Introduction
As a leader in the Braidwood Police Department, I invite you to look at this strategic plan and read what I believe we should stand for as a progressive department. As a department, we should constantly look for new ways to keep the public informed as to the services we offer to the community. What better way is there to do this than have our roadmap published for everyone to read?
As you can tell from this plan, the men and women of the Braidwood Police Department should dedicate themselves to the advancement of community policing and the development of a partnership with our community to serve its needs in a professional, efficient and effective manner. We should strive to develop a comprehensive strategy to resolve public safety issues and enhance the quality of life within our city. As any police department should do, we should commit ourselves to serve all people within our jurisdiction with respect, fairness, and compassion. Further, we should dedicate ourselves to the prevention of crime and the protection of life and property; the preservation of peace, order and safety; the enforcement of laws and ordinances; and the safeguarding of our Constitutional rights. We must also be committed to building community partnerships, investigating crimes, increasing security in our neighborhoods and assisting our entire citizens to feel safe.
To build and maintain public trust, we need to be dedicated to holding ourselves to the highest standards of performance and ethical behavior. We can attain this by providing our officers with the best technical and humanistic training that our City can afford. In addition, I will be dedicated to working with our Departmental members to increase leadership opportunities and a satisfying and quality work environment.
As you can see, I am proud to be a member of the wonderful Braidwood Community and a member of a department that is dedicated to keep it that way. Please feel free to ask me any questions you may have as a result of this plan and thank you for reading this document.
A Vision for Braidwood
The Braidwood Police Department is on the edge of an important transitional period. With the anticipated growth over the next decade a shift must be made from the small town mindset to a new vision; a vision of a small suburban city.
The community’s development will demand the growth of the department to unprecedented levels, which will likewise raise every facet of department business from staffing to costs. Department managers must be prepared to make strategic decisions based on sound management principles as well as objective factual information. Most importantly, the department’s chief executive must develop a vision and present a plan to turn that vision into reality.
Braidwood will soon be one of the fastest growing communities in Will County. Each year Braidwood has endeavored to improve consistently the quality of services provided to its citizens. With planning, community involvement, and the leadership of the City, it is the goal of this Strategic Plan to link the Braidwood Police Department (BPD) and the wider community through the development and implementation of new and innovative approaches and techniques to serve its residents and proprietors. As a part of that process, the Braidwood Police Department is dedicated to make certain the safety and security of all persons and property within its jurisdiction in the most professional and valuable manner possible.
Thus, this document provides a focal point for a planning process where choices are made about where the organization needs to apply its resources (fiscal and human) to have the greatest impact. Although this document is designed as a guide, it is a dynamic guide. The goal is not to design a roadmap that cannot be redrawn. It is designed as a guide for the strengthening of successful programs and building programs that can further the progressiveness of the City and assist in fulfilling its mission.
Why Strategic Planning?
Strategic planning in the U.S. is fairly new to governmental agencies and relatively new to business and industry (40 years or so). Strategic Planning can be generally defined as a set of actions that leads to the definition of an organization’ s mission, the formulation of its goals, and the development of specific strategies that will be implemented to achieve those goals.
There are four basic characteristics found in the strategic planning process:
1. The process deals with the allocation of large amounts of resources and labor.
2. The process involves discussions by managers and employees at all levels of the organization.
3. The process focuses on both short-range and long-range goals and objectives.
4. The process deals with the organization’s interaction with its environment and the uncontrollable external factors that affect its operations on a daily basis.
Strategic planning helps to define, refine, and fully articulate an organization’s vision. A good strategic plan will reflect the personal values, dedication and inspiration of both management and the employees. It will serve to instill pride and focus on the work, inspire changes and modifications in the manner in which the work is carried out and help to motivate all those involved in the process.
