Page 1

Strategic Plan 2018-2023 Durango Police Department Email: pdadmin@durangogov.org

Tel: (970) 385-2900

Website: www.durangogov.org/police

990 E. Second Ave.

Facebook.com/DurangoPolice

Durango, CO 81301


2

TABLE OF CONTENTS Message from the Chief ____________________________________________________ 3. Mission Statement and Vision Statement ______________________________________ 4. Organizational Chart ______________________________________________________ 5. Core Values _____________________________________________________________ 6. Planning Process and Implementation ________________________________________ 7. Goals and Objectives ______________________________________________________ 8. Community Engagement ________________________________________________ 9-15. Crime Prevention and Control ___________________________________________ 16-21. Transportation Safety __________________________________________________ 22-27. Enhance Infrastructure _________________________________________________ 28-35.


3

MESSAGE FROM THE CHIEF In recognition of our commitment to keep the Durango community informed and engaged, it is with great pride that I present to you the Durango Police Department’s Strategic Plan. In 2017, the Durango Police Department took a new approach for the department by identifying a need to create a strategic plan for the Police Department. Strategic planning is a process that defines the organizations Identify, Mission, Values and most importantly its Vision and the plan to arrive at a newly defined future space. This plan is built upon input from various stakeholders in the community as well as within the Durango Police Department. The purpose of the plan is guide personnel of the agency as we fulfill our responsibilities to the community. Our plan focuses on four (4) key areas which will allow us to focus on central issues by collectively building a vision for the organization that will guide us in the present with an eye towards the future: 

Community Engagement

Crime Prevention and Control

Transportation Safety

Enhance Infrastructure

“We are here to serve our community. And only with our community’s help, can we build a collective vision for all of us, which will enable Durango to be the best place to live, work, and play.” The focus of the strategic plan is an underlying understanding that police professionals should and need to work with the community it is charged with serving and work collaboratively to build a collective vision. The intent of the plan is to look to the future to meet the challenges facing our community and the law enforcement profession. The plan acts as a foundation for our actions in the future with an understanding that we need to be fluid in our approach and adjust accordingly. I encourage you to review the plan and become familiar with our key objectives. We also look forward to opportunities to work together in building a collective vision for our community. Thank you and we look forward to continuing to serve you.

Sincerely,

Kamran Afzal Chief of Police


4


5

ORGANIZATIONAL CHART


6

CORE VALUES


7

PLANNING PROCESS AND IMPLEMENTATION WHAT IS STRATEGIC PLANNING AND WHY IS IT IMPORTANT? Strategic planning is a process that defines the organizations identity, mission, values and most importantly, its vision and the plan to arrive at a newly defined future space. In the Spring of 2017, the Durango Police Department embarked on a Strategic Planning process focusing on four key areas: community engagement, crime control and prevention, transportation safety, and enhance infrastructure.

The Durango Police Department kicked off the planning process for this undertaking with input from the community through Town Hall meetings, on-line surveys, and input from the city and involved personnel from all ranks of the Durango Police Department. The purpose of the plan is to guide personnel of the agency as we fulfill our responsibilities to the community.

Our plan focuses on the four key areas which will allow us to focus on central issues by collectively building a vision for the organization that will guide us in the present with an eye towards the future.


8

GOALS AND OBJECTIVES

Community Engagement

Crime Prevention And Control

Transportation Safety

Enhance Infrastructure


9

GOAL: Community Engagement OBJECTIVE 1: Strengthen bonds with the community and promote partnerships Strategy 1 : Increase awareness and education of the community Purpose: To work with members of the community to educate them on state and local laws and procedures, and make them aware of current crime trends in Durango. Action Plan:      

Organize community events with diverse stakeholders to seek input and educate them on the community’s role to increase safety. …work with CET to plan Utilize digital media to keep community informed on crime trends and issues of concern. Develop, and deliver PSAs on crime prevention, and issues of concern. Develop, coordinate and implement educational program with the community on the effects of impaired/distracted driving. Enhance and expand volunteer programs Coordinate media and communications with City PIO when appropriate

Measures of success:  Periodically conduct community input & satisfaction surveys  Set benchmarks for number of meetings held & attendance  Set benchmarks for media products created & pushed out  Increase in number of volunteers and hours Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Shaline / Commander Shupe Strategy 2: Engage and participate with our diverse community groups to build positive relationships. Purpose: To reach out to a variety of groups within our community to foster good relationships. Action Plan:   

Partner with community groups to understand community perspective, concerns and build relationships Establish relationships with our faith based community members. Develop partnerships with underrepresented groups in the community.

