2025 – 2030
Strategic Plan
Our five-year strategic plan built through collaboration with communities, stakeholders, and staff.
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Message From The Sheriff
A Message From The Sheriff
Sheriff Reggie Marinelli
Thank you for taking the time to learn more about the Jefferson County Sheriff’s Office (JCSO) and our Strategic Plan. It is my privilege to share this 5-year Strategic Plan with you—a plan built through meaningful collaboration with our diverse communities, valued stakeholders, and dedicated staff. Together, we have laid a strong foundation that will guide us in achieving our vision: to make Jefferson County a safe and welcoming place where everyone can live, learn, work, and play.
At the heart of our organization is a deep commitment to community. We believe that by engaging directly with our residents to shape programs, deliver services, and make important decisions, we build stronger relationships and foster a shared sense of purpose. The goals we’ve set — crafted hand in hand with our personnel and community partners — represent the future we all aspire to.
The dedication and professionalism of the men and women of the JCSO continually inspires me. Every day, I see firsthand their unwavering commitment to serving our community with integrity, excellence, and respect. Having served with the JCSO for almost forty years and taking on the role of Sheriff in January 2023, I am deeply honored to lead this exceptional team.
We look forward to working alongside you as we fulfill our mission to protect, serve, and enforce — always in partnership with the community we are proud to call home.
Mission
PROTECT, SERVE AND ENFORCE
Our mission is simply stated. It is meaningful. It resonates with each of us.
Values
Honest • Accountable • Excellence • Honor • Respect
Our values must be fully understood, practiced, shared and vigorously defended.
Honest
We are honest, forthright and courageous in all we do.
Accountable
We are accountable to the public and ourselves.
Excellence
Our tradition holds that we serve our diverse communities with excellence.
Honor
We honor our oath of office and the people we serve.
Respect
We enforce the law with equity, compassion and respect for all individual rights.
Vision
Our vision for Jefferson County is to be a safe place for all to live, learn, work and play.
Strategic Plan Development
The JCSO Strategic Plan was developed under the direction of the Research and Planning Commander, with guidance from the Sheriff and Undersheriff. The process began with establishing a guiding philosophy from agency leadership, then reviewing best practices from law enforcement agencies of similar size. Unlike previous plans, this version outlines strategies by division to better reflect the wide range of services each provides to the community and to internal partners.
Organizational strategies were set by the Sheriff, Undersheriff, and executive staff through collaboration with stakeholders. Each division created division-specific strategies that align with the agency’s overall goals.
To identify priorities, a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis was led with leaders from every part of the organization. Community input came through the Sheriff’s Office Citizen Advisory Council, the Office of Public Affairs (which monitors public sentiment and handles approximately 1,200 public inquiries annually), and community surveys from the PowerEngage platform.
Finally, the command staff reviewed all input to identify key priorities, evaluate challenges, and develop strategic initiatives.
Community Overview
Jefferson County is known for being a beautiful place to live, learn, work, and play. The county is home to diverse landscapes including mountains, plains, and foothills that line the eastern edge of the Rocky Mountains. Just minutes from downtown Denver, Jefferson County enjoys easy access to all major arterial highways and other modes of public transportation.
Our county seat is the City of Golden, also the location of the JCSO Headquarters (North Precinct), the Detention Facility, and the Jefferson County Courts and Administration. Jefferson County, the “Gateway to the Rocky Mountains,” is the fourth most populous county in the state. Other population dynamics include an influx of travelers through the county via major thoroughfares, and a substantial tourism population that attends many large special events and destinations throughout the year.
The county has an abundance of national, state, and local parks, forests, and open space areas. The Jefferson County Open Space program has over 50,000 acres of land dedicated to preserving the Rocky Mountain environment for future generations. These Open Space Parks receive about seven million visitors annually.
Community Data
Socio-Economic Climate (2024)
Race & Origin Demographics
Population Forecast by Age (2022–2032)
Overall population is projected to increase by 24,060 (+4.2%). The largest projected increase is in age 65 and over, up 30,626 (+28.6%). Other projected increases include ages 18–24 (up 3,539, +8.0%), 45–64 (up 2,615, +1.8%), and 0–4 (up 57, +0.2%). Projected declines include ages 25–44 (down 9,446, −5.7%) and 5–17 (down 3,331, −4.0%).
Source: US Census Bureau
Crime Trends
From Q2 2021 to Q2 2025, total reported offenses decreased from 2,295 to 1,369 across all categories. JCSO shall continue to focus its attention and efforts on reducing crime. Property offenses make up the largest share and drive most of the overall decline. Person offenses remain relatively steady with only modest variation.
