Creating Balance
in Our Community

We encourage you to take a closer look at the progress the department has made. seeks to highlight the increasing transparency of the Albuquerque Police Department. By monitoring the reform efforts, there is a perfect opportunity to showcase APD’s accountability and educate the community.

CASA CASA Organizational and Staffing Improvements Organizational and Staffing Improvements Recruiting Recruiting Policy Development and Process Policy Development and Process Use of Force Policy Suite Use of Force Policy Suite Enhanced Training Enhanced Training Internal Affairs Division Internal Affairs Division Force Review Board Force Review Board Data Collection, Analysis, & Reporting Data Collection, Analysis, & Reporting Advanced Software Deployment Advanced Software Deployment Employee Accountability Employee Accountability Studies and Plans Studies and Plans Community Outreach Community Outreach Community Policing Councils (CPCs) Community Policing Councils (CPCs) Police and Community Together Teams Police and Community Together Teams Problem Oriented Policing Project Problem Oriented Policing Project Mental Health Response Advisory Committee Mental Health Response Advisory Committee Behavioral Health Division Behavioral Health Division Peer Support Program Peer Support Program Independent Monitoring Reports (IMRs) Independent Monitoring Reports (IMRs) Tactical and Investigative Unit Tactical and Investigative Unit

Finalization of the Court Approved Settlement Agreement (CASA)

In 2014, Albuquerque Police Department (APD) Chief Gorden E. Eden, Jr. and Assistant Chief Robert Huntsman began the negotiations with the United States Department of Justice (USDOJ) Office of Civil Rights and the United States Attorney’s Office in response to the City of Albuquerque’s Settlement Agreement. Immediately thereafter, APD began to form the considerable infrastructure needed to support and implement the directives that were detailed in the document. The Department mobilized and began to set into motion a plan that evaluated the CASA requirements and broke them down into manageable sections. Stakeholders and oversight were assigned to each paragraph to ensure the requirements of each section were met in a timely manner. A budget for the first half of fiscal year 2015 and fiscal year 2016 was constructed and approved by the administration and City Council.

⟨ Tactical and Investigative Unit
Staffing ⟩

Organizational and Staffing Improvements


It became quickly apparent that APD was going to need an implementation team (like other cities with settlement agreements or Consent Decrees) to manage and focus solely on the day-to-day operations of meeting the requirements of the CASA. The Executive Director leads the Administrative Support Bureau that contains Planning, Fiscal, Personnel/Payroll, Records, and Inspections/Audit personnel; groups and tasking that provides critical functionality to the Department to meet the needs of the CASA. These groups were combined under the Executive Director to help facilitate the execution of the agreement. The formation of the new bureau and position of Executive Director shortened typical wait times for contractual and personnel services, providing expedited financial processes. Once the CASA was finalized and released, Department staff initiated the development of the appropriate infrastructure and organization required to successfully complete the directives. Infrastructure development included staffing additions, supervisory changes, establishing collaborative groups, and approaching the implementation of the CASA in a methodical, planned manner. APD staff formed a steering committee (the CASA Implementation Coordination Group) based on general categories of the agreement. This group meets weekly and is comprised of high-level stakeholders from Field Services, Internal Affairs, APD Academy, Technology Services, Quality Assurance, Policy, Behavioral Health, and the APD Executive Director of the Administrative Support Bureau. The weekly coordination and identification of concerns has improved the Department’s ability to identify and implement what is required in the CASA. As more CASA paragraphs have moved from primary and secondary compliances into consideration for operational compliance, APD has used several senior sworn staff from various bureaus to help translate CASA requirements into police operational guidance and adopted police processes.


In coordination with the Fiscal Division, staff developed a standalone CASA implementation budget which is exclusively utilized to meet the requirements of the CASA. The budget consists of categories such as support staff, training, equipment, and contractual costs. Finally, a definitive review process was created and is being utilized to ensure that only CASA-related expenses are charged to the specific account.


Throughout the CASA, collection and analysis of data is often referenced. As the Department began to review the requirements set forth in the CASA, it was apparent that APD did not have the civilian staffing required to collect, analyze, and report the requested data. In response, the Department proposed to add twelve civilian positions overall. The positions included bolstering staff in the Records Division, expanding Internal Affairs Division functions, increasing collection and analysis capabilities at the Academy and Tactical Support Divisions, and hiring several Quality Assurance Auditors and a supervisor. Following the lead of other agencies that have been in similar circumstances, the Department created an Inspections/Audit Unit. In collaboration with two APD detectives, the Quality Assurance Auditors sample and inspect supporting documentation utilizing statistical methods to ensure the Department has met and will continue to meet the directives described in the CASA. They provide the Department with its own “internal check” before the information is submitted to the independent monitor. Since their hires, several of the auditors have been imbedded into critical areas of APD, including the Academy, Internal Affairs, and Behavioral Health. The collaboration between the quality assurance auditors and staff from their respective assigned areas has developed standardize data production, collection, and organization. These advances have in turn improved data submissions to the monitoring team.

To provide additional oversight at the APD Academy, the Department converted the former civilian director of training position to a Major. The new position is responsible for CASA implementation, including overseeing the Field Training Officer program, which was moved to the Academy. The Major oversees the new needs assessment process and the collection of all training class information and assessments.

The CASA specifically requires the Department to increase their outreach efforts and improve responses to people that may be in crisis. In response to that directive, the Department added two crisis outreach clinicians. The clinicians are tasked with responding to police officer requests for assistance when they encounter citizens in crisis who may have psychological, sociological, and/or mental health emergencies.

To increase community outreach opportunities and consistent support for the Community Policing Councils (CPCs), APD hired a CPC coordinator and an administrative assistant. The CPC Coordinator has been tasked with assisting the CPCs with formalization of their processes, enhancing attendance, promoting the groups within the community, and improving the diversity of the representatives. The administrative assistant helps the CPCs by creating notes and minutes for each meeting, and provides supplies for the groups when necessary.

