SCOTTSDALE POLICE
DEPARTMENT STRATEGIC
PLAN 2018-2021
2018-2021
Scottsdale Police Department Strategic Plan 2018-2021
It is my pleasure to present the Scottsdale Police
Department Strategic Plan that will carry us to 2021.
This document is built on the foundation of past
successes and combined with a vision for the future
of our Department and our community. The
strategies identified in this plan are the product of
multiple retreats, feedback from studies, and current
trends facing the City of Scottsdale and our police
department.
During our November 2017 retreat, attendees
participated in an exercise to reflect on our vision.
During this vision exercise new elements were
identified and a new vision for this plan was
established.
“We are an employer of choice with
exceptional employees, exemplary services,
and an engaged community, resulting in a
safe and secure Scottsdale.”
This three-year plan encompasses the Department’s
commitment to community concerns through four
Strategic Directions: Connecting with the
Community, Improving Organizational Effectiveness, Strengthening the Workforce, and Enhancing
Public Safety.
I encourage you to review the included Strategic Plan initiatives, which reaffirm our commitment to the
citizens to be proactive in our police services and continually strive to enhance the safety and quality of
life here in the City of Scottsdale.
“The Scottsdale Police Department, in partnership with the
citizens of Scottsdale, recognizes the changing needs of our
community and law enforcement’s role in addressing those
needs. Furthermore, we pledge EXCELLENCE, INITIATIVE
AND INTEGRITY to enhance the quality of life throughout
our City knowing those we serve deserve no less.”
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Scottsdale Police Department Strategic Plan 2018-2021
The Scottsdale Police Department proudly serves the City of
Scottsdale, a vibrant southwest community that as of July 31,
2017 has an estimated population of 242,500a persons in an
area approximately 185 square miles, stretching 31 miles from
north to south. Scottsdale is a premier community known for a
high quality of life with attractive residential, working and
shopping areas. It is an internationally recognized visitor
destination and a thriving location for business. Scottsdale
consistently ranks among the nation’s best places to live, with
top-rated schools, award winning parks, low crime and a
vibrant economy.
The Department remains a progressive and innovative law
enforcement agency, possessing strong values that emphasize
ethical behavior, principled decision-making, commitment to
serving the community and an appreciation for diversity. The
organization is proud to be nationally accredited by the
Commission on Accreditation for Law Enforcement Agencies
since 1994, reflecting the commitment of the Department to
constantly improve the quality of service provided to the
citizens of Scottsdale.
a
Population Arizona Department of Administration - Office of Employment and Population Statistics
The Planning Process
The strategic planning process allows our Department to establish a vision for the future and develop
long term goals and operational objectives that will be met through our strategic initiatives. The strategic
plan serves as a 3-Year “roadmap” that steers the Department and promotes effective resource
allocation and budget planning. The plan is a “living document” that is regularly reviewed and updated
to reflect current community issues, organizational goals and the state of the economy.
The 2018 strategic plan involved inputs from many areas. The success of this planning process lies in the
sponsorship and accountability across the Scottsdale Police Department. This process includes all
employees, starting with the Chief of Police through the ranks to line level employees. Each Strategic
Direction is assigned to an Assistant Chief, all Strategic Objectives are assigned to members of Command
Staff, and strategic initiatives are assigned to mid-level management, both sworn and civilian, to initiate
cross-division teams to carry out the intention of the strategy. Through this combined sponsorship with
all levels of police employees we ensure accountability to the efforts of this strategic plan.
This Strategic Plan is facilitated through the Planning, Research and Accreditation Division of the
Operational Services Bureau. This includes regular updates to staff, management of the internal tracking
tool, and all published reports.
