Philomath Police Department – Customer Centered Strategic Plan

ACKNOWLEDGEMENTS 2 EXECUTIVE SUMMARY 4 THE CUSTOMER CENTERED STRATEGIC PLANNING PROCESS 6 ORGANIZATIONAL BACKGROUND 7 CUSTOMER PRIORITIES 8 CUSTOMER EXPECTATIONS 10 AREAS OF CUSTOMER CONCERN 11 POSITIVE CUSTOMER FEEDBACK 12 VALUES 14 THE MISSION STATEMENT 14 THE VISION STATEMENT 15 STRENGTHS 16 WEAKNESSES 17 OPPORTUNITIES 18 THREATS 19 GOALS AND OBJECTIVES 20

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Acknowledgements Emergency Services Consulting, inc. recognizes the committed effort put forth by the Philomath Police Department Strategic Planning Team. Their input and participation was crucial for the development of the strategic plan. Chief Ken Elwer is to be applauded for his foresight and timing in moving forward with the planning initiative. In addition to their valuable input, the Philomath Police Department demonstrated their commitment to service in the assistance they provided to Emergency Services Consulting, inc. during the planning process. We also would like to thank the representative group of citizens who gave of their time and provided their input and perspective – this truly reinforced the “Customer Centered Strategic Plan” concept. While time consuming for the citizens group and the department team, the community should realize a return on their investment in the months and years ahead. Again, a sincere “thank you” is extended to the Philomath Police Department Strategic Planning Team and the Philomath Citizens Group for their time and effort in this collaborative process. Members of the Philomath Police Department Strategic Planning Team

Chief Ken Elwer Sergeant Ray Systma Sr. Officer Mark Koeppe Chaplain Dave Brooks Officer Dave Francis Officer Ryan Keys Officer Wes Knight Officer Jeff Waite Officer Aaron West Officer Jeff Hanke Admin. Asst. Carol Wigle

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Philomath Citizens Group who provided valuable customer perspectives

Sue Clements Tom Clements Patti Cleveland May Dasch Dean Chappell Charlie Redfern Kathi Harwood Toni Hoyman Van Hunsaker Rod Harvey Steve Kearsly Randy Kugler Jeff Lamb Chris Nusbaum Sally Quetschke Barbara Richmond Scott Ramsey Allan Stensvad Ken Schaudt

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Executive Summary The Philomath Police Department Customer Centered Strategic Planning process developed a blueprint to navigate the organization from the present into the future. However, the planning process also facilitated other organizational elements such as:

• Team work • Communications • Decision making • Leadership • Critical thinking • Short-term objectives • Long-term goals • Personal ownership • Community awareness

Small Group work session

The planning process provided both the community and the Philomath Police Department to be a part of “tomorrow” – “today” and they should be proud of the work they did in coming up with the final product. Mission, Vision and Values… Through insightful discussion the Philomath Police Department Mission was agreed upon as:

““CCoommmmiitttteedd ttoo qquuaalliittyy sseerrvviiccee iinn ppaarrttnneerrsshhiipp wwiitthh tthhee ccoommmmuunniittyy””

The Philomath Police Department, through a group process, decided upon the following Vision Statement:

Our Vision is to be…

• Recognized as leaders in our community, working together as a progressive, professional and inter-active agency

• An organization that values the professional development of its members • An organization that anticipates and influences change • Recognized for excellence in customer service • A leading resource for community safety, education and information • Recognized as a “good steward” of public funds • An organization that provides our personnel with the necessary

equipment for safe and effective job performance

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The Philomath Police Department Planning Team looked at values from multiple levels and arrived at the following: Core Values Integrity, Respectfulness, Trust, Honesty, Professionalism, Reliability, Loyalty, Accountable, Fair, Unbiased, Enthusiastic, Committed, Dedicated Officer Koeppe presenting small group ideas Goals, Objectives and Performance Measures: The Philomath Police Department Planning Team generated three strategic goals in which subsequent objectives were developed to achieve progress towards the goals. In developing the goals, the team considered the Department’s mission, vision, values, strengths, weaknesses, threats, opportunities, customer service priorities, expectations and concerns. The Department’s goals were developed with a diversity of perspectives. The following goals were identified: Goal One: Commitment to Excellence

