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Community Focused. Data Driven.

LA PRA 002962

LA PRA 002963

Dear Friends,

I am committed to making Los Angeles the safest, most livable, and most

prosperous city in the nation — by ensuring operational excellence in all of our

Departments, and by delivering exceptional customer service to every member of

our diverse communities.

The Los Angeles Police Department (LAPD) is critical to this work. Police Chief

Beck and I are committed to building upon this Department's tradition of excellence

and historical firsts, and this Strategic Plan continues that tradition by setting out an

ambitious vision for making Los Angeles the safest Big City in America by 2020.

We are at a critical point of investment in the strength and capability of the LAPD

as a police department for the next generation. This plan articulates a vision and

framework to drive action and to improve safety, service, and confidence between

the LAPD and the communities it serves.

The reduction of crime remains a top priority for the city and the LAPD. However, our

vision for the LAPD in 2020 goes beyond traditional notions of policing to embark on

a new chapter of renewed community engagement, enhanced Community Safety

Partnerships, and cutting-edge data-driven crime prevention programs. We areredefining American policing to include an expanded focus on reducing response

times and tough enforcement, and on other critical outcomes — including reducing

victimization, ensuring procedural fairness, and improving the confidence of the

people we serve.

The LAPD will continue its leadership as a national model for innovations in crime

reduction and prevention programs, as well as data-driven performance management

approaches. This includes a continuing commitment to the expansion of our City's

Gang Reduction & Youth Development (GRYD), Domestic Abuse Response Team

(DART), Smart Policing, and CompStat programs. These are just a few examples

of the crucial role the LAPD plays in ensuring the safety of our communities and

creating an environment of confidence, livability, and prosperity for our citizens.

We can continue to provide safety, security, and prosperity for our residents andgenerations to come through smart investment, strong management, and forward-thinking policies. I look forward to working with our communities, the LAPD, andChief Beck to make Los Angeles a safer, more livable, and more prosperous place tolive, work, play, and connect.

2 0 aEric GarcettiMayor, The City of Los Angeles

LA PRA 002964

It is with great enthusiasm and pride that I present to our great city of Los Angelesthe first volume of LAPD's Strategic Plan, "LAPD in 2020." This plan is more than

a document—it sets out our vision for an even stronger, more effective, and morecollaborative LAPD of the future. The development of our collective vision for the LAPD

has been marked with an unprecedented degree of inclusion and collaboration, bringing

in internal and external stakeholders and researching concepts, ideas, and best practices.

The profession of American law enforcement finds itself at a defining moment inits history—in no uncertain terms, we are facing a crisis of confidence between

the protectors and the protected. As Los Angelenos, we face this moment withthe strength and confidence of knowing that we have the will and the skill required.

to overcome our challenges and achieve success. We will work collaboratively toredefine the bottom line of policing—one that reflects local priorities and is rooted in

trust and confidence of those we serve.

Our Strategic Plan reflects Mayor Garcetti's priority outcomes and details howthe LAPD will contribute to making Los Angeles a safe, prosperous, livable, andsustainable, well-run city. We at LAPD realize that our role is more than crimereduction—rather it is one of community leadership. As the largest departmentin the city family with a significant presence in all communities of Los Angeles,we recognize our position as a major partner in assisting our brother and sisteragencies to improve safety, confidence, and quality of life for all Angelenos.

On behalf of my senior leadership team, you have our commitment that we will bringa rigorous and disciplined focus to implementing the actions and fulfilling the vision

contained in this Strategic Plan. Reflecting this commitment, we have established aStrategy Execution Team that will report directly to my Chief of Staff. This dynamicteam will immediately begin tracking progress against our strategic goals, will driverelentless focus on outcomes, and will provide me with real-time updates.Our journey to an even safer, more livable, and more prosperous Los Angeles hasalready begun, and we are excited to be a part of it.

Charlie BeckChief of Police, Los Angeles Police Department

LA PRA 002965

HIEF OF P

LA PRA 002966

LA PRA 002967

Table of ContentsLAPD in 2020

The Safest Big City in America 1

From Strategy to Results 3

LAPD Vision, Mission, and Core Values 7LAPD History 9LAPD by the Numbers 11

LAPD's Action Plan to 2020Strategic Goals Developed toAchieve the LAPD's Vision

A Safe CitySafest Mg City in America

13

16

Strategic Goal 1 I Reduce Crime and Victimization 17Strategic Goal 2 I Build Community Trust and Collaboration 19Strategic Goal 3 I Improve Traffic Safety 26Strategic Goal 4 I Emphasize Preparedness and Counter-Terrorism 29

A Prosperous EauA Stronger Public Safety Workforce 34

Strategic Goal 5 I Strengthen the Public Safety Workforce 35Strategic Goal 61Foster Employee Wellness and Satisfaction 39

A Livable and Sustainable CityA Focus on Environment, Equity, and Economy

Strategic Goal 7 I Mitigate Risk and Reduce HarmStrategic Goal 8 I Develop Innovative Sustainability Program

A Well-Run CityAn Accountable, Innovative, andEfficient Service Provider

42

4345

50

Strategic Goal 9 I Drive Accountability and Reward Creativity 51Strategic Goal 10 I Leverage Technology to Improve Performance 53

Acronyms 57

Acknowledgements 59

LA PRA 002968

LAPD In 2020

The Safest BigCity In America

Five years from now, City of Los Angeles will be

the safest big city in America. Given that total

crime today in LA is two-thirds lower than it was

twenty years ago and per capita violent crime in

LA is one of the lowest among major U.S. cities,

this seems an almost impossible goal to achieve.

But, being the safest among the top five U.S. cities

is possible and, for us, means more than low per

capita crime rates. It means being connected to

our communities, understanding their priorities,

addressing their concerns, and improving their

trust and confidence in the police.

In keeping with the LAPD's data-driven approach tomanagement, we are committed to achieving the followingmeasurable outcomes by 2020 as compared to the top fiveU.S. cities who are able to similarly measure the six keyperformance indicators below:

1. Lowest overall reported crime

2. Lowest overall surveyed victimization*

3. Highest overall community confidence*

4. Highest overall workforce satisfaction

5. Lowest overall use of force

The LAPD of 2020 must be an ever more effective, efficient,

and proactive organization to achieve its ambitious five-yearstrategic vision. This Strategic Plan represents the LAPDagenda for action and change in the first two years of thisjourney, fiscal years 2015-16 and 2016-17.

This plan represents a point-in-time snapshot of an ongoingprocess of strategic planning at LAPD that will require constantattention, refinement, and execution. It embodies the LAPD'scommitment to its long-standing strategic principles of being

a community-focused, partnership-based, performance-oriented, data-driven, and cost-efficient public safety provider

to the citizens of the great city of Los Angeles.

. Victimization (reported plus unreported crime), and Community Confidence (responsive and

respectful service, and feelings of safety and trust) will be measured by a recurring survey

instrument administered by LAPD

1 I LAPD in 2020

1LA PRA 002969

PartnershipBased

CommunityFocused

Cost Efficient

PerformanceOriented

Data Driven

LAPD in 2020 12

LA PRA 002970

From StrategyTo ResultsThis Strategic Plan lays out an ambitious path

forward for the LAPD. A path that will be guided

by a strong and effective strategic management

process that assesses where LAPD is today,

where it plans to go, and how it delivers tangible

action and results. This Plan is just one component

of a multidimensional strategy management

process that bridges from short-term annual

budget requests to a long-term vision for LAPD

in 2020 and beyond.

Defining LAPD's VisionThe Strategic Plan is the culmination of a collaborativeendeavor starting in early 2015 among the 150 sworn andcivilian command staff to elicit feedback on LAPD's currentstrengths, weaknesses, opportunities, and challenges todevelop an agenda for sustained change and improvement.More than 500 points of feedback were logged andincorporated from over 200 hours of strategy andgoal-setting work sessions.

We have conducted research into a variety of sources thathighlight innovative practices, key trends, and global considerationfor the future of not just law enforcement but government as wellwas critical to the development of LAPD's vision.

111111111111f

3 I LAPD in 2020LA PRA 002971

The following groups, projects, and sources were key in this process:

Presidential Task Force on21st Centuru Policing

This task force was established by aPresidential Executive Order, seeking

to identify the best means to providean effective partnership between lawenforcement and local communities,ultimately reducing crime andincreasing trust.

The six pillars of the task force'sfindings are:1. Building Trust and Legitimacy2. Policy and Oversight3. Technology and Social Media4. Community Policing and Crime

Reduction5. Training and Education6. Officer Wellness and Safety

Police Executive Research Forum(PERF)•

PERF's Future Trends in Policingproject was supported by the Office ofCommunity Oriented Policing Servicesand surveyed leaders in the industryto summarize the issues most likely tochange law enforcement practices in thenear future. The project gathered inputfrom leaders across the industry, includingpolice, researchers, private sectorpartners, and other experts.

PERF's future trends of policing included:• Tailoring partnerships to maximize

public safety• Implementing strategies to increase

efficiency• Future trends in technology• The organizational structure of

policing and the next generationof law enforcement

LA2050 is an initiative to create a sharedvision for the future of Los Angeles

and to drive and track progress toward

that vision. The goal of the initiative

is to empower Angelenos to take full

advantage of the potential the region

holds, which ties into the Mayor's goals

of creating a safe, prosperous, livable, and

well-run city.

KPMG Future State 2030

Future State 2030 identifies nine globalmegatrends that are most salient to thefuture of governments. While they arehighly interrelated, the megatrends canbroadly be grouped into trends reflectingchanges in the status and expectationsof individuals, changes in the globaleconomy, and changes in the physicalenvironment.

Key elements of the initiative are:

• Mental health services to breakcycles of violence

' • Use of public space as a public safetindicator

• Building social connections toimprove safety

• Interventions to reduce trauma andimprove family connectedness

• Strategies to deter gang involvement

The megatrends identified by KPMG are:

• Demographic Shifts• Rise of the Individual

• Enabling Technology• Economic Interconnectedness• Public Debt• Economic Power Shift• Climate Change• Resource Stress• Urbanization

PlaNYC, The London Plan, DataLA

NewYork City, London, and Los Angelesare just three of many cities developing

integrated plans for their future, focusing

on a variety of factors given the uniqueenvironmental, demographic, and politicalcontexts in which they operate.

Focus areas common across New YorkCity, London, and Los Angeles were asfollows:• Basic services and infrastructure• Public safety• Economic development• The environment• Community efficacy and cohesion• Arts and culture

SMART Policing Initiative (SPI)

SPI seeks to identify the tactics, practices,and strategies that are effective, efficient,and economical for law enforcementagencies. SPI uses offender-based andplace-based policing, which focuses on

evidenced-based practices to help buildunique solutions.

SPI builds its solutions for geographies, -based on phased sites. The most recenfiscal year's site locations were:• Los Angeles, California• Boston, Massachusetts• Miami, Florida• Portland, Oregon• Henderson, Nevada• Lowell, Massachusetts• Philadelphia, Pennsylvania• Toledo, Ohio

LAPD in 2020 14

LA PRA 002972

Articulating LAPD's GoalsFor the first two years of the journey to 2020, fiscal years 2016and 2017, LAPD has articulated an action plan of 10 strategicgoals, 31 initiatives to meet those goals, and 94 keyactivities to be carried out in order for those initiatives to besuccessful. These goals, strategies, initiatives, and activitieswill lead to yearly milestones in line with Mayor Garcetti'soverall goal areas for the City of Los Angeles: A Safe,Prosperous, Livable and Sustainable, and Well-Run City.Concrete milestones and ownership of each action of the Planhas been delineated to drive accountability throughout thestrategic plan implementation and life cycle.

