To characterize the mission of the Colorado Springs Police Department, to state the Department's values, and to define certain terms used frequently in this manual.
 

The mission of the Colorado Springs Police Department:  Our mission is to promote the quality of life in Colorado Springs by providing police services with integrity and with a spirit of excellence, in partnership with our Community.
 

A comprehensive list of terms is given in the Glossary at the end of each volume of this Manual.  Numerous General Orders also contain definitions of words that are particularly important for the directive in which they are found. The terms below are defined here because they occur frequently throughout the Manual.

CHAIN OF COMMAND: A series of positions, each of which is directly commanded by the one immediately above it. Although a Department member may have numerous subordinates, s/he has only one immediate supervisor.

CITIZEN: Designates any individual who is not a sworn or civilian employee of any law enforcement agency.

COMMAND OFFICER: Designates any officer who has attained the rank of Lieutenant or higher.

COMMANDING OFFICER: Same as Command Officer.

DEPARTMENT: When used alone and capitalized, designates the Colorado Springs Police Department.

EMPLOYEE: Same as "member."

HIS/HER, HIM/HER, S/HE: Male and female pronouns used synonymously in this manual.

MEMBER: Designates any employee of the Police Department, including officers and civilians.

OFF-DUTY: That time period when a member has been relieved of the routine performance of the duties of that member's position.

OFFICER: Any member of the Department who has taken an oath of office and possesses police powers. Same as "Sworn."

ON-DUTY: That time period when a member of the Department is in the routine performance of the duties of that member's position.

POLICY: A broad statement designating governing principles of management and reflecting the objectives, philosophy and direction of the Colorado Springs Police Department.

PROCEDURE: Designates the fact or manner of proceeding with any particular action or course of action.

RULE: Defines a specific course of action to be followed or avoided and, in that capacity, governs conduct and actions.

SHIFT: A "shift" designates a period of time that a Department member is assigned to work in the routine performance of his/her duties.

SHIFT LIEUTENANT: A Lieutenant of any Patrol Division who has overall law enforcement responsibility within that Division during the assigned watch.

STAFF DUTY OFFICER (SDO): A Deputy Chief or Commander serving, on a rotating basis, as the direct representative of the Chief of Police and acting with the delegated authority of the Chief.  The duties of the position are specified in G.O. 1105 .

STAFF OFFICERS:  The Chief of Police, all Deputy Chiefs, all Commanders and the Director of Management Services.

SUBORDINATE: An employee of lower rank and under the command or supervision of the employee in question.

SUPERIOR OFFICER: An officer of higher rank or assigned responsibility of supervision.

SUPERVISOR: Any employee who is assigned, in the Chain of Command, to direct the activities of any component of the Department and its assigned personnel.

SWORN PERSONNEL: "Sworn personnel" designates all personnel of the Department who have taken an oath of office and who possess police powers. Same as "officers."

TOUR OF DUTY: Same as "Shift."

WATCH: Same as "Shift."
 

The Colorado Springs Police Department has adopted the following statement of its values:

• We believe that the police derive our powers from the people we serve.
• We will never tolerate the abuse of our police powers.
• We recognize that our personal conduct, both on and off duty, is inseparable from the professional reputation of the Police Department.
• We are committed to protecting the constitutional rights of all individuals.
• We view the people of our community as our customers, who deserve our concern, care and attention.
• We believe our basic missions are to prevent crime and to deliver vigorous law enforcement services when crime occurs.
• We are committed to efficient resource management and superior service delivery.
• We believe in open communications and partnerships with the community.
• We believe we can achieve our highest potential by actively involving our employees in problem-solving and improving police services.
• We support an organizational climate of mutual trust and respect for one another.
• We encourage the pursuit of higher education by our employees.
• We are committed to contributing to the advancement of the police profession.

To define the organization of the Colorado Springs Police Department and to set certain general rules for its orderly operation.
 

G.O. 1002, Office of the Chief: Functions
G.O. 1004, Operations Support Bureau: Functions
G.O. 1008, Patrol Bureau: Functions
CALEA Standards 11.1.1; 11.1.2; 11.2.2; 11.5.1; 11.6.1; 16.2.3; 31.1.1; 52.1.2
 

The major subdivisions of the Colorado Springs Police Department are characterized in General Orders 1002 through 1008.  As functional reorganizations may occur at any time, organizational charts will be revised and reissued annually.
 

DEPARTMENT: "Department" alone and capitalized will be used to describe the Colorado Springs Police Department and includes all subdivisions and personnel under the command of the Chief of Police.

OFFICE:  "Office" refers to a special function, or group of functions, not conforming to standard structural definitions.  Examples of this are the Office of Professional Standards and the Public Information Office.

BUREAU: A "Bureau" is the largest subdivision of the Department and the largest functional organization within the Department. It is commanded by a Deputy Chief.

DIVISION: A "Division" is a functional subdivision of a Bureau. It is commanded by a Commander or Director. As an example, the Operations Support Bureau contains the Central Division and the Investigations Division. This term is also used more loosely to designate either the organizational entity of a Patrol substation or the geographical area served by it.

SECTION: A "Section" is a functional subdivision of a Division. It is commanded by a Lieutenant or Manager.

UNIT: A "Unit" is a functional subdivision of a Section. It is commanded by a Sergeant or Unit Supervisor.

TEAM: "Teams" are groupings of Department Members performing the same functions.

DETAIL: "Details" are the smallest organizational component and may be used to describe a permanent or temporary activity.
 

Members of the Department will coordinate their functions to achieve a high standard of efficiency and maintain unity of command. Department personnel will perform their tasks and duties within the official organizational structure and use the chain of command. 

As a primary means of coordinating Departmental efforts, the Chief of Police or designee shall hold staff meetings, at his/her discretion.  Meetings will include all Bureau Chiefs and, at the discretion of the Chief of Police, may include all Division Commanders, and any other persons whom the Chief may choose to include.  The Office of the Chief shall notify the appropriate personnel of the meetings.  Personnel notified shall make every effort to attend, and shall designate a representative when it is not possible to attend themselves.  Approximately every other meeting is a full staff meeting that includes Division Commanders.  At the full staff meeting, line personnel may attend, on a space available basis.

Similarly, commanders of components at each level shall hold meetings related to the functioning of those components.
 

Overall responsibility for the planning and research functions of the Department shall be vested in the Staff, which consists of the Chief of Police, all Bureau Chiefs, and all Division Directors. The Staff shall be responsible for preparing the annual Goals and Objectives of the Department, including the goals of its specific components, for formulating multiyear plans, and for internal and external coordination. In keeping with the functional organization of the Department, specific planning duties shall be decentralized and, wherever operationally appropriate, performed by the organizational component having primary responsibility for executing the functions concerned.  The Planning Section, in addition to its specifically assigned functions, shall provide planning and research assistance to all components of the Department.

As part of their responsibilities in organizational planning, Staff will ensure that all relevant data, such as crime analysis and resource availability, are considered in developing agency tactics, strategies, and long-range plans.
 

Members of the Department will seek information concerning their official duties from this Operations Manual and from their immediate superiors.
 

All official correspondence directed outside the Department will contain the signature of the Bureau Chief, from the originating Bureau, or the Chief of Police, countersigned by the originator. No Department member will request any equipment or services from agencies outside the Department, unless authorized to do so by the Chief of Police, except under emergency circumstances.

An exception is that, with the approval of their commanding officer, members of any component may communicate with persons or organizations outside the Department, to gain or furnish authorized information, but may not commit the Department to any action or other obligation, without proper authorization.
 

G.O. 1030, Rank and Responsibility
G.O. 1105, Staff Duty Officer
 

The position of Chief of Police is established by Chapter 8, Article 1, Part 1, of the Municipal Code of the City of Colorado Springs:

The Office of Professional Standards, commanded by a Commander, performs and coordinates special administrative duties and activities, and maintains liaison between the Chief's Office and the Department.  The Commander serves as adjutant to the Chief of Police.

Organization: The Office of Professional Standards is, for administrative purposes and those of this Manual, the equivalent of a Division, and is composed of:

Internal Affairs Unit

Public Information Office

Crime Stoppers

Community Relations Unit

Court Liaison Unit

Training Section

Inspection Unit

Human Resources Section 
 

The Internal Affairs Unit is responsible for:

The Public Information Office is responsible for:

Crime Stoppers is responsible for:

The Community Relations Unit is responsible for:

The Court Liaison Unit is responsible for:

The Training Section is responsible for:

The Inspection Unit is responsible for:

• Inspecting systems and operations to determine if they are in accord with department objectives.
• Auditing department operations to determine if organizational units conform to approved policies, plans, procedures, laws, and regulations.
• Evaluating department operations to determine if organizational units use resources economically and efficiently, and properly safeguard assets.
• Assuring that CALEA accreditation standards are met.
• Evaluating complaints from any source regarding department procedures, services, or systems.
• Determining the adequacy of services provided to victims, witnesses, and persons in custody.
• Maintaining and publishing inspection guides and check lists for use by department personnel.
• Investigating civil claims against the department.

The Human Resources Section is responsible for: 

• Coordinating Officer of the Month program, Awards Committee, and Employee Resource Team.
• Maintaining liaison with City Human Resources Department, personnel attorney, Workers' Compensation personnel, Affirmative Action Office and Civil Services Commission.
• Dealing with equal opportunity employment, affirmative action, fair labor standards, employee relations, employee benefits.
• Developing procedures to administer personnel functions.
• Researching and evaluating personnel programs. 
• Developing processes for Civil Service tests.
• Maintaining and updating personnel files and automated records, including skills inventory and emergency data.
• Coordinating the Department’s newsletter.
• Preparing Department’s computerized personnel roster.
• Providing new employee semi-annual orientations.
• Coordinating the civilian hiring process.
• Coordinating performance evaluation process.
• Preparing payroll records for City Controllers.
• Interpreting City and Department pay and benefits procedures for employees. 
• Maintaining the Department’s position control numbers.
• Initiating processes for sworn retirements and disability retirements.
• Coordinating job site audits.
• Tracking Workers’ Compensation time and light duty time.
• Maintaining seniority lists.
• Coordinating  employee requisitions and  internal transfers for sworn personnel.
• Administering Extra-Duty Program.
• Notifying the Director of Management Services of situations which should be reviewed for possible disciplinary action. 
• Administering educational reimbursement/employee development program.
• Administering volunteer program.
• Coordinating Senior Victim Assistance Team (SVAT). 
• Coordinating Police Chaplaincy Corps. 
• Coordinating special events, including Medal of Valor luncheon.
• Administering service award program.
• Conducting entry-level testing process in cooperation with City Human Resources Department.

 The Office of Psychological Services reports directly to the Chief of Police and is responsible for:

The Operations Support Bureau is responsible for providing the following comprehensive, specialized and supportive services for the Department:

• Conducting major criminal investigations
• Participating in multi-agency task forces for criminal investigation purposes within an expanded jurisdiction
• Providing polygraph services
• Providing canine services
• Responding to situations requiring special weapons and/or tactics
• Providing crisis negotiation functions
• Providing air support
• Planning and scheduling all police activities at special events
• Communications services
• Police Records and Identification services
• Developing programs and policies, researching products, performing special projects and planning analysis
• Providing financial services for the Department
• Coordinating vehicle purchase and maintenance
• Processing and handling all property and evidence
• Developing and operating Department information technology

Organization: The Operations Support Bureau, commanded by a Deputy Chief of Police, is made up of the following:

• Investigations Division
• Metro Vice, Narcotics and Intelligence Division
• Central Division
• Management Services Division

The Investigations Division is composed of the following:

• Major Crimes Section
• Special Services Section
• Records and Identification Section
• Polygraph Unit
• Investigations Support

The Major Crimes Section is responsible for:

• Investigating and assisting in the prosecution of major crimes committed or originating in the City of Colorado Springs, including homicides, sex crimes, and aggravated assaults
• Investigating and assisting in prosecuting crimes committed by, against, or otherwise concerning juveniles, not including property crimes
• Providing assistance to victims of certain crimes

Organization:  Sworn members of units in the Major Crimes Section are cross-trained to permit augmentation of any of the Section's investigative units as needed.  The Section consists of:

• Robbery Unit   
• Homicide/Assault Unit
• Sex Crimes Unit
• Fugitive Unit 
• Juvenile Offender Unit
• Victim Services Unit

The Robbery Unit is responsible for:

• Locating and arresting suspects of robbery crimes
• Assembling and presenting complete investigations with the filing District Attorney
• Providing investigative technical assistance to the Patrol Bureau involving on-scene support, surveillance, and legal document preparation and guidance
• Participating in the prosecutorial phase of felony and misdemeanor cases
• Conducting special investigations at the request of supervisory officers

The Homicide/Assault Unit is responsible for:

• Investigating criminal homicides involving adults and juveniles
• Investigating felony assaults involving adults and juveniles
• Investigating felony kidnappings involving adults and juveniles
• Investigating felony extortion involving adults
• Investigating deaths of adults and juveniles if the cause and manner is undetermined or suspicious
• Investigating officer-involved shootings, at the direction of the Deputy Chief, Operations Support Bureau
• Investigating missing person cases of a suspicious nature involving either juveniles or adults

The Sex Crimes Unit is responsible for:

• Investigating sex crimes committed by, against, or involving juveniles and adults
• Investigating reported and suspected child abuse and neglect
• Investigating deaths of infants, if the cause or manner is undetermined or suspicious
• Investigating parental kidnappings and violations of custody
• Investigating cases involving multiple indecent exposures
• Maintaining photographic files of known child abusers, known sex offenders, and of juveniles involved in criminal activities
• Coordinating information with the Analytic Support Unit and Department of Social Services

The Fugitive Unit is responsible for:

• Conducting investigations and effecting arrests of persons wanted on felony warrants resulting from CSPD criminal cases
• Coordinating with outside agencies on requests for assistance in locating and arresting persons wanted on outside felony warrants, as directed
• Receiving and following up on information received from a variety of investigative sources or informants regarding wanted felony fugitives and attempting their arrest, as assigned
• Coordinating with Crime Stoppers of the Pikes Peak Region, other agencies, and the Public Information Officer on media release of information concerning wanted persons, details of unsolved crimes, and appeals to the general public for information about other criminal activities
• Conducting follow-up investigation and criminal filing of felony escape cases
• Arresting fugitives from justice

The Juvenile Offender Unit is responsible for:

• Maintaining a manageable list of targeted juvenile habitual/violent offenders
• Proactively opening new cases on targeted offenders
• Enhancing investigations on existing cases involving targeted offenders
• Investigating all cases involving targeted juvenile offenders
• Maintaining files on targeted offenders in concert with the Analytic Support Unit's SHO/DI Program
• Serving as special investigators and as advisory investigators for the Grand Jury
• Serving as advisory witnesses to the trial attorney for considerations of adult trial proceedings
• Filing appropriate court orders for civil seizures involving targeted offenders
• Serving as special liaisons with Juvenile Probation and Parole for enforcement of rules and orders
• Participating in specialized investigations at the direction of the Major Crimes Commanding Officer or higher authority

Victim Services Investigative Specialists are responsible for:

• Interviewing and furnishing crisis intervention and information to all sexual assault victims on a 24-hour basis, and to victims of other crimes against persons at the supervisor's discretion
• Preparing witnesses for court
• Testifying as expert witnesses
• Furnishing follow-up and referral information to victims
• Providing in-service training and consultation to law enforcement, attorneys, schools, and other agencies or groups involved with sexual assault victims

The Special Services Section is responsible for:

• Investigating forgeries and felony frauds by check
• Investigating felony fraudulent use of financial transaction devices
• Investigating felony criminal frauds against consumers
• Investigating serial or pattern financially motivated Identity Theft
• Providing laboratory forensic examination of computer related electronic media 
• Providing forensic crime scene and laboratory support for all Bureaus
• Investigating cases relating to stolen property bought or sold through pawn shops, gold and silver dealers, and flea markets

The Special Services Section consists of the:

• Financial Crimes Unit
• Metro Crime Lab
• Pawn Shop Unit
• Computer Forensics Unit

The Financial Crimes Unit is responsible for:

• Investigating serial or pattern cases of financially motivated criminal Identity Theft
• Investigating felony check and Financial Transaction Device (credit card) forgeries
• Operating as liaison with the District Attorney's Regional Check Fraud Unit on misdemeanor frauds by check
• Investigating felony criminal consumer fraud and other white collar crimes as assigned
• Coordinating with the Patrol Bureau for service of misdemeanor summonses concerning check and criminal consumer frauds investigated by the District Attorney's Office

The Metro Crime Lab is responsible for:

• Providing forensic science services to the members of the Colorado Springs Police Department, El Paso County Sheriff's Office, other law enforcement agencies, the courts, and citizens, as directed by the Investigations Division Commander
• Processing crime scenes as assigned
• Developing black and white and color photographic negatives and prints, as needed
• Providing chemical analysis of drugs taken into evidence and blood alcohol specimens
• Providing expert courtroom testimony relating to forensic services performed
• Providing technical expertise and expert court testimony for fingerprint identification and blood spatter evidence
• Entering fingerprints into the Automated Fingerprint Identification System (AFIS)

The Pawn Shop Unit is responsible for:

• Investigating selected cases relating to stolen property bought or sold through pawn shops, gold and silver dealers, and flea markets
• Monitoring pawn shops, gold and silver dealers, and flea markets to insure their compliance with applicable city ordinances and state statutes
• Coordinating with other units and outside agencies in discovering and disrupting fencing operations
• Maintaining paper and/or computerized files of:
• Records of transactions between citizens and gold and silver dealers within Colorado Springs or El Paso County.
• Records of transactions on all items taken in at pawn shops within Colorado Springs or El Paso County

The Computer Forensics Unit is responsible for:

• Conducting forensic laboratory analysis and providing expert courtroom testimony concerning evidentiary contents of computer-related electronic media seized in the course of criminal investigations
• Conducting felony investigations of selected and unusually complex computer related and high-technology crimes, such as those involving criminal attacks against major computer networks which are physically located in Colorado Springs
• Assisting officers in the development of computer related criminal investigations and search warrants
• Providing on-scene field support for the execution of search warrants and initial examination of computer media in situations that are beyond the technical capabilities of the investigating officers
• Providing consultation, training, and technical resources to officers on methods for handling, seizing, and securing computer related evidence

The Records and Identification Section is composed of the following:

• Records and Identification Unit
• Data Entry Unit

The Records and Identification Unit is responsible for: 

• Maintaining centralized criminal records system through collection, dissemination, and storage of crime and traffic records
• Purging records systems in accordance with state laws
• Booking of prisoners
• Managing and supplying identification information on persons for the department and other criminal justice agencies
• Providing fingerprinting services for the department and the public
• Maintaining an archives system for official police records
• Accepting service and processingResponding to subpoenas duces tecum and other court processes for production, at the direction of the Office of Professional Standards

The Data Entry Unit is responsible for:

• Preparing and entering data from source documents pertaining to law
  enforcement activities as performed by the Department
• Entry of data from source documents, including traffic tickets, parking tickets, offense reports, arrest documents, field interview reports and calls for services
• Editing and coding arrest source documents for entry
• Retrieving statistical data from appropriate computer systems and files
• Entering statistical data into State computers for UCR and NIBRS requirements

The Polygraph Unit is responsible for:

• Scheduling and performing polygraph examinations of persons involved in criminal cases at the request of the investigating officer
• Providing written evaluations to the investigating officer concerning the truthfulness of the person tested
• Scheduling and performing polygraph examinations of persons under consideration for employment by the Department
• Scheduling and performing polygraph examinations of persons who have applied for assignment to certain sensitive positions
• Scheduling and performing polygraph examinations for other agencies and organizations, by special direction
• Maintaining polygraph chart files of persons examined

Investigations Support includes:

• Analytic Support Unit (Investigations Crime Analysis)
• Clerical Support

The Metropolitan Vice, Narcotics, and Intelligence Division (Metro VNI) is staffed by officers from several local law enforcement agencies and is commanded by a Commander of the Colorado Springs Police Department.  Its area of jurisdiction encompasses El Paso County and Teller County.  Responsibilities of Metro VNI are:

• Investigating  crimes concerning controlled  substances
• Investigating vice-related crimes
• Obtaining and processing intelligence information
• Maintaining criminal intelligence files

Organization: Metro VNI is composed of:

• Street Investigation Unit (two teams)
• DEA Task Force
• Intelligence Unit (Liquor Enforcement and PASS Team)
• Clandestine Laboratory Team
• ATF/CSPD Gun Unit

The Street Investigation Unit is composed of two teams, with the following responsibilities:

• Investigating street-level drug sales, possession, and use
• Conducting follow-up investigations and filing charges, in cases within the Section's purview, which have been initiated by other elements of the involved agencies

The Drug Enforcement Administration (DEA) Task Force is responsible for:

• Conducting in-depth investigations of major drug organizations and money laundering
• Investigation and preparation for the prosecution of major violators of federal and state controlled substance laws operating at interstate and international levels
• Management of a national drug intelligence program in cooperation with federal, state, local, and foreign officials to collect, analyze, and disseminate strategic and operational drug intelligence information
• Seizure and forfeiture of assets derived from, traceable to, or intended to be used for illicit drug trafficking
• Enforcement of the provisions of the Controlled Substances Act as they pertain to the manufacture, distribution, and dispensing of legally produced controlled substances
• Coordination and cooperation with federal, state, and local law enforcement officials on mutual drug enforcement efforts and enhancement of such efforts through exploitation of potential interstate and international investigations beyond local or limited federal jurisdictions and resources

The Intelligence Unit is responsible for:

• Receiving, analyzing, and evaluating all intelligence reports generated by CSPD and other agencies in the two counties
• Enhancing intelligence data to prepare cases for the proper investigative units
• Conducting background investigations on applicants for liquor licenses within El Paso County and Colorado Springs
• Investigating crimes of vice (prostitution, gambling, liquor, pornography, and similar crimes)
• Coordinating and providing security for visiting dignitaries and VIPs
• Maintaining special files and intelligence related data that meets the applicable Federal Guidelines of 28 CFR Part 23, and regularly purge these files in accordance with this standard and the regular practices of the Law Enforcement Intelligence Unit (L.E.I.U) guidelines

The Intelligence Unit also includes Liquor Enforcement and the PASS Team.

