cvpd strategic plan. draft

ChulaVistaPoliceDepartmentFive‐YearStrategicPlan 2014

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TABLEOFCONTENTS

MessagefromChiefDavidBejarano 2

MissionandValueStatement 3

Introduction 4

ExecutiveSummary 5

TheContextofPlanning 6

ThePoliceDepartment 12

ThePlanningProcess 17

ThePoliceDepartment’sStrategicPlan 23

NextSteps 35

Attachments 37


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MESSAGEFROMTHECHIEF

It ismypleasure topresent theChulaVistaPoliceDepartment’s Five‐YearStrategicPlanalsoknownasSP14. TheStrategicPlanreaffirmsourvision,mission,andvaluesandwillserveastheprincipleguidingdocumenttohelpbuildtheenvisioned,desiredfutureofourDepartmentandourcommunity.Its foundation is framed around three strategic initiatives: People,Partnerships, and Processes. It also aligns with the City’s Strategic Plan.SP14recognizespastsuccesses,thePoliceDepartment’sproudhistory,anditscultureofcommunitypolicing.

Underlying the specifics of each goal and objective are the overarching themes of service to thecommunity;protectionof lifeandproperty;andour leadershiprole in theCity’splan tobuild itsfuture.Tothatend,wecommittothefollowingstrategicpriorities:

Wewillengageinplans,strategies,andactivitiestoprotectlifeandpropertyfortheresidents,businesses,andvisitors.Thiswillbeaccomplishedbyrecruitingandretainingacommittedandwell‐trained staff; developing and enhancing partnerships with internal and externalstakeholders;andimplementingprocessestoanalyzeandassessworkoutcomes.

Wewillenhanceourpartnershipswithothercitydepartments toensureChulaVistaremainsoneofthesafestcitiesinthenation.

WewillengageinpolicingthatcreatesadesiredqualityoflifeforourexistingneighborhoodsandfortheplannedBayfront,Millennium,andUniversityprojects.

WewillbeactiveparticipantsintheCity’spriority‐drivenbudgetprocesstoclearlyidentifyourpriorities and establish the means to evaluate and assess the outcome of work in order toachievethem.

Wewillcontinuetoexploreexistingandemergingcrimecontrolandinvestigativestrategiestobeontheleadingedgeofprofessionalpolicing.

Wewillconducttheworkoftheorganizationinatrustworthymannerthatistransparenttothecommunityweserve.Wearecommittedtocontinuouslyimproveandmaintaintheconfidenceandsupportofthecommunity.

SP14wasdevelopedbyateamofswornandprofessionalstaffwhovolunteeredforthisimportanttaskofshapingourDepartment’sfuture.Theteamrepresentedacrosssectionoftheorganizationat all levels. They spent months analyzing Department strengths, weaknesses, environmentalforces,opportunities,andfuturechallenges. Theyreviewedvolumesofdataregardingthe futuregrowthoftheCityandsolicitedinputfromourcrucialcommunitypartners.IextendmypersonalgratitudeandappreciationtotheSP14ProcessPlanningTeamfortheirleadershipandhardwork,andtoeveryonewithintheDepartmentfortheirinputinthedevelopmentofourstrategicplan.

IencourageyoutoreviewSP14andprovideuswithyourinvaluableinputandideas. Thankyoufor your continued efforts in ensuring the future success of the Chula Vista Police Department.

DavidBejaranoPoliceChief


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ChulaVistaPoliceDepartmentMission&ValuesStatements

MissionStatementThemissionoftheChulaVistaPoliceDepartmentistoenhancethequalityoflifeinthecityby:

Treatingallpersonswithrespect,dignityandfairness. Providingprofessionalandproactivepoliceservice. Managingresourceseffectively. Encouragingcommunitypartnershipstomeetcurrentandfuturechallenges.

ValuesStatementHonesty&IntegrityHonestyandintegrityareparamounttoourprofessionandisexpectedofallemployees.Honestyproducesanenvironmentoftrust.Integrityproducesanatmosphereofcredibility.Honestyandintegritynurtureanopenandsafeorganizationforall.LeadershipWedemonstrateleadershipinourcommunityandtoourprofession.WeshareavisiontoimprovethequalityoflifeinChulaVistathroughpro‐activeinvolvementwiththecommunity.WorkEthicWeadvocateastrongworkethic.Asaresultwewillprovidehighqualityserviceleadingtopositiveresultsforourcommunityandorganization.Westrivetoprovidethehigheststandardofpublicservice,customerandjobsatisfaction.CommunicationWevaluecommunicationandencourageanhonest,constructiveandopenexchangeofideastoaccomplishthegoalsofthedepartment.Effectiveandopencommunication,atalllevels,isthecornerstoneofaprogressiveandsuccessfulorganization.TeamworkWeencourageteamworkonbehalfofourcommunityandorganization.Teamworkunitesresidentsandpolicebysharingtalentandexpertiseleadingtothesuccessfulidentificationofcommongoals,objectivesandresults.CommunityWewilldevelopprogramsthatseeksolutionstocommunityissuesthroughapartnershipwiththepeopleweserve.Throughthispartnershipwerecognizeandrespectindividualdifferencesandencourageresidentstoworkcohesivelytopromotepositivesolutionstocommunityconcerns.FairnessWetreatoutemployeeswithdignity,respect,andfairness.Rewardsanddisciplinewilloccurasaresultofmerit.Wewillfollowthetenetoftreatingothersaswewouldexpecttobetreated.RecognitionWestrivetogiverecognitiontoallemployeesfortheircontributions.Werewardthemforqualityworkandtheexcellentservicetheyprovidetothecommunityandorganization.Webelieveouremployeesareourmostvaluableasset.EmployeeDevelopmentWesupporttheprofessionalgrowthanddevelopmentofallemployees.Wedothisthroughconsistentandcollaborativeprocessesinvolvingsupervisorsandsubordinatestodevelopcareergoalssupportedbytheorganization.


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ThisisastoryoftwoPoliceDepartments…InoneDepartment,thereisacommitted,professionalstaffworkinghardtodeliverqualitypoliceservicestotheresidents,merchantsandvisitorstothecommunity.TheDepartmentenjoysastrongpositive reputation with its constituency as a result of sustained efforts to engage schools,businesses and civic organizations on matters of mutual interest. Members of the organizationknowtheagency’sgoals,andwanttoworktocreateapoliceagencythatisconsistentlyexcellentineveryway.TheCitytheyservegenerallysupportsandrespectsthem.Afterweatheringtheeconomicstormofthe2009‐2012recession,theCityhastwomajorprojectsand a university concept either in the early stages of construction or in active planning. Each oftheseprojectswilladdtothevitality,statureandeconomichealthofthecommunity.Theincreaseinrevenues,added jobsandnewhousingwillensure theCity’sgrowth for thenext twodecades.TheDepartmentispoisedtogrowalongwiththecommunity,andtousethatgrowthasameanstoexpanditsrepertoireofcompetenceandreputationforexcellence.In theotherDepartment, staff is suffering a sense of professional fatigue on the heels ofmorethan five years of cutbacks, budget reductions and pullbacks in service. A significant number ofofficers formerly assigned to School Resource Officer roles and traffic enforcement duties havebeenfoldedbackintoPatrolservicestofillstaffingminimums.TheDepartment’sStreetTeamandGangSuppressionUnitshavealsobeenaffectedbycutbacksinstaffing.Infact,staffingisaslowasitwasadecadeago,eventhoughtheCityhasgrownsubstantially.TheITinfrastructureisantiquatedandinefficient.TheDepartment’se‐mailsystemwentofflineformorethanaweekearlierthisyear.Computersareaged,andnotcompatiblewithCountysystemsalreadyavailableforcrimeanalysis.Even though the community’s long‐term fiscal picture is bright with the prospect of promiseddevelopment,thenext2‐4yearswillstillbetight.Officersseeotheragenciesreceivingpayraisesand increases in theirbenefitspackages; the lureofbettercompensationcausessomeof themtoconsiderleaving.Both Departments reflect the realities and perceptions one could draw looking at, orworking in, theChulaVistaPoliceDepartment. TheDepartmenthasa legacyof excellence. IthasbeenaleaderinCommunityPolicing,andhasbeenapartnerwithmanyinthecommunitytodeliver thehighestqualitypoliceservicespossible.Thework toplan theagency’s future, though,willresultinapoliceorganizationthatisdynamicallydifferentthanthepresentinmanyways.OurStrategicPlanisthestoryofhowthePoliceDepartmentwillchange,andoutlinesthegoalsandobjectivesthatwillhelpfocusourworkalongtheway.AstheCitygrows,andasitaddsdiversitytoitsneighborhoods,commerce,tourismandeducationalinstitutions,theDepartmentwillbepoisedtomeetthechallengesofthatgrowth.Likemanyotherpoliceagencies,itwillstrivetoremainattheforefrontofcrimefightingandsafetyservices. Unlike some others, though, we consider that work the foundation to the waywewillstrengthenourpartnershipswiththecommunity.TheeconomicdownturncausedtheCitytotakesteps to control andmanage our fiscal resources. Aswe emerge from that difficult time,wewillworktocreateaDepartmentthatdoesnotjustreturntothelevelsofserviceourconstituentshaveseeninthepast,butwillworktocreateanagencythatwillachievesuccessintheChulaVistaofthefuture.ThisStrategicPlanoutlineshowthatwillhappen.


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ExecutiveSummaryTheChulaVistaPoliceDepartment2014‐2019StrategicPlanisintendedtobeastatementofintentandpurpose.ConsistentwiththemandatesanddirectivesoftheCity’sStrategicPlan,theintentofthe Police Department’s Strategic Plan is to create amaster guiding document to help build theenvisioned,desiredfuturefortheorganizationandthecommunityitserves.Itspurposeistoframethe three major priority areas, the goals and objectives necessary to achieve success in eachpriority,andtoidentifytheissues,outcomesandeffortnecessarytoachievesuccessforthefuture.ThisStrategicPlandocumentisdividedintosixmajorcomponents:

TheContextofPlanningo TheCommunityo TheCity’sStrategicPlan

ThePoliceDepartmento CrimeRateso CallforServiceVolumeso ResponseTimeso StaffingData

ThePlanningProcess ThePoliceDepartment’sStrategicPlan NextSteps Attachments

TheintentofthisStrategicPlanisnottomakeagrandpronouncementoffinitestrategy;rather,itisto establish specific goals and objectives forworkbymembers of thePoliceDepartment and itspartnersinthecommunity.ThePoliceDepartmentstrivestodeliveraconsistentlevelofexcellenceinsafetyservicestoeachpersonwithwhomwecomeintocontact.Wealsorecognizethateffectivepolicingisonlydoneinconcertwiththosewholive,workorvisitourCity.WeareproudoftheCity,andtoworkinthePoliceDepartment.Thatdoesnotmeanwedonothaveroomtoimprove,orthatweareresistanttochange.Tochangeinthemosteffectiveway,however,wemustfirstplan,thenestablishandsustain relationshipswithour constituents, and thenadaptourworkas challengesandopportunitiesemergealong theway.ThisStrategicPlan is the first step in thatprocess;onethatpromisesbothhardworkandabrightfutureaswetransformintentintoreality.


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TheContextofPlanning

TheCommunityChulaVista is a community thathasexpanded from its rootsas the lemon‐growingcenterof theworld to have the eighth‐fastest growth rate nationally since the 2000 Census. Incorporated in1911, theCity’s involvementwiththeaircraft industrythroughWorldWarIIandpost‐warboombroughtextraordinarydemandsforhousing,roads,schoolsandpublicservices.ItsproximitytotheMexicanBorder,amplelandinwhichtoexpandresidential,retailandcommercialspace,aswellasaBayfrontsuitedforsignificantexpansion,makestheCitytrulyaninternationaldestinationthatishometoalmostaquarter‐millionresidents.TheCityhasadiversitythatforeshadowsthefutureoftheState.Emerging fromthe2007recession, theCitystillhasworkaheadtoensureastableandprosperouscommunity.AstheBayfronttransformsintoatourist,residentialandconventionarea,andas auniversity calls ChulaVistahome, theCity ispoised to emerge intoone thatothers canadmireforitstenacityduringthedowntimesandforitsresilienceasitbuildsitsfuture.

PopulationGrowthThe 2013 Growth Management Oversight Commission (GMOC) Report focuses on the projectednumber of residential units as the primary indicator to measure future population increases.WesternChulaVista(asevidencedbyU.S.Censusdata)hasbeenundergoinggrowthintheformofdemographicchangesastheaveragehouseholdsizeincreases;however,suchgrowthisdifficulttotrackonayear‐to‐yearbasisandisnotreflectedinthisreport’sfuturepopulationforecast.The California State Department of Finance estimates that Chula Vista has an average of 3.24persons per household. Assuming this estimate over the next five years, and assuming a 4.9%vacancy rate,ChulaVista canexpect a totalpopulationof approximately284,366personsby theendof2018.Thisisbasedonthefollowing:

The California State Department of Finance (DOF) estimated Chula Vista’s population onJanuary1,2013as251,613;

Anadditional515unitswereoccupiedfromJanuary1,2013toSeptember2013;and An additional 10,115 units may be permitted between September 2013 and December

2018.This information is from the Sept 2013 final report of the GMOC, showing the residential unitsreceivingbuildingpermits1999‐2013,andforecastingthepermitstobeissued2014‐2018.SeetheCensusBureau’squickfactsdatatableinAttachmentBformoreinformation.

CommunitySurveyInthespringof2014,acommunitysurveywasconductedbyTrueNorthResearchtoassesshowChulaVistans feltabout theirCity. Theresultsof thatsurveyappearhere,andresultsspecific toCityservicesappearinthenextsectionofthisreport.Thevastmajority(87%)ofrespondentssharedfavorableopinionsofthequalityoflifeinChulaVista,with 34% reporting it is excellent and53% stating it is good. Just 12%of residentsindicatedthatthequalityoflifeinthecityisfair,andlessthan1%ofresidentsusedpoororvery


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poortodescribethequalityoflifeinChulaVista.When asked in an open‐endedmannerwhat the City could change tomake Chula Vista a betterplace to live, approximately one‐quarter of respondents (26%) were either unsure (17%) orindicated theydesiredno changes from theCity (9%).Regarding specific suggestions, improvingstreet and road repair/maintenance (11%), improving public safety (11%), and improving thequalityofeducationinlocalschools(9%)werethemostcommonresponses.Whenpresentedwithalistofspecificissuesandaskedtoratetheimportanceofeach,maintainingthequalityofeducationinlocalschoolsreceivedthehighestpercentageofrespondentsindicatingthat the issue was either extremely or very important (93%), followed by creating jobs andimproving the local economy (93%), protecting the supply of water (93%), reducing crime andgangactivity(86%),andmaintainingthequalityofcityservices,facilitiesandinfrastructure(79%).Reducingtrafficcongestion(71%),improvinglocalpropertyvalues(70%),andpreventinglocaltaxincreases(69%)wereviewedassomewhatlessimportant.CityGovernmentCitygovernment,ingeneral,enjoysthesupportofthecommunity.Inthe2014CommunitySurvey,78%ofresidentswithanopinionagreedthattheCity isresponsivetoresidents'needs,and75%said that they trust the City of Chula Vista. The levels of agreementwere somewhat lowerwithregard to the City managing its finances well (63%) and listening to residents when makingimportantdecisions(71%).Sixteen percent (16%) of respondents claimed they are very attentive to matters of localgovernment, 53% somewhat attentive, and 19% slightly attentive. An additional 11% ofrespondentsstatedtheydonotpayanyattentiontotheactivitiesoftheCityofChulaVista.

CityGeneralPlanVisionfor2030The vision for ChulaVista in year 2030 is a community that preserves and enhances the uniquefeaturesthatshapeitsidentity.EightmajorthemessupportChulaVista’svisionforthefutureandprovidea foundation for thepoliciesandactionprogramsofTheGeneralPlan’sElements.Thesethemes,representingtheCity’scorevalues,aredevelopedintheHousingElementandthroughoutthevariouschaptersoftheGeneralPlanandinclude:Theme1:StrongCommunityCharacterandImageTheme2:HealthyandSustainableEconomyTheme3:StrongandSafeNeighborhoodsTheme4:ImprovedMobilityTheme5:HealthyandSustainableEnvironmentTheme6:HighQualityCommunityServicesTheme7:EffectiveGrowthManagement&PlanImplementationTheme8:ShapingtheFuturethroughthePresentandPast

TheFourGeographicPlanningAreasAs of 2012, the City of Chula Vista encompasses approximately 52 square miles within itsboundaries.Overtime,ithasevolvedintovaryinganddistinctneighborhoodsandcommunities.


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ChulaVista’s communities canbedistinguishedby thewest and east areasof theCity andmorespecificallyintofourdistinctplanningareaswithinthewestandtheeast.Initiallyincorporatedin1911, much of the City’s historical growth and development centered around the historic citycenter also known as the urban core. Therefore the City’s older and more establishedneighborhoods are generally located west of Interstate 805. Over the next several decades,California’s continued rate of population growth andhousingdevelopment spurredChulaVista’soutwardexpansionanddevelopmenttotheeast(eastofInterstate805),includingthedevelopmentofsuchmasterplannedcommunitiesasOtayRanch,Eastlake,RanchodelRey,andSunbow.TheCity’scommunitiescanbefurtherdistinguishedbygeographicplanningareasthatfollowtheoveralldevelopmentpatternsoftheCity:

Northwest–TheareanorthofLStreetandeastofInterstate5,alsoreferredtoastheCity’shistoricurbancore;

Southwest – The area south of L Street, generally encompassing those neighborhoods

includedwithintheMontgomeryannexationof1985;

East–TheareaeastofInterstate805,generallyencompassingmasterplannedcommunitiesdevelopedfromtheearly1990’s;and,

Bayfront –Theareawestof Interstate5 andnorthofL Street, currentlyunderdeveloped

withsomedevelopmentandlargevacantwaterfrontproperties.For the purpose of this Element, the City of Chula Vista focuses on each of the four geographicplanningareastotargetappropriateprogramsandactivitiesgiventheiruniquephysical,economic,and cultural characteristics. By utilizing a geographic focus area approach, the City is able toimplementprogramsthatbetteraddressthegrowingneedsoftheChulaVistacommunity.CityStrategicPlanTocontinuetoenhancetheeffectivenessandoutcomesofCityservices,in2013,theCitylaunchedaFive‐YearStrategicPlanasacomprehensiveframeworkforthefuture.TheStrategicPlanincludesseveralclearprioritiessetbytheCityCouncilsotheCityisaccountabletomeetcommunityneeds.The Plan sets annual objectives for each Department to meet identified goals. The goals andobjectiveswill serve as a roadmap of actions andoutcomes thatwill be reviewedon an annualbasis.Thereare13strategiesand28initiativestosupportfivecoregoalstoachievethesharedvisiontoensureavibrantandsustainablequalityoflifeforChulaVistaresidentsandbusinesses.TheCoreGoalsare:

OperationalExcellence EconomicVitality HealthyCommunity StrongandSecureNeighborhoods ConnectedCommunity


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While the entire City Strategic Plan is a common vision for the community and individual CityDepartments, each Department has specific stated objectives to complete annually. The PoliceDepartmentgoalsandobjectivesarecontainedin:

City Strategy 4.2: Enhance prevention efforts and prepare communities for naturaldisastersandotheremergencies;and,

City Strategy 4.3: Ensure adequate emergency response and post emergency recoveryservicestoourcommunity.

WithineachoftheseStrategies,thereareInitiativesforwhichthePoliceDepartmentisresponsible.It is important to note that the completion of these Initiatives is a core element in the PoliceDepartment’sStrategicPlan.TheseInitiativesare:CityInitiative4.2.2tocontinueandenhanceanalysisledpolicing.TherewerethreespecificgoalsforthePoliceDepartmentinthisInitiative:

The first goal is todevelop strategies and implement solutions to reduce calls for servicewiththeobjectivetoincreaseproactivetimeforpoliceofficers(Itwasnotedafalsealarmordinancewaspassed inFY2014 seeking to reduce thenumberof false alarmsbyup to80%).Inaddition,itisnotedtheCVPDiscontinuingtoworkonavarietyofotherprojectstoreducecallsforservice–thisInitiativeisongoing–probablycontinuingoverthenextfewyears.

The second goal is to reduce thenumberof repeatdomestic violence calls for servicebydeployingtheDomesticViolenceResponseUnit.

Thethirdgoalistorestructuretheinformationanalysisandsharingprocessestoenhancetimelyandqualitativeinformationtomanagersinordertomoreaccuratelyaddresscrimeanddisorderissues.

CityInitiative4.2.3toincreasethepublic’sperceptionofsafety.TherewasonespecificgoalsstatedforthePoliceDepartment:

The goal was to conduct a resident survey in 2013 utilizing similar resources for othersurveys completed in the past. Since the Plan’s development, data was analyzed (bothinternallyandexternally)tomeasureeffectsonthecommunity.Inlieuofanadhocsurvey,and until an instrument is created the Police Department can use for annual surveys todiscernchanges incommunityperceptions, theCommunitySurveyconductedasapartofthisplanningeffortsufficesasameasureofconstituentsentiments.

City Initiative 4.3.2 addresses strategies to restore and enhance public safety servicecapacity.ThegoalisforboththePoliceandFireDepartmentstorespondtoresidents’callsforserviceinatimelymanner. The Plan notes that some response time thresholds for both the Fire and PoliceDepartmentshavenotmettheGrowthManagementOversightCommissionstandards. Further, itstatesthatstaffingissuesforbothDepartmentshavedegradedtheirrespectivecapacitytoprovidequalitypublicsafetyservices.TherearefivespecificobjectivesinthisInitiativeforthePoliceDepartment’swork:


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1. HiringtheMatrixConsultingGroup(MCG)toreviewpolicestaffingandresponselevels.It

was noted that an increase in proactive patrol time by implementing operationalrecommendationsbasedonthePhaseIMCGReportisthegoal.

2. The second objective is to restore police replacement equipment. It noted the PoliceDepartment’sworkwiththeFinanceDepartmentinFY2013,whichutilizedbudgetsavingstopurchasereplacementvehicles.Thestatusofthisreplacementcycleisanissuetostudyintheplanningeffort.

3. Third,thePoliceDepartmentistocompleteandevaluatePhase2oftheMCGstudy,whichaddressestheoperationsandstaffingoftheSupportServicesUnits.

