STRATEGIC PLAN

2014/15 – 2019/20

SCOTTSDALE POLICE DEPARTMENT

STRATEGIC PLAN

S C O T T S D A L E P O L I C E D E P A R T M E N T

T A B L E O F C O N T E N T S

MESSAGE FROM THE CHIEF 1 THE PLANNIN G PROCESS 2 MISS ION AN D VIS ION OF THE DE PARTMENT 3 ORGANIZATION OVE RVIE W 4 IMPLEMENTATION AND EVALUATION 7 STRATE GIC DIRE CTION 1: REDUCIN G CRIME FOR A SAFER COMMUNITY 8 STRATE GIC DIRE CTION 2: PARTNERING WITH THE COMMUNITY TO IN CRE ASE PUBLIC SAFE TY 11 STRATE GIC DIRE CTION 3: H IRIN G, INVE STIN G AND RETAIN ING QUALITY EMPLOYEE S TO PROVIDE E XCEPTION AL CUSTOME R SERVICE 13 STRATE GIC DIRE CTION 4: BUILDIN G A COLLABORATIVE WORKFORCE FOR ENHAN CED EFFE CTIVENE SS AND E FF ICIE NCIES 15 STRATE GIC DIRE CTION 5: PLAN NIN G FACILITIE S FOR FUTURE GROWTH 17 STRATE GIC DIRE CTION 6: ADVAN CIN G TE CHNOLOGY SOLUTIONS FOR EN HANCED PUBLIC SAFE TY 19 ACKN OWLE DGMEN TS 23

S T R A T E G I C P L A N 2 0 1 4 / 1 5 – 2 0 1 9 / 2 0

S C O T T S D A L E P O L I C E D E P A R T M E N T

M E S S A G E F R O M T H E C H I E F It is my pleasure to present the 10th Scottsdale Police

Department Strategic Plan (2014/15-2019/20). This document

is built on the foundation of past successes and combined

with a vision for the future of our Department and our

community. The strategies identified in this plan are the

product of three different planning retreats and determined

to be priorities as a part of our in-depth planning process.

This five-year plan encompasses the Department’s

commitment to community concerns through six Strategic

Directions. These directions include enhancing capabilities,

building and enhancing community partnerships, investing

and retaining in exceptional employees who are skilled and

efficient in their duties, and advancing technological solutions

while planning for future growth.

I encourage you to review the included Strategic Plan initiatives, which reaffirm our commitment to the

citizens to be proactive in our police services and continually strive to enhance the safety and quality of

life here in the City of Scottsdale.

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S C O T T S D A L E P O L I C E D E P A R T M E N T

T H E P L A N N I N G P R O C E S S

The strategic planning process allows our Department to establish a vision for the future and develop

planned, well-defined objectives and strategies to accomplish our goals. The strategic plan serves as a

5-Year “roadmap” that steers the Department and promotes effective resource allocation and budget

planning. The plan is a “living document” that is regularly reviewed and updated to reflect current

community issues, organizational goals and the state of the economy.

The 2014 strategic plan involved three retreats (please refer to page 6 for more information) with

attendees representing all levels of the Police Department and other city departments. These retreats

encompass a ground up process of reflection, evaluation, and new directions that best reflect the

agencies mission and vision. The process involved a review of key inputs, Strengths, Weaknesses,

Opportunities, and Threats (SWOT) analysis, a review of the existing mission and vision statement,

brainstorming to identify additional strategies, modification of existing strategies, and prioritization of

strategic issues.

R E V I E W O F I N P U T S

Prior to and during the retreats, attendees reviewed several key inputs that would serve as a guide

during the planning process. The review covered:

 City demographic, financial, and economic trends.

 Crime trends and calls for service data.

 Key accomplishments and strategic plan progress.

 Personnel and available resources.

 City capital improvement projects and residential/commercial development plans.

 Police Department budget allocations.

Attendees considered these inputs while reviewing and making adjustments to the strategic plan

throughout the retreats.

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S C O T T S D A L E P O L I C E D E P A R T M E N T

Mission •Is a statement of the general purpose of the organization.

Vision •Is an image of how the organization desires to operate in the future.

Strategic Directions

•Are derived from the Department’s Mission & Vision & are high-level statements of what the organization desires to achieve.

Objectives

•Are derived from & support the stated Strategic Directions. Objectives are statements of the general

means by which the organization will work to meet the Strategic Directions.

Strategies

•Are statements of how each Objective will be addressed. Strategies might incorporate multiple initiatives or projects, & are designed to produce measurable results.

OUR MISSION

“The Scottsdale Police Department, in partnership with the citizens of Scottsdale, recognizes the changing needs

of our community and law enforcement’s role in addressing those needs. Furthermore, we pledge

EXCELLENCE, INITIATIVE AND INTEGRITY to enhance the quality of life throughout our City knowing those we serve

deserve no less.”

OUR VISION

We are known as a community that is safe and

secure and have reduced the fear of crime for all of our

citizens and visitors.