The Liquor Enforcement Unit is composed of officers from the Colorado Springs Police Department and the El Paso County Sheriff's Office. It is responsible for: 

• Collecting information about possible liquor law violations throughout El Paso County 
• Investigating allegations of violations by establishments which sell liquor 
• Investigating allegations of persons or establishments selling or otherwise supplying liquor to persons under the legal drinking age
• Conducting surveillance and undercover investigations of possible violators 
• Coordinating with military officials in instances involving liquor-related violations by military personnel 
• Assisting in the prosecution of violators in the courts, and testifying at hearings of the  local licensing authorities (Colorado Springs Liquor Board and the Board of County Commissioners) as well as the State Licensing Board
• Coordinating with the Colorado Springs City Clerk's Office in matters concerning liquor licenses
• Undertaking special investigations of liquor-related matters in Teller County upon request 

The Police Accountability Service Standards (PASS) Team is comprised of officers from the Colorado Springs Police Department.  It is responsible for:

• Improving quality of life within target area boundaries and investigating target crimes in those areas
• Providing immediate response to crimes that would otherwise be a low priority and would probably not be in-progress by the time a patrol officer was able to respond
• Building trust between the community and the police
• Enlisting business and residential community involvement to identify violations and violators
• Eliminating prostitution and open air narcotics within the target area(s)
• Working primarily in plain clothes in undercover vehicles, on foot, or riding bicycles, and occasionally wearing VNI black police uniforms and utilizing a patrol car
• Being visible in the PASS areas on a daily basis
• Adjusting shift hours according to need and information obtained, in order to give the appearnace of working 24/7
• Distributing pager numbers to the public and responding immediately if possible to otherwise lower priority in-progress calls for service
• Using limited-tolerance on all violations to include when arresting confidential informants

The ATF/CSPD Gun Unit is a collaborative effort between the Colorado Springs Police Department and the Bureau of Alcohol, Tobacco, and Firearms in conducting investigations into the possession of illegal guns. The Colorado Springs Police Department portion of the unit is staffed by a Sergeant and four officers.

The Central Division, commanded by a Commander, provides traffic-related functions and a wide range of specialized services throughout the City. The Central Division consists of:

• Patrol Support Section
• Public Safety Communications Section
  

The Patrol Support Section provides supportive and specialized services for all Divisions and performs some non-Divisional tasks.  In addition to its regularly constituted units, it serves as the administrative control for certain on-call tactical units which are staffed when needed by designated and specially trained officers normally assigned to other duties. It is responsible for:

• Conducting and administering the Handicapped Parking Enforcement Program
• Providing canine services
• Performing all functions concerning explosives
• Performing crisis negotiation functions
• Responding to situations requiring special weapons and/or tactics

Organization:  The Patrol Support Section is composed of the following units:

• Canine Unit
• Explosive Ordinance Detail (EOD)Regional Explosives Unit 
• Crisis Negotiation Team
• Tactical Enforcement Unit
• Motor Carrier Safety Unit   
• Air Support Unit
• Airport Police Unit
• Special Events Unit 
• Code Enforcement

The Canine Unit generally works as an adjunct to Patrol, but is available to assist any element of the Police Department.  Special qualifications of canines are their sense of smell, night vision, sensitive hearing, and ability to serve as a deterrent to violence against officers.  The unit is responsible for:

• Maintaining trained and ready canines for deployment
• Using the dogs to detect contraband (explosives and/or narcotics)
• Covering special events at the direction of the Patrol Support commanding officer
• Performing routine patrol functions when not otherwise engaged

Examples of functions for which the Canine Unit is specially suited include building searches, field searches, tracking and scent-detection deployments, and covering officers on calls for service.  As a public relations and public education tool, the canine teams are used to demonstrate their own abilities, to improve public understanding of their uses, and to underscore the Police Department's functions in public safety and crime control.

The EOD Regional Explosives Unit is an additional assignment for officers regularly assigned to other units.  The team can be called out at any time for situations requiring the use of trained explosives experts. The EOD Regional Explosives Unit is responsible for providing technical and investigative support for: 

• Accidental explosions
• Bomb threats
• Unlawful possession, use, removal of explosives
• Bombings (including fire-bombings)
• Found bombs, explosives, ordinance
• Incidents related to the above
• Storage and maintenance of explosives evidence
• Transportation, storage, destruction of recovered explosives

Special duties include:

• Response to bomb threats at the Municipal Airport. Response to bombs on-board aircraft diverted to Colorado Springs
• Emergency and technical assistance for hazardous materials incidents involving explosive compounds
• Support for special details where explosives may present a threat or hazard
• Limited assistance to outside agencies in the event of emergencies and special requests
• Law enforcement safety, technical, and specialized training and information
• Public safety training and information
• Maintain files on all deployments and training

The Tactical Enforcement Unit is responsible for:

• Maintaining a mobile specially-trained tactical team to intervene in any critical incidents requiring their skills.  Examples of appropriate use of this unit include sniper situations, aircraft hijackings, rescuing officers, armed or barricaded suspects, hostage situations, civil disturbances, and high-risk arrests or warrant service
• Conducting selective enforcement actions, such as intervention in patterned crimes requiring special uniformed or plain-clothes strategies
• Providing support for special details or events such as VIP security, high-profile conferences, major civic gatherings, witness protection, major crime-scene security, special surveillance, and high-risk prisoner escorts
• Providing support in disasters and unusual occurrences, as assigned

Special duties:

• Conducting limited security surveys of high-level military offices, offices of public officials, and sensitive civilian corporations within the City limits, upon request of proper authority
• Furnishing limited in-service and specialized training to Department members and other law-enforcement agencies
• Providing limited assistance to outside agencies for emergencies, by request
• Maintaining files of all security surveys, tactical contingency plans and maps, tactical in-service training records, and tactical deployment recap reports

The Motor Carrier Safety Unit is responsible for:   

• Specialized enforcement of commercial vehicle statutes and ordinances
• Promoting motor carrier safety through a vehicle inspection program
• Identification and enforcement of defective equipment and unqualified operators
• Identification and enforcement of hazardous materials violations
• Compliance with commercial vehicle registrations and weight compliance
• Enforcing truck route compliance
• Enforcing load spill violations
• Enforcing SMM/SME registrations at construction sites
• Maintaining a good working relationship with the Port of Entry and Colorado State Patrol MCSU
• Educating commercial vehicle owners and operators through presentations regarding FMCSR
• Assist with "commercial vehicle involved" traffic accident investigations

Ensure compliance through FMCSR

Assist MAU with serious injury and fatal accident investigations involving commercial vehicles

Assist Code Enforcement and Parking Enforcement with commercial vehicle parking violations

The Air Support Unit is responsible for:

• Providing an aerial platform with the primary mission of assisting the patrol function

Aircraft are deployed during peak calls for service times and are available to assist with special operations for the Patrol Bureau.  Aircraft are also utilized by Metro VNI involving surveillance operations.

The Airport Police Unit is responsible for:   

• Maintaining order and enforcing the laws, which are comprised of the criminal and traffic codes for local, state and federal jurisdictions
• Supporting the passenger screening effort as required of certificated air carriers, and responding as quickly and safely as possible when summoned by airline personnel
• Working with the director of aviation or his designee on matters relating to airport and aviation security
• Conducting consent frisks for weapons when a passenger or other member of the public who wishes access to the sterile concourse cannot be cleared by detection devices or at the request of the air carrier
• When summoned, responding to all other non-screening related incidents which warrant the presence of a police officer
• Determining departmental and community needs and communicate it to the director of aviation or his designated representative 

Maintaining contact with the community to ensure productive police and community spirit and maintain the highest possible level of professional competence and conduct

The Special Events Unit is responsible for:

• Staffing all special events
• Coordinating with the Extra-Duty Office to staff special events
• Updating schedules for recurring special events
• Planning and scheduling police functions for non-recurring activities
• Supervising and managing the Parking Enforcement and Handicap Parking Enforcement Programs

The Code Enforcement Unit is responsible for:

• Inspecting residential dwellings and multi-family dwellings
• Condemning dwellings that are unfit for human occupancy
• Responding to complaints regarding sanitation, junk unlicensed/inoperable/abandoned vehicles, weeds, animal droppings, graffiti, light intrusion, noise, corner visibility, recreational vehicles, temporary signs, and litter
• Conducting follow-up investigations to assure compliance with City Codes
• Entering data from source documents and field inspections
• Retrieving statistical data from appropriate computer systems and files

The Public Safety Communications Section is responsible for:

• Radio dispatching service for all mobile field units
• Maintaining direct radio contact and intra-City and intra-County link radio contact with other law enforcement agencies and City Departments
• Relaying information regarding unusual incidents to specialized Department units and other law enforcement agencies, or to City departments as required
• Using a computer-aided dispatch system (CAD) to:
• Inputting information received, and process telephone requests for police, fire, and medical assistance, and general information
• Entering, dispatching, updating, monitoring, and clearing calls for service with appropriate activity information
• Maintaining records of calls for service, specific address hazard information, duty rosters, staff assignments, specialized unit and Department personnel and pager assignments
• Maintaining lists of locations and responsible persons to call out, as needed
• Providing medical self-help to citizens prior to arrival of emergency response equipment
• Providing radio patching between field EMS units and area hospitals
• Monitoring National Weather Warning System (NAWAS) and flood levels
• Monitoring fire alarm system for Police Operations Center (POC)
• Providing a monthly statistical report that reflects productivity of Communications Center
• Maintaining current lists of businesses, hospitals, apartment complexes, schools, City parks, etc., for locations and responsible persons for callout, as needed
• Accessing call-out lists and records of Department personnel, City personnel, victim assistance agencies, and specialized personnel available after-hours
• Receiving and processing radio and telephone requests from all Department personnel
• Maintaining and operating 24-hour tape recording equipment and tapes of all incoming and outgoing telephone and radio messages
• Hiring and training new Communications personnel as well as training other Department personnel in Communications policies and procedures
• Ongoing in-service training for permanent and probationary Communications personnel

Special functions:  The Public Safety Communications Section maintains the following special files:

• Daily and monthly reports on Communications training
• Monthly reports on Communications activity, organized by shift
• 24-hour tapes of all incoming and outgoing telephone and radio messages that are retained for up to three years, unless longer retention is needed for evidential reasons.  Retention includes files of associated documents, such as subpoenas duces tecum, departmental hold requests, logs of tapes on file
• Daily logs of vehicle towing activity, including repossessions, City and private property tows, as well as official towing requests
• Daily logs of Police Impound Lot security guard check-in information

Organization:  The Public Safety Communications Section consists of:

• Communications Manager
• Senior Analyst
• Training Specialist
• Public Safety Communications Supervisors
• Public Safety Dispatchers
• Emergency Response Technicians

The Management Services Division, commanded by a civilian Director, is responsible for:

• Developing programs and policies, researching products, performing special projects and planning analysis
• Developing and administering grant programs
• Providing financial services, such as accounts receivable and payable, purchasing, inventory, and supply
• Conducting manpower analyses and preparing the annual Manpower Projection Report
• Preparing various status reports to city administration
• Coordinating vehicle purchase and maintenance, as well as repair and maintenance of police buildings
• Processing and handling all property, evidence, and vehicles while in the custody of the department
• Preparing and administering the department's annual budget
• Preparing and administering the department's capital improvement needs and budget  
• Coordinating the planning, financing, and acquisition of capital facilities and equipment
• Preparing long-range plans and projection models
• Preparing management, organizational, and cost/benefit analyses and making results available to department staff and affected operating units  
• Developing and implementing computer applications and supporting all elements of the department
• Operating and maintaining the department's central and remote computer systems

Organization: The Management Services Division consists of:

• Information Technology Section
• Fiscal Services and Planning Section
• Police Logistics Support Section

The Information Technology Section consists of the System Support Unit and the Software Development Unit.

The System Support Unit is responsible for:

• Operating the department's central and remote computer systems
• Developing and maintaining the data and telecommunications networks and systems for the department
• Developing and providing specifications and estimated costs for computer hardware, software, and related equipment
• Operating the department's Customer Service Center

The Software Development Unit is responsible for:

• Developing and implementing computer applications and systems supporting all elements of the department
• Providing program maintenance and enhancements to existing applications and systems to meet user needs

The Fiscal Services and Planning Section consists of the:

• Financial Services Unit
• Grants Unit
• Planning Unit
  

The Financial Services Unit is responsible for:

• Coordinating all purchases of the Department
• Processing accounts payable and receivable
• Auction accounting
• Travel and expense summary processing
• Correlating expenditures with budgetary allocations
• Monitoring and reporting the status of the Departmental budget
• Auditing the Metro VNI buy fund and other cash funds
• Preparing specifications for special purposes and contracts
• Monitoring grant fund status
  

The Grants Unit is responsible for:

• Monitoring external funding sources and opportunities to augment departmental resources
• Assisting with the development of grant application proposals
• Reviewing and coordinating all grant applications
• Processing grant awards
• Maintaining grant files that contain all grant-related documentation and correspondence
• Providing review of proposals, applications, and revisions
• Managing internal/external review processes for approval and signatures on grant documents
• Maintaining the grant tracking database
  

The Planning Unit is responsible for:

• Coordinating all department staff research 
• Processing requests for department policy changes 
• Researching and drafting general orders
• Performing forms development and control functions
• Conducting research pertaining to actual or proposed legislative changes
• Responding to inquiries concerning the effects of existing law and legal decisions on department procedures
• Conducting research, preparing special project reports as directed, and insuring that reports are provided to staff and to all involved organizational components
• Reviewing and coordinating departmental input on all items circulated by City Planning, including land use, zoning, annexation, master planning, and transportation matters
• Maintaining a repository of research and management information, including copies of research projects, studies, and surveys which affect the policies, procedures, operations, and management of the department
• Providing staff support for task forces as directed
• Conducting and reporting on product evaluations
• Researching options for improvements in service delivery, making recommendations, and designing program changes
• Reviewing articles written by department members for publication, and making recommendations concerning approval to the Chief of Police
• Managing ICMA benchmarking projects
• Developing and analyzing annual manpower projections
• Coordinating special projects that support the department's strategic initiatives

The Police Logistics Support Section consists of the:

• Fleet Services Unit
• Facility Services Unit
• Evidence Services Unit
• Supply Unit
  

The Fleet Services Unit is responsible for:

• Transporting vehicles for service and repair
• Assuring quality control of repairs
• Coordinating preventive maintenance and breakdown repair
• Monitoring fleet maintenance expenditures
• Preparing specifications for vehicleand accessory equipment purchases and coordinate acquisitions and installations
• Coordinating use and maintenance of the Mobile Command Post

The Facility Services Unit is responsible for:

• Arranging and scheduling repair and maintenance of department buildings
• Monitoring custodial, grounds, and snow removal contracts
• Coordinating department radio issuance and repair
  

The Evidence Services Unit is responsible for:

• Receiving and storing found property, contraband, and evidence
• Maintaining inventory, chain of custody, and other records pertaining to property, contraband, and evidence
• Transporting evidence to and from various laboratories and substations
• Disposing of, releasing, or destroying property which is no longer of use to the department
• Receiving, inspecting, and maintaining inventory of vehicles which are abandoned, impounded, or seized for evidence or civil proceedings
• Releasing vehicles, evidence, and property to authorized receivers
• Arranging for vehicle auctions and bicycle auctions
• Monitoring billing for departmental tows
• Maintaining the Police Impound Lot
• Assuring compliance with state and local requirements concerning stolen, abandoned, or otherwise impounded vehicles.
• Monitoring the department’s towing contracts and rotation agreements

• Maintaining a central receiving and supply facility
• Tagging and inventorying all fixed assets
• Maintaining an interdepartmental mail delivery system

The purpose of this General Order is to specify the organizational structure and duties of the Patrol Bureau and its components.
 

G.O. 1030, Rank and Responsibility
Patrol SOP P1-143
CALEA Standards 11.1.1; 33.6.1; 42.1.4; 45.1.1; 61.1.1; 61.1.5; 61.1.10; 61.4.4; 73.1.1; 74.2.2
 

The mission of the Patrol Bureau, in partnership with the citizens of Colorado Springs, is to ensure public safety and order by providing police services; to react to and resolve life threatening tactical incidents; to provide traffic control, education, and enforcement; to investigate and report on crimes; and, to work with the community to reduce crime, reduce the fear of crime, and enhance the quality of life in our City.

The Patrol Bureau is responsible for the administrative and operational planning, implementation, and reporting, in support of all patrol and traffic functions. The Patrol Bureau will provide direct operational services to the City of Colorado Springs, through the geographical Division structure.

Organization: The Patrol Bureau, commanded by a Deputy Chief of Police, is made up of the following components:

• Falcon Division - North
• Gold Hill Division - Southwest
• Sand Creek Division - Southeast
• Stetson Hills Division - Northeast

Each geographical Patrol Division, under the direction of a Commander, is responsible for ensuring public safety and order, within its assigned boundaries, and for rendering assistance to the public, to other agencies, and to other elements of the Police Department, as needed.  Except for functions performed by specialized units, the Division's Patrol units are responsible for all law enforcement and crime prevention activities in that section of the City.