Measures of success:  Conduct community survey for satisfaction with police services.  Increase number of partnerships with community groups.  Set benchmarks for ongoing engagement with community Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Peterson / Commander Shupe


10

GOAL: Community Engagement OBJECTIVE 1: Strengthen bonds with the community and promote partnerships Strategy 3: Enhance and promote community service culture in the Police Department. Purpose : Promote service to the community as a core function of police service provided by the Durango Police Department at all levels of the organization. Action Plan:    

Promote and recognize employee’s community involvement and engagement as a metric for the organization. Institute a program where employees are to identify a community issue and provide and implement a solution with the affected community. Implement cycle of training on regular intervals focusing on fostering community relationships. Implement community engagement as a core element of selection process for entry level, lateral and promotional opportunities.

Measures of success:  Number of employees involved in community outreach programs  Community participation tied to evaluations  Implementation of community service in the selection and promotion process. Target Completion Date: Fiscal Year 2019 Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Sweetwood / Commander Shupe


11

GOAL: Community Engagement OBJECTIVE 2: Strengthen alliance with businesses and organizations Strategy 1: Collaborate with community members to address quality of life and economic vitality concerns Purpose: To enhance the safety and quality life and continual economic vitality in our community. Action Plan:  Distribute information on regular intervals to citizens and businesses on crime and quality of life issues.  Coordinate with other city agencies, and where appropriate county agencies, to address issues such as pan handling, transient population, traffic concerns and any other issues that may arise.  Hold regular meetings with businesses and organizations such as the BID, DATO, the Chamber of Commerce, the Economic Alliance or any other entity seeking opportunities to partner and resolve economic vitality and other long-standing concerns.  Engage with surrounding community around businesses to identify community problems.  Promote digital media as a communication tool such as Facebook, Twitter and/or NextDoor.  Establish a strategy to work with alcohol serving establishments to reduce the impact on other aspects of the business community.  Establish protocols to hear the concerns of the community.  Coordinate with CMO when appropriate. Measures of success:  Citizen satisfaction survey.  Number of meetings attended with stakeholders  Number of partnerships established to problem solve issues identified.  Number of involvement of other city agencies (or county where appropriate) to address community concerns. Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Shupe


12

GOAL: Community Engagement OBJECTIVE 2: Strengthen alliance with businesses and organizations Strategy 2: Collaborate with non-profits and community service organizations Purpose: Partner with service oriented entities to increase the effectiveness of service provided for our community. Action Plan:  Identify individuals and groups for service oriented entities requiring their assistance.  Engage with faith based organizations to address common concerns.  Partner with other governmental and non-profit entities whose mission is to serve the community at-large in order to improve quality of life.  Work with service oriented entities to organize and coordinate community events.  Establish partnerships with medical and mental health entities to address mental health and substance abuse issues affecting the community. Measures of success:  Number of partnerships and collaborations established with service oriented entities.  Number of meetings attended. Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Shupe


13

GOAL: Community Engagement OBJECTIVE 3: Promote Trust and Transparency Strategy 1: Educate residents on police policies, training and tactics Purpose: Foster understanding by the community and provide mechanisms for the community to provide feedback on policies, procedures, training and tactics. Action Plan:     

Utilize digital media to educate the community on the organization’s vision and mission to ensure that policies and training and tactics are aligned. Establish protocols to utilize multiple mediums to educate the community such as digital media, print media, town hall meetings, site tour of the department and volunteering Continue to Promote Citizen Police Academy through multiple platforms. Assess and evaluate the department’s ability to host multiple Citizen Police Academies. Utilize Department website to post all policies for access to public.