Recruiting ⟩


Over the last four recruiting classes, the average graduation class size has increased 47% over the previous four classes. There has also been a 23% increase in female graduates during the same time period. APD receives interest from about 350 applicants a month, with only approximately 2% of those candidates meeting all of the requirements and graduating. The Department continues work to recruit employees who are representative of our diverse community. The City has been supporting the Department’s recruiting efforts by offering great incentive packages to new cadets as well as lateral applicants. For new cadets, incentives include a maximum incentive of up to $5,000 for cadets payable as follows: $1,500 at successful completion of the fourth week of training, $2,000 at successful completion and graduation from academy training, and $1,500 at the successful completion of the On-the-Job Training (OJT) period. A maximum incentive of up to $8,000 for laterals payable as follows: $2,000 at the successful completion of academy training, $3,000 at the successful completion of On-The-Job Training (OJT) period and $3,000 after the successful completion of a one year probationary period. If you or someone you know is interested in a career at APD, visit

⟨ Staffing
Policy Development ⟩

Policy Development and Process

Policy review and revision is a major requirement of the CASA. Just before the CASA was implemented, APD undertook the monumental task of reviewing every single Departmental standard operating procedure (SOP), upwards of 200, as well as the development of new policies that were required by the CASA. In order to facilitate that process and to consistently maintain existing policy, the Department created an administrative SOP Liaison position that coordinates policy changes and moves the proposals through the review process efficiently. The Department also revamped its policy process, adding an SOP Review Committee (“SOPRC”) comprised of four senior lieutenants and subject matter experts to review SOP proposals and changes and how they affect day to day police operations. The Department also incorporated a 15- day commentary period for all APD employees, the Civilian Police Oversight Agency (CPOA)'s and the Police Oversight Board (POB) to provide additional feedback and review on policy. The positive impact of the changed policy development process are three-fold: the SOPRC and the Policy and PPRB have been able to update and modernize existing policy, making it more easily understandable and readable, and less redundant; it has also allowed for the incorporation of CASA directives in a more controlled way; and it gets each policy in front of staff, acting as a SOP refresher course. The Department also contracts with a technical writer that reviews CASA-related policies to make them easier to understand, easier to train, and easier to implement.

In order to facilitate policy review and approval, the City of Albuquerque hired retired Federal Magistrate Judge Lorenzo Garcia. Judge Garcia has provided additional analysis of APD policies to ensure they comport with best practices and principles of constitutional policing.

To address commentary in the monitor’s second report and to provide increased oversight of the entire policy development process, APD created the Office of Policy Analysis (OPA). OPA meetings provide staff additional opportunities to consider input on policies from stakeholders and the public and engage in long-form discussions on particular policies. The OPA is comprised of APD staff, Legal staff, and representatives from the APOA, CPOA, and POB. OPA gathers information on national standards and best practices and integrates their findings into existing APD policy while providing a "big picture" view and deep analysis of APD policies. The OPA also reviews collected information on lawsuits, officer injuries, and trend data that may indicate the need for policy change. The OPA also set goals and objectives regarding policy development and develops policy recommendations that is submitted to the rest of the APD policy review and approval process, and ultimately for review by the Chief of Police and City Attorney.

OPA provides a Department/community-based approach to policy writing which assures that the structure of police work reflects the concerns of those being policed. With this goal in mind, OPA accepts input from groups such as the Mental Health Response Advisory Committee (“MHRAC”), American Civil Liberties Union (ACLU), New Mexico Criminal Defense Lawyers Association (NMCDLA), the University of New Mexico, and many others.

All CASA-related policies were approved by the APD policy process and the parties, including the USDOJ, APOA, and the monitor in mid-2016. Per the CASA, all CASA-related policies are required to be reviewed six months after their original approval and then every twelve months thereafter. All policies have been approved through the six month milestone, and APD staff are beginning to queue policies for the first twelve month review. APD encourages anyone interested to review their policies online through its website ( The Department also has a policy input form on its website ( where users can provide commentary on any given policy. When community input is received, APD will provide an outcome on a given recommendation and a written response to any user who completes the form and sends it to APD.

⟨ Recruiting
Use of Force ⟩

Use of Force Policy Suite Development and Implementation

The Department, the USDOJ, representatives from the APOA, CPOA, POB, and the Independent Monitor spent many hours developing a use of force policy suite (SOP) 2-52, 2-53, 2-54 and 2-55) assuring that the use of force policy comported with police best practices. Definitional concerns surrounding neck holds, show of force, un-resisted handcuffing and distraction strikes were resolved.

After the policy development process was complete, APD developed and delivered use of force training to all sworn personnel. The use of force training and curriculum based on the newly approved policies was developed and training began in late January 2016. The Independent Monitor Team reviewed the Department’s use of force training curriculum during a site visit and provided commentary. In response, APD immediately incorporated their recommendations and revised the training. With strict adherence to a full training schedule, the Department completed the use of force training by the specified deadline of June 2, 2016. Subsequent refresher trainings related to the categorization of “show of force” and “serious use of force” were developed and are included in all future instruction of sworn personnel.

The Academy’s Advanced Training Unit has created an outline and plan to address training gaps identified by the monitoring team that they determined could be addressed more clearly. The Department is awaiting feedback from the Independent Monitoring Team so that video production and alternative teaching modalities (such as Power DMS) can be used to deliver instruction. The instruction will include a multiple-choice test along with the utilization of PowerDMS (APD’s document distribution system) to deliver the aspects of training that involve a hands-on component. PowerDMS is the current platform that allows the Academy to deliver video training, conduct testing, and surveying while gathering reporting statistics to provide feedback concerning the efficacy of training. The training will also be archived on an APD intranet page for ease of reference in the future. In the near future, APD will use its new Enterprise Learning Management (ELM) module to deploy training and track completion of coursework.

Use of force phase one training consisted of a use of force refresher, crowd control, and an overview of the roles and responsibilities of the Critical Incident Review Team (CIRT). Use of force phase one training had a total of 899 personnel to be trained, 886 personnel completed the training, and the attendance rate is 98.55%. Makeup dates will be scheduled on an individual, as needed basis. Use of force phase two training involved the provision of reality-based training (RBT) to personnel. Finally, there were twelve sessions of FBI civil rights color of law training that have been completed, and make-up sessions will be scheduled on an as needed basis.

