Wyoming Highway Patrol 2010 Strategic Plan
COLONEL SAM POWELL Administrator Strategic Plan
Wyoming Highway Patrol 2010 Strategic Plan Table of Contents
Introduction...... 2 Overview...... 2 Organizational Chart and Divisions...... 3 Highway Patrol Functions ...... 4 Vision, Mission, and Values ...... 5
Objectives and Goals...... 6 Strategic Performances Measures...... 7 2009 Achievements ...... 9 2010 Criteria for Awards...... 10 Summary ...... 12 Selected Graphs from Overall BSC...... 13-16 Appendices – WHP Balanced Scorecards ...... 18-44
Appendix A - Overall...... 18 Appendix B - Commercial Carrier...... 25 Appendix C - Dispatch...... 31 Appendix D - Equipment, Inventory, Evidence and K-9 Management ...... 36 Appendix E - Training and Records...... 42
1 Strategic Plan
INTRODUCTION
This plan provides the foundation upon which the Wyoming Highway Patrol (WHP) will continue to grow into a strategic based organization. It also provides direction to all Patrol employees and communicates what is important to achieve within the next year. Finally, the plan also informs stakeholders of the happenings within Patrol.
In addition to this strategic plan, the WHP uses a management tool called the Balanced Scorecard (BSC). The BSC is simply a template representing some of the elements contained in the strategic plan. The BSC contains the goals, performance measures strategies and targets. The various BSCs allow readers to gauge how well each program within WHP is doing in achieving goals.
The overall BSC, as well as the BSCs for the various programs within WHP, are presented in the Appendices.
OVERVIEW
The Wyoming Highway Patrol’s primary duty is to keep the motoring public safe as they travel over the 6,800 miles of highways in the state including 900 miles of interstate. The WHP is comprised of two sections: Field Operations and Support Services.
Field Operations involves patrolling the roads, crash investigation, drug interdiction and commercial vehicle enforcement, among other duties.
Support Services provides statewide dispatch services, issues and collects fees from permits, coordinates commercial vehicle inspections, and provides safety programs to schools and other safety-minded service organizations across Wyoming. Additionally, they ensure the day-to-day activities of WHP run smoothly and oversee the recruitment and training of new employees including troopers.
2 Strategic Plan
Highway Patrol DIVISION LOCATIONS
3 Strategic Plan
FUNCTIONS
The primary functions of the Patrol Division include:
• Enforcing the State’s traffic laws; • Performing criminal interdiction on Wyoming highways focusing on the transport of illegal drugs; • Directing, controlling and regulating motor vehicle traffic on public roadways; • Providing Executive Protection and Capitol Security; • Inspecting vehicles for safety-related equipment violations; • Providing community education and administering safety programs to the public; • Assisting in state homeland security efforts; • Regulating road closures for special events, inclement weather, or when necessary to prevent further injury or damage following an emergency; • Circulating and enforcing rules and regulations for commercial motor vehicles; and • Providing emergency assistance in the event of major disasters, civil protests or when requested by local law enforcement.
4 Strategic Plan VISION, MISSION, and VALUES
The following are the overall vision, mission, and values of the WHP:
VISION Wyoming’s Leader in Highway Safety
MISSION The Wyoming Highway Patrol is committed to serve and protect all people in Wyoming with courtesy, professionalism and integrity
VALUES The Wyoming Highway Patrol holds the following eight core values as an integral part to our overall success: Integrity Be truthful, ethical, accountable, consistent, fair and predictable. Courage Overcome fear, have administrative fortitude, remember principle over expediency, do what is right, and demonstrate self-initiative. Discipline Display self-control, be respectful, and maintain objectivity. Loyalty Have allegiance and trust to: ourselves, each other, and to the public; submit to authority; and use difficult times to demonstrate my commitment to those I serve. Submission equates to “being under authority grants authority.” Diligence Pursue excellence through hard work, dedication, and perseverance. Stay the course. Be committed. Invest the time and energy to complete each task assigned to me. Humility Have compassion, good listening skills, be a servant leader. Recognize weaknesses in myself and strengths in others. Optimism Focus on the future with a clear understanding of responsibilities to achieve agency goals, maintain a positive outlook, demonstrate patience and understanding, and recognize others. Conviction We approach our day-to-day activities with confidence, passion, and sincerity.
5 Strategic Plan
GOALS
The Wyoming Highway Patrol’s (WHP) main goals are to:
1. Reduce Highway Fatalities and Injuries
2. Maximize Our Enforcement, Educational and Support Efforts for Optimum Highway Safety
3. Develop and Care For Our Employees
4. Perform Our Duties and Obligations, both Required and Expected Without Reservation
5. Every Call Will be Handled with a Service Oriented Response
6. Formalize an Agency Structure That Prepares WHP for Future Growth and Demands
7. Operate Within a Balanced Budget (Expenditures by Plan Not Crisis)
The Wyoming Highway Patrol is maximizing enforcement, educational and support efforts for optimum highway safety. The WHP is working to reduce highway fatalities and injuries by increasing visibility and enforcement. Looking towards the future, WHP is formalizing an agency structure that prepares WHP for anticipated growth and demands.
6 Strategic Plan STRATEGIC PEFORMANCE MEASURES To assist WHP in achieving its goals and objectives, the following strategic performance measures have been established. Goals are shown in bold and strategic performance measures in italics. The strategic measures will be evaluated at the end of the year, December, 2010 to determine if WHP is meeting its targets and ultimately accomplishing its goals.
It is important to remember that the Wyoming Highway Patrol is primarily responsible for highway safety on Wyoming state highways, including the Interstates, U.S. Highways and state routes. Although the Patrol may assist local agencies, such as police departments and sheriff’s offices with traffic law enforcement, the Patrol’s primary focus is on state roads. The Wind River Indian Reservation presents unique challenges due to the limited jurisdiction on state highways within the boundaries of the Reservation which interfere with our abilities to fully implement our strategic plans. Therefore, the performance measures shown in this plan are for state roads only, and generally do not include data on roads maintained by local jurisdictions; i.e. city and county roads.
