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HomeMy WebLinkAboutStaff Report 183-07TO: City City of Palo Alto Manager’s Report HONORABLE CITY COUNCIL FROM:CITY MANAGER DEPARTMENT: POLICE DATE:APRIL 9, 2007 CMR: 183: 07 SUBJECT:PROGRESS REPORT ON THE POLICE DEPARTMENT’S 2006-2011 STRATEGIC PLAN- FIRST AND SECOND QUARTERS This is an informational report. No Council action is required at this time. DISCUSSION The Police Department recently developed short-term goals and associated action steps for its 2006-11 Strategic Plan. The Plan was reviewed by the Human Relations Commission (HRC) and approved by the City Council on July 10, 2006 (CMR:292:06). Staff indicated that it would provide quarterly progress reports to the HRC and the Council. Due to other workload priorities, this is the first progress report that the Department has completed. The report summarizes the progress that has been achieved during the first and second quarters of 2006-07 in working toward accomplishing the five short-term goals. There are 70 actions plans and 19 performance measurements associated with the five goals. Since the beginning of this fiscal year, staff has completed 23 action plans, worked on or partly implemented eight action plans, and 35 actions are ongoing as part of daily responsibilities. A total of four action plans have not been started. Between now and the end of the current fiscal year, staff will be developing actions plans associated with longer term goals (3-5 years) that include: Protect the public Build a new police building Fully integrate and update the Department’s technology Obtain a Mobile Command Vehicle Seek creative funding opportunities Increase overal~l retention and continue to hire quality employees Update the succession plan for all employees Increase staffing to address community concerns Increase the number of volunteers/Reserve Officers/Explorers CMR:183:07 Page 1 of 2 ~ Animal Services Expansion / Remodel Staff will continue to provide ongoing status reports to the HRC and Council on the progress the Department makes in accomplishing the goals. RESOURCE IMPACT Police staffhas absorbed the costs associated with the strategies and action plans. POLICY IMPLICATIONS This plan is consistent with City Policy ATTACHMENTS Attachment A - Strategic Plan Attachment B - Goal and Action Plan Matrix Attachment C - Performance Measurements PREPARED BY: DEPARTMENT HEAD: CITY MANAGER APPROVAL: Police Chief City Manager CMR:183:07 Page 2 of 2 ATTACHMENT A Adopted July 2006 2 Table of Contents Mission, Vision, Core Value Statement Overview: Past to Present (the process) External Focus Group Participants External Focus Group Responses SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) Short Term Goals (1-3 Years) Goal #1 "Strategies, Action Plans, Target Dates~ Responsible Goal #2 - Strategies, Action Plans, Target Dates, Responsible Goal #3 - Strategies, Action Plans, Target Dates, Responsible Goal #4 - Strategies, Action Plans, Target Dates, Responsible Goal #5 - Strategies, Action Plans, Target Dates, Responsible Long Term Goals (3-5 Years) Acknowledgements Page 3 Page 4 Page 5 Page 7 Page 10 Page 12 Page 13 Page 15 Page 20 Page 22 Page 24 Page 25 Page 26 To Proudly Serve and Protect the Public with Respect and Integrity Through the Leadership and Commitment of Employees, the Palo Alto Police Department will Build Trust and Respect with the Public and the Law Enforcement Profession. We value and expect teamwork, trust, integrity, accountability, a positive attitude and the professional, impartial treatment of all. 4 Overview- Past to Present In 2000, a strategic plan was put into action for the Police Department. Information was gathered from eleven focus groups, including five internal and six external groups. The external groups consisted of representatives from community organizations dealing with youth, neighborhood associations, City staff and other governmental agencies. The plan helped guide the Department to provide improved services to the community through an enhanced infrastructure, advancement in technology and a more motivated, highly trained and diverse workforce. A committee of 33 sworn and non-swom Department personnel made up the Department’s Strategic Plan Steering Committee. Several hours of meetings and hard work resulted in the creation of the Department’s Mission, Vision, and Core Values. The committee identified several goals and objectives to lead the Department over the next five years. These were the short-term goals for the 2001-2005 Strategic Plan: 2. 3. 