GILROY POLICE DEPARTMENT
STRATEGIC PLAN 2009 – 2013
GILROY POLICE
DEPARTMENT
Table of Contents
Chief’s Letter Department Organizational Chart Vision, Mission, Motto & Core Values Strategic Goals Action Plan Strategic Planning Process Employee Survey Results Law Enforcement Code of Ethics Oath of Office Strategic Planning Steering Committee 1 2 3 4 5-8 9 - 14 15 - 16 17 18 19
February 2009 In the fall of 2008, the police department leadership team came together to develop a strategic plan. This plan will serve as the blueprint to guide our organization for the next five years. The value of this plan will help focus staff efforts on achieving strategies that will make our operations more efficient and effective. It will also provide performance measures that will demonstrate our achievements from year to year. In essence, these measures will be the basis for our annual report card to the community. 2008 was a year of transition for the police department. Staff had just moved into a new, state-ofthe-art police facility. The former chief and assistant chief retired and I joined the Gilroy Police department in March 2008 as the new police chief. There was also a comprehensive organizational and staffing study that had been recently completed by Matrix Consulting Group. Staff spent much of 2008 addressing and implementing many of the study’s recommendations. Those items not completed were added to this strategic plan for continued follow up. In June, the city began facing financial difficulties in conjunction with the nation’s weakening economy. In response to the city’s budget concerns, the department cut $2,042,140 in fiscal year 2008-2009. The department is planning additional cuts of $1,443,126 in fiscal year 2009-2010. Reductions were achieved by holding vacant positions open, reducing levels of service, and reducing professional staff by cutting vacant positions and laying off a number of employees. This strategic plan will help our department navigate the challenges over the next several years. Today we are working to insure that public safety is maintained and that we continue to have confidence from our community that we can solve crime and quality of life problems. The issues we are addressing currently include a declining economy, housing market failure, an increasing number of foreclosed and vacant homes, an ever-increasing unemployment rate and a rising rate of crimes related to gang violence. I am very proud of the hard work and thought that went into developing this strategic plan and I look forward to seeing the successes we will achieve. The men and women of the Gilroy Police Department are a group of dedicated, professional individuals that are highly committed to serving this community. Respectfully Submitted, Denise J. Turner Chief of Police
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City of Gilroy Police Department
Chief of Police VACANT - Asst. Chief of Police
Field Operations Captain
Vacant - Special Operations Captain
Station Sergeant
VACANT - CSO - June 2009
Office Assistant II - Training
Admin Services Captain
Admin. Secretary (acting) Office Assistant II
VACANT - Office Assistant II
Anti-Crime Team *Sergeant 3 Investigators Vacant - 1 Corporal Vacant - 1 Investigator UNET Vacant - 1 Investigator RATTF 1 Investigator Probation VACANT - 1 officer
Neighborhood Resource Unit
VACANT - Crime Analyst
*Sergeant School Resource Officer Police Officer CSO School Resource CSO Neighborhood Watch CSO VACANT - CSO P/T Graffiti
VACANT - Office Assistant P/T
Investigations *Sergeant **Corporal 4 Detectives
1 Detective (Retirement 09/10)
Communications Supervisor
Records Supervisor Senior PRT Senior technician
VACANT - Senior technician
Office Assistant II Property & Evidence Tech.
