control poses a foreseeable risk of injury or harm but is
neither likely nor intended to cause death. A level of force used to compel
compliance that while less severe than lethal force, nonetheless, presents
a significant intrusion upon an individual’s rights. Intermediate control has
the potential to, but is not intended to, nor likely to, but may under certain
circumstances, cause serious physical injury or death. Examples of
Intermediate Control include Electronic Control Device (ECD) probe
deployment(s) or impact device strikes (including baton and less lethal
impact munitions (LLIM)).
1.

Impact Device
Impact devices are designed to temporarily incapacitate a subject,
not to cause permanent injury. Employees shall have impact
devices (baton/LLIM) readily accessible when engaged in activities
or assignments that may expose them to risk or have a high
likelihood of employing control techniques.
For additional information regarding batons see Appendix 9.

2.

Less Lethal Impact Munitions (LLIM)
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The less lethal launcher system is an authorized device for Sheriff’s
Office personnel who have been trained in its use. The intent of
deploying this device is to reduce the possibility of injury to both the
offender and the employee.
The use of Less-Lethal force is a decisive action that can assist in
achieving the goal of protection of life and the restoration of order.
Such force should be considered whenever the use of less-lethal
weapons would safely assist in facilitating an arrest and/or restoring
order while reducing the risk of death or serious injury.
Circumstances justifying the use of less-lethal weapons include, but
are not limited to:
a)

Protect oneself or another from assault or the imminent
threat of an assault.

b)

Control persons engaged in riotous or tumultuous behavior.

c)

Suicidal subjects

d)

Handling of emotionally disturbed persons; or

e)

Any situation deemed necessary that has been authorized
by a command officer.

Those trained in the use of a LLIM must qualify annually in order to utilize the LLIM
operationally. The LLIM shall be carried/stored in an approved agency case until
deployment is deemed necessary.
The approved Less Lethal Launcher system is as follows:
a)

Defense Technology 40MM LMTS Tactical Single Shot
Launcher
(1)

Including agency equipped accessories (sighting
system, etc.)

The approved Less Lethal Munition is as follows:
a)

Defense Technology 40MM eXact iMpact Sponge Round

When feasible, personnel should announce over the radio that less lethal is being
utilized at the scene (removed from the vehicle/storage container for possible use).
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Whenever LLIM are deployed, lethal cover shall be provided to the user (unless
deployed within the Washtenaw County Jail). Prior to deploying an LLIM munition, the
operator, if feasible, will announce their intent to do so by stating, “impact, impact,
impact.” The announcement is intended to prevent sympathetic firing from other
personnel.
Post deployment, the operator must log the spent munition casing into WCSO property
room along with the projectile, if able to locate on scene. If unable to locate the
projectile, the operator must document this in their case report.
All Less Lethal Launcher devices will be maintained by certified instructors. In the event
that a munition is fired from the launcher, the employee must contact his/her supervisor
so that replacement ammunition can be obtained.
Purpose of Impact Devices
An impact device (baton or LLIM) may be used in accordance to Sheriff’s Office training
to administer strikes to major muscle masses (not vital areas of the body such as the
head, neck, face, throat, clavicle, spine, groin or kidney) which can subdue an
assaultive subject who is actively and violently resisting and poses a threat to the safety
of the employee or another person. Employees may resort to the use of other objects as
impact devices, such as a flashlight or police radio, if exigent circumstances exist.
Employees must articulate the reason for doing so.
Special Note:
Prior to using an impact device (baton/LLIM), an employee shall:
1.

Announce a warning to the subject of the intent to use the impact
device if s/he does not comply with employee’s commands.

2.

Give the subject a reasonable opportunity to voluntarily comply,
except that employees need not do so where it would pose a risk to
the public or the officer or permit the subject to undermine the use
of the impact device.

3.

Unless exigent circumstances exist, employees shall not
intentionally strike vital areas such as the head, neck, face, throat,
clavicle, spine, groin or kidney. The use of an impact device to a
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vital area has the potential of causing physical injury or death, and
the intentional use of an impact device to these areas shall only be
used in situations where lethal force is justified.
4.

Employees shall not:
a)

Use the impact device to intimidate a subject or person, such
as slapping the palm of their hand with an impact device
where neither the use of an impact device or impact device
warning is appropriate.

b)

Strike a handcuffed prisoner who poses no threat. This
action may result in disciplinary action and/or criminal
prosecution.

5.

Any employee who strikes a subject with an impact device
(baton/LLIM) shall ensure the subject is assessed by hospital
personnel.

6.

Impact device strikes by employees shall be reported to a
command officer as soon as tactically possible.

Electronic Control Device (ECD)
The ECD shall be carried on the employee’s non-gun side/support side of their person
on either their duty belt or external protective vest in a Sheriff’s Office approved holster.
An ECD is designed to fire two small dart-like electrodes, which stay connected to the
main unit by conductors, to deliver electric current to disrupt voluntary control of
muscles causing neuromuscular incapacitation. Someone struck by an ECD, such as a
TASER, experiences pain and over-stimulation of sensory nerves and motor nerves,
resulting in strong involuntary muscle contractions. TASERs will incapacitate, not simply
causing pain compliance. The use of a TASER in Drive-Stun mode to cause pain
compliance is prohibited.
Purpose of ECD
The Sheriff’s Office will employ an ECD as a less than lethal force option in order to
minimize the risk of injury to employees and the public. ECDs are to be deployed in a
manner consistent with approved Sheriff’s Office training. ECDs may be utilized when
the employee can articulate a subject’s actions constituted active resistance, active
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aggression, and deadly force assaults (under specific conditions where another
employee is providing lethal coverage).
Medical evaluation is mandatory for any subject exposed to a TASER application, either
in probe or drive-stun mode.
Special Note:
The United States Court of Appeals-Fourth Circuit has ruled that TASERs may not be
used on subjects solely displaying passive resistance. See appendix 2 for more
information regarding the use of TASERs.
Prior to using an impact device, an employee shall:
1.

Announce a warning to the subject of the intent to use the ECD if
s/he does not comply with employee’s commands.

2.

Give the subject a reasonable opportunity to voluntarily comply,
except that employees need not do so where it would pose a risk to
the public or the officer or permit the subject to undermine the use
of the ECD.

Police Service Dogs (PSD)
Use of PSD’s to assist in the apprehension of criminal suspects or in defense of human
life or property is governed by the Sheriff’s Office Subject Control/Use of Force policy.
Note that the mere presence of a PSD at the scene of an arrest or use of a PSD solely
to track a subject does not constitute an apprehension.
Deployment of a PSD:
The decision to use a PSD to apprehend a suspect in a criminal matter is the sole
decision of the handler. The handler shall allow the PSD to use only the force necessary
to affect the apprehension of the suspect the PSD was ordered to apprehend.
A PSD handler may deploy a dog to assist in the apprehension of a suspect, with the
following restrictions:
1.

The PSD will not be deployed if:
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2.

3.

a)

The suspect can be safely apprehended without the use of
the PSD.

b)

It appears likely at the time that an innocent person may be
injured.

The PSD handler must:
a)

Balance immediate apprehension and arrest of a suspect
against the safety of the public.

b)

If the suspect visibly surrenders either before the dog begins
to pursue or after the PSD is in pursuit, it is the handler’s
responsibility to make every reasonable effort to ensure that
the dog does not bite the suspect.

Any subject apprehended by a PSD will be medically evaluated.

Special Note:
Prior to deploying a PSD, an employee shall:
1.

Announce a warning to the subject of the intent to deploy the PSD if
s/he does not comply with employee’s commands.
a)

The warning should be repeated should a search continue
into a new area, i.e., a different story within the same
building.

b)

Give the subject a reasonable opportunity to voluntarily
comply, except that employees need not do so where it
would pose a risk to the public or the officer or permit the
subject to undermine the deployment of the PSD.

PSD apprehensions shall be reported to a command officer as soon as tactically
possible in accordance with the Police Service Dog Unit policy.
G.

Deadly Force
Any use of force likely to cause death or serious physical injury, including
the use of a firearm, neck hold, or strike to the head, neck, clavicle, or
throat with a hard object.

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Special Note:
The term ‘neck hold’ refers to one of the following: a carotid restraint hold, a lateral
vascular neck constraint, or a hold with a hand, knee or other object to a subject’s neck
for the purpose of restricting the flow of blood or oxygen to the brain. A neck hold is
considered lethal force. Mere incidental contact does not constitute a neck hold.
Without exception, the use of neck holds as defined above, or in any variant related to
those defined and described above for the purposes of restricting the flow of blood or
oxygen to the brain are prohibited except for situations where deadly force is required to
achieve a lawful and legitimate objective.
Firearms and Other Forms of Deadly Force
Sheriff’s Office employees shall use deadly force only as a last resort when reasonable
alternatives have been exhausted or are not possible to protect the safety of the
employee(s) or the public. The use of firearms and the use of other deadly force options
is the most serious decision an employee may ever make. When safe under the totality
of circumstances, employees shall consider other objectively reasonable force options
before discharging a firearm or using other deadly force options, so long as that process
does not increase risk to an employee or another person.
Nothing in this section is meant to prevent employees from having their firearms in a
deployed position when confronted with situations which may escalate with such speed
as the employee’s ability to react defensively would be unacceptably slow as a result of
having a holstered firearm.
For list of approved side arms, see ‘Side Arms and Side Arms Regulations Appendix’
(Appendix 3). For side arm modifications, see ‘Side arm Modifications Appendix’
(Appendix 12).
1.

Handling, drawing, and pointing a firearm.
a)

2.

An employee shall handle and manipulate a firearm in
accordance with Sheriff’s Office-approved firearms training.

An employee may draw, exhibit or point a firearm in the line of duty
when s/he has reasonable cause to believe it may be necessary for
the safety of others or for his or her own safety. When an employee
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determines that the threat is over, s/he shall holster his or her
firearm, place a shoulder weapon in the port-arms position (pointed
in a safe direction) or slung in a manner consistent with Sheriff’s
Office approved firearms training.
3.

Except for maintenance, safekeeping, inspection by an approved
employee, Sheriff’s Office-approved training, or as otherwise
authorized by this policy, an employee shall not draw, exhibit or
point a firearm.

4.

The pointing of a firearm at a person is a seizure and requires legal
justification. Such show of force must be reasonable under the
objective facts and circumstances. No employee shall point a
firearm at or in the direction of a person unless there is a
reasonable perception of a substantial risk that the situation may
escalate to justify deadly force. If an employee points a firearm at a
person, s/he shall, if possible, safe, and whenever appropriate,
advise the subject the reason why the employee(s) pointed the
firearm.

5.

Discharge of a firearm and other uses of deadly force:
a)

An employee may discharge a firearm or use other deadly
force techniques in any of the following circumstances:
(1)

In self-defense when the employee has reasonable
cause to believe that he or she is in immediate danger
of death or serious bodily injury.

(2)

In defense of another person when the employee has
reasonable cause to believe that another person is in
immediate danger of death or serious bodily injury.
However, an employee may not discharge a firearm
at, or use deadly force against, a person who
presents a danger only to him or herself, and there is
no reasonable cause to believe that the person poses
an immediate danger of death or serious bodily injury
to the officer or any other person.

(3)

To kill an animal posing an immediate threat.

(4)

To apprehend a person when both of the following
circumstances exist:

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(a)

The employee has probable cause to believe
that the person has committed or has
attempted to commit a violent felony involving
the use or threatened use of deadly force;

AND
(b)

The employee has probable cause to believe
that a substantial risk exists that the person will
cause death or serious bodily injury to the
employee or others if the person’s
apprehension is delayed.

Special Note:
The above circumstances (a. 1-4) apply to each discharge of a firearm or application of
deadly force. Employees shall reassess the situation, when safe, to determine whether
the subject continues to pose an active threat.
a)

If doing so would not increase the danger to the employee or
another innocent person, an employee shall give a verbal
warning to submit to the authority of the Sheriff’s Office
before discharging a firearm or using other deadly force.

b)

To the extent feasible, an employee shall take reasonable
care when discharging his or her firearm so as not to
jeopardize the safety of the employee or another person.

c)

An employee shall not discharge a firearm at the operator or
occupant of a moving vehicle, vessel, or other means of
similar mechanical conveyance unless the operator or
occupant poses an immediate threat of death or serious
bodily injury to employee or another person.

d)

Employees are prohibited from discharging a firearm from a
moving vehicle, vessel, or other means of similar mechanical
conveyance unless the operator, after considering the totality
of circumstances, reasonably believes that the subject(s)
poses an immediate threat to the employee or another
person.

e)

Following the use of deadly force, employees shall render or
request medical aid as soon as practical.
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6.

f)

Except for firearm discharges at an approved firearms range
or during lawful recreational activity, an employee who
discharges a firearm, on-duty or off-duty, shall report the
discharge as soon as practical. This includes an intentional
or unintentional discharge, regardless of location or
jurisdiction at the time of the incident.

g)

An employee who applies other force that results in death or
serious bodily injury shall report the incident as soon as
tactically possible to a command officer. The command
officer shall, regardless of whether possible misconduct
occurred, immediately report the force to his/her
commanding officer who shall determine which unit shall be
responsible for further investigation.

Fleeing Felons
This policy builds upon the broad standard set in Tennessee v.
Garner, 471 U.S. 1 (1985), where the Supreme Court held that
under the 4th Amendment, a police officer may not use deadly
force to prevent the escape of a fleeing suspect unless the
employee has probable cause to believe the suspect poses an
immediate threat of death or serious bodily injury to the employee
or another person.
a)

Deadly force will never be used against fleeing
misdemeanants.

b)

Deadly force may only be used against a fleeing felon if,
after considering the totality of circumstances:
(1)

The employee(s) has probable cause to objectively
believe that the underlying felony involves an assault
resulting in serious bodily injury or death – not
property or paper crimes.

AND
(2)

The employee(s) has probable cause to objectively
believe that the fleeing felon presents an immediate
threat of death or serious bodily injury to the
employee or another person if apprehension is
delayed.
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For information regarding sidearm-mounted illumination devices, see Appendix 5. For
information regarding sidearm holsters, see Appendix 6. For information regarding
sidearm magazines and magazine pouches, see Appendix 7. For information regarding
shotguns, see Appendix 10. For information regarding patrol rifles, see policy 3.01RR.
For information regarding firearms training, see Appendix 13.
H.

Vehicle Interventions
Employees shall not ram or utilize roadblock techniques on the fleeing
vehicle or individual unless the use of deadly force is justified.
The Sheriff’s Office’s policies concerning vehicle pursuits and intervention
tactics are set forth in Sheriff’s Office Policy and Procedure 3.05-Vehicle
Pursuits.

VIII.

SHOW OF FORCE REPORTING
A.

Reportable show of force
Employees shall report any show of force technique(s) used which
resulted in the desired lawful objective without using force.
1.

Notification of show of force
a)

An employee shall notify his/her supervisor immediately or
as soon as practical of any reportable show of force.
A show of force includes pointing or displaying a defensive
weapon, in preparation to make it ready, should the use of
force become necessary. Some examples include but are
not limited to: Conducting a felony stop with firearms drawn,
fielding a less lethal launcher while attempting to secure a
suicidal subject, displaying a TASER or ASR while
attempting to secure an incarcerated individual, conducting a
building search with a firearm drawn and encountering an
occupant. All scenarios regarding a show of force resulting in
no force being used.

2.

Show of Force review
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a)
B.

A supervisor shall review all show of force submissions
ensuring no force was used.

Procedures
1.

2.

Officer responsibilities
a)

Any show of force will be investigated by a higher-ranking
employee.

b)

A show of force incident shall be documented in a Show of
Force form in evidence.com. Depending on the type of
incident, additional documentation may be necessary in an
incident report, supplemental incident report, or statement
form.

Supervisor responsibilities
a)

When notified of a show of force, the supervisor shall
ensure that no force was used.

b)

Review Show of Force forms for incidents occurring during
their shift(s) and within their assigned areas.

c)

Assign the Show of Force form to the next level supervisor
for review once approved.

Commentary:
Much attention is given to police use of force including various measures within both the
professional and academic arenas. The data regarding situations that are resolved
without the use of force is meager.
The aim of collecting show of force (SOF) information is to, in part, provide such data.
Doing so improves the balance in use of force data in general, allows us to measure
change over time, and improve policy, practice, and use of force related training.
IX.

USE OF FORCE REPORTING
A.

Reportable use of force
Employees shall report any use of force technique(s) used to overcome
subject resistance in order to gain compliance.
1.

Notification of use of force
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a)
2.

3.

An employee shall notify his/her supervisor immediately or
as soon as practical of any reportable use of force.

Use of force evaluation
a)

A supervisor shall conduct a use of force evaluation in all
cases involving a reportable use of force.

b)

The operational lieutenant assigned to oversee the area or
unit where the force occurred will review all use of force
incidents occurring therein. For example, the lieutenant
assigned to oversee West operations would ultimately
review all use of force occurring in that operational area.
Concerns arising from that review would be expressed to the
Division Captain and so-on.

Claims of excessive force
a)

Every allegation of excessive force shall be subject to the
reporting and investigative requirements of this policy and
applicable policies.

Special Note:
Incidents where de-escalation techniques were attempted shall also be reported. Such
a report will include a disposition of the incident, i.e., the officer/supervisor will indicate if
the de-escalation techniques attempted and whether they were successful.
B.

Procedures
1.

Officer responsibilities
a)

For the purposes of this section, the term ‘officer’ pertains to
any employee using force. Accordingly, any use of force will
be investigated by a higher-ranking employee, as applicable.

b)

Any reportable use of force shall be documented in detail in
an incident report, supplemental incident report, or statement
form. Descriptions shall be in clear, precise and plain
language and shall be as specific as possible. Employees
will cite specific levels of resistance encountered and the
specific techniques that were attempted to gain compliance.

c)

Subject Control/Use of force reports will be completed in
evidence.com and will be submitted prior to the conclusion of

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the officer’s tour of duty, unless exceptional circumstances
preclude that from occurring, such as the employee being
physically unable due to injury or illness.
d)

e)

2.

When the employee using force is preparing the incident
report, s/he shall include the following information:
(1)

The subject’s action necessitating the use of force,
including a description of the threat presented by the
subject.

(2)

Efforts to de-escalate the situation prior to the use of
force and if not, why not.

(3)

Any warning given and if not, why not.

(4)

The type of force used, by way of example but not
limitation, “Compliance Controls in the form of
Muscling Techniques.”

(5)

Descriptions of any injury sustained by the subject;
provide post-initial treatment photographs of any
injuries claimed or observed and if not, why not.

(6)

Injury sustained by the officer or another person;
photographs will be collected regardless of claim of
injury or lack of visible injury. Any deviation from this
practice will be noted in the report.

(7)

Information regarding medical assessment or
evaluation, including whether the subject refused.

(8)

The name and rank of the supervisor notified; and if
not, why not.

If an officer cannot document his/her use of force due to
exceptional circumstances, another officer shall document
this use of force in an incident report, supplemental incident
report or statement form at the direction of a supervisor.

Supervisor responsibilities
a)

When notified of the use of force, the supervisor shall
evaluate what occurred to:

b)

Determine whether the force used appears reasonable.

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c)

Determine whether the force complies with the provisions of
this General Order.

The supervisor shall:
a)

If in the supervisor’s assigned area, immediately respond to
the scene unless a response is impractical or poses a
danger to the employee or other person.

b)

Ensure the scene is secure and observe injured subjects or
employees, immediately requesting or affirming that
appropriate medical resources will be, or have been,
provided.

c)

Ensure that witnesses (including employees) are identified
and interviewed, and that this information is included in the
incident report. The number of witnesses may preclude
identification and interview of all witnesses; however,
supervisors shall ensure identification to the best of their
ability.

d)

Ensure post-initial treatment photographs of injuries, or
claimed injuries, are taken and all other evidence is secured
and properly managed.

e)

The supervisor will review:
(1)

Employee’s incident report

(2)

Employee’s subject control form in evidence.com

(3)

Any supplemental incident report(s)

(4)

Any other written statement(s)

The reviewing supervisor will ensure that all reports meet threshold for approval and are
free of contextual and grammatical errors.
Special note:
1.

A supervisor shall not approve an incident report or written
statement involving a use of force that does not comply with the
requirements outlined by this General Order.

2.

The investigating supervisor shall notify a higher-ranking employee
of any application of force that appears to not be reasonable.
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a)

As applicable, ensure the supervisor’s reason for not
responding to the scene is included in the incident report.

b)

Complete supervisor Subject Control/Use of Force review
in evidence.com, indicating whether the force used appears
reasonable as soon as practical.

c)

Ensure that all applicable reports, photographs, and
statements are included in the Subject Control/Use of Force
form in evidence.com.

d)

Submit completed Subject Control/Use of Force form in
evidence.com to the assigned higher-ranking employee.