4. To improve internal and external customer service for the public. Acquire a site and obtain financing for a new police building. Develop and implement a plan to upgrade the Departments’ technology. Improve work relationships, recognition, training and career development for personnel. Improve the physical work environment. Achieve and maintain a full, diverse, highly motivated and qualified staff. In 2005, the first Strategic Plan came to a close. While many of the goals were achieved, the committee recognized that the Strategic Plan had yet to be fully integrated throughout the Department, our City government, and most importantly, the Community. In January 2005, we began mapping out a new course setting clear and achievable goals. Included in our plan was a comprehensive review and analysis of our traditions, values and processes as well as the priorities and perceptions of our stakeholders. A new five year Strategic Plan had begun to take shape. External Focus Group Participants In February 2005, staff began the process by. gathering information from external stakeholders. Nine. different external focus groups were identified as having a key interest in the future of the Department (see acknowledgement for names of City offic, ials, staff and community members): City Council Members Neighborhood Associations Youth and Child Development Groups Business Community Minority Leadership Faith Community Human Relations Commission (I-IRC) City Department Heads Individual Community Members Meetings were held with representatives from six different community interest groups. The City Department Directors and City Council Members were interviewed on an individual basis. Five questions were discussed and answered by all external stakeholders. Additionally, information about the Department’s Strategic Plan process was posted on the Department’s Web site, affording individual community members with the opportunity to answer the same five questions as all the other stakeholders and submit their answers to staff via the Internet. The five main questions are as follows: 1. What are the Department’s strong points? 2. What are the Department’s weak points? 3. What is the purpose of a police department? 4. If you were asked to develop a "mission" statement for the Police Department what would it be? 5. What are three short-term goals for the Police Department? External Focus Group Responses The following is a breakdown of each stakeholder group and how they answered the above listed questions. The responses below represent the top three responses. NEIGHBORHOOD ASSOCIATIONS 1. Strengths: Professional, responsive, courteous 2. Weaknesses: Lack of feedback/communication with the, community, lack of traffic enforcement, failure to use community resources 3. Purpose: Public Safety, emergency response, prevention and suppression of crime 4. Mission: Provide a safe and peaceful atmosphere through the trust and collaboration with Palo Alto Citizens. 5. Goals: Increased systematic communication of information to the community regarding both crime trends and our response to their requests; increased collaboration with the community and use of information obtained from the community; improved computerized mapping system to insure speed and accurate emergency response. YOUTH & CHILD DEVELOPMENT GROUP 1. Strengths: Responsive to needs, quick response, adaptive, good follow through 2. Weaknesses: Public Relations, building bridges of communication with the community, special needs training 3. Purpose: Solve problems, Public Safety, build relationships with the community 4. Mission: Keep it the same as your last one but publicize it more. 5. Goals: Develop a clear and effective internal and exterual public relations strategy and imple~nent it enthusiastically; increase partnerships with the community; improve your relationship with the minority community. BUSINESS COMMUNITY 1. Strengths: Responsive, cooperative, supportive 2. Weaknesses: Not enough foot and bike patrol, personal communication/contact with merchants, follow through and follow up 3. Purpose: Serve and protect, uphold the law, Public Safety 4. Mission: Protect, serve, and educate the community. 5. Goals: Develop personal relationships with the merchants while proactively c.hecking on their needs; attend business association meetings; increase foot/bike patrol, and develop a newsletter to e-mail to merchants. MINORITY LEADERSHIP 1. Strengths: Open to talking, well educated officers, quick response 2. Weaknesses: No confidence in internal affairs and police oversight, unwilling to acknowledge fault, lack of minority hiring, disconnected from comlnunity 3. Purpose: Serve, protect, educate 4. Mission: Use current mission, but add "with respect and equal treatment of all." 5. Goals: Hire and pro~note minority officers; actively educate the community regarding race issues; improve race relations. FAITH COMMUNITY 1. Strengths: Respectful and polite, willing to solicit input, responsive 2. Weaknesses: Lack of visibility within the community, communications with the community, long term follow-up 3. Purpose: Public Safety, solve problems, educate the community 4. Mission: Use the current mission but add words such as respectfifl and fairness. 