APD Infographic
⟨ Policy Development
Training ⟩

Enhanced Training

The APD Academy is responsible for meeting the diverse training needs of cadets, newly promoted sergeants, and lieutenants while also assuring that the entire Department is educated on the requirements of the new use of force reporting and investigation process implemented through the reform effort. In addition, state mandated law enforcement training must be provided to assure continued law enforcement accreditation is maintained. This training involves two-year cycles of topic-specific areas of learning such as coursework in driving while intoxicated or domestic violence investigations. In response to the training needs of the Department, the Academy developed a training schedule that lays out each course delivered monthly for every CASA-specific requirement. In addition to the schedule, APD Academy staff is working on developing a training plan that involves a comprehensive seven-step approach to instruction that includes:

  • Needs assessment
  • Curriculum development
  • Oversight/approval
  • Delivery
  • Implementation
  • Evaluation
  • Revision

To aid in the provision of education and to assure that all provided training is within the goals and vision of the Department, while also being consistent with the CASA, the Academy has developed a comprehensive plan to document and house all trainings and related course of business documents at the Academy. To assure this consistency the following steps will be adhered to when training is completed by personnel other than Academy staff:

  • A Special Order will be sent to the Department stating that the APD Academy and Director of Training maintains oversight over all training
  • Any personnel who will be training APD personnel will need to submit a lesson plan for review and approval/disapproval from the Director of Training
  • Once the lesson plan has been approved a cover sheet will be sent to the instructor and the lesson plan and a copy of the cover sheet will be archived at the Academy

The Settlement Agreement requires extensive training with defined deadlines for field officers, detectives, responders, and their supervisors. A majority of the training is provided in-house as part of the Department’s on-going training program. However, there is training required in the CASA that requires professionals from external vendors. Some examples of this include requirements for force investigation training for Internal Affairs staff prior to conducting use of force investigations, extensive crisis intervention training, additional training for the Department's Field Training Officers and development, redesign and support of APD's current training programs.

Since implementation of the CASA on November 14, 2014, the Department has:

  • Developed a needs assessment methodology template that will be used to approve and evaluate current and future proposed training
  • Developed new training curricula that are responsive to the Settlement Agreement, including use of force
  • Increased the number of officers proficient in Crisis Intervention Training (CIT) to over 90% of total officers
  • Initiated CIT training for telecommunicators
  • Improved Tactical Section training in command and control, containment, entry, apprehension, and rescue
  • Revamped the Field Training Officer program, incorporating the requirements in the CASA as well as extending the program by an additional week
  • And held leadership and supervisory training through the FBI and International Association of Chiefs of Police (IACP)

The Academy also acquired three portable training simulators that can be brought to any location. The simulators use video screens and simulations replicating real-life situations to enhance the officer training experience.

Training all respective staff as stated in the Settlement Agreement has required innovation within the Department. Training of officers, while still maintaining sufficient staffing of patrol, has been challenging. To balance the training and patrol requirements, the Department has utilized appropriate online instruction whenever possible. The Department has heavily utilized Public Service University (PSU) and PowerDMS as platforms to provide the needed training online, and it also provides a method to track all training completed both online and in the classroom. PSU is an online educational platform that provides instruction and testing capabilities to all city employees. PowerDMS is APD’s online document distribution system that provides APD employees a method to view, comment, and acknowledge the receipt of important Departmental documents. Online training from both platforms can be completed at the staff’s convenience, as opposed to being required to sit in a traditional classroom environment. Of course, some of the training (especially use of force and others) will require a hands-on approach since some portions many not be appropriate for online training.

Six Sigma / Core 6 Training

Based on the initial Six-sigma training overview presented to all Departmental supervisors, the Department has partnered with the City’s Public Service University and the Economic Development Department to create a new advanced leadership program for APD supervisors. The new program, named Core 6, provides full-day training sessions once a month for APD employees who have committed to the year-long program. Core 6 will provide the tools and methods for APD supervisors to identify inefficiencies in Department processes that will potentially save the City money and help the Department implement some of the necessary requirements of the CASA. The current program has nearly 30 volunteers from a wide cross-section of the Department, including a major, executive director, lieutenants, sergeants, officers, civilian supervisors and the members of the Quality Assurance and Audit Team. Core 6 team members have identified process improvements and inefficiencies within the Department and will be collaborating with mentors from the community’s businesses that are well-versed in process improvement and Six-sigma to help determine, guide, and implement proposed solutions. The projects that are developed are vetted by Departmental executive staff. To encourage involvement and accountability, Core 6 reports on project progress every month. Five projects were selected which are anticipated to be completed by the end of 2017Department. It is expected that another set of interested Department employees will form and select projects for 2018. The Core 6 program has multiple benefits: it trains APD employees to think critically about their processes, it makes a positive impact on the projects that are selected and implemented, and it further solidifies the bond between the Department and the community by sharing ideas and providing a way for the community to assist the Department with improving their processes.

Enhanced Crisis Intervention Training (eCIT)

Enhanced Crisis Intervention Team Training (eCIT) is an 8 hour course that is given in addition to the 40 hour CIT course that officers are required to take; eCIT is a voluntary course. The course focuses on police interactions with those living with mental illness. The curricula was developed with the help of MHRAC (the Mental Health Response Advisory Committee). The latest eCIT certified field officer count, as of the end of September 2017, is 140; we expect an additional 15-30 eCIT trained officers by the end of 2017 based on the officers who have already signed up. The average eCIT class attendance is 8-10 APD Officers, with outside agencies attending classes as well. We are now at 35% of field officers certified with a goal of 40%.

Problem Oriented Policing Training

Paragraph 258 of the CASA required APD to provide sixteen hours of initial structured training on community and problem-oriented policing methods and skills for all officers, including supervisors, commanders, and executives. This training is required to include:

  • Methods and strategies to improve public safety and crime prevention through community engagement
  • Leadership, ethics, and interpersonal skills
  • Community engagement, including how to establish formal partnerships and actively engage community organizations, including youth, homeless, and mental health communities
  • Problem-oriented policing tactics, including a review of the principles behind the problem-solving framework developed under the “SARA Model” (Scanning, Analysis, Response, Assessment), which promotes a collaborative, systematic process to address issues of the community, safety, and quality of life
  • Conflict resolution and verbal de-escalation of conflict; and f) cultural awareness and sensitivity training

Problem-oriented policing (POP) is an analytic method used by police to develop strategies that prevent and reduce crime. Under the POP model, police agencies systematically analyze the problems of a community, search for effective solutions to the problems, and evaluate the impact of their efforts. POP represents police-led efforts to change the conditions underlying recurrent crime problems in various hotspots around the city. It also requires police to look past traditional strategies and consider other possible approaches for addressing crime and quality of life issues. Problem-oriented policing places a high value on new responses that are preventive in nature and independent from the criminal justice system, while engaging other public agencies and the community to collaborate and contribute to the reduction of policing problems. Problem-oriented policing carries a commitment to implementing the new strategy, rigorously evaluating its effectiveness, and, subsequently, reporting the results in ways that will benefit other police agencies which will ultimately contribute to building a body of knowledge that supports the further professionalization of the police.

