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Home My WebLink AboutPACKET Public Safety 2003-05-22.. , .:.Â» TOWN OF ESTES PARK PUBLIC SAFETY COMMITTEE AGENDA May 22,2003 7:30 A.M. *Revision Date: May 20,2003 4:30 p.m. POLICE DEPARTMENT Action 1. Physical Fitness Program Guest Speaker Andy Collingwood - Approval Requested 2. The Chaplain Program Guest Speaker Mark Roskam - Approval Requested 3. Community Service Officer UniVA Change in Service - Approval Requested Reports * 1. Thank You and Letter of Appreciation to Quota Club for Donation of A.E.D.s - Chief Richardson and Debbie Holmes 2. Complaint Letter - Chief Richardson 3. NIBRS 2003 1 st Quarter Reports - Chief Richardson *4. Teen Alcohol Enforcement Issues - (This Item Has Been Removed From the Agenda) FIRE DEPARTMENT Action 1. Fire Department Organizational Chart - Approval Requested Reports 1. Quota Club Donation of A.E.D.s 2. Structure Fire 1845 Jacob Road on 5-10-03 3. New Rescue Truck Update 4. Wellness Program 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." y , 1 Memo To: Chairman Stephen Gillette and Town of Es~ps Park Public Safety Committee -~ n Fron. Lowell C. Richardson, Chief of Poli:E577 3 CC: Richard Widmer, Town Administrator Date: May 20,2003 Re: Mandatory Physical Fitness Testing for Sworn Personnel Background In 2002, the police department reported twelve work-related injuries - five of these reported injuries were training related. In 2002, the department had $41,000.00 budgeted for worker compensation daims; our insurance paid out $254,000.00 for these injuries. This means our worker compensation daims paid 84% more than budgeted meaning there will be an increase in our workers compensation premium line item for the 2003 budget. The largest portion of these expenses are directly related to the training injuries reported, approximately 79%. The nature of police work requires officers to exert themselves for brief periods typically after hours of sitting and driving. Officers are required to train in arrest control, firearms and other areas that require some level of physical exertion. Yet the department has no structured physical fitness program in place. Currently, the department has a volunteer physical conditioning program where the department pays the employees dues to join a local fitness dub. Because of these reported injuries a meeting was initiated with Thomas Collingwood a summer resident of Estes Park. Mr. Collingwood is a nationally recognized expert in the field of physical fitness for police officers. He has implemented and validated over 500 physical fitness programs for police agencies throughout the United States. In this meeting, Mr. Collingwood confirmed there is a correlation between physical condition and injuries for police officers. Based on this information, Andy Collingwood from MEDEX of Estes physical fitness dub was contacted to discuss the possibility of designing a physical fitness program for the Estes Park Police Department. In this meeting Mr. Collingwood recommended the department initiate a program that identifies each police officers current fitness level, then develop a training curriculum for the individual officer and establish a diet as well. He suggests the department select a validated fitness test for the department as well. This provides a legal defense should the fitness testing ever be challenged in court. Town Attorney Greg White was consulted regarding a mandatory physical fitness performance test for police officers. During this consultation, he recommended the department provide a time-period to grandfather in existing employees and incur any 1 Estes Park Police Department 3 associated costs for physical training. He also recommended that the physical fitness test be relevant to physical requirements for an Estes Park Police Officer, write and implement a policy for the mandatory -physical fitness -program and develep a -physical training program that is gender biased. Budget/Costs 1. ~A one-time fee for validation of a physical fitness program for the department $12,000.00. 2. MEDEX annual feesfor department physical fitness training program $2,700.00. 3. A one-time fee to purchase seventeen training books "Fit for Duty" cost $425.00. 4. Continue to pay 50% of employee's annual membership fees for a local fitness dub. Recommendations Based on the costs associated with the implementation -efthe-physicaltraining -program, -staff recommends the following: 1. Adopt a mandatory physical fitness testing requirement for all sworn members of the department. 2. Develop and write deparimentpolicy for-2003 year. 3. Purchase the training books for the 2003 year. 4. Conduct the baseline test for all sworn members in the 2003 year and provide a training curriculum and diet. 5. Validate a physicalfitnesstest-forthe-Estes-Pafk-Police Department within a three year period between 2004 and 2007. 6. Provide a three year grandfather period for all sworn members to achieve a level of physical fitness to pass the mandatory test in 2007. 7. Affix passing the -physical fitness test to all -sworn members -annual employee performance. Provide a six month remedial clause to the perforrnance evaluation should an employee fail the physical fitness test. If the employee were unable to successfully pass the physical fitness test after the remediation period, then the employee's position would be terminated with the Town of Estes Park Police Department. 8. Allow non-sworn depaftment-members-to voluntarily -participate in-the -physical fitness testing. Dependent on current budgetary allowdnces, the department would pay for the non-sworn employee's training curriculum and diet plan. â€¢ Page 2 .. , ' Budget Impact 1. A one-time fee for validation of a physical fitness program for the department $12,000.00. 2. MEDEX annual fees for department physical fitness training program 8,-700:00. 1 700 3. A one-time fee to purchase seventeen training books "Fit for Duty" cost $425.00. 4. Continue to pay 50% of employee's annual membership fees for a local fitness club. Recommendations Based on the costs associated with the implementation of the physical training program, staff recommends the following: 1. Adopt a mandatory physical fitness testing requirement for all sworn members of the department. 2. Develop and write department policy for 2003. 3. Purchase the training books for the 2003 year. 4. Conduct the baseline test for all sworn members in the 2003 year and provide a training curriculum and diet. 5. Validate a physical fitness test for the Estes Park Police Department within a three year period between 2004 and 2007. 6. Provide a three year grandfather period for all sworn members to achieve a level of physical fitness to pass the mandatory test in 2007. 7. Affix passing the physical fitness test to all sworn members annual employee performance. Provide a six month remedial clause to the performance evaluation should an employee fail the physical fitness test. If the employee were unable to successfully pass the physical fitness test after the remediation period, then the employee's position would be terminated with the Town of Estes Park Police Department. 8. Allow non-sworn department members to voluntarily participate in the physical fitness testing. Dependent on current budgetary allowances, the department would pay for the non-sworn employee's training curriculum and diet plan. â€¢ Page 2 , 1, Estes Park Police Department Memo To: Chairman Stephen Gillette and Town of Estes Park Public Safety Committee Fron. Lowell C. Richardson, Chief of Police .'.3><~ C CC: Richard Wdmer, Town Administrator Date: May 21,2003 Re: Chaplaincy program Background Mark Roskam a local minister presented to department staff the idea of implement)ng a volunteer Chaplains program for police department employees. During this presentation staff raised the issues concerning the matter of church and state. Mr. Roskam assured staff the Chaplains program primary purpose was to provide counseling services and not to present their religious beliefs to the employee. The program would provide department members affected by tragic events with immediate on-call counseling services. Based on the nature of calls handled by communications and police personnel there are times they are confronted with significant events where human life is lost These events can and do effect the employee's emotional well being. The program would consist of local ordained ministers from various denominations willing to volunteer their professional services. This program is not intended to replace the Employee Assistance Program provided by the Town of Estes Park, but to enhance those services. In fact, this group of volunteers would require training specifically designed for responding to and serving emergency service employees. The Chaplains program would be induded as part of the department volunteer program where they would receive the same training as our volunteer members do to include the professional training required to provide these services. One of our department volunteer members is a practicing licensed psychologist specializing in seivices for police employees. It is our intent to approach this member to provide training for the Chaplains. Budget Impact Budget impact would be in the range of $500 to $1000 annually. This amount would cover costs for uniforms and continuing education and training for Chaplain members. Recommendations Staff recommends approval of the Chaplains program for the police department. 