HomeMy WebLinkAboutItem A: Eugene Police Department Strategic Plan
ECC
UGENE ITY OUNCIL
AIS
GENDA TEM UMMARY
Work Session: Eugene Police Department Strategic Plan
Meeting Date: November 9, 2005 Agenda Item Number: A
Department: Eugene Police Staff Contact: Robert M. Lehner
www.eugene-or.gov Contact Telephone Number: 682-5102
ISSUE STATEMENT
The purpose of this work session is to provide an update on the status of the draft strategic plan for the
Eugene Police Department (EPD). The department has been engaged in the strategic planning process
over the past year and is in the final stages of the draft development.
BACKGROUND
The most recent police department strategic plan was adopted in 1994. Over the past eleven years, the
department has changed leadership several times and the Eugene community has experienced considerable
growth and change. The draft strategic plan is a combination of the input of many stakeholders and
processes. Literally hundreds of voices from the community are present in the initiatives put forth in the
plan. Many department staff, from all divisions, and key community stakeholders have participated in the
development of descriptions of the programs and services provided by the Police Department.
As its major work plan item in 2005, the Eugene Police Commission accomplished a detailed review of
EPD’s complaint handling systems. Its recommendations regarding the external review of complaints
involving City police employees has been referred by the City of Eugene to the voters for a Special
Election on November 8, 2005.
A major review of the Eugene Police Department’s (EPD) hiring, selection, training and supervision
practices was conducted by the International City-County Management Association (ICMA) and the
Police Executive Research Forum (PERF) in March 2005. The Police Chief and Human Resources/Risk
Services Director responded to the review with a preliminary action plan in May 2005.
The ICMA-PERF Action Plan identifies the new strategic plan as the critical process necessary to
provide a framework for prioritizing and implementing initiatives resulting from these two reviews.
Further, development of the strategic plan was identified as necessary for the consideration of needs
associated with existing programs and future agency goals which were outside the scope of the reviews.
One of the Mayor and City Council’s eight priority issues, “Complete and Consider Police Department
Reviews and Implement Appropriate Changes,” is also directly tied to the police strategic plan. The
recommended action plans for each strategic priority are now under development and can be found in
the strategic plan’s initiatives and in the descriptions of associated programs.
The timing of the development and implementation of the plan has been synchronized to incorporate
input from the three processes underway: the ICMA/PERF Action Plan, the Police Commission’s
review of complaint-handling systems, and the City Council’s priority issues.
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RELATED CITY POLICIES
The Police Department Strategic Plan identifies EPD’s place within the City of Eugene’s defined vision
and goals. The associated goals and the objectives of the Police Strategic Plan are designed to reflect
the broader vision and mission of the City. The strategic plan contains initiatives that address one of the
Mayor and City Council’s eight priority issues, “Complete and Consider Police Department Reviews
and Implement Appropriate Changes.”
COUNCIL OPTIONS
The council is asked to provide feedback regarding the attached strategic plan. Additional opportunities
to review the plan and provide comments will be available following this work session as the final draft
of the plan is prepared.
Sources of stakeholder input have included: public meetings in neighborhoods, forums, etc.; the Police
Commission (including a sub-committee created to provide comment on the strategic plan); the City
Council; EPD internal meetings and workgroups; the Eugene Police Employees Association (EPEA);
other City of Eugene staff; surveys; one-on-one meetings with the Chief of Police; and general
communication from the public through letters, phone calls, emails, etc.
Financial resources for existing programs and services are included in the Police Department’s adopted
budget. Some additional resources have already been allocated to the department by the City Council in
support of the ICMA/PERF Action Plan items, including funding for consultants to provide staffing and
management reviews. Costs associated with new projects and initiatives will be included in the annual
budget process beginning in FY07 and continuing in future budget processes.
CITY MANAGER’S RECOMMENDATION
No recommendation is provided at this time as this is a work session to discuss the draft Strategic Plan.
SUGGESTED MOTION
No motion is provided as this is a work session only.
ATTACHMENTS
A.Eugene Police Department Strategic Plan
B.Strategic Plan Power Point Presentation Slides
Due to the length of the Eugene Police Strategic Planning document, only the body of the plan has been
attached. Two appendices, which include the Programs and the Short-term Strategic Initiatives, are
available on the police department’s web-site: http://www.eugene-or.gov/portal/server.pt
FOR MORE INFORMATION
Staff Contact: Linda Phelps, Police Planner
Telephone: 541-682-6308
Staff E-Mail: linda.m.phelps@ci.eugene.or.us
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City of Eugene
Eugene Police Department
DRAFT Strategic Plan
(November 2, 2005)
Table of Contents
Foreword – Chief of Police 2
For DRAFT – Message from the Chief
Organization of Strategic Plan 3
EPD Organizational Values 8
Vision 9
City of Eugene Vision
Eugene Police Department Vision
Mission 10
Community Policing Philosophy 12
Goals 13
Programs 14
Organization 18
Strategic Initiatives 19
Evaluation 28
Appendices:
A. Program Descriptions
B. Strategic Initiative Descriptions
Message from the Chief
All organizations, big and small, should plan. Planning strategically means considering
the future – what does the organization and its stakeholders want for the future? Of all
the things we do, what are the most important and what changes can we make that will
have the most positive effect on our future? And, how do we support and align our
activities so that we are working together effectively and efficiently toward that future
while taking care of the necessary business of the present?
Organizations like the Eugene Police Department (EPD) are part of larger organizations,
the City of Eugene in our case, and strategic planning also means identifying our role in
the larger organization and aligning our goals, programs, and activities to support the
vision and goals of the larger organization.