Measures of success:    

Number of meetings held. Increase number of individual followers of department’s digital media. Increase in number of mediums through which information is shared with community. Increase number of Citizen Police Academy graduates.

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Shupe


14

GOAL: Community Engagement OBJECTIVE 3: Promote Trust and Transparency Strategy 2: Ensure high professional standards Purpose: Review, evaluate and monitor professional standards to promote greater accountability, leadership and ethics within the department in order to better serve the community. Action Plan:  Establish protocols for self-assessment on annual basis.  Yearly department wide training on topics such as ethics, implicit and explicit bias.  Prepare and modify directives where necessary.  Establish protocols for every citizen complaint to be investigated  Open public access to complaint policy.  Re-institute citizen advisory committee for citizen generated complaints  Establish a Chief’s Advisory Panel Measures of success:    

Reduction in number of sustained complaints Increase in employee retention Increased public satisfaction with PD employee character Maintain accreditation from Colorado Association of Chiefs of Police and National Association

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Shupe


15

GOAL: Community Engagement OBJECTIVE 3: Promote Trust and Transparency Strategy 3: Expand youth education and engagement Purpose: Involve youth and their parents to build long lasting relationships. Action Plan:         

Expand SRO program by adding an additional FTE for increase involvement with youths. Plan and coordinate safety programs for youths of all ages. Establish a mentoring program for at-risk youths. Work with school systems to increase utilization of SROs as educators. Plan, coordinate, and participate in holiday outreach programs. Establish protocols for young adults to participate in policy development for the city and the Police Department. Looks for ways to engage youth in proactive and creative ways. Establish partnerships with 9R, charter schools, parochial schools, private schools, etc. Establish partnerships with higher education learning institutes in Durango such as Ft. Lewis and Southwest Colorado Community Colleges.

Measures of success:      

Funding procured for additional SRO. Increase of overall youth involvement in PD. Number of youth involved in safety campaigns. Number of youth involved in mentoring program. Number of youth benefiting from holiday outreach programs. New programs established to engage and educate the youth and young adults.

Target Completion Date: Ongoing Active Fiscal Year/Funding: Additional FTE SRO/Operating Budget Strategy Leader: Commander Shupe


16

GOAL: Crime Prevention and Control OBJECTIVE 1: Detect and prevent criminal activity

Strategy 1: Identify crime trends and allocate necessary resources Purpose: Identify trends and causes of crimes in order to allocate the best use of resources to the highest priority areas and potential criminal activities Action Plan:    

Obtain accurate reporting numbers for criminal activity to better understand how impactful certain crimes are on our community Create a departmental database and baselines / benchmarks for crime categories in order to track trends Institute internal changes to improve communication between patrol, detectives and crime analyst for up to date information and reduce NIBR’s inconsistencies. Meet monthly with regional law enforcement agencies to discuss crime trends and patterns

Measures of Success:  

Crime trends and causes of crimes report created, updated and communicated on a weekly basis with accurate numbers for types of crime Reduction of crime and Part 1 offenses in areas of high criminal activity

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Taylor / Commander Warfield


17

GOAL: Crime Prevention and Control OBJECTIVE 1: Detect and prevent criminal activity Strategy 2: Increase proactive enforcement and deployment of resources Purpose: Focus enforcement and resources in order to deter and reduce crime. Action Plan:  Focus enforcement & resources in high crime areas.  Identify and disrupt criminal enterprises engaged in crime.  Identify and reduce crimes committed by repeat and serious offenders & suspects.  Identify and disrupt availability and abuse of dangerous, illegal drugs.  Reduce abuse of dangerous, addictive legal drugs and alcohol.  Partner with Axis or other organizations to ensure effective responses to mental health crises. Measures of Success:  Track number of officer initiated calls vs dispatch generated calls  Reduction in calls and crimes involving substance abuse  Reduction of crimes caused by criminal enterprises  Reduction in crimes committed by repeat or serious offenders  Reduction in crimes committed by youth at risk and potential gang members  Work schedules reflect additional coverage during times of increased population and during downtown public events  Officers crime stats reflect improvement in deterring major crimes Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Warfield


