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09-20-2018 Council Newsletter ", Comndl Newxlettff C Provided to the Tigard City Council on a weekly basis to stay abreast of current city issues. September 20, 2018 1. Tigard Police Strategic Plan Attached is the 2018-2021 Strategic Plan for TPD. Please contact the Chief if you have questions. 2. Approved Special Event Permit The city approved a special event permit for: Gage Forest HOA Block Party, 9/22, 12-3:30 p.m. 3. Press Release • Tigard police and OLCC conduct compliance check in Tigard 4. Library Update A short summary of library activity is attached. 5. Council Calendar Tuesday, Sept. 25 Business Meeting 6:30 p.m. —Town Hall Tuesday, Oct. 2 Business Meeting 6:30 p.m. —Town Hall Tuesday, Oct. 9 Business Meeting Public Hearing—SWIC Preferred Alternative Adoption 6:30 p.m. —Town Hall Tues., Oct. 16 Business/Workshop Mtg 6:30 p.m. —Town Hall Tuesday, Oct 23 Business Meeting 6:30 p.m. —Town Hall Tuesday, Nov. 6 Meeting Cancelled Election Night 13125 SW Hall Blvd.Tigard,OR 97223 1 Web wwwxigard-or.gov Phone:503.639.4171 FAX: 503.684.7297 TDD 503.684.2772 ` Hye•�. rY�v... �Ap ERS�I� Tigard Police Department 2018-2021 Strategr!plan t�- r` — 1. t�l S. •A��� �-' 1 V.• 1l 1 _I .1 ?iSF..��,.�" II��" y�r-�. I•l.fr.•'A. _ - i.lti]���i� ! !���::;t: � •i I.a�.5��°it � � �.� � +' . -- - —:aMMMvMRMF-- mono— � F pOLICE r 4 4' � 1 City of Tigard Chiefs Message In recognition of our commitment, "to protect and serve all who live, play and work in the City of Tigard," it is my pleasure to introduce the Tigard Police Department's 2018-2021 Strategic Plan. Since taking office as the Chief of Police April 3, 2017,the strategic planning working group conducted a thorough current state analysis of the entire Police Department. Our intention was to gather information from both internal and external sources about factors that are currently affecting or will affect the Department's ability to fulfill its mission. It included identifying strengths,weaknesses, opportunities and threats, and performing a comprehensive data analysis of three different employee surveys,the Police Department Employee Survey(conducted prior to the selection of a new Police Chief),the City Employee Engagement Survey,and the Chief's one-on-one interviews(my conversations with all employees during the first 90 days of office). Our analysis of hard data included looking at the past five years of crime trends, response times, staffing levels, overtime spending,case clearance, community outreach efforts and other performance outputs.The working group also reviewed information obtained from the City of Tigard's phone survey of the community as it relates to City services including police services. In addition,we reviewed trends and best practices from other agencies around the country, assessed how the Tigard Police Department is currently aligned with national and Oregon state accreditation standards and the 21st Century Policing model,which includes building police trust and legitimacy, especially with communities of color. Through this process, we developed a vision for the future and created a blueprint for action to guide the choices we make as a department for the next three to five years while staying true to our core values. We invested a considerable amount of effort into developing a plan that will shape our decision-making process and effectively allocate our limited resources on the most important issues facing our community. As such,the following six strategic priorities will provide our direction for the next three to five years: 1. Focus on effective use of data and technology 2. Strengthen community and City relations and partnerships 3. Enhance the professionalism of the department 4. Strengthen our leadership system 5. Build a high engagement culture 6. Build a responsive organization structure that assures efficient and effective deployment of resources Working collaboratively within the Police Department, with our community, City Government and our regional law enforcement partners will be the cornerstone of ensuring a successful implementation of our strategic plan and fulfilling our vision where "Tigard Police are the guardians of the community. We are an engaged, resilient and progressive department working to make Tigard safer and more livable." �*6+_ Kathy McAlpine Chief of Police TPD STRATEGIC PLAN 2018-2021 Table o Major Department Functions.............. 4 Department Key Partnerships ............. 5 Analysis Data Wheel............................ 6 Mission ............................................... 7 Core Values......................................... 