BEND POLICE DEPARTMENT

STRATEGIC PLAN

2011/2016
Revised December 15, 2011
Updated August 27, 2012
 Bend Police Department
Strategic Plan
2011/ 2016

TABLE OF CONTENTS

1. Executive Summary

2. Mission and Vision Statements

3. SWOT

4. Values

5. Organization History and Profile

6. Goals, Objectives & Strategies

Goal I: To Be More Proactive in our Approach to Policing
Goal II: To Improve our Departmental Internal
Communications
Goal III: To Improve Efficiency and Control
Goal IV: To Provide Appropriate Training in All Divisions
Goal V: Identify Ways to Recover Revenue
Goal VI: Increase Positive Public/Community Interactions
Goal VII: Radio Communications Plan

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 Bend Police Department
Strategic Plan
2011/ 2016

EXECUTIVE SUMMARY

Strategic planning is a structured rational methodology that brings

projections of the future to bear on todays decisions. Without strategic
planning, making appropriate decisions becomes a game of chance. In order
for the Bend Police Department to be prepared in an ever-changing world, it
must look forward and anticipate what is likely to occur on the horizon.

This strategic plan is built upon the plan of 2008. This plan encompasses a
three to five year view in order to provide opportunities, for the Bend Police
Department, to project possible futures and anticipate their impacts. The
structured, rational methodology enabled the police department to:

1. Refine organizational direction and purpose

2. Identify issues and set priorities
3. Focus resources on specific target areas
4. Create a framework for budgets and operations
5. Enhance internal coordination through mutual goal determination
6. Establish accountability by assigning specific duties

In November of 2011 the Bend Police Department created the Strategic Plan
Steering Committee. The purpose of this committee was to research, develop
and publish the police departments new strategic plan. This committee
combined 23 employees from various ranks, assignments and classifications.

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Phase I of the strategic plan was to identify our Strengths, Weaknesses,
Opportunities and Threats (SWOT).

Phase II of the strategic planning process was to gather data and input from
our committee and the department members. This information was collected,
correlated and formatted into a usable document.

Phase III of the plan focused on our strategic position. This included some
basic assumptions of future trends and incorporated the results of surveys
into future goals and objectives.

The command team identified 5 key planning assumptions which are as

follows:

1. One of the primary challenges we will be faced with over the next
five years is the retention of resources and sustained funding. The
economic forecast is somewhat unstable. The University of the
Oregon Index of Economic Indicators produced in September of 2011
indicates a 50% possibility of a recession next year. This could
diminish general fund revenue further.

2. The recovery of Central Oregon is improving, however, is behind the

growth trend of other regions in the state. It is most likely our growth
will be anemic at best over the next five years.

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3. Projected staffing growth may be hampered initially; however,
recovery looks to improve after 2014 according to the Oregon Officer
of Economic Analysis Economic & Revenue Outlook December
2011.

4. The general fund is forecast to grow at an annual average of 2%

based upon current sources of revenue. Property taxes, franchise fees,
motel taxes, state shared, court fines and other. The general fund is
currently 34 million dollars and is anticipated to steadily grow to 37
million dollars by 2016-17 the biennium.

5. The population for the City of Bend is projected to grow at a rate of

1.5% per year over the next five years (City of Bend Finance
Projections).

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Phase IV is to roll the plan out to the organization, the stakeholders, and the
community to ensure everyone has an understanding of the direction the
department is heading.

Phase V of the plan provides for tracking and accountability. The command
staff will monitor the plan by giving updates at quarterly staff meetings. This
will assist in tracking goals and objectives and provide for a means to update
and communicate information to the organization. Moreover, it allows for
the progression of the plan and ensures goals and benchmarks are being met.

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 MISSION STATEMENT

We, together with the community, will provide Law Enforcement

Services of the highest quality.

Vision Statement
The Bend Police Department will create a safe and comfortable community
in which people can live, work and visit. We recognize employees are the
Departments most valuable resource and will strive to create a positive
working atmosphere where dedication and participation are encouraged. We
will serve the people of this community by striving for excellence in all we
do.

To this end we will:

Enhance the safety and livability of the community.
Prevent crime through community involvement, education, proactive
enforcement and technological advances.
Effectively communicate with all members of the community.
Strive for professionalism and integrity by maintaining high ethical
standards.
Be fiscally responsible.
Promote interagency communication and cooperation.
Provide community leadership.
Recruit, train, and develop quality personnel.