4. Fourth is to complete the implementation of the NetRMS (recordsmanagement system).Thisprojectisongoing.

5. ThefifthgoalforthePoliceDepartmentistoachieveauthorizedstaffinglevelstoincreaseproactivetimeforpatrolofficers.

As noted in the City’s Strategic Plan, the Police Department is one of the most importantcomponentsofcitygovernment.Acommunitycannotachieveeconomicvitalityorbehealthyandconnectedwithoutfeelingsafeandsecure.ChulaVistaiscontinuingtorecoverfromtheeconomicrecession over the last five years, with continued work to renew lost funding and identifyinnovativemethodstoattractadditionalrevenuenotpreviouslyseen.Ultimately, the City’s Strategic Plan gives the Police Department a solid tool to make quality,informeddecisionsaboutdeploymentandtheimplementationofnewprocessestoaddresspublicsafety needs today and in the future. The Plan explicitly encourages the Police Department toreflectareneweddemonstrationofoperationalexcellence.AsiswritteninthePlan,thefoundationof safe and secure neighborhoods is inextricably linked to a long‐term vibrant and connectedcommunity.FiscalRecoveryandProgressPlanTosupportthefinancialhealthoftheCity,theFinanceDepartmentpublishedbothaFiscalForecastfor2011‐15,andaFiscalRecoveryandProgressPlan(FRP)for2013‐17.Bothofthesedocumentsare key to ensure the City is administered in a fiscally sound manner, while also continuing todeliverqualityservicesacrosseachofitsDepartments.TheGeneralFundFive‐YearForecasthelpsthe reader understand the normative future given current projections of available funds andanticipatedexpenses:TableOne

GeneralFundFive‐YearFinancialForecastFiscalYears2013to2017,inmillions

Description FY10‐11Actual

FY11‐12Adopted

FY12‐13Forecast

FY13‐14Forecast

FY14‐15Forecast

FY15‐16Forecast

FY16‐17Forecast

Revenues $128.7 121.5 120.6 122.3 124.1 126.0 128.4EconContingency

Reserves

$3.0

(3.0) $‐‐ ‐‐ ‐‐‐‐ ‐‐

Expenditures/FundBalanceAdj.

$124.1

124.6 123.6 126.0 127.2

129.4 132.1

Surplus/(deficit) $1.7 ‐‐ (3.0) (3.6) (3.2) (3.3) (3.7)


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TheFRPnotes thedramaticadverse impactof thenational recessionstarting inDecember2007,and also discusses that the City implemented several budget balancing strategies to keepexpenditures in line with declining revenues. Following guidelines provided by the GovernmentFinanceOfficer’sAssociation(GFOA),theCityisworkingtoensurefinancialsustainabilityinanerawherethereisstillsignificanteconomicuncertainty.TheFRPreliesontwoprimarystrategies:

PhaseOneistoimplementapriority‐drivenbudgetprocessintwophases:o DevelopclearlydefinedCityprioritiesandfurtherdevelopingprograminformation;

and,o Tocompleteaprograminventorytoimproveperformancemeasurement

PhaseTwo entails using the priority‐based budgeting approach to develop future budgetallocations

The forecast fund balances (and deficits) are not predictions of futures funds thatwill either beavailableorexpendedforCitypurposes.ItisusefultohighlightissuesinthefuturetoallowtheCitytotakeactionnowtoenhancestabilityandcreateresilienceinthebudgetadministrationprocess.Revenues can change depending on assessed property values, a better or worsening economy,changestopensionorhealthcarechargesbytheState,orchangesinsalestaxcollectionbytheCity(whichnowreflectsthatChulaVistaisthesecond‐lowestpercapitaCityintheregionforsalestaxrevenue)orothermeanstofundnecessaryanddesiredservices.Duringthe2007‐2012recessions,eachCityDepartmentfacilitatedcutbacksintheirpersonnelandsupplies& services.AlthoughPolice andFire services are critical topublic safety, theywerenotexemptfromthesereductionsintheirrespectiveoperatingbudgets.From2007to2012,thePoliceDepartmentexperiencedareductionof$3,358,000,or7percent,oftheirpersonnelbudget.Inthesame time span, supplies and services were reduced $815,000, or 21 percent. The City alsoeliminatedordeferredCOLAandpensioncostscitywidetotaling$11,235,000.Althoughthereductionswerepainful,andrequiredhardchoicesacrosstheorganization,theywerenecessary to allow the City tomaintain a balanced budget, and also to be ready nowwhen theeconomyisbeginningtorecover.Thenextsectiondetails,inpart,thespecificimpactofpersonnelreductionstothePoliceworkforce,anddataintheappendixtothisreportreflectthedecreaseinworkoutputthatresulted.OneoftheprioritiesofthePoliceDepartmentintheStrategicPlanistoremainfiscallyresponsivetotheCity’sneedswhilealsocreatingplansandstrategiestore‐growthePoliceDepartmentasfundingandprioritiesallow.


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ThePoliceDepartmentThePoliceDepartmenthasawell‐deservedreputationasoneofquality,responsivepolicingandforitsmindsettodeliversafetyservicesconsistentwithbestpracticesinpolicing.AscanbeseenfromanassessmentofPartOnecrimedatainAttachmentC,theCityhasremainedrelativelyconstantinthefrequencyofseriouscrimes,experiencingagradualdeclineinseriouscrimesfrom2004‐2012.ChulaVistaFBIIndexcrimeratecomparesfavorablywithothercitiesintheregion,aswellasothercommunitiesofsimilarsizethroughouttheState,ascanbeseenfromthetablebelow.TableTwo

2012FBIViolentCrimeandPropertyCrimeRates,cities200,000‐400,000population

City Population ViolentCrimeRate PropertyCrimeRate

Irvine 217,528 50.7 1522.6Fremont 218,927 139.7 1944.7ChulaVista 249,830 233.3 2040.5Oxnard 201,797 298.5 2015.3Anaheim 344,526 371.2 2922.9SantaAna 332,484 401.2 2222.4Riverside 313,532 443.0 3450.4Fontana 200,874 472.2 2235.8Bakersfield 355,696 542.3 4991.3Modesto 204,631 775.6 5500.5SanBernardino 214,987 940.5 4888.4Stockton 299,105 1,548.0 5101.2

Source:FBIUCRCrimeDataAscanbeseen,ChulaVista isexperiencingsuccess inrelation tomostothercitiesof similarsizewithitsviolentcrimeratesandpropertycrimerates.Thosecommunitiesthathaverelativelylowercrimerates,aswellassomecommunitiesinthe100,000‐200,000populationband,areworthyofstudytoassesstheirpolicingpracticestodiscernwaysthosesuccessescouldbereplicatedlocally.TheSanDiegoregionbegantoseeincreasesinseriouscrimein2012;ChulaVistasawthesesamecrimesbegin to rise in2013.Lookingmoredeeply into theworkof theDepartment,onecanseethatthetotalarrestshavedeclinedsince2007,ashavethenumberoftrafficandparkingcitations(Attachment C). Although staffing has declined (as will be discussed below), calls for policeassistancehavemarginallyincreasedinthepastthreeyears.

RegionalCrimeIn2013,SANDAGcompletedanassessmentandoverviewofcrimeintheSanDiegoregionforthepreceding30years.Thereport’smostinterestingfindingswerethatcrimehadfallenoverthattimespan,butthatsmallincreaseshadbeenseenfrom2011to2012.Lookingat2013crimedata,thattrend upwards continues,which should concern public safety professionals as they plan for thefuture.At thesametime, incitiessuchasChulaVista,wherecrime is low, there isample timetoplanprogressivelyandtocreatestrategiestomaintainthequalityoflifeandrelativecrimelessnessthecommunityhasexperiencedforthepastdecade.Significantreportfindingsare:


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In2012,both theviolentandpropertycrimerates for theSanDiegoregion increased forthefirsttimesince2001and2003respectively.Theviolentcrimerateincreased7%to3.77per1,000population,andthepropertycrimerateincreased6%to22.15.

Therewere107homicidesintheSanDiegoregionin2012,a30%increasefrom2011,andthelargestone‐yearjumpofthefourviolentcrimestypes.

Thenumberofrobberiesacrosstheregionincreased5percentin2012ascomparedwith

2011,withincreasesinalllocationtypesexceptbankrobberies,whichdecreased22%.

Overthepasttenyears(2002‐12),thepercentofpropertyrecovereddecreasedfrom46%to21%,possiblyreflectingadvancementsintechnologyandtheeaseofdisposingofstolenproperty,prioritiesofpolicedepartments to focusonviolentcrimewith limitedavailableresources,aswellaschangesinhowinformationiscompiledandreported.

At mid‐year 2012, national violent and property crime rates were also up compared to

2011,buttoalesserdegreethanintheSanDiegoregion.CallsforServiceTable Three reflects the total call volumebymonth from2011‐2013. The calls for service totalsreflectcallsfromthepublicrequestingpoliceassistanceinsomemanner.FortheChulaVistaPoliceDepartment, call volumes remain fairly constant eachmonth throughout theyear for eachof thepastthreeyears.Monthlycallvolumetotalshavenotgonebelow4,559,andthehighestmonth(August2012)was6,076.Similarly,theurgentandimmediateresponsecallsforservicearealsofairlyconstantfromonemonth to thenext. Overall, CFShave increased from64,430 in 2011 to 65,779 in 2013, stillmore than9percentbelow theaverage call volume from2003‐2009,whichwas72,567CFSperyear(GMOC2013Report).Althoughonemightexpectseasonaldifferences,theyareminimalascomparedwithotheragencieswith large school, military or tourism sectors. There are no “down” months with regard to thepublic’srequestsforpoliceserviceintheCity.Overall,thetablereflectstheneedtohaveconsistentstaffingforemergencyandroutinecallsforservicethroughouttheyear.


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TableThree

ChulaVistaPoliceDepartmentCallsforService 2011 2012 2013

January 5,159 5,226 5,195February 4,559 4,756 4,893March 5,312 5,205 5,556April 5,332 5,232 5,450May 5,621 5,844 5,895June 5,471 5,646 5,492July 5,969 5,741 5,870August 5,935 6,076 5,978September 5,715 5,680 5,834October 5,462 5,845 5,360November 4,934 5,239 5,173December 4,961 5,257 5,083Total 64,430 65,747 65,779

Source:ChulaVistaPoliceDepartmentAcompaniontothedatareflectingthenumberofcallsisanassessmentoftheresponsetimesforthemost importantCFS.Thisdata is a core functionof theCity’sGrowthManagementOversightCommission(GMOC),whichcompilesresponsetimesandothermeasuresofperformanceacrossarange of function in City government. The GMOC and Police Department set a threshold of 81percentofP1responses tobewithin7minutes(withanaverageresponsetimeof lessthan5:30minutes). TheP2 CFS thresholdwas set at 57percent of CFSwithin 7minutes,with an averageresponse time at 7:30 minutes or less. P2 CFS have consistently failed to meet the thresholdstandard,andPoliceandGMOCstaffhaveproposedtochangethestandardto12minutesfortheaverageP2CFSresponse.ThespecificoutcomesofCFSresponsesareshowninTableFour.TableFour

ResponseTimestoCallsforService,2005‐06to2012‐13

Year PriorityOne,%CFSwithin7

mins

P1AverageCFSResponseTime

PriorityTwo,%CFSwithin7

mins

P2AverageCFSResponseTime

Threshold 81.0 5:30 57.0 7:30FY2012‐13 81.5 4:57 42.7 11:37FY2011‐12 78.4 5:01 41.9 11:54FY2010‐11 85.7 4:40 49.8 10:06FY2009‐10 85.1 4:28 49.8 9:55FY2008‐09 84.6 4:26 53.5 9:16FY2007‐08 87.9 4:19 53.1 9:18FY2006‐07 84.5 4:59 43.3 11:18FY2005‐06 82.3 4:51 40.0 12:33

Source:GMOC2014AnnualReport


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StaffingLevelsAs a part of the City’swork to control budget expenditures during the 2007‐2012 recession thePolice Department saw significant staffing reductions in both sworn and professional ranks.Accordingtoindependentmediasources,theDepartmenthasthelowestpercapitaswornstaffingofanypolicingagencyintheregion.Thedeclineinauthorizedstaffingresultedintoughchoiceswithregard towhich areas to retain, andwhichwerenecessary to contract tomeet call volumes andservice demands. Although each unit and position formerly filled by Department staff was anelementoftheoverallsuccessoftheagency,theywerereducedtoensurefieldstaffinglevelsweremaintained to ensure the public’s safety. A synopsis of the staffing changes can be seen inAttachmentD.There have been reductions in staffing across the divisions, units and functional work teamsthroughouttheorganizationsince2008.Mostnotableamongstthechangesandreductionsare:

Overall, sworn staffing declined from 252 officers, agents, sergeants, lieutenants andcaptainsin2007toalowof216forFY2012.The2014/2015fiscalyearwillauthorize225swornpersonnel.

The numbers of professional staff saw similar declines, moving from 114.5 authorizedpositions in 2007 to a low of 84 by 2012. There are 87 authorized professional staffpositionsforthe2014/15FY.

Theoverallnumbersdidnotmerelyshrinkexistingservicesequallyacrosstheboard.TherewerereductionstounitsandpositionsthatdirectlyaffectedthecapacityoftheDepartmenttodeliverdesiredservicestothepublic.Amongstthedrawdowninpositionswere:

o A reduction inCommunity ServiceOfficers from11 in2007 to3 in2012. For the2015/16FY,CSOstaffinghasrisento8positions–5 inPatrol,2 in Investigationsand1inTraffic

o Dispatchstaffingwasreducedfrom24Dispatchersin2008to18forFY2015/16

o School Resource Officer (SRO) positions were reduced to levels that would befiscallysupportedbytheSchoolDistricts.Inthepast,theCityandschoolssplitthecostoftheprogram;however,schoolsarenowfundingtheprogramwithoutaCitycontribution for staff salaries. In 2007, the SRO program staffed 2 Sergeants, 2Agents,and18SRO.ForFY2015/16,therewillbe1Sergeant,1Agent,7SROand1PromiseNeighborhoodOfficer

o Traffic enforcement has declined in recent years; much of that decline can be

attributedtothereductioninstaffingintheTrafficUnit.Thepeaknumbersassignedtotrafficenforcementastheirprimarydutywas21(2Sergeants,8MotorOfficers,3Officersassignedtodrunkdrivingenforcement,3Officersassignedtoothertrafficprograms, and 5 professional staff). Current Traffic Unit staffing is 1 Sergeant, 6MotorOfficers,1DUIOfficerand3ProfessionalStaff

o TheStreetTeam,assignedtofielddutiestoworkongangsuppression,seriescrimes

and similar issues,was folded back into patrol duties to help fill shiftminimums.Theteamformerlyconsistedof1Sergeant,1Agentand7PoliceOfficers


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o The Department’s Public Information Officer position was eliminated in 2011; 2Lieutenants formerly assigned as Geographical Police Commanders have beenreducedto1positionresponsibletomanagecommunityissues,trafficenforcement,SRO’sandspecialevents.AnaddedLieutenantassignedtoSpecialOperationswasalsoeliminated

o TheCitycontractedwithaprivatevendorforparkingenforcementofmeteredzones

on Third Avenue, and has staffed a single parking enforcement officer for otherparkingissuesinthecommunity

o Police Officers have also been pulled from various task force positions, which

includetheNarcoticsEnforcementTeam,theJUDGE(JurisdictionsUnifiedforDrugand Gang Enforcement) and Auto Theft Task Forces to help fill staffing in PatrolServices

o Finally, the Professional Standards Unit, responsible for recruitment, human

resourcesandinternalaffairs, lost itsTrainingManagerandSecretarypositions in2010

Againstabackdropofsignificantfiscalissues,staffingreductionsandmarginalincreaseincallsforservice,thePoliceDepartmentelectedtobegintheprocessofchartingitsfuturethroughanewStrategicPlan.SincetheCityhasalreadyestablishedstrategicgoalsfortheentireCityorganization,andsincetheCity’sfiscalrecoveryplansarealreadyinplace,therecouldbenobettertimeforthiswork.


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ThePlanningProcessWhyPlan;WhyNow?“Inpreparingforbattle,Ihavealwaysfoundthatplansareuseless,butplanningisindispensable.”

DwightEisenhower,Five‐StarGeneraland34thPresidentoftheUnitedStatesThemembersoftheChulaVistaPoliceDepartmentworkedtocreateaPlanforourfuturethatwasnotmerelyadocumentforpublicconsumption,ortonotewhatwewantedtodoforthenextfewyears.Itcreatesafoundationforrealchange.OurCityhasweatheredthestormofwhatmanysaywastheworstrecessionsince1929.The2007recessionsawasignificantdropinpropertyvalues,revenuetotheCity,andastoptothegrowthanddevelopmenttowhichthecommunityhadbecomeaccustomedfortheprevioustwodecades.The dramatic drop in revenue forced some very hard choices for City leaders. The PoliceDepartment was not exempt from the necessary cutbacks in staffing and service. In fact, theDepartment’s swornstaffing level is lower thananyotherpoliceagency in theregion. Inspiteofthat,crimehasnotspiraledoutofcontrol,andourcommunityremainsconfidentinourabilitytoprovidequalitypoliceservices to them.As the fiscalandeconomicclimatescontinue to improve,nowistheidealtimetoplanforthefuture.The Police Department’s Strategic Plan is a document of purpose; it is also a statement of ourrecognitionthateffectivepolicinginthefuturewillonlybeachievedthroughstrongpartnershipswithourcommunityandbyaconstant focusonbestpractices inpublicsafety.The timingof thePlan coincides with significant growth in Chula Vista over the next decade and beyond. It alsocoincideswithtrendsincrimeanddisorderthatareseeingareversalofthedecliningcrimeratesofthepastseveralyears.Tothatend,theDepartmentassembledaProcessPlanningTeamconsistingof volunteers from amongst all ranks and positions, sworn and professional staff, in theDepartment.TheProcessPlanningTeamscouredreamsofreports,dataandinformation.TheyalsoconductedfieldresearchtodiscerntrendsandemergingissuesthatwillfacetheDepartmentandcommunityinthenextseveralyears.Oncethatworkwascompleted,theysurveyedtheirpeersandmembersofthe community to determine their perspectives about the priorities and problems they felt thePoliceDepartmentshouldaddressinaPlanforthefuture.Fromthatwork,theycreatedaseriesofGoalstoachieve inthenext fiveyears,alongwithObjectivesthatwillbecometheirspecific tasksandactivitiestoseesuccess.TableFivereflectsthemajorPriorityAreasestablishedbytheProcessPlanningTeam,andwhichguidedtheirworktodeveloptheGoalsandObjectivestoachievesuccessfulfillingtheintentofeachStrategicPriority.


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TableFive

PriorityAreaOne:ThePeople

PriorityAreaTwo:ThePartnerships

PriorityAreaThree:TheProcesses

This Strategic Priority focusesonthemembersofPolicestaff,andourwork torecruit, retainand develop the best possiblestaff to carry out the intent ofthe Department’s Plan for thefuture. Staff would thencommittoconductpolicinginaprofessional and empatheticmanner, consistent with thebestpracticesoftheprofession.ThePriorityalsoincludesworkto create and sustainsuccessionplanningtopreparestaff to assume positions ofgreaterresponsibility.

This StrategicPriority centers onthe partnerships the PoliceDepartment has, or will form,with our many communities.These include partnerships withother elements of citygovernment, the neighborhoods,our schools and businesses, andthe electronic community ofwhich many are members insocial media. This work isintended toenhance the levelsoftrust and cooperation with ourconstituents and add to thetransparencyofourwork.

This Strategic Priorityarticulates the ways in whichexcellence in policing isassessed, evaluated andmeasured. It isacompaniontoPeople and Partnerships. Thegoalsinthisareaguideworkofthe organization; others are toensure we address issuesbeforetheycanbecomeseriouscrimeordisorder issues in thecommunity. Finally, it willguide the agency’s acquisitionand use of technologies toenhance our work to combatcrime.

