DENVER DEPARTMENT OF SAFETY PEAK PERFORMANCE REVIEW 6/21/2012

1. DENVER DEPARTMENT OF SAFETY PEAK PERFORMANCE REVIEW 6/21/2012

2. Department of Safety (Fiscal Year 2012) Dept. of Safety Personnel = 3820 (35.3% of Total) Uniformed positions = 3,106 Non-Uniformed positions = 557 Grant positions = 157 Dept. of Safety GF Budget $419,360,800 (44.4% of Total City GF Budget)

3. Department of Safety Community Corrections Agency Fire Department CPCC Agency HR Division Manager of Safety Police Department Mayor 9-1-1 Agency Records Division Sheriff Department Safe City Agency

4. Why One Department? Department of Safety Organizational Goals Strategic Planning

5. Vision Alignment Citywide Vision: We will deliver a world-class city where everyone matters. Department Vision: • The Department, in partnership with the community, will make Denver a safer, more livable city. • Fostering community participation • Investing in the development of its personnel • Collaborative effort within all of Safety

6. Mission Alignment Mission To deliver the full spectrum of high-quality public safety services so that everyone reaches their full potential. Kids Jobs Safety Net Sustainability & Customer Experience

7. Mission-Level Metrics: Measuring Public Safety Actual Public Safety Perceptions of Public Safety City & County of Denver Citizens Survey Y Internal Perceptions (to be established) ? Media mapping / perceptions (to be established) ? Uniform Crime Reporting Standards G NBIRS Reported Offenses G Insurance Services Organization Ratings G Recidivism Rate (Return to Jail Rate) G

8. Ratings of Community and Personal Public Safety by Year

9. Ratings of Public Safety Services by Year

10. 2011 Actual Crime per 100,000 Residents (UCR)

11. NIBRS REPORTED OFFENSES 2010 vs. 2011

12. Insurance Services Office (ISO) Rating • Public Protection Class rating of 2 • Investment in fire mitigation is proven and reliable predictor of future fire loses • Historical and current • ISO advisory organization • Leading source of information about property/casualty insurance risk • National, centralized evaluator and rater of a community’s fire services • Commercial Insurance • Lower premiums in communities with better protection • Each point increase is about a 5% increase in insurance

13. Recidivism Rate as measured by the Return to Jail Rate

14. 50 Year Jail Population Trend

15. Department of Safety Operational Strategic Plan Prevention Emergency Response Enforcement Corrections Collaboration (Internal / External) Efficiency Customer Service Accountability / Transparency Innovation

16. Spectrum of Public Safety Services Enforcement & Investigation Emergency Response Prevention & Intervention Corrections

17. Emergency Response Enforcement & Investigation Corrections Prevention & Intervention Prevention & Intervention Predict and prevent harms from occurring in the community 2012 Key Tactics • Improve community relations and perceptions of Safety • Leverage data to identify trends, measure progress, assign resources • Design and implement fire inspection and emergency procedures training for healthcare facilities • Design and Implement Safety Wellness Initiative • Increase school attendance rates • Increase and regulate use of social media

18. Example 1: Safe City - Using Data to Target Services and Programs

19. Example 2: Youth Diversion and Recidivism Rates (baseline metric)

20. Example 3: CPCC – Measuring trends regarding resource and program allocation

21. Example 4: CPCC measuring return on investment

22. Enforcement & Investigation Emergency Response Corrections Prevention & Intervention Emergency Response Respond immediately and effectively to mitigate harms to the community 2012 Key Tactics • Design and implement expedited youth ticketing diversion program • Reduce call processing times and optimize not ready time • Evaluate and improve technology systems • Strengthen pro-active patrols • Implement KRONOS timekeeping system throughout Safety • Design and implement cell phone caller location identification program • Reduce issuance of Failure to Appear (FTA) warrants

23. Partnership with Denver 911, Excise and License, Police Department More effectively manage fine collection and data exchange for alarm permits $98,000 in uncollected fines since March 2011 EXL spends 1,000 FTE hours manually pulling permit data for the False Alarm Management System Example 1: 911 Rapid Improvement Event