A strategic plan should never be a set of commandments etched in stone, ordering detailed long-term actions. Rather, a good plan guides both managers and employees. It does not impede them. A good plan offers a “road map” of options, based on a thorough analysis of the organizations strengths and weaknesses. A sound strategic plan will enhance a police department’s credibility and discipline. Ultimately, strategic planning is a process of looking both inside and outside the organization to see if the game plan fully maximizes opportunities and avoids pitfalls.
About the Community
Braidwood was the center of the coal mining industry in the late 1860's into the 1900's. Prior to the discovery of coal in 1864, the area now known as Braidwood was the sight of a few marginal farms. The coal discovery first attracted individuals, then the well-financed companies - the Wilmington and Vermilion Coal Company, and the Eureka Mining Company - which developed the community initially. The names of these companies and their leaders are now carried on the streets and the plat books of the initial subdivisions. The community's namesake, James Braidwood, was an expert in coal mining, and was involved in the sinking and developing of the first mines. A native of Scotland, he was joined by miners from many countries: Canada, England, Ireland, Scotland, Wales, Belgium, France, Italy, Germany, Austria, Poland and Bohemia. Braidwood became known as a "melting pot" of nationalities.
The State legislature passed a law in 1872 that enabled small communities with a population of at least 2,000 persons to become "Cities". The incorporation of Braidwood occurred in 1873. The first Mayor and Aldermen were elected in the same year, led by L. H. Goodrich as Mayor, and Aldermen E. W. Felton, David Paden, William Jack, B. F. Sweet, John Cox, and B. W. Reese.
Mining was the primary industry until the 1950s, by which time the demand for coal had declined. Newer, larger mines elsewhere responded to the demand, and Braidwood residents found employment with these mines or in the service sector of the economy.
Coal was first discovered in this area in 1864. Strip mining began in the early 1900's and lasted until 1970. The strip-mined areas became recreational areas, such as the Braidwood Recreation Club, Shadow Lakes, North Wilmington Club, Braidwood Station Cooling Lake, and other nearby areas. In 1976, construction on the Braidwood Nuclear Power Generating Station began and by 1988, Braidwood had made the complete transition from producing coal power to nuclear power. * Adapted from City of Braidwood webpage www.Braidwood.us.
BRAIDWOOD DEMOGRAPHICS
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Altitude: |
575 feet above sea level |
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Area: |
4.80 square miles(City) / 12.3 square kilometers |
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Population: (2006) |
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City Limits: |
6,601 |
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County: |
668,217 |
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State: |
12,831,970 |
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Government: |
Braidwood is governed by a mayor and four commissioners. |
Vision Statement
The Braidwood Police Department exists to provide exemplary pro-active police services to the City of Braidwood. We will strive to maintain a safe environment for our community and its visitors by promoting the following core values:
Mission Statement
The Braidwood Police Department recognizes that a pro-active approach to crime prevention and crime reduction is our highest priority. Thus, the mission of the Braidwood Police Department is to enhance the quality of life in the City through community partnerships while working within the framework of state and local laws to preserve peace, reduce fear and provide for an overall safe environment. The department shall strive to protect the rights and dignity of all persons with courtesy and compassion.
Values
The members of the Braidwood Police Department are committed to a set of values that guide the work of the organization. These values will help contribute to the improved quality of life for all we serve. We will be a community based, performance driven, results oriented organization, focused on finding the answer, solving the problem, and achieving positive outcomes.
We value:
Goal #1
Partner with the community to enhance the quality of life for all Braidwood citizens.
Objective#1
Establish and enhance citizen satisfaction through communication with community.
Action Plan Target Date Responsibility
1. Conduct “State of the City” meetings. Chief of BPD
2. Meet with various community groups. Ongoing Chief of BPD
3. Actively participate in City Council meetings. Ongoing Chief of BPD
Date Completed:
Objective #2
Establish and enhance commitment between community and BPD.
Action Plan Target Date Responsibility
1. Expand programs like the Bicycle patrol. Supervisors
2. Develop Citizens Patrol/Neighborhood Watch Supervisors
programs.