VACANT - Prop. & Evidence Tech - P/T
PRT II 2 technicians VACANT - technician PRT I 3 technicians VACANT - technician PRT P/T VACANT - 2 technicians
Senior PSC 2 Senior Dispatchers PSC 8 dispatchers VACANT - 2 dispatchers PSC P/T 2 dispatchers
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Team 1 *Sergeant **Corporal - 9/09 6 police officers MSO CSO - Abatement CSO VACANT - 2 CSO's Team 2 *Sergeant **Corporal 4 police officers MSO CSO VACANT - CSO P/T Team 3 *Sergeant **Corporal 5 police officers CSO VACANT - CSO P/T Team 4 *Sergeant **Corporal 5 police officers VACANT - MSO VACANT - CSO Team 5 *Sergeant **Corporal 3 police officers VACANT - police officer MSO
G:\Police\ADMIN\CLERICAL\Strategic Planning\master document\org chart vacants only
Team 6 *Sergeant **Corporal 4 police officers VACANT - police officer MSO
In Training/Unassigned 1 police officer
FY 08/09 Vacant positions (not being filled) FY 09/10 Cuts 01/2009 Cuts Reassigned due to absence of Special Operations Captain Re-deployed to other units in the Dept. 07/09 Reduced to part-time position 01/09 Not filled following retirement (Detective)
*Sergeant/Acting Sgt **Corporal/Acting Cpl Revised: 03/31/2009
MISSION
Providing excellent public safety services in partnership with the community
MOTTO
Pride, professionalism, service
VISION
The men and women of the Gilroy Police Department are…Dedicated to courageously ensuring the safety of our community
VALUES Respect
Appreciate the importance of our citizens, fellow employees and the law
Integrity
To act at all times with courage, honor and truthfulness
Compassion
Making decisions and taking action with empathy and consideration for others
Teamwork
Working together to achieve common goals
Innovation
Solution oriented, creative, flexible, and willing to take risks
Accountability
Responsible in our words and actions
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STRATEGIC GOALS
To review staffing levels to create a more efficient and effective organization. The department is concerned about all aspects of staffing particularly with the economic downturn and cost cutting measures taken in fiscal years 2008 through 2020. We strive to provide responsive services and to insure our staffing levels can meet those demands.
Review response policies and make changes that will improve service and proactive time for patrol. The department realizes it will need to analyze and prioritize the way we do business to meet our ever-changing service needs.
Utilize technology to improve crime solving abilities and to make operations more efficient and effective. The department recognizes there are opportunities to utilize technology to make our organization more effective and efficient. We need to plan for our future and be mindful of the technology advances that will help in our crime fighting efforts. We will also look for grant opportunities to fund technology needs and look for ways to collaborate with outside agencies to coordinate our resources and investments.
Promote a safe community by reducing crime. The department is concerned about all aspects of public safety, and will address these community concerns through effective policing strategies and practices.
Improve traffic and pedestrian safety by reducing injury traffic collisions The department acknowledges that traffic safety and pedestrian safety is a top concern of our community and we will strive to focus our efforts strategically to have the greatest impacts given the existing resources.
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ACTION PLAN
Goal #1: To review staffing levels to create a more efficient and effective organization. Strategy Assigned to Timeline Status 1.1 Review staffing levels within each Unit Supervisors/ Crime January 2009 Patrol time study completed unit Analyst January 2009; results showed we are not meeting benchmark for proactive patrol time on day and swing shifts. Time study will be completed annually to track patrol staffing needs. Other unit staffing level reviews were placed on hold due to hiring freeze and layoffs. Staffing study will be completed as the budget outlook changes. Staff will map the current processes to determine if workflow can be improved to reduce staff time and redundancy in operations. Applied for GREAT Grant for 1 officer to teach gang resistance education in middle schools. Applied for Stimulus COPS Grant to Fund School Resource Officer. Applied for COPS JAG Grant to fund 1 CSO to teach DARE. GUSD Agreement reached to assist in funding DARE and SRO positions. Completed. Officer is assigned patrol beat on dayshift in problem areas.