1. Reduce Crime andVictimization

2. Build CommunityTrustand Collaboration

3. ImproveTraffic Safety

4. Enhance Preparednessand Counter-terrorism

5. Strengthen the PublicSafety Workforce

6. Foster Employee Wellnessand Satisfaction

A Safe City

A Prosperous City

Major's2015-16

Budget GoalAreas

A Well-Run City

A LivableandSustainableCity

9. Drive Accountabilityand Reward Creativity

10. Enhance Technologyto Improve Performance

7. Mitigate Risk

and Reduce Harm

8. Develop an Innovative

Sustainability

Program

5 j LAPD in 2020LA PRA 002973

•

Executing LAPD's StrategyReflecting its commitment to sustained action and change, the

LAPD has established a Strategy Execution Team that will reportdirectly to the Chief of Staff. This action-oriented team will track

progress versus strategic goals and will drive our relentlessfocus on meeting our goals and measuring outcomes. This team

will work closely with the Office Directors and with the Chief'sSenior Management Team to ensure swift and targeted effortsto make progress versus our identified strategic initiatives and todeliver measureable results.

1/1/111/X7

Shaping LAPD'sForward MomentumAs the LAPD continues its ongoing strategic journey to 2020,the Strategic Plan document will be assessed and renewedas appropriate on a 24-month basis to reflect the dynamicenvironment of law enforcement and emerging needs ofthe communities the LAPD serves. The task force will playa key role in identifying and escalating shifts in the strategiclandscape to the attention of LAPD senior leadership and to theChief of Police for decision and redirection.

4. r•.Finally, our ambitious vision for LAPD in 2020 will not be possible without a

budgetary road map into the future that sets forth our requests for requiredresources, both personnel and non-personnel. First and foremost, this request

must include funding for both sworn and civilian personnel to not only "right size"

the LAPD and its component functions but also to ensure that we have the proper

span of control in the field and mission support strength. Over the next severalyears, we will be requesting funding for civilian positions that not only addressthe support needs of the LAPD such as vehicle maintenance, emergency call

taking and scientific analysis, but also address the critical civilian administrativeresponsibilities needed by a 21st century department that will support and enable

police officers to focus more fully on their primary mission: protecting and serving

the communities of Los Angeles. In addition, we will be requesting resources to

fund innovative technology and strategy initiatives that enable us to best leverage

our valued and talented personnel to further the LAPD's legacy as a world class

law enforcement agency.

LAPD in 2020 16

LA PRA 002974

The vision, mission, and core values

of the Los Angeles Police Department

are as follows:

VisionIt is the vision of the Los Angeles Police Department to,as closely as possible, achieve a city free from crimeand public disorder.

MissionIt is the mission of the Los Angeles Police Department tosafeguard the lives and property of the people we serve, toreduce the incidence and fear of crime, and to enhance publicsafety while working with the diverse communities to improvetheir quality of life. Our mandate is to do so with honor andintegrity, while at all times conducting ourselves with thehighest ethical standards to maintain public confidence.

Core ValuesService to our communities: We are dedicated to enhancingpublic safety and reducing the fear and the incidence of crime.People in our communities are our most important customers.Our motto, "To Protect and to Serve," is not just a slogan—itis our way of life. We will work in partnership with the peoplein our communities and do our best, within the law, to solvecommunity problems that affect public safety. We value thegreat diversity of people in both our residential and businesscommunities and serve all with equal dedication.

Reverence for the law: We have been given the honor andprivilege of enforcing the law. We must always exerciseintegrity in the use of the power and authority that have beengiven to us by the people. Our personal and professionalbehavior should be a model for all to follow. We will obey andsupport the letter and the spirit of the law.

Commitment to leadership: We believe the Los AngelesPolice Department should be a leader in law enforcement.We also believe that each individual needs to be a leader in his or

her area of responsibility. Making sure that our values become

part of our day-to-day work life is our mandate. We must each

work to ensure that our coworkers, our professional colleagues,

and our communities have the highest respect for the LosAngeles Police Department.

Integrity in all we say and do: Integrity is our standard.We are proud of our profession and will conduct ourselvesin a manner that merits the respect of all people. We willdemonstrate honest, ethical behavior in all our interactions.

Our actions will match our words. We must have the courage

to stand up for our beliefs and do what is right. Throughout theranks, the Los Angeles Police Department has a long history

of integrity and freedom from corruption. Upholding thisproud tradition is a challenge we must all continue to meet.

Respect for the people: Working with the Los Angeles PoliceDepartment should be challenging and rewarding. Our peopleare our most important resource. We can best serve themany and varied needs of our communities by empoweringour employees to fulfill their responsibilities with knowledge,authority, and appropriate discretion. We encourage ourpeople to submit ideas, we listen to their suggestions, and wehelp them develop to their maximum potential. We believe intreating all people with respect and dignity. We showconcern and empathy for the victims of crime and treatviolators of the law with fairness and dignity. By demonstrating

respect for others, we will earn respect for the Los AngelesPolice Department.

Quality through continuous improvement: We will striveto achieve the highest level of quality in all aspects of our work.We can never be satisfied with the "status quo." We mustaim for continuous improvement in serving the people in ourcommunities. We value innovation and support creativity.We realize that constant change is a way of life in a dynamiccity like Los Angeles, and we dedicate ourselves to proactivelyseeking new and better ways to serve.

7 I LAPD in 2020

1LA PRA 002975

-

LA D

LA PRA 002976

LAP]]Hist rIt is from the humblest of beginnings that a

world-renowned police agency would evolve.

A pioneering spirit has always driven the

LAPD; its true strength drawn from its people

and their ingenuity. Those who have worn

the patchless navy blue uniform represent

the finest this professional pursuit has ever

offered. Since this police force has been first

in so many regards, LAPD practices are often

adopted throughout the state, throughout the

nation, and in some cases, the world over.

Frequently mentioned is a description of the LAPD asa world-class law enforcement agency. Accurate is thedescription due in grand measure to the innovations,trials, and accomplishments listed here, which areimportant to the LAPD's history and clearly illustrate theleadership that the LAPD has displayed over time.

Of course, the LAPD is just beginning an exciting newperiod of growth and continued focus on operationalexcellence and community confidence. There remainmore innovations to be brought forth by the LAPD.

Los Angeles is incorporatedas a city in 1850, and in 1869,the first paid police force isestablished with six officers

assigned to two shifts.

LAPD Established

Georgia Robinson beginsvolunteering with the police

department in 1916 and shortlythereafter, in 1919, becomes thenation's first African-AmericanPolicewoman when she is hired

as a jail matron.

First African-AmericanPolicewoman

1869 191910-9-00-

1910 1923

Alice Stebbins Wells isappointed as the first

Policewoman after initiallybeing hired as a matronand is tasked with caring

for the women andchildren in the custody of

the LAPD.

Chief of Police August Vollmer,while serving a single yearin command of the LAPD,pulls together a departmentchemist and a photographer

to form the nation'sfirst municipal police crime lab.

9 I LAPD in 2020LA PRA 002977

The motto"To Protect andTo Serve" is thewinning entryto the police

academy's mottocontest, submitted

by OfficerJoseph S. Dorobek.

LAPD MottoOriginated

In the aftermath ofthe 1965 unrest,a multidimensionallaw enforcementcapability to solvecomplex policeproblems is born.What is now knownas SWAT is rolled outduring the 1967 visitof President Lyndon

Johnson.

First SWAT Team

A series of crisesinstigated by theRodney Kingincident leads

LAPD to reexamineand modernize

policies, training, andpersonnel practices.

Civil Unrest

Los Angeles hostsa successful DNC,due to enhanced

planning and training ofthe LAPD. The public

sees officersembodying the ideal ofpolice professionalism.

Democratic NationalConvention

1955 1967 1992 2000

NW' "Vr

1984 1994Olympic Games

The LAPD is mobilized for33 days during the SummerGames and coordinates

Olympic assignments withregular patrol and traffic

assignments. This is the longestunusual occurrence for the

Department in its history — andis a tremendous success.

Northridge Earthquake

A 6.8 magnitude earthquake nearly crushesLos Angeles on January 17th. The LAPDmans the Emergency Operations Centerand deals with thousands of requests forhelp. The rapid deployment of all availableofficers and shows their commitment to

their obligation to protect and to serve evenin the most harrowing circumstances.

The Special OlympicsWorld Games willbe the largest event

hosted by Los Angelessince the 1984 OlympicGames. The LAPDlooks forward to

another successfulevent as its PlanningCommittee wraps uppreparation and theGames begin.

2011

SpecialOlympics

2015

PredPol Deployed

In the Foothill Area, LAPDDeploys Predpol, the

department's first predictivepolicing tool that acts as a force

multiplier for officers on thestreet.

LAPD in 2020110

LA PRA 002978

1 LAPSBY THE NUMBERS

-10 60,0 a The current percentage

f of gang crime decreasecompared to last year.

1 255 733 \ivThe number of 911 calls

-111 to CommunicationsDivision in 2014.

789 366 of those generatedcalls for service.

II. 56 000 000The number of road miles driven by the LAPDfleet every year or 155,000 miles each day.

The number of Cadets

et 00000 eeeee ee457 00010000000 ee

2007. 3 today.in October 00003 ni

TOTAL

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N

EVERY DAY IN

LAP.

441

280crimes arereported

15guns areseized

Officers arrest 441 peoplea day, of which only 1.3%result in a use of force.

Los Angeles Police Officerswrite 1,227 traffic citations,leading to a 6% decrease ininjury accidents to datein FY15 compared to FY14.

I,

1,2272,u

A 773 Patrol officers spend4,773 total working hours

/ investigating crimes daily.

.9) 9,763

LOS ANGELES CITY - PART I CRIME 1985-2014Historical data from the FBI's Uniform Crime Report based on Date of Reporting.

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The number of gallonsof gasoline used byDepartment vehicleseach day.

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O

294,404 311,420 288,509 295,181 319,097 321,536 346,224 338,531 312,789 278,351 266,204 235,260 204,556 183,706 167,495

1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999

11 I LAPD in 2020

LA PRA 002979

r

NEW YORK LOS ANGELES

34,822

304.8

8,396,126 (2013)

114

4.1

4

NUMBER OF SWORN OFFICERS

9

SQUARE MILES OF SERVICE AREA

4*of.

111

POPULATION

OFFICERS PER SQUARE MILE

OFFICERS PER 1,000 POPULATION

9,867

472.9

3,878,725 (2013)

21

2.5

ki PROPERTY CRIME

SINCE A high OF 338,531 SERIOUS CRIMES IN 1992, CRIME HAS DROPPED TO ITS lowestlevel SINCE 1957 WITH JUST OVER 102,000 CRIMES RECORDED in 2014.

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180,538 189,278 190,992 184,605 167,986 149,052 135,985 129,263 127,374 118,310 111,188 106,375 106,025 102,368 102,310

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

LAPD in 2020 12

LA PRA 002980

LAPD's Action Plan to 2020

Strategic Goals Developed toAchieve the LAPD's VisionA Safe CituStrategic Goal 1 I Reduce Crimeand VictimizationOur first and foremost goal remains reducing the incidenceand fear of crime and vicitimization within Los Angeles.To achieve our LAPD 2020 targets for the lowest crime andvictimization rates in the top 5 U.S. cities, we will employa multifaceted set of strategic initiatives that prioritizecommunity-focused crime prevention programs, enhance ourcrime suppression and response capabilities, and expand ourproven data-driven crime prevention methods from their initial

focus areas to benefit all of our communities.

Strategic Goal 2 I Build CommunityTrust and CollaborationOur crime reduction goals are tightly coupled with our abilityto collaborate with our communities to build a high degree oftrust and confidence. To achieve our targets for the highestcommunity confidence and satisfaction rates in the top 5 U.S.cities, we will devote more resources to a portfolio of expandedpublic trust and confidence programs, invite our partners intoa CompStat accountability process that more closely reflectscommunity priorities and success measures, and continueto develop youth programs that improve understanding,communication, and relationships with our communities.

Strategic Goal 3 I Improve Traffic SafetyWe remain committed to improving the safety of our roads andhighways for all Angelenos, as we understand the importanceof connecting families, businesses, and communities in ourgreat city. To achieve our LAPD 2020 vision of reduced harm onour roadways, we will proactively extend our public awarenessand traffic safety education efforts; experiment with leading-

edge, data-driven traffic collision prevention programs; andcontinue to actively support the implementation of Vision Zeroto achieve safer mobility for all Angelenos whether driving,riding, biking, or walking.