3. Conduct Community Policing Training for entire Chief of BPD
sworn staff.
4. Establish relationship with various faith based Chief of BPD
groups and churches. Develop department
Chaplain program.
Date Completed:
Objective # 3
Develop a Community/Problem Oriented Police model for program evaluation.
Action Plan Target Date Responsibility
1. Develop a new performance evaluation Supervisors
system using the COP/POP model.
2. Identify program outcome measures for tracking. Chief of BPD
Date Completed:
Objective #4
Establish an external communication plan.
Action Plan Target Date Responsibility
1. Enhance liaison’s role with media. Chief of BPD
2. Develop promotional programs to showcase Chief of BPD
BPD’s community involvement.
3. Have various media outlets for positive news. Chief of BPD
4. Have a media notification plan. Chief of BPD
Date Completed:
Objective #5
Have sworn/non-sworn members of BPD interact with Braidwood youth in community settings.
Action Plan Target Date Responsibility
1. Have officers participate in children’s activities Ongoing Supervisors
such as Easter egg hunt, Summerfest, and
Christmas activities.
2. Have officers interact with children in their Ongoing Supervisors
neighborhoods.
3. Bicycle Rodeo presented by Bike Patrol/SRO. Chief of BPD
4. Encourage officers to coach youth sporting events Chief of BPD
such as a police department sponsored team for
children.
5. Establish police/youth mentoring programs. Chief of BPD
(Youth Police Academy)
6. Reinstate School Resource Officer position. Chief of BPD
7. Enhance partnerships with organizations such as Supervisors
the Boys Scouts & Girl Scouts.
8. Work with Reed-Custer students in a Ongoing Supervisors
non-enforcement manner, visiting schools.
Date Completed:
Goal #2
Establish and enhance an internal working environment that promotes teamwork and communication.
Objective #1
Review the organizational design and department structure.
Action Plan Target Date Responsibility
1. Review department mission, vision, and values. Supervisors
2. Review the department strategic plan. Supervisors
3. Set up strategic plan training meetings. Chief of BPD
4. Revisit the department’s mission, vision, and Annual Chief of BPD
values annually.
5. Conduct departmental performance review. Annual Chief of BPD
6. Develop and build a department structure that Ongoing Chief of BPD
promotes mission, vision and values.
Date Completed:
Objective #2
Promote feedback from entire department.
Action Plan Target Date Responsibility
1. Conduct an assessment of the department by Chief of BPD
interviewing officers, command staff, and
administrative staff.
2. Conduct bi-annual meetings with the Chief. Ongoing Chief of BPD
3. Continue to involve rank and file in the strategic Ongoing Chief of BPD
planning process.
4. Conduct monthly meetings with supervisors. Monthly Chief of BPD
Date Completed:
Objective #3
Develop and enhance a COP/POP focused performance evaluation system.
Action Plan Target Date Responsibility
1. Develop an evaluation system for each rank. Chief of BPD
2. Develop job descriptions consistent with job Chief of BPD
evaluations.
3. Provide training to each supervisor. Chief of BPD
Date Completed:
Objective #4
Promote officer development and increase retention.
Action Plan Target Date Responsibility
1. Establish criteria for hiring and promotion. Chief of BPD
2. Create a career development plan for all officers Supervisors
and non-sworn employees.
3. Establish and enhance employee recognition Supervisors
program.
4. Promote working relationship with local colleges Chief of BPD
such as JJC, KCC and ONU.
Date Completed:
Goal # 3
Maintain the highest level of quality of service and professionalism.
Objective #1
Establish ongoing standardized professional development and advancement.
Action Plan Target Date Responsibility
1. Review current organizational chart. Chief of BPD
2. Establish organizational line of authority that best Chief of BPD
fits current law enforcement and BPD mission.
3. Review and evaluate personnel policies, structure, Chief of BPD
and job descriptions.
4. Standardize evaluation and selection process for Chief of BPD
specialized units.