The City of Eugene has a defined vision and goals. The EPD has a mission in support
of the City’s vision and goals and is made up of many related programs, objectives, and
activities in support of our mission. The overall goal of this strategic planning process
was to identify the various programs, their objectives and activities that support EPD’s
mission and develop prioritized action items (initiatives) to guide change. We will be
successful if all of these planning elements are aligned with and support broader City of
Eugene goals and strategies and every staff member can see his/her own role in one or
more of the goals and objectives. A related goal is for the resulting plan to form the
basis for future organizational evaluations and resource decisions based on those
evaluations. Are we meeting our various objectives? If not, do we need to make an
adjustment to either the resource level applied, the service level involved, or the manner
in which the work is performed; or, a combination?
This document is a DRAFT. Police staff have combined the input of many processes
and stakeholders into a whole but it remains a DRAFT. Over the past several months,
these various elements were developed and refined as we received further input from
stakeholders (internal and external) and further guidance regarding the higher-level City
goals and priorities. The plan should represent the best possible synthesis of who we
are and where we want to go as an organization, as an integral part of city government
and as a part of the community. We are now in the final stages of draft development.
An overview will be presented to the Mayor and Council, the Eugene Police
Commission, and to the community the week of November 7-11, 2005. The full draft
document will continue to be available on the City’s website for comments and
suggestions until it is finalized, presently anticipated for December 30, 2005. Elements
of the plan will be incorporated as the department develops its FY07 budget proposals.
These are exciting times and we face many changes. Anyone wishing to provide input is
encouraged to do so. Police Planner, Linda Phelps, is the primary contact for this
purpose and would be pleased to receive email addressed to:
linda.m.phelps@ci.eugene.or.us
Organization of Strategic Plan
The Eugene Police Department (EPD) Strategic Plan incorporates most standard
strategic planning elements such as values, mission, goals, etc., but a special effort was
made to incorporate existing programs in recognition of the ongoing, important work of
the organization which must be considered when prioritizing activities and resources.
Change elements (strategic initiatives) are considered in priority areas. Resources
required to develop and implement changes are balanced with ongoing activities and
brought together in a formalized quarterly and annual evaluation and reporting process.
The following model was used in the planning process and for plan development.
Environmental Scan
A traditional Strengths-Weaknesses-Obstacles-Threats (SWOT) analysis was not
exclusively used as an environmental scan in favor of a more inclusive and interactive
compilation of existing public and employee surveys, internal planning meetings and
communications, as well as input from many community groups. This input includes
comments received at many public forums including meetings of the Eugene Mayor and
Council, the Police and Human Rights Commissions, and neighborhood and service
organizations. It also incorporates input from a SWOT analysis and internal focus
groups and planning meetings conducted in 2001-2002 for a strategic planning process
that was not completed at the time. Also considered were the results of a major
management study of the EPD by ICMA-PERF which included interviews with many
community, city, and department stakeholders. This rich mix of input resulting from the
expanded environmental scan has been synthesized into the following elements of the
strategic plan and its priorities.
Values
EPD has a long-standing set of shared values that represent our people and our work.
These values were reviewed and affirmed as guiding principles for our collective vision
for the future and the goals, objectives, and priorities of our organization.
Vision
EPD’s Vision Statement builds on the City of Eugene’s Vision Statement, providing a
sense of the desired future of public safety in the community and the manner in which it
is provided. It builds on desired outcomes as reported in the City of Eugene budget.
Neighborhood-Based Community Policing Philosophy
The Neighborhood-Based Community Policing Philosophy is a professional statement of
definition of community policing that will be used in Eugene. Elements of the definition
will be used in community policing goals, several related strategic initiatives, and as
evaluation criteria to gauge progress both in Eugene and as a benchmark measure for
comparison with other police agencies professing a community policing philosophy.
Mission
The Eugene Police Department is one of several departments of the City of Eugene. It
has a unique mission in support of the overall City’s mission and goals. The mission
statement is an expression of that unique role, its primary attributes, and the manner in
which the organization performs its role toward achieving the stated vision.
Considerable consideration was given to revising the Mission Statement but the overall
sentiment expressed by most stakeholders was that the existing mission statement
remains relevant and inspiring, accurately describing unique EPD’s role toward
achieving the City of Eugene’s vision.
Goals
For the purposes of this strategic plan, goals were defined as a few (five-ten) major
areas of focus to which interdivisional, interdepartmental, and/or inter-organizational
resources must be applied for a three-five year period to achieve success. Goals are
stated and measurable, and when achieved, move an organization closer to its stated
vision. The adopted goals broadly encompasses the work of the entire organization and
its staff
Programs
EPD is an organization of many different services and activities all intended to either
provide direct services to the public or necessary support without which direct services
could not be provided. In order to improve the manner in which services are provided to
the public and provide for better coordination, efficiency, and effectiveness of services
across the EPD, the City of Eugene, and outside agencies, EPD engaged an involved
process to identify and define its existing programs and their interrelationships with other
programs and agencies.
For the purpose of the strategic plan, programs were defined as on-going, budgeted
(resourced) sets of activities and outputs in support of stated program objectives.
Program definitions are necessary to identify and prioritize the various services provided,
balance workload output measures to resources applied, and evaluate program
effectiveness and service quality. This process was challenging but has resulted in the
necessary structure to determine priorities and resource requirements. It will also permit
the assignment of program responsibilities to individuals and teams, providing increased
accountability for results.
Strategic Initiatives
Programs represent ongoing, continuing services, while initiatives represent change.
For the purposes of this planning process, a strategic initiative is a project intended to
guide a major change area. Strategic initiatives incorporate both proposals for new
programs as well as improvements to an existing program.
In addition to defining EPD’s ongoing programs, staff and stakeholders were asked what
major improvements (changes) were desired for the organization’s future. These were
considered in three strategic priority categories, as follows:
? organizational capacity: our ability to perform our mission in terms of
resources and the capability of our resources;
? organizational effectiveness: desired service outcomes;
? organizational accountability: the balance of cost and benefit of our
services (both in financial and social terms) and involvement of our
stakeholders in evaluation of that balance.
Strategic initiatives take staff time, energy, and resources to develop and implement.
