Police Department Strategic Plan - Olympia Police Department | olympiawa.gov/police - the City of Olympia
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Police Department
Strategic Plan
2015 - 2020
Olympia Police Department | olympiawa.gov/police
Table of Contents
Message from the Chief
Introduction
Mission, Vision and Values
The Leadership Team
Our Organizational Structure
Department Goals
Goal 1: Engage Community in Meaningful Ways
Goal 2: Align Resources with Community Needs
Goal 3: Provide Employees with Opportunities
Goal 4: Create Consistency and Accountability
Goal 5: Effectively Use Technology
Goal 6: Communicate Effectively
The Process
• Creating the Plan
• Planning Accomplishments
Page 2 | Police Strategic Plan | Table of Contents
Message from the Chief
2014 Department Statistics
Police Officers 68
Corrections Officers 13
Administrative Positions 15
Volunteers 30
Explorers 15
Public Disclosure Requests 3,279
Calls for Services 54,834
Jail Bookings 1,753
Warrants Entered 2,029
Volunteer Hours 3,552
Budget $14,825,410
I am proud to present the Olympia Police
Department’s 5-year Strategic Plan. This document
represents collaboration and input from employees at
all levels. Employee task force teams were formed to
conduct a SWOT (Strengths, Weaknesses, Opportunities,
and Threats) analysis of our organization. The results
of these meetings were used as guiding principles in
the development of the plan. I want to thank everyone
involved for their dedication and willingness to help create
a plan for the future of our organization.
The Olympia Police Department prides itself in providing
our community with innovative solutions and best
practices in the delivery of law enforcement services. As
a department, we will continue to build on the
accomplishments of our past while providing outstanding service to our community now and
in the future.
Two of the primary themes of this plan are partnership and collaboration. As an organization,
we are aware that improving the quality of life in our community will always be a collective
effort and one which we will continue to embrace.
This plan is a flexible document that will serve as a guide to our future efforts. As we
implement this plan, we will continuously measure progress and evaluate outcomes to ensure
we are meeting our goals. Our pledge is to provide services through partnership with our
community.
Ronnie Roberts, Chief of Police
Page 4 | Police Strategic Plan | Message from the Chief
Introduction This Plan is the Vision for Providing Policing Services through Trust and Partnership within our Community
Department Overview: The Olympia Police Department (OPD) was established in the
capital city in 1890, the year after Washington became a state. OPD proudly serves its 51,020
diverse Olympia residents as well as a large daily population of state workers, students, and
visitors. OPD is a progressive police department invested in its community. We strive to
build trust and partnerships. We use data to problem solve, address crime, and focus police
resources. The department has been experiencing a large staff turnover. Approximately 50%
of our employees have less than four years with the department. The department is also
experiencing a significant turnover of managers who are currently or will soon be eligible
for retirement. With these changes, the department needs a strategic plan to serve as a
guide and provide a clear vision for the future of the department in partnership with the
community we serve.
The Strategic Plan: Chief Roberts began work on this plan in the Spring of 2014. He
assembled a team of representatives from OPD and the City Manager’s office. The team
engaged in research and discussion about the future of the department and made
recommendations to the Chief. Many of the team’s recommendations were included in the
plan.
Page 6 | Police Strategic Plan | Introduction
Mission, Vision, Values
City of Olympia
Mission
Create a vibrant, healthy, beautiful Capital City
Vision
Working together to make a difference
Values
Compassion ― Integrity ― Effectiveness
Olympia Police Department
Mission
To consistently earn the trust of the residents and visitors to our community. We accomplish our
mission by utilizing a team approach to proactive policing, corrections, community education,
and support services. We are compassionate, respectful, highly-trained, innovative people who
are dedicated to make a positive difference.
Vision
We are a professional law enforcement agency respected and trusted by our community. Our
employees are empowered and challenged to solve problems at the lowest level in the organiza-
tion. We honor and respect each other as valued members of the department. We are constantly
learning through professional training and the opportunity to pursue a wide range of unique
specialty assignments. We operate in a model of excellence, and our community shows pride in
our efforts by providing the support and resources to deliver the best policing services to the
City.
