The URL can be used to link to this page

Home My WebLink AboutPACKET Public Safety Committee 2002-10-23PUBLIC SAFETY AGENDA PACKETS ~ _~200-1_1_2002 - +Ai.,<9'. '. A Â·-*/' / %*4Â·~ Â· 1 P -. 4,4.ULT ,/' , , 4 -64Â· . /.1,~l. U I :'~ ' i : i:Â·1.e. 1 ./ Â¢ 1Â·04.4 Â·B 4 .0 f 6.44 Ii,<4 ' Â· 1 . , r .â€¢6 TOWN OF ESTES PARK PUBLIC SAFETY COMMITTEE AGENDA October 23,2002 4:00 P.M. POLICE DEPARTMENT Action 1. Fines & Fees Schedule Changes from Support Services Manager Cherie Bartram - Approval Requested 2. Adopt 2003 & 2004 Goals & Objectives - Approval Requested 3. CAD/RMS Improvement Project 2003 - Approval Requested 4. Purchase Patrol Car - Approval Requested AA Reports -1 1. Officer Commendations - Sergeant Eric Rose and Detective -enney 2. Citizen Commendations - Tony and Matt Reihing FIRE DEPARTMENT 1 , \ /U _. 4' O 4356 I 21 3 Action 1. None ~~Ald*-- (ld/,1222.6 Reports U lai 1. Rescue Squad Pre-construction Meetin 1 CRS- 2. Dry Hydrant Installed 3. Pump and Aerial Inspections 4. ISO Test Update "NOTE: The Board of Trustees (or Public Safety Committee) reserves the right to consider other appropriate items not available at the time the agenda was prepared." 7: Ill TOWN OF ESTES PARK PUBLIC SAFETY COMMITTEE AGENDA October 23,2002 4:00 P.M. POLICE DEPARTMENT Action 1. Fines & Fees Schedule Changes from Support Services Manager Cherie Bartram - Approval Requested 2. Adopt 2003 & 2004 Goals & Objectives - Approval Requested 3. CAD/RMS Improvement Project 2003 - Approval Requested 4. Purchase Patrol Car - Approval Requested Reports 1. Officer Commendations - Sergeant Eric Rose and Detective Jim Kenney 1 2. Citizen Commendations - Tony and Matt Reihing FIRE DEPARTMENT Action 1. None Reports 1. Rescue Squad Pre-construction Meeting 2. Dry Hydrant Installed 3. Pump and Aerial Inspections 4. ISO Test Update "NOTE: The Board of Trustees (or Public Safety Committee) reserves the right to consider other appropriate items not available at the time the agenda was prepared." I .T I . vÂ»Lu - - : Estes Park Police Department 1.10 --'.-- To: Chairman Steven Gillette and Public Safety Committee Board Members Fron. Lowell C. Richardson, Chief of Police CC: Town Administrator Richard Wktmer Date: 10/21/2002 Reg Fines and Fees Schedule Background The Estes Park Police Department Records Unit provides a myriad of services for the general public related to the release of information and providing other administrative services as required. Fines and fees charged to dtizens for copies of reports, retrieval and transcription of radio communication tapes, administering breathalyzer tests and fingerprinting was reviewed by Support Se,vices Manager Bartram. A comparison study was conducted of four agencies, Larimer County Sheriff's Department, Ft Collins Police Department, Loveland Police Department and Aurora Police Department which revealed our agency is well below in the majority of fees charged for services provided by a police records unit. (Please see attached report) Budget/Cost None Recommendation To implement the new fines and fee schedule beginning January 2003. 1 ESTES PARK POLICE COMMUNICATIONS Ic 30 To: Chief Lowell Richardson From: Cherie Bartram Date: 10/22/02 Re: Records Fees Background: The Support Services Division of Estes Park Police Department currently follows a fee schedule, which was last approved by the Public Safety Committee in the mid 1980's. Current Situation: In the past several years, the department has received more requests from citizens that require doing a search of the databases and taped transcripts of radio transmissions. Most of these requests are due to higher public awareness and citizen involvement in the community as well as our department having the capability of generating such reports through our computer systems. The special search requests, transcribed taped radio and phone calls and regular report requests are handled through our Records Technician or the Support Services Manager. Our fees for reports are extended to all citizens requesting copies except for motor vehicle accidents, in this instance; those involved in the accident are not charged a fee. Our current fee schedule is as follows: Report Copies / per report $ 2.00 10+ pages /each additional page $ 0.25 Archived Records < 3 years $ 5.00 Dispatch Tapes $ 25.00 Local Background Checks $ 5.00 Special Search Fees $ 20.00 Certified VIN Checks $ - Fingerprints $ - PBT Breath tests $ - Copies of RSO lisUper page $ - 1 1, , Research: The fees charged for these services have remained virtually unchanged over the past fifteen to twenty years. Cost of equipment, supplies, overhead and employee salaries has increased over this time period, which translates into higher operating costs for the department. On an average, it takes approximately fifteen minutes to pull a report, one hour to find, tape and transcribe a dispatch tape and one hour plus for special searches and archived searches. Not calculated the daily cost of doing business, our hourly rate of the Records Technician and Support Services manager, these salaries are averaged at $5.80 per fifteen minutes of time. Using fifteen minutes as a baseline for time, the average report (that has not been archived) takes approximately fifteen minutes to pull, copy and prepare for release in accordance with the Open Records Laws for the State of Colorado. Special searches and other requests generally take thirty to sixty minutes. Other agencies researched charge fees for reports ranging from $1.25 per page to $7.50 per report, under 10 pages long. Larimer County Sheriffs office charges a non-refundable search fee of $7.50 and Ft. Collins charges $5.00. Loveland charges all citizens $10.00 for fingerprinting and $20.00 for I VIN checks. Aurora Police charges $7.00 for records requests; Denver is $5.00 for the search and an additional $2.00 per page. Recommendation: After researching other agencies and studying current practices I feel our agency should adjust our current rates to $10.00 per report, to take effect January 1, 2003. This rate reflects the $5.80 per fifteen minutes of personnel time and the normal operating expenses (paper, ink, postage, computer usage etc.) The reason for the higher rate