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HomeMy WebLinkAboutReso 1999-19688 RESOLUTION NO. 19688 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULAVISTAACCEPTINGTHEPOLICEDEPARTMENT 1999- 2003 STRATEGIC PLAN AND CORRESPONDING IMPLEMENTATION PLAN. WHEREAS, the City of Chula Vista is a rapidly growing community in San Diego County and expects continued growth into the next decade; and WHEREAS, on December 9, 1998, the Police Department formally began the process of formulating ideas and compiling data for the department's Strategic Plan; and WHEREAS, the Strategic Plan development included over 80 staff members working in eight focus groups, the Warner Group, members of other departments and the Community; and WHEREAS, the Police Department strategic planning process was designed to provide a long-term view of the key issues facing the Department over the next 5 years and provide strategies for addressing them; and WHEREAS, the Police Department identified eight strategic priorities consisting of Growth Management, Regional Partnerships, Technology Resources, Resource Development, Social and Crime Trends, Community Outreach and Partnership, Police Facilities, and Organizational Development; and WHEREAS, the Department formulated goals, objectives and strategies to address each of the eight strategic priorities; and WHEREAS, the Strategic Plan (Attachment C) includes an Implementation Plan (Attachment D) that will serve as a guide for the Department in executing the goals, objectives and strategies of the eight strategic priorities, copies of which are on file in the office of the City Clerk. NOW, THEREFORE, BE IT RESOLVED that the City Council accepts the Police Department 1999-2003 Strategic Plan and corresponding implementation plan. Presented by Approved as to form by Richard P. Emerson ' J M. Kah'h~y/~d"~ Police Chief A ney Resolution 19688 Page 2 PASSED, APPROVED, and ADOPTED by the City Council of the City of Chula Vista, California, this 30t~ day of November, 1999, by the following vote: AYES: Councilmembers: Davis, Moot, Padilia, Salas and Horton NAYS: Councilmembers: None ABSENT: Councilmembers: None Shirley HortordMayor ATTEST: Susan Bigelow, City Clerk STATE OF CALIFORNIA ) COUNTY OF SAN DIEGO ) CITY OF CHULA VISTA ) I, Susan Bigelow, City Clerk of Chula Vista, California, do hereby certify that the foregoing Resolution No. 19688 was duly passed, approved, and adopted by the City Council at a regular meeting of the Chula Vista City Council held on the 30m day of November, 1999. Executed this 30th day of November, 1999. Susan Bigelow, City Clerkv Chula Vista Police Department STRATEGIC PLAN Vision of Tomorrow 1999 - 2003 MAYOR Shirley Honon VICE-MAYOR Mary Salas CITY COUNCIL Steve Padilia, John Moot, Party Davis CITY MANAGER David D. Rowlands, Jr. ASSISTANT CITY MANAGER DEPUTY CITY MANAGER Sid W. Morris George Krempl . CITY ATTORNEY CITY CLERK John Kaheny t=._.-~ Susan Bigelow C!IY OF CHULA VISTA CITY MANAGEMENT Candy Emerson Director of Human Resources Richard P. Emerson Chief of Police Jim Hardiman Fire Chief Robert Leiter Director of Planning and Building John P. Lippin Director of Public Works David Palmer Library and Recreation Director Robert Powell Director of Finance Chris Salomone Director of Community Development Louie Vignapiano Director of Management and Information Services TABLE OF CONTENTS The Chiefs Message ...........................................................................................i Strategic Plan Focus Group Participants ...........................................................ii The Strategic Plan ...............................................................Section 1, pages 1-32 Benchmarking and Best Practice Study ............................Section 2, pages 1-35 Social and Crime Trends ...................................................Section 3, pages 1-28 I am pleased to present the Chula Vista Police Department's Strategic Plan for 1999-2003. The Plan is the culmination of the hard work of many employees' dedication to identifying the issues critical to our future success. In keeping with the philosophies of the City's Vision 2000 and our Community Oriented Policing approach, we have included those issues important to "stakeholders" in the department's future. Those stakeholders included department employees, other city departments, city management, Council, regional, state and federal government representatives and most importantly, citizens and youth from our community. Their input was critical to the value of our planning document. Chief Richard P. Emerson This Strategic Plan will serve to guide the police department over the course of the next five years. This document represents the police department's commitment to continuously seek out and implement state-of-the-art programs. It further strengthens our primary role as "peace keepers" by developing programs which strongly emphasize quality of life issues in our community. With our Strategic Plan in place, the department now has clearly defined issues on which to focus. Our individual and collective contributions to the many identified goals will be the measurement of both our short and long-term successes. The plan is the police department's written commitment to work for, and with, our stakeholders to continue making Chula Vista an outstanding community from all perspectives. Res ectfully, , / \ Chief of Police Management Team Barbara Brookover Catherine Burciaga Don Hunter Alan Kumamoto Leonard Miranda Strategic Plan Focus Group Participants Growth Management Marty Chase Joe Cline Melissa Cummings Barbara Brookover, Group Leader Edalia Gomez Dave Inumerable Chuck Martin Scott A rsenault, A Item ate Leader John McAvenia Greg Pickett Barbara Rudesill Susan Rodriguez Regional Partnerships Gary l~dge, Group Leader Robert Hinkledire Bill Johnson Tom Jones Dan Linney. Alternate Leader AI Mendoza Manny Mendoza Rich Powers Tony Puyot Reid PValker Technology Tom Leonard, Group Leader Dennis Dodge Steve Fobes 7ina Guthrie Fritz Reber, Alternate Leader Rob Halverson Chris Kelley Roxana Kenne .dv Pamela Powers Resource Development lracsema Quinlantan, Group Leader Angelica Aguilar Rusty Rea Mike Cueliar Ben Chassen, Alternate Leader Mary Leon l~rn Sallee Social and Crime Trends Don Hunter. Group Leader David Eisenberg Gary Ficacci James Fillius Catl~v Burciaga, AIternate Leader John Munch Rosemary Rodriguez Pete Stevens Bryan Treul Community Outreach and Partnerships Alike Becker, Group Leader Eric Acda Leo Banales Dale Bourgeois Barry Bennett, Alternate Leader Dartell Brown Dan Hadman Glenn Isaaks Matt Mozingo Richard Preuss Matt Smith Facilities Scott Adkins Olivia Castellanos Laura Coulson Gene d'.~tblaing (Group Leader, retired) Marty Coulson Pedro Diaz Matt Hardesty Bill Davidson, Group Leader Alvina Harris Ken Heinz Hall King Sue Roos, Alternate Leader Kris Morrison Terri Rush Robert Sanchez Kim Tapia Lon Turner Organizational Development Frank Magor, Group Leader Brent Ballard Juan Cervantes Gary Guthrie John Carlson, Alternate Leader Ruth Hinzman Gregory Puente Don Rhodes Yvette Routtier Diana Sweeting Ted I~llarin ii SECTION 1 Chula Vista Police Department - Strategic Plan 1999 - 2003 October 1999 THE STRATEGIC PLANNING BACKGROUND AND OBJECTIVES The City of Chula Vista is a rapidly growing community in San Diego County. In the last several years, the city has witnessed a dramatic housing expansion in the eastern portion of the city. This growth is expected to continue into the next decade. In order to continue providing high service levels to the community and plan for the effects of growth, the Chula Vista Police Department has undertaken a comprehensive strategic planning project. The Chula Vista Police Department strategic planning process was specifically designed to: [] Provide a long-term view of the key issues confronting the department over the next 5 years and provide strategies for addressing them. [] Involve a broad spectrum of citizens and community groups. o Involve employees actively in the Plan. [] Produce clear goals, objectives and strategies to be used in the creation of an Implementation Plan that will guide budgetary, operational, and organizational decisions. Concerned with including stakeholders from the region and department, the Chula Vista Police Department's Management Team carefully designed a strategic planning process to include