Strategic Plan 2018-2023 Durango Police Department Email: email@example.com
Tel: (970) 385-2900
990 E. Second Ave.
Durango, CO 81301
TABLE OF CONTENTS Message from the Chief ____________________________________________________ 3. Mission Statement and Vision Statement ______________________________________ 4. Organizational Chart ______________________________________________________ 5. Core Values _____________________________________________________________ 6. Planning Process and Implementation ________________________________________ 7. Goals and Objectives ______________________________________________________ 8. Community Engagement ________________________________________________ 9-15. Crime Prevention and Control ___________________________________________ 16-21. Transportation Safety __________________________________________________ 22-27. Enhance Infrastructure _________________________________________________ 28-35.
MESSAGE FROM THE CHIEF In recognition of our commitment to keep the Durango community informed and engaged, it is with great pride that I present to you the Durango Police Department’s Strategic Plan. In 2017, the Durango Police Department took a new approach for the department by identifying a need to create a strategic plan for the Police Department. Strategic planning is a process that defines the organizations Identify, Mission, Values and most importantly its Vision and the plan to arrive at a newly defined future space. This plan is built upon input from various stakeholders in the community as well as within the Durango Police Department. The purpose of the plan is guide personnel of the agency as we fulfill our responsibilities to the community. Our plan focuses on four (4) key areas which will allow us to focus on central issues by collectively building a vision for the organization that will guide us in the present with an eye towards the future:
Crime Prevention and Control
“We are here to serve our community. And only with our community’s help, can we build a collective vision for all of us, which will enable Durango to be the best place to live, work, and play.” The focus of the strategic plan is an underlying understanding that police professionals should and need to work with the community it is charged with serving and work collaboratively to build a collective vision. The intent of the plan is to look to the future to meet the challenges facing our community and the law enforcement profession. The plan acts as a foundation for our actions in the future with an understanding that we need to be fluid in our approach and adjust accordingly. I encourage you to review the plan and become familiar with our key objectives. We also look forward to opportunities to work together in building a collective vision for our community. Thank you and we look forward to continuing to serve you.
Kamran Afzal Chief of Police
PLANNING PROCESS AND IMPLEMENTATION WHAT IS STRATEGIC PLANNING AND WHY IS IT IMPORTANT? Strategic planning is a process that defines the organizations identity, mission, values and most importantly, its vision and the plan to arrive at a newly defined future space. In the Spring of 2017, the Durango Police Department embarked on a Strategic Planning process focusing on four key areas: community engagement, crime control and prevention, transportation safety, and enhance infrastructure.
The Durango Police Department kicked off the planning process for this undertaking with input from the community through Town Hall meetings, on-line surveys, and input from the city and involved personnel from all ranks of the Durango Police Department. The purpose of the plan is to guide personnel of the agency as we fulfill our responsibilities to the community.
Our plan focuses on the four key areas which will allow us to focus on central issues by collectively building a vision for the organization that will guide us in the present with an eye towards the future.
GOALS AND OBJECTIVES
Crime Prevention And Control
GOAL: Community Engagement OBJECTIVE 1: Strengthen bonds with the community and promote partnerships Strategy 1 : Increase awareness and education of the community Purpose: To work with members of the community to educate them on state and local laws and procedures, and make them aware of current crime trends in Durango. Action Plan:
Organize community events with diverse stakeholders to seek input and educate them on the community’s role to increase safety. …work with CET to plan Utilize digital media to keep community informed on crime trends and issues of concern. Develop, and deliver PSAs on crime prevention, and issues of concern. Develop, coordinate and implement educational program with the community on the effects of impaired/distracted driving. Enhance and expand volunteer programs Coordinate media and communications with City PIO when appropriate
Measures of success: Periodically conduct community input & satisfaction surveys Set benchmarks for number of meetings held & attendance Set benchmarks for media products created & pushed out Increase in number of volunteers and hours Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Shaline / Commander Shupe March - June 2018 Update: TACTICS: •Ongoing community education programs with CET, ie. active threat training for businesses, liquor laws and over-service instruction, shoplifting prevention, etc. •Statistical data and crime concerns are shared on City website and PD Facebook •Ongoing public service announcements and education efforts, ie. traffic laws and aggressive driver education, package theft awareness, fireworks laws, drone laws, etc. •CET has conducted at least two impaired driving programs, and Administrative Officer Taylor often releases PSAs regarding the penalties of impaired driving prior to historically high-arrest weekends •Administrative Officer Taylor regularly confers with our City PIO when appropriate
GOAL: Community Engagement OBJECTIVE 1: Strengthen bonds with the community and promote partnerships Strategy 2: Engage and participate with our diverse community groups to build positive relationships. Purpose: To reach out to a variety of groups within our community to foster good relationships. Action Plan:
Partner with community groups to understand community perspective, concerns and build relationships Establish relationships with our faith based community members. Develop partnerships with underrepresented groups in the community.
Measures of success:
Conduct community survey for satisfaction with police services. Increase number of partnerships with community groups. Set benchmarks for ongoing engagement with community
Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Peterson / Commander Shupe March - June 2018 Update: TACTICS: •Town Hall Meeting in March •National Prescription Drug Take Back Day in April. •Chief’s Citizen Advisory Panel met in May. •21st session of Citizens Police Academy graduated 11 students in May. •Coffee with a Cop in March and June. •Law Enforcement Memorial River Walk and Community BBQ in May.