18

GOAL: Crime Prevention and Control OBJECTIVE 2: Enhance investigation capabilities Strategy 1: Employ procedural investigative, crime scene and follow up methods Purpose: Improve the department’s investigative capabilities to solve crimes assigned to the first responding officers and the Investigation bureau Action Plan:     

Crosstrain first responding officer’s in basic crime scene preservation skills, crime scene photography skills, and interview - interrogation techniques. Weekly communication between patrol and investigative bureaus. Establish protocols for the crime analyst to share relevant information on trends. Involve detectives in cases from the onset where appropriate. Leverage funding through grants to upgrade equipment and provide investigative training opportunities

Measures of Success:  Increase in prosecutable crimes statistics  Increase in number of officers cross trained in different disciplines.  Identification of grant funded opportunities for procurement of equipment. Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Longenette / Commander Warfield


19

GOAL: Crime Prevention and Control OBJECTIVE 2: Enhance investigation capabilities Strategy 2: Enhance our intelligence gathering component through digital and crime analysis methods Purpose: Obtain accurate information about crime trends as well as embracing new technology, ideas and tactics, so the department can develop effective crime prevention strategies. Action Plan:     

Research other agencies with similar demographics to gather info on what they do for crime analysis Implement the best crime records and data management program – ensure integration with other agency databases. Establish protocol and infrastructure for sharing information and communication between patrol and investigation on trends & MOs and potential suspect information. Establish protocol for the Crime Analyst to communicate trends through a computerized briefing program and establish monthly bimonthly briefing trainings Assess existing and/or new digital intelligence technologies that will assist in improving investigative capabilities of the Police Department.

Measures of Success:  

Identify and implement the best and most appropriate data management system The most impactful technology is acquired and implemented successfully

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget / Allocation for RMS Strategy Leader: Commander Warfield


20

GOAL: Crime Prevention and Control OBJECTIVE 2: Enhance investigation capabilities Strategy 3: Leverage regional partnerships, task forces and networks to support criminal investigations Purpose: Increase access to additional external resources, networks, connections and partnerships as well as equipment and skills in order to complete successful investigations. Action Plan:     

Utilize specialized, skills, technology, equipment and databases from other agencies Utilize training and equipment from investigative networks such as RMIN, RISSNET, CIAC to provide much needed resources for local investigations Establish regular meetings with the District Attorney’s office to identify repeat offenders and highrisk individuals Collaborate with the drug task force in investigating drug activity and drug interdiction Establish protocols to gather statistical data from non-profits such as Alternative Horizons and Sexual Assault Services in order to obtain data for reported and unreported crimes

Measures of Success:   

Better partnerships with regional agencies resulting in more successful investigations Increase drug traffic interdictions Formation of regional task force with quarterly meetings to gain intelligence, share statistical data, and skills and to identify trends

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Warfield


21

GOAL: Crime Prevention and Control OBJECTIVE 3: Increase Crime Awareness Strategy 1: Enhance information sharing and awareness of crimes with the Community Purpose: Educate the community to enhance safety by communicating crime trends and ways to prevent crime. Action Plan:    

Develop educational programs for the community on how and when to report a crime. Develop strategies to increase the use of digital media to inform the community on crime trends and issues of concerns. Utilize digital technology to create on-line reporting mechanisms for the community. Involve media and community leaders to create ongoing discussion on solutions

Measures of Success:  Increased number of users on social media  Increased number of crimes reported via social media  Increased number of comments on social media  Increased number of online reports  Increased number neighborhood watch meetings  Create a benchmark of educations programs and campaigns that were conducted  Fewer crimes due to residents taking measures to secure their property Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Sergeant Hallock / Commander Warfield Strategy 2: Provide educational programs for the community regarding personal safety, property and violent crimes Purpose: Enhance safety to reduce the risk of victimization of the community. Action Plan:     

Work with citizens and businesses to reduce vulnerability. Plan and coordinate ongoing safety campaigns. Develop and present safety programs based on the trends in the community. Produce Public Service Announcements on significant events and trends. Collaborate with advocacy groups and existing prevention programs to reduce risk of victimization.

