- 1 -peak performance denver department of safety peak performance review 6/21/2012

- 1 -Peak Performance

DENVER DEPARTMENT OF SAFETY

PEAK PERFORMANCE REVIEW6/21/2012


Mayor

Safety Admin$11,322,300

2.7% of Safety

Police$187,686,000

44.8% of Safety

Fire$116,895,600

27.9% of Safety

Sheriff$103,456,900

24.6% of Safety

Department of Safety (Fiscal Year 2012)

Dept. of Safety GF Budget $419,360,800

(44.4% of Total City GF Budget)

Dept. of Safety Personnel = 3820 (35.3% of Total)

Uniformed positions = 3,106

Non-Uniformed positions = 557

Grant positions = 157


Department of Safety

Manager of Safety

Community Corrections

Agency

Records Division

HR Division

Safe City Agency

9-1-1 Agency

CPCC Agency

Fire Department

Police Department

Sheriff Department

Mayor


Why One Department? Department of Safety Organizational Goals


Collaboration

Leverage Success

Manage Cohesively

Strategic Planning


Vision Alignment

Citywide Vision: We will deliver a world-class city where everyone matters.

Department Vision:The Department, in partnership with the community, will make Denver a safer, more livable city.

• Fostering community participation• Investing in the development of its personnel• Collaborative effort within all of Safety


Kids Jobs Safety Net

MissionTo deliver the full spectrum of high-quality public safety services so that everyone reaches their full potential.

Sustainability & Customer Experience

Mission Alignment


Mission-Level Metrics: Measuring Public Safety

Perceptions of Public Safety Actual Public Safety

City & County of Denver Citizens Survey Y

Internal Perceptions(to be established) ?

Media mapping / perceptions(to be established) ?

Uniform Crime Reporting Standards G

Insurance Services Organization Ratings G

NBIRS Reported Offenses G

Recidivism Rate (Return to Jail Rate) G


Ratings of Community and Personal Public Safety by Year

0

10

20

30

40

50

60

70

80

90

100

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011Per

cent

res

pond

ing

"ver

y" o

r "s

omew

hat"

saf

e

Safety in your neighborhoodduring the day

Safety in your neighborhoodafter dark

Safety in Denver's downtownarea during the day

Safety in Denver's downtownarea after dark

Safety from violent crimes(e.g. rape, assault, robbery)

Safety from property crimes(e.g. burglary, theft)

Safety from environmentalhazards


Ratings of Public Safety Services by Year

0

10

20

30

40

50

60

70

80

90

100

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Per

cent

res

pond

ing

"exc

elle

nt"

or "

good

"

Police Services

Fire Services

Ambulance or emergencymedical services

Crime prevention

Fire prevention andeducation

Municipal Courts

Traff ic Enforcement


El Paso 649,121

Denver 600,158

Sacramento 466,488

Portland 583,776

Austin 790,390

Tucson 520,116

Albuquerque 545,852

Tulsa 391,906

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

2,818

4,302

4,729

5,286

5,790 5,838

6,346

6,605

2011 Actual Crime per 100,000 Residents (UCR)


NIBRS REPORTED OFFENSES 2010 vs. 2011

# % # % # %Murder 34 0.1% 43 0.1% 9 26.5%Aggravated Assault 2,233 5.5% 2,327 5.6% 94 4.2%Forcible Sex Offenses 816 2.0% 773 1.9% -43 -5.3%Non Forcible Sex Offenses 42 0.1% 36 0.1% -6 -14.3%Kidnapping/Abduction 166 0.4% 168 0.4% 2 1.2%Simple Assault 2,856 7.0% 2,937 7.0% 81 2.8%Intimidation 508 1.2% 470 1.1% -38 -7.5%

6,655 16.3% 6,754 16.2% 99 1.5%Arson 136 0.3% 97 0.2% -39 -28.7%Bribery 0 0.0% 1 0.0% 1 NABurglary 4,643 11.4% 4,928 11.8% 285 6.1%Counterfeiting/Forgery 192 0.5% 162 0.4% -30 -15.6%Criminal Mischief/Damaged Property 5,875 14.4% 5,876 14.1% 1 0.0%Embezzlement 24 0.1% 15 0.0% -9 -37.5%Extortion 9 0.0% 16 0.0% 7 77.8%Fraud 920 2.3% 953 2.3% 33 3.6%Larceny 5,849 14.4% 6,186 14.8% 337 5.8%Theft from Motor Vehicle 7,506 18.4% 7,914 19.0% 408 5.4%Motor Vehicle Theft 3,303 8.1% 3,607 8.6% 304 9.2%Robbery 1,001 2.5% 1,206 2.9% 205 20.5%Stolen Property 93 0.2% 115 0.3% 22 23.7%