Values
We are ethically centered and guided by the fundamental core values of integrity and respect.
We are accountable to ourselves and our citizens as we strive to create a community that is safe
and welcoming for all. We value open communication between department members and the
public. We operate under a one team concept because we believe we can accomplish more as a
whole than we can acting as individuals.
Page 8 | Police Strategic Plan | Mission, Vision, Values
The Leadership Team
Chief Ronnie Roberts has 29 years of law enforcement experience. He
holds a bachelors of science in Criminal Justice and is a graduate of the
Senior Management Institute for Police. Chief Roberts has served as the
Olympia Police Chief since January 2011.
Deputy Chief Steve Nelson began working as a patrol officer in 1980.
Deputy Chief Nelson has an associate of arts degree from Fullerton
Community College. He has served in a number of positions as he worked
his way through the rank structure. His most enjoyable assignment was
being a middle school DARE Officer.
Jail Manager Chandra Brady has 22 years in Corrections and has
been with the department for three years. She has a bachelor’s degree
in Administration of Justice and a master’s degree in Organizational
Leadership. Jail Manager Brady enjoys leading change and mentoring
potential leaders.
Administrative Services Manager Laura Wohl has a bachelor’s degree
from Mills College. She has eight years in law enforcement; six with the
Olympia Police Department. Manager Wohl enjoys promoting the role of
civilians in law enforcement.Lieutenant Jim Costa has worked for the department for 34 years and has 40 years in law enforcement. He graduated from The Evergreen State College with a bachelor’s degree and is a graduate of the FBI Academy. Lt. Costa completed the School of Polygraph at Western Oregon University. His assignment as a Sergeant in the detective bureau was his favorite. Lieutenant Paul Lower has been with the department for 17 years. Lieutenant Lower completed a bachelor’s degree in Criminal Justice and a master’s degree in Psychology. He most enjoys working with the Olympia community. Lieutenant Ray Holmes, a 26 year veteran of the Olympia Police Department, has 29 years of law enforcement experience. Lt. Holmes completed a bachelor’s degree in Criminal Justice and a master’s in Public Administration. He enjoys helping people and serving the community. Lieutenant Aaron Jelcick graduated from Washington State University with a bachelor’s and master’s degree in Criminal Justice. He has worked in law enforcement and for the OPD for 23 years. Lt. Jelcick’s favorite assignment was working as a Thurston County Narcotic Task Force Detective. Page 10 | Police Strategic Plan | Leadership Team
Organizational Structure
Re
The Olympia Police Department is led by Chief Ronnie Roberts, appointed in 2011. Chief Roberts oversees six
department divisions, listed right. Each division is led by a manager who is responsible for ensuring the work
of the division is completed and all of the divisions work together and with the community to achieve the
department mission.
Office of the Chief Corrections Investigations Administrative
1 Chief 1 Jail Manager 1 Lieutenant 1 Admin Services Manager
1 Deputy Chief 3 Jail Sergeants 1 Sergeant 1 Records Manager
1 Lieutenant 8 Corrections Officers 5 Detectives 1 Lead Worker
1 Sergeant 1 Secretary 1 Thurston County Narcotics 1 Computer Support
1 Secretary 1 Police Services Specialist Task Force Detective Specialist
1 Crime Scene Investigator 1 Administrative Secretary
Patrol Division Special Operations 1 Crime Analyst 1 Evidence Custodian
1 Lieutenant 1 Lieutenant 5 Police Services Specialists
6 Sergeants 1 Sergeant
39 Officers 8 Officers
1 Secretary 1 Sr Program SpecialistDivisions
Office of the Chief
The Chief is responsible for community relationship and outreach as well as overall leadership
of the department. He is a member of the City’s executive team and reports to the City Manager
office and is accountable to the citizens of Olympia. Office of the Chief houses the Internal
Investigations and Community Relations functions.