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Scottsdale Police Department Strategic Plan 2018-2021
Inputs Reviewed During the Planning Process
Prior to and during the retreats, attendees reviewed several key inputs that would serve as a guide during
the planning process. These areas included:
• City demographic, financial, and
• City capital improvement projects and
economic trends
equipment needs
• Residential/commercial development
• Scottsdale Police Department Annual
SWOT Analysis
plans
• Crime trends
• Police Department budget allocations
• The Scottsdale Bridge Forum
• Anticipated Personnel and available
resources
• President’s Task Force on 21st Century
• Center for Public Safety Management
Policing
Demographics, Anticipated Trends & Demands
In developing this strategic plan, the Department invited presenters from the Community & Economic
Development department and local businesses to present on the future of Scottsdale. Department staff
also presented on trends and factors related to crime that might possibly impact the successful
implementation of the plan. These presentations included a review of population trends, demographics,
available resources, and level of demand for police services. During review, we addressed these current
realities and future key trends and factors.
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Since 2010, Scottsdale has grown by 13.46% (29,260 persons per 2016 population estimates)
Land use is approximately 47% residential, 43% Open Space, 7% industrial/commercial, and 3%
mixed use.
FY2017/18 positions adopted: 401 sworn, 258.3 civilian employees, 659.3 total.
FY2017/18 authorized Officers per 1,000 population: 1.65.
FY2017/18 authorized civilian employees per 1,000 population: 1.07.
Anticipated Workload and Population Trends
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Scottsdale’s population through 2050 is expected to grow by 27%, totaling roughly 312,000
persons
‘Daytime’ Population is estimated to be a 28% increase every day and Seasonal Resident
population increases by 15% during the winter months
Citizen-generated and Officer-initiated calls for service are projected to continue increasing.
The largest resident population of the City will remain in the Central Area (Indian Bend Road to
Deer Valley Road) of the city
Tourism will remain a pillar to Scottsdale’s economy.
The City’s revitalization efforts in the McDowell Corridor, Downtown Scottsdale, and Greater
Airpark areas will impact the Department’s workload and policing strategies over the next few
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Scottsdale Police Department Strategic Plan 2018-2021
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years. The revitalization includes new mixed- use commercial, retail, and residential
developments in all three areas with expected population growth.
Criminal sophistication will continue to increase, at least on par with technology.
National and local topic crime types such as the opioid epidemic, human trafficking, and
network/data security will be a challenge over the next 3 years and beyond.
National best practices might require digital evidence to transition to a lab setting.
Sources: City of Scottsdale: Community & Economic Development Department, Treasurer’s Office, Police Department &
Maricopa Association of Governments, and Scottsdale Police Department Investigative Services Bureau. Calculations based
on Maricopa Association of Governments 2016 Socioeconomic Projections. For Official Population, please refer to the Arizona
Department of Administration Office of Employment and Population Statistics
Other Inputs
The Scottsdale Police Department reviewed the
recommendations from 21st Century Policing,
feedback from the Center for Public Safety
Management, and ideas from the Bridge Forum prior
to the strategic plan retreat. We strive to ensure that
all strategies are aligned with the pillars of 21st
Century Policing (left). Any recommendations that
were brought forward by any of the three reports
that were not already in place in our organization are
included as strategies in this document and will be
carried forward.
Prior to the Strategic Planning retreat, members of
the department Command Staff and other key city
partners met in a facilitated Strength, Weaknesses,
Opportunities and Threats (SWOT) workshop. This
annual facilitated dialogue asks the participants to
think about the internal strengths and weaknesses of
the organization that can be influenced by the
internal actions of the organization. In turn, the
facilitator also asks the attendees to discuss those
opportunities and threats that are external to the
organization but will influence the direction of the
department over the next year. The broad topics
covered in this interactive SWOT discussion can be
found on the following page.
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Scottsdale Police Department Strategic Plan 2018-2021
SWOT Analysis
November 2017
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Scottsdale Police Department Strategic Plan 2018-2021
Outcomes of the Planning Process
During each strategic planning retreat the objective for the end of the day is to review and validate, or
develop new, Mission and Vision statements, and Strategic Directions, Objectives and Strategies.
