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HomeMy WebLinkAbout2026-2030 POPD Strategic Plan! !7I! IA! 2026-2030 11- f 1, OLIO p. `Y OF 'PORT ORCHARD 1890 1 } ` •��` ffTfT�Sr / - rr- I, \L. Photo by Isaak Hammers Law Enforcement Code of Ethics Asa law enforcement officer, my fundamental duty is to serve the community; to safeguard lives and property; to protect the innocent against deception, the weak against oppression or intimidation and the peaceful against violence or disorder; and to respect the constitutional rights of all to liberty, equality and justice. I will keep my private life unsullied as an example to all and will behave in a manner that does not bring discredit to me or to my agency. I will maintain courageous calm in the face of danger scorn or ridicule; develop self-restraint; and be constantly minds of the welfare of others. Honest in thought and deed both in my personal and official life, I will be exemplary in obeying the law a the regulations of my department. Whatever I see or hear of a confidential nature or that is confided to me in my official capac be kept ever secret unless revelation is necessary in the perform I will never act officiously or permit personal feelings, prejudices, political beliefs, aspirations, animosities or friendships to influence my decisions. With no compromise for crime and the relentless prosecution of criminals, I will enforce the law courteously and appropriately without fear or favor, malice or ill will, never employing unnecessary force or violence and never accepting gratuities. I recognize the badge of my office as a symbol of public faith, and I accept it as a public trust to be held so long as I am true to the ethics of the police service. I will never engage in acts of corruption or bribery, nor will I condone such acts by other police officers. I will cooperate with all legally authorized agencies and their representatives in the pursuit of justice. I know that I alone am responsible for my own standard of professional performance and will take every reasonable opportunity to enhance and improve my level of knowledge and competence. I will constantly strive to achieve these objectives and ideals, dedicating myself to my chosen profession. . law enforcement. Strategic Plan Page 1 Table of Contents Message from the Chief ...................................... Page 3 Mission.............................................................. Page 4 History................................................................ Page 5 Command Staff Team .......................................... Page 6-7 Divisions............................................................ Page 8 Strategic Plan ...................................................... Page 9-19 Message from the Chief I am proud to present the 2026-2030 Strategic Plan for the Port Orchard Police Department. This process is a continuation of the strategies we have employed since 2021 and included input from our staff, community members, and regional partners. We have established realistic and attainable goals — both short- and long-term. These goals will drive us as we grow with our community and continue to maintain our status amongst the finest agencies in the State of Washington. The Port Orchard Police Department prides itself in being a valuable member of the community. Working together to solve problems is not optional. We maintain our public trust by continuing to engage as partners and holding to the high ethics of our service. This plan is a living document that will serve as our guide for the next five years. Our established goals are measurable and achievable. Community input on our progress and outcomes, both formally through our Community Advisory Board and informally through our daily conversations, is incredibly important as we continue to move forward and adapt to challenges. I encourage you to read it in depth and ask us the questions that hold us accountable to our shared goals. Thank you for continuing to put your trust in us as we work towards an ever safer, more inclusive, and progressive community. Matt Brown Chief of Police Strategic Plan Page 3 MISSION It is the Mission of the Port Orchard Police Department to protect the lives, property, and rights of all members of our community. We will work to reduce crime, and the fear of crime, while remaining proactive and innovative in our approach to the enforcement of the law. Our community shall know we are all members of one team through our transparency, accountability, and engagement. VISION Our Vision is to be amongst the finest law enforcement agencies in the State of Washington; one which constantly delivers the highest quality public service to make the City of Port Orchard one of the safest communities in the nation. VALUES SERVICE Serving the Port Orchard community is our greatest honor and privilege. We will do so in an impartial, courteous, responsive, efficient, and humble manner. We will work hand in hand with all members of our community to solve problems that affect public safety. HONOR We hold ourselves