APD developed its POP training and presented it to 864 sworn officers. Provision of training to this number of sworn personnel is above the ninety-five percent threshold established by the monitoring team. Operational aspects of the APD’s performance on this requirement will be assessed as the POP procedures are placed into operations and the monitoring team has an opportunity to assess outcomes associated with the new program.

⟨ Use of Force
IA Division ⟩

Internal Affairs Division Organization and Function

APD’s Internal Affairs (IA) Division has been transformed in organization, function, and processes. Following the model of agencies like the Las Vegas Metro Police Department, APD’s IA now consists of two main parts- Internal Affairs and the Critical Incident Review Team (CIRT). The IA Division is now managed by a commander, not a lieutenant as in the past. Organizationally, the IA section is responsible for the data collection and analysis required as a component of achieving CASA compliance; coordination with the Civilian Police Oversight Agency; and coordination of investigations by CIRT. CIRT is responsible for administrative (non-criminal) investigations into serious uses of force and other critical incidents (such as officer-involved-shootings). CIRT staff also coordinates with the Force Investigation Team (FIT)(housed in the Professional Standards Bureau) who assists with investigation of serious events.

⟨ Training
Force Review Board ⟩

Development of the Force Review Board (FRB)

The Force Review Board (FRB) is responsible for conducting a review of every serious use of force and critical incident investigated and presented by the Critical Incident Review Team (CIRT) as well as a sample of supervisor use of force investigations. The investigator tasked with a serious use of force incident and the supervisor of an officer using force must objectively assess the policy, training, equipment and tactical concerns raised during a force event. In addition, the CIRT investigator and supervisor, are required to determine whether the use of force by sworn personnel comported with Department policy and training. After the investigation is complete the respective case file is forwarded to the FRB for a critical discussion. The FRB is comprised of a diverse membership including the Executive Director of the CPOA, Academy Major and a subject matter expert in the use of force. The FRB will discuss a case and make referrals to the affected division or supervisor to address the respective areas of concern identified in the investigation while also confirming or disavowing the investigator or supervisor finding on the propriety of force used by the involved officer. The FRB is the crucial after action learning opportunity for the Department around force incidents. In order to improve the functioning of FRB, a form was developed to structure the discussion and voting as it relates to tactics, equipment, policy, training and supervision of sworn personnel when there is serious use of force (and a random sample of supervisory force investigations). A tracking system is being utilized to assure that referrals made by the FRB to certain areas of the Department are completed.

In early 2017, APD began an effort to further improve the Department’s FRB process. Staff has considered monitor site visit commentary for proposed changes and improvements, as well as traveling to other agencies to adopt best practices. To improve accountability and workflow, APD Executive Staff assigned a lieutenant to the FRB to prepare official reports for the Chief and to take notes to assure that all recommendations are appropriately referred, closed, and course of businesses documentation is produced and archived for future reference. The FRB lieutenant researched past Independent Monitor Reports to glean ideas and suggestions on where the board can improve. Qualifications for FRB members are being developed, as well as a training curriculum and standards.

⟨ IA Division
Data Collection ⟩

Improved Data Collection, Analysis, and Reporting

The CASA requires detailed data collection, analysis, and reporting across many Departmental functions. APD staff has expended a great deal of effort to improve the collection and reporting mechanisms needed to comport with CASA requirements. Where required, new systems were purchased. In other cases, existing systems were improved and enhanced, or new data entry forms developed. The improvements include:

  • Additional use of force reporting required by the Settlement Agreement has been incorporated in the APD Annual Report
  • Additional use of force reporting required by the Settlement Agreement has been incorporated in the APD Annual Report
  • Additional reporting for tactical deployments has been implemented, including canine and SWAT
  • Multiple methods have been created to collect, track, and analyze data including mental health contacts
  • APD submitted data that met the nine-month deadlines including paragraph #115.
  • APD will provide the Mental Health Advisory Committee (MHAC) with Crisis Intervention Training (CIT), Crisis intervention Unit (CIU) and Crisis Outreach and Support Team (COAST) data. The MHRAC will review the behavioral health training curriculum; identify mental health resources; network; and provide guidance on scenario-based training
  • City IT developed two additional methods to collect information related to compliance efforts. The SharePoint sites were developed for Violent Crimes and Property Crimes.
  • Sites have been developed to collect data for the Special Investigations Division, Crisis Intervention Training, Violent Crimes, Property Crimes, and Crimes Against Children Units.

To help facilitate accurate and timely reporting, APD’s use of force form has been highlighted to show the areas in which each level of command reviews a use of force incident as part of the process of supervisory reporting. The form was provided to the monitoring team for review and consideration of Departmental efforts to document a robust review process by the chain of command. A use of force event flowchart was also created in order to graphically represent the steps required to process a use of force event. The flowchart will also be used in use of force training classes.

Reporting Job Aids

In order to standardize officer input when completing use of force reports, the Department has created supervisor use of force job aids. The job aids were developed to bring structure to supervisor’s force investigations while assuring that critical components of a use of force investigation are fully documented. This means that supervisors will have guidance when they are called to the scene of a force incident and can assure that important investigative aspects of their work, such as canvassing and interviewing witnesses, and ensuring that witness and officer on body camera video are accurately tracked during the process.

Electronic Line Inspection Form

In addition to the job aid developments, data collection, and review processes of the Blue Team software platform, the Department developed an electronic line inspection form to monitor Electronic Control Weapons (ECW), often known as tasers, placement. An audit procedure was implemented in September 2016 to review download data from ECWs. These improvements will provide the Department with the ability to more effectively manage ECW placement and usage.


