HomeMy WebLinkAbout03-15-2016 Item 10 - Police Department Five-Year Strategic Plan 2016-2020
Meeting Date: 3/15/2016
FROM: Deanna Cantrell, Chief of Police
Prepared By: Brian Amoroso, Police Sergeant
SUBJECT: POLICE DEPARTMENT FIVE -YEAR STRATEGIC PLAN 2016-2020
RECOMMENDATION
Receive and file the Police Department’s Five-Year Strategic Plan.
DISCUSSION
Purpose of the Police Department’s Strategic Plan
The San Luis Obispo Police Department has developed a Five-year Strategic Plan. The purpose
of this plan is to identify and implement a variety of strategies to enhance and/or create service
deliverables for the betterment of the Department, City, and the community. Employees at all
levels within the organization were engaged in the process and continued participation will be a
key component to the overall success of the plan. Additionally, the plan will include continued
outreach to other City employees, residents, business organizations, and identified stakeholders
to enhance its relevance and support the implementation of the many outcomes identified within
the plan.
Informational Inputs for the Police Department’s Strategic Plan
Since 2013, the Police Department has been gathering data to assist in the development and
direction of its strategic plan. The results from these sources serve as a foundation for the plan.
Some of the data and informational points include:
1. SLOPD Department wide survey issued in February 2014
2. Staff Team Building Workshop in March 2014
3. Peace Officer Standards and Training Management Study completed March 2014
4. Employee feedback provided beyond the initial survey in February 2014
5. Community survey completed in May 2014
6. Chief’s Roundtable Assessment in October 2014
7. Employee Survey prepared by The Centre for Organizational Effectiveness in Summer 2014
8. Consultant Input and Guidance – Sostrin Consulting
9. Steering Committee Discussions and Recommendations
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Sostrin Consulting’s Assistance
With the receipt and Council approval of the Edward Byrne Memorial Justice Assistance Grant
($10,150), the Police Department hired Dr. Jesse Sostrin of Sostrin Consulting to provide
facilitation services during the creation of the Police Department’s strategic plan. Dr. Sostrin has
provided consulting services to a variety of clients including Hyatt, Sprint, Walmart and
Microsoft. Sostrin Consulting Services is based out of San Luis Obispo and the company has a
knowledge and perspective of our area and its needs. Dr. Sostrin’s company focuses on
leadership and organizational development with a mission to “partner with socially responsible
organizations to accelerate their performance and leverage that success for the greater good.”
Steering Committee
Through consultation with Dr. Sostrin, the overall strategic planning process was led by a
Steering Committee consisting of ten Police Department employees that represent diverse
segments within the organization. The Committee also included five managers from different
departments within the City. These managers were active participants in meetings and provided
unique perspectives and feedback during the process. The committee met several tim es between
June and October of 2014.
The purpose of the Steering Committee was to provide focused attention and evaluation of the
data received thus far. With this knowledge they were tasked with incorporating assistance from
their peer work groups and other stakeholders. These efforts encouraged conversation and further
participation in the creation of the plan. This feedback was used by the committee to ensure plan
objectives were being met and new thoughts and ideas were being represented.
The committee evaluated the Department’s existing Mission and Vision statements to ensure
recommendations would be consistent and aligned with our purpose and goals. At its conclusion
the Committee provided feedback to the Department’s executive staff in the form of Strategic
Directions and Objectives. The Committee, along with solicited employee input, provided
specific strategies to assist Department management in defining detailed strategies that are
represented in the written strategic plan.
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Strategic Plan Highlights
There are five strategic directions contained in the Police Department’s Strategic Plan as follows:
1. Reduce Crime
2. Promote Organizational Excellence
3. Enhance Internal & External Relationships
4. Advance Technology
5. Enhance Infrastructure
Each of the strategic direction sections contains two strategic objectives which are more specific
in nature and define the scope even further in order to capture multiple individual strategies. A
total of 53 different strategies have been identified with a plan to complete them over the life of
the five-year strategic plan.
EXAMPLE
Strategic Objective Strategy
1.1 1.1.8
Strategic Direction #1
Strategic Objective Strategy
1.2 1.2.3
Implementation and Action Plan
Each of the 53 strategies includes defined expectations that are assigned to interested personnel
or relevant staff members to oversee the completion of a given strategy. The le ad is the position
responsible for completing the given strategy during the assigned time period. While the number
of annual objectives is highest in years one and two, some of these are exploratory in nature with
the implementation of the item coming the following year or further into the plan.