Measures of Success:   

Number of safety campaigns coordinated to address needs Number of partnerships established with advocacy groups Review of crime data of victimization to assess if messaging has been effective for preventive measures.

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Warfield


22

GOAL: Transportation Safety OBJECTIVE 1: Enhance safety for motor vehicles, pedestrians, and bicycles Strategy 1: Develop, evaluate, update and coordinate transportation safety campaigns Purpose: To provide safety and awareness to the public and officers in the daily operation and movement of motor vehicles, pedestrians and bicycles. Action Plan:    

Produce PSA’s for social and local media. (Coordinate with Community Engagement) Implement pedestrian and bicycle safety programs in schools for all ages Develop educational pamphlets regarding traffic laws, and good safety practices related to interaction between motor vehicles, pedestrians and bicyclists. Coordinate with SRO’s to implement pedestrian and bicycle safety programs in the schools

Measures of Success:  

The number and variety of PSA’s and educational programs implemented during the calendar year. Citizen survey evaluation on effectiveness of PSA’s and educational programs.

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Brammer


23

GOAL: Transportation Safety OBJECTIVE 1: Enhance safety for motor vehicles, pedestrians, and bicycles Strategy 2: Enhance traffic analysis capabilities & systems to identify high issue areas for targeted enforcement Purpose: Use traffic data and citizen input to provide efficient traffic enforcement in identified problem areas. Action Plan:      

Analyze traffic data to determine problem areas. Train patrol officers to become level one accident investigators. Update traffic diagram programs with intersection templates, to assist officers with accident diagrams, developing consistency in reporting. Utilize Crime Analyst to provide statistical data to identify problems areas in order to allocate resources accordingly. Implement strategies to provide real time information to the roadway users of potential hazards and alternate routes Use Citizen Surveys, complaints and information for targeted resource allocation.

Measures of Success:    

Generate quarterly data analysis with comparison with previous reports. Reduction in overall number of accidents. Reduction in number of accidents at the previously identified high impact level locations. Benchmark baseline and increase in enforcement activities & citations

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Brammer


24

GOAL: Transportation Safety OBJECTIVE 2: Enhance impaired and distracted driving initiatives Strategy 1: Conduct educational and awareness programs to reduce the occurrence of impaired and distracted driving. Purpose: Educate the public and staff about the dangers of impaired and distracted driving. Action Plan:  Develop training to help officers to recognize the effects of impaired and distracted driving.  Develop and implement training for the officers for successful prosecution of impaired and distracted drivers.  Develop, coordinate and implement training for the community on the effects and danger of impaired and distracted driving.  Develop, coordinate and implement training for the business community to reduce the incidence of impaired driving.  Partner with local, state and business community to ensure compliance with existing city and state statutes for liquor retailers. Measures of Success:   

Review department statistics on an annual basis and compare the data to Durango’s historical data and other similar communities. Review crash data on an annual basis and compare the data to Durango’s historical data and other similar communities. Review how many training and educational campaigns Durango Police Department participated in on an annual basis.

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Brammer


25

GOAL: Transportation Safety OBJECTIVE 2: Enhance impaired and distracted driving initiatives Strategy 2: Focus impaired and distracted driving efforts and enforcement Purpose: Analyze historical and real-time data to increase the effectiveness in impaired driving prevention and enforcement. Action Plan:   

Increase enforcement through existing state and federal impaired driving programs such as the LEAF & HVE grants. Participate in annual DUI highway checkpoints as required by grant cycles to deter people from impaired driving. Allocation of resources based on historical data for impaired and distracted driving for enforcement.