APD’s new Monthly Activity Tracker (also known as “MyPal”) is now deployed and active. MyPal was created in order to satisfy the requirements of CASA Paragraph 205 and 208 that call upon supervisors to “closely and consistently supervise all officers under their primary command”. MyPal provides supervisors with a list of all staff that are under their command, as well as rank, Telestaff entries (vacation and sick leave, overtime usage, among others), Blue Team entries, reports written, arrests and warrants, Computer Aided Dispatch (calls for service) entries, missing reports, and video inspections. The information provides accountability of an officer’s actions throughout the supervisory chain and provides a comprehensive description of an officer’s activity in one convenient location. Further work and releases continue to expand capabilities (e.g. the addition of Use of Force metrics), and other additional metrics and opportunities for dashboard graphics. Development and improvement of the MyPal tool continues as feedback is received and it is expected to play a significant role in meeting the requirements of CASA Paragraph 205 and 208 while providing supervisors with a comprehensive view of all employees within their command. Early feedback from the field has been positive and indicates that it is more time efficient than the previous, paper-driven process.

⟨ Force Review Board
Advanced Software Development ⟩

Advanced Software Deployment / IAPro and Blue Team

The restructuring of the IA Division also included significant changes to the software that is utilized. APD purchased IAPro, which is quickly becoming the industry standard for managing use of force information in a law enforcement environment. The software houses all employee performance measurements, training, complaints, commendations, and discipline in one location. All APD supervisors have access to IAPro’s Blue Team. The software allows officers and supervisors to enter and manage incidents from the field. A simple, step-by-step internet-style interface is used, minimizing training requirements. Incidents including use-of-force, field-level discipline, complaints, vehicle accidents, and pursuits are entered and can then be routed through the chain-of command with review and approval at each step.

In order to address commentary in the monitor’s second report, APD reengineered the Use of Force Report by using the Department’s Blue Team software. The new interface works with IAPro to capture necessary reporting data. To mitigate the monitoring team’s concerns on narrative writing and chain of command reviews, a job aide for supervisors was created to facilitate an analysis of the narrative by the reporting officer. The job aid checklist captures the use of force reporting requirements set forth in the CASA. Blue Team captures and tracks all chain of command reviews to ensure a meaningful, timely managerial review of use of force events.

Training on use of force reporting via Blue Team was completed in September 2016 and further capability layers are consistently being added to the software. A new show of force module was deployed through Blue Team which allows for the reporting and tracking of Electronic Control Weapon (ECW) painting and arcing along with other show of force interactions. The Department has also improved upon Blue Team tracking of chain of command reviews that will allow for a more meaningful managerial oversight into use of force events which will allow the chain of command to catch and remediate investigative deficiencies, such as missing on body camera videos or reports. The Blue Team software also allows the user to generate an Additional Concern Memo (ACM) when a deficiency is noted in supervisor investigative quality, officer tactics, or performance. A process was been developed in Blue Team that allows staff to manually collect the number of times a deficient report is sent back down the chain of command to fix errors. This is an important data collection point that will be fine-tuned and automated for inclusion as part of an Employee Work Plan (EWP) performance evaluation.

APD’s Data Warehouse

The Department has expended considerable personnel effort to develop mechanisms to collect and analyze data produced so that trends can be identified to improve processes. This data collection, review and analysis has come in areas such as use of force investigations, specialized unit operations, crisis intervention, recruitment, training, officer support and assistance, and civilian complaints. All of this data has been warehoused and will function as a “single point of truth” for the majority of the data analyzed through the reform effort. The technology team within the Department has created linkages between databases by utilizing a variety of software programs so that collection efforts are efficient and streamlined. The data has been used by Department analysts to increase supervisor awareness of officer productivity points such as sick days used, vacation used, overtime, number of arrests and type, citations issued, number of calls responded, use of force events, among others.

The APD data warehouse was created last year to help store the data elements specified in Paragraph 298 of the CASA. In addition to the large amount of data required to be collected by Paragraph 298, the APD Data Warehouse continues to collect other data sources and continues to be refined and developed as the primary location for reporting APD data. Ongoing work continues in three main areas:

  • Bringing additional data sources into the data warehouse
  • Curation and documentation of existing data
  • The development of reports, user security roles and enhancements to other systems that rely on this data

In response to the monitor’s Paragraph 298 Report, which was released in August 2017, APD created a working group with all Departmental data producers, analysts, and auditors to improve data collection, documentation, and reports. The collaboration of the group (a first of its kind) has helped the Department immeasurably as it aims to standardize all staff’s understanding of how and what data is collected, and what it is used for. The data validation and documentation will aid the monitor in future 298 reports and bolster the Department’s credibility in providing the data to the community. In addition to the work being done by the P298 Data Group, APD has developed an overall Departmental data strategy to ensure that data is collected and managed in an appropriate way. Illustrative of this strategy is a business process evaluation (also known as project concept report, or PCR) recently completed to document and determine the best way for technology to support the needs of the Crisis Intervention Unit (CIU). The PCR highlights opportunities in which considerable process improvement can be obtained by a closer alignment of technology with business needs. These solutions include configuration changes, report writing, improvements by vendors and new data capture systems.

⟨ Data Collection
Employee Accountability ⟩

Improved Employee Accountability and Mentoring

The Department is revamping an updated Employee Work Plan (EWP) performance evaluation for supervisors, to include quality of supervisory investigations, constitutional policing, integrity, community policing, and critical police functions. The final draft of the EWP will be forwarded to the monitoring team for consideration and approval. A copy of the draft EWP has been sent to the Enterprise Resource Planning (ERP) team to configure the electronic version of the EWP. An example of the electronic version will be provided to the monitoring team for review and approval.

In conjunction with City technical staff, the Department completely revised its Employee Work Plan (EWP) performance evaluation process for all employees. PeopleSoft performance (Employee Work Plan) is a self-service evaluation management application for managers, employees, and human resources (HR) administrators. The ePerformance module can be used as a tool for planning, collaboration, communication, assessment, and monitoring evaluations for two purposes: performance and development. The new online system will make it easier for supervisors to evaluate their staff at regular intervals due to their access to multiple databases that detail work performance. The information that supervisors will have access to include Internal Affairs commendation and disciplinary data, community outreach, quality of supervisory investigations, and use of force reviews. The final draft of the EWP was forwarded to the monitoring team for consideration and approval in March 2016. A second review at six months was approved in October 2017.

Employee Improvement and Reporting System (EIRS)

The EIRS policy and system is designed to encourage positive employee behavior with an emphasis on capturing data around performance indicators to track patterns in negative and commendable indicators for them to be addressed in a proactive, non-disciplinary manner. EIRS data is provided to supervisors in a user friendly graphical depiction of employee performance across critical performance indicators. EIRS trend data involves various categories of officer performance such as awards and commendations, uses of force, and vehicle pursuits. The supervisor, presented with the graphical depiction of an officer’s performance, can address behavior proactively and positively. The EIRS is not meant to be punitive for the officer, but rather a method for supervisors to catch problems early so that mentoring, coaching, training and reinforcement of positive officer actions becomes the cultural norm.

