CITY AND COUNTY OF DENVER VISION

Transcription

1 CITY AND COUNTY OF DENVER VISION DSD MISSION AND VISION We will deliver a World-class city where everyone matters. ~ Mayor Michael Hancock Denver Sheriff Department Mission To provide safety and security for the community by ensuring care, custody, transportation and reentry services for detainees by operating safe, secure, efficient and humane facilities that adhere to federal, state and local laws. Click to see our GUIDING PRINCIPLES SUPPORTING GOALS STRATEGIES TACTICS (measurable actions) I would like to better understand the purpose of these components of the plan Critical Outcomes are reported under each strategy. These are the so what? of our actions; the difference our actions made toward achieving our goals. We report critical outcomes as proof that our strategies were effective.

2 DENVER SHERIFF DEPARTMENT STRATEGIC PLAN 2012 MISSION: To provide safety and security for the community by ensuring care, custody, transportations and reentry services for detainees by operating safe, secure, efficient and humane facilities that adhere to federal, state and local laws. VISION: We are committed to being a model law enforcement agency by demonstrating best practices, incorporating emerging technologies and the highest standards in accreditation by achieving and maintaining the Triple Crown Award. 1) Promote opportunities and initiatives that foster staff success 2) Provide a safe and secure environment for inmates 3) Improve Community Relations 4) Reduce Recidivism 5) Efficiently Administer the City and County Criminal Justice Services See the year-end summary (available after 12/31/2012) linking achievement of these objectives with the City s Mission and Vision by clicking here GOAL 1: Promote opportunities and initiatives that foster staff success A. Achieve Triple Crown Accreditation B. Ensure civilian and uniformed staffs are appropriately trained, aware, skilled C. Increase the level, transparency and quality of communication with staff GOAL 2: Provide a safe and secure environment for inmates A. Maintain Compliance with Emily s Protocols B. Prevent Inmate Suicides C. Prevent Escapes D. Increase Conflict Resolution Skills of Staff E. Employ policy/practices that observe the needs of transgender inmates F. Employ policy/practices that observe appropriate Use of Force G. Employ policy/practices that observe the needs of aging/aged inmates GOAL 3: Improve Community Relations A. Provide adequate information to the public B. Participate with our communities in activities C. Educate/increase awareness of the public with regard to DSD D. D. Engage the public through active and appropriate participation with DSD GOAL 4: Reduce Recidivism A. Increase participation and successes in inmate education/training programs that are shown to reduce recidivism through increased coping and life skills B. Increase participation and successes in inmate education/training programs that increase inmate job skills and/or post-release employability C. Beyond training/education, assist inmates in their readiness for release by facilitating processes and providing resources prior to release D. Regularly evaluate and make adjustment to inmate programs to optimize impact on recidivism GOAL 5: Efficiently Administer the City and County Criminal Justice Services A. Understand and improve statistical efficiencies and applications B. Improve TMU efficiency C. Meet all fiscal and fiduciary responsibilities D. Improve IAB efficiency STRATEGIES STRATEGIES STRATEGIES STRATEGIES STRATEGIES

3 How to Read the Denver Sheriff Department 2012 Strategic Plan Legend 1 The goal name (we have 5 goals in our plan). The goal is listed at the top of every page. 2 The strategy (approach) we will employ to achieve the goal. There are often multiple approaches. Strategies are listed in the left column. 3 Tactics are the specific measurable actions we will take to put our strategies to work. Tactics are listed in the center column. 4 Measures show our progress on each tactic. They are updated quarterly and are shown in the right column. 5 Finally, critical performance outcomes are the so what? of the plan; they tell us why the actions we took were important, and what we achieved through employing our specific strategies. Some critical performance outcomes are immediately reportable and updated throughout the year, and some will be measurable only after year end, since our actions will be not completed until that time. A word about the links in the Strategic Plan document There are many hyperlinks throughout the Strategic Plan that you may use to learn more information about an unfamiliar concept or term, to see our current progress, and/or to view our critical outcomes. You choose the depth of information you would like! Clicking on a link will take you to a document, a graph or a website address that provides desired information. All active hyperlinks are underlined. A hyperlink that is bolded is one that will provide supplemental information about a term or program. A non-bolded hyperlink will take you to a document or graph that shows our progress or reports a critical performance outcome. Items in green font are future hyperlinks. They are simply placeholders for future information, and will become actively linked as the information becomes available.

