2013 DPD Strategic Plan

Denver Police Department
2013 Strategic Plan

External Version Excluding Gang Bureau Metric
Last Updated: 7/15/2013
Status: Q1 Updates
Tactics Strategies Mission
OVERVIEW:
The Denver Police Department achieves its mission by successfully delivering the
strategies and underlying tactics that contribute to a safer community. All levels
Mission, Strategies, and Tactics are measured against pre-defined success criteria.
MISSION:
Definition: To operate a police agency with a focus on preventing crime in a respectful
manner demonstrating that everyone matters.
VISION:
The Department, in partnership with the community, will endeavor to achieve our
mission by:
Focus on the prevention of crime and safety
Adopting a departmental culture that is consistent with community values
Combining both efficiency and effectiveness, while leveraging technologies that
enhance policing operations
VALUES:
The work of the DPD is guided by the values of:
Justice
Equity
Integrity
Honesty
Accountability
Respect
Diversity
Teamwork
Innovation
Customer Service
STRATEGIES:
1.00: Aligning resources towards crime prevention and safety
2.00: Training and empowering all employees to be leaders through action,
accountability, and community partnerships
3.00: Implementing cost savings and other efficiencies, including technology,
with a focus on maintain/improving the departments effectiveness
Mission
To operate a police agency with a focus on preventing crime in a

respectful manner demonstrating that everyone matters.
Responsibility
Authority
Approach
Chief of Police
Manager of Safety
Successfully implement the strategic plan.
FBI statistics for comparison to similar cities (typically

published for the prior year each summer).
National Citizen Survey statistics to measure perception of
safety (typically available for the prior year each spring)
Denver crime trends to measure recent progress (available
by the end of following month).
Method of
Evaluation
FBI Statistics
A preliminary FBI report of offenses based on a national methodology called Uniform Crime Reporting
(UCR) is available each summer. Quarterly updates are provided where available and are preliminary
numbers from various agencies online reports.
Part 1 Crime per 100,000 residents
2011 and 2012
Regional Cities of Comparable Population and Police Force Size
Preliminary Numbers from the FBI for 2012
Darker Bars = 2011 Crime Ratio - Lighter Bars = 2012 Crime Ratio
8,000
7,000
6,738
6,000
5,610 5,489 5,628

5,528
5,162
5,656 5,676
5,813
6,789
6,861
6,585
6,117
4,803
5,000
4,170
4,269
4,000
3,278
3,000
2,579
2,838 2,853
2,000
1,000
San Jose
976,459
El Paso
675,536
Denver
628,545
Fort Worth
770,101
Portland
598,037
Austin
832,901
Seattle
626,865
Albuquerque
553,684
Kansas City
464,073
Oklahoma City
595,607
National Citizen Survey (NCS) Denver Survey Responses

NCS results are reported in February of each year. Results below are through 2012.
Safety Perceptions by Crime Type
70%
Percent "Very" or "Somewhat" Safe
60%
50%
40%
30%
20%
10%
0%
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Safety from violent crime 49% 47% 45% 42% 45% 50% 57% 62% 61% 62% 60%
Safety from property crime 36% 39% 33% 34% 31% 39% 47% 50% 47% 48% 47%
Downtown Safety Perceptions

90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Daytime downtown safety
80%
82%
78%
77%
80%
80%
84%
82%
84%
83%
2012
80%
Nighttime downtown safety
42%
41%
38%
40%
38%
36%
43%
38%
38%
40%
36%
National Citizen Survey (NCS) Denver Survey Responses (continued)

Neighborhood Safety Perceptions
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
88%
89%
88%
88%
88%
88%
90%
93%
92%
91%
90%
Nighttime safety in neighborhood 62%
64%
60%
59%
59%
58%
59%
66%
61%
63%
63%
Daytime safety in neighborhood
Victimization and Reporting

90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
If yes, was this crime (these crimes)

78%
reported to the police?
80%
75%
77%
76%
76%
59%
81%
66%
73%
75%
Were you or household member a

victim of any crime in the last 12
months?
24%
27%
20%
27%
22%
18%
20%
20%
20%
20%
20%
National Citizen Survey (NCS) Denver Survey Responses (continued)

Citizen Satisfaction
80%
70%
Percent "Excellent" or "Good"
60%
50%
40%
30%
20%
10%
0%
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Police services
64%
66%
59%
57%
63%
63%
66%
69%
62%
54%
63%
Crime prevention
47%
45%
39%
38%
38%
34%
49%
48%
46%
44%
47%
Crime prevention Traffic enforcement
38%
45%
38%
40%
45%
50%
51%
54%
52%
40%
45%
2012
The City and County of Denver has participated in the Citizen Survey since 2002
Conducted by the National Research Center, Inc.(NRC),
NRC conducts similar surveys in 500 jurisdictions across the United States.
These comparisons enable the City to compare survey results with jurisdictions across the
nation.
These benchmark comparisons provide valuable insight overall public trust in City government.
In 2012 3,000 households were randomly selected to participate, with 842 responded (29%
response rate, 3% margin of error).
For Safety for the last 3 years responses for both violent and property crime have been the
same (within error margin).
REPORTED OFFENSES USING NIBRS DEFINITIONS IN THE CITY AND COUNTY OF DENVER
JAN-MAR 2012
JAN-MAR 2013
CHANGE
TYPE OF OFFENSE
#
%
#
%
#
%
Murder
8
0.1%
12
0.1%
4
50.0%
Aggravated Assault
528
5.3%
553
5.6%
25
4.7%
Forcible Sex Offenses
208
2.1%
158
1.6%
-50
-24.0%
CRIMES
AGAINST
Non Forcible Sex Offenses
9
0.1%
2
0.0%
-7
-77.8%
PERSONS
Kidnapping/Abduction
56
0.6%
45
0.5%
-11
-19.6%
Simple Assault
684
6.8%
673
6.8%
-11
-1.6%
Intimidation
128
1.3%
137
1.4%
9
7.0%
SUBTOTAL 1,621
16.2%
1,580
16.0%
-41
-2.5%
Arson
21
0.2%
17
0.2%
-4
-19.0%
Bribery
0
0.0%
0
0.0%
0
NA
Burglary
1,128
11.3%
1,102
11.2%
-26
-2.3%
Counterfeiting/Forgery
49
0.5%
23
0.2%
-26
-53.1%
Criminal Mischief/Damaged
1,446
14.5%
1,251
12.7%
-195
-13.5%
Property
CRIMES
Embezzlement
6
0.1%
3
0.0%
-3
-50.0%
AGAINST
Extortion
8
0.1%
0
0.0%
-8
-100.0%
PROPERTY
Fraud
259
2.6%
181
1.8%
-78
-30.1%
Larceny
1,531
15.3%
1,573
15.9%
42
2.7%
Theft from Motor Vehicle
1,689
16.9%
1,794
18.2%
105
6.2%
Motor Vehicle Theft
837
8.4%
853
8.6%
16
1.9%
Robbery
333
3.3%
281
2.8%
-52
-15.6%
Stolen Property
33
0.3%
32
0.3%
-1
-3.0%
SUBTOTAL 7,340
73.5%
7,110
72.0%
-230
-3.1%
Drug/Narcotics Violations
404
4.0%
553
5.6%
149
36.9%
Gambling
0
0.0%
2
0.0%
2
NA
CRIMES
AGAINST
Child Pornography
1
0.0%
0
0.0%
-1
-100.0%
SOCIETY
Prostitution
7
0.1%
17
0.2%
10
142.9%
Weapon Law Violations
91
0.9%
96
1.0%
5
5.5%
SUBTOTAL
503
5.0%
668
6.8%
165
32.8%
Fraud - NSF - Closed Account
2
0.0%
1
0.0%
-1
-50.0%
Curfew
2
0.0%
0
0.0%
-2
-100.0%
Disorderly Conduct / Disturbing the
31
0.3%
33
0.3%
2
6.5%
Peace
Family Offenses / Nonviolent
81
0.8%
53
0.5%
-28
-34.6%
ALL OTHER
Liquor Law/Drunkeness
1
0.0%
18
0.2%
17
1700.0%
OFFENSES
Other Sex Offenses
72
0.7%
47
0.5%
-25
-34.7%
Viol of a Restraining/Court Order
121
1.2%
110
1.1%
-11
-9.1%
Harassment
86
0.9%
79
0.8%
-7
-8.1%
Criminal Trespassing
56
0.6%
71
0.7%
15
26.8%
All Other Offenses
74
0.7%
111
1.1%
37
50.0%
SUBTOTAL
526
5.3%
523
5.3%
-3
-0.6%
GRAND TOTAL
9,990
100.0%
9,881
100.0%
-109
-1.1%
All files utilized in the creation of this report are dynamic. Dynamic files allow additions, deletions and/or modifications at any time,
resulting in more complete and accurate records in the databases. Due to continuous data entry after reports are compiled, numbers may
vary in previous or subsequent reports. Data downloaded 4/07/2013.
PREPARED TO DEPARTMENT OF SAFETY PUBLIC INFORMATION STANDARDS
Excludes runaways, traffic offenses, unfounded reports and non-criminal activity.
Strategy 1.00
Aligning resources towards crime prevention and safety
Responsibility
Authority
Approach
Deputy Chief of Operations and Deputy Chief of Administration

Chief of Police
Successfully implement the tactics that contribute to this strategy.
Method of
Evaluation
Tactical metrics as assigned below
Tactic 1.01
Strengthen proactive patrols.
Responsibility
Authority
Approach
Six District Commanders

Deputy Chief of Operations
To increase officer productivity and reduce crime
Method of
Evaluation
Based on 2008 baseline (an index of 1.00), measure

productivity based on:
o Class 2 Index (Officer Initiated Actions) in context of
other time commitments
Class 2 calls are, by definition, officer initiated (unlike Class 1 calls, they are not in response to a citizen
request). Productivity is captured by dividing all Class 2 Actions by the time available (based on actual
hours in a car recorded in the CAD system) after responding to Class 1 calls from citizen, Class 3
administrative actions and out of service codes. Due to the transition to real hours worked, versus
estimated hours worked, the new baseline was developed using 2008 data. In 2008, the DPD average
was one Class 2 for every .4819 hours of discretionary time, and this baseline was indexed to a value
of 1.00. Every precinct and post car, detail, and district is now measured against this baseline.
1.00 = 2008 DPD Baseline

CITYWIDE MONTHLY
ALL CLASS 2 ACTIONS
2.23
2.23
2.04
2.00
1.71
1.63 1.64
1.57 1.57
1.56
1.52
1.47
1
2
3
4
5
1.20
1.19
1.00
1.11
1.10
1.06
1.04
1.021.04
0.99
0.98
0.980.97
0.95
1.121.14
1.04
1.00
1.00
0.97
0.920.92
0.86
0.90
0.87
0.79
1.12
1.10
1.08
1.07
1.05
1.05
1.04
1.01
0.99
0.99
0.97
0.96
0.96
0.95
0.93 0.94
0.90
0.90
0.86
0.85
0.83
6
7
8
1.03
9
10
0.91
11
12
0.75
0.71
0.67
0.66
2008
2009
2010
2011
2012
2013
1.00 = 2008 DPD Baseline

MONTHLY BY DISTRICT
ALL CLASS 2 ACTIONS
3.00
1
2
3
2.00
4
5
6
7
8
9
10
11
12
1.00
2011
2012
1
2013
2011
2012
2
2013
2011
2012
3
2013
2011
2012
4
2013
2011
2012
5
2013
2011
2012
2013
Tactic 1.02
Implement On-Going Action Plans in Each Police District
Responsibility
Authority
Approach