For this reason, initiatives have been tentatively prioritized into short-term (1-2 year),
mid-term (2-3 year), and long-term (3-5 year) priorities. A number of strategic initiatives
proposed in the plan arise from the recommendations contained in the ICMA-PERF
review of the selection-training-supervision systems of the department in late 2004 and
reported in March 2005. Most of these are addressed in various objectives of short-term
initiatives.
Each of the short-term initiatives was assigned a staff lead and a project team to fully
develop, including objectives, determination of resource requirements, milestone
timelines, and evaluation criteria. Mid-term and long-term initiatives will be similarly
assigned and developed following adoption of the strategic plan based on priority and
resource availability.
Evaluation
To ensure continuing progress in implementing the strategic plan, EPD will issue a
quarterly progress report. One of the quarterly reports will combine the previous four
quarters into an annual report. The timing of these reports will be such that future
annual reports can be used to initiate the budget process for the coming fiscal year.
The Budget Committee passed and Mayor and Council adopted funding for a
professional management consultant to oversee early implementation and evaluation of
those initiatives associated with the ICMA-PERF report. To ensure consistency and
coordination, a proposal will be made to expand this role to include evaluation of the
overall plan implementation, including those components.
EPD Organizational Values
INTEGRITY
HONESTY
ACCOUNTABILITY
TRUSTWORTHINESS
FAIRNESS
SERVICE
TEAMWORK
PROFESSIONALISM
RESPECT
INNOVATION
City of Eugene Vision
The Eugene City Council adopted a revised Vision and Goals Statement in June 2005,
as follows:
The Eugene City Council’s vision is to:
? value all people, encouraging respect and appreciation for diversity,
equity, justice, and social well-being. We will embrace our differences as
the source of our strength, and the basis for our success;
? preserve our physical assets and natural resources. We will sustain our
pristine water, clean air, beautiful parks and open spaces, livable and
safe neighborhoods, and foster a vibrant downtown, including a stable
infrastructure;
? encourage a strong and vibrant economy, fully utilizing our educational
and cultural assets. We will ensure that every person can achieve
financial security, enjoy the fruits of their labor, and operate within a
sustainable economic structure where business thrives.
SAFE COMMUNITY
A community where people feel safe, valued, and welcomed
SUSTAINABLE DEVELOPMENT
A community that meets its present environmental, economic and social needs
without compromising the ability of future generations to meet their own needs
ACCESSIBLE AND THRIVING CULTURE AND RECREATION
A community that recognizes that the arts and outdoors are integral to the social
and economic well-being of the community and should be available to all
EFFECTIVE AND ACCOUNTABLE MUNICIPAL GOVERNMENT
A government that works openly, collaboratively, and fairly with the community to
achieve measurable and positive outcomes
FAIR, STABLE, AND ADEQUATE FINANCIAL RESOURCES
A government whose ongoing financial resources are based on a fair and
equitable system of revenues and are adequate to maintain and deliver municipal
services.
Eugene Police Department Vision
As a department of the City of Eugene municipal government, the Eugene Police
Department (EPD) plays an integral role in achieving the city organization’s vision. In
addition, as the agency primarily responsible for the delivery of police services to the
community, the EPD adds the following more specific vision statements to guide our
future.
? We are responsive to calls for assistance;
? We are responsive to reports of crime, providing timely and effective
criminal investigations bringing perpetrators to justice and thereby helping
prevent future crime and victimization;
? We engage and involve the community and its neighborhoods in a
partnership to prevent crime, disorder, and fear;
? We are accountable to an informed public, sharing information about our
activities and involving them in the public safety decisions of our
community;
? We fairly perform our law enforcement role in a respectful way, while
honoring the constitutional rights of all persons;
? We are a high-performing, culturally competent organization with a
reputation as a preferred employer, reflective of the diversity in the
community we serve;
? We have a rich working environment, investing in developmental
opportunities that encourage and enable each of our staff to reach their
individual full potential;
? We are innovative and utilize our resources and technology in an effective
and efficient way.
Mission
The mission of the Eugene Police Department is to enhance the
quality of life in our city by providing quality police services. We
work in partnership with the community to promote safety and
security, enforce laws, prevent crime, and safeguard the
constitutional rights of all people.
This mission was evaluated in light of the recently refined vision and goals of the City of
Eugene as adopted by the Mayor and Council in June 2005. Also considered were the
proposed revisions to the EPD vision statement which are based on the input of many
community members and department personnel. The existing Mission Statement was
determined to be relevant and inspiring for the present and immediate future and, for this
reason, was not changed.
Community Policing Philosophy
The general definition of community policing is provided by the United States
Department of Justice (USDOJ), Office of Community Oriented Policing Services
(COPS):
Community policing focuses on crime and social disorder
through the delivery of police services that includes aspects
of traditional law enforcement, as well as prevention,
problem-solving, community engagement, and partnerships.
The community policing model balances reactive responses
to calls for service with proactive problem-solving centered
on the causes of crime and disorder. Community policing
requires police and citizens to join together as partners in the
course of both identifying and effectively addressing these
issues.
Most police agencies adapt this definition to an organizational community policing
philosophy. Based on the input of many community residents, policy makers, and Eugene
Police staff, EPD is adopting a neighborhood-based community policing philosophy. The
following definition supplements the USDOJ-COPS Office definition above:
The neighborhood-based community policing model
recognizes that geographic responsibility and accountability
are cornerstone elements of community policing, both to the
police organization and to the public. Eugene’s
neighborhood organizations are recognized as primary
partners under the neighborhood-based model. While a base
level of service applicable to the entire city is defined,
neighborhoods are empowered to help define and prioritize
neighborhood problems and issues to which proactive,
problem-oriented policing strategies and services will be
applied.
Goals
For the purposes of this strategic plan, goals were defined as a few (5-10) major areas
of focus to which interdivisional, interdepartmental, and/or inter-organizational resources
must be applied for a three-five year period for success. Goals are stated in three major
goal areas and, when achieved, move the organization closer to its stated vision.
Crime and Public Safety:
? Define and achieve response time standards.