5. Goals: Increased visibility and outreach with the community; more interaction on an individual basis; improve public relations and educational systems. HUMAN RELATIONS COMMISSION 1. Strengths: Open to feedback, seek to improve, commitment to community involvement 2. Weaknesses: Retention of experienced officers, public relations, does not meet and communicate with the community 3. Purpose: Public Safety, answer to the community, uphold peace 4. Mission: Use the current mission but add words such as positive and unbiased. 5. Goals: Increase trainiug for officers; improve public relations; retain and recruit experienced officers. CITY DEPARTMENT DIRECTORS 1. Strengths: Integrity, educated quality officers, collaborative 2. Weaknesses: Loss of institutional knowledge, too self critical, lack of unified leadership 3. Purpose: Public Safety, educate the community, crime prevention 4. Mission: "Make it more specific and shorter". 5. Goals: Enhance public relations; increase community outreach; develop a clear succession plan. CITY COUNCIL MEMBERS 1. Strengths: Good response time, good traffic enforcement, professional 2. Weaknesses: Negative media image, communication, communitF involvement 3. Purpose: Public Safety, maintain civility, community policing 4. Mission: The statement should reflect our character. 5. Goals: Increase number of experienced officers; increase training for officers; integrate the Department into the community more; develop a clear vision in leadership; repair relations with minority and other community groups through education; increase training in conflict resolution. COMBINED TOP THREE LIST INCLUDING INDIVIDUAL COMMUNITY MEMBERS 1. Strengths: Responsive (to include both fast and attentive), open to talking/feedback, courteous 2. Weaknesses: Lack of co~nmunications with the com~nunity, public relations, low confidence in Internal Affairs and oversight 3. Purpose: Public Safety, educate, solve problems 4. Mission: Comments included: shorten it and publicize it; add words such as value, positive, leadership,~roactive, respectful, without prejudice, and effective.5. Goals: Clear and effective public relations strategy; increased collaboration with the commnnity; improve relationships with the minority communities. 9 The information obtained from the external focus groups was then presented to an internal focus group comprised of Police Department employees (both sworn and non- sworn) from every division and each rank. This internal focus group became the Strategic Planning Committee. The Strategic Planning Committee reviewed the last five- year strategic plan, conducted an analysis of the Department’s strengths, weaknesses, The The information obtained from the external focus groups was then presented to an internal focus group comprised of Police Department employees (both sworn and non- sworn) from every division and each rank. This internal focus group became the Strategic Planning Committee. The Strategic Planning Committee reviewed the last five- year strategic plan, conducted an analysis of the Department’s strengths, weaknesses, opportunities, threats (SWOT), reviewed the above information from the external focus groups, and decided to build on the strengths, resolve the weaknesses, exploit opportunities, and avoid threats. The following represents the SWOT Analysis conducted by this group. 10 SWOT ANALYSIS Strengths ¯Good, smart people ¯Function well in a crisis ¯Responsive ¯Welcoming and open ¯Response to critical incidents ¯Citizen’s Academy ¯Animal Services Opportunities ¯Education and outreach to the public ¯Resources and training ¯Technology ¯Public Relations- Media and using Weaknesses ¯Accountability & Ownership ¯Experience ¯Morale ¯Communications ¯Gossip ¯Leadership ¯Negativity ¯Public Relations ¯Community involvement ¯Reactive rather than proactive ¯Stakeholder perception ¯Education and outreach to the community ¯Can’t say "No" ¯ ¯ Threats Funding decline Established media Community perception and trust of established media other alternatives *Alternative funding sources *Outside partnerships ¯New police building ¯Shared resources for training .HRC ¯Changes in case law ¯Failure to recognize weaknesses ¯Retirements ¯Local cost of living ¯Competition for resources ¯Poor internal communication ¯HRC 11 The SWOT Analysis led to a discussion about what the employees wanted the Department to look like. The following words described that image: Respected by the community Cohesive Maintain and apply core values Pride Diversity Effective Responsive Competent Loyal Fair and Objective Positive Creative Fun Committed to Excellence Professionalism Model for other departments Proactive Trusted by the Community As the Police Department continues its transformation from a tra,ditional, reactive model of policing to a proactive community policing model, the need for comprehensive and focused strategies is vital to our success. The purpose of our Strategic Plan is to assist the Department in identifying issues and problems that threaten the quality of life in neighborhoods. The plan sets forth strategies that will guide short-term solutions, by establishing what employees of the Department commit to do and how they intend to