Strategic Goal 4 I EmphasizePreparedness and Counter-terrorismAs a core aspect of our mission to protect Angelenos fromharm originating from large-scale and newly emerging sourcesof threat, we remain committed to enhancing our capabilitiesto prevent, respond to, and recover from catastrophic events.We are developing additional community-based preparednessprograms to leverage the capabilities of community partners toprevent and mobilize against threats while also enhancing ourcounter-terrorism and cyber threat intelligence and responsecapabilities, allowing us the agility to identify and interruptthreats in the modern world of multidimensionalattack vectors.

13i LAPD in 2020

ILA PRA 002981

A Prosperous Citu

Strategic Goal 5 I Strengthen thePublic Safety WorkforceThe strength of our public safety workforce is a key driver andenabler of our ability to achieve a safer and more prosperousLos Angeles. Our strength starts with reaffirming our patrolbureaus and areas as the backbone of our service deliverymodel and maximizing available resources to address ourcommunities' highest priorities and problems. Strength is thenfurthered by a strategic and longer-term focus on the skillsand abilities we need to better achieve the LAPD of 2020 andbeyond, including capabilities, talent, empowerment, andleadership at every level of the organization.

Strategic Goal 6 Foster EmployeeWellness and SatisfactionThe commitment and effectiveness of our people, bothofficers and staff, is the engine that drives the dailyperformance of the LAPD. The safety and prosperity of LAdepends in part on the wellness, satisfaction, and cohesionof our workforce. To achieve our vision of a safer city with ahighly committed and satisfied public safety workforce, wewill measure and improve satisfaction and cohesion throughenhanced communication, issue resolution, and partnershipwith LAPD's collective bargaining units. We will also expandand formalize a program to gather innovative ideas from LAPDpersonnel across all levels and disciplines.

A Livable, Sustainable City

Strategic Goal 7 I Mitigate Risk andReduce HarmThe reduction of harm and mitigation of risk is central toachieving all of our strategic goals and our vision for LAPDin 2020. We will expand upon our existing harm reductionprograms that focus on keeping both our workforce and ourcommunities safe in the performance of our daily operations.We will also enhance our risk management initiativesto become more preventive and data driven to increaseeffectiveness, with an additional focus on establishing andreinforcing our enabling information technology systems.

Strategic Goal 8 I Develop InnovativeSustain.ability ProgramRecognizing our role as citizens within the communities weserve across Los Angeles, we remain committed to expandingour sustainability programs as we achieve our vision for LAPDin 2020. To achieve this, we will further develop a multifacetedenvironmental conservation approach to increase awareness andreduce our use of valuable water and power resources. We willalso develop sustainability programs that emphasize supportingthe local economy and building equity through reduced fear ofcrime and improved confidence in use of public spaces.

A Well-Run City

Strategic Goal 9 I Drive Accountabilityand Reward CreativityOur success in fulfilling our vision is dependent on ourorganizational effectiveness and our ability to driveaccountability while simultaneously encouraging and rewardingthe creativity of our personnel. We will achieve this balanceby enhancing the degree of collaboration and data accuracyin our CompStat accountability and data-driven managementprocess, while establishing a sustained capability for strategicplanning and implementation efforts. Together, these initiativeswill help us walk the balance between operational excellenceand strategic innovation for the long-term—making the •strategic planning process a sustained capability.

Strategic Goal 10 I Leverage Technology toImprove PerformanceThe success of our vision is dependent on expanding our useof technology across all aspects of operations, from deliveringmore efficient operations to building trust and confidencethrough accountability and collaboration. To achieve this,we will fully implement our body-worn video and digital in-carvideo capabilities department-wide. We will also implement abroader program to modernize systems to improve our businessprocesses and allow for increased mobility and access to criticalsystems and information by deploying mobile devices and appsto the field and developing an LAPD App World.

LAPD in 2020114

LA PRA 002982

LA PRA 002983

A Safe CityThe Safest BigCity In America

The LAPD is committed to becoming the safest big city inAmerica by 2020. We will achieve this by maintaining andenhancing the safety and security of Los Angeles as well as thelevel of trust and confidence between the LAPD and the public

it serves. We will go beyond our exemplary incident response

and crime reduction capabilities and will focus more broadly

on improving the trust and confidence of communities acrossLos Angeles through a relationship-based policing approach.We will extend our community-focused crime preventionprograms and will enhance our focus on defining andmeasuring our progress against community-specific priorities.We have already established a new Community RelationshipDivision whose sole mission will be to focus on enhancingcommunity trust and partnerships.

We will build and expand upon our successes with our DomesticAbuse Response Teams, with the City's Gang Reduction andYouth Development program, and our Community SafetyPartnerships approach. We will also focus on reducing riskand harm across the spectrum of public safety threats—fromeveryday traffic safety to large-scale preparedness and counter-terrorism capabilities. These efforts collectively underpin thecumulative outcome of a safer and more confident Los Angelesin 2020 and set the stage for increased prosperity, livability, andsustainability of our great city.

I grew up in South Los Angeles.I wanted to help my communityand be part of making it abetter place.

— Rocael "Rocky" Rodriguez

LAPD in 2020 116

LA PRA 002984

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead Assisting

Strategic Goal 1 I Reduce Crime and VictimizationInitiative A Prioritize Community-Focused Crime Prevention Programs

1. Expand Foot Beat patrolprogram from pilot Areato citywide scope.

• Evaluate Hollenbeck Areaspilot foot beat effectiveness,refine program design, andidentify 3-4 additional pilotexpansion Areas.

• Evaluate expanded pilot foot 00beat program effectiveness,refine program design, andintroduce citywide to allpatrol Areas.

00EASRACR

2. Enhance communitycollaboration in gangintervention and crimeprevention programs.

• Select 1-2 pilot Areas andinitiate program to evaluateeffectiveness, providing noticeto Detective Bureau.

• Evaluate pilot Area data, 00refine program design, andexpand to additional Areas asappropriate.

00EASRACR

3. Introduce Cocooning andTraceable Liquids/DNAprograms as a burglaryreduction approach.

• Select 1-2 pilot Areas andinitiate program to introduceconcept and expectations andto evaluate effectiveness.

• Evaluate pilot Area data, 00refine program design, andexpand to additional Areas asappropriate.

00EASRACR

4. Expand efforts for law-enforcement-assisteddiversion program.

• Identify diversion alternativesto arrest/citation in partnershipwith LAUSD, LASPD, andpublic council and pilot in1-2 Areas.

-1111111

• Evaluate pilot Area data, 00refine program design, andexpand to additional Areas asappropriate.

00EASRACR

Operation LASER Smart Policing InitiativeLos Angeles' Strategic Extraction and Restoration Program to Reduce Gun-Related ViolenceChief Charlie Beck announced on January 7, 2015, that Smart Policing would be the primary method for reducing violent

crime in Los Angeles for 2015. At his annual press conference, Chief Beck said that the four areas with the highestnumbers of violent crime in 2014 would be implementing/continuing Operation LASER-77th Street, Southeast,Southwest, and Newton Divisions. The Smart Policing Initiative is funded in part by the Bureau of Justice Assistance

(BJA), U.S. Department of Justice.

Each division:

1. Created a Crime Intelligence Detail (CID)

2. Focused on LASER Zones (hot spot corridors)

3. Identified chronic offenders (117 as of May 10, 2015)

4. Measures the amount of time in the zones weekly (dosage)

5. Reports on its progress to a Commander and at CompStat

Air Support, Metro, and the Real-time Analysis and Critical Response (RACR) Divisions are assisting the four divisions.Justice and Security Strategies, Inc. (JSS) is assisting with the evaluation.

Implementation of this phase of LASER officially began on March 22, 2015, and will continue for at least seven months.Effects on violent and gun-related crime will be monitored as the program continues.

17 I LAPD in 2020

LA PRA 002985

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Initiative B Enhance Crime Suppression Capability

1. Restore and expandMetro Division staffinglevels to bolster crimesuppression capabilities.

• Expand staffing of MetroDivision by 150 additionalpersonnel by October-November 2015.

• Re-activate MACTACapproach to further crimesuppression capabilities.

00

2. Identify and leverageanchor points as a crimesuppression strategy.

• Select 1-2 pilot Areasand initiate program tointroduce concept andexpectations and toevaluate effectiveness.

• Evaluate pilot Area data, refine 00program design, and expand toadditional Areas as appropriate.

ITBDetectiveBureau

3. Launch programto enhance patroldeployment to aid incrime suppressionefforts.

• Implement program andevaluation impact ofdeployment efficiencyand effectiveness.

• Develop designs for a Web- 00based and real-time version ofprogram.

ITBDetectiveBureau

4. Expand DART carprogram to enhancedomestic violencesuppression efforts.

• Rollout DART car program • Sustain presence of DART car 00from current 10 Areas to program in all 21 Areas andall 21 Areas citywide. evaluate ongoing impact.

DetectiveBureau

SMARTData. Analysis. Violent Crime (2012-2014) Hot Spot

LAPD in 2020118

LA PRA 002986

1

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Initiative C Expand Data Driven Crime Prevention Programs

1. Expand PredPolpredictive policingprogram to preventproperty and violentcrimes.

• Implement PredPol in8 Divisions to reduce propertyand violent crimes, measuringdosage and crime reductionweekly.

• Implement PredPol in12 Divisions to reduce propertyand violent crimes, measuringdosage and crime reductionweekly.

00 00EASRACRITB

2. Expand Smart Policingprogram OperationLASER to increasevisibility and reduceviolence.

• Identify LASER Zones in8 Divisions, measure crimereduction and dosage weekly,identify 30-40 chronicoffenders to prevent criminalbehavior.

• Identify LASER Zones in 0012 Divisions, measure crimereduction and dosage weekly,identify 30-40 chronicoffenders to prevent criminalbehavior.

00EASRACRITB

3. Utilize Omega Dashboard • Pilot Dashboard for weekly

for data-driven focus Crime Control meetings and in

in Crime Control and CompStat for 2 Bureaus.

CornpStat meetings.

• Pilot Dashboard for weekly 00Crime Control meetings and inCompStat for all Bureaus.

Strategic Goal 2 I build Community Trust and CollaborationInitiative A Expand Public Trust and Confidence Measures

00EASRACRITB

1. Establish a CommunityRelationship Division

• (CRD) to improve thecustomer experience andstrength of communitypartnerships.

• Define CRD goals, structure,roles, and method of interactionwith and outreach to otherOffices, Bureaus, and Divisions.

• Initiate meetings with clergy,community forums, CPABs,and Neighborhood Watchin 3-4 pilot Areas to defineCRD role.

• Define CRD scorecard around CRDengagement, confidence,trust, and impact on crimereduction strategies andefforts.

• Expand communitystakeholder meetings inremaining Areas to strengthenrelationships, provideresources, and educate public.

00

2. Expand channels ofcommunity outreachand partnership tobuild awarenessand relationships viaCommunity PoliceAdvisory Board (CPAB),Community SafetyPartnerships (CSP), andother methods.

• Assess and restructure theframework and role of CPABgroups in 1-2 pilot Areas.

• Identify 3-4 patrol Areas inwhich the CSP model can beexpanded into our communities.

• Utilize AVR in 1-2 pilot Areas togive community members theopportunity to experience whatit is like to be a police officer.

• Evaluate enhanced CPAB CRDimpact, refine framework, andexpand to additional Areas asappropriate.

• Evaluate expanded CSPAreas, refine CSP model, andexpand to additional Areas asappropriate.

• Evaluate AVR pilot Areas,refine approach, and expand toenhance Alternate ComplaintResolution process inadditional Areas.

PSTBOAS

19 LAPD in 2020

LA PRA 002987

PREDPOLPredPol's Technology Helps Law EnforcementAgencies Prevent CrimePredPol's software technology enables law enforcementagencies to better prevent crime in their communities bygenerating daily predictions on the places and times thatare most likely to occur during any patrol shift. PredPolwas initially deployed in 2011 by LAPD's Foothill Divisionand is now used by dozens of U.S. and international lawenforcement agencies across the U.S. and abroad.