Measures of Success:   

Number of impaired and distracted driving campaigns and participation. Reduction in accident data as a result of impaired and distracted driving. Number of impaired and distracted driving citations & arrests compared to previous campaigns and times of year

Target Completion Date: Ongoing Active Fiscal Year/Funding: Seek continued state funding for DUI Enforcement / Operational Budget Strategy Leader: Commander Brammer


26

GOAL: Transportation Safety OBJECTIVE 3: Improve traffic safety and infrastructure by collaborating with traffic engineers Strategy 1: Utilize data to determine high impact areas Purpose: Use data driven approach to increase effectiveness and efficiencies in comprehensive traffic management response. Action Plan:   

Obtain statistics from CDOT/CSP/internal RMS in regards to highway/roadway accidents and their cause Use crime analyst to identify problem accident locations in the city of Durango Allocate resources and target enforcement to high impact accident locations

Measures of Success:  

Generate quarterly reports identifying high impact accident locations and commensurate times of year Reduction of accidents in high impact accident locations where resources have been targeted.

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget Strategy Leader: Commander Brammer


27

GOAL: Transportation Safety OBJECTIVE 3: Improve traffic safety and infrastructure by collaborating with traffic engineers Strategy 2: Collaborate with City of Durango and CDOT to improve safety at high issue locations Purpose: Implement a comprehensive traffic management approach philosophy on key crash reduction corridors in an effort to improve first responder safety, reduce crashes, and improve traffic operations. Action Plan:    

Connect with key people in CDOT and City Meet with key contacts to craft a collaboration plan Incorporate a comprehensive approach philosophy (Traffic Incident Management) training into annual department in service training Ensure identified high issue areas are addressed in future road improvement plans

Measures of Success:   

Collaboration with traffic engineers at the city/state level to identify potential traffic calming measures. Number of traffic calming measures implemented. Reduced accidents in identified areas

Target Completion Date: Ongoing Active Fiscal Year/Funding: Operational Budget / Funding for calming measures for city Strategy Leader: Commander Brammer


28

GOAL: Enhance Infrastructure OBJECTIVE 1: Human Capital Development Strategy 1: Identify and enhance professional development Purpose: To foster an environment where team members receive the training and support needed to develop their skills in all aspects of their job assignment and to feel encouraged in advancing within the organization. Action Plan:        

Develop programs that prepare officers to handle multiple types of calls from legal, decision making and tactical perspectives. Expand professional development opportunities by developing position specific requirements, to include training, skills and experience, needed for employees to move or promote into a specific position Develop individualized professional development plans for each employee identifying employees existing strengths and areas of improvement and review on semi-annual basis. Establish protocol for developing succession planning for each position by evaluating department strengths and areas of improvement Tailor training for employees to enhance each employee’s ability to follow their preferred career path. Establish protocols to collect information about the professional development process Establish a mentoring process for all employees. Ensure ongoing integration and coordination with City HR Department.

Measures of success:    

Number of specific trainings identified and/or presented for employee development. Number of individualized professional development plans instituted. Number of individualized identified for succession planning. Reduction in number of officers/employees leaving the organization.

Target Completion Date: November 1, 2018 Active Fiscal Year/Funding: Department Training budget / Department Professional Development budget Strategy Leader: Commander Dunlop


29

GOAL: Enhance Infrastructure OBJECTIVE 1: Human Capital Development Strategy 2: Recruit and retain employees reflective of the demographics of the community. Purpose: Attract & retain diverse, high quality employees who seek long-term employment with Durango PD by identifying effective recruitment methods and funding sources. Action Plan:  Research competitive pay and benefit levels for public safety agencies for this area based on cost of living, competitive market and other factors to attract and retain employees.  Research and recommend additional benefits, to remain competitive in attracting and retaining the best employees.  Research and identify effective recruiting methodology that will attract high quality candidates.  Establish recruitment incentive for current employees.  Increase diversity in recruiting efforts  Establish an explorers program to cultivate a local pool of recruits who have spent time volunteering for the department  Conduct internal surveys with officers to assess reasons for choosing Durango.  Update recruiting infrastructure.  Seek dedicated and increased budget funding for recruiting. Measures of Success:  Have a proposal drafted and presented to the appropriate stakeholders by January, 2019  Improved retention of quality employees  Increased pool of quality employee applicants.  Availability of qualified candidates for anticipated and unanticipated vacancies.  Increase diversity of the organization. Target Completion Date: FY 2019 Active Fiscal Year/Funding: Annual operating budget and/or additional budget for recruiting Strategy Leader: Sergeant Slack / Commander Dunlop


