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University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
University of Vermont – Administrative and Facilities Services
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University of Vermont – Administrative and Facilities Services

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  • 1. Administrative & Facilities Services Police Services Strategic Plan 2003 - 2005 February 2003
  • 2. Table of Contents Page(s) Police Services Mission and Diversity Statement…………………………………………… 4 Strategic Plan Definitions………………………………………………………………………… 5 Critical/Key Process #1: To develop a highly qualified, high performance, diverse staff through effective recruitment strategies 6 Goal #1: Increase staff diversity by recruiting, hiring and retaining staff representing the broad spectrum of US citizens..........................................................................6 Critical/Key Process #2: Staff Development and Training 7 Goal # 1: To develop a highly qualified, high performance, diverse staff through effective training................................................................................................7 Goal # 2: Strengthen supervisory support........................................................................8 Goal #3: Training Committee..........................................................................................9 Critical/Key Process #3: Enforcement. 10 Goal #1: Strengthen support for criminal investigations................................................10 Critical/Key Process #4: Safety. 11 Goal #1: Create a backup emergency operations center in the event central dispatch is damaged or destroyed.................................................................................11 Goal #2: Replace and update equipment.....................................................................12 Goal #3: Security Assessment for Dispatch Center and Operations...........................13 Critical/Key Process #5: Community Relations 2
  • 3. 14 Goal #1: Strengthen the visibility and image of Police Services and its integration with students, faculty, and staff...............................................................................14 Critical/Key Process #6: Ensure policies, practices, and operations meet national benchmarks (CALEA) 15 Goal #1: To achieve accreditation in accordance with the Commission on the Accreditation of Law Enforcement Agencies (CALEA)...................................15 Critical/Key Process #7: Improve processes to accomplish Police Services objectives. 16 Goal #1: Make enhancements to WWW page (www.uvm.edu/police) to automate manual processes (i.e., property registration).................................................16 Goal #2: Integration with Burlington Police Department New World Technology System CAD/RMS...........................................................................................17 Goal #3: Implementation of software packages for field training management; internal affairs; training management...........................................................................18 Critical/Key Process #8: Education 19 Goal #1: Crime Prevention Activities............................................................................19 Critical/Key Process #9: Create a Police Services dashboard; set targets 21 Goal #1: Identify the critical few operational and financial performance measures that focus on improvements in critical, strategic areas of police work...................21 3
  • 4. Police Services Mission (adopted 1998) The members of UVM Police Services are proud to serve our diverse community. We are committed to being a caring and sensitive professional policing organization. We are dedicated to the concepts of personal excellence at the highest level, uncompromising integrity, continuous improvement, productive teamwork and efficient public service. We take pride in our professional accomplishments and abilities. Individually and collectively, we are dedicated to seeking the proper tools and training necessary to meet our goals and objectives. Our interactions are based upon mutual respect, cooperation, recognition, and fairness. We work to create an environment of teamwork through trust, commitment, collaboration, perspective and positive attitude. We shall maintain the partnership with our community that shares community protection responsibilities and facilitates public safety and crime prevention through education and law enforcement. We shall contribute to the continuing improvement of the quality of life in our community by providing understanding, compassionate and effective policing services. Police Services’ Diversity Statement (adopted 1998) The UVM Department of Police Services recognizes