Patrol Division
The Patrol Division is staffed by uniformed police officers who are on duty 24 hours a day. They
are considered ‘first responders’ who patrol the city limits of Olympia. Patrol officers have a wide
range of responsibility including; responding to calls for service, enforcement, education, and
proactively addressing crime. Officers build community trust by engaging with the community
and develop partnerships to help problem solve identified crime trends and other police related
concerns.
Special Operations Division
The Special Operations Division is comprised of officers who are assigned as traffic officers,
walking patrol officers, school resource officers, and K-9 officers responsible for community
engagement, education, and enforcement. Officers assigned to the Special Operations Division
receive specialized training associated with their assignment.
Investigations Division
The Investigation Division investigates all major crimes that require extensive follow-up. This
includes serious crimes of violence, crimes against children, and cases involving significant
monetary loss.
Corrections Division
The City Jail has 39 beds and houses pre-trial and sentenced offenders charged with misdemeanor
crimes in the City of Olympia. The City Jail provides for the care and custody of offenders
including onsite food and medical services. Local offenders are also housed in other nearby
facilities through contracts for housing services.
Administrative Division
Administrative staff are responsible for maintaining the department’s records, processing permits,
and providing public reception. The division also includes evidence management, technology
support, and budget development.
Page 12 | Police Strategic Plan | Organizational StructureGoal #1 The department is committed to strengthening our relationship with the community through increased communication and interaction with our citizens and community groups. OPD’s ability to deliver core services is dependent upon the on-going partnership we have with our community.
Goal: Engage the community in visible and
meaningful ways, building partnerships and
relationships
Implement a coordinated intentional community engagement strategy
• Intentionally engage the public using a variety of communication tools
• Implement a citizen program to educate the public about the work we do
• Expand our current PIO program to include additional communication tools and staff
from across the organization
• Train staff about how to promote the organization
• Embrace transparency; show the public how we deliver on our mission, vision, and values
Department members build partnerships and relationships within City government
• Engage members at all levels of the organization in formal relationships with City
administration and departments
• Meet with and present quarterly success reports to City departments and City Council,
and actively engage with the City Council at all levels of the organization
Employees actively take opportunities to meet with neighborhoods, community
groups, and citizens
• Meet with and present quarterly success reports to chambers, community groups,
schools, and churches
• Engage members at all levels of the organization in community groups on behalf of the
OPD
• Establish a format to be used for quarterly community presentations about our successes
Page 14 | Police Strategic Plan| Department GoalsGoal #2 Goal: Align resources with community needs Organization’s structure provides the flexibility to deliver preventative and proactive police services • Reorganize department divisions and managers’ responsibility/accountability to create a functional organizational chart (completed) • Develop a prioritized plan for staffing required for the department to accomplish its mission Implement regionalization where appropriate to combine resources for common needs • Conduct a study to determine feasibility of a regional evidence facility and processing center • Develop a regional training plan involving partner agencies Align Corrections Services with community expectations and policing strategy • Develop and implement booking philosophy to reduce warrant arrests/incarcerations and bookings for minor nuisance offenses to prioritize jail population (completed) • Remodel jail space to enhance work flow and to provide more isolation cells Develop a training program aligned with community and department needs and expectations • Invite stakeholders to provide training • Include community in training (guest speakers) to educate staff • Include updates on DOJ reviews and other national police topics in training
OPD must determine the resources required to support its mission and core functions.
These needs will be communicated to the Olympia City Council. Police resources will be
used responsibly and accountably to achieve the mission and goals of the department.
Page 16 | Police Strategic Plan| Department GoalsGoal #3 Employees are our most valuable asset. We are committed to the on-going development of our staff to ensure that we consistently provide high quality service and develop leaders for the future.
