2021-2025-Strategic-PlanPORT ORCHARD POLICE DEPARTMENT
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Strategic Plan
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LAW ENFORC
CODE OF ETHICS
As a 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.
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 courage
calm in the face of danger, scorn or ridicule; develop
self-restraint; and be constantly mindful of the welfare c
others. Honest in thought and deed both in my personal and
official life, I will be exemplary in obeying the law and the regulations of my
department. Whatever I see or hear of a confidential nature or that is confided to
me in my official capacity will be kept ever secret unless revelation is necessary in the
performance of my duty.
will never act officiously or permit personal feeling, prejudices, political beliefs,
aspirations, animosities or friendships to influence my decisions. With no compromise for
crime and with relentless prosecution of criminals, I will enforce the law courteously and
appropriately without fear of favor, malice or ill will, never employing unnecessary force
or violence and never accepting gratuities.
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 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.
will constantly strive to achieve these objectives and ideals, dedicating myself to my
chosen profession... law enforcement.
TABLE OF CONTENTS
Messagefrom the Chief........................................................................................................... 3
Mission...................................................................................................................................... 4
History....................................................................................................................................... 5
CommandStaff Team...........................................................................................................6-7
Divisions.................................................................................................................................... 8
StrategicPlan.......................................................................................................................9-15
Acknowledgements............................................................................................................... 16
MESSAGE FROM THE CHIEF
I am proud to present our community with the 2021-2025 Strategic Plan for the Port
Orchard Police Department. This process began in 2019 with a collaborative effort
involving employees and community members to develop our new Mission, Vision, and
Values. We worked diligently to create statements that meant more than words on the
wall; what we developed guides us every day in each interaction and decision.
This collaboration expanded into a workgroup of diverse community members who met
in the Fall of 2020 to provide guidance on our short- and long-term goals and to establish
a true community partnership with their police department. We sought additional input
from City staff, our elected leaders, and regional public safety partners.
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 only by continuing to engage as partners in the community and holding to the high
ethics of our service.
This plan is a living document that will serve as our guide over the next five years. Our
established goals are measurable and achievable. Community input on our progress
and outcomes is incredibly important as we move forward. I encourage you to read it in
depth and continue to ask 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,
inclusive, and progressive community.
MISSION
The Mission of the Port Orchard Police Department is 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
The Port Orchard Police Department aims to be amongst the finest law enforcement
agencies in the State of Washington; one which consistently 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.
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HISTORY
The City of Port Orchard was originally named Sidney in 1890, becoming the first town to
incorporate in Kitsap county. The area was known for its lumber industry, pottery works,
and agricultural opportunities. In 1893, Sidney residents built a courthouse and donated
it to the county; Sidney was then chosen as the county seat. In 1903, during a dispute
over the regional post office, the town was officially renamed as the City of Port Orchard.
Nestled alongside Sinclair
Inlet the city has long
MUNICIPAL OFFICE S been known as a robust
M
waterfront community
- - -- - -- with deep ties to the
-
Navy and the civilian -led
"Mosquito Fleet."
��►=�j �' "� -' Originally served by a
op
town marshal, the city
s
-' created the Port Orchard
Police Department in the
early 1930's with a small
staff to serve its
burgeoning population
of 1,200. As the City
- - - grew so did its public
—� safety needs. Today, the
I - department serves a
population of 15,000
with progressive ideas and community -driven actions. Port Orchard remains a focal point
for the south end of Kitsap county and serves not only its residents, but the greater
community of South Kitsap.
The department is currently in a deep state of change with long -tenured commissioned
staff choosing to retire and a new generation of peace officers joining our ranks. Our
nation is also examining public safety and determining new roles and responsibilities for
an ethical and equitable community. This strategic plan will serve as our guide to attain a
true community partnership.
5
Chief Matt Brown has twenty-one years of law enforcement experience.
He holds a bachelor of arts in sociology and is a graduate of Northwestern
University's School of Police Staff and Command. Chief Brown has served as the
Port Orchard Police Department Chief since July 2019; he enjoys leading change
and mentoring future leaders.
