STRATEGIC PLAN FOR THE GREELEY POLICE DEPARTMENT

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1 STRATEGIC PLAN FOR THE GREELEY POLICE DEPARTMENT OVERVIEW Strategic planning is an organization s process for determining its future direction and allocating resources to pursue that direction. In order to determine where it is going, an organization first needs to know where it is at the moment and how it intends to go about getting to a new place. The resultant document is called the strategic plan. It is the policy of the Greeley Police Department to maintain a strategic planning process to articulate the direction of the organization and identify the resources and actions needed to get there. The plan will be updated as needed by the Department s Command Staff. The information contained in the plan must be readily available to provide guidance to each police employee. It also should be accessible to the City s elected officials and the public. The Department s Mission Statement, Core Values and Goals are all integral parts of its strategic plan. But no less important are the organization s plans to confront the public safety challenges anticipated to occur over the next 3-5 years. Experience has shown that even limiting the scope of the plan to five years will almost certainly include surprises and unexpected challenges. For that reason, the Department must remain flexible in its response to new scenarios. In order to be truly useful, a strategic plan must allow for change. A strategic plan must be much more than a cataloging of anticipated problems and a wish list of additional people and things, even though resources are a key part of the planning process. The plan must recognize that fiscal realities will dictate that virtually never will every desired resource be available nor will every admirable goal be attained. Choices will have to be made and priorities set. That, too, is part of strategic planning. The Greeley Police Department s reason for existing is to improve the quality of life for the city s residents by increasing their sense of safety and well-being and providing them with exceptional customer service. That overarching purpose is reflected in the Department s Mission Statement and Goals. The organization s listing of its Core Values helps to describe how its members will carry out those tasks. MISSION STATEMENT The mission of the Greeley Police Department is to improve the quality of life in Greeley by actively reducing the incidence and fear of crime and providing superior community service. CORE VALUES As employees of the Greeley Police Department, we accept the obligation to lead, serve, and honor the community and each other by standing for the following values:

2 Wisdom. We will be dedicated to enhancing our knowledge and training to enable ourselves to make the right decisions. Ethics. Honesty and truth will be the standard in all our actions with the community and each other. Courage. We will uphold and follow the law in the face of fear, danger, and temptation even if it requires sacrifice. Accountability. We will create an environment that demands compliance with the spirit and letter of the code of conduct. Respect. It is our duty to treat each other and all those we serve with professionalism, compassion, and empathy. Efficiency. We will be good stewards of the taxpayers money entrusted to us. We will work hard for the salary we are paid and ensure that expenditures are for the purpose of enhancing public safety and improving our operational effectiveness. Beyond these general guidelines, a strategic plan spells out the future challenges an organization expects to encounter and how it hopes to meet them with both effectiveness and efficiency. Those anticipated challenges and how the Greeley Police Department intends to cope with them over the next 3-5 years are identified next. PERSONNEL RESOURCES The success of any organization depends upon its people. During the period of this strategic plan, the Greeley Police Department will seek to hire the very best applicants and prepare them to excel as employees of the City. We also will emphasize the continued development of our tenured employees. We recognize that in the hiring, training and assignment of employees their earned reputation for honesty and integrity as positive role models in the community is at least as important as their technical skills. Conduct a staffing study in each division of the Department aimed at identifying requirements for additional sworn or civilian employees during the next 5 years. Each division commander will examine the need for additional personnel resources in his own area of responsibility. As an example, increasing the size of the Special Enforcement Team would magnify the positive effects of this already-productive work group. The need for additional civilian support personnel intended to free up sworn officers for law enforcement duties has also been suggested. It makes good organizational sense to conduct a comprehensive and coordinated assessment of the Department s personnel needs for the next several years. The study will include consideration for the City s financial picture and involve the Departments of Finance and Human Resources. Review and revise, as appropriate, the selection criteria for both sworn and non-sworn employees, with emphasis on education requirements. The general and technical knowledge required to be a successful police officer is growing in volume and complexity every year. The same holds true for the Department s non-sworn positions. As a consequence, it is necessary for GPD to review its entrance requirements on a continuing basis to assure that only candidates demonstrating intelligence, integrity and good decision-making skills become City employees. It is anticipated that more stringent educational requirements will be implemented over time.

