On the agenda: Maple Grove meeting — Flock Safety (Apr 6)

Mayor:
Mark Steffenson
Councilmembers:
Rachelle Johnson
Kristy Janigo
Mike Ostaffe
Jon McCullough

City Council
work session meeting
agenda

Address:
12800 Arbor Lakes Pkwy
Maple Grove, MN 55369
Phone:
763-494-6000
Website:
maplegrovemn.gov

April 6, 2026
6:15 p.m.
"Serving Today, Shaping Tomorrow"
1. CALL TO ORDER
2. Annual Police Department update
Documents:
Memo - Annual Police Department update.pdf
3. Other items as deemed necessary

ADJOURNMENT

To:

Mayor Mark Steffenson and City Council
Heidi Nelson, City Administrator

From:

Eric T. Werner, Chief of Police

Date:

April 1, 2026

Subject:

Annual Police Department update – April 6, 2026, City Council work session

The Police Department is grateful for the opportunity to provide an overview of service
statistics, major focus areas, and other key information of the Police Department’s activities in
2025. I continue to be proud of our dedicated officers and civilian staff who provide a high level
of service to our community and engage our community in a manner consistent with the
department’s values of compassion, excellence, and professionalism.
General crime and services statistics
Police staff handled 53,654 calls-for-service in 2025, which is a 1.76% increase from the 52,723
handled in 2024. Table 1 below shows a ten-year history of calls-for-service. The data
represents summary call data and does not represent a time demand for staff to complete the
service load or staffing level changes that impacted service statistics. Total calls-for-service and
calls-for-service excluding spot checks have increased and are above the 10-year average.
Table 1. Police Department calls-for-service data.
Calls for Service
(Excludes Spot
Check)
Calls for Service
(Includes Spot
Check)

Spot Check

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

10-Year
Average

45,510

43,477

42,028

43,316

36,141

42,284

43,802

44,451

42,438

45,098

42,855

46,576

45,237

44,268

47,216

44,530

49,537

50,694

53,833

52,723

53,654

48,827

1,066

1,760

2,240

3,900

8,389

7,253

6,892

9,382

10,285

8,556

5,972

Police staff reported preliminary crime data for Group A and B offenses to the MN Bureau of
Criminal Apprehension (BCA). The data is provided in Appendix A. Total Group A offenses in
2025 were 1,998 or a 16.4% decrease from 2,390 in 2024. Total Group B offenses in 2025 were
756 or a 1% increase from 746 in 2024. The total Group A and B offenses in 2025 were 2,754 or
a 12% decrease from the 3,136 in 2024.
While the National Incident Based Reporting System (NIBRS) Group A and B offenses is the
national standard for reporting crimes, the BCA annually reports Index Crimes that include
Page 1 of 14

Violent and Property Crimes categories. Violent Crimes are murder, rape, robbery, and
aggravated assault. Property Crimes are theft, burglary, motor vehicle theft, and arson.
Appendix B provides as a seven-year history and average for Index Crimes for the State of
Minnesota, Hennepin County, and Maple Grove.
According to the Index Crimes, Maple Grove remains a safe city with a low number of Violent
Crimes and Violent Crime Rate and low number of Property Crimes and Property Crime Rate.
The overall number of Violent and Property Crimes is at or below the average respectively since
2019. Below are the notable changes in crimes from 2024 to 2025.
 For the second consecutive year no murders occurred.
 Decrease in robbery (-8%), aggravated assaults (-14%), burglary (-40%), and larceny
(-22%).
 Increase in rape (+6%) and motor vehicle theft (+16%).
It is important to note that all 2025 crime data is preliminary. Statewide, Hennepin County, and
Maple Grove data are subject to change when data is finalized later in the year.
In late 2025, through early 2026, officers did an excellent job responding to the local impact of
the surge of federal immigration enforcement in Minnesota. Officers dedicated extra work
hours to address the increased needs in Maple Grove, respond to citizen concerns, support
mutual-aid requests, influence professional organizations to communicate with federal leaders,
and respond to a planned protest that turned unlawful and riotous requiring the mass arrest of
26 individuals.
As noted above, crime data does not reflect the workload of police staff to deliver service in an
increasingly complex environment. A professional staff study is a tool to gain a deeper
understanding of the workload for sworn and non-sworn staff.
Traffic safety and enforcement
Officers increased traffic stops by 1.45% from 9,293 in 2024 to 9,428 in 2025. The increase was
possible due to continued focus by patrol, while the Traffic Unit was partially staffed and at
times not staffed due to on-duty injuries or personnel leave. Overall, traffic stops remain lower
than in previous years because of staff vacancies due to hiring challenges and personnel leave.
Currently, one of the two officers is assigned to the unit, with plans to have the second vacancy
filled by mid-year 2026.
Table 2. Traffic enforcement data.
2017

