university of vermont – administrative and facilities services

Administrative & Facilities Services

Police ServicesStrategic Plan

2003 - 2005

February 2003

Table of Contents Page(s)

Police Services Mission and Diversity Statement…………………………………………… 4

Strategic Plan Definitions………………………………………………………………………… 5

Critical/Key Process #1: To develop a highly qualified, high performance, diverse staff through effective recruitment strategies

6Goal #1: Increase staff diversity by recruiting, hiring and retaining staff representing the

broad spectrum of US citizens.........................................................................6

Critical/Key Process #2: Staff Development and Training

7Goal # 1: To develop a highly qualified, high performance, diverse staff through

effective training...............................................................................................7

Goal # 2: Strengthen supervisory support.......................................................................8

Goal #3: Training Committee........................................................................................9

Critical/Key Process #3: Enforcement.

10Goal #1: Strengthen support for criminal investigations...............................................10

Critical/Key Process #4: Safety.

11Goal #1: Create a backup emergency operations center in the event central dispatch

is damaged or destroyed................................................................................11

Goal #1: Replace and update equipment....................................................................12

Goal #3: Security Assessment for Dispatch Center and Operations...........................13

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Critical/Key Process #5: Community Relations

14Goal #1: Strengthen the visibility and image of Police Services and its integration with

students, faculty, and staff.............................................................................14

Critical/Key Process #6: Ensure policies, practices, and operations meet national benchmarks (CALEA)

15Goal #1: To achieve accreditation in accordance with the Commission on the

Accreditation of Law Enforcement Agencies (CALEA)...................................15

Critical/Key Process #7: Improve processes to accomplish Police Services objectives.

16Goal #1: Make enhancements to WWW page (www.uvm.edu/police) to automate

manual processes (i.e., property registration)................................................16

Goal #2: Integration with Burlington Police Department New World Technology System CAD/RMS..........................................................................................17

Goal #3: Implementation of software packages for field training management; internal affairs; training management..........................................................................18

Critical/Key Process #8: Education

19Goal #1: Crime Prevention Activities...........................................................................19

Critical/Key Process #9: Create a Police Services dashboard; set targets

21Goal #1: Identify the critical few operational and financial performance measures that

focus on improvements in critical, strategic areas of police work...................21

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Police Services Mission (adopted 1998)

The members of UVM Police Services are proud to serve our diverse community. We are committed to being a caring and sensitive professional policing organization. We are dedicated to the concepts of personal excellence at the highest level, uncompromising integrity, continuous improvement, productive teamwork and efficient public service.

We take pride in our professional accomplishments and abilities. Individually and collectively, we are dedicated to seeking the proper tools and training necessary to meet our goals and objectives. Our interactions are based upon mutual respect, cooperation, recognition, and fairness. We work to create an environment of teamwork through trust, commitment, collaboration, perspective and positive attitude.

We shall maintain the partnership with our community that shares community protection responsibilities and facilitates public safety and crime prevention through education and law enforcement. We shall contribute to the continuing improvement of the quality of life in our community by providing understanding, compassionate and effective policing services.

Police Services’ Diversity Statement (adopted 1998)

The UVM Department of Police Services recognizes that diversity, the differences between people, exists as a driving force in our interactions with people and institutions in the University community. We recognize, as well, that our authority, and, ultimately, our institutional existence, is predicated upon the people in our community. In order to provide the highest quality of police service, we must be committed to the recognition and reflection of that diversity and incorporate its realities into our strategic planning and our day to day operations. Moreover, Police Services is committed to the belief that there is an intrinsic worth in all people, an irreducible quality whose protection and benefit is the basis for police service. We believe that the recognition of diversity is no less than the recognition of this worth. A commitment to honor the rights and provide for the

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needs of all people equally is our expression of this recognition.

STRATEGIC PLAN DEFINITIONS:

BALDRIGE CRITERIA FOR PERFORMANCE EXCELLENCE: An interrelated performance improvement system designed to help improve organizational performance practices, facilitate communication and sharing of best practices information, and serve as a working tool for understanding and managing performance and for guiding planning and opportunities for learning. The criteria are grouped into seven major categories that are fundamental to organizational excellence: leadership; strategic planning; customer focus; information and analysis; human resource focus; process management; and results.

BY WHEN: Date when the objective is to be completed.

BY WHOM: Group or individual responsible for the objective.

GOALS: What the department strives to accomplish to achieve the key process.

KAIZEN: Continuous improvement involving all workers.

KEY / CRITICAL PROCESS: The critical competencies or tasks where an investment of department effort will most likely benefit the customer and the performance of the department.

LINKAGES: The relationships or connections of one or more of the seven Baldrige criteria to each key/critical process within this Strategic Plan.

MEASURES: How the goals/objectives will be measured.

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OBJECTIVES: Tasks to be done to reach the goal.