Crimes Against Persons include violent offenses such as murder, negligent manslaughter, kidnapping, sex offenses, robbery, and both aggravated and simple assault. Crimes Against Property encompass offenses like arson, extortion, burglary, various types of theft (including motor vehicle theft and larceny), counterfeiting, and fraud. Crimes Against Society cover social order violations such as drug offenses, pornography, prostitution, animal cruelty, and weapons violations. Group B Offenses refer to less severe, non-violent offenses including DUI, disorderly conduct, bad checks, family offenses, liquor law violations, trespassing, and other minor violations.
In Jefferson County, property crimes such as residential and commercial burglaries, motor vehicle trespasses, and motor vehicle thefts are categorized as “focus crimes.” The Patrol and Criminal Investigations Divisions research occurrences to determine similarities indicating a spree or crime series. In addition to concentrating on these specific crimes, the JCSO continually researches, analyzes, explores, and implements effective and efficient reduction programs, working collaboratively with local, state, and federal officials to develop innovative programs.
| Offense | Q4 ’20 | Q4 ’21 | Q4 ’22 | Q4 ’23 | Q4 ’24 |
|---|---|---|---|---|---|
| Homicide | 2 | 2 | 0 | 1 | 1 |
| Assault | 306 | 335 | 356 | 327 | 298 |
| Unlawful Sexual Behavior | 31 | 59 | 39 | 23 | 25 |
| Robbery | 6 | 6 | 9 | 6 | 15 |
| Kidnapping | 4 | 7 | 7 | 13 | 10 |
| Theft from Motor Vehicle | 326 | 210 | 136 | 124 | 98 |
| Theft – all other | 307 | 254 | 279 | 269 | 273 |
| Fraud | 166 | 136 | 91 | 97 | 84 |
| Burglary | 122 | 84 | 122 | 63 | 99 |
| Motor Vehicle Theft | 109 | 127 | 122 | 85 | 83 |
Organizational Overview
The JCSO is responsible for enforcing the law, managing the jail, conducting inmate transports, executing writs, investigating crimes, and preserving public peace. The Sheriff also serves as the fire marshal, overseeing fire suppression efforts.
The Sheriff’s Office operates a secure detention facility and maintains three community-based precincts in the northern, southern, and mountain regions of Jefferson County, ensuring direct and continuous service to residents.
The JCSO has earned and maintains several prestigious national accreditations, including the Commission on Accreditation for Law Enforcement Agencies (CALEA), the American Correctional Association (ACA), the National Commission on Correctional Healthcare (NCCHC), the American National Standards Institute–American Society of Quality (ANSI-ASQ), and the American National Accreditation Board (ANIAB) for the Jefferson County Regional Crime Lab.
The JCSO is also an active member of several professional organizations, including the Major County Sheriffs of America, the National Sheriffs’ Association, the Colorado Sheriffs’ Association, and other relevant associations.
Budget Overview & Priorities
Budgetary Priorities
- 1. Fulfilling mandates
- 2. Public safety
- 3. Public trust
- 4. Accountability
- 5. Population growth
- 6. Wildfire collaboration
- 7. Working with vulnerable populations
Budget by Division
Criminal Investigations
- Victim Services
- Special Investigations Unit
- Property Unit
- Major Crimes Unit
- Crime Scene Unit
- Child Sex Offender Internet Investigation (CHEEZO)
- West Metro Drug Task Force
- Jeffco Regional Crime Lab
- Evidence Unit
Detentions
- Detentions
- Medical Services
- Transportation
- Counselors
- Food Service
- Booking
- Custodial/Laundry
- Inmate Welfare
- Court Services
- Civil
Patrol
- Patrol
- Animal Control
- Traffic Unit
- School Resource Officers
- Direct Operations Unit
- Community Outreach
Executive
- Sheriff/Undersheriff
- Public Affairs
- Professional Standards
Strategic Services
- Business Office
- Supply
- Fleet
- Building Maintenance
- Accreditation
Support Services
- Explosive Ordnance Disposal
- Recruiting
- Professional Training Development
- Academy
- Records
- Technical Services
- Emergency Services
- Wildfire Mitigation
Capital Improvement & Equipment
Capital improvement and equipment needs are part of the annual budget process, approved by the Jefferson County Board of County Commissioners. Several items will be phased in over the next several years.
| Item | Estimated Cost |
|---|---|
| Upgrades to jail/records management systems | $800,000 |
| Elevator modernization | $1,012,000 |
| Roofing replacements | $416,508 |
| Regional training facility | $50,000,000 |
| Mountain Precinct replacement | $15,000,000 |
| Radio re-keying | $250,000 |
| Radio sites infrastructure | $1,000,000 |
| Parking lot security | $500,000 |
| Detentions door headers phase two | $1,000,000 |
| Raptor software and suite | $240,000 |
| HVAC replacements | $500,000 |
Mandated Spending
A significant portion of the annual spending for the JCSO is mandated by Colorado law and case law.