Goal: Provide employees with opportunities
for meaningful work, challenging goals, and
career development
Prioritize training based on department priorities, employee goals, and opportunities
for shared learning
• Integrate Blue Courage principles in training curriculum including police culture, the
nobility of policing, respect, resilience/hope, character strengths and virtues, deliberate
practice, health & wellness, practical wisdom, deliberate practice, and courage
• Research alternatives for service delivery through changes to job classifications, and
assignment of work to alternative job classifications
• Cross train staff to provide support and back-up for positions in the department without
assigned back-up
Develop employees who want to promote or expand their knowledge, skills, and
abilities
• Implement leadership development program with skill and needs assessment, internal
mentoring, external opportunities, and identification of gaps in existing leadership team
• Train supervisors and managers in mentoring skills
• Develop standards for the skills/abilities needed at each level of the department so that
mentors can guide their protégés appropriately
Develop opportunities for employees to actively participate in sharing information and
decision-making
• Assign employee Task Forces intended to evaluate and implement change (on-going)
• Fully develop the department’s intranet site
Page 18 | Police Strategic Plan| Department GoalsGoal #4 Goal: Create consistency in performance accountability and recognize and reward outstanding employees Personnel evaluations are timely and accurately reflect whether the employee meets performance expectations • Review and revise performance evaluation forms and processes with a focus on desired outcomes. Tie decision making authorities to the department vision, mission, and values • Develop a process that allows for relevant feedback outside of performance evaluations The department has a standard set of expectations and every member is accountable for achieving them • Engage employees in conversation in how their work is tied to the mission, vision, values, and goals • Develop standards for job classifications/assignments that outline expectations and authorities • Ensure selection for employee opportunities is tied to employee performance • Connect recognition and review processes to expectations and results Employees are recognized for their actions that further the mission of the department • Develop an employee initiated recognition process • Develop a recognition process to catch employees and community members “doing the right thing”
We recognize that expectations and reward systems must be aligned with the agency mission,
vision, values, and goals. OPD is committed to consistency and performance accountability.
Page 20 | Police Strategic Plan| Department GoalsGoal #5 Utilizing new fingerprint technology Policing relies heavily on technology that is frequently changing and evolving. Our staff must have the equipment, support, and training that enables them to do their work effectively and efficiently. OPD will ensure technology tools are operational, that new technologies are constantly evaluated and implemented, and that staff have the training and support they need to maximize their use.
Goal: Effectively use technology to support
department priorities
Assigned technology is working and available to users
• Develop a more robust technology support model
• Streamline access to our technology tools, including Mobile Computer Terminals for each
patrol officer and fingerprint technology access at each worksite.
Proactively pursue technology that enhances the ability to reach department objectives
• Prepare for the technology, operational, and record keeping impacts of the
implementation of body cameras
• Ensure technology equipment inventories are optimal for user access
• Implement digital radios
• Implement inmate account management system
OPD workforce is trained and proficient in the use of available technology
• Develop annual IT training plan to include new technology & refresher training
(coordinated with other department-wide training planning)
• Fully implement records management system (RMS) criminal justice suite
• Manage records electronically
Page 22 | Police Strategic Plan| Department GoalsGoal #6 Goal: Communicate effectively throughout the organization and with partners Staff inform each other about “current events” related to their job responsibilities • Find opportunities for cross-division work, partnerships, and communication • Develop a system that gives employees the opportunity to share successes and learning throughout the department Personnel at all levels of the organization are engaged and accessible to co-workers and other City employees • Create an opportunity for City employees to share feedback with the department or department members in a valuable way • Ensure Chief provides regular communication updates • Leaders and managers are present and available for the workgroup All staff identify potential opportunities for improvement and propose solutions • Develop and implement a transparent employee suggestion system
We recognize employees are better able to communicate effectively with one another
and partner agencies when they are informed. OPD is committed to effective
communication throughout the organization. We are committed to continuing to
expand collaboration with other law enforcement and criminal justice agencies.