4 GOAL 1: PROMOTE OPPORTUNITIES AND INITIATIVES THAT FOSTER STAFF SUCCESS A. Achieve Triple Crown Accreditation The agency has achieved the highest professional standards in the industry, leading to increased employee satisfaction, confidence and safety, as measured by employee survey responses and decreased complaints, decreased agency liability. See our Accreditation timeline and impact on liability B. Ensure civilian and uniformed staff are trained and have increased awareness and skills to perform in their roles More conflicts are diffused or resolved through the use of verbal commands and command presence Greater knowledge and increased skills result in improved performance of duties, as measured by fewer complaints and instances of misconduct. Online learning opportunities result in additional learning, and improved use of time and resources as measured by participation in courses and participant feedback. Pass any audits related to ACA accreditation Pass any audits related to CALEA accreditation Pass any audits related to NCCHC accreditation See April 2012 ACA Compliance Tally for reaccreditation Conduct administrative staff inspections quarterly at each facility Ensure participation in relevant training opportunities for civilians Ensure participation in relevant training opportunities for sworn staff Integrate topics from IAB statistics into training curriculum Command staff participation in Back to the Front" program Create self-study/online courses for employees Increase Reinforcement Training at COJL and DDC Per Completed self evaluations and final evaluations from the accrediting boards. The percentage of compliance with mandatory and non-mandatory accreditation standards meets or exceeds the minimum requirement for accreditation: ACA minimum: 100% compliant with mandatory standards (60) and compliant with 90% of non-mandatory standards(322) o ACA Accreditation: COJL o ACA Accreditation: DDC CALEA minimum: 100% compliant with mandatory standards (188) and compliant with 80% of non-mandatory standards(1) NCCHC minimum: 100% compliant with applicable essential standards and compliant with 85% of applicable important standards. 4 administrative staff inspections at each facility 100% of civilian staff receive minimum 24 hours of in-service training 100% of sworn staff receives a minimum of 40 hours of in-service training 7 topics integrated and delivered 27 instances where command staff work first line positions for the day in courses offered 42 training sessions each facility

5 GOAL 1: PROMOTE OPPORTUNITIES AND INITIATIVES THAT FOSTER STAFF SUCCESS (CONTINUED) C. increase the level, transparency and quality of communication with staff Conduct regular (monthly)labor/management meetings 12 for the year Increased transparency in the promotional process results in increased staff confidence in the fairness of the process as measured by uniformed employee feedback. Increased access to current information and more opportunities to dialogue regarding issues of relevance, as measured by employee feedback. Regularly update the DSD Intranet Conduct open forum meetings (COJL, Downtown Divisions) Conduct quarterly civilian supervisor meetings Conduct quarterly conference calls or surveys Transparent communication of promotional process via intranet 64 intranet updates for the year 12 open forum meetings for the year each facility 4 for the year 1 each quarter 16 updates for the year Here are a few samples of postings: Promotions Update Q via Intranet Promotional Process Captain via Intranet May 1-2 Promotional Process via Intranet April Promotional Process via Intranet Marc Promotional Process Intranet Briefing Board Established

6 GOAL 2: PROVIDE A SAFE AND SECURE ENVIRONMENT FOR INMATES A. Maintain compliance with Emily s Protocols Conduct training and awareness of Emily s All new employees are trained in Emily s Protocols in Protocols. Ensure staff understands responsibilities new employee orientation. in maintaining compliance with same in their roles. Staff awareness and vigilance and DSD policies result in rapid identification of potential or actual inmate medical condition issues. All such issues are addressed expediently. B. Prevent inmate suicides Vigilance and training result in prevented inmate suicides and demonstrate safety of inmates in DSD care and custody Conduct suicide awareness/prevention meetings 12 meetings C. Prevent escapes Safety of inmates, staff and community is demonstrated through prevented inmate escapes. Escape prevention is included in pre-service curriculum Conduct vulnerability study to assess facility security 100% of sworn staff and Security Specialists receive escape prevention (security) training in pre-service Vulnerability study conducted and conclusions are addressed; indicated modifications are implemented. (Vulnerability re-scheduled for 2013 due to Q4 opening of new housing unit at COJL) D. Increase conflict resolution skills of staff Staff is trained to respond to the warning signs of potential incidents involving inmates with mental health issues; inmate dignity and safety are preserved while situations are defused and proactively resolved with minimal use of force. Provide crisis intervention training classes 40 individuals trained

