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

Grant Program Supports Body-Worn Cameras for Small and Rural Law Enforcement Agencies

Body-worn cameras (BWCs) have become a cornerstone and useful tool of modern law enforcement with an estimated 80% of police officers using BWCs nationwide to enhance transparency with their communities and to document crime scenes and citizen encounters.  

The Small, Rural, and Tribal Body-Worn Camera (SRT BWC) Grant Program opened for new applications on Jan. 26 and the deadline to apply is March 12. Apply for the SRT BWC grant and watch an introductory video to the program.

The SRT BWC program provides funding for body-worn cameras to:

• Law enforcement agencies with 50 or fewer full-time sworn personnel
• Rural agencies located in non-urban or non-metro counties
• Federally recognized tribal law enforcement agencies

Funds may be used to purchase or lease body-worn cameras and to cover expenses reasonably related to implementing a comprehensive BWC program. Grants may support pilot programs, new implementation, or expansion of existing programs.

Grant funds may not be used for BWCs purchased prior to Jan. 1, 2026. A one-to-one match is required and may include in-kind contributions.

The program is administered by Justice & Security Strategies Inc. through a cooperative agreement with the Bureau of Justice Assistance. 

Research shows high-performing agencies use body-worn cameras 

The League of Minnesota Cities Insurance Trust recently completed the fourth year of the iMPACT Project, a research study that utilizes predictive analysis to identify key risk factors facing Minnesota law enforcement agencies and to provide evidence-based recommendations for approaches to address these risks.  

One of the findings of the research addressed body-worn cameras and how the data was being used to successfully reduce risks. The research showed a correlation to a reduction in both liability and worker’s compensation claims for agencies that have established a BWC program and a process for reviewing BWC data to provide direct feedback to officers. Quite simply, the evidence-based benefits of BWCs to reduce liability risk is centered around how agencies use that footage to learn, train, commend, and develop their officers through an after-action review process.  

League website offers additional resources related to body-worn cameras

The League offers free resources on the use of body-worn cameras, including a model policy, to help cities administer BWC programs and handle the subsequent data soundly and in accordance with Minnesota law. 

Additionally, the League’s Grant Navigator program can assist cities with the costs involved in applying for a grant. Grant Navigator helps cities understand, identify, and apply for grant funding for city projects, including BWC programs. Under the program, the League may provide funding up to $5,000 per city to cover grant research and writing expenses using consultants necessary to prepare the grant application. 

Questions?

I am available to answer any questions or address any concerns about your BWC program and this grant opportunity. Contact me at 763-232-5328 or tstille@lmc.org.

Stay Safe,

Tracy

Clean Slate Act-related Records Expungements Underway

The Bureau of Criminal Apprehension (BCA) has expunged (sealed) more than 75,000 records in the state's Criminal History System (CHS) following Minnesota Judicial Branch review in compliance with the Clean Slate Act, under MN Statute 609A.015.

These records now appear in the Clean Slate Expungement Report, a by-agency list of Clean Slate Act-expunged records in CHS. The report serves as notice to your agency that expungement relief was granted.

The work on approximately 2 million additional qualifying records is underway. Those approved for expungement – both past and future records – will be added to the Clean Slate Expungement Report as expungements occur.

How does the Clean Slate Act affect local agency records?

The Clean Slate Act requires automatic expungement (sealing) of certain records from a person's BCA criminal history that in the past would require the person to petition the court for an order expunging the record. Local agencies are not required to expunge records within their own systems. However, agencies should refer to the Clean Slate Expungement Report in CHS prior to releasing any records to ensure records contained in the report are not released.

It is important to review the Clean Slate Expungement Report because the report contains all levels of offenses that have been expunged, including petty misdemeanor and misdemeanor records that are not available through running a CHS report.  

Because these expungements apply to both prior and future records, agencies should now begin including a check of the Clean Slate Expungement Report in CHS as part of your data practices processes on an ongoing basis.

Training available

Training on how to access the Clean Slate Expungement Report in CHS is available on the BCA Launch Pad within the NexTEST training library.

