Strategic Plan 2004 – 2007 Arizona Department Of Public Safety ▬▬▬▬▬▬▬▬▬▬ August 2004 ARIZONA DEPARTMENT OF PUBLIC SAFETY 2004 - 2007 Strategic Plan Mission of the Arizona Department of Public Safety To protect human life and property by enforcing state laws, deterring criminal activity, assuring highway and public safety, and providing vital scientific, technical, and operational support to other criminal justice agencies. Agency Description The Arizona Department of Public Safety enforces state law with primary responsibility in the areas of motor vehicle traffic, narcotics, organized crime/racketeering, and specific regulatory functions. Operational and technical assistance is provided to local and state government agencies and other components of the criminal justice community. Services include scientific analysis, aircraft support, emergency first care, criminal information systems, and statewide communications. The Department also promotes and enhances the quality of public safety through cooperative enforcement operations and by increasing public awareness of criminal activities. Agency Vision Our vision is to be a national model in providing ethical, effective, efficient, and customer-oriented state-level law enforcement services. Agency Values At the Department of Public Safety, we believe in: Human Life We value human life above all else, giving first priority to all situations which threaten life. We respect and protect the lives and rights of all persons. We use force only when necessary, and then only that which is appropriate to address the level of the threat at hand. The protection of human life is the primary reason for the creation and ongoing operation of the Department of Public Safety. Integrity We are always honest and truthful, recognizing integrity is the cornerstone for all that is done within the Department. We are role models in our communities, holding ourselves to the highest standards of moral and ethical conduct. We communicate openly and honestly, always remaining consistent in our beliefs and actions. Integrity is never compromised. Teamwork We believe cooperation and teamwork will enable us to combine our diverse backgrounds, skills, and personalities to achieve common goals. We understand and share our responsibility to serve the citizens of Arizona with many other agencies and organizations. We seek the help and cooperation of others and offer the same to them. Teamwork is our way of life. We strive for personal and professional excellence, doing our best at all times. We continually work to improve our services, our human and community relations, and our overall work performance. We acknowledge our mistakes and accept responsibility for our actions. We are open to constructive criticism and new ideas as we move to reach our greatest potential. Excellence permeates the organization, allowing us to take great pride in all we do. Dedication We enjoy what we do and go beyond what is required at every opportunity. We are dedicated to meeting the high expectations held for us by the citizens of this state. We constantly devote our time, ability, and efforts toward accomplishing our agency=s goals and objectives. We are committed to one another, creating a caring and supportive environment at work and away. Courtesy We treat all persons with courtesy and respect. Courteous Vigilance is more than a motto; it is the standard of conduct we demand of ourselves. We treat everyone consistent with how we would want to be treated under the same circumstances with emphasis on patience, understanding, and tolerance. Service We recognize this Department was created to serve others, including the state=s citizens, its visitors, and other criminal justice agencies. We strive to always provide the best service possible utilizing all available resources. We are alert for opportunities to serve others. Employee Empowerment Guided by department directives, employees exercise initiative and discretion in the day-to-day performance of their duties. When faced with making decisions, careful thought is given to the following considerations: * * * * * Is it the right thing for the public and the State=s citizens? Is it the right thing for the Arizona Department of Public Safety? Is it ethical? When practical, have those impacted by the decision been considered and consulted? Is it something the employee is willing to be accountable for? Agency Goals Goal 1 To ensure public safety in Arizona, first and foremost. Goal 2 To deliver exemplary service, second to none. Goal 3 To attract and retain employees with remarkable abilities and uncompromising integrity. Goal 4 To exceed public expectations for operational effectiveness and efficiency by consistently improving performance, technology, and use of resources. Agency Internal/External Assessment Agency Strengths * Good agency reputation * Dedicated/professional people * Progressive attitudes * Strong work ethic * Scientific excellence * Cohesive executive staff * Employee training * Law enforcement partnerships * Domestic preparedness expertise Agency Weaknesses * Uncompetitive salaries * Understaffed patrol/investigation services * Insufficient support/technical personnel * Inability to acquire needed technology and equipment * Soliciting customer feedback/measuring