accountable to the highest standards of our profession while valuing equality, diversity, and individual rights. Our badge is a symbol of public faith; we accept it as a public trust so long as we are true to the ethics of our service. INTEGRITY Integrity is our standard for we shall always do what is morally, ethically, and legally right. We are honest and truthful in our words and actions. Our integrity will build trust and confidence, for this is our defense against corruption. Strategic Plan Page 4 Nestled along the scenic shoreline of Sinclair Inlet, the City of Port Orchard has a proud and storied past. Originally named Sidney in 1890, it became the first incorporated town in Kitsap County. In its early days, the area thrived with a bustling timber industry, pottery works, and rich agricultural opportunities. Just a few years later, in 1893, the residents of Sidney built and donated a courthouse to the county, earning the honor of becoming the county seat. A decade later, in 1903, a dispute over the regional post office led to the town's official renaming as Port Orchard. From its beginnings, Port Orchard has been a vibrant waterfront community with strong ties to the US Navy and civilian -led "Mosquito Fleet." Law enforcement started with a town marshal who not only kept the peace in the rough-and-tumble early days but also took on tasks like installing and maintaining the town's wooden sidewalks. MUNICIPAL By 1941, the city had grown enough to establish its own police department. The first officers wore light blue uniforms inspired by the Seattle Police Department, complete with five -pointed caps and revolvers. The look marked the beginning of a more formal public safety presence. Today, the Port Orchard is home to more than 19,000 residents and serves the broader South Kitsap community, which includes nearly 97,000 people. With more growth on the horizon, the city is expected to welcome an additional 4,000 residents over the next five years. Covering 11.2 square miles, 15% of which lies within Sinclair Inlet, Port Orchard continues to evolve while honoring its roots. The Port Orchard Police Department has grown into a modern, full -service public safety agency. With twenty-eight commissioned and certified peace officers, a seasoned reserve officer, and a professional staff of five, the department is committed to proactive policing and community engagement. Officers patrol both the city and its waterways, working side by side with residents to keep Port Orchard safe, connected, and thriving. Strategic P1an Page 5 Command Staff Chief Matt Brown brings 25 years of law enforcement experience to his role, along with a deep commitment to public service and leadership. He holds an Executive Master of Public Administration from the University of Washington and is a proud graduate of both Northwestern University's School of Police Staff and Command and PERF's Senior Management Institute for Police. Since joining the Port Orchard Police Department in July 2019, Chief Brown has focused on driving meaningful change, strengthening community trust, and mentoring the next generation of law enforcement leaders. Deputy Chief Andy Brandon oversees the Operations Division and has over two decades of law enforcement experience, including 17 years with the Port Orchard Police Department. He holds a Bachelor of Science in Business Management and is a graduate of Northwestern University's School of Police Staff and Command. In January 2026, he will be attending the FBI's prestigious National Academy. His career path has included serving as a School Resource Officer, detective, and multi -discipline instructor in firearms, less lethal, and patrol tactics. He serves as the commander for the Kitsap Critical Incident Response Team, demonstrating his commitment to regional collaboration and high -stakes leadership. Deputy Chief Alan Iwashita joined the department in 2024 after a 25 -year career with the Westminster (CA) Police Department, retiring as a commander. A graduate of the Sherman Block Leadership Institute and the California Police Chiefs' Association's Executive Leadership Institute at Drucker, he oversees the Administrative Division, including the General Investigation Unit (GIU). DC Iwashita's graduate studies include Marriage & Family Therapy, Clinical Counseling, and Business Management from Brandman and Azusa Pacific Universities. Strategic P1an Page 6 Sergeant Trey Holden has 24 years of law enforcement experience, backed by strong academic foundation with a Master of Science in Justice Administration and a Bachelor of Science in Criminal Justice Administration. Before joining the department, he proudly served as a US Marine, a commitment to service that continues to shape his leadership today. As a patrol sergeant, he • values the daily connections he builds with his community and staff. He also leads the Marine Services Unit and Unmanned Aerial Systems (UAS) team. Sergeant Donna Main has 16 years of law enforcement experience, all in service with the Port Orchard Police Department. A life-long resident of