3 Review and revise the Department s officer recruitment process. The Department recognizes that there are identifiable differences in the various generations of potential police employees on the job market today. It is also recognized that these potential applicants are accessing different media in their job searches, and in many cases are seeking different job rewards from earlier generations. As a result the Department will examine all facets of the recruiting process and make revisions as necessary. To aid in employee retention, identify additional means of recognizing and rewarding exceptional work. Employees everywhere like to hear that they did a good job. Commendations issued to police employees by their bosses are a common occurrence at GPD. Commendations may range from a personal note from the Chief to an oral attaboy from a sergeant in a briefing session. Nevertheless, the organization recognizes that additional means for rewarding exceptional work are a necessity in virtually every organization. Examine the potential for utilizing additional volunteers in the Department. Many municipal agencies, including police departments, utilize citizen volunteers to free up employees for other duties. As an example, the Greeley Police Department s Victim Assistance unit is staffed by over 20 trained, volunteer advocates. The key to the effective and efficient use of volunteers is having paid personnel with sufficient time and skill to train and supervise these eager people. The Department will examine the possibility of recruiting additional volunteers, especially seniors, for other duties in the organization. Identify sworn positions that may be civilianized, thereby freeing up sworn personnel for law enforcement duties. Every law enforcement agency has responsibilities that do not necessarily require the attention of a highly-trained, full-authority, sworn police officer. GPD already utilizes non-sworn personnel as Animal Control Officers and Public Safety Technicians, for example. Staff will review the Department s job positions to identify any which might be civilianized to free up sworn personnel for other duties. Upgrade psychological and peer support services available to all police employees. The Department is aware that the mental and emotional health of its workforce is critical to the efficiency and effectiveness of the organization. It is also the humane and right thing to do. To that end the Department is transitioning to a new provider of peer support and critical incident response services. The firm secured by GPD is nationally recognized for excellence and professionalism in the public safety field. Research and implement career development and mentoring programs. The Department acknowledges its responsibility to assist its employees in their development. To that end GPD will research what is available in both career development and mentoring programs and devise a process that is practical and beneficial for employees willing to commit the requisite time and effort. Research and develop a succession planning process.

4 The Police Department is aging. Preparing the next generation of leaders at all levels of the agency is an important responsibility of every quality-driven organization. The Command Staff of GPD will work with the City s Human Resources Department in developing an effective succession planning and preparation process linked to our career development initiatives. As part of the Department s overall training program, develop and implement a leadership training process for supervisory personnel. The Greeley Police Department recognizes that its first-line supervisors are among the most important people in the organization. We also acknowledge the critical role played by the agency s section leaders and mid-managers. In recognition of that fact, the Department pledges to develop and implement a leadership or supervisory training track to supplement our other training endeavors. To improve the flow of information department-wide, establish a program of quarterly employee rep meetings with the Chief. An employee survey of virtually any organization will reveal a desire for improved communication. To that end, GPD will establish an employee rep meeting with the Chief program in which various elements of the Department can elect an employee representative to attend periodic, give-and-take meetings with the chief of police. The purpose of the sessions will be to allow the Chief to pass along information and respond to employee questions and concerns. CRIME PREVENTION Good cops like solving crimes and arresting criminals. At the same time, we recognize that preventing someone from becoming a victim in the first place is much better than catching the offender afterward. Over the next 3-5 years the Department will expand its public information and crime prevention education efforts. A citizenry educated in crime prevention tactics is a proven component of community oriented policing. The Greeley Police Department will continue to work with our citizen-customers in an ongoing endeavor to prevent crime. Reinvigorate the City s Neighborhood Watch programs. Nationwide, Neighborhood Watch is the most effective crime prevention and crime suppression program in existence. It causes the average citizen to think about and participate in crime prevention activities. It plays a big part in crime suppression because it trains citizens to be good observers and report suspicious circumstances to police. Every year in Greeley, felony arrests are made due to the reports of Neighborhood Watch participants. The Department will increase the effectiveness of Neighborhood Watch in Greeley by expanding the number of participating neighborhoods and re-enlisting the active support of well-established Neighborhood Watch programs. Build an active Business Watch program for commercial interests. The City is a strong supporter of economic development in Greeley. The Police Department s role in that endeavor is to assure businesses that Greeley is a good and safe place for commerce. One way in which the Department attempts to do that is by providing accurate and timely crime prevention information and advice to the local business community. The Department recognizes that it must strengthen its relationship with the Greeley business community. The Neighborhood Action Team will be the focus of these efforts. One means of increasing cooperation and