Goal Two: Deliver Effective and Efficient Police Services to the Public

Goal Three: Enhance Community Partnerships/to Improve Quality of Life

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The Customer Centered Strategic Planning Process Public safety services are often in competition with other public services – especially in a generally funded budget. More and more demands seem to be placed on the public safety community while the resources decline and or remain stagnant. On a graph it would depict an inverse relationship. The Philomath Police Department has pursued an initiative in the strategic planning process to set goals and objectives that use their professional services in an effective and efficient manner for the customer/community. As mentioned earlier, a number of factors were considered in developing the goals for the department. The following outlines The Customer Centered Strategic Planning Process used by the Philomath Police Department Planning Team. Establish the values of the Department Development of a Mission Statement Development of a Vision for the future Identify and analysis of the Departments (SWOT Analysis)

Strengths Weaknesses Opportunities Threats

Identify and define the services provided by the Philomath Police Department Obtain the community/customer input and perspective

Priority of police services Customer expectations of the Police Department Customer concerns Positive feedback from the customer

Establish long-term goals Develop objectives to support the goals Identify the tasks, timelines and responsibilities for each objective Develop performance measures for the objectives

Chief of Police, Ken Elwer, describing the Strategic Planning Process to the group

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Organizational Background The first mention of law enforcement services for the Philomath community was in the mid-1800’s. There was a “Town Marshal” – who was responsible for police services, tax collection and road repair. The first Chief of Police was appointed in 1947 – with a more modern approach to police services. The Department now serves a community of over 4,300 with a Chief of Police, Sergeant, six officers, five reserves and one administrative staff. Philomath is located approximately five miles west of Corvallis and is located in Benton County. State Highways 20/34 run through Philomath and are major traffic routes going east and west between the Oregon Coast and the Willamette Valley.

City of Philomath seal

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Customer Priorities In order to dedicate time, energy, and resources on services most desired by its customers, the Philomath Police Department wanted to know what was important to the customer. First, the Philomath Police Department Planning Team identified and defined eight major police services they provide. During the Community Group Planning Session, Chief Elwer discussed each service area and provided examples of what they meant. In addition, each service area listed sub-activities provided by that service. This helped to illustrate the type of police service being considered. The community group was then asked to prioritize the services using a “forced comparison” of each service against each service. The number next to each service depicts the relative prioritization by the group.

Service Priorities of the Customers of Philomath Police Department Emergency Response 110 or 21% Crimes in progress Traffic crashes Medical assistance Alarms Mutual aid incidents

Preventative Patrols 77 or 14.8% Proactive patrol Foot patrols Surveillance Field interviews Directed patrols Bike patrols Building and business checks Identify problem areas

Traffic Enforcement 77 or 14.8%

Volunteer compliance Radar enforcement Minor crash investigation Traffic statistics and reports Diversified patrol Reader board program

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School Resource Officers 77 or 14.8% Liaison with schools Counseling Security with schools Investigations Education

Criminal Investigation 69 or 13.3% Major Crime Team Crash Team Child Abuse Team Evidence collection Sex Crime Team Follow-up criminal investigations Interview/interrogations

Community Relations/Crime Prevention 49 or 9.4% Public presentations Bike rodeo Safety tower Blues jazz festival Rod run Chaplain program Special events Forums Security for schools

Public Assistance 38 or 7.3% Vehicle lockout Home security checks Motorists assists Animal control Nuisance ordinances Finger printing

Records Management 21 or 4.0% Data collection Uniform Crime Reporting Statistics Traffic records

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Customer Expectations In developing goals and objectives for the strategic plan, the Philomath Police Department was interested in what the customer’s expectations were. During the community group session, working in small and large groups, the customers identified, discussed and ranked the expectations through a weighted system. The following are the expectations identified by the citizens groups and the points awarded to each through a prioritization process in which the group members attached either three (3), two (2), or one (1) points to their priority choices.

Customer Expectations of Philomath Police Department 28 Professional demeanor: Honesty and Integrity

15 Quick response

12 Well trained . . . continuously

12 Maintain sufficient number of officers

8 Customer relations—before/during/after—for all parties.

8 Well equipped

7 Strong focus on youth

6 Visibility and approachable

4 Physically fit

3 Maintain good records and prevention

2 Integration in community

2 Community support

1 Apolitical

1 Non discrimination

1 Up to date equipment . . . “cutting edge”

1 Intra-departmental diversity—who are competent, not just meeting

minority quota

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Areas of Customer Concern The Customer Centered Strategic Planning process would fall short and be incomplete without an expression from the customer of their concerns about the organization. Some areas of concern were actually an affirmative statement to maintain programs that the community feared may be lost and or decreased. The following are the areas of concern identified by the citizens group and prioritized by the group utilizing the same three (3), two (2), and one (10 rating scale as in the previous section.

