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CASPER POLICE DEPARTMENT

2023 STRATEGIC PLAN

2017 RELEASE

2023

2017

DRAFT

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EXECUTIVE SUMMARY:

From the Chief of Police…

Casper Police Department 2023 serves as the Department’s strategic planning document to direct

and guide daily operations, enable prudent and informed planning, aid in decision making, properly

prioritize resource allocation, and inform the citizens of Casper. This is the first strategic planning

document the Department has produced. Law enforcement is at a critical juncture in the United

States, and this document both guides the Department and informs our partners and community on

what we do, why we do it, and how we do it. By strategically planning over the next five years, the

Department intends to realize its strategic objectives, ensure mission success, and properly prepare

for future challenges and opportunities, all while operating under the auspices and stewardship of a

municipal budget.

The challenges the Department faces today and in the next five years require that we seek

opportunities and solutions through our workforce, our infrastructure and facilities, our technology,

our enforcement expertise, our organizational excellence, and our critical partners. We anticipate

and expect to face a complex and increased set of challenges during these next five years. Chief among

these challenges are: the continual, far-reaching impacts of substance abuse, which is exacerbated by

the marijuana diversion from Colorado, and includes a national opioid addiction epidemic;

constrained state and municipal budgets; national events and actions that strain local community-

police relationships; a challenging recruitment and retention environment; increasing encounters

with individuals in mental health crisis; privacy and technology issues and costs; and cybercrimes of

fraud, theft, and exploitation. As our service and dedication to our citizens remains resolute, we must

plan and prioritize now to ensure our community receives the superior policing services it deserves

and requires. This document intends to provide the way forward to ensure we meet and accomplish

these ends.

To initiate this endeavor, the Department revisited and rewrote an ethical and principle-based vision

and mission, and the underlying core values, that will guide our actions, activities, operations,

planning, and decision-making in support of this 5-year strategic plan:

VISION: The Casper Police Department is a professional police organization of irrefutable noble

character, respected and trusted by the entirety of the community and its citizens to guard their

freedoms, safety, and security.

MISSION: The Casper Police Department, in dedicated service to the City of Casper, guards and protects

the life, property, and constitutional rights of all people in the community in order to facilitate and foster

a safe and secure community.

CORE VALUES:

INTEGRITY - We conduct ourselves with uncompromised honesty, honor, ethics, and nobility in all situations and relationships.

HUMAN DIGNITY - We acknowledge and recognize the value all people by carrying out our duties with dignity, respect, and deliberate regard to all.

JUSTICE - We serve our community in an unbiased and impartial manner, applying equal protection to all under the law, and fairly enforcing the rule of law we are sworn to uphold.

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PROFESSIONALISM - We are accountable to ourselves and the public for the quality of our service. We strive for exceptionalism in standards of proficiency and conduct in all aspects of our duties. We seek to continually improve ourselves, our Department, and our community relationships.

LEADERSHIP - Steadfast, resolute leadership is a hallmark of our Department. We entrust our members to lead ethically and responsibly within the organization and in the community we serve. We subscribe to servant-leadership – servant first to the needs of others.

These updated vision, mission, and core values statements will guide our actions on a daily basis, and

we expect both ourselves and our community to hold us accountable to these critical standards. We

know that to be most effective in our enforcement duties, we must have legitimacy in the

community… a legitimacy, which is derived from the trust, respect, and confidence of those we serve.

Additionally, through deliberate and careful strategic planning, we’ve outlined six key elements that

will define our strategic success: our people, our infrastructure, our technology solutions, our

enforcement practices, our organizational excellence, and our trusted partner relationships. To that

end, we’ve identified our six strategic objectives to be:

PEOPLE. The Force is resourced, trained, capable, and postured to execute all assigned duties and responsibilities.

INFRASTRUCTURE. Infrastructure and facilities support and enable the totality of current and future police and public safety communication operations and activities.

TECHNOLOGY. Technology solutions support and enable the totality of police and public safety communication operations and activities.

ENFORCEMENT. Enforcement mindset, practices, equipment, and capabilities ensure unbiased enforcement excellence and enable procedural justice distinction.

ORGANIZATIONAL EXCELLENCE. The Department’s internal organizational structure, behavior, and practices support and enable administrative and organizational efficiency, health, compliance, and trust.

PARTNERSHIPS. Solidified, trustworthy partner relationships with community and interagency law enforcement partners foster and enable the efficient and effective use of resources and capabilities, information sharing, trust, ownership, and legitimacy.

Through the accomplishment of our strategic objectives and mission, and by conducting ourselves in

alignment with our core values, we endeavor to continually build upon the trust, confidence, respect,

and viability we have with our Casper community to ensure life, property, and constitutional rights

are protected and our community is safe and secure. Every Department member, from our sworn

officers to our civilian support personnel, understands we are our community’s guardians and

protectors, entrusted with most important responsibilities our citizens and our democracy require.

We will carry out our duties accordingly…

Jim Wetzel Chief of Police

TABLE OF CONTENTS

Executive Summary / From the Chief ................................................................................................................. i

Chapter 1: Casper Police Department 2017: Where We Are ..................................................................... 1

Chapter 2: Casper Police Department 2023: Where We Intend To Be................................................. 3

Chapter 3: Vision, Mission, and Core Values .................................................................................................... 5

Chapter 4: Truths and Imperatives ...................................................................................................................... 6

Chapter 5: Strategic Objectives .............................................................................................................................. 7

Chapter 6: Lines of Operation................................................................................................................................. 8

Chapter 7: Strategic Objective & Line of Operation 1: Our People .......................................................... 9

Chapter 8: Strategic Objective & Line of Operation 2: Our Infrastructure .......................................... 13

Chapter 9: Strategic Objective & Line of Operation 3: Our Technology ................................................ 16

Chapter 10: Strategic Objective & Line of Operation 4: Our Enforcement .......................................... 20

Chapter 11: Strategic Objective & Line of Operation 5: Our Department ............................................ 24

Chapter 12: Strategic Objective & Line of Operation 6: Our Partners ................................................... 27

Chapter 13: Closing ..................................................................................................................................................... 31

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“In Plato’s vision of a perfect society – in a republic that honors the core of democracy – the greatest amount of power is given to those called the Guardians. Only those with the most impeccable character

are chosen to bear the responsibility of protecting the democracy.” ~ The Nobility of Policing/Franklin Covey

CHAPTER 1

CASPER POLICE DEPARTMENT 2017: WHERE WE ARE

INTRODUCTION

The Casper Police Department serves as the police force of the city of Casper, Wyoming. A mid-sized police organization of approximately 150 personnel, the Department is responsible for all municipal law enforcement operations, actions, and activities within its jurisdictional boundaries of Casper. Lead by the Chief of Police, who reports to the City Manager, the Department is organizationally structured into three major subordinate commands: Field Operations Bureau, Investigative Services Division, and Support Services Bureau. These subordinate commands execute the totality of police operations, including Patrol, Criminal Investigations, Traffic and Parking Enforcement, Victim Services, Police Records, Property and Evidence Management, Fleet Management, Public Safety Communication Center, and a whole host of other duties and responsibilities that are required for proper execution of law enforcement functions and mission accomplishment. The approximately 150 personnel who comprise the Department are called to serve our community and take great pride, responsibility, and ownership in guarding and protecting our citizens and our community.

STRENGTHS

A pillar of our strong, stable democracy is the just enforcement of law. The Department recognizes the importance of this role. Plato’s vision of guardians and Socrates’ view of guardian education shapes today’s Department – and will guide us in the years to come. We recognize that we are the Guardians of our community; we are here to serve and protect our community. While technology and equipment are necessities in supporting our duties, we know that this profession is inherently human. Thus, our greatest strength and asset is our people, and we must continually invest and re-invest in our greatest resource to ensure that they are mentally, physically, educationally, emotionally, and morally prepared for the rigors and demands of their duties. There are no time-outs in law enforcement. Every day has the potential for serious, life threatening situations and encounters. The shift may not only involve routine traffic stops and parking tickets, but it may also involve violent and disturbing homicides, suicides, sexual assaults, and crimes against children. We must be prepared for the full spectrum of police actions every time we put on our uniform and begin our shift. Civilian support personnel are also not exempt from many of the same challenging rigors and demands. Nearly every position in the Department is in some way exposed, touched, or affected by daily contact with an anxious human and societal condition. Accordingly, our focus must be on our people, and we must continually resource and support this strength.

