2019 Durango Police Strategic Plan - Updated April 2019 by DurangoPD

Strategic Plan 2018-2023 Durango Police Department Email: pdadmin@durangogov.org

Tel: (970) 385-2900

Website: www.durangogov.org/police

990 E. Second Ave.

Facebook.com/DurangoPolice

Durango, CO 81301

TABLE OF CONTENTS Message from the Chief _____________________________________________________3. Mission Statement and Vision Statement ______________________________________ 4. Organizational Chart ______________________________________________________ 5. Core Values _____________________________________________________________ 6. Planning Process and Implementation ________________________________________ 7. Goals and Objectives ______________________________________________________ 8. Community Engagement _________________________________________________ 9-20. Crime Prevention and Control ____________________________________________ 21-29. Transportation Safety ___________________________________________________ 30-42. Enhance Infrastructure _____________________________________________________43-52.

STRATEGIC PLANNING In recognition of our commitment to keep the Durango community informed and engaged, it is with great pride that I present to you the Durango Police Department’s Strategic Plan. In 2017, the Durango Police Department took a new approach for the department by identifying a need to create a strategic plan for the Police Department. Strategic planning is a process that defines the organizations Identify, Mission, Values and most importantly its Vision and the plan to arrive at a newly defined future space. This plan is built upon input from various stakeholders in the community as well as within the Durango Police Department. The purpose of the plan is guide personnel of the agency as we fulfill our responsibilities to the community. Our plan focuses on four (4) key areas which will allow us to focus on central issues by collectively building a vision for the organization that will guide us in the present with an eye towards the future: 

Community Engagement



Crime Prevention and Control



Transportation Safety



Enhance Infrastructure

MESSAGE FROM THE CHIEF OF POLICE 2018 was an exciting year for the Durango Police Department and we anticipate 2019 to be much the same. The Department’s Strategic Plan was the vision of Chief Kamran Afzal, but was quickly owned by all who dedicated themselves towards its development and continued implementation. Through shared partnerships the plan continues to evolve as the unique and diverse issues facing Durango continue to change. The Durango Police Department is committed to service and to maintain focus on providing the highest levels of stewardship to the community, as we are guided by four key areas: community engagement, crime prevention and control, transportation safety, and enhancing infrastructure. As we move into 2019, our focus will remain on these four key areas to be our foundational guide towards continued collaborative efforts with all of our partners throughout our community. Your Humble Servant, Robert Brammer, Chief of Police

ORGANIZATIONAL CHART

CORE VALUES

PLANNING PROCESS AND IMPLEMENTATION WHAT IS STRATEGIC PLANNING AND WHY IS IT IMPORTANT? Strategic planning is a process that defines the organizations identity, mission, values and most importantly, its vision and the plan to arrive at a newly defined future space. In the Spring of 2017, the Durango Police Department embarked on a Strategic Planning process focusing on four key areas: community engagement, crime control and prevention, transportation safety, and enhance infrastructure.

The Durango Police Department kicked off the planning process for this undertaking with input from the community through Town Hall meetings, on-line surveys, and input from the city and involved personnel from all ranks of the Durango Police Department. The purpose of the plan is to guide personnel of the agency as we fulfill our responsibilities to the community.

Our plan focuses on the four key areas which will allow us to focus on central issues by collectively building a vision for the organization that will guide us in the present with an eye towards the future.

GOALS AND OBJECTIVES

Community Engagement

Crime Prevention And Control

Transportation Safety

Enhance Infrastructure

GOAL: Community Engagement OBJECTIVE 1: Strengthen bonds with the community and promote partnerships Strategy 1 : Increase awareness and education of the community Purpose: To work with members of the community to educate them on state and local laws and procedures, and make them aware of current crime trends in Durango. Action Plan: § § § § § §

Organize community events with diverse stakeholders to seek input and educate them on the community’s role to increase safety. …work with CET to plan Utilize digital media to keep community informed on crime trends and issues of concern. Develop, and deliver PSAs on crime prevention, and issues of concern. Develop, coordinate and implement educational program with the community on the effects of impaired/distracted driving. Enhance and expand volunteer programs Coordinate media and communications with City PIO when appropriate

Measures of success: § Periodically conduct community input & satisfaction surveys § Set benchmarks for number of meetings held & attendance § Set benchmarks for media products created & pushed out § Increase in number of volunteers and hours Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Shaline / Commander Shupe March - June 2018 Update: TACTICS: § Ongoing community education programs with CET, ie. active threat training for businesses, liquor laws and over-service instruction, shoplifting prevention, etc. § Statistical data and crime concerns were shared on City website and PD Facebook § Ongoing public service announcements and education efforts, ie. traffic laws and aggressive driver education, package theft awareness, fireworks laws, drone laws, etc. § CET conducted at least two impaired driving programs, and Administrative Officer Taylor released PSAs regarding the penalties of impaired driving prior to historically high-arrest weekends § Administrative Officer Taylor regularly conferred with our City PIO when appropriate

July - September 2018 Update: TACTICS: § Ongoing community education programs with CET, ie. active threat training for businesses, liquor laws and over-service instruction, shoplifting prevention, etc. § Statistical data and crime concerns were shared on City website and PD Facebook § Ongoing public service announcements and education efforts, ie. traffic laws and aggressive driver education, package theft awareness, Shop with a Cop, etc. § Administrative Officer Cindi Taylor released PSAs regarding the penalties of impaired driving prior to historically high-arrest weekends § Administrative Officer Taylor regularly conferred with our City PIO when appropriate

GOAL: Community Engagement OBJECTIVE 1: Strengthen bonds with the community and promote partnerships October - December 2018 Update: TACTICS: § Ongoing community education programs with CET, ie. active threat training for businesses, liquor laws and over-service instruction, shoplifting prevention, etc. § Statistical data and crime concerns were shared on City website and PD Facebook § Ongoing public service announcements and education efforts, ie. traffic laws and aggressive driver education, package theft awareness, Shop with a Cop, etc. § Administrative Officer Cindi Taylor released PSAs regarding the penalties of impaired driving prior to historically high-arrest weekends § Administrative Officer Taylor regularly conferred with our City PIO when appropriate

January - March 2019 Update: TACTICS: § Ongoing community education programs with CET. CET worked with local bars and restaurants concerning over service and following all applicable liquor laws. Several educational programs were presented. § Statistical data and crime concerns are shared on City website and PD Facebook § 142 new posts to our Facebook page in the first quarter. 8 outreach events organized including a Shop-With-A-Cop event. § 43 posts to Facebook educating the community on a variety of law enforcement topics. § Administrative Officer Taylor regularly confers with our City PIO when appropriate

GOAL: Community Engagement OBJECTIVE 1: Strengthen bonds with the community and promote partnerships Strategy 2: Engage and participate with our diverse community groups to build positive relationships. Purpose: To reach out to a variety of groups within our community to foster good relationships. Action Plan: § § §

Partner with community groups to understand community perspective, concerns and build relationships Establish relationships with our faith based community members. Develop partnerships with underrepresented groups in the community.

Measures of success: § § §

Conduct community survey for satisfaction with police services. Increase number of partnerships with community groups. Set benchmarks for ongoing engagement with community

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Peterson / Commander Shupe March - June 2018 Update: TACTICS: § § § § § §

Town Hall Meeting in March National Prescription Drug Take Back Day in April. Chief’s Citizen Advisory Panel met in May. 21st session of Citizens Police Academy graduated 11 students in May. Coffee with a Cop in March and June. Law Enforcement Memorial River Walk and Community BBQ in May.

July - September 2018 Update: TACTICS: § Town Hall Meeting in September on Body-Worn Camera program. § Meetings with District Attorney’s Office, Public Defender’s Office and ACLU for Body-Worn Camera program. § National Night Out at Buckley Park in August

October - December 2018 Update: TACTICS: § No initiatives taken on this strategy. January - March 2019 Update: TACTICS: § No initiatives taken on this strategy.

GOAL: Community Engagement OBJECTIVE 1: Strengthen bonds with the community and promote partnerships Strategy 3: Enhance and promote community service culture in the Police Department. Purpose : Promote service to the community as a core function of police service provided by the Durango Police Department at all levels of the organization. Action Plan: § Promote and recognize employee’s community involvement and engagement as a metric for the organization. § Institute a program where employees are to identify a community issue and provide and implement a solution with the affected community. § Implement cycle of training on regular intervals focusing on fostering community relationships. § Implement community engagement as a core element of selection process for entry level, lateral and promotional opportunities. Measures of success: § Number of employees involved in community outreach programs § Community participation tied to evaluations § Implementation of community service in the selection and promotion process. Target Completion Date: Fiscal Year 2019 Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Sweetwood / Commander Shupe March - June 2018 Update: TACTICS: § Public Safety Awards were held in May. Officer Cindi Taylor awarded Public Safety Community Service Award of the Year for 2017. This award was given for her outstanding work on Social Media, as well as coordinating all the community events. § Multiple Life Saving Awards given at Public Safety Awards. § Multiple officers and supervisors participated in Tip-A-Cop for Special Olympics in April. § Officer Cindi Taylor and Officer Leonard Martinez attended Summer Games for Special Olympics Colorado in June and handed out medals. § Community Engagement Team worked closely with patrol to promote community service culture. § Corporal Testing in June incorporated a SARA Model project into the promotional procedure.

July - September 2018 Update: TACTICS: § Patrol and CET worked with neighbors on a nuisance house allegedly involved in heavy drug activity. § CET assisted a homeless veteran get his large R.V. fixed so it could be moved out of open space in a park. § CET worked closely with patrol to promote community service culture.