1.2 Review report writing processes to address staffing issues
Patrol Sergeants/Svardal/ Records
September 2009
1.3 Explore cost-sharing opportunities with Gilroy Unified School District for SRO and DARE programs
Sgt. Ashley/ Chief Turner
February 2009
1.4 Reassign downtown officer to problem areas or Gilroy Premium Outlets
Sgt. Sheedy
February 2009
Goal #2: Review response policies and make changes that will improve service and proactive time for patrol. Strategy Assigned to Timeline Status 2.1 Review call handling and response Unit Supervisors January 2009 Complete. Many callers policies for efficiencies redirected to on-line reporting. Response policy to alarms, DV’s and party calls was revisited and revised. 2.2 Revisit and possibly revise false Chief/Sgt. Ashley October 2009 Research the best practices alarm policy false alarm ordinances and options to help reduce the burden of false alarm calls on patrol staffing. 5
Goal #3: Utilize technology to improve crime solving abilities and to make operation more efficient and effective. Strategy Assigned to Timeline Status 3.1 Conduct an assessment on current Chief/Sgt. Gillio/IT 2010 Project will be programmed voice, data, and computer technology into work plan for 2009/2010. and other pending projects This will incorporate the county-wide assessment and interoperability plan completed in June 2009. 3.2 Create a technology plan to make Chief/Sgt. Gillio/IT 2010 Based on recommending and our organization more effective and findings from the technology efficient assessment and the countywide study; adopt plan for PD and program work for 2011 and beyond. (All subject to available resources and funding). 3.3 Establish a county-wide Chief/Santa Clara 2009 Requirements phase complete interoperability plan interoperability project Draft RFP being completed 3.4 Establish a city-wide Chief/IT/DEM 2011 $$$ earmarked for radios; communications master plan Will need new portables FCC change 2013 3.5 Improve data sharing at county, Chief 2010 ECOMM tower complete and state, and federal levels data sharing plan in process. Plan to roll out Cop Link data sharing set for 09/10. Funding secured through UASI. Completed Santa Clara Chiefs technology planning retreat in April 09; which established priorities for technology investments to the region. 3.6 Capitalize on technology Computer Committee 2009 Committee has met and is in advancements by successful the process of finalizing the implementation of the MDC and in-car in car technology project. video 3.7 Provide training to all staff on Computer Committee 2009 Sgt. Gillio and Sgt. Stanford current technology assets will coordinate training staff to use technology efficiently. 3.8 Explore the possibility of adding an Chief/Capt. Smithee 2010 On hold due to budget IT professional to oversee PD needs constraints. exclusively 3.9 Explore opportunities to Chief 2009 Pending discussion of next collaborate with Morgan Hill on steps. Communications 911 services
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Goal #4: Promote a safe community by reducing crime Strategy Assigned to 4.1 Implement a crime statistics Denise Turner program
Timeline July 2009 Review January 2009
Status Completed. Crime Stats meeting held monthly to establish priorities and review progress. January review completed. With loss of Crime Analyst position it was determined to continue with Crime stats using available technology tools. Complete. Patrol is provided the top PD crime priorities each month to focus their uncommitted time on. Completed and on-going. Coordinated ICE gang surge conducted in June 09; Probation compliance sweep conducted Jan 09. Complete – downtown patrol implemented. Recruiting volunteers for Police Department VIP program. Citizens Academy planned for summer 2009 for all new VIP’s. New recruiting booth and materials were developed by VIPs’ and are in use. (June 09) Completed. Homeless resource guide developed. Response protocols to homeless and encampments developed and approved. Completed. Committee meets monthly to work on chronic homeless population to avert from criminal justice system into treatment/services. Completed
4.2 Focus uncommitted patrol time on strategic issues and offenders
Captain Svardal
February 2009
4.3 Continue compliance checks for probation and parole subjects
Sgt. Gallacinao
Monthly
4.4 Increase volunteer opportunities and programs such as implementing a downtown VIP program
Sgt. Ashley
February 2009 May 2009
4.5 Complete a protocol detailing how to deal with the local transient population, especially chronic offenders and illegal encampment issues 4.6 Create a Homelessness Resource Committee
Sgt. Locke-Paddon
November 2008
Sgt. Locke-Paddon/ Sgt. Stanford/Chief
October 2008
4.7 Conduct crisis intervention training for patrol and all CSO’s
Chief
February 2009
4.8 Review and amend City’s Adult Entertainment Code
Sgt. Ashley
October 2009
Research and review best practices for zoning and regulating adult entertainment businesses and recommend amendments to Council for consideration.
