HomeMy WebLinkAbout03-15-2016 Item 10, Cantrelltz
Council
Date: March 15, 2016
TO: Mayor and City Council
VIA: Katie Lichtig, City Manager
From: Deanna Cantrell, Chief of Police
RECEIVED
MAR 15 2016
SLO CITY
COUNCIL MEETING: 3 .16-49
ITEM NO, /0
SUBJECT: Item 10— Police Department Five -Year Strategic Plan 2016 -2020
Attached are strategic questions and answers regarding the Police Department's Five -
Year Strategic Plan.
Additionally, due to a formatting error the Police Department's 2016 -2020 Strategic Plan
did not transfer properly into the March 15, 2016 Council Agenda Report Package.
Please replace the entirety of agenda packet pages 76 — 99 with the attached properly
formatted document.
Q 1. The last time we considered a Strategic Plan was in February, 2015 for Public Works,
and a good part of the conversation at that time surrounded the role of volunteers in
support of our staff and the Council. Results of that conversation at the Council were
positive, in my opinion — check with Katie and Daryl Grigsby if you wish. I do see on
page 93 of the CAR there is reference to having Christine Wallace take on the job of
"Expand(ing) Volunteer Program," but I can't find elsewhere in the plan where that
function is further described. From what I understand, volunteers are employed within the
Department in a variety of settings, including the Chaplain (which is to be led by Sgt.
Goodwin), the Chief's Roundtable, as well as the Reserve Officer (Rushdi Cader) and a
few people in Administration. To some degree, the "Downtown Ambassadors" with the
Downtown Association also provide an important set of volunteer "eyes" for our
downtown officers. Would it make sense to include any of these volunteer roles in the
organization chart on p. 80?
Al. We typically only have actual employees on an org chart since volunteers can and do
leave often. We currently have 14 volunteers (6 that paint over graffiti and 8 that are
specific within the PD) that serve in many different areas, from investigations, to Admin
to records and patrol. Christine Wallace oversees the program so she can track hours,
ensure duties are outlined and be a single point of contact for them as a supervisor of
sorts.
Q2. I know the Department welcomes volunteers and we also train and deploy SNAP officers
(who are not volunteers), but it seems that the function of using and "employing"
volunteers should be one that is widely embraced within the Department rather than
focusing it entirely in Christine's unit — so perhaps some clarification is in order.
Additionally, what is meant by creating a "Citizen's Academy" (also on page 93)?
A2. A citizens academy is something that many police departments do for the community. It
is an academy that teaches participants about law enforcement and the many different
aspects of it within the organization. They learn about patrol, the 01 amendment, internal
investigations, laws, traffic enforcement, use of force, investigations, communications
and all of the many other areas and programs taking place. It will be an 8ish week
program one night a week, then our hope is to have some folks become volunteers
after. It is a great way for people to understand our profession and advocate for us.
Q3. May we assume that the first item listed on p. 94, "Draft, implement and monitor MOU...
with Cal Poly" is now done? (except for the "monitoring" part)
A3. That is correct and it is being monitored now.
Q4. On p. 95, you've assigned Lt. Proll to "Replace Work Scheduling Program." Is that the
grant proposal that we just authorized recently? In any case, can we reference more
specifically just what it is we are seeking to replace the existing scheduling program
WITH?
A4. The current program we use is 15 years old and is not supported any longer. We are
staying with the same company, Speedshift, but using a newer product that officers can
access on line. This was funded in the 2015/2016 financial plan.
Q5. On p. 96, I applaud you for calling for the pilot program for body cams to be
implemented in 2016. Can we also commit, within this plan, to a full roll -out of body
cams within this five -year plan? (With the ultimate scale and speed depending, of course,
on the results of the Pilot Program).
A5. Our goal will be to have full implementation no later than 2017.
Q6. On p. 98, we call for Captain Staley and your Admin staff to implement a facility
assessment for a new building. As I recall, we have already included that project in the
adopted CIP, though I don't know how soon we anticipate actually building it. As with
the body cams, can we commit to doing anything more within this Strategic Plan time
frame, based on our existing commitment in the CIP, to move us forward in replacing
your existing quarters?
A6. Of course as the city grows in size, population and crime we too must change in order to
meet new demands. We have actually had two prior site assessments with the last
completed in 2003 that told us our current facility is suffering from plumbing, electrical
and space limitations that are inhibiting any future growth, room for storage /evidence,
and room for parking. We have $45,000 in CIP funding that is available and we are
currently looking to use that money to develop a concept plan on our existing site since
we already know the building needs replaced. We are in discussions about how to move
forward with this plan within the next 5 years. Thanks for asking.
Q7. I note a couple of formatting errors that may have resulted from converting the original
format to one that is compatible with the CAR: P. 84 is cut off at the bottom (and it's a
key place where you're talking about the need to replace your aging building), and pp. 85
and 86 are difficult to read with the photos centered on the bottom. In fact, p. 86 is also
cut off.