Reduce Crime
Enhance Crime
Prevention
Initiatives
Enhance
Enforcement
Initiatives
Create a Diversion
Program for Muni-
Code Violations
Expand Community
Civility and
Outreach
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The plan will be used as part of the Department’s employee work programs and annual report to
ensure the work effort is being completed and reported to the Council and community. The
annual report will include a summary of our progress and restate objectives and strategies for the
upcoming year. This report will be shared with Council, citizens and other stakeholders.
The strategic plan is intended to be dynamic and flexible document that can be adjusted over
time to meet the Community and Department’s needs. In addition to working on the specific
strategies each year, the Department management team will review the upcoming year’s
objectives to insure they are still valid given existing and/or changed condition s. All objectives
and strategies will be evaluated and tracked monthly in our department staff meeting to ensure
consistency and effort towards these goals. Some strategies may be added, amended, deferred or
removed based upon staffing, resources, budget or other unforeseen circumstances. Community,
stakeholder and employee input will always be valued and can drive the creation or alteration of
any of the objectives or strategies.
FISCAL IMPACT
Receiving and filing the plan does not result in a direct fiscal impact. The plan was designed so
that many of the strategies were attainable with limited need for additional resources. Because
the strategies will be completed in-house, by Police Department staff, direct costs will be kept to
a minimum. In cases where completion of strategies results in a recommendation for additional
resources, the Department will determine first if resources exist anywhere within the
Department’s program budgets. Should those resources not be available, additional resources
will be requested as part of a financial planning process.
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1 STRATEGIC PLAN 2016 -2020
San Luis Obispo Police Department
Strategic Plan
2016-2020
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TABLE OF CONTENTS
SAN LUIS OBISPO POLICE DEPARTMENT
MESSAGE FROM THE DEPARTMENT ·········································································· 3
STRATEGIC FRAMEWORK ··························································································· 4
ORGANIZATIONAL OVERVIEW ···················································································· 5
VISION, MISSION & VALUES ······················································································· 6
STRATEGIC PLAN COMPONENTS ················································································ 7
EVOLUTION OF OUR STRATEGIC PLAN ······································································· 8
PLANNING PROCESS ·································································································· 9
IMPLEMENTATION & EVALUATION ············································································12
STRATEGIC PLAN DIRECTIONS ···················································································13
STRATEGIC DIRECTIONS
#1 Reduce Crime ····································································································14
#2 Promote Organizational Excellence ····································································16
#3 Enhance Internal & External Relationships ························································18
#4 Advance Technology ··························································································20
#5 Enhance Infrastructure ······················································································22
ACKNOWLEDGEMENTS ·····························································································24
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3 STRATEGIC PLAN 2016 -2020
MESSAGE FROM THE DEPARTMENT
SAN LUIS OBISPO POLICE DEPARTMENT
On behalf of the men and women of the San Luis Obispo Police Department we are
pleased to introduce our 2016-2020 Strategic Plan. Our employees have been engaged in
the process of building this 5-year plan for some time and are pleased to see it come to fru-
ition. The implementation of a strategic plan is new territory for our agency and we are ex-
cited as to what it will deliver for our community in the form of continued quality service,
professionalism and organizational excellence.
This Strategic Plan will be a flexible, living document that will prepare the department for
the future as we remain true to our vision and goals. Through the plan we will confront
emerging issues, introduce progressive police practices and perform our duties with pur-
pose in order to reduce crime, build relationships and enhance the quality of life for all we
serve.
We look forward to working in partnership with the community to accomplish these goals
as outlined in this Strategic Plan.
Members of the San Luis Obispo Police Department
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STRATEGIC FRAMEWORK
SAN LUIS OBISPO POLICE DEPARTMENT
The San Luis Obispo Police Department has embarked on the implementation of a 5-year
Strategic Plan. The purpose of the plan is to identify, navigate and complete a variety of
objectives to enhance our organization’s ability to serve the community. Employees at all
levels within the organization have been and will continue to be engaged in the develop-
ment and execution of this plan to maximize our ability to achieve success.
The development of the plan included several analytical components. The San Luis
Obispo Police Department partnered with California Peace Officer Standards and Training
(POST) to conduct a work assessment study in December 2013. The results provided an
analysis and evaluation of the Department’s calls for service and staffing needs based on
several different models.
