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. As we implement these initiatives and meet our objectives, we will celebrate those successes together.
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.
Sworn to Protect, Honored to Serve
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. Best practices were then reviewed, including strategic plans from other 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 — Detentions, Patrol, Investigations, Support Services, and Strategic Services — then created division-specific strategies that align with the agency’s overall goals.
To identify priorities, the Research and Planning Commander led a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis with leaders from every part of the organization. From this, draft goals were developed and refined.
Community input was an important part of the process. The Sheriff’s Office Citizen Advisory Council contributed through a workshop and survey that highlighted expectations, concerns, and community strengths. Additional feedback came through the Office of Public Affairs, which monitors public sentiment on social media, responds to about 1,200 public inquiries annually, and relays concerns to the executive staff. Community surveys from the PowerEngage platform, which gathers feedback after calls for service, also informed the plan.
Finally, the command staff reviewed all input to identify key priorities, evaluate challenges, and develop strategic initiatives. These discussions helped set the direction for JCSO’s work in the years ahead.
Community Overview
Jefferson County is known for being a beautiful place to live, learn, work, and play. The county is home to diverse landscapes to include 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. This is also the location of the Jefferson County Sheriff’s Office Headquarters (North Precinct), the Detention Facility, and the Jefferson County Courts and Administration. Jefferson County, the “Gateway to the Rocky Mountains,” has an estimated total resident population of 578,533, which is projected to increase by 9.4% by 2050. The Sheriff’s Office provides law enforcement services in the unincorporated areas with a population of 199,548 residents, along with support to the many municipal law enforcement agencies within the county. It 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 of our large special events and destinations throughout the year.
Our 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
Included in the tables below are some of the reported crimes against persons and property throughout unincorporated Jefferson County. 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.
Crimes Against Persons include violent offenses such as murder, negligent manslaughter, kidnapping, sex offenses, robbery, and both aggravated and simple assault. These are the Person crimes.
Crimes Against Property encompass offenses like arson, extortion, burglary, various types of theft (including motor vehicle theft and larceny), counterfeiting, and fraud. These form the Property category.
Crimes Against Society cover social order violations such as drug offenses, pornography, prostitution, animal cruelty, and weapons violations. These are the Society crimes.
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. While not part of Group A, Group B offenses still impact public safety and community well-being.
In Jefferson County, property crimes such as residential and commercial burglaries, motor vehicle trespasses, and motor vehicle thefts are crimes we categorize as “focus crimes.” Often, we find that the same person(s) commit more than one of these crimes, and when these crimes are studied, we learn patterns of behavior. Therefore, we expend considerable effort reviewing focus crimes that are of great concern and impact to the community.
The Patrol and Criminal Investigations Divisions research occurrences of focus crimes to determine if there are similarities that would indicate a spree or a crime series involving the same suspect or suspects. Studying these trends helps us to better anticipate and prepare for responses with the intent to apprehend suspects who may be responsible for multiple offenses.
In addition to concentrating on these specific crimes, we continually research, analyze, explore, and implement effective and efficient reduction programs. As we move forward, the JCSO will continue to work collaboratively with local, state, and federal officials to develop innovative programs. The Sheriff’s Office vision is for “Jefferson County to be a safe place to live, learn, work, and play.”
| Offense | Q4 ’20 | Q4 ’21 | Q4 ’22 | Q4 ’23 | Q4 ’24 |
|---|---|---|---|---|---|
| Persons Crimes | |||||
| 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 |
| Property Crimes | |||||
| 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 a broad range of essential services in the county, including 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 office is authorized to employ 558 sworn deputies and 302 professional staff members who work to provide 24-hour law enforcement and emergency management services across the county.
The Sheriff’s Office operates a secure detention facility with a capacity of 1,447 inmates, either awaiting trial or serving short sentences. It also maintains three community-based precincts located in the northern, southern, and mountain regions of Jefferson County, ensuring direct and continuous service to residents. The JCSO is committed to excellence and is recognized for its professionalism, transparency, and progressive approach to policing.
