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HomeMy WebLinkAboutItem 7a. Study Session on development of the Police Department 5-Year Strategic Plan Item 7a Department: Police Cost Center: 8001 For Agenda of: 9/5/2023 Placement: Study Session Estimated Time: 90 minutes FROM: Rick Scott, Police Chief Prepared By: Brian Amoroso, Deputy Chief SUBJECT: STUDY SESSION ON THE DEVELOPMENT OF THE POLICE DEPARTMENT 5-YEAR STRATEGIC PLAN RECOMMENDATION Receive a mid-point status update on the creation of the Police Department five-year Strategic Plan, to be presented by Jacob Green and Associates. The update will include activities conducted to date and future work to be performed in the creation of the final plan, with an expected completion date of December 2023. POLICY CONTEXT The Police Department contracted with Jacob Green and Associates in 2023 to aid in the creation of a strategic plan to guide the direction and work effort of the Police Department for the next 5 years. The strategic planning effort is identified as Task 2.51 of the 2023- 2025 Work Program and Financial Plan. DISCUSSION Background In February 2023, the City of San Luis Obispo Police Department (Department) engaged the services of Jacob Green and Associates, Inc. (JGA), to help facilitate the development of the Department’s Strategic Plan. At the direction of the Council, City Manager, and Chief of Police, the team from JGA has spent significant time reviewing City planning documents, conducting field interviews, administering surveys, and meeting with staff and community leaders to ensure a comprehensive and collaborative approach to strategic planning. This mid-project status update provided by JGA will review the strategic planning process efforts to date, including a review of the methodology employed thus far and pr eliminary city and community input results. Specifically, the presentation will highlight the outcomes of a broad community engagement strategy based on numerous interviews conducted 1 Page #49, 2023-2025 Financial Plan. “Use Community partnerships to help build a 5‐year strategic plan to create transparency and legitimacy”. Page 743 of 753 Item 7a with key community partners that have served as a valuable source of info rmation, offering perspectives from various community leaders, and allowing the strategic planning team to align the department's goals with the community's needs and expectations. The insights gleaned from these interviews will shed light on areas of alignment and potential areas for improvement, fostering a collaborative and inclusive approach to shaping the department's strategies to help guide and align the future of policing in San Luis Obispo. The presentation will also feature the results from four broad reaching anonymous survey instruments that were utilized as part of the process. The surveys act as a platform for community members and police department staff to voice their opinions , lived experiences, concerns, and suggestions. The aggregated survey data will provide quantitative insights into community sentiment, enabling data -driven decision-making and a well-rounded understanding of public perceptions and recommendations. Finally, the presentation will outline the tasks completed thus far, and the forthcoming steps in the strategic planning process, providing transparency and a sense of direction for both the council and the community. The strategic planning process involves five steps. 1. Project Kickoff & Project Charter Development 2. Current State Assessment 3. Future State Development - Vision, Mission, Values, Priorities, & Paradigm 4. Strategic Plan Development, Action Plan Implementation & Monitoring 5. Approval & Distribution 1. Project Kickoff & Project Charter Development (Completed) During the strategic planning development process, JGA will work with the SLO PD and key executive staff to solidify the project committee members, critical strategic planning components, desired outcomes, and associated deadlines. A project charter will be created to create mutual expectations and project road -map approval. 