is that in addition to the rate adjustment, I recommend that the practice of charging victims of crimes be eliminated. All victims of crimes and all subjects listed on accident reports should be exempt from paying a copy fee, although they will still be required to complete the paperwork when requesting the report. In addition to this adjustment, I also recommend that we charge for copies of the Registered Sex Offender log, certified VIN checks and non-residential citizens requesting fingerprinting. Please review the following proposal for recommended fees: 10+ pages /each additional page $ 0.50 Archived Records < 3 years $ 10.00 Certified Transcripts of Tapes $ 35:00 Certified VIN Checks $ 10.00 Copies of RSO lisUper page $ 2.00 Fingerprints $ 10.00 Local Background Checks $ 10.00 PBT Breath tests $ 2.00 Report Copies / per report $ 10.00 Searches over 1 hour $ 20.00 Special Search Fees $ 20.00 Transcribed Dispatch Tapes $ 25.00 â€¢ Page 2 ' E 1 I The charges for special searches, local background checks and dispatch tapes are meant to offset the overall costs of providing the service. This price includes the direct and indirect costs relating to personnel and operating costs. The cost for a Portable Breath Test (PBT) covers the price of the officer's time and the required equipment. Fingerprinting for citizens is frequently performed at the police department. With photo identification showing proof of residence inside the town limits of Estes Park, there would be no fee. Conclusion Please let me know if you have any additional research you would like added to this proposal prior to submitting it to the Public Safety Committee in October. Current Proposed 10+ pages $ 0.25 $ 0.50 Archived Records < 3 years $ 5.00 $ 10.00 Certified Transcripts of Tapes $ - $ 35.00 Certified VIN Checks $ - $ 25.00 Copies of RSO list/per page 3 - $ 2.00 Dispatch Tapes $ 25.00 $ 25.00 Fingerprints $-$ 10.00 Local Background Checks $ 5.00 $ 10.00 PBT Breathtests $ - $ 2.00 Report Copies / per report $ 2.00 $ 10.00 ' Searches over 1 hour $ 20.00 $ 20.00 Special Search Fees $ 20.00 $ 20.00 Records Technician hourly pay 17.18 Support Services Manager 29.22 Averaged Cost Per hour 23.20 â€¢ Page 3 , 10. COPIES OF REPORTS Available for release to the public Monday through Friday 8:00am - 5:00 pm Guidelines: * Copies of police reports are to be released by record's personnel only. * Requests for copies must be processed in 72 business hours (per State requirements) * Payment must be received prior to search being conducted. * Police reports may only be faxed to another criminal justice agency. * Prior to releasing reports to the public, all Colorado Open Records Laws must be met. Fees: No charge for the following: Victims of crimes (when listed on the report) Subjects involved in Motor Vehicle Accidents Social Services / Mental Health Any other Criminal Justice Agency Reports from current year plus 3: Reports: $10.00 for the first ten pages Over 10 pages: .50 each page Special Searches over one hour: $ 20.00 (This fee is in addition to all other applicable fees) Reports over 3 years old: Microfilmed records $10.00 each. Local Background Searches: $10.00 This letter includes a search into the Records Management System for Estes Park contacts only. The requester will receive a letter based on name and date of birth provided which will give the information of all contacts as eligible for release by Colorado law. Transcribed Dispatch Tapes: Transcribed tapes: $25.00 / hour Certified Transcripts: $35.00 / hour Fingerprints: No charge to Estes Park residents who can show proof of residency with a photo ID Non Residents: $10.00 / each Certified VIN Checks: $25.00 PBT Breath tests: $ 2.00 / each occurrence Copies of RSO List: $2.00 / per page Exact Change and Checks only are accepted. State Statutes govern the release of police records, both criminal, civil and internally. See section C.R.S. for additional information on RECORDS RELEASE and in this manual for in-depth detail regarding restrictions on release, especially cases addressing sexual assaults, involving juveniles, at risk adults and mental health cases. Approved Communications Supervisor Date Approved Chief of Police Date â€¢ Page 4 Comparisons Ft Collins Copies of reports $5.00 Over 10 pages $1.00 per page Records Check $5.00 Mail in Requests $5.00 Certified Copies of report $5.00 RMS Search $5.00 Spedal Searches $10.00 / per M hour Complex Searches $25.00 / per 1/6 hour Dispatch Recordings $23.00 minimum Loveland Copies of reports no fee for people involved +20 pages $1.00 / per page Certified copy $2.00 additional fee Finger Prints $10.00 Vin Checks $20.00 Records Check $3.00 Spedal Searches $20.00 per hour Additional hour $10.00 per M hour Photographs $15.00 processing plus $1.00 per photo Dispatch Recordings $ no charge- Larimer County SO Copies of Reports $7.50 Records Checks $7.50 non-refundable search fee Archival searches $9.00 per hour Denver Police Dept. Copies of reports $5.00 Records checks $5.00 non-refundable search fee + $2.00 per page Local Check $12.00 per request + $2.00per page â€¢ Page 5 Estes Park Police Department Memo To: Chairman Steven Gillette and Public Safety Committee Board Members From: Lowell C. Richardson, Chief of Police CC: Town Administrator Richard Widmer Date: 10/22/02 Re: Goals and Objectives Background The police department is setting their bi-annual goals for the 2003/2004 year. The process used to establish these goals included interviews of all employees, a goal setting retreat and staffing of ~ department goals. The department selected five goals for the next two years; please find attached a draft copy of those goals. BudgeUCost No direct budget impact for implementation of goals. Some of the goals may require funding for a project in the future. Recommendation It is recommended the police department implement these goals and include as part of the department's strategic plan and as part of their overall plan of operation for the next two years. 