Tigard Police Strategic Plan - 2007 City of Ti and
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TIGARD �� o
Strategi*c Plan
- Table of Contents
Message from the Chief Page 1
Mission,Vision and Goals Statements Page 2
— Core Values Page 3
Organizational Chart Page 6
Background Page 7
Environmental Scan Page 8
Strategic Objectives/Strategies Page 17
Special thanks to Jessie Charlton for taking many of the pictures shown in this document
Message from the Chief
As the Chief of Police I am very proud to present our first Strategic Plan for the City of Tigard Police
Department. This Plan is intended to build on a foundation that I began when I became Chief in
2003. It provides an opportunity to focus on and begin to shape what the future of the Department
will look like. By doing so we can identify what resources we'll need to meet and accomplish our
strategic objectives identified in this Plan.
The Strategic Plan will also serve as a roadmap for the future of the Department in conjunction with
the City of Tigard's Comprehensive Plan. The Strategic Plan will also help elected city officials and
executive leadership to identify and plan municipal priorities. More specifically, it will provide the
Police Department's leadership with a foundation to use when developing strategies and
recommendations.
We also acknowledge that this is just the beginning and strategic planning is an ongoing process which
will be evaluated annually through different management initiatives and the city's budget process.
Throughout the process, the Department will continue to be a full service law enforcement
organization responsible for the delivery of all necessary municipal police services.
On behalf of the entire Police Department, I wish to express my deepest and sincere appreciation to
the Mayor, City Council, and Tigard citizens for the support they have shown us over the years. This
Strategic Plan will enable us to continue providing the excellent quality service that is expected of this
Department.
I'm also very proud of the staff of the Tigard Police Department who played a major roll in the city
being named as the 61" safest city in America. The Department will continue to recruit personnel
with the same high standards that are now exemplified by current officers and staff.
For more information on the Tigard Police Department,please visit our website at
www.tigard-or.gov/police.
Sincerely,
t�+-w
William M. Dickinson
Chief of Police, City of Tigard
r 1
Mission, Vision and Goes Statements
MISSION
The Mission of the Tigard Police Department is to create the highest level of livability
possible by working with our citizens to preserve and protect life, liberty, and property.
(This mission statement defines the core purpose,customer orientation and business philosophy of the
organization-why it exists and what it hopes to accomplish)
VISION
The Tigard Police Department is committed to achieving our mission by:
■ Partnering with citizens and other departments
■ Developing well trained, ethical, and accountable employees
■ Earning public trust and confidence through our actions and values
(Unlike the mission statement which tells everyone what we want to accomplish,a vision statement is for the
members of the organization. The vision statement is our inspiration and the framework for all our strategic
planning)
GOALS
The goals of the Tigard Police Department are:
■ To reduce crime and the fear of crime
■ To assist the City of Tigard in the accomplishment of municipal goals and objectives
■ To enhance the safety and security of Tigard's residents,visitors, and businesses
■ To preserve constitutional and civil rights
■ To foster good citizenship in our youth
(The Police Department's goals are broad statements of anticipated outcomes;more global in scope and
concepts that can be supported by well-stated objectives)
— 2
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The Department also partners with other regional agencies and local governments in some of the
following areas:
➢ Crash Analysis and Reconstruction Team (CART)
➢ Oregon Department of Transportation (ODOT)
➢ Regional Organized Crime Narcotics (ROCN)
➢ Portland/TriMet Transit Police Division
➢ Tualatin Valley Fire&Rescue (TVF&R)
➢ Washington County Fraud& Identity Theft Enforcement Team (FITE)
➢ Washington County Major Crimes Team
➢ Washington County Tactical Negotiation Team ('INT)
➢ Westside Inter-agency Narcotics (WIN)
Core Values are the attitudes and beliefs thought to uniquely pattern a culture
5
• City of Tigard
Police Department *4W
FY 2007-08
Chief of Police
Public Information Officer Confidential Exec. Asst.
Part-Time Conf. Asst.