Responsibilities of Patrol personnel are necessarily broad and will vary according to the dictates of specific situations. Their main functions are outlined in General Order 1030, Rank and Responsibilities.
 

A Commander is in charge of a Division and is assisted by three Lieutenants. Each Lieutenant assumes command of a Patrol Shift, according to report times and hour of day deployments (i.e., Day shift, Swing shift and Night shift). Lieutenants are assigned specific responsibilities based upon a management approach that corresponds with the Department's philosophy and strategy of community-based Problem Oriented Policing.  These duties are listed in Patrol SOP P1-143 .

Various report times will occur within each designated shift. Overall shift designations are specified by time of day.  Lieutenants and Sergeants are assigned to shifts and share responsibility, and authority, to effectively plan and coordinate patrol service delivery within the Division and across shift and Division boundaries.

The following specialized units operate within the Divisional Command structure.

• Divisional Investigative Services Unit - supervised by a Sergeant 

The Divisional Investigative Services function is decentralized and operates under the Divisional structure at each substation. Duties include:

• Conducting investigative follow-up on a wide range of criminal events including, but not limited to, burglary, theft, auto theft, menacing, first-degree criminal trespass, criminal impersonation, and harassing phone calls.
• Coordinating with the District Attorney's Office on the filing of cases and other prosecutorial functions.
• Developing investigative interdiction strategies based upon data provided by Crime Analysis.
• Coordinating and supervising the effective operation of the Victim Contact Program.
• Cooperating closely with patrol units, Crime Analysts, Crime Prevention Officers, and citizens, to develop and implement strategies for preventing crimes within the areas served by the respective Patrol Divisions.

• Traffic - supervised bya Sergeant two sergeants (a motor sergeant supervises the Neighborhood Traffic Unit and another sergeant supervises school enforcement and accident investigations).

The traffic enforcement, education, and prevention function is decentralized and operates under the Divisional structure at each substation. Its personnel are divided into specialized services based upon function.

Neighborhood Traffic Unit Duties:

• Neighborhood traffic complaints
• Traffic-related problems within the division.
• Providing escort service for VIPs, as requested.
• Working special events, as required.
• Traffic enforcement at specific identified locations/areas such as Top 25 accident locations, Red Light violations, etc.

DUI Enforcement Unit Duties:

• Making officer-initiated D.U.I. arrests.
• Assisting patrol officers in processing D.U.I. arrests.
• Making D.U.I. traffic safety presentations, upon request.
• Maintaining the D.U.I. Room and equipment at the division level.

School Enforcement Unit Duties:

• Monitoring elementary and secondary school zones for traffic violations.
• Training school crossing guards.
• Training school bus drivers on rules of the road.
• Making traffic safety presentations, upon request.

Accident Investigation Unit Duties:

• Investigating injury and non-injury accidents as dispatched
• Investigating all fatal traffic accidents 
• Filing all felony traffic cases
• Filing all habitual traffic offender cases
• Managing the Accident Response Teams  
• Traffic Enforcement
• Making traffic safety presentations, upon request

• Neighborhood Policing Units - supervised by a Sergeant 

The Neighborhood Policing Units (NPU) are specially trained teams of officers, who provide community-oriented policing from a problem-solving perspective, as well as classroom instruction, as part of our comprehensive School Based Program initiatives. Its personnel are divided into specialized services, based upon function.

NPU is made up of Neighborhood Resource Officers, School Resource Officers, Prevention Resource Officers, DARE Officers, and a Crime Prevention Officer.

Neighborhood Resource Officer (NRO) Duties:

• Open and maintain two-way communication between the geographical areas and the aligned supervisors and sector officers assigned, as well as being the liaison for the Department with a community of interest.
• Effectively mobilize agency and community resources to create a safer, healthier and more satisfying environment in a specific community.
• Cultivate relationships with community groups, businesses, public and private agencies, and others to exchange information and to examine ways of bringing resources to bear upon problems of mutual interest.
• Assist Division Crime Prevention efforts to coordinate activities of pre-existing Neighborhood, Business, and Apartment Watch groups, and assist in organizing new groups, upon request or through outreach efforts in targeted areas.
• Assist sector officers by coaching and mentoring them through Problem-Oriented Policing projects and Directed Activity efforts.
• Coordinate efforts to acquire resources and support to address large-scale community problems, or specific crime pattern problems, within geographical areas.
• Prepare periodic reports on goals and objectives, accomplishments by area and crime types, and ensure that problem solving project documentation is properly maintained (i.e., timely and detailed).

School Resource Officer/Prevention Resource Officer/DARE Officer Duties:

• Conduct programs to prevent crime and enhance police/school relations.
• Teach prevention curricula, such as Project Alert and DARE, in the middle schools or elementary schools, as appropriate.
• Provide a proactive approach against juvenile delinquency, through coaching and mentoring, by promoting positive contacts between youth and the police.
• Deploy on foot, bike, or vehicle into targeted neighborhoods to act as both a primary police presence, during assigned hours, and an in-depth problem solver in that community of interest.

Crime Prevention Officer Duties:

• Coordinating crime prevention presentations to the community.
• Managing the Neighborhood, Business, and Apartment Watch Programs.
• Maintaining a liaison with and coordinating presentations for schools.
• Developing and maintaining community contacts.
• Coordinating residential and commercial physical security surveys.
• Providing prevention resources and expertise to Divisions.

• Crime Analysis

The Crime Analysis function is decentralized and operates under the Divisional structure at each substation. Its personnel are responsible for:

• Collecting, collating and analyzing data from case reports, supplements, and other sources that relate to target crimes.
• Maintaining computer databases on above listed data.
• Performing searches and comparisons of data, to identify patterns and crime trends.
• Responding to inquiries about patterns and crime trends.
• Disseminating information about crime patterns and trends.

• Marshal's Unit - supervised by a Sergeant  

The Marshal's Unit is assigned to the Gold Hill Division and responsible for:

• Providing court security and assistance to the Municipal Court system.
• Furnishing prisoner transport from jail to Municipal Court.
• Furnishing prisoner and arrestee transport of various kinds, when available.
• Serving arrest warrants, issued by a Court, when the defendant is contacted in the course of serving Municipal Court legal process.
• Serving all writs and processes within the County of El Paso, as directed by a municipal judge.
• Preparing adult and juvenile re-writes into Municipal or other courts, at the direction of the City Attorney's Office, in order to reset another case that was dismissed.
• Serving Summons and Complaints or a Juvenile Complaint and Referral, originated and verified by a police officer employed by the City of Colorado Springs.

• City Administration Building and Utilities Building Security Unit - staffed with two uniformed officers

The City Administration Building and Utilities Building Unit is assigned to the Gold Hill Division and is responsible for:

• Insuring overall security for the City Administration Building and the Utilities Building.
• Answering security alarms within those buildings.
• Assuring safety of employees and visitors.
• Assisting in fire alarm evacuations.
• Monitoring the buildings' security cameras.
• Enforcing parking regulations in City Parking Garage #2.
• Performing routine police functions within and around the buildings.

G.O. 1183, Standing Operating Procedures (SOPs)
G.O. 1030, Rank and Responsibility
G.O. 1040, Principles of Supervision
SOP P1-143, Patrol Lieutenant Responsibilities
SOP P1-153, Patrol Sergeants Responsibilities

The department embraces and utilizes the principles of unity of command.  It is recognized, however, that policing is dynamic and constantly changing.  One of the basic missions of the department is to provide police services with integrity and a spirit of excellence.  It is for this purpose that, from time to time, the department will explore, implement, and evaluate innovative approaches to supervision, management, and organization within various components.  These approaches may have variations from the traditional unity of command principles and these areas will be assessed for their efficiency and effectiveness.

CHAIN OF COMMAND: Chain Of Command is a series of positions, each of which is directly commanded by the one immediately above it. Although a department member may have numerous subordinates, s/he has only one immediate supervisor.  Each organizational component is under the direct command of only one supervisor. 

The chain of command of the department will be as follows: Chief of Police, Deputy Chief, Commander or Director, Lieutenant or Manager, Sergeant or Unit Supervisor, Police Officer or line worker.

The Chief of Police will appoint an Acting Chief of Police to serve during the Chief's absence.  During the period of appointment, the Acting Chief has the same powers and authority as the Chief of Police and performs the duties of the Chief of Police. If no specific Acting Chief is named, the following order of succession will apply:

1. Deputy Chief of Operations Support Bureau
2. Deputy Chief of Patrol Bureau

Sound management practice demands that each commander or supervisor issue specific orders only to immediate subordinate personnel. The subordinate then issues orders, in the same manner, until the point of implementation is reached.  Due to overlapping shifts and days off patterns, field supervisors will be considered as operationally responsible for directing subordinates, even though they may not be administratively responsible for those subordinates. 

When a deviation from the normal practice is believed justified, a higher authority in that chain of command may issue direct orders.  However, when such action is necessary, all intermediates in the chain of command will be informed.

Command personnel will attempt to limit their orders to an echelon that immediately follows within their chain of command.  If orders conflict, a senior member outside a subordinate's chain of command may issue an order, but will notify the subordinate's supervisor if the new order alters or interferes with previous orders or functions of the subordinate.  The subordinate who receives the conflicting order should also notify his own supervisor immediately.

Upon assuming a new assignment, and continually thereafter, a command officer should critically evaluate all aspects of the command. Newly assigned command officers should review existing policies, procedures, and programs to determine if the need for which they were enacted remains unchanged.

Upon change of command, the commanding officer being replaced has a duty to lend full assistance in making the command transition as smooth and orderly as possible. Orientation of a new command officer should include any problems of the command and assistance in maintaining useful community and professional contacts.

In the absence of the commanding officer of any component of the department, the senior member of the next lower echelon within the component will assume command, unless an alternate has been designated by the commanding officer or by a higher authority in the direct chain of command, or unless higher authority has indicated that the position should remain temporarily vacant.

When responsibility for an assignment is entirely within a single bureau, but requires assistance of components from other bureaus, divisions, or sections, a command officer attached to the responsible component and present for duty, will have authority over an officer of the same rank detailed from another component.

Command of all police personnel assigned to the scene of an emergency will be assumed by employees in the regular command structure of the geographic area in which the operation occurs: i.e., police officer, sergeant, lieutenant, commander, deputy chief.  In situations lacking the regular command structure, the ranking officer will supervise until the arrival of any personnel activating the chain of command.

Any officer assuming command at the scene of an emergency will inform the person being relieved of the superior officer's intent to assume command, and will then notify communications that command has been assumed.

To specify the rank structure and command positions of the Department and the responsibilities of each, with examples of duties.

G.O. 1020, Principles of Command
G.O. 1040, Principles of Supervision

The structure of the Department is designed for effectively achieving the Department's mission. The Chief of Police is responsible for the overall performance of the Department but cannot personally plan, direct, coordinate and supervise all its activities. Responsibilities for functions and tasks must be assigned to subordinates. Therefore, the Department is rank-structured and includes both sworn and civilian personnel.  Department personnel have responsibilities that are commensurate with rank. Within the rank structure, supervisors may delegate appropriate duties to subordinates. Delegation of any duty implies a corresponding delegation of appropriate authority.

CHAIN OF COMMAND: "Chain of Command" is a series of positions, each of which is directly commanded by the one immediately above it. Although a Department member may have numerous subordinates, s/he has only one immediate supervisor.

CITIZEN: Citizen or Private Citizen designates any person who is not a sworn or civilian Member of any law enforcement agency.

CIVILIAN: Civilian designates any Department Member who is not sworn.

COMMANDING OFFICER: Commanding Officer designates any officer who has attained the rank of lieutenant or higher.

EMPLOYEE: Employee or Department Employee has the same meaning as Member.

MEMBER: Member or Department Member designates any person assigned to the Police Department, including officers and civilians.

OFFICER: Any member of the Department who has taken an oath of office and possesses police powers. Same as Sworn.

SUPERIOR OFFICER: An officer of higher rank or assigned responsibility of supervision.

SWORN PERSONNEL: Sworn Personnel designates all personnel of the Department who have taken an oath of office and who possess police powers. Same as Officer.

Subject to direction from higher authority, Department members assigned to command positions maintain direct authority over all personnel within a command. A commander, at any level, exercises direction, control and inspection of subordinates; maintains morale, harmony and discipline within the command; properly organizes and assigns functions and tasks to units and personnel of the command; provides for appropriate training; communicates organizational needs through budget requests; and performs other assigned duties. A commanding officer may delegate the position's authority or duties to other personnel, but not the ultimate responsibility of the command position.

The established management/employee levels within the Department are as follows: Top Management, also referred to as Staff; Middle Management; Direct Supervisors, and Non-Supervisory Personnel.

The Department is rank-structured, from greatest authority to least authority, as follows: the Chief of Police, Deputy Chief, Commander, Lieutenant, Sergeant, police officer. Certain administrative positions in the Department require commensurate administrative authority, but do not require peace officer status or law enforcement powers. The civilian counterparts of Commander, Lieutenant, and Sergeant are, respectively, Division Director, Section Manager, and Unit Supervisor.

However, regardless of classification, an employee who is assigned to a position of command will report to the immediate higher authority within the organizational component affected, and will exercise authority over all subordinate personnel within the assigned chain of command.

A Department employee assigned or holding the rank of Chief of Police, Deputy Chief, Commander or Division Director is considered Top Management Personnel. Persons holding these ranks are classified as Staff Officers. The Chief of Police may assign, to other Staff Officers, the responsibility for certain major functions of the Department. Staff Officers administer major functions and may delegate to middle management personnel, the direct management of specific programs, projects or tasks within the functions.

As established by Chapter 8, Article 1, Part 1, of the Code of the City of Colorado Springs, the Chief of Police is appointed by the City Manager to provide administrative and command direction for the Department. The Chief of Police is the Chief Executive Officer of the Department, and the final authority in all matters of policy, operations and, except where otherwise provided, discipline. Responsibilities of the Chief of Police include enforcing laws and ordinances and efficiently operating the Department.

Examples of Duties:

• Plans, organizes resources, directs and coordinates the activities of the Police Department.
• Ensures the enforcement of laws and municipal ordinances.
• Formulates Departmental rules, policies and procedures.
• Approves assignments of Departmental personnel.
• Formulates the annual Departmental budget and has final authority over Department budget expenditures.
• Directs the preparation of internal Department reports, the annual report and reports addressed to the City Manager.
• Directs the preparation of external reports to outside agencies in conformance with Federal, State and Municipal laws or Department policy.
• Coordinates the activities of the Police Department with those of other law enforcement and criminal justice agencies.
• Promotes public cooperation and goodwill through presentations to civic, fraternal and other groups, and by making regular reports through the news media.
• Maintains efficiency and effectiveness within the Department.
• Maintains effective Department discipline.

Deputy Chief is the second highest position in the Department. Responsibilities of a Deputy Chief include serving as Acting Chief of Police, when so designated in the absence of the Chief, commanding a Bureau, executing policies or directives from the Chief of Police, and performing other assigned tasks.

Examples of Duties:

• Administers a Bureau and supervises personnel assigned.
• Ensures the enforcement of laws and ordinances.
• Develops and reviews Bureau programs, records and reports, and recommends changes, as necessary.
• Ensures the preparation of the Bureau budget and provides administrative control of Bureau expenditures.
• Manages the preparation of plans to improve Bureau operations, to anticipate future needs, and to deal with emerging problems.
• Provides advice and assistance to the Chief of Police, on both Bureau-related and Departmental issues.

A police Commander is the lowest ranking Staff Officer. Duties of a Commander vary, according to specific assignment, and may include command of a Division within a Bureau or of an equivalent organization or function.

Any reference to Captain in these orders will refer to the position of Commander.

Examples of Duties:

• Administers major programs, projects, or functions of the Department.
• Ensures the enforcement of laws and ordinances.
• Coordinates the work of subordinates.
• Assigns functions and tasks to subordinates.
• Assists superiors in preparing and managing the Bureau budget.
• Assumes command of the Bureau in the absence of the Bureau Deputy Chief.
• Coordinates the activities of different components of his/her command.
• Provides advice and assistance to the Chief of Police, on both Bureau-related and Departmental issues.

A Department employee assigned to a position of command over a Section of a Division, or an equivalent organization, is considered Middle Management Personnel. Some positions within the Middle Management category may be specialized non-command functions. Sworn personnel holding the rank of Lieutenant are considered Middle Management Personnel, regardless of assignment.  The civilian position of Section Manager is also considered in this category. Middle management personnel are responsible for properly managing and implementing assigned programs, projects, or tasks and may delegate to direct supervisors the responsibility for specific tasks within a program.

Examples of Duties:

• Plans, assigns, reviews and supervises the work of personnel in the assigned command.
• Ensures the enforcement of laws and ordinances.
• Enforces policies, procedures and rules of the Department.
• Interprets orders and directives to subordinates.
• Advises and assists subordinates in complex and difficult assignments or situations.
• Ensures the development and implementation of assigned programs or functions.
• Assumes command of a subdivision of the Department, in the absence of superiors, unless otherwise specified.

A Department employee assigned to directly supervise one or more employees is considered a Direct Supervisor. The rank of Sergeant is an example of a non-exempt direct supervisor. as are Civilians holding the position of Unit Supervisor are also considered direct supervisors and may be exempt or non-exempt depending on their duties. Direct supervisors are responsible for ensuring that specific tasks assigned to them for supervision are performed efficiently and effectively, by the appropriate Department personnel.

Examples of Duties:

• Supervises/participates in the enforcement of laws and ordinances.
• Supervises/participates in criminal investigations.
• Assigns tasks to subordinates.
• Provides direct supervision in complex cases or situations.
• Directly supervises personnel assigned.
• Resolves or, if required, submits to higher authority for resolution, conflicts, problems or disciplinary matters arising from subordinates.
• Submits to higher authority suggestions from subordinates for improving Department operations, programs or functions.
• Represents the interest and well-being of non-management personnel to higher authority, and transmits management concerns and directives to non-management personnel.

Department personnel assigned by direct supervisors, to perform specific tasks--for example, a training officer having no definitive management or supervisory function--shall be considered Non-Supervisory Personnel. All employees, sworn or civilian, not otherwise classified above, are considered within this category.

A police officer performs law enforcement duties to protect life and property and has the greatest influence over the achievement of the Department mission. Police officers may be assigned to a variety of positions, either uniformed or not. A police officer is the most visible representative of the Department and of the City Government. Conduct displayed by a police officer sets the tone for the public's response to all other Departmental personnel  and programs. Success or failure of the Departmental mission depends directly upon the police officer's professional conduct, knowledge and sense of duty.

Examples of Duties:

• Enforces laws and ordinances.
• Responds to calls for service and investigates complaints of disorder or criminal conduct.
• Makes arrests of persons who have violated laws or ordinances.
• Reports all criminal activity to higher authority for proper follow-up investigation and disposition in the criminal justice system.
• Collects and preserves evidence pertaining to criminal activity, for presentation to appropriate prosecuting authorities.
• Investigates conditions hazardous to life or property and takes appropriate remedial actions.
• Participates in the prosecution of law violators by appearing in court to testify to situations observed and actions taken.
• Performs other tasks serving the public interest and well-being.
• Ensures a good Department image by displaying professional conduct, at all times.

Department civilian employees perform a wide variety of duties and tasks that do not require law enforcement powers, but that support Department goals and objectives.

Examples of Duties:

• Administers or assists in administering Departmental units.
• Analyzes Departmental operations and suggests methods of improvements.
• Provides clerical support in processing of correspondence, reports, arrests and Departmental records.
• Provides information to and from automated systems.
• Performs other tasks, as assigned, to accomplish the Departmental mission.