Outcomes from the assessment were used as a foundation for a series of planning efforts,
including a management team building workshop, workforce and community surveys and
the development of a Steering Committee made-up of a cross section of police depart-
ment employees and other City management personnel. Sostrin Consulting was selected
to
provide facilitation experience to integrate all aspects of the planning process and to
provide a series of facilitated meetings with the Steering Committee to position the
organization to achieve its strategic objectives.
This strategic plan is intended to be dynamic and has the ability to be augmented based
upon critical inputs such as fiscal constraints and crime trends to meet emerging needs.
The plan not only provides direction but is intended to enhance accountability and
improve efficiencies that translate to improved public safety and an enhanced quality of
life.
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5 STRATEGIC PLAN 2016 -2020
ORGANIZATIONAL OVERVIEW
SAN LUIS OBISPO POLICE DEPARTMENT
The San Luis Obispo Police Department consists of 86.5 (FTE) employees, 60 of which are
sworn police officers. The Department is divided into two bureaus, with a Police Captain
commanding each. The Operations Bureau handles Patrol Services, the Traffic Safety Unit,
and Neighborhood Services. The Administrative Services Bureau handles all administrative
and fiscal services as well as the Investigative Division, the Communications Division, and
the Records Unit. The Department employs a temporary part-time Operations Support Clerk
and several temporary part-time Student Neighborhood Assistance Program (SNAP) employ-
ees that respond to noise complaints.
Total Employees: 86.5 FTE’s
Sworn: 60
Civilian: 26.5
Chief of Police
Operations Bureau Captain Administrative Bureau Captain
SNAP
(temp)
Night
Patrol
Lieutenant
Day
Patrol
Lieutenant
Comm & Records
Manager
Admin.
Sergeant
Admin. Asst
Sr Admin.
Analyst
Comm
Techs
Comm
Supervisors
Records
Clerks &
Ops Sup
Records
Supervisor
SET Officers
S.O. Narc Ofc.
SET Sergeant
Property &
Evidence
Clerk
Property
Crimes
Persons
Crimes
School
Resource
Officer
Night
Patrol
Sergeants
Patrol
Officers
Day/Night
Bicycle
Officers
Bicycle
Sergeant
Patrol
Officers
Day
Patrol
Sergeants
Traffic
Sergeant
Chief ‘s Admin.
Assistant
Neighborhood
Outreach
Manager
Investigations
Lieutenant
Evidence
Tech
Traffic &
DUI Officer
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6 STRATEGIC PLAN 2016 -2020
Our Vision:
“To be recognized by our community and employees as a
model of excellence in the law enforcement
profession.”
Our Mission:
“The mission of the San Luis Obispo Police Department is
to maintain a safe city by working in partnership with
the community to protect life and property, prevent and
reduce crime, and improve the quality of life in our
neighborhoods while preserving the rights of all
through a commitment to Service, Pride, and Integrity.”
Our Values:
Service, Pride, and Integrity
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STRATEGIC PLAN COMPONENTS
SAN LUIS OBISPO POLICE DEPARTMENT
A statement of the general
purpose of the organization.
An image of how the organization
desires to operate in the future.
Derived from the Department’s Mis-
sion & Vision. High level statements
of what the organization would like
to achieve.
Derived from & support the Strategic
Directions. Objectives are statements
of the general means by which the
organization will work to meet the
Strategic Directions.
Statements of how each Objective will
be addressed. Strategies might incor-
porate multiple initiatives & are de-
signed to produce measurable results.
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STRATEGIC PLAN EVOLUTION
SAN LUIS OBISPO POLICE DEPARTMENT
Finalized Strategic Plan
Grant Funded Consultant Identified to Facilitate Plan
SLOPD Department Wide Survey to Establish Climate and Goals
State Funded Staff Team Building Workshop and Strategic Planning Assessment
State Funded Management Study
Community Survey & Chief’s Roundtable Assessment
Creation of a Strategic Plan Steering Committee
Steering Committee Meetings with Facilitator to Identify Strategic Objectives
Creation and Affirmation of Department Vision, Mission and Values
Executive Summary Developed to Guide Planning Process
Consultant Assessment and Executive Management Review of Plan
Employee Team Meetings for Input
The Centre for Organization Effectiveness Employee Survey
Steering Committee Final Review
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9 STRATEGIC PLAN 2016 -2020
A strategic planning team was formed and a mix of internal and external stakeholders worked
together in a series of facilitated group discussions. The design of the strategic planning
process built upon the consolidated reports from the initial efforts to include a POST
assessment, a leadership retreat, two staff surveys, and a community input process. Focused
activities were completed to confirm the departments vision, mission, and values, and to
further explore areas of challenges and opportunities that would serve as the starting place
for strategic directions. The following summary captures the results of each phase of the pro-
cess.