Additionally, a new Expungement Manual for law enforcement leaders, city attorneys, and staff covering Minnesota Criminal Expungement matters was recently published by Richard Hodsdon, general counsel for the Minnesota Sheriff’s Association (MSA). MSA also plans to offer quarterly training in 2026, with the first training session scheduled for Jan. 27.

Questions?

Questions can be directed to Jill Oliveira, public information officer, Minnesota Department of Public Safety at 651-793-2726 or jill.oliveira@state.mn.us.

Stay Safe,

Tracy

Cybersecurity Pitfalls for Police Officers on Mobile Devices

Guest post by Christian Torkelson, LMCIT cybersecurity loss control field consultant, and Garrett Johnson, LMCIT loss control consultant

Police work is fast, demanding, and always on the move. Mobile phones and tablets make it easier to stay connected in the field, but with convenience comes risk. Hackers know officers are busy, rely on email and file sharing, and trust each other. That makes law enforcement a tempting target. Here are some common cybersecurity pitfalls to watch for.

1. Rushed Decisions on Email and Messages

The fast pace of calls and reports leaves little time to study every email or text. Attackers count on this. They send messages that look urgent or official, hoping you’ll click a bad link or download an infected file without thinking twice.

Tip: Slow down before clicking. Even a 10-second pause to check the details can save hours of cleanup later.

2. Small Screens Hide Big Details

Most mobile email apps only display the sender’s name by default, not the full email address. Hackers can type any name they want, such as “Chief Johnson” or “Court Admin.” Unless you click on the name to expand it, you won’t see the real sender address.

Tip: Always expand and check the full address before trusting an email. Don’t assume the displayed name is genuine.

3. Collecting Evidence on Personal Phones

Phones are sometimes used to take photos, record videos, or send sensitive information. But if this happens on a personal device, the evidence is at risk. Pictures, attachments, and sensitive messages may sit in your inbox or photo roll long after you forget about them. If your phone is lost, stolen, or hacked, that evidence can be exposed. Likewise, any evidence retained in your email inbox could easily become a data breach if your email or Microsoft account was compromised. 

Tip: Lock down your device with strong passcodes or biometrics. Follow department policy for where and how evidence is stored. Clear sensitive material from your phone and email as soon as it’s properly uploaded or secured.

4. Trust Can Be Exploited

Police departments are close-knit, and officers often need to send each other information both within and across departments. Hackers know this. If one officer’s email account is hacked, the attacker often sends messages to everyone in their contact list. Because the emails come from a trusted colleague, others may open them without hesitation. This can lead to rolling attacks that spread across officers and departments.

Tip: If you ever suspect your account has been hacked, report it immediately. And if you receive an odd message from a fellow officer, verify it’s really them before responding.

Final Word

Your phone is a powerful tool, but also a target. By staying alert to these pitfalls, you can protect yourself, your colleagues, and your community. Cybersecurity doesn’t mean slowing down the job. It means taking small, smart steps to keep control of the tools you rely on every day.

New Minnesota Law Enforcement Accreditation Program Seeks to Enhance Professionalism

Recent legislation across the nation and calls for police reform have made law enforcement accreditation a hot topic of conversation. An accreditation program is designed to help law enforcement agencies implement effective practices, improve outcomes, and promote safer communities by promoting excellence in policing through the adoption of standards that reflect state and national professional best practices.  

Minnesota joins other states in developing its own accreditation program

Each state may have its own unique accreditation program, with standards and processes tailored to its specific needs and context. Examples include the New York State Law Enforcement Accreditation Program, the Illinois Law Enforcement Accreditation Program, and the Ohio Collaborative Law Enforcement Accreditation Program. 

The Minnesota Law Enforcement Accreditation Program (MNLEAP) is a new voluntary initiative designed to recognize and improve the quality of law enforcement agencies by ensuring they meet specific standards and best practices. The program aims to enhance professionalism, public confidence, improved internal practices, and the overall effectiveness of law enforcement across the state.  