significant participation on the part of department employees and community stakeholders. The Management Team invited participation from department employees by created Working Groups composed of a cross-section of department and city employees. The Working Groups provided leadership and direction in developing each Strategic Issue Area that they were assigned. Furthermore, community input was provided through a number of activities and was designed to be as broad and inclusive as possible. The police depaffment took nine months to successfully complete this strategic planning process. The Working Group members worked arduously on this project and their hard work and participation is gratefully acknowledged. CHULA VISTA POLICE DEPARTMENT STRATEGZC PLAN I THE STRATEGIC PLANNING PROCESS The strategic planning process consisted of several distinct phases, including: Internal Assessment - A review of current department resources, programs, and management systems. Focus group discussions with department personnel to gather their feedback. External Assessment - Research designed to analyze the environment that the department operates within, including significant demographic, economic, technological, and political trends. Also the gathering of input from various Chula Vista community segments through a community survey, personal interviews, and focus group discussions. Identification of Key Strategic Issues - After extensive evaluation of the input received, the Working Groups and Management Team identified the issues of greatest concern to the department and the community of Chula Vista and developed a set of Strategic Priorities to address them. Development of Hission, Vision, and Values - Based upon all of the input received, the Working Groups and Management Team developed a long-range perspective consistent with the department's and community's desires. The Mission, Vision and Values statements were reviewed and adopted by department employees. Development of Goals, Objectives and Strategies - Further refines what the department and community want most to accomplish in the future. CHULA VZSTA POLICE DEPARTHENT S'rRATEGZC PLAN 2 Preparation of Action Plan Identifies the next steps for creation of an implementation plan subsequent to the adoption of the Strategic Plan. Input into the plan was specifically gathered from: Police Department City Interviews Community Interviews Employees Many of the City's Council Key community Eight Focus Groups each Members and Department stakeholders, such as the addressed a strategic issue Directors were interviewed Chuta Vista Schools, area, conducted extensive and provided input into the developers, community research, and identified key strategic issues facing groups and business many of the department's the Police Department. groups were all given the Key issues. Additionally, opportunity to identify key multiple employee issues the department interviews provided furlher should focus on in the next input. five years. Strategic Issue Areas and Feedback Environmental Scan Community Survey Benchmarking Data A Comprehensive scan of The 1997 Chula Vista A comprehensive demographic, social, cdme, Resident Opinion Survey benchmarking study was transportation and industry data was utilized to gauge also utilized to identity key trends was conducted. The resident perception of practices of other Scan provided the crime and level of safety, comparable police department with valuable as well as department departments and to identify data on the look and feel of performance. The survey public safety best practices. the Chula Vista community sampled 3,000 households in the next 5 to 10 years. in Chula Vista. The department utilized the information gathered from the sources listed above and examined what was working well in the department and what areas could be improved. The department also considered the environmental factors affecting the department and Chula Vista Community. Analyzing input received from the stakeholders listed above in the framework of Strengths, Weaknesses, Opportunities and Threats (SWOT) enabled the department to better understand the key issues facing the organization and to develop the appropriate goals and objectives for those issue areas. A Summary of the SWOT Analysis and the key participants is included in the Appendix. CHULA VISTA POLICE DEPARTNENT STRATEGIC PLAN 3 COMPONENTS OF THE STRATEGIC PLAN The Mission statement expresseS* the department's purpose and describes its role, responsibility, and commitment in carrying out the Plan to assure the realization of the department's vision. The Values statement describes the key attributes that are most important to individuals, the community and the department. The Values are the foundation upon which we make decisions and set goals in the Strategic Plan by setting forth positive attitudes and behaviors by which to live and govern. The Vision statement describes the department achieving its full potential and drives the Strategic Plan. The Vision articulates a destination for the Chula Vista Police Department and reflects the high ideals identified by the department as we look to the future. The Strategic Priorities identify those issues that are important for the department to address in the future. Through the data gathered for this project, the following are key areas which the department and community consider extremely important in achieving our Vision. While the Strategic Priorities may be divided into categories, they all are of equal importance, and inextricably interrelated. in no order of importance, the following -.--- lists the department's Strategic Priorities: [] GROWTH MANAGEMENT REGIONAL PARTNERSHIPS [] TECHNOLOGY [] RESOURCES rn SOCIAL AND CRIME TRENDS rn COMMUNITY OUTREACH AND PARTNERSHIP [] POLICE FACILITIES n ORGANIZATIONAL DEVELOPMENT Goals state what the department desires to accomplish, or become, over the next several years in relation to a particular Strategic Priority. Goals provide the basis for decisions about the nature, scope, and priority of the projects and activities needed to achieve the Vision. Objectives help to further define the goal by providing a measurable target that must be met to obtain the goal. As time passes and situations change, objectives will change while the goal may remain the same. Strategies are the means by which the department intends to accomplish a Goal or Objective. They comprise activities, projects, initiatives and programs. CHULA VZSTA POLZCE DEPARTMENT STRATEGZC PLAN 4 MISSION, VALUES AND VISION STATEMENTS CI'jULA VISTA POLICE DEPARTMENT MISSION The Mission of the Chula Vista Police Department is to enhance the quality of life in the City of Chula Vista by: · Providing a proactive and professional level of police service ensuring safety through commitment, integrity, and trust. · Managing resources effectively. · Treating all persons with fairness, respect and dignity. · Maintaining a partnership with the community to meet contemporary and future challenges. CHULA VISTA POLICE DEPARTMENT VALUES Honesty & Integrity Honesty will produce an atmosphere of trust and is expected of all employees. Personal and organizational integrity is paramount to our profession. Honesty and integrity nurture an open and safe environment for all. Recognition We recognize all employees for their contributions and reward them for the quality work and service they provide to the organization and community. We believe our employees are our most valuable asset. Leadership We are leaders in our community and in our professions. We share a vision to improve the Quality of life in Chula Vista through our leadership and involvement with the community. Teamwork We will develop and embrace the spirit and concept of teamwork and cooperation for our community. Teamwork unites the citizens and police by sharing talent and expertise toward the success of common goals and objectives. Fairness All employees will be equally valued and treated with dignity, respect, and fairness. Rewards and discipline will be initiated as a result of behavior not personality. We will follow the concept of treating others as we would expect to be treated. CHULA VZSTA POLZCE DEPARTMENT STRATEGIC PLAN Work Ethic We will provide high quality service by our work ethic, resulting in positive results for our community, This will be accomplished by everyone striving for excellence through