Assistant Chief of Police
Operations Support Services
Patrol Criminal Investigations
Captain Lieutenant
Lieutenant (3) Sergeant
Sergeant (7) Police Officer (8)
Community Svcs Officer (2) Detective Secretary (1.5)
Police Officer (34) Part-Time Background
Part-Time Crime Analyst Investigators
Traffic Safety Youth Services
Sergeant Sergeant
Police Officer (3) Program Dev. Specialist
Police Officer (4)
Records Unit
Records Supervisor
Records Specialist (6)
Property Evidence Spec. (2)
Business/Technical Svcs
Business Manager
Business Specialist
6
Background
For the last 46 years Tigard has been a rapidly expanding city and the Police Department has reacted
-' to those changes. Now that municipal growth has begun to slow, for the first time the Department
has an opportunity to actually look forward and begin to plan with an eye towards the future. It has
become feasible to project that the city will reach build-out within a defined period of time,which
affords the opportunity to accurately project the future service delivery demands with their attendant
personnel and facilities needs. What will the City of Tigard and the Department look like in the
foreseeable future? By reasonably determining the demands and needs of Tigard over a defined
period of time, the Department will then be better able to draw a roadmap with which to guide our
municipal effort.
In recent years, the Department has refined its Mission,Vision and Goals to more closely reflect its
role within the larger Municipal Vision. The City of Tigard's Vision Task Force provided the
following Direction Statement for Public Safety:
"Tigard will be a safe place to live,play and do business,with efficient public safety
services coordinated by police, fire, and emergency management providers. Citizens
and businesses will be well educated about public safety services;Tigard's citizens
will understand their role and responsibilities for the safety of themselves and their
community, and businesses will take a proactive role for their responsibility in
protecting their investment in the community. Public Safety service providers shall
plan for their service delivery in such a way as to minimize the negative impacts of
the regional populations that travel to and through our community each day. Stable
funding will provide uninterrupted public safety services at desired levels."
Three years ago the Department created and adopted the following Mission,Vision and Goals
statements which are intended to reflect the city's Vision and Public Safety Direction Statements.
The Mission Statement of the Tigard Police Department is to "create the highest
level of livability possible by working with our citizens to preserve and protect life,
liberty and property." The Vision states that we will "partner with citizens and
other departments, develop well trained, ethical and accountable employees, and
earn the public trust and confidence through our actions and values." Finally, our
stated goals are "to reduce crime and the fear of crime, to assist the City of Tigard
in accomplishment of municipal goals and strategies, to enhance the safety and
security of Tigard's residents,visitors and businesses, to preserve constitutional and
civil rights, and to foster good citizenship in our youth." We recognize that a well
thought out long-range plan is necessary to establish the infrastructure and service
deliveries that we believe to be essential. We will use the high ideals contained in
the Mission,Vision and Goals as the foundation for our desired future state.
While this document will utilize the above listed direction and goals,we must remain mindful that in
the end,what our customers, the Tigard public, really want are efficient, courteous, and professional
services.
— 7
Environmental Scan
Current State
Tigard is currently a metropolitan, suburban city consisting of 11.71 square miles and a 46,300
resident population. In a recent analysis conducted by Morgan Quitno Press,Tigard was identified
as being the 61" safest city in America. Considering that we share common borders with the cities
of Portland and Beaverton (who placed 249`h and 66`h respectively in the same analysis),Tigard has
done well in maintaining its stated goal that"Tigard will be a safe place to live,play and do
business."
We have also exceeded the stated goal of having a city "with efficient public safety services
— coordinated by police, fire, and emergency management providers." Law enforcement agencies in
Oregon have the lowest average number of full-time employees responding to calls for service of
any State in the Union (1.63 officers/1,000 population). Tigard falls in the bottom half of those
Oregon departments; therefore,Tigard residents enjoy one of the most efficient police services in
America,not to mention the State of Oregon (U.S. Department of Justice,Bureau of Justice
Statistics, 2000). A recent survey conducted by the Tigard Community Development Department
indicated that police services are rated second only to the Library in customer satisfaction.