These items act together to support each other in a tiered process. The top levels provide guidance for
all lower levels. The lower levels work to support the upper levels.
Mission
Vision
• is a statement of the general purpose of the organization
• is an image of how the organization desires to operate in the
future
• are derived from the Department's Mission and Vision and
are high-level statements of what the organization desires to
Directions achieve
• are derived from and support the Strategic Directions.
• are statements of the general means by which the
Objectives organization will work to meet the Strategic Directions
• are statements of how each Objective will be addressed.
• might incorporate multiple initiatives or projects and are
Strategies designed to produce measurable results
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Scottsdale Police Department Strategic Plan 2018-2021
Mission
“The Scottsdale Police Department, in partnership with the citizens of Scottsdale, recognizes the
changing needs of our community and law enforcement’s role in addressing those needs. Furthermore,
we pledge EXCELLENCE, INITIATIVE AND INTEGRITY to enhance the quality of life throughout our City
knowing those we serve deserve no less.”
Vision
“We are an employer of choice with exceptional employees, exemplary services, and an
engaged community, resulting in a safe and secure Scottsdale.”
Strategic Directions and Objectives
1. Connecting with the Community
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1.1 Engage Community
1.2 Expand Public Realtions
1.3 Increase Acessibility
1.4 Expand Partnerships
2.Improving Organizational Effectiveness
• 2.1 Manage Resources
• 2.2 Create Organizational Efficiency
• 2.3 Leverage Technology
3. Strengthening the Workforce
• 3.1 Develop Employees
• 3.2 Improve Recruitment/Hiring
• 3.3 Promote Employee Wellness
4. Enhancing Public Safety
• 4.1 Update Surveillance Technology
• 4.2 Promote Emergency Preparedness
• 4.3 Re-evaluate Response to Crime Trends
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Scottsdale Police Department Strategic Plan 2018-2021
Strategic Direction 1: Connecting with the Community (Assistant Chief Popp)
Objective 1.1: Engage the Community (Commander Minor)
Strategic Initiatives:
1.1.1: Create a process to educate parents regarding crime to promote greater
youth/parent dialogue. (Lt. Marmie, Year 2, Bridge Forum)
1.1.2: Identify platforms for connecting with youth to build mutual trust. (Lt.
Marmie, Year 1, Bridge Forum)
1.1.3: Identify ways to address the needs of the community related to behavioral
health. (Tracey Wilkinson, Year 2, Bridge Forum)
1.1.4: Establish dialogue opportunities with minority communities. (Lt. Rincon,
Year 2, Bridge Forum)
1.1.5: Establish a process to review current mission, vision and value as an
organization. (Lt. O’Meara, Year 2, Bridge Forum)
1.1.6 Develop a Youth Engagement Advisory Group. (Lt. Marmie, Year 2, Bridge
Forum & IACP Youth Engagement Action Plan)
1.1.7 Evolve the Crisis Response Team. (Lt. Regan, Year 2, IACP Youth
Engagement Action Plan)
Objective 1.2: Expand Public Relations (Commander LeDuc)
Strategic Initiatives:
1.2.1: Establish a marketing plan that crosses social & mass media. (Lt.
Campbell, Year 2)
1.2.2: Expand the departments social media footprint. (Lt. Campbell, Year 2)
1.2.3: Increase our capacity for video production. (Lt. Campbell, Year 2)
Objective 1.3: Increase Accessibility (Michael Keran)
Strategic Initiatives:
1.3.1: Integrate texting into the CAD system. (Karen Sutherland, Year 1)
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Scottsdale Police Department Strategic Plan 2018-2021
1.3.2: Purchase technology to help first responders interact with citizens that
may have difficulty communicating, and purchase technology that would assist
the public in providing first responders with important information related to
themselves or their family. (Karen Sutherland, Year 2)
1.3.3: Actively promote existing online services and explore expansion. (Whitney
Pitt, Year 2, CPSM)
Objective 1.4: Expand Partnerships (Commander LeDuc)
Strategic Initiatives:
1.4.1: Explore private sector opportunities for tools, resources and technology.