October - December 2018 Update: TACTICS: § CET assisted SRO’s at Needham Elementary for two months then transferred to Patrol to assist with

vacancies.

January - March 2019 Update: TACTICS: § CET was expanded to each Patrol shift with one lead. Their initial focus has been to reduce crime associated to alcohol violations.

GOAL: Community Engagement OBJECTIVE 2: Strengthen alliance with businesses and organizations Strategy 1: Collaborate with community members to address quality of life and economic vitality concerns Purpose: To enhance the safety and quality life and continual economic vitality in our community. Action Plan: § Distribute information on regular intervals to citizens and businesses on crime and quality of life issues. § Coordinate with other city agencies, and where appropriate county agencies, to address issues such as pan handling, transient population, traffic concerns and any other issues that may arise. § Hold regular meetings with businesses and organizations such as the BID, DATO, the Chamber of Commerce, the Economic Alliance or any other entity seeking opportunities to partner and resolve economic vitality and other long-standing concerns. § Engage with surrounding community around businesses to identify community problems. § Promote digital media as a communication tool such as Facebook, Twitter and/or NextDoor. § Establish a strategy to work with alcohol serving establishments to reduce the impact on other aspects of the business community. § Establish protocols to hear the concerns of the community. § Coordinate with CMO when appropriate. Measures of success: § Citizen satisfaction survey. § Number of meetings attended with stakeholders § Number of partnerships established to problem solve issues identified. § Number of involvement of other city agencies (or county where appropriate) to address community concerns. Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Shupe March - June 2018 Update: TACTICS: § Command Staff attended monthly meetings with the Business Improvement District. § Patrol worked closely with BID’s Ambassador Program to address problem behavioral issues downtown. § Bike Patrol and Walking Patrol were implemented for CBD and parks and trails. § Community Engagement Team presented several trainings to local liquor establishments. § Multiple meetings attended in reference to homeless issues. § Police Department assisted with Homeless Camp relocation. § Police Department assisted with 416 fire during all phases, to include EOC, Shelter, Evacuations, Traffic Control, Security for evacuated structures and fire personnel.

GOAL: Community Engagement OBJECTIVE 2: Strengthen alliance with businesses and organizations July - September 2018 Update: TACTICS: § Command Staff attended monthly meetings with the Business Improvement District. § Patrol worked closely with BID’s Ambassador Program to address problem behavioral issues downtown. § Bike Patrol and Walking Patrol in effect for CBD and parks and trails in July, August and September. § Community Engagement Team presented several trainings to local liquor establishments. § Multiple meetings attended in reference to homeless issues.

October - December 2018 Update: TACTICS: § Command Staff attended monthly meetings with the Business Improvement District. § Multiple meetings attended in reference to homeless issues.

January - March 2019 Update: TACTICS: § Command Staff attending monthly meetings with the Business Improvement District. § Chief of Police attending monthly collaborative community meeting to address homeless issues.

GOAL: Community Engagement OBJECTIVE 2: Strengthen alliance with businesses and organizations Strategy 2: Collaborate with non-profits and community service organizations Purpose: Partner with service oriented entities to increase the effectiveness of service provided for our community. Action Plan: § Identify individuals and groups for service oriented entities requiring their assistance. § Engage with faith based organizations to address common concerns. § Partner with other governmental and non-profit entities whose mission is to serve the community at-large in order to improve quality of life. § Work with service oriented entities to organize and coordinate community events. § Establish partnerships with medical and mental health entities to address mental health and substance abuse issues affecting the community. Measures of success: § Number of partnerships and collaborations established with service oriented entities. § Number of meetings attended. Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Shupe March - June 2018 Update: TACTICS: § Axis Mental Health presented training to patrol officers in April. § Axis Mental Health formed a Crisis Team with DPD to address calls in the field. § Department joined the LINKS program which addresses high frequency users of public safety, health care and detox.

July - September 2018 Update: TACTICS: § Department participated in the LINKS program which addresses high frequency users of public safety, health care and detox. 2 case study successes to date. § CET officers engaged with the local office of Veterans Affairs and multiple mechanical businesses in town to get an R.V. repaired for a homeless veteran.

October - December 2018 Update: TACTICS: § Department participated in the LINKS program which addresses high frequency users of public safety, health care and detox. 2 case study successes to date.

January - March 2019 Update: TACTICS: § Department participating in the LINKS program which addresses high frequency users of public safety, health care and detox. § Department participating in Healthy Communities Coalition led by Centura Health.

GOAL: Community Engagement OBJECTIVE 3: Promote Trust and Transparency Strategy 1: Educate residents on police policies, training and tactics Purpose: Foster understanding by the community and provide mechanisms for the community to provide feedback on policies, procedures, training and tactics. Action Plan: § § § § §

Utilize digital media to educate the community on the organization’s vision and mission to ensure that policies and training and tactics are aligned. Establish protocols to utilize multiple mediums to educate the community such as digital media, print media, town hall meetings, site tour of the department and volunteering Continue to Promote Citizen Police Academy through multiple platforms. Assess and evaluate the department’s ability to host multiple Citizen Police Academies. Utilize Department website to post all policies for access to public.

Measures of success: § § § §

Number of meetings held. Increase number of individual followers of department’s digital media. Increase in number of mediums through which information is shared with community. Increase number of Citizen Police Academy graduates.

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Shupe March - June 2018 Update: TACTICS: § Chief’s Citizen Advisory Panel met in May. § 21st Session of Citizens Police Academy graduated 11 students in May.

July - September 2018 Update: TACTICS: § No initiatives taken.

October - December 2018 Update: TACTICS: § No initiatives taken.

January - March 2019 Update: TACTICS: § No initiatives taken.

GOAL: Community Engagement OBJECTIVE 3: Promote Trust and Transparency Strategy 2: Ensure high professional standards Purpose: Review, evaluate and monitor professional standards to promote greater accountability, leadership and ethics within the department in order to better serve the community. Action Plan: § Establish protocols for self-assessment on annual basis. § Yearly department wide training on topics such as ethics, implicit and explicit bias. § Prepare and modify directives where necessary. § Establish protocols for every citizen complaint to be investigated § Open public access to complaint policy. § Re-institute citizen advisory committee for citizen generated complaints § Establish a Chief’s Advisory Panel Measures of success: § § § §

Reduction in number of sustained complaints Increase in employee retention Increased public satisfaction with PD employee character Maintain accreditation from Colorado Association of Chiefs of Police and National Association

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Shupe March - June 2018 Update: TACTICS: § Body-Worn Camera and In-Car Camera project were put on hold due to budget restraints. Grant applied for in June to help offset some of the costs. § The Department has investigated 6 Internal Affairs Complaints and 1 Inquiry through June. All 6 complaints were sustained and corrective action has been taken in all the cases. § The Department created a position to handle all Internal Affairs Complaints and all Policy revisions. § Thorough background investigations were completed on all applicants testing for open police officer positions. One applicant was successful and offered employment.

GOAL: Community Engagement OBJECTIVE 3: Promote Trust and Transparency July - September 2018 Update: TACTICS: § Body-Worn Camera and In-Car Camera project were put back into budget and purchased. § Body-Worn Camera draft policy was created, and input was taken from multiple sources to include public and officer participation. § The Administration Sergeant investigated 3 Internal Affairs Complaints between July and September. 2 complaints were sustained and 1 was not sustained. Corrective action has been taken in all the sustained cases. § The Administration Sergeant revised 10 policies and 10 Standard Operating Procedures between July and September bringing us into compliance with recent changes in law. § Thorough background investigations were completed on all applicants testing for open police officer positions. 5 applicants entered backgrounds. 3 applicants successfully completed backgrounds and were offered employment. All 3 accepted employment offers.

October - December 2018 Update: TACTICS: § Body-Worn Camera pilot program initiated. 8 officers outfitted with body-worn cameras. Property Technicians and officers trained on body-worn cameras. District Attorney’s Office up-fitted with bodyworn camera software and trained to utilize it. § The Administration Sergeant investigated 3 Internal Affairs Complaints between October and December. All 3 complaints were sustained. Corrective action has been taken in all the sustained cases § The Administration Sergeant revised 2 policies and 5 Standard Operating Procedures between October and December bringing us into compliance with recent changes in law. § Thorough background investigations were completed on all applicants testing for open police officer positions. 6 applicants entered backgrounds between October and December. 3 applicants successfully completed backgrounds and were offered employment. All 3 accepted employment offers.

January - March 2019 Update: TACTICS: § Body-Worn Cameras deployed to all officers. Policy implemented and trained. § The Administration Sergeant investigated 5 Internal Affairs Complaints between January and March. 2 complaints were sustained. 2 complaints were not-sustained. 1 complaint is still being investigated. Corrective action has been taken in all the sustained cases. § The Administration Sergeant revised 2 policies and 5 Standard Operating Procedures between January and March bringing us into compliance with recent changes in law. § Thorough background investigations were completed on all applicants testing for open police officer positions. 4 applicants entered backgrounds between January and March. 2 applicants did not pass backgrounds. 2 applicants are still in backgrounds.

GOAL: Community Engagement OBJECTIVE 3: Promote Trust and Transparency Strategy 3: Expand youth education and engagement Purpose: Involve youth and their parents to build long lasting relationships. Action Plan: Expand SRO program by adding an additional FTE for increase involvement with youths. Plan and coordinate safety programs for youths of all ages. Establish a mentoring program for at-risk youths. Work with school systems to increase utilization of SROs as educators. Plan, coordinate, and participate in holiday outreach programs. Establish protocols for young adults to participate in policy development for the city and the Police Department. Looks for ways to engage youth in proactive and creative ways. Establish partnerships with 9R, charter schools, parochial schools, private schools, etc. Establish partnerships with higher education learning institutes in Durango such as Ft. Lewis and Southwest Colorado Community Colleges.