TheProcessPlanningTeamandItsWorkFrom a list of more than forty members of staff who volunteered to be a part of the ProcessPlanning Team (PPT), the Department selected twenty members of the organization. Theyrepresented a cross section of sworn and professional staff at all levels. The PPT met in fourworkshops at monthly intervals beginning in late May 2014. In the last workshop, the ProcessPlanning Team completed itswork by presenting their respective draft Goals andObjectives foreachStrategicPriority.ThefinalPlanforthefutureseenbelowisthefinalformofthoseGoalsandObjectives,andisalsoshapedbytheworkcompletedbytheProcessPlanningTeammembersoverthe four‐monthperiod theywere together.Attachments to thisPlan contain several outcomesofthatwork.Thereaderinterestedtoseethelevelofexcellenceofthatwork,orwhomaywishtoseetheoutcomesoftheTeam’sworkandhowitimpactedthePlan’sdevelopment,shouldtaketimetoreadeachattachment.ThePPT’sviewofthefutureoftheChulaVistaPoliceDepartmentiscapturedinAttachmentE.Inthe firstworkshop, small groupswereasked todescribe theDepartment tenyearshence if theirplansanddreamshadbecomereality.Itiscriticalforanyplanningefforttocreateanimpressionofwhat itssuccessfuloutcomescouldbe; thishelpsguideandenergize theworkof those tasked tocomplete it.Using that foundation, the facilitatorcompleted twomorecompletescenarios;one isoptimisticandreflects thespanofworkof thegrouptoplanthe future.Thesecondscenario isacautionarytaleofanadversefuturethatcouldemergeiftheorganizationfailedtoplan,andalsodidnotremainvigilantintheirdutytohelpcreatethepathbeforethem.TheSWOT(Strengths,Weaknesses,OpportunitiesandThreats)AnalysisOneofthefirstactivitiesoftheopeningworkshopwasthePPT’sperspectiveonthestrengthsandweaknesses of the Police Department, and also opportunities and threats they saw in theiroperatingenvironment.ASWOTAnalysis(theStrengths,Weaknesses,OpportunitiesandThreats)


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listedinAttachmentFisacommoninstrumentadministeredtogroupsbeginningachangeprocess.It isusefultohelpidentifyhowtheorganizationfeelsabout itselfandhowtheyseethenatureoftheirworkingenvironment.ThemostsignificantresponsesforthePPTarereflectedinTableSix.TableSixOrganizationalStrengths

OrganizationalWeaknesses

OpportunitiesintheEnvironment

ThreatsandChallengestheymayface

Professionalism CVPDfacility Qualitypersonnel Chief&Command

Staff CommunityPolicing Welcoming

environment Familyenvironment Nottoobig,nottoo

small Stillgrowing Communitysupport CVPDFoundation Peersupport Politicalsupport

StrategicIT

planning Techinfrastructure Lackof

communication Training–both

swornandcivilian Labor/management

division Highworkload Employeeretention Pay/benefits

package Organization

direction Lackoffollow‐

through Nostrategicplan Blurredvision

GrowthinCity Development

projects Recoveringbudget University&

Bayfront Community

engagement NewCityleadership Poisedtoleverage

technology Implement

continuousimprovementideas

Communitypartnerships

Socialnetworking Mobile

communications Cross‐border

relationships

Rapidchangesintechnology

Rapidchangeincrimetrends

Budgetreductions Politicalenvironment Competitionfor

recruitment Trafficincrease Rapidgrowth Homelessness Increaseingeographic

divide Attritionand

retirements Newpopulationbase Federalfunding Immigration Bureaucracy

EventhoughtheSWOTresponsesareasnapshotofperceptions,groupsoftensurfacelatentissues,and also are able to create a consensus around the most critical items in each category fairlyquickly. The deficit in this specific exercise is that many groups are less than candid aboutweaknesses,andthattheytendtoexternalizethereasonsfororganizationalissues.TheFacilitatordidnotfindanunduepresenceofthosefeelings,butdidfindahealthybalancebetweenprideintheorganizationandadiscontentonmerely sustaining the statusquo. In short, theSWOToutcomesstronglyindicatedtheplanningprocesstocomewouldbesuccessfulifsimilarlevelsofcandorandenergywereconsistentthroughout.TheSTEEP(Social,Technological,Economic,Environmental,Political)AnalysisBetweenthefirstworkshopinMayandthesecondinJune,theProcessPlanningTeamwasaskedtoconductastructuredanalysisofthetrendsandissuesintheorganization’soperatingenvironmentthatwouldpossiblyimpactitsoperationsinthenext4‐5years.TheProcessPlanningTeamusedaSTEEPProcess todividethescanningwork intousefulelements.STEEP isanacronymforSocial,Technological,Economic,Environmental,andPolitical.Thefivesmallteamsreportedtheirfindingsin the Juneworkshop, and theirwork is captured inAttachmentG.Mostprominent amongst theemergingissuesstudiedwas:


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The equipping of body‐worn cameras for officers in the field was likely in the next fewyears. Further, one study noted that officers equipped in this manner were involved infewerincidentsofassaultsagainstthepolice.Otheradvantagesoftheuseofcameraswouldbetohelpdefendofficersfalselyaccusedofmisconduct,andalsothatthefootagewouldbeavaluabletrainingaidforrecruits.

Thatmarijuanawasmovingtowardsdecriminalization,andpossiblelegalization,inthenextdecade. The team discussed how this might impact recruiting, enforcement efforts andsimilarareasinthenearterm.

The use of drones and unmanned aerial vehicles was becoming much more likely with

recentpoliciesenactedbytheFAAtocontrol theiruse incivilairspace.ThepublicwouldhaveconcernsoverthepoliceuseofUAV,althoughtheycouldbeaboontoprotectingthepublicinexpensivelyinanumberofcircumstances.

Socialmediahasbecomemainstream, and thepolicewouldhave tobecomeactive in the

dialogofsocialmediaonanongoingbasis.

TheCity’s tax and revenue streamwill not increase significantlyover thenext fewyears,althoughthedevelopmentsnowinplanningshouldhelptoeasethefundingconstraintsofthepastfiveyears.TheCitystill lacksadequatemajoremployerstocreatesufficientsalestaxfromretailers.

There isanever‐increasingrelianceon federal funds formunicipalpolicing,especially for

taskforcesandgrant‐fundedprograms.Sincethecontinuanceofthesefundsisuncertainatbest,theCityshouldconsiderwaystosustainservicesifthatmoneywentaway.

TheincreasesinpopulationintheCityinthenextdecadewillbringnewchallengesasthe

City becomes more crowded, and more geographically extended. Without accompanyingstaffing increases, thenewcommunitieswill causea significant strainonpolice responseandpatrol.

The possible City ownership of the Olympic Training Center will create unknown

obligations,bothfinancialandpersonnel.ItsimpactonpoliceoperationsisunknownuntilaplanemergestolayoutwhataCityownershipmodelwillencompass.

Thereareanumberofother issuesraisedthroughthisprocess,andtheattachment isavaluablewaytogetasnapshotofemergingissuesforwhichplansandstrategieswillhavetobedeveloped.

CommunitySurveyingThemajoractivityof theProcessPlanningTeambetween the Juneworkshopand thesucceedingoneinJulywastoconductsurveyswithpeers(internalstakeholders)atCVPDaswellaswithselectmembersofthecommunity(externalstakeholders)fromfourareas:

CitystaffnotinthePoliceDepartment Thebusiness/civiccommunity Theclergy Localschools


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Each Teammember received a survey instrument for each group. The surveywas a qualitativeinstrument intended to surface comments about the person’s perspectives about the PoliceDepartment, its future, any adverse issues, and goals it should establish. The surveys weresubmittedtotheFacilitator,andthencollatedintotwomasterreportsfortheTeam’sreviewinJuly.The reportswerealsodistributed toCVPDmanagement staff for their reviewand consideration.Duetothelengthofthecompiledresponses,theyareavailableforreview,andnotattachedtothisPlan.Itisimportanttonote,however,thattherewerenopersistentthreadsofdiscontentfromanyofthegroupsandcommunitiessurveyed.AsynopsisofsurveyoutcomesisinAttachmentH.Internal stakeholders were concerned about the state of technology, especially with theDepartment’s IT infrastructure. They had some concerns with the quality of training for newpersonnel, andmany stated they needed higher staffing levels so the Department could resumedeployment of the Street Team, investigative positions, and similar positions eliminated in thecutbackofpersonnel inthepast fouryears. Therewasarecurringthemefromprofessionalstaffthattheorganizationtendedtocelebrate,recognizeandstaffaccordingtoswornneeds,sometimesat theexpenseof themorale andoperatingefficiencyofprofessional staff.One issueofnote, forexample,wasthatstaffdesiredaswornofficeratornearthefrontcounterinthepolicefacility.Therespondentsstatedtheyfeltlesssafethantheywished,andalsothatanofficer’spresenceisneededmorequicklythanthecurrentdeploymentallows.ThisisoneissuethatissuitedforexaminationandactionbytheChiefandCommandStaff.External stakeholders were generally positive with regard to how they viewed the PoliceDepartment.Persons fromschools stated they felt verypositive about theofficerswhopatrolledareasnear their schools. They also said theywantedmoreofficers to stop and talkwithkids, towork on drug issues, and to work with school personnel on common goals. The businesscommunitywasneutraltopositive,withtheonlycomplaintsbeingresponsetimesfornon‐criticalcalls. Some expressed a concern about homelessness and decay on thewest side of town.Manyfromeachcommunitystatedconcernsaboutthe“twocities”westandeast.Somethoughtaddingasubstationwouldbeagoodidea.Thesurveyresponsesfrombothinternalandexternalcommunityshouldbeavaluableresourceforplanning,andalsotoaddressinternalissuesmoreconstructivelyinthenormalcourseofadministeringtheorganization.BobHarrison,theconsultantretainedtofacilitatetheplanningprocess,alsoconductedmorethanadozen interviews with key persons from the business, civic, schools, residential and Citycommunities. He found thatmembers of the communitywere universally helpful andwilling toprovidecritiqueandpraiseregardingthePoliceDepartmentwhenasked.Themajorityexpressedpositivesentimentstowardthepolice,althoughconcernswereraisedregardingtheslowresponsetimes,thepoliceresponsetohomelessissues,andtheschoolswantmoreinteractionwithstaffandstudentsforbothenforcementanddevelopmentalneeds.TotalpersonssurveyedbymembersoftheProcessPlanningTeaminthisprocesswere:

65constituentsfromschools,business/civic,Citystaffandclergy 74peersofvaryingpositions,lengthofservice,andranks

Inaddition,Harrisonsurveyedthe20ProcessPlanningTeammemberstocomparetheoutcomesfromacommittedvolunteergroup fromwithin theDepartmentwithresponses fromothers.Thefacilitatoralsopersonallyinterviewed12‐15keymembersofthecommunity.Thisgroupincluded


22

persons identifiedby theDepartmentaskeypersons incoreconstituentgroups,aswellas thoseidentifiedbythefacilitatorasleadersinthelocalcommunity.GoalsandObjectivesThe finalmajor component of the Process Planning Team’s workwas to create draft Goals andObjectivesineachofthethreeStrategicPriorityareas.Theoutcomesofthatworkarereflectedonthefollowingpages.TheProcessPlanningTeamalsoreceivedtrainingandbeganthemostcriticalelement of the Plan for the Future – action planning leading to the completion of ObjectivessupportingsuccessineachGoallisted.The names of Process Planning Team members are listed in Attachment A to this document.Althoughmembersof theTeamreceivedspecific training,andwereable todevelopnewskills insurveying, planning and creating the envisioned future, their work is not complete. They willbecomethe leadersof theorganizationalwork tohelpcreate the future,and tobringothers intotheirworksoeveryoneintheChulaVistaPoliceDepartmenthasanopportunitytoaddtheirvoice(andtheirhardwork)tomakeithappen.


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StrategicPrioritiesfortheChulaVistaPoliceDepartmentAswepublishthe2014‐2019StrategicPlanfortheChulaVistaPoliceDepartment,wecommittoanumberofStrategicPrioritiesasweworktoachievesuccessineachPriorityandGoal.Thereaderwill see that ourwork is displayed in three Priority Areas: The People, The Processes, and OurPartnerships. This approach allows one to clearly see the major areas of emphasis; it alone,however, is not enough as we embark on work to create the agency’s future. Underlying thespecifics of each Goal and Objective are the overarching themes of service to the community,protectionoflifeandproperty,andbeingaleaderintheCity’sworktobuilditsfuture.Tothatend,wecommittotheseStrategicPriorities:

Wewillengageinplans,strategiesandactivitiestoprotectlifeandpropertyfortheresidents,merchantsandvisitors to the community.Beyond theworkdonebypoliceagencies inmanyotherareas,theChulaVistaPoliceDepartmentiscommittedtoaddingvaluetothecommunitythrough itsworkby sustainingand strengthening itspartnershipswith internal and externalstakeholder;byimplementingprocessestoundertake,analyzeandassesstheoutcomesofourwork to improve it on a continuous basis; and, by recruiting and retaining a staff that iscommittedtothelong‐termhealthoftheCityofChulaVista.

Wewill continue to enhance our partnershipwith other departments of city government toaligntheworkofthePoliceDepartmentwiththeworkofotherstocarryoutthedirectionoftheCityCouncilandthepeopleofChulaVistatocreateafuturewithinwhicheverypersonhastheopportunitytogrowandthrive.

Wewillengageinpolicingthatwillhelpcreateadesiredqualityoflifeforourneighborhoods,

villages,retailandcommercialcommunitiesandourgrowingCity.Coretothatfocusistohaveacommunity that is free from the fear of crimeanddisorder.TheCityhas grown into distinctidentities from the west to the east, and will soon add a thriving tourist‐retail‐residentialBayfront community. In coming years, a university, retail, residential and hotel space willemergeintheeasternsectionoftheCity.TherewillalsobenewvillagesgrowinginOtayMesa.Each of these communities will require police services tailored to their specific needs, achallengeforwhichthePoliceDepartmentispreparingthroughthisStrategicPlan.

Wewill remainawareof, and responsive to, the fiscal constraintsof citygovernance.Weare

committedtoexpendscarcepublicbudgetdollars inafiscallysoundmanner,andtoconsidertheresponsibilitytogrowthePoliceDepartmentinwaysthatareconsistentwiththefinancialhealth and stability of the City’s strategic direction. This includes participating in the City’sPriority‐DrivenBudgetProcess to identify theDepartment’spriorities, define thoseprioritiesclearly, and then establishmeans bywhich to evaluate and assess the outcomes of work toachieve them. This Strategic Plan represents an articulation of the Department’s Priorities,GoalsandObjectivesstatedinwaysconsistentwiththatprocess.

Wewillcontinuetoexploreexistingandemergingcrimecontrolandinvestigativestrategiesto

remain on the leading edge of professional policing in California. Examples of thesemethodologieswould be tomaintain and expand our presence on the Internet and in socialmedia,toutilizeanalyticstohelpidentifythecausesandtrendsofcrime,toemployprogressiveprogramstosustaineffectivepartnershipswithourconstituents,andtohireandretainthebestqualitypeaceofficersandprofessionalstafftocarryouttheintentoftheDepartment.


24

Finally, we will conduct the work of the organization in a trustworthy manner that istransparent to the communitywe serve. In timeswhereour constituentsmaybedissatisfiedwithourservice,weare committed tonot justassuageconcerns,but toseek tocontinuouslyimprovehowwedoourjobstogaintheconfidenceofeachmemberofthecommunity.


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CHULAVISTAPOLICEDEPARTMENTFIVE‐YEARPLANFORTHEFUTURE

STRATEGICPRIORITIES,GOALSANDOBJECTIVES

STRATEGICPRIORITYONE:THEPEOPLEThis Strategic Priority focuses on themembers of Police staff, and ourwork to recruit, retain anddevelopthebestpossiblestaff tocarryout the intentof theDepartment’sPlan for the future.Staffwouldthencommittoconductpolicinginaprofessionalandempatheticmanner,consistentwiththebest practices of the profession. The Priority also includeswork to create and sustain successionplanningtopreparestafftoassumepositionsofgreaterresponsibility. Goal1.1.Enhanceexistingorganizationalculture

Identify the finest aspects of CVPD’s culture and research strategies to amplify its strengths; alignworkinthePoliceDepartmentwiththatintheCityandwithpartnercommunityorganizationssotheculture of the Police Department is known by our constituents, and so it creates a foundation fororganizationalidentityandrecruiting.

Objective1.1.1 By 1‐1‐15, begin work to identify criteria by which to measureemployee understanding of CVPD’s key cultural underpinnings andreinforce their adherence to thedesired culture; by 7‐1‐15, completedocumentation to capture the existing and desired futureorganizationalculture

Objective1.1.2 By 1‐1‐16, identify actions through which leaders may foster anunderstanding and encourage willing adherence to positive culturaltraits at all levels of the Department, and then train supervisors andmanagerstothatstandard

Objective1.1.3 By 7‐1‐16, identify strategies bywhich CVPD employeesmay projectouruniqueandpositiveorganizationalculturetoourcommunity,andto our professional counterparts in other agencies, and then publishthosestrategiestostaffandtrainthemtothatstandardby12‐31‐16

Goal1.2.BrandingtheorganizationandrecruitingnewmembersoftheCVPDCreateaconsistentbrandingandrecruitingcampaignfocusedonmarketingto,recruitingandthenhiringexcellentswornandprofessionalstaffmembers.Thebrandingcampaignwillfocusnotonlyonthe specific and unique attributes of the Police Department, but also the advantages of living andworking in Chula Vista. The recruitment of newmembers of the organization is perhaps themostcritical work of the organization. Without quality professionals, plans will be left undone. As theagencygrowsoverthenextseveralyears, theseparallelcampaignswillcreatea foundationforthePoliceDepartment’ssuccess.

Objective1.2.1 By 1‐1‐15, start work to identify effective, consistent and engagingmethods to bolster the Department’s social media presence forrecruiting new officers and professional staff. Complete the initialsurveyofpossiblemethodsandchoosethosemostappropriateby7‐1‐15.By1‐1‐16,implementthechosenstrategies

Objective1.2.2 CompleteaprioritizedCVPDrecruitmentwebsiteby7‐1‐15,andthenmanagethesitetointeractandrespondtoqueriesandtomanagethehiringprocess


26

Objective1.2.3 By 7‐1‐15, identify and evaluate the effectiveness of print and onlineadvertising on a recurring basis, and then modify recruit strategiesaccordingly

Objective1.2.4 By7‐1‐16,identifywaystocoordinateCVPDbrandingeffortswiththatof the City to underpin a strategic marketing program for newemployees

Goal1.3.SeektolocateandattractexperiencedPoliceOfficercandidatesforlateralhire

ThisgoalwillestablishandsustaineffortstotargetexperiencedpoliceofficerstoapplyandbehiredbythePoliceDepartmentasameanstoensurepolicestaffingiskeptatdesiredlevels.

Objective1.3.1 By7‐1‐15,identifyandprioritizeeffectivestrategiestoattractqualifiedpoliceofficerlateralapplicants

Objective1.3.2 By 7‐1‐15, identify regions of California and other states that wouldproducethehighestqualityandquantityofqualifiedapplicantsforhire

Objective1.3.3 By 1‐1‐16, identify and prioritize incentives to invigorate a potentialcandidate’sfocusonCVPDasafutureprofessionalhome

Objective1.3.4 Identifywaystoreducebarrierstocompletingthehiringprocessfacedby lateral police officer candidates who do not live in the San Diegoregion

Goal1.4.EmployeeretentionandcareerdevelopmentThisgoalintendstoretaincurrent(andfuture)staffbyprovidinganengagingworkenvironmenttofosterasuccessfulandpersonallyrewardingcareerwiththePoliceDepartment.Thisgoalalsostrivesto integrate thework of related goals for training, assignment and developmental activities in anoverarchingemployeeCareerDevelopmentPlan.

Objective1.4.1 By1‐1‐15,beginworktoidentifywaystoworkmorecloselywithCityHRandlaborassociationstomaintaincompetitivepayandbenefits,aswell as stablework contracts, as onemeans to convey to employeesthattheyarevaluedbytheCityorganization

Objective1.4.2 By 7‐1‐15, complete work to standardize employee careerdevelopmentopportunitiesforswornandprofessionalstaff

Objective1.4.3 By 1‐1‐16, create a standardized employee career development planfor each employee to help them track their career progress andmilestonestoachieveastheyprepareforthechallengesofassignmentsandpromotionstohigherranks

Objective1.4.4 By 7‐1‐16, integrate the employee’s training plan into the employeeevaluationprocessasameanstolinktheindividual,theirassignment,andtheircareergoalsanddevelopmentintooneprocess


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Goal1.5.EstablishformalsuccessionplanningThis goal strives to formalize efforts to prepare all members of staff to enhance their careerdevelopmentthroughtheprovisionofdevelopmental,trainingandmentoringexperiencesasapartof a succession plan. Aspects of such a planwill identify envisioned retirements, separations andgrowthneedsof thePoliceDepartment, and thenpreparemembersof theorganization to assumerolesofgreaterinfluenceandresponsibility.

Objective1.5.1 By7‐1‐15, identifyareliablemeansbywhich to forecastvacanciesateachlevelandeachassignmentintheorganization

Objective1.5.2 By 7‐1‐16, create an appropriate and realistic succession planningframeworkthatextendsfromtheemployee’scareerdevelopmentplantoprovideoptionsandopportunitiesforthosewhoaspiretoenhancethe breadth of their expertise and prepare for positions of greaterresponsibility

Objective1.5.3 By 1‐1‐17, establish minimum experience, education and trainingrequirements for all positions to which an incumbent is promotedthroughacompetitiveprocess

Objective1.5.4 By1‐1‐17,createaformalmentoringprogramforneweremployeestohelp them understand the ways in which an officer or member ofprofessionalstaffmaymovethroughtheircareers


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STRATEGICPRIORITYTWO:OURPARTNERSHIPSThisStrategicPrioritycentersonthepartnershipsthePoliceDepartmenthas,orwillform,withourmanycommunities.Theseincludepartnershipswithotherelementsofcitygovernment,theneighborhoods,ourschoolsandbusinesses,andtheelectroniccommunityofwhichmanyaremembersinsocialmedia.Thisworkisintendedtoenhancethelevelsoftrustandcooperationwithourconstituentsandaddtothetransparencyofourwork. Goal2.1.Establish,sustainandenhancerelationshipswithotherCityDepartments

ThisgoalstrivestoformallyestablishcollegialrelationshipsbetweenmembersofPolicestaffandtheircounterpartsinotherCitydepartments.Oneofthesignificantissuesidentifiedintheplanningprocesswasadesiretohavethepoliceworkmorecloselywithothers.Currentandplannedprojectsrelatedtothegrowthofthecommunitywouldbenefitfromteamsthatincludeapolicemembertoensuresafetyneedsaremet.Atthesametime,policestaffwouldbenefitfromhavingabetterworkingrelationshipwithothers,andtohaveabetterunderstandingoftheCity’sworkacrosstheentiregovernmentorganization.

Objective2.1.1

Begin to work to identify present and anticipated InformationTechnologyneedsforpolicestaffby1‐1‐15;sustainarelationshipwithCityITstafftoensurecurrentandfuturetechnologyneedsaremet

Objective2.1.2

Establisha formal liaisonwithmembersofFinancestaffby1‐1‐15 todevelop a better understanding of theCity’s finances, how it projectsfiscalneeds,andtoprovideinputtothefinanceprocessfromapoliceperspective

Objective2.1.3

Establish a formal liaison and working relationship with HumanResources staff by 7‐1‐15 to create shared plans for the recruitmentand retentionofnewstaff.OtherworkwithHumanResourceswouldbe to assess the City’s efforts related to risk management and riskcontrolasameanstoenhanceemployeesafetyandimproveemployeeengagement

Objective2.1.4

Sustain relationshipswithCity staff chargedwith themanagementofthe City’s social media platforms to create a desired police presencethroughouttheCity’spublicoutreachprograms

Goal2.2.Becomeanactiveparticipantintheplanningandexecutionofstrategiesforalllarge‐scalecommunitydevelopmentprojects

ThePoliceDepartmentwillbechargedwithpatrollingandprotectinganyresidential,commercialorretaildevelopmentinthecommunity,yetgenerallyreservesitsinvolvementintothosedevelopmentstotheCrimePreventionThroughEnvironmentalDesign(CPTED)process.ThePoliceDepartmentbelievesitwillbenefitgreatlybybeingamemberoftheplanningteamsdedicatedtothegrowthoftheCity.WiththeMillenia,theBayfront,theuniversitysite,andwithseveralnewlargeresidentialvillagesinourfuture,policeengagementwiththeplanningprocesswouldnotonlyimprovetheoutcomesofthatprocessthroughthesharingofperspectives,butthepolicewouldalsobebetterpreparedtodevelopplansforthesafetyofthatgrowthwhenitoccurs.

