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HomeMy WebLinkAboutItem 6a. 2024-29 Police Department Strategic Plan Item 6a Department: Police Cost Center: 8001 For Agenda of: 1/23/2024 Placement: Business Estimated Time: 30 minutes FROM: Rick Scott, Police Chief Prepared By: Brian Amoroso, Deputy Chief SUBJECT: PRESENT THE 2024-2029 SAN LUIS OBISPO POLICE DEPARTMENT STRATEGIC PLAN RECOMMENDATION Receive and file the San Luis Obispo 5-year Strategic Plan, to be presented by Chief Rick Scott and Jacob Green and Associates. The strategic plan outlines goals, objectives and action items that will guide and direct the work effort of the Police Department for the next five years. 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 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. The mid-project status update provided by JGA on September 5 , 2023, reviewed the strategic planning process efforts to date, including a review of the methodology employed and preliminary city and community input results. Specifically, the presentation highlighted the outcomes of a broad community engagement strategy based on numerous interviews conducted with key community partners that have served as a valuable source of information, offering perspectives from various community leaders, 1 Page #49, 2023-2025 Financial Plan. “Use Community partnerships to help build a 5‐year strategic plan to create transparency and legitimacy”. Page 261 of 668 Item 6a and allowed the strategic planning team to align the department's goals with the community's needs and expectations. The insights gleaned from these interviews 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 also featured 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 dep artment staff to voice their opinions, lived experiences, concerns, and suggestions. The aggregated survey data provided quantitative insights into community sentiment, enabling data -driven decision-making and a well-rounded understanding of public perceptions and recommendations. Finally, the presentation outlined the tasks completed to date, 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 involved 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 worked with SLOPD and key executive staff to solidify the project committee members, critical strategic planning components, desired outcomes, and associated deadlines. A project charter was created to create mutual expectations and project road-map approval. 2. Current State Assessment (Completed) JGA collaborated 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 incorporated the SWOT assessment (Strengths, Weaknesses, Opportunities, Threats) for an accurate snapshot of current operations. JGA collected data from a variety of sources including focus groups, working groups, surveys of key players, and one-on-one interviews. Key focus areas and objectives were id entified. Consultants created a process to update the Department’s Vision, Mission, Values, and any other related fundamental department brand identity statements. Page 262 of 668 Item 6a 3. Future State Development - Vision, Mission, Values, etc. (Completed) JGA worked with all stakeholders to develop the fundamental elements that build organizational alignment: vision, mission, values, priorities, and paradigm. During this step, JGA facilitated a two-day strategic planning retreat as outlined below. The Department 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 were consolidated into the final Strategic Plan product. Facilitated activities included identifying strategic pri orities, objectives, strategies, and metrics. Activities included all-hands discussions and break-out sessions for process efficiency and effectiveness. 4. Strategic Plan Development, Action Plan Implementation (Completed) JGA helped 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 includes priorities, goals and objectives, strategies and actions, indications, target dates, and KPI’s. As requested in the RFP instructions, the Strategic Plan includes 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 was examined, and the Department is currently in the final stages of preparing an RFP for a staffing study. 5. Approval & Distribution (Expected completion 1/31/2024) A final strategic plan was assembled by JGA and routed to key SLOPD stakeholders for review, edit, and ultimate approval. The plan will 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. Strategic Plan Summary Six goals or “pillars” were identified as major work efforts as a result of the collaboration, research, and engagement conducted in the project planning. Each of these pillars were developed as key priorities from those participating in the process. Those goals are: 1. Service to the Community 2. Community Engagement 3. Diversity, Equity and Inclusion 4. Recruitment and Retention 5. Health and Wellness 6. Improve Infrastructure, Equipment and Technology Page 263 of 668 Item 6a Within each goal, objectives were developed and refined to guide the work effort over the next five years. Each of the following objectives support the goals of the plan and are specifically linked to each goal (1-6) for reference. The identified objectives are: 1A. Conduct Staffing Analysis 1B. Implement Enhanced SMART Policing and alternative policing models 1C. Empower the Community for Enhanced Safety 2A. Enhance Community Communications 2B. Expand Community Partnerships and Programs 2C. Broaden and Diversify Community Presence 3A. Integrate DE&I Throughout the Department 4A. Create Recruitment Program 4B. Enhance Training Program 4C. Create Retention Program 5A. Create Comprehensive Health and Fitness Program 5B. Enhance Mental and Emotional Support 5C. Create a Comprehensive Employee and Family Support Program 6A. Refine Capital Improvement Plans for Police Department Facility 6B. Improve Departmental Equipment 6C. Evaluate Body Worn Camera and In-Car Camera Solutions 6D. New Computer Aided Dispatch and Records Management System (CAD/RMS) Finally, 