Strategic Plan January 2014 - December 2016

Wyoming Department of Transportation Wyoming Highway Patrol Strategic Plan Colonel John Butler Table of Contents

Introduction...... 2 Overview...... 2 Organization Chart...... 3 Functions...... 4 Vision, Mission, and Values...... 5 Goals...... 6 Achievements...... 7 Summary...... 8 Appendix - BSC...... 9-13

WHP Strategic Plan 1 Introduction

Strategic planning is an important activity the leadership of Wyoming Highway Patrol (WHP) takes seriously as it assists in providing direction, setting priorities (goals), and focusing resources (strategies) in accomplishing the agency’s vision and mission.

The WHP uses the balanced scorecard (BSC) to gauge goal achievement. The BSC is a template that contains the goals, performance measures, strategies, targets and actual performance. The BSC assists in: • translating WHP’s strategic plan, • reporting past performance, and • helping to plan for the future.

Leadership adopted a formal process to strategically plan and develop BSCs every three years. This planning process integrates employees into the process, emphasizes buy-in and accountability for the BSC, and helps communicate results to interested stakeholders. Each section within Patrol is responsible for developing a BSC, including goals and strategies which align to the overall BSC. This strategic plan contains the 2013 BSC. For subsequent versions please refer to the WHP website (www.whp.dot.state.wy.us). Overview

The primary duty of WHP is to keep the motoring public safe as they travel throughout the state of Wyoming. The WHP is comprised of two sections: Field Operations and Support Services. Field Operations involves patrolling the roads, traffic enforcement, crash investigation, criminal interdiction, and commercial vehicle enforcement, among other duties.

Support Services provides statewide dispatch services, issues and collects fees from permits, coordinates commercial vehicle programs, 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.

WHP Strategic Plan 2 Organization Chart

Organization Chart YOMING W WAY PAT Wyoming Highway Patrol IGH RO H L ADMINISTRATOR Colonel

OPERATIONS COMMANDER Lt. Colonel

FIELD OPERATIONS COMMANDER SUPPORT SERVICES COMMANDER MAJOR CAPTAINS (5): CAPTAINS (4): DISTRICT 1 CAPTAIN DISPATCH CAPTAIN Div: A, H, J, O, P POE: Laramie EVIDENCE, EQUIPMENT & TECHNOLOGY CAPTAIN DISTRICT 2 CAPTAIN Div: B, F, M COMMERCIAL CARRIER CAPTAIN POE: Casper, Lusk, Torrington POE: Cheyenne, I-80, I-25, US 85

DISTRICT 3 CAPTAIN SAFETY, TRAINING & RECORDS CAPTAIN Div: D, E, K, T POE: Alpine, Evanston, Kemmerer

DISTRICT 4 CAPTAIN Div: C, L, Q POE: Gillette, Sundance, Sheridan

DISTRICT 5 CAPTAIN Div: G, I, N POE: Frannie

Highway Patrol Division Locations

WHP Strategic Plan 3 Functions

The primary functions performed by Wyoming Highway Patrol include:

• Enforcing the State’s traffic laws; • Performing criminal interdiction on Wyoming highways focusing on criminal activity and the transportation 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; • Circulating and enforcing rules and regulations for commercial motor vehicles; • Operating statewide communication center for Patrol and multiple diverse state agencies. • Utilizing equipment and technology to maintain industry standards for today and the future.

WHP Strategic Plan 4 Vision, Mission, and Values

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 is dedicated to fostering organizational pride by exemplifying the following eight core values:

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, and 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.

WHP Strategic Plan 5 Goals

Below are the five overall goals for WHP:

• Improve Overall Highway Safety

• Develop and Care For Our Employees

• Committed to Exceptional Customer Service

• Evaluate and Structure the Agency to Prepare for the Future

• Excellent Stewards of Our Resources

WHP Strategic Plan 6 Achievments

Achievements completed by the Wyoming Highway Patrol:

• Installed mobile data terminals • Implemented record management system (RMS) • Secured temporary evacuation location for the communication center • Improved the internal promotional process • Partnered with the Attorney General and Information Technology to obtain in-car video • Instituted a software system (Guardian Tracking) for employee recognition • Convened a statewide strategic plan summit • Earned a high score on the Customer Satisfaction Survey • Maintained a high rating on the customer satisfaction cards • Implemented E-Citation Program statewide • Expanded internal and external partnerships to improve highway safety • Increased criminal interdiction efforts yielding significant seizures

WHP Strategic Plan 7 Summary

This strategic plan provides the overall direction for WHP for the next three years. An annual review will be conducted on the overall BSC as well as each individual work groups’ BSCs to determine how well this plan is being carried out. Those documents will be reviewed and updated.

The Commanding Officers of the Wyoming Highway Patrol reaffirm their belief in the value of this Strategic Plan.