Fire Marshal, Search & Rescue, Emergency Response
$1,003,224C.R.S. 30-10-512, 24-33.5-707, 30-10-513, 29-22-102
Personnel Policies (LEA Act of 1969)
$231,296C.R.S. 30-11-401, et seq.
County Jail Operations
$58,544,219C.R.S. 30-10-511, 17-26-126, 30-10-514, 17-26-104, 17-26-101, 30-11-104; Baker vs Bray, 701 F.2d 119 (10th Cir. 1983)
Civil Process & Writs
$4,213,082C.R.S. 30-10-515
Law Enforcement & Peace Keeping
$29,032,713C.R.S. 30-10-516
Body Worn Camera & Demographic Data
$914,013SB20-217, C.R.S. 24-31-901
Concealed Handgun Permitting
$56,304C.R.S. 30-10-523, HB24-1174, 18-12-202
Sex Offender Registrations
$56,304C.R.S. 16-22-103
Contract Language Services
(Varies)Orozco (ADA, Hearing Impaired) 2018
Inmate Voting
(Varies)C.R.S. 24-072, 1-7.5-113.5, 30-10-529
Executive Administration
$2.7M • 15 FTE
The Executive Administration refers to the top leadership layer of the JCSO. It includes the Sheriff, Undersheriff, Office of Public Affairs, Internal Affairs, Executive Assistant to the Sheriff, and Division Chiefs. The Public Affairs Unit oversees the agency’s communication with the public, media, and internal stakeholders. The Internal Affairs (IA) Unit is tasked with ensuring accountability, upholding integrity, and fostering trust between the sheriff’s office and the community. To ensure accountability and regular follow-up, each goal was assigned to a specific command staff member.
Mission
Their responsibilities are oversight, accountability, external engagement, and ensuring that the five divisions of the Sheriff’s Office operate in alignment with law, community expectations, and internal standards.
Goals
Collaborate for Future Successes
Internal and external collaboration enables us to do our best work. Working together through partnerships, enhancing our relationships, and furthering our understanding to codify our mission.
Employee Retention, Wellness, and Development
Providing support, guidance, growth, and opportunities to our employees is the foundation of everything we do.
Emergency Preparedness and Operational Readiness
We prepare and protect for, mitigate against, recover from, and respond to all public safety needs through effective leadership, strategic partnerships, and comprehensive training.
Optimize Community Confidence and Quality of Services
Provide avenues for citizens to give timely and specific feedback to guide our efforts in providing quality service.
Maintain Transparency in Fiscal Responsibility
We earn trust by stewarding funding with integrity — ensuring ethical use, operational accountability, and complete transparency.
Innovation and Effective Strategies
Superior service and decision-making achieved through innovative ideas that utilize effective strategies, problem-solving, and new technology.
Create an Environment of Internal Accountability
Creating and maintaining processes of accountability achieves the highest levels of service for our employees and communities.
Criminal Investigations Division
$14.7M • 89 FTE
The Criminal Investigations Division is tasked with investigating reported felony crimes and select misdemeanor offenses, as well as conducting undercover and proactive operations related to vice, narcotics, and organized crime. Their primary objective is to gather evidence to determine the guilt or innocence of suspects, recover stolen property, and document these activities in official reports. When probable cause is established, cases are submitted to the District Attorney’s Office for prosecution.
Mission
Provide professional and ethical investigation services to identify and apprehend criminals, collect evidence, and ensure the successful prosecution of those who violate the law.
Goals
Employees
Maintaining a healthy equilibrium that promotes overall satisfaction and reduces stress through defined work expectations and prioritizing time for family, relaxation, and personal pursuits.
Crime Prevention
Implementing strategies to prevent criminal activities and maintain public safety.
Case Resolution
Investigating and solving crimes to bring resolution(s) to victims.