2. Current State Assessment (Completed) JGA will collaborate with the department during this phase of the strategic planning process to explore the current context of the organization to include an external and internal review with key stakeholders to include the SLO community and department personal. The process will incorporate the SWOT assessment (Strengths, Weaknesses, Opportunities, Threats) for an accurate snapshot of current operations. JGA will collect data from a variety of sources to include focus groups, working groups, surveys of key players, and one-on-one interviews. Key focus areas and objectives will be identified. Consultant shall revisit and, if necessary, create a process to update the Department’s Vision, Mission, Values, and any other related fundamental department brand identity statements. Page 744 of 753 Item 7a 3. Future State Development - Vision, Mission, Values, etc. (Scheduled 9/6-9/7) JGA will work with all stakeholders to develop the fundamental elements that build organizational alignment: vision, mission, values, priorities, and paradigm. During this step, JGA will facilitate a two-day strategic planning retreat as outlined below. The Department has identified a need to bring key leadership together for a facilitated two-day session to assess the department's current and future state. Facilitation services enable all members of the team to actively engage in the meeting process instead of having a designated team member take the role of facilitator and be excluded from group discussion. Activities facilitated by JGA during the retreat will be consolidated into the final Strategic Plan product. Facilitated activities will include identif ying strategic priorities, objectives, strategies, and metrics. Activities will include all-hands discussions and break-out sessions for process efficiency and effectiveness. 4. Strategic Plan Development, Action Plan Implementation (To be completed Fall 2023) JGA will help the organization develop a set of priorities , as well as an action plan focusing on achieving the identified priorities during the five-year life span of the strategic plan. The action plan may include priorities, goals and objectives, st rategies and actions, indications, key players responsible, target dates, and KPI’s. As requested in the RFP instructions, the Strategic Plan will also include reference to the best timing and approach to conduct the department’s future staffing study. JGA will not conduct the staffing study as part of this process but is available to manage this project at a future date if desired by the city. During this step of the process, the feasibility of a staffing study, recommended schedule, and scope will be fu rther examined. 5. Approval & Distribution (Expected completion 1/2024) A final strategic plan will be assembled by JGA and routed to key SLOPD stakeholders for review, edit, and ultimate approval. The plan will then be distributed to the organization and JGA will work with the Police Chief to determine the most effective way to educate the Department regarding the final Strategic Plan and associated implementation strategy. Previous Council or Advisory Body Action None. Page 745 of 753 Item 7a Public Engagement Extensive public engagement has been conducted through in -person interviews and several online survey instruments to solicit broad input from the community on departmental direction. In addition, the Department is coordinating with the Community Safety Advisory Council, which is comprised of both the PAC and Police Roundtable advisory bodies, to review progress and provide important input into the development of the Strategic Plan. Attachment A provides a comprehensive list of all targeted stakeholders contacted during the engagement process. This list does not include anyone who completed the general survey posted via Open City Hall. Council Focus Questions This study session is an opportunity for the council to provide direct feedback to the Police Department as the strategic planning process transitions from information gathering to plan creation. These focus themes will be presented to council at the onset of the presentation, and again at the end to solicit further thought on the strategic planning efforts to date and as an opportunity to provide additional guidance after hearing from Chief Scott and the strategic plan consultant, Jacob Green. a. Community Engagement i. Has the level of community engagement completed to date met and/or exceeded council expectations? b. Diversity, Equity