MNLEAP standards are consistent with the requirements of Minnesota POST, which operates under the authority of Minnesota Statutes and Administrative Rules. The MNLEAP Standards Manual details a variety of obtainable law enforcement best practices and functions, including administrative, personnel, operations, investigative, and arrestee or prisoner. 

Accreditation determined by MNLEAP Commission

The process of achieving Minnesota accreditation is outlined in the Accreditation Process Manual, which explains how an agency conducts a comprehensive self-assessment by reviewing their policies, procedures, training, and operations against the established accreditation standards. Those operations are then reviewed to ensure compliance with the established standards, after which a decision to grant accreditation is made by the MNLEAP Commission, which oversees the accreditation standards and provides guidance to law enforcement agencies across the state. If the law enforcement agency meets the standards, it is awarded accreditation and must also undergo a periodic re-accreditation assessment to ensure ongoing compliance. 

Jen Wolf, deputy administrator for the League of Minnesota Cities Insurance Trust, currently serves on the MNLEAP Commission.  

Grants available to cover accreditation costs

Obtaining accreditation may seem cost prohibitive for some agencies, but grants are available to fund help cover the costs:

• The Minnesota Chiefs of Police Association offers financial assistance to assist small agencies with the accreditation process.  
• A federal grant for the Community Policing Accreditation Program is available through the U.S. DOJ COPS Office. The deadline for the 2025 grant period closed in June, but information about the next grant period will be posted on the website when it is available. 

Related materials

The Minnesota Chiefs of Police Association offers several materials related to MNLEAP, including: 

• Welcome & Question Guide 
• Agency application 
• Sample letter of intent 
• Fee schedule 
• Announcement/communication templates to share updates with city leaders and council members, and to highlight your agency’s progress on social media or in the news  

If you have any questions on the MNLEAP process, contact Accreditation Specialist Josh Potts at the Minnesota Chiefs of Police Association at 763-516-0153 or josh@mnchiefs.org.  

I am also available to answer any questions or address any concerns. I can be contacted at 763-232-5328 or tstille@lmc.org.

Stay Safe!

Tracy

June Is National PTSD Awareness Month

June is widely recognized as National Post-Traumatic Stress Disorder (PTSD) Awareness Month. PTSD is a mental health condition that can affect people of any age, not only after a single traumatic event, but also due to prolonged exposure to cumulative stress, repeated trauma or overwhelming life experiences. It is more common than many realize, affecting about 12 million people in the United States.

This month aims to reduce stigma, promote understanding of PTSD, and encourage people to recognize symptoms and seek treatment and support. PTSD is sometimes considered an “invisible wound” so awareness can help us be better equipped to understand and support our member cities as they work to serve the well-being of their employees and the diverse communities they serve. 

History of PTSD Awareness Month

In 2010, Congress officially designated June 27, 2010, as National Post-Traumatic Stress Disorder Awareness Day. Staff Sergeant Joe Biel passed away in 2007 after suffering from PTSD – his birthday, June 27 — was selected as the official PTSD Awareness Day, which is now observed each year. In 2014, Congress designated the full month of June 2014 as National Post-Traumatic Stress Disorder Awareness Month.

What is PTSD?

PTSD first appeared in 1980 as a term in the third edition of the Diagnostic and Statistical Manual of Mental Disorders. Although first referred to as PTSD that year, earlier medical publications referred to conditions such as “soldier’s heart,” “shell shock,” and “war neurosis” as it was often associated with combat veterans. 

PTSD is a mental health injury that can occur after experiencing, or being exposed to, a traumatic event or prolonged stress, that can affect our emotions, brain, and body functions. At first, medical professionals believed that PTSD originated from one traumatic event. However, it is now recognized that continuous exposure to stressful situations, or cumulative stress, can also cause symptoms of PTSD. 

There are four common groups of symptoms that people with PTSD exhibit. 