79 individual work efforts were identified to directly supp ort the objectives and goals of the Strategic Plan. Each of these work efforts or “Action Items” are grouped logically under each of the objects they directly support. Previous Council or Advisory Body Action On September 5th 2023, Chief Scott and Jacob Green and Associates presented to Council the strategic planning process efforts to date, including a review of the methodology employed and preliminary city and community input results. At that time, Council directed additional outreach be conducted to ensure the capture of student responses due to the summer timeframe of the initial outreach. The community engagement surveys were kept open for several weeks to offer an opportunity for further input to the Strategic Plan. Public Engagement Extensive public engagement was 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. CONCURRENCE None. Page 264 of 668 Item 6a 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: Total $0 $0 $0 $0 There are no fiscal impacts directly associated with the presentation of the Strategic Plan. Implementation of any of the objectives outlined in the Plan may have a fiscal impact, and those impacts will be identified if and when objectives are implemented. ALTERNATIVES There are no alternative actions as this presentation is a receive and file of the San Luis Obispo Police Department 5-year Strategic Plan. ATTACHMENTS A - 2024-2029 San Luis Obispo Police Department Strategic Plan Page 265 of 668 Page 266 of 668 PREPARED BY: 2024-2029 Strategic Plan San Luis Obispo Police Department Page 267 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan Table of Contents 2 CHIEF’S MESSAGE 3ACKNOWLEDGEMENTS 4COMMUNITY PARTNERS 5EXECUTIVE SUMMARY 6COMMUNITY OVERVIEW 7ORGANIZATION OVERVIEW 8 a. Organization ChartOUR VISION & PURPOSE 9 a. Our Vision b. Our PurposeOUR VALUES 10STRATEGIC PLANNING METHODOLOGY 11PROJECT LIFE CYCLE 12ONGOING STRATEGIC PLAN MANAGEMENT 13INFLUENCES 14OUTREACH 15SWOT OBJECTIVE & INTRODUCTION 16RESOURCES 17SWOT ANALYSIS 18GOAL 1 – Service to the Community 20 a. Objective 1A: Conduct Staffing Analysis b. Objective 1B: Implement Enhanced SMART Policing and Alternative Policing Models c. Objective 1C: Empower the Community for Enhanced SafetyGOAL 2 – Community Engagement 21 a. Objective 2A: Enhance Community Communications b. Objective 2B: Expand Community Partnerships and Programs c. Objective 2C: Broaden and Diversify Community PresenceGOAL 3 – Diversity, Equity & Inclusion 22 a. Objective 3A: Integrate DE&I Throughout the DepartmentGOAL 4 – Recruitment & Retention 22 a. Objective 4A: Create Recruitment Program b. Objective 4B: Enhance Training Program c. Objective 4C: Create Retention ProgramGOAL 5 – Health & Wellness 23 a. Objective 5A: Create Comprehensive Health and Fitness Program b. Objective 5B: Enhance Mental and Emotional Support c. Objective 5C: Create a Comprehensive Employee and Family Support ProgramGOAL 6 – Improve Infrastructure, Equipment & Technology 24 a. Objective 6A: Refine Capital Improvement Plans for Police Department Facility b. Objective 6B: Improve Departmental Equipment c. Objective 6C: Evaluate Body Worn Camera and in-Car solutions d. Objective 6D: New Computer Aided Dispatch and Records Management Systems (CAD/RMS)STRATEGIC PLAN TIMELINE 25 Page 268 of 668 Chief’s Message It is with much anticipation and excitement that we present the San Luis Obispo Police Department’s Five-Year Strategic Plan. This project is a result of diligent work, rigorous and honest assessment, community engagement, and a passionate commitment to best serve every member of our San Luis Obispo community. San Luis Obispo is not just a place, but a vibrant community with a rich history, diverse population, and a promise for the highest quality of life possible, the SLO Quality of Life. Our responsibility to safeguard and protect is profound. It is not simply about enforcing the law; it’s about trust-building, fostering collaboration, nurturing partnerships, and ensuring that every individual feels safe, respected, and empowered. In our journey to draft this Strategic Plan, we listened intently and solicited direct and sometimes difficult feedback. We sought to hear and best understand the hopes, concerns, and aspirations of community members and department employees. The result is a strategic roadmap that not only speaks to the present but also best positions us for the challenges and opportunities of the future. With ever-increasing change in policing, a successful plan must be thought out, definitive, achievable, and most importantly adaptable. The core pillars of the plan are founded in the principals of modern community policing and is a commitment to our community to provide exemplary police service, while preserving the dignity, equity, and access to justice for all we serve. I want to extend my sincerest gratitude to our entire community for your support and for partnering with your police department as we change the future of public safety. Together, we are shaping the future of San Luis Obispo and with it our sense of safety and community, promoting community-centric policing, and creating a city where everyone feels truly safe and welcomed. As we embark on this next chapter, I urge you to actively engage, hold us accountable, and partner with us as we translate this plan into action. It’s not just our Strategic Plan; it’s our blueprint for a safer, more united future for our community. Respectfully, Rick Scott, Chief of Police San Luis Obispo Police Department San Luis Obispo Police Department 2024-2029 Strategic Plan 3Page 269 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan 4 Acknowledgements This plan would not be possible if not for the contributions of our professional staff, elected leaders, City departments and community partners. It is truly an honor to serve our community. Strategic Plan Committee Erica A. Stewart Mayor Jan Marx Councilmember Emily Francis Councilmember Andy