Mesa Police Department Strategic Plan 2023 - 2028

STRATEGIC PLAN MESA POLICE

Message from Chief Ken Cost

I am excited to present the Mesa Police Strategic Plan for FY2023-FY2028 to our employees and community members. Each bureau and division provided valuable input on strategies to assist us with our vision to make Mesa one of the safest cities in America. The strategic plan has overarching priorities for our organization with specific performance-based objectives and initiatives for each bureau.

The Mesa Police Department strives for excellence in crime fighting, community engagement, and public safety demonstrated through our rating as one of the safest big cities in America which we plan to continue and further improve. Our successes from the past strategic plans show the importance of targeting and planning for our future needs. Some of our successes over the last five years include the implementation of a Community Engagement Academy to help citizens understand what a day in the life of a police officer is like, the creation of a Real Time Crime Center, inclusion of an Advanced Training Unit, and an analysis-based re-organization of the beat system into zones to provide improved coverage.

Our newly formed Strategic Plan addresses critical challenges as well as opportunities for improvements for the next 5 years. One of the most critical challenges The Mesa Police Department will be addressing is recruiting and retention. Large numbers of employees will become eligible for retirement over the next five years which has created the need to prioritize the recruitment of quality employees, training and developing employees, and focusing on succession planning.

Mesa Police employees are innovative, professional, and committed to maintaining Mesa’s status as one of the safest big cities in America. We work hand in hand with Mesa residents and businesses to prioritize their needs while also striving for an amazing culture of organizational excellence.

About Mesa PD

The Mesa Police Department (MPD) has a long history of professional service and active community engagement with the citizens of Mesa. The Department has established excellence through education in advanced policing methods, cutting edge technology, training, community partnerships, professional associations, and strategic planning. MPD endeavors to meet the needs of the evolving community while remaining mission focused on reducing crime, and creating one of the safest big cities in the United States.

MPD was established in 1883 with one officer, Marshall Wellington Richens. Since then, Mesa has grown to over 1,200 employees, with over 800 authorized sworn officers and over 500 authorized professional staff employees. Over the years, MPD evolved to meet the needs of its growing community by changing in size and organizational structure and adapting and reevaluating best practices in policing to better serve and protect its citizens.

Recent changes included implementing educational community incident briefings and concurrent use of force investigations ensuring use of force incidents are reviewed for legal policy, and a state of the art Real Time Crime Center. In 2022, MPD partnered with a non-profit organization to offer specialized services to citizens suffering a mental health crisis including crisis counseling and specialized mobile response teams. MPD continues to prioritize strong community relationships to serve the publics’ needs and interests through community events and partnerships.

MPD has been, and continues to be, an innovative organization for the community. As the population of the city grows, so too will the strategy to provide the best public safety to those people who live and work in Mesa.

Section II: Strategic Direction

The Mesa Police Strategic Plan strives to lead the Department into a future of excellence. The Mesa Police Department is expanding innovative approaches to policing and serving the community by creating accountability plans and implementing specific priorities that align with the City of Mesa’s General Plan.

The Strategic Plan includes strategies and performance measures for each police bureau; the Patrol Operations Bureau, the Investigations Bureau, the Community Services Bureau, and the Professional Services Bureau. Additionally, members of each Bureau provided invaluable feedback, outlining the Department’s strengths, areas for growth, needs, and opportunities which influenced the future direction for the Mesa Police Department.

The objectives for developing the Strategic Plan for FY 2023/2024 included:

• Creating a comprehensive five-year strategic plan outlining priorities, objectives, initiatives, and metrics for the Mesa Police Department in alignment with the City of Mesa General Plan.

• Creating an overview of the Mesa Police Department’s strengths, areas for growth, needs, and opportunities for innovation.

• Creating accountability plans for the strategic plan implementation.

• Creating a broad plan with general future directions and strategies for Mesa Police services to the citizens of Mesa.

• Upon completion of the Strategic Plan, initiative owners will be accountable to a Strategic Council which will govern the plan and ensure accountability.

Vision

Mesa sets the benchmark of excellence in policing through innovative practices, strong leadership, and community engagement by fostering relationships, promoting transparency, and building trust to make Mesa one of the safest cities in America.

Public Purpose

Partner with our community to prevent and to reduce crime and to ensure procedural justice by building trust, showing respect, and preserving human rights.

Values Knowledge, Respect, and Integrity

Knowledge

Leverage knowledge and facts in ongoing operations and future operations to improve performance and/or outcomes.