PredPol helps law enforcement agencies to dramaticallyreduce crime in jurisdictions of all types and sizes,but Atlanta and Los Angeles have reduced specific crimesin targeted areas at rates ranging from nearly 20% toover 40%. Only three pieces of data are used to makepredictions: type of crime, place of crime, and time of crime.

Crime analysts and command staff using PredPol are 100%more effective than they are with traditional hotspot mappingat predicting where and when crimes are likely to occur.That means police have twice as many opportunities to deterand reduce crime; it is a force multiplier for law enforcementagencies. Reductions in crime from predictive policing savelaw enforcement, courts, jails, and communities hundreds ofthousands to millions of dollars per year.

PredPol Crime Forecast

PREDPOL

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Key Activities

Initiative A

I Milestones 2015-16 I Milestones 2016-17 I Entity Lead

Expand Public Trust and Confidence Measures (Cont.)

I Assisting

3. Measure and improvecommunity confidenceand customersatisfaction to capturepriorities, sentiment, andlevels of service quality.

• Establish a baseline set ofcommunity confidence andcustomer satisfaction measuresin 3-4 pilot Areas.

• Evaluate pilot Areas to expand CR Dcommunity confidenceand customer satisfactionmeasures in additional Areas.

00PSTBOAS

4. Implement the DigitalMedia Unit (DMU) toexpand digital and socialmedia capabilities toincrease transparencyand improvecommunications.

• Utilize digital/social media tofoster awareness and educateon crime prevention through realtime information from Nextdoor,Twitter, Instagram, Facebook,Tumblr and other platforms.

• Develop a cohesive socialmedia, public service, andcrime prevention campaign,leveraging analytics toassess community responseto relationship-basedpolicing efforts.

PSTBOAS

CRD

5. Reduce crime andvulnerability ofthe homeless andmentally ill populationsenhancing partnerships,proactive interventions,and environmentalimprovements.

• Develop overall LAPDHomelessness policy andidentify 1-2 pilot Areas toinitiate proactive, reactive,and environmental serviceinterventions.

• Expand SMART teamdeployments to additional areasand increase officer trainingand use of force de-escalationsimulation programs.

• Evaluate homelessnessprogram impacts and identifyresources/partnerships tofurther expand program scopeto all LAPD areas.

• Evaluate mental illnessprogram impacts and identifyresources/partnerships tofurther expand program scopeto all LAPD areas.

00 MEUPSTBLACDMHLAHSA

LAPD in 2020 120

LA PRA 002988

Key Activities I Milestones 2015-16 Milestones 2016-17 I Entity Lead I Assisting

Initiative B , Develop a Community CompStat Approach based on Community Priorities

1. Expand participation atCompStat sessions withcommunity groups andgovernmental agencies."

• Develop pilot program in1-2 Divisions for expandedparticipation by communitygroups and other governmentagencies.

• Assess pilot Area program success,refine approach, and expand toadditional Areas as appropriate.

Areas and CRDBureau(s) PSTB

2. Sustain and improve theSenior Lead Officer (SLO)Update training programacross all patrol Areas.

• Provide 100% of regularlyscheduled training to allArea SLO's to identify levelsof success and enhancecommunity engagement.

• Reassess and improve the SLOUpdate training based on Area andcommunity concerns or needs.

CRD OAS

3. Develop a social mediacampaign that helpsgenerate communityawareness regardingissues surroundingCompStat.

• Enhance and augment publicinformation efforts to help keepcommunity members andstakeholders informed throughthe use of digital media in pilotAreas.

• Continue to refine digital media CRD OAScampaigns to increase social mediaawareness regarding CompStat inadditional Areas.

4. Utilize DMU strategiesto measure communityparticipation andresponse at regularintervals.

• Demonstrate analytics throughvarious points in time forcomparison and review ofcommunity participation andresponse in pilot Areas.

• Demonstrate analytics through CRD 00various points in time for comparisonand review of communityparticipation and response inadditional Areas.

' Community: Clergy, Chambers of Commerce, Neighborhood Councils and Watch Groups, Youth CPABs.2 Government: Parole, Probation, District Attorney, City Attorney, Sheriff, Health, Housing, Code.

SMART RECEIVED

14,238 PHONECALLS FROM PATROLOFFICERS SEEKINGGUIDANCE ONHANDLING PEOPLE INTHE MIDST OF A MENTALHEALTH CRISIS AND

PROVIDED CRISISINTERVENTION IN

RESPONSE TO 4,724CALLS LAST YEAR,SAVING THE LAPD

MORE THAN 6,600HOURS OF PATROL

TIME IN 2014.

211 LAPD in 2020

Mental Evaluation Unit

The LAPD's Mental Evaluation Unit (MEU) is nationallyrenowned and credited with defusing potentially explosiveencounters with people in the midst of a mental healthcrisis. This unit is the largest and one of the oldest mentalhealth policing programs in the nation and is highly regardedby law enforcement and by mental health and civil rightsadvocates. The MEU boasts specialized teams known as"System-wide Mental Assessment Response Teams" —SMART— comprised of a police officer and a psychologist,psychiatric nurse, or other clinician.

SMART allows teams to better manage cases, as the policeofficer has access to police records that the clinician doesnot, and the clinician can review medical records, includinghealth insurance information, that privacy laws prevent anofficer from accessing.

LACM'

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Photo credits I Maya Sugarman/KPCC

LA PRA 002989

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Initiative C Continue to Develop Innovative Youth Programs

1. Expand the CadetLeadership Program byestablishing additionalposts to reach morecommunity youth.

• Inaugurate the new LAPD Cadet"Headquarters" Post at the LAPDHeadquarters facility. First-yeargoal: 75 active participants.

• Create LAPD Junior CadetPrograms designed to reach9-12 year olds at all 21 Areacommands.

• Create a new Port PoliceDepartment Cadet Post,bringing all three of the major Cityof Los Angeles law enforcementagencies under a single programumbrella/philosophy.

• Develop a partnership with the LAFDCadets by allowing them to train inour eighteen-week Cadet LeadershipAcademy.

YPU 00

Institute the "CadetAmbassador" initiativeto be modeled afterthe Department'sSLO program.

• Launch "Cadet Ambassador"initiative, in which speciallyselected and trained Cadetswill be responsible for helpingto further institutionalize thevalues of community outreachby playing an active outreachrole in community meeting andevents, by late Summer or earlyFall 2015.

• Expand "Cadet Ambassador"initiative, in which speciallyselected and trained Cadets willbe responsible for helping tofurther institutionalize the values ofcommunity outreach by playing anactive outreach role in communitymeeting and events into 2016.

YPU 00

Photo credits show I Maya Sugarman/KPCC

LAPD in 2020 122

LA PRA 002990

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead 1 Assisting

Initiative C I Continue to Develop Innovative Youth Programs (Cont.)3. Enhance, leverage,

and orchestrateopportunities/partnerships for theparents of youth programparticipants to becomemore lasting and activecommunity problem-solvers.

• Offer qualifying parents ofDepartment youth programparticipants the opportunityto become qualified LAPDvolunteers to assist with variousresponsibilities intrinsic to thatspecialized function.

• Form an alliance with the LASD to YPUcreate a regional law enforcementCadet campaign with emphasison youth leadership, scholasticexcellence, and community service.

00

4. Cultivate funding sources •to involve more youth ineducational tutoring to helpeliminate barriers.

Provide a total of $10,000 inacademic scholarships at theCadet Graduation to qualifyingstudents who are acceptedinto an accredited college oruniversity.

• Provide a total of $15,000 in academic YPUscholarships at the Cadet Graduationto qualifying students who areaccepted into an accredited college oruniversity.

• Through a partnership with localcolleges/universities in the City,develop a program that offers basictutoring sessions by college studentsat a select location in each of thefour geographic bureaus.

00

5. Launch a YouTube-based,"LAPD Cadet NewsNetwork" (CNN!) hostedby Department Cadets.

• Launch and heavily market the"LAPD Cadet News Network"on YouTube and companionsocial media streams by lateFall 2015.

• Expand and continue to heavilymarket the "LAPD Cadet NewsNetwork" on YouTube andcompanion social media streamsinto 2016.

YPU 00

23 I LAPD in 2020

LA PRA 002991

Crisis response for earlyW intervention is intended

to meet several objectives,including:

Domestic Abuse Response TeamThe Domestic Abuse Response Team (DART) is a law-enforcement-based crisis response team that pairs civilianadvocates with LAPD police officers to respond to reportedincidents of domestic violence as an effective means ofearly intervention.

The DART program consists of victim advocacy agenciesthat provide services that include but are not limited tocase management, crisis intervention, parenting classes,and legal services. It also provides police officers trainingand support in areas that are relevant to domestic abuseresponses and situations.

Currently, the DART program operates in 10 geographicareas but will be expanded to all 21 geographic areas as apart of the City and LAPD's measures to combat the rise inviolent crime.

Providingvictim

support

Promoting

victim safety

• Facilitatingprosecution of

domestic violenceas a crime

Ultimately reducing

the likelihood of futuredomestic violenceincidents, injury,

or escalation in the

severity of abuse

11,,44411 [thP1OU KNOW WHATDOMESTIC VIOLENCE LOOKS L1KE5

LAPD in 2020 124

LA PRA 002992

Gang ReductionReductionand Youth DevelopmentThe GRYD Foundation, which stands for Gang Reductionand Youth Development, is a 501c3 public charity thatcollaborates with the City of Los Angeles and othercommunity partners to reduce gang violence and to promotepositive youth development. Its mission is to create safer,healthier, and stronger communities that all can enjoy and beproud to call home, starting in Los Angeles.

The current focus is Summer Night Lights (SNL), a programthat reduces violent crime while promoting peace, positiveactivities, and healthy outcomes for the residents of32 communities across the City of Los Angeles. SNL is apublic/private partnership that brings together the GRYDFoundation, the City of Los Angeles Mayor's GRYD Office,and the Department of Recreation and Parks to create safe,healthy, and strong neighborhoods. Through this program,recreation centers and parks are kept open between thehours of 7:00 p.m. and 11:00 p.m. throughout the summermonths. SNL expands the menu of activities at each sitebeyond what is traditionally offered.

Key program highlights include:

• 901,253 visits across 32 SNL sites

• 563,283 meals served

• 11,402 participants in Zumba clinics

• 228 participants in HIV/STD testing and information

• 19,177 participants in an SNL art workshop

• 10,611 youth participants in sports leagues

• 1,068 jobs created, with 325 at-risk youthhired and provided training

2E LAPD in 2020

15.4%REDUCTION INGANG-RELATEDCRIME FORTHE PROGRAM

DURATION Of

2014COMPAREDTO THE SAMEPERIOD IN

2013YOUTH

IUMMERflIGHT LIGHT/

2015

LA PRA 002993

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Strategic Goal 3 I Improve Traffic SafetyInitiative A Extend Public Awareness and Education around Traffic Safety

1. Hit-and-Run educationthrough reward and alertprograms.

• Reduction in Hit-and-Run trafficcollisions by 5% (476 TCs'), Hit-and-Run fatal and severe trafficcollisions by 5%, and increasecleared by arrest Hit-and-Runinvestigations by 3%.

• Reduction in Hit-and-Run trafficcollisions by 5% (452 TCs), Hit-and-Run fatal and severe trafficcollisions by 5%, and increasecleared by arrest Hit-and-Runinvestigations by 3%.

TCSEOD

00RACR Areaand TrafficCommandsCompStat

2. Raise traffic safetyawareness and educationthrough participationwith community-basedorganizations.

• Conduct 50 community trafficeducation forums throughoutthe City of Los Angeles,through social media, billboardcampaigns, and Hit-and-Runreward program.

• Conduct an additional 60 community TCStraffic education forums throughout EODthe City of Los Angeles, documentadditional outreach in social media,billboard campaigns and the Hit-and-Run Reward program.

00Area andTrafficCommandsCompStat

3. Raise public awarenessof the dangers of drivingunder the influence (DUI)via DUI checkpoints.

• Conduct 160 sobrietycheckpoints with a goal of320,000 checked.

• Conduct an additional 160 sobrietycheckpoints with a goal of 320,000checked.

