The URL can be used to link to this page

Home My WebLink AboutPACKET Public Safety 2005-06-301 . PUBLIC SAFETY COMMITTEE AGENDA June 30,2005 8:00 A.M. POLICE DEPARTMENT Action 1. LETA Surcharge 9-1-1 Fee - Approval Requested 2. Strategic Plan - Approval Requested Reports 1. Thank You Letter from Jean Smith FIRE DEPARTMENT Action 1. Approval for MOU Extension with Rocky Mountain National Park Reports 1. None 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 . Estes Park Police Department Memo To: Chairman Wayne Newsom and Public Safety Committee Board Members Fro.. Lowell C. Richardson, Chief of Police CC: Town Administrator Randy Repola Date: 6/24/05 Re: LETA Surcharge Background The Larimer Emergency Telephone Authority recommends the monthly 9-1-1 access facility charge for telephone exchange and wireless communication at $.45 a month per phone for the year 2006. A prepared resolution by the LETA board is presented for adoption the next available Town Board meeting. These fees fund all 911 related costs required to operate the Estes Park Communication Center's computers, software, and training of 911 dispatchers. BudgeUCost None Recommendation Since this is not an increase or decrease it is recommended to approve the presented service fee of $.45 a month. 1 . Frey, Korb, Haggerty & Mickaels, P.C Attorneys at Law John P. Frey 318 Canyon Avenue, Suite 200 P.O. Box 2283 Fort Collins. Colorado 80522-2283 47 FEE CEOVE 'fir Telephone (970) 493-8622 May 19,2005 ~~_ MAY 2 5 onm ~ Fax (970) 493-1218 E-mail j frey@fkhmlaw.com 26 c U . A D f.2 hArp Ms. Vickie O'Connor, CMC Town Clerk Town of Estes Park U- U / P. O. Box 1200 Af Estes Park, CO 80517 Dear Vickie: Re: Larimer Emergency Telephone Authority (LETA) Enclosed is a copy of a Resolution ofLarimer Emergency Telephone Authority concerning action taken by the LETA Board on March 2,2005, approving a telephone exchange access facility charge and a wireless communications access charge effective January 1,2006, each reestablished at the rate of $.45 per month. We have taken the liberty of preparing the enclosed proposed Resolution for adoption by the Town's Board of Trustees. Please review the Resolution and ifyou find it acceptable please place it before the Board of Trustees for adoption and provide us with a copy of the adopted resolution no later than September 1,2005. Should you have any questions concerning the enclosed Resolutions or any other matters involving the Larimer Emergency Telephone Authority, you should feel free to contact our office or one of the Town's representatives on the LETA Board: Steve Charles or Lowell Richardson. Very truly yo~rs, AfyiqKO* , HAGGERTY & MICHAELS, P.C. N ViohnP{ F~ir ~ Attorney fol*hrimer Emergency Telephone Authority jk enclosures cc Ms. Debbie Tellez, LETA Administrative Assistant RESOLUTIONNO. BEING A RESOLUTION ESTABLISHING A TELEPHONE EXCHANGE ACCESS FACILITY CHARGE AND A WIRELESS COMMUNICATIONS ACCESS CHARGE FOR THE LARIMER EMERGENCY TELEPHONE AUTHORITY EFFECTIVE JANUARY 1, 2006. WHEREAS, the Larimer Emergency Telephone Authority was created pursuant to Â§ 29-11-101, et seq., C.R.S., by an Intergovernmental Agreement Concerning the Implementation of an "E91 i" Emergency Telephone Service, dated November 14, 1990, between certain governmental entities located in Larimer County, Colorado; and WHEREAS, pursuant to the aforesaid statutory authority and by resolution ofthe Town of Estes Park on May 8, 1990, and Ordinance No. 4-98 properly adopted by the Board ofTrustees on February 10, 1998, the Board of Trustees is authorized to raise, lower, or reestablish a telephone exchange access facility charge and a wireless communications access charge to be assessed telephone (wireline and wireless) service users in the Town of Estes Park; and WHEREAS, the BoardofTrustees deems that reestablishing the telephone exchange access facility charge at the rate of forty-five cents ($.45) per month and the wireless communications access charge at the rate of forty-five cents ($.45) per month is necessary and appropriate to adequately fund emergency telephone services in the Town of Estes Park; NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE TOWN OF ESTES PARK, COLORADO, AS FOLLOWS: 1. Commencing onJanuary 1,2006, the telephone exchange access facility charge and the wireless communications access charge shall each be reestablished at forty-five cents ($.45) per month per exchange access facility or per wireless communications access. 2. Telephone service suppliers providing telephone service in the Town ofEstes Park are authorized to collect the telephone exchange access facility charge in accordance with Â§ 29-11-101, et seq., C.R.S. . I . 3. Wireless telephone service suppliers providing wireless telephone service in the Town of Estes Park are authorized to collect the wireless communications access charge in accordance with Â§ 29-11-100.5, et seq., C.R.S. Upon motion duly made, seconded and carried, the foregoing Resolution was adopted this day of ,2005. TOWN OF ESTES PARK, COLORADO By Mayor ATTEST: Town Clerk 2 Estes Park Police Department Memo To: Chairman Wayne Newsom and Public Safety Committee Board Members F.0,1, Lowell Richardson, Chief of Police CC: Randy Repola, Town Administrator Date. June 24,2005 Re: Strategic Plan Background Starting in 2002, a team of employees the strategic planning committee, initiated a process to build a long term plan built on six key strategic issues (Budget, National, State and Local trends, Employee Development and Support, Community Views, Quality Police Services and Quality Community/Tourist Based Policing). Concurrent with these strategic issues are the bi- annual department goals which are set within the confines of the approved department budget. The strategic plan enveloped three key components through the entire development process; Budget (primary), Internal Customers and External Customers. This two year process conduded with the final draft proposal 'Strategic Plan" for the period 2005-2010 as long term strategies for the police department. As part of the continuous development plan the strategic plan will undergo review bi-annually and receive modifications only when a fundamental component is no longer beneficial or prudent. Otherwise, this plan will be implemented within department policy to ensure continuous application and renewal occurs every five years. BudgeUCosts Internal Printing costs $200.00. Recommendations Staff recommends approving the presented five year strategic plan through 2010. 1 DRAFT TABLE OF CONTENTS Executive Summary . 2-3 Introduction. 4-6 The Planning Process . 5-6 Vision, Mission, and Value Statements ..................... 7 -8 Strategic Plan Survey . 9-14 Department Strategies . 15 - 17 Goals and Objectives . 18 - 20 Implementation Process/Evaluation Process ...................... 21 Appendix a-k fig 1 DRAFT Â·4 1 Execlitive Summary s â€¢ t'Â·, 7Â·'tp:'*.eÂ¢hs,.ae N To: Our Community Members, Department Employees, Board of Trustees and Public Safety Committee Members: Members of the Estes Park Police Department dedicated their time and effort developing this strategic plan. A team of employees from patrol, investigation's, record's and communication's were brought together to accomplish this task. This group of employees embarked on a process to develop an instrument thal could be used by all employees and community members to better understand the functions within the police department. The end result is a document that outlines the direction for our organization over the next five-years. The strategic planning process contains the following seven steps: Â© Vision Statement Â© Organizational Mission Â© Organizational Values Â© Environmental Factors Â© Goals and Objectives Â© Plan Implementation Â© Plan Evaluation After the strategic planning process began, national events affecting the community and the police department significantly impacted this process. Terrorist attacks on the United States drove national security, state security and local security issues to a new level. Local law enforcement agencies throughout the United States were asked to assess their capabilities in the likelihood of an attack. Our ability to effectively protect our community infrastructure requires that personnel are properly trained to respond to and manage security issues should they arise within our community. The greatest challenge facing the Estes Park Police Department is our ability to effectively balance local issues versus national issues without compromising our overall mission. In spite of these national issues, the strategic planning committee remained focused on local issues and the delivery of quality-Policing services for our community. A key component of the strategic plan was a community survey administered by the strategic planning committee. The results of that survey revealed traffic issues, juvenile issues and basic service issues requisite to maintaining community satisfaction. Presented throughout the planning document are these and many other community issues addressed within the strategic plan. In closing, the following members of the Estes Park Police Department should be recognized and thanked for their dedication and effort in creating the Estes Park Police Department Strategic Plan; Rick Life, Basil Marciniak, Jim Kenney, Eric Rose, Corey Pass, Steve Barlow, Mary Thacker, Bonnie Wright and Cherie Bartram. Without their insight and guidance, this plan could not have been completed. Sincerely, Lowell C. Richardson Chief of Police Estes Park Police Department 2 DRAFT introduction To ensure the strategic plan remains a critical part of the overall operation of the police department a budget based plan was selected for the Estes Park Police Department. This process was selected for two reasons; setting the department bi-annual budget becomes a seamless process using the strategic plan as the template