? Define investigative assignment criteria and achieve target clearance rates.
? Reduce property crime so that Eugene is in the “average” one-third of cities of
comparable size.
? Maintain community measures of perception of personal safety.
Community Policing:
? Demonstrate substantial progress in implementing neighborhood-based
community policing.
Service Quality and Trust:
? Improve community measures of police service quality.
? Define and improve community measures of trust in the EPD.
? Define and improve measures of police employee job satisfaction.
Programs
The Eugene Police Department (EPD) is an organization of many different programs,
activities, and processes all intended to either provide direct services to the public or
necessary support without which direct services could not be provided. In order to
improve the manner in which services are provided to the public and provide for better
coordination, efficiency, and effectiveness of services across the EPD, the City of
Eugene, and outside agencies, EPD initiated an involved process to identify and define
its existing programs and their interrelationships with other programs and agencies.
For the purpose of the strategic plan, a program was defined as an on-going, budgeted
(resourced) set of activities and outputs in support of stated program objectives.
Program definitions are necessary to identify and prioritize the various services provided,
balance workload output measures to resources applied, and evaluate program
effectiveness and service quality. This process was challenging but has resulted in the
necessary structure to determine priorities and resource requirements. It also permits
the assignment of program responsibilities to individuals and teams, providing increased
accountability for results.
Programs were prioritized into three basic categories:
1. No Discretion
Activities for which the department has virtually no discretion and those
activities necessary to minimally support these activities. Category One
programs must all exist for the department to provide even the most
basic, responsive police services. Even minimally, these programs must
exist in a known environment of almost 150,000 residents and their
associated highest-level emergency call load, presently over 3,000 such
calls per year.
For example, emergency call handling associated with in-progress
felonies and violent misdemeanors is a Category One program. The
necessary support to be able to respond to these calls includes a basic
administrative staff including finance and budget (a payroll person, for
example) as well as communications (to answer the phones), human
resources (to coordinate the hiring), training, and facilities and equipment.
There is little, if any, proactive activity involved in the delivery of Category
One services and a Category One service would never be declined in
favor of a proactive capacity.
2. Little Discretion.
Activities for which the department has some, but not much, discretion.
For example, EPD is not mandated to provide follow-up investigations of
any crime; however, the investigation of serious crime is a basic
professional standard for an agency of this type and size and a basic
public expectation. Other Category Two activities include support
activities that make responses to Category One services more efficient
and/or safer, representing a positive cost-benefit relationship. The
SWAT/Crisis Negotiation Team is an example of a program that can more
safely handle certain types of high-risk calls at less cost and risk than a
non-specialized response.
There is some proactivity involved in Category Two programs associated
with investigations, policy development, planning, and basic crime
analysis. There is very little ability to forego one of these activities for
additional, proactive activities.
3. Discretionary, increasingly proactive.
Category Three programs are discretionary services. This does not mean
they are not important. A Category Three service is one that the City can
reasonably choose to deliver (or not) and one that could be traded off for
the capacity to perform a more proactive service. For example, the City
chooses to not provide a basic traffic accident investigation service (a
Level 4 call type) but does choose to more highly prioritize specialized,
proactive traffic enforcement efforts (TEU).
As these programs are considered and prioritized, it should be noted that (with the
exception of Category One that must exist as a whole) the level of discretion and
proactivity generally increases as the numbers increase. Program interrelationships are
important considerations for placement on the priority list. No program can exist any
higher in priority than another, prerequisite program or function. For example, the
department cannot assign property crime investigations at a higher priority than the initial
patrol call response for these cases. Likewise, the addition (or expansion) of a program
of lower priority may affect resource requirements of a program higher on the list. The
addition of a Traffic Enforcement Unit, for example, may require additional resources in
Records (a program within EPD) or Municipal Court (a set of programs outside of EPD
but within the City of Eugene organization).
As presently organized, four program areas required further subdivision for prioritization
of objectives within each program: (1) call response, (2) investigations, (3) training, and
(4) events and projects. To recognize that the department has no discretion with respect
to the highest priority items in each category and considerable discretion at the opposite
extreme (and routinely exercises this discretion), each of these activities were divided
into subordinate programs as follows:
Call Response
Level 1: In-progress felonies and violent misdemeanors
Level 2: Cold felonies and life-safety hazards
Level 3: Other crimes and safety hazards
Level 4: Other calls
Investigations
Level 1: Violent felonies
Level 2: Other prosecutable felonies
Level 3: Violent misdemeanors
Level 4: Other felonies
Level 5: Property misdemeanors
Level 6: Other misdemeanors and violations
Training
Basic Training and State required update training
Supplemental Proficiency Training
Staff Development
Events and Projects
Mandatory Event Coverage (dignitary visits, parades, etc.)
Problem-related projects (DUI, Party Patrol, parks, etc.)
Community outreach events (citizen academies, festivals, etc.)
With these adjustments to the existing organization, following is the program list of the
Eugene Police Department. Full descriptions of each program, including objectives of
each, may be found in Appendix A. A program listed in italics is one for which an
associated budget exists (or presently exists within another program) and has an
associated individual commander or supervisor responsible but does not have full time
staff associated with it. Although these are formal programs, they are referred to as ad
hoc within the EPD to acknowledge the assignment of personnel as an auxiliary function
to their permanent program assignment.
Each program was assigned a team to develop program descriptions and objectives as
they presently exist. Department staff evaluated the budget to determine historical and
actual allocation of resources to each of these programs. In addition, each program
team will be assigned to develop a matrix of program interrelationships both internal to
the EPD, interdepartmental to the City of Eugene, and external partner agencies.
