wyoming highway patrol - whp.dot.state.wy.us

Wyoming Highway Patrol

2009 Strategic Plan

COLONEL SAM POWELLAdministrator

1

Table of ContentsIntroduction ......................................................................................................................2

Overview ............................................................................................................................2

Organizational Chart and Functions ..............................................................................3

Vision, Mission, and Values ..............................................................................................4

Objectives and Goals ........................................................................................................5

Strategic Performance Measures ...................................................................................6-7

Achievements of 2008 .......................................................................................................7

Balanced Scorecard Methodology ...................................................................................8

Summary ............................................................................................................................8

BSC Sampling of Response Charts ..............................................................................9-12

Appendix A – Balanced Scorecard Charts ..................................................................13-18

Wyoming Highway Patrol2009 Strategic Plan

Strategic Plan

2

Strategic Plan

INTRODUCTION

Welcome to Wyoming Highway Patrol’s (WHP) Strategic Plan for 2009. This Strategic Plan not only provides the foundation for the future of WHP, but it helps provide direction to all its employees. It also informs outside stakeholders of what is happening within Patrol from a big picture perspective down to its day-to-day activities.

The WHP continues to use a management tool called the Balanced Scorecard (BSC) to determine if it’s achieving the goals it sets forth in the Strategic Plan. The overall Patrol’s 2009 BSC can be viewed in Appendix A. The 2009 BSC contains measures from the previous years BSCs so the reader can easily see the progress Patrol is making in regards to its goals.

During the past year, all of the uniform side (District and Division personnel) were involved in strategic planning. They began by aligning their activities to the direction provided by the overall WHP BSC. In addition, many of them adopted their own goals to address needs specific to their area. The Port of Entry’s also completed a BSC for all the Ports around the state, and the Dispatch center completed their BSC, as well. Work is continuing in 2009 on establishing a BSC for other Support Service Sections within WHP including: Equipment, Inventory, and Evidence; Commercial Carrier; and Safety, Training, and Records.

OVERVIEW

The Wyoming Highway Patrol’s primary duty is to keep the motoring public safe as they travel over the 6,800 miles of highways in the state, including 900 miles of interstate. The WHP is comprised of two sections: Field Operations and Support Services.

Field Operations involves patrolling the roads, crash reconstruction, drug interdiction and commercial vehicle enforcement, to list a few. Support Services provides dispatch services which operates a statewide telecommunications system, issues and collects fees from permits, coordinates commercial vehicle inspections, and provides safety programs to schools and other safety-minded service organizations across Wyoming. Additionally, they ensure that the day-to-day activities of WHP run smoothly, overseeing the recruitment and training of new employees including troopers.

3

Strategic Plan

ORGANIZATIONAL CHART

FUNCTIONS The primary functions of the Patrol Division include:

• Enforcing the State’s traffic laws; • Performing criminal interdiction on Wyoming highways focusing on the transport of

illegal drugs;• Directing, controlling and regulating motor vehicle traffic on public roadways;• Providing Executive Protection and Capitol Security;• Inspecting vehicles for safety-related equipment violations;• Providing community education and administering safety programs to the public;• Assisting in state homeland security efforts;• Regulating road closures for special events, inclement weather, or when necessary to

prevent further injury or damage following an emergency;• Circulating and enforcing rules and regulations for commercial motor vehicles; and• Providing emergency assistance in the event of major disasters, civil protests or when

requested by local law enforcement.

VISION, MISSION, and VALUES

The following are the overall vision, mission, and values of the WHP:

VISIONWyoming’s Leader in Highway Safety

MISSION The Wyoming Highway Patrol is committed to serve and protect all people in Wyoming with courtesy, professionalism and integrity.

VALUES The Wyoming Highway Patrol holds the following eight core values as an integral

part to our overall success: Integrity Be truthful, ethical, accountable, consistent, fair and predictable.CourageOvercome fear, have administrative fortitude, remember principle over expediency, do what is right, and demonstrate self-initiative.DisciplineDisplay self-control, be respectful, and maintain objectivity.LoyaltyHave allegiance and trust to: ourselves, each other, and to the public; submit to authority; and use difficult times to demonstrate my commitment to those I serve. Submission equates to “being under authority grants authority.” DiligencePursue excellence through hard work, dedication, and perseverance. Stay the course. Be committed. Invest the time and energy to complete each task assigned to me.HumilityHave compassion, good listening skills, be a servant leader. Recognize weaknesses in myself and strengths in others.OptimismFocus on the future with a clear understanding of responsibilities to achieve agency goals, maintain a positive outlook, demonstrate patience and understanding, and recognize others. ConvictionI approach my day-to-day activities with confidence, passion, andsincerity.