Evidence Collection
Ensuring thorough and accurate gathering of evidence for effective prosecution.
Collaboration
Coordinating with other law enforcement agencies, departments, and stakeholders to enhance investigative efforts.
Intelligence Gathering
Gathering and analyzing intelligence to help predict criminal activities.
Victim Support
Helping and supporting victims throughout the investigative process.
Training and Development
Empowering investigators to stay informed on emerging investigative techniques and technologies.
Community Engagement
Building trust with the community through outreach programs and communication.
Legislation
Adapting to legislative changes as they occur and remaining current and progressive with our practices.
Detentions Division
$63.3M • 394 FTE
The Detentions facility, or county jail, is the central detention facility for all law enforcement agencies in Jefferson County, including local municipal police departments. The county jail houses inmates and pretrial detainees who have been committed to the custody of the Sheriff.
Mission
Remain responsive to community needs, maintain a safe and secure facility, and provide varied services and programs for stability and enrichment to reduce recidivism.
Goals
Facility Safety and Security
Ensuring the safety of staff, citizens, and inmates by creating and maintaining an environment that promotes safety and security for everyone.
Adherence to Policies and Procedures
Reinforcement and education of all policies and procedures through field training, briefing, in-service training, and regular reviews to ensure accountability.
Individual Training
Staff must receive continual and effective training on new technology, current law enforcement trends, law, policy, best practices, and departmentally identified issues.
Campus Security
Enhanced efforts on complete campus security including security assessments, equipment needs, and effective response planning.
Inmate Reentry
Provide reentry assistance through counselor and volunteer-led groups, community partner relationships, and transition planning to reduce recidivism.
Jail Management
Evaluate and assess overall operations using a data-driven approach to evaluate current trends, inmate population, and arrest trends.
Patrol Division
$29.9M • 205 FTE
The Patrol Division’s deputies provide 24/7 patrol coverage for unincorporated Jefferson County, responding to emergencies, assisting with requests, and enforcing both criminal and traffic laws. They operate from three community-based stations located in the southern, northern, and mountainous regions of the county.
Mission
Protect life and property, enforce the law fairly, and maintain public trust through building community partnerships, community policing engagement, and effective crime prevention efforts.
Goals
Community Policing & Crime Prevention Partnerships
Strengthen community/law enforcement relationships through proactive outreach, engagement programs, and collaboration with local organizations to address underlying social issues.
Technology Integration
Invest in cutting-edge technologies such as predictive analytics, AI, and data-driven tools to enhance resource allocation and investigative capabilities.
Training and Professional Development
Prioritize ongoing training focusing on de-escalation techniques, cultural competency, and new technologies. Promote career opportunities through succession planning.
Mental Health Support
Implement programs supporting employee mental health and well-being, including physical fitness, nutrition, spiritual, financial, and counseling services.
Diversity and Inclusion Initiatives
Promote diversity through targeted recruitment, diversity training, and reviewing job requirements based on EEOC standards.
Data Transparency
Enhance transparency by making available specific reports, key law enforcement data, policies, and procedures to the public.
Crisis Response Planning
Develop and regularly update comprehensive crisis response plans to effectively manage emergencies and critical incidents.
Risk Assessment and Mitigation
Conduct regular risk assessments to identify potential challenges and implement strategies to mitigate risks.
Strategic Services Division
$16.1M • 47 FTE
The Strategic Services Division was created in June of 2025. It encompasses asset management, Business Office, grant procurement, Staff Inspections, Supply Operations, Fleet Maintenance, Building Maintenance, Research & Planning, and Accreditation.
Mission
Deliver reliable and efficient support by managing standards, finance, business practices, and proactive maintenance of agency policies and accreditation standards. The Division provides strategic oversight of human resources, asset management, research, and planning to enhance organizational effectiveness. Through proactive legislative coordination, organizational priorities are aligned with ever-evolving laws and policies.
Goals
Operational Excellence through Policy and Standards
Maintain up-to-date agency policies reflecting best practices, accreditation standards, and regulatory requirements. Monitor internal controls for compliance and accountability.
Transparent and Sustainable Financial Management
Develop and manage budgets that support organizational priorities and ensure fiscal responsibility through strategic financial planning.
Business Practice Optimization
Continuously evaluate and improve business processes to enhance efficiency, reliability, and service delivery. Implement data-driven decision-making systems.
Workforce Development
Attract, develop, and retain a diverse and talented workforce through strategic human resource planning and employee engagement.