professionalism. The highest standard of public service and job satisfaction is our goal. Employee Development We support the professional growth and development of all employees. This will be done in a collaborative and ongoing process involving supervisors and subordinates developing career goals supported by the organization. The process will include education, training, technology and equipment designed to assist each team member in accomplishing their goals. Communication Effective and open communication at all levels is the cornerstone of a progressive organization. We value honest, constructive discussion of ideas, performance and decisions that help accomplish the goals of the department. Community We will develop programs that seek solutions to community issues through a partnership with the police department and the people we serve. Through this partnership we recognize and appreciate individual differences and encourage all citizens to promote community pride. CHULA VISTA POLICE DEPARTMENT VISION Our Vision Statement expresses an ideal that we are constantly striving and working to achieve. We strive to be a model law enforcement agency ensuring a safe community for all residents, visitors and businesses through proactive policing. Community Partnerships: Through innovative partnerships, ongoing community dialogue, and proactive problem solving, Chula Vista will strive to be a safe, thriving community. Outstanding Employees: Chula Vista Police Department employees will be recognized leaders in law enforcement. We will work in a desirable work environment that not only supports its employees, but recognizes and rewards our efforts. We will be highly trained, dedicated to serving the community, and driven by our profession. We will continually be committed to the departmenrs Mission of enhancing the quality of life. State-of-the-Art Resources: We strive to provide the highest level of service to the community by utilizing state-of-the-art police facilities, cutting-edge technology and innovative crime fighting techniques. Regional Leadere: We will be an acclaimed regional resource for law enforcement services, information and expertise. CHULA VISTA POLZCE DEPARTMENT STRATEGIC PLAN 6 STRATEGIC ISSUE 1 -- GROWTH MANAGEMENT The City of Chula Vista is a rapidly growing community in San Diego County. Significant housing expansion is currently underway in the eastern portion of the city that will dramatically change the community's demographics in the next decade. Furthermore, well-established areas in the community require the same level of service provided by the department in the pasL By proactively identifying the service levels required by new as weft as existing residents, the police department will best serve the needs of the entire Chula Vista community. GOAL. Ensure that the department continues to provide responsive, high-quality and cost effective services to meet the needs of a rapidly growing and changing Chula Vista community. Objective A. Ensure adequate staffing and beat officer deployment to provide cost- effective service to the city's rapidly growing community. Strategy A.I. Maintain staffing levels to serve the community and support key department programs. · Develop a staffing and organizational transition plan as the department grows. · Utilize police department patrol staffing formula to determine appropriate staffing levels for the Patrol Division. · Update staffing formula annually. Staffing formula is based on: · Patrol Calls for Service (CFS) · Average time spent on CFS · Average time for Back-up Officer · Total Field Hours · Officer Availability · Officer turnover · Officer initiated activity · During annual updates, consider population projections and current population increases. · Increase the ratio of Officer Time Spent Responding to Calls For Service/Officer Initiated Activities to 1:1. · Allocate staffing levels to ensure that the department's priorities are implemented. · Identify use of alternate responders for appropriate calls. · Increase utilization of CSOs for non-priority Calls For Service. · Determine appropriate staffing levels for all other department units based upon Strategic Priorities. CHULA V/STA POLZCE DEPARTMENT STRATEGZC PLAN 7 Strategy A.2. Determine optimum beat configuration within the city. Based upon the patrol staffing formula and population increases, annually review the beat structure to determine if additional beats are required in the city. · When evaluating the beat structure, conduct working sessions with sergeants and lieutenants to identify appropriate beat deployment strategies. · As appropriate, utilize beat collapse techniques~ for patrol, particularly when adding a new beat. · Consider service area decentralization and evaluate police services, units, activities, and positions that could be decentralized to beat level. · Link decentralization efforts to community policing. Strategy A.3. Develop transition plan for staffing and beat deployment to meet the needs of the community. · Communicate with the community about beat deployment and staffing changes. · Examine a shift schedule that allows for variation in shifts but enables an officer to stay in the same area for an extended period of time. Strategy A.4. Evaluate patrol response time. · Assess current measures of response time and adjust to reflect current tools in place (CAD system). · Evaluate and modify, as appropriate, response times established by the Growth Management Oversight Committee. Objective B. Proactively involve city departments and the community in planning for growth. Strategy B.1. Assess, on an ongoing basis, development and growth issues that critically affect community services. · Proactively coordinate with developers and other city departments on planned developments and planning initiatives throughout the community. · Communicate with the City's Economic Development Department to ensure coordinated efforts related to the attraction and development of new businesses. · Monitor future projects and initiatives. Objective C. Continually assess the need for new initiatives and target programs as the department grows and new issues arise related to growth. Strategy C.1. Track demographic, economic, environmental, political and social trends as they affect the departmenrs service levels. · Utilize dedicated research and development resources to monitor environmental trends and changes and communicate these to the Command Staff and entire department. · Track economic changes and their effect on growth and crime in the city. · Maintain Tough on Crime to proactively identify crime trends throughout the city. · Maintain department Crime and Social Trends document to monitor growth and changes in the community, ~ Beat Collapse - Combining two beats during slow call hours to more efficiently patrol an area. CHULA VISTA POLICE DEPARTMENT STRATEGIC PLAN 8 STRATEGIC ISSUE 2 -- REGIONAL PARTNERSHIPS We recognize that through developing regional partnerships we are able to enhance the level of service we provide to the community. Through partnerships we are able to pool resources and work cooperatively to address problems. San Diego County agencies have a long tradition of working in cooperation with other city, county, state. and federal agencies to address the law enforcement issues that face our communities. Through the furthering of these partnerships, we will improve the level and types of service we provide the community, and do so in a cost-effective manne~ Goal. Maintain effective regional partnerships with law enforcement agencies, government agencies and other regional organizations to provide economical services and resources to the community. Objective A. Achieve cost savings through regional partnerships and services. Strategy A. 1. Actively participate in regional technology partnerships to ensure the department has access to state-of-the-art technology and valuable information. · Continue to take a lead role in ARJIS. · Continue to take a prominent role in other regional partnerships. Strategy A.2. Evaluate a regional or shared communications dispatch operation. · Conduct a needs assessment and costJbenefit analysis for shared dispatching. · Evaluate regional dispatch opportunities and assess related concerns. · Communicate actively with Fire Department personnel. · Consider expanding animal control dispatch to outside agencies, · Identify