2024-2026 Strategic Plan / Commissioner's Priorities and Expectations Flashcards
Mission
What is the Mission of the CHP?
Provide the highest level of Safety, Service, and Security to the people of California.
VISION
What is the Vision of the CHP?
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To be the people’s premier law enforcement agency recognized for its
- innovation,
- commitment to protecting life, and
- upholding the highest ethical standards in public safety.
ORGANIZATIONAL VALUES
- Respect for others
- Fairness
- Ethical Practices
- Equitable treatment for all
GOALS
What are the CHP departmental Goals?
Contributing to a safe California
Honoring our commitment to The State of California and its communities
Providing a safe and productive Workplace to ensure employee wellness
Departmental Goal
Contributing to a safe California, how?
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- Reduce Fatal and Serious Injury Crashes
- Reduce Crime in California
- Responsive and Effective Public Communications
Departmental Goal
Honoring our commitment to the State of California and its communities, how?
Can be accomplished by
- Efficiently share important information
- Forecast future workforce needs and recruit skilled candidates reflective of California’s diverse communities
- Reaffirm our commitment to providing the highest level of equitable service to our stakeholders and communities
Departmental Goal
Providing a safe and productive Workplace to ensure employee wellness, how?
Can be accomplished by
- Support the health and well-being of our employees
- Invest in technology and equipment that allows
all members to operate effectively and efficiently - Commit to providing professional development
and education opportunities for all members
What are the Commissioner’s Priorities and Expectations?
- PATROL AND ENFORCEMENT
- EMPLOYEE SAFETY, WELLNESS, AND DEVELOPMENT
- INTERNAL AND EXTERNAL RELATIONSHIPS
Priorities and Expectations
What does Patrol and Enforcement consist of?
Maximize In-View Patrol.
Focus on PCF, Seatbelts, and DUI.
Ensure Beat Accountability.
Enforcement Campaigns.
Priorities and Expectations
What does Employee Safety, Wellness, and Development consist of?
Training.
Equipment.
Education and Development.
Mental and Physical Resiliency.
Priorities and Expectations
What does Internal and External Relationships consist of?
Internal Communication.
Recruitment.
Community Engagement.
Internal and External Relationships
Internal Communication.
- Executive and Top Management are committed to enhancing internal communication.
- Commanders at all levels are expected to share information frequently with subordinates and ensure appropriate information is being shared with all personnel.
Internal and External Relationships
Recruitment.
- Every employee is a recruiter.
- Under the direction of the commander, each command shall develop an area/section recruitment plan.
- As part of the recruitment plan, commanders are expected to personally participate in a monthly local recruitment effort.
Internal and External Relationships
Community Engagement.
- Successful policing must include input from and coordination with the community.
- Commanders shall direct the command’s efforts to identify the local needs of the communities and frequently engage with stakeholders in a proactive leadership role to promote the priorities of the Department and improve traffic safety in their assigned area of responsibility.
Employee Safety, Wellness, and Development
Training.
- As true professionals, each member of the Department, is expected to participate in all job required training.
- Commanders are expected to ensure compliance with required training.
- Commanders shall emphasize the importance of training and are expected to be actively engaged through regular attendance and participation.
Employee Safety, Wellness, and Development
Equipment.
- Commanders, especially those assigned to headquarters commands with program oversight, are expected to identify, and recommend innovative equipment for front-line personnel that improve the employee’s safety and productivity.
- Technology solutions should improve front-line employee efficiencies and safety.
- Executive Management and Top Management are committed to considering equipment improvements that are in line with the Department’s mission and values.
Employee Safety, Wellness, and Development
Education and Development.
- Employees are encouraged to seek out additional educational and specialized training opportunities to enhance their personal knowledge and expertise.
- Commanders are expected to support employees in their efforts for personal development and continued education.
Employee Safety, Wellness, and Development
Mental and Physical Resiliency.
- Employees’ mental and physical health is a priority for the Department.
- Commanders are expected to identify local needs and utilize available resources, both departmental and local, to promote employee wellness.
Patrol and Enforcement
Maximize In-View Patrol.
- Provide the highest level of safety, service, and security to the motoring public.
- There is no greater deterrent to criminal activity and unsafe driving than the presence of a uniformed officer.
- Commanders and supervisors must support and assist with this effort.
Patrol and Enforcement
Focus on PCF, Seatbelts, and DUI.
- Commanders are expected to utilize crash data analytics and strategic deployment of resources with a primary focus on driving behavior that most often results in serious injury or death.
- Officers are expected to patrol with an intent to identify dangerous driving behavior and to take appropriate enforcement action.
Patrol and Enforcement
Ensure Beat Accountability.
- Commanders are expected to assign geographical beats that best serve the public with a focus on areas with frequent crashes and increased highway violence.
- Officers assigned to patrol are expected to spend their shift on their assigned beat.
Patrol and Enforcement
Enforcement Campaigns.
- The Department will engage in an annual statewide enforcement campaign under the direction of Assistant Commissioner, Field. Division Commanders will plan and direct an additional campaign with a focus on regional issues.
- Area commanders will plan a minimum of 4 enforcement campaigns annually utilizing local data to identify and target problem areas.