Deputy Chief Dale Schuster served thirty-five years with the Port
Orchard Police Department before his retirement at the end of 2020. He
spent eight years as the second in command in charge of the Operations
Division. He held numerous positions over his three and half decades and
looks forward to the continued positive changes within the department.
Deputy Chief Donna Main has eleven years of law enforcement
experience, all in service with the Port Orchard Police Department. A
life-long resident of Port Orchard, she holds a bachelor of science in sports,
psychology, and exercise science. She is also a recipient of the Trilogy
Award from FBI-LEEDA. Deputy Chief Main fosters positive change in
collaboration with community members by embracing the department's
values of Service, Honor and Integrity.
Sergeant Trey Holden has nineteen years of law enforcement
experience. He holds a master of science in Justice Administration and
Security and a bachelor of science in Criminal Justice Administration. Prior
to serving the citizens of Port Orchard, Sergeant Holden served his country
as a U.S. Marine; he enjoys the relationships that are fostered by working
as a patrol sergeant, as well as leading the Marine Patrol team and UAS
(Unmanned Aircraft System) team.
Sergeant ErikWofford has been a public servant for twenty-eight
years in both Corrections ad Law Enforcement. A twenty-year veteran of
the Port Orchard Police Department, Sgt. Wofford has a long history as an
instructor and Field Training Officer. Currently serving as a night shift
supervisor, he enjoys mentoring and teaching officers of all levels of
experience.
Sergeant Joshua Horsley has over twenty years in law enforcement. He
started his career in Corrections for the State of Nevada. He spent six years
with the Jackson Police Department in the state of Wyoming and has been
with the Port Orchard Police Department for nine years. Currently serving
as a night shift supervisor, he believes in a positive attitude and is looking
forward to helping with the future growth of the department.
Sergeant Andrew Brandon has fifteen years of law enforcement
experience with several agencies in the region. He is a graduate of South
Kitsap High School where he later served as the School Resource Officer.
Sergeant Brandon has also been a Detective, Field Training Officer, Marine
Patrol Officer, Firearms Instructor, and Patrol Tactics Instructor. Sergeant
Brandon enjoys learning what he can and passing it on to others.
Office Manager Cyndi Circelli serves as the lead for the
Administrative Services Division and has been with the department since
2000. She is excited to be a part of the department's positive changes and
our continued growth within the community.
DIVISIONS
Office of the Chief
The Chief is responsible for the maintenance of strong community relationships and
overall leadership of the police department. The Chief is a member of the City's executive
management team, reports to the Mayor, and is directly accountable to the community of
Port Orchard.
Operations
The Operations Division is divided into two components, the Patrol Unit and the
Investigations Unit. Patrol is staffed by uniformed officers who patrol the city limits of Port
Orchard and serve as our community's first responders. These officers build trust through
their daily interactions that include responding to calls for service, identifying crime trends,
and remaining embedded members of our community. The Investigations Unit investigates
all criminal activity that requires extensive follow-up. This includes crimes of violence,
significant property crimes, and other larger investigations.
Administrative Services
Administrative Services is responsible for maintaining records, permits, and the day-to-day
non -emergent needs of our community. This includes managing criminal and non -criminal
case reports, public records requests, and all department documentation. The Division is
also responsible for managing and maintaining evidence in our on -site facility.
N.
THE STRATEGIC PLANNING PROCESS
To ensure our process was as inclusive as possible we requested input from our community, our
regional public safety partners, department heads of the City of Port Orchard, and our staff.
The following is a summary of this input.
Community
A strategic advisory board of nine community members was brought together to discuss
the state of the department, the way we provide service, and what steps we should take
in the future. The board consisted of members from local business, faith -based
organizations, service organizations, local military bases, and community -members at
large. Three two-hour meetings were facilitated by Steve Strachan, the Executive
Director of the Washington Association of Sheriffs and Police Chiefs.
Areas to Sustain
The board stated that the relationship with the community appeared to be strong
and several officers were mentioned by name within the context of positive stories.
There was a recognition that the police department brought value to the City and
officers were doing the right thing.