GOAL: Community Engagement OBJECTIVE 1: Strengthen bonds with the community and promote partnerships Strategy 3: Enhance and promote community service culture in the Police Department. Purpose : Promote service to the community as a core function of police service provided by the Durango Police Department at all levels of the organization. Action Plan:
Promote and recognize employee’s community involvement and engagement as a metric for the organization. Institute a program where employees are to identify a community issue and provide and implement a solution with the affected community. Implement cycle of training on regular intervals focusing on fostering community relationships. Implement community engagement as a core element of selection process for entry level, lateral and promotional opportunities.
Measures of success: Number of employees involved in community outreach programs Community participation tied to evaluations Implementation of community service in the selection and promotion process. Target Completion Date: Fiscal Year 2019 Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Sweetwood / Commander Shupe March - June 2018 Update: TACTICS: •Public Safety Awards held in May. Officer Cindi Taylor awarded Public Safety Community Service Award of the Year for 2017. This award was given for her outstanding work on Social Media, as well as coordinating all the community events. •Multiple Life Saving Awards given at Public Safety Awards. •Multiple officers and supervisors participated in Tip-A-Cop for Special Olympics in April. •Officer Cindi Taylor and Officer Leonard Martinez attended Summer Games for Special Olympics Colorado in June and handed out medals. •Community Engagement Team working closely with patrol to promote community service culture. •Corporal Testing in June incorporated a SARA Model project into the promotional procedure.
GOAL: Community Engagement OBJECTIVE 2: Strengthen alliance with businesses and organizations Strategy 1: Collaborate with community members to address quality of life and economic vitality concerns Purpose: To enhance the safety and quality life and continual economic vitality in our community. Action Plan: Distribute information on regular intervals to citizens and businesses on crime and quality of life issues. Coordinate with other city agencies, and where appropriate county agencies, to address issues such as pan handling, transient population, traffic concerns and any other issues that may arise. Hold regular meetings with businesses and organizations such as the BID, DATO, the Chamber of Commerce, the Economic Alliance or any other entity seeking opportunities to partner and resolve economic vitality and other long-standing concerns. Engage with surrounding community around businesses to identify community problems. Promote digital media as a communication tool such as Facebook, Twitter and/or NextDoor. Establish a strategy to work with alcohol serving establishments to reduce the impact on other aspects of the business community. Establish protocols to hear the concerns of the community. Coordinate with CMO when appropriate. Measures of success: Citizen satisfaction survey. Number of meetings attended with stakeholders Number of partnerships established to problem solve issues identified. Number of involvement of other city agencies (or county where appropriate) to address community concerns. Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Shupe March - June 2018 Update: TACTICS: •Command Staff attending monthly meetings with the Business Improvement District. •Patrol working closely with BID’s Ambassador Program to address problem behavioral issues downtown. •Bike Patrol and Walking Patrol are implemented for CBD and parks and trails. •Community Engagement Team presented several trainings to local liquor establishments. •Multiple meetings attended in reference to homeless issues. •Police Department assisted with Homeless Camp relocation. •Police Department assisted with 416 fire during all phases, to include EOC, Shelter, Evacuations, Traffic Control, Security for evacuated structures and fire personnel.
GOAL: Community Engagement OBJECTIVE 2: Strengthen alliance with businesses and organizations Strategy 2: Collaborate with non-profits and community service organizations Purpose: Partner with service oriented entities to increase the effectiveness of service provided for our community. Action Plan: Identify individuals and groups for service oriented entities requiring their assistance. Engage with faith based organizations to address common concerns. Partner with other governmental and non-profit entities whose mission is to serve the community at-large in order to improve quality of life. Work with service oriented entities to organize and coordinate community events. Establish partnerships with medical and mental health entities to address mental health and substance abuse issues affecting the community. Measures of success: Number of partnerships and collaborations established with service oriented entities. Number of meetings attended. Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Shupe March - June 2018 Update: TACTICS: •Axis Mental Health presented training to patrol officers in April. •Axis Mental Health forming a Crisis Team with DPD to address calls in the field. •Department joined the LINKS program which addresses high frequency users of public safety, health care and detox.
GOAL: Community Engagement OBJECTIVE 3: Promote Trust and Transparency Strategy 1: Educate residents on police policies, training and tactics Purpose: Foster understanding by the community and provide mechanisms for the community to provide feedback on policies, procedures, training and tactics. Action Plan:
Utilize digital media to educate the community on the organization’s vision and mission to ensure that policies and training and tactics are aligned. Establish protocols to utilize multiple mediums to educate the community such as digital media, print media, town hall meetings, site tour of the department and volunteering Continue to Promote Citizen Police Academy through multiple platforms. Assess and evaluate the department’s ability to host multiple Citizen Police Academies. Utilize Department website to post all policies for access to public.
Measures of success:
Number of meetings held. Increase number of individual followers of department’s digital media. Increase in number of mediums through which information is shared with community. Increase number of Citizen Police Academy graduates.
Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Shupe March - June 2018 Update: TACTICS: •Chief’s Citizen Advisory Panel met in May. •21st Session of Citizens Police Academy graduated 11 students in May.