With that said, the Department is endowed with other strengths, but like any strength, they require constant support, time, and investment. We are fortunate that the community of Casper generally supports and respects our laws, our institutions, and our law enforcement officers and officials. As the national narrative and events strain police-community relations, we know our actions must reinforce and build on the current strength of our community, so that we don’t encounter the detrimental issues impacting and eroding police legitimacy associated with other cities and locations.

Additional strengths include our 911 call response times; a proactive Department focused on strategic, sustainable, and long-term solutions; a proactive, intelligence-lead and integrated law enforcement approach; technology planning, investments, and experts; partnerships and relationships with key community stakeholders and other law enforcement agencies; and a national

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network of resources and relationships that add capabilities to the Department. By cultivating and leveraging these strengths, the Department is able to close capability and capacity resource gaps which few other Departments in the region are able to accomplish. Combined, our strengths uniquely position us with the capabilities and capacities to help enable strategic success.

CHALLENGES

However, even given the above strengths, the Casper Police Department currently faces numerous challenges, and as we plan and prepare for the next five years, we must account for new, more complex, and the ever-increasing scope of future challenges. Specifically, our most pressing challenges include:

A national narrative surrounding events that have begun to erode public trust and confidence and strain police-community relationships.

A challenging recruitment and retention effort impacted by this disparaging narrative. Increasingly brazen violence against law enforcement officials. The “Ferguson Effect” – officers’ fear of reprisal within a zero-defect environment and the

resultant hesitancy to conduct their duties. Increased demands and requirements placed on officers. “Mission Creep” – the expectation of law enforcement to address and fix issues arguably

outside the scope of primary duties and responsibilities. Societal and community impacts of substance abuse and addiction, exacerbated by the

diversion of highly potent marijuana from Colorado’s legalized markets; an exploding national opioid addiction epidemic; and an illicit methamphetamine market that has seen a historic rise in product quantities of dangerous purity.

Increased human sex and labor trafficking networks and criminal activity. A perception of insincerity or unimportance to certain victims or crimes. Increased encounters with individuals in mental health crisis. Decreased state and municipal budgets impacting resource availability. Increased technology solutions, costs, and requirements. Increased digital/cybercrimes of fraud, theft, and exploitation. A changing information environment, including a social media environment that can

sometimes promote and reward inaccurate, incendiary, and/or false statements.

WAY AHEAD

As mentioned, this is the first-ever strategic plan developed by the Department. The Department’s leadership recognized the critical need for such planning and an associated document; thus, it initiated a comprehensive, detailed, multi-month planning effort to ensure the successful development of this document. This effort included a review of the current mission, values, and vision; professional readings, research, and discussions; an assessment of the Department’s strengths and weaknesses, as well as current and future challenges; a vision of what strategic success looks like; and a mechanism and process to operationalize the objectives in order to achieve strategic success by 2023.

This operationalization included developing six Lines of Operation (LOOs) and supporting Lines of Effort (LOEs) for each Strategic Objective (SO). These will be further defined in subsequent chapters. However, we must first define how we envision strategic success in the next chapter.

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“The strength of a democracy and the quality of life enjoyed by its citizens are determined in large measure by the ability of the police to discharge their duties. If we think what we do on the front lines doesn’t affect the quality of life of all those in the community, we need to wake up and understand the

impact of what we do every day.”~ Herman Goldstein

CHAPTER 2

CASPER POLICE DEPARTMENT 2023: WHERE WE INTEND TO BE

VISION

Casper Police Department 2023 envisions a prosperous, safe, and secure Casper community in which our citizens trust, respect, and rely on our Department to enforce our laws, protect our rights, and facilitate a safe community. It envisions a Casper Community where crime is minimized, there is a sense of procedural fairness in police encounters and enforcement, and citizens feel safe and secure throughout the city at all times of the day. It envisions a community where the communication, trust, and accountability between the Department and its citizens is implicit. Finally, it envisions a Department with the right people, resources, training, and equipment it requires to successfully accomplish its vital law enforcement functions.

RESOURCES AND REQUIREMENTS

To address these threats and challenges and to achieve our strategic goals, the Casper Police Department requires a high quality workforce; enabling infrastructure and facilities; supporting technology solutions; excellence in enforcement practices; strong and robust organizational behavior and health; and strong, corresponding, reciprocal partners and relationships. We require these as we seek to realize our strategic vision amidst an ever-intensifying set of challenges over the next five years.

EMERGENT CHALLENGES

Today’s challenges won’t simply disappear – nor will emergent or unexpected ones cease to materialize. Recruiting and retaining a talented, ethical, and long-term police force will only become more challenging given the increased public scrutiny, ever-expanding job requirements, and stressors associated with a long-term law enforcement career. We must recruit and retain high-caliber, high-quality individuals who can make morally, ethically, and legally correct decisions in the most challenging and extreme of circumstances. Additionally, the scope, costs, and requirements of technology solutions will only continue to increase. So, too, will the complexity of these solutions and the inherent challenges of integrating them into solutions that add value. Pending video recording and storage requirements will also drive technology costs higher, as well as put a premium on adequate privacy issue statutes and policies. Further, building and maintaining quality infrastructure and facilities, in times of a tremendous economic downturn, poses very immediate and real fiscal challenges. The Department requires the infrastructure and facilities to safely, compliantly, and efficiently conduct our operations and provide critical services. Law enforcement activities and operations have changed, and our current police station no longer meets the demands and requirement of today, and even more so, of tomorrow.

Alcohol-related incidents compounded by an increased acceptance of marijuana usage, and a growing population that perceives little harm in its recreational usage, will continue to strain and tax law enforcement resources – as will increased opioid and methamphetamine addictions that underpin much of Casper’s crime. Based on initial data and our assessments, we expect to see a continued increase in cross-border marijuana diversion from Colorado and corresponding usage. Furthermore, we are finding methamphetamine trafficking occurring in larger bulk quantities with higher levels of purity than at any other time in the last 10-15 years.

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This increase directly and dangerously impacts our community, and specifically, our youth and schools. It also places additional burdens on the Department as it must allocate additional resources to this problem set. Regarding our schools, we recognize that the school district’s budget and resources are also constrained, and at a time when we are already deficit in manning school resource officers, we expect this to negatively trend in the short to mid term.

The Department is increasingly challenged by the scope and duration of our calls for service involving individuals in mental health crisis. Responding to these situations and individuals puts an increased strain on the responding officer, as well as the time it takes to handle the situation. These calls put a premium on de-escalation skills and training. Such skills and training have taken a predominant role in policing and have placed an unprecedented, unrelenting demand on officers to be educated, accomplished, and adaptable communicators.

Finally, dramatic changes in the information environment the past two decades has significantly impacted policing operations. Notably, traditional media is no longer the only voice for informing and influencing key audiences. The abundance and immediacy of information sources, coupled with cellular, wireless, and internet-compatible technologies such as smart phones, digital video-capturing devices, the proliferation of drones, and social media and chat enterprises, allows information to move instantaneously around the community and the globe. Societal connectivity has never been as expansive and so seemingly unlimited and infinite. As such, it is imperative the Department properly plans for information transparency challenges, while at the same time remaining flexible and adaptable to be able to respond to emerging situations, developments, and crises.

WAY AHEAD

Through the assessment of our current state and our optimal state in 2023, the Department identified key resource shortages and gaps. We must build on our strengths and address our challenges to bridge these gaps and ensure our vision is realized by 2023. As depicted below, strategic success is achieved through mutually supporting and reinforcing Lines of Operation (LOOs) aligned to each Strategic Objective (SO). Corresponding Lines of Effort (LOEs) will drive and prioritize our operations, planning, and resource allocation.

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“It has always been my firm belief that policing is one of the most noble professions. The actions of any

police officer, in an instant, can impact an individual for life, and even a community for generations.

Given this realization, every police officer must be centered on what is important. Service, justice, and

fundamental fairness – these are the foundational principles in which every police action must be

grounded.” ~ Dr. Stephen Covey

CHAPTER 3

MISSION, VISION, AND CORE VALUES

In concert with the development of the strategic plan, the Department assessed its current mission, vision, and core values, and it developed the new mission, vision, and core values below. These three essential components establish the core parameters of our mission, capture our future vision, and specify the fundamental values that comprise the cornerstones of our Department. Collectively, they are the bedrock of our culture that describes what we do, why we do it, and how we do it. The Casper Police Department’s MISSION is:

THE CASPER POLICE DEPARTMENT, IN DEDICATED SERVICE TO THE CITY OF CASPER, GUARDS AND PROTECTS THE

LIFE, PROPERTY, AND CONSTITUTIONAL RIGHTS OF ALL PEOPLE IN THE COMMUNITY IN ORDER TO FACILITATE AND

FOSTER A SAFE AND SECURE COMMUNITY.