Video Review Report

A video review internet portal has been developed and is now active. The new site allows supervisors to review on body camera videos via the internet and their own terminal. The new site will help supervisors meet and track the requirement of reviewing at least two OBC videos per squad, per month. A companion training video has been developed and was distributed to all officers to aid in video portal usage. The Department developed formal audit protocols for sergeants. Protocols prompt the reviewer to assess an officer’s actions including if policy, training, and proper use of video recording have been followed. Analysis of the data being collected will be used in any future training and/or policy development.

APD has continued to refine and build out the Supervisor Checklist at both the Sergeant and Lieutenant levels. Staff have considered and performed a business analysis on the system, implemented software changes, and improved the report writing. These changes are driven by input from supervisors as they see the utility of the process and request enhancements to further assist them in their supervisory duties. The involvement of these important stakeholders means that the final product is developed iteratively, meeting both the goals of the agreement, and improving effective supervision. APD staff continue to refine the process and work on ways to ensure that supervisors are viewing monthly reports, ensuring that documentation supports the close supervision of staff.

⟨ Advanced Software Development
Studies & Plans ⟩

Development of Studies and Plans

As required in Paragraph 204 of the CASA, the City completed a comprehensive staffing assessment and resource study. The study was completed in December 2015 by Dr. Alex Weiss, a well-respected leader in personnel resource allocation. The report can be found (here). Based on calls for service, the Weiss study recommends raising the overall sworn count of APD officers to 1,000 if 12-hour shifts are implemented. If only 8-hour shifts are implemented, that number rises to 1,022. In addition to sworn staffing levels, the Weiss study recommended additional civilian and sworn staffing in several locations, including Internal Affairs, Communications, and the APD Academy. The City and APD developed a staffing plan that provides a roadmap to achieve the levels stated within the Weiss report and it was released in June 2016.

During the reporting period, the APD Academy finalized its recruitment plan which is built on past successes of using the internet to recruit prospective candidates and other methods to attract qualified individuals. APD had already implemented an online application and selection process for the minimum standards which is a blind process in which age, race, gender and other identifying information is not known to any APD or City employee until after the applicant has either been qualified or disqualified from the initial application.

⟨ Employee Accountability
Community Outreach ⟩

Community Outreach

APD’s Community Outreach Director and APD’s public information officers utilize social media to distribute information highlighting the work in the community by the Department’s officers and the responsibilities required of them with the goal of fostering an atmosphere of mutual respect. APD developed and implemented mechanisms to measure officer outreach to a broad cross-section of community members. The outreach places an emphasis on mental health and establishing extensive problem-solving partnerships. The partnerships aim to develop and implement cooperative strategies that build mutual respect and trusting relationships with this broader cross-section of stakeholders.

An extensive outreach campaign was implemented to make citizens more aware of the methods that can be used to submit a civilian complaint or commendation concerning an officer. The forms are available at dozens of City facilities and online. All of the documents are available in both English and Spanish. In addition, all Departmental staff were trained in civilian complaint intake, consistent with the Settlement Agreement.

APD frequently hosts 'Coffee with a Cop' events at area businesses and community meeting places to ensure the public has a casual opportunity to get to know individual officers within the Department, ask questions, and build relationships.

The CASA requires officers to attend at least two community events per year. The Department has determined that each officer easily outpaces that directive and meets far more often with the community at events. The challenge has been developing a reliable method to document the encounters and transfer the information and concerns collected to other Department staff who can affect change based on the information received. APD implemented a digital calendar to track attendance of community events with an integrated comment area for describing contacts made and topics discussed. The commentary will be assessed and passed on to the appropriate point of contact so that it can be addressed and analyzed. Highlights of Officer attendance at community outreach events will also be added to monthly reports to allow better tracking. Since the CASA was implemented in November 2014, APD has increased the number and documentation of community interactions. In response to requirements of Paragraph 263 in the CASA, APD officers must attend a minimum of two community/outreach events per year. APD and City technical staff collaborated heavily with Police and Community Together (PACT) teams (created by APD to promote community interaction and response within each area command), to develop and test a logging process that improves the ease of recording community interactions. A special code has been implemented (75-1) in the Department’s Computer Aided Dispatch (CAD) software that allows officers to log their community interactions just as they would a normal call. The logs can then be sorted by that code to meet analysis and reporting requirements. In addition to the new “10-code”, a new form deployed in the Traffic and Criminal Software (TraCS) system will allow officers to capture data items including the number of people that attended the event, what was discussed, items that require responses and/or follow up, and other data points. TraCS is a statewide traffic data collection software initiative implemented with the goal of electronic data transfer. APD anticipates that, as the as the process develops, this will become a useful way to collect information that can then be analyzed in a useful and meaningful way.

APD has increased their outreach in many ways to the immigrant and Spanish speaking and other minority communities. is As mentioned, complaint/commendation forms were drafted in English and Spanish. The Spanish brochure was re-evaluated and revised to be more readable and user friendly. The updated Spanish version of the brochure was submitted to the monitor for review and approval. A Spanish language APD Twitter feed has been created. Radio Lobo also features a Spanish crime prevention talk show. Members of the department also host sessions at the Mexican Consulate every Friday to discuss concerns, problems and questions with community members who may be afraid of police, or hesitant to ask for services. Also, the Mexican consulate has partnered with APD for their monthly newsletter to distribute crime prevention and resource information.

Most residents are likely to interact with an officer during a traffic stop. To put residents at ease and explain how a standard stop should go, a brochure entitled “What Should I Do If I Am Stopped By a Police Officer?” was designed and over 40,000 copies were printed. The department also launched a YouTube video detailing the information. You can find a brochure at any of the area command substations, City of Albuquerque facilities, and some driving instructor businesses.

⟨ Studies & Plans
CPCs ⟩

Development of Community Policing Councils (CPCs)

The Department established, trained, and continues to support six independent Community Police Councils (CPCs) within each of the City’s six area commands, which submit recommendations and input to the Albuquerque Chief of Police through the chain of command. Community Policing Councils are designed to foster better policing and community practices and community-police relationships. The goal of each CPC is to engage in candid, detailed, and meaningful dialogue between the Department and citizens. Each of the six CPC is composed of community volunteers who have resided within or have businesses within the boundaries of their area command and officers assigned to that area command.