for establishing spending priorities; the development of the strategic plan becomes dependent on the budget planning process establishing spending parameters. The intent is to ensure the strategic planning process remains a practice and primary management tool to achieve the department's mission and goals. The strategic planning committee dedicated countless hours establishing a direction for the police department. To determine what was important the strategic planning committee surveyed external customers and internal customers using the information acquired from the survey as a guide to construct this plan. The information collected from the external customers revealed the following priorities (Extema/ customers are defined as /oca/ business owners, ciwb organiza#ons, /oca/ residents, local school district, health and human services, other law enforcement agencies and other emergency service entities): Â© Juvenile Crime and Disorder Issues Â© Traffic Management Issues Â© Treatment of Local Residents versus Treatment of Visitors Â© Downtown Parking Enforcement Issues Â© The use of Community Service Officers during the tourist season Topics of interest revealed from the internal customers are; it should be noted internal customers other issues included topics selected by our external customers (Internal customers are defined as police department employees) Â© Employee Recruitment Strategies Â© Development of Employees Â© Work Environment Â© Internal Department Communications The information provided by our consumers allows the police department to map out a direction for the next five years. The department mission statement, value statement and vision statement serve as the compass for organizational direction. The department goals and objectives represent the 'how to" in achieving the departments mission and vision. From the information provided by our customers the following strategic issues were developed by the Strategic Planning Committee and department management: Key Strategic Issues The Estes Park Police Department Key Strategic Issues are: Â© Budget Â© National, State and Local Policing Trends Â© Employee Development and Support Â© Community Input Â© Quality of Police Services Â© Community/Tourist Policing 3 DRAFT Budget The budgeting process and outcome determines what financial resources the police department is allowed to commit to bi- annually. This allows police management and the strategic planning committee to align financial resources to goals and objectives. The purpose of the strategic plan is to ensure our internal and external customers views are appropriately addressed throughout the strategic planning process. The intent is to provide police management with assistance in planning for the future of the organization and to meet the policing needs of our community through our Town budget process. Trends Any planning process requires a comprehensive review of variables and factors beyond the control of the planning entity, for this process a review or study of national trends, state trends and local trends will be conducted. Many variables effect the direction of a police department. Nationally we must review crime trends, national security issues in light of recent terrorist attacks, and technology issues that may impact police services. Within Colorado we must look at state security issues, technology issues and crime trends that may impact police services. Locally we are required to review community security issues, crime trends and technology issues. Included in this review must be a comprehensive review of economic factors since local economy in part relies on tourism revenues that in fact financially support the police department. A review of local demographics determines the services provided and whom we are serving within Estes Park. Employee Development and Support Critical to the Estes Park Police Department providing quality services are the people who deliver those services. They are our most precious commodity and resource for accomplishing the department mission. How potential employees are recruited and selected is a critical piece to the overall operation of the police department. The development of personnel within the organization requires a significant commitment of resources. This ensures our ability to improve upon the quality of services provided to our customers by department employees. Community Input Community stakeholders provide opinions and responses to questions posed concerning police services within the Town of Estes Park. These responses and comments provide a beginning for the police department in establishing goals for the department in our efforts to achieve community policing excellence. Community views are paramount to establishing focused community partnerships. Some information received from community members through the survey process represented a singular point of view. Though these topics failed to reach a level of commonality required to receive assignment as a department goal or objective, the information will be recorded within this plan for future considerations. Quality of Police Services A cornerstone to successful policing is the quality of those services provided to our customers. Quality service is achieved through an organizational effort by every member of the police department. Development of effective performance measurements provides us with the greatest opportunity to identify where services are being delivered effectively and where they are not. To achieve a standard of excellence in service delivery does require a constant focus on employee development and training. By measuring customer satisfaction and developing employee skill sets provides the best opportunity for providing quality services to our community. 4 . I DRAFT ;â€¢989* tflatining:Process 11*<*hat* Wk The Estes Park Police Department management team selected strategic planning to provide an opportunity for achieving the organization's overall mission. As such, selecting a strategic planning process best suited to achieve our mission and goals required reviewing a myriad of planning practices. A final planning process selected was a budget-based process that links the budget to the overall planning process for the organization. It was deemed the most effective method for achieving our organizational needs over a five period. Once the planning process was selected a committee was convened to construct the Estes Park Police Departmenfs first strategic plan. Two critical pieces in the development of the plan was the retrieval of community input and selecting a strategic planning committee. Utilizing written survey methodology allowed the strategic planning committee (SPC) to collect data necessary for the development of the plan. There were two requirements for being selected to this committee; employee representation must be from operations, investigations and support services and there would be limited supervisory representation on the committee. The steps selected for the Estes Park Police Department strategic planning process included the following processes: Strategic Planning Committee A core group of employees were selected from work units within the department with limited supervision and management involvement. Determining factors for committee selection was based on the size of the organization and the desire to create employee buy-in. As this process evolved the inclusion of supervisors became an option. As the make-up of the organization changed so did the committee membership. Staff and Department Orientation Critical to the implementation process of the strategic plan is department wide education and open dialogue regarding the use of the strategic plan. A series of instructional meetings starting with management and supervision and ending with all employees begins the implementation process. After the employee meetings the SPC will be expected to present the strategic plan to the Public Safety Committee for approval then adoption by the Town Trustees. Vision Statement, Value Statements and Mission Statement Review Part of the strategic planning process revealed there was no vision statement. It is important for all employees to understand what the direction of the department is over a period of time. Therefore, a vision statement was crafted. The current department mission statement and value statement were rewritten as well. It is believed these revisions represent a more current view of the department employee's position on providing policing services for the Town of Estes Park and it's community members. Internal and External Assessments As part of the development process SPC members developed a survey instrument to solicit information from community members. A comprehensive internal assessment was conducted on the department in 2001 providing in-depth information about the organization. Though the level of effort to complete this process is labor intensive we will develop a process that allows us to conduct this review bi-annually. We are anticipating a section in the following years to include the visiting population. Environmental Forecasts Significant to the overall strategic plan are the demographic, social, economic and technological issues that the police department will face in the future. Forecasting these issues for the Estes Park Police Department required analyzing these issues at a national level, state level and local level. This action provides department management and personnel with an understanding of those issues impacting our agency's ability to provide services. 