5 communication among businesses as well as between the businesses and their police department is the Business Watch program. Utilize the Internet and Social Media to disseminate crime prevention information. Today s world turns to the internet and its related electronic media for news and information of all kinds. The social media such as Facebook and Twitter are two examples of this quicklyexpanding, instant-communication universe. The Police Department recognizes that it must use the information superhighway to communicate important information to the public. Continue the Department s activities targeted at bolstering traffic safety, especially that related to increased heavy truck traffic through Greeley. Increased numbers of heavy commercial vehicles, some connected to the burgeoning oil and gas industry, are travelling Greeley s streets and highways every day. With an emphasis on both education and enforcement, the Department will strive to work with the trucking industry in an effort to assure that these trips are made in safety. The Department also will work in collaboration with the Colorado Department of Transportation (CDOT) and the Colorado State Patrol (CSP) in inspection and enforcement activities. The Department will continue its overall efforts to decrease traffic accidents of all kinds. Continue to focus on the downtown area through increased police presence and information-sharing. The Department recognizes that a vibrant and economically healthy downtown is dependent upon the perception that the area is safe for shoppers and those seeking dining and entertainment venues. GPD will support the Downtown Development Authority (DDA) and other downtown interests via increased preventive patrol, including foot patrol assignments. In addition, the Department will work with all downtown interests in providing crime prevention advice as well as correct information about actual criminal activity. GPD also will give appropriate attention to nuisance violations such as aggressive panhandling and public intoxication. DEPARTMENT PHILOSOPHY The Department s philosophy is based upon several basic, guiding principles. A basic principle includes the vision that community policing means that the Department and the Greeley community must address public safety and quality of life issues as equal partners. The realization means that the police can never succeed in their duties if they operate as an occupying army. Officers must have the support and cooperation of the citizens they serve if they are to succeed as effective guardians of the public safety. The Department s philosophy recognizes that while crime prevention and crime suppression are equally important components of the GPD mission, preventing a crime from occurring in the first place is always to be preferred over solving it. Preventing crime through its various programs and practices always will be an emphasis of the Greeley Police Department. Our philosophy recognizes that the people of Greeley are our customers and are our reason for existing as an organization. The Department s goal is to provide Exceptional Customer Service to the people who are, in fact, paying the freight. This goal is reflected in our admonition to our employees: Find a Way to Help.

6 Finally, an integral part of GPD s philosophy mandates that we always endeavor to recruit and hire only the best sworn and civilian employees to serve the citizens of Greeley. The Department will provide these carefully-selected people with comprehensive and continuing training to assure that they are the best at their respective jobs. We also pledge to employ only those professionals whose integrity and ethical principles meet the high expectations of this community. Conduct an annual review of the Department s mission, goals and values; revise as indicated. The Greeley environment changes on a continuing basis. Economic and social changes occur in Greeley, as in the rest of the world. New challenges to public safety develop over time, as well. Public expectations of their local government, most especially of their law enforcement, also change. For that reason it is mandatory that the Department s leadership staff and first-line employees re-examine where they are going and how they want to get there. The Department will review its mission, goals and values on an annual basis. Blend hot spot policing and intel-led policing into the Department s philosophy of community-oriented policing. The Greeley Police Department follows a philosophy of community-oriented policing that emphasizes the vital partnership that exists between communities and the law enforcement officers that serve them. From time to time, new concepts in policing emerge that, once proven effective, can be melded into an overall policing strategy. Hot spot policing that emphasizes placing additional resources into high-crime areas is one such addition. The hot spots are identified through analysis of the statistics and other data determined through intelligencegathering. This practice is termed intel-led policing. It is necessary that the Department be prepared to fold other proven developments in policing effectiveness and efficiency into its overall law enforcement philosophy in upcoming years. We will investigate new policing developments and promising trends and adopt the ones that make sense for Greeley. Reinforce with all personnel the importance of problem-solving partnerships with the community. As noted previously, contemporary law enforcement officers do not constitute an occupying force but rather must work in partnership with members of the community in order to be truly effective in public safety and order maintenance duties. To be successful in this endeavor all GPD employees must be aware of this need for cooperation and collaboration. The concept of a problem-solving partnership will be emphasized in the Department s training curriculum and will be reinforced by leadership staff. Emphasize the importance of exceptional customer service ( Find a Way to Help ) with all Department employees. Find a Way to Help the customer has been the Greeley Police Department s motto for several years. The Department acknowledges the high standards of customer service expected by the citizens of Greeley and will strive to meet those expectations in the coming years. Introductory orientation to the Department, in-service training and supervisory role modeling all will be used to solidify a commitment to exceptional customer service in the Department s culture and traditions.