§ § § § § § § § §

Measures of success: Funding procured for additional SRO. Increase of overall youth involvement in PD. Number of youth involved in safety campaigns. Number of youth involved in mentoring program. Number of youth benefiting from holiday outreach programs. New programs established to engage and educate the youth and young adults.

§ § § § § §

Target Completion Date: Ongoing Active Fiscal Year/Funding: Additional FTE SRO/Operating Budget Strategy Leader: Commander Shupe March - June 2018 Update: TACTICS: § § § § §

Reading to kids was conducted at Maria’s Book Store in January. Cub Scout tours and talks were coordinated in February. Safety Town was conducted in May. 97 students graduated ages 5-7. Bike Rodeo at Needham Elementary School took place in May. Safety talk was given to St. Paul Lutheran Pre-School and Durango Early Learning Center in June.

GOAL: Community Engagement OBJECTIVE 3: Promote Trust and Transparency

July - September 2018 Update: TACTICS: § School returned to session and a new School Resource Officer was appointed. § SRO’s engaged with students every morning as they came into school. The SRO’s and Principal’s of each school greeted students at the front doors. § SRO’s taught two classes on vaping, sexting and domestic violence at the middle schools. § SRO’s taught several classes on drug recognition and symptomology at the high school. § Students from multiple schools did tours of the Police Department. § Several Patrol Officers have assisted Fort Lewis College Students with interviews for project assignments and thesis papers.

October - December 2018 Update: TACTICS: § SRO’s engaged with students every morning as they come into school. The SRO’s and Principal’s of each school greeted students at the front doors. § Students from multiple schools did tours of the Police Department. § Several Patrol Officers assisted Fort Lewis College Students with interviews for project assignments and thesis papers.

January - March 2019 Update: TACTICS: § SROs continued to engage with students every morning as they come into school. The SROs and Principals of each school are greeting students at the front doors. § Students from multiple schools did tours of the Police Department. § SROs participated in scholarship grants for youth who have successfully completed La Plata Youth Services Diversion program. § SROs taught multiple classes in the first quarter to high school and middle school students.

GOAL: Crime Prevention and Control OBJECTIVE 1: Detect and prevent criminal activity Strategy 1: Identify crime trends and allocate necessary resources Purpose: Identify trends and causes of crimes in order to allocate the best use of resources to the highest priority areas and potential criminal activities Action Plan:

Obtain accurate reporting numbers for criminal activity to better understand how impactful certain crimes are on our community § Create a departmental database and baselines / benchmarks for crime categories in order to track trends § Institute internal changes to improve communication between patrol, detectives and crime analyst for up to date information and reduce NIBR’s inconsistencies. § Meet monthly with regional law enforcement agencies to discuss crime trends and patterns Measures of Success: § §

Crime trends and causes of crimes report created, updated and communicated on a weekly basis with accurate numbers for types of crime Reduction of crime and Part 1 offenses in areas of high criminal activity

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Taylor / Commander Warfield

March - June 2018 Update: TACTICS: § Used data obtained from statistics gathered from crime analyst, daily reports and shift briefings to identify types of crimes, location and times of occurrence. § Used data to plan focused patrols and late-night surveillance in regard to 1st degree criminal trespasses. § Used data to try and predict locations to focus patrol and surveillance reference reoccurring criminal mischief complaints, (Smiley Faces scratched on vehicles) § Once Specific crimes(s) are identified as needing focused enforcement or investigation, we used the above data to forecast criminal activity and determine appropriate response. § Communicated regularly with other agencies / departments in the region. § Attended regional investigators meeting and discuss crimes and share information on suspects and related crime. § Met on a regular basis with FBI, HSI, SWDTF § If we determined crime is crossing into or from other jurisdictions, we shared information and coordinate efforts. § Conducted a predator operation involving multiple agencies and jurisdictions. § Identified persons within our department, as well as other jurisdictions with special interest, training, or experience to provide guidance and or assistance when needed. § Continued to use resources from other agencies, FBI, HSI, ATF, LPCSO, SWDTF § Assigned resources as needed to provide focused patrols, surveillance or community education. § Detectives conducted surveillance operations in regard to 1st degree criminal trespasses, auto thefts. § Detectives assisted with community engagements projects. § Used data to educate the public how to prevent crime, recognize crime and how and when to report crime. § Provided information and assistance with social media projects.

GOAL: Crime Prevention and Control OBJECTIVE 1: Detect and prevent criminal activity July - September 2018 Update: TACTICS: § Used data to identify trends, plan focused investigations, and identify suspects. § Used data obtained from statistics gathered from crime analyst, daily reports and shift briefings to identify types of crimes, location and times of occurrence. § Used data to identify suspect in multiple motor vehicle thefts. § Once Specific crimes(s) were identified as needed, focused enforcement or investigation, use the above data to forecast criminal activity and determine appropriate response. § Communicated regularly with other agencies / departments in the region. § Attended regional investigators' meetings and discussed crimes and shared information on suspects and related crimes. § Met on a regular basis with FBI, HSI, SWDTF § If determined crime was crossing into or from other jurisdictions, we shared information and coordinate efforts. § Identified persons within our department as well as other jurisdictions with special interests, training, or experience to provide guidance and/or assistance when needed. § Continued to use resources from other agencies, FBI, HSI, ATF, LPCSO, SWDTF § Assigned resources as needed to provide focused patrols, surveillance or community education. § Detectives have conducted surveillance operations in regard to violent sexual predator in our area, leading to an arrest. § Detectives have assisted with community engagements projects. § Used data to educate the public how to prevent crime, recognize crime, and how and when to report crime. § Provided information and assistance with social media projects. § Provided community presentations to local organizations.

October - December 2018 Update: TACTICS: § Baseline numbers have been collected for almost a year, giving us a start to see how crimes are affecting the community.

January - March 2019 Update: TACTICS: § Reporting numbers have been collected for almost a year now giving us benchmark information on trends, time frames and locations § More meetings are being held with other law enforcement agencies to discuss crime trends and patterns to see possible similarities in our community

GOAL: Crime Prevention and Control OBJECTIVE 1: Detect and prevent criminal activity Strategy 2: Increase proactive enforcement and deployment of resources Purpose: Focus enforcement and resources in order to deter and reduce crime. Action Plan: § Focus enforcement & resources in high crime areas. § Identify and disrupt criminal enterprises engaged in crime. § Identify and reduce crimes committed by repeat and serious offenders & suspects. § Identify and disrupt availability and abuse of dangerous, illegal drugs. § Reduce abuse of dangerous, addictive legal drugs and alcohol. § Partner with Axis or other organizations to ensure effective responses to mental health crises.

Measures of Success: § § § § § § §

Track number of officer initiated calls vs dispatch generated calls Reduction in calls and crimes involving substance abuse Reduction of crimes caused by criminal enterprises Reduction in crimes committed by repeat or serious offenders Reduction in crimes committed by youth at risk and potential gang members Work schedules reflect additional coverage during times of increased population and during downtown public events Officers crime stats reflect improvement in deterring major crimes

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Warfield March - June 2018 Update: TACTICS: § Developed a schedule with Axis and Detox to educate officers on their legal responsibilities and options for treatment for repeat offenders § Worked with Axis counselors, through ride-a-longs with patrol, to educate them on the type of in crisis calls officers respond to with the goal of having on call Axis counselors that can respond to crisis situations with officers § Regular walking patrols of the downtown area and areas where series of crimes are occurring § Conducted field interviews of subjects and documented the contact as possible suspects in ongoing crime sprees § Worked with Axis and Detox on emergency commitment process to address the abuse of alcohol by repeat offenders

July - September 2018 Update: TACTICS: § Officers and detectives used the crime trend data to learn patterns in criminal acts and dedicated resources to those neighborhoods and businesses to deter crime and gather valuable intelligence. § Officers and detectives worked closely with the drug task force and utilized intelligence gathered to conduct traffic stops and consensual contacts of known drug dealers to take drugs off the street and used intelligence to track drug distribution and possession in the community.

GOAL: Crime Prevention and Control OBJECTIVE 1: Detect and prevent criminal activity October - December 2018 Update: TACTICS: § Increased patrol focused on high crime areas and to show police presence to the public. § Increased warrant follow-up to locate wanted individuals who are often still committing crimes while hiding from police § Officers increased contacts with individuals known to distribute illegal drugs, resulting in more arrests and drug confiscation

January - March 2019 Update: TACTICS: § Using information obtained from the Crime Analyst’s statistical tracking, we have been able to focus more enforcement in high crime areas which has helped us identify potential offenders § Axis health professionals are available on call for officers to utilize them on scene or by phone during crisis situations

GOAL: Crime Prevention and Control OBJECTIVE 2: Enhance investigation capabilities Strategy 1: Employ procedural investigative, crime scene and follow up methods Purpose: Improve the department’s investigative capabilities to solve crimes assigned to the first responding officers and the Investigation bureau Action Plan: § Crosstrain first responding officer’s in basic crime scene preservation skills, crime scene photography skills, and interview - interrogation techniques. § Weekly communication between patrol and investigative bureaus. § Establish protocols for the crime analyst to share relevant information on trends. § Involve detectives in cases from the onset where appropriate. § Leverage funding through grants to upgrade equipment and provide investigative training opportunities Measures of Success: § Increase in prosecutable crimes statistics § Increase in number of officers cross trained in different disciplines. § Identification of grant funded opportunities for procurement of equipment. Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Longenette / Commander Warfield March - June 2018 Update: TACTICS: § Crime analyst provided relevant information on trends to all sworn members of the department § Electronic briefing for officers provided daily communication and sharing of information concerning crimes, trends and BOLO’s between patrol, investigations, and other divisions of the department

July - September 2018 Update: TACTICS: § Weekly communication between patrol and investigation bureaus § Electronic roll call briefing has become the best way to keep all officers and detectives updated on current crime trends, wanted individuals and updates § Leverage funding through grants to upgrade equipment and provide investigative training opportunities § We are working with the City grant writers to obtain more equipment and continually looking to see if there is funding to assist with training needs.