8 Vision.............................................9-11 Tigard Strategic Priorities...................12 Performance Indicators/Goals......13-18 F I� v � r P LIC Attitude Leadership Integrity Service Teamwork PAGE 3 Major Department Functions - Patrol The Patrol Division is the backbone of every police department. Patrol is responsible for the initial handling of all calls for service.Twenty-four hour service requires three shifts each consisting of a supervisor and patrol officers. Uniformed personnel assigned to this section perform most initial investigations and provide the community the highest quality of police services, including K-9 support. Property/Evidence The Property and Evidence Specialists are non-sworn personnel with responsibility for the management, storage and control of all evidence and property in control of the Department.These specialists are supervised by the Records Supervisor. ` Records Records Specialists are non-sworn personnel who are responsible for data entry, control, maintenance Commercial Crimes Unit (CCU)The CCU is unlike and retrieval of police reports.The records unit directly any other crime fighting unit in the region. Uniquely assists the community through inquiries both in person, funded through the City's business licensing fees,four by electronic correspondence and on the telephone. full-time staff(three police detectives and a sergeant) Five specialists and a supervisor staff the unit and are provide dedicated service to local merchants and area available from 8 a.m. until 11 p.m. every day. businesses to investigate and address the types of crime that impact their bottom line. Reserve Officers The Reserve Program is a non-paid voluntary effort affording vetted and trained citizens the Community Service Officer One non-sworn officer opportunity to participate at a patrol officer level.The supports the patrol division.The Community Service program is supervised by the Operations Commander. Officer assists with motor vehicle accidents,traffic The City of Tigard allows the Department to maintain control, report taking and a myriad of other patrol approximately fifteen reserve officers, a ratio to the responsibilities. sworn members employed. Crime Prevention/Public Information This area is School Resource Officers Tigard Police currently responsible for the management of all crime prevention have two School Resource Officers who provide programming within Tigard such as Neighborhood Watch, resource and police assistance within the Tigard- the Monthly Landlord Forum,document shredding, Tualatin School District. National Night Out and Prescription Drug Turn-In.This unit provides information to the public and various media Traffic Safety Unit This unit provides overall outlets regarding criminal, public safety and other activity enforcement of traffic safety laws in Tigard. In addition, in conjunction with Tigard Police Department operations. the three motorcycle officers, provide motor vehicle accident investigation. Crime Analysis The analyst provides timely information that assists officers in solving crimes and Canine Unit Tigard's canine teams consist of two detecting crime patterns within the city and throughout specially trained officers and two police dogs.Together the region.The Crime Analyst supports management's they track, locate and apprehend suspects throughout efforts in allocating resources appropriately and Tigard and in support of other jurisdictions across effectively by providing tactical and strategic analysis. Washington County.The unit operates seven days a week. Recently one canine team obtained a certification Criminal Investigations Unit (CIU)This unit is in narcotics detection. responsible for the initial and follow-up investigations of person-crimes.A Detective Lieutenant and Sergeant supervise the unit which also includes two School Resource Officers. PAGE 4 Tigard Police Department Strategic Plan 2018-2021 Department Key Partnerships The Tigard Police Department works closely with a variety of law enforcement agencies and task forces within the region.These partnerships broaden the scope and depth of the investigations that the department provides to citizens by adding strength and specializations that would not be possible otherwise. Crash Analysis Reconstruction Team (CART) Major Crimes Team Two officers are members of this multi-agency team Sponsored by the Washington County District Attorney's comprised of officers within Washington County Office,this team of experienced detectives provides trained in traffic crash reconstruction. mutual aid with immediate investigative needs during major events. One Sergeant and three detectives are Crisis Negotiations Unit (CNU) assigned to the Major Crimes Team. Two