Research Continues to Show High-Performing Agencies Use After-Action Reviews (AARs)

An After-Action Review (AAR) is typically conducted following a critical incident, but one can also be completed on a more informal basis following minor incidents or arrests. An AAR is conducted to allow responding officers to reflect on what happened, what did not work during the response and why, and how to improve weaknesses while building on what went well to sustain strengths.

The AAR is used by many police agencies and, when done properly, can be an incredibly effective organizational learning tool. The AAR can be very beneficial when administered as an open and honest exchange of ideas and observations among team members and when it is used to convey a commitment to identifying solutions. It can also be useful for providing feedback to improve performance and recognize a job well done.

The evidence-based benefit of AARs is strongly correlated to reduced liability risk when agencies review body-worn camera (BWC) footage as a tool to learn, train, and develop their officers. An AAR is even more effective when this process produces officer commendations and recognitions that highlight and share positive behaviors and practices that have resulted in a strong statistical correlation to reduced officer injuries.

Four Pillars of an AAR

The purpose of an AAR is to identify lessons learned, recognize effective actions, identify opportunities for improvement, and determine whether changes to training, policy, procedures, equipment, staffing, or interagency coordination are warranted.

There are four pillars or foundational questions to ask for an effective improvement-oriented AAR program with your agency.

1. What happened or occurred?
2. What was expected to happen?
3. What went well and why (often called best practices)?
4. What can be improved upon and how (often called lessons learned)?

Answering these four questions helps build a culture of continuous learning through the assessment of lessons learned and promising practices. This process is vital for protecting first responders, ensuring community safety, and responding effectively to all types of incidents.

Benchmark Analytics Research

The League of Minnesota Cities Insurance Trust (LMCIT) recently completed the fourth year of a research study with Benchmark Analytics called the iMPACT Project to utilize predictive analysis to identify key risk factors facing Trust member law enforcement agencies and to provide evidence-based recommendations for approaches to address these risks. One of the leading findings of the research addressed AARs. The research showed a strong correlation to a reduction in liability, workers’ compensation, and auto claims for agencies that had established an extensive AAR process. 

  Resources Available to Help Your Agency Develop an AAR Process and Policy

There are several resources available that can assist your agency in developing its own AAR process. The resources below also provide best-practice recommendations to maintain a professional and trusting environment, as the focus of any AAR process needs to be on learning and improvement, including individual performance and training along with a recognition and rewards program.

• How to Conduct an After-Action Review (COPS/National Police Foundation)
• After-Action Review (International Association of Chiefs of Police)
• LMC Information Memo and Evidence-Based Practice Quick Start Guide: After-Action Reviews (League of MN Cities)
• LMC Law Enforcement Model Policy – After-Action Reviews (League of MN Cities)
• After-Action Review and Reporting: An Introduction (No-Cost Online Training for Supervisors and Trainers, COPS Training Portal)
• Planning for Critical Incident Responses and Model Policy (League of MN Cities)
• Risk Management in Law Enforcement – Discussions on identifying and mitigating risk for officers, departments, and the public (Office of Community Policing Services)

If you have any specific comments or questions, contact me at tstille@lmc.org or (651) 215-4051.

In the meantime, stay safe!

Does a City Need to Administer a Police Officer Oath of Office?

Recently, I was contacted by a police chief who inquired if a city is required to administer an oath of office to a new police officer. I tried to remember if I was administered an oath when I was first hired as a peace officer over 43 years ago. Unfortunately, as I remember, I did not raise my right hand and affirm an oath and there was no formal ceremony before my first day on the job. I have learned that this was quite common over the years and that some agencies were not administering an oath of office.

The police chief who contacted the League was wondering if there is a legal requirement for new officers to take an oath of office. If so, he also wanted to know whether the oath of office must be in writing, as the city received a data practices request for all written oaths of office for members of the police department.

It upholds constitutional principles, reflects an agency’s code of conduct and ethics, and affirms a peace officer’s commitment to faithfully discharge the duties of protecting and serving the public. The oath is an expression of allegiance to the constitutional rights of those we serve and illustrates the personal commitment and dedication of agency members to their primary duties and responsibilities. Acknowledging the oath means accepting a tremendous responsibility.

In researching this question, I conducted a quick internet search for "police oath of office" and found several agency policies, along with a variety of oath wordings. I also learned that publicly posting these oaths is considered important because it demonstrates a commitment to community service and transparency while serving the public interest.

The Oath of Office: A Solemn Promise

I then wondered whether there was a constitutional requirement or applicable statute addressing oaths of office and found several important provisions.