GOAL: Community Engagement OBJECTIVE 3: Promote Trust and Transparency Strategy 2: Ensure high professional standards Purpose: Review, evaluate and monitor professional standards to promote greater accountability, leadership and ethics within the department in order to better serve the community. Action Plan: Establish protocols for self-assessment on annual basis. Yearly department wide training on topics such as ethics, implicit and explicit bias. Prepare and modify directives where necessary. Establish protocols for every citizen complaint to be investigated Open public access to complaint policy. Re-institute citizen advisory committee for citizen generated complaints Establish a Chief’s Advisory Panel Measures of success:
Reduction in number of sustained complaints Increase in employee retention Increased public satisfaction with PD employee character Maintain accreditation from Colorado Association of Chiefs of Police and National Association
Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Shupe March - June 2018 Update: TACTICS: •Body-Worn Camera and In-Car Camera project put on hold due to budget restraints. Grant applied for in June to help offset some of the cost. •The Department has investigated 6 Internal Affairs Complaints and 1 Inquiry through June. All 6 complaints were sustained and corrective action has been taken in all the cases. •The Department created a position to handle all Internal Affairs Complaints and all Policy revisions. •Thorough background investigations were completed on all applicants testing for open police officer positions. One applicant was successful and offered employment.
GOAL: Community Engagement OBJECTIVE 3: Promote Trust and Transparency Strategy 3: Expand youth education and engagement Purpose: Involve youth and their parents to build long lasting relationships. Action Plan:
Expand SRO program by adding an additional FTE for increase involvement with youths. Plan and coordinate safety programs for youths of all ages. Establish a mentoring program for at-risk youths. Work with school systems to increase utilization of SROs as educators. Plan, coordinate, and participate in holiday outreach programs. Establish protocols for young adults to participate in policy development for the city and the Police Department. Looks for ways to engage youth in proactive and creative ways. Establish partnerships with 9R, charter schools, parochial schools, private schools, etc. Establish partnerships with higher education learning institutes in Durango such as Ft. Lewis and Southwest Colorado Community Colleges.
Measures of success:
Funding procured for additional SRO. Increase of overall youth involvement in PD. Number of youth involved in safety campaigns. Number of youth involved in mentoring program. Number of youth benefiting from holiday outreach programs. New programs established to engage and educate the youth and young adults.
Target Completion Date: Ongoing Active Fiscal Year/Funding: Additional FTE SRO/Operating Budget Strategy Leader: Commander Shupe March - June 2018 Update: TACTICS: •Reading to kids at Maria’s Book Store in January. •Cub Scout tours and talks in February. •Safety Town conducted in May. 97 students graduated ages 5-7. •Bike Rodeo at Needham Elementary School in May. •Safety talk given to St. Paul Lutheran Pre-School and Durango Early Learning Center in June.
GOAL: Crime Prevention and Control OBJECTIVE 1: Detect and prevent criminal activity Strategy 1: Identify crime trends and allocate necessary resources Purpose: Identify trends and causes of crimes in order to allocate the best use of resources to the highest priority areas and potential criminal activities Action Plan:
Obtain accurate reporting numbers for criminal activity to better understand how impactful certain crimes are on our community Create a departmental database and baselines / benchmarks for crime categories in order to track trends Institute internal changes to improve communication between patrol, detectives and crime analyst for up to date information and reduce NIBR’s inconsistencies. Meet monthly with regional law enforcement agencies to discuss crime trends and patterns Measures of Success:
Crime trends and causes of crimes report created, updated and communicated on a weekly basis with accurate numbers for types of crime Reduction of crime and Part 1 offenses in areas of high criminal activity
Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Taylor / Commander Warfield
March - June 2018 Update: TACTICS: 1. Use data obtained from statistics gathered from crime analyst, daily reports and shift briefings to identify types of crimes, location and times of occurrence. a. Used data to plan focused patrols and late-night surveillance in regard to 1st degree criminal trespasses. b. Used data to try and predict locations to focus patrol and surveillance reference reoccurring criminal mischief complaints, (Smiley Faces) 2. Once Specific crimes(s) are identified as needing focused enforcement or investigation, use the above data to forecast criminal activity and determine appropriate response. a. same as above 3. Communicate regularly with other agencies / departments in the region. a. Attend regional investigators meeting and discuss crimes and share information on suspects and related crime. b. Meet on a regular basis with FBI, HSI, SWDTF 4. If determined crime is crossing into or from other jurisdictions. Share information and coordinate efforts. a. Currently preparing to conduct a predator operation involving multiple agencies and jurisdictions. 5. Identify persons with in our department as well as other jurisdictions with special interest, training, or experience to provide guidance and or assistance when needed. a. Continue to use resources from other agencies, FBI, HSI, ATF, LPCSO, SWDTF 6. Assign resources as needed to provide focused patrols, surveillance or community education. a. Detectives have conducted surveillance operations in regard to 1st degree criminal trespasses, auto thefts. b. Detectives have assisted with community engagements projects. 7. Use data to educate the public how to prevent crime, recognize crime and how and when to report crime. a. Provide information and assistance with social media projects.
