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1 The Blackfoot Police Department’s Strategic Plan Fiscal Year 2024 through Fiscal Year 2028 ---PAGE BREAK--- 2 Table of Contents Message from the Chief 3 Organizational Overview 4 Mission Statement 5 Goals and Objectives Overview FY 2024 – FY 2028 6 Strategic Plan Format/Example 7 Goal 1: Enhance Community Involvement, Communication and Partnerships 9 Goal 2: Increase Staffing and Department Efficiency 14 Goal 3: Upgrade and Integrate Police Technology 16 Goal 4: Improve Police Service Quality and Training 21 Goal 5: Increase Employee Retention and Reduce Turnover 23 Goal 6: Enhance Minimum Maintenance Ordinance Compliance, Contact, and 26 Goal 7: Increase proactive and intelligence-based policing, focusing on fentanyl, heroin, methamphetamine, and narcotics investigations 30 Closing Remarks: 35 ---PAGE BREAK--- 3 Message from the Chief Dear Reader- As Chief Gordon Croft of the Blackfoot Police Department, I am pleased to share our strategic plan for the fiscal years 2024 to 2028. This plan is not just a set of objectives. It is a commitment to our continuous improvement and an acknowledgment of the evolving needs within our department and community. Crafting this plan has been a collaborative effort that reflects the dedication of the remarkable men and women who comprise our police department. While the specific details of our seven goals are outlined within the plan itself, the essence of our strategy focuses on technological advancement, equipment modernization, expanded staffing, and other critical areas. These focal points were selected to ensure we remain at the forefront of public safety and service excellence. The importance of a strategic plan cannot be overstated. It is more than a document; it is a proactive measure, a vision that helps us anticipate the future and prepare accordingly. By identifying our priorities now, we are positioning the Blackfoot Police Department to respond effectively to the challenges ahead and seize opportunities to enhance the well-being of our community. However, it is crucial to recognize that while this plan provides direction, it is not set in stone. The nature of law enforcement is dynamic, and our strategies must be adaptable to the changing landscape of our community's needs and the broader societal context in which we operate. I am immensely thankful for the support of our community members, whose insights and partnership are invaluable to our mission. As we move forward, I invite you to review our strategic plan, engage with us, and continue to contribute to the growth of our department and community. Together, we will ensure that Blackfoot remains a place where safety and prosperity flourish. GORDON CROFT Chief of Police Gordon Croft Chief of Police ---PAGE BREAK--- 4 Organizational Overview The Blackfoot Police Department (BPD) has a history of serving the Blackfoot community for over 115 years. The department strives for excellence in meeting the needs of our residents and visitors alike to create a safe and friendly community. BPD is comprised of a workforce consisting of 32 employees. With an authorized sworn strength of 29 full-time individuals, the BPD responds to 700 - 1000 calls for service serving over 13,000 people. BPD is an agency accredited by the Idaho Chiefs of Police Association. We are proud of our interaction with the community in our continuing collaborative problem-solving efforts. To be transparent with the community, we strive for excellence in providing all the requirements necessary for a full-service modern police department. We listen to our community, and we respond. Department Information Department Founded 1908 Sworn Personnel 29 Civilian Personnel 4 Calls for Service (2023) 7,564 Department Structure Position # of Positions Chief of Police 1 Captain 1 Lieutenant 2 Sergeant 3 Corporal 4 Detective 4 School Resource Officer 4 Officer (Full-time) 10 Officer (Part-time) 2 Officer (Reserve) 4 Office Manager 1 Records Specialist 1 Evidence Custodian (Part-time) 1 Animal Control Officer 1 Ordinance Officer (Part-time) 1 Citizens on Patrol (Volunteer) 5 Fulltime Positions Length of Service # Individuals Less Than 1 Year 1 1 Year 5 2-3 Years 2 4-5 Years 6 6-9 Years 8 10+ Years 7 Police Vehicle and Equipment Vehicle/Equipment Amount Police Marked Vehicles 25 Police Unmarked Vehicles 8 ACO/Ordinance Marked Vehicle 2 COP Marked Vehicles 2 UTV 1 Jet Ski 1 Enclosed Trailer 1 Crime Scene Vehicle 1 Bicycles (E-Bikes) 7 The Blackfoot Police Department’s Strategic Plan Fiscal Year 2024-2028 was created and