2013 DPD Strategic Plan

8/10/2019 2013 DPD Strategic Plan

http://slidepdf.com/reader/full/2013-dpd-strategic-plan 1/59

Denver Police Department

2013 Strategic Plan

External Version – Excluding Gang Bureau Metric

Last Updated: 7/15/2013

Status: Q1 Updates

Tactics Strategies Mission

OVERVIEW:

The Denver Police Department achieves its mission by successfully delivering the

strategies and underlying tactics that contribute to a safer community. All levels –

Mission, Strategies, and Tactics – are measured against pre-defined success criteria.

MISSION:

Definition: To operate a police agency with a focus on preventing crime in a respectful

manner demonstrating that everyone matters.

VISION:The Department, in partnership with the community, will endeavor to achieve our

mission by:

⇒ Focus on the prevention of crime and safety

⇒ Adopting a departmental culture that is consistent with community values

⇒ Combining both efficiency and effectiveness, while leveraging technologies that

enhance policing operations

VALUES:

The work of the DPD is guided by the values of:

⇒ Justice

⇒ Equity

⇒ Integrity

⇒ Honesty

⇒ Accountability

⇒ Respect

⇒ Diversity

⇒ Teamwork

⇒ Innovation

⇒ Customer Service

STRATEGIES:

⇒ 1.00: Aligning resources towards crime prevention and safety

⇒ 2.00: Training and empowering all employees to be leaders through action,

accountability, and community partnerships⇒ 3.00: Implementing cost savings and other efficiencies, including technology,

with a focus on maintain/improving the department’s effectiveness





3

National Citizen Survey (NCS) – Denver Survey Responses

NCS results are reported in February of each year. Results below are through 2012.

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Safety from violent crime 49% 47% 45% 42% 45% 50% 57% 62% 61% 62% 60%

Safety from property crime 36% 39% 33% 34% 31% 39% 47% 50% 47% 48% 47%

0%

10%

20%

30%

40%

50%

60%

70%

P e r c e n t " V e r y " o r " S o m e w h a t "

S a f e

Safety Perceptions by Crime Type

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Daytime downtown safety 80% 82% 78% 77% 80% 80% 84% 82% 84% 83% 80%

Nighttime downtown safety 42% 41% 38% 40% 38% 36% 43% 38% 38% 40% 36%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

P

e r c e n t " V e r y " o r " S o m e w h a t " S a f e

Downtown Safety Perceptions



4

National Citizen Survey (NCS) – Denver Survey Responses (continued)

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Daytime safety in neighborhood 88% 89% 88% 88% 88% 88% 90% 93% 92% 91% 90%

Nighttime safety in neighborhood 62% 64% 60% 59% 59% 58% 59% 66% 61% 63% 63%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

P e r c e n t " V e r y " o r " S o m e w h a t "

S a f e

Neighborhood Safety Perceptions

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

If yes, was this crime (these crimes)reported to the police?

78% 80% 75% 77% 76% 76% 59% 81% 66% 73% 75%

Were you or household member avictim of any crime in the last 12

months?20% 24% 27% 20% 27% 22% 18% 20% 20% 20% 20%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Victimization and Reporting



5

National Citizen Survey (NCS) – Denver Survey Responses (continued)

• The City and County of Denver has participated in the Citizen Survey since 2002

• Conducted by the National Research Center, Inc.(NRC),

• NRC conducts similar surveys in 500 jurisdictions across the United States.

• These comparisons enable the City to compare survey results with jurisdictions across the

nation.

• These benchmark comparisons provide valuable insight overall public trust in City government.

• In 2012 3,000 households were randomly selected to participate, with 842 responded (29%

response rate, 3% margin of error).

• For Safety for the last 3 years responses for both violent and property crime have been the

same (within error margin).

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Police services 64% 66% 59% 57% 63% 63% 66% 69% 62% 54% 63%

Crime prevention 47% 45% 39% 38% 38% 34% 49% 48% 46% 44% 47%

Crime prevention Traffic enforcement 38% 45% 38% 40% 45% 50% 51% 54% 52% 40% 45%

0%

10%

20%

30%

40%

50%

60%

70%

80%

P e r c e n t " E x c e l l e n t " o r " G o o d "

Citizen Satisfaction



6

REPORTED OFFENSES USING NIBRS DEFINITIONS IN THE CITY AND COUNTY OF DENVER

TYPE OF OFFENSEJAN-MAR 2012 JAN-MAR 2013 CHANGE

# % # % # %

CRIMES

AGAINST

PERSONS

Murder 8 0.1% 12 0.1% 4 50.0%

Aggravated Assault 528 5.3% 553 5.6% 25 4.7%

Forcible Sex Offenses 208 2.1% 158 1.6% -50 -24.0%

Non Forcible Sex Offenses 9 0.1% 2 0.0% -7 -77.8%

Kidnapping/Abduction 56 0.6% 45 0.5% -11 -19.6%

Simple Assault 684 6.8% 673 6.8% -11 -1.6%Intimidation 128 1.3% 137 1.4% 9 7.0%

SUBTOTAL 1,621 16.2% 1,580 16.0% -41 -2.5%

CRIMES

AGAINST

PROPERTY

Arson 21 0.2% 17 0.2% -4 -19.0%

Bribery 0 0.0% 0 0.0% 0 NA

Burglary 1,128 11.3% 1,102 11.2% -26 -2.3%

Counterfeiting/Forgery 49 0.5% 23 0.2% -26 -53.1%

Criminal Mischief/Damaged

Property1,446 14.5% 1,251 12.7% -195 -13.5%

Embezzlement 6 0.1% 3 0.0% -3 -50.0%

Extortion 8 0.1% 0 0.0% -8 -100.0%

Fraud 259 2.6% 181 1.8% -78 -30.1%Larceny 1,531 15.3% 1,573 15.9% 42 2.7%

Theft from Motor Vehicle 1,689 16.9% 1,794 18.2% 105 6.2%

Motor Vehicle Theft 837 8.4% 853 8.6% 16 1.9%

Robbery 333 3.3% 281 2.8% -52 -15.6%

Stolen Property 33 0.3% 32 0.3% -1 -3.0%

SUBTOTAL 7,340 73.5% 7,110 72.0% -230 -3.1%

CRIMES

AGAINST

SOCIETY

Drug/Narcotics Violations 404 4.0% 553 5.6% 149 36.9%

Gambling 0 0.0% 2 0.0% 2 NA

Child Pornography 1 0.0% 0 0.0% -1 -100.0%

Prostitution 7 0.1% 17 0.2% 10 142.9%

Weapon Law Violations 91 0.9% 96 1.0% 5 5.5%SUBTOTAL 503 5.0% 668 6.8% 165 32.8%

ALL OTHER

OFFENSES

Fraud - NSF - Closed Account 2 0.0% 1 0.0% -1 -50.0%

Curfew 2 0.0% 0 0.0% -2 -100.0%

Disorderly Conduct / Disturbing the

Peace31 0.3% 33 0.3% 2 6.5%

Family Offenses / Nonviolent 81 0.8% 53 0.5% -28 -34.6%

Liquor Law/Drunkeness 1 0.0% 18 0.2% 17 1700.0%

Other Sex Offenses 72 0.7% 47 0.5% -25 -34.7%

Viol of a Restraining/Court Order 121 1.2% 110 1.1% -11 -9.1%

Harassment 86 0.9% 79 0.8% -7 -8.1%

Criminal Trespassing 56 0.6% 71 0.7% 15 26.8%All Other Offenses 74 0.7% 111 1.1% 37 50.0%

SUBTOTAL 526 5.3% 523 5.3% -3 -0.6%

GRAND TOTAL 9,990 100.0% 9,881 100.0% -109 -1.1%

All files utilized in the creation of this report are dynamic. Dynamic files allow additions, deletions and/or modifications at any time,

resulting in more complete and accurate records in the databases. Due to continuous data entry after reports are compiled, numbers may

vary in previous or subsequent reports. Data downloaded 4/07/2013.

PREPARED TO DEPARTMENT OF SAFETY PUBLIC INFORMATION STANDARDS



7

Excludes runaways, traffic offenses, unfounded reports and non-criminal activity.

Class 2 calls are, by definition, officer initiated (unlike Class 1 calls, they are not in response to a citizen

request). Productivity is captured by dividing all Class 2 Actions by the time available (based on actualhours in a car recorded in the CAD system) after responding to Class 1 calls from citizen, Class 3

administrative actions and out of service codes. Due to the transition to real hours worked, versus

estimated hours worked, the new “baseline” was developed using 2008 data. In 2008, the DPD average

was one Class 2 for every .4819 hours of discretionary time, and this “baseline” was indexed to a value

of 1.00. Every precinct and post car, detail, and district is now measured against this baseline.

Strategy 1.00 Aligning resources towards crime prevention and safety

Responsibility Deputy Chief of Operations and Deputy Chief of Administration

Authority Chief of Police

Approach Successfully implement the tactics that contribute to this strategy.

Method of

Evaluation

⇒ Tactical metrics as assigned below

Tactic 1.01 Strengthen proactive patrols.

Responsibility Six District Commanders

Authority Deputy Chief of Operations

Approach To increase officer productivity and reduce crime

Method of

Evaluation

⇒ Based on 2008 baseline (an index of 1.00), measure

productivity based on:

o Class 2 Index (Officer Initiated Actions) in context of

other time commitments



8

0.950.92

0.83

0.99

0.91

2.23

1.02

0.97

0.90

0.97

1.03

2.23

0.98

0.920.95

1.10

1.19

2.04

1.04

0.86

0.990.96

1.20

1.06

1.001.04

0.85

1.47

1.11 1.12

1.07

0.93

1.52

1.10

1.04

1.121.08

1.57

0.99

1.14

0.96

1.01

1.71

0.981.00

0.66

0.94

1.63

1.04

0.90 0.900.86

1.57

0.97

0.87

1.05

0.75

1.56

0.79

0.71

1.05

0.67

1.64

-

1.00

2.00

2008 2009 2010 2011 2012 2013

1.00 = 2008 DPD Baseline

CITYWIDE MONTHLY

ALL CLASS 2 ACTIONS

1

2

3

4

5

6

7

8

9

10

11

12

-

1.00

2.00

3.00

2011 2012 2013 2011 2012 2013 2011 2012 2013 2011 2012 2013 2011 2012 2013 2011 2012 2013

1 2 3 4 5 6

1.00 = 2008 DPD Baseline

MONTHLY B Y DISTRICT

ALL CLASS 2 ACTIONS

1

2

3

4

5

6

7

8

9

10

11

12



9

Tactic 1.02 Implement On-Going Action Plans in Each Police District



Approach Action Plans require a structured implementation plan (e.g. SARA

model), baseline metrics (such as reported offenses and class 2

actions), goals, and quarterly progress reports.