5 . DRAFT Key Issues These issues are identified as the primary challenges, strengths and opportunities for the department developed from the previous steps in this planning process. Resulting from these issues are the department goals and objectives that exist within the context of our mission statement. Strategic Goals and Objectives The goals and objectives selected for the department are completed through community input, employee participation and proper alignment from the agencies mission and values. All goals selected for the department must be in alignment with the strategic plan of the department and they must be alignment with the Town of Estes Park's mission and goals as well. In order to achieve a high level of excellence requires reviewing these goals and objectives annually. Strategic Plan Implementation The strategic cycle begins with the 2005/2006 bi-annual budget. The plan will be reviewed every two years maintaining the five-year horizon extending itself with each approved budget. Evaluation of the Strategic Plan A quarterly review process allows for timeline studies on the progress towards achievement of department goals. The SPC will retrieve a quarterly progress report from the managemenVIeadership staff. The SPC will present the progress of the department goals at a department meeting. It is the responsibility of the SPC to hold all responsible for achieving goals accountable for their progress. Strategic Plan Formalization and Organizational Adoption To ensure a direct link exists between city goals and department goals it is important the strategic plan is linked to the department budget and a reoccurring establishment of department goals occurs, the strategic plan will be presented to the Town Board of Trustees for adoption during the bi-annual budget process. This process will be implemented within the Estes Park Police Department Policy Manual. 6 ' '4 DRAFT Wisidnt{Mission, Value Statements . flU4Â·*0.*4'4Â¥1'Â·,7**mÂ»W Definition The Estes Park Police Department cannot achieve a standard of excellence without first defining our direction, primary purpose and what guides us daily. A vision statement provides an understanding for those within the organization of our direction. A mission statement should clearly define our primary core purpose or function. Our value statements explain to the public and our members what is important to us as we carry out our mission while conducting business on a daily basis. Each of these carefully crafted statements, were created or edited after seeking input from community members, our government officials and department members. Within the context of an organization a vision statement simply presents to others the chosen direction of an organization. No organization can go forward without a clear direction. In most instances the agency head provides direction within an organization. For the Estes Park Police Department that responsibility lies with the Chief of Police. As part of the development of the strategic plan the Chief of Police crafted a vision statement based on community input, government official's input and department member input. Included in the vision statement is the police chiefs future view of the Estes Park Police Department five, ten or more years out. The current mission statement was developed in the 1990's. The SPC chose to review the current mission statement for possible changes. The SPC decided changing the mission statement was necessary. In accordance with providing contemporary policing services the SPC set out to redefine Estes Park Police Department's mission. The SPC reviewed the department value statement and determined a change was necessary. The changes made represent three core values that are aligned with the definition of policing. The revised Value Statements represent three basic principles; The Law, The Community and The Organization. In these revisions the SPC has incorporated community stakeholders and department stakeholders input identified as critical components for achieving excellence in policing for the Estes Park Police Department. The vision statement represents what the desired view of the organization can be in the future; the mishion statement defines the critical purpose of the organization; and the value statement represents the core beliefs of the employee workforce. Individually these concepts demonstrate a fragmented process for organizational success. However, by linking these concepts the necessary ingredients to create organizational excellence now exists. Following is the revised Vision, Mission and Value statements of the Estes Park Police Department: A. VISION STATEMENT To provide the Town of Estes Park with excellence in policing services we must... Invest in our employees developing their policing skills, follwership skills and educational skills to create future leaders within our organization and the community"... Continually strive for excellence in policing services premised on community based Policing and Tourist based policing best practices"... Encourage creative and innovative problem solving action by each employee"... and Cultivate community wide partnerships within every facet of our work environment." By building an organization on these principles we cultivate our police department's ability to provide "Quality Policing Services" truly making Estes Park a safe place to live for our community members. 7 . DRAFT B. ESTES PARK POLICE DEPARTMENT MISSION STATEMENT 'To provide police services in partnership with our community to maintain the peace, safety and welfare through exemplary policing practices." C. VALUE STATEMENT WE VALUE OUR COMMUNITY We value our Community and aspire to be worthy of the authority vested in us. We value providing exemplary services to residents and guests alike, realizing each are essential parts of our community. We value educating our community about emergency services, police procedures, and the law - through open lines of communication. WE VALUE THE LAW We value the laws and constitution of the United States of America and the State of Colorado. We value the rights and privileges of all through equal and fair application of the law, striving for a safe community for all our residents and guests. WE VALUE OUR ORGANIZATION We value an organization that is predicated on the concepts of integrity, professionalism and quality leadership. We value the development of employees to further their knowledge through training and education building on their experience. We value an organization that fosters each individual and provides an arena for individual growth. 8 DRAFT 8Bte*-fle Â§!Eey_--_ _ In this section a brief review of two surveys was completed; one for our external customer base and one for our internal customer base. The results of these survey provided insight to identifying our Strengths, Weaknesses, Opportunities, Threats and Trends or a S.W.O.T.T. analysis of the department. Below are the survey results: External Survey population demographics What was your status with the police during your contact? Complainant 2 Victim 4 Citizen Assist 2 Witness 3 Suspect 0 Traffic Contact 5 Phone Contact 10 Front Desk Contact 7 Other 13 Total Contacts 46 Yes No DNA 1. Did the employee behave in a professional manner? 36 0 1 2. Was the employee helpful? 36 0 1 3. Was the employee knowledgeable? 35 1 1 4. Did the employee demonstrate concern for your situation? 34 2 2 5. Did the employee's actions assist in resolving the problem? 32 1 4 6. Was your request handled in a timely manner? 33 1 3 The survey questions posed are categorized by the SWOTT analysis. They depict current perceptions of how we are performing, what we can improve upon, what opportunities exist for us to provide better service and what issues if we fail to recognize and address could impede the department from operating efficiently and effectively. The results to these questions are included as an appendix to the Strategic Plan. Survey Questions: 1. What are the strengths of the EPPD? (Strengths) 2. What areas can EPPD improve upon? (Weaknesses) 3. What can EPPD do to be more effective? (Opportunities) 4. What police community issues are important to you? (Threats) Internal Survey Results This survey was distributed to all employees of the department and three of the four questions posed to our external base were posed our internal base. The responses were significantly different most internal responses focused primarily on internal functions within the department. These responses suggest before we can move forward and address community well, department management must address the internal issues that currently exist within the department. The responses to the questions posed are attached as an index to the strategic plan and the results are depicted below: 1. What are the Strengths of EPPD? (Employees ) 2. What areas can EPPD improve upon? (Communication) 3. What can EPPD do more effectively? (Improve internal and external communication) Additional questions regarding communications within the organization were asked. These questions were: 9 DRAFT 1. Where are we experiencing communications breakdowns within our department? 2. Suggestions for rectifying this breakdown? 