detectives are part of the Washington County regional team.The CNU also includes mental health Tactical Negotiations Team (TNT) consultants who effectively manage each crisis. One officer is assigned to this Washington County Drug Enforcement Agency Task Force (DEA) tactical team. One detective is assigned to the DEA to proactively TriMet investigate and deter the reduction of illegal domestic One sergeant and five officers work as transit police drug availability and trafficking in the region. to provide security throughout the transit system.The FBI Lost Innocence Task Force program is fully funded by TriMet. One detective is assigned part-time to this multi-agency Westside Interagency Narcotics Team (WIN) team that works with the FBI and the U.S.Attorney's One detective is assigned to WIN.The mission of the Office to address the problem of domestic sex team is to proactively target all drug traffickers in trafficking of children. and around the Washington County area. WIN works closely with federal partners. - TL r � t � U ©li Attitude Leadership Integrity Service Teamwork PAGE 5 Current State Analysis Data Wheel Current State Analysis- Is a holistic 360 degree/multi-dimensional view of the organization and the environment in which it must operate. Information is gathered from both internal and external sources about factors that are currently affecting or will affect the organization based on the current situational analysis. Employees are proud in delivering a high Crime rate has remained the level of customer service. same for the past five years. Calls for service have increased Excellent relationship with the community. each year for the past five years. Increased workload due to lower staffing levels and increased calls for service. —\Pw— qqq No integrated strategy for addressing and reducing crime. Crime Employee data • : Citizens believe trendsthe quality of life in Tigard is good or excellent. Tigard PD aligned with Citizens are the City's Communityconcerned Strategic Plan, • about the loss of City • •als Council goals proactive police and priorities • • • trendsactivities. Community is satisfied with the level of police services. NationalCurrent ' • • trendsgrams best & services practices org structure, systems Tigard PD participate President's 21st Century in regional task forces, Policing Model specialized units,and Procedural Justice and Police at-risk youth programs Legitimacy concepts are at risk due to budget I constraints of the City Oregon Sanctuary Law State accreditation standards. Staffing levels have been reduced or at the same since 2012. Patrol staffing levels operate consistently operate on minimum levels despite increase in calls for service and population growth Increase in homelessness and mental health calls Highlighted are examples of information gleaned from the analysis. This is not a comprehensive list.Analysis was based on 2012-2017 data. PAGE 6 Tigard Police Department Strategic Plan 2018-2021 M0 • ission Why our department exists; our reason for being To protect and serve all who live, play and work in Tigard. \ 1IS ' 4 144 Al. .♦ro� l 'r/ h A Attitude Leadership Integrity Service Teamwork PAGE 7 Core Values whatguides our behaviors and decisions? Attitude Service We aspire to maintain a positive, can-do attitude as "Service beyond expectations" is our goal. We are we perform our responsibilities and interact with each dedicated to the ideal of providing the highest quality other and the community we serve. service to our community. We strive to be a proactive, trusted partner with our community and enhance the Leadership quality of life of our citizens. Every member of the department is a leader. Although responsibilities vary, accountability remains Teamwork constant.The principles of leadership and the value We are team-focused for the common good. of accountability are inseparable.As leaders, we We understand the strength of cooperation and are accountable for our own actions, those of our collaboration, and that our success depends on our ability subordinates and to the citizens we serve. to perform together as a cohesive unit.We are dedicated to creating a positive environment which fosters Integrity camaraderie for the common good. Acting with integrity and honor is the foundation of everything we do. It is the basis of public trust.We earn credibility by doing the right thing, being open and honest and actively living our core values. ti y.