Method of

Evaluation

Commanders will be evaluated based upon stated goals quarterly

and annually. The Level One projects will be evaluated continually

at the District level and may change as the District issues change.



10

District 1: Burglary in Villa Park Neighborhood – Precinct 123

⇒ Background: 2012 NIBRS crime statistics indicate precinct 123 (Villa Park neighborhood)

experienced the highest increase (+8.7%, from 1039 to 1126) in overall crime for the year.

Analysis identified Robbery-Business, Simple Assault and Burglary as above the 5 year

averages for their categories. These increases contributed significantly to the overall crime

increase percentage for the precinct. Simple assaults were then analyzed to determine

what percentage were family related. Domestic Violence and child abuse related offenses

account for 68% of the simple assaults that were reported in 2012. This category was not

included as one of our categories to target. Also Business Robberies are handled by the

centralized Robbery Unit, so the District will continue to work on this issue, but will not

include it in targeted categories.

Five Year Totals & Averages for Burglaries

2008 2009 2010 2011 2012 5 yr Average Goal

Burglary 102 107 83 96 119 101.4 < 101

⇒ Tactics:

o Enhance our community partnerships by emphasizing crime prevention

Neighborhood Watch

•

Encourage neighborhood watch to reduce burglary• Nextdoor.Com (electronic neighborhood watch)

• Social media, e-mail, flyers, meetings

Business Watch

• Partner with Major Crimes / Robbery Unit to disseminate crime

prevention flyers

• Crime Prevention Through Environmental Design

• Individual outreach to business owners who have repeatedly been

victimized

o Data Driven Approach to Crime and Traffic Safety (DDACTS)

o Detail and SCAT officers focus on DDACTS areas within Villa Park (Areas G & H)

o OTTC Operations

o Assistance from Special Operation

Traffic Operations & Metro SWAT

o Hot Spots sharing crime information between details, special units, and investigators

⇒ Goals/Results:

Precinct 123 Q1 2012 Q1 2013 %

Change

Year End

Goal

Burglary 26 17 -34.6% < 101



11

District 2: Aggravated Assaults – Precinct 233

⇒ Background: There has been persistent crime in the area along East Colfax Avenue between

Yosemite Street and Monaco Parkway, bordered by East 17th

Avenue to the north and East

13th

Avenue to the south. The area has become rich with motivated offenders and a

transient and local victim base that fuel the economic engine of the illegal drug sales and

prostitution in the area. The associated violent crime will be the focus of our goal to

decrease the number of Aggravated Assault victims in 2013.

The violent crime that is associated with the illegal sales of narcotics and prostitution is a

primary concern for the Denver Police Department and the community. Violent crime is

often spotlighted in the news and has a propensity to damage the reputation of the City

and County of Denver. In 2012 there were 41 Aggravated Assaults in Precinct 233 and in

2011 there were 29. The twelve additional offenses (+12), indicates a forty-one percent

increase of Aggravated Assaults.

⇒ Tactics:

o Implement “Best Practices” from other Law Enforcement Agencies

o Crime Analyst and DAU will compile statistics

o Crime Analyst will track all crime patterns and trend

o DDACTS & Risk Terrain Mapping for patterns and trends

o Deploy HALO cameras along East Colfax Avenue at strategic locationso Utilize our Social Media to disseminate information to our citizens

o Utilize our “2 CAB” meeting to strengthen networking in the neighborhood

o Work with City Council, Neighborhood Associations, and others

o Work with the East Colfax Business Owners to reduce crime

o Improve lighting in high crime areas

o Implement quarterly operations utilizing all DPD resources

o Work in concert with all other LE entities (Parole, Probation, ATF)

o Continue to work on crime reduction through environmental design

o Utilize OTTC Grants to enhance police presence along East Colfax

o Empower officers to conduct foot, bike, and vehicle patrols in the area⇒ Goals/Results:

Precinct 233 Q1 2012 Q1 2013 %

Change

Year End

Goal

Aggravated Assaults 9 10 +11.1% < 29



12

District 3: Burglary District Wide

⇒ Background: There were 1,316 burglaries during 2012. This is up 6.2% (or 77 incidents)

from 2011 where there were 1,239 burglaries. A five-year analysis of burglary in District

Three shows that the five-year average, or baseline, for burglary is 1,207. Therefore, District

Three experienced a 9.0% (or 109 incidents) increase from the five-year burglary baseline

during 2012

Five Year Totals & Averages for Burglaries

2008 2009 2010 2011 2012 5 yr Average GoalBurglary 1,243 1,113 1,124 1,239 1,316 1,207.2 < 1,268

⇒ Tactics:

o Create neighborhood focus teams to help with the two way communication

between the district station and the community. The neighborhood SCAT officer and

the Sector Lieutenant would be the primary police liaison from the district.

o Push out regular crime alerts and crime prevention information through the focus

teams using Facebook, Nextdoor, newsletters and personal communication.

o Utilize the District Three Crime Analyst and Volunteer to review the daily burglary

reports in order to keep the precinct officers and detectives apprised of the currenttrends and patterns.

o Use the analyst reports to direct precinct officers and proactive projects. Work

covert operations under the direction of the Investigative Unit to stake out pattern

locations in attempt to identify and arrest burglary suspects.

o Use covert resources to monitor known suspect’s activity in attempt to develop

probable cause for arrest.

o Use high visibility patrol, foot patrol and bike patrol to saturate pattern locations in

attempt to drive the activity out of the neighborhood. These patrol projects would

also be used to interact with community members in those neighborhoods.

o Solicit community awareness and reporting of suspicious activity and mandate a

quick police response to those calls for service.o Identify soft target locations and follow up with property owners to help correct

their deficiencies and make their properties less attractive for criminal

opportunities.

⇒ Goals: reduce burglary from the 2012 rate to bring it within 5% of the five-year baseline.

2013 Goal ≤ 1,267 burglaries

⇒ Results:

District 3 Q1 2012 Q1 2013 %

Change

Year End

Goal

Burglary 310 297 -4.2% < 1,268



13

District 4: West Alameda Ave Corridor & South Federal Blvd Corridor

⇒ Background: Target crimes including robberies, aggravated assaults, gang violence, theft

from motor vehicles and burglaries in the two focus areas.

Alameda Corridor 2010 2011 2012 3 yr Avg 2013 Goal

Agg Assault 11 12 19 14 <=14

Robbery 11 22 38 23.6 <=24

Federal CorridorAgg Assault 22 26 19 22 <=15

Robbery 19 22 20 20 <=16

⇒ Tactics:

o Goals include building police and community relationships by increasing community

partnerships through the HOPE Initiative, by updating and confirming Business

Watch participation and by encouraging networking participation.

o Some community stakeholders participating in the HOPE Initiative are clergy and

faith-based organizations, neighborhood residents, City Council, the Denver Sheriff’s

Department, Denver Public Schools, Denver Housing Authority and the Latino

Coalition for Community.

o Gang Resistance Education and Training sessions at Kepner Middle School seek to

divert potential youthful offenders to legitimate activity before they want to join

gangs.

⇒ Goals/Results: Reduce Total Violent Index Crimes (Includes: Homicide, Assaults, Robbery,

and Forcible Sex Offenses)

Alameda Corridor Q1 2012 Q1 2013 % Change 2013 Goal

Agg Assault 5 4 -20% <=14

Robbery 4 4 0% <=24

Federal CorridorAgg Assault 5 4 -20% <=15

Robbery 7 5 -28.6% <=16

Additional Goal Metrics

Tactic Q1 Q2 Q3 Q4 Year

End

Goal

H.O.P.E. faith-based orgs 1 5

Community support orgs 1 3

Mentored participants 23 5

Crime prevention session 44 4Business Watch participation inc 253 25

Facebook Likes 329 100

Nextdoor.com neighborhoods 20 10



14

District 5: Burglaries District Wide

⇒ Background: Residential burglaries have decreased over the last five years with a 435 five-

year average. The number of burglaries in 2012 was 393 (the lowest number since 2008).

Maintain 393 residential burglaries or fewer for 2013.

⇒ Tactics:

o Detectives will conduct crime data-driven undercover operations. Details will

provide uniformed saturation patrols. Patrols will be done on foot, in marked cars,

and on bicycle, and be characterized by making pedestrian and motorist contactsleading to wants and warrants clearances, completing street checks, issuing traffic

and parking citations, making arrests, and developing actionable criminal

intelligence.

o Patrol sergeants will maintain constant contact with the District 5 Investigations

Sergeants and District Crime Analyst to stay abreast of suspects and pattern

information, which have been developed.

o Community Resource Officers (CROs) will monitor and disseminate information on

social media networks, conduct foot, bicycle or marked car patrol, at a minimum of

two hours per each 40-hour work week, emphasizing positive contacts.

o CROs will promote the advancement of Neighborhood Watch and Crime Stoppers

programs. Additionally, crime prevention tips and community education will beprovided to make residences less of a target.

Five Year Totals & Averages for Residential Burglaries

2008 2009 2010 2011 2012 5 yr Average Goal

Burglary 394 477 472 443 393 435.8 < 394

⇒ Goals/Results: Maintain 393 residential burglaries or fewer for 2013.

District 5 Q1 2012 Q1 2013 %

Change

Year End

Goal

Residential Burglary 108 97 -10.2% < 394



15

District 6: East Colfax Ave Corridor

⇒ Background: The analysis of the available data revealed a correlation between street level

drug sales and aggravated crimes (to include strong arm robberies, theft from persons, and

aggravated assaults).

⇒ Tactics:

o Targeted operations by specific units on a consistent basis to target persons

involved in the use of narcotics, the consumption of alcohol, disturbances,

trespassing or other observable law violations that negatively impact thecommunity.

o Liaison with the Colorado Parole Office for the purpose of identifying parolees living

in, working in, and frequenting the project area. A monthly site visit operation will

be scheduled.

o Liaison with the Vice/Drug Control Bureau to schedule monthly prostitution stings in

the target area. He will seek the help of the Nuisance Abatement Unit to assist in

these efforts.

o The Community Resource Officer (CRO) will promote the Nextdoor.com concept to

residents working and living in the corridor, post crime alerts and updates, improve

community and social cohesion in the area.

o The CRO will review the existing business watch list, gaining 100% participation fromall businesses in the corridor.

o The CRO will partner with Community Groups to plan and hold a community safety

fair.

⇒ Goals:

The project goal is a street robbery decrease of 33% in the target area for calendar year

2013.