3. What works best for obtaining information? These results are attached in the index section of the strategic plan Trends As part of the SWOTT analysis identifying reoccurring trends directly affecting police services requires department management to monitor department activity levels on a continuous basis. Those internal reviews must occur while at the same time monitoring similar levels at a state and national level to identify how the Estes Park Police Department is conducting business in a comparative sense. To better serve our community and our organization the following shall be monitored: 1. Crime 2. Case clearance rates 3. DUI 4. Downtown traffic accidents (seasonal only) 5. Complaints on CSO's 6. Downtown Crime rates (seasonal only) 7. Riverwalk Plaza activity (seasonal only) 8. Juvenile crime 9. Juvenile arrests 10. Traffic numbers 11. Animal control activity 12. National economic indicators 13. Tourist populations 14. State and Federal Funding opportunities 15. Changes in policing at a state and national level 16. Employee stability/turnover 17. Staffing issues; vacation, sick and training requirements 18. Five year Budget trends 19. Calls for Service Load 20. Incoming phone calls through communications 21. Walk-in customer requests at front counter 22. Customer/Citizen satisfaction External Environment Homeland Securitv The September 11 th attacks forced every law enforcement agency throughout the United States to reassess their capabilities in the event of a second attack. Even though the President of the United States recommended all citizens continue on with their lives in a normal fashion, we as individual citizens must assume a more vigilant posture and greater awareness of our surroundings. Large and small communities throughout the United States were forced to assess community security levels for the protection of their facilities and citizens. In most communities this responsibility has been turned over to the local police departments. At their 2001 conference the International Association of Chiefs of Police identified anti-terrorism efforts as the number one challenge facing local law enforcement. Federal Facilities In the Town of Estes Park we are challenged with the responsibility of housing two federal DAM facilities within our community. Because of the 911 attacks 24-hour security requirements required the police department and Larimer County Sheriff's Department to consider what our responses would be in the likelihood of an attack on these facilities. The actual DAM facilities are located within unincorporated areas of the community and the sheriffs department provides on-site security for these properties. The Town of Estes Park surrounds the Estes Dam and the Mary's Lake Dam is adjacent to town borders. Each presents a unique set of security problems should an incident occur at either location. Though the Estes Park 10 DRAFT Police Department has no responsibility to either facility the reality is should an incident occur we would be expected to provide assistance. Crime Even with the issues facing police department's in today's world the issue of crime and communily safety still remain the primary focus. Serious crimes are the violent crimes of murder and non-negligent manslaughter, forcible rape, robbery, and aggravated assault, and the property crimes of burglary, larceny-theft, motor vehicle theft and arson. Figure 1 Motor Vehicle Theft 10.4% Larceny Theft 59.6% National Crime 2003 â€¢ National crimes reported does not include assaults In reviewing Colorado issues; crime rates, fires, a shortage of water, a sluggish economy and passing new aggressive carrying concealed weapons laws present many challenges each having an effect on the Town of Estes Park. Figure 2 Colorado Crimes 2003 Forcible Rape 3.0% Robbery< -*~- 6.094 ~ - - - -2.1 7= -iBurglaryF 52.8% Motor Vehicle Theft 37.9% â€¢ Colorado crimes reported does not include assaults or larceny thefts 11 DRAFT In 2002 thousands of acres of open space and forests were lost to wild land fires taxing resources from various communities to combat these fires. Adjacent to Estes Park the Big Elk Fire tapped community resources for a period of two weeks, the police department provided emergency dispatching services during this entire period. Two aircraft crashes occurred while emergency services personnel combated this fire. These fires received national news coverage negatively affecting the Colorado tourism industry for the summer months. Grant Funding Due to Homeland security issues a restructuring of disbursement of federal funds through various federal departments changed dramatically. The Department of Justice restructured and changed the disbursement of funds through its national C.O.P.'s office program cutting grant funds for Community Policing initiatives and redirecting these funds towards national security issues. Internal Environment Local As a destination tourist community Estes Park receives over three million visitors a year, this volume of people into our community increases work activity within the department. Some of the obvious impacts are increased vehicle traffic, downtown pedestrian foot traffic, increase in calls for service (medical, police and fire), special events coordinating and planning to mention just a few. Typically these increases in service demands can takeaway from providing direct services to the local population of Estes Park creating a schism in delivery of services and some misperceptions regarding who is a priority to the local police, locals vs. visitors. Crime In an effort to better serve the community of Estes Park it is imperative ongoing assessment of crimes, traffic and community disorder issues are monitored for the sake of responding to both real and perceived issues within the community. Crime and the possibility of being victimized by a criminal act is still an issue for our citizens. Providing a safe environment for our community members, their families and our visitors must remain the primary function of the Estes Park Police Department. It is our responsibility to maintain that quality of life synonymous with living in the Town of Estes Park. Figure 3 Estes Park Crimes 2003 11,91:T.9~1':1.4.9~,HA. ~3 4-yjp.~,'I>M-1'5&~-'P NI~F ,_ jI~1'~ 1-Al- 1.44 -4'&bil i i. -::=Lt u..iL-,+ ..gatit -11-1[3 â€¢ Estes Park reported crimes includes assaults and larceny â€¢ There were no reported robberies, rapes or murders in 2003 12 DRAFT Figure 4 Crime in Estes Park 300 200 - -4.9P--â€¢-205--*~*--.235_~,~~~4*-1 206 --â€¢- Crime 100 - 0 1998 1999 2000 2001 2002 2003 2004 As depicted in the figure above serious crime trends in Estes Park have remained on average at a rate of 211 annually and over the past years increased on average by 7%. However in comparison to other Colorado resort communities Estes Park is below the state averages and below national averages as well. Figure 5 Colorado Crime Comparion of Resort Communities 2003 1000-1 0 Vail 800-~7~21@11Geh[2~ i Glenwood Springs 0 Aspen 600/7 O Gunnison 400-~~ IAvon 74- Â¤ Estes Park â€¢ Idaho Springs 1,0'17 O Snowmass Village 0 â€¢ Crimes reported represent notable resort communities in Colorado â€¢ Estes Park receives approximately 3 million visitors each year this is more than the communities used for comparison â€¢ Estes Park reports a ratio of 38 crimes per thousand residents this differs by a rate of 79% in comparison to the #1 ranked community Budaet Whenever considering strategies, goals or programmatic changes within the police department budgeted resources are a critical component in achieving the aforementioned. Representing the greatest part of the operating expenses of the department is personnel costs vs. operating costs. As a component of the Town's general fund the police department relies on those revenue sources making up the general fund which are primarily sales tax dollars. These revenues are generated predominantly by the tourism industry. Due to the nature of that market it is incumbent on police administration to effectively plan out bi-annual budgets based on previous town revenue trends. 13 DRAFT Figure 6 2500000-1 CL 0 20000001 9 -a 1500000}-='=- -~- ------21 - O Personnel 1 Operating 1000000~- ------- - - - 1- I O Capital 5000004----------- -- Â¤ Total . 2001 2002 2003 2004 2005 2006 â€¢ 2001 Personnel 87% of Total Budget â€¢ 2002 Personnel 89% of Total Budget â€¢ 2003 Personnel 89% of Total Budget â€¢ 2004 Personnel 84% of Total Budget â€¢ 2005 Personnel 87% of Total Budget (projected) â€¢ 2006 Personnel 87% of Total Budget (projected) Figure 7 $......F-PF---- tlit -4 - ,,I,,, 3 1 I,,,II II,II 1 ' .4-,M. ' , eÂ»: .~ U 1 Â¢4.1 ..~. 1 1 0 , 1 , 0 10 4 - I.~-i.. . . 0 . 1 â€¢ Revenues 2001 $2977.00 â€¢ Revenues 2002 $3500.00 â€¢ Revenues 2003 $200,269.00 â€¢ Revenues 2004 $255,131.00 â€¢ Revenues 2005 $107,475.00 â€¢ Revenues 2006 $113,801.00 Community Lastly, community approval and support largely determines police effectiveness within the Town of Estes Park. It is a critical component and key to the overall success of the Estes Park Police Department. Therefore, actively seeking community input and community ratings on overall police services is paramount for current and future successes. By closely monitoring community issues and concerns in regards to public safety greatly increases our chances to achieve a high level of customer satisfaction. Utilizing community surveys to measure services and to measure community public safety concerns provides all members of the department with a greater understanding and knowledge base on how to best serve their community. 14 DRAFT 3 *Gf' **hk ~ >Â·Â·' Police Department Strategies E 93 k;**WY#.2 A definitive link exists between the strategies and goals of the police department. Over a five year period the Estes Park Police Department intends to improve on internal operations and external services. In order to accomplish this, a clear definition of the department strategies is required. First a review of those strategies: 1. Budget 2. National, State and Local Policing Trends 3. Employee Development and Support 4. Community Views 5. Quality Police Services 6. Community/Tourist Policing Definition of Strategies 1. Budget Effective budget management is the ability of the organization's membership to effectively allocate available resources through the Town' s budgeting process to achieve organizational goals. a. Allocation of budgeted resource to increase staffing levels to meet minimum requirements for vacations and training of personnel. b. Allocation of budgeted resources to purchase equipment for personnel to perform their duties benefiting the community. c. Allocation of budgeted resources to train personnel in leadership, policing strategies, community policing, tourist policing, customer services, basic policing and advanced policing techniques. d. Allocate budgeted resources to purchase technological equipment to aid personnel in carrying out their duties. 