produced by members of the Blackfoot Police administration. The plan was generated from planning meetings of department stakeholders conducted during 2023. ---PAGE BREAK--- 5 Mission Statement Our mission is to enhance the quality of life for those who live in or visit our community. Furthermore, we value our employees and are committed to improving their quality of life in the workplace. Community Policing BPD is dedicated to the concept of “community policing,” which is a strategy and philosophy that fosters a partnership between the Police Department and those who live and work in Blackfoot. To be proactive, we rely on our partnerships with citizens, civic groups, and neighborhoods to reduce and prevent crime. We at the BPD are always looking for ways to improve our relationships with these groups, and anyone interested in making Blackfoot a better place to live is encouraged to become involved in one of our programs or something else of interest. Core Values SERVICE HONESTY INTEGRITY ---PAGE BREAK--- 6 Goals & Objectives MISSION STATMENT FY2024-FY2028 Strategic Plan Enhance Community Involvement Increase Department participation in community functions Partner with local businesses to develop a police substation Build a continuing joint training program focusing on active shooter response with education partners Improve communication with the community members via social media and other online means. Increase Staffing and Department Efficiency Expand support staff to decrease administrative or logistical duties for officers. Upgrade and Integrate Police Technology Upgrade current Axon Taser X2 to Axon X7 tasers Upgrade Motorola handhelds to Motorola APX 6000 handhelds. Update APX 6000 in-car radios and upgrade body and in-car cameras to WatchGuard M500 and M700 Purchase a Forensic Software system replace the current Forensic Program Improve Police Service Quality Increase training for officers, supervisors, and staff within the Blackfoot Police Department. Increase Employee Retention and Reduce Turnover Review pay scale and make necessary adjustments to remain competitive with local law enforcement agencies Continue a formalized system for recognizing and rewarding teamwork, success, and accountability Enhance Minimum Maintenance Ordinance Compliance, Contact, and Education Reduce minimum maintenance properties and increase ordinance compliance Train patrol officers on common ordinance violations to further assist in the minimum maintenance officers Increase public awareness of ordinances Improve Education & Proactive Policing for Fentanyl Increase proactive and intelligence- based policing practices Host Town Hall Event to bring awareness and education to Fentanyl dangers Add single- purpose narcotics canine to the patrol division Distribute Narcan to other city departments and education partners within our jurisdiction ---PAGE BREAK--- 7 Strategic Plan Format GOAL – Specific statement of what needs to be achieved in the future. PURPOSE – Why the Department is implementing this strategy. ACTION PLAN – A brief statement of what needs to be completed to meet the needs of the objective or goal. OBJECTIVE – A continuous or one- time action that moves the department from motive to action. MEASURES OF SUCESS – A benchmark that will be used to track if the action plan and strategy were successful. STRATEGY SPONSOR – BPD member who is responsible for implementation and tracking of the strategy. TIMELINE – Displays when each strategy is slated to take place in calendar year format. ---PAGE BREAK--- 8 Strategy Descriptions ---PAGE BREAK--- 9 Goal 1 Enhance Community Involvement, Communication and Partnerships Objective A: Increase the Blackfoot Police Department's participation in community functions within the Blackfoot community. Objective B: Develop partnerships with local businesses to develop a police substation with minimal cost to the general budget by FY 2028. Objective C: Build a continuing training program focusing on active shooter response in connection with the Blackfoot School District #55 and charter schools within Blackfoot. Objective D: Improve communication with the community members via social and other online means. ---PAGE BREAK--- 10 Goal 1: Enhance Community Involvement, Communication, and Partnership Objective A: Increase the Blackfoot Police Department's participation in community functions within the Blackfoot community Action Plan Regularly participate in community volunteer programs such as the community dinner table, walk a mile in her shoes, youth dodgeball program, citizens police academy, police fair, trunk or treat, and other volunteer events. Purpose Establish a personable and approachable relationship with community members through positive public interactions that foster normality between all department members. Measures of Success Report the number of events attended and hours attended annually at the end of FY2024, FY2025, FY2026, FY2027, and FY2028. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Captain Wes Wheatley Office Manager Kim Arms ---PAGE BREAK--- 11 Goal 1: Enhance Community Involvement, Communication, and Partnership Objective B: Develop partnerships with local businesses to develop a police substation with minimal cost to the general budget by FY 2028. Action Plan Find a location for a police substation with a local business partner to further the police presence in the community and provide a visible location for law enforcement. Ensure that the substation is highly visible with signage. Hold shift briefings and conduct follow-up and community meetings at the substation. Purpose Provide a secondary location near or within a commercial area where Officers can complete paperwork, community presentations, training, conduct follow up, or take breaks, while establishing a visual deterrent in the area. Measures of Success A signed agreement with a community business partner, with substation operational by the end of FY2028. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Captain Wes Wheatley ---PAGE BREAK--- 12 Goal 1: Enhance Community Involvement, Communication, and Partnership Objective C: Build a continuing training program focusing on active shooter response for staff and with the Blackfoot School District #55 and charter schools within Blackfoot Action Plan Utilize department members such as School Resource Officers, STAR Team Members, and instructors in active shooter to create training for school district members to respond in a way that best aligns with law enforcement response. Purpose To increase the safety of school members while building a cohesive approach to cross training with educators. Measures of Success Report the number of training sessions provided and hours instructed to the Blackfoot School District #55/charter schools within Blackfoot annually at the end of FY2024, FY2025, FY2026, FY2027, and FY2028. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Lieutenant Todd Myler Sergeant Jon Hay ---PAGE BREAK--- 13 Goal 1: Enhance Community Involvement, Communication, and Partnership Objective D: Improve communication with the community members via social media and other online means Action Plan Promote online tip submission programs, engage in social media, and deliver a message from the Chief of Police or other division supervisors. Purpose Creating community partnership to assist in case closures by informing members of both criminal activity and informative messages related to the community and their Law Enforcement professionals. Measures of Success Report the number of social media engagement metrics and the number of tips received at the end of FY2024, FY2025, FY2026, FY2027, and FY2028. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Office Manager Kim Arms ---PAGE BREAK--- 14 Goal 2 Increase Staffing and Department Efficiency Objective A: Expand current support staff to decrease administrative or logistical duties for members of patrol and detective divisions. ---PAGE BREAK--- 15 Goal II: Increase Staffing and Department Efficiency Objective A: Expand current support staff to decrease administrative or logistical duties for members of patrol and detective divisions. Action Plan Transition the current part-time evidence tech to full-time by FY 2026, add part-time records clerk by FY 2027, and make the current part-time ordinance officer position full-time by FY 2028. Purpose Timely customer service relating to administrative requests to office staff Adherence to established City Ordinances providing a safer and more beautiful Blackfoot Measures of Success The number of new positions created from FY2026 - FY2028. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Chief Gordon Croft ---PAGE BREAK--- 16 Goal 3 Upgrade and Integrate Police Technology Objective A: Upgrade current Axon Taser X2 to Axon X7 Tasers. Objective B: Upgrade 15-year-old Motorola handhelds to Motorola APX 6000 handheld radios by FY 2029. Objective C: Integrate APX 6000 in-car radios and upgrade body and in-car cameras to WatchGuard M500 and M700 into the vehicle lease program. Objective D: Seek grants and collaborate with Bingham County Sheriff's Office and to purchase a Cellebrite Digital Forensic Software system by FY 2026 to replace the current Oxygen Forensic Program. ---PAGE BREAK--- 17 Goal III: Goal: Upgrade and Integrate Police Technology Objective A: Upgrade current Axon Taser X2 to Axon X7 Tasers. Action Plan Purchase four X7 tasers each fiscal year to replace aging Taser X2 that are no longer repairable by Axon. Purpose To spread the cost of equipping Blackfoot Police Officers with Taser 7’s which Axon currently supports and maintains. Measures of Success In FY 2028, sixteen (16) Axon X7 tasers are owned and in service by the Blackfoot Police Department. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Captain Wes Wheatley Lieutenant Todd Myler ---PAGE BREAK--- 18 Goal III: Upgrade and Integrate Police Technology Objective B: Upgrade 15-year-old Motorola handhelds to Motorola APX 6000 handheld radios by FY 2028. Action Plan Purchase four to Motorola APX 6000 handheld radios each fiscal year. Purpose To spread the cost of equipping Blackfoot Police Officers with radios encompassing newer technology than our current 15-year- old radios. Measures of Success In FY 2028, sixteen (16) Motorola APX 6000 handheld radios are owned and in service by the Blackfoot Police Department. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Captain Wes Wheatley ---PAGE BREAK--- 19 Goal III: Upgrade and Integrate Police Technology Objective C: Integrate APX 6000 in-car radios and upgrade body and in-car cameras to WatchGuard M500 and M700 into the vehicle lease program. Action Plan Include the cost of the mobile radios in the budget for building patrol cars and purchase new WatchGuard body and in-car cameras each year through the vehicle lease program Purpose Incorporating these purchases in the lease program reduces the impact the initial purchase amount would have on the general budget. Measures of Success Review the future vehicle lease to ensure the integration of APX 6000 in-car radios and upgrade body and in-car cameras to WatchGuard 500 and M700 into the vehicle lease program. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Captain Wes Wheatley ---PAGE BREAK--- 20 Goal III: Upgrade and Integrate Police Technology Objective D: Collaborate with Bingham County Sheriff's Office while seeking grants to purchase a Cellebrite Digital Forensic Software system by FY 2026 to replace the current Oxygen Forensic Program. Action Plan Complete the initial purchase of software and equipment, then share ongoing license costs through both agencies. Purpose Equip investigators with current technology and tools to assist in collecting digital evidence for criminal cases. Measures of Success Obtain the Cellebrite Forensic Software and needed devices to have in operation by the end of FY 2026. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Lieutenant Blake Davis ---PAGE BREAK--- 21 Goal 4 Improve Police Service Quality and Training Objective A: Increase training for officers, supervisors, and staff within the Blackfoot Police Department. ---PAGE BREAK--- 22 Goal IV: Improve Police Service Quality Objective: A: Increase training for officers, supervisors, and staff within the Blackfoot Police Department. Action Plan Continue to require annual in-house department block training, utilize instructors within the department to host free in-house training and send department members to train the trainer courses to return and instruct other members of the Blackfoot Police Department. Purpose Providing the most current training and best practices to members of the Blackfoot Police Department to assist in further development of the department and its members while providing quality service. Measures of Success Report the number of POST-certified instructors and the number of hours department members were trained annually at the end of FY2024, FY2025, FY2026, FY2027, and FY2028. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Lieutenant Todd Myler ---PAGE BREAK--- 23 Goal 5 Increase Employee Retention and Reduce Turnover Objective A: Review wages each fiscal year during budget workshops and make necessary adjustments to remain competitive with local law enforcement agencies within the region. Objective B: Continue a formalized system for recognizing and rewarding teamwork, success, and accountability. ---PAGE BREAK--- 24 Goal V: Increase Employee Retention and Reduce Turnover Objective A: Review the pay scale for department members when budgeting and propose necessary adjustments to remain competitive with local law enforcement agencies within the region. Action Plan Review the pay scale each fiscal year when planning ensure it remains competitive with neighboring law enforcement agencies. Purpose Providing competitive wages creates a solid foundation for employee retention and worth, while fostering a culture of loyalty, commitment, and longevity. Measures of Success Report the average length of service of department members and review the volume of turnover at the end of FY2024, FY2025, FY2026, FY2027, and FY2028. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Chief Gordon Croft ---PAGE BREAK--- 25 Goal V: Increase Employee Retention and Reduce Turnover Objective B: Continue a formalized system for recognizing and rewarding teamwork, success, and accountability. Action Plan Ensure that individuals are recognized during department meetings, city council meetings, and end-of-year department awards ceremonies. Purpose Recognizing our successes and our employees’ successes provides an established environment of appreciation, belonging, while nurturing a culture of loyalty, commitment, and longevity. Measures of Success Report at least five successes and/or achievements the Blackfoot Police Department had at the end of FY2024, FY2025, FY2026, FY2027, and FY2028. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Captain Wes Wheatley ---PAGE BREAK--- 26 Goal 6 Enhance Minimum Maintenance Ordinance Compliance, Contact, and Education Objective A: Reduce properties with minimum maintenance violations and increase ordinance compliance Objective B: Train patrol officers on common ordinance violations to further assist in the minimum maintenance officers follow-up. Objective C: Increase public awareness and education of minimum maintenance ordinances process. ---PAGE BREAK--- 27 Goal VI: Enhance Minimum Maintenance Ordinance Compliance, Contact, Education Objective A: Reduce minimum maintenance properties and increase ordinance compliance Action Plan Continue to add non-compliant properties to the FLEX database. Purpose Adherence to City Ordinances while creating pride in being a property owner in the beautiful City of Blackfoot. Measures of Success The number of contacts for property ordinance violations and the amount in compliance reported at the end of FY2024, FY2025, FY2026, FY2027, and FY2028. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Office Manager Kim Arms ---PAGE BREAK--- 28 Goal VI: Enhance Minimum Maintenance Ordinance Compliance, Contact, Education Objective B: Train patrol officers on common ordinance violations to further assist in the minimum maintenance officers follow-up. Action Plan Create in-house training to help members of the patrol division understand the process of ordinance violation notification and proper documentation if property is not brought to compliance. Further, include clear steps in writing the Field Training Manual to help new officers Purpose Create in-house training to help members of the patrol division understand the process of ordinance violation notification and proper documentation if property is not brought to compliance. Further, include clear steps in writing the Field Training Manual to help new officers Measures of Success Document that all members of the patrol division attended the training at the end of FY2024, FY2025, FY2026, FY2027, and FY2028. Ensure that section sign-off is included in the field training manual for all new officers. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Lieutenant Todd Myler ---PAGE BREAK--- 29 Goal VI: Enhance Minimum Maintenance Ordinance Compliance, Contact, Education Objective C: Increase public awareness of ordinances Action Plan Utilize social media and digital display boards to inform/educate the public of the purpose of minimum maintenance/ordinances. Purpose Inform Blackfoot City property owners in the purpose of minimum maintenance, while providing the common violations addressed, and where one can view the City Ordinances. Measures of Success The number of social media posts and digital display board posts at the end of FY2024, FY2025, FY2026, FY2027, and FY2028. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Captain Wes Wheatley ---PAGE BREAK--- 30 Goal 7 Increase proactive and intelligence-based policing practices in both patrol and detective divisions, focusing on fentanyl, heroin, methamphetamine, and narcotics investigations. Objective A: Increase proactive and intelligence-based policing practices in both patrol and detective divisions, focusing on fentanyl, heroin, methamphetamine, and other hard narcotics investigations. Objective B: In collaboration with the Bingham County Sheriff’s Office, Bingham County Prosecutors Office, local medical professionals, and the Blackfoot Fire Department will hold a Town Hall Event to bring awareness and education to Fentanyl dangers and trends. Objective C: Add single-purpose narcotics canine to the patrol division to increase the availability of narcotics detection canines. Objective D: Utilize opiate settlement funds and grant opportunities to facilitate the distribution of Narcan to city departments and education partners in our jurisdiction. ---PAGE BREAK--- 31 Goal VII: Improve Proactive Policing for Fentanyl (narcotics) and Education to Community Members Objective A: Increase proactive and intelligence-based policing practices in both patrol and detective divisions, focusing on fentanyl, heroin, methamphetamine, and other hard narcotics investigations. Action Plan Use data-driven information/intelligence and improve information sharing with neighboring agencies to incorporate in investigations divisions and patrol division. Purpose Reduce the presence of dangerous narcotics in the community. Measures of Success Measure all narcotic-related arrests and the quantity of narcotics seized at the end of FY2024, FY2025, FY2026, FY2027, and FY2028. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Lieutenant Blake Davis ---PAGE BREAK--- 32 Goal VII: Improve Proactive Policing for Fentanyl (narcotics) and Education to Community Members Objective B: In collaboration with the Bingham County Sheriff’s Office, Bingham County Prosecutors Office, local medical professionals, and the Blackfoot Fire Department will hold a Town Hall Event to bring awareness and education to Fentanyl dangers and trends. Action Plan Utilizing the range of professionals that are educated or have experience with the trends of fentanyl in the community, host town hall to provide insight and answer questions. The town hall will be held at the city hall annually and streamed to increase the availability of the information. Purpose Reduce narcotics in the community while provide education and insight of the dangers and trend related to Fentanyl. Measures of Success The annual event, the number of individuals that attended in person and online. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Chief Gordon Croft ---PAGE BREAK--- 33 Goal VII: Improve Proactive Policing for Fentanyl (narcotics) and Education to Community Members Objective C: Add single-purpose narcotics canine to the patrol division to increase the availability of narcotics detection canines. Action Plan Utilize narcotics forfeiture money, community partnerships, and Bingham County Sheriff’s Office to acquire a canine, and send a prospected K9 Team to certification training to reduce the cost to the general police fund by the end of FY2024. Purpose Utilization of a second K9 team in our effort to reduce the use of illegal narcotics within our community. Measures of Success The addition of a canine and successful completion of a canine handler course by the end of FY2024. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Captain Wes Wheatley Lieutenant Todd Myler ---PAGE BREAK--- 34 Goal VII: Improve Proactive Policing for Fentanyl (narcotics) and Education to Community Members Objective D: Utilize opiate settlement funds and grant opportunities to facilitate the distribution of Narcan to city departments, the Blackfoot school district, and charter schools within our jurisdiction to equip them with the resources necessary to respond effectively to opioid-related incidents. Action Plan Contact each city department head, Blackfoot School District Administration and Charter School Administration to identify the need for Narcan and annual purchases to supply each entity. Purpose Provide our community partners with resources necessary to respond to opioid- related incidents within their work environments. Measures of Success Report the quantity of Narcan distributed to each entity, including city departments, the Blackfoot school district, and charter schools, at the end of FY2024, FY2025, FY2026, FY2027, and FY2028. Timeline 2024 2025 2026 2027 2028 Strategy Sponsors Chief Gordon Croft Sergeant Jon Hay ---PAGE BREAK--- 35 Closing Remarks: "Our strategic plan is like a map that guides us in logistics, staffing, services, technology, and more. However, it's just a small part of our organization's short- and long-term goals. Members of the Blackfoot Police Department work tirelessly every day to ensure the best police services are provided to members of our community. Let's continue to work together and make Blackfoot a safe and welcoming place for everyone." - Captain Wes Wheatley