TCSEOD

00 Areaand TrafficCommands

4. Develop and promotetraffic safety programsfor pedestrians such as"Slap on the Wrist."

• Obtain funding for promotionalitems and conduct in-servicetraining for officers participatingin "Slap on the Wrist."

• Educate over 1,000 pedestrians viathe "Slap on the Wrist" pedestriantraffic safety program.

TCSEOD

00Area andTrafficCommands

' All target numbers are based on CompStat profile ending 5/30/15, YTD figures.

Initiative B Experiment with Data-Driven Traffic Collision Prevention Programs

1. Adopt and disseminate VisionZero "High Injury Network"prevention programs.

• Provide all four traffic divisionsand 21 geographic areas withtraffic collision data to redirectenforcement efforts.

• Analyze traffic collision data toevaluate its effectiveness on trafficcollisions with the goal of reducingall severe and fatal traffic collisionsby 5%.

TCS 00EOD DOT

2. Utilize and cross-referenceCompStat locations withthe "High Injury Network"to expand traffic safetyprograms.

• Direct all four trafficdivisions to establish trafficenforcement programs anddeploy appropriate resourceswith the goal of reducingall severe and fatal trafficcollisions by 3%.

• Analyze traffic collision data toevaluate its effectiveness on trafficcollisions with the goal of reducingall severe and fatal traffic collisionsby 5%.

TCS 00EOD DOT

3. Develop bicycle safetyprogram(s) based on trafficcollision data occurring inbicycle lanes.

• Direct all four traffic divisionsto establish bicycle safetyenforcement programs anddeploy appropriate resourceswith the goal of reducingbicycle severe and fatalcollisions by 3%.

• Analyze traffic collision data toevaluate the enforcement program'seffectiveness on traffic collisions withthe goal of reducing bicycle severeand fatal traffic collisions by 5%.

TCS 00EOD DOT

4. Develop pedestrian safetyprogram(s) based on trafficcollision data.

• Direct all four traffic divisionsto establish pedestrian safetyenforcement and educationat locations with highestpedestrian traffic collisionswith the goal of reducingpedestrian severe and fatalcollisions by 3%.

• Analyze traffic collision data toevaluate the enforcement andeducation program's effectivenesson traffic collisions with the coal ofreducing pedestrian severe and fataltraffic collisions by 5%.

TCSEOD

00DOTRACRCompStatITB

LAPD in 2020 126

LA PRA 002994

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Initiative C Support Vision Zero Implementation

1. Continue LAPD'sparticipation on theExecutive SteeringCommittee of Vision Zero.

• Department Traffic Coordinatoror designee attends andparticipates in 100% of VisionZero meetings and fullydefines the Department'scommitment(s) to VisionZero operations.

• Department Traffic Coordinator ordesignee attends and participates in100% of Vision Zero meetings.

TCSEOD

DOTUSC TrafficCase Studies

2. Improve analysis ofpedestrian and bicyclecollisions data.

• CompStat profile sheets fortraffic divisions incorporatepedestrian and bicyclecollision data.

• Traffic Division CompStatinspections cover pedestrianand bicycle enforcement andeducation programs.

THE WATTS PUBLIC

HOUSING DEVELOPMENTS

EXPERIENCED A 40% VIOLENT

CRIME REDUCTION WITHIN THE

FIRST YEAR OF THE PROGRAM.

• Expand geographic divisionsCornpStat profiles to includepedestrian and bicycle collision data.

• Geographic Division CompStatinspections cover pedestrian andbicycle enforcement and educationprograms.

TCSEOD

CompStatDOT

LAPD's Community Safetu PartnershipsThe Community Safety Partnership (CSP) began as a partnershipbetween the LAPD and the Housing Authority of the City of LosAngeles (HACLA) in October of 2011. This relationship-based policingmodel, which focuses on education and problem solving beforeenforcement efforts, allows for full-time, dedicated police officersto be assigned to public housing developments. Officers walk footbeats daily, building relationships with residents within housingdevelopments, reducing crime, and decreasing community fear.

Officers have implemented over twenty CSP youth programs thatare funded by the Housing Authority and supported by various privateorganizations and agencies. The results of these programs are mentalhealth services to address untreated trauma, participation in self-respect building programs for children, alternatives to booking andentrance into the judicial system for children, and community buildingthrough sports and productive competition.

One of the most significant accomplishments of this effort has beenthe reduction in violent crime.

27 1 LAPD in 2020

LA PRA 002995

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Initiative C Support Vision Zero Implementation (Cont.)

3. LAPD will assist LosAngeles Departmentof Transportation(LADOT) in launchingsix neighborhood safetycampaigns with VisionZero messaging.

• Safety campaigns are launchedat the High Injury Networklocations as identified byLADOT.

• Conduct pre-and post-studies to TCSevaluate the effectiveness of the EODcampaigns.

CompStatDOT

4. Work with LADOT to • Provide education andenforcement support at theimplement traffic calming traffic safety school zones

measures and improve established by LADOT.traffic safety in 15-mphschool slow zones.

• Conduct pre- and post-studies to TCSevaluate the effectiveness of the EODcampaigns.

CompStatDOTTrafficDivisionsAreaCommands

it Using Relationship-based Policing to Drive Public Safety

Southeast Area

Homicides

682006 2014

Year

)11

35

CSP led to a 49% reduction in homicides inthe Southeast Area over an eight year period.

0

0

C

0- 3452006 2014

Year

••••••••

184

The Southeast Area experienced 47% fewerpersons shot between 2006 and 2014 due toimproved community and police relations.

LAPD in 2020 128

LA PRA 002996

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Strategic Goal 4 I Emphasize Preparedness and Counter-terrorismInitiative A Enhance Prevention, Response, and Recovery to Catastrophic Event Capability

1. Establish coordinatedmultiagency all-hazardstraining and exercises forcatastrophic events.

• Conduct brushfire evacuation,response, recovery training forLAFD and LAPD.

• Implement lessons learned andcontinue evacuation training for all-hazards events.

EOD LAFDMIRT

• Conduct annual active shooter • Continue annual LAX/LAWA/ FBI EODresponse exercise with LAXPD, active shooter training utilizing latest M I RTLAWA, LAFD, Airlines, TSA, and best-practice scenarios.LAPD.

• Conduct annual EOC/DOCexercise with LAFD andLACDPH partner agencies.

• Continue annual EOC/DOC exercisewith LAFD and LACDPH partneragencies.

FBIMETROLAWALAXPD

EMD METROLAPDLACDPHLAFD

2. Train LAPD supervisorsto command staff inthe Incident CommandSystem (ICS) and majorincident responseapproach.

• Continue the ICS 300-400training to applicable LAPDpersonnel.

• Train applicable LAPDpersonnel in ADA updates andresponsibilities.

• Continue to conduct quarterlyRACR/DOC drills and to trainCommand Post Cadre andStaging classes.

• Continue ICS 300-400 and TEEX EODtraining to applicable LAPD personnel. MIRT

• Continue to train applicable LAPDpersonnel in ADA updates andresponsibilities.

• Sustain conduct of quarterly RACR/DOC drills and to train Command PostCadre and Staging classes.

LAFDDOT

3. Enhance the MajorIncident ResponseTeam (MIRT) capabilityto provide on-sceneincident management,coordination, andtraining.

29 I LAPD in 2020

• Continue response to incidentsand collect lessons learned andbest practices information tointegrate into incident commandclass curriculums.

• Create and disseminate3-5 minute video for roll calltraining describing the functionand capabilities of MIRT.

• Implement and evaluate bestpractices and lessons learnedfrom prior responses, continuingto increase MIRT responses toincidents.

EOD TDMIRT

LA PRA 002997

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Initiative B I Develop Additional Community-Based Preparedness Programs

1. Expand CounteringViolent Extremism (CVE)outreach efforts.

• Increase outreach tostrengthen local communitieswith education and trainingthroughout all geographicalareas.

• Expand outreach throughgeographical Area CRO.

MCD MCD

2. Improve awarenessthrough the CommunityPolice Academy (CPA).

• Increase awareness and opennew lines of communication;explain the role of MCD to thecommunity as it applies topreventing acts of terrorism.

• Expand outreach through thegeographical Area CRO; provideoutreach to non-English speakingcommunities.

Geographic MCDAreas

3. Expand Regional PublicPrivate InfrastructureCollaboration System(RPPICS).

4. Develop partnershipswith communitymembers and privatesector to prepare for acatastrophic emergency.

• Increase outreach andinstitutionalize the sharing of allhazards information (e.g., crime,terrorism, natural hazards).

• Increase by 20% in RPPICSmembership (currentmembership is 73).

• Conduct Westfield Mall activeshooter full-scale responseexercise, LAPD, LAFD,Westfield Mall Security andmanagement.

• Conduct active shooter tabletop exercise with movie theatermanagers in greater Los Angeles,covering characteristics of anactive shooter.

• Expand outreach throughout the CTSOB MCDseven-county Los Angeles region.

• Review and implement lessonslearned for improved responses tomalls across the Los Angeles region.

• Establish a process to incorporateupdates and/or lessons learnedwhen developing and coordinatingadditional movie theater exercises.

EOD LAFDMI RT

LAPD in 2020 130

LA PRA 002998

Key Activities I Milestones 2015-16 Milestones 2016-17 Entity Lead I Assisting

Initiative C Enhance Counter-terrorism and Cyber Threat Intelligence and Response

1. Institutionalize CriminalIntelligence Enterprise(CIE) capabilities toimprove collection.

• Complete Domain Assessmentfor terrorism, organized crime,gangs, and narcotics intelligencecapability areas.

• Develop an intelligencecollection plan to addressthreats identified in DomainAssessments.

• Integrate LAPD's CIE data with MCDNational HSIN database. GND

• Identify additional collectionmechanisms to improve the annualDomain Assessments.

JRICDHS

2. Enhance cybercapabilities to improvethreat mitigation

• Take a leading role in iSOCcompletion, integrate Cl/KRdata into iSOC for enhancedsituational awareness, anddevelop an LAPD-wide cybersecurity awareness campaign.

• Implement a Department-wide Cyber CICC MCDSecurity Skills and Training Program,and conduct an iSOC cyber securityexercise.

3. Leverage federal, stateand local partnershipsto improve threatidentification.

• Increase outreach to LE partnersfor participation in MCD's annualLaw Enforcement IntelligenceSummit.

• Develop partnerships to identify MCD CTSOBmultidimensional threats facing theCity and its transportation systemsand military installations.

4 Enhance emergent threatresponse and resourceassignments to adjustand deploy againstthreats rapidly.

• Analyze response protocolsto ensure current threats areaddressed (disruption planningand investigative methods).

• Evaluate task force assignmentsto ensure efficient deploymentto address emerging threats andimplement changes if necessary.

• Update ATIS Intelligence Guidelines asnecessary to ensure they meet existinglegal requirements, emerging terroristtrends, and investigative needs.

• Study existing counter-terrorismprograms and ensure implementationof best practices.

MCD CTSOB

31 1 LAPD in 2020

LA PRA 002999

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LA PRA 003001

A Prosperous CityA Stronger PublicSafety Workforce

The LAPD is committed to enhancing the strength andwellness of the public safety workforce, both officers andcivilians, to enable a more effective LAPD of 2020 and a moreprosperous Los Angeles. We will commence this journey byfirst engaging in strategic workforce planning to better balancethe skills and abilities required for the LAPD of the future.We will also bring a keen focus to maximizing civilian positionand patrol resources to further support LAPD's community-oriented and service delivery structure.

As a people-driven business, we will actively seek to addressthe wellness and satisfaction of our workforce to enable ourprofessionals to be at their best when interacting and servingtheir communities. We will establish a recurring process tomeasure and improve job satisfaction and cohesion in ourofficer and civilian ranks and partner closely with our unions

and labor groups to enhance employee wellness efforts.We will enhance workforce training and empowermentinitiatives, strategically, to align with the changing demands forthe expanding skills and abilities our employees will require toenable the level of performance needed for the LAPD of 2020.

Our strategy reflects the notion that investing in our LAPDworkforce in these ways will improve the quality of ourservices and the perceptions of a safe and secure environmentacross Los Angeles. This perception enables the citizens andbusinesses of Los Angeles to economically reinvest and grow,fostering a cycle of continued reinvestment that balancesthe resources invested in the LAPD to deliver public safety.Public safety translates into economic viability and prosperity inline with the Mayor's vision for Los Angeles.