1 .. . S 1 Operational Guidelines for the Estes Valley Emergency Chaplain's Corps Supplemental Materials Presented to The faculty of Denver Seminary By Mark E. Roskam April 2003 . 7 f. '. I . CONTENTS THE ESTES VALLEY EMERGENCY CHAPLAIN'S CORPS A DRAFT STATEMENT MISSION AND OVERSIGHT OF THE EVECC The EVECC Leadership Team Chaplain's Board ofTrustees THE SCOPE OF EMERGENCY CHAPLAINCY QUALIFICATIONS AND REQUIREMENTS THE APPLICATION AND SELECTION OF CHAPLAINS INITIAL ORIENTATION AND TRAINING DUTIES OF AN EMERGENCY CHAPLAIN ON-CALL ADMINISTRATION EMERGENCY ON-CALL PROCEDURES Alert! Assess! Allocate! Appraise! ETHICS, CONFIDENTIALITY AND THE MEDIA 3 The Estes Valley Emergency Chaplain's Corps - A Draft Statement I The policies, practices and procedures listed below represent an inaugural guide to new members of a new team engaging in a new ministry. However, this document does not assume that the ministry starts at "zero" and grows from there. Rather, the EVECC chaplain, through seminary training, previous pastoral training and experience, and the professional acumen of the pastorate, will provide a rich foundation for the policies and procedures listed here. The criteria listed here for consideration as a candidate into the EVECC program, assumes that the chaplain is already knowledgeable in counseling theory and practice, and the crisis theory and practice. Implicit to this model is the expectation that EVECC candidates be "lifetime learners," eagerly seeking to grow in godly wisdom and the practical mani festations of an emergency chaphin. Mission and Oversight of the EVECC The vision of the Estes Valley Emergency Chaplain's Corps is to be "first responders to the first responders" while the expanded mission statement is "to provide spiritual, pastoral and practical resources to emergency scenes and crises within the Estes valley, while strategically prioritizing both the short and long-term care needs of the first responders and their families." This emergency chaplain's corps, established and implemented within the Estes Park Volunteer Fire Department in 2002, will be expanded to a regional, multi-service chaplaincy corps in 2003. As a comprehensive service to the ESP and host organizations, its initial structure will be as follows: ' General category titles for organization ofprocedures is rough facsimile of Coastal Crisis Chaplaincy Handbook, Procedures and Guidelines, Coastal Crisis Chaplaincy, P.O. Box 21833, Charleston, SC, 29413 t f r. 1. I 4 EVECC Leadership Team - At the beginning of each calendar year, all active EVECC chaplains will participate in annual vote of affirmation of an EVECC Senior Chaplain and Assistant Chaplain. The remainder of the EVECC team will be entitled "Field Chaplains." Elected as leaders, both the Senior and Assistant Chaplain will have official "rank" and supervisory responsibilities over the routine functions of the EVECC team. Annually, the leadership of the EVECC will be re-elected, and in the event of a split decision on leadership, the simply majority vote of the active EVECC members will decide group leadership. Some of the duties ofthe Leadership Team include: 1. Administration - scheduling of on-call chaplains, record-keeping, administering budget, attending quarterly Board ofTrustees meetings, updating policies 2. Training - tracking individual requirements, communicating with agencies about requirements and schedules, scheduling chaplains for training and conferences 3. Supervision - scheduling chaplain meetings, reviewing accountabilities, mentor meetings, evaluating training needs of chaplains, ensuring submission of reports 4. Education - evaluate and formulate training programs for chaplains and ESP, target strategic programs to care for families 5. Community Relations - serve as public liaison with ESP, media, and service clubs, formulate promotion plan, publish, and engage with regional ESP groups Chaplain's Board of Trustees - This group meets quarterly for the purpose of oversight of the EVECC. This Board consists of one representative from each participating emergency service provider within the EVECC domain of service and each organization possessing one vote in matters necessitating an informal vote or recommendation of the .. 5 Board. The relationship is as a cooperative advocate with the EVECC, for the fulfillment of the Chaplain's mission, while providing vision, direction, feedback, funding and encouragement for the EVECC team. The relationship between the EVECC and the Chaplaincy Board of Trustees is voluntary and cooperative; at no time is either party to be in an adversarial role to the other. Ultimately, the EVECC chaplains are co- professionals, serving in "good faith" and are professional volunteers. The Senior Chaplain and / or the Assistant Chaplain are to be present at every meeting of the Chaplaincy Board ofDirectors, and these meetings are open to EVECC members. The operating budget will be through voluntary annual contributionj from the ernergency service providers, allowing the chaplains a small annual budget for I -- conferences, accreditations, equipment or administrative support. The operating budget is at the discretion of the EVECC Leadership Team, and will be in strict compliance with established business practices. With financial support coming directly from the ESP, the EVECC avoids potential competitiveness with the ESP for public financial support. The Scope of Emergency Chaplaincy Within the mission of the EVECC, there is latitude for additional and specialized training within the emergency service organization. Chaplains are available for acute, emergency and crisis intervention, aiding any person impacted by calamity. Yet, their primary mission is the provision of pastoral service to the emergency service providers and their families. In extreme situations, the EVECC team will facilitate Critical Incident Stress Management (C.I.S.M.) interventions, as requested by emergency service officials. , . 6 Critical Incident Stress Management is a model for critical care of emergency service personnel, consisting of a variety of group interventions for the ESP: demobilization, crisis management briefing, defusing and critical incident stress debriefing. 2 Though secular in orientation, CISM interventions through the trained EVECC team holds great promise for field crisis interventions. It is a value of the EVECC that we will receive training and accreditation in the CISM organization. In addition, chaplains are a great resource for proactive care, including education, training, and myriads of social functions. While the demands of different emergency organizations are somewhat unique to their group, the chaplains will, after training, participate in whatever duties are requested within the nature and scope ofthe EKECC mission, unless necessitated by emergencies or life-and-death situations which demand alteration of the normal routine. We are 'first responders to thefirst responders." Qualifications and Requirements 1. Must be ordained or licensed as clergy in good standing, representing their religious background, but able to serve in ecumenical ministry. 2. Must never have been convicted of a criminal, moral turpitude, drug or domestic offense and be able to pass a criminal background check. 3. Must possess a valid driver's license for the State of Colorado. 4. Must possess a seminary degree or a certificate of ordination from a reputable school or denomination. 5. Must agree with and minister within the EFECC Statement ofFaim. We believe that there is one God, eternally existent in three persons: Father, Son and Holy Spirit. We believe that the Bible is God's Word, uniquely inspired by the Holy Spirit, and fully reveals the will of God concerning humankind in all things necessary to salvation and Christian living. We 2 Critical Incident Stress Management is authored by and sponsored by the International Critical Incident Stress Foundation, Inc. 7 ,, believe that God created humans each in His own image. However, humankind, by their own choice, became sinners. Out of God's demand for justice and through the substitutionary atonement of Jesus Christ, believers in Christ are freed from their sins. By faith in Jesus Christ as Savior and Lord, God's grace is extended to all ofhumankind. We thus can be restored to fellowship with God now and forever. 