To the members of the:
CITY COUNCIJ.
Date ll 1-1 l2~cA ✓ cc L/
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ii Memorandum
July 27, 2023
To:
From:
Via:
Re:
Honorable Mayor Black Members of the City Council
Mickey Williams, Chief o '-.lf-pq;.;filH-- ;
Scott Chadwick, City Ma ag
Police Department 3-Ye
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Carlsbad
Memo ID# 2023078
This memorandum provides City Council with information related to the Police Department's 3-year Strategic Plan and an update on the plan's progress during fiscal year (FY) 2022-23.
Background
Beginning FY 2022-23, the Police Department implemented a 3-year Strategic Plan (Plan) for the department. A copy is attached to this memorandum for your review.
Discussion
The Plan was created with the intent to provide a roadmap for the Police Departmen t to ensure that the community receives the highest level of service from t he Police Department, while providing for a work environment that values department members and provides an opportunity for a sustainable work -life balance. The Plan is aligned with community feedback received during numerous outreach events and is intended to build upon the trusting relationship that exists between the community and the Carlsbad Police Department.
In 2014, President Obama commissioned The President's Task Force on 21st Century Policing.
The final report from this Task Force, published in May 2015, has become an authoritative reference for the improvement of professional policing. The six Pillars identified in the Task Force's report are utilized as the foundation of the Plan, and include the following:
1. Building Trust & Legitimacy
2. Policy & Oversight
3. Technology & Social Media
4. Community Policing & Crime Reduction
5. Training & Education
6. Officer Wellness & Safety
Plan Progress Update
The Plan provides a description of numerous objectives to be accomplished each fiscal year.
For the objectives listed in the plan for FY 2022-23, the following achievements have been accomplished:
Police Department
2560 Orion Way I Carlsbad, CA 92010 I 442-339-2100 t
Council Memo - Police Department 3-Year Strat egic Plan Update (Districts -All) July 27, 2023
• Develop a culture of 'service' within the department consistent with the 'guardian' mindset (this is an ongoing objective)
• Engagement with community not related to crisis or enforcement related events (this is an ongoing objective)
• Actively engage in efforts to further develop diversity within the department (this is an ongoing objective)
• Created the Community Police Engagement Commission
• Provided specific direction to the department regarding use of force policy for protests, demonstrations, and riots
• Formalized and published standardized unit/shift expectations • Created new recruitment videos for officers and dispatchers • Created a new 'landing page' for depart ment personnel with links to important employee, crime trends, and department information
• Leveraging on line mapping and intelligence to assist and/or prevent overdose investigations
• Updated the quarterly Crime Analysis and Response (CARs) Program • Create and provide a citi zen police academy twice a year • Provided active shooter response refresher training to department and community • Conducted a thorough review of department response times and identified practices and procedures that are intended to reduce response times for all priority calls for service
• Provided annual LGBTQ+ training to departmen t personnel • Provided leadership training opportunities to employees, sworn and professional (this is an ongoing objective)
• Conducted a review of the 12-hour shift deployment schedule for patrol and made adjustments at the recommendation of officers with the intention of continuing to provide high level service to the community while minimizing the negative consequences of 24/7 shift work
• Conducted a review of all work assigned dispatchers and identified work that could be safely performed by other work groups in an effort to streamline and prioriti ze the work of dispatchers
Next Steps
The Police Department's 3-year Strategic Plan details future objectives and goals for the department. Additionally, it is intended that a presentation regarding the 3-year Strategic Plan will be provided to the Community Police Engagement Commission in October 2023.
Attachment: A. City of Carlsbad's Police Depart ment 3-Year Strategic Plan cc: Geoff Patnoe, Assistant City Manager
Cindie McMahon, City Attorney
Carlsbad Police Department
STRATEGIC
PLAN
FY 2022-2025
MESSAGE FROM THE CHIEF
Welcome to the Carlsbad Police Department's Strategic Plan for fiscal years 2022-2025. The Plan is intended to provide a roadmap to ensure that the community receives the highest level of service from the Police Department, while providing for a work environment that values our department members and provides an opportunity for a sustainable work-life balance. This Plan is aligned with community feedback received during numerous outreach events and is intended to build upon the trusting relationship that exists between the community and the Carlsbad Police Department.
The last few years have brought significant challenges for the city, community, and Police Department.
Between the COVID pandemic response, increased scrutiny of law enforcement nationally and locally, and the turbulent economy, the need to be nimble while providing the highest levels of service and maintaining transparency and trust, has never been more important. This Plan is intended to address the community's and employees'needs, desires, and preferences, and is intentionally aligning the department to meet these concerns.
Thank you for taking the time to review the Police Department's Strategic Plan. I hope you find the Plan to be reassuring and informational. The Police Department will remain dedicated to serving as guardians for the community while maintaining the friendly, small-town feel, of our Police Department. ~lA)Mwvw
Mickey Williams
Police Chief
Carlsbad Police Department
PILLAR #1
Building Trust and Legitimacy
Pillar One discusses building trust between the police and the community we serve. There is a distinct discussion regarding the need to move from a 'warrior' mindset within officers to a 'guardian' mindset.
FY 22/23 ongoing
1 . Further develop a culture of 'service' within the department consistent with the 'guardian ' mindset.
2. Engage in robust community engagement that is not related to a specific crisis or enforcement related event.
3. Actively engage in efforts to further develop diversity within the ranks of the PD.
FY 23/24 ongoing
4. Provide Racial and Identity Profiling Act (RIPA) data report annually to the community.
5. Conduct a regularly scheduled survey with the community regarding trust in the Carlsbad Police Department.
STRATEGIC PLAN
FY 2022-2025 10
PILLAR #4
Community Policing & Crime Reduction
Pillar Four concerns the need for law enforcement to collaborate closely with the community to identify issues and prepare strategic responses that co-produce public safety. ® I
FY 22/23
1 . Leverage online mapping and
intelligence to maximize effectiveness to
address overdose investigations.
2. Update the quarterly Crime Analysis
and Response (CARs) program.
FY 22/23 ongoing
3. Further develop and continue to
offer a citizen police academy twice a
year.
4. Provide Active Shooter refresher
training within the department as well
as schools, businesses and community
groups as appropriate.
5 . Evaluate department response
times for emergency calls for service
in an effort to provide the highest
level of service for the community.
STRATEGIC PLAN
FY 2022-2025
FY 23/24
6. Evaluate and consider reorganization
opportunities for the Investigative Bureau
with attention towards addressing crime
trends, operational efficiency, and enhancing
community service.
FY 23/24 ongoing
7. Work with high schools to offer voluntary police
ride-alongs as a portion of school curriculum.
FY 24/25
8. Research and consider the potential creation
of a Community Oriented Policing Team.
PILLAR #6
Officer Wellness & Safety
Pillar Six discusses the need for law enforcemen t to promo te employee wellness and safety at every level of our organi zation.
@ I
FY 22/23
1 . Study the current 12-hour patrol shifts from a perspective of officer wellness and safety and modify as appropriate.
2. Research options for consolidated officer training days to limit disruption of officers' scheduled days off.
3. Review the work processes in Dispatch to identify opportunities to transfer work duties elsewhere in the Department.
FY 22/23 ongo ing
4. Implementing vehicle telematics to increase driving safety.
5. Monitor and regulate change affecting the Police Department personnel to prevent undue stress upon the department.
FY 23/24 ongoing
6. Create and provide a 'family police academy' offered to employees'families at least once a year.
STRATEGIC PLAN
FY 2022-2025
( cityof
Carlsbad
WWW. CARLSBADCA.GOV /POLICE