First, Article VI, Clause 3 of the U.S. Constitution provides:

“The Senators and Representatives before mentioned, and the Members of the several State Legislatures, and all executive and judicial Officers, both of the United States and of the several States, shall be bound by Oath or Affirmation, to support this Constitution; but no religious Test shall ever be required as a Qualification to any Office or public Trust under the United States.”

This language makes the requirement that police officers take an oath or affirmation self-evident. Minnesota is one of the several states, and police officers are members of the executive branch who exercise the state's authority to enforce laws.

Second, a 1946 federal statute, 4 U.S.C. § 101, provides:

“Every member of a State legislature, and every executive and judicial officer of a State, shall, before he proceeds to execute the duties of his office, take an oath in the following form, to wit: ‘I, A B, do solemnly swear that I will support the Constitution of the United States.’”

This statute requires state legislative, executive and judicial officers to swear allegiance to the U.S. Constitution before carrying out the duties of their offices. It reinforces the supremacy of the U.S. Constitution and requires state officials to uphold it.

Third, the Minnesota Constitution also addresses oaths of office in Article IV, Section 8, and Article V, Section 6. Article IV, Section 8, states:

 “Each member and officer of the legislature before entering upon his duties shall take an oath or affirmation to support the Constitution of the United States, the constitution of this state, and to discharge faithfully the duties of his office to the best of his judgment and ability.”

Additionally, Article V, Section 6, addresses the oath of office for executive officers and states:

“Each officer created by this article before entering upon his duties shall take an oath or affirmation to support the constitution of the United States and of this state and to discharge faithfully the duties of his office to the best of his judgment and ability.”

 Finally, Minn. Stat. § 358.05 provides:

“The oath of office to be taken by members and officers of either branch of the legislature shall be that prescribed by the Constitution of the state of Minnesota, article IV, section 8. Every person elected or appointed to any other public office, including every official commissioner, or member of any public board or body, before transacting any of the business or exercising any privilege of such office, shall take and subscribe the oath defined in the Constitution of the state of Minnesota, article V, section 6.”

Is a Policy Required?

Although a written policy is not formally required, it is recommended that law enforcement agencies adopt one affirming that department members take an oath of office as an expression of their commitment to the constitutional rights of those they serve and their dedication to faithfully carrying out their duties.

The wording of an oath of office is not explicitly defined in the Constitution, merely the requirement that an oath be taken whereas an officer promises to do one fundamentally important thing – “support and defend the Constitution of the United States.”

Because of this, the wording of an oath of office varies and I have several sample policies including sample oaths of office available for your agency to consider.

The International Association of Chiefs of Police (IACP) Governing Body recently revisited the IACP Oath of Honor to punctuate the importance of treating all individuals with dignity and respect and ensuring the preservation of human life. 

The Oath of Honor focuses on integrity, character, public trust, courage, accountability and community, and serves as a commitment to ethical behavior. The Oath of Honor and the Oath of Office are distinct pledges with different purposes. The Oath of Office is a legally binding requirement for holding public office, while the Oath of Honor is a voluntary personal commitment to ethical conduct. The IACP encourages agencies to incorporate the Oath of Honor into swearing-in ceremonies to reinforce the department's core values. The IACP document and other oath resources can be accessed by visiting this webpage.

Maintenance Of Records

Oaths required by law must be filed as provided in Minn. Stat. §§ 387.01 and 387.14. Other oaths should be maintained with an employee's personnel records.

Each law enforcement agency should administer an oath of office to every licensed officer it employs, rather than relying on the oath administered by the officer's previous employer. The oath does not transfer from one agency to another. Additionally, during challenging times, agencies may find value in renewing the oath officers took when they entered the profession.

Minn. Stat. § 358.11 specifies where oaths of office must be filed. Oaths must be filed with the secretary of state for elected or appointed state officers; the city clerk or recorder for municipal officers; the town clerk for town officers; the clerk of a school district for school district officers; and the county auditor for county officers.

Questions?

It is important to understand the meaning, significance and legal requirements of the oath of office to deepen our understanding of the Constitution that police officers solemnly swear to uphold. I am available to answer any questions about adopting an oath of office and I have several sample policies for your agency to consider. I can be contacted at 763-232-5328 or by email at tstille@lmc.org.

Stay Safe,

Tracy

Remember: Responder Safety = Public Safety

The Importance of Advanced Leadership Training in Law Enforcement

In law enforcement, supervisory training often comes only after an officer is promoted. Because of this, many new supervisors find themselves in leadership roles without having received much formal training in leadership or management.

