HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 10/13/2015 - UPDATE ON COMMUNITY POLICINGDATE:
STAFF:
October 13, 2015
Jerry Schiager, Police Deputy Chief
John Hutto, Police Chief
Jeremy Yonce, Police Lieutenant
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Update on Community Policing.
EXECUTIVE SUMMARY
The purpose of this item is to provide City Council with a summary of current community policing programs and
activities. Police Services would also like to receive direction from Council regarding a future Campus West
substation.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Are there any questions about the community policing activities of FCPS?
2. Would Council like to see an offer in the 2017-2018 budget for a community policing substation with the
associated staffing for the Campus West area?
BACKGROUND / DISCUSSION
Fort Collins Police Services (FCPS) has demonstrated leadership in community policing for decades. It is an
integral part of our organizational philosophy. Community Policing is defined by the U.S. Department of Justice
as:
“a philosophy that promotes organizational strategies that support the systematic use of partnerships
and problem-solving techniques to proactively address the immediate conditions that give rise to
public safety issues such as crime, social disorder, and fear of crime.”
There are three key components of Community Policing: Organizational Transformation, Community Partnerships
and Problem Solving. A department philosophy that supports and encourages all officers to engage with citizens
and take ownership in solving community problems is essential to be successful.
FCPS also utilizes several specialized units that are generally not subject to routine call response so they have
time to focus on particular areas or segments of the community. Some of these specialized units are the School
Resource Officers, the Neighborhood Enforcement Team, and the District One downtown teams.
Community partnerships are essential to provide a connection to various groups of people within our city and
opportunities to collaborate to solve common problems. Police Services enjoys very strong community
partnerships including Poudre School District, Colorado State University, business associations and dozens of
organizations and agencies in our city. Some of Police Services’ most visible partnership successes are in the
town-gown relations with CSU. Police Services is contacted regularly by other college towns for information on
these programs. We are very fortunate to have a university that is committed to improving the quality of life
throughout the city.
For several years there has been a discussion about adding a community policing substation in the Campus West
area. This area is over-represented in nuisance issues such as noise and party complaints, disturbances and
minor property crime. It is a densely populated area with a healthy mix of student-aged people and long term
residents. A growing student population and increasing high-density housing will continue to drive the work load in
this area. In addition, the relocation of the police building to the east side of the city also created a desire for
October 13, 2015 Page 2
police presence on the west side of the city. A substation providing a dedicated community policing team and a
location for community access would address some of these issues. Preliminary discussions with Neighborhood
Services and Colorado State University have identified an interest in creating a facility with several different
entities sharing space and information.
Fort Collins Police Services has a rich history in community policing and is poised to grow with the city in the
coming years. The ongoing challenges in the Campus West area, along with anticipated annexations and growth,
will create the need for additional officers and new strategies.
ATTACHMENTS
1. Community Policing Defined (PDF)
2. Powerpoint presentation (PDF)
Community Policing
Defined
ATTACHMENT 1
The Primary Elements of Community Policing
Nonprof its / Service Providers
Using the Crime Triangle
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Community Policing Defined
Community policing is a philosophy that promotes organizational strategies that support
the systematic use of partnerships and problem-solving techniques to proactively address
the immediate conditions that give rise to public safety issues such as crime, social disorder,
and fear of crime.
Community policing
comprises three
key components:
Community Partnerships
Collaborative partnerships between the law enforcement agency and the
individuals and organizations they serve to develop solutions to problems and
increase trust in police
Organizational Transformation
The alignment of organizational management, structure, personnel, and
information systems to support community partnerships and proactive
problem solving
Problem Solving
The process of engaging in the proactive and
systematic examination of identified problems
to develop and evaluate
effective responses
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Community
Partnerships
Collaborative partnerships between the law enforcement agency and the
individuals and organizations they serve to develop solutions to problems
and increase trust in police
Community policing, recognizing that police rarely can solve public
safety problems alone, encourages interactive partnerships with relevant
stakeholders. The range of potential partners is large, and these partnerships
can be used to accomplish the two interrelated goals of developing solutions
to problems through collaborative problem solving and improving public trust.
The public should play a role in prioritizing and addressing public
safety problems.
Other Government Agencies
Law enforcement organizations can partner with a number of other
government agencies to identify community concerns and offer alternative
solutions. Examples of agencies include legislative bodies, prosecutors,
probation and parole, public works departments, neighboring law enforcement
agencies, health and human services, child support services, ordinance
enforcement, and schools.
