2006 Strategic Planning Process
|The 2006 Strategic Plan update process involved a half-day retreat with 40 attendees representing Police Command Staff, Lieutenants, Civilian Managers, and the City's Municipal Security Office. The primary focus of the retreat was to review the Department's progress during the past year, and update the existing 5-Year Strategic Plan for continuation into the new fiscal year and beyond. The process involved a review of key inputs, a review of the existing plan, brainstorming to identify additional strategies, modification of existing strategies, and prioritization of strategic issues.|
|Annual Performance Report on 5-Year Strategic Plan FY 2006/07 (pdf/427 KB/35 pp)
Strategic Plan FY 2006/07 - 2010/11(pdf /431 KB / 46 pp)
The 2006 update process resulted in the development of 13 new Strategies focused on crime prevention, traffic enforcement, investigative resources, employee development, communications technology, and homeland defense. The 13 newly identified Strategies were evaluated, defined and then linked to Strategic Plan Objectives. In addition to the development of new Strategies, the overall process allowed for proposal and concurrence on various other modifications to previously existing Strategies in the 5-Year Strategic Plan. The modifications included title changes, movement of Strategies, and combination or removal of some Strategies.
After the review and update process, the strategic issues were prioritized by the Chief of Police and top staff, and evaluated to determine funding requirements and funding status, and then positioned on a 5-year calendar. Those strategies scheduled to begin during the first fiscal year of the plan were positioned by quarter and linked with measures of success and implementation responsibility.
Implementation and Evaluation
The Department's top staff is committed to the successful implementation of the Strategic Plan. The Chief of Police, Deputy Chiefs and Commanders take personal responsibility for the Strategic Plan Objectives. As "Sponsors", they work together as a team to assign Strategy Leaders and balance resources as the Department moves forward with the Plan.
Progress toward the Strategic Plan is reviewed and tracked using an internal tool that is updated by Strategy Leaders on a monthly basis. The tracking tool contains detailed information about Department Strategies, and includes key accomplishments, percent complete, current status, timelines, history of extensions and any issues that might need to be addressed. The internal tracking tool is used to produce reports that are reviewed by the Chief of Police and top staff at monthly status update meetings. The monthly meetings provide a forum for recognizing accomplishments and open discussion if a Sponsor or Strategy Leader indicates they need resolution of issues or resource assistance to keep the Strategy "on-schedule".
In addition to the monthly update process, the tracking tool is used for the generation of Quarterly Progress Reports that highlight "Key Accomplishments" during each Quarter. These reports are reviewed at Quarterly management meetings, and are distributed department-wide via the "Police-line" newsletter.
The 5-Year Strategic Plan is reviewed and updated on an annual basis, prior to the City's annual budget review cycle. The Department's overall Objectives and 5-year Strategies are assessed and reprioritized if necessary, based on operating expenses, service indicators, crime statistics, or special initiatives. A revised 5-Year Plan is created each fiscal year based upon the outcome of the Department's review and revision of the 5-Year Plan. This process ensures reliability of the Strategic Plan as a tool that can be used for annual operating budget development, Capital Improvement Project (CIP) development, and equipment and personnel planning.
Planning, Research and Accreditation Manager