Oakland Police Department Strategic Plan Framework

OAKLAND POLICE DEPARTMENT
STRATEGIC PLAN FRAMEWORK
New OPD Motto:

“We will be there when you need us”
February
y 2010
2/17/2010 Office of the Chief of Police 1
DRAFT – February 18, 2010 DRAFT - 1
Oakland Police Department Strategic Plan Framework
Oakland Police Department
p
Mission
The Mission of the Oakland Police

Department is to provide the people of
Oakland an environment where they y can
live, work, play, and thrive free from crime
and the fear of crime

Vision for Oakland and the
1. By the Year 2015, Oakland is one of the safest large cities in

California – both in reality and perception
2. The Oakland Police Department provides high quality services in a
Community-driven and customer-friendly manner
3. The Oakland Police Department is trusted, respected, and valued
by those it serves
4. The Oakland Community and the Oakland Police Department work
together to solve Community and neighborhood concerns and
issues
5. The Oakland Police Department is an effective organization,
providing a supportive and positive work environment for its
employees

p
Strategic Goals
1. Focus on the underlying causes of violent crime in

Oakland – gangs, drugs, and guns
2 Improve police services provided based on the
2.
Community’s priorities
3. Improve
p the relationship
p between the Oakland Police
Department and the Community
4. Develop and implement a “total community policing”
model in Oakland
5. Expand the capability of the Oakland Police Department
to meet its mission

Vision 1: Byy 2015 Oakland is Among g
the Safest Large Cities in California
C
Current
tRReality
lit – Violent
Vi l t Crime
Ci in
i Oakland
O kl d is
i Complex
C l
S
Source: U d
Understanding
t di Serious
S i Violence
Vi l in
i Oakland:
O kl d Preliminary
P li i Findings,
Fi di Anthony
A th A Braga,
B PhD,
PhD Harvard
H d University
U i it

C
Current
tRReality
lit – Violent
Vi l t Crime
Ci in
i Oakland
O kl d
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Source: FBI Uniform Crime Reports, 2008

Current Reality – Many Feel Crime is Increasing

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>
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=2B02/<2F :(/J2F!(C2!:/42 )3B02/<2F

Source: San Jose State University OPD Oakland Resident Opinion Survey, January 2010 (N=868)

C
Current
tRReality
lit – Many
M See
S Crime
Ci Around
A d Them
Th
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A2C/P+10

Vision 2: OPD Provides High
g Qualityy
Service – Customer Driven & Friendly
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g Qualityy
C
Current
tRReality
lit – Views
Vi off OPD’s
OPD’ Effectiveness
Eff ti
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Source: San Jose State University Oakland Crime, Justice, and Police Survey, 2008 (N=810)

g Qualityy
C
Current
tRReality
lit - Response
R tto Priority
P i it 1 Emergency
E C
Calls
ll
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$7
W
+
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2 7
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Source: OPD Communications Div. Activity Report, Sept 2009 (OPD Time to Respond Estimated)

g Qualityy
C
Current
tRReality
lit – Many
M Crimes
Ci Are
A Unsolved
U l d in
i Oakland
O kl d
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Source: Crimes Cleared 2007, California Office of the Attorney General

g Qualityy
C
Current
tRReality
lit – Many
M Crimes
Ci Are
A Unsolved
U l d in
i Oakland
O kl d
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Source: Crimes Cleared 2007, California Office of the Attorney General

g Qualityy
C
Current
tRReality
lit – Substantial
S b t ti l Open
O Cases
C / Backlogs
B kl
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*+1,23B2 *+B(+4< '20<13< @/(23(!'0+3( A+1,1>+B/, ?+02/04<
Source: OPD Youth and Family Services Source: OPD Criminalistics Division
Division's Investigative Services Section