1 ESTES PARK POLICE DEPARTMENT MISSION STATEMENT The Estes Park Police Department exists to provide exemplary law enforcement services. We are i committed to be in partnership with our community: its youth, seniors, families and visitors. We are ambassadors to all and maintain a positive work environment for our employees. INTRODUCTION This document is the result of a collaborative effort by all department members who provided input and recommendations for developing organizational goals and objectives for the Estes Park Police Department. Twice each year in a one on one setting with the Chief of Police, department employees are afforded the opportunity to present their ideas regarding subject matter for improving organizational effectiveness. The results of those meetings were used to develop this document. A leadership retreat comprised of all department supervisors and managers was conducted in July of 2002. At this retreat, the leadership staff was presented with the ideas and suggestions each department member provided during their one on one meetings. Prioritizing all ideas that possessed commonalities for achieving the department mission Five Department Goals were developed for the next two years. These goals are in alignment with the biannual budget I process. Each goal is prefaced with a statement, objectives for achievement, who is responsible for accomplishment and a target completion date. These goals and objectives will be reviewed quarterly each year to measure progress towards goal achievement. Dependent ~ on external and internal factors, these department goals could possibly change in direction and focus, however, department management will strive for maintaining the initial intent of ~ each goal in most instances. This goal development process was selected as the best method for providing organizational direction in establishing department unity and consistency of effort. As part of our overall strategy, the development of our goals and objectives shall be an intricate operating component for the Estes Park Police Department. This process intends to guide all department members towards quality improvement in the delivery of services for our customers 'The Estes Park Community." The Estes Park Police Department is committed to achieving a standard of excellence in policing by constructing an organizational foundation built on: -+ Community Partnerships -+ Providing Competent Professional Basic Policing Services -+ Training and Development of Personnel -+ Competent and Effective Leadership These four cornerstones are believed to provide the greatest opportunity to transition the Estes Park Police Department from an ordinary organization to an "Organization of Excellence." GOAL ONE DEVELOP CONSISTENT QUALITY LEADERSHIP The Leadership team of the Estes Park Police Department identified their abilities to lead department members as critical to achieving the overall mission of the department. We recognize several qualities and traits are necessary for achieving this goal. As members of i the department who perform formal roles as supervisors and managers within the department, we acknowledge the differences between Management and Leadership. We have determined Quality Leadership significantly outweighs effective management and are committed to improving our abilities to lead through fair and consistent practices. We recognize all employees are community role models and as such, require leadership 1 development as well. The following objectives present who is responsible for accomplishing the number One Goal of the Department. GOAL ONE OBJECTIVES DEVELOP CONSISTENT QUALITY LEADERSHIP Objectives: 1. Each day we must set the example for all department members by setting the standard as role models within the department demonstrating and practicing the following behaviors: a. Coach and mentor for all department members. b. Approachable for each department member. c. When applicable we are participatory in decision-making issues with department members. d. Demonstrate a positive sincere attitude within the work environment each day. e. Doing things right and doing the right thing. Responsib/e for accomp/ishment: A# emp/oyees. This goa/ is identified as an ongoing goal for the Leadership Staff and a// members of the Department. 2. Through training and education, members of the leadership team will receive annual training specifically for developing skills in our attempt to achieve excellence in Leadership. i a. All supervisors and managers will attain the basic educational requirements to hold their current positions as determined by the Town's i position description. b. To ensure all department leaders attend a contemporary course of training each year for the purpose of developing and fine tuning leadership skills. c. All employees will receive annual training to develop their leadership skills as community role models. Responsib/e for accomp/ishment: Chief of Police, Police Commanders and Support Services Manager. Completion by 12/04. 3. Develop and implement a reverse evaluation instrument for all managers and supervisors to be administered each year. This instrument will be distributed to all employees within the department through an anonymous process at the end of each year. The manager or supervisor's leadership abilities will be assessed by their immediate team members. The supervisor or manager's immediate supervisor will include the results of the reverse evaluations with the annual evaluation process for developing their skills and abilities as department leaders. All employees will complete a reverse evaluation of the Chief of Police. a. The results of this instrument will be provided to the Town Administrator to evaluate the Chief of Police, the Chief of Police will evaluate the Police Commanders and Support Services Manager, and the Support Services Manager and Police Commanders will evaluate all supervisors. Responsib/e for accomp/ishment: Chief of Police. Completion by 12/03. GOAL TWO IMPROVE INTERNAL AND EXTERNAL COMMUNICATIONS PROCESSES All department members concluded how information is disseminated throughout the organization and to the community is critical for day to day operations within the police department. In light of the ~ number of changes currently underway within the department and the prospect of more changes for the future it was determined sharing information, distributing changes and communicating those changes as essential to maintaining organizational harmony. With the exception of personnel I matters, sharing information with department members is identified as an appropriate practice. To achieve this goal the following objectives are established: GOAL TWO OBJECTIVES IMPROVE INTERNAL AND EXTERNAL COMMUNICATION PROCESSES Objectives: 1. Distribute to all department members a list of the formal communication mediums to be used for disseminating information within the police department and the Town. a. The Police Chiefs Administrative Assistant is responsible for this goal. Completion by 3/03. 