5. Hire and train adequate staff based on available Ongoing Chief of BPD
resources.
6. Increase diversity of the department. Ongoing Chief of BPD
Date Completed:
Objective #2
Develop and enhance ongoing technical and experiential proficiency of all officers.
Action Plan Target Date Responsibility
1. Increase computer and technological training. Ongoing Chief of BPD
2. Create reoccurring schedule for diversity, ethics, Ongoing Chief of BPD
and other sensitivity training.
3. Create reoccurring schedule for use of force Ongoing Chief of BPD
training.
4. Create reoccurring schedule for policy and Ongoing Chief of BPD
procedure training.
Date Completed
Goal #4
Develop a Pro-Active approach to ensure crime reduction and crime prevention based on objective data and statistics.
Objective #1
Ensure department has adequate resources and personnel for compiling necessary data.
Action Plan Target Date Responsibility
1. Increase dispatch training on proper classification. Ongoing Dispatch Sup.
2. Create staff position for crime analysis. Chief of BPD
3. Develop department structure conducive to Chief of BPD
unobstructed communication between all
department divisions.
Date Completed:
Objective #2
Develop and enhance crime reduction/crime prevention training for employees at all levels.
Action Plan Target Date Responsibility
1. Develop reocurring training for department Monthly Chief of BPD
supervisors on crime analysis, crime prevention,
and problem solving.
2. Create criteria and standards for data collection Chief of BPD
and train assigned crime analyst accordingly.
3. Create daily brief sheets training patrol on Daily Supervisors
crime prevention/reduction.
4. Develop reoccurring training for department Annual Supervisors
patrol/investigation personnel on community
policing and problem solving.
Date Completed:
Objective #3
Develop a patrol/investigative strategy conducive with department mission, vision and values.
Action Plan Target Date Responsibility
1. Investigate the effectiveness of patrol zones. Chief of BPD
2. Identify residences of offenders, parolees, Daily Supervisors
probationers and arrestees, conduct directed patrol.
3. Identify residences of repeat victims, conduct Daily Supervisors
directed patrol.
4. Identify location of repeat offenses, conduct Daily Supervisors
directed patrol.
5. Develop performance standards for self-initiated Supervisors
activity. (Traffic, field interviews, community care)
6. Conduct monthly accountability meetings with Monthly Chief of BPD
supervisors concerning crime statistics.
7. Supervisors meet daily prior to shift briefings to Daily Supervisors
discuss daily incidents and crime reduction
strategies.
8. Daily shift briefings used for training and Daily Supervisors
discussion on crime reduction strategies attended
by patrol and investigations.
Date Completed:
Department Organizational Structure
The current make-up of the Braidwood Police Department follows. This structure follows the “Traditional Professional Policing” model as defined by former Chicago Police Department Superintendent, O.W. Wilson. This long tested formula, established in the 1950’s, has many strengths that are still valuable today such as chain of command and respect for department policies. Studies in community policing and problem oriented policing have revealed, however, that the traditional model is not the most effective method for crime prevention and crime reduction. The problem with traditional policing is that it is completely reactive in nature. The one-year, two-year, four year and five year suggested organizational structures that follow are based on the community oriented and problem oriented policing models which provide for a more pro-active approach to policing. These models have a proven history over the last decade to have a dramatic effect in reducing crime.