Objective2.2.1

By7‐1‐15,assignaPoliceDepartmentrepresentativetoanylargescale(residential,commercial, tourism,retail)developmentnowunderway,orplannedforthefuture.Thecommitmentwouldbetobeamemberofthe team,with a specific advisory role regarding public safety, trafficimpacts,oranyothermatterrelatedtopolicingthatnewcommunity


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Objective2.2.2

By1‐1‐16,identifypolicingstrategiesforverticalcommunities,andalsoforcollege&universitycommunitiestoensurethePoliceDepartmentiswell‐prepared for new facets of policing that the Bayfront, theuniversity,andsimilarprojectsmaypresenttothePoliceDepartment

Objective2.2.3

By 7‐1‐15, discern ways to enhance online interaction withstakeholders in the planning and growth process to create betterrelationshipswith landowners,developersandotherswithastake inthefutureofChulaVista

Goal2.3.Enhanceexistingpartnershipswithourcommunity,andseeknewpartnersinourworktoprotectthecommunity

This goal area seeks to sustain and enhance existing partnershipswith our various schools, civic,business and residential communities. Effective policing can only be accomplished through theconfidenceofthoseweserve,andthePoliceDepartmenthasa longhistoryofCommunityPolicing.Beyond merely remaining in contact with those for whom we have already created constructivepartnerships, we will also seek ways to create new lines of contact and collaboration with thegrowingcommunity.

Objective2.3.1

Identifyanappropriatearrayofbusinesscommunityorganizationsandassignmembersofstafftoactasaliaisontothoseorganizationsby7‐1‐15. Thismay include attending regularmeetings andbeing a point ofcontactforthePoliceDepartment

Objective2.3.2

EngageschooladministratorsatthehighschoolandelementaryschooldistrictleveltodeterminewaysthePoliceDepartmentcanworkmoreclosely on formal and informal matters. Initial meetings for thispurpose should occur by 7‐1‐15, with formal plans and strategies inplaceby7‐1‐16.Apartofthisworkwouldbetoassesstheeffectivenessofcrimeprevention,educationonsafety,anddiversionprogramsthatwillhelpyouthreturntoapaththatisalignedwiththeirbestpossiblefuture

Objective2.3.3

By 7‐1‐16, begin work to improve communications to neighborhoodgroups and others desiring crime prevention, neighborhood safety oranyother information fromthePoliceDepartment.This includesbothphysical contact as well as an online presence in forums such asNextDoor.com, traditional neighborhood watch groups, andhomeowner’sassociations

Goal2.4.Sustain,andthenincrease,communicationsandpartnershipswithfellowmembersofthelawenforcementandcriminaljusticecommunity

This goal area strives to sustain current partnerships and relationshipswith neighboring policingagencies,andalsowithcollaboratorsintaskforces,andlocal,stateandfederalagenciesthatcanhaveanimpactontheoperationsofthePoliceDepartment.

Objective2.4.1 As a part of the Department’s staffing plan, and for general lawenforcementpurposes,assessopportunitiestoparticipateasamemberof regional task forcesandsimilarefforts tocombatcrime.Thisworkshouldbeginby1‐1‐16,withanyexpansion into task forceor similarassignments occurring by 7‐1‐16. These relationships shouldspecifically focusoncrimes thateasilycross jurisdictionalboundariessuchasautotheft&crimesincyberspace


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Objective2.4.2 By7‐1‐16, identify andassign representatives toact asa liaisonwithregionallawenforcementpartnerstodiscussissuesofmutualinterestandneed

Objective2.4.3 Asapartoftherelationshipswithotheragencies,andalsoasapartoftheDepartment’s socialmedia strategy, by 1‐1‐16, improvemeans todistributeinformationonlineamongstlawenforcementagenciesintheregion,especially regional crimedata,analyticsand for investigationsofseriescrimescrossingjurisdictionalboundaries

Objective2.4.4 By7‐1‐15,assignamemberofthePoliceDepartmenttoactasaliaisonto thecriminal justicesystem,especially theDistrictAttorney’sOfficeand the local judiciary, for the purpose of defining expectations andsustainingacollaborativerelationship

Goal2.5.EnsurecompletionofallCityStrategicPlanStrategiesandInitiativesforwhichthePoliceDepartmentisassigned,orisnotedasaparticipantinanyaspectoftheStrategicPlan

ThePoliceDepartmentiscommittedtofulfilltheintentandenvisionedoutcomesoftheCityStrategicPlan.TheareastowhichthePoliceDepartmentisresponsibleforthecompletionofwork,orassignedtoassistotherdepartmentsastheycompletetheirwork,isatoppriorityofthisPlanforthefuture.ThisgoalareaensuresappropriateattentionispaidtotheCityPlan,andthatitisintegratedintotheworkoftheDepartmentasanorm.

Objective2.5.1 ThisPlanidentifiedareasofthePoliceDepartment’sPlanforthefuturethat isalignedwiththeworkandoutcomesof theCityStrategicPlan.By 1‐1‐15, beginwork to create Action Plans to ensure the assignedworkiscompletedonorbeforetheCity’sduedate.ThoseActionPlansshould be complete by 7‐1‐15,with status updates at least every sixmonthsthereafter

Objective2.5.2 By3‐1‐15,beginworkwithCitystaffasappropriatetocollaborateonmutualgoalareasandwheremorethanonedepartmentisresponsibletoachievethestatedoutcomesofthePlanelement.Asthoseelementsarecompleted,usetheformalprocessestablishedfortheCityStrategicPlantoreporttheoutcomestotheCityManager

Objective2.5.3 By 7‐1‐15, improve communications with the community by postingthePoliceDepartment’sPlan for the futureon thePoliceDepartmentwebsite, and then updating the Plan at regular intervals so thecommunitycanseeareasofprogressaswellastheworkthatislefttobedone


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STRATEGICPRIORITYTHREE:PROCESSESTOSUPPORTTHEPEOPLEANDTHEPARTNERSHIPSThisStrategicPriorityarticulatesthewaysinwhichexcellenceinpolicingisassessed,evaluatedandmeasured.ItisacompaniontoPeopleandPartnerships.TheGoalsinthisareaguideworkoftheorganization;othersaretoensureweaddressissuesbeforetheycanbecomeseriouscrimeordisorderissuesinthecommunity.TheDepartmenthasalonghistoryofexcellenceinCommunityOrientedPolicing(COP);ourplanningnowwillensureweachievegoalsconsistentwiththatspiritincomingyears.Finally,thisStrategicPrioritywillguidetheagency’sacquisitionanduseoftechnologiestoenhanceourworktocombatcrime. Goal3.1.CreateandmaintainaStaffingPlantomanagethereplenishmentofstafflost

duetocutbacks,andalsotomanagetheappropriateexpansionofDepartmentstaffingastheCitygrows

ThePoliceDepartmentexperiencedsignificantcutsinswornandprofessionalstaffpositionsastheCitybudgetshrankoverthepastfiveyears.Astheeconomyimproves,andthebudgetbecomeshealthier,thePoliceDepartmentwillbeabletoreplenishpositionslostinthecutbacks.Asitdoes,itiscriticaltodosoinadeliberatemannertoensurethateachpositionfilledmeetsthemosturgentormostcriticalneedoftheDepartment.Thiswillhelpavoidmerelyredoingthepastandallowtheorganizationtocreateastrongerstaffingarrayasaresult.TheStaffingPlanwillalsoallowmembersoftheDepartmenttoknowwhenandwherepositionswillbefilledsotheycanplanaccordingly.

Objective3.1.1 By7‐1‐15, identify currentworkloadmeasuresbyunit–measuresofinputs, throughputs and outputs – as a means of establishing aprioritizationofstaffingneedsforswornandprofessionalstaff

Objective3.1.2 By1‐1‐16, identify service level demands andproject thosedemandsintothefuturetoassessstaffingneedsinamannerconsistentwiththeanticipateddemands

Objective3.1.3 By 1‐1‐16, identify service level capacity of each unit in theDepartment, and for units prior to the 2008 cutbacks, to create abaselineofcapacityasstaffingneedsareprioritized

Objective3.1.4 By1‐1‐17,completeworkforthisGoalbycreatingaStaffingPlanthataccounts for the needs of each unit and division in the organization,andwhichcanforecastfutureneedsalongwithvacanciesforwhichtoengagearecruitmentprocess

Goal3.2.CreateacomprehensiveTrainingPlanforeachpositionclassintheDepartment

ThisGoal servesnotonly to establish training standards for eachposition in theorganization,butalso helps to support employee career development and the evaluationprocess. For both of thoseprocesses,acomprehensivetrainingplanisusefultoestablishgoalsfortheindividualemployee,andalsoamilestonepathwayforemployeesseekingpositionsofgreaterbreadthandresponsibility.

Objective3.2.1 By1‐1‐16,identifyandprioritizethemandated,necessaryanddesiredtraining for each job position, and also developmental training forincumbentsineachposition

Objective3.2.2 By 1‐1‐16, identify and standardize the sources and trainingorganizations thatprovide training inareas relevant toeachposition.By7‐1‐16,identifythemostpracticalandeconomicwaystomaximizethe training budget by assigning employees to training that isappropriate for their current position and their career developmentgoals


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Objective3.2.3 By1‐1‐17, align the trainingplanwith employee careerdevelopmentplansbycreatingupdatedtrainingmodelsforemployeepositions

Goal3.3.Developalong‐termPlanforInformationTechnologyinfrastructureandutilization

TheCityisinthemidstofassessingandupdatingitsInformationTechnologyinfrastructure.ThisgoalseekstoensurethePoliceDepartmentisanactiveparticipantinthatprocess,andalsotosustaineffortstokeepDepartmentITresourcesuptodateandcapableofmaximizingresourcesprovidedbyARJISandothersforanalytics,criminalinvestigationanddataanalysisandreporting.

Objective3.3.1 By 7‐1‐15, develop an Information Technology modernization anddeployment plan for the Department. This plan should articulate thepriorities anddates to complete necessary infrastructure updates. By1‐1‐16, the plan should also include a long‐term plan for thereplacement of existing and future IT infrastructure for both fixedlocationandmobilecomputing

Objective3.3.2 By 1‐1‐16, complete a gap analysis process to support the long‐termplanforITrequirementsfortheDepartment

Objective3.3.3 By7‐1‐15,identifyandcapturefiscalresourcesnecessarytocompletethenextyear’sITupdateandreplacementneeds.By7‐1‐16,completealong‐termplanforsimilarrepair,updatesandreplacementofcriticalITequipment

Objective3.3.4 By 1‐1‐16, complete field trials with body‐worn cameras for policeofficers.By7‐1‐16, completework toestablishapolicy for theuseofbody‐worncameras.By7‐1‐17,equipallpatrolandtrafficofficerswithbody‐worn or similar visual capture devices for general use by theDepartment

Goal3.4.EstablishupdatedstandardsandprocessesforreportingtotheGrowthManagementOversightCommission

ThisGoalareaseeks to remedydeficiencies in theway inwhichcall response timesarecalculatedandreported,andtore‐prioritizethelevelsofservicetomoreaccuratelyreflecttheproficiencyoftheDepartmentinitsresponsetocriticalandseriouscrimesandrelatedcallsforservice.

Objective3.4.1 By 1‐1‐15, establish aworking group of Department, City and GMOCrepresentativestocreateguidelinestoupdatethePoliceDepartment’sdata desired by the GMOC. By 7‐1‐15, complete work to update thestandardsandresponsetimemetrics.By7‐1‐16,modifythosemetricsasappropriatebasedon theactualoutcomesof response timesusingthenewstandards

Objective3.4.2 By 7‐1‐15, evaluate resource requirements as a component of thestaffingplantoensuretheDepartmenthasthecapabilitytoadheretothenewly‐formedstandards


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Goal3.5.MeasuretheDepartment’sworkmoreeffectively,andthendisplaythestatusofworkmoreefficientlytostaff

Emergingtechnologiesallowpolicingorganizationstointeractwiththeactivitiesanddata(e.g.,crimetrends,metricsofperformance,availabletimeforpatrol,etc.)muchmoreeffectively.ARJIShasalonghistoryofsupportingtheapplieddatainfrastructuretocreategreaterefficienciesbypolicedepartments.Theywillsoondeployapredictiveanalyticscapacity,andthePoliceDepartmentneedstoutilizethatandsimilarresourcestomanagepoliceactivityinrealtimewithbetterefficiency.ThisisespeciallyimportantastheorganizationmovestotheleadingedgeofIntelligence‐LedPolicingandsimilaroperationalphilosophies.ThisgoalareafocusesattentiononappliedITasameanstodothat.

Objective3.5.1 By 7‐1‐15, identify the real‐time and retrospective data desired andusefultofieldandinvestigativeunitstoenhancetheproficiencyoftheirwork; by 1‐1‐16, create the underlying IT infrastructure to allow theidentifieddatasetstobeused

Objective3.5.2 By1‐1‐17,createausefuldatadashboard forusebyanymemberoftheDepartmenttoassessthestatusofworkinprogress,andalsotoworkwith data to discern desired output (e.g., crime analysis at theindividuallevelortodeterminethestatusofanofficer,aninvestigationoracrimeseries)

Objective3.5.3 By 1‐1‐16, determine appropriate metrics for the performance ofbusiness office duties, and then create an online capacity tomeasureconformancewiththosestandards

Goal3.6.EstablishField,InvestigativeandAdministrativeOutputStandardsThisgoalareastrivestoestablishappropriatemeanstoassesstheactivitiesandoutcomesofworkbyfield, administrative and investigative units. Although policing is a profession whose outputs aredifficult to measure due to its reliance on reacting to crime and disorder that occurs in aDepartment’sjurisdiction,therearemetricsandstandardsthatindicateahealthyanddesiredlevelofactivityby thosechargedwith thepublic’ssafety.Thisgoalestablishesobjectives in thoseareas tohelpmembersassesstheircurrentlevelsofeffortversusthosetowhichtheyaspire.

Objective3.6.1 By 7‐1‐15, establish a flexible standard of field interviews (FI) andsimilarrecordsofpolicecontact forofficersassigned topatrolduties.The FI is an indicator of proactive policing, and demonstrates thatofficers observe and interactwithpersons in amanner thatdoesnotnecessarily rely on a radio call, but from their knowledge of possiblecriminalactivitiesandthepersonswhoperpetratethem

Objective3.6.2 By 7‐1‐15, establish a flexible standard for the clearance of seriouscrimes reported to the Department. Using the historic rates as abaseline, determine a realistic level for which to aspire (e.g., 70%violent crime clearance rate, 20% non‐violent crime clearance rate).This objectivewill require an alignment of effort amongst patrol andinvestigativepersonnel

Objective3.6.3 By1‐1‐17,formalizethestandardsforbothareasofeffortbasedontheoutcomesofactualdatageneratedforbothFIandforcaseclearances

Objective3.6.4 By7‐1‐15,beginworkwithTrafficEngineeringtoassessenforcement,engineering and education efforts citywide. By 1‐1‐16, deployprogramsasappropriatefortrafficsafetyintheCity,especiallyinareasthat are experiencing growth, or which have long‐standing trafficcongestionissues


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Objective3.6.5 By1‐1‐17,achieveaTrafficEnforcement Index (thenumberof injuryor fatal collisions divided into citations issued for hazardous drivingviolations) of at least 15. Using data gathered in 2017, establish anongoingstandardby7‐1‐18tosustainaTEIof15‐25


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NextStepsThecreationoftheFive‐YearStrategicPlanisonlythebeginning;itcreatesafoundationforwork,and also a means to assess success as that work is completed. The next steps are to engage inspecificplanningandworktomovetowardsthefuturetheorganizationhasenvisioned.TheProcessPlanningTeamhasalreadybegunworktodevelopanActionPlanforeachObjectivelistedinthisreport.ThoseActionPlanswillarticulateSMARTObjectives,onesthatare:

Specific – they present specific actions and series of actions that work towardsachievementofthestatedobjective.

Measureable – theycanbeassessedorobserved.Someobjectivesareprocess innature;e.g.,theyarecompletewhenspecificactionshavebeenaccomplished.Otherobjectivesareoutcome objectives that require an assessment of the state of an issue or process bothbeforetheactionwastaken,andthenafterwardstomeasureitsimpact.

Achievable – they can be completed within the stated time frame established for theirwork.

Realistic–theyarenotpie intheskynorshouldtheyover‐promiseandunder‐deliverassometimeshappenswheneffectiveplanninghasnotoccurred.

Time‐bound – they have stated due dates for their completion. The time measurementhelpstosustainfocusandtherequisiteenergynecessarytocompletethetasksintheActionPlan.

AttachmentIisanexemplarActionPlanningworksheet.ItcreatesafoundationtothinkthroughthenecessaryelementsofworktocompletetasksleadingtheachievementofanyObjectiveinthisPlan.AttachmentJisanexemplarActionPlanreport.TheDepartmentmaywishtovaryfromthisformat,butwantstoincludetheelementsof:

IdentifyingwhoisresponsibleforeachtaskintheActionPlan

SecuringthepersonnelandfiscalresourcesnecessarytocompletetheActionPlan

Identifyingpotentialbarrierstoovercometocompletethetask

CreatingacommunicationsplanasappropriateforthetaskandObjective

Thestatusofthetask;theseshouldbelistedinthereportinchronologicalorderfromstartto completion to assist the reader in understanding the flow of the work, and to seeprogresstowardcompletionoftheActionPlan

ThePoliceDepartmentwillincludeareviewofworkinprogressandcompletedatleastbi‐monthlyon a formal basis, and also in individual teams on amonthly basis to assess the status of eachproject as itmoves from inception to completion.TheActionPlans shouldbe the foundation forthatreporting,andshouldbepublishedinternallysoanymemberoftheorganizationcanviewitsstatus,andalsoseeopportunitiestocontributetoworkinanyareadesired.It is important tounderstandthat theworkwillnotmerelybe tostarteverythingatonce,but toprioritizecriticalGoalsandObjectives,andthenusesuccess in thoseareas tomovetosecondaryGoals for further work. As opportunities arise, the specific work and priorities may change. As


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unforeseen challenges emerge, itmay also affect themanner inwhich the full Plan is completedoverthenextfiveyears.Thekeyattributeforanygroupintendingsignificantchangeispersistence;theycontinuetopushahead even when the work gets tough. The key for successful organizations is to plan, executeplans,andthenremainflexibleandadaptableastheenvironmentchanges.TheChulaVistaPoliceDepartmentpossessesbothoftheseattributes,andisreadyforthechallengesahead.


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AttachmentstothePlanfortheFuture AttachmentA ProcessPlanningTeammembers AttachmentB USCensusBureau,2010‐2012QuickFactsSummaryofthe

CityofChulaVista&StateofCaliforniaAttachmentC CrimeandTrafficData PartOneCrimeinChulaVista2004‐2013 PartOneCrimeClearances2004‐2013 PartOneCrimeClearanceRates2004‐2013 PersonsarrestedbyCVPD2008‐2013 Trafficdata–collisionsandenforcement2008‐2013 AttachmentD CVPDAuthorizedStaffing,byPosition,byYear2007‐2014 AttachmentE PossibleFuturesfortheChulaVistaPoliceDepartment–

ScenariosgeneratedbytheProcessPlanningTeam&fulloptimisticandadversescenarios

AttachmentF SWOT(Strengths,Weaknesses,Opportunities,Threats)AnalysisList AttachmentG STEEP(Social,Technological,Economic,Environmental,Political)Analysis

ProcessPlanningTeamReports AttachmentH CommunityandPeerSurveyAssessmentsbyProcessPlanningTeam

MembersAttachmentI ActionPlanningWorksheet AttachmentJ ActionPlanningReport AttachmentK PriorPlanningEffortsandTheirOutcomes


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AttachmentA

TheProcessPlanningTeamWhen the announcement was made that the Department would be working to create a newStrategicPlan,volunteersweresolicitedtoworkontheProcessPlanningTeam.CommittingtotheTeammeantattendingmonthlyworkshops,andthenspendingsignificantamountsoftimebetweeneachworkshop to reviewreports, assessandanalyzedata, researchemerging issuesand then tointerviewpeersandconstituents.Finally,TeammemberswouldbechargedwithcreatingthecoreGoalsandObjectivesfortheorganization’seffortsforthenextfiveyears.When this challenging opportunity was laid in front of members of the agency, more than 40individualsvolunteeredtobeapartof it.Fromthatnumber,20wereselectedto formtheTeam.Theselectionsweremadetoensurewehadrepresentationfromeachleveloftheorganization,andfromabalanceofswornandprofessionalstaffperspectives.FromMaytoSeptember,Teammembersmet,studied,workedanddevelopedplansandstrategiesfor the Department’s consideration. According to our facilitator, theywere energetic, optimistic,andcompletedtheirworkinanexemplarymanner.Infact,henotedtheirSTEEPscanandanalysiswasamongstthebesthehadseenfromanygroupwithwhichhehadworked.Weknowthatothers in theorganizationcouldalsohaveperformedwellhad theybeenselected.TheywillhaveanopportunitytoaddtheirvoicestotheStrategicPlannowthatitisreadyfortheworktoturnthewordsintoactions.Nonetheless,thoselistedbelowdeservecongratulationsforajobwelldone,andasincerethankyoufromtheDepartmentandthecommunityweserve.

Jonathan Alegre Henry Martin

Barbie Brookover Robert Murgia

Miriam Byron Christine Penwell

Eric Carter Nanci Plouffe

Ed Chew Fritz Reber

Phil Collum Xanthe Rosario

Melanie Culuko Vern Sallee

David Fox Scott Schneider

Matt Hardesty Laurie Torres Roxana Kennedy Lon Turner Facilitator Bob Harrison, President ER Harrison & Associates, Inc.


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AttachmentB

ThefollowingtablerepresentsrelevantdemographicdatafortheCityofChulaVista.Inthe2012USCensusreport,theCity’sdemographicsacrossabroadrangeofdatawerecollected;aswasthatfortheStateofCalifornia.ThetablereflectsChulaVista’sdata;thecolumnnexttothatdataissimilarinformation(percentages,numbersordollars)fortheStateofCalifornia.