*bold and italicized wording emphasizes stakeholder input
COMMUNITY:
An assessment of both internal and external trends indicated our agency has an established
solid reputation and has developed strong partnerships within our community. Our work
product is largely meeting our community’s needs , however, we can do better in addressing
the transient population engaged in adverse or illegal behaviors that negatively impact our
community.
CULTURE:
Our strongest asset is our people. Positive relationships have been built between our police
officers association and management teams. We have a strong leadership team which
encourages professional growth, and is receptive to innovative ideas. We stress the im-
portance of customer service and are a culturally healthy and functional department which
is a good model in the law enforcement industry.
INFORMATION TECHNOLOGY:
The department is fortunate to have a detached state of the art dispatch facility commonly
referred to as the Emergency Communication Center. In 2015, our field personnel began to
leverage cutting edge mobile technology as well as other new tools. Technology in many
areas of law enforcement is advancing at an exponential rate. It is difficult to keep up with
the advances of our own existing technology coupled with the desire to take on new technol-
ogies that create even more efficiencies in productivity and performance.
INFRASTRUCTURE:
Police Headquarters is an aging building with space limitations that inhibits growth and
storage for personnel, vehicles, equipment and evidence/property. Aging infrastructure is-
sues which include plumbing, fixtures and electrical have created a need to look at alterna-
TRENDS, FINDINGS & OBSERVATIONS
SAN LUIS OBISPO POLICE DEPARTMENT
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10 STRATEGIC PLAN 2016 -2020
FISCAL CONSIDERATIONS:
Budget processes and framework limitations set by legislation and policy will define how
and when public funds are expended. Voter approval of Measure G will enhance fiscal
stability for the next eight years. Immediate needs will not necessarily be realized with
competing interests across the City. Community input has helped shape the City’s FY 15/17
financial plan with increasing revenues balanced by employee negotiations and funding
retirement liabilities. Strategic initiatives that require funding from the general fund will
need to be balanced with other needs within the City and community expectations.
CHALLENGES & OPPORTUNITIES:
There is a strong desire to enhance and renew police headquarters to accommodate ex-
isting and future growth needs while continuing to provide superior service. As the city
grows in both size and population as a result of new development, there will be a need to
assess and implement ways to continue to meet service demands.
We intend to review new scheduling practices, improve the ability to investigate technology
related crimes, improve investigative clearance rates, become more efficient in crime
analysis, identify a redundant Emergency Operations Center, assign dedicated IT staff and
develop a succession plan for future leadership and career opportunities.
EXTERNAL STAKEHOLDER ANALYSIS:
The department identified residents, the business community, visitors, the City Council,
other City departments, Cal Poly, Cuesta, Neighborhood advocates and various community
organizations as our primary stakeholders. The overwhelming majority of stakeholders
indicated they have strong community relationships with the police. Outreach to stakehold-
ers identified general priorities to include keeping SLO a safe place to live; improving
efforts and results in combating crime; reducing “town and gown” friction and related
order maintenance offenses; increasing effectiveness in responding to calls for service; and
improving crime prevention
efforts. Specific stakeholder
needs were to demonstrate
better responsive-ness to alcohol,
drugs and transi-ent issues.
THE PLANNING PROCESS
SAN LUIS OBISPO POLICE DEPARTMENT
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11 STRATEGIC PLAN 2016 -2020
INTERNAL STAKEHOLDER ANALYSIS:
Internal stakeholders were identified as all police department employees. An objective of
the strategic planning process was a desire to understand what our own people expect
and need.
Culture: In general there was a sentiment that we could improve on communication and
increase accountability at all levels. There was also a desire to improve upon the existing
employee evaluation tools beyond statistical based performance measures.