do it. The plan also has mechanisms for the Department and the community to measure the 12 This document is to be used as a road map that the Departmentperformance and results, can look at everyday, every week, every month, every year to see if employees are being effective. The Strategic Planning Committee developed four short-term goals to serve as the framework of the Department’s Strategic Plan. The Draft Strategic Plan was reviewed by the HRC in May of 2006 and based on their input an additional goal was developed and is represented as the first goal listed below. SHORT TERM GOALS (1-3 YEARS) To protect the public To increase the trust and confidence of all members of the community To increase the trust, confidence, pride, motivation mad unity of all empl.oyees within the Department To increase organizational and personal acconntability To integT"ate the Strategic Plan throughout the Department, City and Community The Strategic Planning Committee developed strategies to assist in reaching our goals. Action plans were attached with target dates and personnel responsible for the implementation of each plan. 13 Goal #1: To protect the public Strategy Proactively reduce the crime rate Proactively reduce traffic violations and Action Plan Implement a Crime Suppression Team Communications will determine appropriate response to all emergency calls Investigate all criminal activity Assign follow-up and investigate viable leads to cases Address crime trends as identified in a timely manner Provide community alerts to residents and businesses about crime trends, hazardous situations, or public safety concerns in a timely manner Participate in regional meetings and task forces as needed to address crime trends Liaison with regional Parole and Probation offices Enforce traffic violations Target Date May 06 On-going On-going On-going On -going On-going On-going On-going On-going Responsible Chief Charlie Cullen All Sworn Personnel Investigations/Patrol Crime Suppression Team!Patrol/Investigations /Crime Analyst Community Relations Sergeant and Press Information Officers Investigations and Crime Analyst Investigations/Crime Suppression Team and patrol designee Patrol/Traffic Team 14 accidents Provide assistance, enforcement and guidance to the community regarding animals Provide assistance to the community in the event of a disaster Participate in the Avoid the 13 Campaign Participate in national campaign such as "Click it or Ticket" Participate in the Safe School Campaign Respond efficiently and effectively to all animal calls Ensure staff are trained and equipped to handle disasters Assist the Fire Department in conducting community exercises December 06 As scheduled As scheduled On -going On-going As Scheduled Traffic Team andPatrol Traffic Team Traffic Team Animal Control Officers/Patrol Officers Command Staff Command Staff The following Performance Measurements will be utilized for Goal #1: 1o Decrease the number of violent crimes reported as documented in the previous year’s annual budget’s benchmarking measures. (85) 2. Maintain a 90% response time to emergency calls of within 6 minutes from the time of receipt to the first officer’s arrival. 3. Maintain a 95% rate of emergency calls dispatched within 60 seconds. 4. Maintain or increase the percentages of cleared or closed cases as reported in the previous year’s annual budget benchmarking measures for rape, robbery, and homicide cases. 5. Maintain or increase the amount of traffic enforcement as reported in the previous year’s annual budget benchmarking measures. 6. Maintain a 90% rate for animal calls responded to within 45 minutes. 15 Goal #2: To increase the trust and confidence of all members of the community. Strategy Increase quality and timeliness of citizens complaints and internal affairs investigations Train and educate all employees in the community policing philosophies; especially related to the minority community Establish partnerships with key community groups: neighborhoods, youth, business, minority, faith, and HRC. Action Plan Work in cooperation with Police Auditor Chief will define community policing standards and expectations for all employees Trainers will be identified Training will be provided to all staff Community policing standards and expectations will be incorporated into all employee evaluations Host semi annual meetings with strategic plan focus group representatives along with City staff in order to address community concerns and differences Continue to participate in Target Date Ongoing May 06 May 06 June 06 July 06 First Quarter (FY 06-07) Responsible Chief Johnson Chief Johnson Personnel and Training Identified Trainers All supervisors and managers Lieutenant Burt As Scheduled Chief 16 Create opportunities for increased visibility & interaction with community members the Fast Friends Project with Stanford University Define the expectations of the Adopt-a-School Program: time, info gathering and dissemination and then actively participate in the