30

GOAL: Enhance Infrastructure OBJECTIVE 1: Human Capital Development Strategy 3: Foster a positive, highly motivating culture Purpose: Ensure employees have a healthy work/life balance while working in an environment which brings out the best in each team member, fosters teamwork & collaboration and supports retention efforts. Action Plan:  Treat all team members with respect and dignity as well as supporting and appreciating them.  Gather suggestions on how to build a great culture from employees that represent the various positions, experience, knowledge, (i.e. Patrol Veterans, Middle Experience, and Rookies, same with Sergeants, Commanders, and Civilian).  Gather ideas from City HR, other Departments & Committees as well as best practices from other Police Departments and experts  Design a culture strategy and implementation plan that incorporates ideas and suggestions  Implement the cultural improvement plan  Participate in the City’s activities including the Core Values process  Provide effective physical health opportunities and training by promoting and improving participating in existing programs.  Provide effective mental health initiatives Measures of success:  A process is in place to survey employees on workplace and job satisfaction.  Bi-annual team member satisfaction survey results improve  Increased retention  Increased participation in programs  Positive feedback  Decrease in physical and mental health absences Target Completion Date: FY 2019 Active Fiscal Year/Funding: Annual Operating Budget; Health Insurance plan Strategy Leader: Commander Dunlop, HR, Health Insurance provider


31

GOAL: Enhance Infrastructure OBJECTIVE 2: Infrastructure Development Strategy 1: Determine, prioritize and plan for facility needs for both short and long term. Purpose: Ensure facilities needs are identified for short and long term for the effective delivery of police services for the community. Action Plan:    

Work with city staff to assess current utilization of space and identify needed improvements to the infrastructure. Update existing facilities master plan to account for current needs, needs in the next five years and needs in the next 20 years. Collaborate with the City CMO & Finance Dept to implement high priority facility needs Work with CMO & City Finance Dept Identify potential revenue sources to account for necessary, future facilities taking into account potential growth of the police department.

Measures of Success:  Assessment of current facility needs.  City personnel work towards identifying potential revenue sources needed for capital improvement.  Update of master facilities plan.  Creation of budget for facility needs.  Implementation by City of facility priorities Target Completion Date: Active Fiscal Year/Funding: City of Durango Capital Improvement fund Strategy Leader: Sergeant Dixon / Commander Dunlop Strategy 2: Identify equipment needs for the Police Department for short and long term. Purpose: To ensure employees are provided the necessary equipment in order to serve the community effectively and safely. Action Plan:  Establish protocols to identify equipment needs of all employees.  Establish a list of equipment and their replacement cycles on annual basis.  Identify and prioritize equipment with highest operational and fiscal impacts.  Identify fiscal needs for equipment needed on annual basis. Measures of success:  Identification of equipment needs and their replacement cycles.  Creation of a budget for the high impact equipment needs.  Employee satisfaction with equipment provided. Target Completion Date: On-Going Active Fiscal Year/Funding: Equipment budget - Plan for capital improvement funds for future needs Strategy Leader: Sergeant Stasi / Commander Dunlop


32

GOAL: Enhance Infrastructure OBJECTIVE 2: Infrastructure Development

Strategy 3: Identify a staffing structure that accounts for growth Purpose: Establish a strong and well-defined organizational staffing platform that supports current and future operations. Action Plan:  Ensure current staffing pool is being utilized effectively in order to determine the necessary future needs  Establish an organizational chart that allows for expansion and addition of tasks/responsibilities  Develop clearly defined job classifications with established areas of responsibility for all employees.  Conduct workload analysis on annual basis to establish a baseline for current staffing needs.  Review City plans with CMO and Planning Dept to determine growth in the City and develop staffing models accounting for potential growth. Measures of Success:  Review of current workload analysis to see if the current staffing is sufficient.  Review of potential growth and development of staffing model that will ensure continual high quality of service for the community.  Development of an organizational structure that identifies opportunities to grow.  Delineation of responsibilities for Commanders and staff. Target Completion Date: FY 2019 Active Fiscal Year/Funding: Annual operating budget Strategy Leader: Sergeant Dixon / Commander Dunlop