7 Continue the Department s emphasis on integrity and ethical behavior from all employees. Like exceptional customer service, an expectation for honesty, integrity and ethical behavior is part of the foundation upon which the reputation of the Greeley Police Department rests. This expectation is reflected in the Department s stated values which were written by the employees themselves. Close attention to the Department s selection, promotion and internal affairs processes will help assure that integrity remains GPD s guiding watchword into the future. Further, the Department s leadership staff recognizes its obligation to role model exemplary ethical behavior in all actions internal and external to the Greeley Police Department. CRIME SUPPRESSION For several years, the primary stated goal of the Greeley Police Department has been the arrest of career criminals. The Department has enjoyed considerable success in this effort, as reflected in Index crime rates that declined for several years. Currently the Department is facing a serious challenge in that crime is starting to trend upward after a several year decline. It is theorized that an increased number of state prisoners paroled to the Greeley area is driving at least some of this additional crime. Traditionally, the reason that law enforcement officers exist is to remove the threats to the flock by taking the wolves out of circulation. The Department will continue to pursue criminals via all of the time-proven, lawful tactics and techniques. Meanwhile, over the next several years GPD will explore innovative and nontraditional means for going after crime and criminals. Continue the Department-wide emphasis on the arrest and prosecution of known career criminals. The Police Department will continue its goal of concentrating enforcement efforts on chronic offenders, including criminal gang members, into the foreseeable future. The Department s ultimate target will be the elimination of major crime and the disbanding of criminal gangs within the city of Greeley. The Special Enforcement Team (SET) will play a major role in this effort. Utilize the state s existing procedures to oppose the release of dangerous parolees into the Greeley community. It is clear that one of the factors impacting Greeley s crime rate is the number of skilled criminals parolees who are released from state prisons to return to the city each month. The Department recognizes that some of these offenders have mended their ways and are unlikely to re-offend. However, the Department also knows based upon long experience that too many of these convicted felons quickly will resume the criminal lifestyle that resulted in their incarceration in the first place. The Police Department will track violent and serious offenders due for possible parole and will utilize the state s hearing system to oppose the parole of specific convicts deemed high risk to the Greeley community. Conduct an annual review of the Department s sector/beat structure and make revisions as indicated. GPD s patrol officers are deployed throughout the city according to reported crimes and calls for service in each sector of Greeley. Through its crime analysis function, the Department tracks crime trends and patterns. The Department also tracks response times to calls for service. How

8 its patrol personnel are deployed affects both the Department s crime prevention and crime suppression efforts as well as the impression left on citizens regarding customer service. To those ends the Department will review its patrol deployment templates on at least a yearly basis and make adjustments where indicated by the available data. Determine where affordable technology can assist the Department in its crime suppression efforts. Today there is a steadily growing number of areas in which new technology can impact in a positive manner the effectiveness and efficiency of patrol officers and investigators in their pursuit of criminals. Some of this technology is, however, quite expensive. The Department recognizes its twin obligations to the citizens of Greeley to be both excellent crime fighters and fiscally responsible professionals. The Department s leaders acknowledge these equally important needs and will balance them accordingly. TECHNOLOGY AND EQUIPMENT It is an established principle of management that successful organizations work smarter, not just harder. Today technology can help a law enforcement organization work smarter. The Greeley Police Department will seek to use Information Technology and other equipment-related advances to aid its officers in working with greater efficiency, effectiveness and safety. The Department will pursue updated technology and equipment with the understanding that very real financial constraints exist that will govern what GPD can do and when in this regard. Working in close collaboration with Finance and other City departments, establish a replacement schedule for the Department s 800 MHz radios and in-car computer terminals. The Greeley Police Department operates some of the oldest two-way radios among all of Weld County s public safety agencies. Maintenance costs are increasing as these radios age. It is realized that the Department s radios, perhaps GPD s most critical piece of public safety equipment, will have to be replaced with new technology over the next five years. It is also recognized that radios are a big ticket item the replacement of which will require careful collaboration with the City s Finance Department. The Department also will examine benefits that may be provided by federal grants and in-bulk purchases in cooperation with other governmental entities, including Weld County. Research and obtain the most effective less-lethal force options. Officers of the Greeley Police Department are ethically and legally mandated to utilize the minimum amount of force required to bring a dangerous and violently resisting individual under control. GPD currently employs a number of less-lethal technologies to accomplish that goal. However, new developments in technology regularly offer new equipment options intended to increase the safety of citizens, officers and offenders. The Department will closely monitor ongoing research and less-lethal technology developments and pursue those that are proven worthwhile. Research and obtain the best available body armor and other safety equipment for the Department s sworn personnel.