Braidwood Police Department
Organizational Chart
12 sworn personnel / 2 non-sworn personnel
Current
Braidwood Police Department
Organizational Chart (2009)
13 sworn personnel / 2 non-sworn personnel
One-year plan
Braidwood Police Department
Organizational Chart (2010)
14 sworn personnel / 2 non-sworn personnel
Two-year plan
Braidwood Police Department
Organizational Chart (2012)
15 sworn personnel / 2 non-sworn personnel
Four-year plan
Braidwood Police Department
Organizational Chart (2013)
16 sworn personnel / 3 non-sworn personnel
Five-year plan
Accountability
The Mayor and the City Council are ultimately held responsible for the actions of each department under their span of control. For this reason, it behooves the city leaders to hire the most talented and qualified personnel available. These department chiefs are then held to account for the control of their own individual departments and all that encompasses. In order to provide the most efficient and productive departments, these chiefs must promote, develop and train the most skilled of employees assigning various responsibilities all of which require a high degree of reliability. The setting of standards and the holding of personnel to account is key to the successful growth and management of any department. Department heads as well as middle managers are responsible for numerous daily operational tasks. Of the most important are: cost control, supervision and productivity.
Cost Control
Payroll/Overtime Wages
In the public sector there is no larger expense than payroll/wages. The employee is the greatest yet most expensive asset of any department generally consuming more than half the total budget. A large part of the controllable is overtime wages. The department head must take measures that will involve middle managers in the establishment of overtime controls.
By having the line supervisors prepare payroll records for their own shift, they can monitor and thus assist in control of overtime payout. A side benefit to this process is the development of the line supervisor, preparing the middle manager for greater responsibility and developing the future department heads.
Other measures can be attempted in order to reduce overtime such as strict control over training hours and the requiring of officers to trade shifts as opposed to simply using sick, compensation or personal time. Benefits to the city include reduced payroll expense while the officers benefit by not depleting their sick, compensation or personal time, allowing the officers to build banks in case of emergency circumstances. The key to success is the involvement of the middle managers.
Inventory Control
Various areas within the department have loose inventory controls that the department chief can rely upon line supervisors to manage. These line items include vehicle maintenance supplies, evidence supplies, armory supplies, paper goods and office supplies. In each of the above identified areas, a minimum inventory level should be identified and maintained. An inventory list can be established which should be periodically monitored. The supply supervisor is aware of the monthly budget and can control as applicable. As stated above the key to controlling costs is the inclusion of all managers. By making individual supervisors responsible and accountable for certain budgetary items, the plan for successful control is set. Line supervisors are also active in the budgetary process allowing for the development of future leaders.
Supervision
Accountability is a prime responsibility of the supervisor to the department, but for an employee, the supervisor fulfills a supportive role. The shift supervisor is responsible for providing the tools and environment allowing the employee to succeed at his or her job. This includes periodic rewarding, retraining, and if necessary, reprimanding. An important tool in developing the average employee, which must be put into practice, as the Braidwood Police Department continues to grow, is the performance review/career planner.
The performance review must be based on clear performance standards and continued coaching by the department supervisors. The process could be as follows:
This process develops not only the line supervisors but assists in identifying department strengths, weaknesses and needs. Further, it assists in developing the future supervisors from the patrol ranks.
Management staff meetings must be held periodically in order to ensure that each supervisor is supporting the mission as well as each other in the accomplishment of department goals. Productivity, performance, cost controls and criminal case studies should be discussed and proactive programs should be established in moving the department forward and in reducing criminal activity within the community. These programs and policies should then be pushed downward through the chain of command establishing a system of accountability from officer to supervisor.
Productivity
The Braidwood Police department has numerous professionals in employment but just like any profession, talented employees without purpose accomplish little. Just as professional athletes require a game plan, just as the military requires operational orders and just as educators need lesson plans, law enforcement professionals should have an established strategy for combating crime and serving the community. A well defined mission will assist in the decision making process by supervisors and ultimately the productivity of the entire department.
Serving the community should be the main priority of the modern law enforcement officer whether it is providing safe roadways through traffic enforcement, safe communities through criminal investigations and arrests or secure environments through various non-criminal activities. The Braidwood Police Officer should be prepared to provide whatever service necessary to ensure a continued safe and pleasant community.
Department performance standards as discussed above can go a long way in improving productivity. Standards in self-initiated performance such as field interviews, arrests, traffic stops, business and home security checks and local ordinance enforcement will increase law enforcement visibility as well as repress criminal activity. These standards should be established and discussed at staff meetings so that all supervisors are aware and can hold their officers accountable.