2. Ensure weekly that relevant information is distributed to all personnel within the department. a. The Police Chiefs Administrative Assistant is responsible for this goal. Completion by 3/03. 3. Before implementing operational change, all employees will be informed through a department wide meeting or other appropriate method. a. The Chief of Police is responsible for this goal. This is an ongoing goal. 4. Develop and Update Department Policies and Procedures. a. The Administrative Commander and Chief of Police are responsible for accomplishing this objective. Completion by 6/03. 5. Development of a Comprehensive Five Year Strategic Plan. a. The Chief of Police and the Strategic Planning Committee. Completion by 3/03. I GOAL THREE ACHIEVE PROFESSIONAL ACCREDITATION Development of professional policing standards for the department provides members with support in performing daily tasks and functions when providing police services to our community. The development of these standards outlines proper function and process for specific police related activities. This allows our agency to receive recognition as a professional agency at a i statewide level. The Colorado Chiefs of Police Association provides a process to attain professional accreditation at a state level. Therefore, the Estes Park Police Department will move forward in our efforts towards professional accreditation. GOAL THREE OBJECTIVES ACHIEVE PROFESSIONAL ACCREDITATION Objectives: 1. Develop department policy and procedures that are in compliance with CACP accreditation standards. a. The Administrative Commander and Chief of Police are responsible for this j objective. Completion by 6/03. 2. Submit application for accreditation and all required documents to CACP. a. The Administrative Commander is responsible for this objective. Completion by 4/03. 3. Schedule accreditation assessment with CACP. a. The Administrative Commander is responsible for this objective. Completion by 11/03. 4. Ensure police facilities and work areas are prepared for assessment review. a. All department members are responsible for this objective. Completion by 11/03. 5. Receive CACP professional accreditation. a. The Chief of Police and Administrative Commander are responsible for this objective. Completion by 7/04. GOAL FOUR RECRUITMENT OF QUALITY PEOPLE Recruitment of the right people for our organization is an ongoing process that affects all members of the department. Staffing shortages attributable to employee turnover impacts our ability to provide services at a minimum level. Developing a comprehensive recruitment strategy for sworn and non-sworn positions within the department increases the opportunity to recruit employees who bring a long-term commitment to the Estes Park Police Department. GOAL FOUR OBJECTIVES RECRUITMENT OF QUALITY PEOPLE Objectives: 1. Solicit, select and assign department members to participate on a recruitment team responsible for designing and implementing a department wide recruitment 1 strategy. a. Department supervisors are responsible for this objective. Completion by 3/03. 2. Develop a recruitment practice for soliciting potential employment candidates through non-traditional methods. a. Recruitment Team is responsible for this objective. Completion by 6/03. 3. Develop a consistent interview process applicable for sworn and non-sworn positions alike. a. Recruitment team is responsible for this objective. Completion by 7/03. 4. Identify and select a written test for sworn and non-sworn personnel; the testing instrument must be job relevant. a. Recruitment Team is responsible for this objective. Completion by 8/03. 5. Identify and select a recruitment instrument that measures employee candidate's basic skills in reading, writing, reasoning and decision making. The instrument should I measure the candidate's interpersonal skills as well. a. Recruitment Team is responsible for this objective. Completion by 9/03. 6. Implement the selected recruitment practices. a. Recruitment Team responsible for this objective. Completion by 11/03. GOAL FIVE IMPLEMENT COMMUNITY WIDE POLICING INITIATIVES The implementation of EPPD's Community Policing philosophy encompasses a broad range of services for our community from all levels within the police department. This goal will focus on community i partnerships, technology improvement projects, training, and development of all department members. The objectives to achieve this goal are: GOAL FIVE OBJECTIVES IMPLEMENT COMMUNITY WIDE POLICING INITIATIVES Objectives: A. Evaluate our current community partnerships with; Police Volunteers, Police and Businesses In Partnership, Blue Santa, Riverside Plaza, Youth Center, Restorative Justice, P.A.C.K., Estes Valley Community Services Coalition, S.A.L.T., R-3 School District, Estes Valley Interfaith Council, Estes Valley Victims Advocates, and Estes Valley Multi-Cultural Conriections. Identify current department member involvement, effect and results of department involvement, and possible improvements for enhancing agency participation. Create a list of department members who are actively involved in community partnerships. Develop a list of all members not involved for future assignment. Where applicable, design and develop reoccurring training and development sessions. B. Design, develop and implement comprehensive strategies, policies and procedures outlining department Community Policing philosophy and initiatives. a. Police Commanders, Support Services Manager and all Supervisors responsible for this objective. b. Completion by 3/03. C. Design a comprehensive