2017 ANNUAL REPORT

SHERIFF’S MESSAGE

As we reflect on the incredible efforts that have continued across our department
in 2017, I am grateful for our staff and partners who courageously serve our great
City with dedication and compassion. Our journey through reform has brought
with it mass change over several years and we remain committed to carry on
with continuous improvement in how we serve others. Our transition from reform
to continuous improvement requires an acknowledgment of the challenges,
opportunities, and successes that we all share. This report highlights the incredible
effort and unwavering commitment of the men and women of the Denver Sheriff
Department that I have the honor and privilege to serve alongside.

Looking ahead into 2018 means continuing to challenge ourselves in how we sustain the numerous
changes while sharpening policy, practice and standards through furthering innovation, transparency, and
communication. Sharing the story of the Denver Sheriff Department includes strengthening conversation in
how we can impact outcomes in areas like poverty, prosperity, and comprehensive health and wellness for our
staff, inmates and community.

I am grateful for the opportunity to fortify collaboration through collective impact.

Sincerely,

Sheriff Patrick Firman

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 2017 BY THE NUMBERS

LAST YEAR
2017 Budget DSD SERVED:
$112,467,700.00 – Personnel Services
$26,280,391.60 – Services and Supplies
$583,021.40 – Capital Equipment
$185,136.00 – Internal Services
$139,516,249 – TOTAL BUDGET

100,000
lbs of lunch cold cuts

2017 Budgeted Positions

1 – Sheriff
3 – Chiefs 2,000,000
8 – Majors Rolls
20 – Captains
90 – Sergeants
712 – Deputies
66 – Security Specialists
190 – Other Civilians
1090 – TOTAL DSD EMPLOYEES
250,000
lbs of peanut butter

VEHICLE
GANG/INTELLIGENCE IMPOUND
JAILS UNIT FACILITY
35,917 957 15,966
Inmates booked by Gang contacts/validations Vehicles impounded 450,000
the department Eggs

775 10%
36,151 Requests for information More impounds than
Inmates released by from law enforcement 2016
the department agencies to assist
prosecutions

2,187 48,000
Average daily inmate 124 lbs of dried beans
population Investigations conducted

For the year 2017, the

department served
CORRECTIONAL CARE MEDICAL FACILITY (CCMF) 2,721,000 inmate
DENVER HEALTH MEDICAL CENTER (DHMC) meals.

5,176 1592 183 The budget for food

admits to the inmates transported for inmates admitted to (not including labor)
Emergency Department clinic appointments the main hospital was $3,162,650 and
the amount spent3 was
$3,482,949.
REFORM
RECAP
In 2017, the Denver Sheriff Department (DSD) continued systematic reform that
spans a wide range of assessment and implementation across multiple internal
and external stakeholder perspectives. DSD received 418 recommendations from
253reform
Hillard-Heintz, Office of Independent Monitor, Colorado Latino Forum, Denver recommendations
Auditor’s Office, and Taskforce groups. Sustainable change takes time and the implemented in 2017
DSD created a very intentional effort to address all 418 recommendations. The
approach accounted for a multi-year transformation.

SUCCESSES
The Denver Sheriff Department completed 75% of the 418 recommendations
314
recommendations
by the end of 2017. This included organizing recommendations by association to implemented since
maximize efficiency and effectiveness, developing a validation process to ensure reform began
that change was not only prioritized and organized, but also consisted of a quality
work product and sustainability.

The validation processes consist of DSD investing in external validators/auditors that are experts from the
corrections field, to review reform work products and provide feedback on whether the intent of the change has
been met. This involves review of policies, procedures, data and any additional information.

CONTINUOUS IMPROVEMENT
With the majority of the reform recommendations complete, the DSD will continue to focus on completion of
the remaining, while transitioning to a larger focus of our strategic plan and into continuous improvement. This
involves a data-driven philosophy built within a performance management model to ensure the department
continues to strive for innovations that will drive best practice in all areas (examples: the new Assessment
& Inspections Unit, Data Science Unit). Also included in the continuous improvement effort, is to periodically
revisit the categories of work completed through reform and determine any areas that may need refreshers or
review to ensure sustainability of changes.