In addition to its operational duties, the JCSO has earned and maintains several prestigious national accreditations, including:
- Commission on Accreditation for Law Enforcement Agencies (CALEA)
- American Correctional Association (ACA)
- National Commission on Correctional Healthcare (NCCHC)
- American National Standards Institute-American Society of Quality (ANSI-ASQ)
- American National Accreditation Board (ANIAB) — for the Jefferson County Regional Crime Lab, which is housed within JCSO headquarters
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.
See the current organizational chart for the reporting structure from the Sheriff and Undersheriff to the five division chiefs.
Budget Overview & Priorities
Budgetary Priorities
All financial decisions with the Sheriff’s Office are based on established budgetary priorities, which are:
- 1. Fulfilling mandates
- 2. Public safety
- 3. Public trust
- 4. Accountability
- 5. Population growth
- 6. Wildfire collaboration
- 7. Working/establishing relationships with vulnerable populations
Budget by Division
The 2025 budget for the Sheriff’s Office is $155.3 million and 860 full-time employees (FTE) divided across six divisions (or functional areas):
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
In addition to the annual operating budget, the Capital Improvement and Equipment needs are part of our annual budget process and approved by the Jefferson County Board of County Commissioners. Below is an example of JCSO’s capital and equipment needs, listed in order of priority. Several of these 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. Below is an example of how these mandates impacted our 2024 allocated budget.
Amounts are the FY24 allocated budget.
Fire Marshal, Search & Rescue, Emergency Response
$1,003,224Sheriff serves as Fire Marshal for wildland fires in the county; responsible for county search and rescue functions; Designated Emergency Response Authority (DERA).
C.R.S. 30-10-512, 24-33.5-707, 30-10-513, 29-22-102
Personnel Policies (LEA Act of 1969)
$231,296County sheriffs must adopt personnel policies, including dismissal policies that notify a deputy of the reason for the proposed dismissal and an opportunity to be heard by the sheriff.
C.R.S. 30-11-401, et seq. (“Law Enforcement Authority Act of 1969”)
County Jail Operations
$58,544,219Each county must operate and fund a county jail. Authority exists for counties to enter into agreements to create multi-jurisdictional (regional) jails, whereby county inmates are housed in another city or county.
C.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)
Contract Language Services
(Varies)Orozco (ADA, Hearing Impaired) 2018
Civil Process & Writs
$4,213,082Serves and executes civil processes, subpoenas, writs, and orders as directed by the court.
C.R.S. 30-10-515
Law Enforcement & Peace Keeping
$29,032,713Maintains peace and order; enforces state criminal laws; chief law enforcement officer for the unincorporated areas of the county.
C.R.S. 30-10-516
Body Worn Camera & Demographic Data
$914,013Body worn camera; demographic data collection.
SB20-217, 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
Voting for Confined Eligible Electors (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. 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.
The Public Affairs Unit and Internal Affairs Unit operate within the Executive Administration due to their essential roles in promoting transparency and maintaining public trust. The Public Affairs Unit oversees the agency’s communication with the public, media, and internal stakeholders. Meanwhile, the Internal Affairs (IA) Unit is tasked with ensuring accountability, upholding integrity, and fostering trust between the sheriff’s office and the community.
Leadership
Roster current as of 2026; the printed 2025 edition shows leadership at the time of publication.
Organizational Goals
To ensure accountability and regular follow-up, each goal was assigned to a specific command staff member. These initiatives and goals are documented in this plan, which has been widely shared.
Collaborate for Future Successes
Internal and external collaboration enables us to do our best work and is an essential component of problem-solving and decision-making. This requires effective and regular communication with our stakeholders, both internally and outside the organization. Working together through partnerships, enhancing our relationships, and furthering our understanding to codify our mission as we succeed in our public safety vision.
Employee Retention, Wellness, and Development
The quality of our service and the safety of our communities can only be achieved through retaining and encouraging the development of our most valued asset...our people. 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. We will achieve success through effective leadership, strategic partnerships, comprehensive training, efficient asset management, and an unwavering commitment to meeting the needs of our community.