technology systems improvement program capable of improving our ) records management system, wireless communication capabilities (in car computers), crime mapping and GPS tracking. Identify the most cost effective methods to achieve and identify alternative funding sources for project implementation. Design a comprehensive ~ implementation strategy to include agency wide training. a. Support Services Manager and Administrative Commander responsible for completion. b. Completion by 12/03. D. Utilize the free training services of the Colorado Regional Community Policing Institute and host at a minimum one CRCPI training class in 2003 and 2004. a. Administrative Commander and Patrol Sergeants responsible for completion. b. Completion 3/03 and 3/04. E. Seek reoccurring appointments to the CRCPI Board, L.E.T.A. Board and Community Corrections Board when terms expire. a. Chief of Police responsible for this objective. b. Completion is ongoing. .. OUTCOME OF ONE ON ONE MEETINGS WITH CHIEF OF POLICE The information provided resulted from the last meetings conducted in 2002 with the Chief of Police. The information is presented in summary format. Those topics of similar subject were combined for the sake of brevity. Topics Discussed: i â€¢ Budget â€¢ Perspective of responsibility â€¢ Point of focus I â€¢ Surcharge â€¢ FTO training for FTC)'s â€¢ Salaries â€¢ Locker room â€¢ Bumpy changes â€¢ Cumbersome C.A.D. â€¢ Rough year â€¢ Morale - Immaturity & Problems of some â€¢ Quality of personnel lack of ownership â€¢ People being part of the solution â€¢ Splitting of supervisor duties for communication center â€¢ Sense of rigidity within organization structured ~ â€¢ Tight framework to complete changes â€¢ Mixed messages concerning managing officers cases â€¢ How to manage pending cases within department â€¢ Things not happening quick enough â€¢ Ability to accomplish changes within department in a timely manner and get it right the first time â€¢ Not looking forward to coming to work â€¢ Genuineness of supervisors towards officers â€¢ Leadership supervisors afraid to make their own decisions because they want to please the chief â€¢ Schedules, meeting conflicts, meetings interfere with scheduled days off â€¢ Staffing shortages â€¢ Consistency from supervisors interpreting policies and procedures â€¢ Support and communication throughout the department â€¢ Application of change and why change communicating change right way â€¢ Selling long term vision of chief â€¢ Communicating goals of department â€¢ Communicating changes in duty assignment â€¢ Inconsistencies of communicating when directly contradicts previous communiqu6s â€¢ Provide all information â€¢ Scheduling of patrol â€¢ Communication breakdown â€¢ Time off on days off â€¢ Relationship with park â€¢ More staffing - â€¢ Evaluate using CSO's in records â€¢ Communications flow of what is happening with change â€¢ Getting staff meeting minutes to all employees â€¢ When will we start using restorative justice , â€¢ Communicating procedural changes then following those changes â€¢ Evidence lockers, drop slots, dropping found property in bond lockers â€¢ Communications flow more organized with everything â€¢ Morale â€¢ Schedule bidding practices â€¢ Continuity of supervision through schedule â€¢ Special events notification before the day it happens â€¢ Merit system â€¢ Garcia ruling â€¢ No supervisors standing up for us! â€¢ When discipline administered make sure the punishment fits the violation .. LEADERSHIP TEAM TOPICS These are the responses by the department leadership team to the issues and topics presented by all department employees to the Chief of Police. Current formal leadership within the department wanted to see their efforts directed towards the following topic matters: Topics: â€¢ Finish school â€¢ Define vision â€¢ Department staffing â€¢ Raise level of professionalism â€¢ Retrain trainers â€¢ Make work enjoyable â€¢ Unified leadership â€¢ Training â€¢ Pay comparison step system â€¢ Job description redefine â€¢ Strategic plan â€¢ Policies and procedure clarification â€¢ Takeover computers â€¢ Improve reporting system â€¢ Empower people 1 â€¢ Change schedule â€¢ Improve leadership skills I â€¢ Build & develop integrity â€¢ Change personnel who fail to respond â€¢ Sell pd to town board â€¢ Be proud of pd â€¢ Willing and active participant within department â€¢ Evolve â€¢ Be growth oriented â€¢ Loyal â€¢ Good follower â€¢ Wisdom â€¢ Compassionate â€¢ Empathetic â€¢ Fair â€¢ Consistent â€¢ Very high energy â€¢ Confident â€¢ Decisive Â· Empowering â€¢ Creative â€¢ Innovative â€¢ Responsive â€¢ Trustworthy â€¢ Honest â€¢ Motivator â€¢ Respectful â€¢ Caring â€¢ Integrity â€¢ Unselfish â€¢ Approachable â€¢ Knowledgeable â€¢ Humble â€¢ Contributor â€¢ Ethical â€¢ Dynamic â€¢ Relation oriented Â· Personable â€¢ Directs â€¢ Sets example â€¢ Mentor â€¢ Vision â€¢ Assists â€¢ Nurtures â€¢ Dependable â€¢ Listens â€¢ Leader of teams â€¢ Teacher â€¢ Gets things done â€¢ Participatory â€¢ Goal oriented â€¢ Interested â€¢ Excited about organization a cheerleader for agency i Estes Park Police Department * 4. . 4 Memo To: Chairman Steven Gillette and Public Safety Committee Board Members From: Lowell C. Richardson, Chief of Police CC: Town Administrator Richard Widmer Date: 10/22/02 Re: CAD/RMS Project Background 1 Due to the pending county wide upgrade of the records management system and the computer aided dispatching system the Support Services Manager was directed to provide an analysis of our current communications and reporting systems. It was determined that wireless technology for mobile computing would increase efficiencies in our reporting systems and reduce workload of staff. Based on this information, staff researched and located federal funding dollars through the Edward Byrne Memorial Systems Improvement Grant Project sponsored by the Department of Justice. This grant is a 75% / 25% 12 month matching grant that allows law enforcement agencies to initiate technology system improvements. The grant application process begins in November of 2003 and funds will be awarded in 2004. The funds to be used to match the cost of the project would be the funds required to pay for our