2018

2019

2020

2021

2022

2023

2024

2025

Traffic Stop

10,858

8,844

9,907

5,616

10,769

12,215

12,386

9,293

9,428

Traffic Citations

2,107

2,874

2,589

1,255

3,173

2,125

2,266

1,942

1,664

Warnings - Written

871

383

349

95

220

155

198

252

243

Warnings - Verbal

7,412

6,562

7,701

4,475

7,776

9,427

9,372

6,730

7,215

Page 2 of 14

It should be noted that the data in Table 2 does reflect vehicles stopped for non-traffic related
incidents.
The Police Department continues to respond to neighborhood traffic concerns and complaints.
Staff partners with the Engineering Department to gather data, assess signage or design issues,
and communicate with residents. Both departments partner to develop community education
and prevention messages.
Through a partnership with Maple Grove, Minnetonka, Plymouth, and Wayzata the agencies
are awarded a Toward Zero Deaths Traffic Enforcement Grant through the Minnesota
Department of Public Safety, Office of Traffic Safety, with the City of Minnetonka serving as the
grant administrator. The grant helps fund high-visibility overtime enforcement efforts focused
on impaired driving, seatbelt use, distracted driving, and speeding. The grant has been in place
for several years and has a history of renewing annually.
Embedded social worker (ESW) and mental-health related service calls
The ESW work program started in May 2023, with the Hennepin County social worker taking
referrals at their office in the Police Department. Staff reports the program continues to be a
valuable service for our residents.
Officers report they value having the services immediately available for assistance or referral to
residents. Since the program’s inception, 1,552 referrals were opened by the ESW, with 83.76%
or 1,300 being unduplicated referrals (See Table 3). Data shows most of the participants are
first time recipients of the service.
Table 3. ESW referral data.
Total opened referrals
Unduplicated referrals

2023
446
382

2024
606
502

2025
500
416

3-Year Average
517.33
433.33

The ESW program enhances the Police Department’s ability to coordinate with a variety of
Hennepin County mental-health and/or human services, the city prosecutor’s office, and police
staff to provide for the needs and actions with a small group of individuals that have created
safety risks in the community or toward city staff.
In 2025, the ESW social worker participated in community engagement activities (e.g., Shop
with a Cop) to learn more about the city and the needs of residents.
Personnel levels, recruitment, and retention
The Police Department continues to experience challenges with recruitment, hiring, and
retention of qualified candidates for police officer. Currently, there are four police officer
vacancies. In 2025, the highest number of officer vacancies was seven.

Page 3 of 14

Last year, Maple Grove applied for and was not awarded a $50,000 grant from the State of
Minnesota for the Intensive Comprehensive Peace Officer Education and Training (ICPOET) to
hire non-traditional candidates with a two or four-year non-law enforcement degree. Staff are
reviewing the potential for 2026 ICPOET or Pathway to Policing funding, while seeking other
grant funding opportunities that become available (e.g., federal COPS Office).
Police and human resources staff continued this year with an open application process for
police officers that was implemented in 2024. The open process is capturing candidates that
would be missed through periodic postings that is closed to applicants after a set date. The
qualified candidate pool remains limited. Each interview process provided a limited number or
no qualified candidates. The open application process provides flexible timing for candidates
and the city to capture the small number of high potential candidates.
Table 4 illustrates an eight-year history of police officer applicants and the number of police
officer hiring processes. The data reflects the ongoing challenge of the hiring crisis that started
several years ago and continues.
Table 4. Maple Grove police officer application and selection process data.
Number of
Number of
Number of internal processes
applicants
selections
from CSO program and
processes
applicants
2018
237
3
1 process. 1 applicant.
2019
99
2
1 process. 3 applicants.
2020
119
3
1 process. 4 applicants.
2021
88
3
1 process. 3 applicants.
2022
39
2
No internal process.
2023
39
3
1 process. 2 applicants.
2024*
68
4
1 process. 1 applicant.
2025
94
1 (7 rounds of int. 1 process. 2 applicants
5 positions filled)
*Note: The 2024 data do not include the applicant numbers from the ICPOET hiring process. Nearly 50
applications were received for the ICPOET process and no candidate was selected.