Services & Staffing:
Presently, the Tigard Police Department is a very comprehensive municipal agency delivering most
of the services commonly provided by agencies our size. Most municipal agencies employ the "one
-- officers per thousand residents" method for evaluating services and as a baseline comparison with
other jurisdictions. It is also possible to use an alternative method of evaluating service provisions
by simply evaluating whether a city is providing all the services it needs, and if not, to identify those
— services which are lacking. If we employ the "one officer per thousand" comparison,Tigard comes
out on the low end of service with 1.40 officers per thousand versus the national average of 1.8
officers per thousand for cities of our size.
In previous years, the Tigard City Council established a staffing goal of 1.5 officers per thousand. In
recent years, that number has slipped as demonstrated in the chart on the following page. If on the
other hand,we employ the "service provisions" formula, then Tigard still remains on the low end by
virtue of not providing the basic police services of a street crimes (plainclothes) unit, technical
forensics capability, and the ability to deploy a squad system to better utilize staff. Either way you
examine our current service level needs,we are somewhat deficient, however we manage to provide
an acceptable level of public safety services with less taxpayer investment than most Oregon
municipalities, or the United States for that matter.
— 8
Sworn Personnel Staffing Chart
Funded Actual
Sworn Staffing Desired
Fiscal Personnel Ratio Staffing @
Year Population FTE cz> /1000 1.5/1000 ratio Variation
96/97 363042 40 1.1 54 -14
97/98 373680 42 1.1 57 -15
98/99 37,520 56 1.5 56 0
99/00 42,000 66 1.6 63 +3
00/01 39,672 58.5 1.47 59.5 -1
01/02 39,000 60 1.54 58.5 +1.5
02/03 40,950 61 1.49 61 0
03/04 45,130 60 1.33 68 -8
04/05 443650 61 1.3 67 -6
05/06 45,500 61 1.34 68 -7
06-07 46,300 63 1.36 69 -6
07/08 47,226(') 66 1.40 71 -5
08/09 48,171(') - - 72 -
09/10 493134(') - - 74 -
10/11 50,117(') - - 75 -
11/12 51,119(') - - 77 -
(1)Assumes nominal growth rate of 2%
(2) Includes fully reimbursed contracted positions.
Departments throughout the nation are experiencing recruitment problems and Tigard is not
immune. Although one hundred individuals may take the initial police exam, at the end of the
process we are fortunate to find two qualified candidates remaining. In addition to that
complication, eight months typically elapses from the date of the initial exam to the date the recruits
graduate from the Department of Public Safety and Standards Training Academy in Salem. Another
three and a half months expire during the field training process before an officer becomes
sufficiently knowledgeable to work independently, and thus become productive to the Department
and the City of Tigard.
One strategy many departments are deploying is over-hiring in order to avoid operating at
minimums during difficult recruitment periods.
Our current state scan should include the non-residential impacts of our business/industrial
complex as well as the transportation impacts of both retail and pass-through visitors utilizing city
and state roads as they move from one urban village to the next. Washington Square Mall alone,
measures up to 50,000 shoppers per day during their peak periods, and sample counts from out four
state highways show an average daily trip count of 200,000 cars per day.
Our response times to priority one calls and our overtime costs are negatively impacted by operating
at minimal staffing levels. It is interesting to note that our traffic complaints have increased by 40%
since 2004—the same time period during which our response times have increased significantly.
During the majority of any given day,we have five patrol officers scheduled for deployment
9
throughout the city. Although the city may only cover 11.71 square miles, those familiar with traffic
in Tigard can quickly comprehend why additional staff would improve our response times. Traffic
congestion is one of the largest challenges facing Tigard. The chart below provides a brief history of
what the response times have been over the past three years.
Response Time History
Response
Fiscal Year Times
2003-04 4:18
2004-05 4:07
2005-06 4:34
— Another staffing issue that can affect the Department's ability to recruit and retain officers is the
challenge to keep Tigard competitive with wages and benefits. As recently pointed out in an
independent audit of the Department "a police department in the metropolitan area must maintain a
competitive compensation package for the area, or officers may take advantage of the opportunity to
go to another police agency where they can make more money and not even have to change
residences." This is the case no matter what staffing ratio the city decides to continue pursuing.