7 GOAL 2: PROVIDE A SAFE AND SECURE ENVIRONMENT FOR INMATES (CONTINUED) E. Employ practices/policy that observe needs of transgender inmates Introduce and implement transgender policy Train 100% of staff on Transgender Policy in 2012 Policy implemented by Q4, % staff trained by Q4, 2012 The unique needs of transgender inmates are acknowledged and observed in practice and policy, resulting in comparable safety related incidences for transgender inmates as for non-transgender inmates in our care or custody. The Denver Sheriff Department will achieve an international benchmark of best practices with the implementation of its policy that respects the healthcare, protection, access to justice, and accommodation of the transgender inmate. The United Nations Office on Drugs and Crime published benchmark and international recommended practice in its Handbook on Special Needs Prisoners, pages F. Employ practices/policy that are consistent with appropriate use of force Implement new Use of Force Policy Policy implemented by Q4,2012 The Department s Use-of-Force policy and practice respects the right of the inmate to be free from excessive force, and the commitment of the Department to use the least amount of force possible in a given situation. This policy and practice is reflected in an overall reduced use of force and an increase in utilization of conflict de-escalation approaches, including the use of verbal commands and command presence, and results in fewer sustained complaints relative to use of force. G. Employ practice and policy that observes the unique needs of the aging inmate population The Committee on Aging Inmates assesses, makes recommendations and takes actions that respect the unique needs of this growing population; the Committee s accomplishments inform policy and help ensure the well being of this inmate population. Implement new Aging Inmate Policy The Denver Sheriff Department will achieve an international benchmark of best practices with the implementation of its policy that respects the healthcare, protection, access to justice, and accommodation of the aging inmate. The United Nations Office on Drugs and Crime published benchmark and international recommended practice in its Handbook on Special Needs Prisoners, pages Policy implemented by Q4, 2012

8 DSD supports an informed citizenry, which provides a foundation of understanding and working effectively together. According to informal citizen surveys and feedback, providing more and easier access to information fosters greater understanding between DSD and those we serve, creates a better informed public, and helps ensure the security and safety of our citizens. GOAL 3: IMPROVE COMMUNITY RELATIONS A. Provide adequate information to the public Keep DSD (public) Internet website updated with relevant and 4 updates complete timely information Create online inmate search for public Provide direct access for public to VINE system See the link for Inmate search from our website Go search for an inmate now No. of times accessed by public in Q1 2012: 56,408 No. of times accessed by public in Q2 2012: 194,375 See what the VINE link looks like from the Department s public webpage -or- Learn about VINE Frequently Asked Questions -or- Register to be notified through the VINE system B. Participate with our communities in their activities Join in/participate in Denver s community events 25 events in 2012 See the events The Value of Community Interaction Citizen feedback C. Educate/increase awareness of the public with regard to Denver Sheriff Department Participants understanding of the department and its operations are increased, resulting in a more aware and engaged youth and public, as determined by participant survey. Increase and promote the DSD Mini Youth Academy Conduct a DSD Citizen s Academy (to be held in third quarter, 2012) 44 participants 1 Citizen Academy delivered in 2012 (October)

9 GOAL 3: IMPROVE COMMUNITY RELATIONS (CONTINUED) D. Engage the public through active and 4 Discipline Advisory Group meetings appropriate participation with DSD Community Member Inclusive Committees As determined by participant survey (committee members), and user surveys (social media users) community better understands the department and the vital contribution of community in participating with DSD in policy formation, exchange of ideas and information, and the exchange of diverse viewpoints. Committee participants feel valued as their opinions and suggestions are considered and incorporated into policy to the extent possible, and see their contributions reflected in progress. Understanding and engagement between community and DSD is enhanced. The Department is enriched by such community partnering. Maintain participation of community members in Disciplinary Advisory Group (DAG); conduct DAG Steering Committee meetings Implement Social Media Policy Policy implemented by Q4, 2012