Areas of Customer Concern of Philomath Police Department 28 Continue to maintain a high degree of professionalism—fitness—image

21 Shortage of officers, especially at night

19 Establish consequences for criminal behavior

18 Keep School Resource Officer

13 Keep our police force our own (keep identity and personal touch)

10 Casual Community contact (to discourage drug houses)

4 Encourage neighborhood watch

1 Crack down on speeding vehicle, i.e., create speed bumps, decoy car, etc.

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POSITIVE CUSTOMER FEEDBACK For a strategic plan to be valid, the customer views on the strengths and image of the emergency services organization must be established. Needless efforts are often put into over-developing areas that are already successful. However, utilization and promotion of the customer-identified strengths may often help the organization overcome or offset some of the identified weaknesses. The following comments reflect positive remarks made by the citizens group of the Philomath Police Department.

Positive Customer Comments about Philomath Police Department

• Loyal to Philomath residents. Visible to community. Really appreciate

friendliness of staff and Safety, Security and Commitment.

• “Our police chief has truly turned our Police department around. He brings professionalism and excellent coaching skills. He leads by setting the best examples possible. Chief Elwer has earned the respect from all citizens, each and every group!”

• “In Philomath, there seems to be good rapport in the community between the

citizens and the police. Emphasis on youth, including a regular police presence in the schools, probably is a contributive factor. In general, respect for the department is strong—community support really seems to be well merited.”

• Great police chief and department;

. Supportive Community; Positive atmosphere!

• “I live my life freely and hardly am aware of anything hindering this lifestyle in Philomath which tells me the police are doing their job! Thanks!!!” Sue Clements

• Good Customer relations . . . great focus on youth . . . good community support.

• “All of our officers want to do a good job. Appearance and professionalism has

been outstanding. All police officers are great representatives of our city. Police management has been outstanding. Police cars are kept neat and clean.”

• Most often friendly/approachable/personable;

Excellent PD management; Trained well

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• Appreciate PPD officers assessing PHS boys walking in the snow after curfew and not making a big deal out of it—went a long way to make positive impression on them;

Keep School officer; Keep cops on bikes—great for youth/teen public relations

• Great Team of officers.

• Positive presence . . . Professional management . . . Encourage community involvement . . . School presence excellent . . . Evident concern for performance and community perception.

• “All the officers I’ve dealt with have been very personable and approachable. I

get the opinion that they all truly care about people (which is difficult at times because of the high percentage of contacts with the lowest quality of citizens), and about all of the people—not just certain segments. P.S. Nancy makes good cookies!”

OTHER THOUGHTS AND COMMENTS The citizens group participants were asked to share any other comments they had about the Philomath Police Department.

General Citizen Comments about Philomath Police Department

• “Thanks for the GREAT JOB that you are doing. Please continue!!!”

• “Friendly, caring officers, hard working, good reputation, not intimidating—over aggressive.”

“I have always felt that Philomath Police have acted professionally and

with the interest of the person in contact with, in mind. We have a very good Police Chief in Ken Elwer. Thank you for your help with our issues at home. I've appreciated your support.”

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VALUES Establishing values embraced by all members of an organization is extremely important. They recognize those features and considerations that make up the personality of the organization. More importantly, they describe how they are going to conduct their business, treat their customers, partners and themselves. The declaration of values for the Philomath Police Department was agreed upon by the entire planning team.

Philomath Police Department Core Values

Core Values… Integrity, Respectfulness, Trust, Honesty, Professionalism, Reliability, Loyalty, Accountable, Fair, Unbiased, Enthusiastic, Committed and Dedicated

The values were discussed and declared first by the Philomath Police Department Planning Team, as the values were to be the driver and influence in the development of the mission and vision statements. The planning team was operating off the principle that their values should be grounded in all of the subsequent planning processes. THE MISSION STATEMENT The mission statement of an organization is intended to describe, in succinct terms, the purpose for the organization’s existence. It articulates the principal reason for the organization’s presence within the community. The Philomath Police Department, through a consensus process, developed the mission statement below.