Action Plans require a structured implementation plan (e.g. SARA
model), baseline metrics (such as reported offenses and class 2
actions), goals, and quarterly progress reports.
Method of
Evaluation
Commanders will be evaluated based upon stated goals quarterly

and annually. The Level One projects will be evaluated continually
at the District level and may change as the District issues change.
District 1: Burglary in Villa Park Neighborhood Precinct 123

Background: 2012 NIBRS crime statistics indicate precinct 123 (Villa Park neighborhood)
experienced the highest increase (+8.7%, from 1039 to 1126) in overall crime for the year.
Analysis identified Robbery-Business, Simple Assault and Burglary as above the 5 year
averages for their categories. These increases contributed significantly to the overall crime
increase percentage for the precinct. Simple assaults were then analyzed to determine
what percentage were family related. Domestic Violence and child abuse related offenses
account for 68% of the simple assaults that were reported in 2012. This category was not
included as one of our categories to target. Also Business Robberies are handled by the
centralized Robbery Unit, so the District will continue to work on this issue, but will not
include it in targeted categories.
Five Year Totals & Averages for Burglaries
2008 2009 2010 2011 2012 5 yr Average
Goal
Burglary
102 107
83
96
119
101.4
< 101
Tactics:
o Enhance our community partnerships by emphasizing crime prevention
Neighborhood Watch
Encourage neighborhood watch to reduce burglary
Nextdoor.Com (electronic neighborhood watch)
Social media, e-mail, flyers, meetings
Business Watch
Partner with Major Crimes / Robbery Unit to disseminate crime
prevention flyers
Crime Prevention Through Environmental Design
Individual outreach to business owners who have repeatedly been
victimized
o Data Driven Approach to Crime and Traffic Safety (DDACTS)
o Detail and SCAT officers focus on DDACTS areas within Villa Park (Areas G & H)
o OTTC Operations
o Assistance from Special Operation
Traffic Operations & Metro SWAT
o Hot Spots sharing crime information between details, special units, and investigators
Goals/Results:
Precinct 123
Q1 2012
Q1 2013
Burglary
26
17
%
Change
-34.6%
Year End
Goal
< 101
10
District 2: Aggravated Assaults Precinct 233

Background: There has been persistent crime in the area along East Colfax Avenue between
Yosemite Street and Monaco Parkway, bordered by East 17th Avenue to the north and East
13th Avenue to the south. The area has become rich with motivated offenders and a
transient and local victim base that fuel the economic engine of the illegal drug sales and
prostitution in the area. The associated violent crime will be the focus of our goal to
decrease the number of Aggravated Assault victims in 2013.
The violent crime that is associated with the illegal sales of narcotics and prostitution is a
primary concern for the Denver Police Department and the community. Violent crime is
often spotlighted in the news and has a propensity to damage the reputation of the City
and County of Denver. In 2012 there were 41 Aggravated Assaults in Precinct 233 and in
2011 there were 29. The twelve additional offenses (+12), indicates a forty-one percent
increase of Aggravated Assaults.
Tactics:
o Implement Best Practices from other Law Enforcement Agencies
o Crime Analyst and DAU will compile statistics
o Crime Analyst will track all crime patterns and trend
o DDACTS & Risk Terrain Mapping for patterns and trends
o Deploy HALO cameras along East Colfax Avenue at strategic locations
o Utilize our Social Media to disseminate information to our citizens
o Utilize our 2 CAB meeting to strengthen networking in the neighborhood
o Work with City Council, Neighborhood Associations, and others
o Work with the East Colfax Business Owners to reduce crime
o Improve lighting in high crime areas
o Implement quarterly operations utilizing all DPD resources
o Work in concert with all other LE entities (Parole, Probation, ATF)
o Continue to work on crime reduction through environmental design
o Utilize OTTC Grants to enhance police presence along East Colfax
o Empower officers to conduct foot, bike, and vehicle patrols in the area
Goals/Results:
Precinct 233
Q1 2012
Q1 2013
Aggravated Assaults
10
%
Change
+11.1%
Year End
Goal
< 29
11
District 3: Burglary District Wide

Background: There were 1,316 burglaries during 2012. This is up 6.2% (or 77 incidents)
from 2011 where there were 1,239 burglaries. A five-year analysis of burglary in District
Three shows that the five-year average, or baseline, for burglary is 1,207. Therefore, District
Three experienced a 9.0% (or 109 incidents) increase from the five-year burglary baseline
during 2012
Five Year Totals & Averages for Burglaries
2008 2009 2010 2011 2012 5 yr Average
Goal
Burglary
1,243 1,113 1,124 1,239 1,316
1,207.2
< 1,268
Tactics:
o Create neighborhood focus teams to help with the two way communication
between the district station and the community. The neighborhood SCAT officer and
the Sector Lieutenant would be the primary police liaison from the district.
o Push out regular crime alerts and crime prevention information through the focus
teams using Facebook, Nextdoor, newsletters and personal communication.
o Utilize the District Three Crime Analyst and Volunteer to review the daily burglary
reports in order to keep the precinct officers and detectives apprised of the current
trends and patterns.
o Use the analyst reports to direct precinct officers and proactive projects. Work
covert operations under the direction of the Investigative Unit to stake out pattern
locations in attempt to identify and arrest burglary suspects.
o Use covert resources to monitor known suspects activity in attempt to develop
probable cause for arrest.
o Use high visibility patrol, foot patrol and bike patrol to saturate pattern locations in
attempt to drive the activity out of the neighborhood. These patrol projects would
also be used to interact with community members in those neighborhoods.
o Solicit community awareness and reporting of suspicious activity and mandate a
quick police response to those calls for service.
o Identify soft target locations and follow up with property owners to help correct
their deficiencies and make their properties less attractive for criminal
opportunities.
Goals: reduce burglary from the 2012 rate to bring it within 5% of the five-year baseline.
2013 Goal 1,267 burglaries
Results:
District 3
Q1 2012
Q1 2013
Burglary
310
297
%
Change
-4.2%
Year End
Goal
< 1,268
12
District 4: West Alameda Ave Corridor & South Federal Blvd Corridor
Background: Target crimes including robberies, aggravated assaults, gang violence, theft
from motor vehicles and burglaries in the two focus areas.
Alameda Corridor
Agg Assault
Robbery
Federal Corridor
Agg Assault
Robbery
2010
11
11
2011
12
22
2012
19
38
3 yr Avg
14
23.6
2013 Goal
<=14
<=24
22
19
26
22
19
20
22
20
<=15
<=16
Tactics:
o Goals include building police and community relationships by increasing community
partnerships through the HOPE Initiative, by updating and confirming Business
Watch participation and by encouraging networking participation.
o Some community stakeholders participating in the HOPE Initiative are clergy and
faith-based organizations, neighborhood residents, City Council, the Denver Sheriffs
Department, Denver Public Schools, Denver Housing Authority and the Latino
Coalition for Community.
o Gang Resistance Education and Training sessions at Kepner Middle School seek to
divert potential youthful offenders to legitimate activity before they want to join
gangs.
Goals/Results: Reduce Total Violent Index Crimes (Includes: Homicide, Assaults, Robbery,
and Forcible Sex Offenses)
Alameda Corridor
Agg Assault
Robbery
Federal Corridor
Agg Assault
Robbery
Tactic
Q1 2012
5
4
Q1 2013
4
4
% Change
-20%
0%
2013 Goal
<=14
<=24
5
7
4
5
-20%
-28.6%
<=15
<=16
Additional Goal Metrics

Q1 Q2 Q3
H.O.P.E. faith-based orgs

Community support orgs
Mentored participants
Crime prevention session
Business Watch participation inc
Facebook Likes
Nextdoor.com neighborhoods
1
1
23
44
253
329
20
Q4
Year
End
Goal
5
3
5
4
25
100
10
13
District 5: Burglaries District Wide

Background: Residential burglaries have decreased over the last five years with a 435 fiveyear average. The number of burglaries in 2012 was 393 (the lowest number since 2008).
Maintain 393 residential burglaries or fewer for 2013.
Tactics:
o Detectives will conduct crime data-driven undercover operations. Details will
provide uniformed saturation patrols. Patrols will be done on foot, in marked cars,
and on bicycle, and be characterized by making pedestrian and motorist contacts
leading to wants and warrants clearances, completing street checks, issuing traffic
and parking citations, making arrests, and developing actionable criminal
intelligence.
o Patrol sergeants will maintain constant contact with the District 5 Investigations
Sergeants and District Crime Analyst to stay abreast of suspects and pattern
information, which have been developed.
o Community Resource Officers (CROs) will monitor and disseminate information on
social media networks, conduct foot, bicycle or marked car patrol, at a minimum of
two hours per each 40-hour work week, emphasizing positive contacts.
o CROs will promote the advancement of Neighborhood Watch and Crime Stoppers
programs. Additionally, crime prevention tips and community education will be
provided to make residences less of a target.
Burglary
Five Year Totals & Averages for Residential Burglaries

2008 2009 2010 2011 2012 5 yr Average
Goal
394 477 472 443 393
435.8
< 394
Goals/Results: Maintain 393 residential burglaries or fewer for 2013.

District 5
Q1 2012
Q1 2013
Residential Burglary
108
97
%
Change
-10.2%
Year End
Goal
< 394
14
District 6: East Colfax Ave Corridor

Background: The analysis of the available data revealed a correlation between street level
drug sales and aggravated crimes (to include strong arm robberies, theft from persons, and
aggravated assaults).
Tactics:
o Targeted operations by specific units on a consistent basis to target persons
involved in the use of narcotics, the consumption of alcohol, disturbances,
trespassing or other observable law violations that negatively impact the
community.
o Liaison with the Colorado Parole Office for the purpose of identifying parolees living
in, working in, and frequenting the project area. A monthly site visit operation will
be scheduled.
o Liaison with the Vice/Drug Control Bureau to schedule monthly prostitution stings in
the target area. He will seek the help of the Nuisance Abatement Unit to assist in
these efforts.
o The Community Resource Officer (CRO) will promote the Nextdoor.com concept to
residents working and living in the corridor, post crime alerts and updates, improve
community and social cohesion in the area.
o The CRO will review the existing business watch list, gaining 100% participation from
all businesses in the corridor.
o The CRO will partner with Community Groups to plan and hold a community safety
fair.
Goals:
The project goal is a street robbery decrease of 33% in the target area for calendar year
2013.
Strategy 1
- Goal 1.1. Utilization of identified resources/entities in response section to target the
criminal element frequenting the study area. Saturation patrol efforts and specific targeting
of known criminals for enforcement efforts during operations conducted.
Metric. Pass / Fail. Crime Analyst will provide updated crime data to Project Manager.
Project Manager will report to Commander and Detail Lieutenants each month progress
made. Adjustments will be made to the strategies being applied as needed each month.
Strategy 2
- Goal 2.1. The Community Resource Officer will partner with the business community to
improve cooperation and communications between this community and District 6.
Emphasis will be placed on identifying areas adjacent to local businesses serving as a safe
haven for unlawful and nefarious activity.
Metric. Pass / Fail. The Community Resource Officer will report out each month
instances where the neighborhood business partners have identified dates/times when
they have noted instances of nefarious activity that has contributed to the crime and
social order challenges faced in the study area.
- Goal 2.2. The Community Resource Officer will schedule and hold quarterly safety meetings
for the business community. The objective will be to discuss ongoing challenges faced by
department personnel along the Colfax Corridor.
15
Metric. Pass / Fail. The Community Resource Officer will track attendance at each
safety meeting held, the purpose of which is to identify active participants and
businesses in need of outreach from the CRO.
- Goal 2.3. The Community Resource Officer will be tasked with maintaining the Nextdoor
social media site. The CRO will provide frequent updates to the site, the purpose of which
will be to alert the participating neighborhood partners of safety related concerns/alerts.
Metric. Pass / Fail. The Community Resource Officer will track participation in the
Nextdoor social media site. The CRO will be tasked with marketing this site while
messaging to participants the availability of the District 6 Website and the District 6
Facebook page as additional resource sites.
East Colfax
Corridor
Robbery
Q1 2012
Q1 2013
% Change
15
10
-33%
Year End
Goal
<48
Additional Year End Goals