24. Example 2: 911 Speed of Answer

25. Example 3: 911 Call Volume and Not Ready Time

26. Example 4: Measuring how quickly (and why) DFD responds Establishing baseline: Fire response maps and times

27. Example 5: Targeted enforcement and crime prevention

28. Emergency Response Enforcement & Investigation Corrections Prevention & Intervention Enforcement & Investigation Investigate harms to the community and enforce laws and policies meant to preserve the community 2012 Key Tactics • Improve data integrity and consistency of terms and processes • Unified Summons & Complaint (US&C) • Identify alternatives to meet the needs of specific populations of criminal justice-involved persons • Develop and implement Expedited Youth Ticketing Process • Begin Facility Needs Assessment • Develop tactic around legislative initiatives and legal issues

29. Example 1: Prioritize Known Violent Offenders Q1 2011 vs.. 2012 – DPD Fugitive Unit Statistics Lighter Shades – 2011 * Darker Shades – 2012 81% 80% 90% 83% 66% 75% 74% 80% 48% 43% 20% 25% 20% 8% Setting a baseline for future comparisons

30. Example 2: Safe City and Police: Collaboration and Partnership Safe City Curfew Program Expedited Youth Ticket Process Targeted on-site resource referral Benchmarks to be established

31. Emergency Response Enforcement & Investigation Corrections Prevention & Intervention Corrections Correct harms to the community 2012 Key Tactics • Re-develop and implement Home Detention Program • Reduce jail processing times • Design and implement on-hand services program for identified gang-affiliated youth • Attain and maintain Triple Crown accreditation • Develop female Community Corrections program • Explore special needs population programming and placement • Increase successful completion of Community Corrections residential programs

32. Example 1: Maintaining a safe and secure environment for staff and inmates ACA-COJL ACA-COJL ACA-COJL ACA-COJL ACA-COJL $3.1M ACA-COJL ACA-COJL $4M $194K ACA-DDC ACA-DDC ACA-DDC ACA-DDC NCCHC NCCHC NCCHC $ Civil Liability Settlement CALEA $ Civil Liability Settlement CALEA $1.7M CALEA $84K NCCHC CALEA $1.2M $1M $1M $1M $1M $50K $50K $50K $50K $50K $ Civil Liability Settlent $194K $27K $84K $50K $50K $50K $50K $50K $27K Obtain ACA accreditation at the Downtown Detention Facility (DDC), maintain ACA Accreditation at the Denver County Jail (COJL) and receive CALEA accreditation to achieve Triple Crown Award in 2014. NCCHC was received in April 2011.

33. Example 2: Increase Successful Completion of Community Corrections Programs

34. Example 3: Emphasize collaboration and partnerships regarding alternatives to jail Jail Bed Day Savings

35. Example 4: Revitalize the Home Detention Program

36. One Department. Department of Safety Organizational Goals Strategic Planning

37. Collaboration: Creating Conversations Trending data Resource sharing Efforts effect others

38. Collaboration: Gang Reduction Initiative of Denver(establishing baseline metrics) • Creating Partnerships • Federal, State, Municipal Agencies • Community (Westwood, Five Points, Northeast Park Hill) • Faith-Based organizations • Denver Health • Comprehensive gang and violence reduction plan • Prevention • Intervention • Suppression Strategies • Data Driven Evaluation Method

39. Leverage Success: Measuring Staff Optimization Police 911

40. Leverage Success: Promoting Inclusiveness • Goal: • Recruit and retain a workforce reflective of community • Utilize Cadets to enhance workforce • Former Cadets: • Police: 136; Fire: 104; Sheriff: 6; Safety Civilian: 8; City CSA: 4

41. Manage Cohesively: Civilian Oversight (establishing baseline metrics) • Streamline discipline • Conduct Review Board • Increase consistency & timeliness • Conduct Review of Sheriff & Fire • Civilian discipline • Creating Partnerships • Police Department – CRB, IAB • Manager of Safety Office • Civil Service Commission • Office of Independent Monitor • Increase trust both internal & external

42. Manage Cohesively: Other Examples Wellness Program (establish baseline metric) Maximize employee satisfaction & Manage stress Decrease FMLA Usage Technology US&C ITIC submittal – prioritized within Department, leveraged resources Warehouse Inventory System Data Governance Common language Data integrity Streamline Cross-departmental Processes ID/In-take Human Resources Contract Management Strategic Resource Alignment

43. Next review • Next Performance Review: 10/2012 • Strategies and Tactics of focus for next meeting • 2012 Strategic Plan Progress Update • Create Balanced Scorecard • Update on benchmark mission-level metrics • Update on agency tactics/metrics • Update on “to be determined” metrics and tactics • Update on projects and opportunities