program. Develop a structure for an Adopt-a- Neighborhood Program to be implemented in 2007. Actively participate in the Night Safe Program: providing education & enforcement for downtown businesses. Establish and promote the Neighborhood Watch Program PAY Program- establish a Department liaison to provide support & leadership in the program Deploy and use bicycle officers as often as possible Assign officers to incorporate foot patrol of parks into their daily July 06 October 06 July 06 July 06 July 06 July 06 July 06 Day Shift Patrol Lieutenants & School Resource Officers Patrol Lieutenants & Susie Jones Night Shift Patrol Lieutenants Susie Jones SRO Lieutenant Burr & Day Shift Patrol Lieutenants Patrol Lieutenants 17 Increase communication with the community; especially with minority members activity, especially weekends/holidays Host a minimum of one meeting a year with members of the minority community to receive feedback Participate in the National Night Out Event Establish a community relations sergeant as a one-year pilot program Improve the Department’s website to be more organized and user friendly Citizen’s Academy- this is an educational vehicle that helps citizens that we serve better understand the r01e of the police in their community and the polices and practices the Department utilizes to administer police service Conduct a follow up meeting with citizen academy alumni Continue the Access Line with an emphasis on building relationships with the minority community As Scheduled August 06 Begin July 06 November 06 On-going The quarter following the graduation of the academy On-going Chief Command Staff, Susie Jones and Sandra Brown Chief Johnson Larry O’Brien Susie Jones and Captain Venable Susie Jones and Staff Command Staff 18 Fully implement the MAV Program Provide Cultural Diversity Training to all staff Continue the collection of demographic data More effective use of Community Messaging System to inform citizens of incidents and events. Continue conducting community surveys Have officers and supervisors attend City Council/HRC meetings Complete the installation of units As Scheduled Personnel and Training Lieutenant On-going Patrol Lieutenants First Quarter FY 06/07 Chief Johnson & Sheryl Contois On-going Chief Johnson and City Auditor On-going All Supervisors and Managers By July 06 Sheryl Contois 19 The following Performauce Measurements will be utilized for Goal #2: 1. Maintain or exceed a 90% approval rating for resident satisfaction with the department in the SEA survey. 2. Conduct traffic stop survey with a goal of maintaining or exceeding a 55% approval rating 3. Each fiscal year, we will maintain or increase the number of commendations from the previous fiscal year. 4. Each fiscal year, we will maintain or decrease the number of sustained complaints from the previous year. 5. A Questionnaire will be given at the Community Forum Meetings that will ask participants to rate our performance. We will achieve a positive rating from 70% of participants. 6. Feedback from the HRC on a quarterly basis. 7. The first year’s number of complaint/IA investigations reviewed by Police Auditor will be used as a benchmark for the second year. The goal each year will be to decrease the number reviewed. 2O Strategy Establish regular, two way communication between all staff Goal #3: To increase ¯ employees within the Department Action Plan Provide immediate honest feedback and communication. Intervene and confront the rumor mill the trust, confidence, pride, motivation and unity of all Develop a centralized mechanism for disseminating information to employees Provide written documentation to clearly communicate standards and expectations for each employee Recognize and reward good work in a timely manlier Hold a vertical staff meeting at least once a quarter (4 per year) Develop individual work group mission statements Establish "360 degree" evaluations Target Date On-going On-going October 06 July 06 On-going First Quarter of 06/07 July 06 By October 06 Responsible All Supervisors and Managers All supervisors and Managers Chief Johnson All Supervisors and Managers All Supervisors and Managers Captain Burns All Supervisors and Managers Persormel and Training 21 Strategy Increase the quality and timeliness of Citizen Complaints and Internal Affairs Investigations Develop stronger management and leadership opportunities for the entire organization Action Plan Utilize the IA Team according to policy and provide frequent training to team members Adhere to investigation fimelines per policy Provide annual training to all supervisors Establish a leadership development program for all supervisors to include supervisory development, accountability, and professionalism. Update each employee’s succession plan. Target Date On-going On-going Fiscal Year 06/07 Fiscal Year 06/07 By October 06 On-going Responsible Lieutenant Keith All Supervisors and Managers Lieutenant Keith Command Staff Continue Use of Early Regularly monitor early Warning System