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Community Policing Defined
Community Members/Groups
Individuals who live, work, or otherwise have an interest in the community—
volunteers, activists, formal and informal community leaders, residents,
visitors and tourists, and commuters—are a valuable resource for identifying
community concerns. These factions of the community can be engaged in
achieving specific goals at town hall meetings, neighborhood association
meetings, decentralized offices/storefronts in the community, and team beat
assignments.
Nonprofits / Service Providers
Advocacy and community-based organizations that provide services to the
community and advocate on its behalf can be powerful partners. These groups
often work with or are composed of individuals who share common interests
and can include such entities as victims groups, service clubs, support groups,
issue groups, advocacy groups, community development corporations, and the
faith community.
Private Businesses
For-profit businesses also have a great stake in the health of the community
and can be key partners because they often bring considerable resources
to bear in addressing problems of mutual concern. Businesses can help
identify problems and provide resources for responses, often including their
own security technology and community outreach. The local chamber of
commerce and visitor centers can also assist in disseminating information
about police and business partnerships and initiatives, and crime prevention
practices.
Media
The media represent a powerful mechanism by which to communicate with
the community. They can assist with publicizing community concerns and
available solutions, such as services from government or community agencies
or new laws or codes that will be enforced. In addition, the media can have a
significant impact on public perceptions of the police, crime problems, and
fear of crime.
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Organizational
Transformation
The alignment of organizational management, structure, personnel, and
information systems to support community partnerships and proactive
problem solving
The community policing philosophy focuses on the way that departments
are organized and managed and how the infrastructure can be changed to
support the philosophical shift behind community policing. It encourages
the application of modern management practices to increase efficiency and
effectiveness. Community policing emphasizes changes in organizational
structures to institutionalize its adoption and infuse it throughout the entire
department, including the way it is managed and organized, its personnel, and
its technology.
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Community Policing Defined
Agency Management
Under the community policing model, police management infuses community
policing ideals throughout the agency by making a number of critical changes
in climate and culture, leadership, formal labor relations, decentralized
decision making and accountability, strategic planning, policing and
procedures, organizational evaluations, and increased transparency.
Climate and culture
Changing the climate and culture means supporting a proactive
orientation that values systematic problem solving and partnerships.
Formal organizational changes should support the informal networks and
communication that take place within agencies to support this orientation.
Leadership
Leaders serve as role models for taking risks and building collaborative
relationships to implement community policing, and they use their position
to influence and educate others about it. Leaders, therefore, must constantly
emphasize and reinforce community policing’s vision, values, and mission
within their organization and support and articulate a commitment to
community policing as the predominant way of doing business.
Labor relations
If community policing is going to be effective, police unions and similar forms
of organized labor must be a part of the process and function as partners in
the adoption of the community policing philosophy. Including labor groups
in agency changes can ensure support for the changes that are imperative to
community policing implementation.
Decision making
Community policing calls for decentralization in both command structure
and decision making. Decentralized decision making allows frontline officers
to take responsibility for their role in community policing. When an officer
is able to create solutions to problems and take risks, he or she ultimately
feels accountable for those solutions and assumes a greater responsibility for
the well-being of the community. Decentralized decision making involves
flattening the hierarchy of the agency, increasing tolerance for risk taking in
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problem-solving efforts, and allowing officers discretion in handling calls. In
addition, providing sufficient authority to coordinate various resources to
attack a problem and allowing officers the autonomy to establish relationships
with the community will help define problems and develop possible solutions.
Strategic planning
The department should have a written statement reflecting a department-
wide commitment to community policing and a plan that matches operational
needs to available resources and expertise. If a strategic plan is to have value,
the members of the organization should be well-versed in it and be able
to give examples of their efforts that support the plan. Components such
as the organization’s mission and values statement should be simple and
communicated widely.
Policies
Community policing affects the nature and development of department
policies and procedures to ensure that community policing principles and
practices have an effect on activities on the street. Problem solving and
partnerships, therefore, should become institutionalized in policies, along with
corresponding sets of procedures, where appropriate.
Organizational evaluations
In addition to the typical measures of police performance (arrests,
response times, tickets issued, and crime rates), community policing calls
for broadening police outcome measures to include such things as greater
community satisfaction, less fear of crime, the alleviation of problems,
and improvement in quality of life. Community policing calls for a more
sophisticated approach to evaluation—one that looks at not only how
outcomes are measured but also how feedback information is used.