3 6. Must demonstrate personal character through the personal devotional life of prayer, Bible study and spiritual growth, the intentional assimilation ofGod's Word into their life, and its living demonstration in their personal life. 7. Must further the Kingdom of God as an ambassador of Christ both in everyday life and in crisis situations, demonstrating Christ's applicability to life and His redemption of the broken human condition. 8. Must contribute to the professionalism of the EVECC through exercising the highest o f pro fessional standards in all aspects o f their work. 9. Must facilitate confidentiality through the safeguarding ofprivileged information and communications, within the limits of the law. 10. Must reflect an honor, love and respect for the church universal, through the a tangible display of unity and goodwill towards others, in public and in private. Tangibly, this will show itself in cooperative relationships within the EVECC. Though there may be private disagreement, there will always be public unity. 11. Must be willing to serve, as evidenced by availability for emergency calls, required training, mandatory meetings and supervision. It is understood that this ministry is not a ministry of convenience, but a commitment to an on-call status, as scheduled. The Application and Selection of Chaplains Professional clergy who desire to join the EVECC must submit a written application, agree with the mission, purpose and Statement of Faith of the EVECC, and have the support of their congregation in this endeavor. Upon approval of the written application, the candidate may be scheduled for an interview with either the Leadership Team o f the EVECC or the entire EVECC, at the discretion o f the Leadership Team of 3 pel\, "Chaplaincy" 8 the EVECC. The approval of a chaplain candidate is by simple majority vote. The Board of Trustees will be solicited in advance for input on potential candidates, though their vote is a non-binding "comment only" vote. The EVECC reserves the right to select the chaplains involved in EVECC and can deny admission to EVECC without comment. At no time will the EVECC discriminate because ofrace, gender, and political or denominational background of the applicant. Initial Orientation and Training New chaplains will receive one-on-one orientation from the Senior or Assistant Chaplain, familiarizing them with the particulars ofthe chaplain's program. In addition, every chaplain will receive written training expectations from the Leadership Team, detailing the requirements and timetable for multi-service training. The training requirements of other emergency organizations carry the same weight of importance as EVECC core training requirements. The EVECC Leadership Team will detail and document the timetable of expected training activities for the new chaplain. For the first three months of duty, the new chaplain will be scheduled as "supplemental on-call," allowing this period for "shadowing" ofthe more experienced chaplains. The new recruit will commit to attend quarterly continuing education learning opportunities, will attempt to attend regional emergency training opportunities, and will attempt to gain certification in CISM or similar regional conferences. Duties of an Emergency Chaplain The specialized work tasks of an EVECC chaplain may include the following: 9 â€¢ Responding to emergency scenes for assistance with the public, victims or bystanders â€¢ Responding to scenes where an ESP perceives a potential threat to welfare, safety or public welfare â€¢ Responding to scenes where trauma of any type has occurred â€¢ Respond to scenes of natural disasters or impending disasters â€¢ Death and injury notifications â€¢ Responding to hospitals or emergency rooms for either emergency or chronic health concerns of the ESP or ESP families â€¢ Participate in weddings, dedications, funerals or memorial services for the ESP or ESP family â€¢ Participate in voluntary counseling, pastoral care, premarital or marital counseling for the ESP and the ESP family â€¢ Attend multi-agency training as scheduled and / or as able â€¢ Attend social events, dedications, annual parties and fund-raisers for the ESP community â€¢ Contribute to educational forums, offered by the EVECC to the various emergency service organizations â€¢ Attend training and supervision, as scheduled and requested On-Call Administration Understanding that emergency chaplain's services are provided 24 hours a day, 365 days a year, the chaplains will fulfill the "On Call Schedule," produced monthly by the EVECC Leadership Team. The Senior Chaplain must receive requests for schedule changes from the scheduled call rotation by the 15th of the preceding month, except in the case of death of family member or other personal emergency. By the 25th ofthe preceding month, a new "On-Call Schedule" for the subsequent month is to be posted at every emergency organization, central dispatch and by e-mail attachment to the chaplains. Schedule changes must be submitted in writing to the EVECC Leadership Team and it is the chaplain's responsibility to find coverage for a given shift if they cannot cover the scheduled shift. The scheduled chaplains are expected to cover their 10 own shift, unless alternative coverage is pre-arranged and communicated to the leadership. When a chaplain is scheduled "Primary on Call," they must respond to Central Dispatch within five minutes ofpage, informing Central Dispatch oftheir disposition and estimated time of arrival. If a chaplain is indisposed, they must immediately call Central Dispatch to re-issue the page for the "Secondary on Call" chaplain. This secondary chaplain must communicate with Central Dispatch within five minutes of their summons, informing them of their disposition. The personal use of scanners is preferred, and yet is optional at this time, due to the prohibitive costs for each unit. The EVECC chaplains will dress professionally and possess proper identification, so that they can respond to any page at any time. Emergencies are "never convenient," and will always result in a schedule imposition. This is a part of the nature o f the business. Chaplains should have the means to respond to any page with acceptable identification and uniforms, so that they do not have to go home to get these items before responding to an emergency scene. Emergency On-Call Procedures Alert! â€¢ Keep the emergency pager turned on and in personal possession at all times. Keep at least one form of emergency identification in your possession at all times. â€¢ Standard uniform expectations include any of the following: dress uni form (ceremonial), EVECC sweatshirt or T-shirt with long pants, appropriate footwear for field conditions, EVECC name tag, EVECC business cards, EVECC Chaplain's badge, and EVECC identification care and EVECC identification plate on chaplain's vehicle. All ofthe above are issued at acceptance into EVECC, and are returned within 48 hours of the termination of chaplaincy with EVECC. These are provided at no cost to the chaplain. 