Strategy – 1

- Goal 1.1. Utilization of identified resources/entities in response section to target the

criminal element frequenting the study area. Saturation patrol efforts and specific targetingof known criminals for enforcement efforts during operations conducted.

Metric. Pass / Fail. Crime Analyst will provide updated crime data to Project Manager.

Project Manager will report to Commander and Detail Lieutenants each month progress

made. Adjustments will be made to the strategies being applied as needed each month.

Strategy – 2

- Goal 2.1. The Community Resource Officer will partner with the business community to

improve cooperation and communications between this community and District 6.

Emphasis will be placed on identifying areas adjacent to local businesses serving as a “safe

haven” for unlawful and nefarious activity.

Metric. Pass / Fail. The Community Resource Officer will report out each month

instances where the neighborhood business partners have identified dates/times when

they have noted instances of nefarious activity that has contributed to the crime and

social order challenges faced in the study area.

- Goal 2.2. The Community Resource Officer will schedule and hold quarterly safety meetings

for the business community. The objective will be to discuss ongoing challenges faced by

department personnel along the Colfax Corridor.



16

Metric. Pass / Fail. The Community Resource Officer will track attendance at each

safety meeting held, the purpose of which is to identify active participants and

businesses in need of outreach from the CRO.

- Goal 2.3. The Community Resource Officer will be tasked with maintaining the Nextdoor

social media site. The CRO will provide frequent updates to the site, the purpose of which

will be to alert the participating neighborhood partners of safety related concerns/alerts.

Metric. Pass / Fail. The Community Resource Officer will track participation in the

Nextdoor social media site. The CRO will be tasked with “marketing” this site while

“messaging” to participants the availability of the District 6 Website and the District 6

Facebook page as additional resource sites.

East Colfax

Corridor

Q1 2012 Q1 2013 % Change Year End

Goal

Robbery 15 10 -33% <48

Additional Year End Goals Achieved

Q1 2013

CRO: Communication from Businesses about nefarious activity >11 15

CRO: Quarterly Safety meetings with Business Community 28

CRO: Quarterly Safety meetings with neighborhood groups 28



Tactic 1.03 Gang Bureau will implement a minimum of four proactive

operations annually aimed at reducing the impact of criminal

street gangs in a specific geographical area in partnership with the

affected District and/or other specialized DPD bureaus/units.

Responsibility Gang Bureau Captain

Authority Investigative Support Commander

Approach The Gang Bureau Captain is responsible for including in the

operational plan for each operation the crime statistics, incidents

and analysis of the crime to show the measurable impact of the

gang activity; and for outlining the resources to be deployed, the

manner of deployment and the goals to be achieved. Each

operational plan will conclude with an After Action Report

detailing the achievement of the stated goals.

Method of

Evaluation

The Gang Bureau Captain will be evaluated based upon a

reduction in reported Part 1 offenses (or another, specific crime

type or objective as accepted by the Commander of theInvestigative Support Division).

OPERATION DETAILS ARE REMOVED FROM ALL EXTERNAL

VERSIONS OF THE STRATEGIC PLAN.



18

Firearms Recovered by Gang Bureau

Year Q1 Q2 Q3 Q4 YTD Total % Chg YTD3yr YTD

Avg% Chg

3yr Avg

2012 26 40 24 28 26 -38.5%

2013 16 16 25 -36%

Q % Chg -38.5%

Aggravated Assaults - Fi rearm (Gang Bureau Detec tiveCases)


Avg% Chg

3yr Avg

2012 4 8 9 3 4 150%

2013 10 10 4.3 130.8%

Q % Chg 150% Aggravated Assaults - Non-Firearm (Gang Bureau DetectiveCases)


Avg% Chg

3yr Avg

2012 10 9 15 2 10 -20%

2013 8 8 9.3 -14.3%

Q % Chg -20%

Gang Bureau officers have completed fewer gun recoveries during the 1st

Quarter of 2013, as

compared to the 1st Quarter of 2012. Contributing factors to this reduction include:

Adverse weather conditions and a 1st

Quarter 2012 ATF take-down resulting in multiple gun recoveries.Strategic Partnerships

Gang Bureau personnel have partnered with GRID, Adult and Juvenile Probation, and State Parole on a

number of proactive operations this quarter focusing on reducing gun violence in west Denver. Gang

Bureau Detail 3 has also held several intelligence sharing meetings with the Aurora PD Gang Unit

during this quarter.

Tactic 1.04 The Gang Bureau command and officers seek to fulfill the Bureau’s

mission of reducing gang violence and crime through gun recovery

and targeted investigations through strategic partnerships that

lead to a reduction in firearm related aggravated assaults.


Authority Investigative Support Division Commander

Approach The Gang Bureau will conduct targeted investigations through

strategic partnerships and will allocate resources based on

detailed gun crime analysis with the intention of reducing gang

related/motivated aggravated assaults with firearms.

Method of

Evaluation

⇒ Increase gun recoveries by 5% from previous 3 yr. average

⇒ Reduce gang related/motivated aggravated assaults with

firearms by 5% from previous 3 yr. average



19

1st

Quarter Outcomes: Traffic Operations participated in 2 DUI enforcement campaigns, centered in

and around the downtown/LODO liquor establishments. These actions are part of a collaborative effort

working with downtown merchants and major sporting venues. There were 2 PSA’s during the first

quarter

Traffic Operations continue to use outlets such as Mothers Against Drunk Driving (MADD), Local Media(to include the Telemundo television network), social media (Facebook), and CDOT to increase our

public service announcement initiative in an effort to educate the public on impaired driving. For

example, we announce through FACEBOOK and other media outlets of our DUI campaigns, advising the

public of the location of our setups. This is one requirement by NHTSA as part of any campaign. DPD

also meets with MADD monthly and invites them to observe the campaigns that are conducted.

DUI Arrests DUI Accidents

Q1 2012 778 208

Q1 2013 706 190

Change -9.3% -8.7%

Tactic 1.05 Decrease DUI related accidents citywide

Responsibility Traffic Operations Captain

Authority Special Operations Commander

Approach Maintain or increase 2012 arrest statistics, coordinate with CDOT

for enforcement campaign participation, and increase publicservice announcements. Work with TIU to ascertain locations with

high concentration of DUI accidents to deploy DUI enforcement

accordingly.

Method of

Evaluation

⇒ Effort: Maintain 2012 number of DUI arrests. Result:

reduction of DUI accidents

⇒ Effort: Participate in a minimum of 8 CSP state-wide

enforcement campaigns. Result: Participation in state-wide

efforts.

⇒ Effort: Work in conjunction with downtown merchants and

major sporting venues to provide 4 public serviceannouncements. Result: Increased awareness of anti-DUI

efforts.

⇒ Effort: Track the DUI accident trend to see if these efforts

contribute to a decrease. Result: lowered DUI accidents.



20

Citywide Accidents, Citations

Year

Hazardous

Violation

Citations

Total

Accidents

I-25

Citations

I-25

Accidents

I-70

Citations

I-70

AccidentsQ1 2012 24,462 5449 5,087 598 3,200 297

Q1 2013 22,280 5165 2,889 613 1,925 303

Change -8.9% -5.2% -43.2% +2.5% -39.8% +2.0%

*Note: the Highway Unit is down from 10 officers Q1 2012 to 6 officers in Q1 2013 and enforcement

grant money was significantly reduced from 2012 to 2013.

Top 10 Accident Intersection Locations

Top 10 Intersections

Platte River and Mississippi Ave Alameda Ave & Colorado Blvd

Leetsdale Dr and S Monaco Pkwy Leetsdale Dr & S Quebec St

Alameda and S Monaco Pkwy Santa Fe Drive & Alameda Ave

Evans Ave and University Blvd Colfax Ave & Kalamath St

Colfax Ave and University Blvd Federal Blvd and Alameda Ave

Tactic 1.06 Decrease accidents citywide, including hit and run and

auto/pedestrian accidents.



Approach Maintain citations and other enforcement efforts, identify areas of

concern for auto/pedestrian accidents, engage public in solving hitand run accidents, assign officers a top 10 accident site, maintain

I-25 and I-70 enforcement efforts.

Method of

Evaluation

⇒ Effort: maintain citations for hazardous violations including

speeding, signal control and careless driving from 2012

baselines. Result: decrease in accidents citywide.

⇒ Effort: maintain enforcement efforts on I-25 and I-70 to

reduce number of accidents from 2010 baseline. Result:

decrease in accidents on interstate system.

⇒ Effort: assign officers an intersection included in the top 10

list determined by PWTES. Result: decrease in accidents into locations.

⇒ Effort: hold two one-week campaigns on pedestrian safety.

Result: decrease number of auto/pedestrian accidents

⇒ Effort: increase social media about hit and run accidents.

Result: increase number of solved hit and runs.



21

Enforcement (since February 2013)

Red Light

Citations

ROW

Left

Turn

Citations

Prohibited

Turn

citations

Careless

Citations

Speeding

Citations

Other

Citations

Distracted

Driving

217 14 6 9 483 128 5

Promotion of Pedestrian/Bicycle SafetyWith the recent attention concerning fatal auto pedestrian accidents, Mayor Hancock launched the

Heads Up campaign during the month of May. Because of this, we have refocused our efforts of traffic

safety from the above 10 intersections to the areas where auto/pedestrian accidents have occurred.

Our efforts for pedestrian/bicycle have been primarily educational such as PSA’s, education through

contacting the public and a small amount of enforcement concerning bicycle violations.

With the Heads-Up pedestrian/bicycle safety campaign, we have conducted thirteen (13) days of

education and enforcement. From those efforts, we have distributed and advised/contacted 230

pedestrians for Jay walking and walking against a steady red light. We have also cited 140 bicycle

riders for stop sign, red light, riding the wrong way on a one way street, riding on 16th St Mall, and

riding on sidewalk.

PSA Efforts – There have been two Public Service Announcements so for 2013 as it relates to

Pedestrian and Bicycle safety in traffic.

• Pedestrian Heads-up PSA May 22 @ 17th St & Wazee St

• Bicycle Heads-up PSA May 28 @ East 16th Ave & Clarkson St

• Telemundo Heads-up PSA July 1 @ 1st Ave and Knox Ct.

Since the Hit and Run accident of the East High School student, the Neighborhood Enforcement Team

has gone to the area of E. Colfax Ave and Elizabeth St on eight separate occasions. Their efforts have

netted 18 red light citations, 26 speeding citations and 10 ‘other’ citations.