USCensusBureau,2010‐2012PeopleQuickFacts

ChulaVista CaliforniaPopulation,2012estimate 252,422 37,999,878Population,2010(April1)estimatesbase 243,916 37,253,959Population,percentchange,April1,2010toJuly1,2012 3.5% 2.0%Population,2010 243,916 37,253,956Personsunder5years,percent,2010 7.2% 6.8%Personsunder18years,percent,2010 27.9% 25.0%Persons65yearsandover,percent,2010 10.0% 11.4%Femalepersons,percent,2010 51.6% 50.3%

Whitealone,percent,2010 53.7% 57.6%BlackorAfricanAmericanalone,percent,2010 4.6% 6.2%AmericanIndianandAlaskaNativealone,percent,2010 0.8% 1.0%Asianalone,percent,2010 14.4% 13.0%NativeHawaiianandOtherPacificIslanderalone,percent,2010 0.6% 0.4%TwoorMoreRaces,percent,2010 5.8% 4.9%HispanicorLatino,percent,2010 58.2% 37.6%Whitealone,notHispanicorLatino,percent,2010 20.4% 40.1%

Livinginsamehouse1year&over,percent,2008‐2012 88.1% 84.2%Foreignbornpersons,percent,2008‐2012 30.7% 27.1%LanguageotherthanEnglishspokenathome,age5+,2008‐2012 56.1% 43.5%Highschoolgraduateorhigher,percentofpersonsage25+,2008‐2012 81.9% 81.0%Bachelor'sdegreeorhigher,percentofpersonsage25+,2008‐2012 27.1% 30.5%Veterans,2008‐2012 18,443 1,952,910Meantraveltimetowork(minutes),workersage16+,2008‐2012 26.4 27.1Housingunits,2010 79,416 13,680,081Homeownershiprate,2008‐2012 59.8% 56.0%Housingunitsinmulti‐unitstructures,percent,2008‐2012 29.7% 30.9%Medianvalueofowner‐occupiedhousingunits,2008‐2012 $366,200 $383,900Households,2008‐2012 74,432 12,466,331Personsperhousehold,2008‐2012 3.24 2.93Percapitamoneyincomeinpast12months(2012dollars),2008‐2012 $25,193 $29,551Medianhouseholdincome,2008‐2012 $65,364 $61,400Personsbelowpovertylevel,percent,2008‐2012 10.4% 15.3%


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AttachmentCPartICrimeinChulaVistaDespitethereductioninfieldandsupportstaffing,ChulaVistaremainsasafecommunitywithlowlevelsofseriouscrimeascomparedtoothercommunitiesofsimilarsize.Althoughanyoccurrenceofcrime,especiallyviolentcrime,isalife‐alteringexperienceforthoseinvolved,thosewholive,workorplayintheCitycanbeassuredthatthecommunityisassafeasitappears.TheycanalsobeassuredtheirPoliceDepartmentremainsvigilantforanyindicationsofincreasingcrimeaswellastotheidentificationandarrestofthoseresponsibleforcrimesthathavebeencommitted.

ChulaVistaPartICrimes2004‐2013

Source:CAAttorneyGeneral’sOffice,CJSCStatistics;2013CVPDdata

ChulaVistaTotalViolent&PropertyCrimes2004‐2013

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013Homicide 15 5 7 8 6 4 2 6 8 2ForcibleRape 50 66 70 57 55 49 54 34 33 29Robbery 296 338 351 396 321 335 254 233 227 248AggravatedAssault 477 518 519 460 450 359 353 397 313 316TotalViolentCrimes 838 927 947 921 832 747 663 670 581 595 Burglary 1184 1235 1184 1093 1008 912 760 807 926 971MotorVehicleTheft 2043 2496 2033 2396 2167 1303 1109 884 1002 781Larceny‐Theft 3987 3758 3817 3790 3339 3048 3255 3316 3153 3532Arson 39 23 41 28 27 27 24 36 26 35TotalPropertyCrimes 7214 7489 7034 7279 6514 5263 5124 5007 5081 5284


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PartICrimesClearancesThe followingchartscapturethenumbersandratesofsuccess inourworkto investigatecrimes,arrest those responsible, and clear the criminal case. A clearance is when a suspect has beenidentified,orwhenthecriminalcasehasotherwisebeensolved.ThefollowingchartisoneoftwoassessingtheclearanceratedatageneratedbytheDepartment.Thechartfollowingthisonenotestherateatwhichthecaseswerecleared(clearancesdividedbythecriminalincidents).Thenumberof clearances shown here is a measure of activity, the rate chart is a measure of effectivenessidentifyingandapprehendingtheperpetrator/sofacrime.

ChulaVistaPoliceDepartmentNumberofPartICasesCleared2004‐2013 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013Homicide 3 2 2 5 2 2 2 6 8 2Forciblerape 10 21 21 20 15 13 16 8 8 5Robbery 84 86 92 85 71 90 76 70 76 85AggravatedAssault 189 206 231 191 202 160 168 192 133 167ViolentCrimeTotal 296 315 348 301 290 265 262 276 225 259

Burglary 125 160 159 145 123 80 73 87 64 136MotorVehicleTheft 64 64 42 43 51 26 19 18 24 23LarcenyTheft 819 675 773 895 846 854 861 851 627 716Arson 8 3 5 7 7 7 2 9 4 6PropertyCrimeTotal 1008 899 974 1083 1020 960 953 956 715 875Source:CAAttorneyGeneral’sOffice,CJSCStatistics;2013CVPDdataClearanceRates2004‐2013Clearance rates for Part One crimes have remained generally constant, even with a significantdeclineinstaffinginDetectivesthepastfiveyears.In2012,theclearanceratesvariedbycrimetype(not surprisingly),withviolent crimesclearedmore frequently thanproperty crimes.Overall,52percentofviolentcrimesthatwereopenforinvestigationintheregionwerecleared(witharangeacrossdepartmentsof33% inElCajon to69% inRamona), compared to15percentofpropertycrimes(witharangeof10%inOceansideto29%inNationalCity).ChulaVista’sclearancerateisinthe lowerhalfofViolentCrimeclearancerates,and isnear theaverageregion‐wide forPropertyCrimeclearancerates.(Source:SANDAGreports)

ChulaVistaPoliceDepartmentPartIClearanceRates2004‐2013 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013Homicide 20.0 40.0 28.57 62.50 33.33 50.0 100.0 100.0 100.0 100.0Forciblerape 20.0 31.82 30.0 35.09 27.27 26.53 29.63 23.53 24.24 17.0Robbery 38.28 25.44 26.21 21.46 22.12 26.87 29.92 30.04 33.48 85.0AggravatedAssault 39.62 39.77 44.51 41.52 44.89 44.57 47.59 48.36 42.49 53.0ViolentCrimeTotal 34.13 33.98 36.54 32.58 34.86 35.48 39.52 41.19 38.73 44.0 Burglary 10.56 12.96 13.43 13.47 12.20 8.77 9.61 10.78 6.91 14.0MotorVehicleTheft 3.13 2.56 2.07 1.79 2.35 2.00 1.71 2.04 2.40 3.0LarcenyTheft 20.54 17.96 20.25 23.61 25.34 28.02 28.45 25.66 19.89 20.0Arson 20.51 13.04 12.20 25.00 25.93 25.93 8.33 25.00 15.38 17.0PropertyCrimeTotal 13.97 12.00 13.85 14.88 15.66 18.24 18.60 19.09 14.07 17.0Source:CAAttorneyGeneral’sOffice,CJSCStatistics;2013CVPDdata


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ArrestSummary‐2008‐2013With thedecline in field staffingandnodecrease in calls for service, the statisticaloutputof theagencywith regard to arrests and citationshasdeclined.The crime rate, however,has remainedrelativelyconstant,indicatingthatthelackofarrests,todate,hasnotbeenasignificantfactorthathascontributedtoanyelevationinthefrequencyofcrime.Communitydemographicsarechanging(e.g.,therearemoreyoungpeopleinthecrime‐proneandpotentialcrimevictimpopulations)andthe community could experience a rise in both minor and serious offenses as a result. As thathappens,andwithanewfocusoncrimecontrolstrategies, thePoliceDepartmentshouldsee thenumbersarrestedforviolatingcriminalstatutesriseonceagain.

ChulaVistaPoliceDepartmentArrestSummary2008‐2013 2008 2009 2010 2011 2012 2013Felonies 2,799 2,414 2,164 1,852 1,773 2,001Misdemeanors 2,592 2,473 1,967 1,729 1,431 1,627 Adults 4,473 4,099 3,416 2,980 2,753 3,106Juveniles 918 788 715 601 442 522TotalArrests 5,391 4,887 4,131 3,581 3,204 3,628 Adult 610 505 471 405 609 662Juvenile 115 113 146 82 102 97MisdemeanorCitations

357 284 269 182 161 226

NarcoticsArrests(includedabove)

1,082 902 886 669 872 985

Source:CAAttorneyGeneral’sOffice,CJSCStatistics


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Traffic–CollisionsandEnforcementOverall, collisions have remained fairly static, although the Department change in reporting in2011‐12makesithardertoseehowmanyofthepreviouspropertydamagecollisionsarenowinanother category – for instance, the T‐form Traffic Collision numbers would previously gone inproperty damage collisions, which would see the net collisions rise by an unknown rate. Thenumberof trafficcitationshas fallensignificantly.Thisdoesnotmeanthereare fewerdrivers,orfewerviolations.Thesubstantialcutsintrafficenforcementofficerpositions,alongwithcutstothepatrol forcethatoftenwritescitationsasasecondaryactivity, isreflectedinthedropincitationsissued.AstheCitycontinuestogrow,trafficcongestionandsafetywillremainatopconcern.Thisis an area forwhich theCity andPoliceDepartmentwant to devote attention to develop sharedplansfortrafficflowandtrafficsafety.

ChulaVistaPoliceDepartmentTrafficCollisionsandEnforcement2008‐2013 2008 2009 2010 2011 2012 2013FatalCollisions 11 11 5 8 7 6InjuryCollisions 633 570 582 640 603 554PropertyDamage 523 477 545 464 527 491OtherMiscellaneous 194 178 505 726 1,210* 1,141CounterReports 382 343 310 263 53 9TotalTrafficCollisions 1,743 1,579 1,947 2,101 2,400 2,201 NumberKilled 12 11 5 8 8 6NumberInjured 892 803 830 913 873 851TotalDeath&Injuries 904 814 835 921 881 857 TrafficCitations HazardousViolations 11,023 10,105 6,598 5,516 5,504 5,851Non‐hazardousViolations

12,242 11,102 7,347 6,279 5,022 3,477

ParkingViolations 17,071 14,948 8,843 7,786 5,578 6,049TotalTrafficCitations 40,336 36,065 22,818 19,581 16,104 15,377 TrafficEnforcementIndex**

17.11 17.39 11.24 8.51 11.08 9.57

Sources:CAStatewideIntegratedTrafficStatistics;CVPD*IncludesT‐formnon‐injurycollisionswhereanofficerrespondedandnameswereexchangedinthefield.Italsoincludescollisionsonprivateproperty.**TheTrafficEnforcementIndex(TEI)isderivedbydividingthenumberoffatalandinjurycollisionsintothenumberofhazardousviolationcitationsissuedbyofficers.Itprovidesaroughcalculationofenforcement efforts to lower the incidence of serious collisions. The TEI was established by theNorthwestern Traffic Enforcement Index and is used nationally. Northwestern asserts that acommunity’senforcementlevelswouldreflectaTEIbetween15‐25,dependingonthecharacterofthecommunity,trafficdensity,etc.


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AttachmentD‐AuthorizedStaffing,byYear

PositionAuthFTE6/30/2007

AuthFTE6/30/2008

AuthFTE6/30/2009

AuthFTE6/30/2010

AuthFTE6/30/2011

AuthFTE6/30/2012

AuthFTE6/30/2013

AuthFTE6/30/2014

CHIEFOFPOLICE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

POLICECAPTAIN 3.00 3.00 3.00 3.00 2.00 2.00 2.00 3.00

POLICELIEUTENANT 11.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00

POLICESERGEANT 25.00 24.00 25.00 25.00 25.00 24.00 25.00 25.00

POLICEAGENT 59.00 54.00 53.00 52.00 52.00 50.00 50.00 50.00

PEACEOFFICER 153.00 153.00 152.00 146.00 141.00 130.00 137.00 137.00

TOTALSWORN 252.00 244.00 243.00 236.00 230.00 216.00 224.00 225.00

ADMINISTRATIVESVCSMGR 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

AUTOFINGERPRINTTECH 1.00 1.00

CIVILIANBKGRDINVSTR 1.00 1.00 1.00 1.00 1.00

COMMUNITYSERVICEOFCR 11.00 7.00 7.00 3.00 3.00 3.00 5.50 7.50

CRIMELABORATORYMNGR 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

DEPUTYCITYATTORNEYII 1.00 1.00 1.00

DETENTIONFACILITYMNGR 1.00

EVIDENCECONTROLASST 3.00 2.00 2.00 2.00 2.00 3.00 2.00 2.00

FACILITY&SUPPLYSPEC 1.00 0.50 0.50 0.50 0.50 0.50 1.00

FISCALOFFICESPEC 1.00 0.50

FORENSICSSPECIALIST 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00

LATENTPRINTEXAMINER 3.00 3.00 3.00 2.00 2.00 2.00 2.00 2.00

LEGALASSISTANT 0.50 0.50 0.50 0.00 0.00

OFFICESPECIALIST 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00

PARKINGENFOFCR 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00

POLICECOMMRELSPEC 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00

POLICECOMMSYSMGR 1.00

POLICEDATASPECIALIST 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00

POLICEDISPATCHER 24.00 20.00 20.00 18.00 18.00 18.00 18.00 18.00

POLICEDISPATCHSUPVR 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00

POLICERECORDSSPEC 6.50 5.50 5.50 5.50 5.50 5.50 5.50 5.50

POLICERECORDTRNSCRP 4.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00

POLICESERVICESOFFICER 14.00 14.00 12.00 12.00 12.00 12.00 10.00 10.00

POLICESUPPSVCSMGR 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

POLICESVCSOFCRSUPVR 2.00 2.00

POLICETECHNOLOGYSPEC 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

POLICETRNG&DEVSUPV 1.00 1.00 1.00 1.00 1.00

PRINCIPALMGMTANALYST 1.00 1.00 1.00 1.00 1.00

PUBLICINFOOFCR‐PD 1.00 1.00 1.00 1.00 1.00

PUBLICSAFETYANALYST 5.00 5.00 6.00 4.00 4.00 3.00 3.00 3.00

RANGEMASTER 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50

SECRETARY 7.50 6.00 4.00 4.00 3.00 3.00 3.00 3.00

SRADMINSECRETARY 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

SRFISCALOFCSPECIALIST 2.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00

SRMANAGEMENTANALYST 1.00 1.00

SROFFICESPECIALIST 5.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00

SRPOLICEDATASPEC 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

SRPUBSAFETYANALYST 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

TRAININGPROGRSPEC 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

TOTALCIVILIAN 114.50 102.00 94.50 87.00 86.00 84.00 85.00 87.00

TOTALAUTHORIZEDSTAFFING 366.50 346.00 337.50 323.00 316.00 300.00 309.00 312.00


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AttachmentE

PossibleFuturesfortheChulaVistaPoliceDepartmentIn the openingProcess PlanningTeamworkshop inMay,memberswere asked to describe theirDepartment in2024 (tenyearshence) if theirplansandhardworkhad created the agency theyhopedtowork forbythat time.Theyweredivided into five, four‐persongroupsandtaskedwithcreatingastorytodescribetheorganizationbyconsideringnineframingquestions:

1. Howwouldothersdescribeus?2. How,andinwhatways,doesourcommunityviewus&whatwedo?3. Whatisouruniquecontributionthataddsvaluetotheworldaroundus?4. Whatdoestheorganizationlooklike?5. Whatareitstopprioritiesandgoals?6. Howdopeopletreateachother?Howaretheyrecognizedfortheirwork?7. Whatachievementshaveweseenalongtheway?8. Whatopportunitiesandsetbackshaveweexperienced?9. Whatgoals,challengesandprioritieslieaheadaswelookto2034?

Eachgroupcreatedtheiraccount,andthenpresentedtheirCVPD2024tooneanother.Asummaryofthoseteamstoriesfollows:TeamOne:Reber,Byron,SchneiderandAlegreIn2024,theChulaVistaPoliceDepartmentwillbeprogressive,employeefriendly,providingahigh‐levelofpublicservice,utilizingcutting‐edgetechnology,meetingGMOCstandards100percentandhavefullstaffinglevelsinManagementandDetectives.OurCitywillbesowellpolicedandsafethatmoreandmorenewcitizenswillmovehereandnoonewillleavetoworksomewhereelse.OutsiderswillconsiderusthenumberonepoliceagencyintheCounty.Wewillbehands‐onwithfeedbackoncalls, reportsandresponse times.Wewill evenoffercoffeeandsnacks in theLobbywhenthepubliccomesbytovisit.TeamTwo:Collum,Martin,Torres,PenwellIn 2024, the community will view CVPD as professional, confident, service‐oriented andrepresentativeofthem.Wewillbeembeddedinthecommunity,andbestronger,adaptableleadersin technology. We will stay ahead of new technology for law enforcement, and find ways toimplementittomeetourneeds.Ourdeploymentlevelswillbeefficient,andwewilladdresstheneedsofourcustomersthatreflectthecommunity.Wewillcreateanenvironmentwherepeoplewillwanttocometoworkhere.Wewillrecognizeemployeesonamorepersonallevel–peer‐to‐peerandsupervisor‐subordinate.Ourstaffingwillberebuilt.Wewillbethemosteducated,smartandefficientPoliceDepartmentintheCounty.Wewillhavearenewedemphasisoncommunityengagement.


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TeamThree:Kennedy,Sallee,Carter,PlouffeIn 2024, CVPD will be recognized as an international law enforcement leader with regard tocommunity interactionandtransparency. Wewillmirrorourcommunity’sdiversityandretainahigh‐caliberofstaffingwhosevaluesreflectthecommunityweserve.Wewillbeanenvelopeofsafetyandwillencourageandfosteranenvironmentofvibrantgrowthandculturalfulfillmentforallcitizens.Ourgoalsare:

Increasestaffandmorale Technologyimprovement Fiscalprudenceandrealisticbudget Morecommunityinvolvement

TeamFour:Hardesty,Fox,Brookover,MurgiaIn2024,CVPDwillbeproactive,professional,technologicallyadvanced,progressiveandcommittedtocreatingapartnershipofsafetyforresidentsandvisitors.Wewillhaveoutreachteamsforthehomelessanddisadvantagedresidentsinneedofservices.Wewillhavestate‐of‐the‐art technology that isall interconnectedwithmaintenanceandupgrades inplace.Ourgoalsare:

State‐of‐the‐arttechnology Honest,professional,respectfultreatmentofstaff Appropriateinternalprocessof(informalandformal)recognitionofstaff Personalandprofessionalgrowthopportunities Overcomebudgetwoes Stayintouchwithstaffingandcommunitytrends

TeamFive:Rosario,Culuko,Chew,TurnerIn2024,CVPDwillbemorediligentintakingadvantageofmoregrantsforfunding.Wewillhaveasoundplanforattractingpolicepersonnelthatreflectsthediversityofthecommunity,whohaveavarietyofskillsandtalents,includingdigitalnatives.We will have a strong community involvement process. We will have a plan to work with theshiftingdemographicsandthecomplexityof“newresidentsandnewneighborhoods” indifferentpartsoftheCity,;suchastheBayfrontProjectandanewuniversityinOtayRanchthatwillresultinnewhousingelementsattachedtotheseprojects.OurGoalsare:

Efficientstaffinglevels Amodernrecruitmentandretentionprocess


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Technology – to educate City Administrators of the changing technology and how itincreasesproductivityandismoreefficient

ImprovedcommunityinvolvementThescenariosofthefutureareusefultohelpmembersoftheorganizationseethepossibilitiesoftheirworktoday,andhowitmightimpacttherealizationoffuturegoals.IntheJulyworkshop,theperspectivesof those interviewedprovidedanotheropportunity tocreatearicheraccountof thefutureoftheDepartmentandtheCity.TheOptimisticFutureFrom the perspectives and statements provided by the surveys, and also the assessment of theTeams,BobHarrisonpresentedabriefglimpse into theChulaVistaPoliceDepartment in2020 ifthe problems were remedied and the organization became what the majority of its membersdescribed.ThisCVPD2020willbe:Apoliceorganizationthatisstaffedwithofficersandprofessionalstaffofthehighestquality,andwhoaretrainedandreadytomeettheuniquechallengesofacommunitythathasgrowntomorethan300,000residents.Staffisdoingagreatjobprotectingthecommunity,eventhoughsignificantnewchallengeshaveemergedthathaveincreasedthediversityofcompetenceintheDepartment.Amongstthemostsignificantofthesechallengesare:

The Bayfront, which is now a thriving high‐density resort‐residential community, andwheretherearelarge‐scaleconferencesandeventsonanalmostdailybasis.

TheUniversity, amixed‐use academic, R&D, corporate and residential community that is

younger,moreupscaleandmorediversethanalmostanyotherareainSanDiegoCounty.

MilleniaandtheemergingvillagesofOtayRanch,whichwillbringmorethan12,000newhousing units and an additional 30,000 residents to the growing community. The OtayRanchLifestyleCenterisnowahubofretail,commercial,hotelandresidentiallife.

TheextensionoftheSanDiegoTrolleythroughthePalomarStreetcorridortoitsterminus

attheOtayRanchMall.ThisrouteisalifelineofaddedrevenuetotheCity,butitalsobringschallenges topublic safety throughmorepeople,moreparking, andmoreaccess toareasthathadalwaysbeenprettyremoteasseenbythosenotlivinginthearea.

ThePoliceDepartmentwillhavesurvivedafewleanyearsbeyondthe2012recession,but

now has a comprehensive recruitment, retention and career development plan for staff.Their programs and services are delivered through sustained partnerships with schools,businessesandothercorestakeholdersinthecommunity,andcrimeissuesaredealtwithquickly throughacombinationofprogressive technologiesandhardworkbyadedicatedandprofessionalstaff.