Looking ahead: Performance Improvement Teams will be implemented to conduct deep dive analysis into areas
where there is a need to drive a greater understanding and implement further action. In partnership with the
Department of Safety (DOS), the DSD sponsored two teams to focus on overtime and discipline. While DSD has
made strides to improve processes and practices, there is more work to do in both areas.

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 REFORM
HIGHLIGHTS

Staff
• Established a new Data Science Unit (DSU)
to build improved data collection and analyze
jail trends for a more proactive and data
driven approach to decision-making.
• Modernized the DSD computer systems,
improved the collection and analysis of data,
which makes the DSD more efficient and
allows for evidence-based decision-making.
• Continued to refine the Use of Force policy
to emphasize the need for deputies to de-
escalate situations as an alternative to using
force, when reasonably possible.
• Continued to train staff with a focus on de-
escalation Crisis Intervention Training (CIT),
Mental Health First Aid, and other trauma-
informed resources.
• Continued with the development of a new Jail
Management System.
• The Employee Outreach Program created
in 2016 continued to proactively reach out
to staff that might be experiencing varying
intensities of personal or professional crisis.
• A Wellness Coordinator was hired in 2016.
Staff wellness continued to be a focus in
2017. We onboarded a physical therapist,
introduced Yoga for First Responders
(YFFR), established a mentoring program,
and the wellness coordinator continued
to promote wellness programs for staff to
reduce stress, anxiety and fatigue.
Inmates
• Under the work of the Crime Prevention &
Control Commission, the Justice Coordinating
Committee is taking a deep look at
criminal justice data to identify short, mid
and long term strategy development to
address jail population, and alternative to
sentencing. This will aid in strengthening jail
environments for staff and inmates.
• In 2017, inmate programming was
restructured to implement a full-scale
Transition from Jail to Community model,
as national best practice is widening the
spectrum of needs and services to fit our
diverse population in a holistic framework.
Includes: mental health, substance abuse,
employment and overall release-readiness.
• It was identified that engaging families
of inmates is a crucial focal point of how
programming will be reset to bridge inmates
to community.
Community
• Creation of the Sheriff Advisory Board
• Staff engage in community activities
such as No-Shave November for cancer
prevention education, Special Olympics Law
Enforcement Torch Run, and Badges the
Bunny at Children’s Hospital of Colorado.
• Recruitment staff attend a variety community
events to educate people about the Denver
Sheriff Department.

PROJECT HIGHLIGHT: CHANGE POD AT THE DOWNTOWN DETENTION CENTER

The Change Pod is for inmates that are highly motivated to make positive change in their lives. In July 2017,
a Change Pod was implemented at the Downtown Detention Center (DDC) as a unit for male inmates who
are assigned work at the DDC and are sentenced. The Change Pod uses SMART Recovery and Strategies in
Self-improvement and Change (SSIC) curriculum. The focus of programming allows staff to provide targeted
interventions and additional case planning services to inmates who have demonstrated a need for substance
abuse and cognitive behavioral interventions. The program was well received by the inmate population and
was developed in conjunction with sheriff deputies. There were 82 successful participants in the beginning
months of the program.

PROJECT HIGHLIGHT: R.I.S.E. AT THE DENVER COUNTY JAIL

The R.I.S.E. (Recovery In a Secured Environment) units for male and female inmates at the County Jail
began in 2011. The R.I.S.E. program is based on principles that include social learning theory, 12-step
philosophy, cognitive behavior strategies, and life skills concepts. The program provides tools for recovery
and fosters self-efficacy in a peer-to-peer learning environment. In 2017, there were 429 male inmate
participants and 154 female inmate participants in the R.I.S.E. units. 5
STRATEGIC PLAN
OVERVIEW
The Denver Sheriff Department consists of uniformed and civilian staff. The DSD encompasses many divisions
and diverse sections including: jail operations for the Downtown Detention Center (DDC), County Jail (COJL),
Vehicle Impound Facility, security for the District and County Courts, state inmate transportation, extradition
duties, Fugitive and K-9 units, along with a wide range of additional functions such as Internal Affairs, Conduct
Review Office and Training. As the largest Sheriff Department in the state of Colorado, the DSD operates with
intersections between the Department of Corrections, US Marshal’s Office, and other federal law enforcement
agencies.