0.01 City Administration
0.99 Police Commission
Eugene Police Department, List of Proposed Prioritized Programs
1.01 Police Administration
1.02 Operations Support (Administrative Services) Division Administration
1.03 Finance & Budget
1.04 Facilities & Equipment
1.05 Human Resources (Recruiting, Hiring, Backgrounds)
1.06 Training (Basic and State required updates)
1.07 Technical Services Division Administration
1.08 PSAP-911
1.09 Dispatch
1.10 Records Section
1.11 Property Control
1.12 Patrol Division Administration
1.13 Call Response Level 1 (in-progress felonies and violent misdemeanors)
1.14 Mandatory Event Coverage (dignitary visits, parades, etc.)
2.01 Investigations Division Administration
2.02 Investigations Level 1 (violent felonies)
2.03 Call Response Level 2 (cold felonies and life-safety hazards)
2.04 Policy Analysis
2.05 SWAT/Crisis Negotiation Team
2.06 Forensic Evidence Unit
2.07 Investigations Level 2 (other prosecutable felonies)
2.08 Investigations Level 3 (violent misdemeanors)
2.09 Canine Unit
2.10 Explosive Disposal Unit (EDU)
2.11 Internal Affairs
2.12 Interagency Drug Lab Response Team
2.13 Arson Investigations
2.14 Major Collision Investigations
2.15 Planning & Research
2.16 Training (supplemental and proficiency)
2.17 Crime Analysis
2.18 Public Information
2.19 Crowd Control Team (CCT)
3.01 Call Response Level 3 (other crimes and safety hazards)
3.02 Traffic Enforcement Unit (TEU)
3.03 Investigations Level 4 (other felonies)
3.04 Vice-Narcotics Investigations
3.05 Problem-related projects (DUI, Party Patrol, parks, etc.)
3.06 Special Investigations
3.07 Investigations Level 5 (property misdemeanors)
3.08 Training (staff development)
3.09 Call Response Level 4 (other calls)
3.10 Safer Schools
3.11 Community Service Officers – Field Support
3.12 Investigations Level 6 (other misdemeanors and violations)
3.13 Community Service Officers – Public Safety Stations
3.14 Volunteer Coordination
3.15 Community Service Officers – Crime Prevention
3.16 Community Outreach Events (citizen academies, festivals, etc.)
Organization – Program View
Strategic Initiatives
Programs represent ongoing, continuing services, while initiatives represent change.
For the purposes of this planning process, a strategic initiative was defined as a specific
project intended to change a process or system, making it more effective, more
responsive, or less expensive than the existing process or system, or to add a program
or process to provide new and desired services.
In addition to defining EPD’s on-going programs, staff and stakeholders were asked
what major improvements (changes) were desired for the organization’s future. These
initiative proposals were considered in three strategic priority categories, as follows:
? organizational capacity (our ability to perform our mission in terms of
resources and the capability of our resources);
? organizational effectiveness (desired service outcomes);
? organizational accountability (the balance of cost and benefit of our
services (both in financial and social terms) and involvement of our
stakeholders in evaluation of that balance.
Strategic initiatives take staff time, energy, and resources to develop and implement.
For this reason, initiatives have been prioritized into short- (1-2 year), mid- (2-3 year),
and long-term (3-5 year) priorities. All proposed initiatives are important. Those
prioritized as short-term are those for which development resources are available in the
FY06 budget (or will be requested in the FY07 budget) and those that are prerequisites
for mid- and long-term priorities.
Each of the proposed short-term initiatives was assigned a staff lead and a project team
to fully develop, including objectives, determination of resource requirements, milestone
timelines, and evaluation criteria. Mid- and long-term initiatives will be similarly assigned
and developed following adoption of the strategic plan based on priority and resource
availability.
The following strategic initiatives are presented as short summary descriptions. Full
descriptions for short-term initiatives may be found in Appendix B.
Short-term (1-2 Year) Strategic Initiatives
Develop an organizational staffing plan
?
Staffing needs should be determined employing a dynamic model to permit
on-going annual assessment based on changing circumstances of both
workload and service expectations. A previous set of consultant studies
(David Hobson, 1994, 2000) was used to determine line patrol call response
and communications staffing requirements. The previous analysis did not
include service level considerations nor did it consider other staffing
requirements, including investigative and support. The ICMA-PERF report of
March 2005 concurred with this need and made an associated
recommendation.
In addition to (or in the course of) the new analysis, integrated scheduling and
planning software should be obtained so that consistent and sustainable
analysis and information is available to support efficient staffing decisions for
the long term (5-10 years).
Based on needs identified in the analysis and report, a long-term, phased staffing
plan will be developed for the Eugene Police Department. The project team will
include staff from City Central Services.
Develop a police facilities plan
?
Present facilities are inadequate to support operations and provide no capacity
for growth. Consideration of a replacement headquarters facility remains
underway and is a high city priority but is planned and sized assuming one
particular deployment model, one that is the least consistent with the community
policing philosophy. The plan should address the issue of whether multiple
facilities (i.e. precinct or sub-stations) are preferable to a single (headquarters)
facility for patrol deployment and whether area public safety stations should be
incorporated into overall future facilities planning. This project will inform and join
with the broader city facilities planning effort allowing the city to plan and
prioritize police facility needs with the many other capital needs of the
community. The project team for this initiative will include personnel from City
Central Services (Facilities and Finance).
Develop a new basic training program
?
The Eugene Regional Academy currently has a 21 week basic police training
curriculum, completion of which results in Oregon police officer certification by
the Oregon Department of Public Safety Standards and Training (DPSST). A
recent state mandate will require all basic police training in the state to be
accomplished at a new DPSST training facility presently under construction in
Salem. Once this change occurs (scheduled for January 2007), Eugene must
send all new police officer recruits to DPSST for training and supplement that
training with agency-specific basic training after the basic academy.
One advantage to the new system will be that the city will be able to hire and
train as few as one officer at a time; however, EPD’s advanced (supplemental)
basic training must be structured for these small numbers to make training
reasonably cost effective. The new advanced recruit course will need to
integrate classroom and an enhanced field training program designed to
accommodate smaller, but more frequent, groups of trainees.
Develop a new hiring and screening process
?