29,551 72.5% 31,076 74.5% 1,525 5.2%2,297 5.6% 1,856 4.4% -441 -19.2%2,252 5.5% 2,048 4.9% -204 -9.1%

40,755 100.0% 41,734 100.0% 979 2.4%

Crimes Agains Persons SUBTOTAL

Crimes Against Property SUBTOTAL

All Other Offenses SUBTOTALGRAND TOTAL

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

TYPE OF OFFENSEJAN-DEC, 2010 JAN-DEC, 2011 CHANGE

Crimes Against Society SUBTOTAL

CRIMES AGAINST PROPERTY

CRIMES AGAINST PERSONS


Insurance Services Office (ISO) Rating

Public Protection Class rating of 2– Investment in fire mitigation is proven and reliable predictor of future

fire loses– Historical and current

ISO advisory organization– Leading source of information about property/casualty insurance risk– National, centralized evaluator and rater of a community’s fire services

Commercial Insurance– Lower premiums in communities with better protection– Each point increase is about a 5% increase in insurance


Recidivism Rate as measured by the Return to Jail Rate

2010 2011 -

5,000

10,000

15,000

20,000

25,000

30,000

Total Individual Offenders

Total Recidivism Offenders

54.3% 51.8%


50 Year Jail Population TrendCounty Jail Average Daily Population by Year (starting 1960)

y = 26.275x + 550

-

500

1,000

1,500

2,000

2,500

1960

1961

1962

1963

1964

1965

1966

1967

1968

1969

1970

1971

1972

1973

1974

1975

1976

1977

1978

1979

1980

1981

1982

1983

1984

1985

1986

1987

1988

1989

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

Ave

rag

e D

aily

Po

pu

lati

on


Department of Safety Operational Strategic Plan

PreventionEmergency Response

Enforcement Corrections

Collaboration (Internal / External)

Efficiency

Customer Service

Accountability / Transparency

Innovation


Spectrum of Public Safety Services

Prevention & Intervention

Emergency Response

Enforcement &

Investigation

Corrections


Enforcement & Investigation



Predict and prevent harms from occurring in the community

• Improve community relations and perceptions of Safety

• Leverage data to identify trends, measure progress, assign resources

• Design and implement fire inspection and emergency procedures training for healthcare facilities

• Design and Implement Safety Wellness Initiative

• Increase school attendance rates

• Increase and regulate use of social media

2012 Key Tactics

Emergency Response

Corrections


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


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

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

2008 2009 2010

Rec

idiv

ism

Rat

e

Complete

Non-Complete


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


Example 4: CPCC measuring return on investment

2011 Evaluation for Sobriety Court (6 Mo.) Pretrial Services, Drug Court, Reentry & Court to Community

2011 Evaluation with ~$56/day for all programs except CTC at $63/day

ANNUALIZED

Sobriety Court (6 Month Eval)**

Pretrial Supervision

ProgramDrug Court Reentry

Court to Community*

TOTAL

Total Annual Investment ($) 365,187 344,613 1,493,442 665,038 519,390 3,387,670

Net Annual Value 566,688 2,396,319 385,556 (665,038) 599,292 3,282,817

Return on Investment 155% 695% 26% -100% 115% 97%

Average Daily Population Reduction 55 128 97 - 2 282

# New Clients 98 654 469 341 29 1,591

Investment per New Client 3,726 527 3,184 1,950 17,910 2,129

NOTES:* CTC: only program for which public service costs are included.**Sobriety Court ROI includes Jail Bed Savings - Court and Probation Costs



Emergency Response

Emergency Response

Respond immediately and effectively to mitigate harms to the community

• Design and implement expedited youth ticketing diversion program

• Reduce call processing times and optimize not ready time

• Evaluate and improve technology systems

• Strengthen pro-active patrols

• Implement KRONOS timekeeping system throughout Safety

• Design and implement cell phone caller location identification program

• Reduce issuance of Failure to Appear (FTA) warrants

2012 Key Tactics


Corrections


Example 1: 911 Rapid Improvement Event

Partnership with Denver 911, Excise and License, Police Department More effectively manage fine collection and data exchange for alarm

permits– $98,000 in uncollected fines since March 2011– EXL spends 1,000 FTE hours manually pulling permit data for the False Alarm