that diversity, the differences between people, exists as a driving force in our interactions with people and institutions in the University community. We recognize, as well, that our authority, and, ultimately, our institutional existence, is predicated upon the people in our community. In order to provide the highest quality of police service, we must be committed to the recognition and reflection of that diversity and incorporate its realities into our strategic planning and our day to day operations. Moreover, Police Services is committed to the belief that there is an intrinsic worth in all people, an irreducible quality whose protection and benefit is the basis for police service. We believe that the recognition of diversity is no less than the recognition of this worth. A commitment to honor the rights and provide for the needs of all people equally is our expression of this recognition. 4
  • 5. STRATEGIC PLAN DEFINITIONS: BALDRIGE CRITERIA FOR PERFORMANCE EXCELLENCE: An interrelated performance improvement system designed to help improve organizational performance practices, facilitate communication and sharing of best practices information, and serve as a working tool for understanding and managing performance and for guiding planning and opportunities for learning. The criteria are grouped into seven major categories that are fundamental to organizational excellence: leadership; strategic planning; customer focus; information and analysis; human resource focus; process management; and results. BY WHEN: Date when the objective is to be completed. BY WHOM: Group or individual responsible for the objective. GOALS: What the department strives to accomplish to achieve the key process. KAIZEN: Continuous improvement involving all workers. KEY / CRITICAL PROCESS: The critical competencies or tasks where an investment of department effort will most likely benefit the customer and the performance of the department. LINKAGES: The relationships or connections of one or more of the seven Baldrige criteria to each key/critical process within this Strategic Plan. MEASURES: How the goals/objectives will be measured. OBJECTIVES: Tasks to be done to reach the goal. QUANTITATIVE TARGET: A specific numerical expression of the goal. 5
  • 6. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #1: To develop a highly qualified, high performance, diverse staff through effective recruitment strategies Linkages: Leadership; Human Resource Focus; Results Goal #1: Increase staff diversity by recruiting, hiring and retaining staff representing the broad spectrum of US citizens Objectives Measures Quantitative Target By Whom By When a. Develop nationwide List of strategies Increased women and GJM On-Going recruitment plan targeting minority candidates in women and minorities. recruitment pool b. Identify and address List of Obstacles 3 Obstacles GJM On-Going retention obstacles 6
  • 7. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #2: Staff Development and Training Linkages: Leadership; Human Resource Focus; Results; Process Management Goal # 1: To develop a highly qualified, high performance, diverse staff through effective training Objectives Measures Quantitative Target By Whom By When a. Increased participation in # of conferences 4 GJM; LMT; On-going professional associations and attended and # of conferences/year/senior LCM; SL campus committees committees staff; 4 campus participated on committees/year Development of 2, 6- minutes roll call # of roll call trainings trainings per week; shift LMT; MTT; b. Roll call trainings per year participating in a roll JJP; GCD April 2003 call training every shift (if circumstances allow) LMT; MTT; c. Continued improvement # of presentations 3 per area per JJP; GCD; and strengthening of the RHO/ conducted or events Liaison/RHO per Patrol On-going Liaison Officer Program attended semester Officers and Dispatchers Minimum of 16 hrs/year/ d. Expanded and regular person in training on training in bias-free policing; # of training programs GJM; LMT; 2003; On- these topics; during suspect identification; patrol and training hours LCM; SL going annual training and procedures department trainings 7
  • 8. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #2: Staff Development and Training Linkages: Leadership; Human Resource Focus; Results; Process Management Goal # 2: Strengthen supervisory support Objectives Measures Quantitative Target By Whom By When a. Expand first line leadership Number of front-line Increase sergeants by GJM; LMT 2003 from 3 to 5 supervisors supervisors 2 b. Supervisor Development Number of training Minimum 16 hours/ GJM; LMT; 2003; on- Training opportunities year for supervisors LCM; SL; going GCD; MTT; JJP 8