Vision 3: OPD is Trusted,, Respected
p
and Valued by Those it Serves
C
Current
tRReality
lit
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C
Current
tRReality
lit – Trust
T t off OPD
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p
C
Current
tRReality
lit – Support
S t off OPD
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Vision 4: OPD and the Oakland
Community Work Together
C
Current
tRReality
lit – Split
S lit Force
F Model
M d l off Community
C it Policing
P li i
Advantages Disadvantages
! P
Provides
id C Community
it PPolicing
li i ! C
Can result
lt in
i animosity
i it bbetween
t
“specialists” regular and Community Policing
! Focused time and attention officers
! Builds territorial imperative ! Not all officers buy into
Community Policing
! Positive relationship with the
Community y ! Patrol refers routine complaints
to Community Policing
! Community attachment to “their”
Community Policing officers
Source: Community Policing Deployment Models & Strategies, Int’l Assoc of Chiefs of Police

Vision 4: OPD and the Oakland
Community Work Together
Current Reality – Total Community Policing Model

Advantages Disadvantages
! Organization fully committed to ! Requires long-term commitment
Community Policing from Police Chief and
! Builds territorial imperative Command Officers
among g patrol
p officers and ! Not a g
good starting
gppoint for
Community served Community Policing
! Builds long-term relationships ! Requires dedication of
! Focuses more on proactive additional resources to p
patrol
problem solving operations
! Gives Community a voice in
Police priorities
Source: Community Policing Deployment Models & Strategies, Int’l Assoc of Chiefs of Police

Vision 5: OPD Is an Effective
Organization – Supporting Employees
C
Current
tRReality
lit – Negotiated
N ti t d Settlement
S ttl t Agreement
A t / MOU
Tasks in Policy Compliance 51 of 51
Tasks in Training Compliance 44 of 44
Tasks in Full Actual Practice Compliance 32 of 51
Tasks in Partial Actual Practice Compliance 16 of 51
Tasks Out of Compliance 3 of 51
New Independent Monitoring Team
Began Active Monitoring in January

C
Current
tRReality
lit – Support
S t for
f OPD Employees
E l
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Q11F :(/TT2F
Source: William J Crampon & Associates OPD Employee Survey, November 2009 (N=788)

C
Current
tRReality
lit – Communication
C i ti Within
Withi OPD
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-,2/0 -,2/0

C
Current
tRReality
lit – Morale
M l off OPD Employees
E l
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p
Progress So Far
1. Increased police presence on the street by moving

headquarters staff into the field
2 Acquired state-of-the-art
2. state of the art technology to analyze patrol
workload, deploy resources to better match that
workload and analyze existing data
3. Increased the level of coordination with others working
to address violent crime – the Alameda County Sheriff,
DA Probation,
DA, Probation Parole,
Parole FBI,
FBI DEA,
DEA ATF and regional
municipal police agencies

p
Progress So Far
4. Increased coordination and sharing of information within

the Department
5. Expanded the level of tactical training and qualifications
testing
6. Centralized the crime analysis function within Criminal
Investigations to provide more coordinated analysis
7 Developed and began implementation of a violence
7.
reduction tactical plan

p
Progress So Far
8. Expanded the Public Information function to improve

access to OPD by the media
9. Conducted Community and Employee surveys to
identify perspectives, issues and concerns

Strategic Goal 1:
Focus on the Underlying Causes of Violent
Crime in Oakland – Gangs, Drugs, and Guns
P i it Actions
Priority A ti
1. Use state-of-the-art technology to develop a gang and drug

intelligence capability
2. Consolidate and strengthen gang and drug field enforcement
3 D
3. Develop
l a Major
M j Crimes
Ci U it to
Unit t focus
f on investigations
i ti ti off violent
i l t
crimes
4. Modify and strengthen existing laws and ordinances that could help
protect members of the Community and provide more effective
crime-fighting tools

Strategic Goal 1:
Focus on the Underlying Causes of Violent
Crime in Oakland – Gangs, Drugs, and Guns
P i it Actions
Priority A ti
5. Work with the Oakland Unified School District to reduce the level of
truancy, and to provide Gang and Drug Resistance Education and
Training to Elementary and Middle School students
6. In the long
long-term,
term, expand Department interaction with youth and
youth development programs including the Explorer Program,
Police Cadet Program, Police Athletic League (PAL), Youth Court,
and Our Kids (O.K.) Mentoring Program