Pease Vice-Mayor Michelle Shoresman Councilmember Derek J. Johnson City Manager Rick Scott Chief of Police Fred Mickel Deputy Chief Brian Amoroso Deputy Chief Chad Pfarr Lieutenant Aaron Schafer Lieutenant Robert Cudworth Lieutenant Jason Dickel Lieutenant Trevor Shalhoob Sergeant Caleb Kemp Sergeant Joseph Hurni Sergeant Tim Koznek Sergeant Bryan Treanor Sergeant Jeff Booth Sergeant Evan Stradley Sergeant Katherine Miller Communications Supervisor Taylor Heath Communications Supervisor Majorie Menesez Records Lead Clerk Christine Wallace Public Affairs Manager Melissa Ellsworth Senior Buisness Analyst Alexa Wetmore Crime Analyst Tiffan Hopkins Executive Assistant to the Chief Page 270 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan 5 Community Partners AAPI SLO County Bend the Arc Black Faculty Staff Association California Polytechnic University CAPSLO (40 Prado) Central Coast Gymnastics County Behavioral Health Covelop Cuesta College Admin Diversity Coalition SLO County Downtown SLO Farmer and Ready Law Firm FEMA Laguna Middle School Latino Outreach Council Lumina Alliance Meathead Movers Mission College Preparatory High School NAACP Police Advisory Committee of SLO Police Roundtable of SLO Public Safety SLO RACE Matters SLO Residents for Quality Neighborhoods SLO Chamber SLO High School Transitions Mental Health Association Tranz Central Coast Page 271 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan Executive Summary The San Luis Obispo Police Department presents its 2024-2029 Strategic Plan, a comprehensive and forward-looking roadmap that will shape the future of our agency and the community we serve. This plan serves as a guiding document, outlining our goals and objectives, as well as the necessary strategies to achieve success over the next five years. At the core of this Strategic Plan are six overarching goals, supported by 17 objectives and 76 strategies. These goals encompass our commitment to trust, public engagement, quality of service, accountability, and professional growth through innovation. By implementing this plan, we aim to enhance the effectiveness of our operations and ensure the continuous improvement of our services. Central to our strategic approach is the recognition of the importance of collaboration and inclusivity, as we actively engage our personnel and community members to develop a plan that aligns with their needs and aspirations. By fostering a collaborative relationship between the Police Department and the community, we aim to create a safer, more inclusive, and thriving environment for all, where everyone feels safe, valued, and heard. This Strategic Plan serves as a measure of our commitment to transparency and accountability. It will guide our resource allocation and ensure that we are utilizing our capabilities and capacities efficiently and effectively. With this plan as our compass, we are confident in our ability to provide exemplary service and build a police department that meets the highest standards. In conclusion, the San Luis Obispo Police Department 2024-2029 Strategic Plan is a comprehensive and inclusive roadmap that sets the course for the next five years. It represents our commitment to continuous growth and improvement, ensuring that we are a police department that not only meets the needs of our community but also exceeds their expectations. Together, we can shape a brighter future for San Luis Obispo. 6Page 272 of 668 Income & Poverty 0.1% Native Hawaiian and Other Pacific Islander 70.4% White, not Hispanic or Latino 17.9%Hispanic or Latino 0.5% American Indian and Alaska Native 10.3% Two or more Races 5.5% Asian 1.3% Black or African American San Luis Obispo Police Department 2024-2029 Strategic Plan Community Overview The San Luis Obispo Police Department is entrusted with the safety and security of the vibrant City of San Luis Obispo, California. The City is nestled halfway between San Francisco and Los Angeles, encompassing an area of approximately 13.25 square miles. San Luis Obispo accommodates 19,254 households, with a median household income of $65,000. The City was formally incorporated in 1856 and now boasts an estimated population of approximately 48,000 residents. During daylight hours, the City’s multifaceted character becomes most evident, with the population surging to approximately 100,000. This demographic swell is influenced by the student body at California Polytechnic State University, the influx of daily professionals, and its pivotal role as the County seat, hosting the majority of the County’s administrative offices and the main Courthouse. With a profound sense of community, breathtaking landscapes, and an array of amenities, San Luis Obispo ensures an unparalleled quality of life, paving the way for robust community ties and an enriched living experience. 7 Race Age & Sex 2.9% Persons under 5 years 10.6% Persons under 18 years 13.5% Persons 65 years and over 49.3% Female persons $65,000 Median Household Income (2022) 31.5% Persons in poverty $41,749 Per capita income in past 12 months (2022) Reference: US Census Bureau https://www.census.gov/quickfacts/sanluisobispocitycalifornia Page 273 of 668 Detectives (4) 8 San Luis Obispo Police Department Organization Chart Chief of Police Neighborhood Outreach Manager Night Patrol Lieutenant Crime Analyst Night Patrol Sergeants (2)Swing Patrol Sergeant Night Patrol Officers (12)Swing Patrol Officers (3) Downtown Bicycle Officers Days (2) / Nights (2) Student Neighborhood Assistance Program (0-8 PT)Day PatrolSergeants (2) Day PatrolOfficers (12) Community Action Team (2) Day Patrol Lieutenant Community Service Officers (6) TrafficOfficers (3) Traffic Sergeant Reserve Officers (3) Chaplains (1) Special Enforcement Team Sergeant DetectiveSergeant Hiring/Training Manager Deputy ChiefAdministrative Bureau Communications Supervisors (2) Communications Lieutenant Communications Technicians (11) Administrative/Invest. Lieutenant Executive Assistant to the Chief (1) Senior