2. National, State and Local Policing Trends Policing trends significantly impact our ability to provide services within the community. Crime and disorder changes do occur based on socio economic status, national economic trends and other influencing external variables. It is imperative department management maintain a current level of understanding and response to these issues to ensure service remains consistent for our community members. a. Technology issues involving; crime mapping software, mobile data computers for patrol cars, report writing software, updated computer aided dispatching software, wireless connectivity improvements for officers and support staff are necessary to provide services both efficiently and effectively to our community. b. Measuring types of crimes occurring within our community then identifying those trends at both a national and state level for comparison purpose provides invaluable information for department staff to properly address such crime issues. c. Comparing overall crime activity within our community to other tourist communities within Colorado provides invaluable insight to true community safety and crime prevention methods employed by the police department. 3. Employee Development and Support Critical to organizational success and excellence in policing is proper development of department employees throughout the organization. a. Training and educational opportunities provided to employees creates an organization built on learning. Police Department management shall prepare a budget built to support this concept. b. Development of employees includes effective succession planning in doing so the organization prepares a pool of candidates who are ready for a natural transition when promoted. c. All employees within the department are encouraged to advance their knowledge and learning base, each supervisor and manager within the organization is charged with this responsibility to ensure every employee is afforded an opportunity to succeed through education and training. 15 DRAFT 4. Community Input Continuous solicitation of community input that directly relates to police services provides a benchmark to measure quality of police services provided and established a broader understanding of customer satisfaction as it relates to services provided by the police department. a. Distribute quarterly to all citizens receiving services or having contact with department employees a survey that measures customer satisfaction. b. Use results from customer survey and apply those results directly to any approved merit. Apply 50% of any approved merit to all employees performance appraisal when department achieves a 90% customer satisfaction rate. c. Use community members as a conduit for resolving policing issues within the community by developing and establishing strong working partnerships. 5. Quality Police Services The delivery of police services occurs at several levels within the organization. It is understood any customer having direct contact with any police employee leaves with an overall impression of our police department based on that sole contact. By developing a culture with customer service concepts as part of the total operating practices increases the likelihood of achieving customer satisfaction. Therefore, improvement of services through quality service practices determines organizational effectiveness. a. Quality Improvement in policing practices includes response time for all service requests. Timely follow up of services when necessary determines effective customer service. How we communicate with all customers determines customer satisfaction. Measuring police services through case clearance, arrests, traffic enforcement and education, DUI enforcement, calls for service and citizen complaints are recommended methods. b. Measuring communication services provided for police, fire and EMS through data analysis. c. Measuring investigative services through data analysis by case clearance rates. d. Measuring the records management systems ability to retain, archive and retrieve records for internal and external customers. Establishing an effective records reporting system for the police operations component. Tying in technology improvements with quality records management and records reporting as well. e. Measuring animal control services by calls for service, citizen complaints, animal impounds and summonses issued. f. Measuring internal leadership and management practices through reverse evaluations annually provides assistance in developing effective practices. g. Measuring effective budget management of department resources is critical to achieving agency goals. Budget trends for a five period shall be used to determine operating and personnel costs for the police department. h. Monitoring and improving internal communications throughout the organization. 6. Community/Tourist Based Policing Community Policing is composed of two primary components; developing comprehensive problem solving techniques then applying those techniques in all facets of our policing services; and the development of community partnerships in problem solving our crime and disorder issues. a. Implement problem solving strategies to reduce crime and the fear of crime. b. Implement practices that strive towards involving community members in aiding the police to reduce crime and the fear of crime. c. Utilize police volunteers to aid personnel in completing their duties. d. Develop strategies through partnering with local business owners to increase police involvement with visitors and maintain a positive visiting experience. e. Develop consistent practices to address enforcement issues with the visiting population and permanent residents. f. Implement effective traffic control measures and maintain the visiting experience. g. Design service practices for the visiting population to address their crime and fear issues. h. Identify and develop critical community partnerships with various entities within the Town of Estes Park. i. Develop partnerships with schools. j. Develop partnership with local court system. k. Develop partnerships with Health and Human Services. 16 DRAFT Develop partnerships with Town government entities. Develop partnerships with local business associations. Develop partnership with County Sheriffs Department. o. Develop partnership with faith based council. 17 13- 2005-2006 Goals and Objectives DRAFT Introduction The Estes Park Police Department is committed to achieving outcome based initiatives as it relates to services for both our external and internal customers. In an effort maximize our abilities to serve our customers the Estes Park Police Department management team selected goal identification and implementation as the most efficient method to meet this effort. The system or methodology used is a bi-annual goal setting process those goals listed with no end date are considered to be ongoing for the entire two period ending December 31, 2006. Goal One: Leadership Development The purpose of this goal is to identify and implement a systematic method to ensure all members of the Estes Park Police Department receive appropriate levels of training to improve their leadership skills. At the bi-annual goal setting retreat the leadership team of the police department selected this as a priority goal and wanted it carried over from the previous two years. A component missing from this goal in past years is a clearly defined succession plan that will develop future leaders within the department. Objectives: a. Each formal leader within the organization agrees to quarterly commit their time coaching and facilitating the development of individual team members. i. Person responsible: Field Trainers, Supervisors, Manager, Police Commander and Chief of Police. b. For the purpose of succession development it becomes critical to develop and cultivate partnerships with external entities capable of providing training relevant to leadership development. This includes hosting two such training sessions. i. Persons Responsible: Supervisors and Managers. c. Followership is critical component to becoming an effective leader therefore, formal leaders within the organization shall practice and teach the basic concepts of followership to all team members. i. Persons Responsible: Field Trainers, Supervisors, Manager, Police Commander and Chief of Police. d. Each formal leader within the organization understands the importance of making oneself available to team members they are responsible to and for. It is critical formal leaders schedule the necessary time to effectively interact with team members in order to develop the trust necessary to lead. i. Persons Responsible: Supervisors, Manager, Police Commander and Chief of Police e. Every member within the police department is accountable for their actions and shall for the sake of consistency be responsible for their own actions. It is the duty of each formal leader within the organization to monitor and hold their team members accountable to the standards of the Estes Park Police Department as outlined in policy under Ethics and Character. A formal leader who fails to challenge their team members under this category fail the organization, team and the individual. i. Persons Responsible: Field Trainers, Supervisors, Managers, Police Commander and Chief of Police. 