customer need * Inadequate internal communication Agency Threats * Domestic Terrorism * Obsolete Communications systems * Unfunded/under funded mandates * Aging technologies * Freeway growth * Long-tenured work force * Changing societal work ethic * State budget crisis * Legislative support impacted by term limits/unfamiliarity with DPS services Agency Opportunities * Public anxiety over homeland security * Service gaps left by FBI redirection * Other agencies demands for services * Governor, legislative and public support for increased staffing * Increased opportunities to educate the public about what we do * Public concern with crime * Technological advances Planning Assumptions * Homeland security and counter-terrorism tactics will remain a top law enforcement priority. * Arizona=s continuing population growth and the FBI focus on terrorism will further increase demands for understaffed DPS patrol and criminal enforcement services. * Smuggling of drugs and illegal aliens will continue to significantly impact Arizona’s overall crime picture * The crime rate in Arizona will remain high with vehicle theft and property crime rates among the highest in the nation. * The state budget crisis will limit opportunities for new programs and restrict acquisition of needed crime fighting technology and interoperable communication systems. * Increases in full-time positions and equipment acquisitions will lag demand. * A great portion of work will be associated with problem-solving. * With the state’s population growth, and new trends in foreign and domestic terrorism, traditional investigation, arrest, incarceration, and support functions will become more complex and increase in number. * The State’s highway system will continue to expand through the construction of new freeways, the widening of existing roadways, and the transfer of Maricopa County Route 303 to state control Agency Strategic Issues 04-07 Issue 1: Bring employee salaries to the level of our competitors in order to recruit and retain high quality personnel. Description: With significant competition from other employers, the ability to attract and retain top quality employees is a major challenge. The competition for recruits among law enforcement agencies is particularly fierce. Qualified applicants must be continually sought to meet the Department’s increasing responsibilities in enforcing traffic laws on more than 6,000 miles of highways as well as mounting effective counterterrorism, cyber crime investigation, and drug enforcement operations. In addition, qualified applicants will be critical to address the projected loss of approximately 10% of current officers under a public safety retirement incentive program In recent years, the gap between a DPS officer’s pay and that at other state law enforcement agencies has widened and is no longer competitive. Currently, overall DPS officer pay is lower than that offered by 20 other Arizona law enforcement agencies and must be increased to attract and retain candidates of the highest quality. Issue 2: Reduce Arizona’s vulnerability to terrorism by acquiring additional resources for necessary preventive and protective action. Description: In the aftermath of September 11, 2001, citizens looked to law enforcement to take swift action to protect America from further acts of catastrophic terrorism. In response, the DPS took decisive steps and assumed a leadership role in Arizona’s homeland defense. DPS detectives were pulled off regular assignments to staff Emergency Operations and Domestic Preparedness Command Centers. DPS strengthened operations to collect, analyze, and disseminate timely counterintelligence information, investigate terrorist-related incidents, provide a first response and specialized support capability, assess critical infrastructure vulnerabilities, and maintain a close liaison with other federal and state homeland defense agencies. This evolved into the Arizona Counter-Terrorism Intelligence Center (ACTIC) which assists in the coordination of intelligence efforts among local, state, and federal law enforcement agencies and provides real-time information to the responding and investigating agencies. In addition to investigations and intelligence efforts, uniformed patrol officers, working to stop terrorists, became even more vigilant in reporting and investigating suspicious activities while also serving anti-terrorism assignments around dams, airports, and nuclear facilities. These new counterterrorism mandates are a major draw on department resources and have exacerbated already serious personnel and equipment shortages. Added personnel and resources for training, equipment, communications, information management, and emergency response planning are needed to support DPS operations to protect Arizona from the threat of terrorism. Issue 3: Increase staffing to keep pace with growing service demands created by Arizona's continuing population explosion, freeway expansion, and crime trends. Description: With Arizona's population standing at over 5 million residents and growing rapidly, many DPS functions which serve that population remain seriously understaffed. More patrol officers are needed to match increased traffic volume particularly in central Arizona where urban freeways are being added to