technology requirements. Objective B. Provide improved law enforcement services through shared regional and national resources. Strategy B.1. Determine personnel needs for the appropriate staffing of task forces, coalitions, and joint efforts. · Assess current staffing and resource requirements for regional task forces, coalitions and joint efforts. · Evaluate future staffing and resource requirements for regional task forces, coalitions and joint efforts. · Support regional task forces that address bi-national issues. CHULA V/STA POLICE DEPARTHENT STRATEGIC PLAN 9 Strategy B.2. Assess opportunities for regional training partnerships. · Conduct a needs assessment and cost/benefit analysis for joint, regional training opportunities with: · The Olympic Training Center · Regional colleges or universities · Regional technical programs · Military and law enforcement operations · If feasible, develop an implementation and marketing plan for the regional training. Strategy B.3. Team with regional agencies to provide S.W.A.T. services. · Conduct a needs assessment and cost/benefit analysis for regional S.W.A.T. services. · If feasible, develop an implementation and marketing plan for regional S.W.A.T. services. · Identify additional agencies for coordinating S.W.A.T. services. Strategy B.4. Consider providing helicopter pad services to regional agencies. · Consider incorporating a helicopter pad in the design of the new police facility. · Conduct a needs assessment and cost/benefit analysis for regional helicopter pad services. · If feasible, develop an implementation and marketing plan for a regional helicopter pad. Objective C, Enhance current facilities and services through regional partnerships. Strategy C,1, Continue to enhance partnership with San Diego County Crime Lab. · Continue strong relationship with the County Crime Lab. · Identify additional services that Chula Vista's crime lab could provide. · Provide necessary resources and certification levels for Chula Vista crime lab technicians. · Incorporate any additional Crime Lab needs in design of new facility. Strategy C.2. !mprove radio communication system through regional partnerships. · Assess current communication requirements. · Consider additional sources for meeting radio communication needs. · As needed, develop a transition plan to move to another system. · Assess necessary equipment upgrades. Strategy C.3. Improve recruiting opportunities through regional consortlures and initiatives. · Participate in regional recruiting consortiums. · Develop partnerships with regional colleges and universities to attract candidates. · Proactively initiate a college and university campus-recruiting program. · Develop a detailed recruitment plan. · Provide dedicated recruiting resources. · Continue to develop the department's Cadet and Explorer programs. CHULA VZSTA PO~*rCE DEPARTMENT STRATEGZC PLAN 10 Strategy C.4. Ensure an adequate booking facility for prisoners. · Conduct a feasibility analysis and cost/benefit analysis for incorporating an expanded holding facility in the new facility design. · Utilize expert consultants to assess specific holding facility requirements for Chula Vista. · Contact the National Institute of Corrections to conduct a holding facility assessment. * If appropriate, incorporate a holding facility into the design of the new facility. Objective D. Continue to take a prominent role in regional and national task forces in which the department currently participates, such as RATT, JUDGE, Narcotics Task Force, Operation Alliance, Marine Air, and Forensic Computer Lab. Strategy D.I. Identify important areas of regional recognition and expertise for the department. · Communicate benefits of the following programs to regional agencies: · Alcohol and Beverage Control · Family Protective Services · Citizen Advisory Support Team (CAST) · School Resource Officers (SRO) · Senior Volunteer Patrol (SVP) Strategy D.2. Ensure appropriate communication and coordination on areas of expertise with other agencies. · Identify departmental experts to educate regional agencies on initiatives and activities underway in the department. · Provide dedicated time and resources to ensure staff development in areas of expertise. · Provide dedicated time and resources to attend regional and national conferences in department areas of expertise. CHULA VZSTA POLZCE DEPARTMENT STRATEGZC PLAN 11 STRATEGIC ISSUE 3 - TECHNOLOGY The effective application of technology is becoming increasingly important for law enforcement organizations, enabling them to better serve their communities and operate in a more efficient manner. Today, advances in technology assist law enforcement agencies in obtaining nearly instant information on suspects, tracking crime trends and sharing information with the communities they serve. Furthermore, federal grant initiatives and support programs are focusing efforts on utilizing technology to increase the amount of time officers spend in the community. Goal. Plan for and implement a technology infrastructure to support the department's growth, increase employee productivity, ensure access to timely information and enable officers to spend more time on community activities. Objective A. Develop a Department Information Technology Plan and evaluation pFOCeSS. Strategy A.1. Prioritize department technology requirements: · Assess information, communication and law enforcement technology needs. · Prioritize departmental technology needs and requirements. · Ensure appropriate resources are secured for technology requirements. · Develop a comprehensive 5-year Police Department Information Technology Plan. · Utilize Technology Plan to prioritize information technology purchases. · Coordinate technology needs and requirements with the new police facility. Strategy A.2 Develop a comprehensive technology evaluation process. · Develop criteria to assess technology purchases. · Develop a standard technology procurement and implementation process. · Utilize the department's Planning and Research Unit to assist in the evaluation pFOCeSS. Strategy A.3. Establish a Technology Steering Committee composed of a cross- section of personnel representing all areas of department. · Utilize the Technology Steering Committee in developing the technology plan and prioritizing technology purchases. Strategy A.4. Consider Implementing a Records Management System. · Consider administrative needs for automated functions. · Integrate police administrative functions with enterprise-wide human resources and financial tracking. · Integrate with regional technology efforts currently in place, such as ARJIS. CHULA VZSTA POLZCE DEPARTHENT STRATEGZC PLAN 12 Strategy A.5. Assess effectiveness of current Computer Aided Dispatch System. · Consider departmental reporting needs and functional needs of CAD system. · Ensure adequate training on CAD field reporting. · Ensure appropriate integration between the city's GIS Data and the CAD's Geofile. · Provide adequate training and resources to fully utilize CAD reporting software. · Expand CAD to include mapping capabilities. Objective B. Enhance the department's Internet Site to improve communication and automate community services. - Strategy B.1. Coordinate with the city's technology division to enhance the department's web site. · Coordinate with the city to develop a City Bulletin Board to provide Chula Vista, and non-Chula Vista residents, with timely information on police department activities and community developments. · Utilize the Internet to recruit future department employees. · Link with the city's Human Resources web page for recruitment. · Utilize the Internet for service transactions. Strategy B.2. Coordinate with the city to develop a city-wide Intranet. · Increase communication and coordination on projects with other city departments. · Decrease the use of paper and expedite workflow. · Identify necessary resources to secure and develop a fully functional Intranet. Objective C. Utilize technology to increase community and officer safety. Strategy C.1. Utilize technology to track and identify crime patterns and trends in the community. · Continue Tough on Crime initiative and dedicate appropriate staff to further the program. · Seek grant funding to obtain necessary crime monitoring tools. CHULA VISTA POLZCE DEPARTFIENT STRATEGIC PLAN 13 STRATEGIC ISSUE 4 -- RESOURCE DEVELOPMENT AS the city