Facility and Training Space Needs:
The current facility which houses the Department staff was occupied in 1986 with a square footage
of 8,200 sq. ft. This facility was expanded by 3,168 sq. ft. in 1998 to a total of 11,368 sq. ft. This
expansion was projected to serve the Police Department needs until the year 2000 as identified by a
City Space Committee in 1997. In 2006, the Department took over the old Engineering modular
trailer,using half the space for office and the other half for storage. This added 1,440 sq. ft. to the
operational space,but does not include the rental storage space which adds another 2,820 sq. ft. All
total, the Department is currently utilizing 15,628 sq. ft. of building space. The current parking area
used by the Department is approximately 18,000 square feet which includes 43 parking spaces
dedicated solely for parking of city owned vehicles. There is also an additional 5,000 sq. ft. of
secured impound parking area.
At the time of the 1998 expansion, the Department had 61 FTEs; there are now 83.5 FTEs (FY
2007-08 Adopted Budget), eight part-time employees, up to 17 volunteers and frequently one intern.
We utilize the concept of shared workspaces whenever possible for sergeants,background
investigators, and patrol officers. However, we need to provide dedicated workspace to more than
40 individuals and are required to store large amounts of emergency response related equipment in
the same 15,628 sq. ft. that we outgrew years ago.
We have been renting 2,820 sq. ft. of storage space since 1994 and we currently pay $26,100 per year
for those rental units. The City of Tigard has expended nearly one quarter of a million dollars in
space rental thus far. If we were to continue at this rate for the next twenty years,we will have spent
over three quarters of a million dollars and have nothing to show for it except rent receipts.
The Police Department is unique in that approximately 1/3 of its employees work predominantly in
the field,yet require office space for a portion of their work. Further,it has many common space
10
needs such as lockers,bathrooms, hallways, training equipment,briefing, computer, conference, and
interview rooms. Perhaps to a larger extent than most departments, the Department also has need
for a much larger amount of dedicated non-office space. Special needs space must be provided for
prisoner accommodations, arms storage, an emergency power generator, computer and telecom
service rooms, evidence processing,public lobby and bathroom access, records storage, and
evidence/property storage.
We would be remiss to not recommend planning begin immediately for a new police facility to
include dedicated training space.
11
Environmental Scan
Future State
The City of Tigard has grown from a rural town of 1,084 residents in 1961, to an urban city of
46,300 in 2007. Current projections by the Community Development Department predict that
Tigard will be a city of 68,797 residents by the year 2027. This growth will come from known and
proposed annexation areas as well as from infill within the current city limits. Additionally, the
commercial-industrial base of the city will bring another 60,000 or so visitors per day. If we
consider only the increase in residential growth, this represents a 49%increase over today's
population. When we consider the national statistic that crime increases exponentially with city size,
then it would be conservative to state that our current level of police staffing will be overwhelmed.
How then do we anticipate and prepare for the future? This strategic planning device is intended to
look forward to, and prepare for, the coming years. The primary focus of this planning tool is to
predict and plan for the necessary personnel and facilities needs to meet the needs of the city's
future.
Staffing:
How do we establish baseline service levels for Tigard? There is no national standard to follow in
making the determination of how many police officers it takes to adequately deliver the law
enforcement aspect of public safety. The "officer per thousand" formula is the most widely used
method for measuring police level of service,however, another method that is sometimes used is
based strictly on the number of staff required to provide the desired number and level of services.
Both systems can be used for Tigard and the results are virtually identical in terms of determining
the appropriate number of sworn personnel.
In the end,police staffing is always a policy decision established by the elected officials of the city.
In 1989, the City Council established a staffing level goal based on the "officer per thousand
residents" formula. The goal was established at 1.5 officers per thousand,which was maintained up
until the year 2003. Since that time, the staffing ratio has slipped and has been running between 1.3
and 1.4 officers per thousand.