Admin Analyst Administrative Assistant (PT) Detectives (5) Evidence Technician Lead Property & Evidence Technician Property & Evidence Technician Total Employees: 95 FTEs Sworn Positions: 61 Civilian Positions: 34 Deputy ChiefOperations Bureau Record Leads Clerk (1) RecordsClerks (4) RecordSupervisor Page 274 of 668 To safeguard our community from harm by reducing crime and ensuring dignity, equity, and justice for all we serve. San Luis Obispo Police Department 2024-2029 Strategic Plan Our Vision A community partnership built on trust, focused on safety, and shared values to ensure the SLO quality of life. 9 Our Purpose To safeguard our community from harm by reducing crime and ensuring dignity, equity, and justice for all we serve. Page 275 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan Our Values Life We believe in the sanctity of life. Our policies, decisions, and actions are guided by least harm approaches to first protect life and reduce the fear of crime. Integrity We are accountable to our community and ourselves through our professional oath and most importantly, our actions. We embrace transparency to build trust and promote credibility in our community. Service We take pride in providing the highest quality of service to our community, ensuring we treat each person with dignity and equity in the pursuit of justice. Teamwork We work best when we work together. We support each other through an organizational culture based on humility, respect,and shared responsibility. Nurture We are dedicated to personal and organizational growth by providing a learning culture, equipped to persevere in adversity. We safeguard our future by supporting one another through optimism, strength, and resilience. We L.I.S.T.N. and give voice to our community through living these shared values which guide every decision and action in service to our community and to one another. 10Page 276 of 668 The development of the Strategic Plan was guided by a comprehensive process designed to leverage robust community engagement, City Council input, insights from Police Department staff and broad perspective from other City Departments. Input was gathered utilizing best practices for internal and external engagement including face-to-face interviews and anonymous surveys open to all residents. The input was synthesized in a Strengths, Weakness, Threats, and Opportunities (SWOT) analysis to ensure the Strategic Plan anticipates future trends and challenges. Police Department Leadership staff convened for a two-day retreat to thoroughly consider input and generate goals, objectives and strategies reflecting the needs and desires of the Department and Community. It is important to note that this Strategic Plan serves as a snapshot in time and is designed to be adaptable to changing circumstances. As such, it demands continuous attention, refinement and further engagement with stakeholders to best serve the interests of public safety and the overall well-being of our Community. San Luis Obispo Police Department 2024-2029 Strategic Plan Strategic Planning Methodology 11 INTERVIEWS Conducted In-Person & Virtual Po l i c e D e p a r t m e n t S t a f f Ci t y C o u n c i l Co m m n u n i t y P a r t n e r s Bu s i n e s s C o m m u n i t y 11 5 26 12 Police Department Staff 31 Responses Community Partners 26 Responses Business Community 28 Responses Open City Hall 445 Responses ANONYMOUS SURVEYS139 Surveys Sent 151 Surveys Sent Open for All residents & College community METHODOLOGY HIGHLIGHTS Page 277 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan 12 San Luis Obispo Police Department Strategic Plan Project Life Cycle Page 278 of 668 Establish/Refine Strategies Assign Owners & Develop Milestones Seek Feedback & Input Implement Strategies Seek Resources/ Budget Allocations Report Progress to Council & Community San Luis Obispo Police Department 2024-2029 Strategic Plan Ongoing Strategic Plan Management 13 To ensure this plan evolves and adapts, this process will be used to manage, reassess and revise over the plan’s lifecycle. Page 279 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan 14 San Luis Obispo Police Department Strategic Plan Influences • The process to create our strategic plan was informed by several external influences contemplating and challenging the concepts of modern policing. • In response to very notable issues in policing, communities demanded change, reform, and a voice in the police-community relationship. San Luis obispo has listened to these calls for action and incorporated specific goals and action items to lower historic barriers to engagement and better align with the Pillars of 21st Century Policing. • Our goal is to provide progressive and community centric policing, by learning from the past to ensure a future which prioritizes the sanctity of life and equity for all. • This plan remains flexible and adaptable based on future State and Federal Police Reform efforts. As improved policies and broader reforms are developed, our plan will reflect these coordinated efforts to enhance public trust, accountability, and transparency in law enforcement. Reference: 21st Century Policing (https://www.ojp.gov/ncjrs/virtual-library/abstracts/fi- nal-report-presidents-task-force-21st-century-policing) Historical Barriers / Community Action Social Justice Movements Strategic Plan Police Reform Pillars of 21st Century Policing Page 280 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan 15 San Luis Obispo Police Department Strategic Plan Outreach • Focused on Inclusivity • Conducted 54 Interviews • In person & Zoom • Distributed 4 Surveys • Identified 290 Business & Community Partners • All Police Department Staff • All San Luis Obispo Residents Page 281 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan Strengths, Weaknesses, Opportunities & Threats Analysis 16 OB J E C T I V E Objective This Strengths, Weaknesses, Opportunities and Threats analysis is an integral segment of our comprehensive