CRO: Communication from Businesses about nefarious activity >11
CRO: Quarterly Safety meetings with Business Community
CRO: Quarterly Safety meetings with neighborhood groups
Achieved
Q1 2013
15
28
28
16
Tactic 1.03
Responsibility
Authority
Approach
Method of
Evaluation
Gang Bureau will implement a minimum of four proactive

operations annually aimed at reducing the impact of criminal
street gangs in a specific geographical area in partnership with the
affected District and/or other specialized DPD bureaus/units.
Gang Bureau Captain
Investigative Support Commander
The Gang Bureau Captain is responsible for including in the
operational plan for each operation the crime statistics, incidents
and analysis of the crime to show the measurable impact of the
gang activity; and for outlining the resources to be deployed, the
manner of deployment and the goals to be achieved. Each
operational plan will conclude with an After Action Report
detailing the achievement of the stated goals.
The Gang Bureau Captain will be evaluated based upon a
reduction in reported Part 1 offenses (or another, specific crime
type or objective as accepted by the Commander of the
Investigative Support Division).
OPERATION DETAILS ARE REMOVED FROM ALL EXTERNAL
VERSIONS OF THE STRATEGIC PLAN.
Tactic 1.04
Responsibility
Authority
Approach
Method of
Evaluation
The Gang Bureau command and officers seek to fulfill the Bureaus
mission of reducing gang violence and crime through gun recovery
and targeted investigations through strategic partnerships that
lead to a reduction in firearm related aggravated assaults.
Gang Bureau Captain
Investigative Support Division Commander
The Gang Bureau will conduct targeted investigations through
strategic partnerships and will allocate resources based on
detailed gun crime analysis with the intention of reducing gang
related/motivated aggravated assaults with firearms.
Increase gun recoveries by 5% from previous 3 yr. average
Reduce gang related/motivated aggravated assaults with
firearms by 5% from previous 3 yr. average
Firearms Recovered by Gang Bureau

Year
2012
2013
Q % Chg
Q1
26
16
-38.5%
Q2
40
Q3
24
Q4
28
YTD Total
26
16
% Chg YTD
-38.5%
3yr YTD
Avg
% Chg
3yr Avg
25
-36%
3yr YTD
Avg
% Chg
3yr Avg
4.3
130.8%
3yr YTD
Avg
% Chg
3yr Avg
9.3
-14.3%
Aggravated Assaults - Firearm (Gang Bureau Detective

Cases)
Year
2012
2013
Q % Chg
Q1
4
10
150%
Q2
8
Q3
9
Q4
3
YTD Total
4
10
% Chg YTD
150%
Aggravated Assaults - Non-Firearm (Gang Bureau Detective

Cases)
Year
2012
2013
Q % Chg
Q1
10
8
-20%
Q2
9
Q3
15
Q4
2
YTD Total
10
8
% Chg YTD
-20%
Gang Bureau officers have completed fewer gun recoveries during the 1st Quarter of 2013, as
compared to the 1st Quarter of 2012. Contributing factors to this reduction include:
Adverse weather conditions and a 1st Quarter 2012 ATF take-down resulting in multiple gun recoveries.
Strategic Partnerships
Gang Bureau personnel have partnered with GRID, Adult and Juvenile Probation, and State Parole on a
number of proactive operations this quarter focusing on reducing gun violence in west Denver. Gang
Bureau Detail 3 has also held several intelligence sharing meetings with the Aurora PD Gang Unit
during this quarter.
18
Tactic 1.05
Decrease DUI related accidents citywide
Responsibility
Authority
Approach
Traffic Operations Captain

Special Operations Commander
Maintain or increase 2012 arrest statistics, coordinate with CDOT
for enforcement campaign participation, and increase public
service announcements. Work with TIU to ascertain locations with
high concentration of DUI accidents to deploy DUI enforcement
accordingly.
Effort: Maintain 2012 number of DUI arrests. Result:
reduction of DUI accidents
Effort: Participate in a minimum of 8 CSP state-wide
enforcement campaigns. Result: Participation in state-wide
efforts.
Effort: Work in conjunction with downtown merchants and
major sporting venues to provide 4 public service
announcements. Result: Increased awareness of anti-DUI
efforts.
Effort: Track the DUI accident trend to see if these efforts
contribute to a decrease. Result: lowered DUI accidents.
Method of
Evaluation
1st Quarter Outcomes: Traffic Operations participated in 2 DUI enforcement campaigns, centered in
and around the downtown/LODO liquor establishments. These actions are part of a collaborative effort
working with downtown merchants and major sporting venues. There were 2 PSAs during the first
quarter
Traffic Operations continue to use outlets such as Mothers Against Drunk Driving (MADD), Local Media
(to include the Telemundo television network), social media (Facebook), and CDOT to increase our
public service announcement initiative in an effort to educate the public on impaired driving. For
example, we announce through FACEBOOK and other media outlets of our DUI campaigns, advising the
public of the location of our setups. This is one requirement by NHTSA as part of any campaign. DPD
also meets with MADD monthly and invites them to observe the campaigns that are conducted.
Q1 2012
Q1 2013
Change
DUI Arrests
778
706
-9.3%
DUI Accidents
208
190
-8.7%
19
Tactic 1.06
Decrease accidents citywide, including hit and run and

auto/pedestrian accidents.
Responsibility
Authority
Approach

Maintain citations and other enforcement efforts, identify areas of
concern for auto/pedestrian accidents, engage public in solving hit
and run accidents, assign officers a top 10 accident site, maintain
I-25 and I-70 enforcement efforts.
Effort: maintain citations for hazardous violations including
speeding, signal control and careless driving from 2012
baselines. Result: decrease in accidents citywide.
Effort: maintain enforcement efforts on I-25 and I-70 to
reduce number of accidents from 2010 baseline. Result:
decrease in accidents on interstate system.
Effort: assign officers an intersection included in the top 10
list determined by PWTES. Result: decrease in accidents in
to locations.
Effort: hold two one-week campaigns on pedestrian safety.
Result: decrease number of auto/pedestrian accidents
Effort: increase social media about hit and run accidents.
Result: increase number of solved hit and runs.
Method of
Evaluation
Citywide Accidents, Citations

Hazardous
Violation
Total
I-25
I-25
I-70
I-70
Citations Accidents Citations Accidents Citations Accidents
Year
Q1 2012
24,462
5449
5,087
598
3,200
297
Q1 2013
22,280
5165
2,889
613
1,925
303
Change
-8.9%
-5.2%
-43.2%
+2.5%
-39.8%
+2.0%
*Note: the Highway Unit is down from 10 officers Q1 2012 to 6 officers in Q1 2013 and enforcement
grant money was significantly reduced from 2012 to 2013.
Top 10 Accident Intersection Locations
Top 10 Intersections
Platte River and Mississippi Ave
Alameda Ave & Colorado Blvd
Leetsdale Dr and S Monaco Pkwy
Leetsdale Dr & S Quebec St
Alameda and S Monaco Pkwy
Santa Fe Drive & Alameda Ave
Evans Ave and University Blvd
Colfax Ave & Kalamath St
Colfax Ave and University Blvd
Federal Blvd and Alameda Ave
20
Enforcement (since February 2013)

ROW
Left
Prohibited
Turn
Turn
Careless Speeding
Red Light
Citations Citations citations Citations Citations
217
14
6
9
483
Distracted
Driving
Other
Citations
128
Promotion of Pedestrian/Bicycle Safety

With the recent attention concerning fatal auto pedestrian accidents, Mayor Hancock launched the
Heads Up campaign during the month of May. Because of this, we have refocused our efforts of traffic
safety from the above 10 intersections to the areas where auto/pedestrian accidents have occurred.
Our efforts for pedestrian/bicycle have been primarily educational such as PSAs, education through
contacting the public and a small amount of enforcement concerning bicycle violations.
With the Heads-Up pedestrian/bicycle safety campaign, we have conducted thirteen (13) days of
education and enforcement. From those efforts, we have distributed and advised/contacted 230
pedestrians for Jay walking and walking against a steady red light. We have also cited 140 bicycle
riders for stop sign, red light, riding the wrong way on a one way street, riding on 16th St Mall, and
riding on sidewalk.
PSA Efforts There have been two Public Service Announcements so for 2013 as it relates to
Pedestrian and Bicycle safety in traffic.
Pedestrian Heads-up PSA May 22 @ 17th St & Wazee St
Bicycle Heads-up PSA May 28 @ East 16th Ave & Clarkson St
Telemundo Heads-up PSA July 1 @ 1st Ave and Knox Ct.
Since the Hit and Run accident of the East High School student, the Neighborhood Enforcement Team
has gone to the area of E. Colfax Ave and Elizabeth St on eight separate occasions. Their efforts have
netted 18 red light citations, 26 speeding citations and 10 other citations.
Auto/Pedestrian Accidents
# of Pedestrians
Auto/Pedestrian Fatal Accidents
# of Fatalities
Hit & Run Accidents (total)
Auto/Ped Hit & Run Accidents
Auto/Ped Hit & Run Fatal
Accidents
Auto/Pedestrian Hit & Run Accidents
2010
2011
2012
337
367
10
10
6,042
46
5
378
412
18
18
6,559
58
7
372
390
22
22
6,670
74
13
1st Qtr
2011
95
15
1st Qtr
2012
85
17
1st Qtr
2013
117
25
Jan-Apr
15, 2013
138
147
5
6
1,513
30
3
Change 2012
to 2013
+32
+8
21
Tactic 1.07
Increase school zone safety.
Responsibility
Authority
Approach

Focus officer deployment on first weeks of semesters, conduct
school zone public service announcements (PSAs), participate in
Safe Routes to School program and maintain photo radar
enforcement in school zones.
Provide officer deployment prior to and during first weeks
of each semester in conjunction with school zone PSAs at
the beginning of school year and after extended breaks.
Result: decrease in school zone accidents.
Maintain 2012 hours of Safe Route to School program
participation.
Measure accidents within mile radius from schools,
determine top school accident locations.
Work with DPS security and Administrative staff to provide
locations and responses to school traffic issues.
Work with Traffic Engineering to increase locations of
flashing yellow lights.
Method of
Evaluation
Q1 2012
Q1 2013
Change
Quarter
Q1 2012
Q1 2013
Change
School Zone Citations