the city, she fosters positive change in collaboration with community members by embracing the department's values of Service, Honor, and Integrity. Sgt. Main holds a Bachelor of Science in Exercise Science and Sports Psychology. She is also a recipient of the FBI-LEEDA Trilogy award. Sergeant Josh Horsley brings 25 years of law enforcement experience to our agency, beginning with Nevada Corrections and six years with the Jackson (WY) Police Department. He has been with the Port Orchard Police Department for the last thirteen years and currently serves as the sergeant in charge of the General Investigation Unit. Sergeant Horsley is a graduate of Northwestern University's School of Police Staff and Command and a recipient of the FBI-LEEDA Trilogy Award. He believes in a positive attitude and is committed to contributing to the department's continued growth and excellence. Sergeant Jon Eilertson has been with the Port Orchard Police Department for nine years and currently serves as both a night shift supervisor and the field training coordinator. Prior to serving the citizens of Port Orchard, he served as an infantryman in the Marine Corps and played collegiate baseball. Sergeant Eilertson has a passion for mentoring and developing the agency's new officers while instilling the department's mission, vision, and values. Sergeant Mike Miulli has served with the Port Orchard Police Department for two and a half years, where he works in patrol and serves as a Field Training Officer. Before joining Port Orchard PD, he was a member of the Poulsbo Police Department. Prior to his law enforcement career, Sergeant Miulli served 11 years in the United States Army. He is deeply committed to mentoring and developing new officers, fostering excellence and professionalism within the department. Police Services Coordinator Cyndi Circelli serves as the lead professional staff member for the Administrative Services Division and has been with the department since 2000. She has a Bachelor of Science in Criminal Justice and is a recipient of the FBI-LEEDA Trilogy Award. In addition to her regular duties, Ms. Circelli also serves as the department's Certified Public Records Officer. Strategic P1an Page 7 Divisions Office of the Chief The Chief of Police plays a key role in leading the department, maintaining its positive culture, and building strong relationship with our community. As part of the city's executive team, the Chief works closely with the Mayor and is directly accountable to the people of Port Orchard. Operations The Operations Division is composed of dedicated uniformed peace officers who serve as the frontline of public safety for the City of Port Orchard. These officers are responsible for patrolling the city's neighborhoods, responding swiftly to calls for service, and proactively identifying emerging crime trends. Their role extends beyond enforcement of the law; officers are visible, approachable members of the community who build trust through consistent, meaningful interactions. Whether it is assisting during a crisis, attending local events, or simply engaging with community members, these officers are the face of our agency. Their relationships strengthen public confidence and contribute to a safer, more connected Port Orchard. Administrative Services This division is divided into two areas, our General Investigation Unit (GIU) and our professional staff. The professional staff not only provide public -facing service, but are responsible for the handling of department records, permits, and the everyday non -emergency needs of the community. Their responsibilities include organizing and maintaining both criminal and non -criminal case reports, processing public records requests, and managing all departmental documentation. They also oversee the secure handling and storage of property and evidence in our on -site facility, ensuring every item is property logged and preserved. The GIU focuses on complex criminal investigations that require detailed follow-up. These cases often involve serious offenses such as crimes against children, violent crimes, major property crimes, and other large-scale investigations. Every member of the GIU is also part of the Kitsap Critical Incident Response Team (KCIRT), a regional independent investigation unit. While the state's Office of Independent Investigation now oversees all fatal officer -involved shootings, KCIRT continues to lead investigations into non -fatal shootings and other significant incidents that demand additional expertise and resources. Strategic P1an Page 8 The Strategic Planning Process To ensure our process was as inclusive as possible we requested input from our community, our regional partners, elected officials, and our staff. The following is a summary of this input: Community Partners The police department maintains a nine -member Community Advisory Board that brings together voices from across Port Orchard. This diverse group includes representatives from local businesses, faith -based and service organizations, the nearby US Naval base, and residents