CPC have been meeting on a monthly basis since November 2014. All submitted proposals and recommendations from CPCs are subject to a documented formal review and response process with established deadlines. Since their inception, the councils have submitted a total of 24 recommendations. 17 of the 24 were approved and are operational; four were partially approved and implemented; one is still in process and two have been denied due to cost and technical considerations. Their recommendations can be found (here). The CPCs are also responsible for publishing an annual report.

Everyone is welcome to attend and participate in the CPCs. The councils are also continuously looking to recruit new voting members. Council meeting times/agendas/and voting member requirements can be found on the CPC website.

The Department hired a CPC Coordinator to increase awareness, facilitate growth, and provide assistance and resources to the CPC and the community. APD has also been engaging with the public through social media and growth metrics for social media outreach are being compiled.

⟨ Community Outreach
PACT Teams ⟩

Development of Police and Community Together (PACT) Teams

The development of Police and Community Together Teams (PACT) are present in each of the six APD area commands. All six area commands have a PACT Lieutenant, and three of the six area commands have a PACT Sergeant. The PACT Teams reduce communication “silos” and move police personnel to neighborhoods and area commands, providing better access to services that citizens want and need. The community now has better access to officers and detectives to address property crime, narcotics, and gang activity. PACT Team members commit to three years in their role (instead of the usual one year commitment) which provides the opportunity for the community to establish stronger, lasting relationships with APD officers. With each subsequent bid, APD will continue to add additional officers to the PACT Teams. Besides conducting proactive, community policing and policing plans to address quality of life issues, PACT have also begun meeting as a collaborative unit at least once every month. The communication has been critical to developing further community policing strategies for the city of Albuquerque. PACT lieutenants are also now the main facilitators of APD’s Problem Oriented Policing (POP) projects and are continually addressing different projects within their respective areas and with community members.

⟨ CPCs
POP Project ⟩

Improvements at the Behavioral Health Division (BHD)

The Crisis Intervention Unit (CIU) and Crisis Outreach and Support Team (COAST) continue to work with service providers in outreach programs to offer services to the chronically homeless. CIU and COAST have also restructured into teams comprised of a detective, a clinician, and COAST member. The teams have streamlined the case intake process to promote efficiency in the delivery of services to the population of consumers. COAST also conducts a weekly outreach to the homeless providing food, clothing, and facility assistance throughout Albuquerque. There is also an established relationship between COAST and a variety of civic groups and social service organizations which has led to intervention and assessment service referrals. Finally, the CIU has met with the Mayor’s office, the Albuquerque Fire Department, and many other service providers to come up with new initiatives and strategies to compassionately address the challenges of chronic homelessness and panhandling.

⟨ PACT Teams

Establishment of the Mental Health Response Advisory Committee (MHRAC)

The Department has made significant efforts in addressing officer responses to individuals in crisis. The Mental Health response Advisory Committee (MHRAC) was created with the purpose of providing guidance to the City of Albuquerque and APD. The Committee members come from many different areas of expertise and perspectives, and are committed to improving the lives of those with mental illness and their interactions with APD personnel. There are mental health providers, police personnel, members of the court system, advocates, family members and consumers on the MHRAC.

MHRAC serves a vital role in the dialogue and development of policy, training, procedures and methods that are vitally needed to improve upon the way APD addresses this critical population. The Department and City have a collaborative and productive relationship with MHRAC which offers guidance and evaluation of APD training, support, policy development and solutions to field interactions with individuals in crisis.

⟨ POP Project
Behavioral Health Division ⟩

Improvements at the Behavioral Health Division (BHD)

The Crisis Intervention Unit (CIU) and Crisis Outreach and Support Team (COAST) continue to work with service providers in outreach programs to offer services to the chronically homeless. CIU and COAST have also restructured into teams comprised of a detective, a clinician, and COAST member. The teams have streamlined the case intake process to promote efficiency in the delivery of services to the population of consumers. COAST also conducts a weekly outreach to the homeless providing food, clothing, and facility assistance throughout Albuquerque. There is also an established relationship between COAST and a variety of civic groups and social service organizations which has led to intervention and assessment service referrals. Finally, the CIU has met with the Mayor’s office, the Albuquerque Fire Department, and many other service providers to come up with new initiatives and strategies to compassionately address the challenges of chronic homelessness and panhandling.

Additional Officer Support

To enhance the scope and range of services provided, the BHD Behavioral Sciences Section (BSS) hired a mid-level clinician who is a former police officer and provides additional hours of service for direct referrals and therapy. This program focuses on the mental health of APD officers. This section of the department officer support and other services for officers and their families. BSS also focuses on supervisor training with an instruction block for the updated BSS policy, how to contact BSS, and confidential voluntary treatment. The medical director worked with the Department’s video production team to produce a video that describes the ways an officer can contact BSS for assistance. The BSS will remain focused on minimizing stigma associated with requesting services by encouraging direct referrals and maintaining a provider presence within the Department.

Crisis Intervention Unit (CIU)

APD is an innovator in the Crisis Intervention Training model, being one of the first law enforcement organizations to dedicate full time sworn employees for a CIT program. By creating a unit of full time sworn officers for follow up with individuals living with mental illness APD raised the standard for police intervention in crisis situations. APD is also the only department in the nation to have a licensed psychiatrist on staff full time. The department’s innovative model also includes clinicians, crisis specialist, and continuing education. APD’s CIT program is getting local and national recognition for its innovation, leadership, and knowledge. A recent publication in the American Journal of Psychiatry discusses the program and how police can best work with the mental health community. The American Journal of Psychiatry is the most prestigious peer reviewed psychiatric journal in the world. With the progress being made by CIU they have been invited to present at multiple conferences around the country. They have presented in Tacoma Washington for a regional conference, as well as in Virginia, Monte Rey, and Chicago for national conferences. In August 2017 the CIU presented classes at the Crisis Intervention International Conference in Ft. Lauderdale, Florida. The CIU will also present twice at the International Association of Chiefs of Police (IACP) conference, which is the most important law enforcement conference of the year.