LAPD in 2020 134LA PRA 003002

Key Activities I Milestones 2015-16 Milestones 2016-17 I Entity Lead I Assisting

Strategic Goal 5 Strengthen the Public Safety WorkforceInitiative A Maximize Patrol Resources

1. Expand Medical LiaisonStaffing (MLS) toimprove LAPD worker'scompensation preventionprogram.

• Hire Officer-in-charge;submit interim budgetfor consideration and hireapproved positions.

• Develop Interim BudgetRequest to fund addedpositions — Sgt II; 8 PersonnelAnalyst II

• Fill existing Senior PersonnelAnalyst position and reassignto MLS.

• Achieve completion of all relevant ASBrecommendations within theController's Audit of LAPD Worker'sCompensation Prevention Program.

00

Improve recruitmentprocess for policeofficers to attract andretain most qualifiedcandidates.

• Utilize multiple media channelsin Los Angeles region to deliverpublic service announcementsfor police recruiting.

• Applicant processing time and ASBrecruit attrition decrease due to adetailed review of the applicationprocess.

• Social media channels are key toolsin the recruiting and applicationprocess.

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LAPD in 2020

LA PRA 003003

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Initiative A Maximize Personel Resources (Cont.)

3. Coordinate with CityAdministrative Officerin development of "IdealWorkforce" for theDepartment.

• Hire Management Analyst II.

• Develop report for electedofficials with recommendationsto increase and balance civilianstaffing.

• Quantify need for overtimefunding for existing operationswhile identifying value ofadding staffing in sworn andcivilian positions.

• Monitor and report progress againstrecommendations to increase andbalance critical civilian staffing.

• Monitor and report progress againstadded staffing in sworn and civilianpositions.

• Monitor and report use of overtimefunds to evaluate need for additionalresources.

OAS ASB00

HAPPYONCirOFFICIAL PARTNER

Happy or not logo made available through TBST Group

Customer SatisfactionBeginning in May 2014, the LAPD implemented anew tool to facilitate customer satisfaction evaluation.First implemented in the Foothill Division, the "Happy orNot" tool allows customers to evaluate their experience ona four-point scale and ultimately allows the Department tocollect feedback, monitor results, and improve service.

Using a smiley terminal, the LAPD asks that customers ratethe service they received that day at the point of experienceand collects feedback in real time. "Happy or Not" createsan approachable, anonymous, and easy-to-use environmentfor customers to provide feedback and facilitatesachieving the LAPD's goal of Quality Through ContinuousImprovement and Service to Our Communities.

To date, "Happy or Not" has led to more positiveinteractions between customers and employees and fewercitizen complaints. Based on the positive results thus far,it is being evaluated by commanding officers for use at otherdivisions across the Los Angeles community.

LAPD in 2020 136

LA PRA 003004

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead Assisting

Initiative B Engage in Strategic Workforce Planning

I Identify human capitalrequirements to achieveLAPD goals.

• Conduct a role and skill gapanalysis based on finalizedLAPD goals.

• Develop plan to achievehuman capital requirements asidentified by gap analysis.

• Execute hiring plan to fill human OAScapital requirements and monitorand report on improvements inworkforce performance.

Analyze vacant positionsfor current critical needsand anticipated futureneeds.

• Identify vacant positions anddevelop plan for filling thehighest priority openingsbefore YE 2016.

• Forecast future workforceneeds and identify a proactiveplan to recruit talentedmembers of the workforce inadvance of gaps.

• Monitor fulfillment of priority OASopenings and reevaluate openpositions before YE 2017.

• Monitor recruiting progress againstworkforce planning and gaps.

3 Forecast futureworkforce and labormarket outlook.

• Identify internal and externaldrivers of current workforcecomposition and engagement.

• Evaluate population anddemographic trends in thegreater Los Angeles area tohelp ensure LAPD recruitingmaintains diversity of the force.

• Formulate and execute workforce OASplans to achieve target workforcecomposition.

• Identify funding source and hireconsulting firm to completeanalysis.

Community CavalrijThe Community Cavalry Rough Riders (CCRR) is a volunteerhorse and rider unit of approximately 30 members whowork under the supervision of LAPD personnel. TheCCRR focuses on safety, training, equine skills, andprofessionalism with a mission to observe and reportcriminal and nuisance activities.

Some of the CCRR responsibilities include search andrescue, park and dam trail patrol, evacuation, emergencypreparedness, high visibility "observe and report"theft prevention in major parking lots, and Color Guardpresentation and parades. The CCRR strives for publicoutreach into the community to enhance the public imageand trust with local law enforcement and reach a truepartnership with the community.

The CCRR personnel have proven to be invaluablerepresentatives of good will and public outreach;several CCRR members have established both an effectivepartnership and a close relationship with local residents,especially children, who have embraced this communityprogram. The local community members look forward tointeracting with both the riders and their horses.

37 I LAPD in 2020

LA PRA 003005

Key Activities Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Initiative C Enhance Workforce Training and Empowerment

I Develop improvedtraining curriculum tomeet the needs of 21stcentury policing.

• Develop expanded training tocritical field positions, focusingon areas experiencing chronichomeless population withmental illness.

• Revise Academy and In-Service training curriculum toincorporate Procedural Justiceprinciples and begin POSTaccreditation process.

• Design integration and begin POST PSTBaccreditation process of revisedcurriculum and deliver expandedtraining to critical field.

• Deliver revised training focusing onProcedural Justice.

UOFRD

DBDSVD

2. Create leadership-basedpolice training focusedon communication andrelationships.

• Create Police ScienceLeadership I, II, and III training.

• Identify implementationstrategy to accommodatetenured personnel who have notparticipated in PSL I or PSL II.

• Design Use of Force Update forALL field personnel (10 hours).

• Build Virtual Reality Training onhuman relations capability.

• Deliver first pilot program byJuly 2016.

• All field personnel have completedhuman relations capability byJuly 2016.

PSTB

LA PRA 003006

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Initiative C , Enhance Workforce Training and Empowerment (Cont.)

3. Refine and evaluatetactical trainingcurriculum for fieldpersonnel.

• Create updated Field TrainingOfficer School (8 hours).

• Create Officer-Involved-Shooting Lessons Learnedbefore Officer, closeVideo Briefs.

• Create new Perishable SkillsProgram (24 hours).

• Evaluate alternatives to improverecurring training strategies forfield personnel.

• Deliver new and updated training to PSTBall field personnel by June 2016.

• Pilot first series of video briefs andevaluate impact.

• Identify and pilot strategy toimprove recurring training strategiesfor field personnel.

Strategic Goal 6 Foster Emplouee Wellness and SatisfactionInitiative A Measure Sworn and Civilian Job Satisfaction and Cohesion

1. Evaluate employeesatisfaction, trust, andconfidence.

• Track internal complaints andidentify results in internalSemiannual Report.

• Collect anonymous employeerecommendations forimprovements in satisfaction,trust, and confidence.

• Utilize internal Semiannual Report BSSresults to track trends in employeesatisfaction, trust, and confidence.

• Implement employeerecommendations for improvementin satisfaction, trust, andconfidence, and measure results.

ERG

2. Track employeegrievances andhelp ensure claimsare resolved withinreasonable periodsof time.

• Develop and disseminate e-mailand newsletter blast to allsupervisors and command staffwith recommendations of bestpractices for properly preventingor resolving grievances.

• Analyze employee grievancesfor trends and makerecommendations for reductionof common grievances.

• Achieve reduction in employee PSBgrievances filed and resolved.

ERG

3. Utilize Vertical StaffMeetings with staffofficers to improvesatisfaction andcohesion enhanced by10,000 Volts technology.

• Utilize semiannual meetingsled by OAS and ERG to providefeedback on job satisfaction.

• Identify and implementrecommendations gathered fromsemiannual Vertical Staff Meetingsto help improve employee jobsatisfaction.

ERG OAS

LA PRA 003007

Key Activities Milestones 2015-16 I Milestones 2016-17 I Entity Lead Assisting

Initiative B Partner with Unions on Wellness Issues

1. Conduct regular meetingswith sworn and civilianunion representativesfocused on collaborativeefforts and wellnessissues.

• Conduct quarterly meetings • Reduce employee wellnesswith employee labor complaints.organizations.

• Utilize ERG "helpdesk" typee-mail for employees tosubmit topics for discussion atmeetings.

• Evaluate policies and proceduresrelated to employee wellness andredefine as necessary.

Initiative C Solicit and Reward Employee Innovations

1. Implement a"Crime StrategiesIncubator" to allowleadership to gatherinnovative ideas fromDepartment personnel.

• Provide multiple accesspoints for Departmentemployees to submitsuggestions and feedback(e.g., virtual suggestion box,questionnaires).

• Evaluate suggestions andselect top three initiatives toimplement department-wide.

ERG OAS

• Evaluate efficiency andeffectiveness of three initiativesimplemented and recognizeemployees contributing andimplementing such ideas.

OAS RACR

LAPD in 2020 140LA PRA 003008

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LA PRA 003009

A Livable andSustainable City

A Focus on Environment,Equity, and EconomyThe LAPD is committed to enhancing its capabilities tosupport a more livable and sustainable Los Angeles in 2020.We will achieve this by expanding our established riskmanagement and harm reduction programs to help mitigatehazards to our workforce and the public we serve. We willcontinue to embed a risk-based approach to operationalexcellence in our day-to-day operations and workforcemind-set, helping to support the overall experience of thoseinteracting with the LAPD and improving the overall qualityof life in our communities.

We are also committed to a multifaceted approach tosustainability that encompasses environment, economy,and equity in the way the LAPD operates. This notion of asustainable Los Angeles goes beyond energy conservation

and environmental impact to address building the perceptionof equity and fairness in the way LAPD operates as wellas sustainability of the required investment in resourcesexpended by the LAPD in its delivery of a valuable service tothe public: an environment of safety in which to live, work,play, and connect. The LAPD of 2020 will demonstrate aclear and measurable impact to this environment of safetyas well as a return on investment for resources allocated tothe police department.

I have always felt in my heartthat I wanted to help people.

— Gabriel Flores

LAPD in 2020 1 42

LA PRA 003010

LAPD's Strategies for Harm Reduction andRisk ManagementLAPD is embarking on a new approach to risk management and harmreduction with the goal of reducing the recurring and measurable physical,organizational, and financial harms caused by certain police-relatedactivities such as uses of force and employee-involved traffic collisions.

These reductions will be achieved by focusing on operational and tacticalproblem solving, applying specific interventions, enabling robust dataanalysis, and implementing structural change.

The Department will execute a strategy tailored to itsunique challenges, complexities, and strengths, focusingon "harms" rather than risks; the LAPD's core mission isto protect the community from harm by reducing crimeand preventing other dangers that affect the public.

A new Risk Management Division will have dedicated personnel for eachof the key elements required to implement this strategy. These actionsare necessary first steps to implement the strategy, and as more focusedand specific interventions are developed, the LAPD will continue itsimportant stride toward reducing harms to the public, the Department,its employees, and the City.

Key Activities I Milestones 2015-16 I Milestones 2016-17

Strategic Goal 7 I Mitigate Risk and Reduce HarmInitiative A Expand Existing Harm Reduction Programs

1. Reduce harms fromworker injury.

Entity Lead I Assisting

• Reduce IOD rates in hours and • Reduce IOD rates in hours RMDdollar amounts compared to and dollar amounts comparedprior FY. to prior FY.

`r;_ Reduce harms fromemployee-involvedtraffic collisions (EITC).

• Reduce EITC rates and claimpayouts compared to prior FY.

• Reduce EITC rates andclaim payouts compared toprior FY.

RMD

3 Reduce harms fromworkplace conduct.

• Reduce workplace claims(lawsuits, DFEH, etc.),utilization rates of OMBUDs,and peer support compared toprior FY.

• Reduce workplace claims RMD(lawsuits, DFEH, etc.),utilization rates of OMBUDs,and peer support comparedto prior FY.