We are committed to accomplishing the above through adaptability,

encouraging creativity and forward thinking, honesty, integrity and holding
one another accountable. Lastly, we will never settle for mediocrity or
second best.

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 SWOT Analysis
2011

Strengths Weaknesses

Community relationship and Language and culture barriers

service We are reactive not proactive
Quality of our employees We need to improve our
Professionalism mentorship abilities
Family oriented We need more consistency in
Progressive managerial and supervisory
Excellent training and equipment expectations
Embracing Change Improve internal communications
Crime Resolution Technological planning
Policy Change (Lexipol)

Opportunities Threats

Opportunity for progressive Political Environment

change Budget and Financial Issues
Smart growth and planning Perceived Lack of Cooperation
Planning for technological from DAs Office
advances Staffing Levels
Utilizing technology to become Internal Accountability
more efficient AMI Calls (Social Safety
Expanding our Volunteers Network)
Implementation of Proactive Uneducated Community
Programs Regarding Policing Issues
Developing a Stronger Reserve Politics-How should this be
Program addressed
Utilize the Cadets
Regionalization

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 Values of BPD

SERVICE

We provide the highest level of professional police service possible to our

community.

INTEGRITY

We command the highest levels of ethical values. Honesty, loyalty, duty,

and humility are the key standards we profess.

FAIRNESS

We are impartial, make independent professional judgments and act in the

best interest of all of the citizens of our community.

CARING

We have a deep concern for people, property and preservation of Bends

unique quality of life.

PARTNERSHIP

We respect our community. Its members are our partners and we cannot be
effective without their active support and cooperation.

PROGRESSIVE

We embrace change. We are flexible, innovative, and will not hesitate to

experiment with new roles, programs, or technologies to improve our
effectiveness.

EXCELLENCE

We hold ourselves accountable to the highest principles.

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 ORGANIZATION HISTORY and PROFILE
Located in Central Oregon at the eastern foothills of the Cascade Mountains,
Bend is an energetic city with a fast growing population of over 76,639.
Bend is noted for its scenic setting, year-round recreational activities and
growing economy. At an elevation of 3,625 feet, the city covers 32 square
miles. Farewell Bend, as it was once known, has come a long way since
settlers named the picturesque city in Central Oregon. The name was later
changed simply to "Bend" by the U.S. Postmaster. Bend incorporated in
1904 and twelve years later, Deschutes County was formed from the western
half of Crook County. Bend was at that time designated as the County Seat
of Deschutes County. Bend has grown from a simple lumber settlement, to
the thriving and vibrant urban center it is today with a rich cultural life.

Law enforcement during Bends formative years consisted of an appointed

City Marshall. It was not until 1911 when Samuel E. (Bert) Roberts became
Bends first Chief of Police. Chief Roberts held this position until 1916
when Deschutes County was officially established. Chief Roberts was
appointed as the first Deschutes County Sheriff relinquishing the Chief of
Police position to L.A. Nixon. The Bend Police Department has employed
16 police chiefs from 1913 to our current chief, Jeff Sale. The police
department has grown from a two man department to its current size of 86
sworn officers and 24 civilian staff.

City of Bend Chiefs of Police

1913 to 1916 Samuel E. (Bert) Roberts
1917 to 1920 L.A. W. Nixon
1921 to 1922 R.H. Fox
1923 to 1928 P.J. Hanson
1929 to 1930 P.A. Thomas
1931 to 1936 K.C. McCormick
1937 to 1942 James Everett Rambo
2009 to 2011 Sandi Baxter
1943 to 1948 Kenrod C. Gulick
1949 to 1953 Henry A. Casiday
1954 to 1962 John T. Truett
1963 to 1978 Emil K. Moen
1979 to 1996 David Malkin
1997 to 1999 Robert Glynn
2000 to 2008 Andy Jordan
2011 to Present Jeff Sale

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 Goal I

To Be More Proactive in our Approach to Policing

Objective #1:

To increase available time officers have to be proactive during daily patrol.