Special note:
If a supervisor determines that an employee’s use of force is unnecessary or that an
employee has applied force that results in serious physical injury or death, the
supervisor shall immediately notify his/her commanding officer.
3.

Senior command responsibility
When a senior command officer is notified of reasonable force, s/he
shall:
a)

Review the Subject Control/Use of Force form in
evidence.com, resubmitting it to the completing supervisor to
correct contextual or grammatical errors as applicable.

b)

Submit Subject Control/Use of Force form to the division
Captain.

When a senior command officer is notified of unnecessary force or
force that results in serious bodily injury or death, s/he shall:
a)

Respond to the scene and assume command, as practical.

b)

Notify Sheriff’s Office Administration and ensure all other
notifications are made to higher-ranking employees.

c)

Complete an internal investigation containing preliminary
findings, conclusions and/or recommendations, if
appropriate.

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C.

Additional reporting responsibilities
1.

Recording
Sheriff’s Office Administration shall maintain documentation on all
reportable use of force by all employees. Regardless of employee
assignment within the Sheriff’s Office all use of force information
will be memorialized in one database.
Sheriff’s Office Administration will monitor subject control and use
of force trends in order to perform a non-punitive review to
determine the number, types, proper application, and effectiveness
of uses of force. The information developed shall be used to identify
training needs and mitigate risk while providing quality service to
the community. See Appendix 4 for an example of a subject control
and use of force annual assessment form.

2.

Data collection and analysis
The Sheriff’s Office will collect and analyze its use of force data in
the Subject Control/Use of Force database. Statistics and analysis
will include at a minimum:
a)

The type of resistance encountered by employees.

b)

The type of control(s) used by employees.

c)

De-escalation techniques attempted.

d)

De-escalation techniques used successfully.

e)

The types and degree of injury to suspect and employee.

f)

Date and time.

g)

Employee’s assignment.

h)

Geographic location where the use of force occurred.

i)

Number of employees using force in the incident.

j)

Employee’s activity when force was used (e.g., handcuffing,
search warrant, pursuit).

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3.

k)

Employee’s demographics (age, gender, race/ethnicity, rank,
number of years with the Sheriff’s Office, number of years as
a police officer or corrections officer).

l)

Suspect demographics including race/ethnicity, age, gender,
gender identity, primary language and other factors such as
mental illness, cognitive impairment, developmental
disability, drug and alcohol use/addiction and homelessness.

Use of Force Investigative Team (UFIT)
The UFIT is comprised of designated staff, all of whom are
responsible for reviewing select use of force incidents. The purpose
of the review is to improve both individual and Sheriff’s Office
performance by examining what happened prior to the incident,
why it happened, and what can be done differently, if anything, to
improve performance.
The UFIT will generally be activated or requested when use of force
occurred that is unnecessary or when an employee applied force
that results in serious physical injury or death in order to:

X.

a)

Complete and submit reports, investigative inquiries, or any
other duty as assigned by a higher-ranking employee.

b)

Act as a trusted advisor to higher-ranking employees.

c)

UFIT members involved in the incident scheduled for review
may not participate in the UFIT evaluation process.

d)

UFIT members conducting the initial use of force evaluation
in the incident scheduled for review may not participate in
the UFIT evaluation process.

Use of Force/Subject Control Special Considerations

The Washtenaw County Sheriff’s Office recognizes the significance of its interaction
with youth and other populations requiring special considerations. While youth and
those requiring special considerations are afforded the same constitutional protections
as any member of the public, the Washtenaw County Sheriff’s Office recognizes and
appreciates the need for additional protective measures and considerations during its
interactions with these populations.
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The requirement for Sheriff’s Office staff to fully utilize and embrace the concepts,
systems and principles outlined in this policy is especially critical during encounters with
youth or those requiring special considerations. Minimal reliance on force as a means to
resolve situations increases legitimacy in the eyes of the communities we serve and
ultimately assists us to realize the Mission of the Sheriff’s Office.
These concepts, systems and principles include, but are not limited to:
A.

Establishing communication

B.

Proportionality

C.

Using the most effective control tactic and/or minimal amount of force
required to achieve a lawful objective

D.

Definitions
1.

Youth
For the purposes of this policy, a youth is a person under the age of
18; youth is differentiated by age group. Approved control and force
options vary by age group, except for situations where the youth’s
actions will likely result in serious bodily injury to, or death of, the
officer or another person. Youth age groups are identified as:

2.

a)

10 years and younger

b)

11 years to 14 years

c)

15 years to 17 years

Populations requiring special considerations
Includes, but is not limited to youth, those feeble from age, people
with physical disabilities, and people with intellectual disabilities.

3.

Disability
A physical or intellectual impairment that substantially limits one or
more of the major life activities of such individual, a record of such
an impairment, or being regarded as having such a disability.
a)

Physical disability

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Any physiological disorder or condition, cosmetic
disfigurement, or anatomical loss affecting one or more of
the neurological, musculoskeletal, or special sense organs
body systems.
b)

Intellectual disability
Any mental or psychological disorder such as mental
retardation, organic brain syndrome, emotional or mental
illness, and specific learning disabilities.

E.

Use of Force Considerations – Age Dependent (Youth and the Feeble
from Age)
Understanding that distinguishing a person’s age may be difficult in
situations that are tense and rapidly developing, employees have to use
their best judgment during their interactions. Approved control and force
options vary by age group, except for situations where the person’s
actions will likely result in serious bodily injury to, or death of, the officer or
another person.
While it is acknowledged each age segment is capable of resisting, utmost
discretion should be used when determining a subject’s ability to actually
be a danger.
Considering the totality of circumstances, and all the facts known to or
perceived by the officers during the incident, age is a critical consideration
for the application of proportionate control or force technique.
1.

10 years and younger
a)

Employees shall use de-escalation techniques, such as time
and space, prior to the application of muscling techniques to
achieve a lawful objective. Employees may use muscling
techniques if verbal direction fails to achieve a lawful
objective.

b)

Employees shall not use pressure points, joint manipulation,
strikes or takedowns on youth appearing to be 10 years old
or younger, except for situations where the youth’s actions

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will likely result in serious bodily injury to themselves, the
officer, or another person.
c)

Employees shall not use or display restraints (handcuffs, leg
irons, etc.), ASR, TASER, baton or firearms, except for
situations where the youth’s actions will likely result in
serious bodily injury to, or death of, the officer or another
person.
(1)

2.

3.

Use of restraints on the youth may be appropriate in
situations where their actions are likely to result in
self-injury or death.

11 years old to 14 years old
a)

Employees may utilize options consisting of compliance
controls, e.g., muscling techniques or joint manipulation, if
verbal direction fails to achieve a lawful objective.
Understanding the possibility of size and strength disparities
(i.e., totality of circumstances) in teenage youth, joint
manipulation or pressure points may be appropriate in order
to achieve a lawful objective.

b)

Employees shall use time and space to their advantage
whenever doing so does not increase risk to the officer or
another person prior to the application of any force
technique.

c)

Employees shall not use or display a TASER, baton or
firearm, except for situations where the youth’s actions will
likely result in serious bodily injury to, or death of, the officer
or another person.

15 years old to 17 years old
a)

Employees may utilize options consisting of compliance
controls or physical controls if verbal direction fails to
achieve a lawful objective, based on the totality of
circumstances.

b)

Understanding the possibility of size and strength disparities
in teenage youth, joint manipulation, pressure points or the
application of ASR or TASER may be appropriate in order to
achieve a lawful objective.

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4.

F.

c)

Employees shall use time and space to their advantage
whenever doing so does not increase risk to the officer or
another person prior to the application of any force
technique.

d)

Employees shall not use or display a firearm, except for
situations where the youth’s actions will likely result in
serious bodily injury to, or death of, the officer or another
person.

Feeble from Age
a)

Employees may utilize options consisting of compliance
controls or physical controls if verbal direction fails to
achieve a lawful objective, based on the totality of
circumstances.

b)

Understanding the possibility of size and strength disparities
and the varying ability to carry out threats (totality of
circumstance), joint manipulation, pressure points or the
application of ASR or TASER may be appropriate in order to
achieve a lawful objective.

c)

Employees shall use time and space to their advantage
whenever doing so does not increase risk to the officer or
another person prior to the application of any force
technique.

Use of Force Considerations – Intellectual Disability
Individuals with intellectual disabilities are more likely to come into contact
with law enforcement officers than members of the general population.
While the reasons for this are complex, communication difficulties, i.e.,
ability to comprehend an employee’s directions, may be a contributing
factor. Moreover, some individuals may be eligible for protection under the
Americans with Disabilities Act. An employee encountering a dynamic and
violent situation may be required to use approved subject control tactics to
achieve a lawful objective.
Important subject control and use of force considerations concerning
people with intellectual disabilities includes, but is not limited to, reason for
law enforcement contact, ability to comprehend and obey an employee’s
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direction, a person’s ability to carry out a threat, likelihood to comply with
parent or guardian interaction or control, cooperation of involved parties,
and prior established history.
1.

Employees shall consider the following known factors throughout
the entire interaction:
a)

Nature of complaint or reason for contact
(1)

Is there a crime?
(a)

(2)
b)

c)

d)

If so, what type of crime has been committed?

What is the likelihood the subject(s) is armed?

Subject’s perceived level of intelligence, mental capacity,
and ability to comprehend and obey directions
(1)

The capacity for a subject to comprehend an officer’s
direction based on intellectual disability shall be
considered.

(2)

Considering the totality of circumstances, an
employee is expected to adjust their approach or
tactic to gain voluntary compliance prior to the
application of force.

(3)

Understanding people with intellectual disabilities are
capable of resisting, utmost discretion should be used
when determining a subject’s ability to actually be a
danger.

Intellectual disability and ability to act on threats
(1)

The ability for a subject to carry out a threat shall be
evaluated by the officer based on the perceived
intellectual disability of the subject.

(2)

Officers shall use the minimum amount of force
required to achieve a lawful objective.

Prior established history
(1)

An officer shall consider prior encounters with a
subject, if known.

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(2)

e)

f)

G.

Without increasing risk to the officer or another
person, successful tactics used during previous
encounters shall be considered.

Likelihood to comply with parent or guardian interaction or
control
(1)

When safe to do so when evaluating the totality of
circumstances, the success of involving a parent or
guardian shall be considered prior to the application
of force.

(2)

Whenever possible, and when safe to do so when
evaluating the totality of circumstances, officers shall
consider involving other employees who may have
a rapport with the subject(s).

Cooperation of involved parties
(1)

When considering all the facts and circumstances, the
officer should gauge the subject’s level of cooperation
during an encounter.

(2)

Whenever possible without increasing risk to the
officer or another person, time and space should be
used by the officer(s) to gain voluntary compliance
prior to the application of force.

Use of Force Considerations – Physical Disabilities
Some people with physical disabilities may be eligible for protection under
the Americans with Disabilities Act. An employee encountering a dynamic
and violent situation may be required to use approved subject control
tactics to achieve a lawful objective.
Important subject control and use of force considerations concerning
people with physical disabilities includes, but is not limited to, reason for
law enforcement contact, ability to comprehend and obey an employee’s
direction, a person’s ability to carry out a threat, likelihood to comply with
parent or guardian interaction or control, cooperation of involved parties,
and prior established history.

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1.

Employees shall consider the following known factors throughout
the entire interaction:
a)

Nature of complaint or reason for contact.
(1)

Is there a crime?
(a)

(2)
b)

c)

d)

If so, what type of crime has been committed?

What is the likelihood the subject(s) is armed?

Subject’s perceived level of physical ability to comprehend
and obey directions
(1)

The capacity for a subject to comprehend an officer’s
direction shall be considered. This includes segments
of the population who cannot understand an officer’s
direction based on physiological condition, E.g.,
subjects who are hard of hearing or deaf.

(2)

Considering the totality of circumstances, an officer is
expected to adjust their approach or tactic to gain
voluntary compliance prior to the application of force.

(3)

Understanding people with physical disabilities are
capable of resisting, utmost discretion should be used
when determining a subject’s ability to actually be a
danger.

Physical condition and ability to act on threats
(1)

The ability for a subject to carry out a threat shall be
evaluated by the officer based on the perceived
physical condition of the subject.

(2)

Officers shall use the minimum amount of force
required to achieve a lawful objective.

Prior established history
(1)

An officer shall consider prior encounters with a
subject, if known.

(2)

Without increasing risk to the officer or another
person, successful tactics used during previous
encounters shall be considered.

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e)

f)

XI.

Likelihood to comply with parent or guardian interaction or
control
(1)

When safe to do so when evaluating the totality of
circumstances, the success of involving a parent or
guardian shall be considered prior to the application
of force.

(2)

Whenever possible, and when safe to do so when
evaluating the totality of circumstances, officers shall
consider involving other employees who may have a
rapport with the subject(s).

Cooperation of involved parties
(1)

When considering all the facts and circumstances, the
officer should gauge the subject’s level of cooperation
during an encounter.

(2)

Whenever possible without increasing risk to the
officer or another person, time and space should be
used by the officer(s) to gain voluntary compliance
prior to the application of force.

RESPONSIBILITY AND QUALITY ASSURANCE SUMMARY BY POSITION
AND RANK
The below list of duties by position and rank is a summary. It should not be
interpreted as all inclusive. Employees in the various positions may be directed to
perform or be responsible for duties and tasks other than those outlined; or, the
outlined duties and tasks may be modified by the Division Commander or higher.
A.

Employee
For the purposes of this section, ‘employee’ refers to an employee of the
Sheriff’s Office using force or control.
1.

Exercise authority to use control and force judiciously and with
respect for equitable treatment, human rights, dignity, and life.

2.

Attempt to establish rapport, use the proper voice intonation, ask
questions, and provide advice to defuse conflict and achieve
voluntary compliance before resorting to force- related subject
control options.
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3.

Employ de-escalation techniques and provide repeated verbal
warnings in order to decrease the likelihood of the need to use
force and to increase the likelihood of voluntary compliance in
situations where they can do so safely, without increasing risk to
themselves or another person.

4.

Balance the severity of the offense committed and the level of
resistance encountered based on the totality of the circumstances
known to, or perceived by, the employee at the time.

5.

Carry use of force tools and equipment that are issued and
authorized by the Sheriff’s Office.

6.

Use approved force options in which they have been trained,
unless actively engaged in a situation where s/he has no other
option or is otherwise placed in a situation where enforcement
action is unavoidable to protect themselves or another person.

7.

Facilitate medical evaluation for subjects that have been exposed
to ASR, Physical Control(s), TASER deployments, impact device
strikes, police service dog apprehensions, all other forms of
Intermediate Control, and Deadly Force. Medical evaluation is also
mandatory for subjects who complain of injury, when an employee
observes an injury, or where a reasonable officer believes that an
injury may have a delayed introduction, such as a subject falling
and hitting a vital area.

8.

Consider requesting employees specially trained in crisis
intervention to respond to calls for service, wherever possible,
involving individuals in mental or behavioral health crisis.

9.

Intervene when the employee knows or has reason to know, that
another law enforcement officer or employee is about to use, or is
using, unnecessary force. Further, employees have the duty to
provide aid to the victim.

10.

Employees shall carry out their duties, including the use of force, in
a manner that is fair and unbiased.

11.

Strive to use the minimum amount of force necessary in the
available range of objectively reasonable options.

12.

Continually evaluate whether the force option(s) employed may be
discontinued while still achieving the arrest or lawful objectives.
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B.

C.

D.

13.

Use deadly force only as a last resort when reasonable alternatives
have been exhausted or are not possible to protect the safety of the
employee(s) or the public.

14.

Document, in detail and in accordance to the parameters set forth
by this General Order, any reportable use of force.

15.

Seek clarity for any information, technique, or tactic unclear to the
employee.

Training Officer
1.

For the purposes of this section, ‘training officer’ refers to any
employee assigned to train another employee, or groups of
employees, in the use and application of force and control.

2.

Deliver training in a manner that best reflects the Mission of the
Sheriff’s Office and the spirit of this General Order.

3.

Ensure that employees attending training understand information,
techniques, or tactics being instructed.

4.

Submit accurate training records to appropriate point of contact.

5.

Seek clarity for any information, technique, or tactic unclear to the
trainer.

6.

Provide clarity for any information, technique, or tactic unclear to
the employee(s) attending training.

Use of Force Investigative Team (UFIT)
1.

Respond as requested by higher-ranking employee, generally for
use of force that is unnecessary or when an employee applied force
that results in serious physical injury or death.

2.

Complete and submit reports, investigative inquiries, or any other
duty as assigned by a higher-ranking employee.

3.

Seek clarity for any information, technique, or tactic unclear to the
UFIT member.

4.

Provide clarity for any information, technique, or tactic unclear to
employees.

5.

Act as a trusted advisor to higher-ranking employees.

Supervisor
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For the purposes of this section, ‘supervisor’ refers to employees charged
with managing, supervising, and regulating subordinate employees.
1.

Ensure employees exercise authority to use control and force
judiciously and with respect for equitable treatment, human rights,
dignity, and life.

2.

Ensure employees attempt to establish rapport, use the proper
voice intonation, ask questions, and provide advice to defuse
conflict and achieve voluntary compliance before resorting to forcerelated subject control options.

3.

Ensure employees use de-escalation techniques and provide
repeated verbal warnings in order to decrease the likelihood of the
need to use force and to increase the likelihood of voluntary
compliance in situations where they can do so safely, without
increasing risk to themselves or another person.

4.

Ensure employees balance the severity of the offense committed
and the level of resistance encountered based on the totality of the
circumstances known to, or perceived by, the employee at the time.

5.

Ensure employees carry use of force tools and equipment that are
issued and authorized by the Sheriff’s Office.

6.

Ensure employees use approved force options in which they have
been trained, unless actively engaged in a situation where s/he has
no other option or is otherwise placed in a situation where
enforcement action is unavoidable to protect themselves or another
person.

7.

Ensure employees facilitate medical evaluation for subjects that
have been exposed to ASR, Physical Control(s), TASER
deployments, impact device strikes, police service dog
apprehensions, all other forms of Intermediate Control, and Deadly
Force. Medical evaluation is also mandatory for subjects who
complain of injury, when an employee observes an injury, or where
a reasonable officer believes that an injury may have a delayed
introduction, such as a subject falling and hitting a vital area.

8.

Ensure employees consider requesting officers specially trained in
crisis intervention to respond to calls for service, wherever possible,
involving individuals in mental or behavioral health crisis.
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9.

Intervene, and ensure employees intervene, when the supervisor
knows or has reason to know, that another employee or law
enforcement officer is about to use, or is using, unnecessary force.
Further, supervisors have the duty to immediately request or affirm
that appropriate medical resources will be, or have been, provided.

10.

Carry out, and ensure that employees carry out, their duties,
including the use of force, in a manner that is fair and unbiased.

11.

Strive to, and ensure employees strive to, use the minimum amount
of force necessary in the available range of objectively reasonable
options.

12.

Continually evaluate, and ensure employees continually evaluate,
whether the force option(s) employed may be discontinued while
still achieving the arrest or lawful objectives.

13.

Use deadly force, and ensure employees use deadly force, only as
a last resort when reasonable alternatives have been exhausted or
are not possible to protect the safety of the employee(s) or the
public.

14.

Document, and ensure employees document, in detail and in
accordance to the parameters set forth by this General Order, any
reportable use of force.

15.

Determine if the use of force is reasonable and within the
parameters set forth by this General Order.

16.

Ensure that all reports meet threshold for approval and are free of
contextual and grammatical errors.

17.

Complete supervisor Subject Control/Use of Force form review in
evidence.com.

18.

Notify commanding officer if an employee’s use of force is
unnecessary or that an employee has applied force that results in
serious physical injury or death.

19.

Complete any supplemental report(s) as directed by commanding
officer.

20.

Seek clarity for any information, technique, or tactic unclear to the
supervisor.

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E.

21.

Provide clarity for any information, technique, or tactic unclear to
the employee.

22.

Request Use of Force Investigative Team (UFIT) for use of force
that is unnecessary or when an employee applied force that results
in serious physical injury or death.

Administration
For the purposes of this section, ‘administration’ refers to employees
charged with managing, supervising, and regulating subordinate
employees, reviewing use of force and subject control, completing
investigative inquiries, or any other duty as assigned by a higher ranking
employee.
1.

Review Subject Control/Use of Force forms in evidence.com,
resubmitting it to the completing supervisor to correct contextual or
grammatical errors as applicable.

2.

Submit approved Subject Control/Use of force report to division
Captain in evidence.com.

3.

Respond to the scene and assume command, as practical, when
notified of unnecessary force or force that results in serious bodily
injury or death.

4.

Ensure all other any requisite notifications are made to higher
ranking employees when notified of unnecessary force or force that
results in serious bodily injury or death.

5.

Complete any investigative reports or investigations as directed by
higher-ranking employee(s).