4. Reduce harms from out-of-policy use of force.

• Reduce payouts for UOF claimsand lawsuits compared to priorFY.

• Reduce per capita use of forcecompared to prior FY.

• Reduce payouts forUOF claims and lawsuitscompared to prior FY.

• Reduce per capita use offorce compared to prior FY.

' As lawsuit payouts can occur several years after an incident occurs, the impact

from lawsuit-related harm reductions may not be realized for several years

RMD

43 I LAPD in 2020

LA PRA 003011

Key Activities I Milestones 2015-16 I Milestones 2016-17 Entity Lead I Assisting

Initiative B Enhance Risk Management Initiatives

1. Operationalize the Injuryand Illness PreventionPlan.

• Base plan updated and • Plan developed to address OASdistributed Department-wide. site specific concerns at

each Area/Division andspecialized entity.

RMDAreas/Divisions

2. Establish RiskManagementCoordinators in eachArea/Division.

• Pilot program implemented at • Program refined and OAS RMDNorth Hollywood, Hollenbeck, implemented Department-and Rampart. wide.

3. Continuous monitoringof Harm Areas throughData Analysis.

• Obtain data through relevant • Obtain data through relevant RMDentities. Work with OAS to entities.develop Risk ManagementSystem for workers'compensation claims.

Initiative C Establish and Reinforce IT Systems

OASUOFRDEODPSBITB

1. Develop Injured on Duty(10D) Claim TrackingSystem with riskmanagement capabilities.

• IOD Claim Tracking System • IOD Claim Tracking System OASplanned and developed. fully implemented.

RMDITB

LAPD in 2020 144

LA PRA 003012

Key Activities Milestones 2015-16 Milestones 2016-17 Entity Lead Assisting

Strategic Goal 8 I Develop Innovative Sustainabilitu ProgramInitiative A Develop Environmental Conservation Efforts

1. Raise sustainability andconservation awarenessamong CommandingOfficers and rank and file.

• Work sustainability into weeklyDepartment internal andexternal messaging.

• Incentivize paper usagereduction; print two-sided,use digital when possible.

• Create employee awards COSfor innovative energyconservation initiatives.

• Measure and report uponpaper reduction efforts.

2. Establish LAPD GreenTeam initiatives toreduce water and powerconsumption.

• Conduct assessment of eachArea station for potential waterconservation in landscaping.

• Establish systems to monitormonthly use of water andpower at 21 Areas and PAB.

• Identify funding to implementexisting FMD plans for solarinstallations/retrofit.

• Implement landscapingrenovations in Area stationswith highest potential forwater conservation.

• Establish consistentmonitoring and reportingupon monthly use of waterand power.

• Install or retrofit solarpanels on 25% of identifiedopportunity.

Electric VehiclesThe LAPD continues to actively research and pursue greentechnologies to add to its fleet of over 5,000 vehicles.Over the last several years, the LAPD has worked withseveral industry leaders in the field of electric vehicles tobetter understand the needs of not only the LAPD, but lawenforcement in general.

As a result, the LAPD has been at the forefront ofimplementing 100% electric motorcycles as a way ofaugmenting the Department's current allocation ofmotorcycles. The Off-Road Detail is deploying units in2015, which use only pennies of electrical power perday. As green technology continues to advance, electricmotorcycles and other alternative powered vehicles showgreat promise.

COS FMD

45 I LAPD in 2020

LA PRA 003013

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Initiative A Develop Environmental Conservation Efforts (Cont)

3. Expand deployment ofhybrid and EV vehicles.

• Purchase 80 new hybridvehicles and install EV chargingstation at each Area and atMTD facility.

• Experiment with and utilizeelectric vehicles for publicawareness campaign.

• Participate in City's DriveElectric Event to increaseawareness of Departmentefforts.

• Achieve target of 200 hybrid COSand EV vehicles in use bydepartment.

• Analyze results from electricvehicle testing and identifyopportunities to incorporateinto LAPD fleet.

ASBITBTTS

4. Expand deployment oftelematics across fleetoperations.

• Install and deploy telematics ina 100 vehicle pilot project.

• Analyze results fromtelematics pilot project andidentify opportunities toexpand into LAPD fleet.

COS

LAPD in 2020 146

LA PRA 003014

Key Activities Milestones 2015-16 Milestones 2016-17 I Entity Lead Assisting

Initiative B Develop Sustainability Programs to Support the Local Economy

1. Initiate private-publicpartnerships conceptas a pilot project inHollenbeck.

• Initiate private-public • Work with GRYD on using COSpartnerships for apprentice solar and other projects foropportunities in green jobs. youth job training.

2. Expand foot beatsthroughout the City.

• Implement footbeat • Evaluate and assess for COS

deployment and pilot testing. further expansion.

3. Expand bike patrolsthroughout the City.

• Implement bike detaildeployment and pilot testing.

• Evaluate effectivenessof bike detail deploymentin pilot areas and identifyopportunities for furtherexpansion.

COS

4. Expand use of telematics • Purchase and test

to drive conservation and 50 to 100 telematics units.

efficiency.

• Evaluate results of telematics COSunit and expand telematicsprogram.

Initiative C Develop Sustainability Programs to Build Equity Throughout the City

1. Develop "Casa Tienda"concept as a pilot projectin Hollenbeck.

• Use LAPD's leadership position • Measure community

to forge new partnerships and attitudes, including fear of

alliances. crime, through longitudinalsurveys research.

COS

a Expand CommunitySafety Partnerships saferoutes and safe passage.

• Measure public park usage asan indicator for public safety.

• Refine and improve programs COSbased on measures for publicpark usage.

47 1 LAPD in 2020

LA PRA 003015

LAPD in 2020 148

LA PRA 003016

LA PRA 003017

A Well-Run CityAn Accountable,Innovative, and EfficientService ProviderThe LAPD is committed to enhancing its capabilities to manage an

even more effective and efficient agency in 2020. Leveraging ourestablished and renowned CompStat management accountabilitystructure, we will seek to further drive accountability whilerecognizing and rewarding creativity in our managementprocesses. This will require us to expand the scope of ourCompStat approach to include measurable, community-orientedindicators of success while increasing the involvement andvisibility of our mission support capabilities, allowing us to improvethe quality and efficiency of our service delivery.

We have also assembled a Strategy Execution Team thatwill be accountable for sustaining the day-to-day actionsthat will enable our fulfillment of the vision and goalscontained within this Strategic Plan, continually refining and

enhancing our strategic progress and operational excellence.We will establish an innovation management process toidentify, escalate, and implement process improvementsfrom anywhere in the LAPD organization, rewarding andcultivating the creativity of our workforce.

We will sustain our considerable successes in leveragingtechnology throughout the LAPD, from fully implementingbody-worn cameras and digital in-car video capabilities,to modernizing our applications and data platforms. We willcontinue to expand and develop LAPD mobile applications tobetter meet the mobility demands of our workforce and thecommunities we serve. Together, these enhancements willenable the levels of efficiency and effectiveness that the LAPDof 2020 will require.

I wear the badge to be a role model tomy community and my two daughters.

- Yolanda Grutter

LAPD in 2020 150

LA PRA 003018

Key Activities I Milestones 2015-16 1 Milestones 2016-17 I Entity Lead I Assisting

Strategic Goal 9 I Drive Accountability and Reward CreativityInitiative A Pilot and Evaluate More Collaborative CompStat Process

1. Establish a CompStatUser Group composed ofcommand-level staff toidentify improvements inthe existing process.

• Conduct research, solicitrecommendations, and presentand refine proposed changes.

• Evaluate recommendationsof User Group and implementinitial agreed-upon changes.

• Implement recommended OASchanges and continue toreassess for improvements.

• Perform ongoing auditsand inspections to ensureaccurate UCR reportingpractices.

• Train new command-level staff on succeedingin CompStat to improvethe performance of theircommands.

COS

2. Establish a Data IntegrityUnit to improve accuracyand clarity of informationdriving CompStatprocess.

• Select and deploy employeesto staff Data Integrity Unitand establish initial operatingprotocols.

• Design and pilot trainingprograms to provide guidanceto applicable roles entering andinterpreting data.

• Implement administrative OASchanges to CompStatto clarify aspects of theCompStat source documentsfor ease of use or for improvedaccuracy of reporting.

• Identify and correct perceivedinaccuracy of systems thatfeed CompStat statistics.

COS

3. Implement a next-' generation CompStatmodel process todrive cross-agencyaccountability for themost meaningful resultsfor LA residents.

• Expand CompStat inspectionsto include other Citydepartments that have aconjoined interest in and impactto public safety.

• Use the CompStat processto develop interdepartmentalrelationships and accountabilityrooted in data-drivenmanagement.

• Pilot initial cross-agencyresult metrics in gang crimereduction.

• Evaluate and refine process OASto drive an inclusionary,collaborative model ofinteragency CompStat—aCitystat.

• Create a culture in whichcreative and cooperativeproblem solving are thehighest priority and expectedcomponents to CompStatmeetings.

• Utilize social media surveysand SLO-run communitymeetings to find outwhat matters most to acommunity.

COS

51 I LAPD in 2020LA PRA 003019

Key Activities I Milestones 2015--16 I Milestones 2016-17 I Entity Lead I Assisting

Initiative B Establish a Sustained Strategic Planning and Implementation Capability

1. Establish a StrategicPlanning process todefine LAPD goalsand identify resourcesto sustain strategydevelopment process.

• Procure external consultingsupport to assist in structuringgoals and launching theStrategic initiative portfolio.

• Identify officers and staff tocompose the Strategic teamand train team members onstrategic project delivery.

• Establish Strategic initiativeprogress and return oninvestment measures to driveaccountability and results.

• Provide quarterly strategyprogress updates andconduct regular audits andinspections with assignedresources.

• Incorporate strategic goalsinto CompStat and otheraccountability measuresto drive accountability forprogress and results.

• Refresh Strategic Plancontents to reflect shiftsin priorities to cover the2017-2019 time frame.

COS OAS

2. Communicate and launchLAPD goals, initiatives,key activities, andmilestones.

• Draft and publish initial LAPDStrategic Plan document.

• Communicate Strategic Plancontents to LAPD commandranks and employees.

• Communicate Strategic Plancontents to LAPD partnerorganizations and stakeholders.

• Draft and publish Annual COSStrategic Action Plans toidentify the scope and timingof annual progress.

• Utilize Strategic Plancontents to drive budgetcycle preparation andpresentations.

• Solicit ongoing feedback onStrategic Plan from LAPDcommand ranks, employees,and external partnerorganizations.

OAS

t

t

ligital Media Unithe Digital Media Unit was formed as a part of the LAPD Media andommunity Affairs Group to meet Chief Charlie Beck's goal of makinge LAPD a leader in the use of technology in law enforcement. Socialedia is one of the most visible and effective ways to demonstratee LAPD's ability to engage and inform the public, using emerging

t-chnologies and digital platforms.

a•

•

o achieve the DMU mission, the unit focuses on strengthening theAPD brand; informing the public, stakeholders, and employees;ngaging LA's communities; and marketing LAPD's successes.he DMU manages all LAPD Headquarters social media accountsnd provides real-time and up-to-date Department news via multiplelatforms. This unit encourages transparency and communityngagement by providing a window into what the LAPD does andublicizing LAPD activity through social media campaigns.

Connect with the LAPD!

@LAPDHQ

LAPD Headquarters

LAPDHQ

LAPD in 2020152

LA PRA 003020

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Strategic Goal 10 I Leverage Technology to Improve PerformanceInitiative A Fully Implement Body-Worn Video (BWV) Department-Wide

1. Deploy BWV to Mission,Newton, Central(Specialized), andMetro SWAT.

• Finalize and distribute BWVUse Policy.

• Power, network, and videostorage requirements verifiedand tested.

• Implement lessons learned ITBfrom initial rollout.

ITAGSD

2. Study impact of BWV on • NIJ grant received/researcher • Publish results of NIJ funded ITB

officer and community identified to study impact of study.BWV.

behavior.• Deploy video analytics tofurther the review of video.