Hire, train and develop the best workforce while emphasizing member wellness based on best practices and research.

Use factual information and data strategically in ongoing operations to immediately improve performance.

Mission minded culture utilizing law, training, and procedures to transform our community into a safer place.

Adapt to new strategies and technology to enhance the quality of police service.

www.mesaazpolice.gov/ 480-644-2211

Respect

Valuing others with attention to the priorities, rights, and needs of the citizens of Mesa and The Mesa Police Department.

Value individual human life, respect the dignity of each individual and render our services with courtesy and civility with a diverse workforce.

Engage in courteous and respectful interaction. Provide responsive leadership and excellent service. Proactively respond to the community needs.

Integrity

Department members engage in behavior that is beyond ethical reproach and reflects the integrity of police professionals.

Maintain the highest level of integrity. Professionally, ethically, and fairly upholding our sworn duties. Accountable through transparency.

Three values drive our actions and behaviors as individuals and as a department.

Departmental Priorities and Direction

The Mesa Police Department’s Strategic Plan outlines five (5) broad priorities which create a roadmap towards our vision to be one of the safest cities in America. These priorities along with our vision and mission will serve as a roadmap to our future. Figure 1.1 highlights Mesa’s strategic priorities.

Strategic Joint Priorities

REDUCE CRIME AND INCREASE CITIZEN SAFETY.

INNOVATE AND INTEGRATE TECHNOLOGY

ORGANIZATIONAL EFFECTIVENESS

STRATEGIC STAFFING:

STRATEGICALLY PLAN TO HIRE AND RETAIN THE BEST CANDIDATES BY IMPROVING ORGANIZATIONAL CULTURE, ENGAGING EMPLOYEES, SUCCESSION PLANNING AND DEVELOPMENT.

INCREASED COMMUNITY ENGAGEMENT .

Aligned with each goal are objectives which specifically target the steps Mesa Police will take to successfully target the priorities established.

Figure 1.2 shows the breakdown of the priorities and objectives established to create our strategic framework for the next five years.

FIGURE 1.1

MPD Strategic Plan

Joint Priorities & Objectives

2023 - 2028

These are the 5 joint priorities of the Mesa Police Department. Priorities are numbered for clarity and tracking.

1

REDUCE CRIME AND INCREASE CITIZEN SAFETY

Objective 1.1

Decrease violent crime.

INNOVATE AND INTEGRATE TECHNOLOGY

Objective 2.1 Optimize technology.

Objective 3.1

Increase diversion of non-police requests for assistance to appropriate social agencies.

Objective 4.1

Hire, recruit and retain talent representative of the community served.

Objective 5.1

Improve external communication by increasing transparency with data to the community.

Objective 1.2

Decrease motor vehicle accidents.

Objective 2.2 Integrate and share technology systems throughout the Department.

Objective 3.2

Develop current and future leaders.

Objective 4.2 Improve ongoing training opportunities and tools to enhance employee development.

Objective 5.2

Develop and enhance partnerships with the community, businesses, and non-profit organizations.

Objective 1.3

Improve the quality of life for residents and businesses.

Objective 3.3

Maintain exceptional customer service to the community and customers.

Objective 3.4

Strengthen internal communication.

Joint Priority #1: Reduce crime and increase citizen safety.

Council Strategic Priorities Supported: Community health and safety. The City of Mesa and the Mesa Police Department (MPD) value and prioritize public safety.

As part of the 5 Year Strategic Plan, MPD will prioritize reducing crime and disorder and increasing citizen safety through measured, strategic approaches that embrace modern policing practices and technologies. The 5-year plan seeks to reduce crimes against persons, decrease motor vehicle accidents, and improve the overall quality of life for the residents and businesses in the City of Mesa. Further, the priority of reducing crime and increasing citizen safety supports the City of Mesa’s Strategic Priority of “Community Health and Safety.”

Mesa Police is committed to working with the public to deliver outstanding public safety to create safe and secure neighborhoods, parks, and businesses. Below are some of objectives and initiatives to accomplish these objectives.

www.mesaazpolice.gov/ 480-644-2211

Decrease violent crime • Measure % decrease of Part A Crimes to include Robbery Crimes through CompStat.

• Measure % decrease in violent crime through CompStat.

• Measure the decrease in DV related offenses through CompStat.

• Track DV offenses by clearance rates.

Decrease motor vehicle accidents.

Measure reduction of fatal and serious injury accidents.