The city received 94 police officer applicants in 2025, or a 38.2% increase from the 68
applicants in 2024. Staff are pleased to see the increase from the previous year. However, the
94 applicants are only 39.6% of the 237 applicants received in 2018.
The Patrol Division’s recruitment and hiring continued to use various methods to attract
candidates that includes:
 Continue with the Teen Public Safety Academy to introduce teens to the policing
profession. The academy includes four three-hour sessions.
 Involvement at the Maple Grove and Osseo Senior High Schools career fairs and mock
interviews.

Page 4 of 14



Targeted recruitment at the state’s PPOE programs by the Police Department
recruitment team.

The Community Service Officer (CSO) program continues to provide quality candidates.
However, the program is limited to produce police officer candidates due the extended time to
train younger or career transition CSOs. The market for quality CSOs remains competitive. The
increased wages and benefits keep Maple Grove competitive and is attracting quality
candidates.
Employee leave impacts the department’s ability to provide services to the community.
Vacancies on the patrol schedule often bring daily shift assignments at or below staffing
minimums; and delay assignments to other support units such as the Investigations Unit or Safe
Streets Unit. The months long process to recruit, select, and train new officers, exacerbated by
low recruitment pools, delay full patrol staffing and support unit assignment. In 2024, sworn
officer positions experienced 242 days of leave. Based on a ten-hour day, that is an estimated
2,420 hours of staff resources removed from the schedule. From 2020 – 2024 there was annual
average of 193 days, or an estimated 1,930 hours removed from the schedule.
To address the hiring challenges and leave shortages staff are recommending bell curve hiring
and additional staff to maintain identified personnel levels. Bell-curve hiring allows the Police
Department to periodically hire above the authorized sworn strength to allow for field training
time and other schedule demands, to return to authorized strength.
The command staff maintains its ongoing five-year staff plan that is adjusted as needed. The
current plan includes the following priorities.
 Community Engagement Unit sergeant
 A school resource officer to meet needs of growing student population
 Additional patrol officers
 Additional investigators
To strategically plan for staffing in a city that will continue to grow for over two decades a
professional staffing study is recommended. Professionally conducted staffing studies are the
best method to inform future police officer staffing needs. Such studies consider city and
agency survey priorities, resident survey data, crime and service data, time demands and
workload, legal and policy requirements, technology, industry standards, training needs, labor
agreements, and comparable agency data.
Employee wellness
In 2025, the Council approved $50,000 for the Police Department’s budget for the second year
of the department’s comprehensive wellness screening and education. Non-sworn staff were
included for the first time in the programming in 2025. Health Quotient (HQ) continued as our
service provider.
The HQ staff reported that over 35 members participated in one or more of the services that
Page 5 of 14

include cardio calcium testing, comprehensive cardiac panel results, nutrition consultation,
cardio consultation, movement assessment and follow-up.
HQ staff are now scheduled on-site for follow-up screening, one-on-one nutrition and
movement consultation, and department-wide education classes. The data shows that staff
have utilized the initial services the department offered and are seeking further development of
the program. Staff are working with HQ to include newer services such as ergonomics in the
workplace, specialized wellness coaching, body-scans related to occupational health, and
others. The new services will be finalized in mid-April and can be provided within current
budget.
Table 5 illustrated the change from initial screening in the first-year programming in 2024 to a
need for follow-up consultation and education services.
Table 5. Health Quotient participant data.
Service