October - December 2018 Update: TACTICS: § Discussions with CBI are in place to discuss a Fingerprinting training for all officers in 2019

January - March 2019 Update: TACTICS: § Action already taken in other categories with similar actions

GOAL: Crime Prevention and Control OBJECTIVE 2: Enhance investigation capabilities Strategy 2: Enhance our intelligence gathering component through digital and crime analysis methods Purpose: Obtain accurate information about crime trends as well as embracing new technology, ideas and tactics, so the department can develop effective crime prevention strategies. Action Plan: § Research other agencies with similar demographics to gather info on what they do for crime analysis § Implement the best crime records and data management program – ensure integration with other agency databases. § Establish protocol and infrastructure for sharing information and communication between patrol and investigation on trends & MOs and potential suspect information. § Establish protocol for the Crime Analyst to communicate trends through a computerized briefing program and establish monthly bimonthly briefing trainings § Assess existing and/or new digital intelligence technologies that will assist in improving investigative capabilities of the Police Department. Measures of Success: § Identify and implement the best and most appropriate data management system § The most impactful technology is acquired and implemented successfully Target Completion Date: Ongoing Active Fiscal Year / Funding: Operational Budget / Allocation for RMS Strategy Leader: Commander Warfield March - June 2018 Update: TACTICS: § Spillman was evaluated to determine if it was the best option for officers investigative capabilities of the Police Department

July - September 2018 Update: TACTICS: § Established protocol and infrastructure for sharing information and communication between patrol and investigation on trends and MO’s and potential suspect information § We utilized the Crime Analyst to provide additional and more detailed crime statistics to assist patrol and investigations in specific areas of crimes and similar suspect information and sharing that with all sworn officers

October - December 2018 Update: TACTICS: § No initiatives were taken on this strategy.

January - March 2019 Update: TACTICS: § Crime analyst communicates trends through our online Roll Call Briefing program and presents bi-monthly stats during departmental staff meetings.

GOAL: Crime Prevention and Control OBJECTIVE 2: Enhance investigation capabilities Strategy 3: Leverage regional partnerships, task forces and networks to support criminal investigations Purpose: Increase access to additional external resources, networks, connections and partnerships as well as equipment and skills in order to complete successful investigations. Action Plan: § Utilize specialized, skills, technology, equipment and databases from other agencies § Utilize training and equipment from investigative networks such as RMIN, RISSNET, CIAC to provide much needed resources for local investigations § Establish regular meetings with the District Attorney’s office to identify repeat offenders and highrisk individuals § Collaborate with the drug task force in investigating drug activity and drug interdiction § Establish protocols to gather statistical data from non-profits such as Alternative Horizons and Sexual Assault Services in order to obtain data for reported and unreported crimes Measures of Success: Better partnerships with regional agencies resulting in more successful investigations Increase drug traffic interdictions Formation of regional task force with quarterly meetings to gain intelligence, share statistical data, and skills and to identify trends Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Warfield § § §

March - June 2018 Update: TACTICS: § Built stronger partnerships with the Drug Task Force § Worked with SASO and Alternative Horizons to collect monthly statistical data for reported and unreported crimes.

July - September 2018 Update: TACTICS: § Utilize specialized skills, technology, equipment and databases from other agencies § Investigators are meeting with other agencies in the region and having regional meetings to share information and learn what resources they have to share § Parole has met with officers to share information on offenders they are dealing with as well as introducing themselves and their policies and procedures

October - December 2018 Update: TACTICS: § CIAC utilized for a nationwide report of school bombing threats received in the City and were actively involved in the investigation § Discussions were in the works as to how to collect data from Alternative Horizons and Sexual Assault Services on numbers of reported and unreported crimes

January - March 2019 Update: TACTICS: § The Drug Task Force has provided training to all officers explaining how to report and how they will respond to certain drug interdictions.

GOAL: Crime Prevention and Control OBJECTIVE 3: Increase Crime Awareness Strategy 1: Enhance information sharing and awareness of crimes with the Community Purpose: Educate the community to enhance safety by communicating crime trends and ways to prevent crime. Action Plan: § Develop educational programs for the community on how and when to report a crime. § Develop strategies to increase the use of digital media to inform the community on crime trends and issues of concerns.

§ Utilize digital technology to create on-line reporting mechanisms for the community. § Involve media and community leaders to create ongoing discussion on solutions Measures of Success: § Increased number of users on social media § Increased number of crimes reported via social media § Increased number of comments on social media § Increased number of online reports § Increased number neighborhood watch meetings § Create a benchmark of educations programs and campaigns that were conducted § Fewer crimes due to residents taking measures to secure their property Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Hallock / Commander Warfield

March - June 2018 Update: TACTICS: § Educational programs (Serv Safe, CET and via the Facebook page) have been developed for the community and businesses § Crime trends and safety issues for the community are routinely published on Facebook to educate the public

July - September 2018 Update: TACTICS: § Develop strategies to increase the use of digital media to inform the community on crime trends and issues of concern § We continue to educate the public about most wanted individuals, stolen property, serial crimes occurring in neighborhoods through Facebook and public meetings § Most wanted individuals are posted weekly on Facebook.

October - December 2018 Update: TACTICS: § Online reporting is expected to be up and running within the next two months. § The department has been approved to get a Twitter account. We have also started using the “While you were Sleeping” posts to update the community on crime happening overnight. § We have started creating our own press releases and releasing them on Facebook. This has allowed us to give the release to both the Herald and the public at the same time.

January - March 2019 Update: TACTICS: § We recently got Twitter access for the Command Staff and our Administrative Officer § We went live with the On line reporting so the public can have another way of reporting crimes

GOAL: Crime Prevention and Control OBJECTIVE 3: Increase Crime Awareness Strategy 2: Provide educational programs for the community regarding personal safety, property and violent crimes Purpose: Enhance safety to reduce the risk of victimization of the community. Action Plan: § § § § §

Work with citizens and businesses to reduce vulnerability. Plan and coordinate ongoing safety campaigns. Develop and present safety programs based on the trends in the community. Produce Public Service Announcements on significant events and trends. Collaborate with advocacy groups and existing prevention programs to reduce risk of victimization.

Measures of Success: § § §

Number of safety campaigns coordinated to address needs Number of partnerships established with advocacy groups Review of crime data of victimization to assess if messaging has been effective for preventive measures.

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Warfield March - December 2018 Update: TACTICS: § Officers make ongoing presentations to businesses and organizations on how to deescalate citizens possibly in crisis or with mental health issues § Our Social Media officer consistently posts crime trends occurring in neighborhoods and businesses. The readership for our FaceBook page increases daily and we have a wide range of readers that share our information to others. Informational videos are developed to send safety messages to specific sectors of the public such as senior citizens, phone scams, and areas to avoid (such as major traffic accidents or fires).

January - March 2019 Update: TACTICS: § We continue to post safety tips for traffic, home security and fraud alerts for the public on our public media sites § We assisted the Crestview area in starting a Neighborhood Watch program

GOAL: Transportation Safety OBJECTIVE 1: Enhance safety for motor vehicles, pedestrians, and bicycles Strategy 1: Develop, evaluate, update and coordinate transportation safety campaigns Purpose: To provide safety and awareness to the public and officers in the daily operation and movement of motor vehicles, pedestrians and bicycles. Action Plan: § § § §

Produce PSA’s for social and local media. (Coordinate with Community Engagement) Implement pedestrian and bicycle safety programs in schools for all ages Develop educational pamphlets regarding traffic laws, and good safety practices related to interaction between motor vehicles, pedestrians and bicyclists. Coordinate with SRO’s to implement pedestrian and bicycle safety programs in the schools

Measures of Success: § The number and variety of PSA’s and educational programs implemented during the calendar year. § Citizen survey evaluation on effectiveness of PSA’s and educational programs. Target Completion Date: Ongoing Active FiscalYear/Funding: Operational Budget Strategy Leader: Commander Brammer March - June 2018 Update: TACTICS: § § § § §

One Bike rodeo hosted by Durango School Resource Officers Traffic Tip Tuesdays weekly on Durango Police Facebook Placed speed trailers on Junction St, 2700 N. College, and Hillcrest to alert of high speeds These same trailers were used to complete traffic surveys based on citizen complaints Coordinated with CSP for Move Over campaigns

July - September 2018 Update: TACTICS: § Traffic Tip Tuesday produced PSA’s every week. § Bike Rodeo at Fort Lewis Mesa Elementary in July. Safety town had a total of 120 children ages 5 –7, Fort Lewis Mesa had about 40 students pre-school through middle school age, the same subjects were taught that were used at Safety Town. I have been attending Monthly meeting for the States Traffic Incident Management, assisted with the mapping of detour routes in the event of major incidents which would require shutting down various routes within the city as well as the county.

October- December 2018 Update: TACTICS: § No SRO programs this period. § Traffic Tip Tuesday’s with emphasis on the use of headlamps, wildlife, and winter driving conditions (snowplows and obstructed windows).