10 GOAL 4: REDUCE RECIDIVISM A. Increase participation and successes in Maintain participation of inmate Life Skills participants 275 participants inmate education/training programs that are shown to help reduce recidivism through Increase number of male R.I.S.E. (Recovery In a Safe 60 male program graduates increased coping and life skills Environment) program graduates RISE and Recidivism Rates There is a lower recidivism rate among R.I.S.E. graduates of as compared to the recidivism of our overall inmate population, indicating a continued and significant impact of the program on the success of offenders returning to the community. Increase number of female R.I.S.E. program graduates 15 female graduates B. Increase participation and successes in inmate education/training programs that increase inmate job skills and/or postrelease employability and help reduce recidivism Results are reflected in the *cost avoidance of re-incarceration for 1 year report (posted at year-end). *Based on a formula developed by the Office of Program Policy Analysis and Government Accountability (Report Number 00-23, page 48), cost avoidance is derived by multiplying the number of inmates who complete a program by the reduction in recidivism percentage (difference in completers and noncompleters) and multiplying this number by the annual incarceration rate Increase participation in GED program Increase number of inmate graduates in GED program Increase number of inmates associated with Job Readiness program Increase the number of inmates passing ServSafe Implement an aquaponics program Implement Prison Industry programs 700 inmates participate 50 graduates By Q3, 2012 By Q4, 2012 Prison industry certification

11 GOAL 4: REDUCE RECIDIVISM (CONTINUED) C. Beyond training/education, assist inmates in Increase the percentage of females in the Community 80% have obtained documents prior to release their readiness for release by facilitating Corrections Program who have obtained ID and Social processes and providing resources prior to Security cards prior to their release release Denver Homeless Transition Increase the percentage of inmates in the Denver Homeless 50% of participants are employed upon release Program (DHTP) and Recidivism Transition Program who are employed when they reach their Maximum Release Date Increased efforts to assist inmates in the resources needed to successfully transition back to communities results in more successful inmate transitions (as measured by reduced recidivism) D. Regularly evaluate and make adjustment to inmate programs to optimize impact on recidivism Regular evaluation of Inmate Programs results in valid model for and assessment of return on investment for these programs (expenditure of resources versus impact on recidivism), and provides for continual improvement as we examine local and national success trends. Such evaluation helps ensure that programs yielding the best gains in terms of results are supported and grown, that inmates avail themselves of the programs that will best help them avoid returning to incarceration. Inmate Program Steering Committee regularly convenes to evaluate inmate programs and correlations to recidivism 4 meetings in 2012

12 GOAL 5: EFFICIENTLY ADMINISTER CITY & COUNTY CRIMINAL JUSTICE SERVICES A. Understand and improve statistical efficiencies and applications DSD Statistical Workgroup evaluates and addresses critical issues relative to statistical needs, applications and impact on efficiencies 4 critical issues addressed in 2012 An increased capacity for analysis allows the Department access to information for making impactful improvements and informed decisions about operations resulting in greater efficiency and/or cost savings B. Improve TMU Efficiency As measured by user survey, TMU projects and tasks completed significantly and positively impacted ability to perform duties. C. Meet all fiscal and fiduciary responsibilities The control of expenditures and generation of revenue and greater efficiencies result in savings to taxpayers and increased public confidence in DSD as a steward of taxpayer monies. D. Improve IAB efficiency Gained efficiency measured in terms of time/dollars saved. Increase the number of tasks or projects closed per month Increase processing fee collection/revenues Optimize savings of Denver Health services delivery Meet storage and towing budgeted revenue for the VIF Control expenses to achieve under budget performance Shorten the time case opens to the point sent to Chief Shorten the time for complete division chief command review Shorten the number of days for OIM to review case and make recommendations on formal investigations, and for IA to implement/decline those recommendations 6 per month Increase by $20K Percentage saved per month (offset equals 6% of operating budget) $2.5M See our financial dashboard for progress on these measures Under budget financial performance in % of cases 6 months 75% of cases 21 days As of second quarter % of cases 14 days