A7. You are correct, it is a formatting issue. I will ensure I have copies of the plan for each of
you that are formatted correctly and will try to get that corrected electronically as well.
Q8. Finally, I would ask you to address this question: Who "owns" this plan? Is it the
Department as a whole — or your management team — or you as the Chief? Since it is not
proposed to be adopted by the Council, I'm going to assume that it is some combination
of these three. And as a practical note — are your or your team planning to get out in the
community and speak to this plan, to have multiple copies printed so they may be
circulated, etc.?
A8. You are correct that the plan is owned by the entire department, with my leadership
driving it along with command staff. It will be posted electronically on our webpage for
the public to review and it will be updated regularly. We will put out information
regarding the plan once it is fully accepted.
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San Luis Obispo Police Department
Strategic Plan
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1
STRATEGIC
PLAN
2016 -2020
2
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
PLANNINGPROCESS ................................................................... ............................... g
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
STRATEGIC PLAN 2016 -2020
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
3 STRATEGIC PLAN 2016 -2020
4
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.
STRATEGIC PLAN 2016 -2020
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.
5 STRATEGIC PLAN 2016 -2020
Our Vision:
ffTO BE RECOGNIZED BY OUR COMMUNITY AND EMPLOYEES AS A
MODEL OF EXCELLENCE IN THE LAW ENFORCEMENT
PROFESSION. 11.1
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. A?
Our Values:
SERVICE, PRIDE, AND INTEGRITY
+ cy- OPP,
.Prat Ict
L
6 STRATEGIC PLAN 2016 -2020
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
11 Strategic Directions. 11
Statements of how each Objective will
be addressed. Strategies might incor-
porate multiple initiatives & are de-
signed to produce measurable results.
7 STRATEGIC PLAN 2016 -2020
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
Executive Summary Developed to Guide Planning Process
Creation of a Strategic Plan Steering Committee
Employee Team Meetings for Input
The Centre for Organization Effectiveness Employee Survey
Steering Committee Meetings with Facilitator to Identify Strategic Objectives
Creation and Affirmation of Department Vision, Mission and Values
Consultant Assessment and Executive Management Review of Plan
STRATEGIC PLAN 2016 -2020
A strategic planning team was formed and a mix of internal and external stakeholders worked to-
gether 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 activi-
ties 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 stra-
tegic directions. The following summary captures the results of each phase of the process.
*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 importance 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 lever-
age 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 ad-
vances of our own existing technology coupled with the desire to take on new technologies that cre-
ate 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 issues
which include plumbing, fixtures and electrical have created a need to look at alternatives to work
comfortably yet efficiently within the existing structure while simultaneously plan and prepare for
future growth needs.
9 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 existing 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 stakeholders
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 im-
proving crime prevention efforts. Specific stakeholder needs were to demonstrate better respon-
siveness to alcohol, drugs and transient issues.
10 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 evalua-
tion tools beyond statistical based performance measures.
Staff: There was an identified need to propose increased support personnel, specifically in Dis-
patch and Records.
Infrastructure: There was a reiterated desire to update existing facilities, to create space, en-
hance 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 cre-
ating 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 precedent over others dependent upon assessed needs at the time. These initiatives will be
evaluated on a case -by -case basis and adjusted accordingly.
11 STRATEGIC PLAN 2016 -2020
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
12 STRATEGIC PLAN 2016 -2020
SAN LUIS OBISPO POLICE DEPARTMENT
STRATEGIC PLAN DIRECTIONS
Reduce Crime
r Organ, ii'l it-J in}aiil
E �x c ellllence
E,n, ha ni to lln, ail
Externiall Rellaitioniship s)
Adviam,te) T6,lchlini allaqjyj
E,nihiainicJe
11 mi 'ra- istixvictimirre