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S C O T T S D A L E P O L I C E D E P A R T M E N T

O r g a n i z a t i o n a l O v e r v i e w The Scottsdale Police Department proudly serves the City of Scottsdale, a vibrant southwest community that as of

July 31, 2014 has a population of 225,698a persons in an area approximately 185 square miles, stretching 31 miles

from north to south. The Department remains a progressive and innovative law enforcement agency, possessing

strong values that emphasize ethical behavior, principled decision-making, commitment to serving the community

and an appreciation for diversity. The organization is proud to be nationally accredited by the Commission on

Accreditation for Law Enforcement Agencies, reflecting the commitment of the Department to constantly improve

the quality of service provided to the citizens of Scottsdale.

a Population Arizona Department of Administration – Office of Employment and Population Statistics T R E N D S I N P O P U L A T I O N , W O R K L O A D & A N T I C I P A T E D P E R S O N N E L

In developing this strategic plan, the Department conducted both an internal and external analysis to identify

trends and factors that might possibly impact the successful implementation of the plan. This included a review of

population trends, demographics, available resources, and level of demand for police services. During review, the

following key trends and factors were identified:

 By 2020, the population of Scottsdale will have increased approximately 11% (forecasting an annual growth

rate of 1.83%).

 Citizen-generated and Officer-initiated calls for service will remain fairly stable or slightly increase.

 The largest resident population of the City will remain in the Central Area (Indian Bend Road to Deer Valley Road) of the city

 Tourism will remain a pillar to Scottsdale’s economy.

 Land use is approximately 48% residential, 43% Open Space, 6% industrial/commercial, and 4% mixed use.

 The City’s revitalization efforts in the Downtown Scottsdale and Greater Airpark areas will impact the

Department’s workload and policing strategies over the next few years. The revitalization includes new mixed- use commercial, retail, and residential developments in both the Downtown and Airpark areas, with expected population growth.

 FY2014/15 positions adopted: 413 sworn, 246.6 civilian employees, 664.6 total.

 FY2014/15 authorized Officers per 1,000 population: 1.83.  FY2014/15 authorized civilian employees per 1,000 population: 1.10.

Sources: City of Scottsdale: Planning, Neighborhood & Transportation Division, Financial Services Division, Public Safety Division & Maricopa Association of Governments. Calculations based on Maricopa Association of Governments 2013 Socioeconomic Projections. For Official Population, please refer to the Arizona Department of Administration Office of Employment and Population Statistics.

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S C O T T S D A L E P O L I C E D E P A R T M E N T

A S S U M P T I O N S This plan was developed under the assumption that it would be implemented under a somewhat stable

environment. However, significant changes to the environment could impact successful implementation, which is

based on the following key assumptions:

 Southern Scottsdale (south of Indian Bend Road) and Downtown Scottsdale are the established, more mature parts of Scottsdale. The southernmost part of this area contains neighborhoods typical of the 1950’s, 1960’s, and early 1970’s. The northern part of the area contains large, master-planned communities built in the late 1970’s and early 1980’s. Much of the City’s retail, entertainment, and office activities are located in this area.

 The central Scottsdale area (Indian Bend Road north to Deer Valley Road) includes a combination of mature

neighborhoods and newer developments, with several major master-planned communities, as well as high density single-family homes, town homes, condominiums, and apartments. Central Scottsdale includes the Greater Airpark Area, Scottsdale airport, regional commercial and employment uses.

 The north part of the City (North of Deer Valley Road) includes several newer large master-planned communities, many with golf courses. The area is a lower density, high-desert environment with relatively little commercial development. The area includes 30,165 acres of the McDowell Sonoran Preserve, along with major landholdings, and large undeveloped tracts of land still controlled by the Arizona State Land Department.

 The Greater Scottsdale Airpark is the 6th largest employment center in Arizona, with nearly 38,600 employees (surveyed from employers with 5 or more employees) in over 1,269 businesses; with major notable employers like Vanguard, The Fairmont Scottsdale Princess, GoDaddy Software Inc., International Cruise Excursions Inc. and The Henkel Corporation. The Airpark is home to Scottsdale Airport, the busiest single-runway, general aviation airport in the country and the largest corporate jet facility in Arizona.

 Other employment areas are nestled in the heart of McCormick Ranch and boasts nearly 23,800 employees (surveyed from employers with 5 or more employees) in over 800 businesses; with major notable employers like Scottsdale Insurance Company, Hyatt Regency Scottsdale, Scottsdale Healthcare, and CVS Pharmacy Inc. The Southern Scottsdale employment area is anchored by SkySong: The ASU Center for Innovation and major employers like McKesson, Yelp, Ticketmaster, the City of Scottsdale and Scottsdale Healthcare.

 Homeland Security issues will continue to evolve requiring an all-hazards approach to prevent and

respond to natural and man-made disasters.