6.

Maintain documentation on all reportable use of force by all
employees.

7.

Review subject control and use of force trends in order to perform
reviews to determine the number, types, proper application, and
effectiveness of uses of force.

8.

Approve Use of Force Investigative Team (UFIT) call-out for use of
force that is unnecessary or when an employee applied force that
results in serious physical injury or death.

9.

Ensure employees are trained in the use and application of force.
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10.
XII.

MODIFICATION
A.

XIII.

Ensure compliance with the parameters of this General Order.

The Sheriff or Undersheriff may modify the provisions of this General
Order.

COMPLIANCE
A.

All employees shall comply with all provisions of this General Order. A
violation of any section is a Class 1 offense and may result in corrective
discipline.

B.

A violation of this policy and procedure may also be a violation of other
Sheriff’s Office Professional Conduct Standards, which may result in
corrective disciplinary action up to and including discharge.

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Washtenaw County Sheriff’s Office
Rule and Regulation
Vehicle Pursuits
Reference Number: 3.05 RR
Subject:
Chapter:
Status:
Compliance:
Supersedes:
Standards Reference:
Prepared by:
Reviewed by:
Issued by:
Issuing Authority:
Date of Issue:
Public Facing:
I.

Vehicle Pursuits
Use of Force, Firearms, Control
Revised
Class 1
All Previous Directives
CALEA 41.2.2
Mark Ptaszek, Undersheriff; Nancy Hansen, Captain
Keith Flores, Commander; Mark Ptaszek, Undersheriff
Mark Ptaszek, Undersheriff
Jerry L. Clayton, Sheriff
12/22/20
Yes

INTRODUCTION
The Sheriff’s Office recognizes that there are numerous situations that arise in law
enforcement that are unique, including those situations where Deputy Sheriffs’ will
encounter individuals who endanger public safety by their actions and/or refuse to comply
with the law. Vehicular pursuits of fleeing suspects are such a situation.
By their nature, vehicular pursuits present a danger to the public, the suspect, and the
law enforcement officers involved in a pursuit. Further, the tactics used to stop a fleeing
vehicle may be considered a use of force. As such, deciding whether to pursue a motor
vehicle and/or whether to continue the pursuit once it is initiated is among the more critical
decisions made by law enforcement officers. It is a decision which must be made quickly
and under difficult, often unpredictable circumstances.
The primary purpose of this policy is to secure a balance between the protection of life
and property and a law enforcement officer’s sworn duty to enforce the law and
apprehend violators. To this end, it is a restrictive policy. It provides carefully defined
constraints, active supervision, qualitative review, and prohibits pursuits for minor
violations. Its intent is to guide a Deputy Sheriff’s discretionary decision making, where
such discretion is granted, in matters of vehicular pursuits.
Recognizing that it is impossible for this policy or any standard operating procedure to
anticipate all possible circumstances, with the apprehension of a fleeing suspect as with
many other situations, time, distance and patience are sound tactics; and, whenever
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Vehicle Pursuits
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possible, Deputy Sheriffs should take steps designed to de-escalate situations and avoid
pursuits.
Engaging in a vehicle pursuit, where it is not prohibited in this or other Sheriff’s Office
policy and procedure, is a discretionary act. It is expected that every Deputy Sheriff will
exercise thoughtful and deliberate judgment and discretion in carefully considering
whether it is warranted to engage in a pursuit. As we value and protect life and property,
we support a Deputy Sheriff’s decision to avoid or disengage from a vehicular pursuit,
given the totality of the circumstances faced, wherever possible.
While Deputy Sheriffs are trained in emergency vehicle operation (EVO), most alleged
perpetrators do not have special training in the operation of motor vehicles.
II.

PURPOSE
A.

III.

To establish policy, procedures, and guidelines for the:
1.

Initiation and/or continuation of a pursuit.

2.

Way a pursuit is conducted.

3.

Termination of a pursuit.

4.

Documentation of a pursuit.

B.

To reduce risk and any associated harm from a pursuit.

C.

To maintain public trust and confidence in Sheriff’s Office operations.

D.

To maintain the fundamental law enforcement mission to protect life and
property as we enforce the law.

POLICY
It is the policy of the Sheriff’s Office to:
A.

Protect life and property in the enforcement of the law and the performance
of its myriad duties.

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B.

Prohibit vehicle pursuits for minor traffic offenses and non-assaultive
misdemeanors, where there is no other articulable reason to pursue.

C.

Only engage in pursuits when the action is based upon articulable
reasonable belief and/or probable cause, not just a mere hunch, assertion,
or unsubstantiated opinion, considering 1) the degree of risk to which
authorized employees (see definitions) expose themselves and others, and
2) weighing the need for immediate apprehension against the risk created
by the pursuit.

D.

Regulate the way vehicle pursuits are undertaken and performed
including:
1.

Active Evaluation and Assessment: Engage in continuous
evaluation and assessment of 1) the reason for a pursuit and 2)
whether it is reasonable to believe that the risks associated with
continued pursuit are greater than the public safety benefit of
making an immediate apprehension.
a.

2.

Force and Control: Use only that level of force necessary and
authorized by the Sheriff’s Office Subject Control/Use of Force
policy when a vehicle pursuit is undertaken and when an
associated apprehension is made.
a.

3.

Disengaging or discontinuing a pursuit is both permittable
and encouraged as a part of 1) the initial assessment of
whether to pursue and 2) the subsequent evaluation and
assessment of whether to continue the pursuit.

Intentional vehicle-to-vehicle contact between the pursuing
emergency vehicle(s) and the suspect vehicle is prohibited
unless the action is in conformance with the agency’s
Subject Control/Use of Force policy.

Use of Marked Vehicles: Allow only marked and fully equipped,
authorized emergency police vehicles operated by fully uniformed
Deputy Sheriff’s to participate in a pursuit.
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4.

Use of Emergency Equipment:
a.

Always operate authorized emergency police vehicles in a
safe and prudent manner, with due regard for public safety
and in accordance with law.

b.

Assure that all emergency equipment, in-car, and bodyworn-camera video is fully activated and remains activated
throughout the duration of the pursuit. In addition, in-car and
body-worn-camera video shall remain activated during the
apprehension of the suspect(s).

5.

Compliance with Law: Upon termination of a pursuit, authorized
personnel shall reduce their speed to the posted speed or speed as
authorized by statute, turn off all emergency equipment, and
operate their assigned patrol unit in accordance with all traffic laws.

6.

Documentation: Assure that the fact-based reasonable belief
and/or probable cause that justified the pursuit is clearly and
objectively stated in the police report regarding the pursuit.

7.

Quality Assurance: Have pursuits that result in a fatality, serious
personal injury, or serious property damage be investigated by
another agency with jurisdiction not directly involved in the pursuit,
if possible, at the time.

Commentary: This policy is a rule and regulation (See 1.01 GO). As such, it allows
little or no deviation from its terms. It is, by intent and design, a “restrictive” policy. It
combines 1) carefully defined constraints, 2) active supervision, 3) a qualitative review
process, and 4) prohibits pursuits in certain circumstances.
It expects and requires Deputy Sheriffs to deliberately exercise the most fundamental of
skills, i.e., their judgment, in determining whether a pursuit is warranted by balancing
the importance and immediacy of apprehension against the potential risk to public
safety.

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IV.

SCOPE
A.

B.

V.

This policy and procedure:
1.

Applies to all authorized employees (see definitions) of the Sheriff’s
Office, in whatever positions or capacities they serve.

2.

Is a part of the Sheriff’s Office overall policies concerning vehicle
use and subject control/use of force; and in language, intent and
application is closely allied to other documents that may govern
such actions.

The prohibitions in this policy apply to all employees of the Sheriff’s Office,
regardless of whether they are authorized to engage in a pursuit.

DEFINITIONS
A.

Authorized Employee: Employees of the Sheriff’s Office who are licensed
law enforcement officers in the State of Michigan.

B.

Channeling: The effort to direct vehicular traffic into a progressively
narrow passageway or lane location on the roadway.
1.

Channeling is prohibited.

C.

Closing: The effort by an employee to catch-up to a violator of the law
who is not fleeing from the employee. Closing is not a form of pursuit.

D.

Emergency Equipment: The following equipment in good working order:
1.

Police radio communication system.

2.

Audible alert system, i.e., siren.

3.

Any combination of rotating, flashing, or oscillating red or blue lights
which can be seen in a 360-degree pattern around the emergency
vehicle.

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Vehicle Pursuits
Reference Number: 3.05 RR
E.

Emergency Vehicle: Any vessel, motorcycle, or four-wheel vehicle,
equipped with emergency equipment, not being used to transport trailers,
prisoners, witnesses, victims, or citizens regardless of whether the citizen
has executed a Citizen Observer Waiver of Liability form.

F.

Pacing: The positioning of an emergency vehicle at a stable, fixed
distance behind a speeding vehicle to determine the speed of the violator.
Pacing is not a form of pursuit.

G.

Primary Pursuit Vehicle: A clearly marked, authorized emergency police
vehicle which initiates or leads a pursuit. It is the emergency vehicle in the
pursuit immediately following the fleeing vehicle.

H.

Ramming: The intentional collision of the emergency vehicle with the
fleeing vehicle(s) to disable, stop, or alter the course of the fleeing vehicle.
1.

I.

See POLICY B., 3., a., i.e., “Intentional vehicle-to-vehicle contact
between the pursuing emergency vehicle(s) and the suspect
vehicle is prohibited unless the action is in conformance with the
agency’s Subject Control/Use of Force policy.”

Roadblock: The placement of emergency vehicles or other vehicles or
objects across any portion of the traveled roadway or projected path of a
fleeing vehicle, with the exception of stop sticks deployed by trained
personnel, in order to prevent or alter the passage of that vehicle.
1. Roadblocks are prohibited.

J.

Secondary Pursuit Vehicle: A clearly marked authorized emergency
police vehicle which is assisting the primary pursuit vehicle in the pursuit
and follows the primary pursuit vehicle at a safe distance.

K.

Terminate or Termination: To abandon, end or abort the pursuit.

L.

Termination Point: The specific location where the pursuit concludes.

M.

Vehicular Pursuit: An active attempt by an authorized employee in full
uniform operating a clearly marked, authorized emergency police vehicle
with all emergency equipment activated to stop and/or apprehend one or
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Reference Number: 3.05 RR
more occupants of a moving vessel or vehicle based upon reasonable
suspicion and/or probable cause, providing the reasonable belief of the
authorized employee that the driver of such vehicle is:
1.

aware of the attempt, and is

2.

resisting apprehension by maintaining or increasing their speed,
and/or ignoring the authorized employee’s attempt to stop them, or
otherwise attempting to elude the authorized employee,

This definition establishes three (3) key elements:
1.

The authorized employee is in full uniform in a marked authorized
emergency police vehicle with all emergency equipment activated,
including in car camera and body worn camera, and should
therefore be recognizable as a law enforcement officer.

2.

There is reasonable articulable belief that the operator of the
vehicle being pursued is 1) aware that the law enforcement officer
is attempting to stop them, and 2) resists the attempt.
i.

3.

By way of example but not limitation, resisting may include
increasing or maintaining speed, operating in an evasive
manner, ignoring attempts and signals to stop, etc.
The authorized employee has established 1) a reason for the
pursuit based upon reasonable suspicion and/or probable cause,
and 2) reasonable belief that the operator of the other vehicle is
actively attempting to resist being stopped and/or apprehended.

Commentary: Though risk is ordinarily perceived as increasing in proportion to speed,
even low or moderate speeds can create substantial risk in a congested area.
VI.

DECIDING WHETHER TO PURSUE
E.

As a licensed law enforcement officer in the State of Michigan, a Deputy
Sheriff, i.e., an “authorized employee” (see definitions), has the authority to
attempt the stop of any person they have:
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1.

Reasonable suspicion to believe the person has committed a
criminal offense or traffic violation in accordance with Michigan
statute or local ordinance.
a.

2.

Based upon the totality of circumstances, they have:
i.

enough specific and articulable objective facts,

ii.

taken together with rational inferences from those
facts,

iii.

that are associated with the specific person they are
stopping.

Probable cause to arrest for a criminal or traffic offense in
accordance with Michigan statute, case law or local ordinance.

F.

Taken together, reasonable suspicions confirmed upon investigation may
provide probable cause for a more in-depth investigation, such as a vehicle
search and/or the arrest of a vehicle’s occupants, depending upon the
nature of the suspected violations.

G.

While it is the law enforcement officer who initiates the stop, it is the violator
who initiates the pursuit. A Deputy Sheriff’s decision to pursue should
always be:
1.

Based upon reasonable suspicion or probable cause.

2.

Undertaken with an awareness of the degree of risk to which they
expose themselves and others. They must weigh the need for
immediate apprehension against the risk created by the pursuit.

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VII.

PROCEDURE
A.

Pursuit Considerations: In the event that a Deputy Sheriff is satisfied that
a pursuit is warranted, they must still consider the following factors.
1.

The inherent dangerous nature of vehicle pursuits requires that
authorized employees continuously analyze the risk/benefit of
whether to initiate, continue, or terminate a pursuit.

2.

The following factors are to be considered by the employee and onduty supervisor in determining if a pursuit should be 1) initiated, 2)
continued or 3) terminated:
a.

Reason and seriousness of the alleged offense, including
whether it is known, not merely suspected, that the individual
being pursed committed the offense. (See VI. Deciding
Whether to Pursue.)
i.

Pursuits for minor offenses are prohibited.

b.

Known information about the suspect.

c.

Presence, flow, and volume of vehicular or pedestrian traffic.

d.

Location of the pursuit including but not limited to population
density. E.g., is the pursuit taking place in or may likely
move into a residential area, business area, school area,
highway, freeway, etc.

e.

Time of day or night; lighting and visibility.

f.

Weather and environmental conditions including makeup of
roadway surface and conditions.

g.

Speeds involved.

h.

Emergency vehicle and driver capability.

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B.

i.

The apparent capability of the fleeing driver and fleeing
vehicle.

j.

The possible presence of innocent third parties in the fleeing
vehicle.

k.

The familiarity the authorized employee has with the
geographical area in which the pursuit is occurring.

l.

Whether the Sheriff’s Office initiated the pursuit or is
assisting another agency.

m.

The likelihood of success of apprehension, considering all
the above factors.

n.

The potential for later apprehension, should the pursuit be
terminated.

o.

Any other conditions or situations that would create an
unreasonable risk.

Procedures – Primary Pursuit Vehicle
1.

Safety: During a pursuit, all occupants of all emergency vehicles
shall wear the safety belts and shoulder harnesses provided in the
vehicle; and all emergency equipment shall be employed.

2.

Emergency Equipment: Upon 1) determining that a vehicle an
authorized employee is attempting to stop is fleeing, and 2) the
authorized employee makes the decision to pursue the fleeing
vehicle, the employee shall, as soon as conditions allow:
a.

Activate and/or affirm that all the emergency vehicle’s
emergency equipment is activated.

b.

Assure that the emergency vehicle’s emergency equipment
remains activated until the termination of the pursuit. In
addition, in-car video (ICV) and body worn camera (BWC)

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are to remain activated until the apprehension of the
suspect(s).
Special Note: Failure of any portion of an emergency vehicle’s emergency equipment to
operate at any point during a pursuit situation shall terminate the primary (or secondary)
pursuit vehicle’s involvement in the pursuit.
3.

Documentation: The pursuing employee shall, as soon as possible,
activate their body-worn camera (BWC) which shall operate in
addition to and in conjunction with the in-car video (ICV).

4.

Notification: The pursuing employee shall, as soon as practicable,
notify Metro Dispatch of the pursuit on their primary radio channel,
which will be utilized during the pursuit unless changed by Metro
Dispatch; and provide Metro Dispatch with:
a.

Unit identification.

b.

Offense/reason/probable cause for which the suspect
vehicle is being pursued.

c.

Location of the initiation of the pursuit.

d.

Direction of travel.

e.

Description of the suspect vehicle, including but not limited
to the license plate number, if possible.

f.

Description and number of the suspect vehicle’s occupants,
including but not limited to whether the pursuing Deputy
believes that the suspect is known to them, is a juvenile, etc.

g.

Speeds traveled.

h.

Weather and road conditions including but not limited to
items such as construction area, poor repair, extreme
curves.

i.

Population density and volume of pedestrian traffic.

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j.

Location of the termination of the pursuit.

4.

Continuous Communication Updates: The pursuing employee shall
continuously update Metro Dispatch of the direction of travel,
speeds traveled, road conditions (if they’ve changed), and any
other relevant factors or conditions regarding the pursuit, as well as
any evasive actions being taken by the fleeing vehicle, by way of
example but not limited to running red lights, stop signs, traveling in
the wrong lane of travel, or other egregious violations, etc.

5.

The employee shall always:

6.

a.

Operate the emergency vehicle in compliance with the law
and with the policy requirements set forth within this rule and
regulation. (See X. Legal Reference.)

b.

Maintain a safe, reasonable distance and position in the
roadway behind the fleeing vehicle.

The employee shall not:
a.

Ram or utilize roadblock or channeling techniques on the
fleeing vehicle unless the use of deadly force is justified in
compliance with the Sheriff’s Office Use of Force policy.

b.

Discharge a firearm into the fleeing vehicle unless the use of
deadly force is justified in compliance with the Sheriff’s
Office Use of Force policy.

Commentary: Based upon the known information at the time, the on-duty command
officer may, in their sole discretion, decide whether the pursuit should be terminated or
allowed to continue. (See VI. Procedures, H. Responsibilities – On-Duty Command.)
B.

Procedures – Primary Pursuit Vehicle: Termination of Pursuit
1.

The employee shall terminate the pursuit any time, when:

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a.

Risk: The risks associated with continued pursuit are
greater than the public safety benefit of making an
immediate apprehension.
i.

By way of example but not limitation, risk could
include environmental conditions, weather conditions,
or other variable factors including those listed within
this rule and regulation.

b.

Vehicle/Equipment Failure: Any of the emergency
equipment on the emergency vehicle should fail to operate
properly, or the emergency vehicle suffers damage or a
mechanical defect which causes its continued operation to
be unsafe.

c.

Supervisory Order: Employee(s) are ordered to terminate
the pursuit by a supervisor.

d.

Identity of Offender: The offender’s identity is known, and
the offense is not life threatening.

e.

Age of Offender: Information is available that the driver of
the fleeing vehicle is a juvenile and the underlying offense
constitutes a misdemeanor or non-serious felony.

f.

Traffic, Injury or Other Emergency: A traffic crash or other
emergency or injury is observed during the pursuit and there
is no other unit reasonably available to render aid to any
injured individuals.
i.

g.

If circumstances allow, the primary pursuing vehicle
may delegate this responsibility to render assistance
to a secondary pursuing unit or other unit.
Jurisdiction: The pursuit was initiated and being conducted
by another agency and leaves the boundaries of Washtenaw
County.

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2.

3.

C.

a.

Location of termination of the pursuit.

b.

Number of subjects in custody, if any.

c.

Last seen direction of travel of the feeling vehicle or other
subjects.

d.

Whether additional units are required to assist in the
apprehension of offender(s).

Re-Initiation of Pursuit: Should a Deputy Sheriff terminate a pursuit
and then, for whatever reason, re-initiate the pursuit of the same
vehicle and suspect(s), they are to immediately abide by and
comply with all applicable provisions of Sheriff’s Office policy and
procedure, including immediate notification of Metro Dispatch that
they have re-initiated the pursuit.

Procedures – Post Pursuit Investigation
1.

D.

Upon termination of a pursuit, the employee shall notify Metro
Dispatch of the following:

Upon termination of the pursuit and as a part of the overall incident
report, the employee shall collect and/or catalogue any pursuit
related evidence, including but not limited to impounding the fleeing
vehicle, if deemed appropriate, given 1) the nature of the actions
which led to the pursuit, and 2) the totality of circumstances
encountered.

Procedures – Secondary Pursuit Vehicle
1.

The number of secondary pursuit vehicles shall not exceed two (2).

2.

Only one (1) secondary pursuit vehicle shall be utilized in the
following situations:
a.

The pursuit is initiated by another agency and that agency,
or agencies, is still involved in the pursuit.

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b.
3.

4.

D.

There is only one (1) occupant of the fleeing vehicle.

The secondary pursuit vehicle shall:
a.

Notify Metro Dispatch, on an alternate dispatch channel if
possible, when it can assist in the pursuit.

b.

Upon joining the pursuit, shall inform Metro Dispatch on the
primary dispatch channel.

c.

Assume the responsibility for consistently updating Metro
Dispatch of the pursuit’s direction of travel, speed, evasive
driving, and other information, when needed.

d.

At all times maintain a safe and reasonable distance and
position in the roadway behind the primary pursuit vehicle.

e.