Auto/Pedestrian Accidents

2010 2011 2012 Jan-Apr

15, 2013

Auto/Pedestrian Accidents 337 378 372 138

# of Pedestrians 367 412 390 147

Auto/Pedestrian Fatal Accidents 10 18 22 5

# of Fatalities 10 18 22 6

Hit & Run Accidents (total) 6,042 6,559 6,670 1,513

Auto/Ped Hit & Run Accidents 46 58 74 30Auto/Ped Hit & Run Fatal

Accidents

5 7 13 3

1st

Qtr

2011

1st

Qtr

2012

1st

Qtr

2013

Change 2012

to 2013

Auto/Pedestrian Accidents 95 85 117 +32

Auto/Pedestrian Hit & Run Accidents 15 17 25 +8



22

Accidents within a Quarter Mile of Schools

Quarter

Elementary

Schools Middle Schools High Schools

Q1 2012 554 247 597

Q1 2013 556 221 628

Change +0.4% -10.5% +5.25

The second arm of traffic safety utilizes collaboration among other city agencies. The Neighborhood

Enforcement Team (NET) has an excellent relationship with Traffic Engineering (TES). They have

worked together to identify areas that appear to have engineering concerns, rather than enforcement

issues.

DPS Safety Task Force and Safe Routes meetings continue throughout the year with 2 meetings in

February. DPS, TES and DPD’s Net team meet as part of a federal grant to discuss traffic issues near

school zones. The following has been worked on as part of this collaborative effort.

Flashing Beacons – TES currently has 34 flashing beacons installed at school zones in the city of

Denver. They are installing beacons this year at 2300 Central Park, 7100 E Alameda Ave and

Tactic 1.07 Increase school zone safety.



Approach Focus officer deployment on first weeks of semesters, conductschool zone public service announcements (PSAs), participate in

Safe Routes to School program and maintain photo radar

enforcement in school zones.

Method of

Evaluation

⇒ Provide officer deployment prior to and during first weeks

of each semester in conjunction with school zone PSAs at

the beginning of school year and after extended breaks.

Result: decrease in school zone accidents.

⇒ Maintain 2012 hours of Safe Route to School program

participation.

⇒ Measure accidents within ¼ mile radius from schools,determine top school accident locations.

⇒ Work with DPS security and Administrative staff to provide

locations and responses to school traffic issues.

⇒ Work with Traffic Engineering to increase locations of

flashing yellow lights.

School Zone Citations

Q1 2012 1923

Q1 2013 2692

Change +40.0%



23

4800 Peoria St. This is an ongoing project with new locations added each year. All locations

except Peoria have received a flashing beacon in 2013. Since declaring these locations as

recipients of flashing beacons in 2013, 4800 Peoria has lost their Charter School status and is

now closed. If another school moves in, TES will provide a flashing beacon system to this

location.

Changing Speed Limit – TES is reassessing the stretch of roadway along 26th Ave (from York St

to Colorado Bv). There is a possibility the speed limit will change along this portion of city

Surface Street. There are three schools in close proximity of this stretch of roadway –

Columbine Elementary (2540 E 29th Ave), PREP Positive Refocus Education Program (2727

Columbine St, Denver, CO) and Barrett Elementary (2900 Richard Allen Ct, Denver, CO).

Light Retiming – retiming lights has proven to be a tool in curbing accidents involving

pedestrians and bicycles. TES has or is currently working on the following locations.

• Retiming the lights along MLK (from Downing St to Colorado Bvld).

• Retiming the lights at MLK and Champa St. from Downing St. to Park Ave.

Cole Arts & Science Academy is in close proximity of this stretch of roadway, located at 3240

Humboldt St, Denver, CO.

Denver Moves – The NET team continues to work with the city as they move forward in

creating the bicycle network throughout the city. This past week, 45th Ave, between Broadway

and Washington, TES has striped a bicycle lane. It is believed the lane will slow traffic in thisarea, making it safer for the Garden Place school and bicycle traffic. PW-TES is also working on

a bike lane on 26th Ave (from York St to Colorado Bvld).

The safe route program is undergoing changes with the coalition, as they are looking for a new person

to take over the program. We still meet every 3rd month of the year.

Deployment During the First weeks of each semester –

We deployed during the 2nd week of January, 2013. This is the 1st week of back to school from winter

break. Then we continued our enforcement to the last week of May for a total of 20 weeks of

enforcement for the school semester. The dates of deployment were January 8th through May 31st,2013.

NET school zone comparison data:

January to date 2013: 247 school zone citations issued

January thru June 2012: 339 school zone citations issued

The NET Unit included two additional full time NET officers in 2012. These two positions were vacated

and not filled in 2013. Each week had at least (5) deployments per week one per day am or pm. TO

command recognized the loss of the two NET officers and reassigned the duties of two car officers. By

reassigning to give part of their shift to the concerns of NET, school zone citations are up by 40% for

the first quarter of 2013.



24

Commercial Vehicle Enforcement is a very important part of traffic safety. Traffic Operations has an

excellent working relationship with the Colorado State Patrol. Since they cannot enforce state laws in

the City and County of Denver, they team up with Denver Police on Port of Entry campaigns as part of

their training of new troopers. Below shows our two deployment efforts so far in 2013:January 24, 2013 Port of Entry

• 50 trucks inspected

• 26 full inspections

• 20 citations

May 9, 2013 Port of Entry

• 68 trucks inspected

• 53 full inspections

• 43 citations

In addition to training CSP personnel, we trained two of our TO officers to conduct truck inspections.

Those already certified received recertification in April of this year.April 12, 2013 CMV Re-Certification at CSP

• 1 Sgt and 11 officers

TACT Grant – Ticketing Aggressive Cars & Trucks

To help reduce the number of accidents involving Commercial Vehicles, Denver Police was awarded

the TACT Grant in 2013. Traffic Operations has LTR Lidar equipment that can measure the travel speed

and time between two vehicles. Since 90% of Denver’s highway accidents are Following Too Closely,

this grant is utilized to measure cars traveling too close to commercial vehicles. The TACT Grant was

conducted from June 10-12th at 20th St & I25, with 229 summonses being issued for Following Too

Closely.

Commercial Vehicle Accidents

Q1 2012 19

Q1 2013 4

Change -78.9%

Tactic 1.08 Decrease operation of unsafe commercial motor vehicles on

Denver thoroughfares.



Approach Increase the use of Port of Entry operations and coordinate with

CSP and other jurisdictions to conduct quarterly large scale Port of

Entry operations. Provide officer training with emphasis on

commercial motor vehicle inspections

Method of

Evaluation

⇒ Decrease commercial motor vehicle accident statistics with

2012 baseline.

⇒ Provide trainings with emphasis on commercial motor

vehicle inspections.



25

Beginning in March of 2013, DPD introduced a new concept called Data-Driven Approaches to Crime

and Traffic Safety (DDACTS). As a support function, Traffic Operations has assisted with five campaigns

so far this year. Districts conduct separate operations on their own throughout the year as well.Because this is a new concept to the department, we do not have past data to compare success.

The districts focus on areas that have a high property or violent crime rate that corresponds to a high

number of accidents in the same location. Operations range from 2 hours to 10 hours, depending

upon the needs of the district.

• District 1 March 3 Detail 2 and 3

o 261 citations

o 5 arrests

• District 2 April 30 Detail 2 and 3

o 288 citationso 24 arrests

• District 6 May 7 Detail 2

o 54 citations

o 5 arrests

• District 3 June 13 Detail 3 (No Detail 2 DDACTS locations provided)

o 16 citations

o 2 arrests

• District 5 June 20 Detail 2

o Traffic Citations 65

o Traffic Warnings 3

o Street Checks 4

o Directed Patrol 255 minutes

o 7 Arrests (1 code 5 DUS- 1 Outstanding Warrant/Shoplifting)

Tactic 1.09 In collaboration with the District Commanders, or on a unilateral

basis, Traffic Operations will conduct comprehensive saturated

traffic enforcement in the areas identified by the District

Commanders.



Approach Each District Commander will present the TO Captain specific

areas of concern, hot spots, within their district in which Traffic

Operations personnel will conduct concentrated patrols

Method of

Evaluation

⇒ Establish baseline for citations, arrests and contacts for

each district operation



26

The Vice/ISD bureau performs at least one “operation” in each district per month because the citizens

deserve and expect the Denver Police Department to help eliminate problem addresses in the

respective district. These operations include but are not limited to alcohol investigations, prostitution

operations and narcotic buy bust operations.

The total statistics for the ISD/Vice Bureau operations in each district between 1/1/13 thru 3/31/13 areas follows:

TOTAL OPERATIONS PER DISTRICT:

District One: 15

District Two: 15

District Three: 12

District Four: 9

District Five: 3

District Six: 13

Note: Some operations take place in several districts during the course of the operations. (example:street level prostitution operations may take place in two or three districts during one operations).

Tactic 1.10 The Vice/Drug Control Bureau will expand our support strategies

for the Patrol Division by performing a minimum of one focused

operation per month in each District targeting a designated

“Hotspot”. This hotspot could involve prostitution crime, problem

liquor establishments, or drug activity.

Responsibility VICE/Drug Control Bureau Lieutenant


Approach The Vice/Drug Control Bureau Lieutenant will direct the Vice Unit

Sergeant to establish a contact point with each Patrol District in

order to facilitate communication and identify the “Hotspot” at

the beginning of each month. Operations may be a coordinated

effort through augmentation of District personnel resources or

conducted solely by Vice/Drug Bureau personnel. Each operation

will require an After-Action report documenting results, which will

be forwarded to the District Commander.

Method of

Evaluation

⇒ Statistical results that may include arrests, punitive civil actions

of liquor licensed establishments, empirical or anecdotalevidence of problem reduction, and feedback from District

Commanders.



27

The Vice/ISD Bureau responds to complaint feedback within thirty days of receipt. This is important sothat the citizens of Denver understand that the Denver Police Department takes the individual

complaint seriously. Additionally, we want the citizens to understand that the Denver Police

Department is attempting to address the problems they are seeing and living with every day in a timely

fashion. The new tracking system was a challenge throughout 2012. In reporting out for 2012 the flaws

in the system were discovered and rectified.

• Marijuana Team: 28 total during Q1: follow up in Versadex within 30 days: 100%

• Interdiction Team: Received 0 complaints during Q1, as of March 11 they had 1 open case

which is still pending, follow up in Versadex within 30 days: N/A

• Vice Team: 31 total since January, follow up in Versadex within 30 days: 100%

Tactic 1.11 Respond to 100% of Vice/Drug complaint feedback within 30 days

of receipt.

Responsibility VICE/Drug Control Bureau Lieutenant


Approach Refine tracking system in RMS. Establish the baseline metrics andtrack progress. Identify areas for improvement and develop plans

for streamlining processes.