Five-Year Strategic Plan. It aims to provide the San Luis Obispo Police Department with an in-depth understanding of the internal and external factors that could influence the Department’s strategic direction over the next half-decade. IN T R O D U C T I O N Introduction The San Luis Obispo Police Department has a longstanding commitment to ensuring safety and upholding public order in the community. To navigate the evolving challenges of modern policing and community expectations, a thorough analysis of the Department’s current strengths, weaknesses, opportunities, and threats are essential. This section provides analysis, derived from in-depth external and internal interviews. Page 282 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan 17 Resources Sworn Officer Status 2023 • In 2023, SLOPD averaged: • 48 out of 61 Officers working • 6 Officer vacancies • 7 Officers on leave/otherwise not working a shift Officers Vacancy Sick/IOD/Vacation Population/Calls for Service/Officer Staffing/Non-Sworn Staffing Reference (Population Data): State of California Department of Finance Historical Population and Housing Estimates Report (https://dof.ca.gov/forecasting/demographics/estimates/) • Since 2009: • Population in San Luis Obispo has increased by 6.3% • Calls for service have increased by 29.4% • Officer staffing has decreased by 4.7% • Non-Sworn staffing has increased by 21.4% Page 283 of 668 SWOT San Luis Obispo Police Department 2024-2029 Strategic Plan 18 Strength, Weakness, Opportunity, and Threat (SWOT) Analysis Strengths • Strong Community Partnerships: Collaborative efforts with various city entities provide opportunities for holistic solutions to community issues. • Service to the Community: Officers are committed to delivering top-tier community service. • Collaborative Ethos: Strong inter-departmental collaborations foster a unified city agency approach. • Police Department Staff and Leadership Team Credibility and Reputation: Department employees and leadership can be an invaluable asset in building trust with community. Weaknesses • Staffing Challenges: The police profession is challenged with the lack of workforce and SLO is not immune to these larger meta forces, hence this is a weakness that will continue to need attention locally as well as industry wide. • Antiquated/Inadequate Facility: The need for expanded and modern facilities remains, with the current building having its limitations. • Service Expectations Misalignment: A disconnect between what the community expects and what the police provide can hinder effective policing; particularly with the homelessness issue. • Lack of Transparency with Crime Statistics: This can lead to mistrust between the public and the police. • Limited Staffing Resources: Community expectations for policing and community engagement have grown consistently while staffing resources have remained flat, creating a need for extensive overtime, which impacts team morale. Opportunities • Infrastructure Development: Remodel recently acquired building adjacent to current police department to meet immediate and larger public safety needs while solidifying plans for a permanent facility. • Leveraging Industry Focus on Recruitment/ Retention Best Practices: Adopting innovative approaches from broader industry. • Engagement with Historically Marginalized Communities: Building bridges with these communities can address historical grievances and improve connection. • Public Engagement and Noticing Manual: This presents opportunities for continued police outreach and building a standardized communication strategy. • Leverage City’s New Homelessness Response Strategic Plan: Aligning with city initiatives can lead to comprehensive solutions for social issues. Threats • Mandatory OT/Burn-out: Overworked officers might face burnout, which can impact performance and health. • Funding Prioritization Ambiguity: Need to balance competing needs for a new facility, training and equipment with scarce resources. • Recruitment Barriers: Persistent challenges in attracting and retaining the best officers. • Community Challenges: The evolving societal dynamics, with concerns about issues such as homelessness poses operational challenges and resource strains. • Some local, federal and international events cause civic unrest, protests and other forms of political demonstration create unexpected demands for services to ensure protection of free speech and public safety. Page 284 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan 19 SWOT Recommendations Leverage Strengths: • Community Engagement: Organize periodic town hall meetings, open forums, and community outreach events to foster dialogue between the Police Department and the community. • Collaboration: Continue to foster partnerships with other city entities to jointly address community issues and share resources where possible. • Momentum in Community Credibility & Reputation: Leverage new leadership, positive reputation, and credibility of the police department to further make connections with the community. Address Weaknesses: • Staffing: Consider offering incentives that are in line with labor relations objectives and both market and financial conditions to attract and retain officers. • Facilities: Explore and secure funding opportunities, either through the City’s budget, grants, or public-private partnerships, to update and enhance police facilities. • Service Expectations: Conduct public surveys to better understand community expectations and align the Department’s services accordingly. • Transparency: Develop a transparent system for reporting and communicating crime statistics to the public, ensuring accuracy and clarity. Capitalize on Opportunities: • Community Events: Actively participate in post-pandemic community events to showcase the Department’s commitment to the community. • Engagement with Marginalized Communities: Design outreach programs to engage with and understand the needs of historically marginalized