2024

2025 Change

%
Change

4-hour Education

3

6

3

100%

Heart Health Labs

60

35

-25

-41.67%

Heart Health Labs Follow up

0

6

6

600%

CAC PCC

60

7

-53

-88.33%

CAC Rayus

0

1

1

100%

EKG

1

0

-1

-100%

EKG Stress Test

0

0

0

0%

Echo Stress Test

0

1

1

100%

MD Consult 30-minute

5

3

-2

-40%

MD Consult 60-minute

4

1

-3

-75%

159.75

135.25

-24.5

-18%

0

5

5

100%

Health & Fitness Sessions (5/year)
No copay PT

In 2025, the Police Department partnered with the League of Minnesota Cities Insurance Trust
(LMCIT) and Benchmark Analytics (a nationally recognized public safety research firm) to study
Maple Grove Police Department wellness programming. The project was titled Discovering &
Deploying Practices that Reduce Officer Injuries and Prevent Critical Incidents: Wellness
Programs. A summary of key findings from surveying sworn and civilian staff are:
 Over 96% of respondents state they are aware of wellness resources provided by their
agency and city.
 Over 85% have completed their biometric or physical health screening.
 Over 75% have participated in at least one wellness program or activity.
 Over 76% say our agency more openly talks about and addresses mental health
challenges.
Page 6 of 14




Nearly 62% state morale has improved.
Employees rated greater than 70% that they are better able to recognize their stress,
have improved their overall health, developed healthier habits, and felt supported by
their coworkers.

The City’s 2025 Energagment survey revealed a 10% increase for prioritization of employee
well-being. In the same survey staff identified that work-life balance remains a challenge and a
priority. I believe the work life balance data correlates with shortages due to recruitment
challenges and personnel leave continue to result in overtime covering patrol minimums.
Police staff appreciate the investment in employee wellness and look forward to continuing
with employee wellness services and tailored programming.
Technology
The department continues to implement technology that enhances services and
efficiencies. The major technology priorities started in 2024 are fully utilizing our Axon
enterprise solution and Citizen online reporting. Staff have automated body-warn camera
auditing, automated activation (i.e., signal sidearm), third-party video support, and a
community portal with the Axon product.
LOGIS assisted staff in implementing online citizen reporting through the records management
system. The service is expected to expand in 2026 with additional reporting categories being
available to the public.
Staff are currently researching vendors for the replacement of one smaller drone that is nonfunctional. The research includes replacement of the aging larger second drone. In 2025, the
department received a $10,000 donation from a community organization for the purchase of a
new drone. Staff have identified the funding to purchase two new drones but are working with
our vendor to reduce the proposed annual ongoing data and software fee. The new drones
would integrate with our Axon evidence management system.
Two major technological initiatives the Police Department is studying are detailed below.
 New records management systems (RMS). The current system is in its tenth year of
service. The department will begin consideration of another service provider other than
LOGIS for a new RMS. Plymouth and a few other smaller Hennepin County agencies are
transitioning to a new RMS that is worthy of consideration for Maple Grove.


Drone as First Responder (DFR) and real-time crime center. Neighboring agencies have
implemented DFR programs and/or real-time centers. Department members visited
those agencies to obtain initial understanding of the program benefits, operations, and
cost. On March 17, 2026, Axon and Skydio presented information on an enterprise DFR
and independent use drone program and costs. The Police Department currently
deploys two independent use drones (as noted above). Staff will continue to study DFR
programs.
Page 7 of 14