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Goal #5: Improve traffic and pedestrian safety by reducing injury traffic collisions Strategy Assigned to Timeline Status 5.1 Explore the possibility of Chief/Sgt. Gillio 2009-2010 Submitted Stimulus COPS additional traffic officers grant application to include 2 traffic officers. Application completed April 09; waiting on response – due September 5.2 Implement a comprehensive traffic Chief/Sgt. Sheedy 2009-2010 Documents in development. safety program Project stalled due to resource shortages. NTSP meetings and projects have moved forward without written plan. 5.3 Implement a Web-based complaint Sgt. Sheedy/Supervisor January 2009 Web reporting completed. process and procedure guide for traffic Boles complaints 5.4 Implement support of Cross Walk Officer Quinones 2009-2010 *Safe Routes to School and Safety Patrol Program *Safety Patrol Program *School district crossing guard program 5.5 Continue the Helmet initiative and Officer Quinones 2009 Funding/staff time cut due to Bike Rodeo budget 5.6 Research and review red light camera program Chief/Sgt. Gillio March 2010 Collecting research now. Project low priority and will be worked on when staff time becomes available.
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Strategic Planning Process
The City of Gilroy Police Department held two strategic planning sessions. The first meeting was held on September 15, 2008. The participants included Chief Turner; Captains Smithee, Moore, Svardal; Sergeants Sheedy, Castaneda, Flippo, Provost, Gallacinao, Ashley, Stanford, Locke-Paddon, Gillio, Deras; Supervisors Ynzunza, Boles; Senior PSC Stephens, and Administrative Secretary Silveira. Facilitation was provided by Chief Turner and the Captains. The following meeting objectives were established: To review the vision of the Gilroy Police Department that will guide the organization. To identify the goals and strategies for the organization that will help us achieve our vision. To begin to identify performance measures that will enable us to measure and report on our work and accomplishments. Retreat Norms were established to assist in guiding the discussion. The Norms were: Listen with respect No interrupting No talking over – one person speaks at a time Disagree agreeable No idea is a bad idea Stay on task Be candid and honest Value differences Strive for consensus Enjoy and have fun A SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis was conducted with input from an employee survey. All department members were invited to participate in an anonymous on-line survey, hosted by Survey Monkey, about the department. Approximately 40 members responded to the survey. The results of the survey were shared and discussed with the strategic planning steering committee. There were four main categories surveyed. Following is a recap of the survey responses. Leadership o Strengths: organizational reputation & clarity of vision, mission & goals. o Opportunities: individual performance expectations & employee empowerment o Weaknesses: accountability, resource allocation/staffing, communication/information dissemination, coordination between units & adaptability to change.
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Customer Service o Strengths: customer service, responsive service to communications callers, responsive service by patrol, coordination with other agencies, timely follow-up with victims & community policing; o Opportunities: public involvement with PD, partnerships & collaboration & organization alignment; o Weakness: organizational efficiency. Technology Opportunities & Investment o Weaknesses: report writing, new technology advancements, real time mobile environment, communications equipment & access to multi-jurisdictional data. Staff: o Strengths: professionalism, employee retention, commitment to community, employee ethics, educated employees, teamwork, and investment in employees, training opportunities, compensation, work environment and pride in the organization. o Weakness: employee morale, promotional opportunities and generational differences. o Opportunities: succession planning.
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Participants examined the current Vision statement of the GPD and also reviewed other organization statements. After much discussion and tweaking the group decided on the following new vision for the GPD. The men and women of the Gilroy Police Department are… Dedicated to courageously ensuring the safety of our community The Mission statement was not re-examined during the retreat and will re-examine in affect. The Mission is: Providing excellent public safety services in partnership with the community Participants reviewed the current values and after a short discussion, no changes were made. The Values are: Respect Appreciate the importance of our citizens, fellow employees and the law Integrity To act at all times with courage, honor and truthfulness Compassion Making decisions and taking action with empathy and consideration for others Teamwork Working together to achieve common goals Innovation Solution oriented, creative, flexible and willing to take risks Accountability Responsible in our words and actions