Effective leadership training for police leaders is essential because it helps shift an agency’s culture from being purely regulatory to more service-oriented, which can strengthen public trust, improve officer safety, and support individual development. Leadership training empowers officers and supervisors to improve decision-making in high-pressure situations, reduces misconduct through ethical accountability and transparency, and improves morale. 

In order to lead effectively and morally, police leaders need leadership training that provides skills in communication, emotional intelligence, team building, providing direction and guidance, decision-making, and conflict resolution. Leadership training is also key to developing the skills needed to create a culture of continuous learning within the organization, such as fostering a culture that emphasizes the proper use of after-action reviews. 

A 2025 study by the Institute for Law Enforcement Administration (ILEA) found that law enforcement leadership training programs that are rooted in communication, ethics, and accountability shift a supervisor’s mindset toward service-oriented policing, an approach that increases public satisfaction, safety, and community cooperation.  

In other words, the right leadership training can change mindsets when officers begin to see themselves as service-driven leaders and bring that perspective back to their agencies, which can prompt organizational changes and improve relationships with the communities they serve.  

Research Shows High-Performing Agencies Provide Advanced Leadership Training

The League of Minnesota Cities Insurance Trust (LMCIT) recently completed the fourth year of a research initiative with Benchmark Analytics, named the iMPACT Project, to utilize predictive analysis to identify risk factors facing Minnesota law enforcement agencies and to provide evidence-based recommendations for approaches to address these risks.  

One part of the research focused on advanced leadership training and whether it helps reduce risk. The study looked for connections between strong leadership development and better outcomes for both the public and law enforcement agencies. The research showed a strong correlation between leadership training and a reduction in both the severity and total loss of workers’ compensation and auto claims for agencies in the years after the practice was implemented. 

Further, the research found that agencies with command staff skilled in advanced leadership fostered cultures of excellence, purpose, and pride in service excellence. In addition, the research showed that agencies that provide advanced leadership training — along with having a clear mission statement and core values and a focus on normalizing officer mental health and wellness — also saw reduced turnover.

Leadership Training Available 

LMCIT’s Peace Officer Accredited Training Online (PATROL) program, in collaboration with the Minnesota Bureau of Criminal Apprehension (BCA), is developing a new series of leadership courses. The first course looks at the importance of trust and legitimacy at the individual level and how trust impacts the relationship between leaders and followers. Additional courses to be released in the coming months in this leadership series focus on topics such as succession planning and leadership transitions, how to set yourself up to be a successful supervisor, and practical skills for good leaders.  

There are a variety of additional advanced leadership training opportunities to enhance the professional development of law enforcement leaders and elevate policing and ethical standards within your agency. These trainings are for police officers at all levels, including mid- to senior-level leaders, and are available in Minnesota and at the national level. Some of the advanced leadership training opportunities available include:

·         PATROL Online Leadership and Trust Training (LMCIT)

·         FBI-LEEDA Command Leadership Institute (CLI)

·         FBI-LEEDA Executive Leadership Institute (ELI)

·         FBI-LEEDA Five Star Chief Executive Institute

·         FBI-LEEDA Leadership Integrity (LI)

·         FBI-LEEDA Leading Edge Mindset: Frontline Leadership

·         FBI-LEEDA Online Distance Learning

·         FBI-LEEDA Supervisor Leadership Institute (SLI)

·         FBINAA Leadership Certification Program  (FBINAA)

·         FBI National Academy (FBINA)

·         IACP First-Line Leadership Training (FLL)

·         IACP Chiefs Leadership Certificate Program (IACP)

·         IACP Leadership in Police Organizations (LPO)

·         Law Enforcement Executive Development Seminar (LEEDS)

·         Law Enforcement Supervisors Leadership Training Program (LESLTP)

·         MCPA Executive Leadership College (MCPA)

·         MN Advanced Leadership Academy (MCPA)

·         MN BCA Senior Leadership Development Training Program (BCA)

·         MN BCA Supervision Development Training Program (BCA)

·         MN CLEO and Command Academy (MCPA)

·         MN Fall Leadership Summit (MCPA)

·         MN Leadership Academy (MCPA)

·         Northwestern School of Police Staff & Command (SPSC)

·         PERF Senior Management Institute for Police (SMIP)

·         Police Executive Leadership Institute (Major Cities Chiefs Association)

·         Southern Police Institute (SPI)

Questions?

I am available to answer any questions about this ongoing research or the various advanced leadership training courses available to your agency. I can be contacted at 763-232-5328 or tstille@lmc.org.

Stay Safe,   

Tracy