population continues to grow, it is imperative that adequate resources are in place to support such department strategic initiatives as enhancing community services, improving facilities and increasing staffing levels. Historically, the department has successfully utilized grant funding to increase staffing and implement new technologies. As these grant commitments expire, there will be a need for the city and department to explore new funding alternatives. Furthermore, the department is embarking upon a major capital project, a new police facility, and will need to identify funding sources for the facility. Goal. Manage and prioritize resources to best serve the community and achieve the department's goals and objectives. Objective A. Ensure adequate resources to support strategic initiatives. Strategy A.1. Develop a comprehensive funding strategy for strategic initiatives. · Consider alternate funding sources to support strategic initiatives. · Identify resource requirements for strategic initiatives. · Match funding sources with resource requirements. Strategy A.2. Develop a transition plan to meet grant-funding commitments. · Assess and track current grant funding levels, · Develop a grant funding transition plan. Strategy A.3. Secure funding for the new police facility. · Coordinate project with facility project manager throughout planning and construction. · Assess funding alternatives. · Ensure communication and coordination with city and community on new department facility. Objective B. Diversify revenue stream to maintain greater reliability of department funds. Strategy B.1. Utilize numerous revenue sources. · Explore additional revenue sources, including: · Crime lab services - photos. · Live Scan · Asset seizure ---- · Animal Shelter CHULA VZSTA POLZCE DEPARTMENT STRATEGZC PLAN 14 · Other fees for service Strategy B,2, Consider use of alternate services to increase efficiency. · Explore alternative prisoner transport. · Assess other revenue generating services. Strategy B,3, Utilize strategic partnerships to achieve cost savings and increase services to the community. · Evaluate expansion of animal control services provided to outside agencies. · Assess other revenue generating services. Objective C. Increase efficiency throughout the department. Strategy C.1. Utilize comprehensive research and development for strategic technology, staff and equipment purchases. · Ensure procurement and grant efforts are based on long-term goals and objectives. · Cond~jct appropriate research and development for procurement procedures. · Determine resource requirements and implementation plans when applying for grant monies. Strategy C.2. Utilize Performance Improvement efforts to increase efficiency and operations throughout the department. · Conduct regular performance audits throughout the department. -" · As needed, undertake performance improvement and engineering efforts. · Identify proper performance measures for processes, and track regularly. CHULA VZSTA POLZCE DEPARTFIENT STRATEGIC PLAN 15 STRATEGIC ISSUE 5 - SOCIAL & CRIME TRENDS Chula Vista will experience a dramatic population growth in the next five years accompanied by significant socioeconomic and demographic population changes. Many of these changes will influence the type and nature of crime the city will face during the growth years and beyond. However, citizen expectations of the department will remain high. The Chula Vista Police Department must work to monitor contributing social conditions, proactively prevent and deter new crime and be ready to address changing crime trends in the city. Goal. Plan for and address crime trends throughout the community and region to ensure a safe community for Chula Vista's residents. Objective A. Decrease juvenile crime throughout the city. Strategy A.I. Monitor changes and trends in the juvenile population that could have an impact on increased or decreased juvenile crime. · Perform regular integrated trend updates using all available data sources. · Produce and publish regular projections (with interpretation) based on data and the findings of other law enforcement and community agencies. · Adjust the department's investigative and intervention activities as warranted. Strategy A. 2. Work in cooperation with other city departments and community agencies to deter juvenile cdme through proactive activities. · Coordinate with the City Library and Recreation Department to develop and enhance after-school programs for youth. · Consider expansion of Juvenile Diversion program through South Bay Community Services and the other social service agencies. · Continue to coordinate with community youth and social service programs, such as the Boys and Girls Club and YMCA, to create effective youth activities. · Continue active sponsorship of PAL program. · Seek grant funding for joint department programs. Strategy A.3. Enhance the department's relationship with Chuia Vista Schools. · Develop a transition plan for additional officers for the School Resource Officer (SRO) and Elementary School Resource Officer (ESRO) programs as the new school construction effort continues. · Transition to utilizing ESRO/SRO Teams to serve a group of schools and maintain staffing ratios for ESROs and SROs. · Consider a School Resource Unit to manage all SRO programs. · Configure schools appropriately. Regularly coordinate with the school districts. CHULA VISTA PO~CE DEPARTHENT STRATEGIC PLAN 16 · Conduct special juvenile education programs throughout the school year. · Establish program criteria for School Resource Officer program. · Communicate and coordinate with private schools in the city. Strategy A.4. Target and reduce juvenile criminal activity. · Identify and target at-risk youth for intervention. · Identify effective new juvenile crime prevention programs and techniques by working in cooperation with other law enforcement agencies. · Perform ongoing evaluation of new and existing gang suppression efforts. · Continue existing education through the Gang Alternative Program (GAP) in the elementary schools. · Evaluate placing a probation officer in the department to coordinate with the Juvenile Investigators. Strategy A.5~ Significantly reduce graffiti throughout the city. · Coordinate with the city on graffiti prevention, deterrence, enforcement and eradication activities. · Work closely with the community, business groups, and other city departments to provide education on anti-graffiti efforts. · Identify national best-in-class programs2, and apply to anti-graffiti issues. Objective B. Decrease drug and narcotics activity throughout Chula Vista. "' Strategy B.1. Actively monitor and address narcotics activity in the city. · Increase the number of drug related arrests. · Ensure necessary resources are secured for narcotics enforcement. · Secure necessary technology for narcotics enforcement. Strategy B.2. Actively participate in regional, national and international narcotics task forces. · Continue close working relationship with the California Border Alliance Group (CBAG) and the Narcotics Information Network (NIN). · Ensure adequate technology resources for the accurate and timely sharing of information with regional, national and international agencies. · Continually address drug abuse, drug trafficking, and NAFTA related issues. · Ensure adequate resources are dedicated to the regional narcotics task forces. Objective C. Enhance the department's activities to decrease domestic violence and sexual assaults. Strategy C.1, Monitor changes and trends in domestic violence and sexual assaults. · Conduct regular integrated trend updates using all available data sources. · Produce and publish regular projections (with interpretation) based on data and the findings of other law enforcement and community agencies. · Adjust the departmenrs investigative and intervention activities as warranted. 