Pets Under Police Security (PUPS)
The design for the PUPS expansion and reinvestment project is progressing on schedule. The
current estimated project cost is $3.19 million. The city received a federal Community Project
Funding grant of $850,000 in 2025 towards the project cost. Contract bids are expected to be
presented to Council in April.
Retail theft crimes study
A City of Maple Grove 2024 – 2026 Goal for the Police Department was to, “Study local retail
theft and organized retail theft trends for new partnerships and methods for deterrence and
enforcement.” Throughout 2024 and 2025, police staff participated in several meetings with
Maple Grove Business Association (MGBA) representatives to discuss retail crimes and desired
solutions. The use of camera technology, such as Flock Safety, is desired by the main property
management companies within the city. Staff and business representatives are finalizing a
proposal for a two-year pilot Flock Safety project estimated at $53,000. The proposal will be
brought to Council when completed.
Police Department accreditation
In 2025, the Minnesota Chiefs of Police Association (MCPA) rolled out its state accreditation
program named Minnesota Law Enforcement Accreditation Program (MN-LEAP), as an
alternate program to CALEA (Commission on Accreditation for Law Enforcement Agencies) a
nationally recognized gold standard for police accreditation. Over 30 Minnesota police
agencies enrolled in MN-LEAP and are working through their initial accreditation. Maple Grove
police staff have monitored the work of other agencies and how our Lexipol policy vendor is
integrating accreditation standards into their technology system.
I recommend the Police Department should be accredited at minimum through MN-LEAP.
Additional staffing is a concern to implement and maintain accreditation. Some Minnesota
agencies have contracted with grant-funded professional consultants to implement MN-LEAP.
Staff will look for possible grant funding sources to fund MN-LEAP at Maple Grove. Further
information will be brought to Council when possible.
Legislative and policy priorities
Police reform from the state legislature and rule changes at the Minnesota POST Board will
continue in the coming years. Any change creates additional policy work, training, operational
changes, and compliance reporting. Staff will continue to monitor changes and their impact.
Key legislative priorities for the Police Department:
 Brady/Giglio legislation
 Prosecutor accountability for charging violent or serious crimes
 POST Training Fund to continue into perpetuity

Page 8 of 14

Appendix A
Group A Offenses
Homicide
Murder/Non-Negligent
Manslaughter
Negligent Manslaughter
Forcible Sex Offenses
Assault
Aggravated Assault
Simple Assault
Intimidation
Kidnapping/Abduction
Robbery
Burglary
Larceny/Theft
Shoplifting
Catalytic Converter Thefts
Motor Vehicle Theft
Arson
Fraud
Counterfeiting/Forgery
Embezzlement
Extortion/Blackmail
Vandalism/Damage to Property
Stolen Property
Drug/Narcotic Offenses
Weapons
Prostitution
Pornography/Obscene Material
Animal Cruelty
Total Group A

2021

2022

2023

2024

2025

%
Chng

1

1

1

0

0

0%

0

1

1

0

0

0%

1
47
270
55
164
76
3
19
126
1,144
483

0
30
281
52
170
80
4
12
103
1,198
618

53
2
407
60
1
3
218
38
342
46
1
9
2
2,792

65
4
327
66
12
7
211
45
324
61
0
15
1
2,767

0
13
247
51
128
68
3
8
70
1,137
680
30
75
3
261
52
5
12
120
28
220
54
2
7
2
2,320

0
33
271
57
153
64
7
12
101
1,243
624
2
31
4
290
49
3
5
160
22
89
43
1
17
9
2,390

0
41
328
49
212
67
7
11
61
903
524
0
36
5
284
38
1
12
136
9
70
38
1
13
4
1,998

0%
24%
21%
-14%
39%
5%
0%
-8%
-40%
-27%
-16%
-100%
16%
25%
-2%
-22%
-67%
140%
-15%
-59%
-21%
-12%
0%
-24%
-56%
-16%

Page 9 of 14

Appendix A (continued)
2021

2022

2023

2024

2025

%
Chng

D.U.I.
Disorderly Conduct
Offenses Against Family/Children
Liquor Laws
Loitering/Vagrancy
Drunkenness
Peeping Tom
Trespassing
Bad Checks
All Other Offenses
Total Group B