GOAL: Transportation Safety OBJECTIVE 1: Enhance safety for motor vehicles, pedestrians, and bicycles January - March 2019 Update: TACTICS: Produce PSA’s for social and local media § January Traffic Tip Tuesday’s: Driving in snow and ice, Hit and run drivers, Obstructed views when driving, Driving Impaired, Distracted driving. § February Traffic Tip Tuesday’s: What to do when traffic lights are out, Colorado safety belt laws, Intersections, Driving in the snow, Colorado drivers point system. § March Traffic Tip Tuesday’s: Accidents, Roundabouts, Chao Implement pedestrian and bicycle safety programs in schools § No actions during this quarter. Develop educational pamphlets regarding traffic laws, safety practices related to interactions between vehicles, pedestrians, and bicyclists. § No actions during this quarter Coordinate with SRO’s to implement pedestrian and bike safety programs in schools § Coordination meetings have planned both Bike Rodeo and a safety day which are now scheduled for May 8, 2019 at Park Elementary. § Bike safety helmet fitting will be offered April 30, 2019 at Park Elementary. § Planning meetings are being scheduled for Safety Town, no set date.

GOAL: Transportation Safety OBJECTIVE 1: Enhance safety for motor vehicles, pedestrians, and bicycles Strategy 2: Enhance traffic analysis capabilities & systems to identify high issue areas for targeted enforcement Purpose: Use traffic data and citizen input to provide efficient traffic enforcement in identified problem areas. Action Plan: § § § § § §

Analyze traffic data to determine problem areas. Train patrol officers to become level one accident investigators. Update traffic diagram programs with intersection templates, to assist officers with accident diagrams, developing consistency in reporting. Utilize Crime Analyst to provide statistical data to identify problems areas in order to allocate resources accordingly. Implement strategies to provide real time information to the roadway users of potential hazards and alternate routes Use Citizen Surveys, complaints and information for targeted resource allocation.

Measures of Success: Generate quarterly data analysis with comparison with previous reports. Reduction in overall number of accidents. Reduction in number of accidents at the previously identified high impact level locations. § Benchmark baseline and increase in enforcement activities & citations Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Brammer § § §

March - June 2018 Update: TACTICS: § § § § § §

Three officers were trained in Level I accident investigations One officer was trained in Level II accident investigation Increased red light enforcement at Main/22nd St No right turn enforcement at Main and College was moved to 2nd and College Daily school zone enforcement conducted across the City, morning and afternoon School bus stops enforced 21000 Blk US HWY 160

GOAL: Transportation Safety OBJECTIVE 1: Enhance safety for motor vehicles, pedestrians, and bicycles July - September 2018 Update: TACTICS: § Officer Wysocki has been in contact with the GIS office, and Streets departments to coordinate with them in the diagrams and locations of reference points. Due to manpower shortage and Accident Reconstruction classes, we were unable to complete the program. Program completion will be during the first half of 2019. § The Crime Analysts provides the weekly report, which addresses current and ever-changing problem areas. The information is passed on to patrol in order to concentrate their efforts on the certain areas identified. § Officer Smith and Officer Wysocki have been in contact with Officer C. Taylor for alerts to be posted on “Facebook” page, to include “Traffic Tuesday” information concerning traffic issues. Officers Smith and Wysocki, have been in contact with CSP for use of the Traffic Message Boards when needed, to include the 416 Fire. Officers used the Speed Trailer Message board during the 416 Fire, to alert traffic of alternate routes. Officer Smith has been in contact with Ms. Blake, concerning traffic complaints. Officer Smith has been in contact with Ms. Constine, CDOT, concerning State Highway traffic complaints and issues.

October- December 2018 Update: TACTICS: § Analyze traffic data to determine problem areas. No action taken. This is difficult to complete given the current state of our geo-based system. § Utilize Crime Analyst to provide statistical data to identify problems areas in order to allocate resources accordingly. The weekly report addresses current and ever-changing problem areas. The information is passed on to patrol to concentrate their efforts on the certain areas identified.

January - March 2019 Update: TACTICS: Analyze traffic data to determine problem areas § Accidents reported during this period - Jan (66) Feb (74) & Mar (32) = 172. A Spillman Records Management System search revealed 193 accident reports for this Quarter. A collaborated group found a way to plot these crashes onto a GIS map to give a visual representation of the locations and potential problem areas. Train officer up to level 1 investigators § No action during this quarter Update traffic diagram programs with templates § No action during this quarter Use crime analyst to provide statistical data to ID problem areas § The weekly report addresses current and ever-changing problem areas. The information is passed on to patrol in order to concentrate their efforts on the certain areas identified. Implement strategies to provide realtime information to motorists of hazards and alternate routes § TIMS Use surveys, complaints, and information to target resource allocation to problem areas. § No action this quarter

GOAL: Transportation Safety OBJECTIVE 2: Enhance impaired and distracted driving initiatives Strategy 1: Conduct educational and awareness programs to reduce the occurrence of impaired and distracted driving. Purpose: Educate the public and staff about the dangers of impaired and distracted driving. Action Plan: § § § § §

Develop training to help officers to recognize the effects of impaired and distracted driving. Develop and implement training for the officers for successful prosecution of impaired and distracted drivers. Develop, coordinate and implement training for the community on the effects and danger of impaired and distracted driving. Develop, coordinate and implement training for the business community to reduce the incidence of impaired driving. Partner with local, state and business community to ensure compliance with existing city and state statutes for liquor retailers.

Measures of Success: § § §

Review department statistics on an annual basis and compare the data to Durango’s historical data and other similar communities. Review crash data on an annual basis and compare the data to Durango’s historical data and other similar communities. Review how many training and educational campaigns Durango Police Department participated in on an annual basis.

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Brammer March - June 2018 Update: TACTICS: § CSP’s DUI crash car was displayed at DHS prom § CET became certified in two liquor sage serving programs: Colorado Department of Revenue and SafeServe § SafeServe taught at Pongas § Co-instructed a SafeServe class to the entire Durango Restaurant association § Co-instructed a SafeServe class to all participants of Taste of Durango § Holiday Facebook education and reminder posts § Booths have been set up on two occasions (North Main Event & Harley Davison First Responder Appreciation). Information about DUI/DUID were presented as well as the use of DUI googles. Distracted: § Traffic Tip Tuesday and other Facebook Campaigns § Traffic units increased responses to Reckless/Careless, REDDI reports § Attended Traffic Safety Conferences in both May and June

GOAL: Transportation Safety OBJECTIVE 2: Enhance impaired and distracted driving initiatives July- September 2018 Update: TACTICS: § JULY: Conducted compliance checks of multiple bars and liquor stores which resulted in citations and DOR notification. After the compliance checks CET met with the owner’s and or managers of each establishment cited to discuss state statutes and strategies for maintaining compliance. § AUGUST: The CET met with Jordy King from Our Healthy Communities and Coalition on Responsible Driving to discuss receiving possible grants to conduct DUI checkpoints and more frequent compliance checks. After the initial meeting Mr. King did not respond back to us despite several emails and multiple voice mails. § SEPTEMBER: CET conducted a responsible service of alcohol for the staff of the Starlight Lounge (formerly Moe’s Starlight Lounge) after the establishment was cited for serving alcohol to a minor the third time in less than a year. Officer Kaplan completed an IAP for another compliance check that will take place at a future date (possibly January 2019) when staffing levels allow.

October - December 2018 Update: TACTICS: § No DUI checkpoints conducted this quarter. § Traffic Tip Tuesday’s with emphasis on Holiday DUI awareness. § CET continued to assist the City by completing liquor background checks

January - March 2019 Update: TACTICS: Develop training to help officers to recognize the effects of impaired and distracted driving § Distracted driving Power Point developed by Cpl. Thomson. Develop training for officers for successful prosecution § Sgt. Conroy has developed a strategy to work with the District Attorney to establish new hire training, continued training, and refresher training for all officers at all levels of experience within the agency. Develop, coordinate and implement training for the community on effects and dangers of impaired and distracted driving § Distracted driving Power Point developed by Cpl. Thomson. Develop, coordinate and implement training for the business community on effects and dangers of impaired and distracted driving § No action during this quarter. Partner with local state and business to ensure compliance with existing liquor laws

GOAL: Transportation Safety OBJECTIVE 2: Enhance impaired and distracted driving initiatives Strategy 2: Focus impaired and distracted driving efforts and enforcement Purpose: Analyze historical and real-time data to increase the effectiveness in impaired driving prevention and enforcement. Action Plan: Increase enforcement through existing state and federal impaired driving programs such as the LEAF & HVE grants. § Participate in annual DUI highway checkpoints as required by grant cycles to deter people from impaired driving. § Allocation of resources based on historical data for impaired and distracted driving for enforcement. Measures of Success: §

§ § §

Number of impaired and distracted driving campaigns and participation. Reduction in accident data as a result of impaired and distracted driving. Number of impaired and distracted driving citations & arrests compared to previous campaigns and times of year

Target Completion Date: Ongoing Active Fiscal Year/Funding: Seek continued state funding for DUI Enforcement / Operational Budget Strategy Leader: Commander Brammer March - June 2018 Update: TACTICS: Impaired: High Visibility Enforcement§ The Durango Police Department was awarded $8,000 for the 2017/2018 high visibility grant year. We worked a total of 33 hours from April through June for the HVE grant. As a result, we were able to arrest 19 individuals throughout the HVE enforcement time frames. § The Durango Police Department was awarded $11,500 for the 2018/2019 high visibility grant year. That is a $3,500 increase from the prior grant year. We were awarded this funding in mid-June 2018. Law Enforcement Assistance Fund§ The Durango Police Department was awarded $4,000 for the law enforcement assistance fund program for the 2017/2018 grant year. The grant was discontinued as of November 2017, as funds dried up and needed to be relocated elsewhere. Only approximately 1/3 of the overall funds were used, prior to the grant being discontinued. CDOT DUI Checkpoint Grant§ The Durango Police Department applied for the 2018/2019 DUI Grant. This grant was submitted in mid-April of 2018. Unfortunately, the City of Durango Finance Department had concerns with tracking items that were to be purchased. The concerns from the Finance Department delayed the CDOT Checkpoint Grant, ultimately causing us to miss the grant submission deadline. CDOT DUI Checkpoint Grant§ The Durango Police Department applied for the 2018/2019 DUI Grant. This grant was submitted in mid-April of 2018. Unfortunately, the City of Durango Finance Department had concerns with tracking items that were to be purchased. The concerns from the Finance Department delayed the CDOT Checkpoint Grant, ultimately causing us to miss the grant submission deadline. Distracted: § The Durango Police Department has not completed much enforcement for the distracted driving enforcement. We have been speaking with Shawna Maloy, from the Finance Department, about the opportunity to apply for a distracted driving grant. We spoke about this in the latter part of May through the middle of June 2018.