11 ., â€¢ Though uniformed appearance is a high priority, a prompt response clearly takes priority over the need for proper uniform. It is better to arrive promptly "as is," than to show up tardy, but nicely dressed. m Be aware of the EVECC rotation coverage calendar, and respond immediately to the scene of incident upon emergency page. Though you may not be primary in the on-call sequence, remember that additional chaplains may be called in to assist in serious incidents. â€¢ Emergency calls are never convenient, and reliability is a matter of both personal and organizational integrity. When you are primary on-call, you must serve to the best of your ability. When scheduling conflicts occur, they must be handled proactively with the Senior Chaplain, to the best ofyour ability. ' In the event that you are indisposed to duty, contact the EVECC Senior Chaplain or the next available chaplain on the on-call list. Your unavailability may be for any number ofreasons, including but not limited to: unexpected trips out oftown, other emergency situations through your home church, family emergencies, or the consumption of any amount of alcoholic beverage within four hours of any call. = At no time should traffic laws be broken in the response to an emergency call. Chaplains must drive their personal vehicles with utmost caution at all times. r Assess! ' Upon arriving at the scene, report to the incident commander of the response team for initial orders. Make physical note of the time that you entered the scene. â€¢ Per the Incident Commander's direction, proceed to the area of need immediately. As "first responders to the first responders," we are servants of the public servants - offering any assistance that is needed. â€¢ Be keenly aware of the context - all emergency personnel are responding to changing, acute, dangerous and often life-threatening situations. Your efforts as a chaplain must fit within the Incident Commander's control of the situation. You are on scene to help, not aggravate or complicate! â€¢ In the field, most interactions are crisis intervention. Contacts with either public servants or victims/ families are understood in the context of a field emergency. All contacts then, are managed with an immediate view to stabilize the scene. â€¢ Longer-term care needs are secondary to the acute needs of the emergency. Simply put, the field is the place for crisis intervention, not therapy. â€¢ A Chaplain is a calming, hopeful, spiritual presence. It is the spiritual comfort and practical assistance of the chaplain that is o f the greatest value in the field. 12' ' Allocate! â€¢ After assessing the most critical needs in the field, apDropriate your endeavors to the most compelling needs. Any destabilized situation may be your highest priority. In some instances, the Incident Commander will page additional EVECC volunteers. â€¢ If there is field interface with other "caring" organizations, for example, the Department of Social Services or Victim's Advocates, the primary concern is stabilization of the emergency scene, working side-by-side with other caregivers. â€¢ Aftercare: EVECC volunteers are available for more in-depth care on a case-by- case basis, or often may choose to refer to another caring organization. At no time should the demands of a secondary or tertiary relationship interfere with the ability to fulfill our primary mission as first responders to the first responders. â€¢ Never discuss the details of the emergency scene with any outside people or news sources. All information requests are to be directed to the Incident Commander. â€¢ As needed, EVECC volunteers will perform hospital visits and chaplain services to all affected parties at their request, in the wake of the crisis. Appraisel . Upon completion of your duties, report to the Incident Commander for final instructions and communicate your desire to leave the field. Note the time of departure, and make physical field notes of significant contacts for later reports. " Upon completion of field interventions and within on the same calendar dav as the incident, an "EVECC Incident Report" must be completed and turned in via paper copy, FAX or e-mail to the Incident Commander, the Senior Chaplain, and copied by e-mail bundle to the other EVECC chaplains. . In the event of a mass casualty incident (MCI) or an especially grievous tragedy, report and recommend to the Incident Commander and/or the Senior Chaplain. You may be in the best position to recommend a Critical Incidents Response. â€¢ You must communicate with your EVECC team about your own experience to the turmoil ofthe field. As a leader, you must first lead yourself in health and spiritual wholeness. This includes, but is not limited to: attending EVECC supervision, meeting with EVECC leadership, and one-on-one mentoring, as deemed necessary by your supervisor. â€¢ In the event that the EVECC Leadership Team feels that it is not in the best interests of the EVECC for you to be in the field, the EVECC reserves the right to place you "off call." This may be necessary until such a time as issues and items are fully processed to the full satisfaction of the EVECC leadership team. I . 13 I. .1 Ethics, Confidentiality and the Media The Estes Valley Emergency Chaplain's Corps is a professional chaplain's organization representing not only the public servants of our county, but much more importantly, reflecting the character and Person of Jesus Christ. Your behavior should be consistent with the mission of the EVECC, but most importantly, with the Biblical representation of a man or woman of God. Our "boss" is Jesus Christ, therefore our behaviors, attitudes, and endeavors are consonant with the biblical representations of godly character. Due to this weighty responsibility, our attitude should be sober, our words carefully chosen, and our actions should reflect lives of absolute integrity. Confidentiality is imperative, and all personal information will be subject to the right ofprivacy. Confidentiality will be maintained within the limits of the law. The / chaplain, however, is NOT held to these standards for confidentiality in the event of current child abuse or neglect, or if there is a clear danger to oneself, another or personal property. At that moment, the need for safety supercedes the right to privacy. No promises must ever be made to keep anything related to a potentially serious or ., dangerous situation confidential. 4 4 Coastal Chaplaincy, p. 13 0 0 14 , , .. SOURCES CONSULTED Published Works Alter, Margaret G., Resurrection Psychology: An Understanding of Human Personality based on the L(fe and Teachings ofJesus, Chicago: Loyola University Press, 1994. Becker, Ernest, The Denial of Death, New York: The Free Press, 1973. Capps, Donald, Biblical Approaches to Pastoral Counseling, Philadelphia: Westminster Press, 1981. Chambers, Oswald, MyUtmost for His Highest, (New York: Dodd, Mead & Co.,1963). Cunis,Brent and JohnE\dredge, The Sacred Romance: Drawing Closer to the Heart of God Nashville: Thomas Nelson, 1997. De Revere, David W., Wilbert A. Cunningham, Tommy Mobley, and John A. Price, Chaplaincy in Law Enforcement, Springfield, Ill.: Charles C. Thomas, Publisher, 1989. Evangelical Dictionary of Theology, s.v. "Sovereignty of God," by F.H. Klooster. Evangelical Dictionary of Biblical Theology, Yd ed., s.v. "Person 1 Personhood," by Carl Schultz. Hersey, Paul and Kenneth H. Blanchard, Management of Organization Behavior: Utilizing Human Resources, Englewood Cliffs, NJ.: Prentice-Hall, Inc., 1982. International Standard Bible Encyclopedia, James Orr, ed., s.v."Satan," NavPress Software, 1998. Niebuhr, H. Richard, Christ and Culture, New York: Harper & Row, 1951. Nouwen, Henri, Reaching Out, Garden City, NY: Doubleday & Co., Inc., 1975. Oden, Thomas C., Crisis Ministries, New York: Crossroad, 1986. Piper, John, Brothers, We are Not Professionals: A Plea to Pastors for Radical Ministry, Nashville: Broadman & Holman, 2002. Switzer,DavidK., Pastoral Care Emergencies: Ministering to People in Crisis,New York: Paulist Press, Integration Books, 1989. VandeCreek, Larry ed. and Arthur M. Lucas ed., The Discipline for Pastoral Care 4. , 15 Giving: Foundations for Outcome Oriented Chaplaincy,New York:Haworthhstoral Press, 2001. Unpublished Works Burke, Todd W., The Changing Role of Police Chaplains, The Police Chief, January 1995,45. Callaway, Tim, "Cops make a Getaway," Report / Newsmagazine, 05 November 2001, 44. Coastal Crisis Chaplaincy Handbook, Procedures and Guidelines, Coastal Crisis Chaplaincy, P.O. Box 21833, Charleston, SC, 29413. Craddock, Jim, Crisis, Chaos and Christ - a Training Manual for Crisis Evangelism, 2002,2. Cwirla, William, Supring, Death and the Hidden God, Modern Reformation 11, no.5, Sept. / Oct. 2002,23. Fell, Greg, Greater Sacramento Law Enforcement Chaplaincy Program, 1013 H Street, Suite B, Sacramento, CA., 95814, May 1977. f Gibbs, Nancy, "Apocalypse Now, " Time, 01 July 2002,41. Hunter, Rodney, Spiritual Counsel, Christian Century 118, no.28, 17 October 2001, 20-25. Kantrowitz, Barbara, "Generation 9-11," Newsweek, 12 November 2001,48. Kutz, Hans and Sue. "How the trauma takes its toll on us," Time, 08 April 2002,41. Lewis, James Michael, Pastoral Assessment in Hospital Ministry: A Conversational Approach," Chaplaincy Today 18, no.2, Autumn / Winter 2002, 5. Lindsay, Sue, "An OJJicer Down," Rocky Mountain News, 01 March 2003, sec. 2A, 25-26,33. Manson, Marilyn, "Relevant, " as quoted in Current Thoughts and Trends, 02 March 2002,12. MacDonald, Gordon, "When Pastoring Means Re-Parenting," Leadership, Winter 2001, 53. Mitchell, Jeffrey, "Critical Incidents Stress Management," lecture presented at Denver Seminary, 22-23 August 2002. 1/ /7 .... 