The Denver Sheriff Department is committed to being a model law enforcement

agency through dedication to our employees, maintaining a department based on
VISION a solid foundation of open, honest, communication, quality leadership, training and
mutual support. Earning the respect and the confidence of our diverse communities, by
maintaining a covenant of public trust and being committed to best practices.

The mission of the Denver Sheriff Department is to provide safe and secure custody for
MISSION those placed in our care and to perform all of our duties in a manner that is responsive to
the needs of our diverse community.

GUIDING PRINCIPLES
• Safety: We continually maintain and improve core competencies and specialized skills so as to enable
us to fulfill our obligation to protect department personnel, other law enforcement agencies, services
providers, detainees and the public from harm.
• Humanity: We treat everyone humanely.
• Ethics: We set positive examples in both our personal and professional lives, and consistently behave in
accordance with the highest standards expected of the law enforcement community.
• Respect: We acknowledge the dignity of every individual.
• Integrity: We demonstrate the highest standards of honesty and accountability in both our personal and
professional lives.
• Fiduciary: We hold a position of trust and act at all times with the highest standard of care to those placed
in our custody.
• Fairness: We treat everyone in a manner free from discrimination, favoritism, and bias.
• Service: We work together to maintain an environment that fosters customer service and professionalism.

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 STRATEGIC PLAN

ORGANIZATIONAL CULTURE OBJECTIVES:

Build an organizational culture of care and balance • Safety & Security • Foster Comradery
driven by Principles of Direct Supervision, that • Leadership Engagement • “One DSD” Culture
enables everyone to work together with respect, • Communication & Idea- • Racial Equity and Inclusion
trust, involvement and accountability Sharing

2017 ORGANIZATIONAL CULTURE HIGHLIGHTS

• We partnered with the National Institute of Corrections (NIC) to provide Direct Supervision training. Direct Supervision is
recognized as a national best practice that creates a safe environment for inmates, staff, and visitors.
• Created the Director of Security role to implement a centralized approach to managing safety and security practices.
• Introduced a focused, behavior based leadership model to serve as a foundation for existing and aspiring leaders.

EMPLOYEE ENGAGEMENT OBJECTIVES:

Foster comradery and increase retention by • Employee Wellness • Discipline and Education
ensuring all employees feel heard, valued, • Recruitment and Hiring • Policies, Procedures, and
supported and enjoy coming to work • Training, Development & Technology
Expectations • Data and Reporting

2017 EMPLOYEE ENGAGEMENT HIGHLIGHTS

• Employee Outreach Program offers resources for emotional support, relationship issues and financial education.
• Involving staff in the collection of the data and providing reports allows staff to make data informed decisions.
• Increase employee physical and mental wellness programs throughout the year to include a physical therapist.

INMATE WELLNESS OBJECTIVES:

Strengthen evidence-based programs for inmates, • Support Network
supported by all staff, to encourage safety, respect, • Programming Delivery • Programming Support
ownership of outcomes, and lead to healthier • Transition from Jail to • Structured Time
communities Community

2017 INMATE WELLNESS HIGHLIGHTS

• The hiring of a Director of Inmate Programs to expand overall services to inmate wellness.
• The remodeling of Building 24 began in 2017, as a gender responsive housing unit for females.
• Safety matters and trauma informed training was provided to specialized staff.
• The Transition Units implemented a structured week for participants to provide life skill training and prepare for transition.

COMMUNITY PARTNERSHIP OBJECTIVES:

Inform and engage our community to build • Community Education & • Strategic Network
partnerships and, together, transform lives Awareness • Community Meetings
• Sheriff Advisory Board

2017 COMMUNITY PARTNERSHIP HIGHLIGHTS

• The Sheriff Advisory Board (SAB) consists of members from diverse communities and geographic areas of Denver.
• SAB is a way for the Denver Sheriff Department (DSD) to engage the community regarding ideas, concerns, and evolving
issues with service delivery to inmates, their families, community and service partners.
• Board members are volunteers and act in an advisory capacity only and have no formal powers or fiduciary responsibilities.