agencies portion of cost to the Larimer County Sheriff's Department. This project would put laptop computers in each patrol car. The officers could then write police reports and send them directly to records for processing from the patrol car via a wireless modem connection. Officers could issue citations and print a copy of the ticket on scene by swiping the driver's license. A GPS tracking system would be installed in each patrol car; this allows dispatch to monitor all on duty cars by location using the mapping component of the CAD system. Officers would be able to track each other by GPS as well. Finally, officers would have the ability to conduct drivefs license checks and clearing drivers without having to use dispatchers. The entire project includes paying for the Larimer County fees for their CAD/RMS system, laptop computers, GPS tracking, Magswipe, printer, initial wireless fees and installation costs. BudgeUCost Actual budget expense would $42,000. The total project cost is $166,600.00. Other costs would include annual wireless fees of $3,600. Recommendation Staff recommends applying for the Byrne Grant otherwise, this project is cost prohibitive at this time. 1 Technological Assessment 2002 Current Equipment: Overview: All offices in the patrol section of the police department, including investigation have computers with Microsoft 2000 products installed, access to the server for report storage, Outlook for E-Mail and Internet Explorer. The ability to access the Internet will prove very helpful in the future as all sworn personnel are trained in the query functions of CBI as the Estes Park Police department was among the early installations in the state to receive the CBI on line upgrade. Investigations and the administrative assistant have access to SCAN, the records management system shared with Larimer County Sheriff's Office. The Patrol Commander has access to CAD, not SCAN. The Support Services Manager, communications and records sections have access to all available resources. The Police Department is working in conjunction with Larimer County Sheriff's Office for a new RMS/JMS and CAD vendor. The RFP is completed and bids will be accepted with an aggressive install date of October 2002. There are also several printers, both with and without network capabilities, scattered throughout the department. The Town has a committee whose purpose is solely to identify computer hardware and software upgrades. There are no representatives from the police department on this committee. Equipment: Computers Dispatch: â€¢ Three computers fully interfaced with CAD, SCAN and Microsoft products. Two computers in each in the following offices: â€¢ Investigations â€¢ Shared patrol work area. One computer each in the following offices: â€¢ Chief â€¢ Operation Commander â€¢ Patrol Commander â€¢ Administrative Assistant â€¢ Investigations â€¢ Sergeants shared space â€¢ Records â€¢ Support Services Manager Printers One non-network printer in each ofthe following offices: â€¢ Investigations â€¢ Sergeants â€¢ Chief â€¢ Operation Commander â€¢ Patrol Commander â€¢ Records â€¢ Communications (plus one printer for CBI) Page 1 of 5 10/22/2002 Submitted by: Cherie Bartram One network printer in each ofthe following offices: â€¢ Administrative Assistant â€¢ Patrol Work Room â€¢ Support Services Manager Shared Software: â€¢ Windows 2000 pro â€¢ Print Track CAD â€¢ SCAN - RMS â€¢ Internet Explorer Assessment of Current Practices: Reports The paper flow for police reports has been vastly improved in the last 8 months with procedure changes. With the current equipment and software available at the police department however, the paper flow is somewhat slowed by the lack of interconnect ability. Officers are able to type ' reports on Word and save them on the Server, however they must be in the patrol room to do so. Supervisors at alllevels have the ability to review the typed reports on the server from their office computers, and put them into read only mode. Although this is an improvement in report flow, there is currently no way for other hand written information such as; traffic accidents, summonses and voluntary statements, to be attached to a report or stored on the server. Each incident is entered into CAD and when a report number is requestei a limited amount of the information passes over to SCAN. When the report is received in records, all information pertaining to the case is manually entered into SCAN and when appropriate, manually entered again into NIBRS. The paper reports with attachments are then filed in the records room and held for one year before every record is recorded on disk. The paper records are kept for another two years before being destroyed. Lost & Found Property / Evidence The evidence and found/lost property procedures are all paper based. In order to partially computerize the process, a table in Access could be created for searches using type, date and other search criteria however, at this time, paper would still be essential in tracking the location of each piece of property. A key factor missing in the lost property reports is the link with the Sheriff's office. Often a lost property report will come into our department and the item will be located in the County. Since there is no sharing of data, the found property is taken to the SheriffÂ°s Office Headquarters and our lost property reports remains in our book. Radio / Communications: 1) Communication between dispatch and patrol officers is accomplished on UHF radio band with a Qwest copper wire connecting the municipal building to the Prospect Mountain Tower. Frequently there is interference with the Qwest lines and the radio transmission resulting in loud background noise and bleed over from the municipal channels. 2) Because CBI requires a firewall from agency networks and Estes Park does not have one, dispatch does not have the ability to print CBI information to patrol through the network printer. Since the two sections are separated so far apart, this makes it difficult at times for officers to retrieve the printed information needed in the event of an arrest or switched messages. Officers do not have an ability to obtain CBI checks from their vehicles, however they can access it through the Internet after training has taken place. 