and Inclusion i. Are there any areas that the Council recommends that the Department evaluate to further ensure the fair and unbiased treatment of all individuals, regardless of their background in promoting a safe and welcoming San Luis Obispo for all persons? c. Alternative Approaches to Crime Response i. Are there concepts focused on alternative crime response(s) to align safe and efficient crime abatement, congruent with community expectations? d. Infrastructure and Equipment i. What investments might be necessary to help reduce crime and the perception of crime, aligning resources to ensure exemplary service and response readiness for a growing community? CONCURRENCE None. Page 746 of 753 Item 7a ENVIRONMENTAL REVIEW The California Environmental Quality Act does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378. FISCAL IMPACT Budgeted: n/a Budget Year: 2023-24 Funding Identified: n/a Fiscal Analysis: Funding Sources Total Budget Available Current Funding Request Remaining Balance Annual Ongoing Cost General Fund $ $ $ $ State Federal Fees Other: $ $ $0 $0 Total $ $ $0 $0 There are no fiscal impacts directly associated with this item. The consultant contract with Jacob Green and Associates was funded in FY 2022-2023 in the amount of $58,400. ALTERNATIVES There are no alternative actions as this presentation is an update on the existing strategic plan creation process. ATTACHMENTS A - SLOPD Master Survey Final Page 747 of 753 Page 748 of 753 A - SLOPD STRATEGIC PLAN MASTER SURVEY LIST Mayor and City Council City Manager Diversity Coalition SLO County Latino Outreach Council RACE Matters SLO PAC & FEMA Tranz Central Coast Public Safety SLO Bend the Arc NAACP SLO Chamber Transitions Mental Health Association County Behavioral Health Black Faculty Staff Association Lumina Alliance Mission Prep SLO High School Laguna Middle School Cuesta College Admin Roundtable Central Coast Gymnastics Meathead Movers RQN Covelop Cal Poly CAPSLO (40 Prado) Downtown SLO AAPI SLO County GALA Pride and Diversity Center Jewish Community Center Federation Cal Poly Student Diversity and Belonging American Indian and Indigenous Faculty Staff Asian Pacific Islander Faculty Staff Association Chicanx/Latinx Faculty Staff Association Disability Faculty Staff Association Pride Faculty Staff Association Women's Faculty Staff Association 5Cities Homeless Coalition Access Support Network Artist/ Owner of The Bunker SLO Behavioral Health Department Big Brothers Big Sisters of San Luis Obispo County Bike SLO County board member of the JCC Federation of SLO Board Member SLOMA Cal Poly office of University Diversity & Inclusion Center for Family Strengthening (CFS) Central Coast Coalition for Undocumented Success Central Coast Community Energy (CCCE) City Farm SLO Climate Coalition Coastal San Luis Resource Conservation District (CSL-RCD) Page 749 of 753 A - SLOPD STRATEGIC PLAN MASTER SURVEY LIST Community Action Partnership of San Luis Obispo County, Inc Community Counseling Center (CCC) of San Luis Obispo Community Foundation Court Appointed Special Advocates of San Luis Obispo County, Inc Cuesta College Cuesta College Foundation Cuesta Performing Arts Center Diversity Coalition Duke Energy EcoSLO Electric Power Research Institute Electrification Coalition (electric vehicles) Festival Mozaic Food Bank Coalition of San Luis Obispo County Foundation PAC GALA History Center HOPE-House of Pride and Equity Hospice of San Luis Obispo County Independent Living Resource Center, INC Islamic Society of SLO IWMA Jack's Helping Hand, Inc Literacy for Life Organization Long Term Care Ombudsman Services of San Luis Obispo County MCSC Women's Business Center Meals That Connect NeoCharge Northern Chumash/First Nation One Cool Earth PAC Pacific Heating and Sheet Metal Pathpoint Peace Academy of the Science and Arts People's Self-Help Housing Corporation Promotoras Public Health Department RACE Matters Restorative Partners San Luis Obispo Climate Coalition San Luis Obispo Committee for Education on Alcoholism, dba "MiddleHouse" San Luis Obispo Legal Assistance Foundation Senior Volunteer Services Shower the People SLO Access For All SLO Children’s Museum SLO County Arts Council SLO International Film Festival SLO Museum of Art SLO Noor Foundation SLO Partners SLO Rep. Theater Page 750 of 753 A - SLOPD STRATEGIC PLAN MASTER SURVEY LIST SLOCOG Smart Share Housing Solutions, Inc Spokes The Link Family Resource Center The San Luis Obispo Child Development Resource Center Tolosa Children's Dental Center Tri-Counties Regional Center Tri-County Regional Energy Network Undocu Support United Cerebral Palsy of San Luis Obispo County United Way of San Luis Obispo County Veritas Veteran Services Officer Veterans Affairs Women’s March YMCA Above Grade Engineering ACI Jet Ah Louis Store Amazon Ambient Communities Arris ASH Management Astound Astound Broadband Big Sky Cafe Bishop’s Peak Elementary PTA Blackwater Blue Mango Bluebird Salon Buffalo Pub & Grill C.L. Smith Elementary PTA Cal Poly CIE Economic Development Director Cannon Corporation Cattaneo Brothers Central Coast Community Builders Central Coast Parks Charter/Spectrum Clever Ducks COE Wine Copelands' Properties Corvus Wealth Management CRSA Architecture Cuesta Design Professional Dettmer Architecture Eighty 20 Group French Hospital Garcia Architecture and Design Glenn Burdette Guaranteed Rate Mortgage Gymnazo Hampton Inn Hawthorne Elementary PTA Page 751 of 753 A - SLOPD STRATEGIC PLAN MASTER SURVEY LIST Highwater Hodge Company Hotel SLO Housing Authority San Luis Obispo Hubbard Development Consulting HumanKind Hunter Smith Architecture Idlers Home Ifixit In Balance Green Consulting J.W. Design & Construction Junk Girls Kovesdi Consulting Lamplighter Inn/ Shell Gas Stations Lawyer Logiq Los Ranchos Elementary PTA Madonna Properties Matchfire McCarty Davis Megan’s Organic Market MFI Design MIG Mindbody Mission College Prep PTA Montage Development Mountain Air MW Architects NKT Nomada Oasis Associates Old Mission Elementary PTA Omni Design Pacheco Elementary PTA Pacific Beach PTA Paragon Architects Peak WiFi Peck Planning People's Self-Help Housing Precision Construction Promega Biosciences, LLC Property Owner Property Owner/Hotel Restaurant PSHHC REACH Real Estate Resident Richardson Properties RRM Design San Luis Coastal School District Sesloc Sierra Vista Sinsheimer Elementary PTA SLO COG SLO County SLO Economic Development Dept. Page 752 of 753 A - SLOPD STRATEGIC PLAN MASTER SURVEY LIST SLO Foodbank SLO RTA SLOCAL SLOHS PTA Sloma SOFTEC Southpaw Sign Company Specialty Construction Stalwork Stephen Patrick Designs Stephen Ross Winery Stone Park Capital Teach Elementary PTA Ten Over Studio Tenover The Law Office of Marshall E. Ochylski Thoma Electric Tolosa Winery Tricamo Construction Trust Automation Vivian Hanover Ventures Wallace Group Wilshire Health SLOPD - All Employees Parks and Recreation Department Community Development Department City Attorney Department Human Resources Department Utilities Department Deputy City Manager Public Works Department Finance Department Assistant City Manager Fire Department Information Technology Department Natural Resources Department Communications Department Tourism Manager Page 753 of 753 San Luis Obispo Police Department Item 7.a. Study Session on the Development of the Police Department 5-Year Strategic Plan September 5, 2023 Presentation Goal •Process Mid-Point Update •Introduction to the Police Department's Consultant Team •Council Feedback •Roadmap for the Remainder of the Project •Implementation – Follow-Up Police Department Strategic Plan - History •Primary Focus for the Department •Managing Crisis •Previous Plans: •2014 the 2015 Plan was Commissioned •Council Adopted the 2015 -2020 Plan •Department Completed this Plan •Leadership Change / 2-Year Extension Through 2022 Strategic Plan Influences Historical Barriers / Community Action Pillars of 21st Century Policing Police Reform Social Movements 8-Can’t Wait Strategic Plan •Community Action / We Listen •8 Can’t Wait – Policy Revisions •Federal 21st Century Policing Report •State and Federal Police Reform Efforts Police Department Strategic Plan – New Plan •Fall of 2022 – Request for Proposals •Green and Associates of LA Awarded Contract •2023 – Work on the Project Began •Emphasis on Community Engagement and Modern Policing •Roadmap for the Future •Implementation – 5-Years and Beyond Police Department’s Strategic Plan - Vision “A safe and welcoming community built on partnership and trust” Police Department’s Strategic Plan - Goals •A modern plan that is adaptable •Achieves buy-in from all partners •A roadmap for today and beyond San Luis Obispo Police Department Strategic Plan 2024-2029 Presentation Agenda 01 Strategic Plan Focus 02 03 04 Methodology Assessment Findings Focus Questions 05 Next Steps Purpose of Strategic Plan The strategic planning process will enable the SLO Police Department to incorporate Community, Council, and City Management needs to establish a clear long-term vision, set priorities, allocate resources, and best serve the City of San Luis Obispo. San Luis Obispo Police Department Strategic Plan Project Life Cycle Strategic Plan Contract Agreement Initial Award Activities Approval Kickoff Meeting Identify Desired Outcomes Project Gant Chart Approval Step 1: Project Kickoff Identify Goals Based on Department Objectives Step 4: Strat Plan Development Action Plan Development (Client Review and Revisions) Final Action Plan Provided to Client 2-Day Strategic Planning Retreat Step 3: Future State Development Data Analysis/SWOT Report PD and Community Engagement (Interviews and Surveys) Gather previous Strat Plan and Relevant Documents Step 2: Current State Assessment Mid-Point Client Update (Council Engagement) Vision, Mission, Values, Priorities, and Paradigm (Provide Draft to Client) Strategic Plan Final Draft Review and Revisions by Client Step 5: Approval and Distribution Final Plan Delivered to Client Strategic Plan Outreach Strategic Plan Outreach Council + Other City Leadership Police Department Employees Community At -Large PAC + Roundtable Other Partners, CAL Poly and Cuesta •Focused on Inclusivity •Conducted 54 Interviews •In person & Zoom •Distributed 4 Surveys •Targeted 290 Business & Community Partners •All Police Department Staff •All San Luis Obispo Residents Methodology Department Staff Interviews •11, Interviews, 8+ hours •Explored: •Strengths •Challenges •Values •Vision •Skills/Training •Connection •Paradigm •Leadership Communication Community Partner & Council Interviews •31 Interviews, 30+ Hours •Explored: •Strengths •Weaknesses •Opportunities •Threats •Vision Business Community Interviews •12 Interviews, 6+ Hours •Explored: •Strengths •Weaknesses •Opportunities •Threats •Vision Anonymous Survey •Police Department Staff, 31 Responses •Business Community, 151 Surveys sent, 28 Responses •Community Partners, 139 Surveys sent, 26 Responses •Open City Hall, 334 Responses •Open City Hall Survey will reopen to the Public September 4 -12 Interview Findings 1.Support for Police Chief 2.Overall Positive Perception of Officers within the Community 3.Quick Response Times 4.Communication with Community 5.Community Response and Action Teams (CAT) 1.Support for Leadership/Chief & Direction 2.Family Culture 3.Camaraderie 4.Positive Internal Work Environment 5.Service to the Community – Strengths – Interview Findings COMMUNITY PARTNERS PD STAFF 1.More Officers in the Community 2.Increase Community Engagement 3.Diversity of Officers 4.Engagement with Historically Marginalized Communities 5.Lack of Transparency with Crime Statistics COMMUNITY PARTNERS 1.Lack of Staffing / Mandatory OT / Burn-out 2.Antiquated/Inadequate Facility 3.Service Expectations Misalignment 4.Recruitment/Retention 5.Morale Challenges PD STAFF – Weakness – Interview Findings 1.Explore Current Industry Focus on Recruitment/Retention Best Practice to Implement New Local Approaches 2.Build Upon Momentum of Chief of Police Community Credibility & Reputation by Pursuing Additional Engagement Opportunities 3.Roadmap for PD and Chief’s Vision 4.Use Strategic Planning Process to Align Budget Priorities, Service Expectations, and Capital/Equipment Needs 5.Leverage City’s New Homelessness Response Strategic Plan & Available Resources PD STAFF – Opportunities – Interview Findings 1.Expanding Post-Pandemic Community Events Provides Opportunities for Police Participation and Presence (Especially Youth Activities) 2.Leverage the City’s Strong Community Partnerships to Include Police Participation, Especially With Marginalized Communities and Constituents 3.City’s Adoption of Public Engagement and Noticing Manual Presents Opportunity for Continued Police Outreach 4.Use Increasing Community Support for New Police Department Headquarters to Initiate Project As Soon As Possible 5.Use Police Department Feedback Regarding Capacity Management to Explore Increase of Non-Sworn