GOAL: Transportation Safety OBJECTIVE 2: Enhance impaired and distracted driving initiatives July- September 2018 Update: TACTICS: § Throughout the past three months, the Durango Police Department has continued its dedication to the Colorado Department of Transportation DUI Grants. The High Visibility Grant is primarily for DUI enforcement and education. -The Durango Police Department will continue working these enforcement periods for the High Visibility Grant. We have approximately $7,500 left in funding. The remaining funds will continue to be paid out for overtime assignments through June of 2019. § The Durango Police Department is looking into other grant opportunities for traffic safety as well. In January of 2019 we will be applying for the DUI Checkpoint Grant. This is a large grant that is offered for agencies to complete DUI Checkpoints. This will again be targeted for DUI drivers and limiting the amount of accidents and intoxicated drivers on the roadways. § The Durango Police Department will also be applying to other grant opportunities, to include the Click-itor-Ticket campaign, Motorcycle Awareness, Speed Enforcement Mini Grant and Traffic Safety Initiatives Mini Grant. § The Click-it-or-Ticket grant will be four separate enforcement periods. The grant application is due by March of 2019. Shawna Maloy and Sgt. Conroy will draft the application in January of 2019 to ensure that we are awarded funding for this campaign. The four enforcement periods extend from mid-March 2019 through late September of 2019. These campaigns encourage people to wear their seat belts while operating a motor vehicle. § The Motorcycle Awareness campaign is a small enforcement project. It begins in early April and extends through May. This safety program attempts to contact motorcycle riders of safety measures that they should take while riding their bikes. This program also attempts to reach out to people operating cars and educate them on the importance of safe driving habits as they incorporate motorcycles. § The Speed Enforcement Mini Grant application is due on April 30th, 2019. We will begin drafting this in January of 2019 and hope to have it completed by early February of 2019. This grant aims to contact people who continue to drive too fast for our roadways. The primary enforcement periods are during daylight hours, but one enforcement period has to be worked between 2100-0300 hours (nighttime). § The Traffic Safety Initiatives Mini Grant incorporates educational opportunities and enforcement actions. This program has multiple areas that an agency can focus on for enforcement or educational purposes. The Durango Police Department will focus on two main areas. For enforcement purposes, we will complete patrols that focus on contacting distracted drivers on our roadways. The second part will aim to educate local high school or college students through a DUI educational opportunity. The Durango Police Department has aspirations to create a drunk driving type obstacle course (possibly on foot or in a golf cart) and show people the dangers of reaction times and inability to properly focus on ones surroundings. § The officers at the Durango Police Department have worked a combined total of 10 enforcement shifts worked. A combined total of 84 hours have been dedicated to the HVE program so far this year. Throughout the four enforcement periods, a total of 29 DUI arrests have been made.

GOAL: Transportation Safety OBJECTIVE 2: Enhance impaired and distracted driving initiatives October - December 2018 Update: TACTICS: § Statistical Data for DUI Enforcement throughout October, November and December of 2018. § October: 36 hours of DUI enforcement worked. 2 DUI’s and 1 warrant arrest were made during the 36 hours of DUI patrol. The department arrested a total of 12 DUI’s in the month of October. A combined total of 52 traffic stops were made during the 36 hours of DUI patrols. § November: 8 hours of DUI enforcement worked. No DUI arrests were made during enforcement overtime. During enforcement overtime, 1 other (suspended DL) was arrested (cited and released). During the month of November 14 DUI arrests were made. A total of 8 traffic stops were made during the 8 total hours of DUI patrols. § December: 26 hours of DUI enforcement overtime was worked. During the enforcement hours worked, 3 total DUI’s were arrested. An additional 2 warrant arrests were made during enforcement overtime. A total of 7 DUI’s have been arrested during the month of December (only through December 28th). A total of 25 traffic stops were made during the 26 hours of enforcement overtime. § Combined totals: Total number of enforcement hours worked: 70 hours Total number of enforcement DUI’s arrested: 5 Total number of “other” enforcement period arrests made: 4 Total number of DUI’s for all three months: 33 Total number of enforcement traffic stops conducted: 85

§ Increase enforcement through existing state and federal impaired driving programs such as LEAF and HVE Grants

§ Sgt. Conroy still working with City grant writer on getting more grants via CDOT for distracted driving, speed grants and “Click-it-or-ticket”. Sgt. Conroy will also be speaking with Deputy Jim Coleman about us being the host agency for the Checkpoint Grants in 2019. CDOT allocates approximately $50,000 statewide to DUI Checkpoint funds. The larger departments receive funding from NHTSA, not CDOT. We would put in for around $12,000 of DUI funding. The La Plata County Sheriff’s Department received approximately $19,000 in 2018 for checkpoint grants. Whether or not Deputy Coleman puts in for funding for his own department, we will be seeking funding from this grant as well. § Allocation of resources based on historical data for impaired and distracted driving for enforcement. § Most of our DUI overtime shifts are on Friday and Saturday nights between the hours of 2000-0400 hours. The reasoning behind this is that our patrol officers get tied up with disturbances and intoxicated calls. They have a more limited amount of time to patrol the streets for people driving under the influence. Besides being on weekends, much of the state targeted enforcement happens around major holidays or festivals. The state requires that an agency participate in 10 of the 14 enforcement periods throughout a year. Participation does not mean that DUI overtime shifts must be worked. It simply means that officers are out looking for DUI arrests during a high impact holiday. The Durango Police Department has not missed an enforcement period during our almost 2 years of participation with CDOT. Many of our DUI’s are stopped and arrested near or surrounding the Central Business District. This is a high impact area, as many of the liquor establishments are in this area.

GOAL: Transportation Safety OBJECTIVE 2: Enhance impaired and distracted driving initiatives January - March 2019 Update: TACTICS: Increase enforcement through existing state and federal enforcement programs LEAF and HVE ยง The Durango Police Department has participated in the Colorado Department of Transportation DUI Grants for the past two years. The grants include the Law Enforcement Assistance Fund (LEAF) and the High Visibility Enforcement Grant (HVE). The Durango Police Department will be looking to reapply for approximately $15,000 in grant funding between the two grants. We will be expanding out grant process if the finance office can help us get the grants written and awarded. Participate in annual DUI checkpoints ยง No action this quarter. Allocate resources based on historical data for both impaired and distracted driving ยง No action this quarter

GOAL: Transportation Safety OBJECTIVE 3: Improve traffic safety and infrastructure by collaborating with traffic engineers Strategy 1: Utilize data to determine high impact areas Purpose: Use data driven approach to increase effectiveness and efficiencies in comprehensive traffic management response. Action Plan: ยง Obtain statistics from CDOT/CSP/internal RMS in regards to highway/roadway accidents and their cause ยง Use crime analyst to identify problem accident locations in the city of Durango ยง Allocate resources and target enforcement to high impact accident locations Measures of Success: ยง Generate quarterly reports identifying high impact accident locations and commensurate times of year ยง Reduction of accidents in high impact accident locations where resources have been targeted. Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Brammer March - June 2018Update: TACTICS: ยง No action taken July - September 2018 Update: TACTICS: ยง At the request of the Multimodal Coordinator, City Engineers, and Commander Dunlop, accident data was retrieved for the past 10 years for specific high traffic (and re-structured) corridors to include: College Dr from Camino del Rio to E 9th Ave, E 8th Av from Santa Rita Dr to E 8th St, Florida Rd from E 3rd Av to CR 250, 32nd St from Main Av to Holly Ave ยง Areas of concern are listed on daily Hot Sheets and focused upon when call load permits.

October - December 2018 Update: TACTICS: ยง Obtain statistics from CDOT/CSP/internal RMS in regard to highway/roadway accidents and their cause. No action taken. The causation factor is not a piece of data that is entered Spillman, and therefore not searchable. ยง Use crime analyst to identify problem accident locations in the city of Durango. No action taken.

January - March 2019 Update: TACTICS: ยง Obtain CDOT/CSP/internal accident data and use data for targeted enforcement. (CDOTโ s data is from 2017, but has been provided for analysis.)