9 Body armor has saved literally thousands of officers from death or serious injury. The Greeley Police Department has long provided its officers with the best body armor available. The City will continue to research safety equipment, including body armor, for its police personnel. It is the Department s intent to provide the widest possible safety margin for its employees. Topnotch personal equipment will continue to play a major role in GPD s overall employee safety program. In cooperation with Equipment Maintenance and Finance, establish a realistic replacement schedule for the Department s aging vehicle fleet. The Department s vehicle fleet is aging and some vehicles are beginning to amass higher than desirable maintenance expenses. The Department realizes that both officer safety and employee morale are affected by the condition of the vehicle that serves as a patrol officer s office for at least ten hours each workday. The Department also recognizes the cost of replacing these expensive pieces of equipment. GPD will work closely with Equipment Maintenance and the City s Finance Department to adopt a reasonable replacement schedule. Research in-vehicle technology that will increase the safety, efficiency and effectiveness of police officers. Obtain proven technology as finances permit. From advanced computers to ticket printers, license plate scanners to fingerprint readers, new technology is becoming available to boost the effectiveness, efficiency and safety of police officers. Most of this advanced technology can be mounted in a police car or carried on an officer s person. The Department acknowledges its responsibility to provide its employees with the technology required to do a good (and safe) job. But the Department s leaders also are aware of financial constraints and the reality that other City departments have significant technological needs, too. The Department will monitor technological developments in the criminal justice field and seek to obtain affordable, leading edge technology that will make tangible contributions to employee efficiency, effectiveness and safety in the field. Research the options available for field reporting by police personnel. Law enforcement officers spend a lot of time completing reports. Various technologies exist for making this process more accurate and efficient. Each has its own strengths and weaknesses. Some, such as talk-to-computer technology, are expensive and still in need of further development. The Department is committed to obtaining reliable report-writing technology for its employees, with the understanding that any technology obtained must bolster efficiency and effectiveness while remaining realistically affordable. In cooperation with City I.T. and the other City departments, examine future needs for office-based computer equipment and related hardware/software. It is no secret in either the public or the private sector that today s office-related computer equipment becomes obsolete all too quickly. That reality holds true in the Greeley Police Department. The Department will work closely with the City s Information Technology unit to assure that GPD s computer hardware and software remains up to date in order to support the Department s mission. ORGANIZATION Reporting and supervisory chains of command are important to the success of any contemporary organization. Who reports to whom, who supports whom and where accountability belongs must be clear if that organization is to be successful in carrying out its mission.

10 The Department command staff reviews the agency s organization chart annually and will continue to do so in each of the upcoming years. Revisions will continue to be made in order to improve the effectiveness and efficiency of each work unit of the organization. Conduct an annual review of the Department s organization chart to assure maximum efficiency, effectiveness and accountability. The City s crime picture and customer service needs are subject to change on a continuing basis. The Department must change periodically in order to meet a changing environment and circumstances. At times that will mean making adjustments to the structure of the organization itself. The Department s Command Staff will examine the organization s structure on an annual basis and make revisions as indicated. Conduct an annual review of the Department s special units to determine if their continued operation matches the agency s needs. Law enforcement agencies worldwide tend to create special teams or units to deal with specific community conditions or crime problems. At the Greeley Police Department, specialized units include the Special Enforcement Team, the Neighborhood Action Team and the Traffic Enforcement Team. Command Staff will review the purposes and functions of each team yearly with an eye on supplementing team resources, reducing them, doing away with the unit or merging it with another team. It is also possible that a new unit will be created to respond to a new threat or problem. If the updated staffing study indicates the need, create an additional sergeant position to supervise an enlarged Special Enforcement Team. The Department s Special Enforcement Team (SET) consists of only three officers. It is led by a patrol sergeant who has other duties, as well. Yet SET frequently leads the Police Department in the aggressive pursuit of fugitives and career criminals. The best interests of the Department and the community will be served by increasing the size of the unit and giving it a full-time supervisor when resources permit. If the updated staffing study indicates the need, create an additional sergeant position so that the Neighborhood Action Team and the School Resource unit can each have a supervisor rather than share one. Currently a single sergeant leads the officers who make up the School Resource Unit as well as the personnel who staff the Neighborhood Action Team. The officers of the two units have distinctly different duties. Good supervisory practices dictate that each team should have its own leader. When the City s financial picture permits, the Department should consider creating an additional supervisory (sergeant) position for this purpose. INTERAGENCY COOPERATION The Greeley Police Department enjoys excellent relations with federal, state, county and other area law enforcement agencies. This exceptional relationship has resulted in a number of major cases prosecuted successfully against local criminal organizations as well as individual major offenders.