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ORGANIZATIONAL CULTURE
DATA SCIENCE UNIT
The information that the Data
Science Unit (DSU) provides is
important to making data informed
decisions that result in sustainable
practices. DSU was established in
2016 to collect and analyze data
on jail trends including inmate
population, staff demographics,
internal affairs cases and use of
force. In 2017, the unit collected
and analyzed data for a full year,
which has provided invaluable
information to the leadership of the From left to right: Eliel Villalobos, Dao
department. The DSU works closely Henry, Jennifer Kincheloe, Cindy Snyder,
with employees to understand how Brian Schiffli, Kathryn Romero
data is gathered and to analyze the
data in a way that aids in strengthening the operations of the Department. The unit has
worked with the US Department of Justice to determine the best strategies to analyze
data driven models.
Armando Saldate
Data Science Unit Supervisor
OVERTIME AND STRATEGY
In 2017, the Denver Sheriff Department (DSD) took a strategic approach to evaluating overtime. The DSU,
along with the DSD’s scheduling unit and Human Resource partners, compiled information needed to make
data informed decisions. This allowed DSD leadership to begin managing overtime by strategically integrating
data from operations, staffing levels and additional focus points. One of DSD’s top priorities is to make sure our
employees have the resources, tools and support needed to be successful.

OVERTIME SPENDING IN 2016 OVERTIME SPENDING IN 2017

$13,983,488 $12,985,608
Uniform Uniform

$691,034 $737,064
Civilian Civilian

$14,674,522 $13,722,672
Total Total

TRAUMA INFORMED PRACTICES TRAINING

DSD is partnering with the Office of Behavioral Health Strategies to begin providing Trauma-Informed
Practices Training. In 2017, the Sheriff, leadership team and selected line staff went through a 4-hour
training. The trauma-informed approach recognizes that emotional trauma can negatively impact both the
inmate population as well as staff. It promotes practices that improve safety and conflict management and
provides support that increase both the inmates and staff resiliency to trauma. The process will continue
with staff taking a Trauma-Informed Practices Organizational Self-Assessment, and then begin trainings in
2018. The work does not stop there, DSD will then be presented with the results of the assessment and
discuss the areas that need work.

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 ORGANIZATIONAL CULTURE
A DIVERSE STAFF TO SERVE A DIVERSE CITY AND INMATE POPULATION
60%
Inmate Population

DSD Staff
50%
City and County of Denver*

40%

30%

20%

10%

0%
White/Caucasian Hispanic/Latino Black/African American Native American Asian

*Based on 2017 U.S. Census Bureau estimates

9
STAFF
EMPLOYEE WELLNESS
The Denver Sheriff Department’s Employee Wellness Program
continued to grow and improve in 2017. Deputy Chris Pena, DSD’s
Wellness Coordinator, implemented more programs and increased
participation from staff. One of the biggest accomplishments was
securing funding for new gym equipment at both the Downtown
Detention Center and Roslyn for staff and recruits. DSD received
$105,030, with $49,460 going to the DDC and $55,470 to Roslyn.

Physical Therapist, Amy Camargo, joined the DSD team in 2017. As

the employee wellness program continues to grow, adding a physical
therapist provides many benefits for staff. Amy has been busy
educating Sheriff Deputies on the importance of physical therapy
when it comes to preventative training, which decreases risk of injury
and severity of unforeseen injuries. She has also been encouraging
staff to utilize physical therapy following an injury, which can result in
a faster recovery and fewer missed days of work or being assigned
to light duty work. It’s as easy as making an appointment with Amy to
learn and experience how the work she does can help in many ways.