JSSUCLAGeorgeMasonUniversity

3. Roll out BWV to • Training provided to impacted • Deploy BWV to all affected ITB TTS

remaining operational commands prior to go-live. commands.

commands. • Protocol implemented forsharing of BWV videos forcriminal prosecutions.

Bodo-Worn VideoThe Los Angeles Body-worn Technology andAccountability Program (LABTAP) will result in Body-

Worn Video Cameras (BWV) deployed to every patrolofficer Citywide. BWV will provide recorded video

and audio of enforcement and investigative activities

involving members of the public. The cameras will

provide an accurate picture of how our officers

conduct themselves during the hundreds of thousandsof public encounters they have each year. LABTAPhas two goals: 1) implement a careful and thoughtful

process to appropriately adopt and use BWV across

the criminal justice system 2) integrate research andevaluation findings into policies and practices for BWV.

53 I LAPD in 2020LA PRA 003021

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Initiative B Fully Implement Digital In Car Video (DICV) Department-Wide

1. Deploy DICV to allOperations West Bureau(OWB) and OperationsValley Bureau (OVB)commands.

• Complete OWB DICVdeployment.

• Complete OVB deployment. ITB 00

2. Roll out BWV toremaining operationalcommands.

• Plan for DICV deployment to • Complete rollout of DICV to ITB 00METRO and SSD. all operational commands

with enforcementresponsibilities.

Initiative C I Implement the Application and Data Modernization Program

1 Establish formalgovernance andorganizational changemanagement teams toincrease efficiencies inbusiness processes asnew tech is deployed.

• Steering Committee formed. • Model adopted and used ITBacross other large initiatives/programs.

PMO

LAPD in 2020 154LA PRA 003022

Key Activities I Milestones 2015-16 I Milestones 2016-17 I Entity Lead I Assisting

Initiative C I Implement the Application and Data Modernization Program (Cont.)

2. Procure and implementa modern RecordsManagement System.

• Release RFP and identify techsolution.

• Phase I of implementation ITBto modernize mainframeapplications complete.

• Additional funding securedfor next phases.

00OASoso

3. Identify and implementinitiatives to automatepaper processes.

• Develop plan and conduct • eFI deployment to divisions. ITBproof-of-concept testing forelectronic Field Interview cards.

• eCitation implementation inprogress.

Initiative D I Develop LAPD Mobile Applications

00

1. Develop mobileapplications to enhanceefficiency and access forfield personnel.

• Deploy 800 mobile devices to • Provide an activated mobile ITBofficers in the field. device with LAPD mobile

applications to every officerassigned a BWV device.

• Develop an LAPD App Worldto deliver mobile apps to thefield.

55 i LAPD in 2020

1LA PRA 003023

Cadet ProgramThe LAPD's Cadet Leadership Program, now in its fifthdecade of excellence, is a celebrated community youth-basedenterprise that attracts young people from all walks of lifewho dream of pursuing a better future. As an unprecedentedresult of outreach campaign, the Cadet Leadership Programparticipants now exceed 6,000 active youth representing272 public and private high schools and middle schools fromevery part of the greater Los Angeles area and beyond.

"Dare to Dream..." is the motto of the Cadet LeadershipProgram, which is specifically designed for studentsbetween the ages of 13 through 20, and the programplaces a strong emphasis on instilling discipline, leadership,scholastic excellence, and life-skills development.The Cadet Leadership Program has also proven to bea reliable and transformative solution to the LAPD'scrime prevention and reduction objective. The positiverelationships that officers develop with these communityyouth are powerful and offers youth a safe haven fromnegative influences.

Although each Cadet comes from a different backgroundand has a different goal and path, what remains the samein all Cadets is their desire to achieve excellence with theirown lives and to then leverage those achievements topositively impact the community where they live.

MORE THAN

PARTICIPANTS

REPRESENTING

272 HIGHAND MIDDLE

SCHOOLS.

LA PRA 003024

AcronymsACR

ASb

Alternative Complaint Resolution

Administrative Service Bureau

AVR

MSS

Agumented and Virtual Reality

Behavioral Sciences Services

MAN Body-Worn Video

CAP Candidate Assistance Program

CID Crime Intelligence Detail

CIE Criminal Intelligence Enterprise

CIRT Cyber Incident Response Team

Code Out on investigation

CompStat Complaint Statistics

COP Chief of Police

COS Chief of Staff

CPA Community Police Academy

CPAb Community Police Advisory Board

CRD Community Relationship Division

CR0 Community Relations Office

CSP Community Safety Partnerships

CTS0b

CVE

Counter-Terrorism and Special Operations Bureau

Countering Violent Extremism

DART Domestic Violence Response Team

DB Detective Bureau

DFEH.

DHS

Department of Fair Employment and Housing

Department of Homeland Security

DMS Deployment Management System

DMU Digital Media Unit

DOC Department Operations Center

DSVD Detective Support and Vice Division

DUI Driving Under the Influence

EAS Evaluation and Administrative Section

EITC

EMD

EOD

EPC

EPU

ERG

EV

Employee Involved Traffic Collision

Emergency Management Division

Emergency Operations Division

Emergency Preparedness Coordinator

Emergency Preparedness Unit

Employee Relations Group

Electric Vehicle

FBI Federal Bureau of Investigation

FTO Field Training Officer

GND Gang and Narcotics Division

GRYD Gang Reduction and Youth Development

HACLA Housing Authority City of Los Angeles

IAG Internal Affairs Group

IG Inspector General

IMT Incident Management Team

IOD Injured On Duty

iSOC Information Security Operation Center

ITb Information Technology Bureau

JRIC Joint Regional Intelligence Center

JSS Justice and Security Strategies

LAbTAP Los Angeles Body-Worn Technology andAccountability Program

LACDPH Los Angeles Department of Public Health

LACFD Los Angeles County Fire Department

LAD Legal Affairs Division

LADMH Los Angeles Department of Mental Health

LADOT Los Angeles Department of Transportation

LAFD Los Angeles Fire Department

LACDPH Los Angeles County Department of PublicHealth

LAPPL Los Angeles Police Protective League

LASD Los Angeles Sheriff Department

LASPD Los Angeles School Police Department

LASER Los Angeles Strategic Extraction andRestoration program

LAUSD Los Angeles Unified School District

LAWA Los Angeles World Airport Police

LAX Los Angeles International Airport

LAXPD Los Angeles International AirportPolice Department

LPR License Plate Reader

MACTAC

MCD

Multi-Assault Counter-Terrorism Action Capabilities

Major Crimes Division

MEU Mental Evaluation Unit

MIRT

MLS

Major Incident Response Team

Medical Liaison Section

NCCIC National Cyber Security and CommunicationIntegration Center

OAS Office of Administrative Services

°CPI

OCPP

00

Operations Central Bureau

Office of Constitutional Policing and Policy

Office of Operations

0S15

OSO

OVI1

OWb

Operations South Bureau

Office of Special Operations

Operations Valley Bureau

Operations West Bureau

PAb Police Administrative Building

PC Police Commission

POST Police Officer Standards and Training (State ofCalifornia Agency)

PredPol Predictive Policing

57 I LAPD in 2020

LA PRA 003025

CATCHERHeight: 6'3"Weight: 220 lbs

Born: April 9th 1981

Cape Girardeau, MO

CHARLIEBECKLos AngelesPolice Department

www.joinlapd.com

Keeping the City of Los Angeles safe requires a

team

effort. Work with me to be the difference."

Visit AM570LASports.cornicard to enter to be

selected

to attend Dodgers baseball skills clinic

PSh Professional Standards Bureau

PSL Police Science Leadership

PST15 Police Sciences and Training Bureau

PTE Police Training and Education

RACR

RMD

Real-Time Analysis and Critical Response Division

Risk Management Division

RPPIS Regional Public/Private InfrastructureCollaboration System

SAR

SLO

Suspicious Activity Report

Senior Lead Officer

SMART

SNL

System-Wide Mental Assessment Response Team

Summer Night Lights

SWAT Special Weapon and Tactics

TCS Traffic Coordination Section

TD Training Division

TEEX Texas A&M Engineering Extension Service(Homeland Security Training)Transportation Safety Authority

Use of Force

USSS

44‘.14,0EL- Es' iva'

USC University of Southern California

,.'--„ 1 --_,' protect ,

and to serve"

United States Secret Service

UDFRD Use of Force Review Division

YPU Youth Programs Unit

Dodger and LAPD baseball CardsA principal hallmark of the Los Angeles Police Departmenthas been our steadfast commitment to community outreachand youth development throughout the City. An exampleof one of many successful campaigns occurred duringthe 1980s and 1990s when Los Angeles police officersdistributed free Dodger baseball cards to communityyouth. This simple act of giving allowed the LAPD toconnect with young people in a unique and lasting way,thereby deepening our relationship with them and theirfamilies. Local youth looked forward with great anticipationto receiving the baseball cards and it was through thesepersonal contacts that neighborhood youth developedpositive attitudes towards our Department.

In partnership with the Los Angeles Dodgers and througha generous grant from the Los Angeles Police Foundation,our Department is now reintroducing this enormouslysuccessful Dodgers baseball trading card initiative for the2015 baseball season. A total of one million baseball cardswill be distributed to active sworn personnel during theseason. They will feature Dodger players on the front andphotographs of Department personnel on the reverse,offering important prevention, recruitment, and othercontemporary messages.

TSA

UOF

LAPD in 2020 158LA PRA 003026

AcknowledgementsThe LAPD would also like to express its gratitude to the LA Police Foundation for its

generous support of the Strategic Plan development process, without which outside

consulting assistance would not have been possible.

It is with sincere thanks to the men and women of theLos Angeles Police Department that we put forth thiscollaborative, inclusive Strategic Plan that will allow us toredefine policing in a manner that reflects local priorities andrebuilds community trust and confidence. Without the focusof the LAPD's Senior Leadership Team, the implementationof action items and fulfillment of the Plan's vision would notbe possible.

4.11kContributor

Richard Tefank, Executive Director,Los Angeles Board of Police Commissioners

Assistant Chief Sandy Jo MacArthur, LAPD

Assistant Chief Michel Moore, LAPD

Assistant Chief Earl Paysinger, LAPD

Assistant Chief Jorge Villegas, LAPD

Deputy Chief Bob Green, LAPD

Deputy Chief Debbie McCarthy, LAPD

Deputy Chief Jose Perez, LAPD

Deputy Chief Bill Scott, LAPD

Commander Matt Blake, LAPD

Commander Sean Malinowski, LAPD

Commander Andrew Smith, LAPD

Arif Alikhan, Police Administrator III, LAPD

Lieutenant Craig Lally, Los AngelesPolice Protective League

Maggie Goodrich, Chief Information Officer, LAPD

Gloria Grube, Police Administrator II, LAPD

Laura Luna, Police Administrator, LAPD

Los Angeles Police Command Officers Association

Los Angeles Police Commission

Los Angeles Police Department Command Staff

Los Angeles Police Foundation

Los Angeles Police Protective League

Considering the current state of law enforcement in America,it is no surprise that a number of LAPD units have developedleading practices and suggested focus areas for change inthe profession. In addition to soliciting feedback from LAPDleadership, our team also consulted nationally recognizedsources to help develop goals, strategic objectives, initiatives,and milestones. We are grateful for the innovative thinking ofthe sources listed on pages 5-6, representing key ideas in thedevelopment of our Strategic Plan.

Content and. Photo ContributorsSergeant Emada Tingirides, LAPD

Officer Jin Cho, LAPD

Officer David Marroquin, LAPD

John Neuman, LAPD

Glenn Grossman, MGI

Glynn Martin, Los Angeles Police Museum

Jose Ibarra-Virgen, Mayor's Office

Colin Sweeney, Mayor's Office

Anne Tremblay, Mayor's Office

Dr. Craig Uchida, Justice and Security Strategies, Inc.

Jeff Brantingham, PredPol

Michael Broussard, Photographer

Ian McPherson, KPMG LLP• • • ,... • .

ro ect CoordinatorsSergeant Stacey Vince, LAPD

Charlotte Clunis, KPMG LLP

Elizabeth Kitto, KPMG LLP

William Zizic, KPMG LLP

59 I LAPD in 2020

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T

LA PRA 003029