TheAdverseFutureOf course, with any optimistic scenario of the future, there is the potential to envision a lessvigorousfuture.Allitrequiresistoimagineareversalofthetrendsandissuesdescribedabove.The


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adversefutureisalsonotapredictionofwhatwillormayhappen,butawarningtothosewhomaythinkthatnothingisrequiredbeyondthelevelornatureofworkbeingperformedtoday.AnadversefutureforthePoliceDepartmentmightbe:Itis2021,thedawnofthethirddecadeofthiscentury.Aftersurvivingthegreatrecessionof2007‐2012,thingsstartedlookingup.Newdevelopmentwasonthehorizon,andtheeconomyhadevenbegun to grow.A theaterwarbetween theUkraineandRussiahindered globalmarkets, and theSyrian government quickly declined into chaos asmilitant Sunnis toppled that government. Theimpactonthepriceofoil,andonworldcommoditymarkets,pushedAmericabackintoadecline.Thejoblessrecoverywasover;anewrecessionwascloseathand.InChulaVista,plansforthepartiallycompletedBayfrontwereshelved;nowtheCityhadalarge‐scaledevelopmentsittingvacantandunfinishedbecausethebanksfundingtheprojecthadbackedout. The acceleration of online learning platforms torpedoed plans for a new university. TheMillenia project was close to first‐phase build out, but that only meant 10,000 more residentswithoutasubstantialincreaseinsalestaxduetothelackofaddedcommercialandretailspace.ThePoliceDepartment,alongwiththerestofCitygovernment,returnedtowhatseemedlikeaneratheyhadjustleft.Newroundsofgivebacksbyemployeesandstaffingreductionsresultedinfewerpeopletodothejob.Manyneweremployeeswereonthestreets;theylookedforworkelsewhere,butnotmuchwas tobehad.Lucrative contractsbyotherpoliceagencies in2015had inducedanumberofexperiencedstafftoleave.Now,theDepartmenthadtoofewwithtoolittleexperienceuponwhomtocountforthepublic’ssafety.ReflectionontheFuturesBoth futures are plausible; both rely on certain elements of issues already occurring. The PoliceDepartment’sStrategicPlanseekstobereadytooptimizeopportunitiesastheyoccurtohelpmovetheorganization toward theoptimistic future.ThePlan alsoworks tomake those responsible toleadthePoliceDepartmentawareofthestakesoftheirwork,andtoemphasizetheneedtoremainvigilantovertheworkofCVPDandthesafetyoftheircommunity.


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AttachmentF:SWOT(Strengths,Weaknesses,Opportunities,andThreats)AnalysisASWOTAnalysis (Strengths,Weaknesses,Opportunities,andThreats) isa framework to identifyandanalyzeinternalandexternalfactorsthatcanhaveanimpactonthefunctionandoutcomesofanorganization.Itasksgroupstoconsidertheirorganizationinfourareas;twointernalmeasuresof Strengths and Weaknesses, and two external measures, the Opportunities and Threats. AnarticulationofhowtheorganizationseesitselfandtheissuesinitsenvironmentisthefirststeptodiscernwaystouseStrengthsasafoundationtoaddressWeaknessesandThreats,andtoconsiderwhichOpportunitiesintheirmidstmightbestservethefutureoftheorganizationanditsgoals.TheProcessPlanningTeamcompletedthisSWOTAnalysisintheirfirstworkshop,anduseditasasourceofdiscussioninthatmeetingandbeyond.TheTeam’sfindingsarebelow.

Strengths Weaknesses CVPDfacility Qualitypersonnel CrimeLab Professionalism Fiscalmanagement Gettinggrants Volunteers ChiefandCommandStaff Formalemployeerecognition Loyalty Experiencetraining CommunityPolicingoutreach Caring Geographicproximity Regionalassets Welcomingenvironment Cultureandvalues Diversity Familyenvironment Benefits Highlyeducated Immigration Communitypartnerships Nottoobig,nottoosmall Poisedforgrowth Stillgrowing Forcedefficiency Weather Dispatch CSI–Citizen/TeenAcademy Qualityinvestigations CVPoliceFoundation Politicalandcommunitysupport CityAttorney PeerSupport/Code7/EAP PropertyCrimesUnit

StrategicITPlanning ITX3 Compartmentalized Lackofcommunication Lackofbudgetresources Training–bothswornandcivilian Inconsistentoperations Labor/Managementdivision Lowmorale Lackofaccountability Lackofequipment–broken Highworkload Relationships Career/promotionalopportunities–career

development Employeeretention Recruitinghighqualityapplicants Pay/benefitspackage Infosharing(someinternalandexternal) Informalrecognition Organizationdirection(don’thaveone) Lackoffollowthrough Missionstatementoutdated Diversitythatreflectsthecommunity Relianceonalternativefundingsources Blurredvision Lackofintrospection(auditing) NoStrategicPlan Resourceslag/growth Lackofpoliticalsupport Youngpoliceforce


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Opportunities Threats Growth Millenia Recoveringbudget Citydemographics Grants–alternativefundingstream University Bayfront CommunityEngagement Newleadership–Citylevel SchoolDistrictpartnerships Newhires/newpromotions Poisedtoleveragetechnology Cultivatingbetterreputation DonationsandPoliceFoundation StrategicPlan Communitygoodwillandsupport Trainingdiversity/options Publicandprivatepartnerships Expandedservicebyincreasedstaff ImplementContinuousImprovement

ideas/practices Newequipment Communitypartnerships Employeeinvolvement On‐bodycameras Increaseregionalcommunication

opportunities Neverendingopportunities Mobilecommunications Socialnetworking Cross‐borderrelationships

Rapidchanging technology Rapidchangeincrimetrends Budgetreductions Politicalenvironment Economy Negative(Media)publicsentiment Competitionforrecruitment Trafficincrease Rapidgrowth Privatization Homeless Increaseingeographicdivide LackofchangeinotherDepartments(DA&

CityDepts.) AttritionandRetirements IT Infrastructure Newpopulationbase

(University/Tourist/Bayfront) Highunemployment Lackofcommunitysupport Hiringpool Urbanplanning Incomeinequality Federalfunding Immigration Theftofemployees Civillibertyactivist Caselaw Bureaucracy Crime CapacityofCitytodevelopnewrevenue AB109 Statecutstostateprisonbudgets Crossborderviolence Socialmedia Criminaltechnologyadvances Gangs Parentaccountability


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AttachmentG:STEEP(Social,Technological,Economic,Environmental,Political)AnalysisReportsTheProcessPlanningTeamreceivedtrainingatthefirstStrategicPlanningworkshoponMay28,2014,andthenvolunteeredforoneoffivesmallteamstoconductaSTEEPscanandanalysispriortothesecondworkshoponJune25,2014.STEEPisanacronymrepresentingtheSocial,Technological,Economic,EnvironmentalandPoliticaldomains. It is one of the core activities of organizations seeking to better understand theiroperating environment, and also to identify emerging issues and trends relevant to theorganization’sfuture.TheSTEEPprocessallowsteamstofocusinanarrowtopicalrangetobetterlink individual events to the trends they may represent. The teams split their focus into “HardTrends” (slowmoving, known or formal forecast data), and “Soft Trends” (emerging issues thathaveyettoconsolidateintohardtrends,orforwhichthereisstillgreatuncertainty).Eachsmall teamcompletedareport inpreparationfortheirpresentationsanddiscussionsat theJune25,2014ProcessPlanningTeamworkshop.Thisattachmentcontainstheconsolidatedreportsfromeachgroup;thesummaryofthosereportsandthegroup’sanalysisoftheresultantdataareintheStrategicPlandocument.SocialVirtualization/Consolidation

The virtualization/automation of many aspects of our profession is in the foreseeablefuture. Body‐worncamerasfootage Useofdrones Remotedispatchcallcenters/phonetrees

Automationcanhelpususepersonnelmoreefficientlybyreducingtheworkload.Example:footagefrombody‐worncamerasreplacingtraditionalcrimereports.

The Reno Police Department currently utilizes a virtual dispatch that answers calls andwalks the citizen through the process to file a report(http://reno.gov/government/departments/police).RenoalsofollowsuponCFSwithcitizens, which in turn improves the public’s perception of the quality of service beingprovided.Withtoday’s9‐1‐1technology,manyjurisdictionsarelookingtoconsolidatetheirregional9‐1‐1 services,which can improve efficiency and operational effectiveness. According toShawnMessinger,apoliceconsultantandEmergencyPoliceDispatchinstructorforPriorityDispatchCorp,withtoday’sNextGeneration9‐1‐1technologycapabilities,consolidatedcall‐takinganddispatchservicescannowbedonelocally,regionally,statewide,nationally,andinternationally.All9‐1‐1callsfromtheCounty–oreventhestate–couldbesentthroughonecentralizeddispatch.


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“With older technology (hard copper lines and physical phone switches), agencies werelimited to a much more local scale of service. The 9‐1‐1 services using the new NG911systems,suchasVoiceoverInternetProtocol(VoIP)phonesystemsandRadiooverInternetProtocol (RoIP) radionetworks, cannowbeprovided fromalmost anywhere,”Messingersaid.1

Demographics

Lookingaheadto2020,theprojectionsforwhatChulaVistawilllooklikeare: Themedianincomeis$62,591 Halfofthepopulationwillmakeunder$60,000 25%ofthepopulationwillbeunder18 16%ofthepopulationwillbebetween18‐29 20%ofthepopulationwillbebetween30‐49 34%ofthepopulationwillbeover50

AccordingtoForbes:By2020,thefaceofhousingwillemergemorelivableandsustainable,andfiscallywithinourmeans.In2020costpersquarefootwillbeabandonedasametric.Homeownerswillinsteadweighthetotalmonthlycostsoflivinginahome.Morestringentconstruction requirements coupled with higher homeowner expectations will makeperformancethekeyindicatorofabuilding’svalue.Saleslistingswillberequiredtoincludetheprojectedmonthlycoststoheat,coolandmaintainahome.

The home of 2020will be closer towork, school and shopping. Until recently, in almosteveryU.S.city,homeownersdrovedeepintosuburbiatogetthemostbangfortheirbuck–hencethe“drive’tilyouqualify”craze.Nowtheyareleftholdingthebag.

According toYahooFinance: Incomes could fall for thenext30 years. Evennow, in theaftermath of a deep recession, the economy is growing and the unemployment rate isfalling. But the next few decades could be uncharacteristically bleak, according to a newstudy.

EconomistsRichardBurkhauser of CornellUniversity and Jeff Larrimore, a staffer on theCongressional JointCommitteeonTaxation,warn thatdemographic factors ‐‐whichhavelargely aided theU.S. economy in thepast ‐‐ couldenduppushing incomesdown for thenext30yearsormore.Ifotherfactorsdon’tforceincomesup,wemaybeatthebeginningofthelongestperiodofeconomicdeclineinAmericanhistory.

It’swellunderstoodthatincomeswentupinthe1980sand1990sbutstagnatedfrom2000to 2007. Themedian income fell sharply during the 2007‐2009 recession and has yet torecover.

Two other trends will exert powerful influence on incomes in the future: the agingworkforce and the growth of minorities—especially Hispanics —as a percentage of theoverallpopulation.Asthebabyboomersretire, theU.S.populationwillbecometop‐heavy

1 Geoghegan, Susan. “Consolidation of Communication Centers.” Law and Order Magazine, Feb 2013. Hendon Publishing. Web. 2, July 2014


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witha largerportionof lower‐earningseniors.Andsinceaverageearnings forblacksandHispanicsarelowerthanthenationalearningsaverage,themedianincomewillfallaslowerearnersbecomeagreaterpercentageoftheworkforce.

PopulationbyRace:Hispanic:50%;White:26%;Asian:15%;Black:5%;Other:4%DrugDecriminalization

OnDecember10th,2012,ColoradoGovernorJohnHickenloopersignedanexecutiveorderratifying Amendment 64, thereby decriminalizing personal use, possession and home‐cultivationofsmallamountsofmarijuanaforadults21yearsofageandolder.Californiaisnotfarbehind.

Efforts inCalifornia to legalizemarijuanadateback to the1970’s, and,while it remainsaSchedule 1 drug under US federal law, public attitudes towards the, “Drug War,” andrecreational marijuana use in California has shifted over the years. There is an ever‐increasinglikelihoodthat,withinthenextfiveyears,recreationaluseofmarijuanawillbelegalizedhere.

At present, several states have decriminalized marijuana possession to the level of aninfractionorfinewithoutincarcerationorhavemadepenaltiesformarijuanapossessionalessseriousoffense.Medicalmarijuanaislegaltopossess,cultivate,anddistributeinmanystates,includingCalifornia.

InMarch2005,ane‐mailsurveyof25Californialawenforcementagencieswasconductedtoassessthestatusofpre‐employmentdrugusestandards.Allagenciessaidtheycompliedwith state standards in their hiringpractices.Only seven agencies hadwritten standardsregarding pre‐employment drug use; the others said their standard in this area wasunwritten.Theleaststrictrespondenttothesurveyallowedmarijuanauseasrecentlyassixmonthsbeforeemployment.Tendisqualifiedanyapplicantwithanyhistoryofuseofdrugsstronger than marijuana. The Clayton Police Department had the most stringent pre‐employment drug use standard: no applicant shall have used any drug stronger thanmarijuana, and the marijuana use had to have taken place at least five years beforeappointment.Interestingly,Claytonwasthesmallestagencysurveyed,andtheagencywiththemostliberalpolicywasamongthelargest.

Thisreinforceswhatmanywouldguess.Thelargestagenciesmustfillthegreatestnumberof vacancies,whereas the smallestmight need only to staff single vacancies on occasion.Someagencies,byvirtueoftheirsize,havemoreapplicantsthantheyneedandmightnotbeasaffectedbyrisingdruguseasagenciesinmoremetropolitanareas.

Although research does not assert that previous drug use alone is the linchpin of policecorruption, the Rampart incident serves as an example to demonstrate the need forstandards high enough to weed out the unfit before they can prey on an unsuspectingpublic.Althoughyouthdruguseislowertodaythanin1999,itisstillprominentamongthefutureworkforcepopulation.Consideringthatdruguseisslowlybeingdecriminalizedandlegalized in the United States, and members of the future hiring pool could be, at this


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moment,lightingupajoint,howcanagenciesrespond?Howdoadministratorsaddressthefutureofpolicerecruitingstandardsnow?2

Body‐WornCameras

With the advances in camera technology as well as the public demand for increasedaccountability, the use of body‐worn cameras by law enforcement is becoming a reality.TheDepartment has already been testing the Taser AXON camera system, andwillmostlikelyhaveeveryofficerinPatrolutilizingbody‐worncameraswithinthenextfewyears.

The cameras have the potential to reduce police misconduct, while protecting lawenforcementfromfalsecomplaintsofabuse.Manyprivacyissuesrelatedtothevideoshavebeenbrought forwardbygroups like theACLU;howevermostof thesecomplaintscanbeaddressed through comprehensive department policies and the use of secure technology.Therewillalsobetremendoustrainingvalue,usingthevideosasatrainingtool,justasdashcamerafootagehasbeeninrecentyears.

ACambridgeUniversity studyon theuseof theTaserAXONcamerasystemby theRialtoPolice Department showed significant benefits. The full study, titled "The Rialto PoliceDepartmentsBody‐WornVideoCameraExperiment,"beganonFebruary13,2012andranforafull12‐monthperiod.Theexperimentalprocedureincludedrandomassignmentofallpoliceshiftstoeitherexperimental(withcamera)orcontrol(withoutcamera)conditions.Shiftswere randomlyallocated to treatment and control conditions,using theCambridgeRandomizer,onaweeklybasis.Theirkeyfindingswere:

Officer‐worncamerasreducedtherateofuse‐of‐forceincidentsby59percent.Inotherwords,beforethecameras, therateofuseof force incidentswas2.5timeshigherthanwithcameras.

Utilizationofthecamerasledtoan87.5percentreductionincomplaints.3

GunControl

With the increase in school shootings,mass shootings, andnow the ability toprint “3‐D”guns,guncontrolwillbeanincreasinglyimportantissueforlawenforcementtoaddress.

President Obama has used the tragic December 2012 elementary school massacre inNewtown, Connecticut as a platform to push for increased gun control. “This is the onlyadvancedcountrythattoleratessomethinglikethis,”Obamasaid.“Wehavewhat’sbasicallya mass shooting it seems like happening once every couple of weeks. Kids on collegecampuses,kidsathome.Wearenotgoingtobeable toeliminateallof thatviolence,andthere is a strong traditionof gunownershipandwonderful folkswhoare sportsmenandhunters.Irespectallthat.Weshouldbeabletotakesomebasiccommonsensestepsthatbythewayaresupportedbymostresponsiblegunowners,likehavingbackgroundchecksso

2 Derby, Wade. “The Impact of Drug Decriminalization on the Future of Police Recruiting Standards.” Police Chief Magazine August, 2008. IACP. Web, 2 July 2014. 3 Press Release, Taser International April 8th, 2013. Web. 2 July, 2014


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youcan’tjustwalkintoastoreandbuyasemi‐automatic.It’ssomethingI’mgoingtokeepontalkingabout.”4

TheOpen Carrymovement and strong pushback frompowerful lobbying groups like theNRA have slowed the progress of gun control advocates; however with groups likeEverytownforGunSafetyreportingtherehavebeen74schoolshootingssinceSandyHook,therewillbeacontinueddemandforlawenforcementtodomoretoendgunviolence.Lawenforcementwillhavetofindawaytobalanceprotectingthe2ndAmendmentRightsofthecommunitymemberswithreducinggun‐relatedcrimes.

TechnologicalHardTrendsBody‐worncamerasbythepolice

Officers wearing body cameras are definitely an emerging trend over the past 5‐10years. However, there is reliable data regarding these body cameras that arepromising. Not only is recorded footage reducing complaints and uses of force, variousWatch Dog groups are backing these tools to be used by every officer. CVPD hasexperimentedwithofficerstryingdifferentbodycameras.Since2008, thetechnologyhasreallyadvancedmakingbettercamerasystemslesscumbersome.Awell‐documentedstudycameoutofRialto,California.Thepolicedepartmentreporteda50percentdropinpoliceuse‐of‐forceincidents inRialto.ThiswasprettysignificantdatasinceRialtoisacityofabout100,000.PerSANDAG,the2010censuslistedthepopulationofChula Vista to be 243,916. The same study also reported a nearly 90 percent drop incitizens'complaintsoverthecourseofayear.ButRialto'srandomizedcontrolledstudyhasseized attention because it offers scientific findings: after cameras were introduced inFebruary2012,publiccomplaintsagainstofficersplunged88%comparedwiththeprevious12months.Officers'useofforcefellby60%.

DronesandUAV’s

The hard trend in law enforcement is moving from the uniformed patrol officer to theunmanned solution for cost savings and revenue. From stoplight cameras to lawenforcement surveillance cameras famous in Europe, law enforcement is evolving into atechnological society. A new innovation is borrowed from the military, the unmanneddrone.Drones are in use from traffic solutions from traffic congestion to traffic collisioninvestigation.TheDepartmentofHomelandSecurity isalreadyusingdrones topatrol theborder. But a surprising innovator of drone use is from our sister city of Tijuana. TheTijuana Police Department is already using drones for patrols in high crime areas. Thedronesarepatrolling24/7andonlyneedtobecharged.

4 Lucas, Fred. “Obama to Gun Control Advocates: Get as Mobilized as the NRA.” The Blaze. The Blaze, Inc. June 26th, 2014. Web. 2 July 2014


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TheUnitedStatesthoughwouldhavetonavigateprivacyissuesandFAAregulations.Butinthelongrunthecost‐savingswouldfaroutweighthelegalaspects.Atafractionofthecostof ahelicopter,adronecanbepurchased forunder$800.3DRobotics, thecompany thatprovidesTijuanaPolicewiththeirdrones,sellsdronesfrom$750to$1,350.Withtheadd‐onoftheremotefor$280and$90foraGPSsystem,afinalrunningcostofadronewouldbe$1,720.Comparethat to thecostofrunningahelicopterservice forwelloveronemilliondollarsayear.Unmannedlawenforcementwouldsaveacityanddepartmentthousandsofdollarsayear.Itwouldalsobenefitthebudgetsofmanycitiesacrossthecountry.

SocialMediaUsebythePolice

Socialmedia is thecurrentandfuturewayofcommunicatingacrosstheworld. Facebookadds the extrabenefit of having aGPS trackerwhenaccountmembers “check in.” Mostcriminalstendtobe“braggadocious”andwillusesomeformofsocialmediatobroadcasttheirlatestactivities,conquestsand/oracquirements. Over 81% of the agencies in the United Kingdom are using Facebook and Twitter to

encouragecommunityrelations.

Twitter has been used as a way of communicating a home invasion to a policedepartmentinsteadofatelephonesoasnottoalertthesuspects.

Twitter isaproductiveavenue for fostering trustamongstcitizens towards thepolice

departmentbyengagingthemineverydaypoliceactivities–showingthemthehumansideofofficers.

SincePhiladelphia P.D. launched itsYouTubeaccount,with informational case videos,

they’vehadoveramillionhitsandhavea25%caseclosure.

Socialmedia can eliminate the need for news reporters and their “slanted views” byallowing departments to deliver the news factually and notwith the creative editinghandsofthemedia.

Cybercrime

Didyouknowthatcybercrimeisbelievedtobethe#1upandcomingthreatinthenation?Computers cell phones and electronic tablets are nowbeing used in virtually all types ofcrimes.Somecriminalsevenusethedevicestorecordtheircrimes.Beingabletoexaminethem forensicallywill be a critical part of policing in the future. To afford the necessarytechnology and training associatedwith a computer forensics lab, police agencies shouldconsider grants, partnerships with community agencies, seizure funds, andregionalization.Theupwindtrendincybercrimesandtheuseoftechnologyisonlygoingtoincreaseinthefuture.

SoftTrendsFirstNetTechnology

Technology is becoming more and more advanced every year. FirstNet will be the firsthigh‐speedwireless,broadbanddatenetworkdedicatedtopublicsafety.Itwillbeasingle,


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nationwide network that facilitates communication for public safety users duringemergenciesandonthejobeveryday.ThemainideabehindFirstNetistosenddata,videoandimagestodispatchcenters,smartphonesandMDCssolivefeedscanbesentdirectlytorespondingofficers.Thistechnologyisanopportunityinthesenseitcouldhelpwithalotofdifferentissues.Itcoulddetercrime ifsuspectsknowof thecapabilities. Itcould improveofficersafetyandincreasearrests.Thechallengesarealreadycomingforth,ascivilrightsgroupsseethisasan invasion of privacy and police using this technology for different reasons. Anotherchallenge is when incidents happened too rapidly, as in the case with the recent schoolshootingatSeattlePacificUniversity.Thereisalevelofuncertaintysincethistechnologyisrelatively new and hasn’t been tested yet. This technology really could assist dispatchcenters and incident commanders but could provide challenges for the first respondingofficers.Thistechnologyisnotjustforlawenforcement.Itcouldimprovefiredepartment,medicalresponses,SDG&Eandwaterutilitycompaniesinadditionaltospecificcityservicessuchaspublicworks,buildinginspectorsandtrafficengineering.