Strategic Goal 2:
Improve Top Priority Police
Services Provided to the Community
P i it Actions
Priority A ti
1. Address the deficiencies in OPD’s call center and improve its call
taking and dispatch capabilities
2. Move as many police resources into the field as is practical by
requiring as many sworn personnel as possible to work two shifts
each month in patrol
3. In the long term increase the use of civilian personnel to handle
functions that are currently being done by sworn personnel
4. Use state-of-the-art technology to determine the demand or
workload and need for each OPD service, and identify police
resources needed to p
provide a reasonable service

Strategic Goal 2:
P i it Actions
Priority A ti
5. Revise the deployment approach using state-of-the-art technology
to make sure patrol and other resources are matched with the
demand for services or workload to the extent possible
6. Provide a police presence in neighborhoods and establish beat
integrity for patrol units – assigning a patrol unit to each beat and
requiring units to remain in their designated beats as much as
possible
7. Obtain and maintain adequate patrol vehicles so patrol units can be
fielded

Strategic Goal 2:
P i it Actions
Priority A ti
8. Reduce the backlog and the processing time for analyzing

evidence
id t supportt investigations
to i ti ti
9. Reduce the backlog of criminal investigations
10 Consolidate
10. Consolidate, expand,
expand and develop our crime analysis capability and
develop a meaningful “Compstat” type capability
11. Reinforce the culture of OPD as one characterized by a
professional demeanor and courteous customer service

Strategic Goal 3:
Improve the Relationship Between
the OPD and the Community
P i it Actions
Priority A ti
1. Fully implement the Negotiated Settlement Agreement / MOU -
movingg from compliance
p to making
g the concepts
p an integral
g p part of
police management and operations
2. Reinforce ethical, honest, and professional values within OPD
3. Increase the level of positive interaction between the police officers
in the field and members of the Community – getting officers out of
their cars to talk more with people in the neighborhoods
4. Improve Community awareness and interaction training for all
personnel, focusing on the Field Training Officers

Strategic Goal 3:
P i it Actions
Priority A ti
5. Increase the Department’s communication with, understanding of,
and interaction with Oakland’s y
youth to improve
p relationships
p and
reduce violence
6. Expand the Department’s efforts to develop Oakland youth and
residents for service in OPD,
OPD and recruit and select residents of
Oakland for positions to the extent possible
7. Improve the language capabilities of the Department and access to
th Department
the D t t by
b Oakland’s
O kl d’ non-English
E li h speaking
ki Community
C it
8. Expand the number of Community volunteers working with OPD,
especially
p y reserve p
police officers

Strategic Goal 3:
P i it Actions
Priority A ti
9. Expand the use of Community advisory groups that provide input
and
d assist
i t OPD to
t identify
id tif and
d resolve
l issues
i
10. Use state-of-the-art technology to better communicate with the
Community (twitter, facebook, blogs, texting, etc)

Strategic Goal 4:
Develop and Implement a
“Total Community Policing” Model
P i it Actions
Priority A ti
1. Work with the Community, particularly those who have been involved
in community policing to move to a “Total Community Policing Model”
with
ith the
th entire
ti Department
D t t fully
f ll committed
itt d to
t community
it policing
li i – allll
segments of OPD involved in and supportive of community policing
2. Re-establish the concepts of beat health and beat responsibility
3. Improve communication and strengthen positive relations with people
in the Community so they are more willing to provide information on
crime
4. Resolve the Measure Y compliance issues
5. Incorporate the Neighborhood Services function into OPD and develop
a close working
g relationship
p with field operations
p

Strategic Goal 5:
Improve the Capability of
the OPD to Meets its Mission
P i it Actions
Priority A ti
1. Provide clear and consistent direction
2 IImprove communication
2. i ti within
ithi the
th Department
D t t by
b implementing
i l ti
initiatives of the Communications Focus Group
3. Identify the demand for police services or workload for the
Department and attempt to match personnel resources to work load
4. Provide the basic tools needed by Department personnel to
perform their functions
5. Treat employees fairly and earn their trust and confidence

Strategic Goal 5:
P i it Actions
Priority A ti
6. Effectively select and implement technology through a “Strategic