WELLBEING
The Employee Outreach Program (EOP) began in October 2016
to offer DSD employees a variety of resources to assist staff

1,130
experiencing personal and professional areas of need. Employees
are provided a variety of resources for emotional support,
relationship issues and financial education. The EOP is guided by a
strategic plan that includes collecting data and refining practices to patients were seen since the
offer the best possible support for DSD employees. Physical Therapy program
was implemented

155
staff members have participated
in Fit For Duty challenges for
2017, compared to 60 staff
members in 2016
109
staff members participated
in the bi-annual DSD
622
personal training sessions,
compared to 271 in 2016
voluntary fitness test in 2017,
compared to 69 in 2016

RECRUITMENT
All Denver Sheriff Department’s recruitment and
community events have a community engagement
aspect. DSD attended 105 events in 2017, to provide
employment opportunities, establish communication,
respect, trust and support. DSD employees are
encouraged to attend the recruitment events to engage
with the community. DSD hired 93 deputies in 2017.

Denver
10 Public Safety Career Expo & Community
Engagement Expo - Sept. 23, 2017
93
deputies hired in 2017
 2017 AWARD RECIPIENTS

Distinguished Service Award

TRAINING Deputy Sheriff Jared Barnes
Crisis Intervention & Mental Health First Aid Training Deputy Sheriff James Moore
All DSD Deputies are required to take De-escalation Training and
Crisis Intervention Training (CIT). The 40-hour course is designed to Life Saving Award
give Deputies the necessary skills to identify and de-escalate those Deputy Sheriff James Grimes
situations where verbal de-escalation skills are a better alternative to Nurse Jennifer Firebaugh
physical force. Nestor Santacruz (DFD)

In 2017, the department held 13 CIT training sessions with 172 sworn Community Service Award
personnel, which consisted of the recruits that joined the department Deputy Sheriff Melissa Chavez
in 2017. This maintained 100% compliance for certified CIT officers. Marvin Garcia
Sergeant Jose Gurule
The Mental Health First Aid (MHFA) trainings were used as a refresher Deputy Sheriff Sonya Leyba
course for the sworn personnel that went through the CIT training in Deputy Sheriff Alicia Rodriguez-Keller
2016. This training teaches individuals how to recognize and respond
to the warning signs of mental illness and substance abuse disorders Commendation Award
and links people with the appropriate treatment and support. Deputy Sheriff Kenneth Kent
Deputy Sheriff David Dodson
In 2017, the department held 25 Mental Health First Aid (MHFA)
trainings with 908 sworn and civilian personnel. Partner Exemplary Service Award
Deputy Sheriff Jeffery Smith
(Jefferson County Sheriff’s Office)
Angelica Rivera
National Recognition - One Mind Campaign Pledge (Mile High Behavioral Healthcare)
The International Association of Chiefs of Police (IACP) recognized the
Denver Sheriff Department for accomplishing the One Mind Campaign Social Service Award
Pledge. To complete this task, an agency had to train 100% of their Carleigh Sailon
officers in MHFA and at least 20% in CIT. DSD stood out among other (Mental Health Center of Denver)
agencies, because of the 100% completion in both trainings.

K9 TEAM CONTINUES TO GROW

The Denver Sheriff Department’s (DSD) K9 Unit continued to grow in
2017. DSD now has four narcotics detection dogs and two explosive
detection dogs. The explosive detection K9’s are assigned to the 2017 DSD PROMOTIONS
Lindsey Flanagan Courthouse and the Denver City & County Building.
The narcotics detention dogs are assigned to the Downtown Detention
Center and Denver County Jail. In addition, they are trained to detect
cell phones. The K9’s also search the vehicles that are being prepared
for auction at the Vehicle Impound Facility.
20
Sheriff Deputies promoted to
Deputy Sheriff Sergeants

3
Deputy Sheriff Sergeants promoted to
Deputy Sheriff Captains

12
civilian promotions
From left to right: D/S Padilla/K9 Bolo, D/S Jones/K9 Koda, D/S
Hynes/K9 Taylor, Capt. Swift, D/S Swan/K9 Rue, D/S Aumiller/K9 11
Buddy and D/S Curry/K9 Kuko
INMATES
INMATE POPULATION BY GENDER 2017 INMATE POPULATION BY RACE/ETHNICITY
White/Caucasian 16,657
FEMALE
8,852 (23%) Hispanic/Latino 11,322