2 Any program which is well recognized and respected by others in the same industry/practice. CHULA VZSTA POLTCE DEPARTHENT STRATEGIC PLAN 17 Strategy C.2. Educate the public on domestic violence. · Provide the public with resource information on the Internet. · Increase high school education on domestic violence and sexual assault. · Continue advocacy through victim support groups such as South Bay Community Services and Children's Hospital. Objective D, Proactively identify and reduce incidents of computer technology crimes in Chula Vista. Strategy D,1, Coordinate with regional, state and federal technology initiatives. · Participate in San Diego Regional Computer Forensics Laboratory (RCFL). · Monitor National Institute of Justice publications and research related to technology crimes. Strategy D,2, Educate officers on technology and Internet crimes. · DevelOp procedures for identifying and handling technology crimes. · Educate on means of gathering evidence. · Utilize contacts and resources in the region for assistance. Strategy D,3, Monitor computer crime trends to target specific activities. · Coordinate with regional and national task forces. · Utilize dedicated research and technology for those tasks and activities. Objective Eo Improve traffic safety throughout the city. Strategy E,1, Conduct traffic safety education for youth. · Conduct DUI and driver safety education at the high schools. · Conduct 'Every 15 Minutes' presentation at the high schools. · Communicate with high school students during the prom/graduation time period. · Continue partnerships with junior and high school students. Strategy E,2, Educate the community on traffic safety. · Conduct regular DUI checkpoints. · Consider conducting seat belt and child safety seat checkpoints. Strategy E,3, Target high-risk traffic areas for increased enforcement activities. · Intensify traffic enforcement activities at peak hours in high-risk traffic areas. · Increase the number of traffic officers to meet increased service demands. · Continue partnerships with other law enforcement agencies to increase speed enforcement and other targeted activities. · Provide accident reconstruction training to traffic officers. Objective F. Monitor licensing activities throughout the city. Strategy F.1. Actively monitor and address licensing of regulated businesses in the city. CHULA VISTA POLZCE DEPARTHENT STRATEGZC PLAN 18 · Identify staff to monitor and address licensing activities. · Assess effectiveness of licensing activities. · Ensure appropriate customer service training for officers involved in licensing activities. · Card Room · Licensing · Alcohol Beverage Control · Adult Bookstores · Tow Yards · Public Transportation · Pawn Shops · Second Hand Stores · Gun Shops Objective G, Decrease auto theft incidents in the city. Strategy G,1, Coordinate with regional task forces and communicate with the community to reduce auto theft throughout the city. · Educate city residents on vehicle theft prevention techniques. · Educate city businesses on vehicle theft prevention initiatives. · Develop annual theft reduction targets. · Coordinate closely with the RATI' task force. CHULA VZSTA POLZCE DEPARTMENT STRATEGIC PLAN 19 STRATEGIC ISSUE 6 - COMMUNITY ISSUES: OUTREACH AND PARTNERSHIPS Through community outreach programs, partnerships with volunteer groups, and other proactive citizen involvement programs, the department is furthering the principles of community problem solving. As the department grows, it is important to maintain close ties with, assess the expectations of,, and continue to educate the community on programs and initiatives. The department will also continually strive to improve communication with other city agencies to ensure coordinated services throughout the community. Goal A. Create a sense of partnership between the department and Chula Vista Community in order to proactively address community needs and involve citizens positively in public safety and the prevention of crime. Goal B. Foster an environment of open communication, shared ideas and free- flowing information throughout the city departments. Objective A. Enhance community partnerships for problem solving and regularly educate the community about these partnerships and programs. Strategy A.1. Provide the community with coordinated, timely and accurate information. · Create a Police Community Relations Unit to coordinate and lead all communication efforts regarding enforcement programs, volunteer programs, community programs, and Special Events. · Increase use of technology and the Internet to communicate with the Chula Vista Community. · Utilize technology to enhance coordination with other city departments. Strategy A. 2. Continually seek community input. · Utilize telephone and written surveys to gather information and perceptions from the community. Monitor annually. · Conduct community focus group discussion to gather qualitative feedback on department performance. · Coordinate with city-wide Community Policing Committee. Strategy A.3. Continue to support and recognize Community Volunteer Programs. · Further define and increase the role of community volunteer programs. · Secure appropriate resources to manage community volunteer programs, including: · Citizen Advisory Support Team (CAST) · Senior Volunteer Program (SVP) CHULA VISTA POLICE DEPARTMENT STRATEGIC PLAN 20 · Police Activity League (PAL) Volunteers in Policing (VIP) · Citizens' Academy · Reserves · Explorer Scouts Strategy A.4. Celebrate department successes and accomplishments with the community. · Conduct open-house - coordinate with other city departments and the media. · Regularly communicate department successes. · Utilize a city-wide electronic bulletin board to increase information shared to the Community. · Continue to foster a positive relationship with the media. Objective B. Develop partnerships with the Chula Vista business community and regularly educate the business community about these partnerships and programs. Strategy B.I. Enhance the level of communication with Chula Vista businesses. · Regularly attend Downtown, Broadway and other business association meetings throughout the year. · Assign beat-officers, as available, to business association meetings. · Coordinate with the City's Economic Development and Community Development Department. Strategy B.2. Foster customer service in working with the business community. · Provide customer service training to officers working with the business community. · Identify key customer service principles to apply to business interactions. · Work with other city departments to streamline permit licensing processes and business transactions for area businesses. · Seek input from the business community through a customer satisfaction survey. Strategy B.3. Seek business community support for targeted activities. · Identify available business resources. · Identify business sponsorship opportunities for police activities and initiatives. Objective C. Promote and market the department's activities throughout the city and community. Strategy C.'I. Communicate department initiatives as appropriate. · Crime-Free Multi-housing · Graffiti abatement · Neighborhood watch · Business watch CHULA VZSTA POLTCE DEPARTMENT STRATEGZC PLAN 21 Strategy C.2. Market the police departmenrs programs and activities to the -'- community. · Develop a communication plan. · Utilize strategic plan as a foundation. · Identify target audiences. · Develop appropriate me_Ssages. · Consider communication means. · Develop marketing materials. · Link with recruiting initiatives. · Link with department information - letterhead, logo, marked vehicles, etc. · Ensure dedicated resources are assigned to marketing the department. Objective D. Foster the principles of Community Oriented Policing and Problem-Solving throughout the police department and other city departments. Strategy D.t. Develop community policing goals for each officer. · Officers should target a certain number of community policing activities each year. · Redesign employee evaluation forms to assess and reward employees for community policing practices and initiatives. · Ensure participation with San Diego Regional Community Policing Institute3. Strategy D.2. Increase interaction between police department and city departments. · Develop collaborative problem-solving initiatives with city departments. · Target a number of annual joint problem-solving initiatives. · Coordinate with city-wide Community Policing Committee. 