(Lt. Palopoli, Year 2)
Strategic Direction 2: Improving Organizational Effectiveness (Assistant Chief Gándara)
Objective 2.1: Manage Resources (Commander Henny)
Strategic Initiatives:
2.1.1: Conduct an assessment and provide recommendations for areas in which
civilianization could occur. (Lt. Evans, Year 1)
2.1.2: Create an annual plan for facility needs and space use. (Kevin Kilday, Year
1)
2.1.3 Explore the expansion of web-based reporting and deferred responses to
certain categories of CFS. (Cassie Johnson, Year 2, CPSM)
Objective 2.2: Create Organizational Efficiency (Will Davis & Kris Cano)
Strategic Initiatives:
2.2.1: Expand the departments volunteer program. (Tracie Paolillo, Year 2)
2.2.2: Apply lean principles to remove wasteful activities. (Cassie Johnson, Year
1)
2.2.3: Train department employees on process improvement. (Cassie Johnson,
Year 3)
2.2.4: Establish a process to ensure annual evaluation of task force involvement
& outcomes to ensure optimal utilization and participation. (Christy Alonzo, Year
1, CPSM)
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Scottsdale Police Department Strategic Plan 2018-2021
2.2.5: Explore the purchase of asset forfeiture tracking software to replace the
current spreadsheet method now in use by detectives. (Lt. Myers, Year 1, CPSM)
Objective 2.3: Leverage Technology (Michael Keran)
Strategic Initiatives:
2.3.1: Establish a process for ISB to identify trends that allows the department to
stay ahead of technology predators. (Lt. Regan, Year 2)
2.3.2: Develop a protocol/template for individualized training plans for each
technology implementation. (Steve Cohen & Robert Horton, Year 2)
2.3.3: Create a process to annually evaluate existing and new technology needs,
soliciting input from all levels of the agency, that also includes Total Cost of
Ownership expectations. (Michael Keran, Year 1)
2.3.4: Establish an implementation plan for NIBRS to meet requirement set by
FBI AND State. (Cassie Johnson, Year 1, CPSM)
Strategic Direction 3: Strengthening the Workforce (Assistant Chief Gándara)
Objective 3.1: Develop Employees (Commander Hall)
Strategic Initiatives:
3.1.1: Develop plan to address time for training. (Lt. Rincon, Year 2)
3.1.2: Expand Emerging Leadership Program (ELP). (Lt. Walther, Year 1)
3.1.3: Create a formalized mentoring process available to all employees. (Lt.
Coffee, Year 2)
3.1.4: Implement train-the-trainer model for all employees on implicit bias and
develop a plan for refresher training. (Lt. Walther, Year 2)
3.1.5: Establish sexual harassment training for all employees who have not
already received training and develop refresher training for all employees going
forward. (Lt. Walther, Year 2)
3.1.6: Evaluate partnership opportunities with universities for department
cohorts in upper education programs to promote higher education attainment.
(Lt. Cabrera, Year 1)
3.1.7 Identify initiatives for employee retention. (Lt. Coffee, Year 2)
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Scottsdale Police Department Strategic Plan 2018-2021
Objective 3.2: Improve Recruitment/Hiring (Jill Boehm)
Strategic Initiatives:
3.2.1: Evaluate and strengthen our comprehensive recruitment plan. (Lt.
O’Meara, Year 1, Bridge Forum)
3.2.2: Expand formal internship opportunities through the department, to
include undergraduate and graduate programs. (Eliza Smaltz, Year 2)
3.2.3: Evaluate changes to hiring criteria (background and/or qualifications). (Lt.