Data Collection

The CIU oversees the training and operational issues around the deployment of specially trained officers (comprising the “Crisis Intervention Team”) who have been trained to effectively deal with situations involving individuals who might be mentally ill or in crisis. As part of their data collection and analysis process, staff analyzed and presented preliminary data in the form of the “APD-CIU Data Book”, which was first produced in October 2016. It is a comprehensive depiction of data about officer contacts with individuals experiencing a behavioral health crisis. Most importantly, this data shows a marked decrease in the use of force on individuals in crisis. There can be no doubt that this decrease is in part a result of MHRAC’s involvement in every facet of developing a more thoughtful approach to responding to this distinct aspect of the Albuquerque community. The data collection efforts of the Department will continue so that documents, such as the APD-CIU Data Book, can be easily created to depict how efforts in policy and training yield positive results in the field. Additional Data Books are created each quarter and presented at the MHRAC board meetings, which are open to the public.

Mobile Crisis Teams (MCTs)

APD has reached out to external stakeholders to address the challenges raised when law enforcement officers respond to calls from citizens who may be experiencing a mental crisis. Mobile Crisis Teams (MCTs) have been formulated with Bernalillo County officials, the New Mexico State Police, the City’s Family and Community Services Department, Valencia County and the University of New Mexico. A MCT will include a clinician and a field officer who will respond to possible 911 calls involving individuals living with mental illness. The MCTs are part of a responsive continuum to these types of calls which includes CIT trained officers, CIU detectives and CIU clinicians.

CIT Training

Crisis Intervention Team (CIT) Training is a basic forty-hour class on mental health, active listening skills, and de-escalation techniques that all sworn field officers and the new officers who just completed the on-the-job training component. In August 2016, the CIU delivered this training to officers with an improved curriculum which met state mandated requirements while also including revisions of Departmental policy. The revisions of the curriculum addressed changes to the following policies: Response to Behavioral Health Issues, (SOP 2-19), Hostage, Suicidal/Barricaded Subject (SOP 2-20), and Tactical Threat Assessment. All class attendees in the Crisis Intervention Team Training are evaluated via written test and reality based scenarios. During the class and scenarios, officers showing skill in active listening skills and de-escalation techniques are identified for future consideration as an enhanced crisis intervention team (eCIT) certified responder. All scenarios are followed by a facilitator debriefing which allows for further discussion about class participants to identify those who excelled during training and may be appropriate to continue onto the advanced training.

Enhanced Crisis Intervention Team (eCIT) Training

Enhanced Crisis Intervention Team Training (eCIT) is an 8 hour course that is given in addition to the 40 hour CIT course that officers are required to take; eCIT is a voluntary course. The course focuses on police interactions with those living with mental illness. The curriculum was developed with the help of MHRAC. The latest eCIT certified field officer count, as of the end of September 2017, is 140; we expect an additional 15-30 eCIT trained officers by the end of 2017 based on the officers who have already signed up. The average eCIT class attendance is 8-10 APD Officers, with outside agencies attending classes as well. We are now at 35% of field officers certified with a goal of 40%. We will continue recruiting efforts for eCIT by offering additional courses.

CIT Knowledge Network

The CIT Knowledge Network is a collaboration with UNM’s Project ECHO and the Albuquerque Police Department to bring specialty training, support, and knowledge in CIT policing and mental health to front line law enforcement personnel. This is a CIT extension training to supplement previous CIT training. The CIT Knowledge Network was developed out of a need to improve APD’s interactions with people living with mental illness. Every week, the CIT Knowledge Network provides law enforcement agencies with educational presentations to fill the unmet need of the training needs of personnel dealing with individuals in crisis. Each meeting is divided into two parts: (1) a brief training presentation, didactic, related to CIT policing, a mental health topic, or a topic that relates to CIT, and (2) debriefings on officer cases involving subjects living with mental illness. Weekly presentations focus on the safety of interactions between officers and consumers, psychiatric diagnoses, de-stigmatization, and resources.

Peer Support Program ⟩

Creation of a Peer Support Program

As directed by Paragraph 248, the Behavioral Health Division worked with volunteers within APD to develop an officer support program. A Peer Support Coordinator position was developed and the position was filled. The Coordinator is tasked with developing, promoting, and enhancing the new program. Multiple informational pieces have been created to promote the program. Protocols have been developed when there is a call-out to address clinical incident stress debriefing and to have a clear outline of what an officer can expect. The Peer Support Coordinator also developed a process where officers who respond to certain types of calls or events are flagged for review by the Coordinator so that they can offer help for especially tough calls. The program is now fully operational. As awareness grows throughout the department the team members are taking more calls, identifying needs, and following up with those involved in critical incidents.

⟨ Behavioral Health Division
IMRs ⟩

Response to Independent Monitoring Reports (IMRs)

APD, the City, and the parties continue to work together to implement the CASA, and have a monthly status conference with U.S District Judge Robert C. Brack to keep the Court apprised of activities and issues as they occur. The City also now meets weekly with the monitor and parties to expedite feedback regarding specific issues or problems that may arise. The weekly meetings are also a good early opportunity to assess if a particular approach may satisfy a CASA directive, and provides instant feedback for stakeholders who may need clarification on a topic.

Soon after the release of the draft of IMR 5, APD staff began compiling a list of the recommendations in order to create a plan to address each one. By the time that the final draft of IMR5 was released one month later, APD was already meeting with stakeholders frequently to measure progress and overcome any obstacles in meeting the directives. APD staff tracked all recommendations on a shared spreadsheet, and each stakeholder added additional information including estimated timelines for completion, additional resources required, regular status updates, and course of business documentation created to support the recommendation. The narratives below group the recommendations into shared subsections that address a specific topic, such as “Use of Force Principles” that are consistent with groupings in the CASA. The narratives are brief; they only provide a quick overview of the intent of the course of business documents that are created to support the effort of satisfying the recommendations and act as a guide for the monitoring team. The true measure of completeness of recommendations comes from the course of business documents that are generated from the process which are reviewed for sufficiency by the Independent Monitor.

⟨ Peer Support Program
Tactical & Investigative Unit ⟩

Tactical and Investigative Unit Improvements

The Tactical Unit has implemented an annual critical review process in January of each year to review procedures, current laws, and best practices from critical incidents that occurred in the previous year. In response to commentary in the monitor’s second report, the Tactical Unit now includes the reason why certain tactics and strategies were used over others in After Action Reports (AAR) to enhance the quality of the report. The AARs also include a more critical and analytical review of all actions taken during an incident regarding the possible risks versus advantages of various tactical options.

⟨ IMRs

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