G.O. 1020, Principles of Command
G.O. 1030, Rank and Responsibility
CALEA Standards 11.3.2; 26.1.4; 26.1.5; 82.2.4
 

Supervisors may be sworn or civilian, as determined by the requirements of a specific position. They are appointed, by higher authority, to be in charge of one or more employees of the Department, and may be assigned to field or staff duties.
 

Responsibilities of supervisors include the supervision, direction, coordination of effort, leadership, inspection and evaluation of individual subordinates, in addition to other assigned tasks. Supervisors will organize subordinates, equipment and tasks, to achieve organizational goals and objectives, with maximum efficiency and minimum expenditure of human or material resources.
 

ADMINISTRATION: Those activities concerned with planning, organizing, directing, coordinating, recording and public relations.

SUPERVISION: Techniques used to achieve goals and objectives by reviewing results and determining the causes of success, failure or mediocrity. Supervision also includes the control, development and maintenance of harmonious relationships among all Department personnel and the inspection, review, evaluation, and quality control of work performed by subordinates.

TRAINING: Includes instruction in developing efficient working habits and good attitudes; practical instruction in how, what, when, where and why tasks are to be done; and developing the potential of subordinates.
 

Regardless of rank or classification, a supervisor is responsible for the administration, supervision, and training of subordinates, as described in paragraph .05 above.
 

The Department has the following expectations of all supervisors:

Knowledge Of Subordinates: Supervisors will closely observe the work of their immediate subordinates and be prepared to evaluate it accurately for their superiors, in as much detail as the superior wishes. Supervisors will make a written report to their superior, of any outstanding work of a subordinate and also of any serious misconduct or unfitness. They will complete performance evaluation forms appropriately.

Knowledge Of Conditions: Supervisors shall familiarize themselves with the conditions that affect the work of their subordinates and shall inform their superiors of such conditions, in as much detail as the superior indicates is required.

Morale: Supervisors will take positive steps to create and maintain high morale and a spirit of service among subordinates.

Information To Subordinates: Supervisors will inform their subordinates of decisions by higher authority, that affect them, unless such information is confidential. They will disseminate Department information concerning  policies, procedures and rules.

Training And Assistance: Supervisors will ensure that their subordinates are given all necessary practical assistance and training in the discharge of their duties.

Detailed Orders And Instructions: Supervisors will issue any order to their subordinates, necessary to implement orders from their superiors, and will carry out their assigned function within the framework created by orders from their superiors. It is the supervisor's duty to ensure that instructions to subordinates are clearly understood.

Report Review: The responsibility for reviewing reports is common to all supervisors regardless of rank or classification. Initial responsibility will begin with a Department employee's direct supervisor. However, all supervisors will strive to maintain a high level of quality in reports generated by subordinates.

To characterize the Management Information Oversight Committee.

G.O. 1140, Forms Control
CALEA Standard 11.4.1; 11.4.2

The M.I.O.C. will review selected reports and make firm recommendations concerning appropriate courses of action on the reports' findings.

The M.I.O.C. will initiate periodic evaluations of programs to assess their value to the organization or determine desirable modifications.

The M.I.O.C. will review all "high-tech" equipment requests and will make recommendations to the Chief concerning purchase.

The M.I.O.C. will ensure that the Department's management information system functions properly, with appropriate statistical and administrative reports being distributed to the proper personnel and implementing changes to the system as necessary.

The goals and objectives of the M.I.O.C. are to:

• Examine and oversee the Department's automated systems.
• Define the objectives of these systems.
• Determine the systems' capabilities and resources.
• Analyze needs.
• Determine resource requirements.
• Assess procurement options.
• Determine best systems.
• Report to the Chief of Police.

The M.I.O.C. is chaired by the Commander of the Information  Director of the Management Services Division.  Other members are the Deputy Chiefs of the Operations Support, Administrative Services and Patrol Operations Bureaus., and the Commander of the Office of Professional Standards.

The responsibilities of the Chairperson shall include:

• Providing the Chief of Police with regular reports on the progress and findings of the M.I.O.C. work product.
• Ensuring that appropriate draft policy statements are staffed and prepared for each recommendation as necessary.

To indicate the functions and duties of the Staff Duty Officer.
 

G.O. 110, Emergency Notifications
G.O. 1020, Principles of Command
All of Section 4, Tactical Operations
 

"Staff Duty Officer" is  the official designation of the function formerly known as "On-call Staff Member" .
 

The staff duty officer (SDO) is the direct representative of the Chief of Police during the assigned duty period, and is responsible to the Chief to ensure that emergencies and unusual occurrences are appropriately handled within the policies and authority limits of the Department.
 

All Commanders and Deputy Chiefs of the department are assigned, by roster, to serve as staff duty officer.  The roster will be prepared annually by the Commander of the Office of Professional Standards.  Changes to the roster can be coordinated between staff members; however, a memo of changes must be sent to the Communications Center and to the Commander of the Office of Professional Standards.

Duty Periods will consist of weekends and holidays.  Weekend duty will begin at 5:00 p.m. on Friday and end at 8:00 a.m. the following Monday.  Holiday duty will begin at 5:00 p.m. the day preceding the holiday and end at 8:00 a.m. on the day following the holiday.  Schedules for holidays immediately preceding or following a weekend will be specified on the roster.
 

Staff members will be on-call at all times during their duty periods and will carry a pager or keep the Communications Center informed of their location.  The staff duty officer should monitor the police radio at all times while in a police vehicle.
 

The major role of the staff duty officer is to act as the Chief's staff designee by providing broad oversight to unusual incidents involving this department.  Due to the authority of the staff duty officer as the Chief's designee, he/she may intercede if absolutely necessary.  However, the position is intended to benefit the members with functional jurisdiction by being removed from operational decisions, thereby maintaining a broader perspective, with emphasis upon any issues concerning training, liability, and procedures.

The staff duty officer will be available to the Command Duty Officer, or any other on-duty shift lieutenant, to provide or trigger appropriate resources in the interim between initial notification of the staff duty officer and the arrival of the staff member with functional jurisdiction.

It is the responsibility of the members having functional jurisdiction to ensure events are handled in accordance with policies, procedures, laws, and directives.

Additionally, the staff duty officer is expected to make at least one inspection per duty period of a department entity.  The inspection may consist of only a cursory review of operations, or a more in-depth analysis of a function, at the discretion of the staff duty officer.  The staff duty officer is then responsible for a memo to the Chief of Police outlining any call notifications received during the duty period, and to outline any inspections during the same period.
 

G.O. 720, Deadly Force Guidelines
G.O. 815, Deadly Force Investigations
G.O. 965, Vehicles: Pursuits
 

At times, department personnel are confronted with situations in which varying degrees of force are used to protect life and property, or to effect an arrest, OR incidents in which firearms are discharged outside departmental policy.
 

The department has an obligation to its officers and the community to review its policies, procedures, and training programs in the interest of public safety. When officers' actions involve the use of deadly force, the department must consider the specific incident in order to determine what effect, if any, existing departmental polices, procedures and training had upon it. The Critical Incident Review Committee is the department's reviewing body for such incidents. The Critical Incident Review Committee will act as a review mechanism of department investigations, both criminal and internal, in which the following criteria are present.

• Any officer is involved in a shooting incident in which an injury or death occurs to any person.
• A weapon is discharged as a direct result of the attempted use of deadly physical force.
• A weapon is discharged outside the stated policy of the department.
• A serious bodily injury or death occurs, to any person, through police actions other than use of firearms.

The Critical Incident Review Committee can be convened only by the Chief of Police, at his/her own discretion.  All documentation of the Committee's review will be filed and maintained as a Critical Incident in the Office of Professional Standards.
 

The assigned internal affair investigator will brief the Chief of Police, or designee, on the facts of the case, as known at that time, the next working day after the critical incident occurs.

The assigned Internal Affairs investigator will prepare a written, audio and/or visual summary of the facts of the case, to be presented to the Chief and  permanent members of the Critical Incident Review Committee, as soon as is practical, keeping in mind the operational concerns of the agencies conducting the investigation.  within one week of the incident.  After review, the Chief will The incident will be reviewed at this time to determine whether it requires a further review by the full committee.  If no further review is required, this finding will be noted in writing and placed in the Critical Incident File.

If further review is required, the full committee will be convened, as soon as is practical, keeping in mind the operational concerns of the agencies conducting the investigation. All available evidence, which may include reports, photographs, statements, documents, and physical evidence, will be reviewed by the lieutenant of internal affairs to determine relevancy before the assigned investigator submits it to the committee.

The full committee will not be convened until the final adjudication of any criminal charges brought against any department personnel involved in the incident. If charges are brought against other persons, but not against department personnel, the full committee will be convened as soon as it is determined that the officer(s) does not face criminal charges.
 

The Critical Incident Review Committee has no disciplinary functions. Its role is managerial: to serve as a review mechanism of department investigations, and to analyze the impact of department policies, procedures or training. The committee will document its findings and forward a written report to the Chief of Police. The committee's written report will contain the following:

Conclusions: The report will draw conclusions as to what effect, if any, existing departmental policies, procedures and training had on the incident. The Committee's conclusions should determine if existing departmental policies, procedures, and/or training had no effect on the incident, a positive effect or a detrimental effect.

Recommendations: The committee's written report will offer recommendations based on the report's conclusions. The recommendations may suggest additions or deletions to existing policies, procedures, or training, or may recommend the formulation of new policies, procedures, or training. Proposed implementing directives will be attached, when appropriate.
 

The Critical Incident Review Committee will be composed of three permanent members, two temporary members, and one other member; two staff resource officers are assigned. Alternate members will be appointed, as the need arises, whenever possible conflicts occur. The composition of the Committee will be as follows:

• Permanent members: Deputy Chief of Operations Support (Permanent Chairman); Deputy Chief of Patrol; Commander - Office of Professional Standards. 
• Temporary members: Commander of involved officer; officer of equal rank with involved officer (to be selected by Chairman).
• Other member: To be appointed by the Board of the Police Protective Association.
• Staff: The Lieutenant of Internal Affairs and Lieutenant of Training will serve as staff resources to the Committee. These are not members.

The findings documented in the committee's written report will be reached by a simple majority vote of the members of the committee. In order for dissenting and concurring opinions to be available to the Chief of Police, each committee member may attach a written explanation of his/her views.

Critical Incident Review documentation, including memorandums from the committee members, may be reviewed by committee members at any time, however, copies will not be made or published.  The review will need to take place in Internal Affairs.

All reports, photographs, statements, documents and physical evidence relating to the incident will be made available to the Critical Incident Review Committee. Documentation of department investigations (excluding personnel investigations), that may result in the convening of the committee, will be collected and held by the commanding officer of Internal Affairs until the documentation is needed by the committee.

If, after reviewing all reports, photographs, statements, documents and physical evidence, any member of the committee determines s/he needs more information to complete the review, an Internal Affairs sergeant will be assigned to conduct any research, interviews, etc., directed by the committee.
 

The delivery of professional police services requires, in part, that the Colorado Springs Police Department be accountable for operating effectively, efficiently and in compliance with ethical and legal guidelines. One of the methods used by this Department to assure such operation is the Staff Review.
 

The Colorado Springs Police Department has adopted, in full, the guidelines, definitions and philosophies expressed by the United States General Accounting Office in Standards for Audit of Governmental Organizations, Programs, Activities and Functions (U.S. Government Printing Office, Washington, D.C., 1981).
 

STAFF REVIEW: Staff Review is the formal process of self-examination by, and within, the Department.  It consists of the following steps:

1. Performance auditing
2. Reporting
3. Recommendations for improvements (when appropriate)
4. Response by the concerned level and section of management
5. Review by the Chief and Staff
6. Implementation of improvements (when appropriate)
7. Follow-up

PERFORMANCE AUDITING: The three elements of performance auditing, as adapted from the United States General Accounting Office and the International City Managers Association, are as follows.

Financial and Compliance determines:

• Whether financial operations are properly conducted
• Whether the financial reports of an audited entity are presented accurately
• Whether the entity has complied with applicable laws and regulations

Economy and Efficiency determines:

• Whether the entity is managing or utilizing its resources (personnel, property, space  and so forth) in an economical and efficient manner
• Whether the causes of any inefficiencies or uneconomical practices, including inadequacies in management information systems, are inadequacies in administrative procedures or organizational structure

Program Results determines:

• Whether the desired results or benefits are being achieved
• Whether the established objectives are being met
• Whether the agency has considered alternatives that might yield desired results at a lower cost

The words Entity or Program may be replaced by the words System, Process, or Function in the above definitions.
 

The Chief of Police initiates all staff reviews.

• The staff is generally responsible for bringing specific needs for staff review to the Chief's attention.
• No staff review shall be conducted without the express approval of the Chief of Police.
• The Bureau Commanders of the affected divisions may be notified of any staff review substantially affecting their Bureaus.

Staff inspections, or reviews, are conducted by persons who have no direct control or authority over the subject of the inspection, and who normally report only inspection results and take no corrective action. This procedure allows inspectors the advantage of writing an independent and objective appraisal. Staff inspectors, as independent outside personnel, are not responsible to the commander of the entity, nor are they responsible for the performance of that entity's personnel.

There is no adversarial relationship assumed or intended in the staff review process. Bureau and Division Commanders and the Commander of the Office of Professional Standards shall work together in the conduct, review, recommendations, implementation of changes and follow-up of staff reviews. Cooperation shall not, however, compromise the independence and objectivity of the Office of Professional Standards.
 

The Office of Professional Standards may, from time to time, draw upon resources of other departmental components, including personnel, equipment, data and access to all three. In the spirit of cooperation described above, and with the object of completing the staff review, Commanders shall furnish the requested resources, so long as this does not substantially reduce the affected component's essential operations.

Requests for minor resources may be made by the Commander of the Office of Professional Standards directly to the concerned Commander.

Requests for major resources shall usually be made by the Commander of the Office of Professional Standards, either directly to the concerned Division Commander or through the Chief of Police.
 

Staff reviews shall be directed to the Chief of Police. The Chief of Police may provide a copy to each concerned Deputy Chief and/or to each concerned division head. A copy shall be placed in the files of the Office of Professional Standards.

Each staff review shall be designated with a unique number incorporating the year that the review was initiated, the sequential number of the review during the year of initiation, and a letter designation denoting that it is a staff review. For example, 88-1-SR would designate the year, then the number, and finally the designator.

All staff review files and reports are restricted documents whose release or review, either within or outside the Department, requires the approval of the Chief of Police.
 

The Commanders of the affected divisions shall respond to the Chief of Police addressing the results of the staff review, as expressed in the report of the Office of Professional Standards Commander.

• The response shall be in writing.
• The response shall become a permanent part of the file.
• A copy of the response shall be provided to the Commander of the Office of Professional Standards.
• The Commander of the Office of Professional Standards may address the response.

The Chief's copy of the response from the Division Commander shall be routed through the Office of Professional Standards, in order to allow an opportunity for informal adjustments in the report before review by the Chief of Police.
 

The Commander of the Office of Professional Standards shall not, except under the express order of the Chief of Police, assist in or direct the implementation of any improvements recommended in a staff review. To do so would compromise the independence and objectivity of the Office of Professional Standards in follow-up or future staff reviews concerning those improvements.
 

Staff review follow-ups shall be initiated, upon the approval of the Chief of Police, based on the recommendations of the Commander of the Office of Professional Standards and the concerned Division Commanders.

• The follow-up report shall become a permanent part of the file.
• The follow-up report shall be handled as outlined above for the initial report. This shall also include any response.

G.O. 920, Firearms Regulations
G.O. 960, Vehicles: Normal Operation
G.O. 1145, Monthly Reports
G.O. 1190, Uniforms and Equipment Standards Committee
G.O. 1663, Uniforms and Appearance
S.O.P. I1-01, Investigations Bureau Equipment Standards
S.O.P. I1-12, Investigations Bureau
S.O.P. I2-24, Investigation Case File Maintenance
S.O.P. I2-25, Investigations Case Status Control System
S.O.P. I2-26, Formation of the Check Fraud Unit
S.O.P. I1-16, Equipment Issue and Check In
S.O.P. P1-47, Daily Activity Reports, (Uniform Officers)
S.O.P. P1-48, Daily Activity Reports, (Patrol Sergeants)
S.O.P. P1-49, Monthly Reports
S.O.P. P1-58, Fleet Maintenance Support
S.O.P. P1-70, Preliminary Investigation
S.O.P. P1-74, Uniform Inspection
 

INSPECTION: Inspection is a process of obtaining facts relating to persons, things, actions, and conditions by means of observations, inquiry, examination, and analysis. The finding will show the conditions, if any, that need to be improved and the action to be taken.

LINE INSPECTION: Line inspections are conducted by those in direct command, usually line supervisory personnel, who have the authority and responsibility to act or to demand the immediate action of subordinates. There are two types of line inspections:

• FORMAL: These written inspections are prepared for executive or commanding officers. The report includes specific action taken to remedy deficiencies or may contain recommendations for long-range deficiency resolution found during the inspection.
• INFORMAL: Informal inspections are conducted by the immediate supervisors during their tour of routine daily operations to ensure that departmental policy and procedure are being complied with. Immediate action is taken by the supervisor to remedy deficiencies as a part of his normal responsibilities. In this case, a report is not written unless there is a critical item that should be brought to the attention of command officers.

Each supervisor is responsible for inspecting personnel, activities and equipment under his/her supervision and initiating suitable action in the event of failure, error, violation, misconduct, or neglect of duty by a subordinate. The frequency of inspection depends upon the purpose of the inspection. On a daily basis, an employee's appearance, demeanor and use and maintenance of equipment are subject to inspection, but usually informally by way of roll call or observation by the supervisor. Less frequent inspections (such as monthly, quarterly, or annually) will be made of equipment, facilities and organizational components or functions. Each of these inspections requires a written report to be provided to the Division Commander. A written report to the Division Commander/Deputy Chief is also required for any inspection that results in the need for corrective action.  Supervisors will be responsible for identifying areas that need to be corrected, establishing a realistic time period for the correction, and ensuring that the correction is made. Supervisors will be responsible for reporting corrective action taken, in writing, to the Division Commanders.
 

The ETACS system replaced the Daily Occurrence Sheet on December 1, 2000, and has proved to be vastly superior as a means of sharing information throughout the Police Department and with the community.  This comprehensive electronic system is suitable for unrestricted information that it makes available on the Internet to the general public, as well as for restricted information of several kinds, which can be accessed only by authorized persons.  Operating instructions are on the web site.
 

The Enhanced Tactical Communications System (ETACS) is established as a management information source. Responsibility for all aspects of its preparation and delivery is vested in the Chief of Police.
 

ENHANCED TACTICAL COMMUNICATIONS SYSTEM (ETACS):  A Department-wide consolidated electronic report that provides timely information to the Chief of Police about noteworthy events concerning the Department.  Each Patrol Division makes entries, on a daily basis, concerning events in its geographical area during the past 24 hours.  Other Divisions will make entries as, and when, appropriate.  The Chief's Office will be able to access a consolidated report for the City as a whole at any time.
 

The Colorado Springs Police Department utilizes a  has implemented a new web-based system for disseminating important, critical, and tactical information throughout the Department.  The ETACS (Enhanced Tactical Communications System) will take the place of the manual, paper-based Daily Occurrence Sheets.

The ETACS system is an on-line system that uses web technologies to allow individuals to enter, view and search through data contained within the ETACS database all through their internet browsers. Items marked as "Confidential - NO" and "For Media Release - Yes" will be displayed on our internet site under the link "Police Blotter". No sensitive information will ever be displayed. You may refer the public to that site at http://www.SpringsPolice.com and tell them to click the Police Blotter link.