• 14i .w- r ~ PAGE 8 Tigard Police Department Strategic Plan 2018-2021 i Ion Our desired end state. What success look like in fzveyears. "Tigard Police are the guardians of the community. We are an engaged, resilient and progressive department working to make Tigard safer and more livable." THEME: "Service beyond expectations" THEME: Financially stable/strong ► The service mentality is contagious and pervasive in ► We are good stewards of the money that has been everything we do, internally and externally allocated through bonds and levies ► Citizens expect exceptional service of TPD ► A bond passed enabling a new facility ► Citizen complaints are down ► Response times are down -officers are able to THEME: Professionalism respond to the needs required by the situation and ► We have a reputation of trust, integrity and have enough time to respond to a challenging call compassion for the community we serve ► TPD has services that support the City's vision of a ► We hold ourselves to a high standard - including walkable city, e.g. taking great pride in our appearance > 2-4-person bike team -working trails, ► Records management system is embraced and fully neighborhoods, paths, special events utilized, resulting in well-written reports,turned in > K-9 unit-working trails, paths, special events on time with no errors THEME: "Strong community/ City relationships/partnerships" ► We build strong relationships with our community by increasing community engagement and presence If i s' ► We are supported and working closely with Cityr Hall, businesses and community groups (We are r supported by the City Manager and City Council) ► Our vision, which is strongly aligned with other City - - departments, is well understood and represented ► We have established meaningful connections and trust with a diverse population who are no longer afraid to utilize our services or to provide feedback when they have concerns ► We build strong regional partnerships: > Transit police-we've taken on more of a regional leadership role > Light rail into Tigard > "Help now"team comprised of 2 TPD officers 1 and a cross section of social services/mental -� health professionals/city staff focus on mental health and homeless issues Attitude • Leadership • Integrity • Service • Teamwork PAGE 9 Vision !continued) THEME: Training & Development ► Our department is one of the most desirable and ► We're advancing employees and filling positions innovative police agencies in the nation internally because of our excellent development ► We are as diverse as our community programs ► We have become the law enforcement employer of ► There are many development opportunities: choice- "a destination agency for those who want mentoring program, shadowing, ongoing feedback, to excel" and a "stay for a career" agency skill development,frequent training sessions during ► Retention is high while turnover is low shift briefings and overlap periods ► PTO program has been improved to reveal the ► Flexible schedules make it easy to attend classes strengths and aptitudes of our new hires and participate in other development opportunities ► NRT(Neighborhood Response Team) officers can ► Employees are given the opportunity to identify dedicate time to ongoing criminal activities projects and freedom to explore how they can ► "Help Now"or Homeless Outreach Team comprised of contribute to the department and community 2 TPD officers(FTE funded through grants and private ► We have a full-time, well-staffed training funds) and a cross section of other city employees- department, i.e. a sergeant and 1-2 officers in focus on mental health and homeless issues charge of all training and standards ► Specialty assignments are balanced to better reflect ► We have a well-developed Police Training Officer(PTO) our workload and commitment to City's vision program and have expanded training by 4 weeks ► Traffic safety unit (expanded by 2 more motors ► We've created a department training and -covering 7 days/week at least 12hrs/day) development resource center which exists to ► Business office: ensure people are successful in their current and future positions and it can pull up information on > Consists of well trained staff any subject. We maintain a catalogue of experts to > Adheres to best practices (conduct financial and call at a moment's notice, including city and FTE benchmarking) community members > Continually focuses on current and future fiscal operations and health of the organization ► We've created a Washington County Regional > Provides support for important administrative training where agencies throughout Washington tasks, e.g. receipts, invoices,filing, and can County come to maximize resources, collaborate, complete all financial analysis for Chief and and draw upon each other's skills and expertise Command staff in a timely manner (collaboration includes community members) Leadership Well-staffed and structured to ► Officers and