18 DRAFT f. Important to the overall effectiveness to achieving agency mission each formal leader within the organization is required to set the standard be an example to all members within the organization. i. Persons Responsible: Supervisors, Manager, Police Commander and Chief of Police. g. As formalized communication methods were integrated within the organization over the past two years formal leadership is required to provide honest open communication with their team members. This type of communication maintains organizational harmony however, confidentiality of information must take precedence to this action. i. Persons Responsible: Field Trainers, Supervisors, Managers, Police Commander and Chief of Police. h. To meet the goal of leadership development of Estes Park Police Department members a minimum of two training sessions shall be held. The subject matter and trainers selected shall be at the discretion of the department leadership group. i. Person(s) Responsible: Police Commander and Support Services Manager Goal Two: All Department Members Shall Consistently Carry Out Department Mission Critical to organizational success of the Estes Park Police Department is our ability to achieve our Mission "To provide services in partnership with our community to maintain the peace, safety and welfare through exemplary policing practices". To achieve the standards of our "Mission" is the requirement of each employee to know this mission statement and carry out the key components. Therefore, the following objectives shall be applied to accomplish this goal. Objectives: a. Each employee of the Estes Park Police Department is responsible for identifying the reasonable expectations of our internal and external customers. In doing so each employee shall develop necessary partnerships to achieve this understanding. Then carry out our services in exemplary fashion. i. Person(s) Responsible: All Employees b. The Estes Park Police Department shall provide in-service training for all members teaching the core components of EPPD's Mission. i. Person(s) Responsible: Sergeants Support Services Supervisor Completion: November 2005 c. Formal leaders within the organization are required to incorporate into employee performance reviews each employees ability to achieve daily tasks using the core components of the department mission. Employees who fail to perform their duties under the umbrella of the department shall be accountable through annual performance review process. Employees who achieve use the core components of the mission to perform their duties shall be recognized through the annual employee performance review process. i. Person(s) Responsible: All Supervisors, Managers, Police Commander and Chief of Police. 19 DRAFT Goal Three: Comprehensive Communication for Internal and External Members It is imperative employees are kept abreast and apprised of organizational changes through an appropriate medium. Effective and correct communications within our organization is critical to employee harmony. Therefore the design of formal and informal communication methods for our customer base required. Objectives: a. A department newsletter shall be distributed six times a year by a designated team of employees. A department brochure for the general public or other agencies shall developed by this team. A department supervisor shall oversee the newsletter team. i. Person(s) Responsible Sergeant Pass and assigned team. Completion by: October 2005. b. All department members are required to utilize the formal chain of command to communicate agency issues or policies this improves how information is disseminated throughout the organization. Supervisors are reminded to apply the adopted formal processes of the department when communicating with their team members or others within the organization. i. Person(s) Responsible: All Department members c. Training in organizational communications shall be provided for all department members. i. Person(s) Responsible: Command Staff Goal Four: Training Commitment to employee development starts with proper training. This includes basic and advanced training for all members of the agency. Department leadership is committed to this goal understanding the importance it provides for our customers and our employees. Relevant training establishes a foundation for all members to provide services the highest level of quality. The Estes Park Police Department leadership team shall ensure all members receive at a minimum eighty hours of recertification training and sixteen hours of advanced training each year. Objectives: a. All members shall receive training in the following subject matter related to organizational operations; mission, vision, values strategic plan, Town goals, mission and vision, department budget, department policies and procedures. i. Person Responsible: Police Commander and Support Services Manager. Completion Date: August 2005 b. All members shall receive update Character 1 St initiatives training. i. Person Responsible: Support Services Manager c. All members of the department shall receive basic and advanced skills training. i. Person Responsible: Police Commander and Support Services Manager. 20 DRAFT Goal Five: Strengthen Partnerships with Businesses and Schools As our Community Policing philosophy "Community Partnerships and Problem Solving" reinforcing and establishing new partnerships requires "Diligence - Investing my time and energy to complete each task assigned to me" on the part of every member of the Police Department. Two partnerships have been identified requiring our attention. Objectives: a. The following initiatives shall be implemented into the Park R-3 School District in an effort to reinforce our partnership with the school district. Zone policing, School Resource Officer, Restorative Justice, involvement with PacK, distribution of department brochures, and development of a teen police academy. i. Person(s) Responsible: Restorative Justice Director, Police Commander, Patrol sergeants and Patrol Officers. b. Through the application of zone policing partnerships with the Convention and Visitors Bureau and the Police and Businesses In Partnership (PBIP), members of the police department can effectively improve delivery of services for these partners. i. Person(s) Responsible: Patrol Sergeants, Assigned Zone Officers and School Resource Officer. c. Developing these partnerships utilizing the Citizens Police Academy (CPA) as a medium by including these partners in the core of the curriculum. i. Person(s) Responsible: Detective Sergeant and Police Auxiliary. 21 DRAFT Meeting Notes from Employee Meetings with the Police Chief 6/2004 The information below depicts those issues presented by department members to the Chief of Police during individual personal question and answering sessions. These issues/items did not make the "cut" list to become part of a department goal however, the information is relevant for all concerned to understand and review what other department members view as significant to the operation and delivery of police services for the Town of Estes Park. â€¢ Change political dynamics of Town of Estes Park â€¢ Get policies out â€¢ Leadership development in communication center â€¢ Not having a conduit for employee complaints â€¢ Communicating department development â€¢ Services for Spanish speaking community â€¢ Look at a step pay plan â€¢ Less stress within police department â€¢ Too many changes â€¢ Loss of dispatch position â€¢ Outside overtime duties for police officers â€¢ Pay compensation for department trainers â€¢ Cost of physical fitness â€¢ Image issues (facial hair, smoking in uniform) â€¢ Supervisors on short shifts go to them for help â€¢ Scheduling â€¢ Employee turnover â€¢ Communication department wide â€¢ More equipment for new officers â€¢ Failing to follow-up on what is promised, consistency â€¢ Low morale â€¢ Department training, basics â€¢ Schedule prevents direct supervision â€¢ Employees not supported by management â€¢ Nobody to order forms â€¢ Employee relations committee â€¢ Commander and sergeants on same page â€¢ Change squad room environment â€¢ Double standards between supervision and employees â€¢ Comparable pay â€¢ People not carrying out their own load â€¢ People not developing leads and carrying them out to completion â€¢ Can't get time off â€¢ Be clear about expectations and how to exceed them â€¢ Consistency in carrying our mission â€¢ Become a self sufficient agency â€¢ Uneasy about future â€¢ Confused state of affairs due to employee turnover â€¢ Organizational clarity of direction and purpose â€¢ Sergeants lacking courage to hold employees accountable and address problems â€¢ More effective at doing more with less â€¢ Can't constructively critique without offending (thin skinned people) â€¢ Need to create and develop leaders â€¢ Partnerships businesses and schools â€¢ Trust and to be trustworthy 22 I . DRAFT â€¢ Quality equipment â€¢ Recognize daily and significant achievement â€¢ Creative as a department â€¢ Consistent, competent, clear and effective communication â€¢ New facility â€¢ Compensation for special assignments â€¢ Training resource for law enforcement agencies within Colorado 23 DRAFT 2003 - 2004 Goals and Objectives 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 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 development as well. The following objectives present who is responsible for accomplishing the number One Goal of the Department. 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. Responsible for accomplishment: All employees. This goal is identified as an ongoing goal for the Leadership Staff and all 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. a. All supervisors and managers will attain the basic educational requirements to hold their current positions as determined by the Town's 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. Responsible for accomplishment: Chief of Police, Police Commanders and Support Services Manager. 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. Responsible for accomplishment: Chief of Police. 