All users must read through the Usage Policy and Instructions documents before entering or viewing data within the ETACS system. Your use of the ETACS system is your implied consent to all policies and procedures contained within the Usage Policy and Instruction documents as well as all specific Division/Unit policies and procedures.

The information contained within the ETACS system may be disseminated to the public and press only if there is a "Yes" in the release to media/public box AND all sensitive data has been removed. Any information of a sensitive nature is to be included only in the Sensitive Information box -- that way we can insure that the information is removed prior to dissemination. No information contained within the Sensitive Information box may be discussed with or disseminated to anyone who is not a member of the law enforcement community.

Since this information is available to the public, individuals that enter information on suspects or other individuals should limit personal information to name, race/sex, and age. The date of birth or any other identifying information that could be used to facilitate in identity theft should not be entered. In addition, HIPPA rules forbid the release of any persons name, medical condition, or the name of any medical facility where treatment has been, or will be, sought unless that person has agreed to the release of this information. ETACS entries should simply state that injured parties were transported/taken to a local medical facility for treatment.
Since this information is available to the public, individuals that enter information on suspects or other individuals should limit personal information to name, race/sex, and age. The date of birth or any other identifying information that could be used to facilitate in identity theft should not be entered.

Specific individuals, as designated by their Division/Unit, will be responsible for entering data into the system. All entries must be approved by a Supervisor before entering the data into the database. It is the responsibility of each Division/Unit to develop policies and procedures on the use of the ETACS system. The ETACS system takes the place of the Daily Occurrence Sheets and should not be used to log in routine calls for service. This system is for important, critical and tactical information that needs to be disseminated throughout the Department.  As timeliness may be an issue, entries should be made as soon as practical to the time of the event and not held until the end of a shift.

Only CSPD employees with a valid NT logon account have the appropriate permissions to view data within the ETACS site. Only Lieutenants and above have permission to view data which has been marked as Confidential. While the remainder of the City organization (Fire, Purchasing, Planning, etc.), may view our Intranet site, and the general public may access the portions of ETACS available through the "Police Blotter" section of the Internet, they do not have permission to open the ETACS site.
 

Required entries consist of significant line operations issues and incidents of which the Chief should be informed. As all possible contingencies cannot be foreseen, a complete list of such items cannot be specified. Duty Desk Officers and supervisors are expected to use their best judgment in determining which incidents satisfy the governing criterion: the Chief's desire to be kept informed of significant happenings. Most items to be included in the report are operational in nature. They usually are the kinds of items which quickly become matters of public record. Prompt information about them is vital to the Chief's ability to manage the Department and to respond to inquiries. Some examples of items which should always be included are:

• Deaths from other than natural causes, such as homicides, suicides, traffic accidents and other accidents
• Major crimes of interest (e.g., business robberies; crimes involving serious injury or imminent death; hostage incidents; burglaries of significant consequence, such as those involving severe loss or those such as safecracking which appear to be professional jobs)
• Major narcotics or vice operations, major drug recoveries
• Incidents requiring tactical mobilization of the Tactical Enforcement Unit
• All felony-in-progress arrests
• Significant police/public confrontations
• Significant racial or ethnic incidents
• Incidents involving vehicular pursuits
• Incidents resulting in officer injuries
• Incidents during which officers discharge firearms
• Other incidents which might be regarded as "newsworthy"
• All incidents that threaten a public facility (including police facilities) or any person therein

G.O. 1101, Management Information Oversight Committee
 

AGENCY FORM: For the purposes of this directive, an "agency form" is defined as a pre-printed document containing blank spaces for the insertion of information, and generated by the Colorado Springs Police Department for ongoing use in the conduct of the agency's business. Excluded from this definition are:

1. Formats generated by computer as a part of a report.
2. Checklists or worksheets designed for a specific unit's internal use.
3. Forms originating outside the Colorado Springs Police Department.
4. Formats designed to gather information for a specific, time-limited   purpose and on going use.
5. Training materials.
 

Requests for creation, revision, or discontinuance of forms may be originated by the M.I.O.C. itself or by any Department member. Employee requests should be submitted through the chain of command to the originating employee's Deputy Chief. The Deputy Chief will make a determination upon the merits of the request. Approved requests will be forwarded to the Planning Section, which will then coordinate directly with the originator of the request, with the M.I.O.C., and with other individuals and organizations as appropriate.

Completed proposals will then be staffed with the M.I.O.C. to insure compatibility with the Department's informational needs and technology. The M.I.O.C. chairman, who is also the Director of Management Services, has final approval authority.
 

To set policy and procedures for retention of records, reports and documentation required by State Statute, CALEA requirements, and Departmental interest.
 

CALEA: The Commission on Accreditation for Law Enforcement Agencies.

To establish policy and procedures for an annual process for establishing goals and objectives in the Police Department.

The Management Services Division is responsible for managing the annual goals and objectives process.

To implement the Commission on Accreditation for Law Enforcement Agencies, Inc (CALEA) standards as they relate to the Colorado Springs Police Department.

The Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA), was established as an independent accreditation authority in 1979 by the four major law enforcement membership associations: International Association of Chiefs of Police (IACP); National Organization of Black Law Enforcement Executives (NOBLE); National Sheriffs' Association (NSA); and Police Executive Research Forum (PERF). The Executive Directors of these four associations appoint members to the Commission annually; an endorsement requires a majority vote for each appointment.

Successful completion of the accreditation program requires commitment from all levels of the organization, starting with the chief executive officer. To foster commitment, a decision to participate should be voluntary. To this end, the Commission ensures that law enforcement accreditation is and will continue to be a voluntary program

Besides the recognition of obtaining international excellence, the primary benefits of accreditation are to provide a management model, better services, controlled liability insurance costs, administrative improvements, greater accountability from supervisors, and increased governmental and community support.

The Colorado Springs Police Department voluntarily participates in CALEA accreditation activities.   We support CALEA initiatives and are committed to remaining accredited through the CALEA process.   In order to meet this goal, all department members may be tasked with accreditation responsibilities as the need arises.

Accreditation Management Team (AMT):   Designated CSPD members that have primary responsibility for preparing accreditation documentation within their applicable work groups.

Accreditation Manager:   The overall coordinator of the CALEA program for the CSPD.

CALEA:   Commission On Accreditation for Law Enforcement Agencies

Mock Accreditation:   An inspection conducted prior to the on-site evaluation by Accreditation Managers or staff from other CALEA Accredited agencies designed to help us evaluate the CSPD's potential to successfully complete an on-site evaluation.

On-Site Evaluation:   The triennial process of CALEA staff/evaluators visiting the CSPD to observe compliance with CALEA standards and gauge effectiveness of   CSPD's programs. 

Shadow files:   Accreditation files/documentation physically kept in locations other than the Accreditation Manager's Office.   Shadow Files are not "working copies" of the accreditation data used by Accreditation Management Team members, they are documents that cannot be kept with the main accreditation files due to their sensitive nature (MVNI, IA) .

The accreditation/CALEA process consists of 459 standards divided into 38 different chapters.  Each of the individual standards is assigned to an Accreditation Management Team member.  

Standards consist of a standard statement, commentary, and compliance level.   The standard statement is the criteria that the department must meet.   The commentary section provides clarification about the standard, but it is not mandatory to meet all the commentary information.   The compliance level is specific to the agency and determines if the standard is Mandatory (M) or Other Than Mandatory (O).   The CSPD is considered a Class "D" agency (over 300 employees) so most standards are mandatory.  The fourth character in the series (i.e., OOOM) would indicate that for the CSPD, the standard is mandatory.

Most standards listed as Other Than Mandatory (O) for our agency will still have to be complied with, as only 20% of the Other Than Mandatory standards can be eliminated from consideration and still maintain Accredited status.   There are 68 (O) category standards applicable to the CSPD, so we can elect to eliminate only 13 standards from consideration.   If you do not intend to comply with a standard for any reason, coordination and approval from the Accreditation manager is needed.   For the Colorado Springs Police Department, our intent and goal is to comply with every standard, even if it is listed as Other Than Mandatory.

Triennially the CSPD is visited by evaluators designated by CALEA Commissioners.   Their function is to review each of the standards files and do an overall assessment of the CSPD and its service to the citizens of Colorado Springs.   Their recommendation is provided to the CALEA Commission, which then decides whether to continue accreditation for the department.

This on-site accreditation evaluation rests heavily on documentation provided in the Standards Files, however it is not the only component.   Observations conducted by CALEA staff and evaluators, interviews of employees, correspondence with affected agencies and groups, and telephone/e-mail information provided to the CALEA Commissioners all play a part in the CSPD attaining Accredited Status.

The Accreditation Management Team (AMT) consists of Lieutenants and Managers from selected functional areas in the department.   The Accreditation Manager assigns each AMT member Accreditation Standards, which are usually applicable to their area; however in many cases standards may cross functional lines of authority and responsibility. The AMT member responsible for the particular standard will need to coordinate with other department members or city agencies to provide complete documentation for their assigned standards.

While individual standards and accreditation needs may be delegated to other employees at the discretion of the AMT member, the assigned standard remains the responsibility of the designated AMT member for completion and compliance.  

The following positions are designated as members of the AMT:

1. Patrol Bureau (4)
1. A Lieutenant designated from each patrol division
2. Operations Support Bureau (10)
1. Central Division
1. Operations Support Lieutenant
2. Patrol Support Lieutenant
3. Public Safety Communications Manager
2. Investigations Division
1. Major Crimes Lieutenant
2. Records and ID Lieutenant
3. Special Services Lieutenant

1. Management Services
1. Fiscal Services Officer
2. Information Systems Manager
3. Police Logistics Support Manager  
2. Metro Vice, Narcotics, and Intelligence
1. Designated Lieutenant
3. Office of Professional Standards (4)
1. Human Resources Manager
2. Internal Affairs Lieutenant
3. Public Information Officer
4. Training Lieutenant

AMT members will:

1. Be the primary point of contact in their functional area for accreditation duties
2. Coordinate with the Accreditation Manager on compliance requirements.
3. Provide training to employees within their area on accreditation related information such as standard compliance, CALEA new employee orientation, in-service training, etc.
4. Will assist the Accreditation Manager in preparing for and conducting the On-Site Evaluation.
5. Attain annual compliance with assigned standards, as required by the standard and the Accreditation Manager

The Inspections and Control Sergeant, Internal Affairs Section, Office of Professional Standards, is designated as the Accreditation Manager for the Colorado Springs Police Department.   The Accreditation Manager:

1. Is the primary point of contact to the CALEA Commission and staff.
2. Monitors compliance with accreditation standards throughout the department.
3. Will periodically brief the Chief of Police and Command Staff on the progress of accreditation activities.
4. Prepares the CALEA Annual Report on the accreditation anniversary date.
5. Coordinates with the AMT and provides technical assistance to AMT members in the completion of their assigned standards.
6. Conducts training for AMT members and department personnel.
7. Will attend initial Accreditation Management Training within 1 year of assignment as Accreditation Manager.
8. Will review all policies and procedures for CALEA compliance and make recommendations to achieve compliance.
9. Maintains all CALEA compliance files.
10.  Establish accreditation compliance time lines for AMT members.
11.  Coordinates the installation and use of the CALEA Accreditation Compliance  Express (CACE) software application for AMT members.
12.  Will attend a minimum of one CALEA Conference per calendar year, and will be the primary coordinator for CALEA Conferences hosted by the Colorado Springs Police Department.
13.  Coordinates with and attends Rocky Mountain Accreditation   Network (RMAN) meetings, as time and budget allow.

To characterize and distinguish between "written directives" and "written communications."
 

G.O. 1181, General Orders and Operations Manual
G.O. 1183, Standing Operating Procedures (SOPs)
G.O. 1186, Bulletins
G.O. 1187, Memorandums
CALEA Standard 12.2.1; 12.2.2
 

G.O. 1180, Written Directives and Communications
G.O. 1183, Standing Operating Procedures (SOP'S)
G.O. 1186, Bulletins
G.O. 1187, Memorandums
CALEA Standards 1.3.12; 12.2.1; 12.2.2; 53.1.1
 

GENERAL ORDERS: General Orders are the individual directives that are collectively referred to as the Operations Manual. They have reference to, and are binding upon, the entire Department. They define policy and direct procedures. General Orders are issued only by the Chief of Police and are effective upon issue, unless otherwise stated within the specific General Order. They remain in effect permanently, unless replaced by another General Order or officially canceled by the Chief of Police.
 

The Colorado Springs Police Department Operations Manual is the primary body of written directives governing the Department and is made up of all current General Orders. It contains official instructions and information about ongoing Police Department functions, for which the Department's employees, both sworn and civilian, will be held accountable. The official Operations Manual is the electronic version on the Department's intranet under the header of “Policies & Procedures” under the drop down labeled “General Orders”  which is accessible by all of the Department's stationary and mobile computers.  The Manual is also accessible to the public through the Department's internet site.  The Operations Manual consists of two volumes, the Field Manual (Vol. I) and the Administrative Manual (Vol. II). A Table of Contents lists the date, number, and title of each current General Order.

Field Manual. The first volume of the Operations Manual, entitled "Field Manual", contains General Orders directly pertaining to tactical or operational matters. Although its provisions are binding upon all Department personnel whenever applicable, the contents of this volume are used most frequently by officers in operations components such as Patrol and Investigations. Officers assigned to operations duties, other than covert, are required to have access to this volume immediately available at all times while on duty.

Administrative Manual. The second volume of the Operations Manual, entitled "Administrative Manual," contains all General Orders that are not immediately concerned with tactical operations.
 

The Chief of Police or a Staff Officer may, at any time, require that a directive be drafted for Staff consideration. In addition, proposals for General Orders may be originated by any Department employee. Procedural steps for the latter are:

A draft of a proposed General Order will be prepared by the employee originating the order. Drafts should be prepared in normal prose style rather than on any special forms.  A cover memorandum, containing any explanatory material, should be attached. These papers should be forwarded through the chain of command to the originating member's decision authority (Deputy Chief or Commander of Professional Standards, or Director of Management Services, as appropriate).  The decision authority will, at his/her discretion, determine whether the proposal will be referred for Staff consideration.  If so, an electronic copy will be sent to the Manager of the Supervisor of Research and Development Section for editing, formatting, and posting for employee consideration.  A notice will be sent to all employees inviting their review and comments.  Exceptions to Normal Procedures: Occasions may arise when it will be desirable to originate and issue a General Order more quickly than is possible using the foregoing procedures. The decision to bypass any portion of the normal procedure will be made by the Chief of Police.
 

A paper copy of the Colorado Springs Police Department Operations Manual will be kept in each division and at each remote facility.  The appropriate Commander or Director will designate a specific individual to print out any changes to the manual, dispose of superseded portions, and insure that the paper copy is current at all times.
 

Although any employee may print out portions of the manual for his/her own use, the Department will not distribute printed copies.  Exceptions may be made for training purposes.
 

The Operations Manual will be updated as needed.  A summary of all changes will be e-mailed to each Department member.  Electronic proof of receipt will be centrally maintained and can be accessed by command staff.
 

Whenever an amendment or revocation of any General Order is proposed, the official planning process will be followed. Every substantive amendment or revocation requires the approval of the Chief of Police, which will be indicated by initialing and dating the document.  Minor changes (e.g., correction of errors, changes in phone numbers, etc.) can be done by the Planning and Research Section.
 

The Planning Section is responsible for putting proposed General Orders into the proper form, for ensuring proper review procedures, and for maintaining those General Orders that are approved.
 

The Planning and Research Section will format General Orders through the use of the online General Order template whose heading contains the words "Colorado Springs Police Department General Order." The heading also contains spaces for the following: section number and classification, General Order number, General Order title, approved/date, and supersedes/dated.

There are five standard paragraph captions at the beginning of each General Order, numbered .01 through .05. The paragraph captions are included in each General Order, but content is supplied only when appropriate. The paragraph captions are:

• .01 Purpose: This is the only paragraph caption which must be completed for every General Order. It contains a concise statement of the intent of the directive.
• .02 Cross Reference: An exhaustive set of cross-references for every imaginable purpose would be impossible. This paragraph, when used, is designed to direct the reader to other documents that have particular relevance.
• .03 Discussion: This paragraph, when used, contains general or background information to set a context for the subsequent paragraphs.
• .04 Policy: Although most General Orders contain a stated policy, not all do. Some General Orders are entirely procedural, and others may be subdivisions of a broader subject that is covered by a policy statement in another General Order. When used, the policy statement indicates the Department's attitude toward, official position upon, or goals for the subject in question. Broader than a procedural statement, it serves as a guide and context for procedures.
• .05 Definitions:  Only those definitions that are essential to, or especially important for, a specific General Order are placed in this paragraph.

The remainder of each General Order is structured according to the sequence in which the information will be most useful. Depending upon the needs of any particular General Order, or portion of it, the information may be structured either chronologically or categorically.

G.O. 1180, Written Directives and Communications
G.O. 1181, General Orders and Operations Manual

Standing Operating Procedures are written directives designed for limited applicability. Use of SOPs permits more flexibility and specificity than does use of a General Order. As their approval processes are less formal than those of the General Order, they can usually be distributed and implemented more quickly.

MAJOR COMPONENT OF THE DEPARTMENT: The Patrol Bureau, the Operations Support Bureau, and the Office of Professional Standards.

There is no general requirement that every organizational element of the Department have a written SOP. The Commanding Officer/Director of each major component will determine which units or operations will require one. Any supervisor can initiate an SOP, but approval of the appropriate major component Commanding Officer is required.

The SOP is designed for specificity and flexibility. It should be used for any procedural matters that are specific to the component that prepares it. Routine unit procedures, specialized procedures, and unit regulations are some examples of items appropriate for the SOP. By using the SOP whenever appropriate, elements of the Department can tailor the written instructions to their individual needs, whereas a Department-wide directive would necessarily have to be written more broadly. The SOP can easily be revised as needed, and can serve numerous functions.  It is especially valuable when used as a checklist, as an aid in orienting and training new members of an organization, or as a guide in emergencies when persons unfamiliar with an organization's procedures must perform them. As no well-functioning law enforcement agency can afford to have an "indispensable person," a comprehensive SOP is also invaluable to management by reducing or eliminating instances in which specialized procedures are known only to some specific person. A further benefit of the SOP is that it provides managers, at all levels, greater insight into the efficiency of operations under their command. Managers who carefully review the SOPs of their respective components should be able to identify duplicative, obstructive, or wasteful procedures from a system's perspective.

Each SOP must be readily accessible to all employees affected by it, through convenient placement of reference manuals and through access to the Department intranet.   If the SOPs are not distributed to each employee, the Commanding Officer/Division Director will ensure that each employee receives appropriate training and that the training is properly documented and receipted.

The heading of each SOP will contain the following information:

• The name of the component governed by the SOP
• The words Standing Operating Procedures or SOP. To prevent undue expenses for reprinting, the words Standard Operating Procedures are acceptable
• The number of the SOP
• The title of the SOP
• The effective date of the SOP

The first paragraph of the SOP should be entitled Purpose, and should contain a brief statement of intent. If references to other documents are needed, the second paragraph should contain these under the heading Cross Reference.  Cross references should reflect electronic copies of documents readily accessible.  Headings for the remainder of the SOP will be used as needed. The body of the SOP will generally be in narrative form, with modifications as needed.

G.O. 1180, Written Directives and Communications
G.O. 1181, General Orders and Operations Manual
G.O. 1183, Standing Operating Procedures
G.O. 1187, Memorandums

CALEA Standard: 12.1.4

A Bulletin is not a written directive. Bulletins are written communications that permit quick and convenient distribution of information throughout the Department.