3 A division of the San Diego Police Department offering COPPS training to all levels of law enforcement personnel. CHULA VISTA POLICE DEPARTHENT STRATEGIC PLAN 22 STRATEGIC ISSUE 7 - FACILITIES As the community grows, staffing levels and facility accommodations will necessitate commensurate growth to the community. The department clearly recognizes the insufficiency of the current police facility in accommodating employees and the services they strive to provide. The future facility should prope~y accommodate the growing police department staff, provide officers and employees with the needed space to work and enhance ties to the community. Goal, Build a facility to meet the community's needs and support a productive and satisfied workforce environment through the year 2020. Objective A. Develop a comprehensive plan for developing a new facility. Strategy A.t. Create a project team. Include the following positions in the project team: · Department Project Manager · Crime Lab Manager · Investigations Lieutenant · Watch Commander · Range Master · City Representative · Lead Communications · Juvenile Sergeant · Patrol Sergeant · Technology Manager · Family Protective Services Sergeant · Business Office Manager · Volunteer Coordinator · Administrative Sergeant · City Vehicles Maintenance Manager · Other staff as appropriate Strategy A.2. Outline preliminary project scope. Strategy A.3. Educate city and community on project. Strategy A.4. Gain support of city and community for project. Strategy A.5. Identify general cost/funding issues. CHULA VZSTA POLZCE DEPARTNENT STRATEGZC PLAN 23 Strategy A.6. Distribute RFP for appropriate consultant/architectural services. Strategy A.7, Consider all other justice needs. Strategy A,8, Conduct a thorough program assessment and link design to Strategic Plan. Specifically consider: Crime Lab/Property · Additional property and evidence storage. Investigations Division · Larger office space for the Investigations division. · Larger cubicles for the investigators. · Monitored interview room for each investigative unit. · Computer and space for each investigator. · Law library. · Specialized equipment space. Patrol Division · Roll Call room. · Juvenile detention room. · Report writing room. · Work stations with computers. · Locker room. · Equipment lockers. · Building security. Secured sallypod. · Covered/indoor parking lot for patrol vehicles. · Employee parking. · Children's interview room. · Consider effects of the City Corp yard moving to the east side of the city. · Community room. · Volunteer offices. Business Office · Live Scan area · Optical Disk Work Stations · Front Counter / Public Entrance · Transcription · Records access and storage · Ergonomic Workstations Communications · Office for Lead Communications Operators (LCOs) · Lounge Crime Analysis Firearms Range Planning and Research Community Relations Division Planning and Research · Finance/procurement · Analytical suppport CHULA VISTA POLZCE DEPARTNENT STRATEGIC PLAN 24 Community Relations Traffic Division Helicopter Pad (only) Task force offices for housing regional programs Jail/holding facility Main lounge/canteen/cafeteria Technology Staff Administrative Services Internal Affairs · Training · Backgrounds · Recruitment · Interview Rooms Strategy A,9, Utilize all existing planning/design resources. Strategy A, 10, Conduct a thorough space needs analysis. · Meet with agencies and volunteer groups that coordinate with the department. · South Bay Community Services. · Citizen Advisory Support Team (CAST) · Senior Volunteer Program (SVP) · Reserves Strategy A,1 t, Assess facility options. · Consider west- and east-side service level concerns. Strategy A,t 2, Refine project goals/scope after needs analysis. Strategy A,13, Conduct site analysis/selection. Strategy A, 14, Refine cost needs based on program assessment. Strategy A,15, Develop preliminary design/layout decisions. Strategy A,t6, Final decisions on all project design/elements. Strategy A,17, Build facility. Objective 13, Incorporate department strategic initiatives as factors influencing the architectural design of the facility. Strategy B,t, Identify technology design requirements. · Coordinate with New Facility Architect. Strategy B,2. Identify community outreach design requirements. Strategy B,3, Consider employee design requirements. Strategy B,4, Assess other safety issues. CHULA VISTA POLICE DEPARTFIENT STRATEGZC PLAN 25 STRATEGIC ISSUE 8 -- ORGANIZATIONAL DEVELOPMENT Organizational issues are critical for all law enforcement agencies. As agencies grow, implement community policing, and increase the use of technology, they are inherently changing their organization and the way they operate. In order to achieve success in a time of significant change, the department should ensure that employees are sincerely recognized and acknowledged for their contributions to the organization. Goal. Ensure that employee recruitment, training and retention are a priority as the department continues to grow and change. Objective A. Create an environment that emphasizes continuous professional development for department employees. Strategy A.1. Ensure proper law enforcement training to suppod the department's growth. · Develop and maintain a current department training plan based on needs and requirements. · Determine a mechanism for annual updates of the plan. Strategy A.2. Systematize training for new hires. · Develop a-curriculum for new employee training. Strategy A.3. Regularly review course offerings for updates, relevance to department goals, and gaps in training coverage. · Improve customer service training throughout the department. · Increase training on communication and interaction skills. · Increase participation in city and regional training consortiums. Objective B. Develop and communicate a comprehensive recruiting approach that attracts candidates to the department. Strategy B.1. Redesign the recruiting process to support department hiring goals. · Ensure adequate resources are dedicated for department hiring goals. · Provide training for department employees to participate on a recruiting team. · Target annual recruiting missions and trips. Strategy B.2. Develop a department recruiting plan. · Develop a comprehensive recruiting plan. · Utilize strategic plan as a foundation. CHULA VISTA POLICE DEPARTMENT STRATEGIC PLAN 26 · identify target audiences. · Develop appropriate messages and themes. · Consider communication means. · Develop recruiting materials. · Link with department information - letterhead, logo, marked vehicles, etc. · Set annual recruiting targets for each year. · Ensure appropriate compensation structures for attracting employees. Strategy B.3. Improve recruiting opportunities through regional consortiums and initiatives. · Participate in regional recruiting consortiums. · Develop partnerships with regional colleges and universities to attract candidates. · Proactively initiate a college and university campus-recruiting program. · Identify linkages and opportunities to tap into criminal justice programs. · Continue to develop Cadet program. Objective C. Redesign the employee performance evaluation process. Strategy C.t. Develop a new performance evaluation process to enhance the level of input provided to employees. · Tie in to city's new performance evaluation programs. · Provide training for supervisors and employees on performance evaluations. Utilize study previously conducted for the department as the foundation for the training initiatives. · Develop performance evaluation criteria that better reflect contemporary law enforcement policing philosophies. Objective D. Ensure accurate and responsive communication throughout the department and with the city. Strategy D.t. Develop a department communication plan. · Develop a targeted approach to improve communication among divisions. · Continually address communication between management and staff. · Improve communication between the department and city. · Utilize existing task forces and committees to improve communication. · Increase use of technology to improve communication, e.g. , e-mail, intranet, etc. CHULA VZSTA POLZCE DEPARTNENT STRATEGZC PLAN 27 Objective E. Enhance and communicate a high-level of pride and professionalism throughout the department. Strategy E.'I. Enhance activities that support employees, increase retention levels and allow for employee input. · Recognize and support employees for their hard work. · Acknowledge employedaccomplishments. · Implement specific morale boosting activities for employees. · Seek employee input and participation in department decision-making. CHULA VZSTA POUCE DEPARTMENT STRATEGIC PLAN 28 APPENDIX - STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (S.W.O.T.) Key Department Strengths - Those aspects of the department