16 Mullis, David E., Sr. A General Introduction to Chaplaincy Ministry, Doctor of Ministry Project to the Faculty ofRegent University, School ofDivinity, 1999. Pipher, Mary, "Healing Hisdom, " Psychotherapy Networker 26, no.1, Jan. / Feb. 2002, 59. Victim Chaplain Training Academy, from Critical Incident Stress Debriefing - Role Play, Michael K. Haynes, Ph.D. - Gene Grounds, 2002. Estes Park Police Department Memo To: Chairman Stephen Gillette and Public Safety~mmittee Board Members Fion= Lowell C. Richardson, Chief of PoliEEN:~73 CC: Town Administrator Richard Widmer Date: 5/21/2003 Re: Community Service Officer Program a Change in Service Background To better serve the visiting population and improve the movement of vehide tratfic and pedestrian traffic staff researched the possibility of removing the Community Service Officer from the intersections at Moraine and Riverside on Elkhom. Over the past year, the Town has installed countdown timers with audible sound devices at the intersection of Elkhom and Moraine and has installed audible sound devices at the intersection of Elkhom and Riverside. The installation of these devises was intended to improve the pedestrian traffic flow and maintain the safety level forthose walking in the downtown area. As part of this process department staff met with CDOT engineers to discuss traffic management issues on Elkhom and at this meeting a request was made to set the sequencing of the traffic lights on Elkhom. CDOT staff agreed to set the timing of the traffic lights based on vehide traffic volumes and pedestrian traffic volumes. CDOT informed department staff that diagonal crossing for pedestrians stopped vehide traffic movement for an additional 17-25 seconds contributing to vehide traffic jams on Elkhom. Based on this information staff dedded to assess the duties and responsibilities of the Community Service Officer. A review of the duties performed by CSO's revealed the following: 1. CSO's take accident, theft, shoplifting and vandalism reports. 2. CSO's enforce local park ordinances. 3. CSO's conduct routine foot patrol in the downtown area and on the local trails within the downtown area. 4. Parking enforcement for timed parking areas. 5. A CSO is staffed at the front counter to provide immediate assistance for walk-in customers. 6. CSO's manage pedestrian crossings and pull vehicle traffic when necessary. The Town's Traffic engineer was consulted about manually regulating traffic vs. using traffic control lights. This discussion determined the use of traffic control devices would be more effedive in 1 managing the daily traffic movement of vehides and pedestrians. The use of officers at these intersections would be appropriate for special events, i.e. parades, road dosures, accidents etc... BudqeUCost Reduce the CSO staff by two positions realizing a potential savings of $9,000.00. Recommendation Staff recommends the following: â€¢ Remove CSO's from the intersections at Moraine and Riverside on Elkhom. â€¢ Increase the CSO's visibility in the downtown corridor through the use of routine foot patrol. â€¢ Utilize CSO's to pull traffic only when necessary or when excessive complaints are received. â€¢ Utilize the CSO's as community ambassadors to the visiting population and local residents. â€¢ Monitor these changes for the season then report back to the Public Safety Committee these findings. â€¢ Survey the local merchants for approval or disapproval of the implemented changes. â€¢ Page 2 ' ' , Community Service Officer A Comprehensive Examination Prepared for Police Chief Lowell Richardson April 2,2003 Program Background: The Estes Park Police Department has utilized a seasonal summer officer program for approximately 25 years. Actual data is not available through Town records, however Commander Filsinger has completed 24 years of employment with the department and the summer officer program has been in use since his hire date in 1979. When the program began, it appears that the Town utilized the seasonal officers to augment the full time staff as the seasonal officers were given a sworn commission with full powers ofarrest. They were issued identical uniforms to the full-time officers, were issued firearms and all other police weaponry. Though they were mostly utilized in the downtown core area, they also rode with full-time officers and did other police functions including arrests. After ChiefDavid Racine's appointment, he changed the premise ofthe program due to inherent liability risks associated with issuing "sworn status" to seasonal officers. He changed the color oftheir uniforms to identify them as a distinctly different police department employee. Commissions and weapons were no longer issued to the seasonal officer. They were only issued radios and water bottles. There was also a policy change in the rate of pay. Initially summer officers had been paid on par with the full-time officers ($9.63 per hour). After the first few seasons of reduced responsibility of the summer officer program, the pay was drastically cut. As time passed, the low pay eliminated "quality" seasonal officers that degraded the program to the point that in the summer of 1999, many complaints were being received on a regular basis by the department about the low performance ofthe officers. Many of the officers at that point in time were high school students who did not possess the maturity, desire or the judgment necessary for this type ofwork. No training other than a one-day training session on directing traffic was given. In the winter of 1999 the program was turned over to Commander van Deutekom. He and Commander Filsinger revamped the program, which included increasing the rate of pay, an actual recruitment program in the Front Range colleges, an interview process, and a 2-week training period. The summer officer program was renamed to the Community Service Officer (CSO) program. The 2-week training session included orientation, review ofpolice policy and procedure, report writing, animal impounds, traffic control, PPCT, CPR and First Aid. Beginning in the summer of2000 it was noted that the amount of complaints substantially decreased. 1 In the summer of 2001, Chief Lowell Richardson implemented park rules for the downtown parks. The CSOs were given limited enforcement powers on par with that of code enforcement officers. They are limited to enforcing the rules ofthe parks that include no bicycling, rollerblading, skateboarding areas and underage smoking enforcement. As the program has evolved more training was included in the 2-week training period to now include the limited enforcement ordinances review, a limited CSO bicycle program, increased foot patrol and mandatory merchant visitation throughout the season in addition to the other subjects previously mentioned. Visitor Count Information: In checking with the Rocky Mountain National Park, they were able to provide visitor counts. Numbers were request to be examined from 1975 until 2002 for a more in-depth review ofthe visitor increase. Though these numbers are visitation to the park, it is presumed that these numbers affect the Town ofEstes Park. Visitor Counts: 1975 2,854,789 1985 2,354,480 1995 3,008,446 2000 3,379,644 Visitor Increase 2010 2000 1990 1980 1970 1960 2,854,789 2,354,480 3,008,446 3,379,644 These numbers reflect a 16% increase in visitors, however the number of CSOs have actually decreased in this time. Though actual numbers of seasonal officers cannot be gleaned from Town records, the department apparently hired approximately 12 summer officers plus 1 parking-enforcement officer (who had an electric cart) each summer in the earlier years ofthe program. 2 Summer Officer Decline 15 10 1975 2003 Assuming that we only had 12 seasonal officers in 1979, and there are now 8 seasonal officers in 2003, we have experienced a decrease of 33% in seasonal manpower while experiencing a 16% increase in visitors. Potential Ramifications: In the past two years, there have been 3 accidents associated with CSO traffic directions. These seem to occur when officers direct traffic against the established traffic light patterns (i.e. directing cars through a red light). Additionally in 2002, one CSO was struck by a vehicle driven by an impatient driver, who intentionally disregarded the CSOs' direction. We (the PD Commanders) feel that the amount of accidents caused by CSO actions will increase. We are also concerned that the potential for serious injury or worse to a CSO is increasing as the volume ofvisitors increase. The liability being incurred by the Town ofEstes Park appears to be increasing with each year. Possible Solutions: The police department administrators have recently participated in a study being conducted by the public works department and CDOT, A traffic-engineering firm has been retained to look at better synchronization ofthe downtown traffic signals. This would certainly help alleviate the obvious problem of disjointed traffic flow. A joint project