from the broader community. Their role throughout the year is to offer feedback, share community concerns, and help guide the department's efforts to stay connected, transparent, and responsive to the people we serve. Public Safety Partners Input was solicited from the executives of all our regional law enforcement partner agencies, to include South Kitsap Fire & Rescue. Their perspectives are vital in helping us to align our strategic priorities, strengthen interagency collaboration, and ensure we're addressing the broader public safety needs of our community. Police Department Employees No one understands the inner workings of our department better than the people who keep it running every day. Their firsthand experience and insights were vital in shaping a strategic plan that's both practical and forward -thinking. By tapping into their knowledge, we're ensuring our goals reflect the realities of the job and maintain our Mission, Vision, and Values. Strategic P1an Page 9 Goal #1 -Community Engagement 1.1 Outreach Events The department remains committed to deepening its connection with the community by expanding participation in local events and launching dedicated outreach initiatives. Over the past several years, our officers and professional staff have collaborated with the fire department on reading programs, food drives, and a variety of community -centered events. Building on this foundation, the department will broaden its outreach efforts to engage a more diverse cross-section of the community through the following initiatives: •Chief of Police Community Meetups: Intimate gatherings hosted at local businesses, offering residents the opportunity to engage directly with the Chief of Police in a relaxed, approachable setting. •Police Department Open House: A welcoming event at the department designed to familiarize community members with our operations, introduce them to the officers that serve them, and foster transparency and trust through face-to-face interaction in our working environment. I Strategic P1an Page 10 1.2 Recruitment Plan As our department continues to grow alongside the community, streamlining the hiring process is essential. We aim to make recruitment easier, faster, and more efficient — while remaining committed to selecting individuals who embody a spirit of service and reflect the diversity of our region To that end, the department will develop a formal Recruitment Plan designed to achieve the following objectives: 1.Recruit individuals with a heart for service 2.Promote diversity in backgrounds and experiences 3.Build a team that mirrors our multicultural city 4.Foster a strong commitment to the Kitsap community 1.3 Community Advisory Board The community advisory board continues to be a valued partner of the police department, offering a space for open dialogue between community representatives and agency leadership. The board provides a platform to discuss urgent public safety concerns and ongoing, embedded issues that affect daily life in Port Orchard. Although the board's activity has slowed in recent years, we're committed to revitalizing its role. Our goal is to hold meetings at least quarterly and to foster consistent, meaningful participation. As we move forward, the department will continue to actively seek members who reflect the diversity of our city. At a minimum, we aim to include representatives from the following groups: o Business o Faith -based o Education o Neighborhood organizations o Service groups o Justice -aligned groups o Military/Government o Community members -at -large Strategic P1an Page 11 Goal #2 — Communication 2.1 Increased use of social media and an updated website The department continues to maintain a robust online presence through platforms such as Facebook and Instagram, which have proven effective in fostering community engagement. We remain committed to expanding our online reach and enhancing our connection with residents. To support this goal, we will implement the following initiatives: 1. Website Revamp (2026): As the city partners with a new website provider, our social media team will play a key role in shaping the department's updated site. The new platform will feature interactive tools such as crime statistics and analysis, along with accessible public safety resources and educational content tailored to our community. 