staff are highly regarded, we are accommodate the rising population and trusted leaders within the community increasing needs of the community ► Leaders know how to motivate and engage staff ► A robust staffing plan has ensured that employees -asking for their input on decisions are being used effectively and deployed where they ► Sergeants are highly engaged-giving solid advice are most needed about the profession to younger officers' career and > Expanded specialty units that are the face of the the department department in the community(e.g. CCU, CSOs, ► Accountability has increased SROs,traffic, K9, Neighborhood Response Team, Help Now Team) ► Community complaints have decreased; what is > We continue to strengthen our relationship with unacceptable is well understood and confronted other City departments and are able to send immediately by supervisors command staff members to all City committee meetings PAGE 10 Tigard Police Department Strategic Plan 2018-2021 Vision (continued) / Functional training room and indoor range / Rows of toilets in bathrooms on each floor / Seismically sound / State of the art work out facility-demonstrates the department's commitment to health and well-being (showers, sleep rooms that officers can use before or after court) _ — ► Equipment -� - — - > Our expanded fleet looks professional and solid; all vehicles are well maintained and set up the same (officers have assisted with configuration) > We're "ahead of the maintenance curve" and we care about our cars THEME: Wellness Commitment ► State-of-the-art work out facility demonstrates " - — City's commitment to resilience and a healthy lifestyle and supports an engaged workforce THEME: Data-driven organization ► Strong emotional support for vicarious trauma is ► We have integrated the use of data and technology provided. Employees are able to take time off for into all our practices emotionally taxing calls, e.g. death, shootings, and paid time off or work on light duty until 100% ► People understand the value of collecting accurate and timely data at all levels on a daily basis THEME: Culture THEME: Facilities & Equipment ► Improved morale and high engagement ► Facility ► Positive energy mix with experience and tradition > State of the art facility designed to accommodate ► Alignment -everyone knows where we are headed our growing department for next 30-40 years is (using strategic plan as a roadmap) and how they modern, clean, safe, secure can help get us there > It instills pride; we're proud to bring guests and ► Sharing ideas -creative problem-solving- always visitors to our facility asking ourselves how we can we make it better > The new facility has a strong impact on building and sustaining relationships.This allows us to ► Positive reinforcement and acknowledgment for stay interconnected -we're no longer separate things well done sworn and non-sworn -and this mix is ► Strong relationships between sworn and non-sworn operationally helpful ► Less talking about each other; we're handling > This facility has impacted our hiring-we've interpersonal difficulties directly become a show piece for new recruits > Campus like setting ideal for hosting meetings ► Integrity and honesty are valued by everyone with outside agencies or community leaders ► This is a rewarding place to work / Ample conference/meeting and training rooms / Parking provides ample room and a secured area for the entire fleet and personal cars.There is also ample, unsecured parking for PD visitors / Separate briefing and lunch rooms Attitude • Leadership • Integrity • Service • Teamwork PAGE 11 STRATEGIC PRIORITIES AND GOALS Tigard strategic Priorities Strategic priorities are the long-term, broad, measurable strategies or priority areas that the department will focus on for the next three to five years to address critical issues and close the gap between the current state and future vision. They determine where we need to focus our time and energy to deliver our mission and achieve our vision. These priorities are cross-disciplinary or cross-functional and should apply to all areas of the organization. The priorities serve as the guideposts and framework for setting annual goals. Q Focus on effective use of data and technology Q Strengthen community and City relations and partnerships Q Enhance the professionalism of the department Q Strengthen our leadership system Q Build a high engagement culture Q Build a responsive organization structure that assures efficient and effective deployment of resources Akhi"-h. }. y 4 r 1 I` 1 � _ PAGE 12 Tigard Police Department Strategic Plan 2018-2021 0 a — PERFORMANCE INDICATORS/GOALS c7 LU H Q Focus on effective use of data and technology