4

Strategic Plan

OBJECTIVES

The Wyoming Highway Patrol’s (WHP) main objectives are to:

I. Reduce Highway Fatalities II. Reduce (Driving While Under the Influence) D.W.U.I.sIII. Increase Employee SatisfactionIV. Maximize Service to the Public

The Wyoming Highway Patrol plans on reducing highway fatalities and removing impaired drivers by increasing visibility and increasing enforcement. The intent of WHP is to find ways in which to increase employee satisfaction, improve working conditions and performance. To maximize the level of public service provided to the motoring public, WHP plans to intensify outreach programs in the interest of highway safety by providing more news releases and educational programs.

GOALS

To achieve the objectives listed above, WHP has developed in conjunction with WYDOT and their Balanced Scorecard, the following six goals.

• Keep People Safe on the State Transportation System• Every Call will be Handled with a Service Oriented Response• Develop and Care for our People• Perform our Duties and Obligations, both Required and Expected Without

Reservation • Formalize an Agency Structure that prepares WHP for Future Growth and

Demands by Meeting both Internal and External Needs• Operate Within a Balanced Budget (Expenditures by Plan not Crisis)

5

Strategic Plan

STRATEGIC PERFORMANCE MEASURESTo assist WHP in achieving its goals and objectives, the following strategic performance measures have been established. Goals are shown in bold and strategic performance measures in italics. The strategic measures will be evaluated at the end of the year, December 31, 2009 to determine if WHP is meeting it’s targets and ultimately accomplishing its goals.

1) Keep People Safe on the State Transportation Systema. Reduce the Number of Fatalities to 142 (the target established in 2007) b. Reduce the Number of Impaired Driver Crashes by 5%c. Reduce the Number of Impaired DriverRelated Fatal Crashes by 5%d. Reduce the Number of Commercial Motor Vehicle (CMV) Crashes by 5%e. Reduced the Number of CMV fatalities by 5%.f. Reduce the Number of Overall Crashes by 5%g. Reduce the Number of Fatalities During “Care Holidays” by 50%h. Increase Seat Belt Use by 5%i. IncreasetheNumberofTrafficCrashCitationsby5%

2) Every Call will be Handled with a Service Oriented Responsea. Increase the Rating from the Customers Satisfaction Survey Cards to 80%b. Decrease the Number of Founded Complaints c. Createa“MemberConductProfile”Reportd. Create a Customer Comment Card Reporte. Develop and Implement a System that Tracks Response Time to Crashes

3) Develop and Care for our Peoplea. Reduce Turn-over Rate by 1%b. Develop a Comprehensive Process for Gathering Information from Exiting Employeesc. Increase the Rating from the Employee Survey to 70% d. Decrease Employee Injury Rate by 10%e. Increse by 5% Those Troopers who Qualify for the Incentive Under the Fitness Program (Fit Force)f. Identify and Increase the Number of Civilian Employees who Qualify for the Incentive Under the Wellness Program

4) Perform our Duties and Obligations, both Required and Expected Without Reservationa. IncreasetheNumberofQualifiedInspectorsto100%b. Increase by 5% the Number of Drivers who are Placed out of Service Compared to the Total Number of CVSA Level III Inspectionsc. Increase by 5% the Number of Vehicles Placed Out of Service Compared to the Total Number of CVSA Level I and Level II Inspectionsd. Increase the Percentage of Short-Term Goals met that are Listed in the Plan Submitted to

FHWA Annuallye. Increase the Percent of Total Hours Actually Spent Patrolling by 5%f. Review Permitting Process for Oversize/Overweight Load Section

6

Strategic Plan

5) Formalize an Agency Structure that prepares WHP for Future Growth and Demands by Meeting both Internal and External Needs

a. Evaluate both Short and Long-Term Goals Resulting from Strategic Planningb. Develop a Recruiting Strategyc. Complete the Video Camera Projectd. Implement a Records Management Systeme. Complete the Mobile Data Terminals (MDT) Projectf. Implement and Fill Division Coordinators Positions g. Develop and Implement eCitations

6) Operate Within a Balanced Budget (Expenditures by Plan not Crisis)

a. Develop a District Budget Planb. Develop and Implement a Replacement Schedule for Vests, Radars, and I-Copc. Decrease Total Preventable Damage to Patrol Vehicles by 5%

•Developedadatabasetoanalyzeinformationtoincreasecustomersatisfaction•Developedandimplementeda“memberconductprofile”forWHPpersonnel•Developedandconductedanemployeesurvey•Completedtrainingforallsupervisorsonindividualdevelopmentplans(IDP)•CompletedallIDPsforSupervisors•Continuedtoevaluatebothshortandlong-termgoalsinthestrategicplan•Developedasuccessfulrecruitingstrategy•Developedandimplementedamoreefficienttrainingprogram•Implementedanevidencemanagementsystem•Completedtheelectroniccrashreportprojectincludingtraining•Developedacentralrepositoryandprocessforsubpoenasandpublicrecordsrequests

Strategic Performance Measures (Continued)

7

Strategic Plan

Achievements in 2008

(For a graphic view of the current status of WHP’s performance measures see pages 9-12.)