2. Quarterly Community Newsletter: We will launch a digital newsletter to keep residents informed about upcoming outreach events, share personal safety tips, and highlight stories that reflect our dedication to the Kitsap community. r• :N § Port Orchard Police Department Oh� �kIO (Wportorchardpolicedept •m•. ORCHARD Port Orchard Police Website Strategic P1an Page 12 2.2 Emergency Management Communication The police department serves as the lead for the city's emergency management response to critical incidents. To do so, it must maintain a robust outward facing communication plan that ensures timely and inclusive outreach to all members of the community, regardless of socioeconomic status or access to technology. To enhance this capability, the department will strengthen its partnership with Kitsap County's Department of Emergency Management by leveraging the following tools: • Integrated Public Alert and Warning System (IPAWS) - a national platform used the send emergency alerts and warnings to the public through multiple communication pathways such as the Emergency Alert System (EAS), Wireless Emergency Alerts (WEA), and NOAA Weather Radio, to disseminate messages simultaneously and locally. • Rave Communications — a complementary system that utilizes pre - scripted messaging to send targeted emergency alerts to geo-fenced areas, enhancing precision and outreach. • Automated Emergency Alert System — a fixed -base infrastructure that broadcasts audible voice messages and alerts to the downtown core and other critical areas throughout the city. This system integrates with external resources to provide real-time alerts for severe weather events, earthquakes, and tsunami advisories. Strategic Plan Page 13 2.3 Strategic Communications Plan To enhance communication with both our community and regional partners, the department will develop a comprehensive Strategic Communications Plan. This plan will be designed to ensure a more agile response to community needs, establish a library of pre -planned messaging, and outline effective strategies for leveraging traditional media, digital platforms, and public engagement. • Key components of the plan should be: • Enhanced Social Media Training: Provide ongoing training for the social media team and Public Information Officers to ensure effective, timely, and inclusive messaging. • Community Advisory Board (CAB) Engagement: Collaborate with CAB to identify underserved areas and tailor outreach efforts accordingly. • Department -Wide Brand Building: Engage all staff in reinforcing and promoting the department's brand, mission, vision, and values. • Leadership Communication Development: Expand training opportunities for command staff and Public Information Officers in public speaking, media relations, and crisis communication to strengthen leadership presence and trust during critical events. Strategic Plan Page 13 Goal #3 — Employee Development Training Our community deserves peace officers and public safety staff that are highly trained and fully prepared to serve. In Washington State, officers are required to complete 24 hours of annual training to maintain their certification; we believe this is only a starting point. To meet the evolving needs of Port Orchard, we've committed to going well beyond the minimum. Over the past five years, our officers have averaged 128 hours of training annually in critical areas like de- escalation, patrol tactics, and procedural justice. This investment reflects our belief that continuous learning is essential for professional growth, building trust, and delivering the kind of service our community deserves. Our training programs are designed to adapt and grow, ensuring our team is ready to meet today's challenges and tomorrow's expectations. 3.1 Annual & Master Training Plans In 2022, the department took a major step forward in professional development by creating two key training documents — the Annual Training Plan and the Master Training Plan. These are now scheduled for review to ensure they continue to reflect the right priorities and meet the evolving needs of our team and community. • Annual Training Plan: This plan lays the foundation for yearly training by covering all core competencies and mandated areas. It also plays a critical role in helping us schedule staff efficiently and managing training/equipment-related budget needs. • Master Training Plan: Designed as a long-term roadmap, this plan outlines expectations for internal roles such as leadership, investigations, and other specialized assignments. It helps guide career development and ensures staff understand the skills and training needed to grow into new responsibilities. 3.2 Commitment to Leadership Training and Succession Planning Strong leadership is a skill that requires ongoing development and intentional investment. The department remains firmly committed to forty -hours of additional annual leadership training for its command staff team. Respected instructors at the local, state, and national levels bring in fresh perspectives, challenge assumptions, and sharpen our leadership approach. To ensure our leaders are equipped with the best tools and insights, we will prioritize participation in nationally recognized programs like the FBI National Academy, the Senior Management Institute for Police, Northwestern University's School of Police Staff and Command, and the FBI-LEEDA Trilogy. Strategic P1an Page 14 3.3 Officer Wellness Peace officers face experiences that can deeply impact their mental health. Our professional staff, who regularly view raw body camera footage, are also exposed to difficult content. To maintain a healthy department and healthy employees, we must continue to prioritize mental health and resiliency. • 1st Watch Wellness: The department received