 Calendar years 2009/ 2010 provided the first sign of economic recovery for Scottsdale since the start of the Great Recession in 2007, and at a broader level, for the national economy also. Today, Arizona is expected lag behind the national recovery, and the recovery will be modest.

 It is expected that Scottsdale will continue to have one of the lowest unemployment rates in the

metropolitan area. Sources: City of Scottsdale: Planning, Neighborhood & Transportation Division, Community & Economic Development Division, Public

Safety Division & Maricopa Association of Governments.

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S C O T T S D A L E P O L I C E D E P A R T M E N T

S W O T A N A L Y S I S

Facilitators conducted a Strengths,

Weaknesses, Opportunities, and

Threats (SWOT) analysis allowing

attendees to brainstorm and

exchange ideas about the positives

and negatives inside and outside of

the organization. The analysis

provided perspective and was utilized

as a resource throughout the

strategic planning process.

R E V I E W & U P D A T E O F T H E 5 – Y E A R P L A N

The 2013/14 strategic planning process marked the Department’s 10th consecutive year of success with our

strategic planning initiative. The department hosted three retreats to gather valuable information in developing

this plan: The Police Technology Forum, The Strategic Plan Annual Update, and the Crime Reduction Forum. During

these retreats, attendees focused on reviewing and updating the existing 5-Year plan. A review of the

Department’s mission and vision statement was completed in which the department confirmed the commitment

to the mission statement and re-evaluated the vision to create a succinct and direct statement as reflected

previously in this document. At the conclusion of the multiple retreats, employees developed new strategic

directions that better suited the future direction of the department.

P R I O R I T I Z A T I O N

After the retreat, the Chief and command staff worked to prioritize the newly aggregated list of strategies, position

them on a 5-year calendar, and identify funding requirements and status. Strategies were positioned by quarter

and assigned strategy leaders responsible for implementation. Strategy leaders then worked with command staff

to develop strategy definitions, measures of success, and action plans for each strategy.

Strengths Weaknesses

Threats Opportunities

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I M P L E M E N T A T I O N & E V A L U A T I O N S P O N S O R S H I P & A C C O U N T A B I L I T Y

The ownership and dedication to the strategic plan can be observed throughout all of the Scottsdale Police

Department. The Chief of Police is committed and oversees the success and implementation of the plan in its

entirety, ensuring accountability throughout the rest of the department. Assistant Chiefs oversee the continued

efforts of the Strategic Directions as sponsors of the six directions. Command Staff, Department Commanders and

Civilian Directors, take personal responsibility in sponsorship over the Strategic Objectives. Mid-level managers of

the department, comprised of lieutenants, sergeants, and civilian managers, supervisors, and senior analysts, act

as strategy leaders, creating and overseeing teams of employees who work together to accomplish and follow

through the identified strategies of the department. Through the combined sponsorship of all levels of police

employees we ensure the accountability of our department to the efforts of this strategic plan.

S T R A T E G I C P L A N R E V I E W , T R A C K I N G & M E A S U R E M E N T

The Strategic Plan and its process are facilitated by the Planning, Research and Accreditation division of the

Operational Services Bureau. This includes hosting the retreats in which this plan was created, coordinating the

continued operation of the tool, creating and updating regular reports of progress and providing updates to the

department and community.

Progress toward the strategic plan is reviewed and tracked using an internal tool that is updated by strategy

leaders on a monthly basis. The tracking tool contains detailed information about Department strategies, and

includes key accomplishments, percent complete, current status, timelines, history of extensions and any issues

that need to be addressed. The internal tracking tool is used to produce reports that are reviewed by the Chief

and top staff at monthly status meetings. These meetings provide a forum for recognizing accomplishments and

open discussion if a sponsor or strategy leader indicates they need resolution of issues or resource assistance to

keep the strategy “on-schedule”. In addition to the monthly update process, the tracking tool is used for the

generation of quarterly progress reports that highlight “Key Accomplishments” during each quarter. These reports

are reviewed at quarterly management meetings, and are distributed department-wide via the “PoliceLine”

newsletter, ensuring continued work on the strategic plan.

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S C O T T S D A L E P O L I C E D E P A R T M E N T

A N N U A L R E P O R T S

In addition to this document that stands as the official strategic plan for the five year period, there is an annual

report documenting the active strategies for each of the five fiscal years. This report includes information about

the strategy leader, measures of success, as well as the leaders assigned to the strategies. This report structure

allows for a regular update to the planning process and is available to view on the Department’s website. There

will be a total of five additional reports at the conclusion of this plan, allowing the public to be kept up to date with

the progress and purpose behind each of the identified strategies throughout the five year cycle.

At the conclusion of the year, a performance report is prepared and also available to view online. The report

provides information on the progress and status of each strategy initiated that fiscal year. These reports are

available for download from the City’s website at http://www.scottsdaleps.com.