Action Items:

1. To implement on-line reporting program for citizens

Web site

Reporting Center in Lobby (Kiosk)

Process for handling reports

Training (Module Access/RMS/Public/Dispatch)

Develop a Policy/SOP for the Process

2. Implementation of new Records Management System (RMS)

Provide for writing reports in patrol vehicles

Reduction of redundancy

Reduction of travel time needed to write reports and log
entries

3. Implementation of Intelligent Led Policing (ILP)

Creation of regional ILP committee

Identify regional needs for ILP

Identify regional stakeholders for ILP

Identify description of the criminal analysis position(s)

Identify specific software

Identify project management model for implementation

Introduction of Software that can compile multiple data
sources

Training

Hire a trained analyst

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 4. Increased utilization of Records Division Explore the
possibility of permanent or half time Desk Officer Position
/CSO

Develop a Job Description for a Desk Officer/CSO
Position

Implementation of a Phone Tree per Records Division

Review process for handling the issuance of animal
citations and Humane Society releases. (See also Goal 5)

Records Division facilitate sex offender registration

Records Division to sign off on Fix-it Ticket Citations

Objective #2:

To utilize Information Technology (IT) as a force multiplier to increase

officers discretionary time

Action Items:

1. Develop a committee to review and implement all IT proposals

2. Develop a comprehensive plan for implementation of

technology

Objective #3:

To enhance the Criminal Investigation Division to provide more proactive

support to identified community needs. Also enhance Records Division for
scheduling and assistance to patrol (staggered work hours).

Action Items:

1. Develop a plan to increase the number of Detective positions

2. Increase the number of coverage days by the Criminal

Investigative Unit to include weekends

3. Identify special enforcement details to address current needs

4. Develop a mentorship program for supervisors to increase

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 knowledge and skills as it relates to criminal investigations

5. Review the need for an additional supervisor with an increase

of personnel resources to the Criminal Investigative Unit.

6. Explore the feasibility of having an on-sight detective trained to

perform polygraph investigations

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Goal I: To Be More Proactive in our Approach to Policing

Objective #1: To increase available time officers have to be proactive during daily patrol

Year Action Item Person Responsible Start Date End Date Funding Comments

1* Implement On-Line Reporting Technology Beuschlein 5/1/2012 8/1/2012 OP Completed July 2012
1* Access through Web Site Technology Koester 5/1/2012 8/1/2012 OP Completed July 2012
1* to 3 Kiosk in Lobby Technology Beuschlein 5/1/2012 8/1/2012 NF Completed July 2012
1* Process for Handling Reports Darling 2/15/2012 3/1/2012 ER Completed July 2012
1* to 2 Training Porter 6/1/2012 7/15/2012 OP Completed July 2012
1* Develop Policy/SOP Porter OP Traing and RMS Proceedure
Sufficient. Complete July 2012
1* Record Management System Technology RMS Committee 1/1/2012 1/1/2012 OP Completed January 2012
1* Report writing in patrol vehicles Technology Beuschlein 3/1/2012 4/1/2012 OP Completed April 2012
1* to 2 Training Porter 2/1/2012 4/1/2012 OP Completed April 2012 / On-going

1* to 4 Implementation of Intelligent Lead Policing ILP Committee / Command 10/5/2011 OP

1* Creation of regional ILP Committee Kansky 10/5/2011 10/5/2011 OP Created
1* Identify regional needs Kansky 10/5/2011 2/6/2012 OP Determined to be Bend PD
1* Identify regional stakeholders for ILP Kansky 10/5/2011 2/6/2012 OP Determined to be Bend PD
1* to 2 Identify descripion for analysis position Kansky 2/6/2012 6/1/2012 OP Completed June 2012
1* to 2 Identify specific software needed Technology Committee 10/5/2011 2/6/2012 NF To Be Determined
1* to 2 Identify Project Mgt. Model for Impelmentation Kansky TBD OP To Be Determined
1* to 3 Training Porter TBD OP After Hiring Date
1* to 3 Hiring of trained analyst ILP Committee / Command 7/15/2012 NF In Progress

1* Expand duties of records division Angus 12/29/2011 ER In Progress / Eval RMS/New Hire
1* Implementation of phone tree Angus 12/29/2011 OP Complete
1* Processing sex offender registration Angus 12/29/2011 2/1/2012 OP Under Evaluation
1* Records division process fix-it-tickets Angus OP Under Evaluation

1 to 2 Desk Officer Position Darling 2/1/2012 7/1/2012 NF Determined N/A Due to Staffing
1 to 2 Explore the need for this position Darling 2/1/2012 5/1/2012 OP Determined N/A Due to Staffing
1 to 2 Develop a job description Darling 5/1/2012 5/15/2012 OP N/A