At all times during the pursuit, operate their emergency
vehicle in compliance with the law and with the policy
requirements set forth within this rule and regulation.

f.

Terminate its involvement with the pursuit as required within
this rule and regulation.

The secondary pursuit vehicle shall not:
a.

Pass the primary pursuit vehicle unless requested to do so
by the primary vehicle, provided it can be done so in a safe
manner.

b.

Attempt to pass the fleeing vehicle at any time during the
pursuit, unless so authorized by the on-duty command
officer.

Procedures – Other Sheriff’s Office Units
1.

No other agency vehicles or personnel, other than the primary and
secondary pursuit vehicles, shall become directly involved in the
pursuit unless so authorized by the on-duty command officer.
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2.

Upon termination of the pursuit, other agency personnel may
respond to the area in which the pursuit ended in order to assist in
the apprehension of the fleeing subject(s), unless notified by the
primary pursuit vehicle to the contrary.

3.

At all times during the pursuit, or when responding to assist
pursuing vehicles with the apprehension of fleeing offenders,
Sheriff’s Office personnel shall operate their emergency vehicles in
compliance with the law and with the policy requirements set forth
within this rule and regulation and other Sheriff’s Office policy and
procedure and professional standards. (See X. Legal Reference.)

Commentary: Care should be taken by on-duty (or off-duty) units in the area of a
pursuit to exercise prudent discretion prior to converging upon the location where the
pursuit terminated. First, other emergencies and situations may occur in other locations
that require a timely and effective law enforcement response. Second, with sufficient
units present to manage the scene where the pursuit ended, it may be more tactically
sound for units to consider managing traffic in the area, acting to preserve evidence, or
forming a perimeter if a subject fled from the vehicle being pursued in anticipation of the
use of a police service dog to track the subject, etc.
E.

Other Law Enforcement Agency Pursuit
1.

The primary pursuit vehicle from another law enforcement agency
shall remain the primary vehicle in Washtenaw County Sheriff’s
Office jurisdiction, unless:
a.

2.

The controlling pursuit authority specifically requests
assistance from the Sheriff’s Office.

Regardless of the request from another law enforcement agency to
assume responsibility as the primary pursuit vehicle, Sheriff’s Office
employees may not assume responsibility for another agency’s
pursuit unless:
a.

They have received permission to do so from on-duty
command, who will determine whether the known facts
regarding the pursuit permit a pursuit in accordance with this
policy and procedure.

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3.

F.

G.

Mere notification or knowledge of the pursuit of another law
enforcement agency shall not be construed as a request to
participate.

Procedures – Care and Consideration of Victims
1.

The primary pursuit vehicle is responsible for ensuring assistance is
provided to any individuals who they believe may have been injured
during a pursuit.

2.

If circumstances allow, the primary pursuing vehicle may delegate
this responsibility to render assistance to a secondary pursuing unit
or other unit.

Procedures – Air Support
1.

If law enforcement Air Support is available and makes visual
contact with a suspect vehicle, they may assume the responsibility
of the primary unit.

2.

With the assistance of Air Support, the original primary, secondary,
or additional grounds units (as determined by the pursuit
supervisor) will continue their response toward the location of the
suspect vehicle and the supervisor will continue to evaluate the
situation and determine the hazards related to the pursuit.

3.

Upon assuming responsibility as the primary unit, Air Support will,
accordingly, assume responsibility for maintaining visual contact
with the suspect vehicle and provide timely updates on pursuit
conditions, location and the direction of travel of the suspect vehicle
to ground units through Metro Dispatch on the primary radio
channel for the pursuit.
a.

Air Support can also provide best routes of travel to the
suspect vehicle and informing ground units of any potentially
hazardous conditions that may affect the pursuit in general
and/or the involved ground units.

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H.

Responsibilities – On Duty Command Officer
1.

2.

Authority: The on-duty command officer:
a.

Has overall authority for the pursuit and shall be responsible
for monitoring the pursuit including but not limited to 1) the
reasons that led to the pursuit and 2) ensuring the pursuit’s
compliance with all agency policy and procedure.

b.

May at any time terminate the pursuit or the agency’s
involvement in it, pursuant to the requirements in this rule
and regulations or other Sheriff’s Office policy, procedure,
and professional standards.

The on-duty command officer shall:
a.

Monitor the overall progress of the pursuit.

b.

Direct and coordinate the allocation of agency personnel and
resources with Metro Dispatch to support and assist in the
pursuit.

c.

Direct and/or coordinate 1) the support, assistance and
resources of other agencies involved with the pursuit, or 2) in
determining the Sheriff’s Office involvement in another
agency’s pursuit.

d.

Assure that adequate resources remain available for
response to other situations or emergencies that may
reasonably be anticipated or are occurring.

e.

Order the termination of a pursuit when there is no
immediate and/or apparent threat to public safety. Criteria
for ordering the termination of a pursuit includes but is not
limited to:
i.

The suspects identify is known and an apprehension
can occur at a later time.

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ii.

F.

The offender is a juvenile and the offense is a
misdemeanor or non-serious felony.

Responsibilities – Metro Dispatch
1.

Upon notification of a pursuit, Metro Dispatch shall do the following:
a.

Allocate “emergency radio traffic” to the primary pursuit
vehicle on the primary dispatch channel.

b.

Note the:
i.

Time the pursuit was initiated.

ii.

Reported location of the beginning of the pursuit.

iii.

Apparent or known reason(s) for the pursuit.

iv.

Primary and secondary pursuit vehicles and
personnel assigned to the pursuit.

c.

Confirm, as soon as practical, that on-duty command is
notified and aware of the fact that a pursuit is taking place.

d.

Obtain, if possible, the vehicle registration plate number and
provide the registration information to the pursuing units and
duty command.

e.

Alert other law enforcement authorities of the reason and
path of the pursuit as may be appropriate.

f.

Under the direction of on-duty command, coordinate and
support the involvement of:
i.

Sheriff’s Office personnel and vehicles in the pursuit.

ii.

Other agencies involvement in the pursuit.

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iii.

g.
2.

3.

G.

The response of additional units to assist in the
apprehension of subjects who have fled from the
suspect vehicle.
Make an electronic recording of the pursuit’s radio traffic.

Upon termination of the pursuit, Metro Dispatch shall note:
a.

The location of termination.

b.

The time when the pursuit was terminated.

Upon receiving notification that the pursuit is entering another
agency’s jurisdiction, Metro Dispatch shall forward all critical
information possessed to that agency including the reported
reason(s) for the pursuit.

Tire Deflation Devices
1.

The use of tire deflation devices in a pursuit is authorized in
situations where they can be safely deployed, subject to the
following guidelines:
a.

Training: The employee using such devices has been
trained in the use of such devices in accordance with
Sheriff’s Office rules and regulations and the manufacturers
recommended use.

b.

Notification: All agencies involved in the pursuit that are in
radio contact with the agency through Metro Dispatch are
notified of the deployment of such devices. Such notification
shall include location and related lane-use restrictions.

c.

Deployment: The employee who deploys the device shall
stay with the device and collect it. Used devices shall be
returned to the on-duty command officer.

Special Note: When stop sticks have been deployed and become damaged, deputies
must fill out the online Stop Stick form to get the damaged sticks replaced.
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https://www.stopstick.com/home/pursuit-reporting
i.

d.

2.

VII.

If a vehicle is involved in a crash after it strikes the tire
deflation device, the duty command officer to whom it
is returned, shall log it as evidence.
Restrictions: Tire deflation devices shall never be utilized on
motorcycles, all-terrain vehicles (ATV), or similar “open”
vehicles of any kind.

The primary and secondary pursuit vehicles will make every effort
to avoid the tire deflation devices.

REPORTING REQUIREMENTS
A.

All required reports shall be completed and submitted to the on-duty
command officer prior to the end of the employee’s tour of duty, unless
exempted by the on-duty command officer. On-duty command shall then
notify the operational area Lieutenant, Captain, Division Commander or a
higher rank of such pursuit and paperwork completion.
a.

B.

Exemptions from this requirement should be rare. On-duty
command should have clear and specific justification as to why they
would recommend such an exemption.

The Primary Pursuit Vehicle’s report shall include but not be limited to:
a.

Incident Report for the pursuit, detailing:
i.

Offense/reason/probable cause for the initial contact/stop of
the suspect vehicle.

ii.

Employees in the primary pursuing vehicle.

iii.

All agencies involved.

iv.

Suspect vehicle description.

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2.
C.

v.

Suspects and other occupants of pursued vehicle (or their
descriptions if names are unknown).

vi.

Location and time of the beginning of the pursuit.

vii.

Roads and directions traveled.

viii.

Speeds traveled.

ix.

Any evasive actions taken by suspect/suspect vehicle.

x.

Termination point.

xi.

Time of termination.

xii.

Reason for termination.

xiii.

Force utilized in the apprehension of the suspect(s), if any.

xiv.

Any injuries or property damage resulting from the pursuit.

xv.

Outcome of the pursuit.

xvi.

Other pertinent information relevant to the circumstances
and the criminal prosecution of the operator of the fleeing
vehicle.
E-Impound form completed as appropriate.

The Secondary Pursuit Vehicle’s report shall include but not be limited to:
1.

Employees in the secondary pursuing vehicle(s)

2.

Roads and directions traveled

3.

Speeds traveled

4.

Other pertinent information relevant to the circumstances and the
criminal prosecution of the operator of the fleeing vehicle not
covered in the primary pursuit vehicle’s report.
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D.

On-Duty Command Officer
1.

General: Copies of all reports and memoranda prepared by
Sheriff’s Office employees shall be submitted to and reviewed by
the on-duty command officer, prior to the end of their tour of duty.
a.

2.

Exemptions from this requirement should be rare. On-duty
command should have clear and specific justification as to
why this cannot be completed.

Duties: The on-duty command officer shall:
a.

Internal Review: Review each pursuit for 1) accuracy and
completeness of all required documentation and 2)
compliance with Sheriff’s Office policies.

b.

Post Action Report: Prepare a summary memorandum
addressed to the operational area Lieutenant, detailing 1)
the circumstances that led to the pursuit, and 2) pursuit
policy compliance, or non-compliance, of the agency
employees involved.

c.

i.

This memorandum shall be completed and forwarded by
the end of the next scheduled tour of duty of the
command officer following the tour of duty in which the
pursuit occurred; unless excused by the operational area
Lieutenant, Captain, Division Commander or a higher
rank.

ii.

The operational area Lieutenant shall forward the
memorandum and copies of reports to the Captain and
Division Commander for review.
Video: Creates a case file within Evidence.com that includes
all video related to the pursuit. Ensures all the videos are
tagged appropriately with Pursuit and/or Use of Force if
applicable. The case file will be shared with the operational
area Lieutenant, Captain, and Commander.

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VIII.

Pursuit Related Vehicle Crash: Prepare a Uniform Crash
Report (UD-10) should a motor vehicle crash(es) occur
during the pursuit involving the fleeing vehicle or any
Sheriff’s Office vehicle(s) with each other or any third party
and another agency is unavailable to complete the report.

e.

Pursuit Related Use of Force: Prepare a Use of Force
Report, if applicable.

f.

Prepare any other reports or forms 1) as directed or 2) that
may be required by agency policy.

QUALITY ASSURANCE REVIEW
A.

Operational Lieutenant:
1.

Reviews the ICV and BWC, memo submitted by on duty command
and signs off on the memo then turning it over to the Captain.

2.

Ensures the ICV and BWC files in the case file are tagged
appropriately for proper retention period.

B.

Division Captain: Reviews the ICV and BWC, memo and makes
notes/recommendations to the Commander for final approval.

C.

Division Commander: Reviews the ICV and BWC, memo and then
approves or recommends any possible disciplinary actions.
2.

VIII.

d.

Any pursuits that result in a fatality, serious personal injury, or
serious property damage shall be investigated by another agency
with jurisdiction not directly involved in the pursuit.

TRAINING
A.

All authorized employees (see definitions) shall receive training regarding
vehicle pursuits.
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1.

B.

IX.

In-service training may be held in general conjunction with annual
use of force and firearms training and qualification.

An annual report shall be compiled and provided to the Sheriff that will
confirm the in-service pursuit training of all authorized employees within
the Police Services Division in conjunction with the annual use of force
and firearms training and qualification.

LEGAL REFERENCE
A.

Michigan Motor Vehicle Code

MCLA §257.603 provides in pertinent part:
(1)
The provisions of this chapter . . . apply to the drivers of all vehicles owned or
operated by [any political subdivision] of the state, subject to the specific exceptions as
are set forth . . . with reference to authorized emergency vehicles.
(2)
The driver of an authorized emergency vehicle when responding to an
emergency call . . . may exercise the privileges set for in this section, subject to the
conditions of this section.
(3)

The driver of an authorized emergency vehicle may do any of the following:
a) Park or stand irrespective of the provisions of this act.
b) Proceed through a red or stop signal or stop sign but only after slowing down as
may be necessary to allow for safe operation. (Emphasis added.)
c) Exceed the prima facie speed limit so long as he does not endanger life or
property.
d) Disregard regulations governing direction or movement or turning in specified
direction.

MCLA §257.632 provides in pertinent part:
Sec.632. The speed limitations set forth in this chapter shall not apply to vehicles when
operated with due regard for safety under the direction of the police when traveling in
emergencies or in the chase or apprehension of violators of the law or of persons charged
with or suspected of a violation . . . This exemption shall not, however, protect the driver
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Washtenaw County Sheriff’s Office
Rule and Regulation
Vehicle Pursuits
Reference Number: 3.05 RR
of any such vehicle from the consequences of a reckless disregard of the safety of others.
(Emphasis added.)
B.

State Case Law

Fisher v. City of Ann Arbor (Michigan Supreme Court). Even though legally engaged in
emergency driving or pursuit, an officer is not relieved of the duty to drive with “due regard”
for the safety of all persons, nor is an officer protected from the consequences of any
reckless disregard for the safety of others.
C.

Federal Case Law

Brower v. County of Inyo (United States Supreme Court). Creating a roadblock in the
path of a fleeing driver and pursuing them into it constitutes a “seizure” within the meaning
of the fourth amendment to the United States Constitution.
City of Canton v. Harris (United States Supreme Court). Failure to train officers in a duty,
where the need for training is obvious and lack of training is likely to result in violation of
constitutional rights, can make a municipality liable.
X.

MODIFICATION
The Sheriff or Undersheriff may modify the provisions of this policy and
procedure.

XI.

COMPLIANCE
A.

All employees shall comply with all provisions of this rule and regulation. A
violation of any section is a Class 1 offense and may result in corrective
disciplinary action up to and including discharge.

B.

A violation may also be a violation of other Sheriff’s Office professional
conduct standards which may result in corrective disciplinary action up to
and including discharge.

26 of 26
Public Safety – Quality Service – Strong Communities
Serving Washtenaw County Since 1823

Page 170 of 241

City of Ypsilanti Police Department

General Order: 12-1
Date Issued: 05-27-20
Effective Date: 05-27-20
Title: Use of Force / Force Continuum
Rescinds: 10-28-15

.01

Purpose:
To provide principles and guidelines for the level or force and force options available
during non-lethal, as well as, deadly force situations.

.02

Policy:
Police officers are given the unique right to use force against others, even deadly force,
for legitimate law enforcement purposes. The right to use force carries with it the heavy
responsibility not to abuse it. An articulated continuum of force options, selectively
applied, will enhance the Department’s ability to manage the use of force and will benefit
officers by providing guidance, resources and options. Officers of the City of Ypsilanti
Police Department shall follow the principles of the Use of Force Continuum. The
continuum describes escalation of force based on an escalation of resistance. The more
resistance that the subject offers, the more force and force options may be exercised.
When resistance stops the officer must de-escalate, but only after temporary control has
been established, such as handcuffing. In all cases control is perception based on
experience and training. Officers do not have to enter the force continuum at the lowest
possible level. They may enter anywhere to maintain their safety or to control a subject,
as long as they mentally consider the lower options. This judgment is also based on
training and experience.

.03

Sanctity of Life:
The Ypsilanti Police Department recognizes and respects the integrity and value of
human life, and that the decision to use deadly physical force is the most important
decision that a member will make in the course of their career. The use of deadly physical
force will emotionally, physically and psychologically impact the member involved, the
subject the deadly physical force was directed at, and the family and friends of both and
can impact the community as well.
1

Page 171 of 241

.04

Situational Force Model:
The Use of Force Continuum uses a model which requires selection of the least violent
means available relative to the situation. The officer relies upon reasoned discretion in
terms of the use of force options. Which option officers use depends on many factors,
but the option is generally dictated by the amount of resistance offered by the subject.
This places the officer in the center of the situation. Depending on the situation, the
officer is trained to select the appropriate force option. If the situation should worsen or
improve then the officer is to re-evaluate the situation and select a more appropriate force
option based on the officer’s knowledge, skill and ability to justify the force used. It is
understood that physical altercations are a fluid incident and that the level of resistance
and force may escalate and de-escalate several times in rapid succession. Ultimately the
essential task is to gain control of the subject using the minimum amount of force while
maintaining officer safety.

.05

Use of Force Continuum:
A-

Presence/Appearance:
This reflects the officer’s demeanor, attitude and the legal right to be there.

B-

Voice/Tactical Communication Skills:
This requires a show of authority by communication with verbal and non-verbal
dialogue. The subject must be informed of what is required and given a chance to
comply. Non-verbal communication includes assuming an empty handed
defensive position, as well as, the display of a defensive weapon.

C-

Soft Control/Empty Handed Techniques:
When a subject fails to respond to verbal commands or resists in a defensive
manner, the officer seeks compliance by the use of physical means. This could
include empty hand control, pressure point compliance techniques, blocking,
restraining, controlling or escorting holds.

D-

Control and Compliance Tools, Chemical Agents, Pain Compliance and
Tasers:
These levels direct the use of more aggressive techniques, as well as, using
defensive weapons against the subject’s resistance. The subject has become an
aggressor and has either attacked the officer or there is fear for the safety of the
officer and/or others or lower level techniques have failed or are inappropriate.

E-

Hard Control/Closed Hand and Kicking Techniques:
2

Page 172 of 241

This could include strikes, kicks, stuns or take downs on highly aggressive
subjects in which the previous techniques have either failed or are inappropriate.
F-

Impact Weapons:
This level of force directs officers to use more aggressive techniques, as well as,
other defensive weapons against the subject’s resistance. In an urgent situation
many things may be adapted as an impact weapon, however, the issued
collapsible baton is the preferred instrument. The use of an impact weapon on
any part of a subject’s body above the shoulders shall be considered the use of
deadly force.

G-

Lethal Force:
The final level or situation requires the use of additional tactics or tools against
armed subjects who possess knives, guns or other instruments; or any subject
capable of inflicting serious bodily injury or death.

.06

Levels of Resistance Encountered:
A-

Psychological Intimidation:
This includes non-verbal cues indicating a subject’s attitude, appearance and
physical readiness.

B-

Verbal Non-Compliance:
This involves verbal responses indicating unwillingness or threats.

C-

Passive Resistance:
This includes actions by a subject that hinders or prevents an officer’s attempt to
control, by refusing to follow verbal commands.

D-

Defensive Resistance:
This includes physical actions that attempt to prevent an officer’s control, but
does not attempt to harm the officer.

E-

Active Aggression:
This involves physical actions of assault against the officer, or others that are
designed to prevent the officer from exercising control.
3

Page 173 of 241

F-

Aggravated Active Aggression:
This involves actions that are likely to result in serious physical injury or death.

.07

Escalation/De-Escalation:
The Use of Force Continuum is based on the “One Plus One” theory. This theory
recognizes the fact that there may be times when an officer is unable to successfully
control a situation using the same level of force as the suspect. In such an instance the
officer is allowed to escalate his level of force one level higher on the force continuum
than the resistance offered by the suspect. Although the continuum shows a general
relationship between the offender’s level of resistance and the officer’s level of force,
specific relationships may not be defined precisely due to the infinite variations of
circumstances present at any given scene. These factors include, but are not limited to,
skill level, physical abilities, size or strength disparity, environmental factors, reaction
time, distance, availability of back-up, number of offenders, etc.

.08

Objective Reasonableness Standard:
The Ypsilanti Police Department recognizes that members may be required to use force
up to and including lethal/deadly force. This may occur during resistance to an arrest or
when their lives or the life of another is jeopardized by the actions of others. Therefore,
state law and department policy provide for viewing officers action under the Objective
Reasonableness Standard (Graham v Connor). The Officer’s actions will be viewed in
light of whether or not a reasonable officer on the scene, faced with the same
circumstances, would use the same physical force.