1) Reduce Highway Fatalities and Injuries a. Reduce the Total Number of Fatalities annually b. Reduce the Number of On-System Fatalities annually c. Reduce the Number of Impaired Driver Crashes by 5% d. Reduce the Number of Impaired Driver Related Fatal Crashes by 5% e. Reduce the Number of Commercial Motor Vehicle (CMV) Crashes by 5% f. Reduce the Number of On-System CMV Fatalities annually g. Reduce the Number of Overall Crashes by 5%
h. Reduce the Number of Fatalities During “Care Holidays”
2) Maximize our Enforcement, Educational and Support Efforts for Optimum Highway Safety a. Increase the Number of Citations Issued per Investigated Crashes b. Increase Seat Belt Use by 5% for All Drivers in Wyoming c. Increase Seat Belt Use by 5% for Wyoming Residents d. Indentify and Utilize Effective Targeted Enforcement Efforts with Innovative Methods, Tactics and Strategies e. Increase Efforts for Outreach to the Public Including Safety Presentations, Public Relations, Web Site Development, Social Networking, etc by all Areas Within Patrol f. Maximize the Percent of Performance Measures Achieved by the Districts
g. Maximize the Percent of Performance Measures Achieved by Support Services
7 Strategic Plan
STRATEGIC PERFORMANCE MEASURES (Continued)
3) Develop and Care for Our People a. Reduce the Turn-Over Rate For All Areas in Patrol b. Develop a Comprehensive Process for Gathering Information from Exiting Employees c. Increase the Rating From the Employee Survey to 70% d. Decrease Employee Injury Rate by Fostering a Safe Work Environment e. Increase by 5% Those Troopers Who Qualify for the Incentive Under the Fitness Program (Fit Force) f. Increase the Number of Civilian Employees Who Qualify for the Incentive Under the Wellness Program g. Develop Separate Overall Training Programs for Sworn, POEs, Dispatch and Other Civilians h. Foster an Environment of Employee Recognition
4) Perform our Duties and Obligations, both Required and Expected, Without Reservation a. Increase the Number of Qualified Inspectors to 100% b. Place Drivers Out of Service for Established Violations c. Place Vehicles Out of Service for Established Violations d. Comply with Short-Term Goals Listed in the Plan Submitted to FHWA Annually e. Increase the Percent of Total Hours Actually Spent Patrolling by 5%
5) Every Call will be Handled with a Service Oriented Response a. Maintain a 90% or Greater Positive Response Rate from Customer Satisfaction Survey Cards for the Sworn Side b. Maintain a 90% or Greater Positive Response Rate from Customer Satisfaction Survey Cards for the Port of Entries c. Safely Respond to All Calls in 20 Minutes or Less. d. Develop and Implement a System that Tracks Response Time Using the Record Management System (RMS) e. Improve Internal Customer Service by Conducting a Support Services Internal Customer Satisfaction Survey.
8 Strategic Plan STRATEGIC PERFORMANCE MEASURES (Continued)
6) Formalize an Agency Structure that prepares WHP for Future Growth and Demands a. Conduct a Strength, Weaknesses, Opportunities, and Threats (SWOT) Analysis with Patrol Staff b. Evaluate both Short and Long-Term Goals Resulting from Strategic Planning c. Develop a Recruiting Strategy d. Implement a Records Management System (RMS) e. Complete the Mobile Data Terminals (MDT) Project f. Implement and Fill Division Coordinators Positions g. Develop and Implement eCitations h. Develop and Implement ePermitting and Self Issuing Permit Process i. Develop a Comprehensive Inventory System
7) Operate Within a Balanced Budget (Expenditures by Plan not Crisis) a. Conduct Annual Budget Review with Patrol Staff b. Obtain Additional Dispatch Personnel to Minimize Overtime, Employee Burn-out, and to Better Serve Our Customers c. Obtain Patrol Dedicated IT Support for Our Technology Needs d. Decrease Total Preventable Damage to Patrol Vehicles by 5% e. Stay Within + or – 5% of Budget ACHIEVEMENTS IN 2009
Great strides have been made by WHP personnel to meet or exceed their target amounts. The following represents the highlights of their efforts in 2009. • Reduced the number of fatalities to a fifteen year low • Reduced the number of commercial motor vehicle fatalities • Developed a database to analyze information to increase customer satisfaction for Port of Entry (POE) • Developed a customer satisfaction survey feedback card for POE customers • Increased the number of employees participation in the Wellness program • Continued to evaluate & meet both short and long-term goals in the strategic plan • Implemented the video camera project • Developed and implemented a replacement schedule for ballistic vest and vehicle equipment
9 Strategic Plan
The following is the Criteria used for the annual employee recognition awards.
Wyoming Highway Patrol Criteria for 2010 Recognition Awards
Top Division: Is the approach to the Divisional Goals and Performance Measures realistic and rational? What percentage of Performance Measures was met under the Strategic Plan? How many of the Division Goals did they meet or exceed? Do they function as a team on the Division level? District level? Did their Performance Measures have an overall effect on the outcomes of the Strategic Plan? Did all members of the Division participate during “CARE” holidays? How many safety presentations were given by the Division?
Top Trooper: Is he or she a team player within the Division? Does the individual display leadership qualities? What impact did the Trooper’s activities have on the Divisional Performance Measures? Does the Trooper exhibit professionalism during the performance of his or her duties? What is their reputation within the agency (among their peers)? Does the Trooper’s appearance reflect well on the agency? What is the public perception of the Trooper? How is the Trooper’s demeanor? What is the Trooper’s quality of work?
Top Trooper DWUI Enforcement How many DWUI arrests were made during the time period? What was the Trooper’s impact on the Divisional Performance Measures? What were the Trooper’s overall activities, diversity, and work performance? What is the reputation of the Trooper with the judicial system? What was the number of DWUI arrests made during “CARE” holidays?
Top Division for DWUI Enforcement What impact did their DWUI enforcement have on Divisional Performance Measures? How many total arrests were made by the Division? What was the number of DWUI arrests made during “CARE” holidays?