11 Over the next 3-5 years, GPD will undertake to maintain its exceptional working relationships with other criminal justice entities while seeking additional means of cooperation and collaboration. Annually review the Task Forces, IGAs and MOUs in effect with other entities to assure that continuing them is in the City s best interest. The Department has enjoyed the force multiplier benefits brought about by partnering with other entities, including the Federal Bureau of Investigation, the Bureau of Alcohol, Tobacco, Firearms and Explosives and the Weld County Sheriff s Office. Changing conditions in crime rates, public safety threats, the area s economic picture and the Department s resources all impact GPD s ability to participate in these collaborative efforts. Consequently, the Department s Command Staff will conduct an annual review of existing collaborative partnerships and assess their relative value to GPD. Conduct an assessment of the Department s contractual arrangement for animal sheltering services in an effort to determine if there is a more cost-effective means of assuring animal welfare in Greeley. The Weld County Humane Society provides excellent service to the Greeley Police Department, as well to animals of the community and their owners. But animal sheltering and related services are quite expensive. It is financially responsible for the Department to examine alternatives for animal-related services. Potential options include contracting with a different animal shelter or joining with other jurisdictions to create a new animal shelter. Increase training and operational relationships with other law enforcement agencies. Mutual aid is important to all law enforcement agencies. So is accessing the very best (as well as most affordable) training. By continuing to pursue all realistic opportunities for collaboration with other agencies, the Department will seek to improve its operational effectiveness. Establish a forum for the regular sharing of criminal intelligence information with other area law enforcement agencies. Every law enforcement agency collects information on crime and criminals that would be helpful to other law enforcement agencies if they had access to it. The Greeley Police Department will take the lead in organizing information-sharing with the area s law enforcement organizations. The Department recognizes that by our contributing to the effectiveness of neighboring law enforcement agencies the citizens of Greeley are also made safer. Examine the Department s role in the Weld County Regional Communications Center to determine if the present arrangement best serves the citizens of Greeley. For many years, the Weld County Regional Communications Center has ably served the interests of a 4,000 square mile county. The Center currently serves as the E911 answering point and emergency dispatch center for over 40 separate entities, ranging from GPD to small police agencies and rural, volunteer fire departments. It is very common in Colorado for cities Greeley s size to operate their own Communications Center serving solely the unique needs of the City s emergency services. A high regard for both efficiency and effectiveness mandates that the Department periodically examine the question of whether a stand-alone Communications Center serving only Greeley Police and Fire would better serve the City s best interests through

12 improved cost, efficiency and effectiveness. Precisely this kind of review is recommended by the City s 2060 Comprehensive Plan. Maintain a robust disaster preparedness and response capability. Natural and man-caused disasters remain an always-present possibility in Greeley, as elsewhere. To prepare to meet these challenges the Department will conduct an annual review of its part of the City s Emergency Operations Plan and effect revisions, as required. The Department also will engage in regular exercises and drills in cooperation with other governmental and private entities. SUMMARY No strategic plan ever conceived could hope to take into account every possible influence and nuance that even a period as short as three to five years might bring. For that reason, a strategic plan must be regarded as a living document, subject to revision. At the same time, an organization that operates on a 100% reactive basis without making even an attempt to prepare for the future is doomed to wander in relative ineffectiveness. By the very nature of its role, law enforcement always will have to devote a significant portion of its resources to reactive measures intended to serve the public safety. At the same time the Greeley Police Department pledges to engage in planning aimed at serving and protecting the people of Greeley in the most efficient, effective and responsible way feasible.