Management System

Baseline Goal

# of False Alarms per Month 823/Month Decrease by 28%

Collect Alarm Company Fines $7,700 $73,950

# of Permit Changes Manually 3,000/Month 0 per Month (1/2 FTE savings)

Captial Required to Automate Data $30 - $50k $0

Fine Billing $0 since 3/2010 $57k/yr


Example 2: 911 Speed of Answer

911 Speed of Answer

40%

50%

60%

70%

80%

90%

100%

2007 2008 2009 2010 2011

Percent of 911 CallsAnswered on First Ring

NFPA Standard (95%911 Calls Answered in15 Seconds or Less)

NFPA Standard (99%911 Calls Answered in40 Seconds or Less)


Example 3: 911 Call Volume and Not Ready Time911 Call Volume Increase

325,530

411,307

470,522

478,397

504,148

300,000

350,000

400,000

450,000

500,000

550,000

2007 2008 2009 2010 2011

Not Ready Time

9.0%9.0%10.0%

14.5%

14.5%

20.0%

4.2%4.4%

10.0%12.0%

15.3%

26.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

2007 2008 2009 2010 2011 2012

Goal

Actual


Example 4: Measuring how quickly (and why) DFD responds

Establishing baseline: Fire response maps and times

2001 Calls for Service

EMS, excluding vehicle accident53%

Service Call/Good Intent Call16%

False Alarm10%

Motor Vehicle9%

Hazardous 3%

Other2% Elevator Rescue

1%

Fire2%

Rescue4%

EMS, excluding vehicle accident

Service Call/Good Intent Call

False Alarm

Motor Vehicle

Rescue

Hazardous (No Fire)

Fire

Other (Extrication, Search, etc)

Elevator Rescue


Example 5: Targeted enforcement and crime prevention


Emergency Response

Enforcement &

Investigation


Investigate harms to the community and enforce laws and policies meant to preserve the community

• Improve data integrity and consistency of terms and processes

• Unified Summons & Complaint (US&C)

• Identify alternatives to meet the needs of specific populations of criminal justice-involved persons

• Develop and implement Expedited Youth Ticketing Process

• Begin Facility Needs Assessment

• Develop tactic around legislative initiatives and legal issues

2012 Key Tactics


Corrections


Example 1: Prioritize Known Violent Offenders

45

77

131

15

213

171

42

122103

173

141

42

178

133148

160

0

50

100

150

200

250

TotalArrests

FelonyArrests

Misd.Arrests

Within 24Hours

Agreed toInterview

PreviousArrests

PreviousFelonies

GangAffiliation

75%

20%

48%

81%

66%

20%

Setting a baseline for future comparisons

Q1 2011 vs.. 2012 – DPD Fugitive Unit StatisticsLighter Shades – 2011 * Darker Shades – 2012

80%

80%

25%

43%

83% 90%

74%

8%


Example 2: Safe City and Police: Collaboration and Partnership

Safe City Curfew Program Expedited Youth Ticket Process Targeted on-site resource referral Benchmarks to be established


Emergency Response

Corrections

Corrections

Correct harms to the community

• Re-develop and implement Home Detention Program

• Reduce jail processing times

• Design and implement on-hand services program for identified gang-affiliated youth

• Attain and maintain Triple Crown accreditation

• Develop female Community Corrections program

• Explore special needs population programming and placement

• Increase successful completion of Community Corrections residential programs

2012 Key Tactics




Example 1: Maintaining a safe and secure environment for staff and inmates

Obtain ACA accreditation at the Downtown Detention Facility (DDC), maintain ACA Accreditation at the Denver County Jail (COJL) and receive CALEA accreditation to achieve Triple Crown Award in 2014. NCCHC was received in April 2011.

ACA-COJL ACA-COJL

ACA-DDC

NCCHCCALEA

$4M

$1.7M$1.2M $1M $1M $1M $1M

$ Civil Liability Settlent

ACA-COJLACA-COJL

ACA-DDC

NCCHC

CALEA

$ Civ

il Li

abili

ty S

ettlem

ent

$27K

$194K

$84K

$50K $50K $50K $50K $50K

Accreditation Timeline

2008 2009 2010 2011 2012 2013 2014 2015 2016

Year

Ac

cre

dit

ati

on

ACA-COJL ACA-COJL

ACA-DDC

NCCHC

CALEA

$3.1M

$27K

$194K

$84K $50K $50K $50K $50K $50K

$ Civil Liability S

ettlement

ACA-COJL

ACA-DDC

NCCHC

CALEA


Example 2: Increase Successful Completion of Community Corrections Programs


Example 3: Emphasize collaboration and partnerships regarding alternatives to jail