Areas to Improve
The board recommended the police department do more to communicate with the
public and spend time developing a targeted plan of community engagement. This
should include community forums, advisory boards, and means of interaction not related
to crime response. The department should conduct an assessment of officer's
discretionary time. This is time dedicated to proactive activity when not responding to
dispatched 911 calls. This discretionary time should be directed into programs such as
bike or marine patrol, and working to create a culture of volunteerism.
The board also recommended an increased social media presence. The department
is only currently engaged in social media through the city's Facebook page. Our
department was strongly encouraged to reassess how it communicates and come to
people "where they are."
Public Safety Partners
Input was solicited from the executives of all regional law enforcement agencies as well as
South Kitsap Fire Rescue, the department serving the south end of Kitsap County. Feedback
was requested on their perceptions and experiences with our department and staff.
Areas to Sustain
All agencies reported having strong working relationships with department
employees. Although our agency primarily engages with the Sheriff's Office,
Bremerton Police Department, and South Kitsap Fire Rescue, other agencies stated
they have experienced support and professionalism across the board.
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Areas to Improve
A common theme was the desire to increase cooperation amongst all public
safety entities in the county. By regionalizing training, specialty units, and
emphasis patrols we can provide our communities with greater service while
effectively managing costs. Agencies are already participating in High Visibility
Enforcement traffic patrols, the Kitsap Critical Incident Response Team, and sharing
training resources. Agencies should continue to work together towards a regional
training cadre, joint marine services, and task force groups.
Department Heads - City of Port Orchard
The head of each City Department was consulted for their perspective. The city must be a
fully functioning team and positive daily interactions with other departments are essential.
Areas to Sustain
The common feeling amongst departments was that officers were incredibly
responsive when assistance was needed. While most contacts in the field are with
Public Works, other departments felt safe knowing officers are engaged and
regularly visible around City Hall and downtown.
Areas to Improve
Some department heads felt that police department employees were not as
engaged with the rest of the city as employees from other departments. This may
be partially attributed to the fact that the department is housed on its own floor
and officers exclusively work in the field. It was suggested that the department
encourage officers to participate in some of the extra -curricular functions within
the City, such as those hosted by the Wellness Committee.
Police Department Employees
Our employees know the department and how it operates better than anyone. Their
input is essential for the success of any strategic plan.
Areas to Sustain
This department functions incredibly well as a team; each officer recognizes they
are part of the greater community. Officers appreciate the direction the
department is traveling and are proud to be involved.
Areas to Improve
The last eighteen months have been a time of great change in this department.
We have completely updated our policy manual, changed our patrol schedule,
added supervision, and increased training. While the overall view of these changes
is positive, many employees have expressed concerns over the pace of these
changes. Our goal should be to adapt appropriately while staying on a pace that
maintains our team's buy -in.
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Goal # 1 - Community Engagement
1.1 Town Hall - style meetings
The goal of these meetings is to create regular interaction with department
command staff to receive information on crime trends, special events, public safety,
and department programs. The initial plan is to conduct these meetings quarterly
with the ability to expand or contract dependent upon community need.
1.2 Race Equity Plan
To be successful, the police department must work as a team with its community
members; trust can only be built and maintained when the community views the
department's authority as legitimate. The department has not had a practice of
conducting an in-depth analysis on the use of force, complaints, and other
critical incidents. Beginning in 2021, annual reports will be posted for the
public to view and examine. These reports will detail crime trends, agency
direction, and a professional standards assesment. Regular training on implicit bias
and the history of race and policing was begun in 2020 and will continue annually.
Finally, the Department will seek community input on it's recruiting practices to
create a more diverse workforce that truly represents it's community members.
1.3 Community Advisory Board
The goal of this board is to create a platform for community representatives to
directly interact with the police department on emergent and embedded issues.
The department will seek out members that represent a diverse group throughout
the City and will, at a minimum, attempt to include the following:
• Business
• Faith -based
• Education
• Neighborhood organizations
• Service groups
• Justice -aligned groups
• Military/Government
Goal #2 - Communication
Innovative Programs
Innovative programs allow the police department to provide services outside of the
traditional roles of law enforcement. Under the public safety umbrella, these programs
can aid the community in solving problems that affect quality of life but may not
necessarily need criminal enforcement.