Black/African American 9,182

MALE
29,239 (77%) Native American 309

Asian 300

35,917 36
AVERAGE DAILY POPULATION

2016 2,221
total bookings average age
2017 2,187

2017 INMATE POPULATION BY CLASSIFICATION

Level 1 - Max 27

Level 2 - High 358

Level 3 - Medium High 3,500

Level 4 - Medium Low 13,508

Level 5 - Minimum 7,930

Unknown - Inmate was not classified.
12,768
Released prior to classification.

19 DAYS
average length of stay
2,330
total DSD jail capacity

MENTAL HEALTH ALERTS SUICIDE ALERTS

SUICIDE ALERT Mental Health Alert Note: The

MH CODE 947 (2%) MH Alerts pie chart is based on
8,690 (23%) a 12-month average. However,
daily snapshots of the DSD inmate
population typically shows 40-50%
NONE NONE of the population with a MH alert,
29,401 (77%) 37,954 (98%)
because the MH population has
historically longer lengths of stay.

12
 INMATES
PROGRAMS
In December 2017, the Denver Sheriff Department (DSD) hired a new Inmate
Programs Director, Carrie Stanley. The program’s overarching focus is to expand
the “Transition from Jail to Community” model and to concentrate programming
resources in dedicated housing units as a way of creating a more positive,
outcome-focused environment.

The programs offered in 2017, included: Life Skills, Substance Abuse, Recovery In
a Secure Environment (R.I.S.E.), Religious Counseling, Productive Day and GED
Preparation/Testing.

441
inmates participated in
429
male inmates participated
154
female inmates participated
substance abuse and cognitive in the R.I.S.E. units in the R.I.S.E. units
behavioral education classes at

351
the Downtown Detention Center
from January to June

INMATE MENTAL WELLNESS PROGRAMS inmates received

The Denver Sheriff Department (DSD) partners with Denver Health to provide GED instruction
the mental health care needed for DSD’s growing inmate population with mental

46
illnesses. The High Acuity Transition Unit (HAT Unit) provides a safer and more
focused treatment setting for inmates who present significant symptoms of a
major mental illness. The HAT program offers inmates the opportunity to learn or
improve on social skills, problem solving skills, medication management skills, inmates successfully
and other practical means for managing their life and taking responsibility for obtained their GED
their illness and symptoms. The goal is to assist the inmates in stabilizing their while in custody
acute psychiatric symptoms by taking medications, if appropriate, by participating
in a stable and supportive environment and by receiving additional treatment interventions.

There are also Men and Women’s Mental Health Transition Units (TU) that are available to inmates that want to
participate. The goal is to prepare inmates to transition back to the community.

In 2017, the Men’s Transition Unit (MTU) implemented a “working week” schedule for participants Monday
through Friday, 9 a.m. to 3 p.m. to prepare them for work experience. The inmates also participate and interact
in community, groups and other activities for the majority of the day and are not restricted to their cells, which
encourages interaction tolerance and problem solving skill development. In addition, there were no use of force
incidents or physical altercations reported for participants in the MTU in 2017.

The Women’s Mental Health Transition Unit (WTU) is a dormitory setting that has a capacity of 20 inmates,
with a cap of two admission per week in attempt to maintain stability in the social environment. Due to the
dormitory setting, inmates must be capable of functioning in an open pod with mental health issues that are
mostly stabilized. This environment encourages interaction tolerance and problem solving skill development.
Given the parameters of admission and unit capacity there were a total of 116 participants in 2017.

46 23
TU provided support to an average of 46 male inmates
and 23 female inmates per month in 2017

13
COMMUNITY
COMMUNITY DIRECTOR
Bennie Milliner joined the Sheriff Department in September of 2017 as Director of
Community Engagement. Prior to joining DSD, he served almost six years as the
Executive Director of Denver’s Road Home the city of Denver’s agency responsible
for coordinating homeless services such as programs, shelter, housing and
transportation among more than twenty different providers and organizations.