196
102
7
55
14
0
0
42
3
414
833

193
95
13
43
18
0
0
43
0
421
826

222
64
4
43
11
0
0
34
0
399
777

156
86
6
39
14
0
0
36
0
409
746

146
119
3
35
2
0
0
34
0
413
756

-6%
38%
-50%
-10%
-86%
0%
0%
-6%
0%
1%
1%

Grand Total

3,625

3,593

3,097

3,136

2,754

-12%

Group B Offenses

Page 10 of 14

Appendix B
Index Crime
Statewide
Hennepin County
Maple Grove

2019
130,373
42,927
1,172

2020
134,880
44,658
1,274

2021
136,807
46,814
1,424

2022
130,046
48,706
1,448

2023
113,918
47,081
1,348

2024
123,811
47,871
1,411

2025
93,701
39,716
1,110

% Change
-24%
-17%
-21%

2023
14,635
6,728
66

2024
14,516
6,739
85

2025
11,455
5,464
77

% Change
-21%
-19%
-9%

2023
99,283
40,353
1,282

2024
109,295
41,132
1,326

2025
82,246
34,252
1,033

% Change
-25%
-17%
-22%

Violent Crime
Statewide
Hennepin County
Maple Grove

2019
12,371
4,756
56

2020
14,495
5,958
58

2021
17,756
7,857
97

2022
16,049
6,878
78

Property Crime
Statewide
Hennepin County
Maple Grove

2019
117,864
38,171
1,116

2020
120,291
38,700
1,216

2021
118,618
38,957
1,327

2022
114,267
41,828
1,370

Page 11 of 14

Appendix B (continued)
Index Crime Rate
Statewide
Hennepin County
Maple Grove

2019
2,311
3,369
1,602

2020
2,384
3,495
1,723

2021
2,397
3,624
1,922

2022
2,241
3,866
2,041

2023
1,993
3,737
1,910

2024
2,158
3,802
1,979

2025
1,615
3,127
1,574

% Change
-25%
-18%
-20%

2023
256
534
94

2024
253
535
119

2025
197
430
109

% Change
-22%
-20%
-8%

2024
1,905
3,267
1,860

2025
1,418
2,697
1,465

% Change
-26%
-17%
-21%

Violent Crime Rate
Statewide
Hennepin County
Maple Grove

2019
219
373
77

2020
256
466
78

2021
311
602
131

2022
277
546
110

Property Crime Rate
Statewide
Hennepin County
Maple Grove

2019
2,090
2,995
1,525

2020
2,126
3,029
1,645

2021
2,078
3,021
1,791

2022
1,969
3,320
1,931

2023
1,737
3,203
1,816

Page 12 of 14

Appendix B (continued)
Violent Crime Data

Statewide

2019
117

2020
185

2021
202

Homicide
2022
2023
180
179

Hennepin
County

56

97

113

97

97

85

70

-15%

751

662

645

627

Maple
Grove

2

7

1

1

1

0

0

0%

19

18

23

16

2024
168

2025
156

Rape
% Change 2019 2020 2021 2022 2023
-7%
2,431 2,222 2,571 2,296 1,687

2024
1,695

2025 % Change
1,579
-6.8%

512

498

538

8.0%

5

16

17

6%

Statewide

2019
3,081

2020
3,885

2021
4,000

Robbery
2022
2023
3,252 2,787

2024
2,853

Aggravated Assault
2025 % Change 2019 2020 2021 2022 2023 2,024
1,885
-34%
6,742 8,203 10,983 10,321 9,983 9,800

2025 % Change
7,835
-20%

Hennepin
County

1,631

2,199

2,837

2,146

1,949

2,044

1,314

-36%

2,318 3,000 4,173 4,008 4,171

4,112

3,542

-14%

Maple
Grove

7

10

19

12

8

12

11

-8%

28

57

49

-14%

Page 13 of 14

23

55

52

52

Appendix B (continued)
Property Crime Data
Burglary
Statewide
Hennepin
County
Maple
Grove

Larceny

2019

2020

2021

2022

2023

2024

2025

15,735

16,789

14,481

12,098

10,406

10,435

9,153

5,105

5,902

4,982

4,298

4,028

4,125

75

107

126

103

70

101

% Change 2019

2020

2023

2024

2025

% Change

-12%

90,257 89,130 88,813 84,581 72,611

84,531

62,769

-26%

3,758

-9%

28,546 26,967 27,347 29,116 26,347

28,526

24,142

-15%

61

-40%

998

1,190

931

-22%

1,064

2021

1,145

2022

1,198

Motor Vehicle Theft
Statewide
Hennepin
County
Maple
Grove

1,155
Arson

2019

2020

2021

2022

2023

2024

2025

% Change 2019

2020

2021

2022

2023

2,024

2025

% Change

11,410

13,662

14,844

16,691

15,608

13,740

9,832

-28%

462

710

719

627

625

589

492

-16%

4,396

5,645

6,428

8,248

9,775

8,300

6,188

-25%

124

186

200

166

196

181

164

-9%

39

42

54

65

75

31

36

16%

4

3

2

4

3

4

5

25%

Page 14 of 14