The ICMA-PERF study of 2005 identified a number of potential deficiencies in the
hiring, testing, and screening process associated with police officer hiring. This
initiative brings together a project team consisting of EPD and City Central
Services (Human Resources) personnel to develop a new hiring and initial
screening process intended to eliminate perceptions of deficiency or bias. The
present testing contractor may be included in this effort.
A more comprehensive background investigation process, including development
and adoption of revised and consistent standards as well as an increased
number of investigators and enhanced training will be included in this initiative.
Develop organizational evaluation system (performance measures,
?
benchmarks, etc.) to support strategic plan implementation and budget
process
The long-term, continuing evaluation of EPD programs and associated objectives
and performance measures in the form of quarterly and annual reporting is the
primary objective outcome of this initiative. The project team for this initiative will
include personnel from EPD and City Budget and Finance. The Budget
Committee recommended and the City Council adopted a motion to fund a
consultant consistent with ICMA-PERF recommendations to assist with the
evaluation of its recommendations, most of which are contained in the strategic
plan.
complaint-handling process
? Develop new
EPD’s complaint intake, handling, and adjudication-review process has come
under considerable criticism and is in need of modernization. Some changes
have already been made but should be considered “interim” due to a major
review on this subject by the Eugene Police Commission. A comprehensive plan
which includes all of the recent process reviews must be developed and
implemented and take into account the results of the City Charter change
measure, election results for which should be available on November 9, 2005.
Improvements have major resource implications and will require phasing over
multiple fiscal years.
Begin Oregon Accreditation Association (OAA) process and develop
?
necessary policy analysis program
Like most police agencies, EPD has thousands of policies and procedures.
EPD’s policies require a top-to-bottom review and development of a system to
support continued maintenance and development. The Oregon Accreditation
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
evaluation and consideration in the development of a new promotional process
for the future.
Develop a new personnel evaluation process
?
A new evaluation process is needed to transform the annual process into a more
productive and effective experience. Many employees do not have a current
evaluation on file and with out of date or inadequate evaluations; the opportunity
to set individual goals with employees is missed. A lack of consistency between
team expectations for day-to-day performance and the check lists on the forms
for which an employee is evaluated create confusion. Research to evaluate
successful programs in use by other law enforcement agencies may help guide
changes to the current system or the development of a new system for personnel
evaluation. The Police Commission identified an Early Warning System (EWS)
as a possible future evaluation component based on its review of similar systems
in other cities. An EWS will be evaluated and considered in the course of this
initiative. This initiative will be coordinated with Central Services (HR).
Until a new evaluation process can be developed, EPD will continue to monitor
and adjust its personnel evaluation process to attempt interim improvements.
Develop new multi-track in-service training program
?
In-service training presently refers to any training generally applied to personnel
regardless of assignment. It often results in mandatory training appearances
with little relevance to an employee’s position. ICMA-PERF recommended a
two-track system of mandatory and job-specific training. This initiative further
expands this concept to recognize (1) mandatory certification training required for
all employees of a particular classification, sworn police officers for example; (2)
assignment-specific basic training required to perform in a specialized position;
(3) proficiency skills update training that may vary from assignment to
assignment; and (4) general, elective staff development. A project team will be
assigned to develop such a comprehensive, multi-track in-service training
program for the EPD and its personnel.
Develop and implement a comprehensive recruiting strategy
?
The police department currently uses a police officer recruiting process with a
single, annual recruit hiring and training plan. The focus of hiring has been for
entry level police officers. The police department, with the assistance of HRRS,
will develop and implement an ongoing recruitment and training strategy that
permits multiple hiring processes for smaller numbers of officers, multiple times
per year and in consideration of the city’s affirmative action plans and policies.
One of EPD’s strengths is the use of “ad hoc” teams to deliver needed services
where a full-time team is unwarranted. The initiative will result in the
development of a formal, ad hoc (intermittent) recruiting team as part of a
budgeted recruiting program. Recruiting strategies would follow basic
professional standards for best recruiting practices and the planning team will
include personnel from Central Services (HR).
Develop a property crime reduction strategy
?
Eugene is a city relatively low in violent crime but one relatively high in property
crime, particularly theft. Because a city’s overall crime rate is heavily weighted
toward property crime statistics, a high property crime rate gives Eugene the
appearance of being an unsafe place to live. Apart from appearances, the
effects of a high rate of property crime are evident and most residents and many
visitors experience associated feelings of vulnerability and increased costs to
protect, insure, and replace property. While the department must play its own
important role, a comprehensive interagency community strategy, led by the EPD
is required to address this issue. Important external partners in this effort include
other area law enforcement agencies, the Lane County District Attorney, and
Parole - Probation. The strategy should include victimization prevention,
interdiction, targeting, fencing, etc., and theft issues arising from
methamphetamine use and addiction.
Develop an equipment plan
?
There is no comprehensive equipment requirement, procurement, and
replacement plan in place. Effective budget planning is hindered due to lack of a
comprehensive plan. Changes associated with other short term initiatives are
very likely to impact the formulas used to allocate equipment. For example, a
change in scheduling associated with patrol staffing is likely to affect the ratio of
patrol cars to personnel. Although personal equipment (uniforms, etc.) is
generally adequate, there should be a specific functional equipment list and
replacement allocated for each position. Similarly, the issue of replacement of
personal technology equipment must be addressed. Many of the elements of an
equipment plan already exist in disparate forms and simply require collection,
planning, and costing. The department is part of a broader city effort to consider
all equipment planning and replacement and the resulting plan will inform and
become part of a more comprehensive city plan. The project team will include
employees from City Central Services.
? Enhance present DUI enforcement projects to DUI enforcement program
Driving Under the Influence (DUI) enforcement in Eugene is effective. For all of
Lane County, DUI citations are successfully prosecuted 96 percent of the time
and five-year recidivism rates are low, under 13 percent. Nearly 75% of the DUI
citations for Lane Co. are written in Eugene. For the last three years, ODOT
grants for overtime patrols have provided about $15-18,000 and yielded about 80
DUI citations per year (or 8% of all EPD DUIs). This strategy should aim to
further reduce alcohol-involved traffic fatalities with a combination of crime
analysis and dedicated ad hoc DUI patrols. There may also be a need to assess
training needs among TEU and Patrol officers and provide supplemental training
to increase the effectiveness of all officers on this issue.