Patrol strategies should be examined. One strategy is the dividing of the community into separate patrol zones, assigning an officer to patrol each zone. This should reduce response times to calls for service and provide for more balanced patrol coverage. The officer is then held accountable for his or her assigned zone. Many different patrol strategies can be established. Without a plan for success, the department should prepare to fail.
Statistics should be monitored and patrol should be directed based on high crime periods. These statistics should be discussed at staff meetings where the supervisors can develop strategies to reduce criminal activity. Planning for increased productivity begins at management staff meetings.
Other Variables
Community Involvement/Support
Many other topics can be discussed in the development of a police strategy or mission. One area that is essential is community involvement and support. The Chief of the police department can prove most effective in building support from community groups whereas the average patrol officer can prove most effective in building support from the average citizen. The patrol officer as encouraged by his or her supervisor should seek any opportunity to present a positive image of the department. Public speaking, classroom instruction, department tours, citizen police academies and neighborhood watch programs are various ways in which the department can bridge gaps between reality and public perception.
The Chief of Police is responsible for developing relationships with community organizations. This can be accomplished by visiting and speaking at various meetings, such as;
· VFW
· Knights of Columbus
· American Legion
· Masonic Lodge
· Various churches
· School Board
· City Council Meetings
· Senior Citizen’s Club
· Lion’s Club
· Boy Scout/Girl Scout meetings
· Town-hall meetings, “Report to the People”
Public support and community involvement is essential to the successful police department and can go a long way in diverting negative attitudes away from the department, the city and its elected officials.
Volunteer Community Service Officer (VCSO) Program
Many law enforcement agencies have begun to employ Community Service Officers in order to fulfill the non-emergency roles that are required of today’s patrol officers. Larger departments pay these CSO’s at a rate considerably lower than the sworn officer in an effort to reduce costs. A Community Service Officer (CSO) is a non-sworn civilian employee who is highly skilled in several areas that typical police officers may not be. CSO’s provide many other services that include:
· Animal Control Officer
· Staffing the Police Desk
· Handling vehicle lockouts
· Writing parking tickets
· Completing private property accident reports
· Assisting officers by directing traffic at accident scenes
· Inspecting/installing child car safety seats
· Taking reports of minor thefts of bicycles, license plates, and driver's licenses
Other public institutions, such as hospitals, employ a large contingency of volunteers in order to maintain a high level of service without increasing the cost to the organization. There are many skilled retired and non-retired personnel anxious to continue serving their communities if provided the right opportunity.
The Braidwood Police Department should capitalize upon the availability of these skilled personnel by developing a Volunteer Community Service Officer (VCSO) Program. This will reduce the need for additional sworn officers while advancing the amount of service that could be provided to the public. Furthermore, the department could seek a volunteer vehicle maintenance CSO in order to provide routine maintenance for department/city vehicles reducing the cost of outsourcing such services. A sample job description could read as follows:
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Community Service Officer |
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Education and Experience |
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Minimum Requirements: |
Desirable Qualifications:
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License |
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Possession of a valid Illinois driver's license is required. |
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Typical Duties |
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Under immediate supervision: |
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Knowledge, Skills, and Abilities |
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Considerable ability to: |
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Other Requirements |
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Use of Offenders Assigned Community Service Hours
Every month the City of Braidwood hosts Will County Court for local offenders. Many of these offenders are assigned to provide the community with a directed amount of labor hours (Community Service Hours) as retribution for their criminal offense.
The City of Braidwood, through the police department, should use these personnel in order to maintain the cleanliness and high standards expected by our community. Services these individuals could provide include the cleaning of graffiti, sidewalk and street cleaning, garbage pick-up, curb painting, etc. The City should begin to take advantage of the hundreds of community service hours assigned each year in order to accomplish many of the tasks currently undertaken by paid city employees.