2023-2025 Strategic Plan - Police Department
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2023–2025 Strategic Plan Police Department
C I TY O F B U R L I N GTO N
2023 TO 2025 STRATEGIC PLAN
Introduction Since 1989, BPD has maintained accredited
About Burlington Police status by the Commission on Accreditation for
Law Enforcement Agencies, Inc. (CALEA) in
Department Law Enforcement.
The Burlington Police Department is a
nationally accredited law enforcement
agency that is committed to quality,
fair, and professional police services.
We serve the City of Burlington,
North Carolina with a population of
over 58,000 residents covering
31 square miles. The agency is The Burlington Communications Center (BCC) is accredited by CALEA
allocated for 145 sworn officers and in Public Safety Communications. In 2022 the BCC dispatched over
over 50 professional staff members. 92,000 calls for service to the Burlington Police, Burlington Fire, Graham
Police, and Graham Fire departments.
The department
BPD responds provides an Over 85% of
BPD regularly engages with the Community online reporting Burlington
to an average of
Police Advisory Team (CPAT), a group tool, allowing Police staff hold
62,000 calls for
that recommends and reviews policy our community Higher Education
service each year.
enhancements and equitable practices to members to easily degrees.
meet the needs of the community and police. file reports and
receive information
through BPD.
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2023 TO 2025 STRATEGIC PLAN
Excelling in officer training,
we exceed the state-mandated Staff participates in the Alamance Narcotics Enforcement
24 hours of training by Team (ANET) with other local agencies, in a collaborative
completing an additional effort to address narcotics within Alamance County.
average of 55 hours of training
per officer each year.
• 100% of BPD Officers
receive training in Mental
Health First Aid for Public
Safety, Juvenile Diversion
Initiatives and Awareness,
and reality-based scenarios. As an innovative alternative, we use a
professional staff Virtual Response team, to
• Over 80% of BPD officers take non-emergency reports from community
are certified in Crisis members when an officer’s presence is not
Intervention. required.
Leading with national best practice, BPD We surpass the
BPD receives continuous support from City
contracts with Law Enforcement Crisis national average
Leadership and City Council as we navigate
Counselors to respond with officers in the for employing
21st Century policing.
field to mental health calls for service. female officers.
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2023 TO 2025 STRATEGIC PLAN
Strategic Planning The strategic planning process was comprehensive, and it involved the
following activities:
Process Baker Tilly, a national consulting firm, conducted individual interviews with
City leaders and Police Department staff.
The purpose of strategic planning is to set Baker Tilly administered community and employee surveys to solicit
direction for the future, focus staff efforts, additional input.
and monitor performance toward stated goals. Burlington Police Department staff conducted four community engagement
The Burlington Police Department conducted sessions to connect directly with residents and local stakeholders. These
an extensive 12-month planning process and sessions were designed to gather thoughts and ideas about concerns and
engaged with City leaders, Police Department potential opportunities to address in the next three years.
staff, and community members to update
The information obtained from interviews, surveys and other data-gathering
our strategic plan, working collaboratively to
methods provided context and understanding of the current and anticipated
establish a clear course to guide department
operating environment in the City and the Police Department.
work planning and resource allocation for the
department over the next three years. An employee workshop facilitated by Baker Tilly was held on October 7,
2022. Workshop participants consisted
of both sworn and professional staff
Step 1: April 2022 representing all levels and divisions
Established strategic planning framework of the Police Department. This
team worked together during
Step 2: May 2022 a day-long workshop in large
Entered into partnership with Baker Tilly and small groups to discuss
the future of the department
Step 2: July-August 2022 and craft the elements of this
Internal and External Outreach strategic plan.
Step 3: September-October 2022 During the implementation
Data Review and Analysis of our strategic plan, Police
Department staff will collect,
Step 4: October-December 2022 track, and report data to
measure progress and outcomes
Create Priorities and Strategies
that address the goals and
strategies resulting from this
Step 5: 2023-2025
process.
Strategic Plan Implementation
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2023 TO 2025 STRATEGIC PLAN
Our Commitment
POLICING WITH A PURPOSE MISSION DEPARTMENT VALUES
The Burlington Police Department Our mission statement describes why Values drive the behaviors and
describes its promise to provide excellent the organization exists, its purpose, its interactions of staff members with
police services to the community. reason for being, and clearly articulates each other and with the public and
the services provided and the desired volunteers in support of the Police
• Preserving the sanctity of all life outcomes. Department. Values reflect the culture
• Nurture and protect democracy of the department and contribute to the
The Burlington Police Department is desired future.