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S C O T T S D A L E P O L I C E D E P A R T M E N T

1 . 0 R E D U C I N G C R I M E F O R A S A F E R C O M M U N I T Y

1 . 1 E n h a n c e E x t e r n a l L a w E n f o r c e m e n t R e l a t i o n s h i p s 1 . 2 P r o m o t e Y o u t h I n t e r v e n t i o n I n i t i a t i v e s 1 . 3 E n h a n c e F o r e n s i c s C a p a b i l i t i e s 1 . 4 U t i l i z e I n t e l – L e d P o l i c i n g 1 . 5 U p d a t e S u r v e i l l a n c e T e c h n o l o g y 1 . 6 E n h a n c e S u s p e c t D e t e c t i o n , A p p r e h e n s i o n , a n d

P r o s e c u t i o n

S p on s o red b y:

C m d r . B r u c e C i o l l i ( 1 . 6 ) D i r . S t e v e G a r r e t t ( 1 . 1 & 1 . 3 )

C m d r . T o m H e n n y ( 1 . 2 , 1 . 4 , & 1 . 5 )

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S C O T T S D A L E P O L I C E D E P A R T M E N T

1 . 1 E n h a n c e E x t e r n a l L a w E n f o r c e m e n t R e l a t i o n s h i p s

Funding Strategies Year Status 1.1.1 Explore an initiative to share local lab DNA data between agencies. 1* NF/GR

1.1.2 Evaluate and enhance communication and collaboration with other agencie and task forces, Local & Federal.

2 ER

1 . 2 P r o m o t e Y o u t h I n t e r v e n t i o n I n i t i a t i v e s

Funding Strategies Year Status 1.2.1 Develop a juvenile diversion program for alternatives to arrest. 2* ER

1.2.2 Create collaborative youth intervention programs and initiatives to reduce criminal activity by juveniles.

2 ER

1.2.3 Establish a process to identify and target at-risk youth for potential intervention.

2 ER

1 . 3 E n h a n c e F o r e n s i c s C a p a b i l i t i e s Funding Strategies Year Status 1.3.1 Enhance evidence collection and processing capabilities for improved case

clearance. 1 ER

1.3.2 Research data/intelligence gathering (i.e., smart phones/tablets) for increased investigative leads

1 ER

1.3.3 Evaluate options for advancement of storage capabilities and digital evidence lab.

2 RICO

1.3.4 Identify trainig needs for a Forensic Digital Evidence Lab and technology for improved investigations and defensible court testimony.

1 NF/GR

1.3.5 Review and propose methods to receive and view streaming video. 2 RICO

1.3.6 Establish a forensic computer lab to address increased demand. 5 RICO

Year Funding Status 1= FY 2014/15 2= FY 2015/16 3= FY 2016/17 4= FY 2017/18 5= FY 2018/19 *Continued Strategy from Prior Plan

ER = Existing Resources NF = Not Funded OP = Operating GR = Grant SF = Self Funded CIP = Capital Improvement Project RICO= Assets seized via Racketeer-Influenced & Corrupt Organization Act

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S C O T T S D A L E P O L I C E D E P A R T M E N T

1 . 4 U t i l i z e I n t e l – L e d P o l i c i n g

Funding Strategies Year Status 1.4.1 Explore implementing a real-time crime center for increased response and

tactical decision making. 2 ER/CIP

1 . 5 U p d a t e S u r v e i l l a n c e T e c h n o l o g y Funding Strategies Year Status 1.5.1 Explore citywide CCTV program in public areas to deter criminal activity and

provide investigative leads. 5 CIP

1.5.2 Improve camera surveillance in remote areas to augment public safety.

3 NF

1.5.3 Research feasibility, benefits, & procurement options of an aeiral surveillance platform.

1 GR/ER

1.5.4 Expand private/public partnerships to share streaming video. 2 NF

1.5.5 Transmit video to command/responsive units (event cameras). 1 NF

1 . 6 E n h a n c e S u s p e c t D e t e c t i o n , A p p r e h e n s i o n , & P r o s e c u t i o n

Funding Strategies Year Status 1.6.1 Explore adding another fully staffed Bike Unit to address city-wide workload. 3 RICO

1.6.2 Evaluate computer crime trends and investigate staffing needs to ensure appropriate service delivery.

2 ER

1.6.3 Evaluate Ccrime analysis program expansion 2 ER

1.6.4 Improve service delivery for poperty crimes through enhanced staffing and process efficiencies.

1 ER

Legend

Year Funding Status 1= FY 2014/15 2= FY 2015/16 3= FY 2016/17 4= FY 2017/18 5= FY 2018/19 *Continued Strategy from Prior Plan

ER = Existing Resources NF = Not Funded OP = Operating GR = Grant SF = Self Funded CIP = Capital Improvement Project RICO= Assets seized via Racketeer-Influenced & Corrupt Organization Act

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S C O T T S D A L E P O L I C E D E P A R T M E N T

2 . 0 P a r t n e r i n g W i t h t h e C o m m u n i t y t o I n c r e a s e P u b l i c