Bennie serves as a member of the Sheriff’s Executive Leadership team with a focus
on growing and nurturing strong relationships between the DSD and the community
and among the department’s dedicated staff. Partnering with the Sheriff Advisory
Board to enhance community education and awareness, and create a strategic network of programs and
partnerships that allow us to demonstrate our support for a safe, wellness based approach towards those in
our care and custody and their families.

He brings a wide range of experiences from a 23-year Air Force career, elected office and community organizing
to support and realize the vision of the Sheriff department by working with people to develop solutions for the
challenges and opportunities before us.

SHERIFF ADVISORY BOARD (SAB)

The Sheriff Advisory Board (SAB) was established in 2017
as a formal mechanism for the community to inform and
collaborate with the Denver Sheriff’s Department (DSD)
regarding ideas, concerns, and evolving issues with service
delivery to inmates, their families, community and service
partners. The SAB is comprised of representatives of the
diverse communities and geographic areas of Denver.
The inclusion of technical experts in fields such as law,
business, non-profit, mental health sectors, community
members, veteran representation and other advocates
ensure a breadth of interests and perspectives are reflected
in discussions and recommendations. The SAB is intended
to be an integral part of the DSD and represents the
agency’s commitment to transparent community engagement.
The SAB can be reached at: SAB@denvergov.org

COMMUNITY PRIORITY FOCUS AREAS

Jail Population
Reduction Strategies

Mental Health/Substance Inmate and Deputy/

Abuse Disorders Employee Safety

14
 COMMUNITY
IMPORTANCE OF COMMUNITY PARTNERSHIPS
In 2017, efforts were focused on building a strong foundation where a comprehensive community engagement
plan could develop. Strategic objectives for community engagement included, along with the SAB, a dynamic
approach to inclusion and equity in our Contact Visitation Workgroup and our Gender Equity Committee.

The Contact Visitation Workgroup was created in 2017 to assess the impacts and consideration aspects for in-
person visitation at both the Downtown Detention Center (DDC) and the Denver County Jail. The workgroup met
bi-weekly and was comprised of DSD staff, Department of Safety personnel, City of Denver stakeholders, and
other community members. The work group will determine the feasibility of reintroducing contact visitation into
the DSD facilities.

The Gender Equity Committee (GEC) continued policy discussions regarding lactation support for inmates and
their children. The current practice is to provide an inmate with a breast pump to continue milk production
while incarcerated. The new lactation policy will allow the transportation of the expressed breast milk to
family members who are caring for the inmate’s children. A special thank you to the lactation work group
for developing this important policy in partnership with our DSD staff and experts from our state, city and
community partners.

The SAB began discussions and inquiries regarding the improvement and effectiveness of customer service
in the Downtown Detention Center (DDC) lobby. Through their diligence and drive to improve the customer
experience at the DDC, a new multi-agency work group is looking at ways to improve customer relations and
efficiency.

ALL-INCLUSIVE PERFORMANCE MANAGEMENT PLAN

The Denver Sheriff Department (DSD) not only created a new Strategic Plan but also began creating a new
Performance Management Model in 2017 with the assistance of the City of Denver’s Peak Academy. The Peak
Academy team trains and coaches employees at all levels to improve the way government works.

As DSD transitions from reform to continuous improvement, the four strategic plan pillars of Organizational
Culture, Employee Engagement, Inmate Wellness and Community Partnership have guided the creation of a
Performance Management Model. This model assists in organizing work differently, assesses effectiveness of
strategy and measures successes in areas that need improvement. Equally important is engaging leadership
and staff in discussions to work together towards solutions and celebrate progress. The DSD continues to build
progress in 2018 through the strategic plan road map and commitment to create an organizational culture that
promotes proactive and innovative approaches in how we serve our people, processes and practices.

15
15
 Cover picture:
3 Classes
Recruit Classes 2017-1, 2017-2, & 2017-3. This is the first time
DSD has ever had 3 classes running simultaneously.

16