Staff: There was an identified need to propose increased support personnel, specifically in
Dispatch and Records.
Infrastructure: There was a reiterated desire to update existing facilities, to create space,
enhance safety and improve functionality in a contemporary and new police department
building. As the City looks to the future to potentially build a new facility there is an
immediate need to improve existing infrastructure and increase efficiency with the existing
police building.
Programs: There was an expressed interest in expanding or creating new programs to
enhance service and efficiencies. Ideas included looking at comprehensive methods in
analyzing data to focus resources, examining alternative ways to support patrol services or
creating youth or citizen oriented programs to foster community relationships, just to name
a few.
FUNDING AVAILABILITY AND/OR RESOURCE DEPENDENCE:
Some objectives may be dependent upon fiscal or personnel resources that may not be
readily available at or during implementation. Additionally, other identified needs or goals
may take prece-
dent over others
dependent upon
assessed needs at
the time. These
initiatives will be
THE PLANNING PROCESS
SAN LUIS OBISPO POLICE DEPARTMENT
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12 STRATEGIC PLAN 2016 -2020
IMPLEMENTATION AND EVALUATION
SAN LUIS OBISPO POLICE DEPARTMENT
Sponsorship & Accountability:
The Department’s leadership team is committed to the successful implementation and exe-
cution of the Strategic Plan. The Chief is responsible for the oversight of the strategic plan
objectives are guided by staff members who in team settings inspire participation and bal-
ance resources as the Department moves forward with the Plan.
Strategic Plan Review, Tracking & Measurement:
Progress toward the Strategic Plan is reviewed and tracked during monthly staff meetings.
Tracking will include detailed information about each objective, and includes key
accomplishments, percent complete, current status, timelines, history of extensions and
any issues that need to be addressed. It is expected that some strategies will be accelerat-
ed,
deferred, delayed, or even deleted in some cases based on a variety of factors.
Annual Review & Update of the 5-Year Plan:
The Strategic Plan is reviewed and updated on a continual basis at the end of each calendar
year. The Department’s overall Objectives and Strategies are assessed and reprioritized if
necessary, based on operating expenses, service indicators, industry statistics, or special
initiatives. Other considerations will include community input and Council direction through
the development of Major City Goals and other important objectives.
An annual strategic planning report will detail the outcome of each active strategy. This
process ensures reliability of the Strategic Plan as a tool that can be used for annual
operating budget development, Capital Improvement Project (CIP) development and
equipment and personnel planning.
The report is available for download from the City’s website at http://www.slopd.org
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13 STRATEGIC PLAN 2016 -2020
SAN LUIS OBISPO POLICE DEPARTMENT
STRATEGIC PLAN DIRECTIONS
Strategic Direction #1
Strategic Direction #3
Strategic Direction #2
Strategic Direction #4
Strategic Direction #5
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14 STRATEGIC PLAN 2016 -2020
REDUCE CRIME
STRATEGIC DIRECTION #1
San Luis Obispo Police Department Strategic Plan: 2016-2020 YEAR
Strategy Leader &
Co-Leader
Strategic Objective 1.1 Enhance Crime Prevention Initiatives
Strategy 1.1.1 Implement Spillman Dashboard Module &
Crime Analysis Capabilities 2016 Melissa Ellsworth
Senior Admin. Analyst
Strategy 1.1.2 Enhance Educational Outreach to Reduce
Property Related Crimes 2016
Lt. Smith
Christine Wallace,
Neighborhood Outreach Mgr.