24 . DRAFT 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 exception of personnel matters sharing information with department members is identified as an appropriate practice. To achieve this goal the following objectives are established: 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. The Police Chiefs Administrative Assistant is responsible for this goal. 2. Ensure weekly that relevant information is distributed to all personnel within the department. The Police Chiefs Administrative Assistant is responsible for this goal. 3. Before implementing operational change all employees will be informed through a department wide meeting or other appropriate method. The Chief of Police is responsible for this goal. This is an ongoing goal. 4. Develop and Update Department Policies and Procedures. The Administrative Commander and Chief of Police are responsible for accomplishing this objective. 5. Development of a Comprehensive Five Year Strategic Plan. The Chief of Police and the Strategic Planning Committee. 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 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. OBJECTIVES: 1. Develop department policy and procedures that are in compliance with CACP accreditation standards. The Administrative Commander and Chief of Police are responsible for this objective. Completion by 6/03. 2. Submit application for accreditation and all required documents to CACP. The Administrative Commander is responsible for this objective. Completion by 4/03. 3. Schedule accreditation assessment with CACP. The Administrative Commander is responsible for this objective. Completion by 11/03. 4. Ensure police facilities and work areas are prepared for assessment review. All department members are responsible for this objedive. Completion by 11/03. 5. Receive CACP professional accreditation. The Chief of Police and Administrative Commander are responsible for this objective. Completion by 7/04. GOALFOUR: 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. 25 I . DRAFT OBJECTIVES: 1. Solicit, select and assign department members to participate on a recruitment team responsible for designing and implementing a department wide recruitment strategy. 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. 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. 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. 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 measure the candidate's interpersonal skills as well. Recruitment Team is responsible for this objective. Completion by 9/03. 6. Implement the selected recruitment practices. Recruitment Team responsible for this objedive. 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 partnerships, technology improvement projects, training, and development of all department members. The objectives to achieve this goal are: OBJECTIVES: 1. 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 Â·Estes Valley Multi-Cultural Connections. 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. All employees responsible ongoing 2. Design, develop and implement comprehensive strategies, policies and procedures outlining department Community Policing philosophy and initiatives. Police Commanders, Support Services Manager and all Supervisors responsible for this objective completioN by 3/03. 3. 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. Support Services Manager and Administrative Commander responsible for completion by 12/03. 4. 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. Commander and Patrol Sergeants responsible for completion 3/03 and 3/04. 5. Seek reoccurring appointments to the CRCPI Board, L.E.T.A. Board and Community Corrections Board when terms expire. Chief of Police responsible ongoing. 26 DRAFT [impleer~Etipn 89â€žd,â€žEvajpatiogjÂ¢ 78;wÂ· The process for implementation includes a review and approval by the Public Safety Committee this is the responsibility of the Strategic Planning Committee. Once approved by the Public Safety Committee the SPC is held responsible for training department personnel on the content and purpose of the strategic plan. Department wide implementation includes adopting department policy that holds management and supervision within the department responsible for ensuring the plan is updated. The following processes are: 1. Revise and update Strategic Plan every five years. 2. Bi-Annually update department goals and objectives. 3. Construct goals premised on Town Board approved department budget. 4. Present updated goals to Public Safety Committee. 5. Present updated Strategic Plan to Public Safety Committee. 6. Present updated Strategic Plan to department personnel. Evaluation of the strategic plan shall occur annually and is the responsibility of department management and supervision. The evaluation shall include the following processes: 1. Strategic Plan evaluation shall occur quarterly. 2. The department management staff and supervisors are responsible for the quarterly reviews. 3. The Strategic Planning Committee is responsible for the five year update. 4. The Strategic Planning committee, department management and supervisors will meet to review the annual evaluation of the plan. 5. Revisions or changes to the plan will require approval by the Chief of Police and the Strategic Planning Committee. 6. Once completed all goals and objective reviews shall be presented to the Public Safety Committee on a bi-annual basis. 7. The Five year evaluation of the strategic plan shall be presented to the Public Safety Committee specifically identifying those strategies selected and accomplished. 27 Estes Park Police Department Memo To: Chairman Wayne Newsom and Public Safety Committee Board Members From: Lowell Richardson, Chief of Police' CC: Randy Repola, Town Administrator Date: June 29,2005 Re: Town of Estes Park Parking Analysis Plan Background In 1977, R.V. Lord & Associates, presented a Comprehensive Plan to the Town of Estes Park, a component of that plan is a dedicated piece to transportation planning and parking (pgs.78-104). In 1996, DSW, presented the Estes Valley Comprehensive Plan to the Town of Estes Park, a component of that plan is a dedicated piece to transportation planning and parking (Chapter 5, pgs. 5-1 thru 5-27 & Chapter 7, pgs. 7-7 thru 7-16). In each case these plan recommended a parking plan analysis was initiated. In 2001, a comprehensive study was completed by Felsburg, Holt & Ullevig, known as the Estes Valley Transportation Alternatives Study a component of that study includes a parking analysis plan on public parking. This study was a one day study conducted on (Saturday) July 14, 2001 during weekend of the Estes Park Rodeo. The study incorporated the following areas endemic to Estes Park Public Parking matters; parking occupancy, duration and turnover (2001 Felsburg, pg. 26). This study revealed the following: 1. Parking reached peak occupancy by 1PM (2001 Felsburg, pg. 28) 2. Parking durations were dependent on timed lots vs. non-timed lots (non-timed lots were between 2 to 4 hours and timed lots were from 2 to 3 hours) the longer the parker remained at the lot the greater the likelihood these were employees using the lots (2001Felsburg, pg. 28). 3. Parking space turnover (number of times a space is used per day) non-timed lots 2.1 vehicles and timed lots 2.5 vehicles (2001 Felsburg, pg. 30). Given the questions and issues concerning public parking in Estes Park and in conjunction with 2004/2005 Town Board Goal #5 (Public Transportation and Parking) Republic Parking Systems was contacted. The purpose of the contact was to request a cost estimate for conducting an in-depth study/survey of current parking patterns within Estes Park. As a private sector parking management firm Republic Parking Systems provides consultancy services to identify and recommend appropriate parking management strategies. Republic Parking has submitted an RFP to study the following parking issues within Estes Park: 1 â€¢ Demand Analysis â€¢ Operating expense projections Surveys â€¢ Design Critique â€¢ Revenue control equipment recommendations â€¢ Method of operation This RFP is attached for review to include the original review letter submitted by Republic Parking. Budget/Costs This is not a budgeted item however, adequate space savings exist within the department budget to cover the $22,500.00 fee for this study. Recommendations Staff recommends approval of this consultancy service under the following conditions that Republic Parking include within the study the following: , 1. The new CVB parking lot project. 2. Identify correlative values of the trial shuttle system with a parking management system. 3. A recommended phase apprpach to developing a parking management system for Estes Park. 4. Assess the feasibility of paid parking as the correct strategy for Estes Park. Staff recommends retaining the services of Republic Parking Systems to perform the parking analysis as outlined within the submitted RFP. Attachments: 1. October/2002 initial parking analysis outline submitted by Republic Parking. 2. June/2005 Republic parking RFP. 3. June/2005 Republic parking RFP survey study staffing sheet. â€¢ Page 2 | REPUBLIC71 PARKING ~ SYSTEM 1331 17*STREET, BOX 103, DENVER, COLORADO 80202 PHONE (303) 297-8912 FAX (303)382-0881 10-10-2002 Town of Estes Park Chief Lowell Richardson, MA 170 Macgregor Ave. P.O. Box 1287 Estes Park, Colorado 80517 Dear Chief Richardson, Enclosed you will find a list of questions which Estes Park may or may not believe are necessary to include in the scope of your Parking Analysis Plan. Depending on the depth, breath and budget for the project, we can tailor the analysis to your specifications. Republic Parking believes to make this analysis a productive tool, first we need to agree on the facets to be analyzed. Please indicate each area you want included in the analysis: VISTrOR PARKING ANALYSIS 1. How many vehicles need a space to park in (What is the turnover in specific lots, which lots do you want analyzed)? 2. How many vehicles are sitting in traffic not wanting to park (non-revenue generating visitors)? 