Rasmussen, Year 1)
Objective 3.3: Promote Employee Wellness (Commander Ciolli)
Strategic Initiatives:
3.3.1: Review internal communication methods. (Lt. Blumling, Year2)
3.3.2: Emphasize city values that focus on employees. (Lt. Cabrera Year 2)
3.3.3: Evaluate feasibility of detectives completing one patrol shift per month.
(Lt. Regan, Year 1)
3.3.4: Enhance employee well care programs. (Lt. Cabrera, Year 2)
Strategic Direction 4: Enhancing Public Safety (Assistant Chief Slavin)
Objective 4.1: Update Surveillance Technology (Commander Nichols)
Strategic Initiatives:
4.1.1: Explore camera program in public areas to deter criminal activity and
provide investigative leads. (Lt. Smith, Year 2)
4.1.2: Improve Camera Surveillance in remote areas (ex. Desert/trailheads) to
augment public safety. (Lt. Smith, Year 3)
4.1.3: Enhance drone program. (Lt. Smith, Year 1)
Objective 4.2: Promote Emergency Preparedness (Commander Nichols)
Strategic Initiatives:
4.2.1: Create and implement "High Density Traffic" Response Plans and Training.
(Lt. Bonnette, Year 3)
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Scottsdale Police Department Strategic Plan 2018-2021
4.2.2: Establish a Downtown Plan for soft targets. (Lt. DiPiazza, Year 1)
4.2.3: Establish a long-term plan for hardening of all police facilities. (Lt. Myers,
Year 1)
Objective 4.3: Re-evaluate response to crime trends (Commander Nichols)
Strategic Initiatives:
4.3.1: Create and implement "High Density Property" Response Plans and
Training. (Lt. Weaver, Year 2)
4.3.2: Evaluate drone identification and mitigation in regards to public safety
concerns with the use of drones. (Lt. Smith, Year 2)
4.3.3: Evaluate the capacity for response to cyber crimes. (Lt. Evans, Year 2)
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Scottsdale Police Department Strategic Plan 2018-2021
Retreat Participants
Attendees of the 2017 Fall Strategic Planning meeting facilitated by Courtney Lonergan (bottom left)
The Scottsdale Police Department would like to extend our thanks to all the individuals who
participated in this process. This includes attending meetings, facilitating groups as strategy sponsors,
leaders and those involved in the teams. It is with your hard work, commitment and continued
participation that this process is a success. Attendees of the 2017 Strategic Planning meeting (photo
above) are:
Christy Alonzo
Alina Baer
Mary Bertuccelli
Chris Blumling
Jill Boehm
Eric Bolles
Weston Brown
Art Buck
Kris Cano
Bruce Ciolli
Brandi Clark
Lance Davidson
Will Davis
Joy Estes
Matt Evans
Helen Gandara
Steve Garrett
Jennifer Hagen
Chris Hall
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Sherri Hawkinson
Tom Henny
Mike Hitt
Ben Hoster
Azra Hussain
Cassie Johnson
Michael Keran
Jacob Kerger
Kevin Kilday
Robert Kravitz
Louise Lamb
Joe Leduc
Hugh Lockerby
Courtney Lonergan
Chelly Maniuszko
Aric Manore
Matt Metz
Aaron Minor
Tom Myers
Joe Nichols
Melissa Palopoli
Tracie Paolillo
Whitney Pitt
Scott Popp
Cindy Quenneville
Kevin Rawlings
Alan Rodbell
Amii Ruscitti
Milissa Sackos
Rich Slavin
Brian Steele
Karen Sutherland
Rick Ueable
Jeff Walther
Devlin Walther
Tim Wesloski
Tracey Wilkinson
Eric Williams
Scottsdale Police Department Strategic Plan 2018-2021
City of Scottsdale
Mayor and City Council
Mayor W.J. “Jim” Lane
Councilwoman Suzanne Klapp
Councilwoman Linda Milhaven
Councilmember Virginia Korte Councilwoman Kathy Littlefield
Vice Mayor Guy Philips
City Manager
Dr. Jim Thompson
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Councilman David N. Smith
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