Bulletins are used as informational publications to communicate ideas, concepts, problems, areas of concern, recent laws or court decisions, logistical considerations, and general information. They may also be used to convey instructions concerning special or short-term situations. Bulletins expire six months after the date of issue, or may expire earlier if an earlier expiration date is stated in the Bulletin itself. They may not be extended or renewed. If a Bulletin is used to inform personnel of changes in policy or ongoing procedure, the issuing authority is responsible for ensuring that such changes are incorporated into the appropriate written directive, General Order or SOP, as soon as is practical. Bulletins may be issued by any Department Staff Officer.

The Chief of Police or a Staff Officer may, at any time, direct that a Bulletin be drafted. In addition, proposed Bulletins may be originated by any Department employee. Procedural steps for the latter are as follows:

Drafts should be prepared on the appropriate form and directed to the originating person's Commander, or equivalent, for formulation and review. Any desired explanatory or justifying information should be contained in, or attached to, a cover memorandum. Serial numbers for Bulletins will be issued by the Deputy Chief of each Bureau and by the Commander of the Office of the Professional Standards Division, as appropriate.

Exceptions to normal procedure: Occasions may arise when it will be desirable to originate and issue a Bulletin more quickly than is possible using the foregoing procedures. The decision to bypass any portion of the normal procedure will be made by a Deputy Chief or the Chief of Police.

G.O. 1180, Written Directives and Communications
G.O. 1181, General Orders and Operations Manual
G.O. 1183, Standing Operating Procedures
G.O. 1186, Bulletins
 

A memorandum is not a written directive. It is an official written communication that is used for many purposes. Although it is primarily used to convey information, it may be used to give instructions to individuals or groups when a formal directive would be inappropriate; it is not to be used as a directive of general applicability. A memorandum has no specific expiration date, but generally need not be retained for more than six months.
 

A memorandum may be originated by any employee and directed to any employee but must follow the chain of command. It may be used for other purposes such as:

• Requests for or supplying of information
• Documentation of a situation or incident
• Recommendations and suggestions
• Grievances
• Required notifications
• Initiation of commendation

A memorandum may be used to instruct individuals or groups to perform specific actions. Whenever used to convey instructions, or to direct any action, a file copy will be maintained by the originator for a minimum of six months.
 

Memorandums are official written communications and their use is therefore limited to official business purposes. Although any employee may direct a memorandum to any other employee, through the chain of command, no memorandum will be issued for general distribution unless it contains, on its face, the written approval of a Staff Officer.
 

A memorandum may be written on the approved printed form or, if generated by computer, upon a facsimile of that form. The heading will contain the name of the Department, the words Interoffice Memorandum, and blocks for the following information:

Date:

To:

From:

Subject:

A separator line may be used below the subject line, if desired:

Text should begin at least 2 lines down from the subject line.

The "Interoffice Memorandum" paper has been approved by the City of Colorado Springs. No additions to the logo are to be added, i.e.: the words “Police Department” or any names, bureaus, divisions, units, etc. This information, if needed, is to be included in the From: line.

Exception: For internal memorandums only, it is acceptable to use a routing block.

If you use initials in the sender's name, use initials in the recipient's name.  Department memos show full names, department and title in the To and From lines.

Example:

Date:         8-23-05

To:            David J. Felice

From:        Steven J. Liebowitz 

Subject:    Memorandums

To establish the Civilian Advisory Committee (CAC), and to establish its objectives, structure, and function.

G.O. 1181 General Orders and Operations Manual
CALEA Standard 12.1.4

A Civilian Advisory Committee, made up of civilian members of the department, will:

1. Give civilians, at all levels a chance to influence the course of changes being made to a direction more consistent with their needs.
2. Improve vertical and horizontal communication between Bureaus by cross-Bureau membership on the Committee.  throughout the organization.
3. Allow staff the opportunity to use committee meetings to deal with certain departmental problems, issues, concerns and rumors not subject to policy or General Orders.
4. Allow for a formalized method to ensure civilian input in the decision process. Provide employees with the opportunity to practice formal and informal leadership in regards to the decision making process.
5. Have representative participation at other department functions, committees, or forums.

The Civilian Advisory Committee is hereby established.  It has two specific purposes:

1. To initiate, review, and make recommendations on a variety of logistical and procedural issues that may directly, or indirectly impact upon department members, particularly civilians.
2. To prepare and submit reports and recommendations to the Chief of Police.

The Civilian Advisory Committee will consist of no more than 12 volunteer civilians.  The preferred alignment will be:

Administrative Services Bureau

• Information Services:  2
• Management Services: 1
• Professional Standards: 1

Operations Support Bureau

• Investigations:  1
• Metro VNI: 1
• Specialized Enforcement:  2

 Patrol Operations Bureau
PSR, or Division Senior Office Specialist Secretary or Analyst 4 3 (one from each Patrol Operations Division).

A chairperson, vice-chairperson and secretary will be selected by the committee members.   Board officers will be chosen by the committee membership annually.  Each position will have associated responsibilities and officers will be expected to fulfill their obligations or obtain an alternate to fill in for them, when necessary. 

Each member will sign an annual membership agreement to be kept on file with the secretary.

The Commander of the Office of Professional Standards Division will serve as the liaison between the committee and the Chief of Police. No committee member will be of supervisory level.  All bureau deputy chiefs and the Director of Management Services will also participate as non-voting members and will serve as liaisons between the committee and the Chief of Police.  Any other staff level officers may also attend without voting privileges.

Department members, who are interested in participating in this process, should forward a memorandum to the chairperson of the committee that indicates their interest in serving on this committee. The committee will make a formal motion and vote on all applications.

1.  Upon selection, members will sign a membership form identifying their represented division and the anticipated dates of their term.

2.  If members know they will not be available to attend a scheduled meeting, they will contact the Chair, Vice-Chair, or secretay of the committee prior to the meeting.  Failure to do so will result in an unexcused absence.

3.  Any member who receives three (3) unexcused absences within the year will be recommended for removal from the committee.  Absent operational commitments, members are expected to be timely and dedicated to the responsibilities of their membership.

4.  Any member who misses half or more of the annually held meetings, shall be dismissed from the committee.

5.  Members will choose an alternate from the area they represent, who will attend meetings on their behalf, but who will not have voting privileges.

6.  Employees wishing to present issues for discussion shall notify the Vice-Chairperson, in advance, and have the issue placed on the agenda.

7.  CAC meetings are open to all members of the department; however only formal members will enjoy voting privileges.

The agenda for meetings will include any issues, concerns or problems presented by the Chief of Police, any supervisor, any committee member or any civilian employee.

 The Civilian Advisory Committee will act on behalf of the non-sworn population to provide significant input on organizational issues.  Employees who participate will strive to impact work conditions, civilian training opportunities, and a variety of other issues that are vital to supporting morale and employee well-being. 

To establish standards for the Colorado Springs Police Department uniform and equipment. To establish policies for the distribution of uniforms and equipment to patrol officers, officers in all specialized units, and civilians and to characterize the Uniform and Equipment Standards Committee.

G.O. 1663, Uniforms and Appearance
G.O. 920, Firearms Regulations
S.O.P. HR-19 Uniform Clothing Allowance Procedures

Continual evaluation and review of police equipment are necessary to assure officer and community safety, as well as efficient policing. The Uniform and Equipment Standards Committee was created to review and oversee uniform and equipment needs.  The committee will meet regularly to review department policies pertaining to uniforms and equipment, to review requests for uniform and equipment field testing, changes, to assign staff studies and to coordinate and approve the field testing of proposed equipment changes.

Accessories:  Items of personal wear associated with the police uniform such as tie bars/tacks, pens, watches, whistles, keys, key-holders, etc.

Approved:  Specific article of equipment or uniform clothing that is approved for wear by the department but is not necessarily issued or paid for by the department.  The Authorized and Approved Clothing and Equipment List specifies which approved items are department purchased versus purchased at the employee's expense.

Authorized: Article of clothing or equipment issued by the department.

Authorized and Approved Clothing and Equipment List:  The CSPD Supply Unit will maintain the list of clothing and equipment items that are authorized for wear as approved by the Uniform Standards Committee.  All purchases of uniform items must adhere to the current list, whether purchased by the department or the employee at personal expense. 

Equipment:  Devices or tools associated with an officer's duty tour, such as sidearm, Taser, handcuffs, flashlights, etc.

Optional: General or generic article of equipment or uniform clothing that the department allows employees to wear.  Employees must purchase optional items at their own expense.

The Uniform and Equipment Standards Committee will continually evaluate current and proposed directives concerning uniforms and equipment, to promote officer and public safety, and to ensure proper appearance standards. These standards include optional items and accessories.  The committee will also review all requests for uniform and equipment changes submitted by department personnel.   When appropriate, this review will include staff studies and field testing.

• To review available personal equipment and to make recommendations for alternative deadly force equipment.
• To ensure a standardized appearance for all uniformed officers.
• To develop minimum specifications for uniforms and equipment.
• To report findings and recommendations to the Chief of Police.
• To approve/review field tested uniforms and equipment
  

The Deputy Chief of the Patrol Bureau chairs the Uniform and Equipment Standards Committee. Other committee members include the Deputy Chief of the Operations Support Bureau, Fiscal and Planning Services Manager, Training Academy Lieutenant, and five members from the Patrol Bureau appointed by the chairperson man: a commander, a lieutenant, a sergeant, and two patrol officers. Other members may be appointed by the chairperson as the need arises.  The responsibilities of the chairperson include:

• Brief the Chief of Police on the progress and findings of the committee
• Ensure that appropriate draft directives and justifications for each recommendation are properly prepared
• Ensure that any changes to uniform standards are coordinated with affected Units/Sections

Uniform Allowance System: This system provides for officers to receive an annual monetary allowance for replacement of the duty uniform. Those participating in this system will receive the full allowance in January of each year. Duty gear and equipment will be issued through Supply or respective Divisions. This distribution method only applies to officers hired prior to September 14, 1981. 

The Issue/Replacement System: This system is mandatory for officers hired or re-hired on or after September 14, 1981. The issue and replacement of uniforms and equipment will be coordinated through Supply. Uniform and duty gear items will be replaced on a one-for-one exchange as described under section .50 of this General Order. Officers under this system will be issued all items as needed from the "Initial Issue" list.  Uniforms and equipment for special police units and certain civilian positions requiring standardized uniforms will also be issued by Supply. 

Plain Clothes Assignment Clothing Allowance: Officers assigned to positions not requiring the wear of the general police uniform shall dress in accordance with the standards established by the Bureau to which that officer is assigned. All such standards shall be submitted to the Office of the Chief of Police for final approval, prior to adoption. The plain clothes assignment clothing allowance is paid as detailed in SOP HR-19.  The Chief of Police will approve the annual clothing compensation for officers assigned to plain clothes positions.

The department does not automatically assume responsibility for repairing or replacing uniforms or personal property that have been damaged in the performance of police duties. In the event of loss or damage to a uniform, equipment,  accessories, or personal property the officer shall inform his/her immediate supervisor at the earliest opportunity. If the officer is requesting replacement, a memorandum will be submitted to the officer's lieutenant, via chain-of-command, requesting replacement, repair, or reimbursement. Each request will be reviewed on its own merits. The memorandum shall contain a description of the circumstances surrounding the loss or damage, the names of persons arrested, witnesses, if any, and case report or summons numbers, if any. The officer's shift/section lieutenant will verify that the uniform/equipment damage or loss warrants replacement. If repair or replacement is approved, the lieutenant will completed the "Authorization for Clothing and Equipment Form." The officer will take the form to Supply with the damaged uniform or equipment to obtain repair or replacement.

If a badge is lost or stolen, the request for replacement must be routed through the Division Commander.  Upon approval, the Financial Services Unit will replace the badge. 

When department equipment or uniforms are lost due to theft, officers should pursue a claim for reimbursement through his/her insurance company. If payment is received from the insurance company, the Department/City must be reimbursed.

For officers on the Uniform Allowance System (receiving a monetary allowance for replacement of the duty uniform), uniforms and other issue items will not be replaced, repaired, or altered as a result of normal wear or abuse.

For officers on the Issue/Replacement System, the routine replacement of uniforms due to normal wear-out will be accomplished by employees presenting the worn article(s) of uniform clothing to their lieutenant, who will verify that the article(s) warrant replacement. If replacement is approved, the lieutenant will completed the "Authorization for Clothing and Equipment Form." The officer will take the form to Supply with the worn-out uniform or equipment to obtain repair or replacement.

If an employee on either the Uniform Allowance System or the Issue/Replacement System engages in approved physical activity that results in a change in size, the uniform or associated equipment may be altered or replaced (if necessary) upon approval of the officer's lieutenant.

Upon Termination/Separation/Retirement: All issued items will be turned into the Supply Office, with exception of badges and weapons. Badges will be returned to Financial Services.  Issued weapons will be turned into Internal Affairs (IA) with the magazine and ammunition. IA will notify Supply that the weapon has been turned in, noting the serial number of the weapon. Once all items have been turned in, Supply will notify Payroll. Failure on an officer's part to turn in all issued items can result in the officer's final paycheck being withheld, pending reimbursement at replacement cost.

The Uniform and Equipment Standards Committee will approve all field tests of uniforms and duty equipment.  Employees will present their concept to the committee prior to contacting vendors or obtaining items for field testing.  Presentations will include descriptions and photos of the items being considered for department use. 

The Leadership Forum is a dynamic group setting consisting of a representational cross-section of sworn and civilian members from all ranks and bureaus.  The group meets quarterly to identify and address organizational issues, problems, and opportunities.  By engaging such a broad range of members, the Leadership Forum can immediately focus perspective, resources, expertise, and action on organizational issues. 

The Leadership Forum is intended to provide all participants, command staff and sworn/civilian members alike, with opportunities to exercise leadership in an open setting without emphasis on rank.  To ensure success of this joint problem-solving venture, all participants are expected to actively contribute to a working environment of openness, respect, dialogue, and trust.
 

LEADERSHIP: Developing relationships that positively influence others to accomplish desired results

ACCOUNTABILITY: Obligation to myself and others to uphold the values and expectations of the organiazation and to be answerable for actions and outcomes
 

The Leadership Forum will have a formal membership consisting of sworn and civilian members generally representing all levels of each division.  Additionally, representatives from Police Department employee associations (Officers Advisory, Civilian Advisory, Employee Resource Team) are standing members of the Leadership Forum. 

Membership, particularly at the officer, civilian employee, sergeant, and civilian supervisor levels, is intended to rotate annually to give other employees this experience and to bring in fresh perspectives.  The power of the Leadership Forum draws from its management support, absence of rigid procedures, and dynamic membership mix of sworn and civilian managers, supervisors, and line employees.

While having a formal membership for accountability and roster purposes, the quarterly meetings of the Leadership Forum are open to all members of the Police Department.
 

A chairperson of the Leadership Forum will be selected annually through voluntary nominations and consensus.  The chairperson may be any member of the group, from sworn/civilian line level to command staff.  The chair provides oversight and facilitation to the meetings.  By rotating the chair position each year, other members are afforded the opportunity to gain experience in this leadership role.  It is expected that the chair will be assisted by a member of his/her division for clerical support for notetaking, agendas, minutes, and roster maintenance.

Primary duties of the chairperson include:

• Facilitate and lead discussions
• Maintain Leadership Forum rosters
• Send out advance agendas
• Take and send out meeting minutes
• Provide current Leadership Forum information to the CSPD Web Engineer for posting on the Leadership Forum web page
• Assure community room availability, setup, and refreshments if desired for meetings

G.O. 1181, General Orders and Operations Manual
G.O. 1191, Strategic Management Team
CALEA Standard 12.1.4
 

An Officer Advisory Committee, made up of sworn members and a member from the Marshals Unit will:

1. Give officers and Marshals, at all levels, a chance to influence the course of changes being made to a direction more consistent with their needs.
2. Improve communication between Bureaus by cross-Bureau membership on the Committee.
3. Allow staff the opportunity to use committee meetings to deal with certain departmental problems, not subject to policy or General Orders.
4. Allow for a formalized method to ensure first-level officer and Marshal input in the decision process.

The Officer Advisory Committee is hereby established. It has two specific purposes:

1. To initiate, review and make recommendations on a variety of logistical and procedural issues that directly impact upon police officers and Marshals.
2. To prepare and submit reports and recommendations to the Chief of Police.

The Officer Advisory Committee will be appointed by the Bureau Chiefs, with the approval of the Chief of Police. The membership will consist of officers, aligned as follows:

Gold Hill: 3 officers 
Operations Support: 6 officers
Falcon: 3 officers 
Marshals: 1 Marshal
Sand Creek: 3 officers
Stetson Hills: 3 officers

Members selected for this committee will serve a 24-month term. Members may serve unlimited consecutive terms on the committee, if they wish, and are re-selected. In the event a committee member is transferred or promoted, a replacement will be selected to complete the incumbent's term.

Four members will be selected by the membership to represent this committee on the Policy Review Committee. Two of the members initially selected will serve a 12-month term and the remaining two members will serve a 24-month term. Subsequent selections will generally be for a 24-month term or for the remainder of a term that has been vacated.

The Commander of Professional Standards will be a voting member of the committee and will serve as the liaison between the committee and the Chief of Police. All other staff level officers will be non-voting members of the committee. A chairperson and vice-chairperson will be selected by the committee members by secret ballot, with the person receiving the most votes becoming the chairperson and the person receiving the second most votes becoming the vice-chairperson.

No committee members, with the exception of the above, will be of supervisory rank.
 

The vice-chairperson will be responsible for taking notes at the monthly meeting, for the preparation and dissemination of the minutes of the meeting, and for the subsequent agenda for the following meeting. In addition, the vice-chairperson will assume the duties and responsibilities of the chairperson, in his or her absence.
 

Sworn members and Marshals, who are interested in participating in this process, should forward to the chairperson of the committee a memorandum which:

1. Outlines their interest in serving on this committee.
2. Lists any special skills or education experience that they think may be of value to completing committee responsibility.

Applications will be reviewed by the respective bureau chiefs and, from this group, members will be asked to participate. A final list will be submitted to the Chief of Police for approval.
 

The agenda for meetings will include any issues, concerns or problems presented by the Chief of Police, any staff officer, or any committee member.  Officers wishing to present issues for discussion shall notify the Chairperson, in advance, and have the issue placed on the agenda.

In summary, the Officer Advisory Committee has great potential for providing a very significant input on many organizational issues. Department members who participate can be assured that the work they do will impact on work conditions, uniform requirements, equipment placement and purchase, and a variety of other important issues.

G.O. 602, Off-Duty Enforcement Actions
CALEA Standards 22.2.1; 42.1.1
 

As a primary provider of emergency services to the community, the Police Department has a responsibility to remain ready and able to perform necessary functions, at all times. Therefore, the Department has established numerous control measures to assure that sufficient human and material resources can be marshaled to meet routine and emergency demands.

Specific scheduling of factors that affect manpower availability, such as Watch assignment, vacations, days off, and holidays, will be done by the individual Bureaus, as their varying needs cannot be met by a Department-wide directive.
 

Commanding Officers, at all levels and in all Bureaus of the Department, are accountable for ensuring that sufficient personnel are available to meet reasonably predictable demands, and that contingency planning for emergency demands is both current and adequate. The Deputy Chief of each Bureau is responsible for maintaining workable procedures to make this possible. Guidelines in the present General Order are applicable to the entire Department.
 

Unusual Occurrence:   An unusual occurrence connotes a situation, generally of an emergency nature, that results from disasters, both natural and man-made, and civil disturbances. In the category of disasters are events such as floods, severe winter storms, earthquakes, explosions, and tornadoes. Man-made and civil disturbances may include terrorist attacks, riots disorders and violence arising from gatherings and marches, political conventions, and labor disputes. An unusual occurrence therefore may be the result of criminal acts, civil disobedience, accidents or acts of nature.