groups. • Public Engagement Manual: Examine opportunities to incorporate the City’s new Public Engagement Manual to better standardize community engagement practices, ensuring consistency and effectiveness. • Recruitment and Retention: Research and adopt best practices from other successful police departments to address staffing challenges. Mitigate Threats: • Officer Burn-out: Expand existing wellness programs for officers, ensure manageable work hours, and offer mental health resources. • Facilities: Prioritize updates to the most critical facilities and explore temporary solutions or partnerships to address immediate needs. • Community Challenges: Continue community policing initiatives, encouraging police officers to build relationships with residents. Concluding Note This SWOT analysis provides the Police Department with a clear view of the current challenges and opportunities facing the San Luis Obispo Police Department. Using this information, the Department can make data-driven decisions to meet the needs of the San Luis Obispo community effectively and efficiently. Page 285 of 668 GOAL 1 Service to the Community San Luis Obispo Police Department 2024-2029 Strategic Plan 20 Goals Objective 1A: Conduct Staffing Analysis 1. Contract an organizational assessment to examine staffing needs, recent growth, and the future build out of the city based on best practices and any adjustments to operations to achieve peak service performance 2. Review the scheduling model, evaluate against best practices 3. Explore viability of SWAT/Patrol Medic Program with San Luis Obispo Fire Department 4. Consider opportunities for alternative policing models 5. Explore the viability of a Computer Forensic Specialist and a Physical Forensic Specialist instead of the combined position 6. Explore viability of implementing a K-9 program 7. Explore viability of a Crime Scene Investigation Callout Team Objective 1B: Implement Enhanced SMART Policing and alternative policing models 1. Evaluate and reimagine Crime Analyst role 2. Roll out/train innovative data driven policing tools to reduce crime 3. Develop new resources to enhance unhoused and mental health roll out / train 4. Evaluate beat or zone style policing models 5. Explore the viability of a real-time crime center to track crime trends, monitor video assets, and support field teams with information Objective 1C: Empower the Community for Enhanced Safety 1. Enhance visibility of crime data, including evaluation of assigning case numbers to all Officer activity 2. Develop additional opportunities to increase amount of Crisis Intervention Training (CIT) 3. Host Crime Prevention Through Environmental Design (CPTED) seminars to promote safety through environment design 4. Evaluate expanded reservist program 5. Develop County partnerships for diversionary/restorative justice programs for “least harm” approaches and outcomes (i.e. Care Court) 6. Explore Officer staffing at high call-for-service locations such as hospitals/shelters etc. 7. Enhance neighborhood watch programs 8. Assess the effectiveness of implemented measures, gather feedback from stakeholders, and make operational adjustments as needed to continually enhance service 9. Continuous Evaluation and Improvement: Establish a system for ongoing evaluation and improvement of internal investigation transparency Page 286 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan 21 Objective 2A: Enhance Community Communications 1. Review and refine standard communication guidelines and protocols which are consistent with the City’s Public Engagement Manual 2. Explore modern technologies and cadence for one-way and two-way communication (i.e. scheduled newsletter) 3. Create program for directed stakeholder communications 4. Implement resources for sharing information, objective progress tracking, and providing accessible updates to stakeholders and leadership Objective 2B: Expand Community Partnerships and Programs 1. Expand participation in business and civic organization activities 2. Increase opportunities for community member volunteerism 3. Research the viability of a Citizens Academy to provide immersive opportunities which further complements the City’s Community Academy 4. Research the viability of an Explorer Program Objective 2C: Broaden and Diversify Community Presence 1. Expand presence in community programs 2. Expand presence at community events 3. Expand partnerships with organizations representing marginalized communities 4. Create program for periodic Town Hall or other Listening Sessions for community input GOAL 2 Community Engagement Page 287 of 668 Objective 4A: Create Recruitment Program 1. Maximize Exposure for Job Opportunities: Increase the visibility of hiring opportunities by strategically advertising on high-profile assets, including patrol vehicles; this ensures that the department’s recruitment efforts are showcased prominently, reaching a broader audience 2. Establish an Engaging Recruitment Webpage: Develop a dynamic and informative webpage dedicated to promoting the department to potential recruits; this online platform serves as a comprehensive resource, offering insights into the department’s culture, values, and career opportunities, thereby attracting qualified candidates 3. Institute a Comprehensive Mentorship Program: Formalize an innovative mentorship initiative by leveraging internal and external partnerships; this program aims to provide invaluable guidance and support to new recruits, fostering their professional growth within the department through a structured and supportive mentor-mentee relationship 4. Pioneer a Student Intern Program: Explore the creation of an enriching student intern program, offering hands-on experience and exposure to the workings of law enforcement; this initiative not only provides valuable insights to students but also serves as a pipeline for potential future recruits 5. Craft a Compelling Recruitment Video: Produce a modern video showcasing the diverse array of