S a f e t y

2 . 1 D e v e l o p B u s i n e s s O u t r e a c h P r o g r a m s 2 . 2 E n h a n c e P u b l i c O u t r e a c h A n d C o m m u n i t y R e l a t i o n s 2 . 3 D e v e l o p C r i m e R e d u c t i o n O u t r e a c h P r o g r a m s

S p on s o red b y:

C m d r . R o n B a y n e

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S C O T T S D A L E P O L I C E D E P A R T M E N T

2 . 1 D e v e l o p B u s i n e s s O u t r e a c h P r o g r a m s Funding Strategies Year Status 2.1.1 Evaluate and enhance partnership opportunities with businesses. 2 ER

2.1.2 Evaluate and enhance direct citizen/business contact program.

2 ER

2.1.3 Partner with pharmacies on methods to secure pharmaceutical stock.

2 ER

2 . 2 E n h a n c e P u b l i c O u t r e a c h A n d C o m m u n i t y R e l a t i o n s Funding Strategies Year Status 2.2.1 Establish an “open house” initiative to increase and strengthen community

relations.

2 ER

2.2.2 Increase community outreach for current crime activity and educate public on emerging crime trends.

1 ER

2.2.3 Establish a 911 education program.

2 ER

2.2.4 Strategically market SPD brand and showcase talents/successes.

2 ER

2.2.5 Enhance customer service delivery to citizens at the district station lobbies. 2 ER

2 . 3 D e v e l o p C r i m e R e d u c t i o n O u t r e a c h P r o g r a m s

Funding Strategies Year Status 2.3.1 Make CPTED part of the City’s planning approval process.

4 ER

2.3.2 Introduce a consequence based marketing campaign.

2 ER

Year Funding Status 1= FY 2014/15 2= FY 2015/16 3= FY 2016/17 4= FY 2017/18 5= FY 2018/19 *Continued Strategy from Prior Plan

ER = Existing Resources NF = Not Funded OP = Operating GR = Grant SF = Self Funded CIP = Capital Improvement Project RICO= Assets seized via Racketeer-Influenced & Corrupt Organization Act

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3 . 0 H i r i n g , I n v e s t i n g a n d R e t a i n i n g Q u a l i t y E m p l o y e e s

t o P r o v i d e E x c e p t i o n a l C u s t o m e r S e r v i c e

3 . 1 C r e a t e C r o s s – D i v i s i o n a l L e a r n i n g O p p o r t u n i t i e s 3 . 2 E n h a n c e S e r v i c e D e l i v e r y & S u c c e s s i o n P l a n n i n g 3 . 3 E n h a n c e T r a i n i n g 3 . 4 L e v e r a g e A l t e r n a t i v e R e c r u i t m e n t M e t h o d s

S p on s o red b y:

M g r . L i s a A n g e l i n i ( 3 . 4 ) C m d r . C h r i s H a l l ( 3 . 1 )

C m d r . A a r o n M i n o r ( 3 . 2 ) C m d r . R i c h S l a v i n ( 3 . 3 )

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3 . 1 C r e a t e C r o s s – D i v i s i o n a l L e a r n i n g O p p o r t u n i t i e s Funding Strategies Year Status

3.1.1 Develop a cross-divisional education and training program across bureaus.

1 ER

3 . 2 E n h a n c e S e r v i c e D e l i v e r y & S u c c e s s i o n P l a n n i n g Funding Strategies Year Status 3.2.1 Create formalized mentoring plan for sworn & civiliian employees.

2* ER

3.2.2 Create and implement a sworn structured “Officer In Charge” program.

1* ER

3 . 3 E n h a n c e T r a i n i n g Funding Strategies Year Status 3.3.1 Conduct “High Density Property” Response training.

2 ER

3.3.2 Create and implement an “Alternative Delivery” training program (to include technology, scheduling, etc.)

1* OP

3.3.3 Asses the training unit & evaluate benefits of acquiring additional full-time instructor position.

1* NF

3.3.4 Integrate civilian staff in the training unit 3 NF

3.3.5 Enhance employee Well Care programs. 2 NF

3 . 4 L e v e r a g e A l t e r n a t i v e R e c r u i t m e n t M e t h o d s

Funding Strategies Year Status 3.4.1 Develop a formalized and sustainable internship program.