• Intrusive/re-experiencing symptoms, which cause a person to re-experience the trauma through flashbacks, nightmares, distressing and intense memories, and/or emotional distress or physical reactions after being exposed to triggers. 
• Avoidance symptoms when a person tries to avoid reminders of the trauma, including avoiding people, places, conversations, activities, etc., and/or trauma-related thoughts or emotions.
• Negative changes to mood or thoughts, like blaming self or others for the trauma, decreased interest in things that were once enjoyable, negative feelings about self and the world, inability to remember the trauma clearly, persistent negative emotional state, feelings of detachment from others, and/or difficulty feeling positive emotions. 
• Changes in reactivity, such as aggression or irritability, risky or self-destructive behaviors, hypervigilance, difficulty concentrating, difficulty sleeping, and/or heightened startle response.

PTSD Treatment and Resources

PTSD symptoms may happen suddenly or gradually over time, have a delayed or immediate onset, and can present as a few symptoms or multiple symptoms. Regardless of the onset and number of symptoms, receiving treatment can help manage symptoms and sometimes alleviate them all together. For PTSD and symptoms of PTSD, it is key to seek help as soon as possible rather than waiting. 

The League of Minnesota Cities maintains many resources that cities can use to support mental health. The PTSD and Mental Health Toolkit, for example, helps members address issues of public safety mental health and PTSD. Toolkit topics include information on wellness and its relationship to mental health, mental health strategies and concepts and practices that leaders can embrace, guidelines and samples for establishing a peer support program, an overview of early intervention tips for trauma, stress, and other mental health concerns, information about effective treatment of PTSD, information on addressing and preventing crisis, practical discussions of human resources considerations, and information about other resources and organizations that work to support mental health. 

Additional Resources 

• LMC webpage on post-traumatic stress disorder
• Resolution designating June 27, 2010, as “National Post-Traumatic Stress Disorder Awareness Day” (S.Res.541 - 111th Congress (2009-2010))
• Resolution designating the month of June 2014 as “National Post-Traumatic Stress Disorder Awareness Month” (S. Res. 481 - 113th Congress (2013-2014))
• Veteran.com - PTSD Awareness Month 
• Substance Abuse and Mental Health Services Administration (SAMHSA) Recognizes Post-Traumatic Stress Disorder Awareness Month
• U.S. Department of Veterans Affairs – National Center for PTSD
• Help Raise PTSD Awareness - PTSD: National Center for PTSD 

COPS Office Training Portal Offers Free Online On-Demand Training

Since 2016, the National Center for Policing Innovation (NCPI) has collaborated with the COPS Office to build the COPS Training Portal, an accessible, web-based learning platform and resource hub for the nation’s public safety community.  

Enrollment in the portal has experienced exponential growth with more than 134,000 course enrollments from more than 67,000 public safety professionals who serve more than 10,700 law enforcement agencies nationwide.  

The COPS Training Portal provides policing resources and training on a wide variety of public safety topics including officer wellness and safety, school safety, de-escalation, after-action reviews, vehicular pursuit management, crisis response, traffic safety, leadership training and many more.

The COPS Training Portal exists to directly support your training efforts by providing a no-cost means for your entire law enforcement department to access high-quality training and resource materials to supplement the training your agency is already doing. This no-cost training is available by accessing the COPS Training Portal and creating an account, which is also available on a mobile app in the App Store or Google Play.   

If you have any comments or need guidance setting up your no-cost account, contact me at tstille@lmc.org or (651) 215-4051.

In the meantime, stay safe!    

Tracy

9 Things You Need To Know About Peer Support

By the Peer Support Advisory Board of Minnesota, in partnership with the League of Minnesota Cities Insurance Trust

Less than five years ago, very few first responders were familiar with the term “peer support.”  Today the term is normal to hear in conversations between first responders. Peer support teams, resources, and discussions around the topic are common in first responder culture. 

Despite this change, many first responder groups have yet to take the jump into this critical part of a wellness program. This article will cover nine things you need to know about peer support, in hopes of answering questions that may be barriers to starting a peer support program.