33

GOAL: Enhance Infrastructure OBJECTIVE 3: Technology Development Strategy 1: Continual comparative assessment of current technological capabilities to ensure the delivery of highest quality of service. Purpose: To continually assess current capabilities and compare them to technological advancements, recognizing how they may be used to the advantage of law enforcement and the community. Action Plan:  Continually evaluate the Department’s technological capabilities to assure alignment with the organization’s goals and objectives.  Assess the current Record Management System for viability as an effective tool for the department.  Improve digital evidence management and distribution.  Conduct an annual survey of employees to identify areas of needed improvement in current technology capabilities.  Prioritize and publish a list of what technologies and equipment is of the highest need and will have the most impact to the department.  Conduct a cost benefit analysis of integrating newer technologies to include fiscal impact and impact to workflow of the department.  Prepare proactive response plans Measures of Success:  Annual technology survey created and utilized  Creation of a list of prioritized, high impact technologies  Analysis on the impact of integrating newer technology and if approved for purchase, targeted technologies are acquired and successfully implemented. Target Completion Date: Ongoing Active Fiscal Year/Funding: Operating budget Strategy Leader: Commander Dunlop / City I.S. Department


34

GOAL: Enhance Infrastructure OBJECTIVE 3: Technology Development Strategy 2 – Recognize emerging technologies and its impact on the future of policing Purpose: Identify emerging technology; their impact on police services and how emerging technology can be utilized to improve delivery of police services. Action Plan:     

On continual basis review trends in technology by identifying technology that can hinder and benefit police services. Identify a structure in the PD with the help of City’s IS to assess emerging technology. Blend current access technologies with the next generation of devices to remain ahead of the technology. Utilize web seminars, conferences and surveys to identify and evaluate emerging technologies and their impact of service delivery. Asses, review the workings of other law enforcement agencies and the potential impact as a result of emerging technologies.

Measures of Success:  Emerging technology with potential positive impact are identified for the Police Department (City IS) and plan of action identified to procure and or beta test the technology.  Emerging technology with potential negative impact are identified for the Police Department (City IS) and plan of action identified to mitigate the impacts. Target Completion Date: Ongoing Active Fiscal Year/Funding: Ongoing/Operation and IS Budget Strategy Leader: Sergeant Conroy / City I.S. Department / Commander Dunlop


35

GOAL: Enhance Infrastructure OBJECTIVE 3: Technology Development Strategy 3: Actively plan, adapt and grow current Information Systems Support Purpose: To grow our current Information Systems Support so that all department technology is maintained to peak performance while assisting in the assessment and implementation of emerging technology. Action Plan:   

Collaborate with City IS to Identify areas that could benefit from additional I.S. support Collaborate with City IS to annually evaluate and update budget plan by identifying replacement cycles for all technology. Establish a COOP plan for I.S. infrastructure in the event of an evacuation of primary sites.

Measures of Success:  I.S. Staffing levels adequately provide support for current and future technology management.  Funding options are identified for the continual support of current and replacement technology.  Technology replacement cycles are identified and updated.  COOP plan for IS infrastructure for PD is completed and tested.  High impact, targeted technologies are acquired and successfully implemented Target Completion Date: Ongoing Active Fiscal Year/Funding: Ongoing/Operations and I.S. Budget Strategy Leader: Commander Dunlop / City I.S. Department Head


36

Durango Police Department Strategic Planning  

Strategic planning is a process that defines the Durango Police Department's identity, mission, values, and most importantly, its vision and...

Durango Police Department Strategic Planning  

Strategic planning is a process that defines the Durango Police Department's identity, mission, values, and most importantly, its vision and...

Advertisement