a two-year grant to join 1st Watch Wellness, giving staff access to trauma -informed mental health professionals who understand challenges facing first responders. The program also offers online wellness education, surveys, and access to immediate support. Beginning in 2027, the department will need to fund this program internally. • Regional Peer Support Team: Recent legislation now allows peer support team members from different agencies to collaborate more easily. While informal partnerships have existed in Kitsap County for years, the department will work to formalize a workgroup with structured training, seminars, and expanded resources. Strategic P1an Page 15 Goal #4 Maintained & Expanded Service Levels As our community continues to grow, so too does the workload of our department. Shifting expectations and emerging priorities challenge us to innovate, adapt, and strive to maintain the high levels of service our community expects. To meet these demands, we must engage in strategic planning that addresses staffing needs and the development of specialized programs and units — ensuring we are equipped to respond effectively to the evolving concerns of our community. 4.1 Police Staffing Study Since 2019, community -based calls for service, those initiated through 911, have increased by over 40%. This growing demand places increased pressure on department resources, limiting our capacity for proactive efforts such as traffic enforcement. As workloads rise, response times may lengthen, and certain lower -priority calls, such as minor collisions, risk becoming unserviceable. To address these challenges, the department will pursue resources to conduct a comprehensive staffing study. The goals of the study will include: • Aligning resources with community needs: Ensure staffing levels reflect actual workload and service expectations, rather than relying solely on traditional benchmarks like population or crime rates. • Optimizing resource allocation: Analyze workload distribution to deploy personnel more effectively. • Improving service delivery: Identify strategies to enhance response times, investigative capacity, and overall public safety services. • Supporting strategic planning and budgeting: Provide data -driven insights to guide budget requests and long-term decisions around hiring, training, and service priorities. • Identifying staffing shortfalls: Reveal gaps in current coverage and assess whether existing staffing levels meet community demands. • Informing operational changes: Recommend changes to patrol schedules, integration of professional staff for administrative duties, and other efficiency -focused strategies. • Addressing recruitment and retention: Explore factors that contribute to turnover and develop targeted approaches to attract and retain qualified staff. Strategic Plan Page 16 4.2 Specialty Units As community expectations change, it is important to improve the department's resources to address adaptive problems. The community has expressed the desire for the department to proactively improve quality of life and public safety issues. The creation of a specialty unit, dedicated to actively engaging with problem -oriented policing, would permit the department to address these concerns. Proactive Enforcement Team A dedicated two -officer team will be established to proactively address criminal hot spots, traffic enforcement, and issues in the downtown core. This model enables law enforcement to focus on long-term strategic concerns without the responsibility of responding to calls for service. By employing strategies such as community engagement and directed patrols, the department aims to prevent crime before it occurs, rather than reacting after the fact. This team's focused response is expected to address specific concerns while reducing the overall volume of service calls, thereby easing the workload for patrol officers. School Resource Officer (SRO) Since 2021, the department has been unable to staff an SRO position in partnership with the South Kitsap School District. Both the agency and the district recognize the importance of this role in enhancing school safety. SROs serve as a visible deterrent to crime, provide critical support during emergencies, and build positive relationships between law enforcement and students by acting as educators, informal counselors, and mentors. As staffing levels improve and workload pressures ease, the department plans to reengage with this valuable program. Canine (K9) Program While there are several K9 teams in I<itsap County, their availability remains limited. Over the past several years, the demand for these units has increased, underscoring the need to enhance officer safety, expand the use of de-escalation tools, and improve the efficiency of apprehending violent subjects. To address this growing need, the department should consider adding a dedicated 1<9 officer position. This addition would: • Supplement Patrol Operations: A K9 unit can assist in high -risk situations, building searches, and suspect tracking, reducing risk to officers and