GOAL: Crime Prevention and Control OBJECTIVE 1: Detect and prevent criminal activity Strategy 2: Increase proactive enforcement and deployment of resources Purpose: Focus enforcement and resources in order to deter and reduce crime. Action Plan: Focus enforcement & resources in high crime areas. Identify and disrupt criminal enterprises engaged in crime. Identify and reduce crimes committed by repeat and serious offenders & suspects. Identify and disrupt availability and abuse of dangerous, illegal drugs. Reduce abuse of dangerous, addictive legal drugs and alcohol. Partner with Axis or other organizations to ensure effective responses to mental health crises. Measures of Success: Track number of officer initiated calls vs dispatch generated calls Reduction in calls and crimes involving substance abuse Reduction of crimes caused by criminal enterprises Reduction in crimes committed by repeat or serious offenders Reduction in crimes committed by youth at risk and potential gang members Work schedules reflect additional coverage during times of increased population and during downtown public events Officers crime stats reflect improvement in deterring major crimes Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Warfield March - June 2018 Update: TACTICS: -Developed a schedule with Axis and Detox to educate officers on their legal responsibilities and options for treatment for repeat offenders -Working with Axis counselors, through ride a longs with patrol, to educate them on the type of in crisis calls officers respond to with the goal of having on call Axis counselors that can respond to crisis situations with officers -Regular walking patrols of the downtown area and areas where series of crimes are occurring -Conducting field interviews of subjects and documenting the contact as possible suspects in ongoing crime sprees -Working with Axis and Detox on emergency commitment process to address the abuse of alcohol by repeat offenders
GOAL: Crime Prevention and Control OBJECTIVE 2: Enhance investigation capabilities Strategy 1: Employ procedural investigative, crime scene and follow up methods Purpose: Improve the department’s investigative capabilities to solve crimes assigned to the first responding officers and the Investigation bureau Action Plan:
Crosstrain first responding officer’s in basic crime scene preservation skills, crime scene photography skills, and interview - interrogation techniques. Weekly communication between patrol and investigative bureaus. Establish protocols for the crime analyst to share relevant information on trends. Involve detectives in cases from the onset where appropriate. Leverage funding through grants to upgrade equipment and provide investigative training opportunities
Measures of Success: Increase in prosecutable crimes statistics Increase in number of officers cross trained in different disciplines. Identification of grant funded opportunities for procurement of equipment. Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Longenette / Commander Warfield March - June 2018 Update: TACTICS: -Crime analyst providing relevant information on trends to all sworn members of the department -Electronic briefing for officers has provided daily communication and sharing of information concerning crimes, trends and BOLO’s between patrol, investigations, and other divisions of the department
GOAL: Crime Prevention and Control OBJECTIVE 2: Enhance investigation capabilities Strategy 2: Enhance our intelligence gathering component through digital and crime analysis methods Purpose: Obtain accurate information about crime trends as well as embracing new technology, ideas and tactics, so the department can develop effective crime prevention strategies. Action Plan:
Research other agencies with similar demographics to gather info on what they do for crime analysis Implement the best crime records and data management program – ensure integration with other agency databases. Establish protocol and infrastructure for sharing information and communication between patrol and investigation on trends & MOs and potential suspect information. Establish protocol for the Crime Analyst to communicate trends through a computerized briefing program and establish monthly bimonthly briefing trainings Assess existing and/or new digital intelligence technologies that will assist in improving investigative capabilities of the Police Department.
Measures of Success:
Identify and implement the best and most appropriate data management system The most impactful technology is acquired and implemented successfully
Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget / Allocation for RMS Strategy Leader: Commander Warfield March - June 2018 Update: TACTICS: -Spillman being evaluated to determine if it is the best option for officers investigative capabilities of the Police Department
GOAL: Crime Prevention and Control OBJECTIVE 2: Enhance investigation capabilities Strategy 3: Leverage regional partnerships, task forces and networks to support criminal investigations Purpose: Increase access to additional external resources, networks, connections and partnerships as well as equipment and skills in order to complete successful investigations. Action Plan:
Utilize specialized, skills, technology, equipment and databases from other agencies Utilize training and equipment from investigative networks such as RMIN, RISSNET, CIAC to provide much needed resources for local investigations Establish regular meetings with the District Attorney’s office to identify repeat offenders and highrisk individuals Collaborate with the drug task force in investigating drug activity and drug interdiction Establish protocols to gather statistical data from non-profits such as Alternative Horizons and Sexual Assault Services in order to obtain data for reported and unreported crimes
Measures of Success:
Better partnerships with regional agencies resulting in more successful investigations Increase drug traffic interdictions Formation of regional task force with quarterly meetings to gain intelligence, share statistical data, and skills and to identify trends
Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Warfield March - June 2018 Update: TACTICS: -Building stronger partnerships with the Drug Task Force -Working with SASO and Alternative Horizons to collect monthly statistical data for reported and unreported crimes
GOAL: Crime Prevention and Control OBJECTIVE 3: Increase Crime Awareness Strategy 1: Enhance information sharing and awareness of crimes with the Community Purpose: Educate the community to enhance safety by communicating crime trends and ways to prevent crime. Action Plan: Develop educational programs for the community on how and when to report a crime. Develop strategies to increase the use of digital media to inform the community on crime trends and issues of concerns.
