Transcript CCD Presentation Template

DENVER DEPARTMENT OF SAFETY
PEAK PERFORMANCE REVIEW
6/21/2012
Peak Performance
-1-
Department of Safety (Fiscal Year 2012)
Dept. of Safety Personnel =
3820 (35.3% of Total)
Dept. of Safety GF Budget $419,360,800
(44.4% of Total City GF Budget)
Uniformed positions = 3,106
Non-Uniformed positions = 557
Mayor
Grant positions = 157
Safety Admin
Police
Fire
Sheriff
$11,322,300
2.7% of Safety
$187,686,000
44.8% of Safety
$116,895,600
27.9% of Safety
$103,456,900
24.6% of Safety
Peak Performance
-2-
Department of Safety
Community
Corrections
Agency
HR
Division
Mayor
CPCC
Agency
Manager of
Safety
Fire
Department
Police
Department
Records
Division
9-1-1
Agency
Sheriff
Department
Safe City
Agency
Peak Performance
-3-
Why One Department?
Department of Safety Organizational Goals
Leverage
Success
Manage
Cohesively
Collaboration
Department
of Safety
Strategic Planning
Peak Performance
-4-
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
Peak Performance
-5-
Mission Alignment
To deliver the full spectrum of high-quality public safety services
so that everyone reaches their full potential.
Mission
Kids
Jobs
Safety Net
Sustainability & Customer Experience
Peak Performance
-6-
Mission-Level Metrics: Measuring Public Safety
Perceptions of Public Safety
Actual Public Safety
City & County of Denver Citizens Survey
Y
Uniform Crime Reporting Standards
G
Internal Perceptions
(to be established)
?
NBIRS Reported Offenses
G
Media mapping / perceptions
(to be established)
?
Insurance Services Organization Ratings
G
Recidivism Rate (Return to Jail Rate)
G
Peak Performance
-7-
Percent responding "very" or "somewhat" safe
Ratings of Community and Personal Public
Safety by Year
100
Safety in your neighborhood
during the day
90
Safety in your neighborhood
after dark
80
70
60
Safety in Denver's downtown
area during the day
50
Safety in Denver's downtown
area after dark
Safety from violent crimes
(e.g. rape, assault, robbery)
40
30
20
Safety from property crimes
(e.g. burglary, theft)
10
Safety from environmental
hazards
0
2002
Peak Performance
2003
2004
2005
2006
2007
2008
2009
2010
2011
-8-
Ratings of Public Safety Services by Year
Percent responding "excellent" or "good"
100
Police Services
90
80
Fire Services
70
Ambulance or emergency
medical services
Crime prevention
60
50
Fire prevention and
education
Municipal Courts
40
30
Traffic Enforcement
20
10
0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Peak Performance
-9-
2011 Actual Crime per 100,000 Residents (UCR)
7,000
6,605
6,346
6,000
5,790
5,838
Austin
790,390
Tucson
520,116
5,286
5,000
4,729
4,302
4,000
3,000
2,818
2,000
1,000
0
El Paso
649,121
Peak Performance
Denver
600,158
Sacramento
466,488
Portland
583,776
Albuquerque
545,852
Tulsa
391,906
- 10 -
NIBRS REPORTED OFFENSES 2010 vs. 2011
REPORTED OFFENSES USING NIBRS DEFINITIONS IN THE CITY AND COUNTY OF DENVER
TYPE OF OFFENSE
Murder
Aggravated Assault
Forcible Sex Offenses
C R IM E S
A G A IN S T
Non Forcible Sex Offenses
P ER SON S
Kidnapping/Abduction
Simple Assault
Intimidation
Crimes Agains Persons SUBTOTAL
Arson
Bribery
Burglary
Counterfeiting/Forgery
Criminal Mischief/Damaged Property
Embezzlement
C R IM E S
A G A IN S T
Extortion
P R OP ER T Y
Fraud
Larceny
Theft from Motor Vehicle
Motor Vehicle Theft
Robbery
Stolen Property
Crimes Against Property SUBTOTAL