The Casper Police Department is guided by our VISION:

THE CASPER POLICE DEPARTMENT IS A PROFESSIONAL POLICE ORGANIZATION OF IRREFUTABLE NOBLE

CHARACTER, RESPECTED AND TRUSTED BY THE ENTIRETY OF THE COMMUNITY AND ITS CITIZENS TO GUARD THEIR

FREEDOMS, SAFETY, AND SECURITY.

The FIVE CORE VALUES all Casper Police Department personnel strive to embody:

INTEGRITY - We conduct ourselves with uncompromised honesty, honor, ethics, and nobility in all situations and relationships.

HUMAN DIGNITY - We acknowledge and recognize the value all people by carrying out our duties with dignity, respect, and deliberate regard to all.

JUSTICE - We serve our community in an unbiased and impartial manner, applying equal protection to all under the law, and fairly enforcing the rule of law we are sworn to uphold.

PROFESSIONALISM - We are accountable to ourselves and the public for the quality of our service. We strive for exceptionalism in standards of proficiency and conduct in all aspects of our duties. We seek to continually improve ourselves, our Department, and our community relationships.

LEADERSHIP - Steadfast, resolute leadership is a hallmark of our Department. We entrust our members to lead ethically and responsibly within the organization and in the community we serve. We subscribe to servant-leadership – servant first to the needs of others.

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“Nobility is greatness of character and high ethical qualities or ideals that serve a cause greater than self; faithfulness to a higher calling or purpose… In times of great challenge there is no greater need

than for the nobility of policing to nurture and protect democracy” ~ Nobility of Policing/Franklin Covey

CHAPTER 4

TRUTHS AND IMPERATIVES

TRUTHS

The Casper Police Department developed and subscribes to the below truths of law enforcement. These truths inform, assist, and guide in the Department’s planning, operations, and decision-making actions. Quick-fix, reactionary decision-making degrades, disrupts, and hinders the Department over the long-term; thus, these truths are incorporated into both the operational and strategic decision-making processes. Adherence to these truths during planning, operations, and decision-making activities ensures the Department is postured, resourced, and prepared for our current and future law enforcement duties.

5 TRUTHS OF LAW ENFORCEMENT

People are more important than hardware. Quality is better than quantity. Competent law enforcement officers cannot be massed produced nor created after

emergencies. Integrated, effective policing requires non-police partnerships and support. Police are bound and subordinated to the Rule of Law.

IMPERATIVES

The “Guardian Imperatives” are a set of essential supporting rules developed by the Department to promote and ensure critical, multi-dimensional thinking and to guide the vital organizational and individual conduct and actions necessary to ensure the legitimacy and credibility of police operations. Guided by Plato’s vision of the Guardian protectors of democracy and expanded upon by life-experience, procedural justice excellence, and operational success, the below imperatives direct the daily actions, interactions, and duties of all personnel. They act as a counter-weight and conscience to those wielding the broad, trusted powers of law enforcement authority that, “just because you can, doesn’t always mean you should.” Application of these imperatives is ultimately instrumental in supporting, enabling, and achieving the Department’s mission and overall success.

12 GUARDIAN IMPERATIVES

1. Understand the operational environment. 2. Relentlessly pursue knowledge and improvement. 3. Communicate openly, honestly, and professionally. 4. Listen critically and objectively. 5. Anticipate 2nd/3rd order effects and unintended consequences. 6. Apply capabilities directly and indirectly. 7. Develop and weigh multiple options. 8. Consider long-term effects and ensure long-term viability. 9. Balance transparency, security, and synchronization. 10. Enable and integrate intelligence to drive operations and prioritize resources. 11. Facilitate and leverage partner activities and relationships. 12. Engage threats judiciously and escalate proportionally.

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“To every man there comes in his lifetime that special moment when he is figuratively tapped on the shoulder and offered a choice to do a very special thing, unique to him and fitted to his talents. What a

tragedy if that moment finds him unprepared or unqualified, for the work which would be his finest hour.” ~ Sir Winston Churchill

CHAPTER 5

STRATEGIC OBJECTIVES

Given the identified strengths, challenges, and desired goals to be recognized in 2023, Casper Police Department 2023 identifies six strategic objectives (SOs) that must be realized to attain strategic success. These objectives enable the Department to focus its efforts and prioritize its resources in a structured, defined, and methodical way. These objectives will not be realized overnight, as they require dedicated, sustained efforts and resources to attain. With that said, the Department defines the 2023 strategic objectives as follows:

Strategic Objective 1: The Force is resourced, trained, capable, and postured to execute all assigned duties and responsibilities.

Strategic Objective 2: Infrastructure and facilities support and enable the totality of current and future police and public safety communication operations and activities.

Strategic Objective 3: Technology solutions support and enable the totality of police and public safety communication operations and activities.

Strategic Objective 4: Enforcement mindset, practices, equipment, and capabilities ensure unbiased enforcement excellence and enable procedural justice distinction.

Strategic Objective 5: The Department’s internal organizational structure, behavior, and practices support and enable administrative and organizational efficiency, health, compliance, and trust.

Strategic Objective 6: Solidified, trustworthy partner relationships with community and interagency law enforcement partners foster and enable the efficient and effective use of resources and capabilities, information sharing, trust, ownership, and legitimacy.

In order to realize and achieve these strategic objectives, specific and pivotal actions and resources must be tied to each objective. In short, each objective must be operationalized in order to achieve success. Furthermore, these objectives are largely mutually supporting and reinforcing. In most cases, critical success in one objective will beget success in another. As such, coordination, synchronization, and resource prioritization across all six strategic objectives are a critical and necessary component of overall success. These six strategic objectives are operationalized (called Lines of Operation) in the following chapter.

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“No one is compelled to choose the profession of a police officer, but having chosen it, everyone is obligated to perform its duties and live up to the high standards of its requirements.”

~ President Calvin Coolidge

CHAPTER 6

LINES OF OPERATION

In order to achieve the aforementioned six strategic objectives, dedicated Lines of Operation (LOOs) were subsequently developed. As such, each line of operation is specifically tied and linked to a strategic objective. These lines of operation provide the action, the rational, and the operational mechanism to achieve the strategic objective. In short, this is what the Department intends to do in order to achieve each strategic objective. All six lines of operation are defined below:

Line of Operation 1: Develop and implement human capital investments and initiatives in order to provide a trained, talented, healthy, and professional force capable executing all assigned missions.

Line of Operation 2: Develop and implement physical infrastructure and facility investments and initiatives in order to enable and support compliant, responsive, efficient, safe, secure, and redundant policing and public safety communication operations and activities.

Line of Operation 3: Develop and implement an integrated, secure, redundant, flexible, scalable, hosted, and enterprise-based technology solution in order to fully support and enable 21st century policing and public safety communication operations and activities.

Line of Operation 4: Develop, institute, and oversee effective enforcement operations,

activities, and practices in order to protect and safeguard citizens and their rights and

freedoms, reduce criminal activity, and enable procedural justice excellence, while planning

for and adapting to future criminal threats, trends, and activities.

Line of Operation 5: Develop, institute, practice, and manage organizational and administrative practices, procedures, activities, and policies in order to increase efficiency and effectiveness, ensure compliance, support operations, increase organizational health, and build internal and external trust and confidence in the Department.

Line of Operation 6: Develop, foster, invest, and reciprocate in partner relationships in order to increase information sharing, analysis, and dissemination; increase effective collective decision-making; integrate and share resources; enable open communication and dialogue; build trust and confidence in the organization; and facilitate shared ownership in the community’s public safety environment.

With the six strategic objectives and corresponding six lines of operations developed, the following six chapters will specifically further define Lines of Effort (LOEs) associated with each line of operation. Within each line of operation, distinguishable lines of effort are identified and subsequently categorized within a timeframe. Short-term is defined as within one year, mid-term is defined as 1-3 years, and long-term is defined as 4-5 years.

