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Facility Planning in Colorado: Form vs. Function

NCJ Number
124696
Journal
FBI Law Enforcement Bulletin Volume: 59 Issue: 6 Dated: (June 1990) Pages: 10-14
Author(s)
J D Munger; E Spivey
Date Published
1990
Length
5 pages
Annotation
Because the physical fragmentation of the Colorado Springs police department caused communication problems and led to diffused supervisory responsibilities, a major department reconfiguration was recommended to decentralize line operations via three substations and a centralized facility for citywide functions.
Abstract
After city authorities accepted the concept, the department initiated major planning efforts on several fronts, with budgeting a first priority. The long-range strategy was to put substations into operation, coordinate new service delivery methods with a strong emphasis on community policing, and propose a bond referendum to finance a police operations center that would include a third substation. Simultaneously, the department created another captain position to serve as station commander, thus permitting the reassignment of an experienced captain as a full-time facilities planner. With the advent of community policing and decentralized service delivery, the department's written directives had to be thoroughly revised. The new substations were opened in March 1989. Each station contained a large community room which was open to the public. Opening the stations to nonpolice activities helped to integrate the stations into the neighborhoods. The department's move toward community policing was supported, as evidenced by approval of the police operations center bond by a two-to-one majority of voters.