1 ER

3.4.2 Develop a comprehensive recruitment approach and outreach team.

1 ER

3.4.3 Explore benefits of instituting an Unpaid Reserve program. 3 ER

3.4.4 Partner with Community College Academy to identify potential recruits. 1 ER

Year Funding Status 1= FY 2014/15 2= FY 2015/16 3= FY 2016/17 4= FY 2017/18 5= FY 2018/19 *Continued Strategy from Prior Plan

ER = Existing Resources NF = Not Funded OP = Operating GR = Grant SF = Self Funded CIP = Capital Improvement Project RICO= Assets seized via Racketeer-Influenced & Corrupt Organization Act

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S C O T T S D A L E P O L I C E D E P A R T M E N T

4 . 0 B u i l d i n g a C o l l a b o r a t i v e W o r k f o r c e f o r E n h a n c e d

E f f e c t i v e n e s s a n d E f f i c i e n c i e s

4 . 1 E n h a n c e O r g a n i z a t i o n a l E f f e c t i v e s s t h r o u g h T e a m w o r k

4 . 2 I d e n t i f y E f f i c i e n c i e s a n d I m p r o v e m e n t s

S p on s o red b y:

D i r . W i l l D a v i s ( 4 . 2 ) C m d r . R i c h S l a v i n ( 4 . 1 )

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4 . 1 E n h a n c e O r g a n i z a t i o n a l E f f e c t i v e n e s s t h r o u g h T e a m w o r k

Funding Strategies Year Status 4.1.1 Enhance internal department communication process.

1 ER

4.1.2 Enhance the Departments employee recognition process for increased employee engagement.

1* ER

4 . 2 A d v a n c e T e c h n o l o g y S o l u t i o n s Funding Strategies Year Status 4.2.1 Initiate a team to conduct process map workflows to improve efficiencies. 1 ER

4.2.2 Research increase in service delivery, and efficiencies, by enhancing civilian specialization in units.

2 ER

4.2.3 Establish a process to ensure annual evaluation of task force involvement & outcomes.

3 ER

4.2.4 Asses Internal Audit Options

5 ER

4.2.5 Institute a consistent and sustainable workload analysis process for all organizational components.

1* ER

Year Funding Status 1= FY 2014/15 2= FY 2015/16 3= FY 2016/17 4= FY 2017/18 5= FY 2018/19 *Continued Strategy from Prior Plan

ER = Existing Resources NF = Not Funded OP = Operating GR = Grant SF = Self Funded CIP = Capital Improvement Project RICO= Assets seized via Racketeer-Influenced & Corrupt Organization Act

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S C O T T S D A L E P O L I C E D E P A R T M E N T

5 . 0 P l a n n i n g F a c i l i t i e s f o r F u t u r e G r o w t h

5 . 1 P l a n F o r F a c i l i t y I m p r o v e m e n t A n d D e s i g n 5 . 2 C o o r d i n a t e S t a f f i n g a n d O r g a n i z a t i o n a l C h a n g e s

W i t h E x i s t i n g S p a c e N e e d s A n d F u t u r e G r o w t h P l a n s

S p on s o red b y:

D i r . T o m M e l t o n

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S C O T T S D A L E P O L I C E D E P A R T M E N T

5 . 1 P l a n F o r F a c i l i t y I m p r o v e m e n t A n d D e s i g n Funding Strategies Year Status 5.1.1 Develop a plan for facility needs that includes consideration for type and

number of staff housed and unit needs, allows for organizational change and reassignment options, and ensures user-end involvement.

4* NF

5.1.2 Consolidate jail services into one location. * —

5 . 2 C o o r d i n a t e S t a f f i n g A n d O r g a n i z a t i o n a l C h a n g e s W i t h E x i s t i n g S p a c e N e e d s A n d F u t u r e G r o w t h P l a n s

Funding Strategies Year Status 5.2.1 Evaluate current space use for effective and efficient repurposing. 4* NF

. * = Strategy continuing from previous fiscal year.

Year Funding Status 1= FY 2014/15 2= FY 2015/16 3= FY 2016/17 4= FY 2017/18 5= FY 2018/19

 Completed *Continued Strategy from Prior Plan

ER = Existing Resources NF = Not Funded OP = Operating GR = Grant SF = Self Funded CIP = Capital Improvement Project RICO= Assets seized via Racketeer-Influenced & Corrupt Organization Act

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S C O T T S D A L E P O L I C E D E P A R T M E N T

6 . 0 A d v a n c i n g T e c h n o l o g y S o l u t i o n s f o r E n h a n c e d

P u b l i c S a f e t y

6 . 1 E v a l u a t e W e b S o l u t i o n s 6 . 2 U p d a t e R a d i o T e c h n o l o g y 6 . 3 E x p a n d D a t a S t o r a g e S o l u t i o n s 6 . 4 E n h a n c e I n t e l / I n f o G a t h e r i n g 6 . 5 E n h a n c e 9 1 1 C a p a b i l i t i e s 6 . 6 R e s e a r c h & I m p l e m e n t A p p l i c a t i o n s F o r A M o r e

E f f i c i e n t W o r k P l a c e 6 . 7 L e v e r a g e D a t a b a s e I n t e g r a t i o n O p p o r t u n i t i e s 6 . 8 P u r s u e I n n o v a t i v e M o b i l e W i r e l e s s

S o l u t i o n s / P l a t f o r m s

S p on s o red b y:

D i r . S t e v e G a r r e t t ( 6 . 3 ) C m d r . T o m H e n n y ( 6 . 4 )

D i r . M i c h a e l K e r a n ( 6 . 1 , 6 . 6 , 6 . 7 , & 6 . 8 ) D i r . T o m M e l t o n ( 6 . 2 & 6 . 5 )