.09

Duty to Intervene:
Policing requires that at times an officer must exercise control of a violent, assaultive, or
resisting individual to make an arrest, protect the subject from themselves, or to protect
the officer, other officers, or members of the general public from risk of imminent harm.
The Ypsilanti Police Department recognizes that the duties of a peace officer may require
officers to use force control. The Department will support the lawful use of objectively
reasonable, necessary and appropriate force control by officers in the direct performance
of duty.
Use of force control that is not lawful, reasonable and appropriate will not be tolerated.
Any officer who witnesses inappropriate, unnecessary, unreasonable or excessive use of
force by another officer shall take immediate action to intervene and/or report it
immediately to a command or supervisory officer. Failure to abide by this section shall
result in swift and immediate disciplinary action up to and including termination.

4

Page 174 of 241

.10

Medical Attention:
A- Upon securing a resistive or combative subject officers shall make medical treatment
available to that subject when:
1- The subject requests medical treatment.
2- The subject complains of injury or continued pain.
3- Any officer observes or suspects injury to the subject.
4- The subject experiences symptoms not normally associated with the use of the
aerosol defense spray, or aggravated symptoms persist beyond 30 minutes.
5- Directed by a supervisor.
B- An officer who observes or suspects injury to a subject, after any degree of police
applied force was used on the subject:
1- Shall provide the appropriate first aid to the individual;
2- Shall continuously monitor the subject until relieved of the responsibility by
proper authority;
3- Should transport (or arrange transport) the subject to a medical facility for
treatment.
C- If an individual displays or complains of a severe reaction to an aerosol defense spray
or displays other serious symptoms, resulting from officer applied force, the officer
shall seek immediate medical attention for the subject.
D- Officers that provide aid to a subject shall document the nature of the treatment along
with the nature of the injury or complaint of injury in the Incident Report.
E- Medical treatment shall be provided at an approved medical facility.
F- Prior to leaving the medical facility, the officer shall obtain written release forms
from the medical staff.
G- Officers providing aid to a subject as the result of officer applied force shall
immediately notify a supervisor of the incident and any obvious injury or any
complaint of injury by the subject.
H- Transporting individuals in the prone position is prohibited. The subject should be
transported in a seated position using the appropriate restraints.
5

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I- Whenever possible photographs of the injury should accompany the documentation of
the incident.
.11

Supervisory Responsibilities:
A- The on-duty command officer shall be responsible for reviewing all incidents where
use of force is a component. This includes but is not limited to, on-scene
investigation, review of body camera video, review of in-car video and
interviews/debrief of the officer(s) involved.
B- The on-duty command officer will insure that all documentation of the incident is
done in a timely manner including the additional use of force reporting, incident
report, photography and any other documentation required.

.12

Use of Force Reporting:
A- Whenever any physical force is used in the course of an officer’s duty, the
circumstances shall be clearly explained in the narrative portion of the report. In
addition, a separate Subject Resistance Form shall be prepared and submitted to the
Chief’s Office with a copy of the original report. This applies from weaponless
subject control through the use of lethal force.
B- The accidental discharge of any firearm or conducted electrical weapons shall be
reported via an Administrative Report to the Chief of Police.
C- An annual analysis shall be conducted by the Chief of Police or their designee and
shall be compiled in to a report that examines possible personnel issues and/or needs
for policy adjustments.
D- The Ypsilanti Police Department shall participate in the National Use of Force Data
Collection being hosted by the Federal Bureau of Investigation. The Chief of Police
or their designee shall make a monthly report through the on-line portal.

By Order of:
Anthony DeGiusti
Chief of Police

6

Page 176 of 241

7

Page 177 of 241

Agenda Item 3 — Behavioral-Health Crisis Response: New City
Program & County Co-Response Model
*Pre-circulation brief for commissioner review. No decision is forced tonight; the question is what (if
anything) the commission wishes to take forward — an inquiry to YPD on coordination, a future briefing,
or a future agenda item.*

A material development since the commission last considered this topic
On May 5, 2026, the Ypsilanti City Council passed a resolution allocating funding from the Public
Safety and Mental Health Millage Preservation fund (Fund 205) — approximately $900,000 over
two budget cycles — for fund development and phased implementation of a city-run communityresponder program for behavioral-health crisis calls. This was reported by ClickOnDetroit on May 6,
2026 ("City of Ypsilanti launches new non-police crisis response program for mental health
emergencies"). The commission should be aware of and oriented to this development ahead of further
discussion of behavioral-health response in Ypsilanti.
What the resolution says (per the May 5 council meeting)
The resolution's operative clauses, as moved by Council Member Simmons and supported by Council
Member King, with an adopted amendment changing the funding source to Fund 205 less committed
obligations:
1. Budget allocation. The city manager and finance director shall allocate funds from Fund 205 (the
Public Safety and Mental Health Millage Preservation fund), net of obligations already committed
(housing trust transfer; public-restrooms allocation), across two budget cycles for fund development and
phased implementation of a city-run community-responder program.
2. Program framework. The program shall "prioritize trauma-informed non-coercive interventions,
coordinate with EMS and police via clear triage protocol, and track reduced police involvement and
improved care connections."
3. County buy-in. Council remarks suggested requesting the Washtenaw County Board of
Commissioners to commit financial or resource-based buy-in, including direct funding, mental health
staff, dispatch integration, or in-kind support.
4. Collaboration and reporting. The city manager shall collaborate with county mental health providers,
harm-reduction specialists, and EMS, and "continue working with LEAP (Law Enforcement Action
Partnership) to analyze EMS calls."
The resolution was directed to the county Board of Commissioners, Sheriff's Office, Prosecutor's Office,
and County Administrator.
What the resolution establishes
 Model choice: community-responder (non-police), not co-responder. Trauma-informed, noncoercive; police coordination is via triage, not by riding-along.

Page 178 of 241








Funding mechanism: the city's share of the existing public-safety/mental-health millage, not a new
tax. Council Member Fellows estimated ~$900K available across the two-year window after honoring
previously committed allocations.
Consultant: LEAP — Law Enforcement Action Partnership — is contracted to analyze EMS-call
data and inform program design. (LEAP was originally a candidate forward-agenda invite for this
commission as a *generic* expert briefing; it is now a *specific* relevant resource because they are
actively building the Ypsilanti program.)
Status: funded and directed, not yet operational. Council Member Simmons noted at the meeting
that the LEAP analysis/report was not yet complete; council members are individually being briefed.
YPD's posture: the ClickOnDetroit article reported the police department's response was "pending
at publication." — has a response been made yet, or would YPD be open to discussing with YPAC?
The resolution presumes police coordination but does not yet describe what that coordination looks
like.

Council's debate worth noting
The resolution passed but not unanimously. Council Member McLean dissented, arguing the allocation
should be part of the broader budget conversation and that program specifics were not yet developed
enough for a $1M commitment. Council Member Tooson similarly raised the lack of detail on use of
funds. Supporters (Simmons, Fellows, Mayor Brown, King) argued that fund development must precede
program build, that the millage is constrained by ordinance to this category of use, and that delay would
continue underfunding a long-needed initiative. The commission's role is not to revisit Council's decision;
it is to understand what has been decided and what the policing implications are.

How the County's CRU fits in
The Washtenaw County Sheriff's Office runs a separate Co-Response Unit (CRU) — pilot launched
2022 in Ypsilanti Township, expanded to a second team in 2024. A deputy + master's-level CMH
clinician ride together. The University of Chicago Health Lab's February 26, 2026 implementation
evaluation is on file (`reference/cru-evaluation/`). Key findings:







The CRU pilot ran in Ypsilanti Township — not the City of Ypsilanti. Township is WCSOpoliced; City has YPD. The CRU has not historically served City residents under its operating model.
The most recently published evaluation flagged dispatch/triage integration as the central
operational weakness — that recommendation is salient because the city's new resolution explicitly
calls for police coordination "via clear triage protocol."
WCSO's own estimate (in the evaluation): ~69% of its behavioral-health 911 calls do not require a
police response.
CRU's largest real-world category became homelessness (~24%) — drift from original design.
The County CRU is a co-responder model; the City is choosing a community-responder model.
Different points on the same continuum.

The two programs may (could?) potentially operate in parallel: a county co-responder unit (CRU, in
Township and WCSO jurisdictions) and a forthcoming city community-responder unit (in the City of
Ypsilanti). The resolution explicitly asks the County for buy-in; whether the County reciprocates is an
open question.

Page 179 of 241

Open questions for or from YPAC
1. How will YPD coordinate with the new program? The resolution requires "clear triage protocol"
between police and the community responders. What is YPD's posture on intake, backup criteria, and
information-sharing? The article noted YPD's response was pending.
2. Will the County agree to dispatch integration? This is the load-bearing question for the whole
program. The City of Ypsilanti has no city dispatch — 911 calls within the City are answered by
Washtenaw County Metro Dispatch, a WCSO function. That means resolved clause 3's request for
"dispatch integration" is not one optional County contribution among several; it is the one without which
calls cannot reach the new program through 911 at all. Without County agreement on this point, the
program is reachable only through a separately-advertised hotline — the architectural weakness the
UChicago evaluation flagged as the single largest drag on utilization in the County's own CRU pilot. The
other items in clause 3 (direct funding, mental-health staff, in-kind support) are more substitutable; the
call-routing function is not. The County's response will largely determine what the program can actually
do.
3. What does the LEAP analysis recommend? The consulting work is in progress; the commission may
want to track when the report becomes public.

What the commission could do (no motion required tonight)





Hear the discussion and form a working understanding of the new program.
Direct the chair to ask YPD about its current and planned posture on coordination with the new
program — chair report at a future meeting.
Schedule a future-meeting briefing — from LEAP (Item 4 forward agenda), from the City
Manager, from CMH, or from a combination — once the program design is further along.
Track this as a § 2-181(8) strategic-plan advisory matter — how YPD's strategic plan
accommodates a non-police responder partner is a meaningful strategic question for the commission
to be aware of and engaged with as the program rolls out.

Capacity & scope note
This item seems to fit within § 2-181(2) (community-police relations), (4) (issues of importance), and (8)
(advice on YPD's strategic plan). We’re not here to comment on any pending criminal matter, any
specific enforcement action, or any individual's conduct.

Source materials on file




News: ClickOnDetroit, "City of Ypsilanti launches new non-police crisis response program for
mental health emergencies," May 6, 2026.
https://www.clickondetroit.com/news/local/2026/05/06/city-of-ypsilanti-launches-new-non-policecrisis-response-program-for-mental-health-emergencies/ — *Reports City Council's approval of
funding and outlines the program's intended model and partnership with LEAP.*
City Council record: Regular meeting, May 5, 2026 (video on city YouTube channel). Public
transcript also available via YouTube. The resolution discussion runs roughly from ~2hr:44m to
~3hr:12m of the meeting.

Page 180 of 241



County evaluation: *Washtenaw County, MI, Co-Response Unit (CRU) Pilot: Implementation
Evaluation,* University of Chicago Health Lab, February 26, 2026. On file at `reference/cruevaluation/Washtenaw_CRU_Evaluation_2026-02-26.pdf`.

Page 181 of 241

5/20/26, 2:18 PM

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LOCAL NEWS

City of Ypsilanti launches new non-police
crisis response program for mental health
emergencies
The program is intended to send specialists to mental health, substance use, and
other health-related calls
Khalil Maycock, Local 4 News reporter, Detroit
Published: May 6, 2026 at 6:41 PM
Tags: Ypsilanti, Washtenaw County

https://www.clickondetroit.com/news/local/2026/05/06/city-of-ypsilanti-launches-new-non-police-crisis-response-program-for-mental-health-emergencies/

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Page 182 of 241

5/20/26, 2:18 PM

City of Ypsilanti launches new non-police crisis response program for mental health emergencies
1

Ypsilanti, Mich. – People experiencing a mental health crisis in Ypsilanti could soon see a trained
specialist, not police, responding to their calls.
The change comes after the Ypsilanti City Council on Tuesday (May 5) approved nearly $1 million in
funding for an unarmed community crisis response team.
The program is intended to send specialists to mental health, substance use, and other health-related
calls, instead of, or in addition to, law enforcement.
“This was a long time coming,” said Amber Fellows, one of two city council members who introduced the
resolution.
Fellows said the original resolution was introduced a year ago.
But the recent vote comes months after a 30-hour police standoff that many residents said underscored
the need for a different kind of response.
Boarded-up windows and exposed siding now mark the home where that standoff unfolded just blocks
from resident Megan Foldenauer’s house.
“It was shocking,” Foldenauer said. “It was very unexpected.”
Police spent more than a day in a standoff with a man armed with a sword. Officers ultimately cut into the
home, deployed flash-bang devices, and removed the man safely.
Foldenauer said she believes the situation could have been handled differently.
“They needed different people out there,” Foldenauer said. “It wasn’t handled as well as it could have
been.” She and others in the neighborhood felt the man was in the midst of a mental health crisis.
On Tuesday, council members voted to move the city toward a new approach by approving a resolution to
have a mental health specialist show up to calls where someone may be having a crisis.
Council member Fellows, called the move an important step.
“I feel like it’s a major victory on the path to actually having a compassionate unarmed response,” Fellows
said.

https://www.clickondetroit.com/news/local/2026/05/06/city-of-ypsilanti-launches-new-non-police-crisis-response-program-for-mental-health-emergencies/

2/7
Page 183 of 241

5/20/26, 2:18 PM

City of Ypsilanti launches new non-police crisis response program for mental health emergencies

Fellows added that she hopes the city can work with other entities to establish this program, and she also
wants to hear from members of the community.
She said it’s important to reach out to council members to share how they want the program to look.
Local 4 also reached out to the city to see how the program could run.
The city manager sent a statement:

“The City of Ypsilanti is working with Law Enforcement Action Partnership (LEAP) to provide an assessment on
how the city can build out this program. During last night’s meeting, city council assigned the revenue
generated through the Washtenaw County Public Safety Millage to fund this program, excluding funds that
have already been committed to public amenities and housing. This has been a budget priority for council the
last few years, and both city staff and council are committed to working with our county partners to make this
program a reality.
While we are eager to see this team in action, we want to make sure it reflects the needs of our community and
is designed to be an effective use of resources."
— Andrew Hellenga, Ypsilanti City Manager

Local 4 reached out to the Ypsilanti Police Department for comment on the new initiative and is awaiting a
response.
Copyright 2026 by WDIV ClickOnDetroit - All rights reserved.

ABOUT THE AUTHOR

Khalil Maycock
Khalil Maycock comes to Local 4 from Jacksonville, FL, where he spent three years as a reporter. Before that, he reported in
Des Moines, IA, and Savannah, GA.
email

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Page 184 of 241

Washtenaw County, MI,
Co-Response Unit
(CRU) Pilot
Implementation Evaluation
February 2026

University of Chicago Health Lab
24 E Washington St. Suite 875 Chicago, IL 60602

Page 185 of 241

Table of Contents
Executive Summary ................................................................................................ 1
Acknowledgements ................................................................................................ 2
Section I: Key Findings ........................................................................................... 3
From the WCSO Administrative Data ............................................................................ 3
From the Ethnographic Data ......................................................................................... 4

About the Report .................................................................................................... 4
Section II: Background and Context ....................................................................... 5
Introduction .................................................................................................................. 5
CRU Origins ................................................................................................................. 6
Continuum of Community Responders: Matching Risk and Need ................................. 8

Section III: CRU Operations ....................................................................................9
Composition and Format .............................................................................................. 9
Deployment practices ..................................................................................................11

Section IV: CRU Engagement and Activity Trends ............................................... 11
CRU Activity Log Coding .............................................................................................11
Nature of CRU encounters ......................................................................................... 13
Observed Engagement Dispositions.......................................................................... 15

Section V: Key Informant Interviews and Ethnographic Observations ............... 17
CRU Reception .......................................................................................................... 17
CRU Engagement ...................................................................................................... 18

Prioritizing wellbeing and connections to appropriate services ........................................................ 18
Allowing for adequate time to address the situation fully ................................................................. 20
Available when no one else is ........................................................................................................ 21

Section VI: Analysis and Findings from WCSO Administrative Data .................. 22
Section VII: Recommendations and Considerations........................................... 27
Training: Train Metro Dispatch 911 Professionals and Amend CRU’s SOO ..................27
Integration: CMH Integration into WCSO Dispatch .......................................................29
Impact: Defining and Tracking CRU’s Impact ............................................................. 32
Public Education ....................................................................................................... 33
Expand Response Options ........................................................................................ 34

Section VII: Conclusion ...................................................................................... 34
i

Page 186 of 241

APPENDIX .......................................................................................................... 36
Washtenaw County and Pilot Site Description ........................................................... 36
Ypsilanti Township: CRU Pilot Site ..............................................................................37
Trends in Behavioral Health Calls to WCSO .................................................................38

ii

Page 187 of 241

Executive Summary
The Washtenaw County, MI, Sheriff’s Office (WCSO) and Community Mental Health (CMH)
agency have long partnered and dedicated staff to promote community safety and wellbeing.
Driving the motivation for a new emergency crisis response behavioral health program was the
acknowledgment that every law enforcement engagement consists of two critical elements: “risk
and need.” At the time of program inception, then-Washtenaw County Sheriff Jerry Clayton (now
retired), described these elements as operating on a continuum, whereby some engagements
entail maximum need with minimal risk and vice versa. The conceptual framework of a “continuum
of community responders,” where first-response can entail four unique response types, was
described by Sheriff Clayton as providing: 1) Police-only response, 2) Clinician-only response, 1
3) Coordinated response and 4) Co-response. 2 WCSO and CMH launched a pilot co-response
unit (CRU), pairing a WCSO deputy and CMH master’s level social worker in which they rode
together in and responded to behavioral health crisis calls from the same vehicle beginning in
June 2022 in Ypsilanti Township. The team co-responded during overnight hours (7 p.m. to 7
a.m.) for an average of 11 shifts per month. CRU was designed to provide coordinated delivery
of public safety and behavioral health services to individuals in crisis.
WCSO and CMH asked the University of Chicago Health Lab to help support their efforts by
conducting an implementation evaluation of the CRU pilot. Health Lab’s evaluation included a
detailed examination of the context, program logistics, processes, and overall development of the
pilot. The project team conducted interviews, ride-alongs with the pilot team during their on-scene
response, and analyses of administrative data from the sheriff’s office (including Computer Aided
Dispatch (CAD) data, crime reports and activity logs). This implementation evaluation was
designed to help policymakers in Washtenaw County and beyond identify and resolve operational
challenges before implementation at-scale, and to lay the groundwork for both subsequent
program expansion and an outcome evaluation. The implementation evaluation also sought to
generate in-depth insights into these new models of crisis response to inform policymakers and
practitioners responsible for implementation of these programs in cities, counties, and states
across the nation.

1
2

CMH currently operates 24/7 mobile crisis services via their separate crisis hotline.
Includes police and clinical personnel responding together in a single unit.

1
Page 188 of 241

Acknowledgements
This report was co-authored by Matthew Alemu, Melissa Reuland, Jason Lerner, Harold Pollack,
and S. Rebecca Neusteter. None of this work would have been possible without the tireless
dedication and effort put forth by our Washtenaw County, MI, partners and Health Lab team
members, including Maggie Li, Emmanuel Amoako, and Mitch Zufelt, all of whom provided data
analytic support for the study. We are grateful to Micah Slaughter for her expertise and thoughtful
work on the final design of this report.
At the Washtenaw County Sheriff’s Office (WCSO), we were privileged to work with and learn
about the program from Sheriff Jerry Clayton, Captain Nancy Hansen, and Alyssa Keska. At
Washtenaw County Community Mental Health (CMH), Executive Director Trish Cortes, Deputy
Director Mike Harding, and Program Administrator Melisa Tasker were invaluable to our ability to
access important program information and to understand the complex circumstances involved in
providing behavioral services to Washtenaw County’s diverse population. These devoted
community leaders were unflagging in their commitment to the program and community members,
and to responding patiently and comprehensively to our numerous inquiries.
Our deep appreciation to WCSO Deputy James Roy and CMH Crisis Service Clinician Christine
Holston, who comprised the CRU team, for warmly welcoming our team into their car and on their
scenes. The team at Metro Dispatch, including Jeff Poinier, were generous in sharing their work
practices and made themselves available for ongoing questions, observations, and site visits.
Many other members of the Sheriff’s office kindly spent time to explain their work during our
interviews, and we are grateful to them.
Health Lab leaders—Executive Director Dr. Rebecca Neusteter, Faculty Co-Director Dr. Harold
Pollack, and Director of Programs Jason Lerner—established the project, provided a guiding hand
and applied their extensive experience both with programs like the CRU and with analyses of
complex law enforcement administrative data.
This work would not have been possible without Dr. Matthew Alemu. Dr. Alemu completed his
post-doctoral work with Health Lab, focusing on the ethnographic observations and other
qualitative aspects of the CRU evaluation. His keen observations, respectful interview style, and
careful shadowing yielded a detailed and nuanced exploration of the work of the CRU team.
Special thank you to our project funders The Joyce Foundation and Charles and Lynn
Schusterman Family Philanthropies, without whom none of this work would have been possible.
Suggested Citation
Alemu, M., Reuland, M., Lerner, J., Pollack, H., & Neusteter, S.R. "Washtenaw County, MI, CoResponse Unit (CRU) Pilot: Implementation Evaluation.” University of Chicago Health Lab.
February 2026.