EXPECTED OUTCOMES (VISION): • Data used as a crime management tool • Increased ability to take timely action on early • Increased ability to efficiently respond to crime and warning signals community concerns • Improved response time to Priority 1 &2 calls • Targeted crime enforcement • Increased capability to provide accurate and timely • Better management and allocation of resources administrative,strategic and tactical data analysis • Data valued by all employees/all levels • Increased use of new technology&equipment • Effective/reliable data systems in place • Decrease in citizen wait time • All employees competent in the use of data for • Increased number of officers in the field for higher analysis and decision making at all levels priority calls • Expanded use of proactive policing strategies • Improved citizen convenience and satisfaction PERFORMANCE MEASURE: • %of decisions and problems solving that is • Time it takes to deploy resources supported by data/facts • Report writing time and report writing accuracy • %of employees using new technology and • %of time allocated to proactive policing equipment • %of officers in the field for higher priority calls • Time it takes to implement new technology • Citizen satisfaction ratings • Response time (organizational dashboard ratings) GOALS: YEAR: 2018 2019 2020 ( Develop and utilize a comprehensive data-driven approach to department D I A operations and crime management among all TPD employees 02 Create and implement executive dashboard D, I A A 3 Expand crime analysis capacity that supports strategic, administrative Review A budget I tactical and statistical analysis impacts ® Create a process to gather input, and continuously evaluate the D, I A A effectiveness of new technologies and equipment 05 Identify a more effective and efficient records management system D I A © Expand alternative service delivery methods to make it easier for citizens D I A to report crimes and concerns KEY: D = Design or create program I I = Implement I A= Assess (can occur before or after implementation) Attitude • Leadership • Integrity • Service • Teamwork PAGE 13 } H O CL PERFORMANCE INDICATORS/GOALS Uj W Q Strengthen community/City relations and partnerships EXPECTED OUTCOMES (VISION): • Stakeholders&community members better informed • Community needs and concerns better understood • Community better understands TPD's work/focus/priorities • Improved trust and relationships with key community partners and stakeholders • Increased community satisfaction • PD employees feel connected to the City's vision and strategic priorities • Community members volunteer to be on the Chief's Advisory Panel PERFORMANCE MEASURE: • Citizen/stakeholder satisfaction ratings • #of followers on all social media platforms • %of employees who feel connected to City's vision/strategic plan as reported in employee survey • #of community members volunteering to help TPD GOALS: YEAR: 2018 2019 2020 01 Create and implement a comprehensive external communications D I A strategy/plan to keep all stakeholders better informed Q2 Conduct an annual community survey D I A ( Actively participate in City's strategic plan V/ V/ V/ ® Create a Chiefs Community Advisory Committee D I A 05 Broaden community policing approach that focuses on quality of life issues D I A KEY: D = Design or create program I I = Implement I A=Assess (can occur before or after implementation) PAGE 14 Tigard Police Department Strategic Plan 2018-2021 0 a PERFORMANCE INDICATORS/GOALS 3 c7 w H Q Enhance the professionalism of the department EXPECTED OUTCOMES (VISION): • Increased community confidence in fiscal • Fully accredited police department management • Policies&procedures updated to state standards • Entire Department under one roof • Adherence to recognized best practices • Improved department communication & • Improved service to citizens collaboration • Reduced civil liability/litigation • Department is adequately staffed to manage the • Reduction in insurance fees increase in calls for service, investigations,traffic • Enhanced employee performance issues and quality of life concerns • Increased employee satisfaction • Department's organizational structure is aligned • Enhanced supervisor/employee relationships with the community needs and operational • Improved department performance(dashboard) efficiency/effectiveness • Balanced budget • Department annual budget allocation reflects • Increased transparency adequate funding PERFORMANCE MEASURE: • Citizen satisfaction ratings • Employee performance ratings • #of civil liability/litigations • %proposed to actual budget items • #of citizen complaints • Organizational performance ratings(dashboard) • Employee