Method of

Evaluation

⇒ Quarterly summaries of responses within 30 days of

implementation

⇒ Develop new metrics for 2013 through the new complaint

system and use 2012 available data for baseline.



28

*Fugitive Unit Activity includes all homicide, aggravated robbery, aggravated assault, sexual assault, and felony

domestic violence suspects along with peripheral misdemeanor and high profile suspects

Agreed to Interview

Although the Fugitive Unit can not completely control whether a suspect makes the decision to

interview or not, the assigned Fugitive detective can take steps that significantly help in facilitating an

increase in interviews of suspects. These steps include explaining the process and allegations to the

suspect once he/she is safely apprehended, making the suspect comfortable and treating him/her with

respect and dignity, and arranging for a convenient location for the interview (both for the assigned

detective and the suspect).

788

698

557

141

358

417

27

263213

171

42

122 103

4

244220

192

28

130 132

8

0

100

200

300

400

500

600

700

800

900

Total Warrants Total Arrests Felony Arrests Misd. Arrests Within 24

Hours

Agreed to

Interview

Pen Registers

Fugitive Unit Activity*

2 Year Average Q1 - 2012 Q1 - 2013

Tactic 1.12 Every effort will be made to capture all identified violent felons as

quickly as possible, before they can evade capture or re-offend.

Responsibility PNAU/Fugitive Lieutenant


Approach Warrants for all homicide, aggravated robbery, aggravated assault,

sexual assault, and felony DV suspects will be delivered to Fugitivepersonnel as soon as practical. Upon receipt, Fugitive detectives

will exhaust all reasonable means to locate and arrest identified

suspects until they are captured, or are believed to have left the

state.

Method of

Evaluation

⇒ Number of cases, Number of Arrests, Number of Pen/Trap

and trace orders

⇒ Percentage of Arrests made within 24 hours of receipt of

the warrant

⇒ Percentage of Suspects willing to make a statement.





30

The definition of Case Clearance was defined and the baseline metrics were established for 2007-2008.

This is one of the more difficult metrics, since there are so many possible ways to define “cleared.” An

experienced District 3 detective, the CID Division Chief, the former Captain of the Crime Analysis Unit,

and others within DPD helped establish the definition. Defining case clearance is also made difficult byopen cases continuing to clear for months and even years after the incident date. This was resolved by

setting the artificial timeline of 75 days from the incident date, so that current year clearance rates

may be compared to clearances dating back to 2007. Otherwise, the older cases would have had an

unfair “advantage” in having more time to clear and it would appear that newer cases have a lower

clearance rate, when in fact that may not be true. DPD’s Case Clearance metrics is custom to Denver

and should, therefore, not be compared to other cities or police departments.

Tactic 1.13 Case Clearance and Caseload

Responsibility Deputy Chief of Operations


Approach Review

Method of

Evaluation

⇒ Clearance rate trends by crime type

⇒ Caseload per detective by crime type



31

“Clearance” was defined to include a case that, within 75 days of the incident, met one of the following

cases statuses:

Case

Status Case Status Description

A ACCEPTED BY DA - ARREST MADE OR CITATION ISSUED

W STATE CHARGE WARRANT ISSUED

G MUNICIPAL WARRANT ISSUEDD AT LARGE FILING/WARRANT COMPLETED

T ARREST/CITATION - NOT PRESENTED/REFUSED BY DA

U UNFOUNDED OR CIVIL IN NATURE

2 REFUSED BY DA - INSUFFICIENT ID EVID

3 VIC REFUSES TO COOP-NOT PRESENTED/REFUSED BY DA

1 REFUSED BY DA - NO LIKELIHOOD OF CONVICTION

8 REFUSED BY DA - OTHER REASON

R REFERRED TO OTHER AGENCY

Cases were not considered cleared if they did not meet one of the above statuses within 75 days of the

incident or if they had one of the following statuses:

Case

Status Case Status Description

L INACTIVE - PENDING LAB ANALYSIS RESULTS

S INACTIVE - EARLY CASE CLOSURE

O OPEN

I INACTIVE

9 PNAU-ABATED BY FEES

7 PNAU-STIPULATION

B PNAU-TITLE CONVEYED

5 PNAU-UNFOUNDED/REFUSED BY CITY ATTORNEY

F PNAU-RELEASED TO LIEN HOLDER

4 PNAU-CIVIL WARRANT/AT-LARGE

6 PNAU-DEFAULT JUDGEMENT

C PNAU-MOOT

E PNAU-NON-INVOLVED OWNER

J PNAU-ABATEMENT/VOLUNTARY ABATEMENT

K PNAU-COURT ACTION-MUNICIPAL COURT

M PNAU-STATE FORFEITURE

Note: PNAU = referred to Nuisance Abatement Unit

Crime types were divided into Personal and Property, and 2008-2009 clearance rates and 2009 case

workload were measured to create the performance baseline. Measuring recent workload is

important, since it may be an influencing factor on clearance. Clearance and workload metrics, while

not included here, are available to each Assigned Investigative Unit (e.g. Robbery Unit), so that

performance and workload can be monitored.



32

The relationship between caseload and clearance is strong when you compare the effect of the current

quarter’s caseload and the next quarter’s clearance. 48% of the variation in clearance rate can be

explained by the previous quarter’s caseload.

As you can see, the impact of various Departmental changes has greatly increased the clearance rate

for Person Crimes. These measures include decentralizing the street robbery and assault units to the

District Stations, allowing all appointed positions to be re-applied for, and implementing team policing

concepts into the patrol districts. Since these measures were implemented clearance rates have

consistently beat the predictions based on previous quarter caseloads. Most recently in Quarter 1,

2013 the predicted case clearance rate was 67.1% and the actual was 75.5%, the highest case

clearance rate since this metric began tracking.

29203001

3080

2613

2754

2865

2977

2823 2790

2971

3153

2648

2989

32363165

2860 2832

66.7% 66.9%64.6% 65.3%

71.0% 70.2%

65.0%

67.8% 67.7% 67.3%

61.9% 61.6%

66.7% 66.3%

69.7%72.6%

75.5%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

0

500

1000

1500

2000

2500

3000

3500

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1

2009 2010 2011 2012 2013

Person Crime Caseload and Clearance at 75 DaysRelationship between caseload and next quarter clearance

R-square = .48, p < .01

Caseload - Person Cleared - Person % Predicted Clearnce

Predicted Clearance Rates



33

DPD has the responsibility of monitoring the registered sex offender population in the City and County

of Denver. One major component of monitoring is to conduct investigations into the whereabouts of

sex offenders who have either not registered as required or who are known to no longer be at their

stated address-of-record. Their goal is to bring offenders back into compliance and to issue warrants

when not able to achieve that goal. There is a statutory obligation to conduct, at a minimum, one (1)verification of an offender’s reported address-of-record per year. In order to accomplish this task, the

Sex Offender Registration and Compliance Unit partners with the six patrol districts in conducting face-

to-face contacts with the offender at their home. ‘House checks’ are spread out across the calendar

year and lists of offenders who are due for a house check that month are sent out to each district

commander. The compliance detectives conduct follow-up investigations of all house checks

determined to be unsuccessful or those not able to be completed by the district personnel.

Tracking for this metric, as seen below, began in May 2013.

Tactic 1.14 Keep our registered sex offenders in compliance, exhausting all

avenues bringing an offender back into compliance before issuing

a warrant for Failure to Register.

Responsibility Compliance Lieutenant

Authority Major Crimes Commander

Approach Conduct yearly address verifications of all Registered Sex

Offenders. As needed, bring the individual into compliance or

issue a warrant for their arrest.

Method of

Evaluation

Trends:

⇒ Baseline statistics will be complied in 2012 for future

comparisons and goal setting

May 2013

Verification of Address-of-RecordCompliance Unit

Follow-up Investigation

DistrictNumber

AssignedSuccessful

Not

Successful

Not

Completed

# Brought

into

Compliance

#

Warrants

Issued

1 33 21 12 - 9 3

2 37 26 11 - 5 6

3 30 27 3 - 2 1

4 41 31 10 - 8 2

5 15 15 - - - -

6 18 16 2 - 2 -

Bomb Squad 25 19 6 - 6 -

Totals 199 155 44 - 32 12



34

Neighborhood Meetings

Strategy 2.00 Training and empowering managers and supervisors to be leaders

through action and accountability

Responsibility Deputy Chief of Operations and Deputy Chief of Administration



Method of

Evaluation

⇒ Tactical Metrics as assigned below

Tactic 2.01 Engage communities to increase their understanding of safety and

their satisfaction with police.



Approach Attend all neighborhood and/or community meetings that officers

are invited to.

Method of

Evaluation

⇒ District represented through attendance of officer,

supervisor, or Commander at a minimum of one meeting

per neighborhood per quarter.

District 1 District 2 District 3 District 4 District 5 District 6

Q1 2010 39 63 38 27 57 31

Q2 2010 37 75 13 18 54 11

Q3 2010 39 92 13 18 37 20

Q4 2010 25 69 55 18 43 21

Q1 2011 28 66 45 27 36 15

Q2 2011 34 74 47 27 38 19

Q3 2011 24 62 54 27 39 35

Q4 2011 34 60 61 27 43 22

Q1 2012 46 61 39 35 25 29Q2 2012 47 57 79 43 33 25

Q3 2012 46 85 55 29 27 24

Q4 2012 49 68 46 19 19 46

Q1 2013 46 53 46 44 66 35



35

Crime Prevention Presentations

Note: The definition of a Crime Prevention Presentation was changed in 3rd

quarter 2010. Cells with --- did not have

data available by report completion.

Tactic 2.02 Crime Prevention Presentations by District.



Approach Establish crime prevention presentations that are widely

advertised to the general population. These presentations willhave specialized and/or targeted content in response to

community needs, requests, specific crime concerns or events.

These presentations may be stand alone meetings; or part of

regularly scheduled meetings. What sets them apart from

Neighborhood Meetings in Tactic 2.01 is the specialized content of

the meeting, not the venue. They can be co-sponsored by a

neighborhood, community or other interested organization.

Method of

Evaluation

⇒ Completion of a minimum of 2 quarterly events per district

⇒ In advance of the presentation, determine the types of

information that would be helpful to the community.