Measure reduction of non-fatal motor vehicle accidents.

Improve the quality of life for residents and businesses.

Measure crime statistics for Part B Crimes.

Measure number of homelessness encampment clean-ups.

Measure % increase of homelessness services offered.

Measure % of reduction for Crimes Against Society.

Quality of life citizen survey.

Overall clearance rates.

Joint Priority #2:

Innovate and integrate technology.

A pinnacle of what makes the City of Mesa and the Mesa Police Department effective in our crime fighting mission is ensuring that we are innovative in our approach to technology in the field of policing. This includes our ability as an organization to integrate with external agencies on technology, implement defined and established technologies into existing platforms, ensuring we are able to support technologies in deployment, and lastly ensure the effective use of all technologies.

“Mesa Police employees are innovative, professional and committed.”

- Chief Ken Cost

Optimize technology systems. Technology user satisfaction survey.

Review of successful and unsuccessful IT support/ projects. Highlights on up time and projects.

Integrate and share technology systems throughout the Department.

Track progress of department-wide projects which innovate, integrate and share technology.

Joint Priority #3

The Mesa Police Department’s foundation is built on being a high performing organization comprised of individuals that are exceptionally effective at carrying forth the mission of the Department. To ensure we continue this, we have established exceptional organizational effectiveness as a strategic priority. To be exceptional, Mesa Police will continue efforts to improve the focus of our mission by reviewing citizen requests and ensuring they get the best responder for their needs. For instance, requests for assistance regarding persons experiencing mental illness may be diverted to a crisis line rather than sending officers to the request. The Department will continue efforts to improve organizational effectiveness through the development of future leaders, focusing on exceptional customer service, and strengthening internal communication.

Strategic Plan Objective(s), and KPIs

Increase diversion of non-police requests for assistance to appropriate social agencies.

Measure decrease of repeat behavioral health calls excluding mental health facilities.

Develop current and future leaders.

Number of applicants for first line and mid-level leadership positions.

Measure key leadership perceptions of supervisors derived from yearly 360 supervisor review. # members attending Command Level leadership schools yearly.

Maintain exceptional customer service to the community and customers.

Citizen survey.

Measure response times to calls for service.

Measure number of citizen generated complaints in IAPro. Measure number of citizen generated compliments received through IAPro.

Measure the average amount of time a public records request takes yearly.

Strengthen internal communication.

Measure employee views of 360 with the Chief videos.

Measure communication responses on the citywide survey related to the Police Department. Number of policies addressed.

Joint Priority #4:

Strategic staffing: Strategically plan to hire and retain the best candidates by improving organizational culture, engaging employees, succession planning, and development.

To carry forth our mission of relentless crime fighting to reduce crime and increase citizen safety, MPD will continue to recruit and retain quality personnel. This includes the strategic marketing of the unique opportunities MPD offers, continuing to aggressively develop pathways into law enforcement careers, and exceptional training and retention benefits to ensure we continue to retain high quality employees to serve the citizens of Mesa to improve organizational effectiveness through the development of future leaders, focusing on exceptional customer service, and strengthening internal communication.

Strategic Plan Objective(s), and KPIs

Hire, recruit, and retain talent representative of the community served.

Measure % of staff diversity in comparison to the community population.

Number of candidates meeting minimum HR and sworn qualifications.

Number of sworn applicants hired.

Number of sworn new hires passing FTO.

Count of digital media call to actions.

Measure retention rate for sworn staff.

Measure retention rate for professional staff.

Improve ongoing training opportunities and tools to enhance employee development.

Count ongoing police continuing education offered through the Training Management System.

Count number of people engaged in Wellness Program or Wellness Events.

Measure percent of change of at fault accidents by MPD employees.

Measure the number of use of force events.

Joint Priority

#5: Increase community engagement.

Council Strategic Priorities Supported: Strong community connections.

Trust and communication with the community continues to be a priority for the Department. This priority supports the Mesa City Council strategic priority of “Strong Community Connections.” The City of Mesa including the Mesa Police Department work to inspire community confidence by pursuing communication and engagement with Mesa residents, businesses, and community partners. Ensuring dialogue and community engagement continues to be a strategic priority. The Mesa Police Department’s robust and dynamic Community Engagement Team will continue to collaborate with the community. Further, the Department will continue to sustain partnerships and develop new partnerships with the community, and will continue to ensure trust and communication with community grows into the future.