1923
2692
+40.0%
Accidents within a Quarter Mile of Schools

Elementary
Schools
Middle Schools
High Schools
554
247
597
556
221
628
+0.4%
-10.5%
+5.25
The second arm of traffic safety utilizes collaboration among other city agencies. The Neighborhood
Enforcement Team (NET) has an excellent relationship with Traffic Engineering (TES). They have
worked together to identify areas that appear to have engineering concerns, rather than enforcement
issues.
DPS Safety Task Force and Safe Routes meetings continue throughout the year with 2 meetings in
February. DPS, TES and DPDs Net team meet as part of a federal grant to discuss traffic issues near
school zones. The following has been worked on as part of this collaborative effort.
Flashing Beacons TES currently has 34 flashing beacons installed at school zones in the city of
Denver. They are installing beacons this year at 2300 Central Park, 7100 E Alameda Ave and
22
4800 Peoria St. This is an ongoing project with new locations added each year. All locations
except Peoria have received a flashing beacon in 2013. Since declaring these locations as
recipients of flashing beacons in 2013, 4800 Peoria has lost their Charter School status and is
now closed. If another school moves in, TES will provide a flashing beacon system to this
location.
Changing Speed Limit TES is reassessing the stretch of roadway along 26th Ave (from York St
to Colorado Bv). There is a possibility the speed limit will change along this portion of city
Surface Street. There are three schools in close proximity of this stretch of roadway
Columbine Elementary (2540 E 29th Ave), PREP Positive Refocus Education Program (2727
Columbine St, Denver, CO) and Barrett Elementary (2900 Richard Allen Ct, Denver, CO).
Light Retiming retiming lights has proven to be a tool in curbing accidents involving
pedestrians and bicycles. TES has or is currently working on the following locations.
Retiming the lights along MLK (from Downing St to Colorado Bvld).
Retiming the lights at MLK and Champa St. from Downing St. to Park Ave.
Cole Arts & Science Academy is in close proximity of this stretch of roadway, located at 3240
Humboldt St, Denver, CO.
Denver Moves The NET team continues to work with the city as they move forward in
creating the bicycle network throughout the city. This past week, 45th Ave, between Broadway
and Washington, TES has striped a bicycle lane. It is believed the lane will slow traffic in this
area, making it safer for the Garden Place school and bicycle traffic. PW-TES is also working on
a bike lane on 26th Ave (from York St to Colorado Bvld).
The safe route program is undergoing changes with the coalition, as they are looking for a new person
to take over the program. We still meet every 3rd month of the year.
Deployment During the First weeks of each semester
We deployed during the 2nd week of January, 2013. This is the 1st week of back to school from winter
break. Then we continued our enforcement to the last week of May for a total of 20 weeks of
enforcement for the school semester. The dates of deployment were January 8th through May 31st,
2013.
NET school zone comparison data:
January to date 2013: 247 school zone citations issued
January thru June 2012: 339 school zone citations issued
The NET Unit included two additional full time NET officers in 2012. These two positions were vacated
and not filled in 2013. Each week had at least (5) deployments per week one per day am or pm. TO
command recognized the loss of the two NET officers and reassigned the duties of two car officers. By
reassigning to give part of their shift to the concerns of NET, school zone citations are up by 40% for
the first quarter of 2013.
23
Tactic 1.08
Decrease operation of unsafe commercial motor vehicles on

Denver thoroughfares.
Responsibility
Authority
Approach

Increase the use of Port of Entry operations and coordinate with
CSP and other jurisdictions to conduct quarterly large scale Port of
Entry operations. Provide officer training with emphasis on
commercial motor vehicle inspections
Decrease commercial motor vehicle accident statistics with
2012 baseline.
Provide trainings with emphasis on commercial motor
vehicle inspections.
Method of
Evaluation
Commercial Vehicle Enforcement is a very important part of traffic safety. Traffic Operations has an
excellent working relationship with the Colorado State Patrol. Since they cannot enforce state laws in
the City and County of Denver, they team up with Denver Police on Port of Entry campaigns as part of
their training of new troopers. Below shows our two deployment efforts so far in 2013:
January 24, 2013 Port of Entry
50 trucks inspected
26 full inspections
20 citations
May 9, 2013 Port of Entry
68 trucks inspected
53 full inspections
43 citations
In addition to training CSP personnel, we trained two of our TO officers to conduct truck inspections.
Those already certified received recertification in April of this year.
April 12, 2013 CMV Re-Certification at CSP
1 Sgt and 11 officers
TACT Grant Ticketing Aggressive Cars & Trucks
To help reduce the number of accidents involving Commercial Vehicles, Denver Police was awarded
the TACT Grant in 2013. Traffic Operations has LTR Lidar equipment that can measure the travel speed
and time between two vehicles. Since 90% of Denvers highway accidents are Following Too Closely,
this grant is utilized to measure cars traveling too close to commercial vehicles. The TACT Grant was
conducted from June 10-12th at 20th St & I25, with 229 summonses being issued for Following Too
Closely.
Q1 2012
Q1 2013
Change
Commercial Vehicle Accidents

19
4
-78.9%
24
Tactic 1.09
Responsibility
Authority
Approach
Method of
Evaluation
In collaboration with the District Commanders, or on a unilateral

basis, Traffic Operations will conduct comprehensive saturated
traffic enforcement in the areas identified by the District
Commanders.
Each District Commander will present the TO Captain specific
areas of concern, hot spots, within their district in which Traffic
Operations personnel will conduct concentrated patrols
Establish baseline for citations, arrests and contacts for
each district operation
Beginning in March of 2013, DPD introduced a new concept called Data-Driven Approaches to Crime
and Traffic Safety (DDACTS). As a support function, Traffic Operations has assisted with five campaigns
so far this year. Districts conduct separate operations on their own throughout the year as well.
Because this is a new concept to the department, we do not have past data to compare success.
The districts focus on areas that have a high property or violent crime rate that corresponds to a high
number of accidents in the same location. Operations range from 2 hours to 10 hours, depending
upon the needs of the district.
District 1 March 3 Detail 2 and 3
o 261 citations
o 5 arrests
District 2 April 30 Detail 2 and 3
o 288 citations
o 24 arrests
District 6 May 7 Detail 2
o 54 citations
o 5 arrests
District 3 June 13 Detail 3 (No Detail 2 DDACTS locations provided)
o 16 citations
o 2 arrests
District 5 June 20 Detail 2
o Traffic Citations 65
o Traffic Warnings 3
o Street Checks 4
o Directed Patrol 255 minutes
o 7 Arrests (1 code 5 DUS- 1 Outstanding Warrant/Shoplifting)
25
Tactic 1.10
Responsibility
Authority
Approach
Method of
Evaluation
The Vice/Drug Control Bureau will expand our support strategies

for the Patrol Division by performing a minimum of one focused
operation per month in each District targeting a designated
Hotspot. This hotspot could involve prostitution crime, problem
liquor establishments, or drug activity.
VICE/Drug Control Bureau Lieutenant
The Vice/Drug Control Bureau Lieutenant will direct the Vice Unit
Sergeant to establish a contact point with each Patrol District in
order to facilitate communication and identify the Hotspot at
the beginning of each month. Operations may be a coordinated
effort through augmentation of District personnel resources or
conducted solely by Vice/Drug Bureau personnel. Each operation
will require an After-Action report documenting results, which will
be forwarded to the District Commander.
Statistical results that may include arrests, punitive civil actions
of liquor licensed establishments, empirical or anecdotal
evidence of problem reduction, and feedback from District
Commanders.
The Vice/ISD bureau performs at least one operation in each district per month because the citizens
deserve and expect the Denver Police Department to help eliminate problem addresses in the
respective district. These operations include but are not limited to alcohol investigations, prostitution
operations and narcotic buy bust operations.
The total statistics for the ISD/Vice Bureau operations in each district between 1/1/13 thru 3/31/13 are
as follows:
TOTAL OPERATIONS PER DISTRICT:
District One: 15
District Two: 15
District Three: 12
District Four: 9
District Five: 3
District Six: 13
Note: Some operations take place in several districts during the course of the operations. (example:
street level prostitution operations may take place in two or three districts during one operations).
26
Tactic 1.11
Respond to 100% of Vice/Drug complaint feedback within 30 days

of receipt.
Responsibility
Authority
Approach
VICE/Drug Control Bureau Lieutenant

Refine tracking system in RMS. Establish the baseline metrics and
track progress. Identify areas for improvement and develop plans
for streamlining processes.
Quarterly summaries of responses within 30 days of
implementation
Develop new metrics for 2013 through the new complaint
system and use 2012 available data for baseline.
Method of
Evaluation
The Vice/ISD Bureau responds to complaint feedback within thirty days of receipt. This is important so
that the citizens of Denver understand that the Denver Police Department takes the individual
complaint seriously. Additionally, we want the citizens to understand that the Denver Police
Department is attempting to address the problems they are seeing and living with every day in a timely
fashion. The new tracking system was a challenge throughout 2012. In reporting out for 2012 the flaws
in the system were discovered and rectified.
Marijuana Team: 28 total during Q1: follow up in Versadex within 30 days: 100%
Interdiction Team: Received 0 complaints during Q1, as of March 11 they had 1 open case
which is still pending, follow up in Versadex within 30 days: N/A
Vice Team: 31 total since January, follow up in Versadex within 30 days: 100%
27
Tactic 1.12
Every effort will be made to capture all identified violent felons as

quickly as possible, before they can evade capture or re-offend.
Responsibility
Authority
Approach
PNAU/Fugitive Lieutenant
Warrants for all homicide, aggravated robbery, aggravated assault,
sexual assault, and felony DV suspects will be delivered to Fugitive
personnel as soon as practical. Upon receipt, Fugitive detectives
will exhaust all reasonable means to locate and arrest identified
suspects until they are captured, or are believed to have left the
state.
Number of cases, Number of Arrests, Number of Pen/Trap
and trace orders
Percentage of Arrests made within 24 hours of receipt of
the warrant
Percentage of Suspects willing to make a statement.
Method of
Evaluation
Fugitive Unit Activity*

900
800
700
600
500
400
300
200
100
0
788
698
557
358
263244
213220
171192
141
122130
42 28
Total Warrants
Total Arrests
Felony Arrests Misd. Arrests
2 Year Average
Q1 - 2012
417
132
103
27 4 8
Within 24
Hours
Agreed to
Interview
Pen Registers
Q1 - 2013
*Fugitive Unit Activity includes all homicide, aggravated robbery, aggravated assault, sexual assault, and felony
domestic violence suspects along with peripheral misdemeanor and high profile suspects
Agreed to Interview
Although the Fugitive Unit can not completely control whether a suspect makes the decision to
interview or not, the assigned Fugitive detective can take steps that significantly help in facilitating an
increase in interviews of suspects. These steps include explaining the process and allegations to the
suspect once he/she is safely apprehended, making the suspect comfortable and treating him/her with
respect and dignity, and arranging for a convenient location for the interview (both for the assigned
detective and the suspect).
28
Arrested within 24 hours

Tracking the amount of time it takes to arrest a suspect assists command officers in gauging the
effectiveness of the apprehension process as well as possible staffing needs. Understandably some
cases require hours, if not days, of surveillance and intense background investigations the command
officers are able to take the type of investigations and the complexity of the case into consideration
when they are analyzing this barometer.
Pen Orders
Pen orders are very complex and time consuming search warrants. These warrants are very complex
and time intensive investigations. By tracking the number of Pen orders, the command officer is able
to obtain a more accurate insight into the staffing needs of the unit under his/her command.
Numbers of Arrests/Warrants Received
Tracking the number of arrests and the number of warrants received enables the command officer to
predict possible future needs of the unit under his/her command and the effectiveness of his/her unit.
29
Tactic 1.13
Case Clearance and Caseload
Responsibility
Authority
Approach

Chief of Police
Review
Method of
Evaluation
Clearance rate trends by crime type

Caseload per detective by crime type
The definition of Case Clearance was defined and the baseline metrics were established for 2007-2008.
This is one of the more difficult metrics, since there are so many possible ways to define cleared. An
experienced District 3 detective, the CID Division Chief, the former Captain of the Crime Analysis Unit,
and others within DPD helped establish the definition. Defining case clearance is also made difficult by
open cases continuing to clear for months and even years after the incident date. This was resolved by
setting the artificial timeline of 75 days from the incident date, so that current year clearance rates
may be compared to clearances dating back to 2007. Otherwise, the older cases would have had an
unfair advantage in having more time to clear and it would appear that newer cases have a lower
clearance rate, when in fact that may not be true. DPDs Case Clearance metrics is custom to Denver
and should, therefore, not be compared to other cities or police departments.
30
Clearance was defined to include a case that, within 75 days of the incident, met one of the following
cases statuses:
Case
Status
A
W
G
D
T
U
2
3
1
8
R
Case Status Description