Philomath Police Department Mission Statement

Committed to quality service in partnership with the community

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THE VISION STATEMENTS In addition to knowing who they are and understanding their beliefs, all successful organizations need to define where they expect to be in the future. After having established the organization’s mission the next logical step is to establish a vision of what the Philomath Police Department should be in the future. Vision statements provide targets of excellence that the organization will strive towards and provide a basis for their goals and objectives. The following vision statements were developed by the Philomath Police Department.

Philomath Police Department Vision Statements • To be recognized as leaders in our community, working together as a progressive,

professional and inter-active agency . • An Organization that promotes the professional development of its members • An organization that anticipates and influences change • Recognized for excellence in customer service • Leading resource for community safety, education and information • Recognized as “good stewards,” of public funds • Provides personnel with the necessary equipment for safe and effective job

performance

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STRENGTHS It is important for any organization to identify their strengths in order to assure they are capable of providing the services requested by customers. Often, identification of organizational strengths leads to the channeling of efforts toward primary community needs that match those strengths. Programs that do not match organizational strengths or the primary function of the business should be seriously reviewed to evaluate the rate of return on precious staff time. Through a consensus process the strengths of the Philomath Police Department were identified.

Strengths of Philomath Police Department

Better equipment than three years ago (guns, cameras, cars, etc.) Better leadership Attitude Improved communications within the agency (email), i.e., phone system, daily

logs, daily mail Increased professionalism Quality Personnel Stability for the officers Good salary and benefits Reserve program

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WEAKNESSES For any organization to either begin or to continue to move progressively forward, it must not only be able to identify its strengths, but also those areas where it does not function well or not at all. These areas of needed enhancements are those day-to-day issues and concerns that may slow or inhibit progress.

Weaknesses of Philomath Police Department

Run-down facility Very limited budget Limited manpower (coverage of absent officers is a struggle) Radio Communications-portables Limited training availability and budget Computer software—report writing Reliance on volunteer or lower trained personnel for some services Information sharing…briefing Tracking data…data collection

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OPPORTUNITIES Many things exist as unrealized opportunities for an organization. The focus of opportunities is not solely on existing service, but on expanding and developing new possibilities both inside and beyond the traditional service area. Many opportunities exist for the Philomath Police Department.

Opportunities for Philomath Police Department

Lakeside development (150 acres—Industrial Park) Highway couplet (increase of traffic, but lower the rate of crashes) New Police station Three percent population growth Residential Developments

o Starlight o Neabeack o Apex

Huge urban growth boundary WTD mill site near Lakeside Development Clemens Foundation Current relationship with city council Grants—Also with other agencies, multi-agency grants Community Serve groups-Rotary, etc. Volunteer groups, VIPS (Volunteer In Police Services) Interpretive Center Good Relationships with other agencies

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THREATS There are conditions in the internal and external environment that are not under the organization’s control. However, by being aware of them the organization can develop plans and programs to either mitigate or respond when a thread becomes reality. By recognizing possible threats, an organization can greatly reduce the potential for loss.

Threats to the Philomath Police Department

Limited tax base Increased population-same size police force Limited jail space Down-turn in the economy Community support—down turn Lack of consequences for committing crimes City Council support—down turn Association conflicts

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GOALS AND OBJECTIVES The Customer Centered Strategic Planning process to this point, has dealt with establishing the mission, vision, and values of the organization. Additionally, identification of strengths, weaknesses and needs of both the organization and customer was accomplished. In order to achieve the mission and vision of the Philomath Police Department, realistic goals, and objectives must be established. Goals and objectives are necessary to provide the individual members with clear direction. As goals and objectives are management tools, they should be updated on an ongoing basis to identify what has been accomplished and to note changes within the organization and the community. The strategic planning team set priorities for the accomplishment of specific objectives. Those that carried higher priorities are scheduled for completion first and lower priority objectives scheduled later. The leadership of the Philomath Police Department should meet periodically to review progress towards these goals and objectives, and adjust timelines and specific targets as needs and the environment change.