Strategic Asset Management
Maintain and improve physical assets through proactive inspection and preventative maintenance. Align asset investments with long-term organizational needs.
Research and Planning
Lead strategic planning efforts and performance measurements to guide agency direction. Utilize data and research to inform policy development.
Legislative and Policy Advocacy
Proactively monitor, assess, and respond to legislative and policy changes. Collaborate with stakeholders to align priorities with evolving regulatory frameworks.
Support Services Division
$28.3M • 110 FTE
The Support Services Division oversees Training, Recruiting, Emergency Management, Employee Wellness, Information Services, Volunteer Program, and numerous ancillary responsibilities.
Mission
To provide quality service to the community and the organization through a commitment to innovation, technical excellence, staff development, professionalism, and leadership.
Goals
Cross-Divisional Collaboration and Community Engagement
Teaming up across departments and inviting the public into the conversation to share ideas, solve problems faster, and build trust together.
Data-Driven Decision-Making
Let the data guide every choice, backed by clear facts instead of assumptions.
Operational Efficiency
Trimming unnecessary steps so staff spend less time on red tape and more time getting real work done.
Secure, Modern Information Systems
Up-to-date, locked-down technology giving employees and the public easy, anytime access to information without compromising security.
Increase Division Capacity
Adding the right people, training, and tools to meet the diverse requests that come our way.
Strategic Plan Implementation & Accountability
Strategic goals will be reviewed quarterly, with a comprehensive evaluation conducted annually during the JCSO Divisional Leadership Retreat. Sheriff Marinelli and the entire JCSO team are dedicated to transforming the priorities outlined in this plan into measurable action, always guided by our Mission, Vision, and Core Values.
This strategic plan is designed to be a dynamic, practical tool — not a static document. It provides a clear framework to guide daily work while ensuring accountability through centralized tracking and regular progress reviews. Each year, during a dedicated three-day Leadership Retreat, command staff and supervisors come together to evaluate progress, share insights, and refine the plan.
This document does not constitute policy or procedure. It articulates strategic priorities, defines areas of focus, and supports transparent progress monitoring.
Workload Analysis
Every three years, the Sheriff’s Office conducts a comprehensive workload analysis as part of our ongoing staff inspection process. Over the past 25 years, professional staff numbers have crept upward only slightly, while sworn deputies have struggled to keep pace with rising demands — only eleven deputies added to the Patrol Division from 175 in 2000 to 186 in 2024.
Thanks to our voters, the future of the JCSO looks brighter. In November 2024, Colorado approved a statewide initiative directing new dollars into law enforcement recruitment, training, and retention starting July 2026. Jefferson County residents also passed Ballot Measure 1A, opting out of strict TABOR revenue limits so the county can retain more of the taxes citizens already pay.
With the passage of 1A, Jefferson County is investing nearly $7 million in wildfire mitigation and response, adding 37 dedicated wildland fire staff. The Sheriff’s Office can also fill dozens of previously vacant sworn and professional positions — more deputies on patrol for faster response times, more specialists to handle complex cases, and an overall boost in law enforcement capabilities.
These developments arrive just in time for a full agency-wide staffing assessment as part of the staff inspection process. Our employees remain as committed as ever, and strong public feedback collected through surveys and community engagement confirms that the community stands with us. Together, we’re building a safer Jefferson County for everyone.
Summary
This Strategic Plan defines the Jefferson County Sheriff’s Office’s mission, long-term vision, and strategic direction. It reflects our commitment to public safety, community trust, and continuous improvement.
The plan sets out key goals that will guide decision-making across all levels of the agency — from daily operations to long-term initiatives. It is intended to be a resource for current leadership and future generations of JCSO personnel.
Recognizing that public safety is always evolving, this plan is designed to grow and adapt over time. It will be regularly reviewed to ensure it remains aligned with emerging trends, local needs, and our pursuit of excellence. Through this approach, the JCSO will continue to be a responsive, modern, and forward-thinking agency that is relied upon and trusted by the community.
Closing Message
As we conclude this strategic plan, we want to thank you for your continued support, trust, and partnership. Your involvement in public safety — through your engagement, your feedback, and your votes — makes our work possible.
This plan reflects our ongoing commitment to transparency, accountability, and continuous improvement. It is built on the belief that when law enforcement and the community work together, we create a safer, stronger, and more resilient county for everyone.
Thank you for standing with us. We look forward to the years ahead — working side by side to protect and serve our community with honesty, accountability, excellence, honor, and respect.