ACCEPTED BY DA - ARREST MADE OR CITATION ISSUED
STATE CHARGE WARRANT ISSUED
MUNICIPAL WARRANT ISSUED
AT LARGE FILING/WARRANT COMPLETED
ARREST/CITATION - NOT PRESENTED/REFUSED BY DA
UNFOUNDED OR CIVIL IN NATURE
REFUSED BY DA - INSUFFICIENT ID EVID
VIC REFUSES TO COOP-NOT PRESENTED/REFUSED BY DA
REFUSED BY DA - NO LIKELIHOOD OF CONVICTION
REFUSED BY DA - OTHER REASON
REFERRED TO OTHER AGENCY
Cases were not considered cleared if they did not meet one of the above statuses within 75 days of the
incident or if they had one of the following statuses:
Case
Status
Case Status Description
L
INACTIVE - PENDING LAB ANALYSIS RESULTS
S
INACTIVE - EARLY CASE CLOSURE
O
OPEN
I
INACTIVE
9
PNAU-ABATED BY FEES
7
PNAU-STIPULATION
B
PNAU-TITLE CONVEYED
5
PNAU-UNFOUNDED/REFUSED BY CITY ATTORNEY
F
PNAU-RELEASED TO LIEN HOLDER
4
PNAU-CIVIL WARRANT/AT-LARGE
6
PNAU-DEFAULT JUDGEMENT
C
PNAU-MOOT
E
PNAU-NON-INVOLVED OWNER
J
PNAU-ABATEMENT/VOLUNTARY ABATEMENT
K
PNAU-COURT ACTION-MUNICIPAL COURT
M
PNAU-STATE FORFEITURE
Note: PNAU = referred to Nuisance Abatement Unit
Crime types were divided into Personal and Property, and 2008-2009 clearance rates and 2009 case
workload were measured to create the performance baseline. Measuring recent workload is
important, since it may be an influencing factor on clearance. Clearance and workload metrics, while
not included here, are available to each Assigned Investigative Unit (e.g. Robbery Unit), so that
performance and workload can be monitored.
31
Person Crime Caseload and Clearance at 75 Days

Relationship between caseload and next quarter clearance
R-square = .48, p < .01
3500
3000
2920
3001
2977
2865
2613
66.7%
66.9%
64.6%
3165
90.0%
2989
2971
2823
2754
2500
3236
3153
3080
100.0%
2860
2790
71.0%
70.2%
65.3%
65.0%
67.8%
67.7%
2832
75.5%
2648
80.0%
72.6%
69.7%
67.3%
66.7%
61.9%
70.0%
66.3%
61.6%
Predicted Clearance Rates
2000
60.0%
50.0%
1500
40.0%
30.0%
1000
20.0%
500
10.0%
0.0%
Q1
Q2
Q3
2009
Q4
Q1
Q2
Q3
2010
Caseload - Person
Q4
Q1
Q2
Q3
Q4
Q1
2011
Cleared - Person %
Q2
Q3
2012
Q4
Q1
2013
Predicted Clearnce
The relationship between caseload and clearance is strong when you compare the effect of the current
quarters caseload and the next quarters clearance. 48% of the variation in clearance rate can be
explained by the previous quarters caseload.
As you can see, the impact of various Departmental changes has greatly increased the clearance rate
for Person Crimes. These measures include decentralizing the street robbery and assault units to the
District Stations, allowing all appointed positions to be re-applied for, and implementing team policing
concepts into the patrol districts. Since these measures were implemented clearance rates have
consistently beat the predictions based on previous quarter caseloads. Most recently in Quarter 1,
2013 the predicted case clearance rate was 67.1% and the actual was 75.5%, the highest case
clearance rate since this metric began tracking.
32
Tactic 1.14
Responsibility
Authority
Approach
Method of
Evaluation
Keep our registered sex offenders in compliance, exhausting all

avenues bringing an offender back into compliance before issuing
a warrant for Failure to Register.
Compliance Lieutenant
Major Crimes Commander
Conduct yearly address verifications of all Registered Sex
Offenders. As needed, bring the individual into compliance or
issue a warrant for their arrest.
Trends:
Baseline statistics will be complied in 2012 for future
comparisons and goal setting
DPD has the responsibility of monitoring the registered sex offender population in the City and County
of Denver. One major component of monitoring is to conduct investigations into the whereabouts of
sex offenders who have either not registered as required or who are known to no longer be at their
stated address-of-record. Their goal is to bring offenders back into compliance and to issue warrants
when not able to achieve that goal. There is a statutory obligation to conduct, at a minimum, one (1)
verification of an offenders reported address-of-record per year. In order to accomplish this task, the
Sex Offender Registration and Compliance Unit partners with the six patrol districts in conducting faceto-face contacts with the offender at their home. House checks are spread out across the calendar
year and lists of offenders who are due for a house check that month are sent out to each district
commander. The compliance detectives conduct follow-up investigations of all house checks
determined to be unsuccessful or those not able to be completed by the district personnel.
Tracking for this metric, as seen below, began in May 2013.
May 2013
Compliance Unit
Follow-up Investigation
Verification of Address-of-Record
District
Number
Assigned
1
2
3
4
5
6
Bomb Squad
Totals
33
37
30
41
15
18
25
199
Successful
Not
Successful
Not
Completed
# Brought
into
Compliance
#
Warrants
Issued
21
26
27
31
15
16
19
155
12
11
3
10
2
6
44
9
5
2
8
2
6
32
3
6
1
2
12
33
Strategy 2.00
Training and empowering managers and supervisors to be leaders

through action and accountability
Responsibility
Authority
Approach
Deputy Chief of Operations and Deputy Chief of Administration

Chief of Police
Method of
Evaluation
Tactical Metrics as assigned below
Tactic 2.01
Engage communities to increase their understanding of safety and

their satisfaction with police.
Responsibility
Authority
Approach

Attend all neighborhood and/or community meetings that officers
are invited to.
Method of
Evaluation
District represented through attendance of officer,

supervisor, or Commander at a minimum of one meeting
per neighborhood per quarter.
Neighborhood Meetings
District 1
Q1 2010
39
Q2 2010
37
Q3 2010
39
Q4 2010
25
Q1 2011
28
Q2 2011
34
Q3 2011
24
Q4 2011
34
Q1 2012
46
Q2 2012
47
Q3 2012
46
Q4 2012
49
Q1 2013
46
District 2
63
75
92
69
66
74
62
60
61
57
85
68
53
District 3
38
13
13
55
45
47
54
61
39
79
55
46
46
District 4
27
18
18
18
27
27
27
27
35
43
29
19
44
District 5
57
54
37
43
36
38
39
43
25
33
27
19
66
District 6
31
11
20
21
15
19
35
22
29
25
24
46
35
34
Tactic 2.02
Crime Prevention Presentations by District.
Responsibility
Authority
Approach

Establish crime prevention presentations that are widely
advertised to the general population. These presentations will
have specialized and/or targeted content in response to
community needs, requests, specific crime concerns or events.
These presentations may be stand alone meetings; or part of
regularly scheduled meetings. What sets them apart from
Neighborhood Meetings in Tactic 2.01 is the specialized content of
the meeting, not the venue. They can be co-sponsored by a
neighborhood, community or other interested organization.
Completion of a minimum of 2 quarterly events per district
In advance of the presentation, determine the types of
information that would be helpful to the community.
Method of
Evaluation
Crime Prevention Presentations
Q3 2010
Q4 2010
Q1 2011
Q2 2011
Q3 2011
Q4 2011
Q1 2012
Q2 2012
Q3 2012
Q4 2012
Q1 2013
District
1
9
1
5
6
3
2
3
3
3
3
3
District
2
3
0
3
2
2
0
2
12
6
8
6
District
3
4
6
5
3
4
1
2
2
3
3
3
District
4
0
2
7
1
2
4
6
6
5
4
3
District
5
4
4
5
4
4
2
3
16
7
8
3
District
6
3
1
2
2
2
2
----5
7
11
rd
Note: The definition of a Crime Prevention Presentation was changed in 3 quarter 2010. Cells with --- did not have
data available by report completion.
35
Tactic 2.03
Responsibility
Authority
Approach
Method of
Evaluation
The Gang Bureau will work in partnership with community-based

organizations, other City services/agencies, and private-sector
partners to provide information and assistance necessary for
these partners to actively participate in, and partner with the DPD,
in gang prevention, suppression, and intervention efforts within
their own communities.
Gang Bureau Captain
Investigative Support Division Commander
The Gang Bureau Community Resource Officer will be tasked with
providing high quality gang awareness and other specialized
training to community groups, other City agencies/services, and
private-sector partners with the goal of educating participants.
The Gang Bureau Captain is responsible for ensuring all Gang
Bureau personnel, especially the Gang Bureau Community
Resource Officer, take a participatory approach to community
partnerships with the focus on providing quality information
necessary to help community members engage in efforts to
reduce gang activity within their own neighborhoods.
City Agencies &

Other
Law
2013 School Crime Neighborhood
Related Prevention Organizations Community Enforcement
Q1
7
7
4
2
9
Gang Bureau CRO continued to strengthen the partnership with Gilliam Youth Detention Center, Open
Door Youth, Prodigal Son, Denver Area Youth Services, GRID, & community leaders with the following
outcomes:
Attended 29 collaborative meetings
Working with local college educators to provide presentations regarding real-world issues
involving youths involved with gangs. Behavioral and psychological issues that can become
problematic and experience in the gang culture are the focal points. Providing field
assessments will enable future social workers with indicators and intervention tactics and
techniques that will prove helpful. Inevitably, making students more resourceful.
Working with other state agencies to collaborate on best practices and gang issues in their
area.
Gilliam Youth Center requested Gang Awareness Training for their entire staff. Gang Bureau
CRO presented training on (6) different occasions.
Gang Bureau CRO provided Gang Awareness Training to the Colorado State Patrol
Gang Bureau CRO provided Gang Awareness Training to the Denver Fire Department, station 3.
Gang Bureaus CRO has conducted 13 gang presentations. There were presentations to 5 community
groups and 8 to school based groups. These presentations included information regarding awareness,
and safety tips on being pro-active and lessening the possibility of becoming a victim to a crime. He has
also incorporated Internet Predator and Cyber-Bullying presentations to school administrators,
teachers and parents.
Gang Bureaus CRO has established partnerships with neighboring law enforcement agencies to assist
in gang identification and provide updated information (information sharing) with the ever changing
36
gang culture. This information sharing has proved effective since many of our local gangs have had the
same impact in other surrounding agencies.
Gang Bureaus CRO continues the successful partnership with Bryant-Webster Middle School, by
providing gang awareness as well as internet predator/cyber-bullying presentations. This partnership
has produced effective in assisting the school administration in making them aware of the dangers that
youth face in recruitment and exposure into the gang culture. Awareness has been tied into
preventative measures as well as educating teachers about intervention resources.
Gang Bureaus CRO has established parent based training of the dangers involving gangs in their
community. Presentations have led to parents initiating their own community support groups where
the CRO has been asked to help facilitate these groups.
37
Tactic 2.04
Creating a process within the Denver Police Department that is

more timely, thorough, efficient and consistent with the
disciplinary matrix.
Responsibility
Shared: Commander Internal Affairs Bureau and Commander