Optimize Community Confidence and Quality of Services
To increase community confidence, we will provide avenues for citizens to give timely and specific feedback. This feedback will guide our efforts in providing quality service to our citizens.
Maintain Transparency in Fiscal Responsibility and Resource Management
We earn the trust of communities and government entities by stewarding funding with integrity — ensuring ethical use, operational accountability, and complete transparency with no hidden agendas or misuse of resources.
Innovation and Effective Strategies
Superior service and decision-making are 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 our 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 that an individual has violated Colorado’s criminal laws, the 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. This might involve establishing more defined work expectations and off-time expectations, and prioritizing tasks while allocating significant and quality 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
Our primary focus will be on ensuring the safety of staff, citizens, and inmates. As a division, we must create and maintain an environment that promotes safety and security for everyone.
Adherence to Policies and Procedures
Reinforcement and education of all policies and procedures to help with consistent performance in daily jail management efforts. These efforts include our field training instruction, briefing and in-service training, and a variety of other trainings throughout each year to ensure accountability for all staff.
Individual Training
As our most valued asset, staff must receive continual and effective training to optimize their performance. A focal point should be, but not limited to, new technology, current law enforcement trends and procedures, law, policy and procedure, best practices, and departmentally identified issues/deficiencies.
Campus Security
Enhanced efforts on complete campus security to include security assessments (focus on entry and exit points and possible deficiencies), equipment needs, and effective response planning.
Inmate Reentry
Provide reentry assistance through counselor and volunteer-led groups, relationship building with community partners, and detailed transition planning to positively impact the reduction of recidivism.
Jail Management
Continue to evaluate and assess the overall operations of the jail to ensure processes are effective and efficient. Management will utilize 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, community engagement programs, and transparency initiatives. Collaborate with local organizations, businesses, and schools to create comprehensive programs that address underlying social issues and directly address the source of the problem.
Technology Integration
Invest in cutting-edge technologies, such as predictive analytics, artificial intelligence, and data-driven tools, to enhance resource allocation, crime prevention, and investigative capabilities.
Training and Professional Development
Prioritize ongoing training programs for law enforcement personnel (sworn and professional) focusing on de-escalation techniques, cultural competency, and the use of new technologies. Promote career opportunities through succession planning for lateral and promotional moves.
Mental Health Support
Implement programs to support the mental health and well-being of employees, including physical fitness, nutrition, spiritual, financial, and counseling services, as well as stress management resources.
Diversity and Inclusion Initiatives
Promote diversity within the agency through targeted recruitment efforts, diversity training, and inclusion initiatives. Review current job requirements for all positions to determine the legitimacy of job requirements based on standards from the Equal Opportunity Employment Commission (EEOC).
Data Transparency
Enhance transparency by making available specific reports, key law enforcement data, policies, and procedures to the public while respecting privacy and security considerations.
Crisis Response Planning
Develop and regularly update comprehensive crisis response plans to effectively manage emergencies and critical incidents. Review personnel and equipment to meet identified needs.
Risk Assessment and Mitigation
Conduct regular risk assessments to identify potential challenges and implement strategies to mitigate risks, ensuring the safety of both deputies, facilities, and the community.
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
Ensure Operational Excellence through Policy and Standards Management
Maintain up-to-date agency policies that reflect best practices, accreditation standards, and regulatory requirements. Implement and monitor internal controls to ensure compliance and accountability across divisions.
Deliver Transparent and Sustainable Financial Management
Develop and manage budgets that support organizational priorities and ensure fiscal responsibility. Optimize resource allocation through strategic financial planning and analysis.
Drive Organizational Efficiency through Business Practice Optimization
Continuously evaluate and improve business processes to enhance efficiency, reliability, and service delivery. Implement systems and tools that promote data-driven decision-making.
Strengthen Human Capital and Workforce Development
Attract, develop, and retain a diverse and talented workforce through strategic human resource planning. Support employee engagement, performance, and professional growth aligned with agency values.
Enhance Strategic Asset Management
Maintain and improve existing physical assets through proactive inspection, preventative maintenance, and timely repairs to address both immediate needs and long-term functionality. Align asset investments, acquisitions, replacements, and upgrades with long-term organizational needs and fiscal responsibility. Foster and reinforce strong, cooperative relationships with county departments and external partners to enhance coordination, communication, and mutual support.