Objective #2: To utilize Information Technology (IT) as a force multiplier to increase officer discretionary time

1* Develop a committee for all IT proposals Beekman 12/1/2011 12/1/2011 ER Completed December 2011
1* to 2 Develop a comprehensive plan for impelmentation IT Committee 12/1/2011 8/1/2012 OP Completed / On-going

Objective #3: To enhance the Criminal Investigative Unit to provide more proactive support to idenified community needs

1* to 2 Develop a plan to enhance CIU Darling / Porter 12/1/2011 1/2/2012 OP On-going Implementation
1* to 2 Increase Coverage of days by CIU Porter 1/9/2012 4/1/2012 OP Completed
1* to 2 Develop mentorship program for supervisors Darling / Porter 12/1/2011 1/9/2012 OP Completed / On-going
1* to 4 Review need for additional supervisor for CIU Porter / Gregory 12/29/2011 1/1/2013 OP On-going Staffing Dependant
3 to 4 Explore the feasibility of having a poligrapher Porter / Gregory 1/2/2012 1/1/2013 NF

Funding Status
NF = Not Funded
ER = Existing Resource
OP = Operating Fund
GR = Grant Funding

Year
1=FY 11/12
2=FY 12/13
3=FY 13/14
4=FY 14/15
5=FY 15/16

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 Goal II

To Improve Departmental Internal Communications

Clear, consistent, and open communication at all levels is essential for the
Bend Police Department to flourish. Internal communication is not the
responsibility of one person, but for all employees. Rather than creating a
program to improve internal communications, the department must adopt a
philosophy of information sharing at all levels. Employees must be held
accountable for passing information up, down and laterally within the
organization.

One mode of information dissemination will not be effective. A combination

of tools for communicating such as newsletters and e-mails may be utilized;
however, these tools should not replace face-to-face communication.

Objective:

To enhance communications within the department

Action Items:

1. Presence of command staff in briefings on a quarterly basis.

This allows for key departmental updates, questions and
answers from staff. This assists with the alleviation and/or
dispels fictitious rumors.

2. Weekly updates such as the Friday update is of vital

importance.

3. The middle manager is a key component to effective and

efficient communication. To improve the flow of information
from command to line employee and back to command we
must establish consistent and reliable communications through
the middle managers.

4. Establish methods to ensure information does not get filtered as

it goes up or down within the organization. It is essential that
management get an unfiltered read on issues.

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5. To make it everyones responsibility to provide rumor control
department wide.

6. Each member of the department should be held responsible for

enhancing communication, which includes the direction, goals,
and values of the agency. Supervisors should guide members to
assure their decisions are consistent with the agencys
directions, goals, and values.

7. Utilization of technology to update staff in various divisions.

An example would be the use of the shift notes on the watch
report to flag contact personnel for meetings or events.

8. Managers and all staff should be evaluated with communication

as a key part of their performance evaluation.

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Goal II: To Improve Department Internal Communications

Objective #1: To Enhance Communications Within the Department

Year Action Item Person Responsible Start Date End Date Funding Comments

1* Presence of Command Staff in Quarterly Briefings Sale/Darling/Porter 12/1/2011 12/1/2011 EF On-Going

1* Weekly Updates (Friday Update) Darling 12/1/2011 12/1/2011 EF On-Going
1* Middle Management to Improve Communications Lieutenants 12/1/2011 12/1/2011 EF Reduce Filtering
1* Reduce Filtering of Ideas and Communications All Command Staff 12/1/2011 12/1/2011 EF On-Going
1* Rumor Control All Employees 12/1/2011 12/1/2011 EF On-Going
1* Utilize Shift Notes for Communication All Command Staff 12/1/2011 12/1/2011 EF On-Going
1* Communications as Part of Evaluation Process Darling 9/1/2012 12/1/2012 NF In conjunction with
Values placed in
Evaluation
Funding Status
NF = Not Funded
ER = Existing Resource
OP = Operating Fund
GR = Grant Funding

Year
1=FY 11/12
2=FY 12/13
3=FY 13/14
4=FY 14/15

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 Goal III

To Improve Efficiency and Control

Objective #1:

To better define roles of responsibility, set standards of performance, and

increase productivity through accountability

Action Items:

1. Creation of a patrol corporal position to replace our current AIC

program

This program provides for a more official position with
identified roles and responsibilities

The corporal would also serve as a trainer, mentor and
FTO in order to streamline and enhance our FTEP
program through consistency of evaluation, improved on-
going training, and improved communication

2. Improve our current evaluation program to include a

performance tie to core values and the mission of the
department

3. Evaluate our current process for specialty assignments and

promotional processes. To better utilize performance
evaluations for determination of specialty assignments and
advancement opportunities

Objective #2:

Evaluation of the Traffic Enforcement Unit

Action Items:

1. Review of current deployment schedule of traffic officers

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 2. Review the feasibility of increasing the unit

3. Explore the expansion of focus to include DUII and interdiction

enforcement

Objective #3

Evaluation of the Community Service Officer Position

1. Evaluate current CSO responsibilities

2. Explore feasibility to expand duties

3. Explore feasibility to utilize volunteer resources more in an

effort to expand discretionary time

4. Explore options of reduction of services

5. Evaluate the CSO present schedule

Objective #4

Streamline purchasing process

1. Explore options for centralization of all purchasing

2. Standardized purchases

3. Re-evaluate what this position does.

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Goal III: To Improve Efficiencey and Control

Objective #1: To better define roles of responsibility, set standards of performance, and increase productivity through accounatibility

Year Action Item Person Responsible Start Date End Date Funding Comments

1* to 2 Creation of a patrol corporal postioion Darling / Porter 6/1/2012 9/10/2012 ER Completed 9/10/2012
1* to 2 Revamp Performance Evaluation Process Carney / Kindel 1/1/2012 OP Completed /Min. Standards
1* to 2 Revamp Promotional Process Porter / Stenkamp 5/1/2012 7/15/2012 OP On-going

Objective #2: Evaluation of Traffic Unit

1* to 2 Review of current schedule Pine OP Complete

1* to 2 Determine feasibility of increasing unit Pine NF Modified T-Sgt. Position
1* to 2 Explore expansion and focus to include DUII Pine ER Interdiction / Utilize Grant

Objective #3: Evaluation of the Community Service Officer Postion

1* to 2 Evaluation of current responsibilities Pine 5/1/2012 OP On-going

1* to 2 Explore feasibility of expanding duties Pine 5/1/2012 OP On-going
1* to 2 Explore utilization of volunteer resources Kansky 12/19/2011 OP
1* to 2 Explore options to revamp services Kansky 12/19/2011 OP
1* to 2 Evaluate current CSO schedule Pine 5/1/2012 7/1/2012 OP Due to legal constraints not
a fesiable option.
Objective #5: Streamline Purchasing Process

1* Explore options for cetralization of all purchasing Jacobs/Morse/Fields 12/20/2011 12/20/2011 OP This objective is complete.
1* Standardize purchases Jacobs/Morse/Fields 12/20/2011 12/20/2011 OP
1* Develop job description Jacobs/Morse/Fields NA NA OP

Funding Status
NF = Not Funded
ER = Existing Resource
OP = Operating Fund
GR = Grant Funding

Year
1=FY 11/12
2=FY 12/13
3=FY 13/14
4=FY 14/15
5=FY 15/16

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 Goal IV

To Provide Appropriate Training in All Divisions

Objective #1:

To identify training needs of all divisions and provide training appropriately

and within budget

Action Items:

4. Utilization of a training matrix

5. Risk assessment of operations to provide enhanced training
6. Evaluation of current FTEP Program
7. Evaluation of response to force programs

Objective #2

To identify training needs of specialty areas and provide appropriate training

within budget

Action Items:

1. Evaluation of the Emergency Operations Center (EOC)

2. Provide additional ICS training at many different levels

Provide specialty training to those assigned to our
city wide team

3. Evaluate the need for expanded explosive handling

training and possible need for an Explosives Unit

Provide first responder training

Utilize OSP Bomb squad for training

4. Create exercises to enhance training in areas such as large

scale ICS operations

Objective #3

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Development of a succession planning program

Action Items:

1. Identify the positions in need of specialized training and

mentoring

2. Plan for replacement for positions that are single specialty

position areas. Identify these positions and the training they
will need.

3. Develop a timeline to address known assignment changes

through retirement, advancement, or restructuring.