GOAL: Transportation Safety OBJECTIVE 3: Improve traffic safety and infrastructure by collaborating with traffic engineers Strategy 2: Collaborate with City of Durango and CDOT to improve safety at high issue locations Purpose: Implement a comprehensive traffic management approach philosophy on key crash reduction corridors in an effort to improve first responder safety, reduce crashes, and improve traffic operations. Action Plan: ยง ยง ยง ยง

Connect with key people in CDOT and City Meet with key contacts to craft a collaboration plan Incorporate a comprehensive approach philosophy (Traffic Incident Management) training into annual department in service training Ensure identified high issue areas are addressed in future road improvement plans

Measures of Success: Collaboration with traffic engineers at the city/state level to identify potential traffic calming measures. ยง Number of traffic calming measures implemented. ยง Reduced accidents in identified areas Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget / Funding for calming measures for city Strategy Leader: Commander Brammer ยง

March - June 2018 Update: TACTICS: ยง No action taken July - September 2018 Update: TACTICS: ยง Officer Smith has been in contact with Ms. Blake, City, and Ms. Constine, CDOT, for traffic complaints and requesting additional traffic controls in problem areas. Officer Wysocki has been in contact with City GIS and Streets, concerning diagraming intersections. Officer Wysocki has been in contact with the I.T. department to convert the GPS to WPS 80, for the new crash reporting system. ยง Officer Smith spoke with Cmdr Warfield to provide TIMS training to either the department or supervisors, Officer Smith is preparing to transition from the DR 2447 crash report to the electronic DR 3447 crash report forms. ยง Officer Smith and Wysocki are in contact with the SRO officers for issues in and around the school zones, Officers have contact with Ms. Blake during traffic complaints, Officer provided traffic surveys for traffic complaints to obtain information about the area, Officers speak with City Officials about the results of the traffic survey. Officers request assistance with City Streets Department for additional traffic surveys if needed.

October - December 2018 Update: TACTICS: ยง Participated in regional TIMโ s tabletop exercise.

GOAL: Transportation Safety OBJECTIVE 3: Improve traffic safety and infrastructure by collaborating with traffic engineers January - March 2019 Update: TACTICS: ยง Work collaboratively with CDOT and City to ID and enhance traffic infrastructure to increase vehicle, bike, and pedestrian safety. ยง CDOT has projects at several intersections (17th St, 22nd St & 32nd St) making improvements for vehicle and pedestrian safety. Project is on-going. ยง Sarah Dodson, Assistant Director of Transportation provided a detailed list of City projects, events, PSAโ s, etc: ยง Completed design of the Safe Routes to School Needham Connect Project and went to bid for a contractor. We will begin construction in May 2019. The project increases safety and accessibility around Needham Elementary by improving sidewalks, calming traffic and installing bicycle facilities. ยง Ongoing design of the Safe Routes to School Signage in School Zone project that will update signs and improve accessibility in all 9-R schools within City limits. Signs will be installed this summer. ยง Ongoing design of the College and 8th Safety Project which will increase safety and accessibility along College Drive from 3rd Ave to 8th Ave and on 8th Ave from College to 2nd St. We have reached the 30% design phase. ยง We hosted the Winter Bike to Work Day in February, which is an educational and outreach opportunity for safe cycling commuting. ยง We hosted the Winter Business Commuter Challenge that encourages people to commute to work using sustainable methods. ยง We have sent out 3 monthly newsletters with information related to multimodal transportation (including bike, ped, public transit, and driving). ยง We are in the final draft of design for a Multimodal Map. ยง We have had weekly radio spots on KDUR talking about transportation related-topics.

GOAL: Enhance Infrastructure OBJECTIVE 1: Human Capital Development Strategy 1: Identify and enhance professional development Purpose: To foster an environment where team members receive the training and support needed to develop their skills in all aspects of their job assignment and to feel encouraged in advancing within the organization. Action Plan: § § § § § § § §

Develop programs that prepare officers to handle multiple types of calls from legal, decision making and tactical perspectives. Expand professional development opportunities by developing position specific requirements, to include training, skills and experience, needed for employees to move or promote into a specific position Develop individualized professional development plans for each employee identifying employees existing strengths and areas of improvement and review on semi-annual basis. Establish protocol for developing succession planning for each position by evaluating department strengths and areas of improvement Tailor training for employees to enhance each employee’s ability to follow their preferred career path. Establish protocols to collect information about the professional development process Establish a mentoring process for all employees. Ensure ongoing integration and coordination with City HR Department.

Measures of success: § § § §

Number of specific trainings identified and/or presented for employee development. Number of individualized professional development plans instituted. Number of individualized identified for succession planning. Reduction in number of officers/employees leaving the organization.

Target Completion Date: November 1, 2018 Active Fiscal Year/Funding: Department Training budget / Department Professional Development Budget Strategy Leader: Commander Dunlop March - June 2018 Update: TACTICS: § Two officers attended Leadership in Police Organizations training early in 2018 § Implemented Command and Control training for all sergeants so they have the knowledge to better manage complex calls for service. § Reclassified existing positions in specialty units from officer positions to corporal positions to allow for growth within those units as well as leadership development opportunity for corporals.

July - September 2018 Update TACTICS: § Officers from various levels of the organization attended specialty training such as Internal Affairs Investigation, Forensic Pathology for Investigators, Case Law & Legal Updates (multiple officers), Microsoft Excel Basics, CASRO Safe School Conference, Springfield 1911 Armorer Course, Tactical Medical for First Responders (multiple officers), Certified VIN Inspection Training, and Basic Drug Investigations.

GOAL: Enhance Infrastructure OBJECTIVE 1: Human Capital Development October - December 2018 Update TACTICS: § Sent instructors to KOGA and Taser training to maintain instructor certification. § Sent an officer to Colorado Organization for Victim’s Assistance conference. § Identified and coordinated training to occur in 2019 for current and future department leaders.

January - March 2019 Update TACTICS: § Several supervisors attended advanced leadership training, such as Leadership in Police Organizations and F.B.I. L.E.E.D.A training. § An officer attended an F.T.O. Development training, adding an additional resource to our field training program. § A detective attended training on cold case homicide investigations.

GOAL: Enhance Infrastructure OBJECTIVE 1: Human Capital Development Strategy 2: Recruit and retain employees reflective of the demographics of the community. Purpose: Attract & retain diverse, high quality employees who seek long-term employment with Durango PD by identifying effective recruitment methods and funding sources. Action Plan: § Research competitive pay and benefit levels for public safety agencies for this area based on cost of living,

§ § § § § § § §

competitive market and other factors to attract and retain employees. Research and recommend additional benefits, to remain competitive in attracting and retaining the best employees. Research and identify effective recruiting methodology that will attract high quality candidates. Establish recruitment incentive for current employees. Increase diversity in recruiting efforts Establish an explorers program to cultivate a local pool of recruits who have spent time volunteering for the department Conduct internal surveys with officers to assess reasons for choosing Durango. Update recruiting infrastructure. Seek dedicated and increased budget funding for recruiting.

Measures of Success: § Have a proposal drafted and presented to the appropriate stakeholders by January, 2019 § Improved retention of quality employees § Increased pool of quality employee applicants. § Availability of qualified candidates for anticipated and unanticipated vacancies. § Increase diversity of the organization. Target Completion Date: FY 2019 Active Fiscal Year/Funding: Annual operating budget and/or additional budget for recruiting Strategy Leader: Sergeant Slack / Commander Dunlop March - June 2018 Update: TACTICS: § Expanded personal recruitment efforts to include: Local job fairs Public Safety job fairs in the Denver metro area FLC student athletes Focused recruiting trips to Western Slope academies where students are already familiar with the Western Colorado lifestyle § Continued development of a Women in Law Enforcement recruitment video § Coordination with Human Resources to maintain an open application process to continually screen candidates. § Coordination with Human Resources to keep an eligibility list of qualified candidates who can be hired should a position become available. July - September 2018 Update: TACTICS: § Hired a female, generational officer who has law enforcement roots within Durango. § Participated in a City-wide salary survey to compare organizational salaries with similar municipalities. October - December 2018 Update: TACTICS Hired two veteran officers. January - March 2019 Update:

TACTICS: § Aggressively recruited from the Western Slope of Colorado. § Hired 1 officer who was already a county resident and who had recently graduated from the local academy.

GOAL: Enhance Infrastructure OBJECTIVE 1: Human Capital Development Strategy 3: Foster a positive, highly motivating culture Purpose: Ensure employees have a healthy work/life balance while working in an environment which brings out the best in each team member, fosters teamwork & collaboration and supports retention efforts. Action Plan: § Treat all team members with respect and dignity as well as supporting and appreciating them. § Gather suggestions on how to build a great culture from employees that represent the various positions, experience, knowledge, (i.e. Patrol Veterans, Middle Experience, and Rookies, same with Sergeants, Commanders, and Civilian). § Gather ideas from City HR, other Departments & Committees as well as best practices from other Police Departments and experts § Design a culture strategy and implementation plan that incorporates ideas and suggestions § Implement the cultural improvement plan § Participate in the City’s activities including the Core Values process § Provide effective physical health opportunities and training by promoting and improving participating in existing programs. § Provide effective mental health initiatives Measures of success: § A process is in place to survey employees on workplace and job satisfaction. § Bi-annual team member satisfaction survey results improve § Increased retention § Increased participation in programs § Positive feedback § Decrease in physical and mental health absences Target Completion Date: FY 2019 Active Fiscal Year/Funding: Annual Operating Budget; Health Insurance plan Strategy Leader: Commander Dunlop, HR, Health Insurance provider March - June 2018 Update: TACTICS: § Recognized employees' achievements at the annual Public Safety Awards banquet.

July - December 2018 Update: TACTICS: § Recognized employees for outstanding work through Memorandums of Excellence.