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The participants worked to establish goals to guide the GPD to achieve its Vision. The process included breaking participants into three groups. The groups brainstormed issues given the current environment around the themes of: What do we want to achieve; what do we want to maintain; what do we want to avoid; and what do we need to eliminate? The following are the outcomes of that session: ACHIEVE Reduce crime Consistency Accountability Effective Communication IT independence Traffic Unit Proactively Appropriate staffing levels Completion of technology projects Technical training Alarm response policy Complete MDC project (audio/video) Specifics from personnel – how to communicate better and defining inconsistencies Traffic unit (more than one) Raise minimum staffing for patrol CSO positions Reduce traffic problems Improve communication Increase staffing for graffiti abatement & investigation Improve UCR clearance rates Completely evaluate of number of people in specialty units Finalize report writing process Target enforcement (crime stats) Training on MDC’s MAINTAIN Specialty units Employee empowerment Reputation/image Training Outside agency collaborations Reactivity Morale Media Relations Proactive enforcement Training Staff (do not lose any laterals to other PDs)
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MAINTAIN (continued) Maintain communication via EOW, Staff minutes, E-mail, Press release, etc. Maintain ACT/Suppression DARE program AVOID Resource reductions Rumors Unrealistic timelines for projects/goals Additional personnel reductions “Sergeant shopping” Negative media Losing any programs Overburdening of personnel (assignments/meetings/presentations) IT staff “times frames” ELIMINATE Inefficiencies Unrealistic service expectations Animal control “Down time” with report writing “Free” SRO/DARE positions – seek cost sharing with school district Alternative response call handling Graffiti Eliminate officer/CSO response to calls-require internet or phone report Designated downtown officer The participants then used weighted voting to narrow the list of issues. Once issues were identified the smaller groups used the SMART Goal (Specific, measureable, attainable, relevant, and timed) format to craft draft goals around each issue area. The following were the issues identified in order of importance: 1. Staffing 2. Response policies 3. Technology 4. Crime reduction 5. Traffic 6. Animal control 7. Communication 8. Report writing process (tie) 9. Training (tie) 10. UCR clearance rate (tie) 11. Timelines and service expectations (tie)
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After discussion and voting the top five goal areas were identified to focus on from the above list: 1. 2. 3. 4. 5. Staffing Response Policies Technology Crime Reduction Traffic
The session concluded with the participants breaking into three small groups to brainstorm draft goal statements. A second planning session was held on October 8, 2008. The objective of the session was to finalize the vision, mission, goal statements, strategies and performance measures and to determine the roll-out steps for the strategic plan. [The Strategic Action Plan on pages 5-7 encompasses each goal and the identified strategies for the Police Department to work on over the next five years.]
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Customer Service
Responsive service to Communications callers Responsive service by Patrol Officers Timely follow-up with victims Community policing/problem solving activity Coordination with other law enforcement, fire or city agencies Customer service Organizational alignment Organizational efficiency Partnerships/collaboration Public involvement with PD
Strength 77.5% 70.0% 40.0% 37.5% 57.5% 80.0% 22.5% 27.5% 25.0% 27.5%
Weakness 10.0% 10.0% 17.5% 27.5% 2.5% 5.0% 22.5% 40.0% 17.5% 22.5%
Opportunity 5.0% 12.5% 50.0% 25.0% 32.5% 12.5% 32.5% 20.0% 37.5% 45.0%
Threat 0.0% 0.0% 5.0% 0.0% 0.0% 0.0% 10.0% 10.0% 2.5% 0.0%
Don't Know 7.5% 7.5% 20.0% 10.0% 2.5% 2.5% 12.5% 5.0% 20.0% 7.5%
Technology Opportunities/Investments Strength