For purposes of planning our future needs, the elected officials may find it beneficial to review the
staffing levels of other cities across the nation. For this purpose,we turn to the federal government
for statistical information with which to help establish norms. The Bureau of Justice Administration
has published a study entitled the LEMAS survey. During 2000, the Bureau of Justice Statistics
(BJS), as part of its Law Enforcement Management and Administrative Statistics (LEMAS) program,
surveyed a representative sample of state and local law enforcement agencies operating nationwide.
Previous LEMAS surveys were conducted in 1987, 1990, 1993, 1997, and 1999.
The 2000 survey describes nearly 13,000 local police departments operating in the United States in
terms of personnel, expenditures and pay, operations, community policing initiatives, equipment,
computers and information systems, and written policies. Nearly all local police departments are
operated by municipal (85%) or township (13%) governments. A total of 171 local police
departments were operated by tribal governments and 52 by county governments. The 2000
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LEMAS survey was mailed to 3,132 state and local law enforcement agencies including all 881
agencies with 100 or more sworn officers. The overall response rate was an impressive 97.4%.
Among local police departments, 1,975 of 2,019 surveys were returned for a very comprehensive
97.8%response rate. As of June 30, 2000,local police departments had 565,915 full-time
employees. They also employed about 62,000 persons on a part-time basis.
Approximately 441,000 or 78% of full-time local police employees were sworn personnel, leaving
22% as non-sworn. Currently, the City of Tigard has 20% of its police staff serving in non-sworn
positions so we are very close, though slightly below, the national average. This is probably
attributable to the fact that we are able to obtain our overnight records function through the
generosity of first, the City of Beaverton Police Department, and more recently, through the
Washington County Sheriff's Office. The following chart shows number of agencies, number of
full-time sworn personnel, and number of full-time civilian personnel sorted by size of police
department:
LEMAS 2000 Survey Results
Number of Agencies Full-time Full-time
Sworn staff Number sworn personnel civilian personnel
Total 12,666 100% 440,920 100% 124,995 100%
>1,000 47 .4% 150,958 34.2% 44,092 35.3%
500-999 37 .3% 25,733 5.8% 8,661 6.9%
250-499 103 .8% 35,896 8.1% 11,593 9.3%
100-249 395 3.1% 56,574 12.8% 17,503 14.0%
50-99 807 6.4% 53,236 12.1% 15,466 12.4%
25-49 1,683 13.3% 53,469 12.1% 14,170 11.3%
10-24 3,700 29.2% 44,667 10.1% 10,515 8.4%
5-9 3,085 24.4% 15,058 3.4% 2,515 2.0%
2-4 2,133 1 16.8% 4,672 1.1% 415 .3%
1 676 1 5.3% 657 .1% 65 .1%
As can be seen from the chart above,Tigard fits in the 50-99 sworn staff category. This makes the
Tigard Police Department larger than 89% of all the police departments in the nation! Agencies of
our size equal 6.4% of all police agencies in the nation. Taking this analysis further,we break out
the number of officers per thousand of residents and establish average staffing ratios as follows:
Staffing Ratio Chart from LEMAS Survey
Population Average ratio of full-time officers
per 1,000 residents
500,000 and up 6.2
250,000-499,999 2.5
100,000-249,999 1.8
50,000-99,999 1.8
25,000-49,999 1.8
13
10,000—24,999 2.0
2,500—9,999 2.2
1,000—2,499 2.5
Average of all size populations 2.6
It is interesting to observe the economy of scale achieved by mid-size cities. Whereas smaller size
cities require more officers per thousand in order to provide 24/7 service, and very big cities have
crime rates so intense as to demand very high officer/citizen ratios, mid-size cities receive both
economy of scale in terms of staffing while enjoying lower crime rates. It is clear from these
statistics that 1.8 officers per thousand residents is the national average. Narrowing the scope to the
State of Oregon,we find that the statewide average for 2001 (most recent statistics available) is 1.63
officers per thousand.