480-644-2211

Strategic Plan Objective(s), and KPIs

Objective 5.1 Key Performance Indicators(KPI)

Improve external communication by increasing transparency with data to the community.

Measure social media engagement regarding MPD/ media relations posts.

Measure the unique interactions of the Annual Police Report.

Measure officer community engagement contacts.

Measure views for officer involved shooting media releases.

Measure number of hits to the Police Transparency Web page. Objective 5.2

Develop and enhance partnerships with the community, businesses, and non-profit organizations.

Measure the number of partnerships from the Community Engagement rolling calendar.

Measure school contact community codes.

Measure the GAIN/ NNO (National Night Out) attendance and partnerships involved.

Resource Requirements to Implement the Plan

Projects, buildings, and equipment have been reviewed for the next 5 fiscal years. Capital improvements and high dollar projects necessary to implement the strategic plan include funded projects and unfunded future projects. The accuracy of each estimate is dependent on the timeline

Public

Priority - Strategic Staffing

A new public safety facility will be constructed in the northeast section of Mesa funded by the 2022 public safety bond. This facility will allow Mesa Police to further partner with our community to prevent and to reduce crime in northeast Mesa. Construction of this facility will improve response times for police, fire, and medical responders. The facility will include a community room for meetings and serve as an anchor for Public Safety in northeast Mesa. The Northeast Public Safety Facility began in May of 2023 and is projected to be completed by January 2025.

The Public Safety Training Facility renovation project will utilize the 2022 public safety bond to update and expand Mesa Public Safety Training Facility for both the Mesa Police Department (MPD) and the Mesa Fire and Medical Department. This reinvestment ensures that MPD will continue to train with updated training resources as well as provide effective spaces to instruct employees regarding Public Safety to ensure procedural justice. The Public Safety Training Facility renovation is estimated to be completed by May of 2026.

www.mesaazpolice.gov/ 480-644-2211

Evidence Building

Strategic PriorityOrganizational Effectiveness

Police Headquarters Remodel

Strategic Priority - Increase Community Engagement

The 2022 Public Safety Bond will fund a renovation with a full remodel of Police Headquarters to meet community needs as well as operational needs. The remodel will include a complete overhaul of all critical infrastructure and improvements to the functional layout of the building. The lobby will be renovated to create an environment more receptive to the public. Additionally, the building will include a community meeting area. This project is projected to begin May of 2024 and be completed by May of 2026.

Mesa Police will be constructing a new evidence facility which will create additional space needed for long-term and general storage needs. This facility will be equipped with secure climatecontrolled storage for the preservation of evidence. This project was initiated in March of 2023 with a projected completion date of May 2024.

*Design Draft

Implementation Plan and Oversight

The Mesa Police Department (MPD) strategic plan will be managed through a “Strategic Council”. The Strategic Council will ensure that we take a disciplined approach to holding ourselves accountable, communicating our progress, measuring our progress against critical metrics and addressing changes in a timely manner as conditions and priorities change.

This Council is comprised of the leadership of the Mesa Police organization as follows: the Chief; the Assistant Chiefs; the Deputy Director; the general council; the fiscal manager; the technical services manager, the strategic planner, and the project manager. The Strategic Council will provide governance and accountability. The Department’s project manager will facilitate Strategic Council meetings. These key leaders provide direct linkage to the Department at large, to city leadership, to the community and to those who we serve, ensuring communications, transparency, alignment, and commitment to the MPD strategic plan.

The Strategic Council will adopt, initiate, influence, and champion the MPD strategic plan. The strategic planner will work with the Council to ensure alignment with Mesa’s City Council Priorities and the City’s master plans. The Council will make strategic decisions on resource allocation, identify and resolve funding requirements and prioritize strategic initiatives. The Council will monitor progress toward achieving strategic priorities through key performance indicators and initiative metrics.

Reporting Requirements

Strategic initiative owners will be required to enter project plans and updates into the current approved project planning software. A report will be completed annually with details of accomplishments of the Strategic Plan.

47% - Business Grow 2018 19.876.98 - 1st half of year

35% + 12%

Mesa Police continues to work to build relationships with the community, to remain innovative, and to reduce crime with professionalism. The Strategic Plan reflects Mesa’s forward thinking and commitment to serving its community with excellence.

ADDENDUM 1

Annual Work Plan Year 1

Fiscal Year 23/24

Joint Priority #1: Reduce crime and increase citizen safety.