• Ensure procedural justice and committed to improving the quality of all
fundamental fairness life, in partnership with our community, • Service with compassion, respect, and
• Spirit of service through fair and professional police courtesy
• Protect the community from harm services. • Community involvement and citizen
• Treat all individuals with dignity engagement
and respect. • Professionalism and integrity
• Continuous improvement
• Supporting our employees; their
contributions and professional
development
• Loyalty and dedication to public safety
• Diversity and equity within the
community and the department
Members of the Criminal Investigation Division plant seedlings in
the Morrowtown Community Garden.
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2023 TO 2025 STRATEGIC PLAN
Priority Overview The Burlington Police Department 2023-2025 Strategic Plan
emphasizes five priorities with accompanying goals and strategies.
Our goal has always been to work alongside Our priorities address:
our community and identify priorities
that will provide greater opportunities for
collaboration and relationship-building with
Burlington and Alamance County residents. Community
Fostering trusting community relationships
Workforce
Recruit and retain a professional and diverse workforce
who embrace the Police Department’s Mission, Values,
and Goals
Police Services
Enhance police services using data-driven technology
Culture
Support a culture of employee health, wellness, and
development
Communication
Maintaining effective communication to inform, engage,
and educate our stakeholders
Burlington Police Officer, School Resource Officer, Telecommunicator,
and Volunteer participate in National Night Out events.
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2023 TO 2025 STRATEGIC PLAN
PRIORITY GOALS
Community
1. Build upon existing community relations
Strategies
a. Enhance partnerships to expand community event engagements
b. Follow best practices for safe and fair community policing
Foster Trusting c. Provide public safety services through the Burlington Communications Center
Community Relationships d. Rely on strategic feedback provided by the City’s Community Police Advisory Team
2. Engage the community in educational initiatives that promote safety
Strategies
a. Develop and conduct harm-reduction campaigns to address key public safety threats
b. Educate citizens about public safety communications/9-1-1
c. Educate the community about youth resources and services
3. Develop new, creative opportunities for community volunteers to assist in outreach to
enhance public safety
Strategies
a. Enhance the Burlington Motor Assistance Program to assist with traffic-related issues
b. Create a Volunteer Ambassador Program to build community relationships
4. Leverage involvement with community-based partnerships
Strategies
a. Expand involvement in diversion programs to address mental health and substance use
disorders
b. Increase the effectiveness of neighborhood watch programs
c. Strengthen school safety through collaboration with school officials
5. Uphold industry best practices and achieve compliance with external sources
Strategies
a. Adhere to 21st Century policing strategies and practices
b. Maintain compliance with the Burlington Communications Public Safety Communication
and Law Enforcement Accreditation programs through the Commission on
Accreditation for Law Enforcement Agencies
Burlington Police Officers enjoy meeting with community members at
a 4th Friday event in Downtown Burlington. c. Provide opportunities for staff to participate in local, state, and national level police
professional organizations
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2023 TO 2025 STRATEGIC PLAN
PRIORITY GOALS
Workforce
1. Uphold and promote diverse and equitable recruitment plans and processes
Strategies
a. Evaluate recruitment practices and identify enhancements
Recruit and Retain a Professional b. Evaluate hiring processes for seamless onboarding and orientation
and Diverse Workforce who c. Attract staff reflective of the City’s demographics
Embrace the Police Department’s
Mission, Values, and Goals 2. Provide initiatives that promote and support employee retention and engagement
Strategies
a. Retain qualified staff members
b. Identify the needs of staff for a productive work environment
c. Identify additional opportunities to recognize exceptional work and achievements
d. Develop employee and family recognition events
e. Create and support innovative teambuilding efforts
Master Police Officer
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2023 TO 2025 STRATEGIC PLAN
PRIORITY GOALS
Police
1. Develop a real-time crime center to analyze and assess crime trends and projections
Strategies
a. Identify scope of the work
Services b. Train, assign and deploy staff
c. Evaluate and ensure accurate data and entry
2. Increase the use of information to reduce crime
Enhance Police Services
Strategies
Using Data-Driven a. Use current data to identify crime locations and offenders
Technology b. Promote the online reporting system for community members to submit reports
that do not require immediate officer assistance
c. Assign officers strategically to enhance community safety