3. How many vehicles are sitting in traffic who want to park ? (revenue generating visitors) How long are they sitting there? What is their satisfaction level due to sitting in traffic? How long does it take them to find a space? Does sitting in traffic deter them from return#*;#pit Estes Park? 4. How many vehicles are being parked between.*b@ain and 9:00pm (weekdays, weekends)? 5. How many open spaces are there between 9:00am and 9:00pm (weekdays, weekends, which lots)? 6. How many vehicles are circling each lot who can't find a space (this tells us which lots are most desirable)? 7. Would parkers be willing to pay for parking to have quicker access to a parking space? 8. How much would they be willing to pay for quicker access to a parking space (for which lot)? 9. How long do parkers stay in Estes once they have found a parking space? 10. How much money is spent from each vehicle of visitors who visit Estes Palk? 11. Do visitors pay for parking on a regular basis when they go to their job? (visitor culture) Would they still visit Estes Park if they knew there was a charge to palk? 12. How far are visitors willing to walk from their car to visit Estes Park? 13. How do visitors feel about the current parking situation in Estes Park? 14. Would visitors be willing to ride a shuttle from an outlying lot to visit Estes Park? ..1.F Do visitors feel safe parking in the lots (which lots do they not feel safe in)? 16. How many spaces are lost due to delivery vehicles? 17. How many days do you want the study to consist of? - -5 18. What weekdays/weekends do you want the study to cover (average volume is most desirable)? 42 - S L.Â«/<*.~_.-'r EMPLOYEE PARKING ANALYSIS: 1. Would store employees be willing to ride a shuttle to work? 2. Do store employees hear visitors frequently complaining about parking in Estes Park? 3. If employees were not able to park close to their place of employment, would they continue working there? 4. Where do employees currently park? STORE OWNER ANALYSIS: 1. Where do the store owners park? 2. Do store owners believe paid parking would have a negative impact on visitors coming to Estes Park? 3. Are store owners in favor of their employees riding shuttles to get to work? 4. Would the store owners be willing to tide a shuttle to get to work? 5. Would store owners oppose a special district tax to fund a shuttle? 6. Do store owners hear many complaints from customers about the parking in Estes Park? 7. Do store owners believe there is a parking problem in Estes Park? We believe this list of items will give Estes Park a complete reflection of the parking situation during peak times. However, if you have additional items which are of interest, please be sure to add them to the list. Once the analysis item list and desired time frame you want us to examine is completed, we can give you a cost and time frame to complete the project. We look forward to working with Estes Park in finding exactly what is influencing the current parking situation, and how to bring about positive changes which will satisfy your stakeholders. If you have any questions for me, please call me at 303-297-8912, or e-mail at mgold16809@aol.com. I Remain, Murray Goldberg, MA General Manager Republic Parking System C.c. Brian Kern, Regional Manager, Republic Parking System Scott Tilmus, Senior Vice President, Republic Parking System REPUBLIC~ PARKING SYSTEM Midwest Regional Office . 1331 17~h Street, Suite 608. Denver. Colorado . 80202.303-382-0880. (Fax)303-295-9157 Focused on the Fundamentals June 16, 2005 Mr. Lowell Richardson Chief of Police City of Estes Park 970-577-3819 Lrichardson@estes.om Dear Mr. Richardson: Thank you for the call regarding your parking study project in downtown Estes Park. I appreciate the fact that you remembered Republic Parking System and recognized the importance of our input in the feasibility study. I have discussed your project with my colleagues and we have prepared a relatively simple consulting proposal for you and your organization. Feasibility Study Republic Parking System will review all aspects of your project in developing an overall feasibility study related to the project. The feasibility study will include: Demand Analysis - Republic Parking System will define the parking demand generators (businesses, events etc.) in the downtown area..and quantify a "reasonable" estimation of the actual : levels~ of =parking cOst,dmers. by type of customer (overnight guest, store owner, 6mployeelvisitor,0 e*entdtc,)Iassigning the appropriate length of stay and statistical factofs Nisitor(spdde) turritratio,-amount of time in traffic, etc.) to develop a comprehensive demhnd model. f I el:..1, In addition to projecting the demand for the downtown parking spaces, we will take into account the effect of any existing displaced parking spaces during heavy traffic periods. Visit our website at www.republicparking.com. . Operating Expense Proiections - Republic Parking System will compile operating expense projections based on the hours of operation, size of each facility, desired service levels and other factors to be discussed during our meetings. Once the Operating Revenues and Expenses are projected, we will present the Net Operating Surplus projection that can be used in your overall project feasibility analysis taking into account financing factors, cost of land, cost of construction etc. Survevs - Republic Parking System will conduct three separate surveys of the visitors, store owners and employees. The results of all the surveys will be compiled and used in the determination of the items listed below in the Operational Recommendations. All of the questions will be approved by yourself or another representative of the City of Estes Park prior to the completion of the surveys. Operational Recommendations Design Critique - Republic Parking System will provide design critique from the owners, employees and parking customer's point of view. We will make suggestions that ensure that the customer's comfort, safety, convenience and security are taken into consideration. Revenue Control Equipment Recommendation - Republic Parking System will make recommendations on the type and price of the appropriate revenue control system needed based on the type of customers served, reporting requirements etc. Method of Operation - During the expense projection phase, Republic Parking System will outline the Method of Operation we propose the parking facilities should employ for all aspects of the customers served. Other - Republic Parking System will provide additional . 8omments and/or suggestions on other aspects of the project related to parking. Compensation Consulting Fee - Republic Parking System is primarily a parking nianagement company. We provide these types of consulting and, operational critique services, and many more, for our existing clients on a cost basis only. We prefer to develop relationships with our clients and foster a partnership that will lead to the long-term success of the project and a mutually beneficial business arrangement that allows us to grow with our clients. Visit our website at www.republicparking.com. In that spirit, Republic Parking System proposes to act as your operational consultant for a fixed fee of $22,500 which includes all miscellaneous expenses (travel, meals, hotel etc.). To be paid 50% upon acceptance and 50% upon completion of the consulting phase of the project. Should you choose Republic Parking System as your parking operator for this project, we will rebate $4,500 offset by future management fees Republic Parking System earns in the actual management and operation of your project. Under this scenario, your cost for our professional services are based on actual expenses related to the project. I am happy to discuss this proposal, or any other aspect of the project, at your convenience. Again, thank you for your consideration of Republic Parking System. Sincerely, Brian Kern Midwest Regional Manager Visit our website at www.republicparking.com. I . 0 00 91- N * M co (9 09 r (0 CD C) M (9 1- aR EEE a a a O 000 1 11 E EEE 3 a) 0) C) co co co EE EEEE Â¢9 a a. a a 00 00 OO it N EE EE 2 2Â· U) EEE ana 2 2, 0 0 0 =3 11 EEE mcg a UNCD EE 0- a. NA E co EE 0 D 1- 00 1- -1 Â¤= - Ill O LL 251 June 29 June 30 July 5 Hours Wednesday Thursday F Sunday Tuesday + Management 10am - 8p 10am - 8 9am - 5pm Management 10am - 8p 10am - 8 9am - 10 Employee 10am - 8pm 10am - 8p Employee 11 am - 7p 10am - 8pm 10am - 8p Employee 10am - 8p 1 am - Employee 10am -8p 1 m- OF ESTES PARK STAFFING SCHEDULE Employee 11am - 7p 11 am - . River Spruce Cottages 2334 Hwy 66 Estes Park, Colorado 80517 June 15, 2005 Chief of Police P.O. box 1287 Estes Park, Co 80517 Dear ChiefRichardson: Thank you for your letter explaining why digital radar speed signs cannot be installed outside the Town limits of Estes Park. I appreciate the names and telephone numbers you provided for me but will probably not contact them as I find Larimer County officials are not interested in addressing our increased traffic problems due to all the development that has taken place over the past ten years. Sincerely, Jean Smith River Spruce Cottages r - MEMORANDUM To: Public Safety Committee From: Fire Chief Scott Dorman Date: June 30,2005 Subject: Extension ofMOU with RMNP Background: The Estes Park Volunteer Fire Department, Town of Estes Park, and Rocky Mountain National Park (RMNP) currently have a Memorandum of Understanding (MOU) to provide services and assistance between the Town of Estes Park and RMNP. The MOU was due to expire on July 204, 2003. One-year extensions to this agreement have since been in place. Discussions continue between the park and town regarding a new agreement. Budget: There is no budget impact. Recommendation: Staffrecommends that the MOU should be extended for an additional year, in order to continue to provide services and equipment between the two agencies. During this extension period, the discussions will continue with a goal of creating a new MOU.