Personnel COMMUNITY PARTNERS 1.Labor Shortage for Law Enforcement Professionals & National Increase in Public Sector Retirements and Exits 2.Reduced Hiring Standards to Keep Up With Vacancies 3.Continued Decline in Morale if Expectations and Support Unmet 4.Workload and Capacity Management May Increase Without Expectations Management 5.Cost of Living Increase in SLO PD STAFF – Threats – Interview Findings 1.Limited Candidate Pool May Decrease Quality of Department Personnel 2.Perception that Homeless Population is Increasing 3.Funding Prioritization Ambiguity -New Facility, Training, and Equipment 4.National/Local Incidents Can Negatively Impact Trust Building Efforts COMMUNITY PARTNERS Survey Findings Business Community 17 Questions 28 Anonymous Survey Responses Business Community Survey Findings What words would you use to describe the San Luis Obispo Police Department? •26 of 28 Answered 0% 5% 10% 15% 20% 25% 30% 35% Professional Responsive Competent Friendly Business Community Survey Findings How can the San Luis Obispo Police Department improve service to the community? •26 of 28 Answered •27% - Greater Resources Available to Serve & Address Unhoused Population •19% - Increased Patrol Officers Downtown •15% - More Engagement & Outreach with the Community •12% - Educate the Public & Transparency with Data Business Community Survey Findings What should the San Luis Obispo Police Department focus on in the next five years? •27 of 28 Answered •26% - Homelessness •26% - Focus on Crime (DUI, Drugs, Theft) •19% - Outreach •11% - New Police Facility and Technology •11% - Training (DEI and Mental Health) Business Community Survey Findings How would you like the San Luis Obispo Police Department to keep the Community informed over the next five years? •28 of 28 Answered 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% City News and E-notifications Slocity.org Social Media Other Business Community Survey Findings How would you like the San Luis Obispo Police Department to consult the Community over the next five years? •28 of 28 Answered 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Surveys and Polls via Open City Hall Pop-up Informational Booths Listening Sessions Studay Sessions at Council Meetings Based on a scale of 1-10 (Score 1-5 Not Favorable; Score 6-10 Favorable) Business Community Survey Findings On a scale of 1 to 10, how optimistic are you about the future direction of the San Luis Obispo Police Department? •28 of 28 Answered Average Rating 7.7 Community Partners 17 Questions 26 Anonymous Survey Responses Community Partners Survey Findings What words would you use to describe the San Luis Obispo Police Department? •23 of 26 Answered 0% 2% 4% 6% 8% 10% 12% 14% Respectful Responsive Professional Friendly Community Partners Survey Findings How can the San Luis Obispo Police Department improve service to the community? •23 of 26 Answered •39% - More Engagement with the Community •22% - Increase DEI and Cultural Competence Training for Officers •13% - Resources Available to Serve & Address Unhoused Population •9% - Community Policing & Rapid Response Times Community Partners Survey Findings What should the San Luis Obispo Police Department focus on in the next five years? •25 of 26 Answered •44% - Homelessness •22% - Building Community Relations with Focus on Marginalized Communities •13% - Training (DEI and Mental Health) Based on a scale of 1-10 (Score 1-5 Not Favorable; Score 6-10 Favorable) Community Partners Survey Findings On a scale of 1 to 10, how optimistic are you about the future direction of the San Luis Obispo Police Department? •26 of 26 Answered Average Rating 7.1 Open City Hall 16 Questions 334 Anonymous Survey Responses Open City Hall Survey Findings What words would you use to describe the San Luis Obispo Police Department? •292 of 334 Answered 0% 5% 10% 15% 20% 25% Professional Responsive Friendly Open City Hall Survey Findings How can the San Luis Obispo Police Department improve service to the community? •293 of 334 Answered •18% - Increase Resources Available to Serve/Address Unhoused Population •17% - Connect with the Community (Engagement and Outreach) •17% - Enforce the Laws & Reduce Crime •7% - More Foot and Bicycle Patrols, Visible •6% - Increase Presence in Neighborhoods and Downtown Open City Hall Survey Findings