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

2007 2008 2009 2010 2011

Jail

Bed

s

Year

PR Bonds

Pre-trial

Alternative to Jail

Jail

Be

d D

ay

Sa

vin

gs


Example 4: Revitalize the Home Detention Program

0

10

20

30

40

50

60

70

80

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Participants

Average Days per participant


One Department. Department of Safety Organizational Goals


Collaboration

Leverage SuccessManage

Cohesively

Strategic Planning


Collaboration: Creating Conversations

Monthly ADP

1700

1800

1900

2000

2100

2200

2300

Jan

FebM

arApr

ilM

ayJu

ne July

Augus

t

Septe

mbe

r

Octo

ber

Novem

ber

Decem

ber

2010

2011

2012

Trending data Resource sharing Efforts effect others

0

10000

20000

30000

40000

50000

60000 911 Call Volume By Year


Collaboration: Gang Reduction Initiative of Denver (establishing baseline metrics)

Creating Partnerships– Federal, State, Municipal Agencies– Community (Westwood, Five Points, Northeast Park Hill)– Faith-Based organizations– Denver Health

Comprehensive gang and violence reduction plan– Prevention– Intervention– Suppression Strategies

Data Driven Evaluation Method


Leverage Success: Measuring Staff Optimization

2008 2009 2010 2011 2012 -

1.00

2.00

1.00 = 2008 DPD BaselineCITYWIDE MONTHLY

ALL CLASS 2 ACTIONS

1

2

3

4

5

6

7

8

9

10

11

12

Police

Not Ready Time

9.0%9.0%10.0%

14.5%

14.5%

20.0%

4.2%4.4%

10.0%12.0%

15.3%

26.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

2007 2008 2009 2010 2011 2012

Goal

Actual

911


Leverage Success: Promoting Inclusiveness

Total Population Women Men Hispanic

African

American Asian

Native

American Pacific Islander Caucasion NS

US Census Bureau - 2010 Denver County 610,345 49.4% 50.6% 33.9% 10.2% 3.5% 1.4% 0.3% 51.2% 0%

Citywide (including sworn) 9,999 38.3% 61.7% 27.7% 12.2% 2.5% 1.0% 0.1% 56.1% 0.3%

Citywide (excludes sworn) 6,922 50.0% 50.0% 30.6% 13.3% 2.8% 1.0% 0.1% 52.2% 0%

Safety

Sworn Total 3,077 12.1% 87.9% 21.0% 9.9% 1.8% 1.0% 0.1% 65.1% 1.1%

Police 1,409 11.4% 88.6% 20.2% 9.5% 1.8% 1.0% 0.3% 67.2% 0%

Fire 917 4.6% 95.4% 18.0% 5.2% 0.9% 1.5% 0.0% 70.8% 3.6%

Sheriff 751 22.6% 77.4% 26.1% 16.5% 2.8% 0.4% 0.0% 54.2% 0%

CSA 704 60.1% 39.9% 28.7% 14.6% 3.0% 0.6% 0.0% 53.1% 0%

Safety Total 3,781 21.0% 79.0% 20.6% 10.8% 2.0% 0.9% 0.1% 62.8% 0.9%

Cadets 32 40.6% 59.4% 37.5% 28.1% 0.0% 0.0% 3.1% 50.0% 0%

Goal:• Recruit and retain a workforce reflective of community• Utilize Cadets to enhance workforce

Former Cadets:Police: 136; Fire: 104; Sheriff: 6; Safety Civilian: 8; City CSA: 4


Manage Cohesively: Civilian Oversight (establishing baseline metrics)

Streamline discipline– Conduct Review Board– Increase consistency & timeliness– Conduct Review of Sheriff & Fire– Civilian discipline

Creating Partnerships– Police Department – CRB, IAB– Manager of Safety Office– Civil Service Commission– Office of Independent Monitor

Increase trust both internal & external


Manage Cohesively: Other Examples Wellness Program (establish baseline metric)

– Maximize employee satisfaction & Manage stress– Decrease FMLA Usage

Technology– US&C– ITIC submittal – prioritized within Department, leveraged resources– Warehouse Inventory System

Data Governance– Common language– Data integrity

Streamline Cross-departmental Processes– ID/In-take– Human Resources– Contract Management

Strategic Resource Alignment


Next review

Next Performance Review: 10/2012 Strategies and Tactics of focus for next meeting

– 2012 Strategic Plan Progress Update– Create Balanced Scorecard– Update on benchmark mission-level metrics– Update on agency tactics/metrics– Update on “to be determined” metrics and tactics

Update on projects and opportunities

- 1 -peak performance denver department of safety peak performance review 6/21/2012

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