between the police department and the public works department has resulted in "countdown" pedestrian lights that display a 30-second countdown timer clock to pedestrians. These crosswalk lights will be placed at the Elkhorn/Moraine intersection. It is anticipated that these countdown lights will help with pedestrians attempting to cross the intersection without enough time left in the cross cycle. Other possible solutions have been suggested that include eliminating several ofthe left turns that are now possible, but tend to clog the intersections. Another suggestion involves eliminating the southbound traffic offof Bighorn at Elkhorn. This will eliminate 3 potential directions oftravel into the Elkhorn/Bighorn intersection that again, heavily congest that intersection. Once these intersections get jammed, it is very 3 # of Officers difficult to have them cleared for the next direction oftravel cycle or pedestrian cross cycle. Police/Merchant Meeting: In an effort to identify those issues that are important from the perspective ofthe business community, a community meeting was held on March 260 ofthis year. The areas identified by the participants are as follows; CSOs need to build a rapport with the business owners and workers: - By stopping in frequently - Adam Godbey was said to be a great example ofthis, last year CSOs need to be a better resource and more helpful to the visitors: - If asked a question they don't have answer for, seek it out. CSOs need to appear to be more approachable: - This is impacted by their past focus on traffic issues - Impacted by two of them conversing and being seemingly unavailable Be sure that their first name is on their nameplate Working them beyond 9 pm is generally too late for them - There is not enough for them to do - An exception might be during July and August Try to have at least one officer for the program be a return officer. - It takes too long for a totally new crew to acclimate Have more signage for public restrooms-this is the most asked for direction in Town. Continue to have regular officers walk through occasionally. The merchants really like the bike officers. Silver Moon is concerned about late night skateboard noise on the west end ofthe downtown trail There is a problem with people letting their dogs run loose, especially in the Plaza area. There is concern that this creates a danger, dog to dog and to people in the area. An older male name "Dennis" buys cigarettes for the kids. He draws kids to congregate. Expressed that they would be very pleased if the CSO's had less to do with the traffic flow, ifthe traffic signals could be appropriately synchronized. 4 The concerns as identified above are to be incorporated into the training ofthe CSO program for the year of 2003. Recommendations: Both police Commanders make the following recommendations as follows: 1. Remove the CSOs as much as possible from directing traffic, especially when this involves directing motor vehicles against established traffic signals. 2. Utilize the CSOs for more downtown core area activities to include, but not limited to: i. Foot & Bicycle patrol. ii. Routine contacts with downtown business operators. iii. Patrol and monitor behavior in the downtown parks. iv. Continue with enforcement ofthe previous stated ordinances. v. Staffing ofthe front office Monday through Friday. vi. Continue providing information and assistance to visitors. vii. Respond to downtown motor vehicle accidents and investigate and record as possible within certain state law guidelines. viii. Parking enforcement. ix. Assist with special events and parades. x. Maintain a uniformed presence in the downtown area. xi. Patrol the pedestrian sidewalks, tunnels and Performance Park. In closing, we strongly recommend that the CSO program be altered to eliminate as much as possible motor vehicle direction and/or movement. This is being recommended due to the ever-increasing liability attached to this function, It is believed that the Town of Estes Park may find itsel f in a position to settle with a citizen or citizens should a CSO be found to be the proximate cause of an accident. Additionally we feel that should a CSO be injured or killed due to working in a heavily congested intersection, we may find that the Town of Estes Park could be targeted for litigation. CSOs should be utilized in a more visible way to the pedestrian residents and tourists, in working with the local merchants, and in general augment community oriented policing strategies as opposed to a heavy reliance on them for traffic movement. This document was prepared by: Operations Commander Gregg Filsinger Administrative Commander Mike van Deutekom 5 Mike van Deutekom From: Kyle_Patterson@nps.gov Sent: Monday, March 31, 2003 12:42 PM To: Mike van Deutekom Subject: RMNP Visitation Stats. Mike, Following is the visitation at Rocky Mountain National Park 1975 - 2002: 1975 2,854,789 1976 2,741,327 1977 2,894,994 1978 3,037,866 1979 2,579,986 1980 2,654,197 1981 2,917,080 1982 2,578,902 1983 2,704,066 1984 2,220,219 1985 2,354,480 1986 2,523,122 1987 2,665,029 1988 2,686,916 1989 2,636,662 1990 2,801,259 1991 2,903,811 1992 2,942,743 1993 2,950,867 1994 3,153,695 1995 3,008,446 1996 3,115,785 1 .. 0. 1997 '3,133,523 1998 3,258,921 1999 3,366,253 2000 3,379,644 2001 3,318,303 2002 3,138,066 - Kyle The National Park Service cares for special places saved by the American people so that all may experience our heritage. EXPERIENCE YOUR AMERICA Kyle Patterson Public Information Officer/Management Specialist Rocky Mountain National Park (970) 586-1363 2 TRAFFIC COUNTS 2001 April May June July August September CO 34 3826 4984 6832 8417 7729 n/a CO 36 4434 5517 7569 9173 nia 9030 TOTALS 8260 10501 14401 17590 *** 34/RMNP 4262 8888 19736 25528 21477 23379 36/RMNP 6228 14422 29541 43042 34443 27616 TOTALS 10490 23310 49277 68570 55920 50995 2002 April May June July August September CO 34 4002 5257 7299 8334 7624 7082 CO 36 nia 6662 8358 8049 8065 n/a TOTALS *** 11919 15657 16383 15689 *** 34/RMNP 20660 20214 21638 17755 9773 3851 36/RMNP 26968 32546 36988 29033 13543 5091 TOTALS 47628 52760 58626 46788 23316 8942 "The 2002 Summer Season traffic numbers have increased over 18% from the traffic counts taken in 1991. -A traffic count is not conducted on Colorado 7 or County Road 43. **60% of the vehicular traffic occurs at the Beaver Meadows Entrance to Rocky Rocky Mountain National Park. **The traffic counts into Rocky Mountain National Park exceed the combined traffic counts for East CO 34 and East CO 36, three to one (3/1). **July has the highest traffic counts, followed by the month of August. Potential Alternatives to Reduce Elkhom Ave Traffic Congestion: Synchronization of traffic signal lights on Elkhorn Ave from Moraine Ave to and including the Colorado 34 / 36 intersection. â€¢ With special attention to Northbound Moraine traffic being allowed continuous flow, eastbound on Elkhorn Ave. (to include synchronization of the right turn arrow for that traffic with the Riverside/East Elkhorn traffic light). â€¢ Program the traffic signals for the "summer months" with an automatic walk signal from the hours of 10 A.M. through 9 P.M. â€¢ Set a red signal device to stop Northbound traffic on Moraine Ave on the north corner of Rockwell Street. This light should be coordinated with the Moraine/Elkhorn Ave traffic signal to assist in directing the Uright turn" traffic onto Rockwell Ave, instead of it bottlenecking on East Elkhorn Ave. ** Colorado Department of Transportation is currently conducting a study into the signalization of Elkhorn Ave. A pedestrian overpass or underpass on East Elkhorn Ave where the current pedestrian walk light exists. Estimated cost of $350,000. Sign all existing Elkhorn "on street parking" for .truck loading zones only" and strictly enforce these areas. Contact major trucking and delivery companies in an attempt to coordinate early morning deliveries to the downtown business areas. â€¢ This should eliminate or reduce the need for trucks to use the street for parking at the time they are making deliveries. The education process on this proposal would take time, especially concerning the merchants who seem to be the number one abusers of the existing loading zones. Require that the East Riverside Drive traffic entering Elkhorn Ave either turn right (east) or proceed straight (north) and eliminate the westbound left turn. â€¢ This would accommodate increasing the width of both the northbound lane (straight through) and the right hand turn lane (to eastbound on Elkhorn Ave). This would ultimately allow for placement of a permanent concrete island that would accommodate all turning traffic to include tructdtrailer traffic. â€¢ The