Transparency
Community policing involves decision-making processes that are more
open than traditional policing. If the community is to be a full partner, the
department needs mechanisms for readily sharing relevant information on
crime and social disorder problems and police operations with the community.
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Community Policing Defined
Organizational Structure
It is important that the organizational structure of the agency ensure that
local patrol officers have decision-making authority and are accountable
for their actions. This can be achieved through long-term assignments,
the development of officers who are generalists, and using special units
appropriately.
Geographic assignment of officers
With community policing, there is a shift to the long-term assignment of
officers to specific neighborhoods or areas. Geographic deployment plans can
help enhance customer service and facilitate more contact between police and
citizens, thus establishing a strong relationship and mutual accountability.
Beat boundaries should correspond to neighborhood boundaries, and other
government services should recognize these boundaries when coordinating
government public-service activities.
Despecialization
To achieve community policing goals, officers have to be able to handle
multiple responsibilities and take a team approach to collaborative problem
solving and partnering with the community. Community policing encourages
its adoption agency-wide, not just by special units, although there may be a
need for some specialist units that are tasked with identifying and solving
particularly complex problems or managing complex partnerships.
Resources and finances
Agencies have to devote the necessary human and financial resources to
support community policing to ensure that problem-solving efforts are robust
and that partnerships are sustained and effective.
Personnel
The principles of community policing need to be infused throughout the
entire personnel system of an agency, including recruitment, hiring, selection,
and retention of all law enforcement agency staff, from sworn officers to
civilians and volunteers. Personnel evaluations, supervision, and training must
also be aligned with the agencies’ community policing views.
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Recruitment, hiring, and selection
Agencies need a systematic means of incorporating community policing
elements into their recruitment, selection, and hiring processes. Job
descriptions should recognize community policing and problem-solving
responsibilities and encourage the recruitment of officers who have a “spirit of
service” instead of only a “spirit of adventure.” A community policing agency
also has to thoughtfully examine where it is seeking recruits, whom it is
recruiting and hiring, and what is being tested. Agencies are also encouraged
to seek community involvement in this process through the identification of
competencies and participation in review boards.
Personnel supervision/evaluations
Supervisors must tie performance evaluations to community policing
principles and activities that are incorporated into job descriptions.
Performance, reward, and promotional procedures should support sound
problem-solving activities, proactive policing, community collaboration, and
citizen satisfaction with police services.
Training
Training at all levels—academy, field, and in-service—must support
community policing principles and tactics. It also needs to encourage creative
thinking, a proactive orientation, communication and analytical skills, and
techniques for dealing with quality-of-life concerns and maintaining order.
Officers can be trained to identify and correct conditions that could lead to
crime, raise public awareness, and engage the community in finding solutions
to problems. Field training officers and supervisors need to learn how to
encourage problem solving and help officers learn from other problem-solving
initiatives. Until community policing is institutionalized in the organization,
training in its fundamental principles will need to take place regularly.
Information Systems (Technology)
Community policing is information-intensive, and technology plays a central
role in helping to provide ready access to quality information. Accurate and
timely information makes problem-solving efforts more effective and ensures
that officers are informed about the crime and community conditions of
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Community Policing Defined
their beat. In addition, technological enhancements can greatly assist with
improving two-way communication with citizens and in developing agency
accountability systems and performance outcome measures.
Communication / access to data
Technology provides agencies with an important forum by which to
communicate externally with the public and internally with their own staff.
To communicate with the public, community policing encourages agencies to
develop two-way communication systems through the Internet that allow for
online reports, reverse 911 and e-mail alerts, discussion forums, and feedback
on interactive applications (e.g., surveys or maps), thereby creating ongoing
dialogues and increasing transparency.
Technology encourages effective internal communication through
memoranda, reports, newsletters, e-mail and enhanced incident reporting,
dispatch functions, and communications interoperability with other entities
for more efficient operations. Community policing also encourages the use of
technology to develop accountability and performance measurement systems
that are timely and contain accurate metrics and a broad array of measures
and information.
Community policing encourages the use of technology to provide officers with
ready access to timely information on crime and community characteristics
within their beats, either through laptop computers in their patrol cars or
through personal data devices. In addition, technology can support crime/
problem analysis functions by enabling agencies to gather more detailed
information about offenders, victims, crime locations, and quality-of-life
concerns and to further enhance analysis.