4 The RMS system, SCAN, is not user friendly and most officers have not learned to query names for prior contacts. Page 2 of 5 10/22/2002 Submitted by: Cherie Bartram I I â€ž I Software Upgrades: Software upgrades are completed on each computer in the department randomly. Computers are not always updated at the same time and documents are not uniformly moved from the old programs to new. Recommended Equinment Purchases It is recommend that the following equipment is purchased over the next five years and that the department stay current with changing technology. Computer Hardware Estimated Cost Time Line 8 - Mobile Data Terminals $56,000 2003-2004 8 - MDT mounts/hardware Included above 2003-2004 8 - Internal Modems Included above 8 - Mobile printers (B&W) $ 2,400 2003-2004 Wireless connectivity $4,800/year on going 1 - Computer Scanner $ 600 2003 1 - Network multifunctional printer $ 7,000 2005 6 - Computer Upgrades w/CD burners $18,000 2003-2005 1 - Touch Screen Monitor $ 1,000 2006 1 - Network Computer $ 3,500 2006 Software 20 - site licenses for RMS / CAD $ no cost available... negotiated with LCSO Microsoft upgrades as available $ 1000 - 1300 **As Needed Software on MDT for electronic signatures $ cost not researched 2004 - 2005 Other Estimated Cost Time Line Upgrade Radio connectivity to Mt. $ 4,500 2003 Wireless connectivity to Mt for MDT $ 2003-2004 Wire EPPD Channel 2 into dispatch consoles $ 2,000 2003 Base Station upgrade $10,000 2003 Lobby Phone $ 4,000 2003 8 - GPS (1 per vehicle) $1600 - $3200 2005 Firewall for CBI $ 300 - $600 A.S.A.P. * * Upgrades should be uniformly completed for each computer Reports As stated, the department is in process of obtaining a new RMS and CAD vendor. This will allow wireless communications via laptops in the patrol vehicles. A mobile data terminal (MDT) will allow wireless and voiceless communication between patrol and dispatch. Reports can be typed on a template and downloaded to the records section with this equipment. Portable printers will also allow officers to type summons and print for signature. When the software and hardware for electronic signatures is installed, the citizen will still need a copy of their summons or warning. A computer scanner can be used for linking hand written documents such as voluntary statements to the report. Eventually, the department should work towards having the documents completely computerized with the software and hardware to allow electronic signatures for voluntary statements. Page 3 of 5 10/22/2002 Submitted by: Cherie Bartram . t 1, I An interactive RMS will reduce the workload in the records section dramatically. Information will only be entered once and then reviewed with additional NIBRS codes added as necessary. A CD of the NIBRS data can be made bi-weekly or monthly and sent to CBI. Lost & Found Property The RFP for the RMS system that is being researched by the entities involved in the countywide project has a specific piece requiring the successful vendor to have a property module. This module would allow for all incoming objects to have a bar code. The lost property reports will still need to be shared between agencies, however found property could be queried by all. Radio (Communications) Because ofthe problems with the copper wire for the radio, which connects the police department and the radio tower, the department needs to research the feasibility of connecting wireless. This option would eliminate the need for the copper, which has recently caused much interference on radio channels. Along with this, the department must also consider upgrading the current base station located on Prospect Mountain. The current base station is 10+ years old and is overdue for replacement. Global Position Systems should also be installed in each patrol vehicle. This will enable dispatch to know where the unit is at all times as well as assist the officer with locations. Concerns: The initial cost ofthe upgrade could be viewed as unnecessary, however with ~ the wireless connectivity, the hardwire monthly cost of $60.00 would be eliminated thereby paying for the upgrade within four years. CBI- the firewall for CBI's requirements should be purchased and installed as soon as ' possible. This is a relatively inexpensive solution to a situation that is creating unnecessary work for patrol officers and dispatchers. Computers / Printers Many of the computers in the police department are old and will not handle the CAD/RMS upgrade scheduled for later this year or the beginning of 2003. Upgrades for one computer in each area listed would allow all sections of the department to take full advantage ofthe new RMS. In addition to this, one of the computers currently in use and scheduled for replacement in dispatch should be relocated to the fire department and connected by Fiber so that the CAD/RMS can be accessed from the communications backup center. There are currently 11 printers, which should be reduced by halÂ£ It is recommended that there is one network printer in each ofthe following areas: â€¢ Chief / Administrative Assistant - due to confidential issues, this printer should be in one secured area. m Dispatch - â€¢ Communications Manager - In order to secure confidential personnel issues, this printer should be in the manager's office. â€¢ Squad Room/Sgts./Investigations/Commanders - This printer should be kept in the squad room for the easy access from all. When a confidential document needs to be printer by a supervisor, it can be sent to the Chief/Admin Assistant printer. â€¢ Records - This printer would also be used to print data entry off when necessary and provide the front office area quick access to a printer. Lobby Update The current police lobby configuration is not conducive to a friendly customer-service atmosphere. The speaker in the lobby should be replaced with a one-way telephone to dispatch. With the recent console and phone upgrades in dispatch, the only cost associated with this would Page 4 of 5 10/22/2002 Submitted by: Cherie Bartram . be the actual equipment (phone) and the wiring. All backroom equipment is in place for this project. A