elimination of the left turn onto Elkhorn Ave would further alleviate traffic from stacking in the intersection. Eliminate the left turn (onto westbound Elkhom Ave) from northbound Moraine Ave Traffic. Traffic would be allowed to proceed northbound onto Big Horn Drive, or to turn right (eastbound) onto Elkhorn Ave. Convert Big Hom Drive, between Elkhorn Ave and Cleave Street to a one-way street northbound. â€¢ The southbound traffic on Big Hom Drive would be diverted to Spruce Drive via Cleave Street. â€¢ The intersection is currently out of alignment and this "fix" would help alleviate the congestion that is currently occurring. Improve informational and directional signage on the eastbound approaches to the Colorado 36 / 36 intersections. â€¢ The signage should be clear regarding direct routes to the Rocky Mountain National Park (ie. Wonderview Ave to Fall River Entrance). Improve the East Riverside Drive roadway and sign it as an alternate route to be utilized for the Beaver Meadows Entrance to Rocky Mountain National Park. â€¢ As indicated in the traffic count, 60% of the traffic entering the Rocky Mountain National Park enters at the Beaver Meadows Entrance via Colorado 36. If even a small fraction of this traffic could be directed through the East Riverside Drive roadway it would have a positive impact on Elkhorn Avenue congestion. â€¢ Directional and informational signs in the area of Colorado 36 and Mary's Lake Road could direct eastbound traffic to utilize the Riverside Drive road on the return trip from the RMNP. CSO Personnel: The intent of this research is to minimize the involvement of CSO officers in 'routine" traffic direction. The presence of a "traffic officer" in an intersection who is directed traffic in contradiction to the existing traffic signal devices creates confusion among motorists and a potential liability for the Town of Estes Park. We should continue to hire personnel for the CSO program with dedication to the following: â€¢ Traffic direction, only when absolutely necessary due to emergency traffic need, traffic jams and accident situations â€¢ Foot and bicyde patrol in the core down town area answering "cold calls" and requests for assistance. â€¢ Assist pedestrian foot traffic as necessary â€¢ Routine contact and visitation with down town business operators â€¢ Patrol and monitor behavior in public parks in the downtown areas â€¢ Issue citations for minor violations â€¢ Impound dogs as necessary from the downtown area â€¢ Staff the front office area, Monday through Friday â€¢ Respond to medical issues in the downtown area â€¢ Be available to provide information to the public â€¢ Respond to, and screen accidents for "counter reporting" or officer response â€¢ Parking enforcement on a "as needed basis" â€¢ Assistance in special events and emergency situations â€¢ Maintain a "presence" and availability in the downtown area COMMUNITY MEETING - RESULTS CSO's need to build a rapore with the business owners and workers: - by stopping in frequently - Adam Godbey was said to be a great example of this, last year CSO's need to be a better resource and more helpful to the visitors: - if asked a question they don't have answer for, seek it out. CSO's need to appear to be more approachable: - this is impacted by their past focus on traffic issues - impacted by two of them conversing and being seemingly unavailable Be sure that their first name is on their nameplate Working them beyond 9 pm is generally too late for them - There is not enough for them to do - An exception might be during July and August Try to have at least one officer for the program be a retumer - It takes too long for a totally new crew to acclimate Have more signage for public restrooms-this is the most asked for direction in Town. Continue to have regular officers walk through occasionally, really like the bike officers. Silver Moon is concerned about late night skateboard noise on the west end of the downtown trail There is a problem with people letting their dogs run loose, especially in the Plaza area. There is concern that this creates a danger, dog to dog and to people in the area. The older guy, Dennis buys cigarettes for the kids. He draws kids to congregate. Expressed that they would be very pleased if the CSO's had less to do with the traffic flow, if the traffic signals could be appropriately synchronized. . Gordon. Stack . I 1535-B Raven Circle Estes Park, CO 80517 (970)-577-1472 March 29,2003 Commander Gregg Filsinger Estes Park Police Department 170 MacGregor Ave Estes Park CO 80517 Dear Commander Filsinger: I was unable to attend the meeting held Wednesday night concerning the Community Service Officers because I was out oftown. However, I do have opinions about the activities ofthe CSOs, especially the actions ofthe group that worked last summer. The newspaper article wasn't very specific about the intended role of the CSOs as opposed to what they actually do. My personal opinion is that they should: â€¢ Act as ambassadors for the city providing information to our visitors; â€¢ Keep pedestrians from crossing against the traffic lights thus impeding the smooth flow ofautomobile traffic; â€¢ Watch for dangerous situations and contact sworn officers when they are needed. Last summer I observed one particular CSO directing traffic on several occasions at the intersection of Elkhorn and Riverside. In the first place, the CSO was giving direction while the traffic signal was operating in its normal cycle which means that the direction ofthe CSO and the direction ofthe signal were frequently at odds. In the second place, I was unaware that the CSOs had received instructions in directing traffic. And finally, I am concerned about the liability ofthe City iffaulty direction from a CSO causes an accident or injury. My personal observation is that this particular CSO's attempts at directing traffic were making matters worse. I have three recommendations: â€¢ Only sworn officers should direct traffic except in emergency situations. Traffic direction is difficult under normal situations and congested situations require more experience than the typical CSO is likely to have; â€¢ Except in emergency situations, the traffic control signals should be put into a red-flashing mode before traffic is directed manually so that there is no ambiguity; â€¢ I would rather see CSOs given the ability to manually step the traffic signals than see them in the intersection trying to direct traffic in contradiction to the signals. Some ofthese concerns may be moot ifthe CDot electronic link is implemented, but I doubt CDot will have anything in place by this summer. Thanks for your willingness to have community input. I did call last summer to express my concerns, but nothing changed. Sincerely, , 06 :. 16.l~ 10 Office Telephone (970) 577-1789 FAX (970) 577-1793 P>C,Â¢>itq TOWN OF ESTES PARK \U *tgyÂ®134 - police Department --0-â‚¬921#9~~J+k Â¢ 4,#~1~0rdis -~I~1 Â¥ 1313~- ~Â§0~ Fl -' + 4-2->Fir i -< 41Â»*1'4' . 1 d f / 0 0,.44% 5-1,5~31:lar#*/ - 42> t. ....\34*il .274----- 4.21*r7" 1/4/704. - litÂ·/r~ *4~%*FF <I, 20 r 1 1 -J- -1 May 20,2003 Dear Estes Park Quota Club Members, On behalf of the Estes Park Police Department, please accept our sincere appreciation and thanks for the recent donation of the Automatic External Defibrillators. This equipment is invaluable to the first responder of a medical emergency involving cardiac health issues and could very well aid in saving a person's life. We at the Estes Park Police Department strive to provide the highest quality of service to our citizens and visitors to include providing aid to those in need when possible. Your donation truly signifies that community partnerships can create a safer better community for all and the Estes Park Police Department continues to work toward that end. Again, thank you. Sincerely, aL 6- Le,ve+Fer'RiEhardson Chief of Police Estes Park Police Department /n-n\ -Ot: A '1CC . Dn D/h\' 1 1 Q 7 . ECTCC DADE on OACÂ·1 7 . cAY Calnk cnn_izian April 30,2003 r ImCIEDVIER Randy Repola MAY-22003~ Estes Park Municipal Bldg P.O. Box 1200 170 Mac Gregor Ave Estes Park, CO 80517 Dear Mr. Repola: I just wanted to provide a "heads up" that your town has a public relations problem with your Police Department. I was driving down the long hill going out of Estes Park on Monday night and swung my car around a couple of elk in the road. Well, I immediately saw police car lights in my rear view mirror, so I pulled over. The policewomen approached and asked how I was doing, I said okay. She said I was speeding. Well that is possible, if you are driving the speed limit (40 mph) when you crest the top ofthe hill, and even if you take your foot off the gas, you will naturally be