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Goal IV: To Provide Appropriate Training in All Divisions

Objective #1: To identify training needs of all divisions and provide training appropriately and within budget

Year Action Item Person Responsible Start Date End Date Funding Comments

1* Utilization of a training matrix Porter / Koester 7/1/2011 7/1/2011 OP Completed

1* Risk assessment of operations to provide training Porter / Koester OP
1* to 2 Evaluation of current FTEP Program Koester OP Completed
1* to 2 Evaluation of reponse to force programs Koester OP On-going Evaluation

Objective #2: To identify training needs of specilaty areas and provide appropriate training within budget

1* to 2 Evaluation of EOC Stenkamp / Koester / Chapman OP On-going

1* to 5 Provide additional ICS Training Koester (Work with Chapman) OP ICS Position Specific Training
1* to 2 Evaluate need for expanded explosive handling Koester (Work with Chapman) OP Not a Strong Need. Cost Prohibitive
2 to 5 ICS training exercise with EOC Training Division NF Large Scale Planning In- progress

Objective #3: Development of a succession planning program

1* to 5 Identify the positions in need of specialized training Darling / Porter/ Stenkamp 7/1/2012 OP In Progress / On-going
1* to 5 Plan for replacement for specialized positions Darling / Porter/ Stenkamp 7/1/2012 OP In Progress / On-going
1* to 5 Develop a timeline to address known movement Darling / Porter/ Stenkamp 7/1/2012 OP Retirement / Advancement
In Progress / On-going

Funding Status
NF = Not Funded
ER = Existing Resource
OP = Operating Fund
GR = Grant Funding

Year
1=FY 11/12
2=FY 12/13
3=FY 13/14
4=FY 14/15
5=FY 15/16

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 Goal V

Identify Ways to Recover Revenue

Objective #1:

To identify areas where the department may recover revenue due to

expenditures which are not directly related to operations

Action Items:

1. Review contract with the Humane Society

Identify loss of revenue through boarding costs

Identify loss of revenue through citizen interactions
not connected to department operations

2. Explore possible licensing fees for pets within the City

3. Explore ways to recover funding through the promotion

and hosting of training events.

Training predictions a year prior to a training event

Project training two years in advance and build the
budget accordingly to recover revenue through class
registration

4. Evaluation of fees for reports and other misc. costs

Review current fee schedule

5. Increase Grant writing opportunities. Explore the

possibility of a self sustaining position.

6. Review Alarm Ordinance and possibility of outsourcing

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Goal V: Identify Ways to Recover Revenue

Objective #1: To identify areas where to the deparment may recover revenue due to expenditures which are not directly related to operations

Year Action Item Person Responsible Start Date End Date Funding Comments

1* to 2 Review contract with the Humane Society Darling 12/5/2012 7/20/2012 OP Completed new Contract
1* to 2 Explore possible licensing fees for pets Darling 12/5/2012 OP In Progress
1* to 2 Explore possible revenue through hosting training Porter / Koester 12/5/2012 OP On-going
1* to 2 Evaluation of fee schedule for reports and printing Angus 12/2/2012 4/1/2012 OP Completed
1* to 2 Evaluation of a self supporting Grant Writing PositonMuirhead 7/1/2012 OP Not Started
1* to 2 Alarm Ordinance Review and Outsourse Darling 12/12/2011 NF On-going / Revisit Spring

Funding Status
NF = Not Funded
ER = Existing Resource
OP = Operating Fund
GR = Grant Funding

Year
1=FY 11/12
2=FY 12/13
3=FY 13/14
4=FY 14/15
5=FY 15/16

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 Goal VI

Increase Positive Public/Community Interactions

Objective #1:

To increase positive interaction between police officers and the public

Action Items:

1. More officer involvement in neighborhood

associations
2. More officer involvement in business associations
3. Implement a Crime free housing program
4. Require and track non-traditional public interactions

Objective #2

Evaluate our current Performance Incentive Program (PIP).

Action Items:

1. Form a committee to evaluate the current PIP

program
2. Establish a list of appropriate community service
options
3. Provide proactive media information as it relates to
community service programs
4. Explore a social media component
Objective #3

To enhance communications and provide for information dissemination,

educational as well as informational, amongst our community

Action Items:

1. To identify and train an existing member of our

agency to perform the assignment of public

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 information officer. This position would act as the
contact point for our agency and coordinate
interviews, press releases and Public Service
Announcements

2. To provide proactive press releases in regards to

positive events and educational tips in order to better
promote the department and educate the community

3. To enhance our web site with information to include

prevention and educational topics

Objective #4

To enhance our current prevention and educational programs

Action Items:
1. Identify how to better educate the vast community on
police procedures and challenges

2. Continued Citizen Academy and Volunteer Programs

3. Focus PIP time requirements toward programs such as

Neighborhood Watch, Business Watch, Child Safety,
I.D. Theft, Safety Fairs, Bicycle Rodeos, School
Education and Specialty Events.