QUANTITATIVE TARGET: A specific numerical expression of the goal.

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UNIVERSITY OF VERMONTDEPARTMENT OF POLICE SERVICESSTRATEGIC PLANNING WORKSHEET

Critical/Key Process #1: To develop a highly qualified, high performance, diverse staff through effective recruitment strategies

Linkages: Leadership; Human Resource Focus; Results

Goal #1: Increase staff diversity by recruiting, hiring and retaining staff representing the broad spectrum of US citizens

Objectives Measures Quantitative Target By Whom By When

a. Develop nationwide recruitment plan targeting women and minorities.

List of strategies Increased women and minority candidates in recruitment pool

GJM On-Going

b. Identify and address retention obstacles

List of Obstacles 3 Obstacles GJM On-Going

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Linkages: Leadership; Human Resource Focus; Results; Process Management

Goal # 1: To develop a highly qualified, high performance, diverse staff through effective training


a. Increased participation in professional associations and campus committees

# of conferences attended and # of committees participated on

4 conferences/year/senior staff; 4 campus committees/year

GJM; LMT; LCM; SL

On-going

b. Roll call trainings# of roll call trainings per year

Development of 2, 6-minutes roll call trainings per week; shift participating in a roll call training every shift (if circumstances allow)

LMT; MTT; JJP; GCD April 2003

c. Continued improvement and strengthening of the RHO/Liaison Officer Program

# of presentations conducted or events attended

3 per area per Liaison/RHO per semester

LMT; MTT; JJP; GCD; Patrol Officers and Dispatchers

On-going

d. Expanded and regular training in bias-free policing; suspect identification; patrol procedures

# of training programs and training hours

Minimum of 16 hrs/year/person in training on these topics; during annual training and department trainings

GJM; LMT; LCM; SL

2003; On-going

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Goal # 2: Strengthen supervisory support


a. Expand first line leadership from 3 to 5 supervisors

Number of front-line supervisors

Increase sergeants by 2

GJM; LMT 2003

b. Supervisor Development Training

Number of training opportunities

Minimum 16 hours/ year for supervisors

GJM; LMT; LCM; SL; GCD; MTT; JJP

2003; on-going

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Goal #3: Training Committee


a. Annual Training # of hours/year Minimum 80 hours/year for police officers

Minimum 16 hours/year for dispatchers

Minimum 16 hours/year for administrative staff and service officers

Training Committee

On-going

b. Department Trainings # of training presentations

1 per meeting (bi-monthly)

Training Committee

On-going

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Critical/Key Process #3: Enforcement.

Linkages: Customer and Market Focus; Measurement, Analysis and Knowledge Management; Process Management; Results

Goal #1: Strengthen support for criminal investigations.

Objectives Measures Quantitative Target

By Whom By When

a. Expand the detective unit from 1 to 2 officers

# of detectives Increase detectives from 1 to 2

GJM; LMT 2003

b. Increase intelligence gathering and trend projection (i.e., SPIN and NESPIN participation)

# of intelligence information uploads

2 entries/week; 60 per year

Detective; Patrol Officers; Sergeants

On-going

c. Increase drug investigation expertise and capability

# of drug arrests and referrals

Minimum 25% increase over previous years investigations.

LMT; TB On-going

d. Develop MOUs with area police agencies regarding drug investigations

# of MOUs Minimum of 3 GJM June 2003

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Critical/Key Process #4: Safety.

Linkages: Customer and Market Focus; Process Management; Human Resource Focus; Measurement, Analysis and Knowledge Management

Goal #1: Create a backup emergency operations center in the event central dispatch is damaged or destroyed.


a. Determine space location and equipment needs.

Identifying space locations and equipment needs

Identifying location on campus and equipment needs

GJM; SL; LCM June 2003

b. Install equipment. Equipment installation

Equipment Installation

GJM; SL; LCM; Telecommunications

June 2003

c. Test system readiness. # of monthly readiness checks

1 system readiness check/month

SL; Dispatchers Monthly

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Critical/Key Process #4: Safety


Goal #2: Replace and update equipment


a. Replace aging soft body armor

# of aging body armor replaced

All body armor is updated

LCM On-going

b. Vehicle rotation schedule # of vehicles replaced Minimum 2/year GJM; LCM Yearly

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Critical/Key Process #4: Safety


Goal #3: Security Assessment for Dispatch Center and Operations.


a. Identify shortcomings # of shortcomings Minimum 3 areas to improve

SL; dispatchers

June 2003

b. Make enhancements # of improvements Minimum of 2 improvements

GJM; SL July 2003

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Critical/Key Process #5: Community Relations

Linkages: Leadership; Process Management; Customer and Market Focus; Human Resource Focus; Results

Goal #1: Strengthen the visibility and image of Police Services and its integration with students, faculty, and staff.


a. Develop cable television programming

# of cable programs 3 programs Ketcham; Roberts

2003

b. Use of Honor Guard during Commencement, special events, and regional events.

