STRATEGIC ACTION PLAN - PDF by abstraks

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									                                 FIRST IN TRAFFIC SAFETY




STRATEGIC ACTION PLAN
  A ROADMAP   FOR   FULFILLING STRATEGIC INITIATIVES

         January 1, 2009 – December 31, 2009




                        Troop 2C, Lamar

                        Captain Jeff Goodwin
                        Troop/Section Commander

                        Direct: 719-336-7403
                        Mobile: 719-688-4704
                                                -DIRECTIONS-

INTRODUCTION

The two factors most central to fulfilling organizational strategy are alignment and execution. Alignment means that
operations and resources are directed toward the achievement of strategic goals and objectives. Achieving alignment
often requires that supervisors’ promote understanding of, sooth opposition to, and rouse support for the Patrol’s
strategic plan and its progeny, the Strategic Action Plan. Execution means maintaining a bias for action and being
results-driven. Members must not only know what the goal is, they must have a clear sense of how their individual
and combined performance can influence goal attainment. While productivity is important, the ability to get results is
what matters most. When preparing this Strategic Action Plan, note that the Patrol’s six strategic goals convey this
organization’s strategic direction. Outcome measures clarify how each goal will be attained. The former serves as
our compass, the latter our roadmap.

The Strategic Action Plan is a summation document, so include only the “nuts and bolts” in the plan and avoid the
superfluous. The action plan should reflect the combined contributions of everyone within the troop: civilian and
sworn, commissioned and non-commissioned. The basic format of this template should not be modified.

SECTION I. MANAGEMENT PHILOSOPHY

In this section, please describe your preferred management style, otherwise known as your management philosophy.
Your management philosophy is a reflection of how you typically choose to manage people and events. For
example, are you a top-down decision maker or do you prefer a more collaborative approach. What is your preferred
style for motivating personnel, encouraging teamwork, resolving interpersonal conflict, enhancing performance
among subordinates, or encouraging open communication and honest feedback within the troop?

SECTION II. TRAFFIC SAFETY PROBLEM ANALYSIS

Based upon a thorough analysis and stakeholder input, please outline the troop’s most serious traffic safety
problem(s). What factors are causing the most injury and fatal crashes? What types of driving behavior net the most
citizen complaints in your patrol area? What about trooper perceptions? It is highly recommended that you include
both quantitative and qualitative data in support your analysis. We recognize there may be some variance between
the troop and any posts under your command, so differentiate accordingly when preparing the problem analysis. This
section should provide the Chief with a pointed assessment of the leading traffic safety problems in your area of
responsibility, and how your troop intends to mitigate them. Information from this section should be used when
formulating your action plan in Section III.

SECTION III. STRATEGIC ACTION PLAN

The purpose of the Strategic Action Plan is to formally outline what measures the troop intends to take to assist the
Patrol in meeting its strategic goals and objectives. How will the troop coordinate, align, and deploy its limited
resources? Please develop a concise action plan for each one of the strategic goals noted under Section III. Each
action plan should be accompanied by performance measures, and in some cases critical milestones, which the troop
will use to evaluate whether chosen tactics and strategies, or the action plan itself, are achieving desired results. A
brief explanation of various performance management terms is included below:

   •   Outcome measures are long-term or lagging measures. The fatality rate on a particular stretch of highway is
       an example of an outcome measure, as is achieving a two percent reduction in fatal/injury crashes. They are
       lagging measures because the outcomes (measures) will not be known until the year’s worth of fatality and
       injury crash data for the road segment have been collected along with the number of vehicle miles traveled.
       Only when these numbers have been obtained will the rate calculation be possible. The Patrol has already
       adopted outcome measures, which are reflected in the Strategic Plan, and noted under each of our six
       strategic goals.
       •   Performance measures are short-term or leading indicators. They are measures of the tactics being executed
           (the tactics being actions chosen to support a particular strategy). The number of targeted saturation patrols
           conducted or the number of PSA announcements within a given quarter are two examples. Other examples
           include the number of speeding or seatbelt citations issued, or the number of misdemeanor arrests made. An
           assortment of performance measures, with linkage to the troop’s operational strategies and tactics, must be
           included in the SAP. Under certain circumstances, an outcome measure could simultaneously function as a
           performance measure, and vice versa (auto theft recoveries is a prime example).

           Critical Milestones are specific tasks or steps that are to be accomplished, usually in a systematic or logical
           fashion, to ensure the timely progression and on-time completion of a project or initiative. Milestones should
           almost always be accompanied by a target or completion date (i.e., interim deadlines).