District

1

District

2

District

3

District

4

District

5

District

6

Q3 2010 9 3 4 0 4 3

Q4 2010 1 0 6 2 4 1

Q1 2011 5 3 5 7 5 2

Q2 2011 6 2 3 1 4 2

Q3 2011 3 2 4 2 4 2

Q4 2011 2 0 1 4 2 2

Q1 2012 3 2 2 6 3 ---

Q2 2012 3 12 2 6 16 ---

Q3 2012 3 6 3 5 7 5

Q4 2012 3 8 3 4 8 7

Q1 2013 3 6 3 3 3 11



36

2013 School

Related

Crime

Prevention

Neighborhood

Organizations

Other

Community

City Agencies &

Law

Enforcement

Q1 7 7 4 2 9

Gang Bureau CRO continued to strengthen the partnership with Gilliam Youth Detention Center, Open

Door Youth, Prodigal Son, Denver Area Youth Services, GRID, & community leaders with the following

outcomes:

⇒ Attended 29 collaborative meetings

⇒ Working with local college educators to provide presentations regarding real-world issuesinvolving youths involved with gangs. Behavioral and psychological issues that can become

problematic and experience in the gang culture are the focal points. Providing field

assessments will enable future social workers with indicators and intervention tactics and

techniques that will prove helpful. Inevitably, making students more resourceful.

⇒ Working with other state agencies to collaborate on best practices and gang issues in their

area.

⇒ Gilliam Youth Center requested Gang Awareness Training for their entire staff. Gang Bureau

CRO presented training on (6) different occasions.

⇒ Gang Bureau CRO provided Gang Awareness Training to the Colorado State Patrol

⇒ Gang Bureau CRO provided Gang Awareness Training to the Denver Fire Department, station 3.Gang Bureau’s CRO has conducted 13 gang presentations. There were presentations to 5 community

groups and 8 to school based groups. These presentations included information regarding awareness,

and safety tips on being pro-active and lessening the possibility of becoming a victim to a crime. He has

also incorporated Internet Predator and Cyber-Bullying presentations to school administrators,

teachers and parents.

Gang Bureau’s CRO has established partnerships with neighboring law enforcement agencies to assist

in gang identification and provide updated information (information sharing) with the ever changing

Tactic 2.03 The Gang Bureau will work in partnership with community-based

organizations, other City services/agencies, and private-sector

partners to provide information and assistance necessary for

these partners to actively participate in, and partner with the DPD,

in gang prevention, suppression, and intervention efforts within

their own communities.


Authority Investigative Support Division CommanderApproach The Gang Bureau Community Resource Officer will be tasked with

providing high quality gang awareness and other specialized

training to community groups, other City agencies/services, and

private-sector partners with the goal of educating participants.

Method of

Evaluation

The Gang Bureau Captain is responsible for ensuring all Gang

Bureau personnel, especially the Gang Bureau Community

Resource Officer, take a participatory approach to community

partnerships with the focus on providing quality information

necessary to help community members engage in efforts to

reduce gang activity within their own neighborhoods.



37

gang culture. This information sharing has proved effective since many of our local gangs have had the

same impact in other surrounding agencies.

Gang Bureau’s CRO continues the successful partnership with Bryant-Webster Middle School, by

providing gang awareness as well as internet predator/cyber-bullying presentations. This partnership

has produced effective in assisting the school administration in making them aware of the dangers that

youth face in recruitment and exposure into the gang culture. Awareness has been tied into

preventative measures as well as educating teachers about intervention resources.

Gang Bureau’s CRO has established parent based training of the dangers involving gangs in their

community. Presentations have led to parents initiating their own community support groups where

the CRO has been asked to help facilitate these groups.



38

Current technology data sources have data integrity issues for assessing the timelines in cases prior to

the realignment. Therefore, baseline metrics for the time frames will be developed from quarter 4

2012 to the end of 2013 for the CRO and quarter 2 2013 for IAB.

At the beginning of the 2nd quarter of 2012 a new protocol was created to consolidate review and

findings within a single office (Conduct Review Office) staffed with a consistent group of personnel.The CRO is designed to increase timeliness and consistency.

Internal Affairs Bureau

Installation of new case management system IA Pro will permit accurate tracking of timeframes. This

software was installed and in use by the second quarter of 2013, baseline tracking will begin at that

point.

Internal Affairs Metrics

Formal Cases Critical Incidents

Time Frame : From

Case Assignment to

OIM

Number

of Cases

Avg.

Caseload

Avg.

Time

Number of

Cases

Avg.

Caseload

Avg.

Time

Q2 2013

Q3 2013

Q4 2013

*Complaints involving a criminal case against the subject officer are removed from this tactic

Tactic 2.04 Creating a process within the Denver Police Department that is

more timely, thorough, efficient and consistent with the

disciplinary matrix.

Responsibility Shared: Commander Internal Affairs Bureau and Commander

Conduct Review Office


Approach IAB will insure all investigations are handled in a thorough,

complete and timely manner.CRO office will strive to improve both the efficiency in which

discipline is handled and the consistency of that discipline.

Method of

Evaluation

⇒ Assess elapsed time for IAB investigations by type

o 75% of all formal complaints completed within 30

days of assignment

⇒ Assess elapsed time for CRO reviews by type

o 2 week average for scheduled discipline

o 2 week average for formal discipline

o Critical incidents will be handled efficiently, but in

accordance with their complexity and other factorsoutside the control of the CRO Office.

⇒ Assess discipline for selected infractions across officer to

determine discipline consistency





40

Citizen Academies allow individuals from the community to get a wide and varied understanding of the

functions of the police department. These academies also create citizen ambassadors in our

communities. In 2013 there will be a minimum of 10 Citizen Academies held through the 6 policedistricts.

1st Quarter Outcomes: 4 Citizen Academies were conducted. This function moved under the Chief of

Police soon after the first quarter of 2013 and the number of attendees to these academies was not

readily available at the time of this report.

Tactic 2.05 Citizen Academies

Responsibility Chief of Staff


Approach Conduct a minimum of 10 Citizen Academies each year in order toeducate our citizens about policing issues

Method of

Evaluation

⇒ 10 Citizen Academies per year

⇒ Number of Attendees







43

The Denver Police Department will be conducting its first new recruit/lateral transfer academy

trainings since 2008. Over the course of 2013 the Department is planning to host 3 Academy classes

and bring in a total of 110 new officers.There are two ways a new officer can join the police department, as a new recruit or as a lateral

transfer. A new recruit is someone who has not currently a police officer in another jurisdiction, while

a lateral transfer is a sworn police officer who would like to move from their current law enforcement

agency to Denver Police. Depending on the similarities between Denver’s police operations and the

agency the lateral is coming from, they may need less time to complete the police academy and/or the

street training components than a new recruit. This need is assessed on an individual basis to make

sure that all new Denver Police officers have exemplary training.

It is expected that 2 of the academies will be offered for new recruits and 1 will be hosted for lateral

transfers. The first academy will be held starting in April with ~30 recruits, the second will begin in July

with ~35-40 lateral transfers and the final 2013 academy will begin in December of 2013 with ~40-45.Typically new recruits require around 9 months of academy training/street training paired with a

training officer. Lateral transfers can range from 5 – 9 months of training needs. It is expected that

both the April and July classes will be ready to work independently by February of 2014. The December

class will be working independently by September to October of 2014.

• Academy 1 – began 4/29/2013 with 30 recruits

• Academy 2 – scheduled to begin 7/29/2013 with ~35-40 lateral transfers

• Academy 3 – schedule to begin in December with ~40-45 recruits

Tactic 2.08 Police Training Academy

Responsibility Denver Police Training Academy Captain

Authority Deputy Chief of Administration

Approach DPD will host 3 Academy training class for new policerecruits/lateral police transfer in 2013.

Method of

Evaluation

⇒ 3 Academy Classes started by 12/31/2013

⇒ Goal of 110 new police recruits/lateral transfers



44

The various forms of social media allow for the department alternative methods to engage and

communicate with the public. These forums allow for direct, unfiltered communication and allow for

the Department to deliver its message directly. This allows for greater accountability and transparency.

Also, the audience reached through these forums are unique and often audiences we were unable toreach in the past.

Tactic 2.09 Social Media



Approach Utilize various aspects of social media platforms to further the

mission and vision of the department

Method of

Evaluation

⇒ Hire civilian PR specialist by 10/1/2013

⇒ Develop accountability metrics for various forms of social

medias for evaluations in 2014



45

Leadership in Police Organizations

• Partnership with the Colorado State Patrol, Aurora Police Department, and Colorado

Association of Chiefs of Police (CACP) to speed up the rate supervisors trained in LPO course.• Through working with CACP we have been able to use Colorado POST funds to pay for

the training of all sworn personnel.

• It is based on West Point’s Department of Behavioral Sciences and Leadership, modified for and

by law enforcement leaders.

• It focuses on the concepts of dispersed leadership or “every officer a leader.”

• Training lieutenant assigned as liaison for the LPO training as a full-time responsibility.

• The training allows for supervisors to interact with other jurisdictions and to learn from their

experiences.

• An exchange with the State Patrol is allowing DPD to send civilian supervisors to their classes

for zero cost.• All Sergeants not in the drop program will be completed by July of 2014. Lts and Civilian

Supervisors should be completed by end of year 2014.

Rank Completed

Prior to 2013

Completed

YTD 2013

Scheduled

for 2013

Remaining to be

Scheduled

Commanders and Above 7 0 0 8

Captains 5 1 0 8

Lieutenants 30 3 1 22

Sergeants 33 50 68 48*

Civilian Supervisors 2 3 4 5*26 of these Sgts are currently in the drop programming, meaning they are scheduled to

separate from DPD in 5 years or less.

Tactic 2.10 Provide necessary management and supervision training

Responsibility Deputy Chief of Administration


Approach Identify and send all management and supervisor level personnel

to appropriate training

Method of

Evaluation

⇒ By 12/31/2014 have all management and supervisor level

personnel attend LPO School.

⇒ By 12/31/2015 have all DPD employees attend Respectives

in Policing through the Academy



46

Strategy 3.00 Implementing cost savings and other efficiencies, including

technology, with a focus on maintaining and/or improving the

department’s effectiveness

Responsibility Deputy Chief of Administration



Method of

Evaluation

⇒ Tactical Metrics as assigned below



47

CivilianizationThere are 38 sworn officer positions that have currently been identified for civilianization in 2013,

which will require the hiring of 38 civilian employees to fill those positions and an additional 3 civilian

postions in somewhat expanded roles. Even with the expanded positions this process will save the

department more than $500,000 and move 38 officers back into core policing functions.

Crime Lab

The Crime Lab Forensics Biology/DNA Unit needs additional resources to handle the backlog of cases,

decrease turn around times, and handle the 37% increase in CODIS hits over the last 2.5 years. Katie’s

Law, which went into effect on 9/30/2010, has resultd in an upload of an additional 40,000 felony

arrestee DNA profiles in Colorado’s CODIS database every year. The resulting “hits” to these profilesthen require additional DNA testing in the Denver Crime Lab to confirm the match and directly

compare the DNA profiles.