Top Trooper Occupant Restraints What was the number of citations issued by the Trooper? What was the impact on the Divisional Performance Measures? What are the overall activities of the Trooper? How many citations were issued during “CARE holidays?
Top Division Occupant Restraints What was the number of citations issued by the Division? What was the impact on the Divisional Performance Measures? What are the overall activities of the Division? How many citations were issued during “CARE” holidays?
10 Strategic Plan
Criteria for 2010 Recognition Awards Continued
Top Trooper Child Restraints What was the number of citations issued by the Trooper? What was the impact on the Divisional Performance Measures? What are the overall activities of the Trooper? How many citations were issued during “CARE” holidays?
Top Division Occupant Restraints What was the number of citations issued by the Division? What was the impact on the Divisional Performance Measures? What are the overall activities of the Division? How many citations were issued during “CARE” holidays?
Top Trooper Crash Citations What was the percentage of citations to crashes investigated?
Top Trooper Commercial Vehicle Speed Enforcement What was the number of citations issued to commercial vehicles by the Trooper? What was the impact on the Divisional Performance Measures?
Top Trooper Commercial Vehicle Level One Inspector What was the total number of inspections completed by the inspector? What was the total number of violations discovered by the inspector? What was the percentage of vehicles placed out of service versus total number of inspections? What was the total number of hazardous material loads inspected? What was the impact on the Divisional Performance Measures?
Top Trooper Commercial Vehicle Level Three Inspector What was the total number of inspections? What was the total number of violations? What was the percentage of drivers placed out of service versus total number of inspections? What was the impact on the Divisional Performance Measures?
Top Trooper Safety Presentations Achievement Award What was the total number of safety presentations given? What was the diversity of the presentations? What was the impact on the Divisional Performance measures? What is the diversity of the Trooper’s work performance?
Top Trooper Criminal Interdiction Enforcement What was the total number of arrests for the following? Drugs Felonies Stolen vehicles Wanted persons What was the impact on the Divisional performance Measures? What is the diversity of the Trooper’s activities? What is the overall work performance of the Trooper?
11 Strategic Plan
SUMMARY
One of the most important parts to any strategic plan is not the plan itself but the discussion and planning process that goes into developing the plan. The next important component of the plan is putting the strategies into motion. Without this vital step the plan is just a plan.
A critical aspect of WHP’s Strategic Plan is that it is continuously evaluated to reflect the ever-changing environment. The Strategic Plan is a living document that is always evolving. The Plan continues to develop into a more comprehensive and usable tool. Patrol’s Administration continuously reviews both documents to determine if they are still on track and if they need to implement new strategies.
12 Wyoming Highway Patrol Selected Graphs from Overall BSC
13 Strategic Plan Selected Graphs from Overall BSC
GOAL: Keep People Safe on the Transportation System Number of FATALITIES Number of FATALITIES TOTAL SYSTEM* ON SYSTEM* 200 200
159 149 150 134 150 � 114 108 TARGET: less TARGET: less 100 than 2009 100 94 than 2009 �
50 2007 2008 2009 2010 50 2007 2008 2009 2010 *Includes all roads in Wyoming.TARGET *Includes only roads under TARGET Wyoming jurisdiction.
GOAL: Maximize our Enforcement, Educational & Support Efforts for Optimum Highway Safety % of SEAT BELT Usage % of SEAT BELT Usage (All Occupants) (Wyoming Occupants) 80 77% 80 � 75% 72.2% � 70.4% 70 70 68.6% 67.6% 66.9% 65.6% 60 60
50 50 2007 2008 2009 2010 2007 2008 2009 2010 TARGET TARGET
14 Strategic Plan
Selected Graphs from Overall BSC
GOAL: Develop & Care for Our People
Percent of Troopers who Number of Civilian Employees Qualify for “Fit Force” Incentive Qualifying for Wellness Program Incentive 90% 50%
80% 40% 35
70% 68% 30% 29 63.2% 62.5% 60% 20% 14
50% 10% 2008 2009 2010 2008 2009 2010 TARGET TARGET
GOAL: Perform our Duties and Obligations, both Required and Expected, w/o Reservations % of OUT of SERVICE DRVERS % of OUT of SERVICE VEHICLES (Compared to Total Number (Compared to Total Number of of CVSA Inspections) of CVSA Inspections) 30 40 25 35 20 29% 15 12% 30 11% 10% 10% 27% � 25% 10 23% 25 � 5
0 20 2007 2008 2009 2010 2007 2008 2009 2010 TARGET TARGET
15 Strategic Plan
Selected Graphs from Overall BSC
GOAL: Every Call will be Handled in a Service Oriented Response
Rating from Rating from Customer Satisfaction Customer Satisfaction Survey Card for SWORN Survey Card for POE 100% 100%
90% 90% 80% 80% 80% 80% 77% 78% 80%
Percent Positive 70% Percent Positive 70%
60% 60% 2008 2009 2010 2009 2010 TARGET TARGET 2009: 467 of 597 responses were positive. Survey Card: Begun in March 2009
GOAL: Operate within a Balanced Budget % of Expenditures to Budget $40 2009 $35 $34,135,158 $32,509,674 $32,806,299 $30 $30,884,190
$25
