Wyoming Highway Patrol 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 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. 2
Organization Chart OMING WY HWAY PATRO HIG L Organization Chart Wyoming Highway Patrol ADMINISTRATOR Colonel OPERATIONS COMMANDER Lt. Colonel FIELD OPERATIONS COMMANDER MAJOR SUPPORT SERVICES COMMANDER MAJOR CAPTAINS (5): CAPTAINS (4): DISTRICT 1 CAPTAIN Div: A, H, J, O, P POE: Laramie DISPATCH CAPTAIN DISTRICT 2 CAPTAIN Div: B, F, M POE: Casper, Lusk, Torrington DISTRICT 3 CAPTAIN Div: D, E, K, T POE: Alpine, Evanston, Kemmerer EVIDENCE, EQUIPMENT & TECHNOLOGY CAPTAIN COMMERCIAL CARRIER CAPTAIN POE: Cheyenne, I-80, I-25, US 85 SAFETY, TRAINING & RECORDS CAPTAIN DISTRICT 4 CAPTAIN Div: C, L, Q POE: Gillette, Sundance, Sheridan DISTRICT 5 CAPTAIN Div: G, I, N POE: Frannie Highway Patrol Division Locations 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. 4
Vision, Mission, and Values Following are the overall vision, mission, and values of the WHP: Vision Mission Values Wyoming s Leader in Highway Safety. The Wyoming Highway Patrol is committed to serve and protect all people in Wyoming with courtesy, professionalism and integrity. The Wyoming Highway Patrol is dedicated to fostering organizational pride by exemplifying the following eight core values: Integrity Courage Discipline Loyalty Diligence Humility Optimism Be truthful, ethical, accountable, consistent, fair and predictable. Overcome fear, have administrative fortitude, remember principle over expediency, do what is right, and demonstrate self-initiative. Display self-control, be respectful, and maintain objectivity. 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. 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. Have compassion, good listening skills, and be a servant leader. Recognize weaknesses in myself and strengths in others. 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
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 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 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 Lieutenant Colonel Shannon Ratliff Major Keith Groeneweg Major Perry Jones 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 Related Fatal Crashes 41 TBD In 2010, 69 fatalities resulted from these crashes. 26 (2103) 43 (2012) 45 (2011) # of Incapacitating Injury Crashes 345 TBD i.e. Obvious injuries at the time of the crash that require medical treatment. 393 (2013) 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 for seatbelt use was changed by NHTSA in 2012. %(2013) 72.2% (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 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 for overall WHP recruitment strategy % of all positions filled Completion date to formalize WHP's leadership development program 4/1/2014 TBD 95% by the end of 2016 TBD Percentages shown in last year column are for sworn positions only 12/31/2014 TBD Use such tools as the IDPs and PMIs 89.90% (2013) 97.11% (2012) 96.13% (2011) Date of recognition awards Rating from Employee Survey By July 1 of each year TBD Coordinate with WHPA. Civilian employees will be included in the recognition program At least 70% TBD 65.2% (2013) 66.7% (2011) Vigorously execute the recruitment strategy Formalize a leadership development program Host a recognition award ceremony, annually Periodically conduct an employee satisfaction survey Continue to use Guardian Tracking for recognizing employee's efforts ECS ECS 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 comments/total responses % of complaints/total responses % of complaints investigated and found to be unfounded complaints 76% TBD Total responses: 339 Total positive comments: 258 Includes all (Sworn and POE) responses from customer cards (2013) 24% TBD 81/339 (2013) >95% of complaints are unfounded TBD 3/81 = 4% (2013) Rating from CSS regarding courtesy of personnel Rating from CSS regarding timeliness Rating from CSS regarding expectations met Continue to use and track the customer satisfaction survey cards Demonstrate a professional service oriented approach Continue to ask WHP questions on Statewide Customer Satisfaction Survey conducted by WYSAC for Optimize efforts to outreach with the public At least 80% TBD Used different survey question in 2012. Survey Q75. "I believe Highway Patrol personnel treat people with courtesy." At least 75% TBD Used different survey question in 2012. Q76. "I believe Highway Patrol personnel respond to situations in a timely manner." Greater than 80% TBD Used different survey question in 2012. Q77. "Overall, the Wyoming Highway Patrol meets the expectations I have for our highway patrol." Continue hwy safety education with trucking companies, school presentations, and PSAs 76.7% (12) (2012) 74.4% (12) (2012) 84.0% (12) (2012) 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 for restructuring Support Services Completion date for the development of the Business Case for Field Ops Implementation date for restructuring WHP to meet current and future demands Develop a foundation for WHP that addresses present needs and future demands 12/31/2015 TBD 12/31/2014 TBD 12/31/2016 TBD ECS Review Support Service's Business Case and update as needed Implement the restructuring for Support Services based on the business case ECS ECS Periodically update 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 Groeneweg Provide periodic updates to all field personnel 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 Budget Includes Law Enforcement and Ports of Entry Programs for fiscal year ending Sept 30, 2011-2013 - 2% (2013) 0% (2012) -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 13