General Order 13.1
OPERATIONAL AND ORGANIZATIONAL PLANNING

Last Revised: 03-01-2017

SUBJECT: OPERATIONAL AND ORGANIZATIONAL PLANNING

This order consists of the following numbered sections:

13.1.1    Annual work plan

13.1.2    Annual work plan monitoring

13.1.3    Long-range planning

13.1.1 Annual work plan

I.    The Department annual work plan is prepared by the Management Team and describes the annual goals and objectives for the Department.

A.    Goals and objectives are directly related to the Department’s mission.

B.    Annual goals and objectives may be associated with the Department’s strategic focus and may be related to long-term outcomes.

II.    Divisions prepare division annual work plans that describe the annual goals and objectives specific to the division in accomplishing the Department’s annual goals and work plan.

III.    Department members are encouraged and expected to provide input for both the Department annual work plan and their respective Division annual work plan.

IV.    The annual Department work plan is consistent with the philosophical and policy guidelines included in the policing chapter of the Olympia Comprehensive Plan.

V.    The annual Department work plan is posted on the Department’s intranet page and is accessible to all Department personnel.

13.1.2 Annual work plan monitoring

I.    Evaluation of progress toward the attainment of annual Department goals and objectives is done during regular Management Team meetings.

II.    Progress reports are shared with staff at regularly scheduled meetings, such as unit meetings, supervisor meetings, and training.

13.1.3 Long-range planning

I.    The Department maintains a multi-year plan which articulates broad vision, goals/objectives and priorities, and plans for addressing them. The multi-year plan is the responsibility of the Management Team and includes the following elements:

A.    Identification of long-range (five years or more) vision, goals/objectives, and priorities;

B.    Identification and evaluation of emerging public safety philosophies/strategies;

C.    Anticipation of long-term organizational change needs;

D.    Anticipation of population trends and their impact on workload;

E.    Anticipation of personnel needs, using budget projections, population projections, potential jurisdictional boundary changes, and community service expectations;

F.    Anticipation of training and professional development needs;

G.    Identification of capital improvement and equipment needs based on legislative requirements, depreciation of existing equipment/facilities, new technology, and improvements in the quality and level of service.

II.    The multi-year plan is consistent with the philosophical and policy guidelines included in the policing chapter of the Olympia Comprehensive Plan.

III.    The multi-year plan is updated as necessary and reviewed by the Management Team as the Department annual work plan is being developed.