DOLLARS in MILLIONS $20 Budgeted TARGET Expenditures (+/- 5%)
16 Strategic Plan
Wyoming Highway Patrol Balanced Scorecards APPENDICES A - E
Appendix A - Overall ...... 18 Appendix B - Commercial Carrier ...... 25 Appendix C - Dispatch ...... 31 Appendix D - Equipment, Inventory, Evidence and K-9 Management ...... 36 Appendix E - Safety, Training and Records...... 42
17 Leaders in Highway Safety Wyoming Highway Patrol (WHP)'s BSC WHP is committed to serve and protect all people in Wyoming with courtesy, professionalism, and integrity
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Reduce Highway Fatalities and Injuries # of Fatalities Reduce the Total Number of Fatalities < 134 TBD Total System: 134 (2009) Target remains at 142 159 (2008) which was established in 149 (2007) 2007 # of Fatalities Reduce the Number of On System Fatalities < 94 TBD On System. 94 (2009) Target remains at 142 114 (2008) which was established in 108 (2007) 2007 # of Impaired Driver Reduce The Number of Impaired Driver 145 TBD Includes alcohol, drug and 152 (2009) Crashes Related Crashes by 5% prescription drug
# of Impaired Driver Reduce The Number of Impaired Driver < 51 TBD 51 (2009) Related Fatal Crashes Related Fatal Crashes 53 (2008) 57 (2007)
# of CMV Crashes Reduce the Number of Commercial Motor 1,186 TBD Target remains at 1,219 1,248 (2009) Vehicle (CMV) Crashes by 5% which was established in 1,870 (2008) 2007 1,408 (2007)
# of CMV Fatalities Reduce the # of CMV Fatalities < 13 TBD Target remains at 19 which 13 (2009) was established in 2007. 29 (2008) Information from CV 21 (2007) Section. # of Overall Crashes Reduce the Number of Overall Crashes by 5% 7,195 TBD Information from P-26s. 7,574 (2009) Work collaboratively with 7,381 (2008) WYDOT. 7,425 (2007) # of On System Reduce the Number of On System Fatalities < 6 TBD Holidays include: New 6 (2009) Fatalities During During "Care Holidays" Years, Memorial Day, July 7 (2008) "Care Holidays" 4th, Labor Day, 12 (2007) Thanksgiving, and Christmas
Page 1 of 7 January, 2010 Leaders in Highway Safety Wyoming Highway Patrol (WHP)'s BSC WHP is committed to serve and protect all people in Wyoming with courtesy, professionalism and integrity GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Maximize our Enforcement, Educational and Support Efforts for Optimum Highway Safety % of Citations issued Actively enforce legitimate traffic violations that > 35% TBD 34% (2009) per investigated result in a crash crashes % of Seat Belt Usage Increase Seat Belt Use by 5% for all drivers in 77% TBD All Drivers in WY . 67.6% (2009) Wyoming. Target remains the 68.6% (2008) same set in 2008. 72.2% (2007)
% of Seat Belt Usage Increase Seat Belt Use by 5% for Wyoming 75% TBD WY Residents 65.6% (2009) residents. Only . Target 66.9% (2008) remains the same 70.4% (2007) set in 2008. # of hours dedicated Identify and utilize effective targeted enforcement TBD TBD Develop to targeted efforts with innovative methods, tactics, standardize enforcement efforts strategies, etc. tracking form # of outreach Increase efforts for outreach to the public (safety TBD TBD Utilize P12 for all programs or presentations, public relations, web site employees presentations development, social networking, etc) by all areas within Patrol. % of performance Maximize the percent of performance measures 100% TBD Including POEs measures achieved - achieved. Districts % of performance Maximize the percent of performance measures 100% TBD measures achieved - achieved. Support Services
Page 2 of 7 January, 2010 Leaders in Highway Safety Wyoming Highway Patrol (WHP)'s BSC WHP is committed to serve and protect all people in Wyoming with courtesy, professionalism and integrity GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Develop and Care for Our People Turn Over-Rate Reduce the Turn-Over Rate for all areas in Patrol. < 3% TBD Voluntary Separations - 3% (2009) excluding retirements. 2.4% (2008) Sworn, POEs, Dispatch 3.38% (2007) and Other Civilians % of Employees 100% TBD IDPs may be completed Offered an Individual annually with Development Plan performance appraisals (IDP) if the employee elects to.
Implementation Date Develop a Comprehensive Process for Gathering 12/31/2010 TBD Information from Exiting Employees.
Rating from Employee Increase the rating from Employee Survey. 70% TBD Overall Rating for Entire 65.30% (2008) Survey Survey. Conduct in Nov 2010. # of Duty Related Decrease Employee Injuries by fostering a safe < 35 TBD 55 (2009) Employee Injuries work environment. 49 (2008) 39 (2007) % of Troopers Who Increase by 5% Those Troopers who Qualify for 68% TBD 2009: 62.5% (2009) Qualify for Incentive Incentive Under the Fitness Program. Spring 109/167 = 65% 63.2% (2008) Fall 110/183 = 60% # of Employees Increase the number of employees who qualify 35 TBD Civilian members 29 (2009) Participating in the for incentive under the Wellness Program. 14 (2008) Wellness Program 19 (2007) Implementation Date Develop an overall training program. 12/31/2010 TBD Separate training programs for: Sworn, POEs, Dispatch and Other Civilians Rating from Employee Foster an environment of employee recognition. 70% TBD First line and mid level 46.3% Agreed or Survey - Employee management Strong Agreed Recognition recognition. Question from Employee Survey: "I receive recognition for doing good work."