SECTION IV. ANCILLARY STRATEGY (OPTIONAL)

An ancillary strategy may be developed in conjunction with your Strategic Action Plan. Its intent is to expand the
reach, or help guarantee the success of, your action plan(s). Examples might include a local media blitz, driver
awareness or educational campaign, conducting specialized training for uniformed members, acquiring specialized
equipment, developing new enforcement tactics, or fostering partnerships with local hospitals, governmental entities
or local civic groups such as M.A.D.D or Alcoholics Anonymous. An ancillary strategy should help better
communicate your plan to internal and external stakeholders, increase citizen and employee involvement, and better
your chances of achieving results.

SECTION V. PROCESS IMPROVEMENT / PROCESS INNOVATION

There are literally hundreds of business processes undertaken every day within a troop office. Examples include
entering crash data into CARS, completing DUI paperwork, conducting workbook audits, ordering supplies, paying
invoices using COFRS, conducting VIN inspections or sobriety checkpoints, or completing weeklies. Many internal
business processes result in too much trooper administrative time, a duplication of effort, require too many levels of
approval, or consume an inordinate amount of resources to perform. The primary aim of evaluating internal business
processes, then, is to increase the troop’s operational efficiency by enhancing, or replacing, certain internal business
processes. In any process, the best path is often the one that is simple and direct. Please identify one internal business
process that your troop will evaluate to determine its level of efficiency and effectiveness, with the aim of improving
operational efficiency within the troop. Document the process improvement/innovation using the following three-
part framework:

I.         Problem Statement: Describe what needs changing and why.
II.        Goals and Objectives: What are the goals and objectives of the process improvement / innovation?
III.       Evaluation Criteria: Identify critical milestones and/or performance measures.

SECTION VI. COMMAND ENDORSEMENT

The Troop Commander must sign and submit this Strategic Action Plan to the District Commander for approval.
Once approved, a copy of the plan must be forwarded electronically to the Operational Development Section (attn:
Tech. Dana Reynolds). Electronic signatures are not required. The plan must be received in ODS no later than the
close of business on Monday, January 16, 2006.
 SECTION I. MANAGEMENT PHILOSOPHY
My management style varies depending upon the situation or set of circumstances surrounding the matter at
hand. I truly believe in listening with an open mind and soliciting for input from my subordinates when
necessary. On the other hand, I am very comfortable with making difficult decisions when called upon to do so.
I will be accountable for the actions of the men and women of Troop 2C and will actively encourage the
development of their careers while they continue to work towards meeting the goals of our agency.

 SECTION II. TRAFFIC SAFETY PROBLEM ANALYSIS

GEOGRAPHY OVERVIEW

Roadways in Troop 2C are mostly two-lane highways, some improved concrete, but others are in great need of
upgrades. This Troop covers just over 900 miles of State Highways and approximately 17,000 miles of paved,
gravel, and unimproved county roads (taken from C-Dot 2003 County Road Statistic). The majority of our
population centers on several rural communities along the main highway corridors of Colorado 287 and
Colorado 50. The outlying areas are predominately agricultural based with sparse population.

STAFFING OVERVIEW

The Troop office is located in Lamar and staffed by (1) Captain, (1) Civilian Staff Support, (1) Sergeant, (1)
Corporal, and currently (10) Troopers. These troopers cover Baca, Cheyenne, Kiowa, and Prowers Counties. I
have (5) Troopers assigned to the following stations: Baca, Bent, Cheyenne, and Kiowa Counties. The La Junta
post is staffed with (1) Sergeant, (1) Corporal, and currently (7) Troopers. The La Junta Post covers the
following counties: Bent, Crowley, and Otero Counties. We also take calls for service in Las Animas to assist
Troop 2D.

TRAFFIC PATTERNS

The traffic patterns in our area range from a high volume of commercial vehicles (estimated 2,000 commercial
vehicles a day through the Lamar Port-of-Entry) to local commuter traffic traveling 60 minutes or less to work
during the weekdays. Weekend traffic can vary from travelers moving through the area to local traffic moving
to and from our “hub” cities. We experience increased volumes of traffic during holiday seasons as motorists
travel through our area. During the summer months, weekend recreational traffic increases greatly due to the
amount of lakes and other public recreational areas in Troop 2C.