Utilize digital technology to create on-line reporting mechanisms for the community. Involve media and community leaders to create ongoing discussion on solutions Measures of Success: Increased number of users on social media Increased number of crimes reported via social media Increased number of comments on social media Increased number of online reports Increased number neighborhood watch meetings Create a benchmark of educations programs and campaigns that were conducted Fewer crimes due to residents taking measures to secure their property Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Hallock / Commander Warfield March - June 2018 Update: TACTICS: -Educational programs (Serv Safe, CET and via the Facebook page) have been developed for the community and businesses -Crime trends and safety issues for the community are routinely published on Facebook to educate the public
Strategy 2: Provide educational programs for the community regarding personal safety, property and violent crimes Purpose: Enhance safety to reduce the risk of victimization of the community. Action Plan:
Work with citizens and businesses to reduce vulnerability. Plan and coordinate ongoing safety campaigns. Develop and present safety programs based on the trends in the community. Produce Public Service Announcements on significant events and trends. Collaborate with advocacy groups and existing prevention programs to reduce risk of victimization.
Measures of Success:
Number of safety campaigns coordinated to address needs Number of partnerships established with advocacy groups Review of crime data of victimization to assess if messaging has been effective for preventive measures.
Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Warfield
GOAL: Transportation Safety OBJECTIVE 1: Enhance safety for motor vehicles, pedestrians, and bicycles Strategy 1: Develop, evaluate, update and coordinate transportation safety campaigns Purpose: To provide safety and awareness to the public and officers in the daily operation and movement of motor vehicles, pedestrians and bicycles. Action Plan:
Produce PSA’s for social and local media. (Coordinate with Community Engagement) Implement pedestrian and bicycle safety programs in schools for all ages Develop educational pamphlets regarding traffic laws, and good safety practices related to interaction between motor vehicles, pedestrians and bicyclists. Coordinate with SRO’s to implement pedestrian and bicycle safety programs in the schools
Measures of Success:
The number and variety of PSA’s and educational programs implemented during the calendar year. Citizen survey evaluation on effectiveness of PSA’s and educational programs.
Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Brammer March - June 2018 Update: TACTICS: •One Bike rodeo hosted by Durango School Resource Officers •Traffic Tip Tuesdays weekly on Durango Police Facebook •Placed speed trailers on Junction St, 2700 N. College, and Hillcrest to alert of high speeds •These same trailers were used to complete traffic surveys based on citizen complaints •Coordinated with CSP for Move Over campaigns
GOAL: Transportation Safety OBJECTIVE 1: Enhance safety for motor vehicles, pedestrians, and bicycles Strategy 2: Enhance traffic analysis capabilities & systems to identify high issue areas for targeted enforcement Purpose: Use traffic data and citizen input to provide efficient traffic enforcement in identified problem areas. Action Plan:
Analyze traffic data to determine problem areas. Train patrol officers to become level one accident investigators. Update traffic diagram programs with intersection templates, to assist officers with accident diagrams, developing consistency in reporting. Utilize Crime Analyst to provide statistical data to identify problems areas in order to allocate resources accordingly. Implement strategies to provide real time information to the roadway users of potential hazards and alternate routes Use Citizen Surveys, complaints and information for targeted resource allocation.
Measures of Success:
Generate quarterly data analysis with comparison with previous reports. Reduction in overall number of accidents. Reduction in number of accidents at the previously identified high impact level locations. Benchmark baseline and increase in enforcement activities & citations
Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Brammer March - June 2018 Update: TACTICS: •Three officers were trained in Level I accident investigations •One officer was trained in Level II accident investigation •Increased red light enforcement at Main/22nd St •No right turn enforcement at Main and College was moved to 2nd and College •Daily school zone enforcement conducted across the City, morning and afternoon •School bus stops enforced 21000 Blk US HWY 160
GOAL: Transportation Safety OBJECTIVE 2: Enhance impaired and distracted driving initiatives Strategy 1: Conduct educational and awareness programs to reduce the occurrence of impaired and distracted driving. Purpose: Educate the public and staff about the dangers of impaired and distracted driving. Action Plan: Develop training to help officers to recognize the effects of impaired and distracted driving. Develop and implement training for the officers for successful prosecution of impaired and distracted drivers. Develop, coordinate and implement training for the community on the effects and danger of impaired and distracted driving. Develop, coordinate and implement training for the business community to reduce the incidence of impaired driving. Partner with local, state and business community to ensure compliance with existing city and state statutes for liquor retailers. Measures of Success:
Review department statistics on an annual basis and compare the data to Durango’s historical data and other similar communities. Review crash data on an annual basis and compare the data to Durango’s historical data and other similar communities. Review how many training and educational campaigns Durango Police Department participated in on an annual basis.
Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Brammer March - June 2018 Update: TACTICS: Impaired: •CSP’s DUI crash car was displayed at DHS prom •CET became certified in two liquor sage serving programs: Colorado Department of Revenue and SafeServe •SafeServe taught at Pongas •Co-instructed a SafeServe class to the entire Durango Restaurant association •Co-instructed a SafeServe class to all participants of Taste of Durango •Holiday Facebook education and reminder posts •Booths have been set up on two occasions (North Main Event & Harley Davison First Responder Appreciation). Information about DUI/DUID were presented as well as the use of DUI googles. Distracted: •Traffic Tip Tuesday and other Facebook Campaigns •Traffic units increased responses to Reckless/Careless, REDDI reports •Attended Traffic Safety Conferences in both May and June
GOAL: Transportation Safety OBJECTIVE 2: Enhance impaired and distracted driving initiatives Strategy 2: Focus impaired and distracted driving efforts and enforcement Purpose: Analyze historical and real-time data to increase the effectiveness in impaired driving prevention and enforcement. Action Plan:
Increase enforcement through existing state and federal impaired driving programs such as the LEAF & HVE grants. Participate in annual DUI highway checkpoints as required by grant cycles to deter people from impaired driving. Allocation of resources based on historical data for impaired and distracted driving for enforcement.