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S C O T T S D A L E P O L I C E D E P A R T M E N T

6 . 1 E v a l u a t e W e b S o l u t i o n s

Funding Strategies Year Status

6.1.1 Improve internal PD Web for bulletins, Policeline newsletter, & department-

wide E-mails. 2 ER

6.1.2 Explore alternatives to allow citizens to obtain Public Records online. 2 ER

6.1.3 Evaluate costs and benefits of licensing Justice Web Interface (JWI) on all desktops.

3 ER

6 . 2 U p d a t e R a d i o T e c h n o l o g y

Funding Strategies Year Status

6.2.1 Pursue wireless radio solutions options (accessories). 2 OP

6.2.2 Research costs and benefits of “on-officer” GPS capability. 2 ER

6.2.3 Develop seamless communication plan and identify gaps for inter-agency operations.

2 ER

6 . 3 E x p a n d D a t a S t o r a g e S o l u t i o n s

Funding Strategies Year Status

6.3.1 Centralize data storage solutions and plan for disaster recovery while

exploring cloud storage solutions. 3 ER

6.3.2 Exlore digital evidence storage and video solutions. 2 ER

Year Funding Status 1= FY 2014/15 2= FY 2015/16 3= FY 2016/17 4= FY 2017/18 5= FY 2018/19 *Continued Strategy from Prior Plan

ER = Existing Resources NF = Not Funded OP = Operating GR = Grant SF = Self Funded CIP = Capital Improvement Project RICO= Assets seized via Racketeer-Influenced & Corrupt Organization Act

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6 . 4 E n h a n c e I n t e l / I n f o G a t h e r i n g

Funding Strategies Year Status

6.4.1 Purchase facial recognition technology. 5 ER

6.4.2 Examine use of social media. 1 ER

6.4.3 Evaluate and acquire internet wire-tap software to meet investigative and legal requirements.

4 ER/NF

6 . 5 E n h a n c e 9 1 1 C a p a b i l i t i e s Funding Strategies Year Status

6.5.1 Explore alternative to implement a solution to receive 911 text information into

Dispatch. 2 ER

6.5.2 Research and recommend methods to provide for Telecommunication Device for the Deaf (TDD) to Computer Aided Dispatch (CAD).

4 ER

6 . 6 R e s e a r c h & I m p l e m e n t A p p l i c a t i o n s F o r A M o r e E f f i c i e n t W o r k P l a c e

Funding Strategies Year Status

6.6.1 Evaluate scheduling software options and recommend options. 3 ER

6.6.2 Asses benefits and providers for redaction software.  —

6.6.3 Establish or enhance utilization of technology for vitural meetings. 3 ER

6.6.4 Explore methods to develop group task lists/workflows. 2 ER

6.6.5 Assesss the benefit & feasibility of implementing Microsoft SharePoint server technology department wide.

3* ER

Year Funding Status 1= FY 2014/15 2= FY 2015/16 3= FY 2016/17 4= FY 2017/18 5= FY 2018/19

 Completed *Continued Strategy from Prior Plan

ER = Existing Resources NF = Not Funded OP = Operating GR = Grant SF = Self Funded CIP = Capital Improvement Project RICO= Assets seized via Racketeer-Influenced & Corrupt Organization Act

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6 . 7 L e v e r a g e D a t a b a s e I n t e g r a t i o n O p p o r t u n i t i e s

Funding Strategies Year Status

6.7.1 Implement a Lab and Records Integration Project (LIMS). 2 OP

6.7.2 Evaluate, prioritize and implement systems integration between Police Records Management, Court Systems and disposition reporting, and other criminal justice databases as appropriate.

3 ER

6 . 8 P u r s u e I n n o v a t i v e M o b i l e W i r e l e s s S o l u t i o n s / P l a t f o r m s

Funding Strategies Year Status

6.8.1 Research benefits of individually assigned mobile connected devices

(tablets/iPads). 2 ER

6.8.2 Identify wearable/mobile computer solutions and possible applications and benefits.

3 ER

6.8.3 Explore possible alternatives to access ACJIS and CFS data on mobile devices (Smart Phones/Tablets) and make recommendations for implementation.

3 GR

Year Funding Status 1= FY 2014/15 2= FY 2015/16 3= FY 2016/17 4= FY 2017/18 5= FY 2018/19 *Continued Strategy from Prior Plan

ER = Existing Resources NF = Not Funded OP = Operating GR = Grant SF = Self Funded CIP = Capital Improvement Project RICO= Assets seized via Racketeer-Influenced & Corrupt Organization Act

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A C K N O W L E D G M E N T S

The Department would like to express thanks to the following individuals who provided input into the development of the 2014/15-2019/20 Strategic Plan through their participation in the various retreats. We acknowledge the valuable contributions of all who participated in the process, and have made our best attempt below to include all of those involved with updating the plan.