Confidentiality Is Key

Loose lips sink ships! There’s no quicker way to lose trust and credibility than through gossip and side talk. Peer support will not work when this is the culture of an organization or a concern of those participating in the program. Fostering trust in an organization for a peer support program requires that: 

• The organization actively creates an environment that allows and encourages safe, open, honest, and vulnerable communication.
• Information shared in peer-to-peer communication must be held in confidentiality to build trust. Trust is the base of the process of sharing, listening, normalizing, validating, and healing.
• Confidentiality must be stressed during recruitment.

Recruit the Right Team Members

Finding and empowering the right people to create, manage, and participate on your peer support team is critical to the success of the program. Key characteristics to look for include trustworthiness, compassion, empathy, and peer acceptance. However, it’s equally important to identify "true believers" — those who deeply understand and are committed to the peer support program. The “true believer” is someone whose motivation is the wellness of their peers and the organization. They are willing to do the hard work, is a team builder, and self-motivated to overcome challenges.  

The selection process should include input from both management and frontline employees. Management can ensure alignment with organizational goals and provide resources, while employees can offer valuable insights into potential candidates' peer relationships and suitability. The process should maintain consistency and fairness, recruit from a variety of ranks, and questions should be asked to assess empathy and ability to handle sensitive situations. 

Build a Balanced Program

It is essential to avoid creating a peer support program that is either too expansive or too limited.  A program that tries to cover too many aspects or includes too many participants may struggle to deliver meaningful support. It may also become complex to manage, making it difficult to maintain quality, consistency, and effectiveness. A program that is too narrow may not address the needs of all employees, reducing its overall impact. A narrowly defined program may also lack sufficient resources, resulting in a lack of comprehension and support. 

Achieving balance in a peer support team is critical to its effectiveness and sustainability. An appropriately scaled program will be comprehensive enough to meet diverse needs while remaining focused and manageable, ultimately providing a supportive environment that benefits all participants. 

Involve Professional Mental Health Providers

Culturally competent mental health providers are a critical component of any effective peer support program. While the degree of provider involvement may vary between programs, their roles often include contributing to training, supporting program development, and providing appropriate clinical handoffs when a peer’s needs exceed the scope of peer support.

A clear understanding that “peer support is not therapy, and therapy is not peer support” is essential. This distinction reinforces healthy boundaries, ensures team members stay within their role, and helps build trust between peer supporters and mental health professionals.

Clinical partners should have demonstrated experience working with first responders and an understanding of public safety culture. Selection should be led by individuals involved in the peer support program, with input from trusted team members and consideration of qualifications such as training in trauma-informed care, critical incident response, and familiarity with first responder roles. The mental health provider’s role is to support, not to manage, and to serve as a resource when peer support team members identify the need for professional intervention.

Define Goals and Encourage Feedback

Well-defined roles are essential to set clear expectations and reduce confusion within peer support programs. When roles are collaboratively established by a diverse team, including peer supporters and administration, it fosters shared understanding and helps build lasting trust across the organization.

We know that first responders can be skeptical of change. Therefore, providing detailed explanations and education about the program to build trust and buy-in is vital. This includes sharing what peer support is and what it is not. Emphasize that participation in the peer support program is separate from performance or fitness-for-duty evaluations to alleviate any concerns about confidentiality and evaluation.

To effectively change culture, start by planting early seeds of change. This involves encouraging open dialogue and asking for and acting on feedback. Create channels for ongoing communication where everyone can ask questions, and the team can explain its benefits and address any concerns.

By systematically addressing these steps, you can build a robust program that effectively integrates into the organizational culture, supports positive change, and ensures successful outcomes.

Pursue Ongoing Training

In 2020, Minnesota enacted Statute 181.9731, which mandates that peer counselors complete a minimum of 30 hours of standardized training provided by the Minnesota Department of Public Safety. This training is available to organizations through approved providers and includes training sponsored by the League of Minnesota Cities. It is offered in different formats, including in-person and with limited parts of the training offered virtually.