What should the San Luis Obispo Police Department focus on in the next five years? •306 of 334 Answered •32% - Homelessness •23% - Safety, Reduce Crime (Specifically Downtown) •16% - Community Policing & Community Relations •11% - Training Open City Hall Survey Findings How would you like the San Luis Obispo Police Department to keep the Community informed over the next five years? •318 of 334 Answered 0% 10% 20% 30% 40% 50% 60% 70% 80% City News and E-notifications Slocity.org Social Media Other Open City Hall Survey Findings How would you like the San Luis Obispo Police Department to consult the Community over the next five years? •318 of 334 Answered 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Surveys and Polls via Open City Hall Pop-up Informational Booths Listening Sessions Study Sessions at Council Meetings Based on a scale of 1-10 (Score 1-5 Not Favorable; Score 6-10 Favorable) Open City Hall Survey Findings On a scale of 1 to 10, how optimistic are you about the future direction of the San Luis Obispo Police Department? •318 of 334 Answered Average Rating 6.4 Police Department Staff 10 Questions 31 Anonymous Survey Responses Police Department Staff Survey Findings What are we doing well at SLO PD? •29 of 31 Answered •32% - Service to the Community •21% - Family-Like Work Environment, High Quality Staff •13% - Promoting Self-Care Police Department Staff Survey Findings What do we need to improve at SLO PD? •29 of 31 Answered •34% - Communication •23% - Police Facility and Equipment •21% - Staffing & Retention Police Department Staff Survey Findings What should be the top 3 priorities for the Department over the next 5 years? •31 of 31 Answered •68% - Staff Recruitment and Retention •39% - Police Facility and Equipment •23% - Compensation, Benefits and Recognition Programs Overall Survey Take-Aways - Community 1.Homelessness is a Major Concern 2.More Training (Specifically DEI and Mental Health) 3.Increase Patrols in High Crime Areas 4.Build Community Relations (Especially with Marginalized Communities) Overall Survey Take-Aways – PD Staff 1.Recruitment and Retention 2.Better Facility and Equipment is Needed 3.Enhance Communication within the Department 4.Officer Burn-Out Next Steps San Luis Obispo Police Department Strategic Plan Project Life Cycle Strategic Plan Contract Agreement Initial Award Activities Approval Kickoff Meeting Identify Desired Outcomes Project Gant Chart Approval Step 1: Project Kickoff Identify Goals Based on Department Objectives Step 4: Strat Plan Development Action Plan Development (Client Review and Revisions) Final Action Plan Provided to Client 2-Day Strategic Planning Retreat Step 3: Future State Development Data Analysis/SWOT Report PD and Community Engagement (Interviews and Surveys) Gather previous Strat Plan and Relevant Documents Step 2: Current State Assessment Mid-Point Client Update (Council Engagement) Vision, Mission, Values, Priorities, and Paradigm (Provide Draft to Client) Strategic Plan Final Draft Review and Revisions by Client Step 5: Approval and Distribution Final Plan Delivered to Client Focus Questions 1.Has the level of community engagement to date met or exceeded Council expectations? 2.Are there areas that Council recommends the Department evaluate to further ensure the fair and unbiased treatment for all persons, promoting a safe and welcoming San Luis Obispo? 3.What concepts should be prioritized for alternative crime response to align safe and efficient crime abatement, congruent with community expectations? 4.What investments might be necessary to reduce crime and its perception while aligning resources to ensure exemplary service and response readiness in a growing community? Thank You Focus Questions 1.Has the level of community engagement to date met or exceeded Council expectations? 2.Are there areas that Council recommends the Department evaluate to further ensure the fair and unbiased treatment for all persons, promoting a safe and welcoming San Luis Obispo? 3.What concepts should be prioritized for alternative crime response to align safe and efficient crime abatement, congruent with community expectations? 4.What investments might be necessary to reduce crime and its perception while aligning resources to ensure exemplary service and response readiness in a growing community?