Conduct Review Office
Chief of Police
IAB will insure all investigations are handled in a thorough,
complete and timely manner.
CRO office will strive to improve both the efficiency in which
discipline is handled and the consistency of that discipline.
Authority
Approach
Method of
Evaluation
Assess elapsed time for IAB investigations by type

o 75% of all formal complaints completed within 30
days of assignment
Assess elapsed time for CRO reviews by type
o 2 week average for scheduled discipline
o 2 week average for formal discipline
o Critical incidents will be handled efficiently, but in
accordance with their complexity and other factors
outside the control of the CRO Office.
Assess discipline for selected infractions across officer to
determine discipline consistency
Current technology data sources have data integrity issues for assessing the timelines in cases prior to
the realignment. Therefore, baseline metrics for the time frames will be developed from quarter 4
2012 to the end of 2013 for the CRO and quarter 2 2013 for IAB.
At the beginning of the 2nd quarter of 2012 a new protocol was created to consolidate review and
findings within a single office (Conduct Review Office) staffed with a consistent group of personnel.
The CRO is designed to increase timeliness and consistency.
Internal Affairs Bureau
Installation of new case management system IA Pro will permit accurate tracking of timeframes. This
software was installed and in use by the second quarter of 2013, baseline tracking will begin at that
point.
Internal Affairs Metrics
Formal Cases
Critical Incidents
Number
Avg.
Avg.
Number of
Avg.
Avg.
of Cases
Caseload
Time
Cases
Caseload
Time
Time Frame : From

Case Assignment to
OIM
Q2 2013
Q3 2013
Q4 2013
*Complaints involving a criminal case against the subject officer are removed from this tactic
38
* Critical Incidents are investigated by Major Crimes Division and then sent to IAB for administrative
review and presentation to the Use of Force Board. The length of time is measured from the date the
case is received in IAB and ends when the Use of Force Board presentation is completed, or when a
policy violation investigation requested by the Use of Force Board is completed.
Conduct Review Office
Conduct Review Metrics
Scheduled Discipline
Formal Discipline
# of Cases
Avg.
# of
Avg.
Avg.
Cases Caseload Days
Days
215
15
25
6.3
8
Critical Incidents
# of Cases
Avg.
Days
0
0
Time Frame
Received
Q1 2013
Q2 2013
Q3 2013
Q4 2013
*Due to timing issues related to serving officers on days off and/or vacation, the timeline for scheduled
discipline is longer than the time for the CRO to review and issue a finding on the case (i.e. 7 day
turnaround to 15 day turnaround average). Additionally, 1st Quarter numbers reflect the additional
time component for Failure to Complete Continuing Education Program (CEP) Requirements for the
previous year, which require documentation through the academy and follow-up investigation for
officers who claim they did complete training that meets the CEP requirements.
Overall
A general area of interest is the length of time the entire discipline process takes, from complaint to
disciplinary finding. While this process involves several areas outside of the Departments control, it is
important to evaluate the entire process. Due to the timeline for IABs software installation, the
earliest tracking will begin in Q2 of 2013.
Time Frame
Completed
Q2 2013
Q3 2013
Q4 2013
Overall Discipline Process

Scheduled Discipline
Formal Discipline
Number
Avg.
Number
Avg.
of Cases
Time
of Cases
Time
Critical Incidents
Number
Avg.
of Cases
Time
39
Tactic 2.05
Citizen Academies
Responsibility
Authority
Approach
Chief of Staff
Chief of Police
Conduct a minimum of 10 Citizen Academies each year in order to
educate our citizens about policing issues
Method of
Evaluation
10 Citizen Academies per year

Number of Attendees
Citizen Academies allow individuals from the community to get a wide and varied understanding of the
functions of the police department. These academies also create citizen ambassadors in our
communities. In 2013 there will be a minimum of 10 Citizen Academies held through the 6 police
districts.
1st Quarter Outcomes: 4 Citizen Academies were conducted. This function moved under the Chief of
Police soon after the first quarter of 2013 and the number of attendees to these academies was not
readily available at the time of this report.
40
Tactic 2.06
Develop and implement a new performance based evaluation

system for sworn personnel
Responsibility
Authority
Approach
Planning, Research & Support Division Captain

Deputy Chief of Administration
Develop a performance based evaluation system that addresses
the departments Strategic Plan
Method of
Evaluation
Present viable employee evaluation concepts to senior

command staff and request feedback
Assess feedback and develop evaluation system based data
and research
Present evaluation mock-up to Chief and seek approval
Finalize evaluation system and train users
Implement evaluation system in last quarter of 2013 with a
go-live date of January, 2014
Sworn members of the Denver Police Department have been using the same employee evaluation
system since 1996. Over time, this system has lost its intended purpose resulting in inflated and
inaccurate scoring. Under the current evaluation system, employees are rated on an annual basis on
pre-determined work categories that are rank specific. By implementing a new evaluation system that
is performance-based, tailored to the employees particular area of responsibility and built around
quarterly reviews; it will better align with the departments core business strategies and facilitate an
engaged workforce.
Key features of the new evaluation system include a direct correlation to the departments Strategic
Plan, goal-orientated action plans developed for each quarter, supervisory engagement with
subordinates and employee input.
1st Quarter Outcomes: The Planning Division conducted research that identified key features of an
optimal employee evaluation system. Several evaluation concepts were presented to the Chief and
executive staff for feedback.
08/05/2013 Presentation of system scheduled for Command Staff
41
Tactic 2.07
Sworn and CSA Commendation System
Responsibility
Authority
Approach
Chief of Staff
Chief of Police
Redesign the commendation system to reflect the mission, vision
and core values of the Denver Police Department
Method of
Evaluation
Create a uniform system with a focus on the preservation

and saving of life by 12/31/2013
The Denver Police Department commendation system provides an avenue to highlight and reward
exemplary performance of the departments employees. The system will be revamped to more closely
mirror the core mission and values of the department regarding the preservation of life and/or life
savings. This system will integrate both the sworn and civilian commendation systems into a unified
Police Employee system.
42
Tactic 2.08
Police Training Academy
Responsibility
Authority
Approach
Denver Police Training Academy Captain

DPD will host 3 Academy training class for new police
recruits/lateral police transfer in 2013.
Method of
Evaluation
3 Academy Classes started by 12/31/2013

Goal of 110 new police recruits/lateral transfers
The Denver Police Department will be conducting its first new recruit/lateral transfer academy
trainings since 2008. Over the course of 2013 the Department is planning to host 3 Academy classes
and bring in a total of 110 new officers.
There are two ways a new officer can join the police department, as a new recruit or as a lateral
transfer. A new recruit is someone who has not currently a police officer in another jurisdiction, while
a lateral transfer is a sworn police officer who would like to move from their current law enforcement
agency to Denver Police. Depending on the similarities between Denvers police operations and the
agency the lateral is coming from, they may need less time to complete the police academy and/or the
street training components than a new recruit. This need is assessed on an individual basis to make
sure that all new Denver Police officers have exemplary training.
It is expected that 2 of the academies will be offered for new recruits and 1 will be hosted for lateral
transfers. The first academy will be held starting in April with ~30 recruits, the second will begin in July
with ~35-40 lateral transfers and the final 2013 academy will begin in December of 2013 with ~40-45.
Typically new recruits require around 9 months of academy training/street training paired with a
training officer. Lateral transfers can range from 5 9 months of training needs. It is expected that
both the April and July classes will be ready to work independently by February of 2014. The December
class will be working independently by September to October of 2014.
Academy 1 began 4/29/2013 with 30 recruits
Academy 2 scheduled to begin 7/29/2013 with ~35-40 lateral transfers
Academy 3 schedule to begin in December with ~40-45 recruits
43
Tactic 2.09
Social Media
Responsibility
Authority
Approach
Chief of Staff
Chief of Police
Utilize various aspects of social media platforms to further the
mission and vision of the department
Method of
Evaluation
Hire civilian PR specialist by 10/1/2013

Develop accountability metrics for various forms of social
medias for evaluations in 2014
The various forms of social media allow for the department alternative methods to engage and
communicate with the public. These forums allow for direct, unfiltered communication and allow for
the Department to deliver its message directly. This allows for greater accountability and transparency.
Also, the audience reached through these forums are unique and often audiences we were unable to
reach in the past.
44
Tactic 2.10
Provide necessary management and supervision training
Responsibility
Authority
Approach

Chief of Police
Identify and send all management and supervisor level personnel
to appropriate training
By 12/31/2014 have all management and supervisor level

personnel attend LPO School.
By 12/31/2015 have all DPD employees attend Respectives
in Policing through the Academy
Leadership in Police Organizations
Partnership with the Colorado State Patrol, Aurora Police Department, and Colorado
Association of Chiefs of Police (CACP) to speed up the rate supervisors trained in LPO course.
Through working with CACP we have been able to use Colorado POST funds to pay for
the training of all sworn personnel.
It is based on West Points Department of Behavioral Sciences and Leadership, modified for and
by law enforcement leaders.
It focuses on the concepts of dispersed leadership or every officer a leader.
Training lieutenant assigned as liaison for the LPO training as a full-time responsibility.
The training allows for supervisors to interact with other jurisdictions and to learn from their
experiences.
An exchange with the State Patrol is allowing DPD to send civilian supervisors to their classes
for zero cost.
All Sergeants not in the drop program will be completed by July of 2014. Lts and Civilian
Supervisors should be completed by end of year 2014.
Method of
Evaluation
Rank
Commanders and Above
Captains
Lieutenants
Sergeants
Completed
Prior to 2013
7
5
30
33
Completed
YTD 2013
0
1
3
50
Scheduled
for 2013
0
0
1
68
Remaining to be
Scheduled
8
8
22
48*
Civilian Supervisors
2
3
4
5
*26 of these Sgts are currently in the drop programming, meaning they are scheduled to
separate from DPD in 5 years or less.
45
Strategy 3.00
Implementing cost savings and other efficiencies, including

technology, with a focus on maintaining and/or improving the
departments effectiveness
Responsibility
Authority
Approach

Chief of Police
Method of
Evaluation
Tactical Metrics as assigned below
46
Strategy 3.01
Implement Strategic Re-Alignment
Responsibility
Authority
Approach
Administrative Management Commander

Through Right-Sizing and Civilianization create a more efficient
and effective police department
Method of
Evaluation
Hire 41 Civilian positions by 12/31/2013

Expand the Crime Lab capabilities as a force multiplier
Develop analytical model of needed Departmental Staffing
to determine the actual number of officers and civilians
needed to implement our mission and vision
Civilianization
There are 38 sworn officer positions that have currently been identified for civilianization in 2013,
which will require the hiring of 38 civilian employees to fill those positions and an additional 3 civilian
postions in somewhat expanded roles. Even with the expanded positions this process will save the
department more than $500,000 and move 38 officers back into core policing functions.
Crime Lab
The Crime Lab Forensics Biology/DNA Unit needs additional resources to handle the backlog of cases,
decrease turn around times, and handle the 37% increase in CODIS hits over the last 2.5 years. Katies
Law, which went into effect on 9/30/2010, has resultd in an upload of an additional 40,000 felony
arrestee DNA profiles in Colorados CODIS database every year. The resulting hits to these profiles
then require additional DNA testing in the Denver Crime Lab to confirm the match and directly
compare the DNA profiles.
Update: a proposal was submitted for the 2014 budget cycle
Staffing Study
An analytical model will be developed examining patrol, investigations and traffic as well as areas that
can be identified for civilianization in an attempt to determine the right-size for theDenver Police
Department.
Update: the model was presented to Manager of Safety in May for feedback and a draft was
presented to the Mayors Office for comment and review in June. Suggestions included 10 year
projections be added to the model in order to ensure future needs are accounted for. These 10 year
projections will be included in the Departments performance based budget proposal in August.
47
Tactic 3.02
Rewrite and Reformat the Operations Manual
Responsibility
Authority
Approach
Planning, Research & Support Division Captain