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“Police officers take risks and secure the safety of fellow citizens, and they ensure such risks and tolerate such inconveniences on behalf of strangers. Consequently, police work is one of the more noble and

selfless occupations in society. Making a difference in the quality of life is an opportunity that policing provides – and few other professions provide.” ~ International Association of Chiefs of Police

CHAPTER 7

STRATEGIC OBJECTIVE & LINE OF OPERATION 1:

“OUR FORCE” BACKGROUND

The Casper Police Department requires a trained, capable, talented, resourced, appropriately postured, and professional force able to successfully complete all assigned tasks, duties, and responsibilities associated with effective law enforcement operations in our jurisdiction. Our force, however, is more than just our sworn officers and detectives. It is the totality of the Department’s workforce, including our Records Clerks, our Property Evidence Technicians, our Dispatchers and Call Takers, our Victim Service Advocates, and the myriad of all other Department support staff and personnel that enable and support the officers and detectives on the streets. The immense challenges of recruiting and retaining a talented, professional, and skilled workforce will only increase, especially given the denigrating and pejorative national police narrative, unending public scrutiny within a zero-defect expectation, circumscribed municipal wage scales, and ever-increasing mission demands and expectations. With that said, the Department must recruit, train, and retain a force that seeks challenges, excellence, and service while maintaining the highest standards of conduct, ethics, fitness, and leadership.

STRATEGIC OBJECTIVE (SO) 1:

The Force is resourced, trained, capable, and postured to execute all assigned duties and responsibilities.

LINE OF OPERATION (LOO) 1:

Develop and implement human capital investments and initiatives in order to provide a trained, talented, healthy, and professional force capable executing all assigned missions.

LINES OF EFFORT (LOE) 1:

This LOO is focused on ensuring our force is highly trained, competent, skilled, and prepared for the rigors and requirements for law enforcement work. It applies to both sworn and civilian Department employees, and it is broken down into four distinct enabling lines of effort:

LOE 1.1 – FORCE RECRUITMENT LOE 1.2 – FORCE TRAINING LOE 1.3 – FORCE PRESERVATION AND HEALTH LOE 1.4 – FORCE RETENTION

LOE 1.1 – FORCE RECRUITMENT

CHALLENGE: To recruit high quality candidates given a challenging national dialogue and events amid the current fiscal realities of municipal budgets in Wyoming.

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SUCCESS: A morally, ethically, physically, and educationally fit applicant pool provides highly talented and motivated candidates of requisite character for selection.

1.1.1 Short-Term

Restructure the current job hiring process, to include re-prioritizing hiring qualifications.

Update the background investigation application. Update employment disqualification and qualification criteria. Engage university/college systems for both internships and full/part-time

employment. Implement a sponsorship program for new accessions and their families. Begin Department-wide job/tasks analysis. Increase recruiting budget. Seek low-cost/high-impact recruitment events and promotion opportunities.

1.1.2 Mid-Term

Increase budget allotment for recruiting/hiring costs. Finalize Department-wide job/task analysis. Increase recruitment of lateral/mid-career hires with the needed high-demand,

low-density job qualifications. Align professional training and development opportunities with recruitment efforts. Develop and implement recruitment incentives. Incentivize dual-language hiring preferences.

1.1.3 Long-Term

Align personnel to tasks based on future criminal/law enforcement requirements. Maintain a focus and priority on hiring a highly-qualified, highly-skilled workforce.

LOE 1.2 – FORCE TRAINING

CHALLENGE: To provide real-world training and education opportunities, as well as investment in training facilities, given budgetary and manpower resource shortages.

SUCCESS: Training and education programs, opportunities, and facilities support force growth, development, expertise, and compliance.

1.2.1 Short-Term

Formalize and solidify the Career Tracks Program. Build expertise and capacity in the Career Tracks Program. Identify Career Track training budget requirements and future, phased-in budget

projections. Build capacity in public information/social media operations. Develop annual Training and Exercise Employment Plan (TEEP). Execute monthly training meetings. Initiate planning for the Individualized Career Progression Plan (ICPP). Initiate discussion with university/college systems on future language

requirements. Develop inter-Departmental training that maximizes attendance and participation. Identify critical/most important training based on risk, compliance, and POST

requirements. Complete comprehensive review and evaluation of the Police Training Officer (PTO)

program. Develop mid-career training program focused on city and county administration,

financial, and legal aspects.

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Develop and implement core procedural instruction training based on established and implemented standard operating procedures.

Develop and implement semi-annual Department-wide critical thinking training.

1.2.2 Mid-Term

Staff a dedicated in-house training cadre section. Initiate Career Track in-house training program. Execute the Individualized Career Progression Plan (ICPP). Develop entry- and mid-level language capability program. Develop and conduct a mid-level/sergeant training and professional development

course. Develop and conduct a senior-level/manager/executive training and professional

development course. Test and annually evaluate critical thinking skills throughout the Department. Initiate planning and development of an internal entry-level training academy

curriculum. Initiate comprehensive PTO training program.

1.2.3 Long-Term

Operate an internal Casper Police Department entry-level training academy. Operate and grow Career Track training program – with intent to ultimately move

to a self-funded formal training program.

LOE 1.3 – FORCE PRESERVATION AND HEALTH

CHALLENGE: To ensure the long-term physical, mental, and emotional health of all Department personnel.

SUCCESS: Programs, actions, and culture foster and promote a healthy, motivated workforce.

1.3.1 Short-Term

Explore/research interest for a Casper-area Law Enforcement Foundation. Initiate a formal Mentorship Program. Initiate semi-annual family events/gatherings. Initiate quarterly spouse events. Establish an employee financial health education program. Initiate planning for a Police Chaplain Program. Establish joint Natrona County First Responder Peer Support Group. Provide a First Responder-specific Employee Assistance Program (EAP). Research and develop additional mental health initiatives for demands/stressors of

law enforcement work.

1.3.2 Mid-Term

Support planning for a Casper-area Law Enforcement Foundation. Establish a Police Chaplain’s Program. Institute an Exchange Program. Submit top performers for statewide, regional, and national awards. Attend annual Police Week event. Institute mental health initiatives from 1.3.1.

1.3.3 Long-Term

Institute a Year Out Program. Establish a scholarship for Department dependents.

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LOE 1.4 – FORCE RETENTION

CHALLENGE: To motivate and maintain the most talented of the workforce over a 20+ year law enforcement career.

SUCCESS: High-quality, talented Department personnel, sworn and civilian, achieve and excel in 20+ year careers.

1.4.1 Short-Term

Conduct confidential Department-wide climate survey. Evaluate potential programs for increasing retention and longevity. Research pay banding adjustments for Detective pay and longevity pay.

1.4.2 Mid-Term

Institute an Exchange Program for career broadening and enhancement. Develop mid-career and career progression incentives. Conduct annual Department-wide internal quality of life climate survey. Invest in incentives and programs to grow the mid-career sworn/civilian pool.

1.4.3 Long-Term

Institute a Year Out Program. Invest in incentives, programs, and career development for senior-career

sworn/civilian pool.

CLOSING

Law enforcement has been and will always remain an innately human function. The Department’s entire force, from the officers on the street, to the detectives investigating crimes, to the call takers handling 911 calls, requires a talented, disciplined, and professional workforce capable of enforcing laws and protecting our citizens’ well-being, rights, and property. Our efforts in recruiting, training, retaining, providing for the health and wellness of our employees, and supporting their transitions or retirements are a critical priority for the Department. These actions encompass the totality of the workforce lifecycle, and we must accomplish each of these tasks well, or risk a force not capable of executing our critical law enforcement tasks. We expect our officers and employees to be invested in their respective roles to enhance quality of life to the community; however, it is difficult to expect them to be invested in that endeavor when there is a lack of quality of life for them internally within the organization. Providing for their quality of life within the organization is of critical importance, as it will extend to their professional interaction with the community. Such investment does not accommodate shortcuts. Properly focusing on and investing in our workforce ultimately enables mission success. This is the Department’s top priority.