T h l
Technology Pl ”
Plan”
7. Improve personnel development and raise the standards for
promotion at all levels
8. Improve and streamline internal investigations and disciplinary
processes while maintaining high standards
9. Strengthen
g tactical knowledge,
g , capability,
p y, and discipline
p within the
Department

Strategic Goal 5:
P i it Actions
Priority A ti
10. Develop and implement a Career Development Program offering

mentoring,
t i t i i and
training d evaluation
l ti to t assist
i t employees
l i achieving
in hi i
their professional goals
11. Improve the relationship and partnership between labor (both
sworn and civilian) and management
12. Monitor employee morale and issues through periodic employee
surveys

Next Steps
p –
Strategic Plan Implementation
! Review and obtain input on the strategic plan framework

from Community members, city leaders, OPD personnel
and labor
! Develop implementation working groups with department
personnel, Community members, and academia
! Implementation working groups will develop specific actions
and
d steps
t t
to achieve
hi th
the vision
i i and
d oversee its it
implementation


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OAKLAND POLICE DEPARTMENT

STRATEGIC PLAN FRAMEWORK

New OPD Motto:

The Mission of the Oakland Police

2/17/2010 Office of the Chief of Police 2

1. By the Year 2015, Oakland is one of the safest large cities in

2/17/2010 Office of the Chief of Police 3

1. Focus on the underlying causes of violent crime in

2/17/2010 Office of the Chief of Police 4

2/17/2010 Office of the Chief of Police 5

Source: FBI Uniform Crime Reports, 2008

2/17/2010 Office of the Chief of Police 6

Current Reality – Many Feel Crime is Increasing

=2B02/<2F :(/J2F!(C2!:/42 )3B02/<2F

2/17/2010 Office of the Chief of Police 7

Q/3>!-0+42 =0N>!-0+42 '01<(+(N(+13!R!@2SF!

2/17/2010 Office of the Chief of Police 8

2/17/2010 Office of the Chief of Police 9

*+1,23(!-0+42 Q/3>!*+1,23B2 =0N>!-0+42 QN3!*+1,23B2 AN0>,/0J

2/17/2010 Office of the Chief of Police 10

2/17/2010 Office of the Chief of Police 11

Source: Crimes Cleared 2007, California Office of the Attorney General

2/17/2010 Office of the Chief of Police 12

Source: Crimes Cleared 2007, California Office of the Attorney General

2/17/2010 Office of the Chief of Police 13

&87%%! &8#$$! $8.%%! $87&&!

2/17/2010 Office of the Chief of Police 14

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2/17/2010 Office of the Chief of Police 15

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2/17/2010 Office of the Chief of Police 16

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2/17/2010 Office of the Chief of Police 17

2/17/2010 Office of the Chief of Police 18

Current Reality – Total Community Policing Model

2/17/2010 Office of the Chief of Police 19

2/17/2010 Office of the Chief of Police 20

2/17/2010 Office of the Chief of Police 21

2/17/2010 Office of the Chief of Police 22

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2/17/2010 Office of the Chief of Police 23

1. Increased police presence on the street by moving

2/17/2010 Office of the Chief of Police 24

4. Increased coordination and sharing of information within

2/17/2010 Office of the Chief of Police 25

8. Expanded the Public Information function to improve

2/17/2010 Office of the Chief of Police 26

1. Use state-of-the-art technology to develop a gang and drug

2/17/2010 Office of the Chief of Police 27

2/17/2010 Office of the Chief of Police 28

2/17/2010 Office of the Chief of Police 29

2/17/2010 Office of the Chief of Police 30

8. Reduce the backlog and the processing time for analyzing

2/17/2010 Office of the Chief of Police 31

2/17/2010 Office of the Chief of Police 32

2/17/2010 Office of the Chief of Police 33

2/17/2010 Office of the Chief of Police 34

2/17/2010 Office of the Chief of Police 35

2/17/2010 Office of the Chief of Police 36

6. Effectively select and implement technology through a “Strategic

2/17/2010 Office of the Chief of Police 37

10. Develop and implement a Career Development Program offering

2/17/2010 Office of the Chief of Police 38

+1,23(!-0+42 Q/3>!+1,23B2 =0N>!-0+42 QN3!*+1,23B2 AN0>,/0J

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