Crimes Against Society SUBTOTAL
All Other Offenses SUBTOTAL
GRAND TOTAL
Peak Performance
JAN-DEC, 2010
#
%
34
0.1%
2,233
5.5%
816
2.0%
42
0.1%
166
0.4%
2,856
7.0%
508
1.2%
6,655
16.3%
136
0.3%
0
0.0%
4,643
11.4%
192
0.5%
5,875
14.4%
24
0.1%
9
0.0%
920
2.3%
5,849
14.4%
7,506
18.4%
3,303
8.1%
1,001
2.5%
93
0.2%
29,551
72.5%
2,297
5.6%
2,252
5.5%
40,755
100.0%
JAN-DEC, 2011
#
%
43
0.1%
2,327
5.6%
773
1.9%
36
0.1%
168
0.4%
2,937
7.0%
470
1.1%
6,754
16.2%
97
0.2%
1
0.0%
4,928
11.8%
162
0.4%
5,876
14.1%
15
0.0%
16
0.0%
953
2.3%
6,186
14.8%
7,914
19.0%
3,607
8.6%
1,206
2.9%
115
0.3%
31,076
74.5%
1,856
4.4%
2,048
4.9%
41,734
100.0%
CHANGE
%
9
26.5%
94
4.2%
-43
-5.3%
-6
-14.3%
2
1.2%
81
2.8%
-38
-7.5%
99
1.5%
-39
-28.7%
1
NA
285
6.1%
-30
-15.6%
1
0.0%
-9
-37.5%
7
77.8%
33
3.6%
337
5.8%
408
5.4%
304
9.2%
205
20.5%
22
23.7%
1,525
5.2%
-441
-19.2%
-204
-9.1%
979
2.4%
#
- 11 -
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
Peak Performance
- 12 -
Recidivism Rate
as measured by the Return to Jail Rate
30,000
25,000
20,000
54.3%
51.8%
Total Individual Offenders
15,000
Total Recidivism Offenders
10,000
5,000
2010
Peak Performance
2011
- 13 -
Peak Performance
2008
2009
2003
2004
2005
2006
2007
1999
2000
2001
2002
1994
1995
1996
1997
1998
1990
1991
1992
1993
1985
1986
1987
1988
1989
1980
1981
1982
1983
1984
1976
1977
1978
1979
1971
1972
1973
1974
1975
1967
1968
1969
1970
1962
1963
1964
1965
1966
1960
1961
Average Daily Population
50 Year Jail Population Trend
County Jail Average Daily Population by Year (starting 1960)
2,500
2,000
1,500
1,000
y = 26.275x + 550
500
-
- 14 -
Department of Safety Operational Strategic Plan
Prevention
Emergency
Response
Enforcement
Corrections
Collaboration (Internal / External)
Efficiency
Customer Service
Accountability / Transparency
Innovation
Peak Performance
- 15 -
Spectrum of Public Safety Services
Emergency
Response
Prevention &
Intervention
Peak Performance
Enforcement
&
Investigation
Corrections
- 16 -
Emergency
Response
Enforcement &
Investigation
Prevention &
Intervention
Corrections
Prevention & Intervention
Predict and prevent harms from occurring in
the community
2012 Key Tactics
• Improve community relations and perceptions of Safety
• Leverage data to identify trends, measure progress, assign
resources
• Design and implement fire inspection and emergency
procedures training for healthcare facilities
• Design and Implement Safety Wellness Initiative
• Increase school attendance rates
Peak Performance
• Increase and regulate use of social media
- 17 -
Example 1: Safe City - Using Data to Target
Services and Programs
Peak Performance
- 18 -
Example 2: Youth Diversion and Recidivism
Rates (baseline metric)
35.0%
30.0%
Recidivism Rate
25.0%
20.0%
Complete
Non-Complete
15.0%
10.0%
5.0%
0.0%
2008
Peak Performance
2009
2010
- 19 -
Example 3: CPCC – Measuring trends regarding
resource and program allocation
Peak Performance
- 20 -
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 $63/day
Sobriety Court
(6 Month Eval)**
Pretrial
Supervision
Program
344,613
2,396,319
695%
128
654
527
ANNUALIZED
Total Annual Investment ($)
365,187
Net Annual Value
566,688
Return on Investment
155%
Average Daily Population Reduction
55
# New Clients
98
Investment per New Client
3,726
NOTES:
* CTC: only program for which public service costs are included.