Philomath Police Department Planning Team engage in small group discussion

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Goal 1 - Commitment to Excellence Objective 1-A Accreditation through Oregon Association of Chief’s of Police Timelines December 2005 Responsibility Chief Ken Elwer Critical Tasks

• Purchase/obtain necessary software • Attend AM training • Revise policies/procedures • Implementation and education of new Policies and Procedures • Internal Audit • Mock accreditation review • Accreditation Review • Accreditation • Periodical Review

Performance Measure Approved Accreditation by January 2006

Officer Wes Knight presents material from small group discussion

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Objective 1-B Workforce Development Plan Sub-objectives

• Establish a training calendar—short and short term • Increase frequency and documentation of training/establish

minimum yearly training standards • Individual career plans for each officer • Support for the educational advancement of officers

Timelines August 2005 Responsibility Sergeant Ray Sytsma Critical Tasks

• Establish training needs • Establish training calendar • Individual career plans for officers • Standardized documentation of training • Establish minimum training standards • Support for education opportunity

Performance Measure 1. One Hundred (100) percent of the Police Officers have

career development plans by January 2005 2. Complete training Calendar by August 2005 Objective 1-C Develop and maintain a fitness program Timelines January 2005 Responsibility Chief Ken Elwer & Bargaining Unit Representative

• Revise to Cooper Institute of Law Enforcement • Association approval • Schedule testing • Establish documentation • Develop fitness facility

Performance Measure: 1. Implement program by January 2005 2. Fifty (50) percent enrollment/participation program 3. Physical fitness facility in new building

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Objective 1-D Develop a new police facility that meets our needs Timelines December 2006 Responsibility Chief Ken Elwer Critical Tasks

• Select architect • Finalize plans • RFP for building contractor • Break Ground • Interior furnishing • Move in

Performance Measure Completion of building December 2006 Objective 1-E Develop a depreciation schedule for major safety equipment Timelines January 2005 Responsibility Officer Mark Koeppe Critical Tasks

• Establish existing inventory • Needs Assessment • Establish replacement timeline • Estimate cost (cost analysis) • Develop and present budget

Performance Measure 1. Create list of equipment to be classified as major safety

equipment by June 2004 2. Complete inventory by December 2004 3. Create estimated longevity and replacement calendar by June 2005 4. Maintain updated cost evaluations of equipment by June of each year 5. Present predicted budget annually on December of each year

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Objective 1-F Active participation in multi-agency task force (teams) Timelines On Going Responsibility Sergeant Ray Sytsma Critical Tasks

• Major Crime Team • Child Abuse Response Team • Sexual Assault Response Team • Traffic Team-Accident Investigation • VALIANT drug team

Performance Measure Maintain 100 percent participation Objective 1-G Standardize the recruitment hiring process Timelines June 2007 Responsibility Officer Mark Koeppe Critical Tasks

• Standardize recruiting and hiring process for sworn and reserve officers by utilizing state-wide regional testing plan

• Implement physical fitness test (Cooper Institute) • Encourage diversity recruitment • Dedicate budget dollars

Performance Measure Increase Reserve officers from five (5) to eight (8) total

1. Contact at least four other departments to determine their hiring process and minimum standards for both regular and reserve officers for evaluation by December 2004. 2. Set fitness standards and testing procedures using Cooper Institute standards by June 2006. Obtain examples of testing procedures using Cooper from at lease two other agencies for evaluation. 3. Develop advertising and recruitment practices that reach out to the widest possible spread of all ethnicity’s and sexes with full expectations of minimum standards. 4. Develop a standardized hiring process for reserve and full time applicants including written testing, fitness

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testing, interviews and background investigations by June 2007. 5. Create (Recruitment) Line item on yearly budget for testing materials, advertising, fitness testing, interviewing and background investigation time. This to be evaluated annually as needs change.

Objective 1-H Enhance Professional Image

Timelines January 2007 Responsibility Officer Ryan Keys Critical Tasks

• Standardize uniforms (Coats, pants, shirts, hats, Sam Brown, etc.) • Vehicle design review • Uniform maintenance • Clean and Detail program for vehicles

Performance Measure 1. Standardize uniform by August 2004 2. Implement a weekly laundry system for uniforms

3. Develop a record of each officer’s uniform requirements and replacement schedule

4. New vehicle graphics design by August 2004 5. Develop a cleaning and detail schedule for police vehicles by August 2005

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Goal 2 - Deliver Effective and Efficient Police Services to the Public Objective 2-A Maintain sufficient training for full time and reserve

officers Timelines July 2005 Responsibility Sgt. Ray Systma & Reserve Coordinator Critical Tasks