Although continuing education is not required by statute, it’s always a good idea to refresh and sharpen skills. Many teams enhance their skills by participating in monthly or quarterly sessions that delve into advanced aspects of behavioral health, including various therapeutic modalities and crisis intervention strategies. The Peer Support Advisory Board also provides free quarterly training to peer counselors across the state. Learn about the Peer Support Advisory Board.

Use the Team Model That Works Best for Your Organization

There are common fundamentals throughout programs, but team structure and make-up are typically dictated by current agency modeling — organizations use what works well for their daily operations and culture. 

• Internal Model: In this approach, peer support teams operate within a single organization and are composed of individuals from that agency. These teams provide support and resources exclusively to their own members.
• Consortium Model: This model involves collaboration between multiple organizations, pooling resources, training, and expertise from a wider network. By drawing on the experience and capabilities of various agencies, the consortium model can offer more comprehensive support and specialized knowledge than what might be available within a single organization. The consortium model may work well for agencies that feel they are too small to support their own program.

Initial training and clinical oversight represent the most significant expenses for both models. Thereafter, the consortium model is typically the most cost-effective. However, it is important to look at the long-term value of the training and how each model can contribute to policy recommendations, health and wellness, and a culture that supports employees by listening, relating and validating each other.

Make Note of Legal Considerations

When setting up a peer support program, organization leaders should understand the statutory limits to privacy, confidentiality and privilege. Minnesota State Statute 181.9731 helps first responders define roles and limits in peer-to peer communication but also recognizes exceptions as mandated reporters. It protects peer-to-peer communication and classifies the interaction as private and not disclosable to third parties, except in federal cases. 

As a mandated reporter, the duty to warn supersedes the protections provided by state statute. During a protected conversation, if a first responder communicates a plan for suicide, any homicidal violence, or abuse to a child or vulnerable adult, mandated reporting is still applicable. 

When setting up a program, your organization should consider these limits. Adding a clinical director to the team structure and implementing policy can help alleviate concerns when these limits are approached. 

Think of Peer Support as ‘Mental Health First Aid’

Peer support teams create a caring work environment, where trained personnel are readily available to provide psychological first aid. Through training and collaboration with mental health providers, peer support teams work to prevent mental illness and may help those who suffer recover more quickly. Peer support can also improve organizational morale, reduce sick leave, increase retention, and increase overall organizational performance.

New Minnesota Law Aims to Enhance Cyber Defenses

There were more than 1,000 cybersecurity incidents, including data breaches and ransomware attacks, in Minnesota in 2023 — hitting schools, universities, and government offices, according to a WCCO news story. As cyber threats continue to increase and evolve, many state and local governments are implementing cybersecurity plans, like Minnesota’s Cybersecurity Plan from Minnesota IT Services (MNIT), and strengthening their cyber defenses.  

A new state law, effective Jan. 1, 2025, aims to enhance cyber defenses by collecting information about cybersecurity incidents in Minnesota. Cities, including law enforcement agencies, are subject to these requirements. A cybersecurity incident is defined by law as an action taken using an information system or network that results in an actual or potentially adverse effect on an information system, network, or the information it contains.  

The law requires public agencies, including cities, counties, higher education, school and related intermediate districts, law enforcement agencies, state agencies, and townships to report cybersecurity incidents beginning Dec. 1, 2024. Also, if a cybersecurity incident affects a public agency, contractors or vendors working with the government must inform the agency about the incident. The goal is to collect information that can help all agencies understand how security controls are bypassed and assist other organizations in defending IT resources and data. 

Required entities should report cybersecurity incidents that impact services, systems, or people. This includes successful cyber events that compromise agency accounts, systems, data, or that bypass security controls and target government systems. Examples include compromised accounts and passwords, defacement, denial of service (DoS), network attack, potential data exposure, ransomware, social engineering, unauthorized access, web application attack, or attacks targeting systems that control industrial processes, such as factories and utilities.  