8

Strategic Plan

BALANCED SCORECARD

The Wyoming Department of Transportation (WYDOT) uses the Balance Scorecard (BSC) to ensure that it is focusing it’s goals between customer service, improving processes, employee learning and growth,andusingresourceseffectivelyandefficiently.TheBSCtemplatenotonlyassistsreadersin quickly identifying the goals, strategies, and targets, but it also is a way in which WYDOT can keep score of its progress towards its goals.

A critical part of the Balanced Scorecard is cascading it down through the organization. Therefore, since the WHP is a component of WYDOT they have adopted the BSC approach to display their goals, strategies, and targets as well. The Patrol’s BSC can be found in Appendix A.

SUMMARY

One of the most important parts to any strategic plan is not the plan itself but the discussion and planning process that goes into developing the plan. The next important component of the plan is putting the strategies into motion. Without this vital step the plan is just a plan.

AcriticalaspectofWHP’sStrategicPlanisthatitiscontinuouslyevaluatedtoreflecttheever-changing environment. The Strategic Plan is a living document that is always evolving. The Plan continues to develop into a more comprehensive and usable tool. Patrol’s Administration continuously reviews both documents to determine if they are still on track and if they need to implement new strategies.

GOAL: Keep People Safe on the Transportation System

No. of FATALITIES

200

150

100

502006 2007 2008

195

149159

TARGET

142

2009

Reduce the number of Fatalities to 142.

No. of CMV Crashes

2000

1500

1000

5002006 2007 2008

1322

1870

TARGET

1219

2009

1408

Reduce the number of Commercial MotorVehicles crashes to 1219.

No. of CMV FATALITIES

50

35

20

52006 2007 2008

31

21

29

TARGET

19

2009

Reduce the number of Fatalities to 19.

No. of Overall CrashesInvestigated by Patrol

8000

7000

60002006 2007 2008

73817237

TARGET

7012

2009

7425

Reduce the number of Overall crashes by 5%.

Strategic Plan

9

BSC Sampling of Result Charts

Strategic Plan

No. of FATALITIES During“Care Holidays”

15

10

5

02006 2007 2008

1012

7

TARGET

4

2009

Reduce the number of Fatalities during“Care Holidays” by 50%.

Increase Seat Belt use for Wyoming Occupants.

% of SEAT BELT Usage(Wyoming Occupants)

2006 2007 2008

58.5%

66.9%

TARGET

75%

2009

70.4%

80

70

60

50

2006 2007 2008

63.5%

68.6%

TARGET

77%

2009

72.2%

Increase Seat Belt use for all occupants.

80

70

60

50

% of SEAT BELT Usage(All Occupants) Number of WHP Citations

2006 2007 2008TARGET

2009

Increase the Number of TrafficCrash Citations by 5%.

3000

2500

2000

2134

2227

2810

2950

GOAL: Keep People Safe on the Transportation System(Continued)

10


Strategic Plan

Ratings fromCustomer Satisfaction

Survey Card

100%

90%

80%

70%

60%2008

TARGET2009

2008: 588 of 762 responses were positive;only 18 (2%) were founded complaints.

77%80%

GOAL: Every Call handledby a Service-oriented

Response

Ratings fromEmployee Survey

100%

90%

80%

70%

60%2008

TARGET2009

Overall rating for entire Survey.

65.3%

70%

GOAL: Develop andCare for Our

People

40%

35%

30%

25%

20%‘06 ‘07 ‘08

PATROL: TOTAL

PREVENTABLE DAMAGE

Decrease total preventabledamage to Patrol vehicles by 5%.