touch screen monitor and computer in the lobby for citizens to access motor vehicle accident report templates, information on the police department and the Town of Estes Park would also eliminate some ofthe actual questions asked ofthe front office personnel. This phase requires additional planning on the computer committee's part as well as the Web Team. The software for this type of system is not in place. Page 5 of 5 10/222002 Submitted by: Cherie Bartram '. TOWN OF ESTES PARK Inter Office Memorandum October 18,2002 To: Honorable Mayor Baudek, and The Town Board of Trustees From: Lowell Richardson, Dave Mahany Subject: 2002 Vehicle Purchase/Replacement (G-78) Background: This vehicle G-78 has been in the police patrol fleet since 1999. This vehicle will be within the vehicle replacement parameters of 80,000 to 90,000 miles or 4 -4 92 years when a replacement vehicle is received. Budget / Costs: Estes Park Auto Mall : 2003 Dodge Interpid - Police $19,134.00 -$ 7,800.00 Less Trade-in (1999 Crown Vic G-78) $11,334.00 Bid Price Perkins Motor Co. : 2003 Dodge Interpid - Police $19,170.00 -$ 4,000.00 Less Trade-in (1999 Crown Vic G-78 ) $15,170.00 Bid Price Burts Automotive Network: No Response Ghent Chevrolet: No Response Costs: $11,334.00 Budget: $28,500.00 Recommendation: The Police Department / Fleet Department recommends approval of the bid from The Estes Park Auto Mall and requests approval to purchase one new Dodge Intrepid Police Car from Estes Park Auto Mall for a cost of $11,334.00. United States Department of the Interior NATIONAL PARK SERVICE Rocky Mountain National Park Estes Park, Colorado 80517 IN REPLY REFER TO: SEP 13 .~EÂ©EDÂ¥,3 A3815 SEP 1 6 2002 J Honorable John Baudek Mayor of Estes Park P.O. Box 1200 170 MacGregor Avenue Estes Park, Colorado 80517 Dear Mayor Baudek: In the early morning hours of January 1St of this year, three juvenile males deliberately set fire to and burned down two structures at Bear Lake in Rocky Mountain National Park. This was a devastating loss to the park staff, visitors and the community, as Bear Lake is one of the more popular trailheads and destination points in the park. It is estimated that-close to a million visitors visit or pass through the area each year. The structures burned were a Ranger kiosk, used as an information station and to store emergency rescue equipment and other supplies, and an eight-vault restroom facility. As the Ranger staff initiated the investigation that day, assistance was sought from the Federal Bureau of Investigation, the Larimer County Sheriff' s Office and the Estes Park Police Department. The latter two agencies were engaged due to the strong possibility that local residents committed the arson. As a result of ongoing cooperation by these departments with the Ranger staff, it was understood that the well- developed information network in the Estes Valley community could be utilized to seek information. It was primarily through this network that the investigative team was able to develop the leads that lead to the subsequent identification and arrest of the individuals responsible for the arson. It is clear that the involvement of the Estes Park Police Department was instrumental in the successful investigation and prosecution of these individuals. On behalf of the Ranger staff and myself, we would like to thank officers Eric Rose and Brian Encke, and Detective Jim Kenny for their professional support in managing this case. Citizens and visitors to the Estes Valley and Rocky Mountain National Park are well served by the interagency cooperation of the Emergency Services community. Sincerely, 4Â»21 Vaughn L. Baker Superintendent * 44 (f 4 r , a ikerÂ« TOWN OF ESTES PARK Police Department 78,1 'pt "15 11 A *Wh 1Â»34 Â·Â· ---Â· - 4%...3'.~.>iÂ» ' 1626 #0*4*4 17iQ....Â·'Â·5 Â· ~." , '10 3~..u~ -9~ /- 92 . Â° 744 4.* 4*13.-46 4'I, . // C~ce. ... B Ft\--1 October 17, 2002 Tony Reihing 891 Moraine Ave Estes Park, CO 80517 Dear Tony, On the morning of Wednesday October 9,2002 you received information that searchers were attempting to locate an elderly man who was missing in the area of Fall River Road. You volunteered to assist searchers in their search efforts. Shortly before noon you and your son did locate the missing man who was deceased. While the outcome of this situation was not what we desired, the efforts that you put forth are commendable. A police agency is Â·the most successful when working in partnership with the community that it serves. Your unselfish assistance in this case exemplifies the benefits of that partnership. On behalf of the Police Department and the Town of Estes Park, thank you for your caring attitude and contribution to the citizens of the community. /1\ Sincet* ' ~ /0,000'â‚¬53~ - Chief of Police Estes Park Police Department (970) 586-4465 â€¢ RO. BOX 1287 â€¢ ESTES PARK, CO 80517 â€¢ FAX (970) 586-4496 .MI Sri TOWN OF ESTES PARK .h> 1/Vq Police Department Â»44/r -059~~--- fl~~~4~ ~,TA,2,12.(L ~~ ~214*~*1-~~ <Â·04-or#*flut .. Â· 2304-501.1.1.:.r--1 -1,29-6.-2- ..h +0 0 24.0,21~,Â·'~i:,~'i->GRA,~2~ -th- I -4 40.#-AW' #/-#*r H:44" t,f~~ 94*6Â·4..4 --24 -1 95 p.of#PE:34i*"p/.- - -- -1 ;..&/' * *P~lid -Â»,1#AÂ£*4.4~9~' - yÂ»fl. October 17, 2002 Matthew Reihing 891 Moraine Ave Estes Park, CO 80517 Dear Matthew, On the morning of Wednesday October 9,2002 you received information that searchers were attempting to locate an elderly man who was missing in the area of Fall River Road. You volunteered to assist searchers in their search efforts. Shortly before noon you and your father did locate the missing man who was deceased. While the outcome of this situation was not what we desired, the efforts that you put forth are commendable. A police agency is the most successful when working in partnership with the community that it serves. Your unselfish assistance iri this case exemplifies the benefits of that partnership. On behalf of the Police Department and the Town of Estes Park, thank you for your caring attitude and contribution to the citizens of the community. Sin~ply, /37 - rw1 -ALIÂ»~1~Â·~-- -~ardson Chief of Police Estes Park Police Department (970) 586-4465 â€¢ RO. BOX 1287 â€¢ ESTES PARK, CO 80517 â€¢ FAX (970) 586-4496