REDUCE
STRATEGIC DIRECTION #1
San Luis Obispo Police Department Strategic Plan: 2016-2020 YEAR
Co-Leader
Strate•• Prevention Initiatives
Strategy 1.1.1 Implement Spillman Dashboard Module & 2016
Crime Analysis Capabilities
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
14 STRATEGIC PLAN 2016 -2020
REDUCE
STRATEGIC DIRECTION •
Strategy Leader &
San Luis Obispo Police r -,. YEAR
Co-Leader
Strate•• 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
Enhance Mobile Field Force Capabilities
Strategy 1.2.4
Through Advanced Training &
2016
Sgt. Mickel
Collaboration
Enhance Mobile Field Force Capabilities
Strategy 1.2.5
Through Advanced Training &
2016
Sgt. Mickel
Collaboration
Research & Draft Proposal for a K -9
Strategy 1.2.6
Program
2017
Officer Shalhoob
Strategy 1.2.7
Complete assessment of Team Based
Scheduling
2017
Sgt. Amoroso
Ofc. Schafer
15 STRATEGIC PLAN 2016 -2020
San Luis Obispo Police
Strategic Objective 2.1
Strategy 2.1.1
Department Strategic Plan: 2016-2020
Develop and Recognize Employees
Enhance Employee Recognition Program
YEAR
2016
Strategy Leader
Co-Leader
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-
tart'
Involvement in PACE
2016
Captain Storton
Strategy 2.1.4
Career Advisement Program
2017
Capt. Storton
Capt. Staley
16 STRATEGIC PLAN 2016 -2020
PROMOTE ORGANIZATIONAL
STRATEGIC DIRECTION #2
Strategy Leader
•. .. Police Department
Strategic Objective Develop the Organization
Create Risk Management Liaison to develop
Strategy 2.2.1 and implement risk and liability reduction 2016 Lt. Smith
strategies
Strategy 2.2.2
Create Use of Force Annual Review Process
2016
Lt. Smith
Assess Feasibility of Replacing
Strategy 2.2.3
Administrative Sergeant Position with a
2016
Lt. Bledsoe
Civilian Employee
Sgt. Goodwin
Assess Management Structure in
Lt. Smith
Strategy 2.2.4
Investigations
2016
Sgt. Pfarr
Study Need for Civilian Cyber Crime
Lt. Smith
Strategy 2.2.5
Investigator
2016
Evid. Tech. Lehr
Strategy 2.2.6
Develop an Employee Physical Fitness
2017
Ofc. Dinsmore
Program
Study Work Load for Sworn Staffing Needs
Strategy 2.2.7
in the Patrol Division in Preparation for the
2017
Capt. Storton
2019 -2021 Financial Plan
Study Work Load and Staffing Needs in the
Tera Rapp, Records Mgr.
Strategy 2.2.8
Support Services Division in Preparation for
2017
Mark Anselmi, Comm. Sup.
the 2019 -2021 Financial Plan
Christine Steeb, Comm. Sup.
Study Work Load and Staffing Needs in the
Strategy 2.2.9
Administration Division in Preparation for
2017
Melissa Ellsworth,
the 2019 -2021 Financial Plan
Senior Adm. Analyst
Study Work Load for Non -Sworn Staffing
Strategy 2.2.10
Needs in the Patrol Division in Preparation
2017
Capt. Staley
for the 2021 -2023 Financial Plan
17 STRATEGIC PLAN 2016 -2020
San Luis Obispo Police Department Strategic Plan: 2016-2020
Strategic Objective
Strategy 3.1.1 Develop Chaplain Program
YEAR
2016
Strategy Leader &
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
18 STRATEGIC PLAN 2016 -2020
ENHANCE INTERNAL / RELATIONSHIPS
STRATEGIC DIRECTION •
Strategy Leader &
San Luis Obispo Police Department Strategic
Co-Leader
Relationships Strategic Objective 3.2 Strengthen Inter/Intra Governmental
Draft, implement and monitor MOU
Strategy 3.2.1 agreement with Cal Poly to Expand UPD 2016
Enforcement Role Beyond Campus
Capt. Staley
Boundaries
Collaborate with City and Community stake -
Strategy 3.2.2
holders to produce video messaging aimed
2016
Capt. Staley
at promoting safety
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
19 STRATEGIC PLAN 2016 -2020
San Luis Obispo Police Department
Strategic Objective 4.1 Technolog\/ 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.
20 STRATEGIC PLAN 2016 -2020
ADVANCE
STRATEGIC DIRECTION .i
San Luis Obispo Police Ilep3annen, wa,egic Plan: 2016-2020 YEAR wa,egy Leader &
Strategic Objective 4.2 Advance Communication Technolog
Strategy 4.2.2 Implement a Pilot Program for a Body Worn 2016 Capt. Storton
Camera Program and Expand if Feasible
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
21 STRATEGIC PLAN 2016 -2020
San Luis Obispo Police Department Strategic Plan: 2016-2020
Strategic Objective Police
Strategy 5.1.1 Remodel Men's Shower /Bathroom
YEAR
2016
Strategy Leader &
Co-Leader
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
22 STRATEGIC PLAN 2016 -2020
ENHANCE INFRASTRUCTURE
STRATEGIC DIRECTION •
San Luis Obispo Police Department
Strategic Objective 5.2 Address Long Public
Needs
Implement a facility assessment for a new
Strategy 5.2.1 2016
police building at its existing location
Strategy Leader &
Co-Leader
Capt. Staley
Melissa Ellsworth,
Sr. Admin. Analyst
Strategy 5.2.2
Draft a Shooting Range & Training Center
Improvement plan
2018
Lt. Smith
Sgt. Mickel
23 STRATEGIC PLAN 2016 -2020
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.
24 STRATEGIC PLAN 2016 -2020