TabletsforLawEnforcementUse

Many Law Enforcement agencies are now using iPads and similar tablet devices for allaspects of law enforcement. From database systems, to investigations, Tactical SWATplanningandeven reportwriting.Theportabilityand relatively inexpensive running costwouldgivetheChulaVistaPoliceDepartmentanopportunitytoleadlawenforcementinthetechnological revolution.Everyofficerwouldbeconnectedboth to theirpartnersand thecommunityasawhole.RedlandsPoliceDepartmentandtheSanDiegoCountySheriffOfficearealreadyusingiPadsasaninvestigativetoolandsolution.Fromnewfacialrecognitionsoftwaretoimmediateuploadofphotographicevidence,issuesoncerelegatedtosciencefictionarenowareality.ImaginethedifferentusesfortheiPad.Apropertycrimedetectivecouldcommunicatewithpawnshopswithout leaving theirofficeandremotelylookforpossiblestolenproperty.Anofficersecuringaresidenceforasearchwarrant could instantaneously send a photograph to the detective writing the searchwarrant back at the department. A patrol officer could both take their notes andwrite areport using the same device. The uses of a tablet are limitless; in the near future everyagencywillbedeployingtheminthefield.

GoogleGlass

GoogleGlassisatechnologicaltool‐asmall,wearablecomputerthatallowsfieldofficerstoutilize cyberspace for personal safety and job effectiveness. Google Glass displaysinformationinasmartphone‐like,hands‐freeformatthatcaninteractwiththeInternetviavoicecommands.

WithGoogleGlass,takingaphotoisassimpleastappingthesideofthedevice.Anyphotostakenbyofficerswillbesenttotheirsystem’sdatabaseimmediately,includingthelocation,dateandtimethephotowastaken.Examplesofbenefitsaretheofficers’abilitytolookatavehicle’s license plate, while wearing the headset, and immediately having the Internetsystem cross‐check the department’s database for a matching plate, indicating a stolenvehicle.Also,facialrecognition,utilizingmugshotdatabasesforfieldsuspectidentification.


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Oneparticularapp,NameTag,allowsawearertolearnaperson’snameandanyinformationpostedonlineaboutthatpersonjustbylookingatthem.

CopTrax (videocapture): “FuturisticPoliceOfficer” (CopTrax)was the firstknown testofGoogle Glass in actual law enforcement situations. Unlike other body cameras, Glass’compatibilitywithCopTraxprovideslawenforcementagencieswithahighresolutionandreal‐timevideocapturealongwithI‐CloudstorageandliveGPStrackingfromanyInternet‐connectedcomputer.GoogleGlass/CopTraxallowhigh‐quality,recordedevidencefromanofficer’s perspective; it’s like looking at an event through their eyes. The officer’sinvolvement in any confrontation can be easily accessed, as a video, for review shouldconcernsarise.ThepossiblebenefitsofGoogleGlassforpoliceagenciesarelimitless.

EmergingCrimesUsingCyberspace

With the advancement of technology in today’s world criminals will also advance theirtacticstoincludecyberspace.Theinternetisaneasytoolusedbycriminalstoconductorcompletetheircriminalactsuchasdrugtraffickersarrangingdealsatinternetcafes,usingcourierwebsitestotrackillegalpackagesofnarcoticsandprescriptiondrugs.Criminalsarepursuing greater secrecy as the result of high‐profile busts. Criminals are constantlyimproving exploit kits andmalware to steal credit cardnumbers andpersonal data fromcomputers.Thepolicedepartmentshouldincreaseitsinvestigativeunitstoadddetectivestofocusoncybercrimes specifically. These types of crimes identity theft, fraud and other computerbased crimes will need detectives that are trained to investigate these types of crimes.These detectives will also need the computer equipment to do these investigations soproviding the hardware/softwarewill also be an important part. Additionally the policedepartmentshouldprovidetraining/programsforthecommunitytoinformthemhownottobecomeavictimofacybercrime.

EconomicHardTrendsRevenueProjections

SalestaxrevenueistheCity’slargestdiscretionaryrevenue,23.4%oftheGeneralFundrevenues. Sales tax is highly sensitive to economic conditions and trends show themodestimprovement.(ChulaVistaBudgetSummaryFY13‐14)

ChulaVistahas thesecond lowest taxablesalespercapita in theCountyofSanDiego.

(ChulaVistaBudgetSummaryFY13‐14)

Property taxes are the second largest discretionary revenue. The improving housingmarket has shown modest increases as measured by the California Consumer PriceIndex.(ChulaVistaBudgetSummaryFY13‐14

CalPERSretirementcontributionrateswillcontinuetoincreaseduetoincreaseincost

forthenexttenyears.


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The Chula Vista Police Department continues to spend the least amount of actualexpenditures for lawenforcementper itspopulation.ChulaVistaspends$164perpersonfor lawenforcementasopposed to the regionwideaverageof$268. (CJBulletin–PublicSafetyAllocationsintheSanDiegoRegion:ExpendituresandStaffingforFiscalYear2013.Pages8‐10)

The Chula Vista Police Department continues to be the lowest staffed police department(officer to citizen) within the region and the five‐year trend continues downward. (CJBulletin–PublicSafetyAllocations intheSanDiegoRegion:ExpendituresandStaffingforFiscalYear2013)

PoliceServicesshareofoverallcitybudget: CVPD,29%oftotalin2006,30%in2007,35%in2014 ElCajon,22%in2006,20%in2014

Irvine33%in2014

LaMesa38%in2014

Since1996theCityofChulaVistasetaGeneralFundReservelevelof8%.Butin2009theCityCounciladoptedaresolutioncreatinganewlong‐termgoalof15%.(TheGeneralFundReserve is projected to end the 2014 Fiscal Year just under 10%.) The resolutionsimultaneouslycreatedtwonewreserves,including:

TheEconomicContingencyReserve(5%) TheCatastrophicEventReserve(3%)

Eachofthesenewreservefundsisexpectedtobeat0%bytheendofFiscalYear2015,butfinal reserve funds are usually not known until the end of each fiscal year and dependheavily on annual revenues and expenditures. Nonetheless, the 5‐year Financial Forecastanticipatesnoadditionalfundswillbedepositedintoreserves.

Fiscal Forecasts do not include any increases in revenues from continued development.Whiledevelopmentisexpectedtoincreasemodestly,relatedrevenuesarelikelytobeoffsetby development‐related expenses. For example, although additional housing starts willresult in additional development revenues, there will also be additional expenses in theformofinfrastructure,firestations,andtrafficcontrolupgrades.

SoftTrendsMarijuanaLegalization(Challenge)

Nationally the trendhasbeen todecriminalizemarijuanause andpossession formedicalandrecreationaluse.StateshaveledtheeffortandtheWhiteHouseisactivelysupportingtheinitiative.Stateshaveaddressedtheregulationandtaxationinamultitudeofwaysfrom


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ABCtypetopoliceregulations.TheCVPDshouldactivelysupporttighterregulationthatwilleconomicallysupportappropriateinspectionandenforcementofdispensaries.

StateBudgetImprovesbutisVolatile(Uncertainty)

As theCaliforniabudget improves continued caution is needed.Despite the large surplusthat the Legislative Analyst Office (LAO) projects over next several years, the state’scontinuedfiscalrecoveryisdependentonanumberofassumptionsthatmaynotcometopass. For example, the LAO assumes continuing economic growth and slow, but steady,growth in stock prices. An economic downturn within the next few years could quicklyresult inareturntooperatingdeficits.Further,thenormalvolatilityofcapitalgainscoulddepress(orboost)annualrevenuesbybillionsofdollars.Inaddition,ourforecastassumesthatthestaterepaysliabilitieswithpaymentschedulessetincurrentlaw.Otherliabilities,including some items on the Governor’s wall of debt and the state’s huge retirementliabilities (particularly thoserelated to theCaliforniaStateTeachers’RetirementSystem),remainunpaidundertheLAOforecast.If additional payments are made in the future to repay these liabilities or to provideinflationadjustmentstouniversities, thecourts,stateemployees,andotherprograms, theoperatingsurplusesintheLAOforecastwouldfallsignificantlybelowourprojections.TheState has traditionally passes deficits on to municipalities in hard economic times. (The2014‐15Budget:California’sFiscalOutlook,LegislativeAnalystOffice)

There isanever‐increasingrelianceonFederal funds intheongoingfundingofmunicipalpoliceagencies(taskforces,grants,outsourcing(USMContract). Thefactgeneratessomepotentialissuesorquestions: Willthiscontinuetoincrease? ArecitiesusedtogettingmorePoliceServicesthantheycanafford? Whateffortscanwemaketoensureitcontinues—grantunit? Whatrisksdowetakelearningtoliveabovemeans? Isthereawaytobankthebenefitstosmoothongoingcosts?Thecurrentcitybudgetdoesnotaccountforincreasesinpersonnelcosts.AtthesametimeanyoptimisticscenarioforthecityfinanceswouldlikelycoincidewithupwardadjustmentstoCPI.Isthisconflictlikelytobeunaddressed?Doesthisconflictwiththecitiesmandatetoget reserves from the current 8% to 15%? (This does not count expected increases incapitalexpenditures,i.e.Technology).Shouldweconcludethateventhemostoptimistic5‐yearplanshouldnotrelyonorassumeanysignificantincreaseinswornstaffinglevels?

Thereisanever‐increasinguseofcivilian(outsourcing)ofpoliceservicestoprivatesector(ASAP,CPI’s)shoulditbepartofourstrategytopursuethese,ormoveawayfromthese?WillchangesindemographicsandCalPERSrestrictionsmakeiteasierorharder?There is a need/desire to consolidate countywide resources through regionalization.ShouldthisstrategybepartofthestrategicplanandextendtocollateralizeddutiessuchasSWAT,K9,PERT?Andwhatshouldberegionalizedfirst(prioritization)?ShouldwepursueTask Force approach to specialized crimes (RATT, Finance, Internet, HT, sex crimes) orshouldweboostlocalefforts?


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SalestaxhasbeenanareawheretheCityhashadlessthanhopedforrevenues. HowwilltheforecastedincreasesinInternetshoppingaffectsalestaxrevenues?AlthoughCaliforniasales tax is now being charged for Internet purchases as of 2012, it is not charged forpurchasesonallwebsites.Areonlinesalesincludedinsalestaxprojections?AlthoughtheCity receives 1% sales tax for direct purchases within the City, Internet sales tax is notreceived as a result of actual purchases. It is allocated to the City based upon a Countyformula. If theformulaisnotfavorabletotheCity, Internetsalescouldnegatively impactsalestaxrevenue.

TheCity’sFY2015budgetincludesahigherthannormalsalarysavingsinordertobalancethebudget. Salarysavingswillbebasedupon1%ofSalary/PERS/MedicarestartinginFY2016. Willadditionalfundsbeavailableif futuresalarysavingsexceedtheprojected1%?Howwilladditionalfundsbeallocatedinthebudget?

The extent towhich the Police Department receives asset seizure fundingwill affect theabilityofthePDtosupplementCityfundingforequipment,technology,etc.Willcontinuedregionalizationandtaskforceparticipationincreaseordecreasetheavailabilityoffunds?IfcrimetrendscreatetheneedforthePDto focusoncriminalactivitythat isnotsubject toassetseizure,howwillthisaffectthissupplementalfundingsource?

Atwhatratewilldevelopment increaseoverthenextseveralyears,andwhatwill thenetfiscal impacts of that development mean for the Police Department. (Increasingdevelopmentmayprovideadditional revenues.Themajorityof revenueswillbeoffsetbycorrespondingexpenses.But theremaybeasmallamountofpositivenet fiscal impact totheGeneralFundifdevelopmentmovesforwardasplanned.InordertoachieveapositivefiscalimpacttheCitywillneedtocloselymonitortheprojectedabsorptionofplannedlanduses in order to avoid operating deficits during the build out period. For example, theabsence of a planned hotel in theMillenia project could result in a $1.0million negativefiscaldeficit.Closemonitoringofcityprojectionswillbecriticaloverthenextseveralyears.)

Towhatdegreewillend‐of‐yearbudgetsurplusesbeprioritizedforthevarietyofcitywideneeds? In futureyears itwillbe incumbentuponthePoliceDepartment tomaintainclosetiestotheFinanceDepartmentandotherdecisionmakerssothatPoliceDepartmentneedsbecarefullyconsideredandprioritized.

EnvironmentalHardTrends

Accordingtothe2014‐2020ChulaVistaCityOperationsSustainabilityPlanGoals CVspends$3Mannuallyonelectricityandnaturalgas Goaltoreduceenergyuseby20%by2020throughefficiencyandon‐sitegeneration Watercostscity$3.8Mannually Goaltoreducepotablewateruseby10%by20%viaefficiency,conservationandre‐use Goaltotransition40%ofthefleettohybridoralternativefuelvehiclesby2020 Increaseemployeeparticipationinsustainablecommutingoptionsto30%by2020 Expanduseofalternativeworkschedulesandteleworking


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WaterUse(SweetwaterandOtayWater) Anticipatewaterrateincreasestoencourageconservation 90%ofSDregionwaterfromColoradoRiversonotmuchchanceoftotaldrought Carlsbaddesalinationplantcomingonlinesoonandwillincreaseregionalwaterrates RosaritoDesalinationplantplannedwhichwillhavecheaperwater than theCarlsbad

plant Unknown impacts of county resort parcel development east ofOtay Lakes – not sure

howitmayimpactCVresidentsorifitmaybeannexedbyCVSanDiegoPortAuthority(Bayfront)(http://www.portofsandiego.org/chula‐vista‐bayfront‐master‐plan.html) Bayfront Master Plan approved by CV and Port in 2010 and California Coastal

Commissionin2012for535acres Multiplephasesovera24yearperiod Resort conference centerwith1,600hotel roomsand415,000 square feetofmeeting

space Additional1,250hotelrooms 1,500residentialunits(est.3,239persons) Potentialforfirstphasesofresidentialunitstobeavailablein2‐3years(perCity) Over300,000squarefeetofvisitorservingretail,firestation 286acrestopublicrealmincludingparks,openspace,habitatrestorationanwater Additionalroads,bikewaysandpromenades Creates7,000temporaryjobsand2,200permanentjobs WillimpactI‐5,EStreet,HStreet,JStreetandLStreetwithregardtoincreasedtraffic

congestion

CityProjects/DevelopmentsMillieniaProject Anewcreatureforourcity–totallyunlikeanythingpreviouslydeveloped OnparwithGaslampandsurroundings‐EastVillage likewithregard to footprintand

feel Veryhighdensitymixeduse Highdensityresidential Commercialofficespace Largerhighrises(unknownheight–basedonmarketattimeofdevelopment) Mid‐sizehotelprojectatBirchRoadandSR125UniversityProject(UniversityParkandInnovationDistrict)

Infantstageofplanning 345acremaincampussouthofEastlakeParkwayatHunteParkway 30additionalacresoffWuesteRoad Probablybeyond the10‐20 yearhorizon for full developmentbut somedevelopment

possiblewithin3‐5yearrange


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Universitybuildoutprojectedtobe20,000students(20‐50years)SouthBayBusRapidTransit(BRT) 22mileslong DowntownSDtoTijuanaborder Every15minutes Likeatrolleyonwheelswithdedicatedlane(HOV) I805HOVlanesthroughOtayRanchviaEastPalomarStreetthensouthtoborder Runningwithin2yearsOtayRanchVillages(Severalvillagesinvariousstagesofplanninganddevelopment) Developerschompingatbittobuildafter5‐7yearsofrecession Lotsofroadsplannedbutcityhasatreasurechestofmoney($11,700pernewunitjust

forroads) Residentialpermitslikelytostartpushing3,000to3,500peryearlikeitwasatthepeak

tenyearsago Baldwinseekingpermitsfor6,600units OtayRanchVillage8–2,050homes,300,000squarefeetcommercial/office(5‐10year

buildout) OtayRanchVillage 9 – 4,000homes, 1.5M square feet commercial/office (15‐20 year

buildout) Estimatedatleast38,000newresidents2‐15yearsjustineasternportionofthecityon

thebooksnow

Majorroadways PoliticalpushtoextendHeritageRoadtoMainStreetASAP(within1year?) Main Street will go east through the valley, crossingWolf Canyon with a significant

bridge RoadwayfundingshouldnotbeaproblemSDCountyResortdevelopmenteastofOtayLakes(OtayRanchVillage13a) CountydevelopmentbutneedstotapintoCVinfrastructure–(sewer) Cityconsideringtryingtoannexdevelopment–possiblepoliticalfight Considered an outlier because it is huge and will impact CV but is not within our

planningpurviewatthispoint 1,000newhomes(about3,300residents) 200roomresorthotelN/EofOtayLakes Impactontraffic,parks,fire,schools,possiblypolice(servicecontract?)


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SoftTrends

Increasedpopulation–challengeandopportunity

ChulaVistahasseveralthousandresidentialunits,botheastandwest,whichwillbecomingon‐line within the next 2‐10 years and beyond. The Bayfront, Otay Ranch and Milleniaprojectseachprojectthousandsofresidentialunits

Impactstowateravailability ElectricalGrid(maybeoffsetbyon‐sitegenerationi.e.:solar) Impactstotraffic(east/westthoroughfaresandSR125) SometrafficoffsetbyBusRapidTransit

IncreasedTransientPopulation(visitors,nothomeless)–Opportunity

MorevisitorstoCVo Bayfronto MilleniaHotelso OtayLakesResorthotel

AnticipatedincreasedrevenueTransientOccupancyTax Potential for large scale events, similar to amphitheater events, which may draw PD

resources Police Services impacted – how to limit homelessness/criminal element in resort areas,

especiallytheBayfrontdevelopment Howtotrain/orientofficerstovisitor/touristserviceorientation

IncreasedTraffic–challenge

Commute/Patroltimeimpacts Possibleeasternsubstation(i.e.:Millenniaarea)? PossiblepolicestorefrontinBayfrontdevelopment? Accesstobikeways,promenadescouldbeaproblem(Segwayorbiketeams?)

IncreasedOpen/Publicspacetomanage–challenge

Homelesspopulationincreasinglydrawntowaterfrontareas Promenade, parks, bikeway safety (i.e.: homelessness or vehicle dwelling homeless

population) Millenniaproject–easternurbancorewhichmaybeanenvironmentattractivetohomeless

Increasedrelianceonelectric/hybrid/alternativefuelvehicles–uncertain

Fewergasstations Risingfuelcosts Morechargingstations–publicandprivate Pressureonelectricalgrid Risingelectricalpricesalmostinevitable–impactonbudget Cityencouraginglocalgeneration–solar Policefleetmayfeelimpactovertime

o Likelymixedfleetoftraditional/hybrid/electricalvehicles


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Rapidchargeinfrastructureifmoreelectricalvehiclesareused

Changingpolicingdemographicswithdevelopment–challenge

Tourists Students Businessprofessional/entrepreneurs Academics

PoliticalHardTrends

New Mayor (Uncertainty): In November 2014 a new mayor (Rindone vs. Salas) will beelectedinthecity

NewCityManager(Uncertainty):AnewCityManagerwillbeinplaceJuly1,2014

CV City Attorney Election (Neutral): Currently the incumbent City Attorney is running

unopposed

BayfrontDevelopment(Opportunity):WhentheBayfrontisdevelopeditwillprovidemorejobsintheCity,butalsorequireadditionalstaffingfromthePoliceDepartment

Two new Council Members (Uncertainty): In November 2014 two council seats are

available(McCannvs.Padilla&Aguilarvs.Smith)

ReelectionofSanDiegoCountyDistrictAttorney (Opportunity):ThereelectionofDistrictAttorneyBonnieDumanisallowsastrongworkingrelationshiptocontinue

Retirements,newhires,andpromotions(Opportunity):StaffturnoverfromtheOfficerlevel

totheCommandStafflevelwillcontinuetooccuroverthenextfewyears EmployeeUnions(contracts)(Opportunity):TheadoptionofnewcontractsbyCVPOAand

CVEAwill impactthefutureofemployeesinthepolicedepartment. It isuncertainatthispointhowthecontractswillaffectemployeesandthedepartment

SoftTrends

Publicownershipof theOlympicTrainingCenter (Opportunity): If theCityofChulaVistatakesoverownershipof theUSOlympicTrainingCenter itprovidesacitybuildingontheeastsidethatcouldserveresidents

AB109impactsonthecommunity(Challenge):Thereleaseofoffendersintothecommunityhas,andwillcontinueto,challengethepolicedepartmentandthecriminal justicesystem.The long termplan for supervision on these offenders is still being defined and inmanycasesfallsonlocallawenforcement


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How the community values public safety (public perception of the Police Department)(Challenge):Thelastresidentopinionsurveywasconductedin2007.Currentlythereisn’tamechanism in place to gain understanding of how satisfied our residents are with theservicewe provide. In addition,we are unsurewhat crime and disorder issues they aremostconcernedaboutinthecommunity

Grantavailabilityandcompetitionforfunds(Challenge):Grantfundingopportunitiesatthe

StateandFederallevelcontinuetobereduced.Inaddition,thecompetitionforthelimitedfundingismuchhigher

CityofChulaVistaOfficeofLegislativeCounsel(Uncertainty):Thisofficeisnotcurrentlyin

place,butcouldbeusedasapoliticalleverageinthefuture

Measuringeffectivenessoflawenforcement(Opportunity):Historicallytheeffectivenessoflawenforcementhasbeenmeasuredbycrimerates,whichwill stillhappen in the future.However,citizens,citymanagement,andelectedofficialswillcontinuetoexpectmoreanddifferentthingsfromlawenforcement

Immigrationreform(Uncertainty):Dependingonthepoliticalleaning,onesidewouldlike

to increase border security and the other side would like to provide a pathway tocitizenship for some illegal immigrants already in theUS. Eitherway, these changeswillhaveaneffectonlawenforcementintheCity

MarijuanaLegalization(Challenge):Thepotentiallegalizationofmarijuanahasfarreaching

implications in the city. Including the regulation of sales, the amounts that can be sold,zoning for dispensary locations, as well as those who may be employed by businesses.There is the crime that is associated with these types of businesses, which results inadditionalworkforlawenforcement.Inaddition,theaddedrevenuethatcanbegeneratedfromthetaxationofsalescanbeusedtofilldeficitsinthecitybudget


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AttachmentH:TeamBreakoutWork–PeerandCommunitySurveyResponsesIn the June Process Planning Teamworkshop, Teammembers were asked to conduct five peersurveysofvariousranksandpositionswithintheDepartment,andalsofoursurveyinterviewswithconstituentsfromfourcommunitiesintheCity:Schools,Business/Civic,Citystaff,andClergy.Atotalof139surveyswerecompletedforthistask(outofapossible180assigned,a77.2percentsuccess rate obtaining information from the various stakeholder groups). In the July workshop,attendeesbrokeintofourteamstoreviewinformationfromboththepeerandcommunitysurveys.Each team was responsible to review assigned questions from each set of responses and thendeterminingthetopthemesandconcernsidentifiedbyrespondents.Thefollowingaretheresultsofthiseffort.TEAMONEQuestionOne: PeerSurvey: Whatdoyouseeasthemostcritical issuesthePDwill faceinthenextfiveyears?