satisfaction ratings • %of budgeted positions filled GOALS: YEAR: 2018 2019 2020 01 Become fully accredited by Oregon Accreditation Alliance D, I A A Design and implement an employee performance management system D, I A 03 Continue to evaluate and improve the police budget for cost efficiencies D, I A A ® Acquire new police facility V/ 05 Implement the PTO program D I A © Adequately budget department to meet community needs D A A KEY: D = Design or create program I = Implement I A= Assess (can occur before or after implementation) Attitude • Leadership • Integrity • Service • Teamwork PAGE 15 } H O4 CL PERFORMANCE INDICATORS/GOALS UJ W Q Strengthen the leadership system EXPECTED OUTCOMES (VISION): • More effective and respected leadership team • Leadership credibility improved • Increased leadership accountability(Every level of leadership performing their job) • Right leaders in right role for their natural strengths at the right time • Improved departmental morale • Improved organizational performance • All personnel understand departmental priorities&their role in creating a new TPD • Increased teamwork(Everyone working towards common goals) • Leaders understand employee needs and ideas • Employees understand community needs and concerns • Build bench strength for succession planning PERFORMANCE MEASURE: • Employee performance and satisfaction ratings • Leadership performance ratings • Organizational performance ratings(dashboard) • Time it takes to fill leadership positions • %of strategic plan goals completed on time GOALS: YEAR: 2018 2019 2020 0 Create and implement a leadership development process D I A 02 Create and implement a succession management process D I A 0 Establish a strong leadership culture to support the "Tigard Way" D I A ® Complete and implement department's strategic plan D I A Create, implement, and continuously evaluate an effective internal D, I A A communication system KEY: D = Design or create program I I = Implement I A=Assess (can occur before or after implementation) PAGE 16 Tigard Police Department Strategic Plan 2018-2021 0 a PERFORMANCE INDICATORS/GOALS 5 c7 w H Q Build a high engagement culture EXPECTED OUTCOMES (VISION): PERFORMANCE MEASURE: • Improved morale and employee satisfaction • Employee satisfaction and engagement ratings • Improved retention rate • Employee performance ratings • Improved performance • Retention rate • Reduced sick leave • Sick leave rate • Reduce health care costs • Employee performance ratings • Improved work/life balance • Organizational dashboard ratings • Increased employee satisfaction (feel valued) • Improved performance ALS: YEAR: 2018 2019 2020 01 Create and implement employee training and development program D (1) Develop a department wellness program D, I A A 03 Enhance department's recognition program D, I A A ® Align employees to City's and department's strategic plans D, I A A ( Implement the PTO program D I A © Acquire new facility V/ 07 Create, implement, and continuously evaluate an effective internal D, I A A communication system KEY: D = Design or create program I I = Implement I A= Assess (can occur before or after implementation) Attitude • Leadership • Integrity • Service • Teamwork PAGE 17 } H O a PERFORMANCE INDICATORS/GOALS W Q Build responsive organizational structure that assures efficient and effective deployment of resources EXPECTED OUTCOMES (VISION): • Organization structure adjusted to meet population growth and increased call for service • Department is adequately funded to provide satisfactory service to the community • Budgeted positions are filled • Employee morale is increased • Fully accredited police department PERFORMANCE MEASURE: • Organizational performance(dashboard) • %of Priority response times within target range. • Detective caseloads#'s • Employee survey ratings • Citizen satisfaction ratings • #of vacant positions GOALS: YEAR: 2018 2019 2020 Q Conduct a comprehensive workforce/staffing analysis to assure effective and efficient use of resources strategy/plan to keep all stakeholders D I, A better informed 02 Promote/advocate for ongoing levy/citywide funding I A 0 Become fully accredited by Oregon Accreditation Alliance D, I A A KEY: D = Design or create program I I = Implement I A=Assess (can occur before or after implementation) PAGE 18 Tigard Police Department Strategic Plan 2018-2021 TIGARD POLICE DEPARTMENT 13125 SW Hall Blvd. Tigard, OR 97223 www.tigard-or.gov/police n El 13 Attitude • Leadership • Integrity • Service • Teamwork Item#3 Newsletter: 9/20/18 Tigard Police Department Media Release • ' 13125 SW Hall Boulevard I Tigard, Oregon 97223 www.tigard-or.gov/police FOR IMMEDIATE RELEASE September 20, 2018 