ACCIDENT DATA OVERVIEW

       Troop 2C experienced a 21% decrease in fatal and injury accidents in 2008. Unfortunately drunk drivers
       accounted for 18% of our fatal accident picture. Patrolling strategies allowed us to increase the number
       of DUI/DUID arrests in 2008 by 15%, which indicates our desire to eliminate this problem from our
       crash picture. The troop proactive DUI arrest rate held steady at 87%.

       The top Accident Casual Factors for 2008 were: Animal Caused (A01) – 25.3%, Inattentive to Driving
       (M12) – 15%, Exceeded Safe Speed (M02) – 12.1%, and Lane Violations (M07) – 11.9%.

       The four “most dangerous” highway sections in Troop 2C are Colorado 50 (Otero and Prowers
       Counties), and Colorado 287 (Prowers and Baca Counties.)
 SECTION III. STRATEGIC ACTION PLAN

Strategic Goal: Improve Traffic Safety

Strategic Action Plan:

During this performance cycle, we will continue to focus the efforts of our troopers toward reducing injury and
fatal crashes on all state highways in Troop 2C. In 2008 the overall DUI arrest numbers were higher than 2007
for the troop, the proactive DUI arrest rate was eighty-seven percent. The majority of our fatal crashes involved
multiple victims last year, which is somewhat unusual. This may indicate the need to continue our educational
efforts with passengers in automobiles about the importance of buckling their seatbelts in order to increase their
chances of survival in rollover accidents. Our troop will focus on these two areas – DUI drivers and seatbelt
education for drivers and passengers.

Success for our Troop in 2009 will continue to revolve around the collective vision of our troopers and a clear
understanding of the goals set by them during the Strategic Action Planning meeting that was held in December
of last year. It will be the supervisor’s responsibility to recognize their individual team’s efforts, which will
ensure an on-going building process toward troop established goals. Our individual trooper focus will be on
more productivity.

We have identified Highway 50 in both Otero and Prowers Counties along with Highway 287 in Prowers and
Baca Counties as the most dangerous roads of the troop. These highways combined for a total of 194 accidents
and consumed the majority of our troops investigative time. To counter this trend we will do the following:

   •   Lower tolerance enforcement efforts with emphasis on HVPT violations.
   •   We will continue to use some saturation patrols/team operations as needed to provide high trooper
       visibility in conjunction with our low tolerance enforcement.
   •   Supervisors will monitor schedules and resources to ensure that our roadways will be patrolled in a
       manner that will allow for the greatest possible reduction of motor vehicle crashes.
   •   We will continue the use of a pin-mapping system in order to get a good visual picture of where the
       problem areas exist within the troop boundaries.

Evaluation Criteria:

a) Performance Measures
    • Supervisors will develop and participate in training/education programs within their respective teams in
        order to enhance the skills of each trooper. DUI enforcement updates, criminal interdiction updates, and
        immigration enforcement training will provide the tools necessary for improved performance in these
        areas. K-9 Units will be asked to assist with some requests for large-scale task force operations. MDC
        training is critical and we will continue to utilize our IT liaison to improve the overall efficiency of
        computer use within the patrol car.
    • We will strive toward a 6% increase in citations issued for HVPT violations.
    • Troopers will maintain strict enforcement for seat belt, and child restraint violations troop wide.
    • The troop will maintain an 86% pro-active DUI/DUID enforcement rate throughout the year.
    • Our Troop will increase educational efforts with the motoring public on the value of wearing a seatbelt
        or properly using a child safety seat while striving to increase the overall compliance rate to 85%.
b) Critical Milestones
    • We will evaluate our progress on a quarterly basis by collecting input from all members to evaluate the
        success of the troop toward the Strategic Action Plan and make adjustments when necessary.
    • Each member’s supervisor in order to identify any areas where an individual is performing above or
        below the team average and to identify how the individual members are aligning themselves with the
        troop action plan will conduct informal reviews.


Strategic Goal: Retain, Develop, and Recruit Quality Employees

Strategic Action Plan:

The future of the Colorado State Patrol will be determined by the commitment of current members to be active
participants in the recruitment process of potential new troopers and to mentor the newer employees that are
developing in their careers. This will include public appearances at job fair venues to enhance our relationship
with candidates for cadet trooper positions and taking time to answer questions or educate a rookie officer that
is in need of assistance before mistakes are made.