Page 3 of 7 January, 2010 Leaders in Highway Safety Wyoming Highway Patrol (WHP)'s BSC GOAL WHP isMEASURE committed to serve and protectSTRATEGY all people in Wyoming withTARGET courtesy,ACTUAL professionalism COMMENTSand integrity LAST YR Perform Our Duties and Obligations, Both Required and Expected, Without Reservation! % of Employees 100% of All Employees who are Certified 100% TBD 95% (2009) Inspectors that Meet Agency Established 95% (2008) Minimums. 95% (2007)
% of Out of Service Place drivers out of service for established 10% TBD 10%(2009) Drivers Compared to violations. 12% (2008) Total # of CVSA 11% (2007) Inspections
% of Out of Service Place vehicles out of service for established 25% TBD 23% (2009) Vehicles Compared to violations. 29% (2008) Total # of CVSA 27% (2007) Inspections
% of Short-Term Comply with Short-Term Goals Listed in the Plan 100% TBD Based on fiscal year. As 60% (2008) Goals Obtained from Submitted to FHWA Annually. funding allows. Results from 50% (2007) 2008 FHWA Plan 2008 will be noted in 2009. 83% (2006) % of Time Spent Increase % of Total Hours Worked, Actually 43% TBD (A - N and P, Q and T) 38% (2009) Patrolling Spent, Patrolling by 5%. 51% (2008) 46% (2007)
Page 4 of 7 January, 2010 Leaders in Highway Safety Wyoming Highway Patrol (WHP)'s BSC WHP is committed to serve and protect all people in Wyoming with courtesy, professionalism and integrity GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Every Call Will Be Handled With A Service Oriented Response Rating from Customer Maintain a 98% or greater positive response rate. 98% TBD In 2009, 96.3% (09) Satisfaction Survey Formula = 597 - 170 = 427 positive Cards - SWORN (acknowledgements - complaints) / responses. (acknowledgements - unfounded complaints) 597 -154 = 443 comments. 427/443 = 96.3% Acknowledgements = 597; Complaints = 170; Unfounded = 154
Rating from Customer Maintain a 98% or greater positive response rate. 98% TBD In 2009, 97.5% (09) Satisfaction Survey Formula = 132 - 14 = 118 positive Cards - POE (acknowledgements - complaints) / responses. (acknowledgements - unfounded complaints) 132 -11 = 121 comments. 118/121 = 97.5% Acknowledgements = 132; Complaints = 14; Unfounded = 11 % of Calls Responded to Safely Respond to All Calls in 20 Minutes or Less. 80% TBD Sworn Side From Within 20 minutes Report will be developed by 12/31/10. "Time of Notify" to "Time of Arrival. " Implementation Date Develop and Implement a System that Tracks 12/31/2010 TBD Note: From 2008 Customer Response Time using the Record Management Satisfaction Survey, System (RMS). 90.2% of those surveyed are satisfied with the length of time it took a Trooper to respond to the scene of a crash
Implementation Date Improve internal customer service 12/31/2010 TBD Develop and conduct a Support Services internal customer satisfaction survey.
% of Time Spent Increase % of Total Hours Worked, Actually Spent, 43% TBD (A - N and P, Q and T) 38% (2009) Patrolling Patrolling by 5%. 51% (2008) 46% (2007)
Page 5 of 7 January, 2010 Leaders in Highway Safety Wyoming Highway Patrol (WHP)'s BSC WHP is committed to serve and protect all people in Wyoming with courtesy, professionalism and integrity GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Formalize an Agency Structure that Prepares WHP for Future Growth and Demands
Conduct SWOT analysis with Patrol Staff 2/28/2010 3/1/2011 SWOT = Strength, Weaknesses, Opportunities, and Threats On-Going Evaluate Both Short and Long-Term Goals Resulting from Strategic Planning
Implementation Date Develop a Recruiting Strategy TBD TBD Strategy developed when needed. Separate strategies for Sworn, POEs, Dispatch and Other Civilians Implementation Date Implement the Records Management System 9/30/2010 TBD
Implementation Date Complete the Mobile Data Terminals (MDTs) 12/31/2010 TBD Depending on funding Project
Implementation Date Implement and Fill Division Coordinators TBD TBD Hiring freeze Positions Implementation Date Develop and Implement eCitations 12/31/2010 TBD Depending on funding
Implementation Date Develop and Implement ePermitting and self 12/31/2010 TBD issuing permit process
Implementation Date Develop a Comprehensive Inventory System 12/31/2010 TBD Dependant on ERP system and support
Page 6 of 7 January, 2010 Leaders in Highway Safety Wyoming Highway Patrol (WHP)'s BSC WHP is committed to serve and protect all people in Wyoming with courtesy, professionalism and integrity GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Operate Within a Balanced Budget (Expenditures by Plan Not Crisis) Conduct annual budget review with Patrol Staff TBD TBD
Obtain additional Dispatch personnel to minimize March 2011 TBD overtime, employee burn-out, and to better serve our customers Obtain Patrol dedicated IT support for our March 2011 TBD technology needs % of Preventable Decrease Total Preventable Damage to Patrol 31% TBD # of Preventable Damage to Vehicles Vehicles by 5% Damages/# of Total Damages: 24/66 = 36% (09) 22/61 = 36% (08) 21/64 = 33% (07)
% of Expenditures to Stay within (+ or - 5%) of budget (+ or - 5%) TBD 2009 Fiscal year: 4.6% FY 2009 Budget $32,806,299/ $32,509,674
Page 7 of 7 January, 2010 WHP - Commercial Carrier Section BSC CCS is dedicated to ensuring carrier safety thru support, education, compliance, enforcement and customer service
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Maintain a High Level of Customer Service
Rating from Customer TBD TBD Work with SPIP to develop a MC survey Satisfaction Survey
# of Training Classes 4/yr TBD 7 (2009) Offered to Field Personnel Provide a customer service section area OWL Provide IT and Tech support to Port of Entrys Technical Managers (Rick and Rich) (POE) Increase education to field personnel, commercial Driver qualification classes, safety carrier, and industry information, and carrier classes, etc Provide accurate information to Patrol personnel T4, Captains, Lts. etc
Working with Motor Vehicle Services streamline revocation process for intrastate carrier
2010 Page 1 of 6 WHP - Commercial Carrier Section BSC CCS is dedicated to ensuring carrier safety thru support, education, compliance, enforcement and customer service
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Take Care of Our People # of training hrs per 8 hrs/yr/emp TBD 8+ hrs/yr/emp (09) year/employee % of Employees 100% TBD IDPs may be completed annually with Offered an Individual performance appraisals if the employee Development Plan elects to. (IDP) # of section meetings 1/quarter TBD 1/quarter (09)
Encourage and facilitate professional development Provide cross-training opportunities Establish employee recognition program Offer IDPs to all employees IDP=Individual Development Plans