Strategy 1.1.3
Develop and Expand Crisis Intervention
Training Trainer Program for Officers,
Dispatch & Patrol
2016 Sgt. Hixenbaugh
Ofc. Inglehart
Strategy 1.1.4 Enhance Directed Giving Campaign beyond
the end of the April 2016 pilot program 2016 Capt. Storton
Strategy 1.1.5 Create Drug Awareness Educational
Program for Grade School Children 2018 Lt. Smith
SRO Officer
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15 STRATEGIC PLAN 2016 -2020
REDUCE CRIME
STRATEGIC DIRECTION #1
San Luis Obispo Police Department Strategic Plan: 2016-2020 YEAR
Strategy Leader &
Co-Leader
Strategic Objective 1.2 Enhance Enforcement Initiatives
Strategy 1.2.1 Expand Public Safety Video Capabilities 2016 Lt. Smith
Sgt. Amoroso
Strategy 1.2.2 Refine Active Shooter Protocol and Training 2016 Lt. Smith
Sgt. Mickel
Strategy 1.2.3 Expand Community Civility Outreach & Edu-
cation 2016 Christine Wallace,
Neighborhood Outreach Mgr
Strategy 1.2.4
Enhance Mobile Field Force Capabilities
Through Advanced Training &
Collaboration
2016 Sgt. Mickel
Strategy 1.2.5
Enhance Mobile Field Force Capabilities
Through Advanced Training &
Collaboration
2016 Sgt. Mickel
Strategy 1.2.6
Research & Draft Proposal for a K-9
Program
2017 Officer Shalhoob
Strategy 1.2.7 Complete assessment of Team Based
Scheduling 2017 Sgt. Amoroso
Ofc. Schafer
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16 STRATEGIC PLAN 2016 -2020
San Luis Obispo Police Department Strategic Plan: 2016-2020 YEAR
Strategy Leader &
Co-Leader
Strategic Objective 2.1 Develop and Recognize Employees
Strategy 2.1.1 Enhance Employee Recognition Program 2016 Sgt. Goodwin
Strategy 2.1.2 Create Employee Peer Support & Critical
Incident Stress Program 2016 Sgt. Hixenbaugh
Ofc. Kemp
Strategy 2.1.3
Support & Encourage Department Volun-
tary
Involvement in PACE
2016 Captain Storton
Strategy 2.1.4 Career Advisement Program 2017 Capt. Storton
Capt. Staley
PROMOTE ORGANIZATIONAL EXCELLENCE
STRATEGIC DIRECTION #2
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17 STRATEGIC PLAN 2016 -2020
PROMOTE ORGANIZATIONAL EXCELLENCE
STRATEGIC DIRECTION #2
San Luis Obispo Police Department Strategic Plan: 2016-2020 YEAR
Strategy Leader &
Co-Leader
Strategic Objective 2.2 Develop the Organization
Strategy 2.2.1
Create Risk Management Liaison to develop
and implement risk and liability reduction
strategies
2016 Lt. Smith
Strategy 2.2.2 Create Use of Force Annual Review Process 2016 Lt. Smith
Strategy 2.2.3
Assess Feasibility of Replacing
Administrative Sergeant Position with a
Civilian Employee
2016 Lt. Bledsoe
Sgt. Goodwin
Strategy 2.2.4 Assess Management Structure in
Investigations 2016 Lt. Smith
Sgt. Pfarr
Strategy 2.2.5 Study Need for Civilian Cyber Crime
Investigator 2016 Lt. Smith
Evid. Tech. Lehr
Strategy 2.2.6 Develop an Employee Physical Fitness
Program 2017 Ofc. Dinsmore
Strategy 2.2.7
Study Work Load for Sworn Staffing Needs
in the Patrol Division in Preparation for the
2019-2021 Financial Plan
2017 Capt. Storton
Strategy 2.2.8
Study Work Load and Staffing Needs in the
Support Services Division in Preparation for
the 2019-2021 Financial Plan
2017
Tera Rapp, Records Mgr.
Mark Anselmi, Comm. Sup.
Christine Steeb, Comm. Sup.
Strategy 2.2.9
Study Work Load and Staffing Needs in the
Administration Division in Preparation for
the 2019-2021 Financial Plan
2017 Melissa Ellsworth,
Senior Adm. Analyst
Strategy 2.2.10
Study Work Load for Non-Sworn Staffing
Needs in the Patrol Division in Preparation
for the 2021-2023 Financial Plan
2017 Capt. Staley
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18 STRATEGIC PLAN 2016 -2020
ENHANCE INTERNAL & EXTERNAL RELATIONSHIPS
STRATEGIC DIRECTION #3
San Luis Obispo Police Department Strategic Plan: 2016-2020 YEAR
Strategy Leader &
Co-Leader
Strategic Objective 3.1 Strengthen Community Relationships
Strategy 3.1.1 Develop Chaplain Program 2016 Sgt. Goodwin
Strategy 3.1.2
Examine Potential Use of Technology to
Support Neighborhood Collaboration &
Interaction
2016 Sgt. Booth
Strategy 3.1.3 Expand Volunteer Program 2016
Christine Wallace,
Neighborhood Outreach
Mgr.
