MEETING DATE
6/25/2015 |
BUREAU SUBMITTING THIS REPORT
Executive Office |
RESEARCHED BY (PRINT NAME)
Jan Bullard |
REVIEWED BY (PRINT NAME)
Bob Stresak |
REPORT DATE
05/28/2015 |
APPROVED BY
Bob Stresak |
DATE APPROVED
06/10/15 |
PURPOSE
Decision Requested |
FINANCIAL IMPACT
No
|
| ISSUE: |
| Should the Commission approve the 2015 POST Strategic Plan, and the deletion of the 2008 Strategic Plan Objective D.4.10, Update of the Strategic Plan, as completed? |
| BACKGROUND: |
At the February 2013 meeting the Commission authorized the Executive Director to enter into a contract with an entity, later identified as California State University Sacramento Center for Collaborative Policy (CCP), to facilitate an update of the POST Strategic Plan.
CCP staff met with the Executive staff to discuss the project and the desired outcomes. It was agreed that the 2015 strategic plan would serve to prioritize the efforts and resources of POST for the next three to five years and, should be developed in collaboration with POST staff and representatives of those who POST serves.
POST identified a cross-representation of employees to serve as members of the Design Team to collaborate with CCP in the development of the strategy for the completion of the document. It was determined that the strategic plan update would be based on extensive research, interviews, surveys, and consultation with POST staff and external stakeholders.
CCP completed research to identify all existing POST programs and activities to document where resources are currently expended.
The Design Team and CCP developed interview questions and a survey instrument, and identified individuals internally and externally who provided a broad source of information. CCP conducted over 100 interviews and sent over 80 surveys to obtain input from POST staff, Advisory Committee and Commission members, and representatives of law enforcement, (i.e., executive, command, management, supervision and line level), public safety dispatchers, training managers, academy directors, coroners, records supervisors, district attorney investigators and investigators for state agencies.
The information was compiled into an Assessment Summary. Working from that document CCP conducted a two-day internal validation workshop to develop goals and objectives pertaining to POST staff and the functions of the organization. After the workshop the Design Team was expanded to include additional POST staff and became the Design Implementation Team (DIT) tasked with:
- Refining the vision statement, areas of focus, and the goals, objective and strategies
- Developing action plans: tasks, timelines, roles and responsibilities
- Developing metrics and performance measures to track progress within the action plan
- Collaborating with CCP staff to develop the 2015 Strategic Plan draft
Another two-day workshop was held with representatives of the Commission Advisory Committee, designated Commissioners and the Design Implementation Team to focus on the goals and objectives pertaining to the needs of POST’s clients, and the prioritization of POST’s efforts and resources.
Using the information collected, the DIT worked with CCP to develop the draft document and presented it to all POST staff for review and input.
The final draft was approved by the Executive Director. |
| ANALYSIS: |
The 2015 Strategic Plan (See Attachment A) was developed with extensive input both internally and externally, and contains goals and objectives that will enhance POST as an organization, as well as direct POST’s efforts and resources to meet the emerging needs of the law enforcement community. During the development of the goals and objectives, equal consideration was given to the process by which the plan should be integrated to remain relevant to the daily efforts of the organization.
The Design Implementation Team created a companion document, the Implementation Plan, (See Attachment B) which reflects strategies to address specific tasks and action items that support the strategies and objectives.
The Implementation Plan will be accessible to all staff through the POST intranet. The progress on each action item will be updated by the assigned bureau. This will facilitate communication and collaboration across bureaus on projects, allow each bureau input if applicable, and will help to eliminate duplication of effort. This also will allow all staff to be aware of action taken on projects throughout the organization.
The DIT will meet periodically to review the progress of the action items and to discuss any additions or modifications needed. This makes the Strategic Plan a living document, and allows POST to be agile in response to emerging trends and needs of the law enforcement community.
At the external objectives development workshop it was suggested by members of the Advisory Committee to meet annually with the DIT to discuss POST’s progress on meeting strategic plan objectives. The results of this annual meeting will be reported to the Commission starting at the October 2016 meeting. The Commission will remain informed throughout the year when strategies are completed or when projects or contracts are presented for Commission approval that further POST's efforts towards the objectives identified in the Strategic Plan.
The 2015 Strategic Plan contains four goals that describe the primary focus of the plan. These were identified by POST staff and stakeholders as follows:
- Maintain Leadership in Emerging Issues in Law Enforcement
- Increase Efficiency in POST Systems and Operations
- Increase Awareness and Access to POST Services and Products
- Enhance Law Enforcement’s Ability to Serve Their Communities
There are sixteen objectives that were developed under the goals. The strategic plan objectives that were incomplete in the 2008 document were incorporated into the 2015 document. |
| RECOMMENDATION: |
| Staff recommends that the Commission approve the 2015 POST Strategic Plan, and the deletion of the 2008 Strategic Plan Objective D.4.10, Update of the Strategic Plan, as completed.
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