Enhance present youth-alcohol enforcement projects to youth alcohol
?
disorder strategy and response protocols
Not uncommon to university towns, Eugene has had significant issues
associated with alcohol-fueled disturbances, particularly in neighborhoods
housing a large population of young adults. The EPD has had an effective party
patrol enforcement strategy for several years that has reduced the size and
severity of these disturbances but a more comprehensive effort that includes
neighborhoods in the area, the University of Oregon, and youth themselves in
development of prevention as well as enforcement strategies should further
reduce the impact of this contemporary problem.
Enhance crime analysis program
?
EPD currently has a modest capacity to conduct crime analysis. The existing
position has numerous reporting and data collection responsibilities in addition to
crime analysis. There is no formal procedure for identifying what problems
should be subject to crime analysis or of assigning staff to follow up on the
results of any analysis. Crime analysis – a strategy that is widely thought to be
effective at reducing crime – is under-utilized in EPD. This initiative will result in
better organization of existing capabilities as well as a substantial increase in
capacity and use.
Long-term (3-5 Year) Strategic Initiatives
Develop a continuing cultural competence training and development
?
program
The development of a comprehensive cultural competency program can
transform existing employee annual diversity trainings and increase the
understanding and awareness of police employees of various cultural, racial,
ethnic, religious beliefs, and customs particularly those that have relevance for
the services provided by the EPD. Cultural competency has a much broader
focus that is inclusive and focused upon education to learn new patterns of
behavior and strategies to effectively apply them in appropriate settings. There
are several successful police training models nationally that can be used to
develop a comprehensive program for the EPD consistent with broader city
cultural competence programs presently in the planning stages. In addition, EPD
will consider second-language training as part of its ongoing training program,
including emergency communication and more in-depth conversational language
education.
Develop a new certified reserve officer program
?
Many cities have reserve officer programs to enhance full-time, particularly sworn
police staff. Especially for an organization such as EPD with a high back-fill rate,
difficulty in obtaining vacation time off, difficulty in filling supplemental and special
duty assignments requiring involuntary “drafts,” and a high seasonal variability in
call load, a certified reserve officer program could be of great benefit. The very
limited reserve policy presently in place could be substantially improved and
expanded. DPSST and the Eugene Police Employees Association (EPEA) are
important partners in the development of such a program in Eugene.
Enhance/expand Safer Schools program
?
Increased behavioral problems in middle schools in recent years have increased
the need for School Resource Officers (SROs) to leave their assigned high
school to respond to crimes such as drug use, theft, assault, and arson. In
addition to the increase in workload, SROs are detached for special
assignments, requiring patrol officers to backfill the positions or the school
position is left vacant for other SROs to cover as they can. This creates a work
overload for officers and depletes EPD’s resources in the high schools.
The Safer Schools program can be significantly enhanced, both in terms of types
of activities and numbers of officers, permitting coverage for additional schools
and necessary absences. An expanded/enhanced SRO program is potentially a
valuable tool to reduce juvenile delinquency and improve crime prevention
practices including illegal drug demand reduction.
? Develop a comprehensive domestic violence strategy
Domestic violence is an important issue in all communities and in Eugene is
responsible for the majority of violent crime, including serious assaults and
homicides. EPD plays a major role in the community and has recently increased
its involvement in community-based, interagency activities and programs. The
domestic violence strategy should include participation with other agencies to
identify the scope of the problem, development of interagency protocols to
address issues, participation in community education and prevention efforts, and
ensure that our own operating policies, procedures, and training continuously
reflect best practices on the subject.
Develop a parks policing program
?
The City of Eugene prides itself on its many and varied outdoor activities and its
parks and natural spaces are an important part of the city’s culture and
environment. Because these are public spaces, they occasionally draw criminal
and nuisance activity that detract from the positive experience and environment
invested in by the community at large. Presently, parks-related policing is done
either on a call-for-service basis or in the course of a problem-related special
project. Many cities with less emphasis on their parks have dedicated parks
policing programs to address crime and nuisance issues in their parks.
Residents and visitors of Eugene could benefit from the development of such a
program and this initiative is intended for such a purpose. A number of national
models could be evaluated and considered for application or modification in the
Eugene environment.
Develop a comprehensive community outreach strategy
?
The ICMA-PERF report identified a need for an organizational marketing effort.
The staff response to this recommendation was to recognize the need for
broader community education regarding the policies and activities of the EPD but
also the need for a more interactive relationship with the community in the form
of a community liaison. An organizational community outreach strategy that may
include liaison functions, community education and specialized communication
strategies should be developed as part of EPD’s future. The City Human Rights
Commission and Office is an important partner in the development of this
strategy.
? Develop a comprehensive crime prevention program
Currently, the department has one budgeted full-time crime prevention specialist
who is a Community Service Officer (CSO). Other department crime prevention
efforts from patrol and the Safer Schools Program provide additional services.
As the department moves forward with neighborhood-based community policing
initiatives, these various activities should be consolidated into a comprehensive
crime prevention program including support for Neighborhood Watch,
coordination of Volunteers in Prevention (VIP) activities, development of new
Business Watch, Crime Free Multi-Housing, and other commonly accepted crime
prevention programs that have not been comprehensively utilized in Eugene.
Develop staff career development program
?
In conjunction with the development of a multi-track in-service training
program and employee evaluation process, EPD employees would benefit
from a personal career development initiative. Such a program would
consider advanced professional skill development, enhanced career and
promotional opportunities, mentoring, specialized certificate, degree, and
other optional developmental opportunities to increase individual employee
capability and capacity as well as job and career satisfaction.
Evaluation
Development of the strategic plan is the major coordinating effort and one of three
overarching strategies to implement recommendations from the ICMA-PERF review.