Strategy 3.1.4
Enable Community Access to Web Based
Crime Mapping through the Spillman
Dashboard
2016 Melissa Ellsworth
Senior Admin. Analyst
Strategy 3.1.5 Create an SLOPD Citizens Academy 2017 Ofc. Berrios
Strategy 3.1.6 Create an SLOPD Explorer's Post 2017 Ofc. Berrios
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19 STRATEGIC PLAN 2016 -2020
ENHANCE INTERNAL & EXTERNAL RELATIONSHIPS
STRATEGIC DIRECTION #3
San Luis Obispo Police Department Strategic Plan: 2016-2020 YEAR
Strategy Leader &
Co-Leader
Strategic Objective 3.2 Strengthen Inter/Intra Governmental
Relationships
Strategy 3.2.1
Draft, implement and monitor MOU
agreement with Cal Poly to Expand UPD
Enforcement Role Beyond Campus
Boundaries
2016 Capt. Staley
Strategy 3.2.2
Collaborate with City and Community stake-
holders to produce video messaging aimed
at promoting safety
2016 Capt. Staley
Strategy 3.2.3 Collaborate with School District to Expand
Campus Centered Critical Incident Training 2016 Lt. Smith
Strategy 3.2.5 Develop a joint protocol with the Fire
Department for Arson Investigations 2016 Lt. Smith
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20 STRATEGIC PLAN 2016 -2020
ADVANCE TECHNOLOGY
STRATEGIC DIRECTION #4
San Luis Obispo Police Department Strategic Plan: 2016-2020 YEAR
Strategy Leader &
Co-Leader
Strategic Objective 4.1 Technology Support & Infrastructure
Strategy 4.1.1 Improve Dispatch Center Audio Recording
Equipment 2016 Kerri Rosenblum,
Records/Dispatch Mgr.
Strategy 4.1.2 Acquire and Integrate Tactical Robot Into
the Regional SWAT Protocol 2016 Capt. Staley
Strategy 4.1.3 Replace Work Scheduling Program 2016 Lt. Proll
Strategy 4.1.4 Create a Digital SLOPD Historical
Photograph Library 2016 Sgt. Booth
Strategy 4.1.5
Partner with IT to Coordinate a Police
Database Integrity/Security Assessment
Conducted by an Outside Consultant
2016 Capt. Staley
Strategy 4.1.6 Complete Next Generation Text to 911
Upgrades 2016 Kerri Rosenblum,
Records/Dispatch Mgr.
Strategy 4.1.7 Complete Next Generation Video & Images
911 Upgrades 2018 Kerri Rosenblum,
Records/Dispatch Mgr.
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21 STRATEGIC PLAN 2016 -2020
ADVANCE TECHNOLOGY
STRATEGIC DIRECTION #4
San Luis Obispo Police Department Strategic Plan: 2016-2020 YEAR
Strategy Leader &
Co-Leader
Strategic Objective 4.2 Advance Communication Technology
Strategy 4.2.2 Implement a Pilot Program for a Body Worn
Camera Program and Expand if Feasible 2016 Capt. Storton
Strategy 4.2.3
Research, Request and Implement Mobile
Fingerprint Scanning Technology if Cal-ID
Funding is Secured
2016 Sgt. Pfarr
Strategy 4.2.4
Research, Request and Implement Facial
Recognition Technology if Cal-ID Funding is
Secured
2017 Sgt. Pfarr
Strategy 4.2.1 Implement Electronic Citation and Report
Writing 2017 Tera Rapp,
Records Supervisor
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22 STRATEGIC PLAN 2016 -2020
ENHANCE INFRASTRUCTURE
STRATEGIC DIRECTION #5
San Luis Obispo Police Department Strategic Plan: 2016-2020 YEAR
Strategy Leader &
Co-Leader
Strategic Objective 5.1 Enhance Existing Police Facility
Strategy 5.1.1 Remodel Men’s Shower/Bathroom 2016 Lt. Proll
Strategy 5.1.2 Remodel of Upstairs Break Room 2016 Lt. Proll
Strategy 5.1.3 Improve Patrol Equipment Inventory Sys-
tem and Storage Capabilities 2016 Sgt. Goodwin
FST Barrett
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23 STRATEGIC PLAN 2016 -2020
ENHANCE INFRASTRUCTURE
STRATEGIC DIRECTION #5
San Luis Obispo Police Department Strategic Plan: 2016-2020 YEAR
Strategy Leader &
Co-Leader
Strategic Objective 5.2 Address Long Term Public Safety Fa-
cility Needs
Strategy 5.2.1 Implement a facility assessment for a new
police building at its existing location 2016
Capt. Staley
Melissa Ellsworth,
Sr. Admin. Analyst
Strategy 5.2.2 Draft a Shooting Range & Training Center
Improvement plan 2018 Lt. Smith
Sgt. Mickel
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24 STRATEGIC PLAN 2016 -2020
ACKNOWLEDGMENTS
SAN LUIS OBISPO POLICE DEPARTMENT
We appreciate the participation provided by City staff and the public at large and for their
contributions to our SLOPD 2016-2020 Strategic Plan. However, the involvement of the
Strategic Plan Steering Committee provided the substance and direction for our 5-year en-
deavor. We would like to thank the following personnel for their interest and involvement
in leading our department into the future:
Brian Amoroso - Police Sergeant
Doug Carscaden - Ranger Services Manager, Parks and Recreation Dept.