law enforcement careers available within the department; this visual representation serves as an engaging tool to communicate the excitement, challenges, and rewards associated with a career in law enforcement, attracting prospective candidates 6. Broaden Outreach at Educational Venues: Expand the department’s presence at key job-seek- ing venues, including institutions such as Cal Poly, Cuesta College, trade schools, and career fairs; actively participate in these events to interact with potential candidates, share information about career opportunities, and strengthen connections with the local academic and vocational communities San Luis Obispo Police Department 2024-2029 Strategic Plan 22 Objective 3A: Integrate DE&I Throughout the Department 1. Enhance Diversity, Equity, and Inclusion (DE&I) efforts to create an environment where all staff feel valued and included (Health & Wellness) 2. Develop practical DE&I training for police employees (Service to the Community) 3. Incorporate DE&I values to improve recruiting and attract historically marginalized/under- represented persons to the department (Recruiting & Retention) 4. Incorporate DE&I values to increase retention of historically marginalized/under-represented persons within the department (Recruiting & Retention) 5. Promote DE&I values for opportunities to build trust in the community based on personal safety (Community Engagement) GOAL 3 Diversity, Equity & Inclusion GOAL 4 Recruitment & Retention Page 288 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan 23 Objective 5A: Create Comprehensive Health and Fitness Program 1. Seek opportunities to improve the department’s existing physical fitness facility 2. Explore practices to encourage exercise / fitness incentive program 3. Seek partnerships with wellness practitioners to promote practices in nutrition and exercise 4. Develop method to track effectiveness of fitness program 5. Provide assistance to create personalized fitness / nutritional programs Objective 5B: Enhance Mental and Emotional Support 1. Continue partnership with Human Resources for expanded and ongoing mental health access 2. Enhance and standardize protocols for support after major incidents 3. Leverage new partnerships with practitioners to promote mental / emotional fitness 4. Explore mandatory or incentivized annual mental health check-ins 5. Evaluate expanded use of comprehensive retreat-based support programs Objective 5C: Create a Comprehensive Employee and Family Support Program 1. Create a central resource guide with tips for wellness and practitioner contact information 2. Create and promote a clearinghouse of support information for easy access 3. Enhance employee entrance program as part of onboarding 4. Create trainings for employees and family members teaching coping and support skills GOAL 5 Health & Wellness Objective 4B: Enhance Training Program 1. Develop Standard Career Tracks for: Police, Dispatch, Records and Support Positions 2. Conduct a department-wide training resource analysis Objective 4C: Create Retention Program 1. Create a committee to vet and recommend program components: a. Formalize a succession plan encouraging viable candidates and promotion pathways b. Support monetary and non-monetary retention incentives c. Continue to work with the City on employee housing initiatives d. Continue to work with the City on childcare initiatives e. Evaluate seniority-based rules when on specialty assignments Page 289 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan 24 Objective 6A: Refine Capital Improvement Plans for Police Department Facility. 1. Explore internal and external options for an evidence protocol audit and identify best practices 2. Develop and implement interim plan to move portions of the police department to 1106 Walnut 3. Develop and implement interim plan to reallocate workspace at 1042 Walnut 4. Create a drone-as-a-first-responder program 5. Remodel areas of 1042 Walnut to update and improve critical workspace 6. Develop and implement long-range working plan for new public safety center which connects and makes operationally efficient both existing facilities or a future new single facility 7. Evaluate the need for a state-of-the-art forensic processing laboratory to process evidence while protecting the health of staff 8. Evaluate and provide ongoing input to impact fees related to new development in the city Objective 6B: Improve Departmental Equipment 1. Evaluate existing Dispatch equipment replacement schedules and amend as necessary 2. Continue to evaluate Fleet needs and replacement schedules; pursuing hybrid and electric solutions 3. Explore the creation of a committee to evaluate Officer Equipment needs on an ongoing basis a. Evaluate existing officer equipment replacement schedules for price and term 4. Explore opportunity to partner with the Fire Department’s Fleet Support Team for broader public safety support Objective 6C: Evaluate Body Worn Camera and in-Car Camera solutions 1. Evaluate new body worn and in-car camera technologies on the market for improved function and cost 2. Pursue opportunities to enhance equipment integration and functionality with new and existing technologies Objective 6D: New Computer Aided Dispatch and Records Management Systems (CAD/RMS) 1. Study needs and create a Request for Proposal for a new CAD/RMS system 2. Review and recommend replacement CAD/RMS system 3. Along with IT staff, implement and transition from current system 4. Conduct end-user training GOAL 6 Improve Infrastructure, Equipment & Technology Page 290 of 668 San Luis Obispo Police Department 2024-2029 Strategic Plan 25 Strategic Plan Timeline This timeline is a visual representation of all goals and objectives over the course of the five-year planning horizon. However, this plan is designed to be flexible and to evolve over time as the department responds to changing circumstances and considers new priorities. All timelines are estimates and dependent on available resources. Page 