Council Strategic Priorities Supported: Community health and safety

Objective 1.1

Key Performance Indicators

Decrease violent crime. Measure % decrease of Part A Crimes to include Robbery Crimes through CompStat. Measure % decrease in violent crime through CompStat. Measure the decrease in DV related offenses through CompStat. Track DV offences by clearance rates.

Initiatives (Tactics) Metrics

On an annual basis, organize data driven crime reduction projects. Increase in-person follow-up visits by Domestic Violence Detectives and Victim Service Specialists on domestic violence cases by 20% by January 2024.

Use ATF’s NIBIN to successfully generate leads for investigators tasked with the investigation of violent crimes involving firearms. Develop an implementation plan for the East Valley Critical Incident Response Team (EVCIRT). Implement EVCIRT to respond to officer involved shootings and critical incidents.

Reports on violent crime reduction projects showing evidence of value.

% of follow visits on domestic violence cases.

# of leads generated through NIBIN.

Completed Plan and implementation of EVCIRT.

Objective 1.2

Key Performance Indicators (KPI) Baseline Data

Decrease motor vehicle accidents. Measure reduction of fatal and serious injury accidents. Measure reduction of non-fatal motor vehicle accidents.

Initiatives (Tactics) Metrics

Implement a comprehensive fatal and serious injury reduction plan that will focus on education, enforcement, and engineering to realize a 30% reduction in fatal and serious injury crashes between 2023 and 2025.

• # of traffic stops, citations, and warnings annually

• Completion of serious injury reduction plan

• # of public education classes implemented reference traffic

• # of roadway improvement projects

• % decrease of fatal accidents during peak hours

• Implementation of traffic safety education by a crime prevention position.

Objective 1.3

Improve the quality of life for residents and businesses.

Key Performance Indicators (KPI)

Measure crime statistics for Part B Crimes.

Measure number of homelessness encampment clean-ups.

Measure % increase of homelessness services offered.

Measure % of reduction for Crimes Against Society. Quality of life citizen survey.

Overall clearance rates.

Initiatives (Tactics) Metrics

Develop and implement a Homeless Outreach Team by January 2024.

• Homeless-related taskforce created.

• # of personnel allocated.

• Homeless engagement tracking.

• Decrease in hot spots where homelessness and crimes intersect.

Joint Priority #2: Innovate and integrate technology.

Optimize technology systems. Technology satisfaction survey. Review of successful and unsuccessful IT support/ projects. Highlights on up time and projects.

Initiatives (Tactics) Metrics

Evaluate and implement cutting edge technology tools that allow for higher levels of crime fighting while ensuring the safety of responders.

• Formal technology review process implemented.

• Review of security enhancement projects.

• RMS streamlined to interface with multiple systems. (MCAO, MCSO, Idemia, etc.)

• RMS training provided department wide.

Integrate and share technology systems throughout the Department. Track progress of department-wide projects which innovate, integrate and share technology.

Initiatives (Tactics) Metrics

To maximize efficiency in personnel allocation, the Department will leverage technology to maximize the effectiveness of camera systems in the identification of suspicious and/or criminal behavior in open/public spaces.

• Camera technology identified, purchased, and implemented.

• Review success stories re: technology assisted cases.

Joint Priority #3:

Exceptional organizational effectiveness.

Objective 3.1

Increase diversion of non-police requests for assistance to appropriate social agencies.

Key Performance Indicators (KPI)

Measure decrease of repeat behavioral health calls excluding mental health facilities.

Initiatives (Tactics)

Reduce repeated behavioral health calls for service by utilizing call diversion from dispatch, mobile team implementation, and co-responder check-ins.

Metrics

• Measure number of mental health related calls.

• # of mobile teams which were dispatched. (not cancelled)

• # of co-responder check-ins.

• Measure decrease in repeat callers.

Objective 3.2

Key Performance Indicators (KPI)

Develop current and future leaders. Number of applicants for first line and mid-level leadership positions. Measure key leadership perceptions of supervisors derived from yearly 360 supervisor review. # members attending Command Level leadership schools yearly.

Initiatives (Tactics)

Create a cutting edge MPD leadership culture based on a formalized, comprehensive, and sustainable leadership program.

Metrics

• Baseline leadership classes specified for sworn and professional staff.

• Leadership class developed for professional staff.

• Standardized leadership concepts added into academy training, STEP, and internal continuing education.

Joint Priority #3: (cont.)

Exceptional organizational effectiveness.

Maintain exceptional customer service to the community and customers.

Citizen survey. Measure response times to calls for service.