warning system The following Performance Measurements will be utilized for Goal #3: 1. Each fiscal year, we will reduce the number of sick time hours used by 5% compared to the previous fiscal year. 2. Each fiscal year, we will maintain or increase the number of commendations compared to the previous fiscal year. 3. Each fiscal year, we will maintain or decrease the number of sustained All Supervisors Lieutenant Doug Keith 22 complaints compared to the previous year. 4. Conduct an employee survey in June 2006 in order to assess the department’s internal performance and follow up each year thereafter to assess internal morale and performance. Goal #4: To increase Strategy Ensure consistent compliance with all Department policies and procedures by all employees Promote and reward supervisors to be actively engaged organizational and personal accountability Action Plan Target Date Reinforce critical October 06. policies with all employees at least once a year. (The critical policies as determined by P&T.) Hold Supervisors accountable for not holding their employees accountable Develop a report writing manual to create consistency and compliance. Continue to mentor and provide development opportunities for all supervisors Conduct "Ethics in Law Enforcement" to all supervisors On-going November 06 July 06 On-going June 2006 Responsible All Supervisors and Managers All Managers Patty Lurn, Zach Perron, Karen McAdams and Rita Singh Chief Johnson & Personnel and Training All Managers Lieutenant Keith and Chief Johnson 23 The following Performance Measurements will be utilized for Goal #4: 1. Conduct a compliance audit on a critical performance task!area at least once a quarter. 2. Discuss accountability and seek input at each vertical staff meeting. 3. Conduct an employee survey in June 2006 in order to assess the department’s internal performance and follow up each year thereafter to assess internal morale and performance. 24 Goal #5: To integrate the Strategic Plan throughout the Department, the City, and the Community Strategy Incorporate the strategic plan into major Department programs Action Plan Incorporate the strategic plan into the Field Training Program Include the strategic plan into the promotional process Include the strategic plan into the new employee orientation Incorporate the strategic plan into all employees evaluations Include the strategic plan into work plans Reward and recognize good work that is in line with the strategic plan Incorporate the strategic plan into the budget process Visually place the strategic plan throughout the Department Place the strategic plan on the Department’s website Target Date July 06 November 06 July 06 July 06 July 06 On-going July O6 August 06 August 06 Responsible Field Training Lieutenant Lieutenant Keith Lieutenant Keith All Supervisors and Managers All Supervisors and Managers All Supervisors and Managers Pete Hazarian Personnel and Training Larry O’Brien 25 The following Performance Measurements will be utilized for Goal #5: 1. Insure implementation of at least 90% of the items described in the action plan each year. Implementation will be on going throughout the next five years. After developing the framework for the Department’s Strategic Plan, the Strategic Planning Committee developed several long-term goals. These goals are directly related to the Department’s vision statement and are very much a part of our future. Strategies, action plans and target dates will be developed during the fiscal year of 2006/2007. LONG TERM GOALS (3-5 YEARS) Protect the public Build a new police building Fully integrate and update the Department’s teclmology Obtain a Mobile Command Vehicle Seek creative funding opportunities Increase overall retention and continue to hire quality employees Update the succession plan for all employees Increase staffing to address community concerns Increase the number of volunteers/Reserve Officers/Explorers Animal Se~wices Expansion / Remodel 26 City Council Jim Burch, Former Mayor Judy Kleinberg, Mayor Victor Oj akian Bern Beecham LaDoris Cordell Hillary Freeman Yoriko Kishimoto Jack Morton Dena Mossar ACKNOWLEDGEMENTS Human Relations Commission Eve Agiewich Adam Atito Jeffrey Blum Linda Lenoir Valerie Menager Lakiba Pittrnan Shauna Wilson Business Community John Benvenito Jean-Paul Coupal Marc Dickow Barbara Gross Stephanie Wansek City Staff Frank Benest, City Manager Emily Harrison, Assistant City Manager Gary Baum, City Attorney Steve Emslie, Planning Director Sharon Erickson, City Auditor Richard James, Community Services Director Glen Loo, IT Director Nick Marinaro, Fire Chief Glen Roberts, Public Works Director Donna Rogers, City Clerk Paula Simpson, Library Director Carl Yeats, Finance Director Minority Community Harold Boyd Roy Clay Samina Faheen Loretta Green Linda Mabry Jonathon Staples Faith Community Child/Youth Development Neighborhoods 27 Susan Adams Anana Ansari Penny Barrett Stephanie Brown Manzoor Ghori Bob Paugh Naryana Ramasamy Jagit Singh Palo Alto Police Department Heather Akins-Souza Kara Apple Donna Amdt Robert Bonilla Dennis Bums Lacey Burr Sheryl Contois Charles Cullen Mike Denson Chris Hammett Pete Hazarian Stacey Henderson Lynne Johnson Ken Kratt Linda Maratas Karen McAdams Tim Morgan Andy Bemier Margo Dutton Terry Kurfess Henry Neugass Gail Price Melissa Taylor Missy Morrill Nanelle Newborn Rebecca Phillips Zach Perron Cori Preheim Sandra Pretari Christopher Quick Carla School Rita Singh Sean Smith Sandi Stadler Barbara Teixeira April Wagner Marianna Villaescusa Annette Ashton Arthur Keller Doug Moran Don Nielson Priscilla Williams Public Comments All those anonymous citizens that wrote in comments on our website! ATTACHMENT B 0 0 0 e- 0 .