Contact: Jim Wolf,Public Information Officer Tigard Police Department Phone: 503-718-2561 Pager: 503-795-2391 Email: jim@tigard-or.gov Tigard Police and OLCC Conduct Compliance Check in Tigard Nine out of 10 businesses visited in Tigard on September 19, successfully passed an OLCC check for alcohol sales to minors. The Tigard Police Department assisted the Oregon Liquor Control Commission (OLCC) with the recent compliance check. This grant-funded effort consists of a team of two Tigard Police officers and an OLCC inspector accompanying a nineteen year-old volunteer. The group visited the pre-selected establishments in Tigard, which either sell or serve alcohol. Oregon Revised Statutes set strict guidelines for the OLCC regarding minor decoy operations at businesses selling alcohol. Throughout the year, checks are conducted unannounced at randomly selected businesses to ascertain compliance regarding the sale of alcohol to minors. Compliance checks may also be initiated based upon complaints lodged with the OLCC or local law enforcement. This recent alcohol sales check in Tigard demonstrates 90 percent compliance,which greatly exceeds the statewide average of 78 per cent. Historically, compliance rates in Tigard peaked as high as 100 percent (2016) and drew dismal compliance figures as low as 30 percent (2009). One way police are working to combat the problem of underage drinking is to partner with coalitions that help educate and support our community's youth in efforts to promote healthy and substance-free lifestyles. Tigard Turns the Tide is one example. You can learn more about this community coalition at www.tigardturnsthetide.org In addition, Tigard Police plan on continued enforcement and additional compliance checks to reaffirm the importance to affected businesses that the sale of alcohol to minors will not be tolerated. Page 1 of 1 Item I, Newsletter • To: Tigard City Council From: Tigard Public Library The UACE-11FUL)SEL) Tigard Public Library Update sELTEMLEL 2c, 2C1 s Bringing History to Life and to Light The Library receives many requests from near and far. We received an email from a professor at Michigan State whose wife had grown up in Tigard. She was interested in the Hasuike family, whose patriarch moved to the U.S. from Japan in 1906 and was the first Asian farm owner in Tigard. ` Professor Bernsten's wife Jan remembered that the Hasuikes were highly regarded in the community during the 1960s. When her parents were very old, they showed her a book about Tigard's founding families. It was the first time she learned _ ti about the internment of Japanese-American families during World War It. The Bernstens wanted to share information with a journalist who had written an article about the mistreatment of Japanese families in Michigan. Jan wanted to show that the Hasuike family fared better than others because of the kindness of R their Tigard neighbors who had taken care of their farm until they returned. Sean Garvey, the Tigard Library's local history librarian, sent the Bernstens local ,_: newspaper articles about the Hasuike family and identified the book that Jan referred to as Tigardvi//e Tigard. The library is about both history and the future. Speaking of History... Summer reading is history and once again the library inspired thousands of library users to spend some of the summer with their nose in a book or ebook. A total of 2,788 kids and teens participated in summer reading. And the adults had a record number of sign-ups at 595. Here are some highlights: • Youth services librarians made 31 outreach visits during the summer. Most of them to free food sites. They signed up 337 kids and teens. • Thanks to the Friends of the Library and a state grant, librarians created a traveling book collection. Books on the Go, encouraged kids to make the of most summer reading. The Library distributed 274 books at outreach sites this summer. New York Times article: Are Libraries Relevant? a= Earlier this month, the New York Times published an article asking if libraries are obsolete. The author states that some elected officials say that because most people get their information and ebooks online, libraries no longer need the support they received in the past. He maintains that libraries are needed now more than ever because of the variety of services they provide, ranging from companionship and cultural programs for lonely seniors to children's activities to assist busy parents. He concludes that in this time of social unrest, the free access and equal treatment that libraries offer are the bedrock of a civil society. Here's the whole article: https://www.nytimes.com/2018/09/08/opinion/sunday/civil-society-IibraU.htmI