coasting faster than 40 mph. But it is a long straight away and there is no traffic. Catching people going down a hill, is hardly fair. Well here was the Town of Estes Park's chance. Do I get a warning, told to watch my speed, be careful for my sake and that of the elk's or get a ticket? Well, despite my 10 year clean driving record in Colorado, I got a $77 ticket and 2 points against by drivers license and insurance. With that kind of attitude do you think I am going to make my usual 6-10 trips to Estes Park, Marna Rosa's, the Grumpy Gringo, or stay at the Stanley or the Aspen Lodge? Heck no! Not only will I avoid Estes Park this summer, I will suggest to others attending our national conference in Denver this summer, that they avoid it as well. I will suggest Indian Peaks, Winter Park, and Summit County. The Estes Park Police Department had a chance to make me feel that my safety and that of the elk was most important by reminding me to slow down and be careful. Instead the officer said, pay the $77 fine and it will be only 2 points against your license and insurance rather than 4 points. This is not the type of treatment or attitude you want in a tourist dependent community. This is not visitor friendly. I am 49 years old, driving a new car, nicely dressed from a presentation I gave that evening in town. I would have appreciated a warning, but think a $77 ticket, was probably inappropriate for the situation. So I sent my $77 check in to the Municipal Court but that will be the last of the money the Town of Estes Park sees from me this summer and anyone who takes my advice to avoid Estes Park. I think some public relations training for the Police Department is in order. I have met police that are ambassadors of goodwill, that can accept that going down a hill you might momentarily exceed the speed limit. These officers are assets to the community. Giving visitors $77 tickets will be an expensive liability to the community. It has soured me from returning to Estes Park, will cost the restaurants and hotels (their owners and employees), as well as the city through sales tax, more than $77 this summer. -ah,ferely, ~-~ ' --_,aL 0 L"re- ~Ept~Uordi,V ~2930 Silverwood Drive Fort Collins, CO 80525 MEMORANDUM May 6,2003 TO: Chief Richardson FROM: Cmdr Fllsingi RE: Loomis' Letter dated April 30,2003 I spoke with Officer Dring concerning the traffic stop that took place on April 28,2003 at 8:15 PM. The Officer describes that she was driving westbound on CO 34 when she observed an eastbound vehicle that appeared to be speeding. This observation was confirmed by radar at 57 mph in the 40 mph zone. The Officer turned around and stopped the car that she further observed had no visible license plate. Upon contacting the driver Loomis, she advised him of the speeding violation and further inquired as to why there were no plates on the car. He responded that he has had the plates for about two weeks and just had not bothered to put them on. He told her that the plates were in the trunk of the car. The officer advised that she would be issuing a summons for the violations and after she had completed and issued the summons, she told him that he should put the plates on before continuing to drive. Loomis asked if he should put them on "right here" and the officer told him that it would be safer to proceed to the parking lot of Ricker Bartlett Pewter and do it there. (The traffic stop took place on the gravel shoulder across from Sombrero Stables). The officer did explain the "early settlement" opportunity on the summons which includes the opportunity to pay the fine and have an automatic reduction from 4 points to 2 points. Loomis did ask the officer if she realized that he was driving downhill at the time of the violation and the officer acknowledged that she was aware of this. Officer Dring reports that the driver, Loomis had a good attitude during the contact and that she did not feel it was negative in any way on either of their parts. She did ask where this would go from here, and I told her that upon review of the situation, I would direct her supervisor to meet with her to discuss techniques that might alleviate the potential for this type of complaint in the future. I explained that the goal of the Department is to minimize complaints through good customer service skills and courtesy to our contacts, even when delivering them a summons. The officer states that her criteria for a stop for a speeding violation is 10 mph in excess of the speed limit. She issues warnings for up to 14 mph over the speed limit and generally writes tickets at 15 + mph over the speed limit. It should be noted that the location of the speeding violation was Elk Trail Court and the eastbound vehicle had not quite crested the hill, let alone be traveling downhill at the location of the violation. Based upon the information available to me at this time, I feel that the officer's criterion for issuing a speeding summons are sound and in this case a summons was appropriate and within her discretion. Mr. Loomis seems to be most upset with the fine amount and this is something well out of the control of the officer. I do feel that supervision can seize this as an opportunity to review the officer's contact methods and utilize coaching to improve future outcomes. I am not aware of anything specific that leads me to believe that the officer was inappropriate during this contact. 5Â£54 I. .. 32 32 32 32 32 32 32 32 32 32 0 32 # 32 Be 8881@zong 82 188888 000â‚¬90>Nâ„¢(De)-0100 61 m O (D CO N (D r N *01--CON<Or 000,--00-0-000 00000000 0 - O V O Nâ‚¬0 010 tr) 9- 1- * Nt.00-0001(De N p..... 19192:ME#i limis g (08Â§88 22 32 0 32 22 32 O 0 0 0) m 61 - 0 0 er) r -0 ,- 00â€¢-Aq. r.1 N- COOMMN-entÂ©011-61 10 61 O te A V e N /4 . 000000-000000 00000000 O O O C> M N 01 M N 00 Y N N t.r)(NO<of-*AN N F 38#323#32# f;Â£32 32 212 323â‚¬22#30 888958 .<o; AR 9 vg@88 01 - p rO - 0 061 *00â€¢-r-0010 0 -00 * 9- p 61 r - 0 C) - 0 1 m â‚¬0 V â€¢- = m r 1.0 - r- u, C, 10 1 - 00000000000000000000000 0 NY"~WrOXM'DY'-*Mâ€¢-LO.- .Â·Â· ~a,<W.- A 2. 0 Z>- ltd E 5 Z 1- 6% m ESSZ 2 ZE i ifi=u,5 3~E@5 Â§28 3 - 098829 0: I Ill 321!9924*EtforN " 25%184 ImmoLLIO<Z-1,-21.-< 2'Mott@EMU!0 OUOD -IJ -JILI~ 6. JO OO OZ D LU F. 0 00 a. 555% 9, BE#22!1!236528&%10@@@@ 11- u- 11- 52 85 g @Ewl- u. <2 <1- Ou-SOO OOS 2003 2001 Reported Unfounded Actual Cleared Clearance Rate Reported Unfounded Actua Cleared Clearance Rate Reported Unfounded Actual Cleared Clearance Rate 1st Quarter NIBRS Crime Summary Group A January-March 2003, 2002, 2001 %8 ZE Â£Â£ Â£ 91Â¥101 GNVND SEXUAL ASSAULTS ENSES TOR VEHICLE DALISM ONDLING TIONS . 1 st Quarter NIBRS Crime Summary Group B January-March 2003, 2002, 2001 OFFENSE CHARGED 2003 2002 2001 90A - BAD CHECKS 0 0 0 90B - CURFEW/LOITERING/VAGRANCY VIOLS 0 0 0 90C - DISORDERLY CONDUCT 1 0 0 90D - DRIVING UNDER INFLUENCE 11 0 8 90E-DRUNKENNESS 0 0 2 90F - FAMILY OFFENSES, NONVIOLENT 1 0 0 90G - LIQUOR LAW VIOLATIONS 12 2 8 90H - PEEPING TOM 0 0 0 90I - RUNAWAY 2 1 1 90J - TRESPASS OF REAL PROPERTY 1 0 0 90Z - ALL OTHER OFFENSES 4 0 4 2003 TOTAL ARRESTEES: 32 TOTAL ADULTS: 22 TOTAL JUVENILES: 10 TOTAL JUVENILES HANDLED: 2 TOTAL JUVENILES REFERRED: 8 e .. STOLEN RECOVERED PROPERTY 1St QUARTER JANUARY - MARCH 2003 PROPERTY CODE BURNED CNTRFT DAMAGED RECOVERED SEIZED STOLEN ALCOHOL 250 AUTOS 930 6500 17500 CLOTHES 35 CONSUMABLEGOODS 20 DRUG EQUIPMENT 36 HOUSEHOLD GOODS 727 JEWELRY 200 MERCHANDISE 1400 MONEY 725 435 1370 NEGOTBLINSTMNTS 1001 OFFICE EQUIPMENT 45 OTHER VEHICLES 50 PURSES 500 RECORDINGS 1415 STRUCTURE/SINGLE 4000 STRUC/OTH DWELLG 10 STRUC/COMMERCIAL 505 STRUC/OTHER 500 TRUCKS 2000 2000 VEHICLE PARTS 3013 200 OTHER 159 8 1071 GRAND TOTAL 1746 9417 8508 471 26463 1 , MEMORANDUM To: Honorable Mayor Baudek and Board of Trustees From: Fire Chief Scott Dorman Date: May 19, 2003 Subject: Organizational Chart Background: Historically, the Estes Park Volunteer Fire Department has worked under the Incident Command System (ICS) for managing incidents in the field. We also have a Chain of Command that is used both at incidents and for administration purposes. This Chain of Command did not allow for easy management of daily duties and tasks that are performed and it was unclear who had what area of responsibility. The EPVFD has recently approved an organizational chart, which outlines the chain of command and specifies areas ofresponsibility. This chart, used in conjunction with job descriptions, will make for a more effective and accountable organization. Budget: No budgetary impact Recommendation: Staff recommends approval of the EPVFD Organizational Chart. ...'. 6 U lilli 1, g :. RUPURJ It m 'liti 1 lit I m Ihi 12= Estes Park Volunteer Fire Department | INVN~311 |