Strategic Plan Flashcards
The 5 Goals of the Departments Strategic Plan are:
1. 2. 3. 4. 5.
- Protect Life and Property
- Provide Superior Service to the Public and
Assistance to Allied Agencies - Enhance Public Trust Through Community
Outreach and Partnerships - Invest In Our People
- Identity and Respond to Evolving Law
Enforcement Needs
- Protect Life and Property
1A. 1B. 1C. 1D. 1E.
1A. Reduce fatalities and serious injuries within CHP jurisdiction.
- by 2019, reduce by 10% - keep the MDR below rolling 3 yr avg.
1B. Reduce commercial motor vehicle involved collisions within CHP jurisdiction.
- by 2019, reduce by 10%
1C. Reduce vehicle theft statewide.
- by 2019, reduce by 5%
1D. Increase safety on state property through awareness, training, and education.
- update state properties in Area yearly
- send CHP 32 letter yearly to state
property facility managers
- SSP officers train state property
managers yearly
1E. Reduce the incidence resulting from transportation of hazardous materials/waste.
- each Division maintain at least four
FRO, FRA, and HMIC trainers
- train all employees in FRO, FRA, & HMIC
- report any changes to explosive routes
yearly
- Provide Superior Service to the Public and
2A. 2B. 2C. 2D. 2E. 2F. 2H.
2A. Improve traffic management and the reliability of goods movement.
- Traffic Incident Management (TIM)
training.
- offer TIM to allied agency first
responders
2B. Expand public access to the departments services and information.
- by 2016, create mobile app and
online services
- by 2019, eliminate property damage
collision backlog in SWITRS
- by 2019, have t/c reports available
to purchase online
2C. Improve customer service
- yearly, meet NENA standards for 911
- yearly, maintain MAIT Teams in all 8
divisions
- by 2019, train 1,000 employees in
Intermediate Accident Investigation
- by 2019, 95% of 11-82 reports avail
within 8 business days
2D. Enhance your skills required to serve a diverse population.
- by 2016, 100% of employees trained
and cultural competency/mental health
training.
2E. Expand educational, marketing, and awareness programs to inform the public and stakeholders about CHP roles, programs, and functions.
- quarterly, commands discuss
opportunities and issues for public
awareness.
- every 2 years, conduct public poll
to gauge public perception and
experience.
2F. Improve the departments technology infrastructure and capabilities.
- develop strategies to inform staff
of I/T initiatives and progress.
- by 2016, revise I/T strategic plan.
- by 2017, upgrade I/T for better
electronic services.
2G. Evaluate and respond to Allied Agencies need for support, training, and assistance.
- quarterly, discuss with chief Allied
Agencies issues and training needs.
2H. Enhance environmentally sustainable practices within our fleet, operations, and facilities.
- yearly, provide updates on water
conservation efforts.
- by 2017, increase electric vehicles by
10% from 2014 levels.
- by 2018, ensure facilities are 20%
more energy efficient from 2003 levels.
- Enhance Public Trust Through Community Outreach and Partnerships.
3A. 3B. 3C. 3D. 3E. 3F.
3A. Demonstrate integrity and respect during each interaction with the public.
- by 2019, improve customer satisfaction
poll results by 5% every 2 years.
- by 2019, reduce sustained complaints
10% based on 3 year average.
3B. Demonstrate departmental integrity, transparency, and accountability.
- yearly, complete all required OIG audits.
- maintain CALEA accreditation.
- continue to be responsive to PRA
requests.
- every 2 years, Division will conduct
HPM 22.1, Ch. 34, Environmental
Assessment Inspections.
- by 2016, obtain and maintain Airborne
Law Enforcement Association
accreditation.
3C. Proactively develop meaningful professional relationships with community stakeholders at all levels.
- by 2016, revise 118C to align with
strategic plan performance measures.
- by 2017, evaluation/update other
classifications performance evaluations
to align with strategic plan performance
measures.
3D. Identify and respond to specific public safety needs of communities in stakeholder groups.
- yearly, Commanders will identify the
unique needs within their community
and incorporate them into their
individual strategic planning process.
3E. Promote our services and accomplishments.
- by 2016, establish/maintain social
media presence in each division.
- by 2016, establish/maintain online
dashboard that contains vital
information to the public.
3F. Expand our explorer post on senior volunteer programs.
- by 2019, increase explorer programs by
50% from 2014 levels.
- by 2019, increase explorer program
membership by 20% from 2014 levels.
- by 2019, increase Sr. volunteer
membership by 20% from 2014 levels.
- Invest In Our People
4A. 4B. 4C. 4D. 4E. 4F.
4A. Enhance employee safety and wellness.
- by 2019, increase
voluntary Annual Fitness Challenge
by uniformed members by 25% from
2014 levels.
- by 2019, reduce injuries and illnesses
5% per year from a 3 year average.
4B. Recruit and hire the best qualified workforce from all segments of society.
- ensure job info is made available to
to all through a broad based
recruitment effort.
4C. Coach and mentor our employees to reach their full potential.
- by 2016, record training in ETRS
- by 2016, develop plan to implement
an integrated management system and
learning portal.
- by 2016, recognize mentoring and
coaching activities in performance
evaluations.
- by 2016, incorporate a personal
leadership plan into all supervisor and
manager performance evaluations.
4D. Identify and develop our future leaders.
- conduct all commander leadership
training yearly.
- conduct supervisor/ non-command
leadership forums every 2 years.
- by 2016, develop leadership
succession plan.
4E. Encourage and recognize innovation, best practices, and knowledge sharing.
- discuss with chief best practices and
innovations quarterly.
- by 2016, recognize and reward best
practices and innovation in
management evaluations.
4F. Assess our Culture II improve employee’s pride and passion about public service.
- conduct anonymous employee surveys
to assess CHP culture every 2 years.
- Identify and respond to evolving law-enforcement needs.
5A.
5B.
5A. Identify unfilled and emerging law-enforcement needs to evaluate CHP’s role.
- by 2015, one CHP top management
meeting will focus on law enforcement
emerging trends.
5B. Formulate and communicate positions on emerging law enforcement issues.
- assign CHP subject matter expert’s
through the OPI to address emerging
trends and needs as needed quarterly.