Colonel John Butler Colonel Shannon Ratliff

Major Keith Groeneweg Major Perry Jones

WHP Strategic Plan 8 APPENDIX - BSC

Wyoming Highway Patrol (WHP) BSC WHP is committed to serve and protect all people in Wyoming with courtesy, professionalism and integrity

GOAL MEASURE STRATEGY TARGET ACTUAL LEAD COMMENTS LAST YR

Improve Overall

Highway Safety # of Fatalities < 87 TBD 87 (2013) 121 (2012) 135 (2011) # of Fatal Crashes < 105 TBD 75 (2013) 110 (2012) 120 (2011) # of Impaired Driver 41 TBD In 2010, 69 fatalities resulted from these 26 (2103) Related Fatal Crashes crashes. 43 (2012) 45 (2011) # of Incapacitating Injury 345 TBD i.e. Obvious injuries at the time of the crash 393 (2013) Crashes that require medical treatment. 363 (2012) 395 (2011) # of CMV Fatalities < 23 TBD 23 (2013) 27 (2012) 27 (2011)

# of CMV Fatal Crashes < 20 TBD Target: by at least 5% of lowest year 20 (2013) 26 (2012) 25 (2011) % of Seat Belt Use 85% TBD Note: The methodology for gathering data ____%(2013) for seatbelt use was changed by NHTSA in 72.2% (2012) 2012. 81.7% (2011) Reduce annually the total number of fatalities and crashes Maximize our Enforcement, Educational and Support Efforts Increase Seat Belt Usage to Equal Nationwide Usage Rate Conduct and meet quality CVSA inspections in accordance with policy Reduce annually the total number of CMV fatalities Reduce annually the number of Commercial Motor Vehicle (CMV) crashes

WHP Strategic Plan Page 1 of 5 January - December 2014 -2016 9 APPENDIX - BSC

Wyoming Highway Patrol (WHP) BSC WHP is committed to serve and protect all people in Wyoming with courtesy, professionalism and integrity

GOAL MEASURE STRATEGY TARGET ACTUAL LEAD COMMENTS LAST YR Develop and Care for Our Employees

Completion date 4/1/2014 TBD for overall WHP recruitment strategy % of all positions 95% by the TBD Percentages shown in last 89.90% (2013) filled end of 2016 year column are for sworn 97.11% (2012) positions only 96.13% (2011) Completion date 12/31/2014 TBD Use such tools as the IDPs to formalize and PMIs WHP's leadership development program

Date of By July 1 of TBD Coordinate with WHPA. recognition each year Civilian employees will be awards included in the recognition program Rating from At least 70% TBD 65.2% (2013) Employee Survey 66.7% (2011)

Vigorously execute the recruitment strategy Formalize a leadership development ECS program Host a recognition award ceremony, ECS annually Periodically conduct an employee satisfaction survey Continue to use Guardian Tracking for recognizing employee's efforts

WHP Strategic Plan Page 2 of 5 January - December 2014 -2016 10 APPENDIX - BSC

Wyoming Highway Patrol (WHP) BSC WHP is committed to serve and protect all people in Wyoming with courtesy, professionalism and integrity

GOAL MEASURE STRATEGY TARGET ACTUAL LEAD COMMENTS LAST YR Committed to Exceptional Customer Service % of positive 76% TBD Total responses: 339 comments/total Total positive comments: 258 responses Includes all (Sworn and POE) responses from customer cards (2013) % of complaints/total 24% TBD 81/339 (2013) responses % of complaints >95% of TBD 3/81 = 4% (2013) investigated and complaints found to be are unfounded unfounded complaints

Rating from CSS At least 80% TBD Used different survey question in 76.7% (12) (2012) regarding courtesy of 2012. Survey Q75. "I believe Highway personnel Patrol personnel treat people with courtesy." Rating from CSS At least 75% TBD Used different survey question in 74.4% (12) (2012) regarding timeliness 2012. Q76. "I believe Highway Patrol personnel respond to situations in a timely manner." Rating from CSS Greater than TBD Used different survey question in 84.0% (12) (2012) regarding 80% 2012. Q77. "Overall, the Wyoming expectations met Highway Patrol meets the expectations I have for our highway patrol." Continue to use and track the customer satisfaction survey cards Demonstratefor Sworn and a POE professional personnel service oriented approach Continue to ask WHP questions on Statewide Customer Satisfaction Survey conducted by WYSAC for OptimizeWYDOT efforts to outreach with the Continue hwy safety education with public trucking companies, school presentations, and PSAs

Page 3 of 5 January - December 2014 -2016 WHP Strategic Plan 11 APPENDIX - BSC

Wyoming Highway Patrol (WHP) BSC WHP is committed to serve and protect all people in Wyoming with courtesy, professionalism and integrity

GOAL MEASURE STRATEGY TARGET ACTUAL LEAD COMMENTS LAST YR Evaluate and Structure the Agency to Prepare for the Future Completion date 12/31/2015 TBD for restructuring Support Services Completion date 12/31/2014 TBD for the development of the Business Case for Field Ops Implementation 12/31/2016 TBD date for restructuring WHP to meet current and future demands Develop a foundation for WHP that addresses ECS present needs and future demands

Review Support Service's Business Case and ECS update as needed Implement the restructuring for Support ECS Periodically update Services based on the business case employees on restructure

Develop a business case for Field Ops ECS Continually evaluate positions to determine if ECS they are properly classified Improve consistency between districts Major Provide periodic updates Groeneweg to all field personnel

WHP Strategic Plan Page 4 of 5 January - December 2014 -2016 12 APPENDIX - BSC

Wyoming Highway Patrol (WHP) BSC WHP is committed to serve and protect all people in Wyoming with courtesy, professionalism and integrity

GOAL MEASURE STRATEGY TARGET ACTUAL LEAD COMMENTS LAST YR Excellent Stewards of Our Resources Budget variance At or Under Includes Law Enforcement and Ports of - 2% (2013) Budget Entry Programs for fiscal year ending 0% (2012) Sept 30, 2011 - 2013 -18% (2011)

Maintain fiscal responsibility Colonel Butler Assess the impact of current and future technology ECS Continue to carry-out internal efficiency initiatives reported to the Governor

WHP Strategic Plan 13 Page 5 of 5 January - December 2014 -2016