the east, south and west portions of the Phoenix metropolitan area. More detectives are needed to fill the gaps in violent crime, narcotics, and white collar crime enforcement created when the FBI redirected its resources to counterterrorism. A proportionate increase in support positions must follow to keep department operations functioning effectively. In addition, other agency functions which serve the public good, such as, the Sex Offender Community Notification Program and the DPS Crime Laboratories have workloads exceeding staff capacity. The labs’ forensic services impact every law enforcement and prosecutorial agency in the state. Calls for expert assistance at crime scenes and in dismantling hazardous methamphetamine labs are growing. Upcoming changes to the rules for criminal procedure will fast track legal Discovery. Penalties for noncompliance include dismissal of charges with the potential to release criminals back to the streets if scientific reports are not completed on time. In addition, the public and the courts are demanding state-of-the-art analysis as they recognize the vast potential for forensic science to identify criminals and exonerate the wrongfully accused. These legislatively mandated services all have a high liability associated with work products intended to protect the public, and adequate staffing is critical to meet public demands for service. Issue 4: Modernize obsolete radio, voice, and data communications systems serving public safety agencies throughout Arizona. Description: Changing technologies, federal regulations, and issues of coverage and interoperability are making DPS' communication systems obsolete. The terrorist attacks of September 11 dramatically reinforced the critical need for a statewide interoperable public safety radio system which allows multiple law enforcement agencies and other emergency first responders to communicate directly with each other. Also crucial is the need for a statewide digital microwave system to provide coverage to all areas of the state. Moreover, DPS needs to expand its Mobile Data Computer (MDC) system outside the Phoenix/Tucson corridor. Expansion will allow more officers to link to the state and national crime information systems and access information on wanted persons, stolen vehicles, and MVD license checks from their patrol cars. Issue 5: Upgrade automated networks which enable the real time exchange of vital criminal information and establish an information technology architecture that allows integration of existing and new applications over various computing platforms. Description: The Department operates the Arizona Criminal Justice Information System which links crime information centers in Arizona to other states and the national system operated by the FBI. In recent years, the FBI implemented technological upgrades to enhance the exchange of criminal information and improve criminal record processing. DPS has been replacing outdated technology used on the state network to enable Arizona agencies to take advantage of the federal enhancements which extend modern crime fighting tools to officers in the field. The DPS is also attempting to provide technology and information systems support for the Arizona Criminal Information System (ACIS) which will enhance intelligence gather capabilities and provide a network system nation-wide. Many of DPS' information technology systems consist of mainframe-based legacy systems. These systems must be upgraded to be consistent with new technology using relational database management, browser technology, and Internet, Intranet, and Extranet solutions for performing processes. The need for improvements, which support a comprehensive records management, is critical to meeting mandates, legal requirements, and public information expectations. Application of newer technologies will increase efficiency internally as well as allow the agency to better serve the state's criminal justice efforts. Issue 6: Obtain additional funding for equipment replacement and capital facilities. Description: The Department's mission is heavily dependent on equipment (e.g. vehicles, communications equipment, scientific analysis equipment, computers, aircraft, and other specialized equipment). Additionally, as a statewide agency, DPS has significant capital facility needs to maintain and improve a network of district/area offices and remote housing. Both require additional funding to ensure that DPS has up-to-date equipment and facilities. Agency Budget Programs and Subprograms Department of Public Safety PSA 0.0 Agency Support PSA 1.0 Highway Patrol PSA 2.0 Investigations PSA 3.0 Criminal Justice Support PSA 4.0 GOHS PSA 5.0 Patrol PSA 2.1 Scientific Analysis PSA 4.1 Commercial Vehicle Enforcement PSA 2.2 Communications PSA 4.2 Aviation PSA 2.3 Information Systems PSA 4.3 Az-POST PSA 6.0 Criminal Information and Licensing PSA 4.4 Fingerprint Board PSA 7.0 Strategic Plan as part of the Master List of State Government Programs 20042007 The following pages contain the Department of Public Safety operational plan and performance measurements through FY07; consistent with the agency’s strategic concepts. All data is submitted to the Office of Strategic Planning and Budgeting using the Arizona Integrated Planning System Database