Staffing Morale Recruitmentandretention Successionplanning Technology Growth

QuestionOne: ConstituentSurvey: Whenyou thinkofCVPD,whatareacoupleof things thatcometomind?

Professional Goodpublicsafety

There were some negatives, but they were less frequent. The negative comments, summed upwere:

Arrogant Slowresponsetimes Entitled

QuestionTwo: ConstituentSurvey: TheDepartmentisworkingtoidentifyitsprioritiesforthenextfiveyears.Whatareafewthingsinyourmindshouldbeprioritiesforthem?

Staffing Responsetimes Connectiontocommunity

TEAMTWOQuestionTwo:PeerSurvey:WhatareacouplethingstheDepartmentdoeswell?

Customerservice Communityrelations Camaraderie&recognition Equipment–uniformandgear(atbaselevel,excludingIT)

QuestionThree:PeerSurvey:WhatareacouplethingstheDepartmentstruggleswithorshouldconsiderchanging?


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IT–technology(multipleresponses,probablysecondtostaffingneedsoverall inthepeersurveyresponses

Trainingandcommunications(betweenswornandprofessionalstaff) Trainingforpromotionalopportunities(preparationandexpectations) Staffing Thedividebetweenswornandcivilianstaff Turnoverofexperiencedpersonnel Turnoverorlossofsupportstaff

QuestionThree:ConstituentSurvey:Whatdoyouseeasthegreatestchallengesoruncertaintiesforthecommunityinthenext2‐5years?

Growth Homelessandpoverty Drugissues

o ImpactsofdrugtraffickingandcartelsinMexicoo Educatingouryouth

Immigration Safety – change in community population (perceptions vary between east andwest side

residents)TEAMTHREEQuestionFour:PeerSurvey:WhatshouldtheDepartmentstopdoing?

UsingtheCityIT–weneedourownin‐houseITDivision Lackofadequatetraining,anddenialoftraining Outdatedequipment Understaffing–fixit Promisingthingsthatdon’tgetdelivered Sayingwedomorewithless Settingduedatesandthennotkeepingthem Replacingstaffwithhourlyandpart‐timers Havingadisparitybetweencivilianandsworn Bettertreatmentofcivilianemployeesforawardsandretirementacknowledgements

Question4b:WhatshouldtheDepartmentstartdoing?

Theinverseofthestopdoing–addressandcorrectissuesandproblems Creatingcareerpathsforcivilianstaff Holdpeopleaccountable Givestronger,realistictimelineswhenproblemswillbefixed Createtrainingforcivilians Createplanforupdatingallequipmentforfuture

QuestionFour: ConstituentSurvey: What are some of the opportunities the communitymayhaveoverthesametimeperiod?

Bayfront Growth Jobcreation Communityeducation(differenttypesofeducationfor“pockets”ofcommunity)


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Buildbettercommunityinteraction(especiallywithbusinesses) Createmorevisibility–bikepatrols,gettingoutofcarstoengagewithpublic Developeasternsub‐station

QuestionFive:ConstituentSurvey:WhataresomeoftheDepartment’sgreateststrengths?

Professional Goodreputation Positivecommunityservice Theyareflexibleanddependable Theydon’tseemtohavetheincidentsseenatSanDiegoPD Respondentsalsonotedthedesireforaneasternsubstationandmorevisibility

TEAMFOURQuestionFive:PeerSurvey:ThinkingoftheStrategicPlan,whatwouldthetop3‐4prioritiesbefortheDepartmentinyourmind?

Staffing Retention Training Successionplanning Employeedevelopment Technology Equipment–vehicles Safety Communication

QuestionSix:ConstituentSurvey:Whataresomeareaswheretheyneedtodevoteattention,orwheretheymaybeweakerthantheywanttobe?

Staffing Slowresponsetimes,especiallytonon‐urgentcalls Communitypartnerships Communication/Branding–positivebrandingofDepartment Professionalism

The full raw response data is available for anyone wishing to examine it. It was provided toCommand Staff subsequent to the July Process Planning Team workshop so they could assesspossiblechangesoractionatlevelsbelowthatoftheStrategicPlan.


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AttachmentI:ACTIONPLANNINGWORKSHEETForeachObjectivelistedinyourObjectivesworksheet,youwillcreateanActionPlan.Thisworksheet is useful during conversationswith aworkgroup chargedwith fulfilling theintentofthatObjective.Thequestionsbelowareintendedtohelppromptconversation,tosurfaceinsights,andtoidentifyresourcesneededtoachievesuccesswiththeActionPlan.1.WhatGoalis,inpartorinwhole,isbeingachievedasaresultofthiswork?2.WhatarethespecificelementsoftheObjectiveforwhichthisActionPlanisbeingcreated?(bepreciseasyoudefineeveryaspectoftheObjective)3.Whataretheexpectedoutcomes,resultsandmilestones?4. Which stakeholders (internal and external)will benefit as a result of succeedingwith thisPlan,andhowwilltheybenefit?5. Who will lead the effort, and who will do what to implement the actions? What are theindividualandgrouprolesandresponsibilities?(remembertoprovideadequateauthoritywithanyresponsibilitysothepersonorgroupcancompletetheirwork)


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6.Whatresourceswillberequired,andwherewilltheybeobtained?a.Fundsb.Peoplec.Technologyd.Other7. Howwill the Action Plan be communicated to stakeholders, and reported to the personsresponsiblefortheStrategicPriorities?8. How will implementation of the Action Plan be reviewed and monitored? How willaccountabilityforworkbeensured?


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AttachmentJ:ACTIONPLANNINGREPORTThisattachmentnotesthesuggestedcategoriesfortheActionPlanforeachobjectivearticulatedinthePlanfortheFuture.ThespecificlayoutanddetailshouldbechosenbytheteamstowhichtheresponsibilitywillbegiventoachievesuccessfortheGoalsandObjectivesinthePlanStrategicPriority: _____________________________________________GoalNumber:________GoalStatement:______________________________________________________________________Objective#:________ Objective(what,bywhen,towhatoutcomeormeasure):_____________________________________________________________________________________________________________________________________ActionSteps Leader Target

DateResources

PotentialBarriers

CommunicationPlan

Status/Evaluation

WhatneedstobedonetoreachtheObjective?

WhoisleadingworkforthisAction?

Bywhatdatewillitbedone?

Whatisavailable?Whatisneeded?

Issues,policies,approvalnecessarytocompletestep

HowwillitbeintegratedintothePlanandorg?

Wherearewe?Whatneedstobedone?

StepOne

StepTwo

StepThree

StepFour

StepFive

StepSix

StepSeven

This report can be used both to create the Action Plan, and then to be used as an evaluationinstrumenttotrackprogresstowardcompletionofworktoachieveaspecificObjective.Itshouldbea“livingdocument”andbekeptuptodateaseachstepintheActionPlanisinitiated,asmilestonesareachieved,andwhenthePlaniscomplete.


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AttachmentK:ChulaVistaPoliceDepartmentPreviousPlanningEffortsThere have been twomajor planning efforts in the past decade in the Police Department. Mostrecently, theDepartmentreceivedPhaseIIIof theMatrixConsultingGroup’sreports,whichdealtprimarilywithstaffing,operationsandtimemetricsforPatrolandSupportOperations.In2006,theDepartment also completed significantworkwith the publication of the Strategic Business Plan.Bothreportsinformtheprocessandoutcomesofthisplanningprocess,andhelpthereaderbetterframetheirunderstandingofthegoalsandobjectivescreatedinthisStrategicPlan.ChulaVistaPoliceDepartment–SynopsisofMatrixConsultingGroupReportsFrom 2012‐2014, theMatrix Consulting Group (MCG) performed an extensive analysis of ChulaVista Police’s staffing and operations functions. Three reports were completed, with a specificscopeandpurposetohelptheDepartmentmaximizeoperationswithcurrentandfutureresourcesaswellasconsidersomekeydeploymentandorganizationalchangesforthefuture.The data suggests Chula Vista is a comparably safe community when ranked against its peercommunities. In the Patrol Operations analysis, MCG did not use the per capita ratio as ananalytical tool in assessing field staffing needs. The other primary assessmentswere the use ofcivilianstafftooffloadcertainnon‐essentialtasksofswornofficersandthebreakdownofproactiveand reactive time of officers handling duties and responsibilities above the basic response tocommunitygeneratedcallsforservice.PhaseI‐PatrolOperations:KeyActionsMay2012Fromall theanalysisof threeMatrixReports, therewere severalkey recommendations, someofwhichhavebeenpartiallyachievedsince2012.Themostnotableoftheseare:

Consider negotiating a comprehensive 12‐hour shift in six teams to impact availableproactivetimeforswornofficers.Ifa12‐hoursshiftcannotbenegotiated,hirefive(5)newpoliceofficerstocoverthedaytimeperiod

MaintainexistingPatrolOperationsorganizationalandsupervisorystaffingwiththechange

offive(5)LieutenantsassignedtoPatrolasWatchCommanders

Hire five (5)CommunityServiceOfficer (CSO)positions tooffsetnon‐emergencycalls forservice

Implement verified response for residential and commercial alarms to result in a 90%

reductionintheseinthesecalls

Adopt dispatching protocols and patrol operational policies to overall reduce the totalaveragepatroluntilsenttocallsfrom1.86unitsto1.60units.

TheReport stronglyemphasized theneed toaddress theremainingNetRMS issues, including theneed for both sworn andnon‐sworn personnel to conductmonthlymeetings. Thiswork shouldresultina25%reductioninreportwritingtime.


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An analysis of the Department’s technology recommended to implement an Automatic VehicleLocator System for Patrol Operations linked to Dispatch real‐time mapping. A secondrecommendationwastopurchaseandinstallaCoronaSolutions(orequivalent)beatconfigurationandschedulingsoftware toallowreal‐timebeatredesignandshift‐schedulingadjustmentsbasedonvariouspatrolworkloadmetrics.PhaseII:SupportServices:KeyActionsApril2013ThePhaseIIReportconsistedofathoroughreviewofCVPD’sSupportServices;includingCriminalInvestigations,SpecialInvestigationsUnit,ProfessionalStandardsUnit,CityJail,Dispatch,Propertyand Evidence, Task Forces, Administrative Services, Fiscal Operations, Police Support Services,Research&AnalysisandPoliceTechnology.Theevaluationandanalysislookedatstaffinglevelsforswornandnon‐swornfunctions,thespanofcontrol for management and Command Staff throughout the organization, the potential use ofvolunteerpositions in lieuof sworn, and theDepartment’suseof technology todetermine if anyimprovementsshouldbemadetoimproveefficiency.ThePhase IIReportnoted thereductionof staffingduring the last fewyears (almost12% in theDepartment),particularlyintheadministrativeandsupportservicesfunctions.Thishasresultedinstaffandmanagementpersonnelhavingmoremultipleresponsibilities,eachofwhichshouldstillbe reasonably performed. In addition, the report notes theDepartment has seen an increase inpersonnelretirements,resultingintheunenviablepositionofcompetingagainstthelargeragenciesintheCountytoaddpersonnelquicklywithinthecurrentbudgetconstraints.Anissuetostudyinthe planning effort is how, and in what ways, the decrease in staffing has affected the agency’seffectivenessandefficiencyinitscoreduties.The Phase II recommendations focused on methods for doing things more effectively – with acommonthreadbeingtomemorializebestpracticeapproachestoconductingbusinessthatresultsinmaintainingahigh‐caliberpoliceagency.KeyrecommendationsforInvestigationsinclude:

ImplementingSARAproblemsolvingandreportingtohelpdefineSIUprocesses DevelopingimprovedreportingofdatatodemonstrateSIUoutputsandoutcomesandthe

impactontheCityandregion

Creatingone(1)LieutenantpositiontomanageSIU–transferfromJailandDispatch

Formalizingadetectivecaseloadprioritizationsystemwithintheframeworkofformalizingthecasescreeningprocess

CreatingaCivilianInvestigatorpositionandtransfertwoagentsfromtheFamilyProtection

UnittoPropertyCrimes

AssigningaPoliceSergeanttooverseeallaspectsofthetrainingprogram


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KeyrecommendationsforAdministrativeServicesinclude:

Authorizing one (1) Senior Evidence Specialist position and reclassify one to EvidenceControlSpecialist

Maintainingapurgingprocesswhereevidenceisrotatedonaconsistentbasis

IncludetheNetRMSinventorymanagementsystem

Formalizingprotocolsandoperatingproceduresforproperty/evidencedestruction

CreatingaLeadPoliceServiceOfficerjobclassificationintheJail

Creatinganon‐swornSupervisortooverseeJailOperations

PhaseIII:AssessmentoftheCVPD’sFieldServices–AspirationsJanuary2014MCGcompletedadescriptivesummaryofCVPD’sfieldservicesfunctionsandaninitialassessmentofproactivityinfieldserviceunits.ThisPhaseIIIReportcompletedinJanuary2014examinedthechangesmade topatroldeploymentandstaffing following their first setof findingscompleted in2011.The Phase III Report reflects the relationship of proactive workloads and community‐generatedcalls forserviceasthecenterpieceofMCG’sanalysisofPatrolOperations. Theperiodofanalysiswasforoneyear‐October1,2012toSeptember30,2013. Thereisaplethoraof accompanyingdatainthisreport;brokendownbycommunity‐generatedcallsforservice,organizedbyhouranddayofweek,byeachcitysectorandpriorityofcalls.Thereisalsoatableofcommunity‐generatedworkloadtrendsbetweenPhaseIin2011andtheconclusionofthisanalysisinSeptember2013.Althoughminor differences were observed in the hourly activity patterns for two time periods,their similarity reflects the long‐term consistency of community‐generated workload for patrolunits. Since the report analyzed changes to patrol deployment, it noted the additional responseduties given to CSO’s, resulted in their handling a total 4.5% of the call for service workloads.AlthoughthisdoesnotcomprisealargeportionoftheDepartment’soverallcommunity‐generatedcall workload, the CSO response rates is nonetheless significant. It is likely the increase in CSOactivityhashadapositiveeffectinpatrolofficershavingmoretimeforproactivepolicing.AnotherchangeinthisyearlonganalysisistheuseofStreetTeamOfficerstoaugmentpatrolunitstwodaysperweek,onWednesdayandThursday from1:00–11:00p.m.Theywereanalyzedassupportingpatroloperations,respondingtocalls forservice.Afterall thedatawastabulated, thereportconcludedtheStreetTeamassistanceamountedto4–5%ofhandlingcallsforservice–thesameasCSO’s.StrategicBusinessPlan–WeidnerConsultingReport–2006In2004,theChulaPoliceDepartmentcontractedtheWeidnerConsultingCorporationtocompleteaStrategicBusinessPlanafive‐yearblueprintofmajorissuesandgoalsandobjectivestoachievefor


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their long‐termsuccess.More than150Departmentmembersmetovera five‐month time frame,consumingwhat thereportnotedas1,800staffhours.Theirgoalswere toassess the futureanddeveloptheissues,strategiesandprocessestousetoworkoneachgoal.Allthediscussionsduringthis process maintained one significant theme – the Department is committed to providingexemplaryserviceandhaveunparalleledprideintheirorganizationandcommunity.The Plan was presented to Mayor and Council on May 10, 2006. It contained 33 individualprograms and collateral assignments throughout the organization that collectively wereresponsiblefor300servicestointernalandexternalcustomers.ThisassessmentandoverviewwillprovideabriefsynopsisofthemajorPlanelements.IssuesStatementsDuring the assessment of the future workshops, eight Issue Statements were derived, whichsummarizeemergingissuesandtrendsthatwereimpactingthePoliceDepartmentatthattime,andalso2‐5yearsintothefuture.AsynopsisofthoseStatementsis:

1. TherapidlygrowingpopulationandexpandinggeographicareaoftheCitywillcontinuetoleadtoanincreaseinthevolumeandcomplexityincallsforservice.Thiswillcreateaddedworkloads on personnel and result in a lower quality of service. It will also reduce theDepartment’sabilitytoprovidecommunitypolicing,significantlydelayresponsetimes,anddiminish thepublic’s perceptionof theDepartment andCity through a reduction in theirfeelingofsafetyandsecurity.

2. As a result of an increase in the frequency and complexity of calls for service and the

geographic expansion of the City, the reduced ability to mitigate traffic safety andenforcementissueswillresultinadiminishedpublicperception.

3. Aneedtofocusonbusinessandenvironmentaldesigncitywidetoreduceautotheft,gang

violence,prostitution,drug‐dealing,illegaland/orunlicensedbusinessactivityandblightedareas.

4. ThattheDepartmentmustconsistentlyrecruitandretainqualifiedemployees,anddevelop

leadersinternallytomaintainahighlevelofserviceandavoidexcessiveturnover.

5. That the Department must complete appropriate employee performance reviews so thequalityofserviceisn’tfurtherdiminished,whichcouldleadtoincreasedliabilityandlossoffundingandpoliticalsupport.

6. TheDepartmentmustdevelopasystemforthetimelycompletionofpolicereports–patrol

personnel needup‐to‐date emerging crime trends forproactive enforcement. In addition,thorough,timelyandsuccessfulinvestigationsmustbeconsistent.

7. The lack of a comprehensive public safety and technology plan and

implementation/replacementschedulewill limit theDepartment’sability to integrateandmaintaincoretechnologies,suchasCAD,JIMS,911‐mapping,RMSandAFR.

8. Keepupwiththeincreasingtechnologycrimesandhomelandsecurityobligationsinorder

tomaintainpriorityresponsetimesforallcallsforserviceandtokeepupwithexpandingdemographyofvictims.


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TheSixStrategicGoals

1. Togaina95%overallcitizensatisfactionratewiththeDepartmentby2008.

2. TheDepartmentwillachievea100%fillrate inauthorizedswornandcivilianactualstaffpositionsby2007.

3. WillmeetGMOCrequirements forPriority1and2responsetimes;and80%ofPriority3and Priority 4 calls within 60 minutes by July 2008. By July, 2009, meet 90% of bothPriority3and4callswithin60minutes.

4. ByJuly,2008customersandpartnerswillexperienceimprovedserviceby100%ofreportsforPart 1 crimes completed, entered and filedwithin24hours; and100%of reports forPart2crimescompleted,enteredandfiledwithin72hours.

5. Throughcommunitypolicingstrategies,residents’overallfeelingsofsafetywillbe:90%fortransitlocationsby2008;95%forpublicparksby2008and95%forcommercialareasby2008.

6. Reducetheautotheftrateby20%andreducethePart1violentcrimerateby20%usingeffectiveproblemsolvingstrategiesby2008.

LinesofBusiness,ProgramsandServicesBeyondtheissuesdevelopmentandstrategicgoals,theReportnotedahierarchyofElementsoftheoperationalportionofthePlan.Withinthatsection(whichcomprisesthemajorityofpagesofthetotalreport)therearefourLinesofBusinesswithPurposeStatementsandKeyResults.TheseLinesofBusinessaredescribedinthepreambleoftheReportashighlevelPoliceDepartmentprogramgroupings, defined in terms of results for customers, providing an executive strategic leveloverviewof performance for theChief and, asdesired, otherkey stakeholders. LinesofBusinesswereintendedtobetheguidepostsfromwhichthePlanwasoperationalizedduringitslifetime.TheLinesofBusiness(LOB)wereseparatedintofourcategories:

Operations Investigations AdministrativeServices ResourceManagement

WithineachLOB, therewere fromfour to fourteenspecificmetrics tomeasureoutcomesagainstwhichtobenchmarksuccessinthatLOB.EachLOBwasthendisaggregatedintonumerousspecificProgramsandServices

ProgramsweredefinedasanoperationallevelofgroupingsofServices,definedintermsofresultsforChulaVistacustomers.EachProgramcontainedaFamilyofMeasuresbywhichmanagerscouldmonitor,manageandimproveperformance.Theseoutcomeswerenotedinfourways:

o Result–percentorrate;degreetowhichcustomerscanbeexpectedtoexperienceaparticularbenefit


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o Output–expressedasanumber,statingthenumberofunitsaproductisexpectedtobedelivered

o Demand–thenumberofunitsthatproductisexpectedtoberequestedorrequiredbycustomers

o Efficiency–dollarexpendituresorcostsperresultorperoutput

Servicesweredefinedas thecompletedserviceordeliverable, tangibleor intangible, thatthe customer actually receives. Services are identified within each Program. In total, allServicescompriseacomprehensiveinventoryofservicesfortheentireDepartment.

AnalysisoftheWeidnerReportTheWeidnerReportisanimpressivecollectionofstrategicgoals,objectivesandspecifictasksandactivitiestobeundertakenbytheDepartment.Thisworkwastocommenceinthespringof2006,andtheinferredtimelineofthePlanwastoextendto2009(asnotedontheParticipantspage,andalso noted in the 2‐5 year time range articulated in the opening segment discussing the IssuesStatements and Strategic Goals). Each of the Issues, Goals, Lines of Business, Programs andStrategieswere vetted by a broad array of organizationalmembers over a 12‐week period in anumberofworkshopswithWeidner’sconsultants.AlthoughtheStrategicBusinessPlanwascomprehensiveinitsscope,reportsfromorganizationalmembers indicatesmanyof its Programs and Serviceswere left untended andunfinished as thecollapse of California’s economy gainedmomentum in 2008. It is unfortunate theworkwas notcompleted,butthegoalsandobjectivesoftheworkcanformavaluablebasisfromwhichcurrentplannersandmanagerscancreateacompellingplanfortheDepartment’sfuture.

cvpd strategic plan. draft

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