**Sobriety Court ROI includes Jail Bed Savings - Court and Probation Costs
Peak Performance
Drug Court
Reentry
Court to
Community*
TOTAL
1,493,442
385,556
26%
97
469
3,184
665,038
(665,038)
-100%
341
1,950
519,390
599,292
115%
2
29
17,910
3,387,670
3,282,817
97%
282
1,591
2,129
- 21 -
Emergency
Response
Enforcement &
Investigation
Prevention &
Intervention
Corrections
Emergency Response
Respond immediately and effectively to mitigate
harms to the community
2012 Key Tactics
• Design and implement expedited youth ticketing diversion
program
• Reduce call processing times and optimize not ready time
• Evaluate and improve technology systems
• Strengthen pro-active patrols
• Implement KRONOS timekeeping system throughout Safety
• Design and implement cell phone caller location identification
program
Peak Performance
• Reduce issuance of Failure to Appear (FTA) warrants
- 22 -
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
Peak Performance
- 23 -
Example 2: 911 Speed of Answer
911 Speed of Answer
100%
Percent of 911 Calls
Answered on First Ring
90%
NFPA Standard (95%
911 Calls Answered in
15 Seconds or Less)
80%
70%
NFPA Standard (99%
911 Calls Answered in
40 Seconds or Less)
60%
50%
40%
2007
Peak Performance
2008
2009
2010
2011
- 24 -
Example 3: 911 Call Volume and Not Ready Time
911 Call Volume Increase
550,000
504,148
470,522
500,000
478,397
450,000
411,307
400,000
350,000
325,530
300,000
2007
2008
2009
2010
2011
Not Ready Time
30.0%
26.0%
25.0%
20.0%
15.0%
20.0%
15.3%
14.5%
10.0%
Goal
14.5%
Actual
10.0%
12.0%
9.0%
9.0%
4.4%
4.2%
10.0%
5.0%
0.0%
Peak Performance
2007
2008
2009
2010
2011
2012
- 25 -
Example 4: Measuring how quickly (and why)
DFD responds
2001 Calls for Service
Hazardous
3%
Fire
2%
Other
2%
Elevator Rescue
1%
Rescue
4%
Motor Vehicle
9%
EMS, excluding vehicle accident
Service Call/Good Intent Call
False Alarm
Motor Vehicle
False Alarm
10%
EMS, excluding vehicle accident
53%
Rescue
Hazardous (No Fire)
Fire
Other (Extrication, Search, etc)
Elevator Rescue
Service Call/Good Intent Call
16%
Establishing baseline: Fire response maps and times
Peak Performance
- 26 -
Example 5: Targeted enforcement and crime
prevention
Peak Performance
- 27 -
Emergency
Response
Enforcement
&
Investigation
Prevention &
Intervention
Corrections
Enforcement & Investigation
Investigate harms to the community and enforce laws
and policies meant to preserve the community
2012 Key Tactics
• Improve data integrity and consistency of terms and processes
• Unified Summons & Complaint (US&C)
• Identify alternatives to meet the needs of specific populations of
criminal justice-involved persons
• Develop and implement Expedited Youth Ticketing Process
• Begin Facility Needs Assessment
• Develop tactic around legislative initiatives and legal issues
Peak Performance
- 28 -
Example 1: Prioritize Known Violent Offenders
Q1 2011 vs.. 2012 – DPD Fugitive Unit Statistics
Lighter Shades – 2011 * Darker Shades – 2012
250
213
200
178
150
171
133
160
148
80%
122
90%
83%
103
75%
100
77
45 42
50
173
80%
81%
141
131
66%
74%
48%
42
43%
15
25%
0
Total
Arrests
Peak Performance
Felony
Arrests
20%
20%
8%
Misd. Within 24 Agreed to Previous Previous
Gang
Arrests
Hours Interview Arrests Felonies Affiliation
Setting a baseline for future comparisons
- 29 -
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
Peak Performance
- 30 -
Emergency
Response
Enforcement &
Investigation
Prevention &
Intervention
Corrections
Corrections
Correct harms to the community
2012 Key Tactics
• Re-develop and implement Home Detention Program
• Reduce jail processing times
• Design and implement on-hand services program for identified
gang-affiliated youth
• Attain and maintain Triple Crown accreditation
• Develop female Community Corrections program
• Explore special needs population programming and placement
Peak Performance
• Increase successful completion of Community Corrections
residential programs
- 31 -
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.