An unusual occurrence is an incident, which by nature, is removed from the scope of routine law enforcement. Such an event is most easily defined as an occurrence, which results in an increased police response or where the possible results of the occurrence are an increase potential for personal injury or death and /or property damage.   
 

Department personnel are subject to recall to duty and will report for duty if so called, unless exempted by proper authority.

All employees are subject to emergency call-out without prior notice. Contrary to standby, emergency call-out is not scheduled and assigned, but may become operationally necessary during an unusual occurrence. An employee is not expected to curtail activities and is not eligible for additional compensation prior to the emergency call-out.

Employees will be allowed to take reasonable steps to safeguard their immediate family members during an unusual occurrence emergency call-out. All employees will be expected to respond to an emergency call-out within a reasonable time frame. Any delays in response to an emergency call-out must have supervisory approval.

An employee who refuses to respond to such emergency call-out without good cause may be subject to disciplinary action, up to and including termination. 

Certain specialized units have a high probability of being called out when off duty. The Deputy Chief of each Bureau containing such units will develop and distribute a list of on-call officers.

Changes in the list, due to exigent circumstances, will require the approval of a Division or Section Commanding Officer. When needed, members will be contacted by telephone or pager until sufficient personnel and resources are available for the situation. Employees on the list are not in any way restricted in their movements or activities.

At management's discretion, officers who are on-call will be compensated by pay, or by accruing compensatory time at the rate of three hours straight time per full week, or one-half hour per single day, up to a maximum of three hours per week. This provision is applicable to Police Sergeants and Police Officers only, and no person shall accumulate more than eighty (80) hours of such compensatory time.  

Employees must keep Communications informed of how they can be reached by pager or telephone, at all times, while on standby.

The Police Personnel Section will be responsible for recording and reporting all accrued and used hours. When responding to a call-out, employees will be compensated at the appropriate overtime rate. Although the Department places no restrictions on their activities prior to call-out, it reserves the right to reassign employees who have repeatedly failed to respond to call-outs.
 

Employees on Department-approved standby status must be immediately available for call-out and capable of performing required duties. Those who do not respond, or cannot be reached by pager or telephone, are subject to disciplinary action.

It is not the Department's practice to place sworn personnel on standby status. Except by special direction of the Chief of Police, standby status will not be used as a means of providing for emergency police services or services requiring the special skills of sworn personnel.

Civilian employees on standby status are compensated at the approved standby rate, in accordance with the City's Personnel Policies and Procedures Manual.
 

The Department maintains an accurate and current data base of workload demands by time of day, by day of week, by month, and by reporting area. Distribution and allocation of personnel is based upon careful analysis of workload demands and is reassessed frequently, to match resources with needs, as closely as possible.

Within the limitations set by Municipal Ordinances, City personnel policies, and Department guidelines, specific regulations for use of vacation time, holiday time, days off, and other absences from duty, will be maintained at the Bureau level as Standing Operating Procedures.

Deputy Chiefs and Commanders will schedule their vacations and holidays at the discretion of the Chief of Police.
 

Specific options below will be used by personnel whose military obligation requires missing more than 15 days (120 hours) of regularly scheduled work days. Sick leave cannot be used for this purpose. Each of the permissible options requires the specific approval of the employee's Section Commanding Officer or Shift Lieutenant:

• A temporary rearranging of days off.
• A temporary trading of days off or work assignment with another employee of the same Bureau.
• Vacation, holiday, or compensatory time may be used, if the employee states, in writing, that the use of that time is strictly voluntary and that the Department will not be held liable for its use to fulfill the military obligation.
• Leave of absence without pay.

Written notice should be given through command channels, to the Shift Lieutenant or Section Commanding Officer, at least thirty days before taking military leave. A copy of the official military orders shall be attached to the memorandum. If circumstances do not permit a thirty day notification, notice shall be given as soon as possible after the employee becomes aware of the need for military leave.

Notification must include the scheduled work days that will be missed and:

1. Whether the missed time is part of the 15-day (120 hours) maximum for which the Department will pay the employee; or
2. Which option listed under paragraph .42 above will be used.

Employees are not required to return to their Department assignment until the beginning of the next regularly scheduled work day, after expiration of the last calendar day necessary to travel from the place of military training.

The term Calendar Day includes any day of military assignment that falls on the employee's regularly scheduled work day.

While the Department unit, to which the employee is assigned, may have to excuse him/her from regularly scheduled work hours to allow adequate travel time, such hours are included in the allowable 120 hours of annual military leave-with-pay.

Budgetary constraints restrict our capacity to fund all beneficial services and programs.  External funding, or a grant from an outside source, is an excellent means to supplement the police budget and fund worthwhile, and often innovative, projects.  External funding sources include federal, state, and local governments, as well as corporate, foundation, and service group entities.  Because of the number of external funding sources, it is important that the police department monitor all such opportunities for obtaining grants.

Once a viable funding source is identified, the Grants Unit will coordinate efforts with the Management Services Division, and Office of the Chief, within the Department to assure that the proposed project will complement current and planned department programs.  For this reason, grant applications must be coordinated, reviewed, and approved.

Oversight of grant applications, reporting, and communication with funding agencies, is the responsibility of the Grants Unit.  A designated project director will be assigned to coordinate, implement, and administer the grant funded project.

The police department will monitor external funding opportunities for projects that will enhance departmental operations.  All applications for external funding will be coordinated with the Grants Unit, and approved by the Chief of Police.  Grant project directors are responsible for the administration and operations of grant funded projects, and must coordinate their efforts with the Grants Unit.

GRANT:  The award of funds to the police department, for the purpose of providing supplemental services or programs.  Grants are normally made by the federal, state, and local governments, and by corporations, foundations, and service organizations.

PROJECT DIRECTOR:  The department member named in a grant application, or appointed by the Chief of Police, as being responsible for the administration and operations of a grant funded project.

The grant project director, as named in the grant application or appointed by the Chief of Police, is responsible for the administration and operations of a grant funded project.  The project director must be a lieutenant, or the civilian equivalent, or above.  This responsibility includes assuring that all terms and conditions specified by the grantor, and the goals and objectives, as stated in the grant proposal, are met.  The project director is responsible for completing all required progress reports and making expenditures within grant guidelines budgetary changes, as well as coordinating all communication and reports with the Grants Unit. The project director will maintain an ongoing list of requested budget revisions throughout the grant period.  The program director may submit a request for budget revision twice yearly, on March 1st and September 1st, with an explanation of the revision to the Grant Unit for review and submission to the funder.  If an urgent need for a budget revision is identified outside these dates, the project director will contact the Planning Supervisor for assistance.  Budget revisions are not authorized until approval has been received from the funding agency.  Expenditures made outside the approved grant budget may have to be posted to the General Fund.

Prior to submitting any reports to the grantor, all reporting must be reviewed by the Grants Unit and approved by the Management Services Division.  Grant files will also be maintained by the project director, including all administrative and operational records pertaining to the project.  Copies of communication between the funding agency and the Department, as well as reporting information, will be provided to the Grants Unit and all original signed contracts and awards will be submitted to the Grants Unit.

The grant project director will also be responsible for attending quarterly meetings held by the Grants Unit, to provide grant project status information.  Coordination of all grant expenditures will be made with Fiscal Services.  The grant project director will direct all grant questions to the Grants Unit first, to be resolved internally, before contact is made to the local, state, or federal funding source.

Fiscal Services is responsible for the financial reporting on all grants and will maintain all original signed contracts and awards.  Fiscal Services is responsible for setting up accounting procedures for expended funds, as well as maintaining all accounting documentation.  The proposed budget, as well as any budgetary revisions, must be reviewed by the Grants Unit and the Fiscal Services Section prior to submitting to the funding agency.  In addition, Fiscal Services will provide all price quotes for supplies and police equipment, when writing or modifying grant budgets.  IT will provide all costs for computer software and hardware.

The Grants Unit is responsible for the following:

• Monitoring external funding sources and opportunities to augment departmental resources
• Assisting with the development of grant application proposals
• Reviewing and coordinating all grant applications
• Processing grant awards
• Maintaining grant files that contain all grant-related documentation and correspondence
• Providing review of proposals, applications, and revisions
• Managing internal/external review processes for approval and signatures on grant documents and
• Maintaining the grant tracking database
• Review and submit biannually, in conjunction with Fiscal Services, any budget revisions requested by the program director

In addition, all grant applications must be received by the Grants Unit, ten days prior to the application's deadline, for final review.  The Grants Unit will be responsible for the grant application process, to include the City approval process and submission of the grant.

FPS-05 Petty Cash Fund

M1-05 Metro VNI Buy Fund

FPS-20 Processing of Revenues (Daily Report of Cash Collected)

FPS-24 Emergency Travel Fund

GO 1260 Buy Fund Accountability

The Colorado Springs Police Department maintains five cash funds.  The following criteria and documentation is required for maintaining each fund.

VNI Buy Fund

• A buy fund cash journal will be maintained identifying initial balance, cash income received, cash disbursed, and balance on hand;
• Documentation of cash received into the fund;
• Documentation of proper authorization for cash disbursement;
• Documentation of cash expenditures;
• Documentation of verification of persons or positions authorized to disburse or accept cash;
• Documentation of reconciliation of fund after each ninth transaction

Fiscal Services Petty Cash Fund

• A monthly reconciliation system that identifies an initial balance, credits, debits, and the balance on hand;
• Documentation of cash received;
• Documentation of invoice requirements for cash expenditures

Impound Lot Cash Fund

• A daily cash reconciliation verifying cash on hand;
• Documentation of cash received

Records & I.D, Cash Fund

• A daily cash reconciliation verifying cash on hand;
• Documentation of cash received

Emergency Travel Fund

• A ledger identifying initial balance, credits, debits, and the balance on hand;
• Documentation of cash received;
• Authorization of cash disbursement;
• Invoice requirements for cash expenditures;
• Quarterly reconciliation of fund activity

To maintain buy fund accountability, the Colorado Springs Police Department's Metropolitan Vice, Narcotics, and Intelligence (Metro VNI) Division shall have custody of, and administrative responsibility for, the Operations Support Bureau Buy Fund.  Standing Operating Procedures govern the accounting and the issuance of buy fund moneys.  Access to the fund is for the entire Department.
 

Requests for replenishment of the buy fund must be made by the Commander of the Metro VNI Division to the Police Department Fiscal Services Section. These requests must be in writing and must be counter-signed by the Deputy Chief of the Operations Support Bureau. Warrants for the requested replenishments are to be issued by the Controller's Office. Warrants will be issued in the name of the Commander, Metro VNI, and the Colorado Springs Police Department.
 

When funds are reimbursed by defendants, through court action, such funds will be deposited into the appropriate account by the Fiscal Services Section.
 

To establish Department policy governing the use of privately-owned vehicles for City business.
 

Sworn Personnel Policies and Procedures Manual #41
Civilian Personnel Policies and Procedures Manual #57
 

Personnel will not use their privately-owned vehicles for City business unless they are authorized to do so by their section or shift commander/manager. Such Private vehicle use  authorization will normally be is recorded on a form provided by Risk Management or the Police Fleet/Facilities Control Coordinator and kept on file by the employee's section or shift commander/manager.

If the situation indicates requires a quick response, the section or shift commander/manager may verbally authorize the use of a privately-owned vehicle for City business. Employees under eighteen years of age, and personnel employed through temporary employment agencies, shall not be authorized to use their personal vehicles for City business or to drive City vehicles.
 

An employee who is authorized to operate a private vehicle on City business will be reimbursed for such use, at a rate prescribed by the City Manager, upon completion of a request for reimbursement.
 

An employee who operates a privately-owned vehicle on City business is required to have the vehicle licensed, tested under the State Vehicle Emissions program, if required, inspected, and insured, in accordance with Colorado law and any applicable City ordinances, rules, or regulations. Any increases in insurance rates, deductibles, or insurance cancellations are the sole responsibility of the owner of the vehicle.

Supervisors authorizing the use of a privately-owned vehicle for City business will verify that such vehicle is properly licensed, tested under the State Vehicle Emissions program inspected, and insured, prior to giving authorization for such use.
 

Any traffic citations received while a vehicle is being operated for City business shall be the sole responsibility of the operator.
 

To state policy and designate procedures for insuring that all proceeds received from the sale of articles utilizing the Department logo, or making any reference to the Department, are managed in a way that is consistent with accepted accounting principles and local, state, and federal law.
 

The Department recognizes the desire of an employee or employee organization of the Department to design, market and sell certain articles that depict the Colorado Spring Police Department logo.  The proceeds from these sales are utilized to benefit that individual unit or section in some way.  Policies and procedures must be established to ensure that all moneys are accounted for and tax laws are complied with.  Additionally, the Office of the Chief must ensure that all activities associated with the sale of these items are done in an ethical and professional manner.
 

When an individual employee or employee organization desires to design, sell or give away anything that depicts, or somehow represents, the Colorado Springs Police Department, approval must first be obtained.  Procedures specified in this directive must then be followed to ensure financial accountability and compliance with applicable laws and regulations.
 

To specify rules and procedures for financial responsibility within this Department.
 

G.O 1004.03 Management Services Division
G.O. 1262 Travel Advance Reimbursement
 

Because of potential financial burdens being placed on this Department and the City of Colorado Springs, all employees shall use the correct and approved procedure for procurement of items and/or services used by this Department.
 

Employees are authorized to seek information from possible suppliers and/or vendors. However, employees are directed to use extreme care not to imply a commitment by the Department to purchase services or materials.
 

All purchases must be coordinated with the Fiscal Services Section. Employees making a purchase request are to include detailed specifications of the requested items in a memo for their supervisor’s authorization. This memo is then forwarded to the Fiscal Services Section. Once approved, and availability of funds is verified, the Fiscal Services Section will decide the appropriate method of purchasing, i.e. the formal bid process, purchase via Field Purchase Order, purchase by using a vendor on a pre-approved Annual Contract or Blanket Purchase Order.

Services and materials in excess of five hundred dollars are required to be submitted for a formal bid process. In most cases, purchases with a total cost of less than five hundred dollars can be made by using a Field Purchase Order, which can be issued immediately, providing the vendor will accept this order.
 

When planning to purchase any item with the intent of being reimbursed, employees are directed to first seek approval for the purchase through their immediate supervisor.

Employees should then check with the Fiscal Services Section to see if the items can be obtained through a pre-approved vendor by a Field Purchase Order.  This would eliminate the need for the employee to purchase the item with personal cash and then wait to be reimbursed.

If the items to be purchased can not be supplied by an approved vendor, an Expense Summary Form will be used to record the purchase.  The Expense Summary Form and purchase receipts are then sent to the Fiscal Services Section and forwarded to the City Controllers Office for reimbursement.

To define the security methods and procedures for the Police Operations Center, Falcon, Stetson Hills, Sand Creek, and Gold Hill Divisions, and to identify responsibility for security.  Included in this policy are guidelines on visitor sign-in procedures, identification/badges, security cameras, locking systems, and intrusion/panic and fire alarms.

G.O. 1650, Employee Conduct
SOP P1-12, Sally Port
SOP P1-13, Holding Cell Operations
SOP P1-29, Community Room Operations
SOP P1-168, Patrol Security

Because Police Department facilities are critical to the delivery of services to the public in times of emergency or disaster, it is imperative that adequate security be maintained therein so that emergency and critical operations are not adversely affected.  

This is particularly true of the Police Operations Center, which contains the Colorado Springs Public Safety Communications Center that is responsible for handling of Police, Fire, and Emergency Medical Communications, as well as the Emergency Operation Center that is activated in times of natural and man-made disasters to coordinate the general governmental response.  

It is also true of Falcon, Sand Creek, Stetson Hills, and Gold Hills Divisions which would be staging points for operations and services in times of emergency or disaster.

The Police Service Representatives are responsible for maintaining building security through identification of visitors, controlling building access and monitoring security systems.  The building design is such that the Duty Desk Officer is available for assistance during unusual circumstances.

The department has five rooms, located in the Police Operations Center and the Sand Creek, Falcon, Stetson Hills, and Gold Hill Divisions, that primarily serve as meeting locations for the Police Department in carrying out its official functions. These rooms are not part of the normally secured portion of these facilities and are made available to community groups, free of charge, for the purpose of holding meetings, on an "as available" basis, subject to the limitations defined in this General Order. It is explicitly understood Department functions take precedence over any community use.

In a free and democratic society, it is important that a police agency be impartial in its enforcement of the law and avoid apparent or actual partisanship in disputes that may subsequently require police intervention or enforcement action. Thus, there are certain activities which are fundamentally incompatible with the basic police mission, and that are therefore not permitted in the Police Department's Community Rooms. These include meetings by groups for the purpose of planning, facilitating or committing criminal acts or, advocating or inciting violence against a segment of the community, or advocating or inciting the violation of local, state or federal law, including advocating the violation of the civil rights of any group of citizens.

The Community Rooms may not be used for the purpose of planning strikes, public demonstrations, picketing, or similar activities because of the likelihood that the Police Department will subsequently be called to regulate such events, and protect the rights of both those who are engaged in these activities and the rights of those at whom the activities are directed.

The use of these rooms is specifically restricted to not-for-profit activities. Use of the Community Rooms for political fundraising is likewise prohibited because of the aforementioned requirement for the Department to maintain impartiality in public controversies. Other regulations related to reasonable restrictions on activities in the Community Rooms shall be established by Patrol Bureau Standard Operating Procedure. This includes restrictions on activities involving such things as food, drink, crafts activities and/or other things that may cause damage, cleaning issues, noise, or any other activity that might cause a disruption of Department operations.

Subject to the limitations set forth in this General Order, the Community Rooms are open to the general public. Because of this fact, members of the public are free to attend those meetings that are scheduled by other citizens therein, provided they do not engage in disruptive behavior at these meetings. A request by a person or group that has scheduled a meeting in the community for non-invited persons to leave, is just that, a request. Such a request can not be legally enforced. Individuals who wish to hold a truly private meeting should be advised to consider holding it on private property where such an expectation of privacy exists. Persons who disrupt meetings being held in the Community Room may be subject to arrest and prosecution in accordance with the applicable statute or ordinance.

Any group that wishes to use the Community Room will make that request to the Division Commander or his/her designee describing the proposed use of the room, and stating the dates and times for which the request is made. No reservations shall be made for the use of the rooms spanning more than one calendar year. No reservations for the next calendar year shall be made prior to September 1. The Division Commander or designee shall review the request and assure that it complies with this General Order and Patrol Bureau procedures.

Prior to actually using the room, a representative of the group wishing to use the Community Room shall sign a waiver of liability for any damages that might arise as a result of, or incidental to, the use of the room. At that time he/she shall also be provided with a copy of the rules related to the use of the room. These documents shall specify procedures related to the use of these rooms during times of heightened threat level as declared by the Federal Department of Homeland Security. These forms shall also state that members of the Department retain the right to inspect or otherwise be present during any activities held in the Community Rooms in order to assure public safety, building security, and that the use of the Community Rooms comports with these regulations.

The Division Senior Office Specialist will maintain the schedule for the use of the Community Rooms and will establish a file for the "Release and Indemnification Agreement" forms. Misrepresentation by any group as to the nature of the activities to be conducted in a Community Room is grounds for summary termination of permission to use the room. Likewise, the Division Commander or his on-duty designee may summarily terminate the permission to use the Community Room by any individual who is determined to be engaged in behavior incompatible with the mission or operations of the Police Department, that pose a risk to the security of the facility, or that otherwise interfere with the operations of the Department.