Measure number of citizen generated complaints in IAPro.

Measure number of citizen generated compliments received through IAPro. Measure the average amount of time a public records requests take yearly.

Initiatives (Tactics) Metrics

1. Enhance department wide asset management of documents and evidence to include modernized long-term storage methods, improved retention procedures, and transparent reporting to improve efficiency and tracking.

2. Increase the number of Police Service Officers (PSO) and Civilian Investigation Specialists (CIS) as justified by statistical analysis by July 2025.

• Microfiche and paper documents converted to digital

• Retention policies for evidence modernized with best practices

• Implementation of department-wide asset management system

• Staffing study completed for PSOs and CISs

• Approval of increase PSO and CIS staffing

Strengthen internal communication. Measure employee views of 360 with the Chief videos. Measure communication responses on the citywide survey related to the Police Department.

Number of policies addressed.

Initiatives (Tactics) Metrics

Implement “Stage 5” Crime Analysis in line with recommendations from ASU’s Center for Violence Prevention and Community Safety to be a data-driven decision-making organization by 2028.

Implement TeleStaff to optimize scheduling,communication and deployment of personnel

• Measure crime analysis benchmarks yearly to determine the crime analysis stage

• TeleStaff implementation

• TeleStaff rollout to Patrol and other units

Joint Priority #4:

Strategic staffing: Strategically plan to hire and retain the best candidates by improving organizational culture, engaging employees, succession planning, and development.

Hire, recruit, and retain talent representative of the community served.

Measure % of staff diversity in comparison to the community population.

Number of candidates meeting minimum HR and sworn qualifications.

Number of sworn applicants hired.

Number of sworn new hires passing FTO.

Count of digital media call to actions.

Measure retention rate for sworn staff.

Measure retention rate for professional staff.

Initiatives (Tactics) Metrics

Increase the number of qualified candidates in the academy each year and retain current employees through new recruitment and hiring efforts.

• Number of candidates hired.

• % of retention.

Joint Priority #4: (cont.)

Improve ongoing training opportunities and tools to enhance employee development

• Count ongoing police continuing education offered through the training management system.

• Count number of people engaged in Wellness Program or Wellness Events.

• Measure percent of change of at fault accidents by MPD employees.

• Measure the number of use of force events.

Initiatives (Tactics) Metrics

1. Implement Responsive Intelligence curriculum in the training academy to help identify, promote, and increase the emotional and social intelligence competencies with our recruits and also with the selection of candidates.

2. Improve service and wellness of department members by restructuring and enhancing the Peer Program to include oversight by a police psychologist.

3. Restructure and expand services offered under the wellness umbrella with the purpose of improving retention and employee wellness.

4. Align operational tactics and police methodology taught throughout the Department by completing an audit of operational classes offered at The Mesa Police Department.

Strategic staffing: Strategically plan to hire and retain the best candidates by improving organizational culture, engaging employees, succession planning, and development. © 2023 All Rights Reserved.

• Completion of 3 Responsive Intelligence instructional blocks into the academy.

• % of attrition rates and success rates on the 3rd and 4th set of field problems.

• Completion of Peer Program Restructure.

• Completion of Wellness Program Restructure.

• Implementation of Mentoring Program.

• Implementation of Career Development Program.

• % of training audit complete.

• Training class workflow and documentation procedure instituted.

Joint Priority #5: Increase community engagement.

Council Strategic Priorities Supported: Strong community connections.

Objective 5.1

Improve ongoing training opportunities and tools to enhance employee development.

Key Performance Indicators (KPI)

• Measure social media engagement regarding MPD/ media relations posts.

• Measure the unique interactions of the Annual Police Report.

• Measure officer community engagement contacts.

• Measure views for officer involved shooting media releases.

• Measure number of hits to the Police Transparency Web page.

Initiatives (Tactics) Metrics

Further develop, promote and market community connect methods to achieve greater participation in real time information sharing.

Objective 5.2

Develop and enhance partnerships with the community, businesses, and non-profit organizations.

Key Performance Indicators (KPI)

• Measure the number of partnerships from the Community Engagement rolling calendar.

• Measure school contact community codes.

• Measure the GAIN/ NNO (National Night Out) attendance and partnerships involved.

• # of participants in community connect

Initiatives (Tactics) Metrics

Implement a Downtown Engagement Program in downtown Mesa to create a police presence while increasing positive communication and building relationships with business owners.

• Implementation of Dowtown Engagement Program.