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Infrastructure is like Legos. Building is fun, destroying is fun, but a Lego maintenance set would be the most boring… toy in the world.” ~ John Oliver

CHAPTER 8


“OUR INFRASTRUCTURE” BACKGROUND

The Casper Police Department has occupied the current Hall of Justice since 1976. Extensive remodeling and reconfiguration efforts over this 40-year period is providing diminishing returns and now fails to meet both current and future operational and administrative requirements. The Department requires the infrastructure and facilities to enable mission success and support the totality of today’s and tomorrow’s law enforcement operations and activities. For purposes of this this topic, all communication and technology infrastructure requirements are captured in Strategic Objective 3 - Technology. This strategic objective only captures the facility infrastructure. With that clarified, the Department requires a new headquarters facility within this 5-year timeframe that enables a host of functions and requirements, including: unit integrity; continuity of operations; professional and timely customer access and service; employee and citizen safety, security, and privacy; victim assistance; technology and communication solutions; sound law enforcement practices and procedures; environmental efficient and compliant; property and evidence processing; and numerous other functions that are required for effective professional law enforcement services. This new facility must optimally address and provide space for all law enforcement operations and activities, including, but not limited to: an operations center; information technology spaces; property and evidence facilities; records storage and workspaces; customer service areas; victim/witness services areas; employee physical fitness and shower/locker areas; briefing and conference rooms; supply and storage areas; secure fleet and vehicle parking; administrative offices; command and staff workspaces; private and sensitive area workspaces; secure investigation workspaces, to include interview rooms and cyber investigation labs; secure intelligence and information analysis workspaces; and many other required spaces. Additionally, the Department must evaluate and assess other potential infrastructure and facility requirements, including the Public Safety Communication Center, sub-stations, and an enhanced training facility.

These facility infrastructure assessments, planning activities, and ultimate construction are indeed costly, but they are critical requirements needed to ensure effective law enforcement practices and operations, as well as employee safety and well-being. They must be carefully planned to ensure the optimization of constrained public resources.


Infrastructure and facilities support and enable the totality of current and future police and public safety communication operations and activities.


Develop and implement physical infrastructure and facility investments and initiatives in order to enable and support compliant, responsive, efficient, safe, secure, and redundant police and public safety communication operations and activities.


This LOO is focused on ensuring our infrastructure and facilities meet today’s and tomorrow’s requirements. Capital investment at this level necessitates strategic, flexible, and long-term planning,

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for the infrastructure and facilities we build today must last us for decades to come. We must consider future requirements, practices, and technology while accounting for current compliance, operations, safety and security, and efficiency requirements. The below two LOEs define our actions and priorities to ensure the Department has the infrastructure and facilities it requires:

LOE 2.1 – POLICE STATION FACILITIES LOE 2.2 – PUBLIC SAFETY COMMUNICATION CENTER FACILITIES

LOE 2.1: POLICE STATION FACILITIES

CHALLENGE: To build and maintain 21st century police facilities, given the current budget constraints of Wyoming’s municipalities, that safely, efficiently, and compliantly support and enable the totality of current and future law enforcement operations and activities.

SUCCESS: A new Casper Police Department headquarters station is built and occupied, and any requirements for additional supporting facilities and/or sub-stations are properly planned, scheduled, and constructed.

2.1.1 Short-Term

Initiate architectural and design planning efforts supporting the construction of a new Casper Police Department station.

Construct a soft-interview room. Assess the requirements for any additional facilities, including off-site interview

rooms and/or reporting locations. Identify/plan for alternative construction options for a phased, build-out of a new

Casper Police Department station. Initiate planning for the establishment of a user agency-funded Natrona County

Consolidated Evidence Facility. Ensure expenditures on current facilities maintain security, safety, operational, and

compliance requirements.

2.1.2 Mid-Term

Initiate build-out of a new Casper Police Department station. Construct, occupy, staff, and manage a user agency-funded Natrona County

Consolidated Evidence Facility (if not part of the new station). Conduct planning for a self-funded/sustaining, regional (academic and live fire)

training facility. Build and occupy any additional facilities identified in 2.1.1. Assess the requirement and viability of a supporting facilities/sub-stations.

2.1.3Long-Term

Occupy and maintain a new facility/station.

Construct and initiate operations of the self-funded/sustaining, regional (academic

and live fire) training facility.

Assess the requirement and viability of a supporting facilities/sub-stations.

LOE 2.2: PUBLIC SAFETY COMMUNICATION CENTER FACILITY

CHALLENGE: To maintain and operate, within a municipal budget, a full spectrum public safety communication center adaptable to technology advancements and requirements.

SUCCESS: A secure, redundant, compliant, long-term, efficient, and effective center meets all public safety communication requirements.

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2.2.1 Short-Term

Conduct requirements assessment for a sub-station soft/alternate interview room. Exercise the Department’s Disaster Recovery Plan. Conduct requirements assessment of Emergency Operations Center. Conduct comprehensive review of current technology/communication

requirements.

2.2.2 Mid-Term

Exercise the Department’s Disaster Recovery Plan. Conduct a continuity of operations (COOP) week-long exercise at the facility. Assess the viability of the facility as a COOP site. Develop long-range technology/communication requirements plan.

2.2.3 Long-Term

Maintain sound stewardship of the facility and ensure contractual compliance.

CLOSING

The Casper Police Department’s current infrastructure and facilities do not support the law enforcement requirements of today nor tomorrow. Even given current economic and fiscal constraints, the Department must be resourced with the type of safe, secure, efficient, and compliant infrastructure and facilities that support the totality of police operations. As such, a new Casper Police Department station must be built and occupied within the timeframe of this strategic plan. Additionally, any identified and required supporting facilities and infrastructure must also be planned for and constructed. Today’s law enforcement operations have significantly evolved over the past 40 years, and the Department must be resourced with the appropriate infrastructure and facilities to ensure mission success.

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“If we continue to develop our technology without wisdom or prudence, our servant may prove to be our executioner.” ~ Omar Bradley

CHAPTER 9


“OUR TECHNOLOGY” BACKGROUND

Technological capabilities and solutions advance dramatically every year. Additionally, new requirements emerge annually regarding processing, storing, and accessing data and information; this trend will only increase in future out years. While policing remains an inherently human function, technology tools and solutions not only assist in this endeavor, but they also aid in assisting resource prioritization, decision-making, legal and statutory compliance, and workflow efficiency. The reliance on and necessity of technology incorporation is inescapable. A law enforcement agency lacking technological resources leaves the community severely vulnerable. Wisely employing technology enables better policing and procedural justice, and ultimately helps ensure trust within the community.

The technology solutions of today and tomorrow require security, redundancy, and flexibility – and they must be integrated, enterprise-based, and hosted. The sensitivity of law enforcement activities requires all our solutions to be protected and secure. Our technology solutions must additionally support the totality of law enforcement, including critical enablers such as Records Management and Property Evidence Management.

The inherent challenges in purchasing and using technological solutions include integration with other systems and solutions, the rapid pace of technological advancements, forward and backward compatibility, the associated costs with outdated hardware and software, and ongoing maintenance and service costs. These factors, along with redundancy, security, and “hosted” factors make this strategic objective one of the most challenging we face. We must properly plan and execute our technology line of operation if we are to maximize solution effectiveness and integration, while at the same time adhering to fiscal prudence and constraints.


Technology solutions support and enable the totality of police and public safety communication operations and activities.


Develop and implement an integrated, secure, redundant, flexible, scalable, hosted, and enterprise-based technology solution in order to fully support and enable 21st century police and public safety communication operations and activities.


This LOO is focused on ensuring our current and future technology solutions optimally enable our enforcement and public safety communication practices and requirements. Maintaining flexibility and focusing on enterprise, hosted solutions over hardware and software purchases ensures the Department’s technology requirements fully support the operations and activities in the most efficient and secure manner. The below four LOEs further define and refine the Department’s actions regarding technological procurement, planning, and execution.

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LOE 3.1 – BUSINESS CONTINUITY LOE 3.2 – INFRASTRUCTURE LOE 3.3 – KNOWLEDGE BASE LOE 3.4 – EMERGENT TECHNOLOGIES

LOE 3.1: BUSINESS CONTINUITY

CHALLENGE: To develop, implement, and oversee the Department’s technology business practices and procedures in a resource-constrained, ever-evolving technological environment.

SUCCESS: Technology best practices enable the Department to efficiently and effectively conduct its mission, duties, and requirements.

3.1.1 Short-Term

Develop an Information Technology Plan. Determine best sharing and dissemination practices with LE partners. Assess the viability, efficiency, performance, and support requirements for an

internal Department IT structure/staff. Develop a Disaster Recovery Plan. Evaluate and develop a technology migration plan from City IT to Department IT.