2
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Section I: Key Findings
The CRU pilot implementation evaluation benefitted from administrative data provided by WCSO
for the pilot period, June 2022 – June 2024. This report summarizes the methodology and findings
for the first 18 months of the pilot, from June 2022 – December 2023. Below we highlight the
study’s key findings.

From the WCSO Administrative Data
1. The total number of behavioral health (BH)-related 911 calls received by Washtenaw County
(those coded by WCSO as “emotionally disturbed person” (EDP)3 or “suicidal person”) during
this period was 2,730, with an average of 152 of these call types to 911 per month.
2. During the pilot period of June 8, 2022 to December 31, 2023, the CRU was active for 204
shifts (each from 7 p.m. to 7 a.m.) and recorded 1,537 activities that involved an encounter
with a person or persons.
3. From coded activity log data, Health Lab staff coded over 52% of the recorded engagement
types the CRU responded to as “other,” which included activities that were not BH related, or
cases where the nature of the call was unclear. The next three most common CRU responses
were related to people experiencing homelessness (23.96%), mental health episodes
(6.20%), and welfare checks (5.96%).
4. Coded Activity Log data also documented the dispositions of a subset of encounters (where
that information was captured). The most common outcomes included “other services (20%),”
“advised/gave CRU contact information (18%),” “refused assistance (17%)” and “provided
clothing/food/bus tokens (14%).” “Other services” included administrative activities such as
obtaining orders and resolving situations before the CRU arrived.
5. The CRU team was dispatched in three ways: 1) primary dispatch by the Emergency
Communications Center (ECC); 2) back up dispatch by the ECC to calls being handled by
other responders; and 3) self-initiated dispatch (where CRU itself proactively responded to an
incident). The CRU was dispatched fairly equally across the three dispatch methods: 31.8%,
32.4%, and 32.5%, respectively.
6. During the pilot, CRU responded to 75 different types of incidents (out of a possible universe
of 146 WCSO incident types that all deputies respond to). “Welfare checks” were the most
frequent type of call to which the CRU responded (22.1% of their incidents), followed by
“suspicious person” (11.6%) and EDP (10.4%).
7. During the pilot period, a total of 72 arrests were made (representing a 5.25% arrest rate)
when CRU was on scene, with CRU serving in a back-up capacity for about 92% of these
incidents. Data suggest that the majority of these incidents were not BH-related calls; rather,
a significant proportion involved incidents with a higher likelihood of violence (e.g., felony
assault, shooting) or where law enforcement had less discretion in making an arrest (e.g., due
to mandatory domestic violence arrest laws). To our knowledge, CRU’s responses to these
non BH-related calls with elevated risk of violence were not part of their original deployment
plan, but their usefulness in these situations became part of the county’s approach.

“Emotionally disturbed person (EDP)” is the call code and incident type name used by the WCSO. This terminology is often perceived
as stigmatizing and is used here only for accuracy in reporting the data.

3

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From the Ethnographic Data
In addition to findings from the administrative data, key informant interviews and ethnographic
observations revealed several key qualitative findings from the pilot including: 1) CRU effectively
communicated in their interactions that they were not deployed to make an arrest and instead
were sent to help specifically with calls involving “substance use, mental health, and the
homeless” and, 2) the CRU prioritized wellbeing and connection to services, allowed for adequate
time to address situations fully, and was available when no one else was.
Several additional important takeaways emerged from the qualitative analysis. Recommendations
included to:
1. train Metro Dispatch 911 professionals to ensure consistency in how and when CRU is
deployed;
2. increase CMH integration into WCSO Metro 911 Dispatch to improve effective dispatch of
CRU response to BH-related calls;
3. create new performance metrics and data tracking processes for CRU that will increase the
ability to measure CRU’s outputs and impact;
4. increase public education about CRU to raise awareness of the distinction between CRU and
traditional law enforcement operations while also encouraging the use of CRU; and
5. consider additional response pathways including video support options.
A second CRU team was created at the end of the pilot period in July 2024. Moreover, the new
Washtenaw County Sheriff, Alyshia Dyer, announced her intention to continue CRU while also
exploring the potential for additional response options that do not include law enforcement at all.

About the Report
This report is broken into eight sections, as described below:
• Section I provides an overview of key findings.
• Section II provides background and context of events and circumstances that led to the
creation of CRU.
• Section III presents operational details of the CRU program during the pilot.
• Section IV includes a deeper dive into the CRU activity log data, highlighting the number and
type of events to which CRU teams responded, locations, services provided, and related
dispositions for those responses.
• Section V provides an analysis of the key informant interviews and site observations
conducted during the pilot period.
• Section VI includes analyses of the available administrative data provided by WCSO.
• Section VII discusses lessons learned, recommendations, and related considerations from
our observations of the program’s planning and operational processes throughout the twoyear pilot period.
• Section VIII offers a conclusion.

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Section II: Background and Context
Introduction
Prior research suggests that call volumes for mental and behavioral health 911 calls for service
(CFS) 4 can vary, with studies finding that they can range from 1% 5 to 9% 6 of total 911 calls.
When 911 professionals receive such calls, they have historically possessed limited deployment
options, most often consisting of emergency response teams comprised of police and/or fire units.
The vast majority of 911 professionals and first responders do their jobs admirably and
professionally. Few, however, are specifically trained to handle mental health and addictionrelated crises. Such lack of specific training can have lethal consequences. A Washington Post
database indicates that in the period between 2015 and 2024, more than 2,000 people in the
United States experiencing mental health crises were killed in encounters with police. 7
The Washtenaw County, MI, Sheriff’s Office (WCSO) and Community Mental Health (CMH)
agency have long partnered and dedicated staff to promote community safety and individual
wellbeing to avoid such tragic outcomes. There are situations when issues of public safety and
personal wellbeing coalesce, requiring WCSO and CMH to coordinate their services. However, in
times of crisis that require an immediate response, simple coordination of services between
disparate agency operations can delay responses. To address this need, WCSO and CMH
launched a co-response unit (CRU), pairing a WCSO sheriff’s deputy and CMH master’s level
social worker riding together in and responding to crisis calls from the same vehicle. Launched in
June 2022 in Ypsilanti Township, CRU allows for simultaneous delivery of public safety and
behavioral health services to individuals in crisis.
WCSO and CMH asked the University of Chicago Health Lab to help support their efforts by
conducting an implementation evaluation of the CRU pilot. Health Lab’s evaluation includes a
detailed examination of the context, program logistics, processes, and overall development of the
pilot. It includes key informant interviews conducted with participating agency leadership and
program staff, as well as observations of Washtenaw County Metro Dispatch (the county’s 911
Emergency Communications Center or ECC), 8 CMH operations, and ride-alongs with the CRU
team. 9 It also includes analysis of available administrative agency data. The implementation
evaluation was designed to help Washtenaw policymakers and program implementers identify
and resolve operational challenges before implementation at-scale, and to lay the foundation for
a subsequent outcome evaluation. This study also seeks to generate knowledge and in-depth
insights into these new models of crisis response to inform policymakers and practitioners
responsible for implementation of these programs in cities, counties, and states across the nation.

“Calls for Service (CFS)” is the term used to describe calls made to 911 by community members seeking assistance.
Strom, K., Cramer, J., Pierce, E., Oxner, D., Aagaard, B., Scaffidi, S., Lerner, J., & Neusteter, S.R. (2022, August). Implementing
and evaluating alternatives to traditional police responses: Carolina Cohort of Cities calls for service (CFS). RTI International.
https://www.rti.org/sites/default/files/cohort_of_cities_final_report_09292022.pdf. See also Lum, Cynthia, Christopher S. Koper, and
Xiaoyun Wu. "Can we really defund the police? A nine-agency study of police response to calls for service." Police quarterly 25, no.
3 (2022): 255-280.
6
Engel, Robin Shepard, and Eric Silver. "Policing mentally disordered suspects: A reexamination of the criminalization
hypothesis." Criminology 39, no. 2 (2001): 225-252.; Livingston, James D. "Contact between police and people with mental disorders:
A review of rates." Psychiatric services 67, no. 8 (2016): 850-857.)
7
https://www.washingtonpost.com/graphics/investigations/police-shootings-database/. Accessed 1/6/25.
8
Health Lab uses the term “Emergency Communications Center (ECC)” given the all-encompassing nature of this work that goes well
beyond dispatch and dispatching purposes. This document uses “WCSO Dispatch” throughout to reflect local terminology.
9
Health Lab engaged postdoctoral qualitative researcher Dr. Matthew Alemu to lead onsite interviews and observations and support
Health Lab’s other related research and technical assistance efforts.
4
5

5
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The implementation evaluation sought to identify and document the pilot planning and
implementation process, including details about staffing; pilot operations; the nature and intensity
of services offered; collaboration between partners; how decisions were made; the context and
community in which the interventions were delivered; program outputs, and hypothesized
outcomes and impact measures.

CRU Origins
Late one Sunday evening in the Fall of 2014, 40-year-old Aura Rosser was shot and killed
by an Ann Arbor Police Department (AAPD) officer responding to a 911 call about a
domestic disturbance. 10 Upon arrival, two AAPD officers heard arguing and fighting that
was audible from outside the house and decided to enter. Officers reported witnessing
Ms. Rosser armed with a knife and physically struggling with her partner, who had called
911. Both responding officers drew their weapons—one a taser, the other a firearm—and
asked Ms. Rosser to drop her weapon. Ms. Rosser instead moved toward the officers
with her knife “in an attack position.” Each officer fired their weapon, with Officer David
Ried’s firearm fatally wounding Ms. Rosser. Ms. Rosser—who lived with serious mental
illness—was known to AAPD, whose officers—including Officer Ried—had encountered
her on several occasions previously for similar complaints. 11
Ms. Rosser’s death still looms large over Ann Arbor and Washtenaw County and serves as a
persistent reference when citing the need for alternative response programs. The circumstances
of Ms. Rosser’s death reflect a national challenge. In 2014—the year that Ms. Rosser was killed—
at least 1,049 people were killed by police nationally; 12 separate research suggests that
approximately 32% of fatal police encounters that year nationally involved those experiencing
mental health crises. 13 Could Ms. Rosser’s death have been avoided with a response better
equipped to help manage her mental health history and needs?
In 2022, according to the National Alliance on Mental Illness (NAMI), Ms. Rosser would have been
one of an estimated 457,000 Michigan adults living with a serious mental illness. Additional
county-level statistics further demonstrate the growing need for different responses to mental
health and substance use-related 911 calls.
Washtenaw County 14 has seen increases in suicides and opioid-related deaths. Yearly suicide
completion rates in the county nearly doubled between 2003 to 2022. Likewise, overdose deaths
were nearly tripled between 2011 and 2018. Overdose deaths continued to grow in subsequent
years, rising by 33% between 2020 and 2022.

10
At the time of this incident, the WCSO had assumed responsibility for dispatching AAPD in Ann Arbor. It is important to note,
however, that WCSO deputies were not involved in the shooting nor the incident beyond handling and dispatching the 911 call for
service.
11
John Counts, “Read Prosecutor’s 12-Page Memo on Fatal Ann Arbor Police Shooting of Aura Rosser,” MLive, January 30, 2015,
https://www.mlive.com/news/ann-arbor/2015/01/red.html.
12
(Mapping Police Violence 2021
13
Khan H, Miller M, Barber C, Azrael D. Fatal Police Shootings of Victims with Mental Health Crises: A Descriptive Analysis of Data
from the 2014-2015 National Violent Death Reporting System. J Urban Health. 2024 Apr;101(2):262-271. doi: 10.1007/s11524-02400833-3. Epub 2024 Mar 7. PMID: 38453763; PMCID: PMC11052937.
14
See the Appendix for more detailed information about Washtenaw County and Ypsilanti Township, the site of the CRU pilot.

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According to WCSO’s own analysis, encounters between police and people with mental health
needs are common. In 2022, WCSO analysis suggested that these encounters accounted for
one-third of all annual 911 CFS in the county. 15 This estimate greatly exceeds the small proportion
of these calls as measured nationally through other research efforts. 16 WCSO estimates that 69%
of their mental-health related 911 calls do not require a police response, a good indicator of the
need for a different approach.
These concerns propelled CMH and WCSO to build on their existing partnership, which has
existed for “many, many years” according to Trish Cortes, Executive Director of CMH. Prior to
CRU, the two agencies had already partnered on several critical county-level initiatives, including:
1. CMH provided mental health services to people detained in WCSO’s jail;
2. CMH professionals were embedded in the county’s Crisis Negotiation Team (CNT); 17
3. CMH and WCSO, inspired by other local and national programs, worked together to create
the Law Enforcement Assisted Diversion and Deflection (LEADD) program; 18 and
4. CMH and WCSO co-created a training curriculum called “Managing Mental Health Crisis,”
which is co-taught by a WCSO deputy and CMH staff. 19
These coordinated efforts reflect the historically collaborative relationship between WCSO and
CMH leadership, who believe addressing the community’s needs holistically is paramount.
This relationship was given a fiscal boost in 2017, when county voters approved the Public Safety
and Mental Health Preservation Millage, which generated close to $18 million annually for mental
health and public safety improvements within the county. 20 Implementation of the millage began
in January 2019, with WCSO and CMH receiving millions of dollars to promote partnerships aimed
at specific types of programs and services, including those described in the following table:
Table 1: WCSO and CMH Millage-funded Programs and Services

WCSO

CMH

Diversion

Diversion

Deflection

Crisis Response

Reentry

Stabilization

Interventions

Prevention

Police Services
911 Call Handling and Dispatch
Equipment and
Technology Modernization
15
From presentation titled “A Community Collaboration Model for Crisis Intervention” presented at 2022 Problem Oriented Policing
Conference. https://popcenter.asu.edu/content/2022-conference-presentations
16
See footnotes 5 and 6 for national estimates of percent of CFS that involves someone in behavioral health crisis.
17
CNT works with Washtenaw’s Special Weapons and Tactics (SWAT) team as part of a countywide effort that teams with other
police agencies in Washtenaw County.
18
WCSO and CMH officials met and consulted with LEAD program officials in Kings County, WA. The Washtenaw model, LEADD,
includes a second ‘D’ in the spelling by adding Deflection to the initiative’s name. The LEAD program is used nationally and
internationally to divert people from the criminal justice system where appropriate.
19
As described by Sheriff Clayton.
20
“A millage rate is the rate at which property taxes are levied on property. Property taxes are computed by multiplying the taxable
value of the property by the number of mills levied, where a mill is 1/1000 of a dollar.”

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Continuum of Community Responders: Matching Risk and Need
If you think about [it] our real job is managing two primary things when we're on
the scene, regardless of whether it's police, fire or whatever. There's risk and
need, [and the] level of dangerousness the person poses to themselves…[these]
should determine which responder you send. And here's the thing you need to
know, there's always a little bit of both. I've yet to see a call where it's just strictly
one and not the other.
~Sheriff Jerry Clayton, WCSO
The driving motivation for a new response program was an acknowledgment that every law
enforcement engagement consists of two critical elements: “risk and need.” Sheriff Clayton
described these elements as operating on a continuum, whereby some engagements entail
maximum need with minimal risk, and vice versa.
The conceptual framework of a “continuum of community responders,” where first response can
entail four unique response types, is described by Sheriff Clayton as providing: 1) Police-only
response, 2) Clinician-only response, 21 3) Coordinated response, and 4) Co-response. 22
A coordinated response can occur during an engagement when a) WCSO units request CMH
assistance or b) CMH staff request police assistance. Coordinated responses are common and
can include CMH requests for police assistance in executing psychiatric pick-up orders for
individuals or WCSO requests for CMH assistance when responding to known CMH clients, or to
calls requiring CMH-level crisis management, such as calls involving individuals experiencing
suicidal thoughts or engaging in suicidal efforts.
According to CMH, however, coordinated response has posed some problems in the past. Both
Director Cortes and other CMH staff suggested that there is too much randomness with respect
to which deputy shows up for coordinated response calls:
…there's always going to be law enforcement that just doesn't really want to work
in this space [mental health] and there's the ones that are really good at it. But the
randomness of success becomes exponential…when you're working with multiple
law enforcement agencies within Washtenaw County. So, for us [CMH], we are the
same team responding countywide no matter where we go, but when we do that
coordinated response with law enforcement, it looks completely different
depending on what PD [police department] you're working with, because every
single PD has got their own characteristics and personality and culture. So, for my
staff, it's really random of who we are going to get when you get on scene.
~Director Trish Cortes, CMH
Consequently, CMH and WCSO chose to focus on the fourth response type—co-response—
because it reduced the likelihood of ill-equipped deputies working with CMH staff on these calls.

21
22

CMH currently operates 24/7 mobile crisis services via their separate crisis hotline.
Includes police and clinical personnel responding together in a single unit.

8
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Co-response can also effectively manage both risk and need because these units have staff
capable of managing both. This balanced response is critical for diverting or deflecting persons
living with mental health challenges or substance use disorders away from the criminal-legal
system, which typically doesn’t provide the best short- or long-term remedies for people
experiencing these challenges. Sheriff Clayton described the co-response unit in the following
way:
…here's why co-response makes so much sense. So, if you just manage the risk
and not the need, which is what police have done forever and what society has
encouraged, we're not addressing root cause issues. We're not addressing the
behavioral challenges, the challenges that cause people to behave a certain way.
So, what do you get? The same cycle: re-offending, the recidivism, re-victimization,
or new victimization, because all we're doing is holding people, managing risk and
not need.
CRU was designed to connect CMH's behavioral health expertise with law enforcement's public
safety experience to ensure that both “risk” and “need” are addressed simultaneously, effectively
and equitably.

Section III: CRU Operations
Composition and Format
At launch, the CRU pilot consisted of one active unit composed of one sheriff’s deputy and one
master’s-level CMH social worker. 23 The deputy was chosen to serve on CRU due to their strong
track record of mindfully engaging individuals and regularly coordinating with CMH when
engaging people experiencing mental health crises. The licensed CMH social worker has
extensive experience interacting with people experiencing mental health crises as well as working
with law enforcement, including serving on WCSO’s Crisis Negotiation Team.
CRU operates out of a converted undercover police car with subdued versions of WCSO markings
and no police lights mounted on the top. Bold lettered decals reading “Co-Response Unit” line the
sides and back of the vehicle. The backseat—where CRU clients sit while being transported—is
consistent with a standard police cruiser, with plexiglass preventing access to the front of the
vehicle and no ability to open doors or roll down windows.
Members of the CRU team wear distinct uniforms consisting of a black shirt and light brown pants.
Each member wears a bulletproof vest. The WCSO deputy wears their normal police duty belt,
including a firearm, taser, and other tools normally worn while on duty. The deputy’s bulletproof
vest displays the WCSO insignia, while the CMH clinician’s displays the CMH insignia. These
uniform distinctions are designed to signal to the public the uniqueness of the CRU team as
separate from a traditional police response and to clearly and visibly distinguish between the law
enforcement and mental health professional.
Ypsilanti Township was chosen as the pilot site for several reasons. First, the township solely
contracts with WCSO for police services, making determinations of jurisdiction easier. 24 Second,
The partners launched a second CRU team at the end of the pilot in July 2024.
Ypsilanti Township is one of several townships that contract with WCSO for police services, including: Ann Arbor Township, Dexter
Township, Dexter Village, Lodi Township, Salem Township, Scio Township, Superior Township, Webster Township, Manchester
Village and York Township.