2.1 Community Health Navigator creation and implementation
In 2017, the City of Poulsbo began a Behavioral Health Navigator program.
These Navigators were tasked with connecting persons in crisis with needed
services, while at the same time reducing potentially negative interactions with
police. In 2019, the City of Port Orchard contracted with Poulsbo to receive a
half-time Navigator. This was a grant -funded position that will no longer be
funded after 2020.
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The City is currently developing a plan to create its own Community Health
Navigator in partnership with South Kitsap Fire Rescue. The goal of this new
position will be to assist those in crisis find services and help high -volume users of
emergency services identify better methods of achieving their needs.
Social Media
The Port Orchard Police Department currently has a minimal social media footprint. The
City maintains a Facebook page and the police department only occasionally makes posts
to it. While social media is only one part of a communications strategy, it should be
robust and include Facebook, Instagram, and Twitter. To communicate effectively, the
department must be on platforms that are used by our community.
2.2 Develop and maintain a robust social media presence through Facebook,
Instagram, and Twitter.
Initial development will see Command Staff responsible for creating and managing
content. Policies may need to be updated to increase the likelihood of success.
2.3 Continue to update and improve the Department's webaaae
The Department's website has been under construction for some time. Critical
policies have been added to provide easy community access as well as pages
dedicated to statistics and special programs. Additional information will be added
to provide our public with up-to-date and useful information about their
department and the community.
Goal #3 - Employee Development
Training
The community expects our peace officers to be well -trained and capable. In Washington
State, peace officers are required to complete twenty-four hours of annual training to
maintain their certification. We have recognized that we must provide far more
training than this for our officers to be properly equipped to provide quality service.
Training must be designed to constantly improve our employees for the community's
changing needs and expectations.
3.1 Annual Training Plan
The development of an annual training plan will ensure all core competencies and
mandated areas of training are provided each year. Having a plan assists with
scheduling staff and ensuring we are using our budget wisely. Most importantly, it
will demonstrate our commitment to the constant improvement of our employee's
skills.
3.2 Master Training Plan
A master training plan will be developed to provide employees with an
understanding of what is to be expected from each assignment and program within
the police department. This road map will be created for employees to achieve
career goals by identifying what is mandated and what is necessary for each position.
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3.3 Commitment to Leadership training.
The department must commit to annual on -going training for its leadership team.
This should include content from instructors outside of our area and a
mentorship program that expects mentors to be from outside the agency. These
outside perspectives provide a broader view of our profession and our internal
systems. The agency should also focus on training line -level employees in
leadership and project management as part of an identified succession plan.
3.4 Outside training
Training internally, and with regional partners, has significant value and increases
the sense of team amongst all Kitsap agencies. However, seeking training
opportunities outside of our area provides employees with a broader understanding
of our profession and engages them with changes in mindset. The department is
committed, when appropriate, to sending employees to outside training with the
goal of bringing a larger understanding back to our agency.
Wellness
There is broad recognition that peace officers have experiences that can deeply affect
them, sometimes to the point of trauma. To maintain a healthy department and healthy
employees, we must actively work to improve officer mental health and resiliency.
3.5 Provide annual training on emotional survival in law enforcement.
Training in emotional survival and wellness should be done at least annually.
Self -care is a skillset that must be trained and maintained in order to be effective.
It is essential that we provide our employees with the skillsets to deal with a long
career in law enforcement while still being an effective community resource.
3.6 Regional partnership for peer support
Kitsap County agencies have all dedicated resources to the concept of peer support
teams. However, the regionalized concept uses these resources much more
effectively and creates a stronger sense of teamwork. These teams of officers are
trained to assist employees who may experience a traumatic event and need
support in the time immediately following. This department is dedicated to a
successful county -wide team that includes all public safety agencies.