P A R T I C I P A N T S Nick Alamshaw Sue Caughey Helen Gandara Cassie Johnson Tom Myers Rich Slavin

Christy Alonzo Bruce Ciolli Steve Garrett Richard Keilich Darcy Nichols Kay Smith

Dianne Anderson Mark Clark Burl Haenel Michael Keran Kevin Orvis Scott Smith

Ernie Anderson John Cocca Kevin Hansen Joe Kertesz Evan Polasky Karen Sutherland

Mike Anderson Steve Cohen Jennifer Hagen Jeff Landrum Melissa Polopoli Jeff Trillo

Lisa Angelini Scott Curtis Susan Hagen-Smith Todd Larson Tracie Paolillo Henry Turrey

Ron Bayne Thomas Davidson Chris Hall Joe LeDuc Scott Popp Jeff Walther

Chris Beckius Will Davis Dustin Hawkinson Michelle Lefay Leah Peller Mark Walther

Mary Bertuccelli James Dear Aaron Henderson Bob Manning Steve Randall Jimmy Wasson

Chris Blumling Lisa Dilbeck Chris Henningson Larry Marmie, Jr. Eric Rasmussen Eric Williams

Bob Bonnette Sean Duggan Tom Henny Joel Martinez-Goodnetter Matt Roadifer Tracy Wilkinson

Bryan Brown Alex Dyer Bryan Hiner Gene MacClanahan Dan Rincon Mike Winslow

Jamie Buckler Matt Evans Robert Horton Chris McDowell Beau Robins Janet Wraspir

Carrie Candler Susan Frausto Ben Hoster Tom Melton Alan Rodbell Adam Yaron

Kris Cano Brian Freeman Paul Hruby Aaron Minor Luis Santaella John Zobel

Mark Carpenter Pam Foster Tommy Jensen Mike Morrison Wes Shaffer Ben Zweig

R E T R E A T S F A C I L I T A T E D B Y

P a u l B e n t l e y K r i s t i U t t e r

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S C O T T S D A L E P O L I C E D E P A R T M E N T

City of Scottsdale CITY COUNCIL

W.J. “Jim” Lane

MAYOR Suzanne Klapp Virginia Korte Kathy Littlefield

COUNCILMEMBER COUNCILMEMBER COUNCILMEMBER Linda Milhaven Guy Phillips David N. Smith

COUNCILMEMBER COUNCILMEMBER COUNCILMEMBER

Fritz Behring

CITY MANAGER

If you have any questions, please contact us at cajohnson@scottsdaleaz.gov and we will be happy to assist you.

Compiled and Edited by Cassie Johnson Police Planning, Research & Accreditation Division

This document is also available in PDF format on our website at www.scottsdalepd.com Scottsdale Police Department

8401 E. Indian School Road Scottsdale, Arizona 85251

480-312-5000

S T R A T E G I C P L A N 2 0 1 4 / 1 5 – 2 0 1 9 / 2 0 [ 2 5 ]

  • TABLE OF CONTENTS
  • MESSAGE FROM THE CHIEF
  • It is my pleasure to present the 10th Scottsdale Police Department Strategic Plan (2014/15-2019/20). This document is built on the foundation of past successes and combined with a vision for the future of our Department and our community. The strategi…
  • This five-year plan encompasses the Department’s commitment to community concerns through six Strategic Directions. These directions include enhancing capabilities, building and enhancing community partnerships, investing and retaining in exceptional …
  • I encourage you to review the included Strategic Plan initiatives, which reaffirm our commitment to the citizens to be proactive in our police services and continually strive to enhance the safety and quality of life here in the City of Scottsdale.
  • THE PLANNING PROCESS
  • REVIEW OF INPUTS
  • Organizational Overview
  • TRENDS IN POPULATION, WORKLOAD & ANTICIPATED PERSONNEL
  • ASSUMPTIONS
  • REVIEW & UPDATE OF THE 5-YEAR PLAN
  • PRIORITIZATION
  • IMPLEMENTATION & EVALUATION
  • SPONSORSHIP & ACCOUNTABILITY
  • Strategic Plan Review, Tracking & Measurement
  • Annual Reports
  • Cmdr. Bruce Ciolli (1.6)
  • Dir. Steve Garrett (1.1 & 1.3) Cmdr. Tom Henny (1.2, 1.4, & 1.5)
  • Cmdr. Ron Bayne
  • Mgr. Lisa Angelini (3.4)
  • Cmdr. Chris Hall (3.1)
  • Cmdr. Aaron Minor (3.2)
  • Cmdr. Rich Slavin (3.3)
  • Dir. Will Davis (4.2)
  • Cmdr. Rich Slavin (4.1)
  • Dir. Tom Melton
  • Dir. Steve Garrett (6.3)
  • Cmdr. Tom Henny (6.4)
  • Dir. Michael Keran (6.1, 6.6, 6.7, & 6.8)
  • Dir. Tom Melton (6.2 & 6.5)