3.1.2 Mid-Term

Implement Technology Plan from 3.1.1, ensuring LOEs 3.2, 3.3, and 3.4. Execute technology migration from City IT to Department IT. Implement the Disaster Recovery Plan. Maintain awareness of emergent technologies related to this LOE.

3.1.3 Long-Term

Maintain best practices. Evaluate and modify practices based on technological or operational

changes/requirements.

LOE 3.2: INFRASTRUCTURE

CHALLENGE: To develop, procure, maintain, and assess the effectiveness of all applications, solutions, hardware, and software to ensure the totality of the solution adds value and increases performance and efficiency, while adhering to associated technology budgets.

SUCCESS: The Department’s technology infrastructure supports and enables effective, secure, reliant, and efficient operations, while maintaining fiscal budgets.

3.2.1 Short-Term

Procure a Knowledge Management (KM) solution. Procure an enterprise search and data visualization solution. Procure an investigative analytics solution. Procure and maintain network, hardware, and software solutions to meet law

enforcement requirements, including: o Data storage solutions o Cloud-based solutions o Dissemination solutions o Evidence solutions o Communication solutions (telephone, radio, networked, and mobile)

Build a comprehensive network architecture diagram, encompassing both Department and PSCC systems and assets.

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Assess effectiveness/capabilities of current technology and communication infrastructure.

Procure and implement Emergency Medical Dispatch (EMD) solution. Procure and implement a 911 data storage solution. Procure and implement Text2911 at the Public Safety Communication Center.

3.2.2 Mid-Term

Assess effectiveness/capabilities of current technology and communication infrastructure.

Maintain and effectively use the Knowledge Management solution. Maintain and effectively use the enterprise search and data visualization solution. Maintain and effectively use the investigative analytics solution. Procure and maintain network, hardware, and software solutions to meet law

enforcement requirements not addressed in 3.2.1, including: o Data storage solutions o Cloud-based solutions o Dissemination solutions o Evidence solutions o Communication solutions (telephone, radio, networked, and mobile) o Advanced technology solutions (remote and/or unmanned)

Maintain, service, and manage technology procurements from 3.2.1. Develop future growth/emergent technology plan. Develop technology/communication infrastructure update plan based on previous

assessment in 3.2.1. Monitor FirstNet’s Request for Proposal (RFP) development regarding the

deployment of the Public Safety Broadband Network.

3.2.3 Long-Term

Execute future technology plan. Support all Department technology requirements. Comply with the State of Wyoming’s Chief Information Officer’s FirstNet

Implementation Plan.

LOE 3.3: KNOWLEDGE BASE

CHALLENGE: To appropriately train, educate, and develop technology skills across the Department’s entire workforce.

SUCCESS: All Department personnel can competently, efficiently, and effectively use the technological solutions provided to ensure mission accomplishment.

3.3.1 Short-Term

Identify technology cadre/expertise within the Department. Identify and staff technology cadre recourse gaps. Develop a mid- to long-term technology training plan. Develop training requirements and modules to execute the Information Technology

Plan from 3.1.1. Develop training requirements and modules to execute the Disaster Recovery Plan.

3.3.2 Mid-Term

Rehearse Disaster Recovery Plan. Execute internal and external requirements. Finalize the mid- to long-term technology training plan.

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3.3.3 Long-Term

Recruit and retain a high quality technology workforce. Provide non-technology personnel training and education, including the mid- to

long-term training plan.

LOE 3.4: EMERGENT TECHNOLOGIES

CHALLENGE: To stay abreast of emergent law enforcement technology applications and solutions while understanding the overall solution integration implications and associated costs and fees.

SUCCESS: Integrated, value-added, and affordable emergent technologies are appropriately procured, integrated, and operationally implemented.

3.4.1 Short-Term

Assign this task to the Police Technologies Manager. Conduct quarterly technology emergent capability briefs to the Command Staff. Attend one annual law enforcement/police technologies conference. Maintain awareness and knowledge of emergent technologies; specifically, Body

Worn Camera (BWC) and unmanned/remote sensors and associated data storage challenges.

3.4.2 Mid-Term

Attend one annual law enforcement/police technologies conference. Conduct quarterly technology emergent capability briefs to the Command Staff. Ensure SME accreditation in specialized software. Evaluate and develop Body Worn Camera capabilities assessment. Evaluate and develop unmanned aircraft system (UAS) capabilities assessment. Maintain awareness and knowledge of emergent technologies.

3.4.3 Long-Term

Maintain awareness and knowledge of emergent technologies.

CLOSING

Although the challenges in designing and implementing a comprehensive, flexible, and secure system architecture and solution are great, proper planning and a phased integration and resource expenditure plan will allow us to achieve our objective. We must stay ahead of the technology curve by remaining abreast of current and emergent technologies, and we must always ask ourselves if the added technology is truly value-added or just a neat gimmick that will divert our attention and efforts away from the ultimate goal of our technology investments: to provide better information collection and exchange to our officers and decision-makers.

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“Now the kinds of wisdom are right judgment, justice, courage, and self-control. Right judgment is supreme over all of these since by means of it reason rules over the emotions.” ~ 4 Maccabees 1:18-19

CHAPTER 10


“OUR ENFORCEMENT” BACKGROUND

The fair, just, and proficient enforcement of the law is the Department’s raison d'etre. From our Mission Statement, guarding and protecting our citizens’ lives, property, and constitutional rights and freedoms ultimately requires we hold the citizenry accountable for adherence and obedience to the Rule of Law. As the citizenry is accountable to the Rule of Law, we are accountable to the citizenry for our ability to enforce and the manner in which we enforce the law. To ensure that our enforcement capabilities, capacity, and excellence are maximized, the Department requires a sound enforcement mindset, institution of effective and proficient enforcement practices, and the necessary equipment to do so.

Amidst the unparalleled internal and external challenges facing the law enforcement profession today lies an opportunity for a cultural renaissance in law enforcement and a renewed view of what it means to selflessly serve the community. Through a conscious reflection of the four cardinal excellences (virtues) of wisdom, courage, temperance, and justice emerges a guardian-servant protector, whose status and character within the community must be above reproach. Embodying a reinvigorated Guardian ethos, the Department’s focus on this Guardian mentality and mindset ensures our officers understand the nobility of their position and the resultant criticality of their role, duty, and responsibility to the community. Accordingly, our thought processes extending to our enforcement approaches must be three dimensional. Our thinking must be intuitive while considerate of the counter-intuitive proposition – instinctive, yet disciplined and ingenious.

Soundly just, fair, accountable, and proficient enforcement practices within the framework of our core values form the bedrock of procedural justice: public trust, confidence, and legitimacy. As with our mindset, institution and exercise of exceptional enforcement practices demands uncompromised Professionalism, as epitomized in our core value of the same title: constant pursuit of excellence in knowledge, conduct, and proficiency. Relentlessly educating oneself to grow in knowledge to complement lessons learned through experience is necessary to acquire wisdom. All of these, Knowledge–Experience–Wisdom, combine to enhance our proficiency through development and implementation of sound policies and procedures to drive our best practices.

Properly equipping a modern police force is an unavoidable, crucial, and mandated necessity. It is unquestionably challenging in times of tight budgets and never-ending technological evolution. However, as the 3rd Truth of law enforcement punctuates, just as officers cannot be created after an emergency has occurred, nor can properly equipping and outfitting officers only be considered after the fact. Laws and legal liabilities demand that police have the proper tools at their disposal. New tactical and technological advancements constantly outpace the procurement and budget cycles of most municipalities. Thus, developing sound procurement strategies that reinforce flexibility and cost effectiveness are a Department priority.

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Enforcement mindset, practices, equipment, and capabilities ensure unbiased enforcement excellence and enable procedural justice distinction.


Develop, institute, and oversee effective enforcement operations, activities, and practices in order to protect and safeguard citizens and their rights and freedoms, reduce criminal activity, and enable procedural justice excellence, while planning for and adapting to future criminal threats, trends, and activities.


This LOO is focused on ensuring our enforcement capabilities, capacities, and expertise promote procedural justice while at the same time upholding and maintaining accountability to the rule of Law.

LOE 4.1 – ENFORCEMENT MINDSET LOE 4.2 – ENFORCEMENT PRACTICES LOE 4.3 – EQUIPMENT

LOE 4.1: ENFORCEMENT MINDSET

CHALLENGE: To instill and maintain a Department-wide Guardian mindset given the challenges and demands of the current law enforcement culture and environment.