Advance Organizational Strategy through Research and Planning
Lead strategic planning efforts and performance measurements to guide agency direction and assess progress. Utilize data and research to inform policy development, program effectiveness, and long-term planning.
Coordinate Legislative and Policy Advocacy Effectively
Proactively monitor, assess, and respond to legislative and policy changes that impact agency operations. Collaborate with stakeholders to align agency priorities with evolving laws and 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
Promote cross-divisional collaboration and community engagement
By teaming up across departments and inviting the public into the conversation, we share ideas, solve problems faster, and build trust together.
Foster a culture of data-driven decision-making
We’ll let the numbers do the talking, so every choice is backed by clear facts instead of assumptions.
Enhance operational efficiency through streamlined workflows
Trimming unnecessary steps means staff spend less time on red tape and more time getting real work done.
Provide secure, modern, and flexible information systems to support internal and external stakeholders
Up-to-date, locked-down technology will give employees and the public easy, anytime access to the information they need, without compromising the security and safety of our assets.
Increase division capacity to meet service demand
By adding the right people, training, and tools, we’ll be ready for 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 Jefferson County Sheriff’s Office (JCSO) Divisional Leadership Retreat.
As we move forward, the Jefferson County Sheriff’s Office remains firmly committed to continuously improving our operations — both internally and in how we serve and engage with the public. 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 our daily work while ensuring accountability through centralized tracking and regular progress reviews. Each year, during our dedicated three-day Leadership Retreat, JCSO command staff and supervisors come together to evaluate our progress, share insights, and refine the plan based on evolving community needs and emerging best practices in law enforcement.
It is important to emphasize that this document does not constitute policy or procedure. Rather, it articulates our strategic priorities, defines areas of focus, and supports transparent progress monitoring to ensure we consistently deliver the highest level of service to the residents of Jefferson County.
Workload Analysis
Every three years, the Sheriff’s Office conducts a comprehensive workload analysis as part of our ongoing staff inspection process. This structured review evaluates our operational practices and staffing needs. The process emphasizes collaboration and engaging directly with the personnel in the units, sections, or divisions being assessed to ensure a realistic and informed analysis.
Over the past 25 years, our professional staff numbers at JCSO have crept upward only slightly, while our sworn deputies have struggled to keep pace with rising demands. Until recently, funding limits meant we could only add eleven deputies to the Patrol Division — from 175 in 2000 to 186 in 2024 — even as call volumes increased, investigations grew more complex, and technology drastically increased the collection of records and evidence. Today’s calls for service take longer and require more specialized knowledge due to evolving technology, more complex criminal behavior, and expanded state and federal mandates.
Thanks to our voters, the future of the JCSO looks much brighter. In November 2024, Colorado approved a statewide initiative that will funnel new dollars into law enforcement recruitment, training, and retention starting July 2026. And here at home, Jefferson County residents passed Ballot Measure 1A, opting out of strict TABOR revenue limits so the county can retain more of the taxes citizens already pay. We’re deeply grateful for this trust — and for the critical safety infrastructure it brings.
With the passage of 1A, Jefferson County is investing nearly $7 million in wildfire mitigation and response, adding 37 dedicated wildland fire staff. At the same time, the Sheriff’s Office can fill dozens of previously vacant sworn and professional positions. That means more deputies on patrol for faster response times, more behind-the-scenes specialists to handle complex cases, and an overall boost in law enforcement capabilities to protect our neighborhoods, schools, businesses, and people.
These developments arrive just in time for a full agency-wide staffing assessment as part of our staff inspection process. With potential new funding on the horizon, we’ll dive deep into operational practices and personnel needs — talking directly with folks in every unit and section to make sure our recommendations are grounded in reality. Our employees remain as committed as ever, and strong public feedback collected through surveys and community engagement confirms that you stand 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 in how we serve and protect.
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. The Jefferson County Sheriff’s Office is here to serve you, and we take that responsibility seriously.
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.