Hold regular section and subsection meetings Research and implement programs/systems to i.e., mobile client,ePermitting, routing, etc. help employees be more efficient in their duties
Continue to ask for and respond to employee feedback more regularly
2010 Page 2 of 6 WHP - Commercial Carrier Section BSC CCS is dedicated to ensuring carrier safety thru support, education, compliance, enforcement and customer service
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Improve Internal Processes Completion Date for 12/31/2011 TBD Figuring and Billing Self-Issuers Increase record storage capacity
Develop routing program for OWLs
Maintain procedures for easy access and to Improve consistency and uniformity between improve consistency POEs/District/CC Section Continue to perform data quality checks on carrier information being uploaded to MCMIS
2010 Page 3 of 6 WHP - Commercial Carrier Section BSC CCS is dedicated to ensuring carrier safety thru support, education, compliance, enforcement and customer service
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Exercise Good Stewardship of Our Resources Amount of MCSAP 100% every TBD Motor Carrier Safety Assistance Program 100% every 2yrs Budget Expended 2yrs (MCSAP) (2009) % of Short-Term 100% TBD Based on fiscal year. As funding allows. 60% (2008) Goals Obtained from Results from 2009 will be noted in 2010. 50% (2007) 2007 FHWA Plan 83% (2006) % of POE and Scale within + or - TBD ____(2009) Budget Expended 5% # of Reimbursement 4 TBD 1 per quarter 4 (2009) Requests Completion Date of 6/1/2010 TBD 6/1/2009 State Certification for Size/Weight Plan Completion of State 1/1/2010 TBD 12/31/2008 Size/Weight Plan Develop, write, and maintain MCSAP, CVSP, and budget (new entrant funding) by specified deadlines Develop, write, and maintain POE and scale budget by specified deadlines Research, purchase and maintain necessary computer upgrades equipment Maintain other federal grant expenditures and reimbursements Develop/write state certification and state size/weight plan Submit reimbursements for all grants timely
2010 Page 4 of 6 WHP - Commercial Carrier Section BSC CCS is dedicated to ensuring carrier safety thru support, education, compliance, enforcement and customer service
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Perform Our Duties and Obligations # of Inspections 500 TBD Level I and Level II 564 (09) Annually # of Compliance 120 TBD Compliance reviews 120 (09) Reviews Submission Date of By the 15th of TBD 90% were Audit Reports to each month submitted by the Financial Services 15th of each month # of federally required Quarterly TBD Ex: Crashes, HIDTA Quarterly (09) reports submitted # of federally required Monthly TBD Ex: MCSAP Monthly (09) reports submitted Timeliness of uploads Monthly TBD Inspections and crashes Nightly (09)
# of safety audits 70/year TBD
Perform required amount of inspections and reviews Submit audit reports to Financial Services in a timely manner Submit federally required reports monthly and 402, Hwy Safety, HIDTA, Homeland quarterly Security, MCSAP Research and develop strategies to improve clearing traffic at POEs, inspections, etc processes Accurate and timely entering of data into Safety Net Accuracy and timeliness of data uploaded to Inspections, crashes, Compliance Reviews MCMIS (CR) and Safety Audits (SA) Review inspection report to determine if an inspector needs additional help on inspections
2010 Page 5 of 6 WHP - Commercial Carrier Section BSC CCS is dedicated to ensuring carrier safety thru support, education, compliance, enforcement and customer service
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Keep People Safe on Our Transportation System % of Unsatisfactory 50% of Intrastate TBD 75% of Intrastate Intrastate MCs Moved MCS receiving MCS receiving to Satisfactory Rating satisfactory satisfactory ratings after ratings after receiving an receiving an unsatisfactory unsatisfactory rating rating
% of Employees 100% of All Employees who are Certified 100% TBD 95% (2009) Inspectors that Meet Agency Established 95% (2008) Minimums. 95% (2007)
% of Out of Service Place drivers out of service for established 10% TBD 10%(2009) Drivers Compared to violations. 12% (2008) Total # of CVSA 11% (2007) Inspections % of Out of Service Place vehicles out of service for established 25% TBD 23% (2009) Vehicles Compared to violations. 29% (2008) Total # of CVSA 27% (2007) Inspections # of CMV Crashes Reduce the Number of Commercial Motor 1,186 TBD Target remains at 1,219 which was 1,248 (2009) Vehicle (CMV) Crashes by 5% established in 2007 1,870 (2008) 1,408 (2007)
# of CMV Fatalities Reduce the # of CMV Fatalities < 13 TBD Target remains at 19 which was established 13 (2009) in 2007. Information from CV Section. 29 (2008) 21 (2007)
Ensure accurate and safe routing of Class A oversize/overweight loads Work with media to produce PSAs, billboards, radio, television and flyers Increase the number of satisfactory rated carriers through education, enforcement, etc Provide accurate and timely information on carriers to the field
2010 Page 6 of 6 WHP - Dispatch BSC WHP Dispatch is a vital link between the public and emergency services, committed to serving with courtesy, professionalism and compassion
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Develop and Care for Our People # of dispatch > 4/yr TBD Note: Count the number of agendas 2 (2009) meetings # of dispatch specific 1/yr TBD Host one full day related dispatch class 0/yr (2009) related training class every year % of employees 20% TBD Have each employee attend one day training receiving job related related to their job (includes out of area training training) Rating from Employee 75% TBD 50.6% (2008) Survey % of Employees 100% TBD IDPs may be completed annually with 0% (2009) Offered an Individual performance appraisals if the employee Development Plan elects to. (IDP) # of participants in 16 TBD 16 (2009) Wellness Program 8 (2008) Development of on-going training program/plan All new employees will do a ride-along During first 3 months after they have been 5 (2009) radio trained Encourage current employees to participate on ride-along Attend and allow employees to attend field division meetings Involve employee in various activities Focus groups (if applicable), TMC, hiring process, training process, professional associations, agency exchange, etc Improve participation in overall WHP employee survey Promote participation in employee wellness program Be service oriented at all times to all those you Offer support to other dispatchers interact with Treat everyone with respect Maintain a positive attitude
Develop a plan to create lead dispatcher positions 6 - 8 positions. Dependent on Hay study.
