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    Rochester Police Department 2013 Strategic Plan

     


    The RPD has created strategic plans in the past; each implemented with varying degrees of completion. In 2012, Chief James Sheppard, in consultation with key stakeholders in City government, determined the RPD strategic planning process should be revisited. The intent was to create a refreshed plan; taking a longer-term focus and following a process that ensured input from multiple stakeholders including: City Council Members, the Mayor, RPD staff, RPD’s Locust Club and Rochester city residents.

    The Chief established a Strategic Planning Core Team and engaged the services of an external consultant/facilitator, Michael Caceci of Excellerated Performance, LLC for the purpose of taking a ‘clean sheet’ approach. Applying a proven strategic thinking and planning model, the team addressed all aspects of the strategic plan: from revisiting the RPD vision, mission and values, to identifying critical goal categories, goals and key actions required to achieve its primary mission.

    The Strategic Plan detailed in this document is the culmination of a comprehensive strategic thinking and planning process. The Core Team participated in multi-week facilitated sessions (November 2012 – January 2013) to address all aspects of the plan. Between sessions, the team and the facilitator engaged key stakeholders. Meetings were held with City Council Members for their input to the plan. These meetings included candid discussions of vision, mission, and purpose; the RPD’s strengths and weaknesses. Sessions were held with city residents at two PCIC sessions. The facilitator met with Mayor Thomas Richards, Locust Club President Michael Mazzeo and Council Member Adam McFadden for unfiltered input. In addition, aspects of the plan were shared with internal employees including: Commanders, Captains, Lieutenants, Sergeants, Officers and non-sworn staff. The facilitator even did a ride-along to gain the perspective of front-line Officers.

    By asking and answering critical questions, and with ample input from multiple stakeholders, the Core Team crystallized a Vision and Mission, determined its Base Strategy and identified Critical Goals.

    A SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis was conducted to identify external and internal factors that can impact the RPD’s ability to achieve the Vision, Mission and Goals. (Note: Long-term goals are assumed to require more than one year. Short-term goals should take one year or less to complete.)

    The RPD Strategic Plan is not a rigid set of instructions. The RPD leadership team may need to flex strategies and successful implementation will be influenced by a variety of factors such as: unexpected changes to the City’s financial condition; the state of the regional economy; the impact that new laws may have on the RPD’s ability to achieve its goals. Also, RPD and City leaders need to ensure that future Department leaders follow through on the goals described in this plan.

    In summary, the RPD Strategic Plan provides a roadmap to success. The Leadership Team is committed to using this plan as a working document to drive Department-wide change, manage its operations more effectively and to measure its results.

    2013 Rochester Police Department Strategic Plan 

    2013-2014 Annual Crime Reduction Strategy 

    2013-2014 Annual Crime Reduction Strategy Summary 

     


    SEE ALSO

    Police

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