Update: a proposal was submitted for the 2014 budget cycle

Staffing Study

An analytical model will be developed examining patrol, investigations and traffic as well as areas that

can be identified for civilianization in an attempt to determine the “right-size” for theDenver Police

Department.

Update: the model was presented to Manager of Safety in May for feedback and a draft was

presented to the Mayor’s Office for comment and review in June. Suggestions included 10 year

projections be added to the model in order to ensure future needs are accounted for. These 10 yearprojections will be included in the Departments performance based budget proposal in August.

Strategy 3.01 Implement Strategic Re-Alignment

Responsibility Administrative Management Commander

Authority Deputy Chief of AdministrationApproach Through Right-Sizing and Civilianization create a more efficient

and effective police department

Method of

Evaluation

⇒ Hire 41 Civilian positions by 12/31/2013

⇒ Expand the Crime Lab capabilities as a force multiplier

⇒ Develop analytical model of needed Departmental Staffing

to determine the actual number of officers and civilians

needed to implement our mission and vision



48

The Operations Manual is the repository for all policy and procedures of the department. As the

Department has recently restructured, the Operations Manual needs to reflect the current operationsof the Department. In addition, over the years, the Operations Manual has been added to, revised and

edited to the extent that it has affected the readability. The current Operations Manual, although

accurate, has become cumbersome and is in need of reformatting to eliminate contradiction and

repetitiveness. Once rewritten and reformatted, the Operations Manual will better serve the

department due to a contemporary format, systemized approach and succinct verbiage.

In order to do this process new technology will be necessary. The implementation of Compliance

Management Software will increase the efficiency of maintaining the Operations Manual for the police

department. The information contained within the Operations Manual not only gives the officer a

clear understanding of their duties and responsibilities, but also a framework in which police servicesare to be executed. The maintenance of this document is imperative to the general operation and

overall accountability of the police department.

With the implementation of Compliance Management Software, the current process of reviewing,

revising and approving policy and procedure will be streamlined. As policy and procedures are revised,

the accountability of the officer to acknowledge and understand the revisions will be automated and

measureable. In addition, as newer versions of policy and procedure are implemented, the archiving

of the historical version will be centralized and allow for more efficient retrieval.

1st Quarter Outcomes: The Planning Division, in collaboration with the Manager of Safety’s Office,

Budget/Management Office, and the Fire and Sheriff Departments secured the purchase of thesoftware.

The rewrite and reformatting of the Operations Manual is dependent on the purchase and

implementation of the Compliance Management Software. In the meantime, the Planning Division has

started to develop an approval process for the rewrite once this has taken place

Tactic 3.02 Rewrite and Reformat the Operations Manual

Responsibility Planning, Research & Support Division Captain


Approach Draft a new Operations Manual which will be a collaborative effortbetween the entire police organization, the District Attorney’s

Office, the City Attorney’s Office, the Independent Monitor and

the Manager of Safety’s Office.

Method of

Evaluation

⇒ Dependant on acquiring the Compliance Management

Software (strategy 4.01), the rewrite will take

approximately 24 months from implementation.





50

Automated License Plate ReaderAn enhanced Automated License Plate Reader (ALPR) provides the ability to interface with 26 other

Denver Metro area law enforcement agencies to quickly locate criminals and stolen cars in different

jurisdictions. The system will also have the ability to instantly push out alerts to all department ALPR

units where timing is critical – such as Amber Alerts, stolen vehicles, or crimes that have just occurred.

The benefits of these systems include:

Provide real time response in locating missing and exploited children in instances of Amber

Alerts;

Locate dangerous criminals more quickly;

Solve serious crimes (murders, rapes, kidnappings, bank robberies) more quickly;

Remove unsafe drivers from the roadways; Increase the recovery of stolen vehicles; and

Improve officer safety.


Predictive Policing

Predictive policing techniques have been shown to reduce preventable crime through efficient and

effective deployment of resources. These techniques require a two-pronged approach of 1) predictive

analytics and 2) real-time or timely information dissemination.

In terms of predictive analytics the department is moving forwards with both the DDACTS model and

risk terrain modeling, both of which use geographic features (such as business types, residential

density, etc.), historical crime data, accident information, etc. to predict near future crime patterns.The department also employs pattern crime prediction which is utilized to predict the next target, date

and time for serial offenders.

• Assess effectiveness of prediction models and develop departmental standardization of

techniques by end of 2013

OUTCOMES:

• Data-Driven Approaches of Crime and Traffic Safety (DDACTS) is an operational model

that integrates location based crime and traffic crash data to establish effective and

Tactic 3.04 Implement real-time crime information and predictive policing

techniques

Responsibility Data Analysis Unit Director

Authority Operational Support Commander

Approach Identify and purchase Wi-Fi for patrol cars, an automatic license

plate reading solution, an internet solution for calls and crimeinformation, and training/software for predictive policing

techniques

Method of

Evaluation

⇒ Purchase and implement an online crime solution and

predictive policing solution.

⇒ Purchase License Plate Readers to enhance investigations

and provide real time information on vehicles

⇒ Pilot both DDACTS and risk terrain models in various police

districts and for various crime problems.

⇒ Pilot Wi-Fi in a minimum of 1 police district



51

efficient methods for deploying law enforcement and other resources. Temporal and

spatial analysis identifies both areas and time/day combinations with high incidences of

both crime and crashes. DDACTS employs targeted traffic enforcement strategies to

these locations.

• In other jurisdictions, these models have been found to be extremely effective

with little or no additional department resources, simply more efficient use of

existing resources.

• For example: Baltimore County saw an 18% decrease in Burglary, 29% decrease

in Robbery, a 35% decrease in Auto Theft and an 18% decrease in Traffic

Accidents for the DDACTS areas. These outcomes were based on use of existing

departmental funding (i.e. traffic grants, regular patrol, etc.) used in a manner

focused on the DDACTS areas.

• DDACTS training was held department wide April 23rd

– 24th

• DDACTS models are being developed by each district, targeting specific issues and areas

within their district. These models are very diverse and will provide excellent

comparisons in developing a citywide model standard for the various issues.

• A comprehensive review of each test area will be conducted by the end of 2013.

• In 2014 we expect to incorporate risk terrain components into the DDACTS models

• Implement Bair Analytics software for pattern crime and serial crime identification andprediction work

• Software installed on Crime Analyst computers by 6/1/2013

• Software training for Crime Analysts completed by 9/1/2013

OUTCOMES:

• TS is in the process of purchasing the desktop component, an eta for installation and

training is unknown

For timeliness, the department will be implementing ATAC Raids for online crime mapping and other

data dissemination. Additionally the department will be conducting a pilot study related to Wi-Fi in the

patrol cars.

• Implementing ATAC Raids online will decrease the amount of time it takes to make precincthot-spot maps and will increase the relevance of those maps by reducing the data delay

(instead of week old data, the data will be available and updated nightly).

• Provide training to new recruits at the academy

• Provide trainings at roll-calls, etc throughout the department

OUTCOMES:

• Both training components are on hold until the ATAC Raids is purchased through

TS

• Wi-Fi in the patrol cars will reduce the amount of time officers need to spend at the station

getting the information and will also allow them greater access to crime information such as

suspect descriptions, crime MO descriptions, etc from their patrol cars.

• Identify the district to pilot the Wi-Fi project• Assess time savings and crime reduction outcomes

OUTCOMES:

• This project is slated for late 2013 due to other technology obligations

We expect the outcome of this process to be a reduction in preventable crime and an increase in the

effectiveness and efficiency of patrol resources.

OUTCOMES: As the implementation schedule for these projects have been delayed, we are

unable to evaluate the efficacy at this time.



52

Over the last 15 years the concept of a police precinct in Denver has been the equivalent of 1 police

patrol car. During this time demographics, crime and policing strategies have changed in Denver and

the model no longer fits our organization. Conceptually precincts going forward will have relativelysimilar workload (i.e. a 2 car precinct should have roughly double the workload of a 1 car precinct, a 3

car roughly triple, etc.), but most will be designed with multiple patrol car assignments in mind. This

will allow for a more tailored approach to crime prevention and remediation based on area, time of

day and day of week, allowing more than 1 patrol resource to work on an issue. Additionally, creating

more cohesive districts and precincts as it relates to neighborhoods, building types, demographics,

crime types and other issues is important. For example all of east Colfax Ave could be within 1 police

district, allowing for a consistent approach to issues there. Another might be to incorporate East and

West Washington Park neighborhoods into a single district and police team for a coordinated response

to property crime surrounding the park.

•

District and Precinct boundary designo New district boundaries designed to combine similar crime issues, demographics, etc.,

as well as to capitalize on District space resources.

o New district and precinct boundaries to keep more neighborhood groups within the

same district

o Actual precinct size will be based on Calls for Service workload hours and will be sized to

accommodate both police force growth and area development.

OUTCOMES: A data driven District and Precinct boundary model was developed and finalized

by 3/14/2013

• Work with TS to implement new boundaries into all systems, including Versadex, Tri-Tech CAD

and OSI legacy systems, dependent on district and precinct configuration by 7/1/2013

OUTCOMES: The new boundaries are set to go live on 7/14/2013

• Update all historical data to a minimum of 90% accuracy (some historical data may currently

have a precinct or district attached, but have a bad address that will not allow it to be updated,

hence the 90% goal).

OUTCOMES: This is still in process and on schedule

Expected outcomes: Reduced crime, increased precinct integrity and greater environmental

sustainability through precinct integrity (low miles driven, lower gas usage).

Tactic 3.05 Evaluation of District and Precinct Boundaries

Responsibility Director Data Analysis Unit


Approach Evaluate and implement new district and precinct boundaries to

reflect concepts of precinct integrity, team policing, and crimeprevention.

Method of

Evaluation

⇒ Boundaries are to be finalized by 4/1/2013

⇒ Working with TS, implement new boundaries throughout

all records systems by 7/1/2013

⇒ Historically apply new boundaries to all prior records with

a minimum 90% accuracy level



53

Three areas have currently been identified as high priority grant funded positions and operations: 1)

Halo Unit employees, 2) Crime Lab grant funded employees, 3) Air One – Helicopter Operations.

Halo Unit

The Denver Police Department monitors city streets in high activity location observation areas (HALO).

Due to the fact that the original funding was grant based, the civilian employees are temporary

employees. As such they have a high turnover rate. In order to better serve the mission of preventing

crime in Denver, the HALO unit will move from grant funded employees to permanent career service

employees by the end of 2013.