Review and purchase scheduling software Offer IDPs to all employees
Page 1 of 5 2010 WHP - Dispatch BSC WHP Dispatch is a vital link between the public and emergency services, committed to serving with courtesy, professionalism and compassion
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Manage Resources Effectively Completion date of Completion of APCO staffing formula Jan-11 TBD APCO = Association of Public Staffing Formula Communication Officials. Formula will be developed by 1/2011 . # of hours minimum TBD TBD * positions combined. 2,870.5 (2009) staffing not met Implementation date 10/25/2010 TBD RMS = Record Management System. RMS of RMS will be implemented 10/25/2010. Completion date of 12/31/2011 TBD Includes disaster recovery plan. Lost IT Contingency Plan person in 2009. Will be completed by 12/31/2011. Manage and operate dispatch budget Clarify roles for chain of command (including supervisors, trainers, and eventually lead dispatchers) Prepare documentation to support additional staff Use APCO formula.
Research an electronic schedule Research software programs for a computerized phone book Keep resource books current Promote the resources we have (language line, etc.) Determine special budgetary needs (in-service training, etc) Recruit and retain an adequate staff Share the work load Provide refresher training for all employees on relevant topics Design and implement a RMS Develop an emergency contingency plan (disaster recovery plan) Develop event creation strategies/protocols for - BOLO, ATLS, traffic complaints, "reverse CAD pyramid" AP, vehicle description, first, then where, why, etc. Least relevant details at the bottom, most relevant at the top
Gather, document and provide accurate i.e., brown cards, CAD events information in all work products
2010 Page 2 of 5 WHP - Dispatch BSC WHP Dispatch is a vital link between the public and emergency services, committed to serving with courtesy, professionalism and compassion
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Enhance Customer Troopers, Public, Other Agencies, SALECS Service Rating from Customer 8/2010 TBD Need to identify "key" customers/agencies Satisfaction Survey (internal and external customers). Will be completed by August 2010. Analyze and follow-up of member conduct profile Compliments and complaints. data for 2009 (both founded and unfounded complaints) Work with SPIP to develop and conduct a SPIP = Strategic Performance Improvement customer satisfaction survey Program Be proactive with the customer providing an action for every call Answer calls for service quickly and courteously with compassion Use appropriate radio protocol
Provide professional response to other agencies
Create relationships with TMC operators and share knowledge Provide cross training on all radios Including SALECS (State Agency Law Enforcement Communications System)
2010 Page 3 of 5 WHP - Dispatch BSC WHP Dispatch is a vital link between the public and emergency services, committed to serving with courtesy, professionalism and compassion
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Provide Information to Enhance Officer and Public Safety Baseline will be TBD TBD Baseline = dispatch times for various events. established within RMS to be implemented November 25, 2010. RMS # of safety Attend such presentations as "Alive at 25," job 2/yr TBD Center wide. All dispatch will participate in presentations fairs, and "Safe Kids" events presentations. attended/assisted Expeditiously check 10-29 on all plates, persons, 10-29 = wanted. All dispatchers will check. etc Review dispatch policies and procedures. Periodic review for changes and updates to policies/procedures. Quarterly review procedures for high risk/low frequency events. Continuous education of procedures between Explain the "why" and how it benefits or dispatch and field impacts the entire department Develop communication between dispatch and Including FTO (field training officer), recruits field training program and dispatch training. i.e.: 10-0 (Caution - NCIC hit back-up) Develop a two hour block "dispatch type" training to take to the field at their division meeting
Page 4 of 5 2010 WHP - Dispatch BSC WHP Dispatch is a vital link between the public and emergency services, committed to serving with courtesy, professionalism and compassion
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Hold Ourselves Accountable to the Strategic Plan # of meetings held 2/yr TBD 0 (2009)
Meet quarterly to discuss the progress of our strategic plan Create groups and group leaders to carry out the strategies Develop roles within the strategic plan to share the workload
2010 Page 5 of 5 WHP - Equipment, Inventory, Evidence and K-9 Management's BSC EIEK provides support and accountability to WHP personnel and other customers for all equipment, evidence, and K-9 management needs
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Provide Good Customer Service Date of customer Work with SPIP to create and conduct a Customer 8/2010 TBD survey Survey
Conduct periodic surveys Explore the feasibility of using customer feedback cards
Fulfill orders efficiently One stop shopping, communicate status of orders, turn-around time, etc
Page 1 of 6 2010 WHP - Equipment, Inventory, Evidence and K-9 Management's BSC EIEK provides support and accountability to WHP personnel and other customers for all equipment, evidence, and K-9 management needs
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Develop a Comprehensive Inventory System Start Date for RMS 10/1/2010 TBD RMS = Record Management System Implementation Completion Date for 12/31/2010 TBD RMS Implementation Implement RMS inventory system to manage inventory Continue to use the set schedule for evidence Drugs, weapons, etc. disposition Continue to use on-line auction services For adjudicated property/evidence items
Page 2 of 6 2010 WHP - Equipment, Inventory, Evidence and K-9 Management's BSC EIEK provides support and accountability to WHP personnel and other customers for all equipment, evidence, and K-9 management needs
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Develop Staff and Improve Internal Communications % of PAs completed 100% TBD on time % of Employees 100% TBD IDPs may be completed annually with Offered an Individual performance appraisals if the employee Development Plan elects to. (IDP) Completion Date Provide cross training within EIEK-9 12/31/2010 TBD
# of meetings held Hold within a week of the regular Staff meeting 12 TBD
Encourage professional development and provide training classes
Communicate projects and share responsibilities
Practice good listening skills and promote teamwork Conduct regular meetings to address applicable Coordinate with monthly staff meetings, topics when possible
2010 Page 3 of 6 WHP - Equipment, Inventory, Evidence and K-9 Management's BSC EIEK provides support and accountability to WHP personnel and other customers for all equipment, evidence, and K-9 management needs
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Provide Training and Information to Our Customers Date for policy 10/1/2009 2/1/2010 e.g.: evidence, equipment policies, etc. Capt. revisions Stoker will check on Col.'s approval. # of Divisions trained 18 TBD Attend division meetings by the end of the on evidence year # of training classes 1/year TBD Training conducted at the Academy for Recruits on equipment and inventory