Accreditation Timeline
ACA-COJL
$3.1M
ACA-COJL
ACA-COJL
$4M
Accreditation
$194K
ACA-COJLACA-COJL
ACA-COJL
ACA-COJL
ACA-DDC
ACA-DDC
NCCHC
ACA-DDC
ACA-DDC
NCCHC
NCCHC
CALEA
$1.7M
$84K
$1.2M
$50K
$1M
CALEA
NCCHC CALEA
$1M
$1M
$50K
$50K
CALEA
$1M
$50K
$50K
$194K
$27K
$84K
$50K
$50K
$50K
$50K
2011
2012
2013
2014
2015
$50K
$27K
2008
2009
2010
2016
Year
Peak Performance
- 32 -
Example 2: Increase Successful Completion of
Community Corrections Programs
Peak Performance
- 33 -
Example 3: Emphasize collaboration and
partnerships regarding alternatives to jail
160,000
Day Savings
BedBeds
Jail Jail
140,000
120,000
100,000
PR Bonds
Pre-trial
80,000
Alternative to Jail
60,000
40,000
20,000
0
2007
2008
2009
2010
2011
Year
Peak Performance
- 34 -
Example 4: Revitalize the Home Detention
Program
80
70
60
50
Participants
40
Average Days per participant
30
20
10
0
2002
Peak Performance
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
- 35 -
One Department.
Department of Safety Organizational Goals
Leverage
Success
Manage
Cohesively
Collaboration
Department
of Safety
Strategic Planning
Peak Performance
- 36 -
Collaboration: Creating Conversations
60000
911 Call Volume By Year
50000
40000
30000
20000
2…
10000
0
Monthly ADP
2300
2200
2100
2010
2000
2011
1900
2012
 Trending data
 Resource sharing
 Efforts effect others
1800
Peak Performance
Ju
ly
Au
gu
Se
st
pt
em
be
r
O
ct
ob
er
N
ov
em
be
D
r
ec
em
be
r
Ju
ne
ay
M
Ap
ril
ar
M
Fe
b
Ja
n
1700
- 37 -
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
Peak Performance
- 38 -
Leverage Success: Measuring Staff Optimization
Police
1.00 = 2008 DPD Baseline
CITYWIDE MONTHLY
ALL CLASS 2 ACTIONS
2.00
1
2
3
4
5
1.00
6
7
8
9
10
11
-
12
2008
2009
2010
2012
Not Ready Time
911
30.0%
2011
26.0%
25.0%
20.0%
15.0%
20.0%
15.3%
14.5%
10.0%
Goal
14.5%
Actual
10.0%
12.0%
9.0%
9.0%
4.4%
4.2%
10.0%
5.0%
Peak Performance
0.0%
2007
2008
2009
2010
2011
2012
- 39 -
Leverage Success: Promoting Inclusiveness
African
Total Population
US Census Bureau - 2010 Denver County
Women
Men
Hispanic
American
Native
Asian
American
Pacific Islander Caucasion
NS
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%
3,077
12.1% 87.9%
21.0%
9.9%
1.8%
1.0%
0.1%
65.1%
1.1%
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%
704
60.1% 39.9%
28.7%
14.6%
3.0%
0.6%
0.0%
53.1%
0%
3,781
21.0% 79.0%
20.6%
10.8%
2.0%
0.9%
0.1%
62.8%
0.9%
32
40.6% 59.4%
37.5%
28.1%
0.0%
0.0%
3.1%
50.0%
0%
Safety
Sworn Total
Police
CSA
Safety Total
Cadets
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
Peak Performance
- 40 -
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
Peak Performance
- 41 -
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
Peak Performance
- 42 -
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
Peak Performance
- 43 -