CATPA Initiatives

Initiatives

CATPA has six (6) specific initiatives identified for funding in COGMS to combat auto theft.  Each initiative is weighted for funding.  An applicant is not limited to selection of one initiative, but encouraged to select all initiatives that meet the applicant’s abilities, skills, and knowledge.  Following are the initiatives, additional information regarding these initiatives can be found in the Grant Manager Guidance:
 
        1.    Enforcement
        2.    Prevention – Public Education
        3.    Prevention – Public Information
        4.    Training
        5.    Prosecution
        6.    Intelligence

 

Current Programs

Since 2010, CATPA has allocated $20.8 million of collected revenues for awarding projects and programs meeting the requirements of §42-5-112 C.R.S.  Using past practices, CATPA has set target award distributions to the various initiatives to prevent auto theft including: 10% to education programs, 70% to enforcement strategies, 1% to first time rehabilitation, 7% to prosecution of offenders, 5% to special auto theft training and 7% to auto theft crime analysis/intelligence efforts.
 
Consistent with state statute (§42-5-112 C.R.S.), applications identified the project area’s incidence of auto theft based upon the geographical distribution within Colorado, the relevance and degree of impact where auto theft crime is prevalent, and the significance to per capita auto theft crime.  These three variables (geography, crime and population) were weighted for consideration by CATPA for funding programs to identify a statewide impact to auto theft reduction.  Using judicial district boundaries within the state, CATPA has used a six (6) sectional area map of the state to identify applicants and auto theft programs.

 

CATPA Area Map

 

In FY16, CATPA funding was apportioned on a statewide allocation using weighted variables of population density, square acreage and auto theft incidence.  The result of funding apportionment was as follows:

FY16 Funding Distribution
Applicant Initiative Award
Attorney General's Office Statewide Prosecution Program $286,491
Auto Theft Intelligence Coordination Center Statewide Intelligence Program $224,589
Beat Auto Theft Through Law Enforcement Statewide Enforcement Program $879,041
Coloradoans Against Auto Theft Statewide Education Program $537,800
Colorado Auto Theft Investigators Statewide Training Program $155,170
CATPA Metropolitan Auto Theft Team Gold Camp Enforcement Program $1,867,293
TOTAL FY16 Awards      $3,950,384

 

 

 
 
 
 
 
 
 
 
 
 
 
 
 
Evaluation Criteria
CATPA used a value based criteria to evaluate the strength of the applications.  There are three (3) primary criteria used:  technical capacity, management capacity and past performance.
 
Technical Capacity accounted for 70% of the evaluation weighting to determining the best value of CATPA fund allocation.  Technical capacities included description of the proposed project area, the level of multi agency cooperative initiative, key personnel, a summary of the funding request, the impact of reduction or denial of funding by the Board, timeline of implementation, the type of program initiative area (enforcement, prevention – public education, prevention – public information, training, prosecution or intelligence), selection of goal statements, strength and relevance of objectives and applicability and significance of measurements.
 
Management Capacity accounted for 15% of the evaluation weighting for proficient management and accounting of CATPA funds.  Applications were evaluated on the ability to undertake and effectively manage the technicalities of the project, related personnel, and financial aspects of the grant contract.  Applicants addressed the use of policies, procedures, formal agreements, and other complexities of work requirements involving a multi agency initiative.  Management capacity also includes the ability to ensure effective, efficient, timely, and responsive support to the proposed project, communication with the CATPA Office and responsiveness to ensuring performance objectives are being met by the project supervisors/leaders.
 
Past Performance accounted for 15% of the evaluation weighting for determining the service level of previous awarded programs.  Applicants were encouraged to demonstrate successful operations and maintenance of similar systems, to include the scale and complexity of the current proposal. The evaluation element was further based on historical information recorded from the CATPA Office and other relevant past performance information obtained from other sources known to the CATPA, and any information supplied in the proposal, to include problems encountered on the identified past awards and corrective action taken. CATPA assessed the relative risks associated with each proposal. Performance risks are those associated with the likelihood of success in performing the acquisition requirements as indicated in a record of past performance.
 
The cost/price factor was not weighted, as CATPA strives towards value-based criteria where the previous evaluation factors combined are significantly more important than cost or price.  However, cost/price did contribute substantially to the selection decision where an application was reviewed in conjunction with the evaluation capacities that warranted the level of funding.
 

 

 

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