# of training classes 1/every other TBD Training conducted at in-service every other at In-Service Training year year on equipment and inventory # of training classes Continuous TBD Continuously assist Troopers and other at the Division Level WHP personnel on equipment and inventory on equipment and issues inventory Train field on revised evidence policies and procedures Coordinate with Safety and Training for at least one hour of Equipment training and Inventory training. Provide on-site training and also provide training at in-service days Create equipment packets/manual outlining Include pertinent information on the intranet procedures for the field and POE such as instructions and forms (P-24, P-24A, P-23 and P-67s) Work with WHP Staff (T4) to double fill positions a month before person retires, leaves, etc. to transfer knowledge Create an in-house desk manual for all procedures in EIE (to help new employees)
2010 Page 4 of 6 WHP - Equipment, Inventory, Evidence and K-9 Management's BSC EIEK provides support and accountability to WHP personnel and other customers for all equipment, evidence, and K-9 management needs
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Establish Standards for K-9 Program # of deployments Conduct five" K-9 group" deployments in a year 5 TBD
Implementation date Update K-9 policies to include explosive detection 5/2010 TBD
Implementation date Re-engage K9 explosive program 11/2010 TBD
Implementation date Have EIEK Lieutenant and Captain attend a K-9 1/2011 TBD supervisors course
2010 Page 5 of 6 WHP - Equipment, Inventory, Evidence and K-9 Management's BSC EIEK provides support and accountability to WHP personnel and other customers for all equipment, evidence, and K-9 management needs
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Be Good Stewards of Our Resources
# of weapon 1/biennium inspections
Establish quality standards for WHP equipment purchases and utilize equipment committee Establish a replacement schedule for ballistic Ballistic vest schedule completed and in use. vests, in car videos, light bars, arrow sticks, Other replacement schedules will be weapons and radars (in accordance with WHP dependant on budget. Strategic Plan). Conduct a thorough weapon inspection every other year Continue to track weapons
2010 Page 6 of 6 WHP - Safety, Training and Records BSC To maintain records, recruit, develop, and retain a high caliber workforce
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Safety Education Program: Produce Safety Education Programs to Help Reduce Traffic Fatalities Increase participation in the Alive at 25 program with citizens and Troopers # of students trained 1,200 TBD 1,161 (09) statewide 1,019 (08) 550 (07) # of locations the 45 TBD 43 (09) "Alive at 25" program 34 (08) offered statewide 21 (07) Produce Safety # of child safety seats Increase seatbelt and child passenger safety seat 50 TBD 30 (09) Education Programs to provided to the public usage 45 (08) Increase Seatbelt and 45 (07) Child Passenger Safety Seat Use % of fatal crashes Help reduce traffic fatalities through education 50% TBD 61% (09) where occupants 60% (08) were unrestrained 50% (07) Produce Safety # of DUI presentations Help reduce DUI violations through education 25 TBD 24 (09) Education Programs to 23 (08) Lower Drunk Driving Arrests Provide Training for # of Troopers Trained Build knowledge and awareness of the Patrol's 45 TBD A minimum of one Trooper per Division 45 (09) Troopers in Child to provide training in Safety Education programs through community, 41 (08) Passenger Safety, the Child Passenger company, organization, and other agency Alive at 25, and Public Safety programs Speaking Programs # of Troopers Trained 15 TBD 14 (09) to provide training in 10 (08) Alive at 25 # of Programs Continually evaluate each program to ensure that 6 programs TBD Evaluated the objectives of the safety education program are being met Enhance, change or eliminate programs as the agency's strategic plan changes or goals and objectives change within the safety education program Completion Date Develop a safety education DVD and distribute to 12/2011 TBD field
Page 1 of 3 2010 WHP - Safety, Training and Records BSC ` To maintain records, recruit, develop, and retain a high caliber workforce
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Training Program:
Develop a Recruitment Strategy # of vacant positions 0 TBD Measure in December, each year 6 (09) 5 (08) Continue to fill our existing vacant positions with Hiring freeze and no new applications have quality applicants. been taken in 2009 Recruit using on-line services, job fairs, and incentives for existing troopers Make on-line application process easier to navigate Develop a More Efficient Training Program
# of in-service Through in-service training continue to train 20 hrs/year TBD 20 hours per Trooper each year for a total of 24 (09) training hours/ Troopers in new methodologies in law 40 hours every two years 40 (08) employee enforcement (primarily in those areas related to traffic safety) and reinforce organizational policy Work towards having own training facility to help improve the training atmosphere Reduce Current Turn- Turn-over rate Continue to work on keeping our current < 2% TBD Voluntary separations 3.4% (09) Over Rate employees 2.4% (08) Develop Future # of trained Establish and develop leadership skills throughout 34 (2011) TBD 32 (09) Leadership employees the WHP % of Troopers Build knowledge at the Patrol Academy and create 100% TBD 93.3% (09) completing the Field an environment in which new Troopers may 100% (08) Training & Evaluation develop skills and increase proficiency when Program entering into the Field Training and Evaluation Program % of proficiency Continually evaluate performance and identify 100% TBD Three evaluations per cadet. 66.7% (09) performance reviews individuals who are unable to attain the level of 100% (08) completed for each proficiency expected and provide additional attendee of the training prior to completing the Academy. Academy % of first line Properly train first line supervisors by adding 100% TBD Must complete training within 1st year as a supervisors trained training courses for first line supervisors to FTE supervisor program
2010 Page 2 of 3 WHP - Safety, Training and Records BSC ` To maintain records, recruit, develop, and retain a high caliber workforce
GOAL MEASURE STRATEGY TARGET ACTUAL COMMENTS LAST YR Records Section Program: Maintain records to Time paperwork < 30 days TBD 45 days (09) provide information for received to time 4.5 months (08) decision making and entered into system statistical purposes for both our internal and external customers Ensure all data Implementation Date 12/30/2010 TBD Continue to work with Capt. Morse on collection forms used by for Records implementing this the field are current and Management System up-to-date Complete the Electronic Date of Develop and implement eCitations 12/31/2010 TBD The Legislature is holding us back. Citation (eCitations) implementation project Continue to work closely with the Supreme Court Records will need to communicate citations to individual Circuit Courts along with Wyoming Supreme Court
2010 Page 3 of 3