35% 36%

33%31%

TA

RG

ET

‘09

GOAL: Exercise GoodStewardship of OurResources - Operatewithin a BalancedBudget

11


Strategic Plan

12


40%

35%

30%

20%

10%

% of EmployeesCertified Inspectors

‘06 ‘07 ‘08 ‘09

20%

15%

10%

5%

0%

100%

90%

80%

70%

60%

% Out of ServiceDrivers

% Out of ServiceVehicles

Compared to total No. of CVSA Inspections

Compared to Total Numberof CVSA Inspections

84%

95% 95%

12%11%

12%

28% 29%27%

60%

55%

50%

45%

40%‘06 ‘07 ‘08

44.2%

51%

46.5%

TA

RG

ET

56%

‘09

GOAL: Perform Our Duties and Obligations,Both Required and Expected without Reservations

Patrol: Total HoursWorked Patrolling

TA

RG

ET

32%

‘06 ‘07 ‘08 ‘09‘06 ‘07 ‘08 ‘09

TA

RG

ET

100%

TA

RG

ET

16%

BSC - Wyoming Highway Patrol - January 2009 - Page 13(BSC Charts 1 of 6)

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P)'s

BSC

WH

P is

com

mitt

ed to

ser

ve a

nd p

rote

ct a

ll pe

ople

in W

yom

ing

with

cou

rtesy

, pro

fess

iona

lism

and

inte

grity

GO

AL

MEA

SUR

EST

RA

TEG

YTA

RG

ETA

CTU

AL

CO

MM

ENTS

LAST

YR

Res

pect

fully

Per

form

O

ur L

awfu

l R

espo

nsib

ilitie

s

Per

form

Our

Dut

ies

and

Obl

igat

ions

, Bot

h R

equi

red

and

Exp

ecte

d,

With

out R

eser

vatio

n!

% o

f Em

ploy

ees

100%

of A

ll E

mpl

oyee

s w

ho a

re C

ertif

ied

Insp

ecto

rs th

at M

eet A

genc

y E

stab

lishe

d M

inim

ums

100%

TBD

Qua

lifie

d In

spec

tors

/Tot

al

# of

Insp

ecto

rs:

189/

199

(200

8) F

Y18

9/19

9 (2

007)

FY

176/

209

(200

6) F

Y

95%

(200

8)95

% (2

007)

84%

(200

6)

% o

f Out

of S

ervi

ce

Driv

ers

Com

pare

d to

To

tal#

ofC

VS

A

Incr

ease

by

5% th

e #

of D

river

s w

ho a

re P

lace

d ou

t of S

ervi

ce C

ompa

red

to T

otal

# o

f CV

SA

Le

velI

IIIn

spec

tions

16%

TB

D#

of D

river

s pl

aced

out

of

serv

ice/

Tota

l # o

f CV

SA

In

spec

tions

/:

12%

(200

8)11

% (2

007)

12%

(200

6)

Pag

e 4

of 6

Janu

ary,

200

9

Tota

l# o

fCV

SA

Insp

ectio

nsLe

velI

IIIn

spec

tions

Insp

ectio

ns/:

1,96

8/16

,785

= 12

% (

08),

2,01

2/17

,835

= 1

1% (0

7)2,

233/

18,4

86 =

12%

(06)

12%

(200

6)

%

of O

ut o

f Ser

vice

V

ehic

les

Com

pare

d to

To

tal #

of C

VS

A

Insp

ectio

ns

Incr

ease

by

5% th

e #

of V

ehic

les

that

are

Pla

ced

out o

f Ser

vice

Com

pare

d to

Tot

al #

of C

VS

A

Leve

l I a

nd II

Insp

ectio

ns

32%

TBD

Leve

l I a

nd II

Insp

ectio

ns:

# of

Veh

icle

s P

lace

d O

ut

of S

ervi

ce/T

otal

# o

f V

ehic

le In

spec

tions

:1,

929/

6,69

5 =

29%

(08

)1,

851/

6,69

7 =

27%

(07)

1,89

3/6,

581

= 28

% (0

6)

29%

(200

8)27

% (2

007)

28%

(200

6)

% o

f Sho

rt-Te

rm

Goa

ls O

btai

ned

from

20

08 F

HW

A P

lan

Com

ply

with

Sho

rt-Te

rm G

oals

Lis

ted

in th

e P

lan

Sub

mitt

ed to

FH

WA

Ann

ually

100%

TBD

Bas

ed o

n fis

cal y

ear.

As

fund

ing

allo

ws.

Res

ults

fro

m 2

008

will

be

note

d in

20

09.

50%

(200

7)83

% (2

006)

% o

f Cal

ls R

espo

nsed

to

With

in 2

0 m

inut

esS

afel

y R

espo

nd to

All

Cal

ls in

20

Min

utes

or

Less

. R

epor

t will

be

deve

lope

d by

12/

31/0

9.