Information about changes that may affect everyone at the troop level will be disseminated through supervision
as it becomes available and it will be the individual trooper’s responsibility to check for updates that will be
provided electronically or by hard-copy. Supervisors will work with each trooper on their teams to ensure that
performance management plans are designed specifically for the individual while tying them to the overall
troop Strategic Action Plan.

Evaluation Criteria:

a) Performance Measures
    • MDC updates will continue to be performed in a timely manner in order to increase trooper productivity.
        Troop 2C will strive to reduce administrative time by 5% in 2009.
    • Supervision will develop new performance plans that challenge the individual members to increase their
        proactive time spent being visible on the roadways and designing methods to recognize those who are
        successful at the reduction of administrative time.
    • Troopers will be recognized by the Captain for their recruiting efforts and speaking engagements
        performed within the communities surrounding Troop 2C.
    • Information will be distributed and posted in the Troop Offices immediately for all members that do not
        have Lotus Notes capability.
    • Troops will be recognized for their high performance in the areas of DUI Enforcement, Seatbelt
        Enforcement, Citations Written, Arrests Made, and number of vehicles contacted. Trooper of the
        quarter will be recognized with a wall plaque displayed in the troop office.

b) Critical Milestones
    • Immediate recognition of individual, team, and troop successes.
    • Monthly and quarterly assessments to obtain performance information listed above.
    • Feedback and monitoring of progress for the troop will be discussed at each team meeting and training
        day.
Strategic Goal: Interdict Criminal Activity

Strategic Action Plan:

Troop 2C has a high volume of traffic on Colorado 287 and Colorado 50 from other states, which has the
potential to increase the percentage of illegal activity moving through the troop from other locations. We will
be concentrating our efforts on looking beyond the license plate and citations during traffic stops in order to
pick up on key indicators of illegal criminal activity. Troop 2C will also make plans to work with stakeholder
groups that include our Immigration Enforcement Unit, Sheriff Departments, CSP K-9 Units, Department of
Corrections, and Municipal Police Departments in order to decrease illegal activity related to the transportation
of drugs and human trafficking/smuggling.

Evaluation Criteria:

a) Performance Measures
    • Increase all criminal non-traffic felony filings by 10% over 2008 totals.
    • All members will receive interdiction-training updates during 2009.
    • Build partnerships with other LEA’s in our area to enhance information sharing.
    • Build partnerships with members of the CSP Immigration Enforcement Unit in order to better assist
        their team operations within the troop.

b) Critical Milestones
    • Evaluate felony filings performance objective of 10% during June 2009.
    • Send (1) Trooper to Desert Snow training during this calendar year.
    • Evaluate number of meetings attended with Southeast Colorado Law Enforcement Agencies in June
        2009.



 SECTION IV. ANCILLARY STRATEGY (OPTIONAL)

N/A

SECTION V. PROCESS IMPROVEMENT / PROCESS INNOVATION

Problem Statement:

In southeastern Colorado the movement of livestock is a way of life. Since Troop 2C is located geographically
in an area where heavy truck traffic and truck-trailer combinations are moving livestock continuously it makes
sense for us to become more vigilant on our inspections of local and regional ranchers/cattlemen. We will be
building on our educational approach from last year by increasing our enforcement efforts on drivers that are
stopped and can’t produce proper documentation for their cargo.

Goals and Objectives:

   •   Continue to provide training to each member of the troop utilizing livestock liaison expertise within 2C.
   •   Troopers will make traffic stops for sole purpose of doing livestock inspections and will take the
       necessary enforcement action when a violation is noted.
   •   Increase Livestock Inspections by 5% in 2009.
   •   Assist Brand Inspectors with the illegal movement of livestock within the troop boundaries.
Evaluation Criteria:

a) Performance Measures
    • Additional inspections will acquire critical information about the movement of livestock within Troop
        2C and this information will be shared with Brand Inspectors and other law enforcement agencies to
        assist in current or on-going investigations.

b) Critical Milestones
    • Evaluate training in 2C each quarter.
    • Evaluation of the data collected on a quarterly basis and appropriate information will be shared with
        other law enforcement agencies.
    • Year-end review to discuss the success of our inspection program and possible modifications for the
        next calendar year.


SECTION VI. COMMAND ENDORSEMENT




Strategic Action Plan Submitted By:                     Strategic Action Plan Approved By:




                                             1/13/09                                                01/13/2009
Troop/Section Commander Signature             Date      District/Branch Commander Signature           Date


Original:        District/Branch Commander

E-Copy:          ODS

								
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