Item A: Eugene Police Department Strategic Plan

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Alliance (OAA) provides an accreditation process which is a subset certification of the Commission on the Accreditation of Law Enforcement Agencies (CALEA), the recognized national law enforcement accreditation organization. As part of this initiative, the department will apply for and undergo an OAA accreditation process, in its course resulting in the review and update of all EPD policies and procedures. This will require sufficient staff for the process, most of which would be required to review and maintain our policies and procedures regardless of the accreditation effort. If reasonably successful, a future decision whether or not to seek full CALEA accreditation can be made. Mid-term (2-3 Year) Strategic Initiatives Complete development of and begin implementation of a neighborhood- ? based community policing strategy Community policing in Eugene has struggled due to lack of a coordinated vision and insufficient resources for the level of service desired. At the core of community policing are two elements: (1) establishment of relationships between police officers and the neighborhoods in which they work, and (2) sufficient patrol officer time to engage in jointly prioritized problem-related proactive activities to improve neighborhood quality of life. Development of a neighborhood-based strategy has multiple components beginning with identifying geographical patrol districts and beats that will meet both short-term and long-term needs. A single command officer will be assigned responsibility for each district. Development of the plan itself is not resource intensive though it must include involvement of neighborhoods themselves and implementation must be tied to the staffing plan (see associated initiative) which has significant resource implications. This initiative has significant ties to one of the city’s priority issues which will be considered in its development and assignment of project team members. Develop a new promotional process ? The existing promotional process is perceived by some employees as being unpredictable and unfair, discouraging viable applicants and failing to assure the organization that the most highly qualified persons are consistently successful in promotional efforts. It is also perceived that the promotional process discourages change because candidates most like current supervisors and managers are most likely to succeed, which can lead to a perception of bias. In the short term, EPD will be conducting an assessment center-based promotional process managed by a consultant with professional assessors unknown to the candidates. This process will include a review of the skills and abilities desired of EPD supervisors, an impartial assessment of candidates’ demonstrated skills relative to each other, identification of candidates’ relative strengths and weaknesses permitting for individual and organizational management improvement over time. The experience of previous promotional processes and this current effort will be assigned to an interdepartmental team including Central Services (HR) for