Quality and accuracy of data
Information is only as good as its source; therefore, it is not useful if it is
of questionable quality and accuracy. Community policing encourages
agencies to put safeguards in place to ensure that information from various
sources is collected in a systematic fashion and entered into central systems
that are linked to one another and checked for accuracy so that it can be
used effectively for strategic planning, problem solving, and performance
measurement.
Problem
Solving
The process of engaging in the proactive and systematic examination
of identified problems to develop and evaluate effective responses
Community policing emphasizes proactive problem solving in a systematic
and routine fashion. Rather than responding to crime only after it occurs,
community policing encourages agencies to proactively develop solutions to
the immediate underlying conditions contributing to public safety problems.
Problem solving must be infused into all police operations and guide decision-
making efforts. Agencies are encouraged to think innovatively about their
responses and view making arrests as only one of a wide array of potential
responses. A major conceptual vehicle for helping officers to think about
problem solving in a structured and disciplined way is the SARA (scanning,
analysis, response, and assessment) problem-solving model.
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Community Policing Defined
Scanning: Identifying and prioritizing problems
The objectives of scanning are to identify a basic problem, determine the
nature of that problem, determine the scope of seriousness of the problem,
and establish baseline measures. An inclusive list of stakeholders for the
selected problem is typically identified in this phase. A problem can be
thought of as two or more incidents similar in one or more ways and that is of
concern to the police and the community. Problems can be a type of behavior,
a place, a person or persons, a special event or time, or a combination of any
of these. The police, with input from the community, should identify and
prioritize concerns.
Analysis: Researching what is known about the problem
Analysis is the heart of the problem-solving process. The objectives of analysis
are to develop an understanding of the dynamics of the problem, develop an
understanding of the limits of current responses, establish correlation, and
develop an understanding of cause and effect. As part of the analysis phase,
it is important to find out as much as possible about each aspect of the crime
triangle by asking who, what, when, where, how, why, and why not about the
victim, offender, and crime location.
Response: Developing solutions to bring about lasting reductions
in the number and extent of problems
The response phase of the SARA model involves developing and
implementing strategies to address an identified problem by searching for
strategic responses that are both broad and uninhibited. The response should
follow logically from the knowledge learned during the analysis and should
be tailored to the specific problem. The goals of the response can range from
either totally eliminating the problem, substantially reducing the problem,
reducing the amount of harm caused by the problem, or improving the quality
of community cohesion.
Assessment: Evaluating the success of the responses
Assessment attempts to determine if the response strategies were successful
by understanding if the problem declined and if the response contributed
to the decline. This information not only assists the current effort but also
gathers data that build knowledge for the future. Strategies and programs can
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be assessed for process, outcomes, or both. If the responses implemented are
not effective, the information gathered during analysis should be reviewed.
New information may have to be collected before new solutions can be
developed and tested. The entire process should be viewed as circular rather
than linear, meaning that additional scanning, analysis, or responses may
be required.
Using the Crime Triangle to Focus on Immediate Conditions
(Victim/Offender/Location)
To understand a problem, many problem solvers have found it useful to
visualize links among the victim, offender, and location (the crime triangle)
and those factors that could have an impact on them: for example, capable
guardians for victims (e.g., security guards, teachers, and neighbors), handlers
for offenders (e.g., parents, friends, and probation officers), and managers for
locations (e.g., business merchants, park employees, and motel clerks). Rather
than focusing primarily on addressing the root causes of a problem, the police
focus on the factors that are within their reach, such as limiting criminal
opportunities and access to victims, increasing guardianship, and associating
risk with unwanted behavior.
John E. Eck, “Police Problems: The Complexity of Problem Theory, Research and Evaluation,”
in Problem-Oriented Policing: From Innovation to Mainstream, ed. Johannes Knutsson, vol. 15
of Crime Prevention Studies (Monsey, NY: Criminal Justice Press, 2003), 79–114.
About the COPS Office
The Office of Community Oriented Policing Services (COPS Office) is the component of the
U.S. Department of Justice responsible for advancing the practice of community policing by
the nation’s state, local, territory, and tribal law enforcement agencies through information
and grant resources.
Rather than simply responding to crimes once they have been committed, community
policing concentrates on preventing crime and eliminating the atmosphere of fear it creates.
Earning the trust of the community and making those individuals stakeholders in their own
safety enables law enforcement to better understand and address both the needs of the
community and the factors that contribute to crime.