291 of 668 2024-2029 Strategic Plan San Luis Obispo Police Department 1042 Walnut Street San Luis Obispo, CA 93401 (805) 781-7317 Prepared By: JacobGreenAndAssociates.com Page 292 of 668 San Luis Obispo Police Department Item 6.a. Presentation of the Police Department 5-Year Strategic Plan January 23, 2024 Receive and file the San Luis Obispo Police Department 5-Year Strategic Plan Recommendation Receive and file the San Luis Obispo Police Department 5-Year Strategic Plan Presentation Agenda 01 Strategic Plan Process Review 02 03 04 SWOT Analysis Review Vison, Purpose, Values Goals, Objectives, Strategies 05 Council Questions Review of the Strategic Planning Process Community Engagement Conducted interviews and surveys with community members, business owners, and City Council members. Police Department Insights Interviewed police department staff and conducted an anonymous survey. Data Gathering Used interviews and surveys to gather anonymous feedback. Data Analysis Analyzed data in a SWOT framework to identify issues and trends. Police Department Strategic Retreat Held a 2-day retreat with Police Department Leadership to generate goals, objectives, and strategies. Draft Plan Collaborated with the Police Department Strategic Plan Committee. Strategic Plan Process 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 •Identified 290 Business & Community Partners •All Police Department Staff •All San Luis Obispo Residents Engagement 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, 445 Responses •Open City Hall Survey July 18 –Aug 1, and reopened to the Public September 5 -29 SWOT Analysis Review SWOT Analysis “Positive Reputation & Credibility” “More Community Engagement” “Insufficient Staffing” “Burn-out / Increasing Service Demands” 2-Day Strategic Retreat •PD Leadership Team considered Council & Community inputs •Provided feedback on revised vision, purpose and values •Generated extensive list of goals, objectives, tactics •Aligned on best practices San Luis Obispo Police Department Strategic Plan Project Life Cycle Vision, Purpose & Values We L.I.S.T.N. Police Department’s Vision “A community partnership built on trust, focused on safety, and shared values to ensure the SLO quality of life.” Police Department’s Purpose “To safeguard our community from harm by reducing crime and ensuring dignity, equity, and justice for all we serve.” Values Life Integrity Service Teamwork Nurture We L.I.S.T.N. Strategic Goals & Objectives Strategic Plan Summary Goals, Objectives & Action Items •Six goals or “pillars” were identified as major work efforts as a result of collaboration, research and engagement •Within each goal, objectives (17 total) were developed and refined to guide the work effort and support the goals of the plan •Action items (79 total) were identified and logically placed under the objectives they directly support Goal 1 Service to the Community •Objective 1A: Conduct Staffing Analysis •Objective 1B: Implement Enhanced SMART Policing and Alternative Policing Models •Objective 1C: Empower the Community for Enhanced Safety Goal 2 Community Engagement •Objective 2A: Enhance Community Communications •Objective 2B: Expand Community Partnerships and Programs •Objective 2C: Broaden and Diversify Community Presence Goal 3 Diversity, Equity & Inclusion •Objective 3A: Integrate DE&I Throughout the Department 1.Enhance Diversity, Equity, and Inclusion (DE&I) efforts to create an environment where all staff feel valued and included (Health & Wellness) 2.Develop practical DE&I training for police employees (Service to the Community) 3.Incorporate DE&I values to improve recruiting and attract historically marginalized/underrepresented persons to the department (Recruiting & Retention) 4.Incorporate DE&I values to increase retention of historically marginalized/under-represented persons within the department (Recruiting & Retention) 5.Promote DE&I values for opportunities to build trust in the community based on personal safety (Community Engagement) Goal 4 Recruitment & Retention •Objective 4A: Create Recruitment Program •Objective 4B: Enhance Training Program •Objective 4C: Create Retention Program Goal 5 Health & Wellness •Objective 5A: Create a Comprehensive Health and Fitness Program •Objective 5B: Enhance Mental and Emotional Support •Objective 5C: Create a Comprehensive Employee and Family Support Program Goal 6 Improve Infrastructure, Equipment & Technology •Objective 6A: Refine Capital Improvement Plans for Police Department Facility •Objective 6B: Improve Departmental Equipment •Objective 6C: Evaluate Body Worn Camera and In-Car Solutions •Objective 6D: New Computer Aided Dispatch and Records Management Systems (CAD/RMS) #1 Service to the Community #2 Community Engagement #3 Diversity, Equity & Inclusion #4 Recruitment & Retention #5 Health & Wellness #6 Improve Infrastructure, Equipment & Technology 2024 2025 2026 2027 2028 1A: Conduct Staffing Analysis 1C: Empower the Community for Enhanced Safety 1B: Implement Enhanced SMART Policing and Alternative Policing Models 2A: Enhance Community Communications 2B: Expand Community Partnerships and Programs 2C: Broaden and Diversify Community Presence 3A: Integrate DE&I Throughout the Department 4B: Enhance Training Program 4C: Create Retention Program 4A: Create Recruitment Program 5C: Create a Comprehensive Employee and Family Support Program 5A: Create Comprehensive Health and Fitness Program 5B Enhance Mental and Emotional Support 6B: Improve Departmental Equipment 6A: Refine Capital Improvement Plans for Police Department Facility 6D: New Computer Aided Dispatch and Records Management Systems 6C: Evaluate Body Worn Camera and in-Car Camera solutions Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Strategic Plan Timeline Timelines are estimated Receive and file the San Luis Obispo Police Department 5-Year Strategic Plan Recommendation Receive and file the San Luis Obispo Police Department 5-Year Strategic Plan Plan Management Council Questions