80%

TBD

Sw

orn

Sid

e Fr

om

"Tim

e of

Not

ify" t

o "T

ime

of A

rriv

al. "

%

of T

ime

Spe

nt

Pat

rolli

ngIn

crea

se %

of T

otal

Hou

rs W

orke

d, A

ctua

lly

Spe

nt, P

atro

lling

by

5%56

% T

BD

(A -

N a

nd P

, Q a

nd T

)

Ta

rget

was

49%

(200

7)51

% (2

008)

46.4

7% (2

007)

44.2

8% (2

006)

Pag

e 4

of 6

Janu

ary,

200

9


Lead

ers

in H

ighw

ay S

afet

yW

yom

ing

Hig

hway

Pat

rol (

WH

P)'s

BSC

WH

P is

com

mitt

ed to

ser

ve a

nd p

rote

ct a

ll pe

ople

in W

yom

ing

with

cou

rtesy

, pro

fess

iona

lism

and

inte

grity

GO

AL

MEA

SUR

EST

RA

TEG

YTA

RG

ETA

CTU

AL

CO

MM

ENTS

LAST

YR

Impr

ove

Inte

rnal

P

roce

sses

to M

axim

ize

Effi

cien

cy th

roug

hout

the

WH

P

Form

aliz

e an

Age

ncy

Stru

ctur

e th

at P

repa

res

WH

P fo

r Fut

ure

Gro

wth

an

d D

eman

ds b

y M

eetin

g bo

th In

tern

al

and

Ext

erna

l Nee

ds

Con

duct

SW

OT

anal

ysis

(S

treng

ths,

Wea

knes

ses,

O

ppor

tuni

ties,

and

Th

reat

s) a

nd d

evel

op

stra

tegi

es to

add

ress

is

sues

On-

Goi

ngE

valu

ate

Bot

h S

hort

and

Long

-Ter

m G

oals

R

esul

ting

from

Stra

tegi

c P

lann

ing

Impl

emen

tatio

n D

ate

Dev

elop

a R

ecru

iting

Stra

tegy

TBD

TBD

Pag

e 5

of 6

Janu

ary,

200

9

Impl

emen

tatio

nD

ate

Dev

elop

aR

ecru

iting

Stra

tegy

TBD

TBD

Im

plem

enta

tion

Dat

eC

ompl

ete

the

Vid

eo C

amer

a P

roje

ct

12/3

1/20

09TB

DA

ddre

ss s

tora

ge is

sues

Im

plem

enta

tion

Dat

eIm

plem

ent t

he R

ecor

ds M

anag

emen

t Sys

tem

9/

30/2

009

TBD

Impl

emen

tatio

n D

ate

Com

plet

e th

e M

obile

Dat

a Te

rmin

als

(MD

Ts)

Pro

ject

12/3

1/20

10TB

DD

epen

ding

on

Fund

ing

Impl

emen

tatio

n D

ate

Impl

emen

t and

Fill

Div

isio

n C

oord

inat

ors

Pos

ition

s12

/31/

2009

TBD

Impl

emen

tatio

n D

ate

Dev

elop

and

Impl

emen

t eC

itatio

ns12

/31/

2010

TBD

Dep

endi

ng o

n Fu

ndin

g

Pag

e 5

of 6

Janu

ary,

200

9


Lead

ers

in H

ighw

ay S

afet

yW

yom

ing

Hig

hway

Pat

rol (

WH

P)'s

BSC

WH

P is

com

mitt

ed to

ser

ve a

nd p

rote

ct a

ll pe

ople

in W

yom

ing

with

cou

rtesy

, pro

fess

iona

lism

and

inte

grity

GO

AL

MEA

SUR

EST

RA

TEG

YTA

RG

ETA

CTU

AL

CO

MM

ENTS

LAST

YR

Exer

cise

Goo

d St

ewar

dshi

p of

Our

R

esou

rces

Ope

rate

With

in a

B

alan

ced

Bud

get

Dat

e of

App

rova

lD

evel

op a

Dis

trict

Bud

get P

lan

10/0

1/09

TBD

Impl

emen

tatio

n D

ate

Dev

elop

and

Impl

emen

t a R

epla

cem

ent

Sch

edul

e fo

r Ves

ts a

nd V

ehic

le E

quip

men

t 12

/31/

2009

TBD

% o

f Pre

vent

able

D

amag

e to

Veh

icle

sD

ecre

ase

Tota

l Pre

vent

able

Dam

age

to P

atro

l V

ehic

les

by 5

%31

%TB

D

# of

Pre

vent

able

D

amag

es/#

of T

otal

D

amag

es:

22/6

1 =

36%

(08)

Pag

e 6

of 6

Janu

ary,

200

9

22/6

136

%(0

8)21

/64

= 33

% (0

7)18

/51

= 35

% (0

6)

Pag

e 6

of 6

Janu

ary,

200

9

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