SUCCESS: All sworn and civilian Department personnel embody and practice the Guardian Imperatives and emulate the Guardian mindset.

4.1.1 Short-Term

Hold Command Staff professional development discussions and sessions; establish a command culture of expected professional leadership study and development.

Develop a new vision, mission, and core values statements aligned with sound procedural justice principals.

Develop and implement a strategic plan aligned with procedural justice principals. Develop a Department-wide professional development and education (PDE)

program. Foster a Guardian Ethos and procedural justice mentality through targeted ethical

and principle-based training and PDE programs. Improve interpersonal communication approaches and actions. Participate in the Daniel’s Fund Law Enforcement Ethic Initiative. Continue administering critical thinking assessment instruments and track critical

thinking improvements. Develop internal critical thinking training courses. Identify a critical thinking subject matter expert (SME) within the Department.

4.1.2 Mid-Term

Incorporate ethical and guardian mentality scenarios into promotional testing processes.

Continue targeted internal ethical and principle-based training and PDE programs. Continue to foster Guardian Ethos and procedural justice mentality. Send Critical Thinking SME to professional education and training.

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Extend the command culture of expected continual professional growth and development to mid-level ranks.

Participate in the Daniel’s Fund Law Enforcement Ethic Initiative.

4.1.3 Long-Term

Ensure all sworn officers receive annual critical thinking testing and training and tie these results to promotion and selection opportunities.

LOE 4.2: ENFORCEMENT PRACTICES

CHALLENGE: To ensure the Department’s policies, procedures, and practices fairly and justly enforce the law.

SUCCESS: The Department’s enforcement of the law is fair, just, and accountable, facilitating a sense of procedural justice while reducing crime and victimization in the community.

4.2.1 Short-Term

Identify enforcement practice gaps. Develop training plan to address gaps. Ensure standardization of training across the Department. Weigh training over operational requirements for the most critical training gaps. Identify staffing and manning shortfalls directly impacting critical enforcement

practices and service provisions. Request immediate staffing/manning increases where critical deficiencies are

identified. Ensure training budgets support critical training requirements. Ensure consistency and compliancy in all practices, policies, and procedures. Establish a Special Victim’s Unit. Execute on the Law Enforcement Response to Victims (ELERV) grant to satisfy

requirements. Ensure standard operating procedures ensure consistency, conformity, and

standardization across routine actions. Educate officers in trauma informed, victim centered actions. Implement science and evidence-based cognitive interview practices across the full

spectrum of investigative repertoire. Develop strategic communications plan. Employ and assess strategic communications plan. Develop and implement Data Driven Approaches to Crime and Safety (DDACTS)

approaches and strategies.

4.2.2 Mid-Term

Phase in authorized strength staffing increases. Construct and staff a consolidated Property Evidence capability. Institute mentorship training programs for junior officers and sergeants. Employ the tenants of the strategic communication plan. Establish a Department Center of Excellence for Interviewing Approaches and

Practices. Execute on the Law Enforcement Response to Victims (ELERV) grant to satisfy

requirements.

4.2.3 Long-Term

Establish professional development standards and training based on best practices.

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LOE 4.3: EQUIPMENT

CHALLENGE: To properly equip the Department given current and future tactical and technological advancements that constantly outpace the procurement and budget cycles of the municipality.

SUCCESS: The Department is equipped to enable full spectrum law enforcement operations.

4.3.1 Short-Term

Sustain the 1 to 1 vehicle program. Continue scheduled vehicle replacements. Establish maintenance and replacement schedules that factor in cost projections

into budgetary planning.

4.3.2 Mid-Term

Purchase Evidence Technician mobile computing devices. Purchase modernized personal protective equipment (PPE) officer load out. Develop unmanned sensor policies. Purchase unmanned sensors. Purchase Body Worn Cameras. Maintain and replace purchased equipment.

4.3.3 Long-Term

Purchase unmanned sensors.

CLOSING

Sound, effective, and enforcement is the bread and butter of all law enforcement agencies, and it is no different for the Casper Police Department. Ensuring our practices, mindset, and equipment are aligned and synchronized to ensure we enforce the laws to the highest procedural justice standards is the Department’s number two priority, and as such, we will devote the proportional resources to enable the success of this strategic objective.

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“We can be knowledgeable with another man's knowledge, but we can't be wise with another man's wisdom.”

~ Michel de Montaigne

CHAPTER 11


“OUR DEPARTMENT”

BACKGROUND

Whereas sound enforcement practices outlined in Strategic Objective 4 - Enforcement relates to our external business practices, Strategic Objective 5 relates to our internal organizational behavior and practices within the Department that ultimately supports and enables effective law enforcement duties and responsibilities. An organization that is efficient, healthy, compliant, and timely in its administration and management functions creates an effective organization focused on accomplishing its objectives and mission – in our case, our law enforcement duties. An organizationally healthy Department is one with high moral, ethics, esprit de corps, communication, accountability, and productivity; and one with low confusion, turnover, ambiguity, stress, and political dynamics.

Our Department must strive for and achieve organizational and administrative responsiveness, efficiency, accuracy, expertise, and excellence. This includes, but is not limited to, the standardization of routine tasks, sound managerial and administrative practices and procedures, exacting polices, compliance with directives and statutes, internal communication excellence, performance-based recognition and promotions, and whole host of other organizational issues and tasks. Quite simply, for the Department to be most externally effective on the street, we must internally excel.


The Department’s internal organizational structure, behavior, and practices support and enable administrative and organizational efficiency, health, compliance, and trust.


Develop, institute, practice, and manage organizational and administrative practices, procedures, activities, and policies in order to increase efficiency and effectiveness, ensure compliance, support operations, increase organizational health, and build internal and external trust and confidence.


This LOO is focused on building the organizational, managerial, and administrative excellence in and throughout the Department. Specifically, it identifies the three lines of effort below:

LOE 5.1 – DEPARTMENT ORGANIZATION LOE 5.2 – DEPARTMENT ADMINISTRATION AND OPERATIONS LOE 5.3 – DEPARTMENT HEALTH

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LOE 5.1: DEPARTMENT ORGANIZATION

CHALLENGE: To optimally align and structure the Department’s human capital and resources, given municipal budgetary constraints, to most effectively accomplish the assigned mission and responsibilities.

SUCCESS: The Department is organized, structured, and resourced to accomplish its mission and all policing duties and responsibilities.

5.1.1 Short-Term

Conduct an internal review of the organization structure. Conduct a task analysis of all sworn and civilian positions. Request near-term staffing modifications based on this analysis.

5.1.2 Mid-Term

Employ mid-term staffing modifications requested in 5.1.1. Evaluate the effectiveness of the organizational structure and manning changes and

make any required additional modifications.

5.1.3 Long-Term

Review annually and appropriately modify the organization structure.

LOE 5.2: DEPARTMENT ADMINISTRATION AND OPERATIONS

CHALLENGE: To most efficiently and effectively administer and operate the Department to ensure mission success.

SUCCESS: The Department’s administrative and operational practices, procedures, and processes fully support and enable the totality of its law enforcement requirements.

5.2.1 Short-Term

Review and update the policy manual. Conduct bi-monthly Policy Working Groups (PWG) to facilitate this update. Prioritize policy review/update over SOP update/development. Identify and Prioritize Standard Operating Procedure (SOP) updates. Commence SOP update/development. Institute Subject Matter Expert (SME) input into SOP development. Update the Public Safety Communication Center (PSCC) SOP. Execute the PSCC manning and staffing plan developed in 2016. Write new vision, mission, and core values statements. Develop and implement a strategic plan. Establish working groups that enable and oversee operations and programs. Institute program-based budgeting models, applications, and operations. Align strategic plan and budget plan. Apply for applicable grant funding. Execute grant funding spending plans. Develop a Body Worn Camera (BWC) policy. Develop a Social Media policy that supports the strategic communication plan. Institute an internal staffing/routing process.

5.2.2 Mid-Term

Finalize SOP update/development. Develop and execute process for policy review, update, and modification. Develop and execute process for SOP review, update, and modification.

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Update the strategic plan. Update the social media policy. Apply for applicable grant funding. Execute grant funding spending plans.

5.2.3 Long-Term

Conduct annual audit of administration and operations activities. Apply for applicable grant funding. Execute grant funding spending plans.

LOE 5.3: DEPARTMENT HEALTH

CHALLENGE: To continually increase the Department’s morale, ethics, esprit, communication, accountability, and productivity, while lowering confusion, turnover, ambiguity, stress, and political dynamics.