# of events Minimum of Commencement; Police Memorial Week; Inauguration; PS Award’s Banquet

Frennier and Honor Guard Members

On-going

c. RHO/Liaison Project # of programs conducted, created or attended by PS staff

3 per area per Liaison/RHO per semester

LMT; RHO’s and Liaisons

On-going

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Critical/Key Process #6: Ensure policies, practices, and operations meet national benchmarks (CALEA)

Linkages: Leadership; Process Management; Human Resource Focus; Measurement, Analysis and Knowledge Management; Results

Goal #1: To achieve accreditation in accordance with the Commission on the Accreditation of Law Enforcement Agencies (CALEA)


a. Successfully complete mock on-site in April 2003.

Pass the mock on-site Pass the mock on-site SL; staff 4/03

b. Successfully complete CALEA on-site in September 2003

Pass the CALEA on-site Pass the CALEA on-site

SL; staff 9/03

c. Accreditation in November 2003 (Colorado)

Accreditation Accreditation SL; staff 11/03

d. Re-accreditation Re-accreditation Re-accreditation SL; staff Every 3 years

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Linkages: Process Management; Customer and Market Focus; Measurement, Analysis and Knowledge Management; Results

Goal #1: Make enhancements to WWW page (www.uvm.edu/police) to automate manual processes (i.e., property registration)


a. Develop property registration scripts.

Working Property Registration Script

Working Property Registration Script

GJM August 2003

b. Access to department policies on-line.

# of policies on-line Posting appropriate policies on-line for public;

Posting for department on secure web-site for all policies.

GJM; SL August 2003

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http://www.uvm.edu/police




Goal #2: Integration with Burlington Police Department New World Technology System CAD/RMS


a. Establish transition team during Spring 2003

Establish team Team established GJM April 2003

b. Link fiber optic lines from BPD to UVM Campus

Link Link established GJM; LCM May 2003

c. CAD/RMS Training Identification of trainer; # of hours of training

3 CAD/RMS instructors; training for all staff

GJM; SL; LCM

June 2003

d. System goes live System working Working system GJM; SL; LCM

July 2003

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Goal #3: Implementation of software packages for field training management; internal affairs; training management.


a. Review and select packages # of software packages 1 FTO pkg; 1 IAD pkg; 1 Training Schedule/Tracking pkg

GJM; LCM; LMT; Training Committee

2003 - 2004

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Critical/Key Process #8: Education

Linkages: Customer and Market Focus; Human Resource Focus; Results

Goal #1: Crime Prevention Activities


a. Crime Prevention Training and Education; Demonstrate current techniques and methods of theft reduction; Promote physical well-being and assault prevention through Verbal Judo course and R.A.D. Programs

# of classes/presentations

Presentations at Computer Distribution

Days (2 per year), Crime Prevention Days

(3 per year), Move-In Day (one per year) and

Mastering the Maze (when program setup

allows)

RAD/VJ (3 classes per year)

Dept. Personnel; Crime Prevention Coordinator

On-Going

b. Crime Prevention Systems and Planning Assessments; Perform physical site security assessments and surveys designed to analyze current anti-crime measures and determine necessary upgrades

# of assessments of facilities; # of Campus Design Review Committee

Minimum of 4 facility assessments/year; Design Review Committees as needed.

Crime Prevention Specialist or Department Management

On-Going

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c. Community Outreach Programs and Functions

Participation in Annual Law Enforcement Day at the University Mall.

# of Orientation Sessions.

# of Open House Sessions for prospective students and parents

Contribute to and/or attend annual Law Enforcement Day to show presence to the general public

Attend 5 scheduled Orientation Sessions for incoming students

Attend 5 scheduled Open House sessions for prospective students and parents

Crime Prevention Specialist, other Dept. personnel

On-Going

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Critical/Key Process #9: Create a Police Services dashboard; set targets

Linkages: Leadership; Information and Analysis

Goal #1: Identify the critical few operational and financial performance measures that focus on improvements in critical, strategic areas of police work

Objectives Measures Quantitative Target By Whom By Whena. Define Police Services’ critical performance measures (e.g., time, cost, performance, quality, financial, customer satisfaction…)

% of critical performance measures identified and defined

100% of performance measures identified and defined

Gary, Lianne, Larry and Sue

b. Establish baseline measures % of critical baseline/historical measures identified and collected

100% of performance measurement data collected.


c. Establish goals for critical performance measures

% written critical performance measures

100% of critical performance measures have written goals


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university of vermont – administrative and facilities services

Education

police services objectives

education19 goal

targets21 goal

training7 goal

image of police services

police services dashboard

members of uvm police

staff diversity