Measures of Success:
Number of impaired and distracted driving campaigns and participation. Reduction in accident data as a result of impaired and distracted driving. Number of impaired and distracted driving citations & arrests compared to previous campaigns and times of year
Target Completion Date: Ongoing Active Fiscal Year/Funding: Seek continued state funding for DUI Enforcement / Operational Budget Strategy Leader: Commander Brammer March - June 2018 Update: TACTICS: Impaired: High Visibility Enforcement•The Durango Police Department was awarded $8,000 for the 2017/2018 high visibility grant year. We worked a total of 33 hours from April through June for the HVE grant. As a result, we were able to arrest 19 individuals throughout the HVE enforcement time frames. •The Durango Police Department was awarded $11,500 for the 2018/2019 high visibility grant year. That is a $3,500 increase from the prior grant year. We were awarded this funding in mid-June 2018. Law Enforcement Assistance Fund•The Durango Police Department was awarded $4,000 for the law enforcement assistance fund program for the 2017/2018 grant year. The grant was discontinued as of November 2017, as funds dried up and needed to be relocated elsewhere. Only approximately 1/3 of the overall funds were used, prior to the grant being discontinued. CDOT DUI Checkpoint Grant•The Durango Police Department applied for the 2018/2019 DUI Grant. This grant was submitted in mid-April of 2018. Unfortunately, the City of Durango Finance Department had concerns with tracking items that were to be purchased. The concerns from the Finance Department delayed the CDOT Checkpoint Grant, ultimately causing us to miss the grant submission deadline. CDOT DUI Checkpoint Grant•The Durango Police Department applied for the 2018/2019 DUI Grant. This grant was submitted in mid-April of 2018. Unfortunately, the City of Durango Finance Department had concerns with tracking items that were to be purchased. The concerns from the Finance Department delayed the CDOT Checkpoint Grant, ultimately causing us to miss the grant submission deadline. Distracted: •The Durango Police Department has not completed much enforcement for the distracted driving enforcement. We have been speaking with Shawna Maloy, from the Finance Department, about the opportunity to apply for a distracted driving grant. We spoke about this in the latter part of May through the middle of June 2018.
GOAL: Transportation Safety OBJECTIVE 3: Improve traffic safety and infrastructure by collaborating with traffic engineers Strategy 1: Utilize data to determine high impact areas Purpose: Use data driven approach to increase effectiveness and efficiencies in comprehensive traffic management response. Action Plan:
Obtain statistics from CDOT/CSP/internal RMS in regards to highway/roadway accidents and their cause Use crime analyst to identify problem accident locations in the city of Durango Allocate resources and target enforcement to high impact accident locations
Measures of Success:
Generate quarterly reports identifying high impact accident locations and commensurate times of year Reduction of accidents in high impact accident locations where resources have been targeted.
Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Brammer March - June 2018 Update: TACTICS: •No initiatives
GOAL: Transportation Safety OBJECTIVE 3: Improve traffic safety and infrastructure by collaborating with traffic engineers Strategy 2: Collaborate with City of Durango and CDOT to improve safety at high issue locations Purpose: Implement a comprehensive traffic management approach philosophy on key crash reduction corridors in an effort to improve first responder safety, reduce crashes, and improve traffic operations. Action Plan:
Connect with key people in CDOT and City Meet with key contacts to craft a collaboration plan Incorporate a comprehensive approach philosophy (Traffic Incident Management) training into annual department in service training Ensure identified high issue areas are addressed in future road improvement plans
Measures of Success:
Collaboration with traffic engineers at the city/state level to identify potential traffic calming measures. Number of traffic calming measures implemented. Reduced accidents in identified areas
Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget / Funding for calming measures for city Strategy Leader: Commander Brammer March - June 2018 Update: TACTICS: •No initiatives
GOAL: Enhance Infrastructure OBJECTIVE 1: Human Capital Development Strategy 1: Identify and enhance professional development Purpose: To foster an environment where team members receive the training and support needed to develop their skills in all aspects of their job assignment and to feel encouraged in advancing within the organization. Action Plan:
Develop programs that prepare officers to handle multiple types of calls from legal, decision making and tactical perspectives. Expand professional development opportunities by developing position specific requirements, to include training, skills and experience, needed for employees to move or promote into a specific position Develop individualized professional development plans for each employee identifying employees existing strengths and areas of improvement and review on semi-annual basis. Establish protocol for developing succession planning for each position by evaluating department strengths and areas of improvement Tailor training for employees to enhance each employee’s ability to follow their preferred career path. Establish protocols to collect information about the professional development process Establish a mentoring process for all employees. Ensure ongoing integration and coordination with City HR Department.
Measures of success:
Number of specific trainings identified and/or presented for employee development. Number of individualized professional development plans instituted. Number of individualized identified for succession planning. Reduction in number of officers/employees leaving the organization.
Target Completion Date: November 1, 2018 Active Fiscal Year/Funding: Department Training budget / Department Professional Development budget Strategy Leader: Commander Dunlop March - June 2018 Update: TACTICS: •Two officers attended Leadership in Police Organizations training early in 2018 •Implemented Command and Control training for all sergeants so they have the knowledge to better manage complex calls for service. •Reclassified existing positions in specialty units from officer positions to corporal positions to allow for growth within those units as well as leadership development opportunity for corporals.