The report must be made within 24 hours if criminal justice information and systems are impacted and within 72 hours of the government entity, public agency or the contractor discovering the incident or reasonably identifies or believes that a cybersecurity incident has occurred. Cybersecurity incident reporting is in addition to other reporting requirements, like those for the Office of the Legislative Auditor and data breach reports required by Minnesota law. 

How to file a cyber incident report

The required report can be completed online through MNIT’s Cybersecurity Incident Reporting webpage. Cyber incidents reports can also be made over the phone or via email at the contact information listed below:   

• MNIT Enterprise Service Desk: 651-297-1111 or 1-888-717-6638; cn.mnit@state.mn.us
• Minnesota Fusion Center: 651-793-3730 or 1-800-422-0798; mn.fc@state.mn.us
• Bureau of Criminal Apprehension – Information Security Office: 651-793-2500 or email emergent criminal justice information and system issues to bca.servicedesk@state.mn.us and bca.iso@state.mn.us
• Emergent election issues can also be sent to MNOSS.cybersecurity@state.mn.us

Before sharing threat reports with local entities, the reports will be anonymized to ensure the names and details of impacted organizations remain confidential.

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

In the meantime, stay safe!    

Tracy

National Law Enforcement Suicide Awareness Day 2024

The escalating crisis of mental health within law enforcement has prompted the creation of wellness programs within agencies or departments, including Peer Support groups, online resources, and ongoing therapy. However, the topic of suicide remains clouded by stigma and silence, making honest conversations both crucial and difficult.

The statistics are sobering. Suicide is the leading cause of death among firefighters, emergency medical technicians (EMTs), and police. According to Ruderman Family Foundation, police and firefighters are more likely to die by suicide than working in the line of duty. For many, that is where the conversation about law enforcement and first responder suicide stops.

This year, Minnesota’s public safety agencies have witnessed significant loss by suicide, with each incident just as tragic as the one before. This begs the question, why aren’t agencies getting better at seeing the signs and why isn’t our standard approach of “ask, probe, and refer” working?  

Cumulative Trauma and Compartmentalizing

The truth is that the primary drivers of suicide risk are different for first responders. Suicide risk is increased within public safety due to the nature of the work, which regularly exposes individuals to high levels of trauma and stress. These repeated experiences can lead to cumulative trauma, where the emotional weight of each incident adds up over time, resulting in chronic stress and traumatic injuries.

First responders often excel at compartmentalizing their emotions, an essential skill that keeps first responders safe in the work they do. However, when psychological and emotional pain is compartmentalized and suppressed, it can have negative consequences. The need to belong, and the fear that they will be judged, or considered unfit for duty, or seen as a burden to their friends, family or colleagues, is enough to keep everything hidden. It is imperative that we rethink our approach to suicide prevention within the first responder community.

Innovative Strategies

Dr. Shauna Springer, chief psychologist for Stella, a leading authority for innovative trauma treatments, suggests an alternate approach – one specifically for first responders.

Dr. Springer's approach to suicide in the first responder community focuses on normalizing discussions about mental health to diminish the stigma often associated with these topics.

She advocates for "equalizing" trauma experiences, reminding first responders that they are not alone, and relaying the message that we are all resilient until we are not. Her framework encourages individuals to "ask" about each other’s well-being, highlighting the need for a strong connection, and fostering a culture where checking in becomes a regular practice. By introducing the concept of "encircling," she underscores the necessity of a supportive network that surrounds those in distress, cultivating a sense of belonging and safety. Finally, the principle of "holding" highlights the importance of holding the connection, to ensure that first responders feel valued and cared for, which ultimately contributes to a healthier and more resilient community.

With established wellness programs and greater recognition of trauma’s physiological and psychological impact on the body within the first responder communities, we have an opportunity to recognize where traditional response has failed and build a new approach. Addressing these issues requires collaboration and cultures that prioritize well-being. Through open discussions about the impacts of stress and trauma and promoting self-awareness, we can work toward reducing the stigma and ultimately lowering the risk of suicide within public safety.

If you or your loved one is experiencing thoughts of suicide and would like to talk about it, please consider the list of resources provided on our website.