{3 t- O ._= t- O ._o 0 ._~ . o o E E00 0 ._._J o r-o r- o.-~ 0 0z 0 0z E~oLI. 0 0 ._~ 0 ~o ~°EEo ~000 0 00 "-s e~ 0,- -s ¯ 0 Ill .~_ -J 888 0 E 00 0 ~ 00 0 I:Z: I :.E~, 0.-~ 0Z 0 e- 12. 00 00 00 r- 00 0 ._.9. .£ ~o--~(J 00 o~ 0 0 0 Z 2006-07 Strateg,c Plan Updates Performance Measurements ATTACHMENT C Goal #1 - To Protect the Public 1.1 Decrease the number.of violent crimes reported as documented in the previous year’s annual budget’s benchmarking measure. 1.2 Maintain a 90% response time to emergency calls of within six minutes from the time of receipt to the first officer’s arrival. 1.3 Maintain a 95% rate of emergency calls dispatched in 60 seconds. 1.4 Maintain or increase percentages of cleared or closed cases as reported in the previous year’s annual budget benchmarking measures for rape, robbery, and homicide cases. 1.5 Maintain or increase the amount of traffic enforcement as reported in the previous year’s annual budget benchmarking measures.. 1.6 Maintain a 90% rate for animal calls responded to within 45 minutes. Goal #2 - To increase the trust and confidence of all members of the community. 2.1 Maintain or exceed a 90% approval rating for resident satisfaction with the Department in the SEA survey. 2.2 Conduct traffic stop survey with a goal of maintaining or exceeding a 55% approval rating. 2.3 Each fiscal year, we will maintain or increase the number of commendations from the previous rear. 2.4 Each fiscal year, we will maintai~ or decrease the number of sustained complaints from the previous year. 2.5 A questionnaire will be given at the Community Forum meetings that will Result July - Dec 2006 Violent crimes decreased 19%. Responded to 76% of emergency calls within six minutes. Dispatched 97% of emergency calls within 60 seconds. Cleared or closed 57% of cases as compared to 62% over same period last year. Issued 58% more traffic citations. Responded to 87% of animal calls within 45 minutes. Achieved an 87% approval rating. Will be conducted in Summer 2007. Increased commendations by 16 or 27% over previous year. Maintained sustained complaints (0) from previous year. Meeting to be held in Spring/Summer 2007. ask participants to rate our ~erformance. We will achieve a ~ositive rating from 70% of participants. 2.6 Feedback from HRC on a quarterly basis. 2.7 The first year’s number of complaint/IA investigations reviewed by the Police Auditor will be used as a benchmark for the second year. The goal each year will be to decrease the number reviewed. Goal #3 - To increase the trust, confidence, pride, motivation and unity of all employees within the Department: 3.1 Each fiscal year, we will reduce the number of sick time hours used by 5% compared to the previous fiscal year. 3.2 Each fiscal year, we will maintain or increase the number of commendations from the previous year. 3.3 Each fiscal year, we will maintain or decrease the number of sustained complaints from the previous year. 3.4 Conduct an employee survey in June 2006 in order to assess the Department’s internal performance and follow up each year thereafter to assess internal morale and ~erformance. Goal #4- To increase organizational and personal accountability. 4.1 Conduct a compliance audit on critical performance task/area at least once a quarter. 4.2 Discuss accountability and seek input at each vertical staff meeting. 4.3 Conduct an employee survey in June 2006 in order to assess the Department’s internal performance and follow up each year thereafter to assess internal morale and performance. Goal #5 - To integrate the Strategic Plan throughout the Department, Will receive feedback in April 2007. Four complaint/IA investigations have been reviewed. Sick time hours increased by 17% from previous year. Increased commendations by 16 or 27% over previous year. Maintained sustained complaints (0) from previous year. Will conduct employee survey in June 2007. Completed audit in second quarter. Completed at vertical staff meeting. Will conduct employee survey in June 2007. City, and Community. 5.1 Insure implementation of at least 90% of the items described in the action plan each year. Implementation will be ongoing throughout the next five years. 33% of the action plans have been completed, 11% are worked on or partly implemented, and 50% are ongoing actions.