Draft a new Operations Manual which will be a collaborative effort
between the entire police organization, the District Attorneys
Office, the City Attorneys Office, the Independent Monitor and
the Manager of Safetys Office.
Dependant on acquiring the Compliance Management
Software (strategy 4.01), the rewrite will take
approximately 24 months from implementation.
Method of
Evaluation
The Operations Manual is the repository for all policy and procedures of the department. As the
Department has recently restructured, the Operations Manual needs to reflect the current operations
of the Department. In addition, over the years, the Operations Manual has been added to, revised and
edited to the extent that it has affected the readability. The current Operations Manual, although
accurate, has become cumbersome and is in need of reformatting to eliminate contradiction and
repetitiveness. Once rewritten and reformatted, the Operations Manual will better serve the
department due to a contemporary format, systemized approach and succinct verbiage.
In order to do this process new technology will be necessary. The implementation of Compliance
Management Software will increase the efficiency of maintaining the Operations Manual for the police
department. The information contained within the Operations Manual not only gives the officer a
clear understanding of their duties and responsibilities, but also a framework in which police services
are to be executed. The maintenance of this document is imperative to the general operation and
overall accountability of the police department.
With the implementation of Compliance Management Software, the current process of reviewing,
revising and approving policy and procedure will be streamlined. As policy and procedures are revised,
the accountability of the officer to acknowledge and understand the revisions will be automated and
measureable. In addition, as newer versions of policy and procedure are implemented, the archiving
of the historical version will be centralized and allow for more efficient retrieval.
1st Quarter Outcomes: The Planning Division, in collaboration with the Manager of Safetys Office,
Budget/Management Office, and the Fire and Sheriff Departments secured the purchase of the
software.
The rewrite and reformatting of the Operations Manual is dependent on the purchase and
implementation of the Compliance Management Software. In the meantime, the Planning Division has
started to develop an approval process for the rewrite once this has taken place
48
Tactic 3.03
Implement Unified Summons & Complaint
Responsibility
Authority
Approach
IMU/Records Lt
Implement the unified summons and compliant process
Method of
Evaluation
Test US&C in one district

Department wide training to begin 3/26/2013
Roll out citywide by 7/1/2013
The Unified Summons and Complaint process streamlines arrest information through multiple agencies
within the criminal justice system. The US&C process unified multiple types of paper citations and
provides electronic submissions to the partner agencies - Denver Sheriff, Denver City Attorney, Denver
County Courts, and the Denver District Attorney. The current process required paper products to be
hand delivered between these different agencies, leading to errors and inefficiencies. For example, the
Sheriffs Department noted that the paper process has required 5 Sheriff Deputies to key the
information from the police system into the sheriffs system. Through US&C these positions will be
reallocated to other programs.
US&C is currently being piloted in DPD District 2 by 30 officers. The pilot program began on 6/20/2012.
Department wide training was originally scheduled to begin in November of 2012, but has been
pushed back due to partner agency data issues.
OUTCOMES:
Department wide training began 4/23/2013
Scheduled training was completed on 6/7/2013, with expected additional trainings to be

completed throughout June. Over 800 officers went through this training and an additional 4045 officers will need a make-up class through the month of June due to missing their scheduled
class.
49
Tactic 3.04
Implement real-time crime information and predictive policing

techniques
Responsibility
Authority
Approach
Data Analysis Unit Director

Operational Support Commander
Identify and purchase Wi-Fi for patrol cars, an automatic license
plate reading solution, an internet solution for calls and crime
information, and training/software for predictive policing
techniques
Purchase and implement an online crime solution and
predictive policing solution.
Purchase License Plate Readers to enhance investigations
and provide real time information on vehicles
Pilot both DDACTS and risk terrain models in various police
districts and for various crime problems.
Pilot Wi-Fi in a minimum of 1 police district
Method of
Evaluation
Automated License Plate Reader

An enhanced Automated License Plate Reader (ALPR) provides the ability to interface with 26 other
Denver Metro area law enforcement agencies to quickly locate criminals and stolen cars in different
jurisdictions. The system will also have the ability to instantly push out alerts to all department ALPR
units where timing is critical such as Amber Alerts, stolen vehicles, or crimes that have just occurred.
The benefits of these systems include:
Provide real time response in locating missing and exploited children in instances of Amber
Alerts;
Locate dangerous criminals more quickly;
Solve serious crimes (murders, rapes, kidnappings, bank robberies) more quickly;
Remove unsafe drivers from the roadways;
Increase the recovery of stolen vehicles; and
Improve officer safety.
Predictive Policing
Predictive policing techniques have been shown to reduce preventable crime through efficient and
effective deployment of resources. These techniques require a two-pronged approach of 1) predictive
analytics and 2) real-time or timely information dissemination.
In terms of predictive analytics the department is moving forwards with both the DDACTS model and
risk terrain modeling, both of which use geographic features (such as business types, residential
density, etc.), historical crime data, accident information, etc. to predict near future crime patterns.
The department also employs pattern crime prediction which is utilized to predict the next target, date
and time for serial offenders.
Assess effectiveness of prediction models and develop departmental standardization of
techniques by end of 2013
OUTCOMES:
Data-Driven Approaches of Crime and Traffic Safety (DDACTS) is an operational model
that integrates location based crime and traffic crash data to establish effective and
50
efficient methods for deploying law enforcement and other resources. Temporal and
spatial analysis identifies both areas and time/day combinations with high incidences of
both crime and crashes. DDACTS employs targeted traffic enforcement strategies to
these locations.
In other jurisdictions, these models have been found to be extremely effective
with little or no additional department resources, simply more efficient use of
existing resources.
For example: Baltimore County saw an 18% decrease in Burglary, 29% decrease
in Robbery, a 35% decrease in Auto Theft and an 18% decrease in Traffic
Accidents for the DDACTS areas. These outcomes were based on use of existing
departmental funding (i.e. traffic grants, regular patrol, etc.) used in a manner
focused on the DDACTS areas.
DDACTS training was held department wide April 23rd 24th
DDACTS models are being developed by each district, targeting specific issues and areas
within their district. These models are very diverse and will provide excellent
comparisons in developing a citywide model standard for the various issues.
A comprehensive review of each test area will be conducted by the end of 2013.
In 2014 we expect to incorporate risk terrain components into the DDACTS models
Implement Bair Analytics software for pattern crime and serial crime identification and
prediction work
Software installed on Crime Analyst computers by 6/1/2013
Software training for Crime Analysts completed by 9/1/2013
OUTCOMES:
TS is in the process of purchasing the desktop component, an eta for installation and
training is unknown
For timeliness, the department will be implementing ATAC Raids for online crime mapping and other
data dissemination. Additionally the department will be conducting a pilot study related to Wi-Fi in the
patrol cars.
Implementing ATAC Raids online will decrease the amount of time it takes to make precinct
hot-spot maps and will increase the relevance of those maps by reducing the data delay
(instead of week old data, the data will be available and updated nightly).
Provide training to new recruits at the academy
Provide trainings at roll-calls, etc throughout the department
OUTCOMES:
Both training components are on hold until the ATAC Raids is purchased through
TS
Wi-Fi in the patrol cars will reduce the amount of time officers need to spend at the station
getting the information and will also allow them greater access to crime information such as
suspect descriptions, crime MO descriptions, etc from their patrol cars.
Identify the district to pilot the Wi-Fi project
Assess time savings and crime reduction outcomes
OUTCOMES:
This project is slated for late 2013 due to other technology obligations
We expect the outcome of this process to be a reduction in preventable crime and an increase in the
effectiveness and efficiency of patrol resources.
OUTCOMES: As the implementation schedule for these projects have been delayed, we are
unable to evaluate the efficacy at this time.
51
Tactic 3.05
Evaluation of District and Precinct Boundaries
Responsibility
Authority
Approach
Director Data Analysis Unit

Evaluate and implement new district and precinct boundaries to
reflect concepts of precinct integrity, team policing, and crime
prevention.
Method of
Evaluation
Boundaries are to be finalized by 4/1/2013

Working with TS, implement new boundaries throughout
all records systems by 7/1/2013
Historically apply new boundaries to all prior records with
a minimum 90% accuracy level
Over the last 15 years the concept of a police precinct in Denver has been the equivalent of 1 police
patrol car. During this time demographics, crime and policing strategies have changed in Denver and
the model no longer fits our organization. Conceptually precincts going forward will have relatively
similar workload (i.e. a 2 car precinct should have roughly double the workload of a 1 car precinct, a 3
car roughly triple, etc.), but most will be designed with multiple patrol car assignments in mind. This
will allow for a more tailored approach to crime prevention and remediation based on area, time of
day and day of week, allowing more than 1 patrol resource to work on an issue. Additionally, creating
more cohesive districts and precincts as it relates to neighborhoods, building types, demographics,
crime types and other issues is important. For example all of east Colfax Ave could be within 1 police
district, allowing for a consistent approach to issues there. Another might be to incorporate East and
West Washington Park neighborhoods into a single district and police team for a coordinated response
to property crime surrounding the park.
District and Precinct boundary design
o New district boundaries designed to combine similar crime issues, demographics, etc.,
as well as to capitalize on District space resources.
o New district and precinct boundaries to keep more neighborhood groups within the
same district
o Actual precinct size will be based on Calls for Service workload hours and will be sized to
accommodate both police force growth and area development.
OUTCOMES: A data driven District and Precinct boundary model was developed and finalized
by 3/14/2013
Work with TS to implement new boundaries into all systems, including Versadex, Tri-Tech CAD
and OSI legacy systems, dependent on district and precinct configuration by 7/1/2013
OUTCOMES: The new boundaries are set to go live on 7/14/2013
Update all historical data to a minimum of 90% accuracy (some historical data may currently
have a precinct or district attached, but have a bad address that will not allow it to be updated,
hence the 90% goal).
OUTCOMES: This is still in process and on schedule
Expected outcomes: Reduced crime, increased precinct integrity and greater environmental
sustainability through precinct integrity (low miles driven, lower gas usage).
52
Tactic 3.06
Great greater stability and continuity for grant funded programs

and operations
Responsibility
Authority
Approach
Budget Director
Chief of Police
Throughout the Denver Police Department various programs and
operations are partially and/or fully funded through grant
mechanisms. In some cases these are vital operations and the
funding situations have become more volatile.
Identify grant funded positions and operations which
provide necessary support that are in danger of losing
funding
Where possible move those positions/operations from
grant funding to the general fund or other more secure
funding mechanisms
Method of
Evaluation
Three areas have currently been identified as high priority grant funded positions and operations: 1)
Halo Unit employees, 2) Crime Lab grant funded employees, 3) Air One Helicopter Operations.
Halo Unit
The Denver Police Department monitors city streets in high activity location observation areas (HALO).
Due to the fact that the original funding was grant based, the civilian employees are temporary
employees. As such they have a high turnover rate. In order to better serve the mission of preventing
crime in Denver, the HALO unit will move from grant funded employees to permanent career service
employees by the end of 2013.
OUTCOMES: The HALO Unit was brought under the general fund effective March 1, 2013. All
previously grant funded monitors were retained and an additional 3 monitors were hired on
4/29/2013
Crime Lab
Within the Crime Lab operations there are several critical employees who are currently funded
through grants, which are scheduled to end in by 2014. While additional funding may come available,
the crime lab has continued to encounter higher turnover of the grant funded employees due to the
uncertainty of permanent funding. Additionally, the consequences of sequestration and reduced
federal and state grant funds are now negatively impacting the viability of conintued funding for these
positions.
Air One
Since 1998, Air One has responded to over 460,000 calls and was typcially the first on scene to many
of those calls. The unique value of Air One is related to its ability to be a force multiplier, particularily
in critical incidents. Due to budget reductions, the total operational cost of the helicoptor was shifted
to grant funds in 2011. The uncertainty and volitility of grant funding is increasing and could jeopardize
the Departments ability to cover operational costs for Air One in future years.
Update: a proposal was submitted for the 2014 budget cycle to cover a portion of the existing
grant funding through permanent funding mechanisms.
53
Tactic 3.07
To implement and support the RMS system and support the