• Standardize in-house training (annually) • Update training for those in specialized assignments • Develop standardized FTO program • Standardize training for reserves to develop classification levels • Document training hours for full time and reserve officers • Develop training calendar

Performance Measure 1. Percentage of officers completing the required annual training by PPD. 2. Reserve Coordinator and Sergeant evaluate FTO training annually. 3. Develop a training calendar to track all required training by January 2005. 4. On a yearly basis, evaluate training records for each officer to insure personal and professional needs are met. Objective 2-B Development and implementation of a new Records Management System Sub-objectives

• Crime Analysis unit • Strategy for Case Management and follow-up

Timelines June 2006 Responsibility Chief Ken Elwer, and Officers Mark Koeppe & Ryan Keys

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Critical Tasks

• Research and locate program/software to fit the agency’s needs • Standardize data input • Assign task force to retrieve data • Matrix for case review and follow up: a. Solvability rating . . .

b. Timeline for deactivating cases • Maintain mug files • Revise report filing system

Performance Measure 1. Review other sized agencies faced with same concerns for RMS by June 2005. 2. Develop procedures and policies dealing with input and cases, December 2005. 3. Review new RMS and filing system by January 2006. Objective 2-C Develop Code Enforcement program for the reserve program Timelines July 2005 Responsibility Officer Mark Koeppe Critical Tasks

• Develop minimum certification level for code enforcement • Develop training program for code enforcement • Assign full-time officer to track progress

Performance Measure 1. Restructure Reserve program with listed certification levels by June 2004. 2. Develop training program for code enforcement including familiarization with ordinances, citation process and court procedures by December 2004. 3. Develop standardized practice for enforcement and method of recording and tracking enforcement action, compliance and pending cases by December 2004. 4. Assign standing reserve president and full-time coordinator to facilitate program and complete written evaluations on June and December of each year. With first evaluation due by June 2005. 5. Review evaluations of program with Sergeant upon completion.

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Objective 2-D Increase bicycle and foot patrol Timelines July 2004 Responsibility Officers Mark Koeppe, Dave Francis and Reserve President Critical Tasks

• Develop minimum bike training standards • Document hours • Assign bike patrol to directed “Hot” zones

Performance Measure 1. Set standard for minimum bike training required for bike patrol by June 2004. 2. Schedule training that meets at least the minimum standard by July 2004 with updated or refresher coursed available each summer. 3. Develop training and hours worked documentation that can be used to generate monthly reports for Chief and Sergeant by June 2004. 4. Maintain up to date records of training, hours worked and enforcement actions and results that will be evaluated with Chief and/or Sergeant semi-annually beginning July 2004. Objective 2-E Enhancing Website Timelines January 2005 Responsibility Officer Mark Koeppe & Ryan Keys Critical Tasks

• Assign officer • Train assigned officer • Develop website specific to Department • Maintain/change site

Performance Measure 1. Attend a basic web design class by August 2005. 2. Update the Department web site by December 2005. 3. Maintain quarterly maintenance or upgrades to site.

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Objective 2-F Upgrade Communications system—CAD screen Sub-objectives

• CAD screen • Explore alternative communications

Timelines July 2006 Responsibility Officer Dave Francis

Critical Tasks

• Assign person to develop/maintain radios strategic plan for replacement and repair

• Explore alternative/Improved ways of communicating, i.e., Nextels • Approve and implement new system

Performance Measure 1. Conversion to digital radios completed by June 2005. 2. Contact Nextel and Cellular One and compare prices by June 2005. 3. Update cellular phone system by June 2005. 4. Contact and review with dispatch the possibility of a CAD by September 2005. 5. Determine cost of CAD screen in Philomath Police Department September 2005. Objective 2-G Development of a Comprehensive Traffic Safety Program Sub-objectives

• Directed patrol based upon traffic statistics • Increase traffic enforcement/high visibility • Increase DUII enforcement/patrol • Expand the Reader Board program

Timelines January 2007 Responsibility Officers Ryan Keys, Aaron West & Wes Knight

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Critical Tasks

• Research and apply for grants • Use Saturation Patrols • Track traffic problems … i.e., speed surveys, crashes • Reader Board • Develop and use traffic complaint forms • Train for education programs • Training for high school SRO

Performance Measure 1. Develop monthly statistics for: Crashes, Citations, Traffic Complaints, and DUII arrests by January 2006. 2. Use monthly statistics for directed patrol assignments by July 2006. 3. Compare monthly statistics to check if directed patrol is accomplishing its tasks:

• Reduction in crashes • Reduction in complaints • Increase in DUII arrests. Quarterly reviews

beginning September 2006. 4. Measure activity levels by reader board to determine location on monthly basis. 5. Identify DPSST sponsored courses for DUII refreshment training scheduling each officer for attendance being completed by December 2006.