Goal #4 - Accreditation through the
Washington Association of Sheriffs and Police Chiefs
The purpose of law enforcement agency accreditation is to professionalize the law
enforcement industry by providing a review process for agencies to be certified as
operating under industry best practices and standards. In 1976, the Association was
directed by the Washington State Legislature to develop standards and goals for
Washington State Law Enforcement. The Association has maintained an operational
accreditation program since that time.
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The current accreditation program was created in 2007 and is overseen by the
Professional Services Committee, Accreditation Commission, and Board of Directors. The
Committee is responsible for maintaining accreditation standards. The Commission is
responsible for reviewing accreditation on -site reports and making recommendations to
the Board of Directors. The Board of Directors is responsible for conferring accreditation.
Benefits of Accreditation include:
• To increase public confidence in the agency
• To increase credibility
• To provide a systemized agency self -assessment
• To broaden perspectives
• To intensify administrative and operational effectiveness
• To ensure recruitment, selection, and promotion processes are fair and equitable
• To strengthen understanding of agency policies and procedures by personnel
• To improve agency morale and pride
• To decrease susceptibility to litigation and costly civil court settlements
• To potentially reduce liability insurance costs
• To provide state and local recognition of professional competence
In Washington State, only twenty percent of law enforcement agencies have achieved
accreditation. In Kitsap County, the Port Orchard Police Department is the only agency
not currently accredited through WASPC. Our goal is to become WASPC accredited and
create the first county within Washington State in which all agencies are amongst the
best in our profession.
Goal #5 - Technology
To be responsible with our time, community expectations, and funding, we must constantly
examine our processes and systems for areas of redundancy and inefficiency. We recognize
that increased use of digitial technology can create solutions.
5.1 Records Management
The Department is working with all regional law enforcement partners on a new
records management system for criminal case reports. This RMS replaces the current
system which dates back to the late 1990's. The selection process was begun in 2019
and is continuing. Our goal is successful implementation in 2nd quarter of 2021.
5.2 Digitalization of Records
Older case reports that pre -date the current system must be regularly examined
and purged as required by law. These records remain in paper format; this causes a
storage issue as well as increased staff time to manage. The goal is to digitize these
records and create an electronic process to identify destruction/archive timelines
according to the Secretary of State's rules for public records retention.
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5.3 Evidence Collection and Storage
Much of what is collected during a criminal investigation can be collected and stored
digitally. This includes photographs, videos, documents, and other electronic media.
The Department currently maintains all these records in hard copy format which
creates storage, management, and disposition issues. The goal is to develop the
capability to securely store nearly all evidence digitally.
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ACKNOWLEDGEMENTS
Rob Putaansuu Jewel Shepherd -Sampson
Mayor Community Activist/Mentor
City of Port Orchard Port Orchard Business Owner
Nick Bond Darius "Sam' Sampson
Community Development Director US Navy - Retired
City of Port Orchard Community Member -at -Large
Noah Crocker Steve Strachan
Finance Director Executive Director
City of Port Orchard Washington Assoc. of Sheriffs and Police Chiefs
Mark Dorsey Gary Simpson
Director of Public Works Sheriff
City of Port Orchard Kitsap County Sheriffs Office
Sharon Ells Joe Clark
Court Administrator Chief
Port Orchard Municipal Court Bainbridge Island Police Department
Tun Winter Dan Schoonmaker
Superintendent Chief (ret.)
South Kitsap School District Poulsbo Police Department
Matt Murphy Ron Harding
President Chief
Port Orchard Chamber of Commerce Poulsbo Police Department
Coreen Haydock Mike Lasnier
President Chief
Port Orchard Bay Street Association Suquamish Police Department
Shane Wood
Domingo Ahnirol
General Manager
Chief
Port Orchard Ford
Port Gamble S'Klallam Tribe
Department of Public Safety
Marybeth Foxworth
President
James Burchett
Rotary Club of South Kitsap
Chief
Bremerton Police Department
Anthony Pittenger
Lead Pastor
James Mjor
Bethany Lutheran Church
Captain
Washington State Patrol
Denita Patton
Secretary and Lifetime Member
Jeff Faucett
NAACP - Bremerton Unit 1134
Chief
South Kitsap Fire Rescue
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SERVICE* HONOR