  • 9. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #2: Staff Development and Training Linkages: Leadership; Human Resource Focus; Results; Process Management Goal #3: Training Committee Objectives Measures Quantitative Target By Whom By When a. Annual Training # of hours/year Minimum 80 Training On-going hours/year for police Committee officers Minimum 16 hours/year for dispatchers Minimum 16 hours/year for administrative staff and service officers b. Department Trainings # of training 1 per meeting (bi- Training On-going presentations monthly) Committee 9
  • 10. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #3: Enforcement. Linkages: Customer and Market Focus; Measurement, Analysis and Knowledge Management; Process Management; Results Goal #1: Strengthen support for criminal investigations. Objectives Measures Quantitative By Whom By When Target a. Expand the detective unit from 1 to 2 # of detectives Increase GJM; LMT 2003 officers detectives from 1 to 2 b. Increase intelligence gathering and # of intelligence 2 entries/week; 60 Detective; On-going trend projection (i.e., SPIN and NESPIN information per year Patrol participation) uploads Officers; Sergeants c. Increase drug investigation # of drug arrests Minimum 25% LMT; TB On-going expertise and capability and referrals increase over previous years investigations. d. Develop MOUs with area police # of MOUs Minimum of 3 GJM June 2003 agencies regarding drug investigations 10
  • 11. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #4: Safety. Linkages: Customer and Market Focus; Process Management; Human Resource Focus; Measurement, Analysis and Knowledge Management Goal #1: Create a backup emergency operations center in the event central dispatch is damaged or destroyed. Objectives Measures Quantitative Target By Whom By When a. Determine space location Identifying space Identifying location GJM; SL; LCM June 2003 and equipment needs. locations and on campus and equipment needs equipment needs b. Install equipment. Equipment Equipment GJM; SL; LCM; June 2003 installation Installation Telecommunications c. Test system readiness. # of monthly 1 system readiness SL; Dispatchers Monthly readiness checks check/month 11
  • 12. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #4: Safety Linkages: Customer and Market Focus; Process Management; Human Resource Focus; Measurement, Analysis and Knowledge Management Goal #2: Replace and update equipment Objectives Measures Quantitative Target By Whom By When a. Replace aging soft body # of aging body armor All body armor is LCM On-going armor replaced updated b. Vehicle rotation schedule # of vehicles replaced Minimum 2/year GJM; LCM Yearly 12
  • 13. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #4: Safety Linkages: Customer and Market Focus; Process Management; Human Resource Focus; Measurement, Analysis and Knowledge Management Goal #3: Security Assessment for Dispatch Center and Operations. Objectives Measures Quantitative Target By Whom By When a. Identify shortcomings # of shortcomings Minimum 3 areas to SL; June 2003 improve dispatchers b. Make enhancements # of improvements Minimum of 2 GJM; SL July 2003 improvements 13
  • 14. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #5: Community Relations Linkages: Leadership; Process Management; Customer and Market Focus; Human Resource Focus; Results Goal #1: Strengthen the visibility and image of Police Services and its integration with students, faculty, and staff. Objectives Measures Quantitative Target By Whom By When a. Develop cable television # of cable programs 3 programs Ketcham; 2003 programming Roberts b. Use of Honor Guard during # of events Minimum of Frennier and On-going Commencement, special Commencement; Honor events, and regional events. Police Memorial Week; Guard Inauguration; PS Members Award’s Banquet c. RHO/Liaison Project # of programs 3 per area per Liaison/ LMT; RHO’s On-going conducted, created or RHO per semester and attended by PS staff Liaisons 14
  • 15. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #6: Ensure policies, practices, and operations meet national benchmarks (CALEA) Linkages: Leadership; Process Management; Human Resource Focus; Measurement, Analysis and Knowledge Management; Results Goal #1: To achieve accreditation in accordance with the Commission on the Accreditation of Law Enforcement Agencies (CALEA) Objectives Measures Quantitative Target By Whom By When a. Successfully complete mock Pass the mock on-site Pass the mock on-site SL; staff 4/03 on-site in April 2003. b. Successfully complete Pass the CALEA on-site Pass the CALEA on- SL; staff 9/03 CALEA on-site in September site 2003 c. Accreditation in November Accreditation Accreditation SL; staff 11/03 2003 (Colorado) d. Re-accreditation Re-accreditation Re-accreditation SL; staff Every 3 years 15