At 1.4 officers per thousand,
Tigard is shown as more
efficient than cities in our
Staffing Levels by Population size range and also below
(National LEMAS 2000 Survey Data) those shown as being the
most efficient of U.S. cities.
3.0
2.5 11 26
2.6 l 2.s
2.4 f.
2.2
2.0 •
LS
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1 2 3 4 5 6 7 S
Rze caegory of{sty
Legend for City Size of Population
1 — 1,000—2,499 5 — 50,000—99,999
2—2,500—9,999 6 — 100,000—249,999
3 — 10,000—24,999 7—250,000—499,999
4—25,000—49,999 8—500,000 and up
Tigard's goal of staffing at 1.5 officers per thousand is actually a very conservative goal as measured
by both national and statewide averages (at the time of this writing, the Department is staffed at 1.40
officers per thousand). Some have suggested that we are able to get by with a lower staffing level
14
due to socio-economic factors including median wages, housing costs, educational levels, as well as
the youthfulness of the community. Finally, the mid-size agency economy of scale shown in one of
the previous charts supports the notion of indulging in contracting as a means of maximizing
Tigard's efficiency and effectiveness. TriMet now contracts for three positions with Tigard and
Metro has now contracted for a police officer to assist with their solid waste code enforcement
program. Tigard should remain open to any other opportunities which would help in the quest for
maximum efficiency and cost-effectiveness.
In August 2007 the City Council also approved the creation and funding of a Commercial Crimes
Unit and will be staffed by three sworn officers. Although this will increase the officers per
thousand; the officers will be dedicated to providing an enhanced service solely to the
commercial/industrial sector of the community. The officers will not be supporting patrol activities
which are the backbone to any local police department. Therefore, the need for adding additional
staff as the community grows still exists.
When it comes to assessing Tigard's police staffing needs, the preceding information makes a strong
case for continuing at a minimum staffing level of 1.5 officers per thousand residents or at an even
higher level depending upon the increase in crime rates. We predict that our crime rate will be tied
to the quality and condition of our housing stock. As the city ages, so too will the housing and its
_ attendant desirability. Additional factors include the future impacts of commuter rail, traffic impacts
as the metro area expands south and west of Tigard, and the nature of the commercial/industrial
element of the community. Proceeding with the 1.5/1000 figure applied against the projected 2027
population of 68,797 residents, the City of Tigard Police Department should be staffed with 103
sworn officers and 26 civilians for a total police staff of 129. Quite a leap from our current
authorized FTE count of 86.5! This includes the three sworn officers for the Commercial Crimes
Unit authorized by the City Council after the adoption of the FY 2007-08 Budget.
City of Tigard Police Department Staffing Trend
City of Tigard-Police Department
Staffing Ratio/1,000 Population
1.9
1.8
1.7
1.6
AIL-
1.4
1.3
1.2
1.1
1
Fiscal Year
4wm*�Tigard "National Average for City Population Council Goal
15
Facilities:
As we expand to meet the challenges of Tigard's population growth, as well as the impact of
surrounding area growth, the second major impact on police services will be the need for adequate
facilities. Every department in the city has felt the pressure to expand their workspace areas and the
Police Department is no different.
A recent audit of the Department generated by the Financial Strategies Task Force, articulated the
Department's dearth of evidence processing and storage space as well as the need for improvement
_ in our technology and practices. Given the earlier discussion on the need for providing additional
police staff over the next 20 years,it follows that the current police facility will need to be expanded.
This expansion is needed first to accommodate our current level of staffing and second to provide
capacity for our future expansion.
First, there is the need for warehousing, or special needs space. This is space which is necessary for
carrying out various aspects of our work,but which is not routinely used as "employee work space."
Examples would include property and evidence processing and storage, records retention,prisoner
sally port and holding/processing areas, emergency power generator room,public rest rooms, the
_ armory, supply rooms, fleet,public and employee parking areas, and employee locker rooms.