OUTCOMES: The HALO Unit was brought under the general fund effective March 1, 2013. All

previously grant funded monitors were retained and an additional 3 monitors were hired on

4/29/2013

Crime Lab

Within the Crime Lab operations there are several critical employees who are currently funded

through grants, which are scheduled to end in by 2014. While additional funding may come available,

the crime lab has continued to encounter higher turnover of the grant funded employees due to the

uncertainty of permanent funding. Additionally, the consequences of sequestration and reduced

federal and state grant funds are now negatively impacting the viability of conintued funding for these

positions.


Air OneSince 1998, Air One has responded to over 460,000 calls and was typcially the first on scene to many

of those calls. The unique value of Air One is related to it’s ability to be a force multiplier, particularily

in critical incidents. Due to budget reductions, the total operational cost of the helicoptor was shifted

to grant funds in 2011. The uncertainty and volitility of grant funding is increasing and could jeopardize

the Department’s ability to cover operational costs for Air One in future years.

Update: a proposal was submitted for the 2014 budget cycle to cover a portion of the existing

grant funding through permanent funding mechanisms.

Tactic 3.06 Great greater stability and continuity for grant funded programs

and operations

Responsibility Budget Director


Approach Throughout the Denver Police Department various programs and

operations are partially and/or fully funded through grantmechanisms. In some cases these are vital operations and the

funding situations have become more volatile.

Method of

Evaluation

⇒ Identify grant funded positions and operations which

provide necessary support that are in danger of losing

funding

⇒ Where possible move those positions/operations from

grant funding to the general fund or other more secure

funding mechanisms



54

Denver has been working towards a timely, electronic solution to import Pawn Shop information into

our records management system. The cities IT group, Technology Services, was able to implement a

limited solution that did not meet the department’s goals and could not support a multi-jurisdictionalapproach. LEADS Online is a national solution that many Denver area pawn shops were already

participating in, that has real time information, such that a Texas Detective call DPD in the summer

asking for our assistance in picking up evidence at a local pawn shop. The item had been stolen in a

burglary in Texas and pawned earlier in the day in Denver. At the time DPD did not have real time

information, or a way to know what had been pawned in Denver that day. In 2012, DPD purchased

LEADS Online and completed program training for Detectives and analysts. The final component is the

full integration between LEADS, CCIC and Versadex Records Management systems. This integration will

be completed by 3/1/2013.

INTEGRATION OUTCOMES: This process was delayed due to the magnitude of the Unified

Summons and Complaint process and training schedule. Integration will be completed by theend of 2013.

PROGRAM OUTCOMES: The use of LEADS Online has been extremely successful. Below are a

listing of items that would not have been recovered through the old system (i.e. outside

Denver, no serial number, etc.). Additionally there is a case example of the value LEADS Online

has added to property crime investigations in particular.

In District 1 during the months of May/June there was a significant increase in garage/shed burglaries.During the course of investigating one of the cases LEADS Online was queried for a Bosch mitre saw.

Through LEADS Online it was found that a Bosch mitre saw had been pawned by an individual on the

same day it was reported stolen. Further investigation into that individual revealed he had pawned

numerous items per day, sometimes up to five (5) per day. These items were cross referenced with

property taken during the shed/garage burglaries and we were able to identify several more burglaries

that he was responsible for committing.

Tactic 3.07 To implement and support the RMS system and support the

reengineering bureaus and processes.

Responsibility IMU/Records Lt

Authority Administrative Management Commander

Approach Finish the implementation of RMS modules according to theproject plan and ensure integrity and availability of information to

all employees who use information.

Method of

Evaluation

⇒ Pawn Shop implementation in RMS/LEADS Online

Items Recovered Approx Dollar Value

Q4 2012 30 $32,100

Q1 2013 32 $69,695

Total 62 $101,795



55

During the same time frame another suspect was identified through Leads Online for pawning items

that were taken during shed/garage burglaries. He was identified in the same manner, an initial LEADS

query was made that identified a piece of stolen property, a bicycle in this instance. Additional Leads

Online queries were made which identified numerous pawns that were cross referenced with known

offenses. In total the first suspect has been identified and charged in approximately twenty (20)

offenses in District 1, District 4 and Wheat Ridge, CO. The second suspect was identified and charged

with three (3) burglaries in District 1. There are approximately forty-three (43) burglaries that the two

suspects combined are suspected of committing, however these crimes cannot be proven at this time.

Absent the LEADS Online data base and real-time reporting of participating pawn shops neither of

these burglary pattern suspects would have been identified nor would the suspects have been

apprehended. Additionally, with respect to property recovery; the people with whom we are working

have been extremely pleased that we were able to recover their missing property. The NCIC data base

is a useful tool however the LEADS Online is a great improvement with many more applications than

NCIC which has aided in our investigations.



56

Historically, the Colorado Bureau of Investigations (CBI) provided DPD with a NIBRS error report that

can no longer by run by CBI. The Denver Police Department still tracks and corrects all reports that are

rejected by CBI for NIBRS errors and the internal error checking report is still available.

In 2012, several officers in the Information Management Unit began a project to reduce the number ofrejections, which were in the order of 1,100 per month. This has included working with Versaterm (the

records management system) to re-code some of the data they were sending and also getting CBI to

correct some mistakes in coding on their end. For example, through the correction of 1 coding error in

June, the July 2012 rejections total was reduced to 779. Once this process of correcting the various

coding issues is completed (projected 1/1/2014) the monthly error rejection rate is expected to be at

or below 400 per month, with approximately 100 of those being warnings rather than actual errors.

For non-coding errors, IMU officers send the report back to the appropriate Detectives and/or

Sergeants for correction. They are given 2 weeks to correct those errors before the NIBRS extract and

date sent to CBI is run and sent for that month.

OUTCOMES: This process is still being worked on, including resolving issues related to reportingDenver offense information to the FBI as accurately as possible through CBI.

Tactic 3.08 Decrease NIBRS errors reported to CBI.

Responsibility IMU/Records Lt

Authority Administrative Management Commander

Approach IMU has developed a process for reviewing, sending back toappropriate detectives and correcting NIBRS errors

Method of

Evaluation

⇒ Development of corrected coding process

⇒ Report progress to Commander quarterly.



57

Volunteers in the Denver Police Department fill a vital role in that a high quality volunteer can relieve

an officer of duties that do not require a gun and badge. These volunteers allow the department to

draw on a more varied expertise that can be tailored to the specific needs, which allows the

department to take our service above and beyond our actual capabilities. Additionally volunteers inpolicing create greater transparency and accountability for all processes in which they are involved.

This program also allows for interested citizens the ability to serve their community in a profoundly

meaningful way. The volunteer coordinator position was civilianized through departmental right-sizing

and the civilian employee is targeted to be hired by 10/1/2013.

Tactic 3.09 Volunteers in Policing



Approach Utilize and expand the Volunteers in Policing program as a force

multiplier

Method of

Evaluation

⇒ Hire a civilian coordinator – 10/1/2013

⇒ Develop metrics related to the number of volunteers, the

hours and value added to the department for tracking in

2014



58

Without a robust and well maintained fleet the Denver Police Department would not be able to

provide essential emergency services and the level of service the citizen’s of Denver have the right to

expect. DPD is unique in that the police fleet is not just a means for transportation, but serves as the

mobile office work space for the majority of DPD officers. The DPD Fleet directly supports the Police

Departments primary mission of preventing crime. The DPD Fleet Management Section has a proven

track record of excellence, with a high level of commitment towards good work, cost savings, and

promoting best practices.

Goals:

• Fleet Management’s goal is to put 5 new vehicles on the road per week, requiring 5 technicians

on build-out. In this last cycle the DPD purchased 64 new vehicles and the final build-out will becompleted by 6/1/2013.

OUTCOMES:

o This process will be completed by 6/15/2013. Due to some issues related to ergonomics

and deployment plans, build-outs were halted for 2 weeks in 2013. This resulted in a

two week delay in completion. The issues were resolved and will not be a problem in

the next build-out.

• Work with a consultant to identify areas for cost savings and efficiencies through Quarter 1 and

2, with final report due in July of 2013.

• Work both independently within the Department of Safety and with Public Works to implement

identified strategies throughout 2013 and identify strategies that will be accomplished in 2014.

Tactic 3.10 Manage and maintain an efficient, effective and environmentally

sustainable police fleet.

Responsibility Sgt. Fleet Management Section


Approach Implement new fleet vehicles in the most efficient manner andevaluate areas throughout the Fleet Management Section for cost

savings and efficiencies.

Method of

Evaluation

⇒ Time to implement new fleet vehicles

⇒ Participate in evaluation of both Safety and Public Works

fleets

⇒ Implement strategies from the consultant evaluation that

are identified by the working group as feasible

⇒ Find cost savings and efficiencies to work within the

Department of Safety



Capturing electronic fingerprints in the field will streamline the identification process by identifying

arrestees at the earliest point of contact. This goal is important to establish proper identification,thereby reducing misattributed warrants while ensuring the correct charges are attributed to the

correct individual. Updating identification systems will create better interoperability between the

Denver Police Identification Bureau and the District Officers to more efficiently utilize staff time. This

will positively impact the prisoner intake process with the Denver Sheriff’s Department by providing

the identity of each arrestee prior to delivery to the Detention facility. Ultimately, by mitigating

misattributed warrants and charges at the beginning of the process will also positively impact the

courts, as accurate information will have been received.

A test pilot for capturing and transmitting electronic fingerprints was completed in District 1 in June

2013. Although, establishing positive identity through fingerprints in the beginning of the process wasvery successful, there were several technical issues regarding bandwidth that may not allow the

fingerprint readers to be deployed in the cars at this time. We are working to identify other vendors

systems due to the limitations with the current vendor’s software of reading from the active directory.

We hope to test another system and then based on that implement the readers in all District Stations

in 2013.

Based on successes in the Stations, we hope to solve the technical issues and test other venders and

mobile readers in the cars this year. That will then setup implementation city-wide. Much of this is also

dependent on operability of the new AFIS fingerprint system in collaboration with CBI. Therefore, this

goal is ongoing and still in the evaluative stage but moving forward with formal reports and data being

prepared.

Strategy 3.11 Biometrics infrastructure

Responsibility Administrative Management Commander


Approach Create and fund a biometrics infrastructure.

Method of

Evaluation

⇒ Test an additional vendor software for comparison by

12/31/13

⇒ Installation of new AFIS fingerprint system by 4/30/13

⇒ Implement electronic fingerprint readers in all District

Stations by 12/31/2013

2013 DPD Strategic Plan

Documents