  • 16. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #7: Improve processes to accomplish Police Services objectives. Linkages: Process Management; Customer and Market Focus; Measurement, Analysis and Knowledge Management; Results Goal #1: Make enhancements to WWW page (www.uvm.edu/police) to automate manual processes (i.e., property registration) Objectives Measures Quantitative Target By Whom By When a. Develop property Working Property Working Property GJM August 2003 registration scripts. Registration Script Registration Script b. Access to department # of policies on-line Posting appropriate GJM; SL August 2003 policies on-line. policies on-line for public; Posting for department on secure web-site for all policies. 16
  • 17. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #7: Improve processes to accomplish Police Services objectives. Linkages: Process Management; Customer and Market Focus; Measurement, Analysis and Knowledge Management; Results Goal #2: Integration with Burlington Police Department New World Technology System CAD/RMS Objectives Measures Quantitative Target By Whom By When a. Establish transition team Establish team Team established GJM April 2003 during Spring 2003 b. Link fiber optic lines from Link Link established GJM; LCM May 2003 BPD to UVM Campus c. CAD/RMS Training Identification of trainer; 3 CAD/RMS GJM; SL; June 2003 # of hours of training instructors; training LCM for all staff d. System goes live System working Working system GJM; SL; July 2003 LCM 17
  • 18. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #7: Improve processes to accomplish Police Services objectives. Linkages: Process Management; Customer and Market Focus; Measurement, Analysis and Knowledge Management; Results Goal #3: Implementation of software packages for field training management; internal affairs; training management. Objectives Measures Quantitative Target By Whom By When a. Review and select packages # of software packages 1 FTO pkg; 1 IAD pkg; GJM; LCM; 2003 - 2004 1 Training LMT; Schedule/Tracking pkg Training Committee 18
  • 19. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #8: Education Linkages: Customer and Market Focus; Human Resource Focus; Results Goal #1: Crime Prevention Activities Objectives Measures Quantitative Target By Whom By When a. Crime Prevention Training # of Presentations at Dept. On-Going and Education; Demonstrate classes/presentations Computer Distribution Personnel; current techniques and Days (2 per year), Crime methods of theft reduction; Crime Prevention Days Prevention Promote physical well-being (3 per year), Move-In Coordinator and assault prevention through Day (one per year) and Verbal Judo course and R.A.D. Mastering the Maze Programs (when program setup allows) RAD/VJ (3 classes per year) b. Crime Prevention Systems # of assessments of Minimum of 4 facility Crime On-Going and Planning Assessments; facilities; # of Campus assessments/year; Prevention Perform physical site security Design Review Design Review Specialist or assessments and surveys Committee Committees as Department designed to analyze current needed. Management anti-crime measures and determine necessary upgrades 19
  • 20. c. Community Outreach Participation in Annual Contribute to and/or Crime On-Going Programs and Functions Law Enforcement Day attend annual Law Prevention at the University Mall. Enforcement Day to Specialist, show presence to the other Dept. # of Orientation general public personnel Sessions. Attend 5 scheduled # of Open House Orientation Sessions Sessions for for incoming students prospective students and parents Attend 5 scheduled Open House sessions for prospective students and parents 20
  • 21. UNIVERSITY OF VERMONT DEPARTMENT OF POLICE SERVICES STRATEGIC PLANNING WORKSHEET Critical/Key Process #9: Create a Police Services dashboard; set targets Linkages: Leadership; Information and Analysis Goal #1: Identify the critical few operational and financial performance measures that focus on improvements in critical, strategic areas of police work Objectives Measures Quantitative Target By Whom By When a. Define Police Services’ critical performance measures % of critical 100% of performance Gary, (e.g., time, cost, performance, performance measures measures identified Lianne, quality, financial, customer identified and defined and defined Larry and satisfaction…) Sue b. Establish baseline measures % of critical 100% of performance Gary, baseline/historical measurement data Lianne, measures identified and collected. Larry and collected Sue c. Establish goals for critical % written critical 100% of critical Gary, performance measures performance measures performance measures Lianne, have written goals Larry and Sue 21

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