23
24

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early data analyses revealed high volumes of potentially CRU-eligible 911 CFS. For example,
Ypsilanti Township had 430 verified 25 mental health-related 911 calls in 2019 and 497 in 2020.
Additionally, WCSO analysis found that in those years, nearly 70% of the mental health-related
911 CFS in the township did not require a law enforcement response. 26
To promote itself and help engage not just the residential community but the business community
as well, CRU connected with Ypsilanti’s small businesses, letting them know about the existence of
CRU and encouraging them to contact CRU directly or request them specifically when calling 911.
During the pilot, CRU operated on 12-hour shifts from 7 p.m. – 7 a.m., with the days of the week
varying. From the start of the pilot in June 2022 to the end of 2023, CRU worked a total of 204 shifts.
They averaged approximately 11 shifts a month during the pilot period, working on average seven
weekday (Mon-Fri) shifts and three weekend (Sat and Sun) shifts each month (see Table 2).
Table 2: Shifts Worked by Month
Year

Month

2022

June

Total Shifts
Worked
9

2022

July

15

2022

August

12

2022

September

9

2022

October

7

2022

November

9

2022

December

12

2023

January

10

2023

February

13

2023

March

14

2023

April

5

2023

May

10

2023

June

13

2023

July

12

2023

August

14

2023

September

8

2023

October

6

2023

November

8

2023

December

18

Total

204

WCSO calls are given a call type code when dispatched, which is then “verified” by the responding deputy in the case report.
From presentation titled “A Community Collaboration Model for Crisis Intervention” presented at 2022 Problem Oriented Policing
Conference. https://popcenter.asu.edu/content/2022-conference-presentations
25
26

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Deployment practices
According to the Special Operating Order (SOO) that guides CRU practices, CRU may only be
deployed to 911 CFS that are behavioral-health related, unless an emergency or in-progress
incident occurs. Per the SOO, WCSO 911 professionals are to consider CRU as the primary
responder to behavioral health-related 911 CFS, which may include, but not be limited to:
“disruptive conduct, attempted or threatened suicide, overdose, gravely disabled subjects, and
individuals experiencing a behavioral crisis and emotional trauma.”
The order for prioritizing CRU-eligible calls-for-service
is as follows: 27
•
•

•

Priority #1: Timely response to active CFS
involving subjects having a behavioral health crisis.
Priority #2: Moderate to low-intensity potential
behavioral health CFS, such as welfare checks,
assisting with the service of CMH petitions or pickup orders, etc.
Priority #3: Follow-up or self-initiated CFS related
to behavioral health.

CRU-eligible 911 calls include:
• Disruptive conduct
• Attempted or threatened
suicide
• Overdose
• Gravely disabled subjects
• Individuals experiencing a
behavioral crisis and emotional
trauma

The SOO further specifies that CRU “is not created to
handle memory care issues, traumatic brain injuries, homelessness, or behavioral outbursts by
juveniles.” However, CRU can assist with these calls if requested to do so. Consequently, on
shifts that CRU is working, 911 professionals are expected to dispatch “incoming behavioral
health calls” with these CRU requirements in mind while adhering to “their standard processes.”
28

CMH can request CRU either by contacting Dispatch or by contacting CRU’s CMH staff directly.
Requests from CMH can occur in real-time or prior to CRU’s shift. For example, CMH may email
CRU with clients they’d like CRU to follow up with when their shift starts.
Finally, CRU may go beyond Ypsilanti Township if requested and approved by the WCSO
commanding deputy on shift. For the period covering our analyses (June 2022 through December
2023), CRU had 124 engagements outside of Ypsilanti Township. Slightly less than half of those
out-of-jurisdiction engagements—53—were in Ypsilanti City.

Section IV: CRU Engagement and Activity Trends
CRU Activity Log Coding
During each shift, WCSO deputies complete an “activity log” which tracks their work in a granular
way. This includes both those activities related to police activity (e.g., responding to calls,
proactive policing activities) and administrative duties (e.g., report writing, meal, etc.). From June
Pg. 7: Washtenaw County Sheriff’s Office Special Operating Order: Co-Response Unit,
https://content.civicplus.com/api/assets/043f8732-4e85-4316-b5c6-37d8633c9bdc?cache=1800, accessed on May 27, 2025.
28
Ibid, pg. 8
27

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8, 2022 to December 31, 2023, the CRU recorded 1,537 activities that involved an encounter with
an individual, identified through a variety of means, including calls to 911 and self-initiated
activity. 29 The total number of BH-related calls to 911 in Washtenaw County (those coded by the
department as “emotionally disturbed person” (EDP) or “suicidal person”) during this period was
2,730, with an average of 152 calls per month (see Table 3). Note that the total number of
BH-related calls does not include all CRU self-initiated activities. Our research team had
access to data covering the first 18-months of the pilot period, which is the focus of the following
sections.
Table 3: Numbers of BH-related 911 CFS to WCSO during the pilot period by month
BH-Related
Year
Month
Calls
2022
June
124
2022

July

141

2022

August

159

2022

September

160

2022

October

130

2022

November

127

2022

December

137

2023

January

157

2023

February

133

2023

March

132

2023

April

136

2023

May

151

2023

June

164

2023

July

182

2023

August

130

2023

September

131

2023

October

143

2023

November

145

2023

December

148

Total

2730

Average

152

Each activity log has a comment section with greater narrative detail, so Health Lab staff hand
coded all activity log comments from the pilot start date, June 8, 2022 through December 31, 2023
to better understand the nature of the encounter, including:
• type of encounter;
• observed dispositions;
The total number of CRU activities during this period was 3,187; we exclude the following activity types: meal breaks, briefing/shift
briefing, vehicle maintenance, meetings, report writing, training, court and neighborhood watch meetings, which totaled 1,650 activities
during the pilot period.

29

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•
•

other social service/diversion programs involved; and
persons experiencing repeat incidents.

Nature of CRU encounters
Table 4 lists the mental health-related nature of the 1,537 CRU encounters, as identified and
coded by Health Lab staff. These included: 1) Suicidal Subject, 2) Mental Health Episode, 3)
Welfare Check, 4) Overdose, 5) Homeless, 6) Intoxication/High on Drugs, and 7) Other.
Table 4: Nature of the Encounter (n=1661) 30
Engagement Types Based on Activity Description
Engagement Type

Total

Percent

1

OTHER TYPE

874

52.62%

2

HOMELESS

398

23.96%

3

MENTAL HEALTH EPISODE

103

6.20%

4

WELFARE CHECK

99

5.96%

5

INTOXICATION/HIGH ON DRUGS

93

5.60%

6

SUICIDAL SUBJECT

71

4.27%

7

OVERDOSE

23

1.38%

1661

100.00%

Table 4 shows that, of the 1,661 total recorded encounter types, over half (53%) were recorded
as “Other.” The “Other” category included a range of activities that, while collectively make up a
significant proportion of calls, didn’t individually represent a substantial number of activities.
“Other” activities include many that were not mental health-related, including “unclear/unspecified
if EDP” and “family/domestic trouble.” Essentially, the “other” category represents encounters
where either the substance of the call or the mental health nature was unclear.
To further understand “other” engagements, our team analyzed engagement types by the
associated activity category identified by the CRU team. Table 5 illustrates these relationships.
The most frequent CRU activity types were “self-initiated” activities (558 events), “back-up
dispatched” events (458 events), and “dispatched” activities (453 events). “Self-initiated” events
are those in which CRU proactively initiates the encounter because the team witnessed a situation
potentially requiring their services. “Back-up dispatched” refers to responses that occurred
because a responding deputy or dispatcher requested CRU assistance once they had determined
the situation involved someone who might have a behavioral health concern. “Dispatched calls”
are those where the CRU response was initiated by the 911 professional. Table 5 demonstrates
that the 874 “other” engagements occurred fairly evenly across back-up dispatched calls (331),
dispatched calls (242), and self-initiated calls (216).

The activities listed in Table 3 total 1,661 because several of the 1,537 individual encounters are “double counted” because the
associated individual(s) were experiencing several situations. For example, a CRU encounter may have involved an unhoused
individual experiencing a mental health episode and who was also intoxicated.

30

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Table 5: Category of Engagement Listed by Activity Category
Activity
Category
Admin
Duties

Mental
Intoxication/
Welfare
Suicidal
Other Homeless Health
High on
Overdose
Check
Subject
Episode
Drugs

Total

9

6

N/A*

2

N/A

N/A

N/A

17

Back-Up
Traffic Stop

20

N/A

N/A

N/A

N/A

N/A

N/A

20

Back-Up
Dispatched
Calls

331

11

27

13

22

35

19

458

Detail

6

3

N/A

N/A

N/A

N/A

N/A

9

Dispatched
Calls

242

40

66

26

43

33

3

453

Follow-Up

33

7

1

7

1

1

1

51

9

69

N/A

N/A

N/A

N/A

N/A

78

1

2

N/A

N/A

N/A

N/A

N/A

3

N/A

1

N/A

N/A

N/A

N/A

N/A

1

Selective
Enforcement

2

5

N/A

1

N/A

N/A

N/A

8

Self-Initiated
(CRU Ony)

216

254

9

50

27

2

N/A

558

Traffic Stop

5

N/A

N/A

N/A

N/A

N/A

N/A

5

Total

874

398

103

99

93

71

23

1661

6.20%

5.96%

5.60%

4.27%

1.38%

100.00%

Proactive
Patrol
Property
Check
Public
Relations

Percent

52.62% 23.96%

*N/A denotes that no instances of that call type was associated with the identified activity category

Two patterns may explain the prevalence of these “other” activities. First, back-up dispatched
activities—where CRU was sent to back up another deputy rather than as a primary responding
unit—were often linked to “Other” engagements when no other unit was available and CRU was
needed to provide backup or as general stand-by support (e.g., traffic stops, burglary). Second,
for encounters coded as “other” during a primary dispatched 911 call, it was likely unclear at the
time of dispatch if the call was mental-health related. This was also likely the case for “selfinitiated” activities (a code used only by CRU) that were linked to engagements classified as
“other.” In sum, the “other” activities occurred when the CRU was the only unit available to assist
or when it was unclear the call involved mental health issues.

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Table 6 provides a breakdown of CRU activities when we exclude the “other” engagement. The
majority of CRU’s engagements involved people experiencing homelessness (50.57%), which
occurred most often through CRU self-initiated activities. When CRU was dispatched as the
primary unit, the most frequent engagement types were for people experiencing “mental health
episodes,” “intoxication/high on drugs,” and “homelessness.”
Table 6: Category of Engagement by Activity Category Excluding “Other” Engagements
Activity
Category

Homeless

Mental
Health
Episode

Welfare
Check

Intoxication/
High on Drugs

Admin Duties

6

N/A

2

N/A

N/A

N/A

8

Back-Up
Traffic Stop

N/A

N/A

N/A

N/A

N/A

N/A

0

Back-Up
Dispatched
Calls

11

27

13

22

35

19

127

Detail

3

N/A

N/A

N/A

N/A

N/A

3

Dispatched
Calls

40

66

26

43

33

3

211

Follow-Up

7

1

7

1

1

1

18

69

N/A

N/A

N/A

N/A

N/A

69

2

N/A

N/A

N/A

N/A

N/A

2

1

N/A

N/A

N/A

N/A

N/A

1

5

N/A

1

N/A

N/A

N/A

6

254

9

50

27

2

N/A

342

Traffic Stop

N/A

N/A

N/A

N/A

N/A

N/A

0

Total

398

103

99

93

71

23

787

Percent

50.57%

13.09%

12.58%

11.82%

9.02%

2.92%

100.00%

Proactive
Patrol
Property
Check
Public
Relations
Selective
Enforcement
Self-Initiated
(CRU Ony)

Suicidal
Overdose
Subject

Total

Observed Engagement Dispositions
Of the 1,537 unique encounters with an individual, 845 had a disposition documented in CRU
activity log comments. Just as each unique activity could involve multiple category classifications,
so could observed dispositions. Based on the review of the comments, Health Lab staff coded
several types of dispositions, including: 1) Advised/Gave CRU Contact Info/Other, 2) Arrested, 3)
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Located Housing, 4) Offered Other Services, 5) Provided Food/Clothing/Bus Tokens, 6) Refused
Assistance or Food/Help Not Needed, 7) Transported Somewhere (e.g., CMH offices, Shelter,
etc.), 8) Transported to Hospital/Psych Facility, and 9) Unable to Locate.
Table 7 illustrates the breakdown between engagement categories and observed disposition. In
this table, the total number of dispositions rises to 1,100 because a given encounter could result
multiple “engagement categories” and “observed dispositions.” Overall, while there were 845
unique encounters with an observed disposition, many had multiple observed dispositions.
Table 7: Breakdown of Disposition by Engagements
Advised/
Gave CRU
Engagement
Other
Contact
Categories Services
Info/
Other

Refused
Assistance
or Food/
Help Not
Needed

Provided
Food/
Clothing/
Bus Tokens

Transported
Transported
to
Unable
Somewhere Located
Hospital/
to
Arrested Total Percent
(e.g., CMH Housing
Psych
Locate
offices)
Facility

Other Types

86

67

83

45

36

61

25

5

15

423

38%

Homeless

43

72

46

98

7

19

15

21

N/A

321

29%

Mental Health
Episode

25

14

14

2

32

5

1

N/A

3

96

9%

Intoxication/
High on Drugs

17

8

12

5

31

3

9

N/A

2

87

8%

Welfare Check

23

20

26

6

3

8

1

N/A

N/A

87

8%

Suicidal
Subject

14

7

6

N/A

35

2

N/A

N/A

2

66

6%

Overdose

7

5

1

N/A

7

N/A

N/A

N/A

N/A

20

2%

Total

215

193

188

156

151

98

51

26

22

1100

Percent

20%

18%

17%

14%

14%

9%

5%

2%

2%

Table 7 reveals several important interpretations helpful for understanding trends in the observed
dispositions. The “other” category was, again, the largest total for both engagement categories
(other type) and observed dispositions (other services). As described previously, there were
simply many instances where the observed disposition did not fit one of the pre-defined observed
dispositions categories. Some of the “other” dispositions included administrative activities, such
as obtaining a “mental health pick up order,” 31 calls that were resolved before CRU arrived, and
notifications of family members or friends.
Finally, Table 8 shows CRU referrals to Michigan’s Projects for Assistance in Transition from
Homelessness (PATH) program (administered by CMH in Washtenaw County) 32 and the
“Pick up Orders” are generated by the court for deputies to “pick up” people who the court had determined met criteria for emergency
examination and custodial transport to the emergency department.
32
PATH is a federal grant program administered by the U.S. Department of Health and Human Services. At the time of this writing,
there were 20 PATH programs operating in almost two dozen counties and community mental health agencies in Michigan.
31

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Washtenaw Law Enforcement Assisted Diversion and Deflection (LEADD) program. Referrals to
diversion and housing programs were prevalent throughout the pilot period. In total, 256
encounters resulted in referral to PATH (199 referrals or 78%) or LEADD (57 referrals or 22%),
or engaging individuals already enrolled or in the process of being enrolled. The high rate of PATH
referrals further reflects the prevalence of homelessness in CRU’s engagement activities.
Table 8: Other Programs Tied to Engagements
Total Number and Percent of CRU Program Referrals
Programs Referred by CRU

Total

Percent

PATH

199

78%

LEADD

57

22%

256

100.00%

Section V: Key Informant Interviews and Ethnographic
Observations
All formal interviews and observations were performed by Dr. Alemu and occurred between April
2023 and December 2023. Collectively, Dr. Alemu logged over 100 hours of ethnographic
observations with 911 call takers and dispatchers at Washtenaw’s Metro Dispatch Center, 33 the
CRU team during ride-alongs, and CMH Crisis Team. 34 These are the three key entities that
interact when CRU is on duty. Through these activities, Dr. Alemu witnessed each facet of the
engagement process from the 911 call that led to CRU being dispatched, to being on scene with
the CRU team, to hospital transports for petitions for psychiatric evaluation and other types of
transports, and many other interactions in between. He also conducted preliminary shadowing in
the late spring and summer of 2022 to provide a foundational understanding of the landscape of
WCSO and CMH first-response and crisis services prior to CRU’s launch. These early activities
helped to identify potential points of evaluation inquiry. In total, over 20 individual observation
sessions were conducted with WCSO and CMH staff.
Shadowing and observations were complemented by key informant interviews conducted with
CRU and Metro 911 professionals, as well as WCSO and CMH leadership. In total, nine interviews
were conducted with these staff. In the section that follows we describe the themes and learnings
that emerged from these observations and interviews.

CRU Reception
“We’re not here to arrest you, we’re CRU and deal specifically with substance abuse, mental
health and the homeless,” is typically how the deputy introduces himself and his CMH partner.
The assurance that 911 calls subjects’ needs outweigh their presumed risk echoes the ideology
and vision shared by Sheriff Clayton and Director Cortes.
Also referred throughout this report as the Emergency Communications Center (ECC).
Shadowing was only done at Metro Dispatch on nights that CRU was on duty, but shadowing with CMH’s Crisis Team did not align
with nights CRU was on duty.

33
34

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“I’ve heard about you guys.” Some derivative of this phrase was heard quite a few times when Dr.
Alemu was riding along with CRU almost a year into the pilot. Word about CRU had spread around
town via at least two modes of outreach. First, CRU reached out to business owners at gas
stations, convenience stores and other sites where persons experiencing homelessness or
behavioral health disorders would congregate and sometimes panhandle customers. In these
locations, CRU would introduce themselves to the business’s staff and request that they contact
or request CRU directly if calling 911 for one of these or a similar challenge. Normally, business
owners and staff at these establishments would call 911 to request a police response to these
incidents, which could result in an arrest.
In other instances, CRU proactively patrolled areas to identify and engage with individuals in
crisis. For example, CRU would visit known homeless encampments or approach people they
saw going through garbage cans or dumpsters. In addition to informing these individuals about
CRU, they also offer food, help locate temporary housing, provide vouchers to purchase clothing
at a local thrift shop, and share information on local shelters and programs for housing and other
services.
“You serious?” was the response one individual shared when he answered his door while CRU
was responding to a 911 call involving a suicidal person. Seemingly unbeknownst to the resident
was that his wife, who suffers from a debilitating disease and experiences mental health side
effects from her medication, had shared thoughts of hurting herself with a friend, who called 911.
CRU offered to assist in transporting his wife, but the husband said that he would drive her himself.
Regardless, the husband was thankful for CRU’s response and happy to know that CRU existed.
In general, some version of a “you serious?” response was expressed by individuals when they
appeared to be relieved that CRU was responding instead of a typical first responder.
Overall, CRU’s first impressions and introductions to individuals is critical in establishing the unit
as distinct from a standard law enforcement response. As described above, one positive
interaction can encourage community members to spread the word about CRU, helping increase
CRU’s profile as an improved response.

CRU Engagement
Several incidents reflect the promise of CRU as both an effective diversified response and as a
conduit between individuals and mental health services. These incidents, described below, are
emblematic of how CRU prioritizes wellbeing and connections to appropriate services, allows for
adequate time to address the situation, and is available in the late hours of the night and early
hours of the morning, when few other services are available.

Prioritizing wellbeing and connections to appropriate services
CRU is concerned first and foremost with promoting the individual’s wellbeing. Therefore, their
engagements are designed to divert and deflect individuals from unnecessary law enforcement
contact, arrests, and jail when appropriate. For example, not long after the pilot began, CRU was
dispatched to a vagrancy call at a local restaurant. Restaurant staff had called 911 because they
were starting to close and an individual was lingering at the restaurant’s outdoor tables and would
not leave. CRU arrived and offered snacks and clothing—which were curiously and joyously
accepted—and asked if he had anywhere to go. The individual wouldn’t share much about his
housing situation, but revealed that he needed to charge his phone to call someone to get a ride.
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When a second deputy arrived to assist, the CRU deputy quickly let the deputy know that they
were not arresting him, which set a clear tone that CRU was prioritizing the personal needs of this
individual. CRU let him use a phone charger. Then the individual left with the second arriving
deputy, who took him to a gas station to meet his ride.
During two separate engagements early in the pilot, CRU responded to calls involving intoxicated
individuals. One individual had fallen down the stairs, and the other had been dangerously walking
into traffic. CRU spent a long time engaging and speaking to these individuals and also spoke
with members of their families. In assessing the individual’s state, the CMH clinician quickly
assessed whether substances were likely to be influencing their behavior. Overall, any concern
regarding violating public intoxication laws was secondary to the individual’s wellbeing.
Some CRU engagements were complicated by overlapping issues of non-violent criminality, such
as trespassing, theft, or active warrants. Even in these moments, CRU tended to prioritize the
needs of the individual. For example, there was another incident in which CRU engaged with an
individual experiencing homelessness who was digging through trash. This was an individual with
whom CRU had regular contact. While talking with this person and a few of their friends from a
nearby homeless camp, CRU began to suspect that one of them may have been involved in a
recent shoplifting incident. But rather than shift into enforcement mode, they offered everyone
food, clothes, and vouchers to a local thrift shop to obtain additional clothing.
Many of CRU’s interactions with individuals experiencing homelessness and housing insecurity
involve trespassing because many of them frequently camp on private property. Again, CRU’s
primary concern is not enforcing trespassing laws; rather, the client’s health and personal needs
are paramount. During the observation period, CRU helped many individuals sign up for housing
programs and/or locate temporary housing. They also helped clients experiencing homelessness
enroll in substance use treatment when needed. During the Fall of 2023, individuals sheltering in
one of the township’s homeless camps were served eviction notices. CRU did not enforce the
eviction notice but did frequently check on individuals living at the site and offered assistance.
One case above all attests to CRU's impact. One night CRU was requested by other deputies who
were at a scene with an individual who had originally called 988. 35 This individual told 988 that he
had made a “hit list” of people he wanted to kill and further alluded to a public shooting. Public safety
concerns prompted 988 to contact WCSO to check on this individual. Because CRU was busy with
another engagement, two other deputies were dispatched to conduct a wellness check. When those
deputies arrived, they found the individual calm, telling the deputies that “he was going to be safe,
he wasn’t going to do anything. He was just upset, but he had calmed down.”
Knowing CRU was on-shift, the deputies contacted CRU as a precaution to obtain a “second
opinion.” Once on scene, CRU combined their mental health and law enforcement acumen to
conduct a more in-depth risk and need wellness assessment. The CRU clinician described their
clinical approach to engaging this individual:
“I knew additional questions to ask, like safety assessment questions that they
[deputies] typically might not have asked to get additional info on what he was
thinking, his plans, his intent, how detailed the thoughts he was having with this
"hit list." Based on the additional questions I was able to ask and get from him,
there was a lot of flags to me that were safety issues still, even though he had
35
In July 2022, 988 was established as the 24/7 nationwide suicide and crisis hotline with help centers located in all 50 states and
territories, including D.C., Guam, Saipan and Puerto Rico.