SUCCESS: The Department is effectively functioning with high levels of morale, ethics, esprit, communication, accountability, and productivity.

5.3.1 Short-Term

Conduct a Department climate survey. Institute appropriate changes identified in the survey. Disseminate through guided discussion the Department’s new vision, mission, core

values, and strategic plan. Conduct bi-annual Chief “All-Hands”.

5.3.2 Mid-Term

Conduct an annual Department climate survey. Conduct an annual Department family day.

5.3.3 Long-Term

Assess effectiveness of retention programs and implement changes based on outcomes.

CLOSING

By enhancing our administrative, managerial, and organizational behavior and practices, the Department will ensure health, efficiency, compliance, and mission effectiveness. Maintaining flexibility and adaptability is also required as no perfect solution can indefinitely remain in our dynamic law enforcement environment. By standardizing routine procedures, articulating and practicing exacting policies, and by providing sound guidance, leadership, and communication, the Department’s efficiencies, morale, and esprit de corps will increase. This, then, ultimately supports Strategic Objective 1 and Strategic Objective 4.

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I am of the opinion that my life belongs to the whole community and as long as I live, it is my privilege to do for it whatever I can. I want to be thoroughly used up when I die, for the harder I work the more I live.

~ George Bernard Shaw

CHAPTER 12


“OUR PARTNERS” BACKGROUND

Solidified, positive, trustworthy, and reciprocal relationships with partners, people, organizations, and stakeholders are an absolute necessity for current and future successful law enforcement operations and activities. Building partnerships and open lines of communication not only increase trust, confidence, and legitimacy but also better enable law enforcement to optimally employ resources. Put simply, the Department is most effective when partners and partner organizations are all constructively addressing the criminal justice functions and activities within our community. The Department defines our partners in two distinct groups: law enforcement and community.

We must leverage interagency law enforcement relationships to increase our resources, capabilities, and capacities to ensure we most effectively execute our law enforcement duties and responsibilities. By sharing information and analysis, expertise, experience, and excess capacity over both short-term and long-term periods, we significantly increase both our capabilities and capacities. However, in order to leverage these relationships, we must put our effort and attention into them now. Trying to establish a relationship once an emergency has occurred is rarely effective.

Similarly, leveraging our critical community partners not only adds capacity, but it also grows trust, confidence, and procedural justice foundations. Working with a wide-variety of community stakeholders allows the Department to capitalize on the tremendous skill set, experience, expertise, and capacity of our entire community. We cannot accomplish our mission on our own. We must have strong, determined community partners to enable and support our policing requirements.


Solidified, trustworthy partner relationships with community and interagency law enforcement partners foster and enable the efficient and effective use of resources and capabilities, information sharing, trust, ownership, and legitimacy.


Develop, foster, invest, and reciprocate in partner relationships in order to increase information sharing, analysis, and dissemination; increase effective collective decision-making; integrate and share resources; enable open communication and dialogue; build trust and confidence in the organization; and facilitate shared ownership in the community’s public safety environment.


This LOO is focused on building, maintaining, and leveraging critical partnerships and relationships with key stakeholders, community members, organizations, and other law enforcement agencies. Specifically, it identifies three critical LOEs:

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LOE 6.1 – COMMUNITY PARTNERS LOE 6.2 – LAW ENFORCEMENT PARTNERS LOE 6.3 – INFORMATION AND COMMUNICATION

LOE 6.1: COMMUNITY PARTNERS

CHALLENGE: To identify, engage, build, and maintain reciprocal partner relationships that aid in mission accomplishment and build trust, confidence, and support.

SUCCESS: Established, reciprocal community partner relationships support and enable mission accomplishment.

6.1.1 Short-Term

Identify key, current community partners. Identify additional potential community partners. Update and modify the Community Policing program. Develop a Key Leader Engagement program/process. Provide active shooter training when requested. Establish a quarterly Retail Owners Working Group. Establish a quarterly Banking Working Group. Establish a quarterly Landlord Working Group. Attend identified partner meetings, boards, groups, etc. Support and plan appropriate conferences.

6.1.2 Mid-Term

Attend identified partner meetings, boards, groups, etc. Support and plan appropriate conferences. Grow the Key Leader Engagement program identified in 6.1.1.

6.1.3 Long-Term

Maintain, invest, and actively support partner relationships.

LOE 6.2: LAW ENFORCEMENT PARTNERS

CHALLENGE: To leverage local, regional, and national law enforcement and other government agency relationships, capabilities, and capacities in order to increase information sharing and analysis and to account for resource deficiencies.

SUCCESS: Established, reciprocal law enforcement relationships support and enable mission accomplishment.

6.2.1 Short-Term

Participate in the Heads of Law Enforcement meetings/events. Maintain membership and support in the Wyoming Association of Sheriffs and

Chiefs of Police. Attend the International Chiefs of Police annual event. Maintain and grow relationships with interagency partners at levels – from the

officers to the Chief of Police. Identify key law enforcement partners. Review and update Mutual Aid Agreements. Coordinate mutual training. Identify and prioritize capability, capacity, and resource gaps. Identify partners with capability, capacity, and resource support.

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Initiative scheduled

6.2.2 Mid-Term

Institute an Exchange Program. Participate in the Heads of Law Enforcement meetings/events. Maintain membership and support in the Wyoming Association of Sheriffs and

Chiefs of Police. Attend the International Chiefs of Police annual event.

6.2.3 Long-Term

Continue and grow the Exchange Program. Participate in the Heads of Law Enforcement meetings/events. Maintain membership and support in the Wyoming Association of Sheriffs and

Chiefs of Police.

LOE 6.3: INFORMATION AND COMMUNICATION

CHALLENGE: To accurately, timely, and strategically inform and communicate with identified audiences in the information and communication environment of today and tomorrow.

SUCCESS: Department information and communication operations and activities accurately and truthfully inform the intended audiences in a timely, effective medium and manner.

6.3.1 Short-Term

Evaluate the Department’s information and communications strategy. Develop and institute a strategic communication/information plan. Develop strategic communication objectives supporting the

information/communication plan. Assign appropriate staffing and resources to accomplish this plan. Assign a Department public affairs officer. Develop social media expertise and practices (supported by sound policy). Conduct baseline, Department-wide public information training. Support and reinforce the COPS career track.

6.3.2 Mid-Term

Evaluate ongoing information and communication activities. Modify and/or update the information/communication plan. Assign additional human and technological resources to further enhance

information/communication activities. Conduct advanced public affairs training for identified Department members. Staff a full-time social media manager.

6.3.3 Long-Term

Grow the staffing/resourcing of the public affairs section. Be prepared and postured to respond to future communication and information

advancements and technological changes.

CLOSING

Our critical partnerships and partner relationships enable our long-term, strategic success. By leveraging both our law enforcement and community partners’ expertise, experience, capabilities, and capacities, we effectively grow and force multiply our resources. However, we must invest now in our relationships, so that they are established, trustworthy, and reciprocal when we need them

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most. Finally, effective information and communication activities reinforce and build on our partner relationships, and as such, a thoughtful, measured, and directed approach must be adhered to in our external information flows. All of these activities take a sustained, dedicated effort up front to ensure the greatest effectiveness long-term.

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“Every society gets the kind of criminal it deserves. What is equally true is that every community gets the kind of law enforcement it insists on.” ~ Robert F. Kenney

CHAPTER 13

CLOSING

Through our detailed development of strategic objectives, lines of operation, and supporting lines of effort, the Department has a clear vision and path forward to ensure long-term, strategic success. Specifically, by focusing our efforts on our people, our infrastructure, our technology, our enforcement, our Department, and our partners, we will be best prepared to attain mission and strategic success. Casper Police Department 2023 will help ensure we are best postured and ready to serve our community, confront challenges, and seize opportunities. The entire force, committed to guarding and serving our Casper community, understands the significance of our duties, and we are prepared to execute this plan to ensure mission success and faithful service to our citizens. Asked why it was dishonorable to return from battle without a shield and not without a helmet,

the Spartan King, Demaratos (510-491), is said to have replied:

"BECAUSE THE LATTER THEY PUT ON FOR THEIR OWN PROTECTION, BUT THE SHIELD FOR

THE COMMON GOOD OF ALL."

casper police department 2023 · casper police department 2023 serves as the department’s...

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