The plan coordinates these activities with the ongoing program services of the EPD and
other needed change for the future.
This process will ensure resolution of competing recommendations, consolidation of
similar recommendations, and prioritization of resources required (both financial and
human) to successfully implement change. Unlike previous strategic plans, this plan will
also include a regular organizational evaluation component. Such a component is
necessary to prevent inaction similar to both previous strategic plans and prior
management reviews.
ICMA-PERF recommended the use of a management consultant in monitoring and
evaluating implementation of “the transformation process,” essentially the
implementation of the strategic plan and its components. ICMA-PERF recognized this
effort will take time and commitment. The FY06 Budget Committee recommended and
the City Council subsequently funded such an effort. The consultant will be contracted
early in 2006.
To ensure continuing progress in implementing the strategic plan, EPD will issue a
quarterly progress report. One of the quarterly reports will combine the previous four
quarters into an annual report. The timing of these reports will be such that future
annual reports can be used to initiate the budget process for the coming fiscal year.
City of Eugene
Eugene Police Department
Strategic Plan Overview
November 9, 2005
Presentation Overview
•Status
•Plan Overview
•Plan Elements
•Next Steps
Eugene Police Department
2005 Planning Timeline
MayJuneJulyAugustSeptOctNovDec
Aug-Sept.
May 9June 22July 7Dec. Jan, 2006
July 25Nov. 9
Response to Council First Finalize Integrate
Develop
Police Present
ICMA/PERF Priority Strategic Strategic Strategic
Programs
Commission Strategic
reportsIssue Plan DraftPlanPlan with
&
Report to Plan to
updateFY07
Strategic
Mayor & Mayor &
Budget
Initiatives
CouncilCouncil
Request
Draft Plan available for public comment
Rev. Sept. 2005
History
•Last Strategic Plan --1995
•Resource Limitations, 1995-2003
•Management Changes
•Magaña –Lara Scandal
•Police Commission Complaint Review
•ICMA-PERF Review
•City Council Priority Issue
Major Action Categories
•Crime and Public Safety
•Community Policing
•Service Quality and Trust
Overarching Action Items
•EPD Strategic Plan
•Comprehensive Policy Review (OAA)
•Police Commission Recommendations
Sources of Stakeholder Input
•Public Meetings (neighborhoods, forums, etc.)
•Public Bodies (City Council, Police Commission,
etc.)
•EPD Internal meetings and workgroups
•Eugene Police Employees Association (EPEA)
•Surveys
•One-on-ones
•Letters, phone calls, emails, etc.
Sources of Professional Input
•Industry scans
•ICMA-PERF Review
•Internal Investigations Audits
•Police Commission Review
•TBD: Staffing Review
•TBD: Communications Review
•TBD: Promotional Process
Organizational Values
•Integrity•Service
•Honesty•Teamwork
•Accountability•Professionalism
•Trustworthiness•Respect
•Fairness•Innovation
Mission
The mission of the Eugene Police Department is
to enhance the quality of life in our city by
providing quality police services.We work in
partnership with the community to promote
safety and security, enforce laws, prevent
crime, and safeguard the constitutional rights of
all people.
Neighborhood-Based
Community Policing Philosophy
The neighborhood-based community policing model
recognizes that geographic responsibility and
accountability are cornerstone elements of community
policing, both to the police organization and to the
public. Eugene’s neighborhood organizations are
considered as primary partners under the
neighborhood-based model. While a base level of
service applicable to the entire city is defined,
neighborhoods are empowered to help define and
prioritize neighborhood problems and issues to which
proactive, problem-oriented policing strategies and
services will be applied.
Programs (ongoing activities)
Program (RECORDS) Objectives:
1.Provide 24-hours a day access to public safety services for police
operations, the public, and the broader criminal justice community.
2.Maintain law enforcement records that are accurate and promptly
available for use in the justice system.
2.1Priority entries are entered into AIRS within 24 hours
of receipt.
2.2Police reports are entered within 14 days of receipt.
3.Assure the integrity of the Eugene Police Department’s law
enforcement data systems.
4.Provide a high level of customer satisfaction when interacting with
the public and employees.
Initiatives (change elements)
•Improve Organizational Capacity
•Improve Organizational Effectiveness
•Improve Organizational Accountability
Short-Term Initiatives
(1-2 Year)
•System-wide Policy Review (OAA)
•New complaint-handling process
•New hiring-screening process
•Staffing Plan
•Facilities Plan
•New Basic Training Program
•Organizational Evaluation System
Mid-Term Initiatives
(2-3 Years)
•Neighborhood-based Policing Strategy
•Comprehensive Recruiting Strategy
•Crime Reduction Strategy
•Multi-track in-service Training Process
•New Personnel Evaluation Process
•New Promotional Process
•Youth Alcohol Disorder Strategy
•Enhanced Crime Prevention Program
•Enhance DUII Enforcement Program
Long-Term Initiatives
(3-5 Years)
•Comprehensive Community Outreach Strategy
•Comprehensive Cultural Competence Training
Program
•Crime Prevention Program
•Domestic Violence Strategy
•New Certified Reserve Officer Program
•Parks Policing Program
•Staff Career Development Program
Long-Term (5-year) Goals
•Community Policing
•Crime and Public Safety
•Service Quality and Trust
Crime and Public Safety
?Define and achieve response time standards
?Define investigative assignment criteria and achieve target clearance
rates
?Reduce property crime so that Eugene is in the “average”one-third of
cities of comparable size.
?Maintain community measures of perception of personal safety.
Community Policing
?Demonstrate substantial progress in implementing neighborhood-based
community policing.
Service Quality and Trust
?Improve community measures of police service quality.
?Define and improve community measures of trust in the EPD.
?Improve measures of the number of EPD employees who rate
themselves “highly satisfied”employees.
Evaluation
Next Steps
•Plan Adoption
•Incorporate into FY07 budget adjustments
•Continue development of initiatives
•Incorporate into future budget processes