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calmed down quite a bit. I was able to do that safety assessment, use my clinical
skills to find those flags and to justify why I still felt he was a safety issue.”
They then described how the deputy was able to calmly and effectively explain to this individual
the potential concerns arising from him threatening violence while also owning several firearms
(which the deputy confirmed in the County’s firearm registry). The CRU clinician confirmed that
the individual was an active CMH client, but CMH did not have knowledge of his current thoughts
of committing violence, nor did they know that he owned weapons.
In the end, the combined skillset of the CRU team members and their shared—but separate—
access to critical information helped illuminate these additional concerns, all while keeping the
individual calm. The individual willingly agreed to a psychiatric evaluation. The CRU clinician was
then able to share this additional information with her CMH colleagues so they could develop
appropriate safety planning to better assist him with his short- and long-term safety needs. The
CRU deputy secured the individual’s weapons to further reduce the potential safety risk to the
client and the public. The potential risk was further reduced by way of a new mental disorder that
was discovered during this individual’s psychiatric evaluation. Consequently, his medications
were changed, and CMH was able to develop a new treatment approach to better address his
mental health challenges. Thus, this individual’s treatment plan became more fully informed and
better able to support him over the long term and beyond the disposition of this single 911 CFS.
These cases exemplify the potential impact of CRU, particularly in connecting individuals to the
services they need and involving other professionals into a feedback loop that helps preserve
safety and access to care and services. For example, with respect to the two intoxicated
individuals, activity log records suggested that neither had previous interactions with CMH. After
engaging with CRU, they were connected to supportive mental health services while also avoiding
arrest and jail time for their public intoxication. Additionally, in the case of the CMH client
threatening public violence, the CRU interaction led to informing CMH of these concerns and the
development of appropriate safety planning and services. It is entirely possible that, without
CRU’s intervention, CMH would not have known about this individual’s thoughts of committing
violence unless or until after a violent act had occurred.

Allowing for adequate time to address the situation fully
As described, CRU brings a robust collective skillset and can bridge effective de-escalation and
informed clinical strategies to ensure the needs of those in crisis are met. Yet another benefit aids
other facets of Washtenaw’s first response and social services systems: time. Almost all the cases
described involved CRU on scene for at least 45 minutes and sometimes well over two hours,
including 175 minutes with one of the previously mentioned intoxicated individuals and 135
minutes with the individual planning public violence. The CRU likely also saves 911 professionals’
time, who can dispatch CRU instead of spending long periods of time on calls talking with the
person in crisis.
In the absence of CRU, first responders struggle to commit the time needed to successfully deescalate or critically evaluate events like those described above. Law enforcement officers, who
must respond to high volumes of other 911 calls, generally don’t have the time required for these
types of engagements—or the skillset to make what time they do have effective. CRU’s activity
log data suggests that, across dispatch types, 39% of CRU’s engagements last between 60-120
minutes and 61% of the engagements are over 120 minutes. Standard patrol units simply don’t
have the ability to dedicate this amount of time to such a significant percentage of calls; the ability

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of CRU to designate this time—particularly if they are the sole unit on scene—is a valuable
resource for WCSO and other deputies.
Often, the time burden of speaking with people experiencing mental health challenges falls to 911
professionals. 911 professionals interviewed by Dr. Alemu emphasized ways CRU frees up their
time, as well as that of other first responders. For example, some 911 professionals spoke of
regular, frequent callers—some of whom are CMH clients—who call 911 at night just to talk. In
general, Metro Dispatch receives about 700 calls daily; 36 spending extended periods of time with
these individuals creates backlogs and stymies 911 professionals’ ability to respond to other calls.
Furthermore, just talking to 911 professionals or responding deputies doesn’t necessarily result
in connecting 911 callers with the treatment or services they may need to better address their
challenges. When CRU is on shift, they can be dispatched to meaningfully engage with people:
because CRU is connected to CMH, CRU can also help enroll them in mental health services (or,
if they are already a client, connect the individual to their caseworker and/or and share new
information or concerns). CRU has both the time and collective expertise to make responses
impactful.

Available when no one else is
The timing of CRU’s shifts is also a critical feature of the program. CRU operates overnight from
7 p.m. to 7 a.m., a time when most social services, programs, and public transportation are closed
or scarcely available in Washtenaw County, like many other communities nationwide. Thus, CRU
provides critical connections to emergency crisis services and care at a time when social service
programs and transportation are generally not otherwise available or easily accessible, including
connecting with CMH clients when their caseworkers and other staff are not available.
Because of CMH staff involvement in CRU, the unit—when on duty—can access CMH client
records as well as document concerns for CMH staff to follow up on. For example, during one
engagement with an individual who was panhandling, CRU learned that the individual had
housing but needed food, which was why they were panhandling. CRU was able to confirm that
the individual was a CMH client, and that the individual happened to have a scheduled
appointment the following day. After providing some food, CRU also updated the CMH database
with this information. Providing needed follow-up after the encounter with CRU is a critical
component of the model as it improves continuity of care and relationship building. This aspect of
the work is an important part of the success of CRU and other models like it.
In addition to CMH services, CRU can also connect individuals to the County’s diversion
programs, including LEADD and PATH. During the pilot period, CRU had 57 engagements that
involved current and eligible LEADD clients. The CRU deputy, who also works directly with
LEADD, can also update LEADD staff with any new developments that emerge through CRU
engagements. Moreover, CRU is a critical overnight connection point for PATH. PATH conducts
outreach efforts, but due to limited staffing, their outreach only occurs from 6 a.m. to 2 p.m. on
weekdays. 37 During PATH’s daytime outreach activities, such as visiting campsites, many camp
tenants are away, working, panhandling, or engaged in other activities. Most are back at the
campsite at night when CRU starts its shift, so CRU can follow up on, and supplement, PATH’s
daytime outreach.

36
37

Provided by Jeff Poinier, WCSO Metro Dispatch Manager, during key informant interview 5/18/2023.
From May 1, 2023 conversation with Katie Hoener, Program Administrator at the Washtenaw County CMH.

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CRU also offers transportation during periods when public transportation options are limited and
largely unavailable. For example, Ypsilanti Township and the surrounding Ann Arbor-Ypsilanti
metro area are served by the Ann Arbor Transportation Authority (AATA), whose service hours
end around midnight and don’t start up again until 7 a.m. for most routes. Dr. Alemu witnessed
CRU provide crucial transports to temporary housing and other locations (such as to a drug store
for necessary prescriptions) on many occasions.
Overall, the hours that CRU operates help to keep critical social services in reach during hours in
which many programs are closed. CRU’s overnight shifts differ from many other diverse crisis
response pilots, which more commonly operate during regular business hours. This shift strategy
can be both a strength (people in crisis can access immediate care during a time when services
are typically closed) and a challenge (when additional follow-up services and connections cannot
be immediately made because providers are closed).

Section VI: Analysis and Findings from WCSO
Administrative Data
All data presented in this section were drawn from a combination of WCSO activity log data,
computer-aided dispatch (CAD) data, and Crime Report 38 data for the first 18-months of the CRU
pilot: June 8, 2022 – December 31, 2023. 39 For each incident or event, a unique identifier is
created in the CAD data and carried through to crime report and activity log datasets. This enabled
us to link incidents across all three datasets. Therefore, the analysis in this section is from data
we could link across the three data sets. The number of “CRU Incidents” examined in this section
is fewer than those examined in Section IV, where the analysis presents findings from WCSO
activity log dataset only. Because some CRU response incidents lacked an incident number
assigned by a 911 professional, those incidents could not be linked. For example, CRU activities
that involved “proactive patrol” did not receive an incident number because the deputy in the CRU
self-dispatched to the incident rather than being deployed via 911.
Figure 1 shows the 1,375 unique CRU responses 40 by month and year over the course of the first
18 months of the CRU pilot. CRU responded to an average of 72 incidents per month. CRU
responses tended to fluctuate seasonally, with the highest number of CRU-related incidents
occurring during the summer months and lower numbers of incidents during the winter months.
August consistently had the highest volume of CRU-related incidents annually. The low number
of incidents in April of 2023 and 2024 is due to routine annual training that limited CRU’s available
shifts for the month.

A crime report is generated for every CFS where a crime was reported or deputies were required to capture additional information.
As of this writing, our team has received the full 24-months of administrative data for the pilot period.
40
The difference between the 1,375 unique events described in this section and the 1,537 described in the previous section results
from the fact that some events could not be linked across the activity log, CAD, and Crime Report datasets. The events that could not
be linked are not included in the Section VI analysis.
38
39

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Figure 1: CRU Responses to Incidents by Year and Month

Figure 2 displays the rates in which CRU was dispatched during the pilot period for these 1,375
incidents. Three dispatch types—self-initiated, backup dispatched, and dispatched calls—
together account for almost all the CRU-related incidents, in approximately equal measure.
Dispatch types such as "back-up traffic stop" (2.1%) and "follow up" (0.7%) contributed a much
smaller proportion of responses, with percentages dropping sharply after that.
Figure 2: CRU Dispatch Types

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During the pilot, CRU responded to 75 different types of incidents (out of a possible 146 WCSO
incident types). Incident types represent categories from WCSO CAD data that have been verified
by the responding deputy. Figure 3 displays the frequencies of the top 10 most frequent incident
types, which account for 1,022 of the 1,375 (74%) incidents. Welfare checks are the most frequent
type of incident the CRU responded to (22.1%); suspicious person and EDP incident types are
the second (11.6%) and third most common (10.4%). These categories align with the CRU’s
primary function: addressing incidents related to behavioral health.
Figure 3: CRU Incident Types

Figure 4 below examines the way in which the
CRU was dispatched to those same 10 most
frequent incident types by the 3 most common
CRU activity types (n=978), backup dispatched
calls, dispatched calls, and self-initiated
interactions. Just over half (50.9%) of the “welfare
check” incidents were self-initiated; “EDP”
incidents were mostly dispatched by 911 (29%);
and the majority (20%) of “suspicious person”
incidents were CRU self-initiated. Some incident
types—such as suicidal persons—include no selfinitiated activities. The most frequent “back-up
dispatched” incident types were “assist another
agency” (10.4%) and “disorderly” (14.6%).

Several of the most frequent CRU
incident types are not closely related
to behavioral health, including: shots
heard, traffic stops, and assisting
other departments. As previously
noted, this pattern of responding to
calls that appear to be outside of CRU’s
purview is likely attributable to CRU
being the only available unit to
provide back-up or when there was a
suspected mental health nexus.

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Figure 4: CRU Incident Types by Dispatch Type

Figure 5 below displays the top 14 verified CRU incident types that resulted in an arrest. In total,
72 arrests were made during incidents when CRU was present, representing a 5.25% arrest rate
during those 1,375 incidents. As noted above, data suggest that many of these incidents were
not behavioral health related. Rather, a large proportion of arrests made when CRU was on scene
were for incidents with a higher likelihood of violence (e.g., felony assault, shooting) or where law
enforcement has less discretion in making an arrest (e.g., mandatory arrest laws for domestic
violence incidents). Further supporting this finding is that, for the vast majority of these incidents
(almost 92%), CRU was providing back-up support to other law enforcement officers. That is,
while CRU was on scene to provide back-up support to other responding officers, they were not
the primary responding unit. To our knowledge, CRU’s response to these non-BH-related
calls/calls that involved violence was not part of their original deployment plan but their usefulness
in these situations appears to have become a key part of the county’s approach to these other
types of calls.
The number of arrests made during CRU responses to behavioral health-related incidents was
much smaller and included only two arrests, which occurred during EDP calls.
Importantly, the arrest data did not permit us to identify the arresting officer.

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Figure 5: Incidents Involving Arrest when CRU was present

To further understand the types of incidents in which CRU was present and an arrest occurred,
Figure 6 presents the dispatch types associated with the 72 total arrests. For the majority of these
arrest incidents, CRU was either “back-up dispatched” (79.2%) or were called in for a “back up
traffic stop” (12.5%), meaning they were called in by another responding deputy once a behavioral
health need had been identified in an incident. CRU was the primary dispatched unit in only five
(6.9%) of the incidents resulting in arrest. For another single incident (1.4%), CRU responded to
a traffic stop where an arrest was made. An area for future study is to examine the percentage of
CRU backup dispatched calls that had a mental- or behavioral health nexus.

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Figure 6: Arrest by Dispatch Type when CRU was Present

Section VII: Recommendations and Considerations
As CRU scales up, the following strategies emerged as relevant to the successful execution and
continued effectiveness of CRU:
a. Train Metro Dispatch 911 professionals to ensure consistency in how and when CRU is
utilized as a first response option
b. Increase CMH integration into WCSO Metro Dispatch and the broader first response system
to assist in ensuring effective dispatch of CRU while also helping create a more informed
response to mental health-related calls
c. Create new performance metrics and data tracking processes for CRU that will increase the
ability to measure CRU’s impact
d. Increase public education about CRU to raise awareness of the distinction between CRU and
traditional law enforcement operations while also encouraging the use of CRU
e. Expand response options to make the best use of on-scene response time

Training: Train Metro Dispatch 911 Professionals and Amend
CRU’s SOO
When is a mental health call really a mental health call? Identifying, coding, and triaging mental
health-related calls is a common task that 911 professionals must regularly perform. During
observations of Washtenaw Metro Dispatch, this question emerged after observing a seasoned
911 professional question whether an attempted suicide call was really an attempted suicide call.

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In this case, the person calling 911 reported that a friend had attempted suicide. However, the
call taker seemed reluctant to present the call as such to the dispatcher. This reluctance seemed
to stem from a previous experience in which police arrived at an attempted suicide call and the
person who had allegedly attempted suicide denied doing so.
Although CRU is designated in the SOO as a primary dispatch option for calls involving attempted
or threatened suicide, uncertainty about whether to dispatch CRU was common. Dr. Alemu
observed several such instances when CRU was not dispatched to these calls.
A few months into the pilot, CRU described challenges with dispatch, whereby CRU would hear
eligible calls over the radio, but dispatch would not send them. 41 These challenges continued as
the CRU pilot approached one year and beyond. Dr. Alemu was able to observe first-hand during
ride alongs with CRU when a suicidal call was announced over the radio, but another unit was
dispatched. When the CRU deputy radioed dispatch to confirm whether CRU should respond as
back-up, they often were told to stand down. The CRU deputy and clinician both expressed
frustration at the frequency of similar situations. CRU often wound-up self-dispatching to the
scene, often arriving before the dispatched unit. Dr. Alemu observed them effectively deescalating and managing the situation on many occasions. Subsequent interviews with CRU
suggested that these dispatch challenges continued throughout the pilot.
Observation and discussion with 911 professionals at dispatch suggest that these challenges can
be effectively addressed and minimized with more explicit guidance. In particular, better defining
when a 911 call can be considered a mental health call and when CRU should be dispatched
would be helpful. For example, some 911 professionals shared that, before CRU, they operated
under the idea that suicidal calls required two deputies to respond because of the possibility of
the call turning violent. Similarly, some dispatchers expressed that they just think it’s better to
dispatch traditional first responder deputies, who can then confirm if CRU is needed.
Importantly, 911 professionals at Metro Dispatch do have some guidance on these issues. As
described previously, WCSO issued its Standard Operating Order in June of 2022, before the
CRU pilot began. The SOO explicitly states that CRU should be “the primary response unit to
behavioral health crisis CFS.” CRU is listed as the primary responder for suicidal calls and
protocols for these responses are listed in several sections of the order. Thus, the dissonance
between the SOO’s explicit guidance and what 911 professionals actually does suggest that more
must be done to clarify and achieve these expectations.
In crafting solutions, it is important to first acknowledge Metro Dispatch’s near-constant call
volume at certain times. On many occasions, Dr. Alemu shadowed people when they were at the
end of a 16-hour shift and the ECC had extremely high call volumes. Added together, these factors
can make it very difficult to critically read and apply all the SOO’s detailed instructions. Further, it
can be especially difficult under these busy conditions to properly identify and code calls, including
those related to behavioral health crisis. Inaccurately identifying these calls can increase the
likelihood that a mismatched response will occur, potentially leading to repeat calls that further
increase this burden. This suggests that at least some of the heavy call burden could be better
managed and reduced with appropriate coding decisions and response deployment choices.
There are several other inconsistencies between what the SOO requires and what CRU often
does in practice, creating additional hurdles for 911 professionals. For example, the SOO
specifically states that CRU should not handle calls involving homelessness. However, 911 calls
41

From Morning Debrief on 11/29/22.

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involving people experiencing homelessness were among the most frequent call types CRU
responded to.
Language in the SOO itself contributed directly to these dispatching challenges. Subsection D of
the “Responsibilities – General” section states, “…CRU is the primary responder to behavioral
health CFS, Metro Dispatch will handle in-coming behavioral health calls according to their
standard processes.” 42 Yet, as previously described “standard processes” required two
deputies—rather than one deputy and one social worker—to respond to suicidal calls. Given this,
it is perhaps unsurprising that 911 professionals were confused and often struggled to reconcile
this conflict. These inconsistencies should be addressed in the next version of the SOO.
Additional training can also reinforce expectations around CRU procedures. In particular,
facilitating meetings between CRU and Dispatch could help reinforce CRU protocols, build
stronger working relationships between CRU and Dispatch, and clear up any misconceptions 911
professionals may have about CRU. It should be noted, however, that this would require lifting or
modifying current policy, which restricts deputies from entering the Dispatch Center. Allowing
CRU directly into Dispatch for this specific purpose would facilitate direct communication between
these teams.

Integration: CMH Integration into WCSO Dispatch
As a first responder unit, CRU demonstrates the synergy that emerges from having CMH
information and tactics readily available in combination with police expertise to appropriately
engage those in crisis and assess their levels of risk and need. Apart from CRU, CMH staff are
generally relegated to “outsider status” within the first-response ecosystem in Washtenaw County,
often invited as an after-the-fact responder despite the wealth of benefits CMH brings to CRU and
WCSO’s first response efforts.
Apart from CRU, CMH enters the first response ecosystem in one of three ways (see Figure 8 for a
breakdown of the current first response model in Washtenaw County). First, when deputies arrive
at a scene and ascertain that CMH would be better suited to respond to the incident, they can call
the CMH crisis hotline. Second, Dispatch can contact CMH’s crisis hotline if either requested by a
deputy or if the 911 professional determines that CMH should be involved. In both models, WCSO
deputies and 911 professionals have to take an additional step of calling the CMH hotline, which
connects them with the CMH triage line, where a CMH employee will then connect them with a
CMH Crisis Team member. Among deputies and 911 professionals alike, there was consistent
dissatisfaction with the CMH communication process. Specifically, they expressed dissatisfaction
with the time it takes to communicate details, first to the CMH triage line, and then repeating the
same details to the crisis team member, which can limit their ability to take other calls.

42

Page 8 of SOO.

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Figure 8: Current First Response Dispatch Model in Washtenaw County

Third, CMH can also enter the first-response ecosystem through CMH-initiated contact with
Dispatch. Figure 9 shows the process in which CMH decides they need law enforcement
assistance in the engagement. When this happens, they call either 911 or the WCSO ECC’s
administrative line to request a deputy. Yet, as discussed previously, CMH has issues with this
third model because they do not know which deputy will be dispatched to provide assistance and
worry that the responding deputy may be ill-equipped to handle the mental health needs of the
individual(s) for whom CMH is requesting assistance.
Figure 9: CMH Requesting Police Assistance

The main limitation of all these models is that CMH operates outside the first-response
ecosystem. This can delay responses and risk involving an ill-equipped deputy to support CMH.
Compounding this issue is the asymmetry of relevant mental health information in the firstresponse process. For example, deputies frequently request that dispatch staff check subjects of
911 calls and other individuals in Michigan’s Law Enforcement Information Network (LEIN). 43
LEIN is a statewide computerized information system in Michigan, which assists public safety ag