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Goal 3 - Enhance Community Partnerships/to improve Quality of life Objective 3-A Explore and Develop Partnerships with Apartment Owners and Managers Timelines June 2006 Responsibility Officer Wes Knight Critical Tasks

• Program Research • Program Development • Marketing • Implementation • Participation/monitoring

Performance Measure 1. Identify and develop a list of apartment owners and managers scheduling monthly meetings by January 2005. 2. Develop Nuisance Ordinances related to apartment complexes by March 2006 3. Reduce calls at apartment complexes by ten percent Objective 3-B Explore and Develop the VIP (Volunteer in Police Service) Program Timelines December 2005 Responsibility Officer Aaron West and Ryan Keys Critical Tasks

• Program Research • Program Development • Marketing • Implementation • Participation/monitoring

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Performance Measure 1. Contact and request assistance from several OSU and LBCC interns by March 2005. 2. Contact Keizer Police Department for information on their VIPS program. 3. Register with VIPS on the internet, March 2005 4. Philomath Police Department representative participate with regional VIPS activities by June 2005 5. Philomath Police Department representative participate in National Night Out in 2005, report Objective 3-C Develop Business Watch Program Timelines June 2006 Responsibility Officer Mark Koeppe Critical Tasks

• Program Research • Program Development • Marketing • Implementation • Participation/monitoring

Performance Measure 1. Contact Chamber of Commerce by June 2004 and determine their level of desired buy-in to program. 2. Contact at least two other agencies with existing business watch programs for evaluation by December 2004. 3. Develop Program to include phone, email and mailing contact trees to distribute information on ID theft, fraud, and check cases, shoplift suspects and recent burglaries by June 2005. 4. Provide quarterly newsletters including list of available training in loss prevention methods, news of the program’s activities and any results of its actions (feedback). 5. Develop records program to provide easy access to Emergency Information for each business. Develop emergency information questionnaire for each business and method distributing and collecting them from new businesses and regular updates of existing businesses by December 2005.

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Objective 3-D Expand the School Resource Officer (SRO) Program Timelines January 2007 Responsibility Officer Jeff Hanke and Mark Koeppe Critical Tasks

• Conduct Needs Assessment to Determine Feasibility for Continuance of Program • Development of a Critical Incident Plan for all school facilities • Development of the Explorer Program • Schedule training for Critical incidents • Coordinate training with Philomath Fire and Rescue • Increase School Security

Performance Measure 1. Meet with school officials and complete needs assessment by May 2005 2. Critical Incident plan developed by December 2005 3. Develop training schedule by December 2005 4. Reduce calls for service in schools by ten percent by December 2006 Objective 3-E Develop A Citizen Academy with focus on Safety Training Timelines December 2005 Responsibility Officer Aaron West Critical Tasks

• Program Research • Program Development • Marketing • Implementation • Participation/monitoring

Performance Measure 1. Contact and review Citizen Academy program with the Albany and Corvallis Police Departments 2. Attend and evaluate the Albany Citizen Academy by December 2004 3. Philomath first Citizen Academy Class presented in April 2006

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Objective 3-F Membership and Participation in Local Community Groups Timelines December 2004 Responsibility Officer Ryan Keys Critical Tasks

• Conduct Needs Assessment to Determine Feasibility for Continuance of Program • Determine Membership cost • Determine time commitments • List of current community involvement

Performance Measure 1. Increase membership in three additional community groups 2. Communicate participation in groups on monthly basis to members Objective 3-G Explore alternative programs, i.e., Night Court Timelines June 2007 Responsibility Officers Ryan Keys and Aaron West Critical Tasks

• Program Research; Benchmark with other agencies • Program Development • Marketing • Implementation • Participation/monitoring

Performance Measure 1. Review four other community Night Court programs 2. Evaluate the Portland Youth Athletic Club 3. Contact the Corvallis Boys & Girls Club

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Philomath Police Department Planning Team

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