Page 24 | Police Strategic Plan| Department GoalsThe Process Creating the Plan Spring 2014 An agency-wide survey was completed to identify the greatest opportunities for growth in the Olympia Police Department. Department supervisors and managers came together for 40 hours of leadership training. Department survey results were considered and evaluated during the training, resulting in the first step of beginning to plan for the future of the department. Fall 2014 The Shared Leadership Team was developed. Members consisted of OPD employees and staff from the City Manager’s office. The 15 team members met on a regular basis to discuss critical issues and form plans for the future of the department. This included analyzing current strengths and weaknesses, considering the realities of our environment, and planning for the future of our organization. The team developed a common vision for the Olympia Police Department. Team: Rich Allen, Sergeant | Brenda Anderson, Police Officer | Chandra Brady, Jail Manager | Jay Burney, Assistant City Manager | Sam Costello, Sergeant | Jeff Herbig, Police Officer | Kelli Hull, Corrections Officer | Aaron Jelcick, Lieutenant | Amy King, Police Officer | Paul Lower, Lieutenant | Madison Sola Del Vigo, Records Specialist | Amy Stull, Crime Prevention Specialist | Al Weinnig, Police Officer | Bryan Wyllie, Sergeant | Laura Wohl, Administrative Manager 2014-2015 Employees organized, led, and participated in task forces that help us continue to develop a road map for the future success of the Olympia Police Department. In order for this document to be meaningful, it needed to be attainable. True to this ideal, the elements contained within this plan are attainable goals which will assist the department in charting a course for the future.
Planning Accomplishments
Planning Work Completed
• Conduct Team Member Opinion Survey ~ Results Group
• Develop New Mission, Vision, & Values ~ Management Team
• Establish Shared Leadership Team ~ Chief Roberts
• Establish Long Range Goals and Objectives ~ Shared Leadership Team
• Develop Organizational Chart for the Future of OPD ~ Shared Leadership Team
• Revise Organizational Chart ~ Chief Roberts
• “Team Rules” in Organization and New Hire Process ~ Marianne Wieland
• Update Website ~ Laura Wohl, Lt. Paul Lower, and Amy Stull
• OPD Email (Communication) with Public Subscribers ~ Amy Stull
• Develop a Community Information Plan ~ Laura Wohl, Lt. Paul Lower, and Amy Stull
• Management Team Minutes and Supervisor Meeting Minutes Distribution ~ Lt. Ray
Holmes and Lt. Jim Costa
Employee Initiated Projects Completed
• New Department Radios/Holsters ~ Lt. Bill Wilson and Sgt. Sam Costello
• Jail Workflow/Staff Area Clean Up ~ Sgt. Ren Emerson-Beckman
• OPD Map Book ~ Sgt. Sam Costello
• Build Jail Sergeant Promotion Process ~ Jail Manager Chandra Brady and Sgt. Dan Smith
• Evaluate Retail Theft Program ~ Sgt. Dan Duncan
• Solution for Nisqually Jail Releases to Olympia Intercity Transit ~ Lt. Jim Costa
• Inmate Work Expectations/Assignments ~ Officer Kelli Hull
Survey Task Forces Completed
• “I Participate in Decision Making” ~ Sgt. Dan Smith
• “I am Kept Informed of the Status of Our Agency” ~ Sgt. Rick Anderson
• “My Job Responsibilities are Clear to Me” ~ Amy Iverson and Lt. Ray Holmes
• “I Understand our Agency’s Direction” ~ Sgt. Matt Renschler
• “My Decision Making Authorities are Clear to Me” ~ Lt. Jim Costa
• “Job Performance Reviews Accurately Reflect My Performance” ~ Jeanelle Stull and Sgt.
Jim Black
Page 26 | Police Strategic Plan | The ProcessOPD Strategic Plan
City of Olympia Police Department
601 4th Avenue East
Olympia, Washington
360.753.8300
olympiapolice@ci.olympia.wa.us
olympiawa.gov/police
olympiawa.gov/subcribe
@ OlyPD
The City is committed to the non-discriminatory treatment of persons in the employment and the delivery of services and resources.
Designed and Printed In-House CS 2015
Olympia Police Department | olympiawa.gov/policeYou can also read
