2011 Strategic Plan Process
A review of the Department’s vision and mission statements confirmed that the Department is still committed to those statements. Attendees also reaffirmed the Department’s continued commitment to the existing strategic directions. With consensus on the Department’s overall goals, attendees then brainstormed and discussed new strategies for inclusion in the strategic plan. The process resulted in the development of 20 new strategies focused on enforcement, crime prevention, investigations, scheduling and deployment, technology, employee development, communications, organizational development, and homeland security. The 20 newly identified strategies were discussed and 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 plan. The modifications included title changes, movement of strategies, and combination or removal of some strategies.
During the month 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. 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.
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.
2003 Strategic Planning Process
2004 Strategic Planning Process
2005 Strategic Planning Process
2006 Strategic Planning Process
2007 Strategic Planning Process
2009 Strategic Planning Process
2010 Strategic Planning Process