From time to time the Federal Department of Homeland Security (DHS) will issue declarations related to the level of threat of terrorist attack against the United States of America. These are based upon a daily assessment of available evidence, both published, and unpublished. When a level of heightened threat level is declared, the Police Department has specific obligations. These, in turn, affect the level of access by members of the General Public to Police Department facilities in general, and Community Rooms in particular.

The DHS defines threat levels in the following manner:

• Red:  Severe Risk of Terrorist Attack
• Orange:  High Risk of Terrorist Attack
• Yellow:  Elevated Risk of Terrorist Attack
• Blue:  Guarded - General Risk of Terrorist Attack
• Green:  Low Risk of Terrorist Attack
  

When the declared threat level is "Yellow", all use of the Community Room at the Police Operations Center (POC) by members of the public in connection with activities not hosted by the Police Department (and therefore subject to security provided by the continuous presence of Department personnel) will require a brief security screening. This screening shall consist of individuals attending meetings being required to sign-in prior to use of the facility, and being required to produce valid identification to verify identity.

When the declared threat level is "Orange", all use of the Community Room at the Police Operations Center (POC) that is not hosted by the Department is suspended. Likewise, when threat level "Orange" is declared, persons using the Community Rooms in Department facilities other than the POC in connection with activities not hosted by the Police Department (and therefore subject to security provided by the continuous presence of Department personnel) will be required to submit to a brief security screening. This screening shall consist of being required to sign-in prior to use of the facility, and being required to produce valid identification to verify identity. Additionally, the public bathrooms and Community Rooms shall be kept locked and secured except while in use during this declared threat level.

When the DHS declared threat level is "Red", all use of the Community Room at all Police facilities that is not hosted by the Department is suspended until such time as the threat level is reduced. Additionally, the public bathrooms and Community Rooms shall be kept locked and secured except while in use during this declared threat level.

When heightened security procedures discussed above are in place, the regulations that apply to the general public shall be posted at the entrance of the specific facility affected. Unless a specific incident occurs during a period of heightened security that requires the retention of the aforementioned security sign-in logs for investigative purposes, said logs shall be expunged and destroyed by the division 60 days after the specific meeting.

All persons entering a secured area of a Police Building, who are not members of this agency or are not temporarily assigned to this Department, shall sign the visitor log.  The secured area is defined as any area beyond the lobby or community rooms.

Each visitor signing in shall provide an identification document, preferably with a picture, and is required to sign-in on the Visitor's Log.   Minor children, 16 years of age and younger, will not be required to provide identification and will not be issued a visitor pass.  Children must be accompanied by an adult who is issued a visitor pass, or an employee of the Department.  The visitor will be issued a visitor's pass that will be worn on the outermost garment.  The identification received will be placed in the slot from which the pass was obtained.  The visitor's identification will be returned when the visitor signs out and returns the visitor's pass.

The employee to be visited will be notified, by the PSR, of the visitor's presence.  The visitor can either be directed to the employee's work area and a request made that someone meet the visitor at the elevator lobby or section reception area, or the employee will come to the lobby and escort the visitor while he or she is in the building.

It shall be the responsibility of each Department employee to challenge any person in the building not in compliance with this policy.  Non-sworn employees may bring the presence of a non-complying person to the attention of a sworn employee, rather than making the challenge themselves.

Persons requiring entrance to the secured parking areas will advise the front desk of their name, employer and nature of business.  If the person has a valid reason for entrance to the parking area, such as vehicle maintenance worker, gas delivery, trash pickup, etc., the PSR will record the provided information and the time of arrival on the visitor's log.  Law enforcement personnel from outside El Paso or Teller Countries will be required to follow visitor sign-in procedures.

At each entrance of each Police Department facility, a placard shall be posted in plain sight advising that visitors to the facility are subject to search for weapons and contraband.

Visitor Passes are to be used at the POC.  All persons visiting a secured area of a Police Building, who are not members of this agency or are not temporarily assigned to this Department, shall sign the visitor log. Passes will be issued by PSR after following the procedure outlined in section .10.

Exceptions/Visitors:

• Retired members of the Department who have a valid ID card.  The ID card must be worn on the outermost garment while in a secure area.
• Citizen Advisory Members who have a valid ID card.  The ID card must be worn on the outermost garment while in a secure area.
• Law Enforcement and Fire Department personnel employed within El Paso and Teller Counties, when in uniform, may be allowed access to secured areas and need not sign in or display a visitor's pass.  A member of such agency, when not in uniform, will be required to provide identification prior to being allowed access to a secured area.  The identification will be exchanged for a visitor pass that will be worn on the outermost garment.  The non-uniformed member will not be required to sign the visitor log.
• Visitors being escorted by Department members, into secured areas of a police building, are the responsibility of such Department members and are exempt from the sign-in procedures.  Such persons may be issued a visitor pass, if requested.  The employee escorting the visitor shall be responsible for returning the visitor pass.
• Members from outside agencies, having Department ID cards along with a Card Key, are required to wear their cards on their outermost clothing.
• The following persons shall be exempt from sign-in procedures and will be provided a visitor's pass that will be worn on the outermost garment:
  
• Elected officials of the City of Colorado Springs
• The City Manager or members of his staff
• City Department Heads
• Civil Service Commission members
• Any other community member authorized by a Division Supervisor
  

Sworn and civilian personnel of this Department, and any others assigned to the POC, are required to display their identification card on the outermost garment whenever they are in the buildings.  An exception is made for uniformed employees while in full uniform.  Employees using the fitness center need not wear their ID, but should have ready access to it.

Cameras are placed strategically throughout the interior and exterior of the POC, Falcon, Sand Creek, Stetson Hills, and Gold Hill Division buildings.  Monitoring/video recording equipment, with audio capabilities, will be located at the front desk and one monitor will be located in the Duty Desk Office. 

The front desk personnel will have primary responsibility for monitoring the security cameras. Whenever a situation arises that prevents the front desk personnel from properly monitoring, the Duty Desk Officer should assist.  Also, all camera locations have video recording capability.  The responsibility for the operation of the video equipment is that of the front desk personnel or the Duty Desk Officer.  Operation/maintenance manuals will be maintained at the front desk.

The Falcon, Gold Hill, Stetson Hills and Sand Creek Division facilities each have three locations with audio capabilities.  Front desk personnel will be responsible for monitoring these audio locations. These are a microphone/speaker at the main entrance, one at the gate to the secured parking lot, and a microphone in each of the holding cells.

Locking systems for Department buildings consists of Card Key proximity readers, electrical locks, and standard key locks.  Card Keys and door keys will be issued, individually, as needed. 

The combinations for the mechanical and electrical locks will be changed periodically or upon detection of a security violation.  In the case of a security breach, if the violator has obtained the combination or key to any of the security systems, the person determining the violation will immediately report the incident to a supervisor.  The violation will also be documented in an Interoffice Memorandum and forwarded to the Division Commander.  Any requested changes in mechanical or electronic locks or combinations will be directed to the Management Services Division (Mechanical – Fiscal Services Section / Electronic – Logistics Support Section).

The locking of the front entrances will be the decision of the Shift Sergeant, although the doors should be unlocked during normal work hours and early evening.

Access to Department buildings is controlled by the Card Key system.  Each employee is issued an identification card that is also a key card.  This numbered card key is assigned to that specific employee.  Each employee's access to specific areas is programmed into the computer.  Placing the card in front of a card reader sends a signal to the computer.  If that card reader governs an area to which the employee is allowed access, the computer releases the magnetic lock.  Whenever a card key is placed in front of a reader, the computer records the date, time, location, and card key number.

In response to failures of the card key security system, a call-out list of authorized responders will be maintained in the Communication Section and the Police Operations Center Duty Desk office.  The maintenance of the system is the responsibility of the Logistics Support Section. 

Identification cards and card keys are the sole property of the Colorado Springs Police Department and shall be returned to the Human Resources Section when new cards are issued or the individual is no longer employed or involved with the Police Department.

If any department employee should have their identification card and/or card key lost or stolen, they shall report it immediately to 444-7000. That department employee will have to prepare an interoffice memorandum giving as many details as possible concerning the situation, to the Chief of Police, requesting that a new card be issued. This report may be hand carried through the chain of command for expediency, as necessary.

The cost of the card key will be recovered in most cases by the imposition of a $15.00 fee for the replacement card. Immediate supervisors may make recommendations concerning replacement expenses within his/her discretion. The final decision whether or not to impose replacement charges will be made through the Chain of Command.

Department employees must contact the Logistics Support Manager to be issued a new card. Replacement approval for defective/damaged card keys should be obtained through the Logistics Support Manager. A change in position classification may result in the need for an updated identification card or access level. The Logistics Support Manager shall ascertain the need for updated access cards.

Falcon, Sand Creek, Stetson Hills, and Gold Hill area commands have panic alarms in the holding cells and a fire alarm system in the building.  The Police Operations Center (POC) has various types of alarms in the following locations:

• Intrusion alarm in the evidence section
• Intrusion alarm in the forensic laboratory section
• Intrusion alarm in the laboratory's vehicle examination bay
• Intrusion alarm in the Chief's Office
• Intrusion alarm in the roof hatches
• Panic alarm in the polygraph offices
• Panic alarm in the holding cells 
• Fire alarm system throughout the POC

Whenever an audible or silent alarm is activated, the Shift Sergeant or designee and the Communication Center shall be notified by the Police Service Representative.  The Shift Sergeant is responsible for investigating the cause of the alarm, evacuating the building or holding cells if necessary, and taking appropriate action in response to the alarm. 

The Commander must also ensure that the alarms are reset properly.  If the fire alarm system is activated, the Colorado Springs Fire Department may be notified to respond and assist in the investigation, if necessary.  Whenever a fire alarm is activated in the POC, it is also necessary to immediately notify the on-call Management Services Division representative, to ensure the proper resetting of the system.  A call-out list will be maintained on file in the Communications Center.

When an employee in any area command, who has a telephone paging system, observes or needs emergency assistance, a call of Code 20 along with a description of the problem and the area requiring assistance (i.e., front desk, jail, parking lot, sally port, etc.) should be given.  The Shift Sergeant or any other sworn personnel should respond to that location to provide assistance, as needed.

Persons with valid concealed handgun permits may carry concealed handguns on the premises of public areas of police facilities. These areas are the front public lobbies and community rooms. Except for authorized law enforcement personnel, firearms are prohibited in all secure areas of police facilities, which are those areas controlled by access card or otherwise identified as secure areas.  Violators will be denied entry and will be subject to criminal prosecution.

Handheld magnetometers are available at the patrol division front desks for use by officers if they reasonably suspect that someone, other than a law enforcement officer, seeking entry to the secure area is concealing a firearm. If an officer has reasonable suspicion that an individual may be armed and poses a threat to others, the officer may temporarily disarm the individual.

Persons legally and safely carrying displayed firearms are not prohibited from public areas of police facilities.

CSPD civilian employees, unless required by their job duties (e.g., Marshals), are prohibited from carrying firearms while performing City business, regardless of any legal permits that may have been issued.

Designated access card entrances to secure areas of police facilities will bear a placard identifying that area as a restricted and secure area in which firearms and other deadly weapons are prohibited except for authorized law enforcement personnel.

Persons with valid concealed handgun permits will not be allowed to bring their handguns into the secure areas of police facilities.  Secure areas are those areas controlled by access card, or otherwise defined as secure areas.  When CSPD front desk personnel are advised of a person with a valid concealed handgun permit seeking entry to the secure area, a CSPD officer will be summoned, and that officer will:

• Verify that the permitee has a valid permit to carry a concealed handgun
• Instruct the permittee to safely stow the handgun in one of the gun lockers, monitor the process, and take custody of the gun locker key
• When the permitee returns from the secure area a CSPD officer will monitor the removal of the handgun from the locker by the permitee to assure safety

If a person enters the secure area with a handgun, they must turn it over to a police officer while conducting business in the secure area of the building. If they refuse to relinquish the handgun, the officer must inform the person that they need to relinquish the handgun to conduct their business or leave the building. If the person refuses to relinquish the handgun and refuses to leave. That person may be charged with City Trespass on Private Property.

G.O. 1131 Enhanced Tactical Communications System
G.O. 1280, Building Security
G.O. 1610 Discipline
G.O. 1620 Complaints and Internal Investigations
G.O. 1650 Employee Conduct
SOP P1-15 Police Service Representatives
SOP P1- 147 Duty Desk

Building security of all Police facilities is of the utmost importance. Security of all employees is a concern of the Department and every effort to secure our facilities will be taken. All employees are responsible for maintaining building security through identification of employees, controlling building access and ensuring that employees and visitors entering are authorized to do so. Sworn and civilian personnel will display their identification card on the outermost garment whenever they are in the building. Individuals not wearing identification, other than uniform personnel, should be stopped, challenged, and identified.

MEMBER: Designates any employee of the Police Department, including officers and civilians.  

COMMAND OFFICER: Designates any officer/civilian who has attained the rank or equivalent of Lieutenant or higher.  

STAFF OFFICERS: The Chief of Police, all Deputy Chiefs, all Commanders and the Director of Management Services.  

RESTRICTED EMPLOYEE: An employee or volunteer whose authorization to be in the secured area of a Police facility has been limited.

DENIED EMPLOYEE: A former employee or volunteer whose authorization to be in the secured area of a Police facility has been denied.  

CSPD EMPLOYEE DIRECTORY: A directory accessed through the CSPD Intranet under "Web Systems." The directory lists all CSPD employees, their classification, assigned area, personal identifying information, phone numbers and picture.

The Internal Affairs Unit will be responsible for entering and removing an employee's restricted status through the internal card key system and CSPD Employee Directory.   Access  will be restricted under the following disciplinary conditions:

• at the direction of the Chief of Police
• at the direction of the Commander of the Office of Professional standards
• at the request of any Staff Officer of Lieutenant conducting an investigation where safety or building security becomes a concern
• when an employee has been subjected to Emergency Relief from Duty (GO 1620.64)

In order to restrict access the Internal Affairs Unit will place a restricted notice on the involved Department member's individual record.

An individual employee record that has been restricted will be indicated in the CSPD Employee Directory. The record will be designated by the words "RESTRICTED ACCESS," which will be written in red across the file.

Once access has been restricted to an employee, a notice will be sent via ETACS to advise Department members of the restriction. The employee's access will also be restricted through the internal card key system. Once an ETACS message has gone out to the organization that a given employee is on "Restricted Access", then no Department member should provide entry to non-public areas of any police facility to such an employee. If such a situation takes place, it will be the responsibility of that member to contact the nearest supervisor.

If an emergency arises that requires a supervisor to restrict access of an employee, i.e. GO 1620.64, the Internal Affairs Unit should be called. After normal business hours the Lieutenant should be paged and called at home. If the Lieutenant cannot be reached, have dispatch notify the on call Internal Affairs Investigator or the Office of Professional Standards Commander.

In the event the CSPD Employee Directory is down, any member of the Internal Affairs Unit can be contacted for verification of restricted status. After hours, page and call the Lieutenant at home or the on call Investigator.

The Internal Affairs Unit will be responsible for entering and removing an employee's denied status through the internal card key system and CSPD Employee Directory under the following disciplinary conditions:

• at the direction of the Chief of Police
• at the direction of the Office of Professional Standards Commander
• a request by any command officer conducting an investigation where safety or building security becomes a concern
• anytime a current or former employee presents a safety or security concern/risk to Department members or facilities

In order to deny access the Internal Affairs Unit will place a denied notice on the involved Department member's individual record.

An individual employee record that has been denied will be indicated in the CSPD Employee Directory. The record will be designated by the words "DENIED ACCESS," which will be written in red across the file.

Once access has been denied to an employee, a notice will be sent via ETACS to advise Department members of the restriction. The employee's access will also be denied through the internal card key system.

Once an ETACS message has gone out to the organization that a given employee is on "Denied Access", no Department member should provide entry to non-public areas of any police facility to such an employee. The only exception is if the member is a suspect, victim, or witness of a crime, in either case they will be escorted and under the visual or physical control of an officer at all times.

If a person with denied access is observed in a secured areas of the department facility un- escorted they should be stopped, detained and a supervisor contacted immediately. Due to potential security or safety concerns/risks sound officer safety practices should be utilized.

If an emergency arises that requires a supervisor to deny access of an employee, i.e. GO 1620.64, the Internal Affairs Unit should be called. After normal business hours the Lieutenant should be paged and called at home. If the Lieutenant cannot be reached, have dispatch notify the on call Internal Affairs Investigator or the Office of Professional Standards Commander.

In the event the CSPD Employee Directory is down, any member of the Internal Affairs Unit can be contacted for verification of denied status. After hours, page and call the Lieutenant at home or the on call Investigator.

Once it has been determined that access restriction is no longer needed, the Internal Affairs Unit will be responsible for ensuring the "RESTRICTED" or "DENIED ACCESS"  notice is removed from the Employee Directory and card key access is re-initiated.  Additionally, a notice will be sent via ETACS to advise Department members.  

The Internal Affairs Unit should be called or paged so restrictions can be removed.   After normal business hours, the Lieutenant should be paged and called at home.    If the Lieutenant cannot be reached, have dispatch notify the on-call Internal Affairs Investigator or the Commander of the Office of Professional Standards.  

If the CSPD Employee Directory is down, any member of the Internal Affairs Unit can be contacted for verification of unrestricted status.   After hours, page and call the Lieutenant at home or the on-call Investigator.

An employee entering a Police facility without an internal access card shall be required to report to the main public entry and sign the visitor log.   The PSR or individual granting entrance will be responsible for checking the CSPD Employee Directory to see if the employee requesting entry has restricted access.    If the Individual Record of the employee indicates the employee is, "RESTRICTED or DENIED" access shall be denied, and a supervisor shall be notified immediately.  

If an employee simply forgets their identification card, the employee will sign in and display a valid picture ID card, i.e. driver's license. The ID card must be worn on the outermost garment while in a secure area.

An employee will follow the same procedure as above if he or she has an identification card that does not activate the card key system.

A restricted employee shall be escorted by a supervisor or his designee while on Police property.   The employee must have a specific and legitimate purpose for needing access to the property.   If there are questions regarding access, any supervisor can contact a member of Internal Affairs or page the on-call Internal Affairs Investigator for clarification.   Any supervisor can deny access pending contact with Internal Affairs, the Division Commander or any Staff Officer.

To provide fire drill and evacuation procedures for any disaster, actual or potential, that occurs at the Police Operations Center (POC) Falcon/Sand Creek, and Stetson Hills, Divisions, and to describe the fire and alarm equipment installed in the buildings.
 

G.O. 773, Sick or Injured Prisoners

G.O. 785, Arrest Holding Cell Guidelines

G.O. 1280, Building Security

CALEA Standards 72.1.1, 72.3.1, 72.3.2
 

The POC has special evacuation considerations on several floors due to the specialized nature of the building.  Employees should be thoroughly familiar with the special considerations listed for each floor. 
 

Building fire drill and evacuation procedures for the POC, the Falcon, Sand Creek and Stetson Hills facilities are hereby established.
 

POC:

If there is a fire within the building and the ALARM HAS NOT SOUNDED the person finding the fire is to:

    1.  Close any doors to the fire areas.

    2.  Pull the nearest fire alarm box.

    3.  Call the Duty Desk Officer and inform him/her of the location and type of fire.

    4.  Dial 9-1-1 from a safe location.

    5.  Exit the building using the closest stairwell.  DO NOT USE THE ELEVATOR. Proceed to the Evidence/Supply Annex Building Parking Lot.

    6.  Do not return to the building until told it is clear to do so.

In the event that the FIRE ALARM HAS SOUNDED, the procedures outlined below are to be followed: