2010 Strategic Plan Process


The 2010 Strategic Planning process marked the Department's 8th consecutive year of success with our strategic planning initiative. The annual Police Department process involved a full-day retreat with 45 attendees representing Police Command Staff, Lieutenants, and civilian Managers. 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.

The retreat reaffirmed the Department’s current Strategic Directions and Objectives focusing on crime prevention and enforcement, deployment, recruitment and retention, organizational development, communications, employee training, and facilities/technology planning. In support of these Directions and Objectives, a few new strategies were identified and linked to existing Strategic Plan Objectives.

Following the retreat, the Chief and Command Staff worked to prioritize the newly aggregated list of Strategies, position them on a 5-year calendar, and identify funding requirements and funding status. Strategies scheduled to begin during the first year of the plan were positioned by Quarter and assigned Strategy Leaders responsible for implementation. Strategy Leaders then worked with Command Staff to develop Strategy Definitions, Measures of Success, and Action Plans for each first-year Strategy.

2010 also marked the 1st year of an added joint Police and Fire Department strategic planning process, where Police and Fire employees came together to identify shared initiatives and opportunities for maximizing resources, creating efficiencies, and improving service levels. This collaborative planning process resulted in the identification of 4 Public Safety Strategic Directions with 10 supporting Strategic Objectives and 29 shared Strategies. The Public Safety Strategic Directions focused on a collaborative public safety culture, strengthened communications, integrated training and improved efficiencies.

Implementation and Evaluation

The Department's top staff is committed to the successful implementation of the Strategic Plan. The Chief of Police, Assistant 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 Command Staff at monthly 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, other staff meetings, and published in the "Police-line" newsletter.

The 5-Year Strategic Plan is reviewed and updated on an annual basis, in line with the City's annual budget review cycle. The Department's overall objectives and 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.