January - March 2019 Update: TACTICS: § Recognized employees and volunteers at the annual Public Safety Awards banquet in February. § Employees participated in several City administered CORE Values workshops and identified “Well-Being” as the top CORE Value to focus on for 2019.

GOAL: Enhance Infrastructure OBJECTIVE 2: Infrastructure Development Strategy 1: Determine, prioritize and plan for facility needs for both short and long term. Purpose: Ensure facilities needs are identified for short and long term for the effective delivery of police services for the community. Action Plan:

§ § § §

Work with city staff to assess current utilization of space and identify needed improvements to the infrastructure. Update existing facilities master plan to account for current needs, needs in the next five years and needs in the next 20 years. Collaborate with the City CMO & Finance Dept to implement high priority facility needs Work with CMO & City Finance Dept Identify potential revenue sources to account for necessary, future facilities taking into account potential growth of the police department.

Measures of Success: § Assessment of current facility needs. § City personnel work towards identifying potential revenue sources needed for capital improvement. § Update of master facilities plan. § Creation of budget for facility needs. § Implementation by City of facility priorities Target Completion Date: Active Fiscal Year/Funding: City of Durango Capital Improvement fund Strategy Leader: Sergeant Dixon / Commander Dunlop

March - June 2018 Update: TACTICS: § Coordinated with the City Manager’s Office to identify funding for the future construction of new PD

July - September 2018 Update: TACTICS: § Coordinated with City Public Information Specialists to produce an informational video about the PD facilities, how it is utilized and what the current and future needs are. § Continued providing open tours of the PD to citizens in an effort to educate the public on how the facility is used and what the current and future needs are.

October - December 2018 Update: TACTICS: § No action taken.

January - March 2019 Update: TACTICS: § Installed infrastructure for docking stations for body worn cameras. The docking stations charge the body worn cameras as well as downloads their contents and uploads them into the cloud-based Evidence.com system.

GOAL: Enhance Infrastructure OBJECTIVE 2: Infrastructure Development Strategy 2: Identify equipment needs for the Police Department for short and long term. Purpose: To ensure employees are provided the necessary equipment in order to serve the community effectively and safely. Action Plan:

§ § § §

Establish protocols to identify equipment needs of all employees. Establish a list of equipment and their replacement cycles on annual basis. Identify and prioritize equipment with highest operational and fiscal impacts. Identify fiscal needs for equipment needed on annual basis.

Measures of success: § Identification of equipment needs and their replacement cycles. § Creation of a budget for the high impact equipment needs. § Employee satisfaction with equipment provided. Target Completion Date: On-Going Active Fiscal Year/Funding: Equipment budget - Plan for capital improvement funds for future needs Strategy Leader: Sergeant Stasi / Commander Dunlop

March - June 2018 Update: TACTICS: § Purchased outer-worn vest carriers for patrol officers to improve comfort of wearing the vest as well as to move some tools and equipment from the duty belt to the vest. § Budgeted for the future purchase of light-weight rifle plates for officers to have available in their duty bags.

July - September 2018 Update: TACTICS: § Identified and secured funding for the purchase of new body worn cameras as well as he replacement of antiquated in-car cameras.

October- December 2018 Update: TACTICS: § Purchased a Canine Bite Suit for in-house canine training § Purchased an electronic collar for the canine program § Purchased winter safety equipment

January - March 2019 Update: TACTICS: § The Research and Evaluation Committee continues to meet to identify equipment needs.

GOAL: Enhance Infrastructure OBJECTIVE 2: Infrastructure Development Strategy 3: Identify a staffing structure that accounts for growth Purpose: Establish a strong and well-defined organizational staffing platform that supports current and future operations. Action Plan: § Ensure current staffing pool is being utilized effectively in order to determine the necessary future needs § Establish an organizational chart that allows for expansion and addition of tasks/responsibilities § Develop clearly defined job classifications with established areas of responsibility for all employees. § Conduct workload analysis on annual basis to establish a baseline for current staffing needs. § Review City plans with CMO and Planning Dept to determine growth in the City and develop staffing models accounting for potential growth. Measures of Success: § Review of current workload analysis to see if the current staffing is sufficient. § Review of potential growth and development of staffing model that will ensure continual high quality of service for the community. § Development of an organizational structure that identifies opportunities to grow. § Delineation of responsibilities for Commanders and staff. Target Completion Date: FY 2019 Active Fiscal Year/Funding: Annual operating budget Strategy Leader: Sergeant Dixon / Commander Dunlop March - June 2018 Update: TACTICS: § Staffed the new Crime Analyst position to monitor crime trends and staff efforts to address them. § Conducted a workload analysis of the patrol division and identified a need to increase staffing in that division. § Reclassified existing positions in specialty units from officer positions to corporal positions to allow for growth within those units as well as leadership development opportunity for corporals.

July - September 2018 Update: TACTICS: § No action taken. October - December 2018 Update: TACTICS: § Withheld filling an open sergeant and two corporal positions allowing for more flexibility should the permanent Chief choose to restructure the staffing structure.

January - March 2019 Update: TACTICS: § Reorganized the Command Staff structure, eliminating a Commander position and adding a Deputy Chief position. § Assessed the current organizational chart to identify staffing inefficiencies. This information will be used to reorganize parts of the organization to improve work efficiencies.

GOAL: Enhance Infrastructure OBJECTIVE 3: Technology Development Strategy 1: Continual comparative assessment of current technological capabilities to ensure the delivery of highest quality of service. Purpose: To continually assess current capabilities and compare them to technological advancements, recognizing how they may be used to the advantage of law enforcement and the community. Action Plan: § Continually evaluate the Department’s technological capabilities to assure alignment with the organization’s goals and objectives. § Assess the current Record Management System for viability as an effective tool for the department. § Improve digital evidence management and distribution. § Conduct an annual survey of employees to identify areas of needed improvement in current technology capabilities. § Prioritize and publish a list of what technologies and equipment is of the highest need and will have the most impact to the department. § Conduct a cost benefit analysis of integrating newer technologies to include fiscal impact and impact to work flow of the department. § Prepare proactive response plans Measures of Success: § Annual technology survey created and utilized § Creation of a list of prioritized, high impact technologies § Analysis on the impact of integrating newer technology and if approved for purchase, targeted technologies are acquired and successfully implemented. Target Completion Date: Ongoing Active Fiscal Year/Funding: Operating budget Strategy Leader: Commander Dunlop / City I.S. Department March - June 2018 Update: TACTICS: § Coordinated with Dispatch to have an independent consultant assess our usage of the Spillman Records Management program to determine our efficiency of use as well as its viability as a long-term records management solution.

July - September 2018 Update: TACTICS: § No action taken.

October - December 2018 Update: TACTICS: § Ordered and received Axon body worn cameras and implemented a pilot program for officers to gather evidence and test the system for department-wide release. January - March 2019 Update: TACTICS: § Fully implemented the patrol use of body worn cameras. § Initiated the installation of Axon In-Car cameras for patrol use.

GOAL: Enhance Infrastructure OBJECTIVE 3: Technology Development Strategy 2 – Recognize emerging technologies and its impact on the future of policing Purpose: Identify emerging technology; their impact on police services and how emerging technology can be utilized to improve delivery of police services. Action Plan: § § § § §

On continual basis review trends in technology by identifying technology that can hinder and benefit police services. Identify a structure in the PD with the help of City’s IS to assess emerging technology. Blend current access technologies with the next generation of devices to remain ahead of the technology. Utilize web seminars, conferences and surveys to identify and evaluate emerging technologies and their impact of service delivery. Asses, review the workings of other law enforcement agencies and the potential impact as a result of emerging technologies.

Measures of Success: § Emerging technology with potential positive impact are identified for the Police Department (City IS) and plan of action identified to procure and or beta test the technology. § Emerging technology with potential negative impact are identified for the Police Department (City IS) and plan of action identified to mitigate the impacts. Target Completion Date: Ongoing Active Fiscal Year/Funding: Ongoing/Operation and IS Budget Strategy Leader: Sergeant Conroy / City I.S. Department / Commander Dunlop March - June 2018 Update: TACTICS: § Conducted an evaluation of multiple scheduling software applications to modernize our patrol schedule management.

July 2018 - March 2019 Update: TACTICS: § No action taken.

GOAL: Enhance Infrastructure OBJECTIVE 3: Technology Development Strategy 3: Actively plan, adapt and grow current Information Systems Support Purpose: To grow our current Information Systems Support so that all department technology is maintained to peak performance while assisting in the assessment and implementation of emerging technology. Action Plan: § § §

Collaborate with City IS to Identify areas that could benefit from additional I.S. support Collaborate with City IS to annually evaluate and update budget plan by identifying replacement cycles for all technology. Establish a COOP plan for I.S. infrastructure in the event of an evacuation of primary sites.

Measures of Success: § I.S. Staffing levels adequately provide support for current and future technology management. § Funding options are identified for the continual support of current and replacement technology. § Technology replacement cycles are identified and updated. § COOP plan for IS infrastructure for PD is completed and tested. § High impact, targeted technologies are acquired and successfully implemented Target Completion Date: Ongoing Active Fiscal Year/Funding: Ongoing/Operations and I.S. Budget Strategy Leader: Commander Dunlop / City I.S. Department Head March - June 2018 Update: TACTICS: § Established monthly meetings with City Information Support supervisors and staff to plan and discuss I.S. maintenance needs and processes.

July - September 2018 Update: TACTICS: § Continued integration of the I.S. person assigned to support the P.D. part time

October - December 2018 Update: TACTICS: § Continued integration of the I.S. person assigned to support the P.D. part time.

January - March 2019 Update: TACTICS: § Monthly meetings with the assigned I.S. representative.