Jake Dinsmore - Police Officer
Melissa Ellsworth - Police Senior Administrative Analyst
Greg Hermann - Special Projects Manager, Community Development Dept.
Christy McCornack - Police/Fire Dispatcher
Marjorie Menesez - Police Records Clerk
Melissa Mudgett - Recreation and Public Art Manager, Parks and Recreation Dept.
Chad Pfarr - Police Sergeant
Sue Sanders - Administrative Assistant to the Chief of Police
Trevor Shalhoob - Police Detective
Chris Staley - Police Operations Captain
Keith Storton - Police Administrative Captain
Eric Vitale - Police Detective
Greg Zocher - Human Resources Manager, Human Resources Dept.
The execution of the SLOPD Strategic Plan would not be possible without the leadership
and support of the San Luis Obispo City Council and City Manager Katie Lichtig.
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SLOPD Strategic Plan
2016-2020
Strategic Framework
5 Year Plan
Engage Employees and Community
Steering Committee
Partnerships and Collaboration
Dynamic, Flexible, Fluid
Our Vision:
“TO BE RECOGNIZED BY OUR COMMUNITY AND EMPLOYEES AS A MODEL OF
EXCELLENCE IN THE LAW ENFORCEMENT PROFESSION.”
Our Mission:
“THE MISSION OF THE SAN LUIS OBISPO POLICE DEPARTMENT IS TO
MAINTAIN A SAFE CITY BY WORKING IN PARTNERSHIP WITH THE COMMUNITY
TO PROTECT LIFE AND PROPERTY, PREVENT AND REDUCE CRIME, AND
IMPROVE THE QUALITY OF LIFE IN OUR NEIGHBORHOODS WHILE
PRESERVING THE RIGHTS OF ALL THROUGH A COMMITMENT TO SERVICE, PRIDE, AND INTEGRITY.”
Our Values:
SERVICE, PRIDE, AND INTEGRITY
Vision, Mission & Values
Strategic Plan Components
Strengthen Relationships
Keep SLO a Safe Place to Live
Reduce “Town & Gown” frictions
Improve Crime Prevention Efforts
Demonstrate Better Responsiveness:
alcohol, drugs and adverse transient impacts
Positive Outcomes
External Stakeholder Analysis
Residents
Business Community
Visitors
City Council
City Departments
Cal Poly, Cuesta & School District
Neighborhood Advocates
Community Organizations
The Planning Process
Outreach
Community Survey
Residents
SLO Downtown Association
SLO Chamber of Commerce
Internal Survey
Employees
Staff Workshop
Steering Committee
Other City Department Stakeholders
Strategic Plan Directions
Reduce Crime
Promote Organizational Excellence
Enhance Internal & External Relationships
Advance Technology
Enhance Infrastructure
Sponsorship & Accountability
Chief Responsible for High Level Oversight
Identification of Goal Leaders
Strategic Plan Review, Tracking & Measurement
Tracked at Monthly Staff Meetings
Annual Review & Update of the 5-Year Plan
Annual Report for Public Consumption
Accelerated, Deferred, Delayed, Added and Deleted
Implementation & Evaluation
Collaborative & Developmental Efforts
Police Staff
Community Development
Parks & Recreation
Human Resources
Acknowledgments & Questions