increasing operational effectiveness. • Enhance Public Safety Across Jurisdictions: An additional K9 unit would be available for mutual aid — improving response times and coordination across Kitsap County. • Support Community Engagement: K9 units that are dual trained in narcotics or explosives detection can support investigations, assist in search warrants, and contribute to safer outcomes. • Provide Cost -Effective Results: While initial investment is required, K9 units often reduce the need for extended manpower during searches and can lead to quicker resolutions in critical incidents. As staffing levels improve, establishing a 1(9 program would be a strategic investment in officer safety and community well-being. Strategic Plan Page 17 4.3 Police Department Facility The police department is currently located on the first floor of City Hall, a building originally occupied in 1999. In 2024, the department underwent a significant remodel while remaining within its existing footprint. Since 1999, the number of commissioned and professional staff has more than doubled, from 16 to 33. As the agency has expanded, so has the need for additional space to accommodate personnel, evidence, and equipment. To meet these demands, the department now leases a 2,000 -square -foot warehouse and a three -suite office for the General Investigation Unit. Given this continued growth, the department should begin exploring options for a standalone facility. Ideally, this facility would be centrally located within the city to ensure equitable access for community members and support efficient emergency response operations. By planning strategically for the future needs of both the community and the agency, the new facility should be designed to serve the police department for several decades. Strategic Plan Page 18 Goal #5 — Maintain Accreditation through the Washington Association of Sheriffs and Police Chiefs (WASPC). The Port Orchard Police Department first achieved accreditation through WASPC in 2021 and successfully completed its re -accreditation in 2025. WASPC's formal review process operates on a four-year cycle, requiring the department to pursue its next re -accreditation in 2029. Accreditation serves to elevate professionalism within law enforcement by certifying agencies that adhere to established best practices and industry standards. In 1976, the Washington State Legislature tasked WASPC with developing statewide standards and goals for law enforcement. Since then, the Association has maintained a robust accreditation program to support this mandate. The current accreditation program, established in 2007, is governed by three bodies: • Professional Services Committee: maintains and updates accreditation standards. • Accreditation Commission: Reviews on -site assessment reports and provides recommendations. • Board of Directors: Grants final accreditation status. Key Benefits of Accreditation: • Enhances public trust and agency credibility • Facilitates structured self -assessment and continuous improvement • Expands organizational perspective and operational efficiency • Promotes fairness in recruitment, selection, and promotion • Strengthens personnel understanding of policies and procedures • Boosts morale across the agency • Reduces exposure to litigation and costly settlements • May lower liability insurance premiums • Recognizes professional competence at state and local levels Currently, only 20% of law enforcement agencies in Washington State have earned WASPC accreditation. Kitsap County stands out as the only county in the state where all local agencies are accredited. Strategic P1an Page 19 Acknowledgments In addition to our own staff, we would like to thank all our regional partners who helped guide this process by helping to identify goals, expectations, and vision. Rob Putaansuu John Gese Shane Wood Mayor Sheriff General Manager City of Port Orchard Kitsap County Port Orchard Ford Fred Chang Ron Harding Sam Smith Councilmember Chief of Police Executive Director City of Port Orchard City of Poulsbo PO Waterfront Alliance Scott Diener Tom Wolfe Jaclyn Williams Councilmember Chief of Police Executive Director City of Port Orchard City of Bremerton SK Chamber of Commerce Heidi Fenton Jeff Faucett Councilmember Fire Chief City of Port Orchard South Kitsap Fire & Rescue John Morrisey Maria Jameson Owns Councilmember Executive Director City of Port Orchard Kitsap 911 Jay Rosapepe Tim Winter Councilmember Superintendent City of Port Orchard South Kitsap School District MarkTrenary Marybeth Foxworth Councilmember Community Member City of Port Orchard South Kitsap Rotary Eric Worden Jewel Shepherd -Sampson Councilmember Community Member City of Port Orchard Small Business Owner Denis Ryan Darius "Sam" Sampson Public Works Director Community Member City of Port Orchard US Navy - Retired Joe Clark Denita Patton Chief of Police Community Member City of Bainbridge Island NAACP - Lifetime Member Julie Fisher Anthony Pittenger Captain Lead Pastor Washington State Patro Bethany Lutheran Church Strategic P1an Page 20