reengineering bureaus and processes.
Responsibility
Authority
Approach
IMU/Records Lt
Finish the implementation of RMS modules according to the
project plan and ensure integrity and availability of information to
all employees who use information.
Method of
Evaluation
Pawn Shop implementation in RMS/LEADS Online
Denver has been working towards a timely, electronic solution to import Pawn Shop information into
our records management system. The cities IT group, Technology Services, was able to implement a
limited solution that did not meet the departments goals and could not support a multi-jurisdictional
approach. LEADS Online is a national solution that many Denver area pawn shops were already
participating in, that has real time information, such that a Texas Detective call DPD in the summer
asking for our assistance in picking up evidence at a local pawn shop. The item had been stolen in a
burglary in Texas and pawned earlier in the day in Denver. At the time DPD did not have real time
information, or a way to know what had been pawned in Denver that day. In 2012, DPD purchased
LEADS Online and completed program training for Detectives and analysts. The final component is the
full integration between LEADS, CCIC and Versadex Records Management systems. This integration will
be completed by 3/1/2013.
INTEGRATION OUTCOMES: This process was delayed due to the magnitude of the Unified
Summons and Complaint process and training schedule. Integration will be completed by the
end of 2013.
PROGRAM OUTCOMES: The use of LEADS Online has been extremely successful. Below are a
listing of items that would not have been recovered through the old system (i.e. outside
Denver, no serial number, etc.). Additionally there is a case example of the value LEADS Online
has added to property crime investigations in particular.
Items Recovered
Approx Dollar Value
Q4 2012
30
$32,100
Q1 2013
32
$69,695
Total
62
$101,795
In District 1 during the months of May/June there was a significant increase in garage/shed burglaries.
During the course of investigating one of the cases LEADS Online was queried for a Bosch mitre saw.
Through LEADS Online it was found that a Bosch mitre saw had been pawned by an individual on the
same day it was reported stolen. Further investigation into that individual revealed he had pawned
numerous items per day, sometimes up to five (5) per day. These items were cross referenced with
property taken during the shed/garage burglaries and we were able to identify several more burglaries
that he was responsible for committing.
54
During the same time frame another suspect was identified through Leads Online for pawning items
that were taken during shed/garage burglaries. He was identified in the same manner, an initial LEADS
query was made that identified a piece of stolen property, a bicycle in this instance. Additional Leads
Online queries were made which identified numerous pawns that were cross referenced with known
offenses. In total the first suspect has been identified and charged in approximately twenty (20)
offenses in District 1, District 4 and Wheat Ridge, CO. The second suspect was identified and charged
with three (3) burglaries in District 1. There are approximately forty-three (43) burglaries that the two
suspects combined are suspected of committing, however these crimes cannot be proven at this time.
Absent the LEADS Online data base and real-time reporting of participating pawn shops neither of
these burglary pattern suspects would have been identified nor would the suspects have been
apprehended. Additionally, with respect to property recovery; the people with whom we are working
have been extremely pleased that we were able to recover their missing property. The NCIC data base
is a useful tool however the LEADS Online is a great improvement with many more applications than
NCIC which has aided in our investigations.
55
Tactic 3.08
Decrease NIBRS errors reported to CBI.
Responsibility
Authority
Approach
IMU/Records Lt
IMU has developed a process for reviewing, sending back to
appropriate detectives and correcting NIBRS errors
Method of
Evaluation
Development of corrected coding process

Report progress to Commander quarterly.
Historically, the Colorado Bureau of Investigations (CBI) provided DPD with a NIBRS error report that
can no longer by run by CBI. The Denver Police Department still tracks and corrects all reports that are
rejected by CBI for NIBRS errors and the internal error checking report is still available.
In 2012, several officers in the Information Management Unit began a project to reduce the number of
rejections, which were in the order of 1,100 per month. This has included working with Versaterm (the
records management system) to re-code some of the data they were sending and also getting CBI to
correct some mistakes in coding on their end. For example, through the correction of 1 coding error in
June, the July 2012 rejections total was reduced to 779. Once this process of correcting the various
coding issues is completed (projected 1/1/2014) the monthly error rejection rate is expected to be at
or below 400 per month, with approximately 100 of those being warnings rather than actual errors.
For non-coding errors, IMU officers send the report back to the appropriate Detectives and/or
Sergeants for correction. They are given 2 weeks to correct those errors before the NIBRS extract and
date sent to CBI is run and sent for that month.
OUTCOMES: This process is still being worked on, including resolving issues related to reporting
Denver offense information to the FBI as accurately as possible through CBI.
56
Tactic 3.09
Volunteers in Policing
Responsibility
Authority
Approach
Chief of Staff
Chief of Police
Utilize and expand the Volunteers in Policing program as a force
multiplier
Method of
Evaluation
Hire a civilian coordinator 10/1/2013

Develop metrics related to the number of volunteers, the
hours and value added to the department for tracking in
2014
Volunteers in the Denver Police Department fill a vital role in that a high quality volunteer can relieve
an officer of duties that do not require a gun and badge. These volunteers allow the department to
draw on a more varied expertise that can be tailored to the specific needs, which allows the
department to take our service above and beyond our actual capabilities. Additionally volunteers in
policing create greater transparency and accountability for all processes in which they are involved.
This program also allows for interested citizens the ability to serve their community in a profoundly
meaningful way. The volunteer coordinator position was civilianized through departmental right-sizing
and the civilian employee is targeted to be hired by 10/1/2013.
57
Tactic 3.10
Manage and maintain an efficient, effective and environmentally

sustainable police fleet.
Responsibility
Authority
Approach
Sgt. Fleet Management Section

Implement new fleet vehicles in the most efficient manner and
evaluate areas throughout the Fleet Management Section for cost
savings and efficiencies.
Method of
Evaluation
Time to implement new fleet vehicles

Participate in evaluation of both Safety and Public Works
fleets
Implement strategies from the consultant evaluation that
are identified by the working group as feasible
Find cost savings and efficiencies to work within the
Department of Safety
Without a robust and well maintained fleet the Denver Police Department would not be able to
provide essential emergency services and the level of service the citizens of Denver have the right to
expect. DPD is unique in that the police fleet is not just a means for transportation, but serves as the
mobile office work space for the majority of DPD officers. The DPD Fleet directly supports the Police
Departments primary mission of preventing crime. The DPD Fleet Management Section has a proven
track record of excellence, with a high level of commitment towards good work, cost savings, and
promoting best practices.
Goals:
Fleet Managements goal is to put 5 new vehicles on the road per week, requiring 5 technicians
on build-out. In this last cycle the DPD purchased 64 new vehicles and the final build-out will be
completed by 6/1/2013.
OUTCOMES:
o This process will be completed by 6/15/2013. Due to some issues related to ergonomics
and deployment plans, build-outs were halted for 2 weeks in 2013. This resulted in a
two week delay in completion. The issues were resolved and will not be a problem in
the next build-out.
Work with a consultant to identify areas for cost savings and efficiencies through Quarter 1 and
2, with final report due in July of 2013.
Work both independently within the Department of Safety and with Public Works to implement
identified strategies throughout 2013 and identify strategies that will be accomplished in 2014.
58
Strategy 3.11
Biometrics infrastructure
Responsibility
Authority
Approach

Create and fund a biometrics infrastructure.
Method of
Evaluation
Test an additional vendor software for comparison by

12/31/13
Installation of new AFIS fingerprint system by 4/30/13
Implement electronic fingerprint readers in all District
Stations by 12/31/2013
Capturing electronic fingerprints in the field will streamline the identification process by identifying
arrestees at the earliest point of contact. This goal is important to establish proper identification,
thereby reducing misattributed warrants while ensuring the correct charges are attributed to the
correct individual. Updating identification systems will create better interoperability between the
Denver Police Identification Bureau and the District Officers to more efficiently utilize staff time. This
will positively impact the prisoner intake process with the Denver Sheriffs Department by providing
the identity of each arrestee prior to delivery to the Detention facility. Ultimately, by mitigating
misattributed warrants and charges at the beginning of the process will also positively impact the
courts, as accurate information will have been received.
A test pilot for capturing and transmitting electronic fingerprints was completed in District 1 in June
2013. Although, establishing positive identity through fingerprints in the beginning of the process was
very successful, there were several technical issues regarding bandwidth that may not allow the
fingerprint readers to be deployed in the cars at this time. We are working to identify other vendors
systems due to the limitations with the current vendors software of reading from the active directory.
We hope to test another system and then based on that implement the readers in all District Stations
in 2013.
Based on successes in the Stations, we hope to solve the technical issues and test other venders and
mobile readers in the cars this year. That will then setup implementation city-wide. Much of this is also
dependent on operability of the new AFIS fingerprint system in collaboration with CBI. Therefore, this
goal is ongoing and still in the evaluative stage but moving forward with formal reports and data being
prepared.
59

2013 DPD Strategic Plan

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2013 DPD Strategic Plan

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Denver Police Department

2013 Strategic Plan

To operate a police agency with a focus on preventing crime in a

FBI statistics for comparison to similar cities (typically

5,610 5,489 5,628

National Citizen Survey (NCS) Denver Survey Responses

Downtown Safety Perceptions

Percent "Very" or "Somewhat" Safe

Daytime downtown safety

Nighttime downtown safety

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

Percent "Very" or "Somewhat" Safe

Nighttime safety in neighborhood 62%

Daytime safety in neighborhood

Victimization and Reporting

If yes, was this crime (these crimes)

Were you or household member a

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

Percent "Excellent" or "Good"

Crime prevention Traffic enforcement

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

Aligning resources towards crime prevention and safety

Deputy Chief of Operations and Deputy Chief of Administration

Tactical metrics as assigned below

Strengthen proactive patrols.

Six District Commanders

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

1.00 = 2008 DPD Baseline

1.00 = 2008 DPD Baseline

Implement On-Going Action Plans in Each Police District

Six District Commanders

Commanders will be evaluated based upon stated goals quarterly

District 1: Burglary in Villa Park Neighborhood Precinct 123

District 2: Aggravated Assaults Precinct 233

District 3: Burglary District Wide

Additional Goal Metrics

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

District 5: Burglaries District Wide

Five Year Totals & Averages for Residential Burglaries

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

District 6: East Colfax Ave Corridor

Additional Year End Goals

Gang Bureau will implement a minimum of four proactive

Firearms Recovered by Gang Bureau

Aggravated Assaults - Firearm (Gang Bureau Detective

Aggravated Assaults - Non-Firearm (Gang Bureau Detective

Decrease DUI related accidents citywide

Traffic Operations Captain

Decrease accidents citywide, including hit and run and

Traffic Operations Captain

Citywide Accidents, Citations

Enforcement (since February 2013)

Promotion of Pedestrian/Bicycle Safety

Increase school zone safety.

Traffic Operations Captain

School Zone Citations

Accidents within a Quarter Mile of Schools

Decrease operation of unsafe commercial motor vehicles on

Traffic Operations Captain

Commercial Vehicle Accidents

In collaboration with the District Commanders, or on a unilateral

The Vice/Drug Control Bureau will expand our support strategies

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