that are working well, and we would like to maintain, or enhance: Level of Professionalism in the Department - The department received the highest praise from all community members and regional agencies interviewed as being a professional and well run organization. Level of Professionalism among Officers - Similarly, the city and community members consider the officers who work and provide service to the community do so in a professional manner. Relationship with the Schools and the School Resource Officer Program - Clearly viewed as one of the most successful programs the department currently runs and one that continually enhances a close working relationship with the schools. The School Resource Officer program is considered to be a wonderful, innovative program by all stakeholders. Participation in Regional Initiatives - The department is clearly viewed as a leader and an involved participant in all of the regional task forces, regional partnerships and regional working relationships in which it is currently involved. Participation of Department in Community Events - The department is involved in community initiatives and was commended for participating in a number of community groups. The community groups gave particular praise to the department's command staff. Use of Grant Funding for Programs - The department has been successful in utilizing grant funding to support numerous initiatives including COPPS Grants, COPPS MORE Grants and similar programs. Citizen Adversity Support Team - Recognized by the community as an innovative, victim support group. Volunteer Programs - The department has successfully utilized volunteers to provide a variety of services to the community. Programs include the Citizen Adversity Support Team and the Senior Volunteer Patrol. Crime Rate - Chula Vista experienced a 10% drop in the crime rate between 1997 and 1998, which exceeds the national average decrease of 7%. Key Department Weaknesses - Those areas in which we could improve or enhance our resources. Use of Space and Facilities -Department employees are working in extraordinarily cramped space. Employees have very little room to work, storage facilities for CHULA VTSTA POI,ZCE DEPARTMENT STRATEGXC PLAN APPENDZX 29 equipment, records and evidence are currently over capacity. Safety is also becoming an issue. Furthermore. the department is growing in the number of staff. Technology Strategic Planning - The department has significant funding for technology, however, the department lacks a comprehensive strategic technology plan. Currently, technology purchases are determined on an as-needed basis without a comprehensive plan or prioritization of needs, Technology Support Staff- The department does not have dedicated public safety technology support staff. Technology management is currently conducted as an additional duty of officers and staff, Communication / Marketing to the Community and the RenTion - The Community Survey indicates that the department does not do an adequate job of communicating all of its successes and initiatives to the community and region, Research, Development and Planning - The department has lacked the resources to do the necessary research and identify an appropriate plan for implementing numerous initiatives, technology and allocating grant funding. Staffing Levels - The department has managed to serve the community with relatively low staffing levels, especially in comparison to other agencies. Recruiting - The department has been challenged to fill vacant officer positions for which it currently has funding and has limited irs recruiting to the San Diego area. This can be attributed to inadequate resources for recruitment, Background - A significant bottleneck in the department occurs, as a result of conducting the necessary background checks required in the processing of candidates for vacant positions. This can be attributed to inadequate resources for backgrounds. Training P/an - The department lacks a Master Training Plan for all levels and positions in the organization. Key Department Opportunities - Those initiatives or occurrences in the community, city and region, that would enable the department to become an even better organization in the future. Community Policing - Increasing involvement in the community and proactively addressing problems through the continued implementation of community oriented policing. Regional Partnerships - Continuing and enhancing cooperation with other agencies, colleges and organizations in the community. South Bay Leadership - Increasing the department's role in the region and identifying areas of leadership and innovation. /ncreasing Use of Volunteers - Leveraging the existing volunteers to increase department productivity. Increasing Use of Civilians - Achieving cost savings through the use of non-sworn personnel for community and support services that are non-emergency in nature. Coordinating with other City Departments - In following the principles of community policing, the department can achieve great results in the community through proactive initiatives with other city departments, CHULA VISTA POLICE DEPARTNENT STRATEGIC PLAN APPENDIX 30 Key Department Threats - Those initiatives or occurrences in the community, city and region that could pose a threat to the organization or the safety of the community. Growth - Demographic changes leading to a higher volume of calls for service and increased demand for services: Changes in Crime and Crime Patterns - The city's geographic location and growth could contribute to a change in crime. Areas to monitor include narcotics trafficking, domestic violence, technology crimes and juvenile crimes. Qualified Officer Candidates - Unless a recruiting initiative is underway, and the background resources increase, the department faces a significant shor{age of officers to fill vacant positions. Traffic Associated with Growth - Growth could also increase the traffic flow and ultimately the number of traffic related accidents in the city. Areas of Resident Concern - The Chula Vista Resident Survey identifies speeding vehicles, burglary, graffiti, gangs, drug sales, drug abuse and illegal possession of firearms as the key areas of concerns for residents. Socioeconomic Differences between "East" and "West" - Differences in types of crimes, need for services, demand for services, accessibility, police presence, etc. Response Time - The ability to meet response times in the eastern part of the city due to urban and suburban sprawl. Lack of a Sense of City Unity - As the city grows into two distinct areas, the sense of city unity could be jeopardized for a feeling of two different cities with varying service needs. CHULA VZSTA POLZCE DEPARTMENT STRATEG/C PLAN APPENDZX 31 APPENDIX - INTERVIEW PARTICIPANTS Shirley Hotton, Chula Vista Mayor Mary Salas, Chula Vista Council Member John Moot, Chula Vista Council Member Dave Rowlands, Chula Vista City Manager George Krempl, Chula Vista Deputy City Manager Sid Morris, Chula Vista Assistant City Manager Marty Chase, Chula Vista Special Projects Manager Jim Hardiman, Chula Vista Fire Chief Candy Emerson, Chula Vista Human Resources Director Ed Batcheider, Chula Vista Planning Department Chris Salomone, Chula Vista Community Development Director Cheryl Dye, Chula Vista Economic Development Department Emerald Randolph, Citizen's Adversity Support Team (CAST) Rod Davis, Chula Vista Chamber of Commerce Jack Blakely, Chula Vista Downtown Business Association Joanne Angel, Broadway Business Association Kathy Lembo, South Bay Community Services Rainey Hunter, Otay Ranch Company Harry Stovall, Narcotics Information Network Laura Mullgren, Chula Vista Star News Paul Ganster, Director, Institute for Regional Studies of the Californias Karen Hyvale, Senior Activities, Norman Park Center Robert Powell, Chula Vista Finance Director Libia Gill & Lowell Billings, Chula Vista Elementary School District Andy Campbell & Wes Braddock, Sweetwater Union High School District Ron Barry, San Diego County Sheriff Crime Lab CHULA VZSTA POLZCE DEPARTMENT STRATEGZC PLAN APPENDZX 32 SECTION 2 ~E~ .= .= c.~ o~ ~c.- ~c_o O 0 .- -, '- oE'~c.~ ce,-~, eo o~ m..=_>eo ,',~o o .~o o.='~ · E E E ._c~_ )mo m <~,~..- mm....t::,_ ,s.~ ~e>o ~.co mm>c~= ceo _ E · ®'~ ._.o.~,...o.'~ '~ o "~ c '~mo a.~ _oEo e'~.- .~ ® . ._.too '~o Eo c~ w ul~. 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