GOAL: Enhance Infrastructure OBJECTIVE 1: Human Capital Development Strategy 2: Recruit and retain employees reflective of the demographics of the community. Purpose: Attract & retain diverse, high quality employees who seek long-term employment with Durango PD by identifying effective recruitment methods and funding sources. Action Plan: Research competitive pay and benefit levels for public safety agencies for this area based on cost of living, competitive market and other factors to attract and retain employees. Research and recommend additional benefits, to remain competitive in attracting and retaining the best employees. Research and identify effective recruiting methodology that will attract high quality candidates. Establish recruitment incentive for current employees. Increase diversity in recruiting efforts Establish an explorers program to cultivate a local pool of recruits who have spent time volunteering for the department Conduct internal surveys with officers to assess reasons for choosing Durango. Update recruiting infrastructure. Seek dedicated and increased budget funding for recruiting. Measures of Success: Have a proposal drafted and presented to the appropriate stakeholders by January, 2019 Improved retention of quality employees Increased pool of quality employee applicants. Availability of qualified candidates for anticipated and unanticipated vacancies. Increase diversity of the organization. Target Completion Date: FY 2019 Active Fiscal Year/Funding: Annual operating budget and/or additional budget for recruiting Strategy Leader: Sergeant Slack / Commander Dunlop March - June 2018 Update: TACTICS: •Expanded personal recruitment efforts to include: -Local job fairs -Public Safety job fairs in the Denver metro area -FLC student athletes -Focused recruiting trips to Western Slope academies where students are already familiar with the Western Colorado lifestyle •Continued development of a Women in Law Enforcement recruitment video •Coordination with Human Resources to maintain an open application process to continually screen candidates. •Coordination with Human Resources to keep an eligibility list of qualified candidates who can be hired should a position become available.
GOAL: Enhance Infrastructure OBJECTIVE 1: Human Capital Development Strategy 3: Foster a positive, highly motivating culture Purpose: Ensure employees have a healthy work/life balance while working in an environment which brings out the best in each team member, fosters teamwork & collaboration and supports retention efforts. Action Plan: Treat all team members with respect and dignity as well as supporting and appreciating them. Gather suggestions on how to build a great culture from employees that represent the various positions, experience, knowledge, (i.e. Patrol Veterans, Middle Experience, and Rookies, same with Sergeants, Commanders, and Civilian). Gather ideas from City HR, other Departments & Committees as well as best practices from other Police Departments and experts Design a culture strategy and implementation plan that incorporates ideas and suggestions Implement the cultural improvement plan Participate in the City’s activities including the Core Values process Provide effective physical health opportunities and training by promoting and improving participating in existing programs. Provide effective mental health initiatives Measures of success: A process is in place to survey employees on workplace and job satisfaction. Bi-annual team member satisfaction survey results improve Increased retention Increased participation in programs Positive feedback Decrease in physical and mental health absences Target Completion Date: FY 2019 Active Fiscal Year/Funding: Annual Operating Budget; Health Insurance plan Strategy Leader: Commander Dunlop, HR, Health Insurance provider March - June 2018 Update: TACTICS: •Recognized employee’s achievements at the annual Public Safety Awards banquet.
GOAL: Enhance Infrastructure OBJECTIVE 2: Infrastructure Development Strategy 1: Determine, prioritize and plan for facility needs for both short and long term. Purpose: Ensure facilities needs are identified for short and long term for the effective delivery of police services for the community. Action Plan:
Work with city staff to assess current utilization of space and identify needed improvements to the infrastructure. Update existing facilities master plan to account for current needs, needs in the next five years and needs in the next 20 years. Collaborate with the City CMO & Finance Dept to implement high priority facility needs Work with CMO & City Finance Dept Identify potential revenue sources to account for necessary, future facilities taking into account potential growth of the police department.
Measures of Success: § Assessment of current facility needs. § City personnel work towards identifying potential revenue sources needed for capital improvement. § Update of master facilities plan. § Creation of budget for facility needs. § Implementation by City of facility priorities Target Completion Date: Active Fiscal Year/Funding: City of Durango Capital Improvement fund Strategy Leader: Sergeant Dixon / Commander Dunlop March - June 2018 Update: TACTICS: •Coordinated with the City Manager’s Office to identify funding for the future construction of a new police department.
Strategy 2: Identify equipment needs for the Police Department for short and long term. Purpose: To ensure employees are provided the necessary equipment in order to serve the community effectively and safely. Action Plan: § Establish protocols to identify equipment needs of all employees. § Establish a list of equipment and their replacement cycles on annual basis. § Identify and prioritize equipment with highest operational and fiscal impacts. § Identify fiscal needs for equipment needed on annual basis.
Measures of success: Identification of equipment needs and their replacement cycles. Creation of a budget for the high impact equipment needs. Employee satisfaction with equipment provided. Target Completion Date: On-Going Active Fiscal Year/Funding: Equipment budget - Plan for capital improvement funds for future needs Strategy Leader: Sergeant Stasi / Commander Dunlop March - June 2018 Update: TACTICS: •Purchased outer-worn vest carriers for patrol officers to improve comfort of wearing the vest as well as to move some tools and equipment from the duty belt to the vest. •Budgeted for the future purchase of light-weight rifle plates for officers to have available in their duty bags.