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Goal VI: Increase Positive Public/Community Interactions

Objective #1: To increase positive interaction between police officers and the public

Year Action Item Person Responsible Start Date End Date Funding Comments

1* Increase invovlement with neighborhood Assoc. Carney / Kindel 9/1/2011 OP On-Going

1* Increase invovlement with business Assoc. Carney / Kindel OP On-Going
1* to 3 Implement a crime free housing program Kansky 7/1/2012 NF In Progress with RPD
1* Require and track non-traditional public contacts Darling /Kindel /Carney 4/1/2012 OP In Progress/ RMS

Objective #2: Evaluate our current Performance Incentive Program (PIP)

1* Form a committee to evaluate PIP Stenkamp ER Complete

1* Establish a list of appropriate Community Service Stenkamp OP SOP Update / Complete
1* Provide proactive media informaiton Kansky 10/1/2011 10/1/2011 ER In Progress
1* to 2 Explore Social Media Component Beekman TBD NF On hold

Objective #3: To enhance communications and proved for information dissemination, education as well as informational, amongst our community

1* Develop a deparment PIO Darling / Kansky 9/1/2011 9/1/2011 ER Completed

1* Provide proactive press releases Kansky 9/1/2011 9/1/2011 OP On-Going
1* to 2 To enhance our web site Koester OP / NF Completed

Funding Status
NF = Not Funded
ER = Existing Resource
OP = Operating Fund
GR = Grant Funding

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 Goal VII

Radio Communications Plan

Objective #1:

Partner with local stakeholders to determine the best, most cost efficient
technology for use in a next generation communications system; compute
the cost of deploying and operating the system, and recommend a
governance and operational model for the partnership.

Action Items:

1. RFP for consultant to assess the needs of the

stakeholders, design a system that meets those needs
and recommend governance to maintain the system.

2. Collect data on the inventory of existing

communications systems and assets of the
stakeholders. Identify needs for today and future
expansion

3. Compute the costs of deploying and operating the

system. Identify options

4. Identify costs

Objective #2:

Explore options from Objective 1to determine course of action. Create a

unified, regional public safety communications system/network that enables
interoperable communication throughout Deschutes County and portions of
the surrounding counties serviced by Deschutes County 911.

Action Items:

5. Using the reports from the consultant determine a

course of action

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 6. Identify needed partnerships; create MOUs and
agreements to support those partnerships.

7. Identify funding options for the deployment

operation of the system.

8. Create an operational body and a governance body

from the stakeholders involved.

Objective #3:

Work with identified partners to implement the new communication system.

Action items to be determined after completion of objectives 1 and 2.

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Goal VII: Radio Communications Plan

Objective #1: Partner with local stakeholders to evaluate our current radio system and coverage area

Year Action Item Person Responsible Start Date End Date Funding Comments

2* RFP to conduct comprehensive study of current system Command / Porter 7/15/2012 OP In progress
2* Collect Data on the inventory of Existing Communications Command TBD OP Pending Study
2* Compute Costs for Deployment and Operations Command TBD OP Pending Study
2* Identify Costs Command TBD OP Pending Study

Objective #2: Explore options from Objective #1 to determine course of action

2* Determine course of action Command TBD OP

2* - 3* Identify needed partnerships, MOU's, agreements Command TBD OP
2* - 3* Identify funding options Command TBD OP
2* - 3* Create and Operational and Governance Body Command TBD OP

Objective #3:3: Implementation of a new Communications System

3* - 5* TBD based upon outcome of objectives 1 and 2 TBD NF

Funding Status
NF = Not Funded
ER = Existing Resource
OP = Operating Fund
GR = Grant Funding

Year
1=FY 11/12
2=FY 12/13
3=FY 13/14
4=FY 14/15
5=FY 15/16

NF = Not Funded
ER = Existing Resource
OP = Operating Fund
GR = Grant Funding

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