Communications equipment Access to multijurisdictional data Real time, mobile environment Report Writing New technology advancements 25.0% 25.0% 15.0% 7.5% 7.5%
Weakness 37.5% 37.5% 40.0% 57.5% 42.5%
Opportunity 20.0% 22.5% 20.0% 10.0% 32.5%
Threat 10.0% 7.5% 7.5% 10.0% 10.0%
Don't Know 12.5% 12.5% 22.5% 15.0% 10.0%
LEADERSHIP
Clarity on vision, mission, and goals Accountability Adaptability to change Communication streams - supervisors to manager (Capt. & Chief) Communication streams - peer to peer Communication streams - subordinate
Strength 40.0% 22.5% 25.0% 35.0% 40.0% 20.0%
Weakness 22.5% 62.5% 37.5% 40.0% 42.5% 47.5%
Opportunity 2.5% 12.5% 30.0% 10.0% 15.0% 22.5%
Threat 2.5% 5.0% 10.9% 5.0% 5.0% 5.0%
Don't Know 5.0% 5.0% 2.5% 10.0% 2.5% 5.0%
to supervisor ( up chain of command) Information dissemination Coordination between units Employee empowerment Organizational reputation Individual performance expectations Resource allocation (staffing by unit/shift)
25.0% 10.0% 25.0% 62.5% 30.0% 15.0%
47.5% 45.0% 22.5% 50.0% 17.5% 60.0%
25.0% 37.5% 42.5% 12.5% 45.0% 17.5%
0.0% 2.5% 2.5% 5.0% 2.5% 5.0%
2.5% 5.0% 7.5% 2.5% 5.0% 7.5%
Staff
Commitment to Community Professionalism Pride in organization Teamwork Generational differences Educated employees Employee ethics Investment in employees Promotional opportunities Staff compensation Succession planning Training opportunities for employees Work environment
Strength 67.5% 80.0% 57.5% 40.0% 20.0% 50.0% 65.0% 50.0% 27.5% 35.0% 17.5% 47.5% 45.0%
Weakness 10.0% 10.0% 22.5% 30.0% 37.5% 10.0% 10.0% 17.5% 35.0% 17.5% 30.0% 20.0% 20.0%
Opportunity 20.0% 7.5% 20.0% 32.5% 22.5% 35.0% 17.5% 22.5% 25.0% 27.5% 32.5% 30.0% 30.0%
Threat 0.0% 0.0% 2.5% 2.5% 12.5% 2.5% 2.5% 5.0% 7.5% 2.5% 5.0% 7.5% 5.0%
Don't Know 5.0% 2.5% 2.5% 0.0% 10.0% 5.0% 5.0% 7.5% 10.0% 17.5% 15.0% 0.0% 5.0%
Law Enforcement Code of Ethics
As a law enforcement officer my fundamental duty is to serve mankind; to safeguard lives and property; to protect the innocent against deception, the weak against oppression and intimidation, and the peaceful against violence and disorder; to respect the constitutional rights of all men to liberty, equality and justice.
I will keep my private life unsullied as an example to all; maintain courageous calm in the face of danger, scorn or ridicule; develop selfrestraint; and be constantly mindful of the welfare of others. I will be exemplary in obeying the laws of the land and the regulations of my department. Whatever I see or hear of a confidential nature, or that is confided in me in my official capacity, will be kept secret unless revelation is necessary in the performance of my duty.
I will never act officiously or permit personal feelings, prejudices, animosities or friendships to influence my decisions. With no compromise from crime and with relentless prosecution of criminals, I will enforce the law courteously and appropriately without fear or favor, malice or ill-will, never employing unnecessary force or violence and never accepting gratuities. I recognize the badge of my office as a symbol of public faith, and I accept it as a public trust to be held so long as I am true to the ethics of the police service. I will constantly strive to achieve these objectives and ideals, dedicating myself before God to my chosen profession…Law Enforcement.
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OATH OF OFFICE FOR PUBLIC OFFICERS AND EMPLOYEES (State Constitution, Article XX, Sec. 3 as amended)
STATE OF CALIFORNIA SS. ) ) )
County of Santa Clara
I, _________________________do solemnly swear (or affirm) that I will support and defend the Constitution of the United Sates and the Constitution of the State of California against all enemies, foreign and domestic; that I will bear true faith and allegiance to the Constitution of the United States and the Constitution of the State of California; that I take this obligation freely, without any mental reservation or purpose of evasion; and that I will well and faithfully discharge the duties upon which I am about to enter as:
POLICE OFFICER
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Strategic Planning Steering Committee
Chief Denise Turner Captain Scot Smithee Captain Kurt Svardal Captain Debbie Moore Sergeant John Sheedy Sergeant Daniel Castaneda Sergeant Joseph Deras Sergeant Wes Stanford Sergeant Robert Locke-Paddon Sergeant Greg Flippo Sergeant Jim Gillio Sergeant Kurt Ashley Sergeant Noel Provost Administrative Assistant Jennifer Silveira Communications Supervisor Steve Ynzunza Records Supervisor David Boles ASFME Representative Senior Public Safety Communicator Jim Stephens
A special thank you to all the participants for their wisdom, insight and hard work preparing this strategic plan!
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