GOAL: Enhance Infrastructure OBJECTIVE 2: Infrastructure Development
Strategy 3: Identify a staffing structure that accounts for growth Purpose: Establish a strong and well-defined organizational staffing platform that supports current and future operations. Action Plan: Ensure current staffing pool is being utilized effectively in order to determine the necessary future needs Establish an organizational chart that allows for expansion and addition of tasks/responsibilities Develop clearly defined job classifications with established areas of responsibility for all employees. Conduct workload analysis on annual basis to establish a baseline for current staffing needs. Review City plans with CMO and Planning Dept to determine growth in the City and develop staffing models accounting for potential growth. Measures of Success: Review of current workload analysis to see if the current staffing is sufficient. Review of potential growth and development of staffing model that will ensure continual high quality of service for the community. Development of an organizational structure that identifies opportunities to grow. Delineation of responsibilities for Commanders and staff. Target Completion Date: FY 2019 Active Fiscal Year/Funding: Annual operating budget Strategy Leader: Sergeant Dixon / Commander Dunlop March - June 2018 Update: TACTICS: •Staffed the new Crime Analyst position to monitor crime trends and staff efforts to address them. •Conducted a workload analysis of the patrol division and identified a need to increase staffing in that division. •Reclassified existing positions in specialty units from officer positions to corporal positions to allow for growth within those units as well as leadership development opportunity for corporals.
GOAL: Enhance Infrastructure OBJECTIVE 3: Technology Development Strategy 1: Continual comparative assessment of current technological capabilities to ensure the delivery of highest quality of service. Purpose: To continually assess current capabilities and compare them to technological advancements, recognizing how they may be used to the advantage of law enforcement and the community. Action Plan: Continually evaluate the Department’s technological capabilities to assure alignment with the organization’s goals and objectives. Assess the current Record Management System for viability as an effective tool for the department. Improve digital evidence management and distribution. Conduct an annual survey of employees to identify areas of needed improvement in current technology capabilities. Prioritize and publish a list of what technologies and equipment is of the highest need and will have the most impact to the department. Conduct a cost benefit analysis of integrating newer technologies to include fiscal impact and impact to workflow of the department. Prepare proactive response plans Measures of Success: Annual technology survey created and utilized Creation of a list of prioritized, high impact technologies Analysis on the impact of integrating newer technology and if approved for purchase, targeted technologies are acquired and successfully implemented. Target Completion Date: Ongoing Active Fiscal Year/Funding: Operating budget Strategy Leader: Commander Dunlop / City I.S. Department March - June 2018 Update: TACTICS: •Coordinated with Dispatch to have an independent consultant assess our usage of the Spillman Records Management program to determine our efficiency of use as well as its viability as a long-term records management solution.
GOAL: Enhance Infrastructure OBJECTIVE 3: Technology Development Strategy 2 – Recognize emerging technologies and its impact on the future of policing Purpose: Identify emerging technology; their impact on police services and how emerging technology can be utilized to improve delivery of police services. Action Plan:
On continual basis review trends in technology by identifying technology that can hinder and benefit police services. Identify a structure in the PD with the help of City’s IS to assess emerging technology. Blend current access technologies with the next generation of devices to remain ahead of the technology. Utilize web seminars, conferences and surveys to identify and evaluate emerging technologies and their impact of service delivery. Asses, review the workings of other law enforcement agencies and the potential impact as a result of emerging technologies.
Measures of Success: Emerging technology with potential positive impact are identified for the Police Department (City IS) and plan of action identified to procure and or beta test the technology. Emerging technology with potential negative impact are identified for the Police Department (City IS) and plan of action identified to mitigate the impacts. Target Completion Date: Ongoing Active Fiscal Year/Funding: Ongoing/Operation and IS Budget Strategy Leader: Sergeant Conroy / City I.S. Department / Commander Dunlop March - June 2018 Update: TACTICS: •Conducted an evaluation of multiple scheduling software applications to modernize our patrol schedule management.
GOAL: Enhance Infrastructure OBJECTIVE 3: Technology Development Strategy 3: Actively plan, adapt and grow current Information Systems Support Purpose: To grow our current Information Systems Support so that all department technology is maintained to peak performance while assisting in the assessment and implementation of emerging technology. Action Plan:
Collaborate with City IS to Identify areas that could benefit from additional I.S. support Collaborate with City IS to annually evaluate and update budget plan by identifying replacement cycles for all technology. Establish a COOP plan for I.S. infrastructure in the event of an evacuation of primary sites.
Measures of Success: I.S. Staffing levels adequately provide support for current and future technology management. Funding options are identified for the continual support of current and replacement technology. Technology replacement cycles are identified and updated. COOP plan for IS infrastructure for PD is completed and tested. High impact, targeted technologies are acquired and successfully implemented Target Completion Date: Ongoing Active Fiscal Year/Funding: Ongoing/Operations and I.S. Budget Strategy Leader: Commander Dunlop / City I.S. Department Head March - June 2018 Update: TACTICS: •Established monthly meetings with City Information Support supervisors and staff to plan and discuss I.S. maintenance needs and processes.
Strategic planning is a process that defines the Durango Police Department's identity, mission, values, and most importantly, its vision and...
Published on Aug 29, 2018
Strategic planning is a process that defines the Durango Police Department's identity, mission, values, and most importantly, its vision and...