d. Consolidate and issue timely communication reports to inform staff about
crime priorities
e. Deploy strategic enforcement actions focused on violent crime
3. Evaluate staff deployment and resource allocation
Strategies
a. Consistently monitor staff assignments and evaluate outcomes
b. Identify services that do not require an officer response and assign professional staff,
as appropriate
4. Evaluate and implement new technology to prevent and solve crime
Strategies
a. Seek public and private video surveillance share partnerships
b. Expand Automatic License Plate Reader technology
c. Expand and strengthen drone program
d. Continually access cell phone analysis software
e. Implement state-of-the-art County Computer Aided Dispatch/RMS System
Burlington Police Department Drone Technology
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2023 TO 2025 STRATEGIC PLAN
PRIORITY GOALS
Culture 1. Create opportunities to engage in learning for career advancement
Strategies
a. Implement job shadowing for all staff to better understand individual positions
Support a Culture of Health, and job demands
Wellness, and Development b. Strengthen utilization of Individual Development Plans to identify short- and
long-term goals for each staff member
c. Ensure fair and equitable access to career development opportunities through
succession planning
d. Increase current opportunities for all staff to obtain bachelor’s and master’s
degrees
2. Cultivate a safe, healthy, supportive, and inclusive community for all staff
Strategies
a. Provide diversity and equity training for employees
b. Reduce the stresses and impacts of traumatic events on staff
c. Assist staff in achieving health and well initiatives
d. Support and promote a sustainable police facility and a healthy work
environment
Burlington Police Officers patrol in Downtown Burlington. Training and Fitness Facility available to Burlington
Police Department staff.
102023 TO 2025 STRATEGIC PLAN
PRIORITY GOALS
Communication 1. Provide opportunities for department feedback to inform decisions, increase
safety, and improve trust
Strategies
Maintain Effective Communication
a. Promote systems for external stakeholders to submit comments and concerns
to Inform, Educate, and Engage with
b. Create a process for internal staff feedback
Internal and External Stakeholders
c. Promote information sharing between frontline staff and leadership through
new communication channels
2. Promote the Burlington Police Department and enhance public trust through
timely and transparent communications
Strategies
a. Maintain and update the department website so users can easily find timely and
accurate information
b. Expand our social media presence to increase department visibility and educate
the community
c. Create videos to educate and inform community members about the
department as well as provide important safety information
d. Create campaigns to share successes internally and externally
Visit our website for updated information about BPD!
Chief Brian Long addresses local media outlets. www.BurlingtonNC.gov/police
112023 TO 2025 STRATEGIC PLAN
Moving Forward
As we move forward with a renewed focus and commitment, our leadership and all
department members are steadfast in achieving the vision and mission by demonstrating
the values of our agency daily. Our values will guide internal interactions and service
delivery to all who live in, work in, or visit Burlington.
We will:
• continue as an accredited Police Department through our Public Safety
Communications and Law Enforcement accreditation programs.
• follow national best practice policing models and combine them with the priorities in
our strategic plan.
• continue to explore options that allow our department to expand in new and creative
ways while supporting a healthy and inclusive culture for all our staff.
Burlington Police Department leaders, officers, and professional staff are committed to
working collaboratively with members of the community, school districts, and businesses.
I believe these efforts will allow us to provide exemplary service to our community with
integrity and excellence.
We encourage ongoing community input and engagement as the implementation of our
goals progresses. We are committed to the highest quality policing response, service, and
operations for City residents, businesses, and visitors. The strategic priorities and goals
we have developed will be our framework and guide for achieving results.
Community is our strength. We hope you will view this plan as a promise of our ongoing
commitment to providing the highest quality police services and professional standards as
we move forward.
Respectfully,
Brian Long
Chief of Police
122023 TO 2025 STRATEGIC PLAN
Stay 267 W. Front Street
Connected Burlington, NC 27215
PO Box 1358
Burlington, NC 27216 @BurlingtonNC_PD
336-229-3500 www.BurlingtonNC.gov/police
Community Programs
• Burlington Motorist Assistance Program
• Burlington Police Chaplain Program
• Burlington Police Volunteers and Interns
• Coffee with a Cop
• Community Police Academy
• Community Police Advisory Team
• Community Surveys
• Department Tours
• National Night Out
• Neighborhood Watch
• Ride Along Program
132023 TO 2025 STRATEGIC PLAN
Police Department
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