COPS Office resources, covering a wide breadth of community policing topics—from school
and campus safety to gang violence—are available, at no cost, through its online Resource
Center at www.cops.usdoj.gov. This easy-to-navigate website is also the grant application
portal, providing access to online application forms.
U.S. Department of Justice
Office of Community Oriented Policing Services
145 N Street NE
Washington, DC 20530
To obtain details on COPS Office programs,
call the COPS Office Response Center at 800-421-6770.
Visit the COPS Office online at www.cops.usdoj.gov.
ISBN: 978-1-935676-06-5
e051229476
First published 2012
Revised 2014
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Community Policing in Fort Collins
Chief John Hutto and Lieutenant Jeremy Yonce
10-13-15
ATTACHMENT 2
Community Policing
Community Policing in Fort Collins
City Council Work Session
October 13, 2015
Police Chief John Hutto
Lieutenant Jeremy Yonce
2
Community Policing
Community Policing Defined
Community Policing is a philosophy that promotes organizational
strategies that support the strategic use of partnerships and problem-
solving techniques to proactively address the immediate conditions that
give rise to public safety issues such as crime, social disorder, and fear
of crime.
COPS
Community Oriented Policing Services
U.S. Department of Justice
3
COPS
Community Oriented Policing Services
U.S. Department of Justice
Community Policing
Examples of community policing:
§ Department Philosophy
§ Specialized Units
Neighborhood Enforcement Team
District One
School Resource Officers
Bicycle Team
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Community Policing
Department Philosophy
Partnerships with DDA, DBA, CSU, other organizations
Engagement and communication with neighborhoods
Citizen police academy, youth police academy, explorers/volunteers
Community Involvement
Special Olympics (Polar Plunge, Tip a Cop)
Veterans’ Events (Honor Flight, Memorial Day service)
Santa Cops, Shop with a Cop
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Community Policing
Department Philosophy
Partnership with Colorado State University
Community Welcome
Party Partners
Party Registration
CSU/Police Collaboration Working Group
Colorado State University Police Department
Safe Ride Home
7
Community Policing
Department Philosophy
• Reactive vs Proactive Policing
- Ensuring an appropriate amount of proactive (vs. call-driven) policing
time
• Problem solving efforts to address the root causes of police
incidents
- Using data and technology to determine areas of concern
8
Community Policing
Neighborhood Enforcement Team
Impacting Crime and Improving the Quality of Life for Citizens
“NET exists to be a liaison between citizens and Police
Services, assisting in crime related nuisance abatement and
quality of life issues making your neighborhood a safer,
more enjoyable place to live and work.”
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Community Policing
Neighborhood Enforcement Team
KFCG funded unit (1 Sergeant and 7 officers)
Bicycle Thefts
Bike Registration
Targeted investigations on large-scale bicycle theft operations
Window Peepers
Call reduction in multi-family housing
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Community Policing
Apartment Complex Project Example
Problem Identification:
• Complaints from surrounding neighbors
regarding criminal activity
• Increasing patrol response to calls for service
• Bed bug, cockroach and mold infestations
• (Child Abuse charges filed)
• Trash, abandoned/disabled vehicles, structural
depreciation
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Community Policing
Apartment Complex Project Example
COP/POP Approach:
• Increased foot patrols
• Police officers getting to know tenants
• Partnerships with FCHA, Code Compliance, Building Inspector,
Larimer County Health Department, Colorado Legal
• Partnership with Management and Owner to enforce Crime Free
Leasing – Problem tenants evicted
• Routine inspection of units for extermination and mold
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Before After
Community Policing
Community Policing
Apartment Complex Project Example
Results:
• 64% reduction in calls for service
• Improved aesthetics of the property
• Personal investment by owner,
management and tenants
• Free of bed bugs, cockroaches and
mold
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0
50
100
150
200
250
2012 - 2013 2013 - 2014 2014 - 2015
198 211
76
Calls For Service
Community Policing
Apartment Complex Project Example
Results:
• Neighborhood events
• National Night Out
• Summer BBQ
• Police Friendly
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Community Policing
NET Crime Prevention Specialist
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• Neighborhood Watch
• Neighborhood Night Out
• CPTED
• SafeKids Coalition
• RESTORE
• Colorado Crime Prevention Association
• Crime Stoppers
• Colorado Organized Retail Crime Assoc.