Second, there is the need for employee work space which is directly tied to their daily operational
activities. Examples include the records/property/evidence staff, administrative staff, detectives,
supervisors,interns/volunteers, conference rooms,briefing room, training area, interview rooms,
patrol report writing areas, traffic unit, etc.
The Police Department is the only city department that works around the clock. Therefore, both
our employee and city vehicle parking footprint fluctuates throughout the day as compared to other
_ city departments. We also gain an economy of scale for certain work operations such as the patrol
report writing area, as it is utilized by the entire patrol staff over the 24 hour clock.
_ The most effective way to determine the Department's requirements for special needs/warehousing
space is to hire a consultant who can do an accurate needs assessment. The priority for the
Department is to complete this space assessment as soon as funds are made available.
In addition to the two critical strategic areas of staffing and facility space needs, there are other just
as important strategic objectives that the Department will be focusing on over the next few years. A
_ listing of those strategic objectives and related strategies have been included in another section of
this document.
16
Strategic ObjectivesIStrategies
(Note: This listing is not in priority or chronological order)
➢ Develop an enhanced crime reduction plan:
A. Continue to enhance crime analysis program.
B. Pursue funding and implementation of a Commercial Crime Unit.
C. Develop and pursue measures to reduce response time to calls for service (CFS) to
less than four (4) minutes.
D. Enhance department ability to adapt to emerging crime trends.
➢ Plan for adequate staffing:
A. Identify and deploy new recruitment and retention strategies.
B. Develop and initiate new supervisor/manager mentorship program.
C. Develop and implement an effective feedback system for both new and existing
personnel.
➢ Develop and implement business and management strategies to promote increased
effectiveness and efficiencies:
A. Deploy performance auditing.
B. Focus budget on the delivery of the key initiatives and strategies,with clear and
measurable performance standards.
C. Review current business practices.
D. Maximize grant revenues to support and enhance existing programs as well as fund
new initiatives.
➢ Develop and implement a staff development program:
A. Acquire or maintain specialized certification of employees.
B. Create program of succession planning and personnel development.
C. Enhance Department's employee recognition program.
D. Provide supervisory training consistent with the Department's Mission,Vision,
Goals, and Core Values.
E. Develop systems which ensure consistent supervisory practices.
F. Enhance programs to maintain well trained, ethical,and accountable employees.
➢ Develop a police facilities plan:
A. Fund and conduct a comprehensive facility needs assessment. This would include
providing secure parking and storage facilities.
B. Coordinate this effort with the city's broader facilities planning.
17
➢ Foster good citizenship in our youth:
A. Continue to teach DARE, GREAT, and internet safety in all schools.
B. Create a safety patrol/crossing guard program.
C. Begin a CADET/Explorer program.
D. Participate in driver's education curriculum.
➢ Expand services compatible with a full service law enforcement organization:
A. Begin forensic processing on site.
B. Establish contact offices.
C. Expand partnerships with other agencies.
D. Involve the department in contract policing.
E. Develop alternatives to maintain 24/7 records coverage.
F. Develop and implement canine unit.
G. Research and pursue alternative funding sources which would allow implementation
of new program initiatives.
H. Expand traffic enforcement consistent with population growth and increased traffic
flow in the city.
➢ Develop and implement an Information Technology/Telecommunications Plan for
the Department:
A. Pursue and support a paperless police report writing system.
B. Identify and implement solutions for a records management system.
C. Implement new software for the Property/Evidence Unit.
D. Identify and implement solutions for greater interoperability between databases and
communication systems.
E. Draft and finalize a department-wide technology plan.
➢ Develop an equipment plan:
A. Identify future equipment needs for department.
B. Develop replacement schedules for major pieces of equipment.
➢ Foster open communication with all stakeholders:
A. Conduct and review customer satisfaction surveys.
B. Conduct and support Police Citizen's Academy program.
C. Continue to enhance and develop crime prevention programs.
D. Participate in the city's comprehensive plan update via the Comprehensive Planning
Committee.
E. Partnership with other city departments to assist in accomplishing the municipal
goals.
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