• Neighborhood Task Force
• Drug Take Back events
• City of Fort Collins VORTEX Team
• Personal Safety Training
• Pedestrian Safety Training
• Difficult People Training
• Robbery Prevention Training
• Scams and Fraud Training
• Safety Fairs
• Crime Prevention Training
• Alarm tracking
• Safety Assessments and Surveys
Community Policing
Neighborhood Enforcement Team
Campus West
KFCG officers for Campus West
Added two officers to NET to specifically address this area
Two officers to the weekend night shift
Reduced size of the patrol district to enable more focus (D3)
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Community Policing
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Noise & Party Call
Hot Spots
Community Policing
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0
100
200
300
400
500
600
700
800
900
1000
2013 - 2014 2014 - 2015
969
913
226 256
Campus West Area
CALLS FOR SERVICE - NOISE/PARTY COMPLAINTS
NOISE AND NUISANCE CITATIONS
Noise = 158
Nuisance = 98
Noise = 219
Nuisance = 7
Community Policing
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Offense Hot Spots
Burglary
Robbery
Theft
Vehicle Trespass
Property Trespass
Vehicle Theft
Criminal Mischief
Community Policing
Neighborhood Enforcement Team
Avery Park Resident Comments
“FCPD utilized a different form of police enforcement and visibility to
combat disorderly conduct, noise, nuisance and alcohol violations over
the past few months.”
“I have been extremely pleased at the response to calls and the
proactive approach you have taken on the weekends to address so
many of our issues. I think it is paying off and will continue to build a
better environment for both home owners and renters to live in.”
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Community Policing
District One
Downtown Area
Redefined district
Substation offering public access
Night time D1 Team (Sergeant and 7 officers)
“Downtown After Dark”
Relationships with establishments
Safe Ride
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Community Policing
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1 Traffic Stop *
2 Disturbance
3 Welfare Check
4 Assist
5 Subject Stop *
6 Suspicious Activity
7 Trespass
8 Municipal Violation *
9 Transient Complaint
10 Assist Other Agency
Top 10 Activity Types
18:00 – 06:00
* Officer Initiated Activity
46% 54%
Welfare Check
Officer Initiated Call For Service
47% 53%
Disturbance
Officer Initiated Call For Service
38%
62%
Assist
Officer Initiated
Call For Service
Community Policing
District One
Daytime D1
• Creation of new unit through KFCG and General Fund
• Sergeant, 2 daytime officers, 1 liquor officer, 1 marijuana officer
• Focusing on daytime issues and support for businesses
• 4 business owner/operator workshops (70 people attended)
• Partnerships with service providers: Street Outreach concept
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Community Policing
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0
50
100
150
200
250
TRANSIENT
COMPLAINT
WELFARE
CHECK
TRESPASS DISTURBANCE
D1 Area Incidents
06:00 – 18:00
2012 - 2013
2013 - 2014
2014 - 2015
Community Policing
School Resource Officers
• Team of 11 Officers and a Sergeant Serving:
• 38 Poudre School District schools
• 27,510 students
• 3,500 staff members
• 50/50 funding with PSD
• Handle an average of 620 calls for service per school year
• Theft, assault, weapons, drugs, sexual assault, criminal mischief,
trespass, disorder crimes, harassment, suicide threats, mental holds,
warrant arrests, child abuse, welfare checks, bomb threats, missing
persons, exploitation.
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Community Policing
School Resource Officers
• Goals of the SRO Program:
• Provide a safe learning environment and help reduce school
violence
• Improve school and law enforcement collaboration
• Improve perceptions and relations between students, staff and
law enforcement officials
Note: In 80% of school attacks, a peer, friend, school mate, or sibling had information
about the attack before it took place.
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Community Policing
• Partnerships:
• Poudre School District
• District Attorney’s Office
• Restorative Justice
• Probation
• Parole
• SB-94 Staff
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• Department of Human Services
• Center for Family Outreach
• Juvenile Magistrate
• Mental Health Experts
• HUB
School Resource Officers
Community Policing
Bicycle Unit
• Officers who receive additional training and bicycle certification
• Collateral duty
• Targeted deployment
• Special events
NET and District One officers are bike certified
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Community Policing
Future Direction of Community Policing
Geographic decentralization
Precincts, Substations, and Workstations
Campus West Substation-Envision a Partnership with Code
Enforcement, Occupancy enforcement, CSU services
Workstation at the mall
Northeast part of town….
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Community Policing
Are there any questions about the community policing activities of
FCPS?
Would Council like to see an offer in the 2017-2018 budget for a
community policing substation with the associated staffing for the
Campus West area?
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Community Policing
Questions and comments
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