Top row - left to right: Council Members Art Gage and Dom Betro, Mayor Ronald O. Loveridge,Council Members Ed Adkison and Ameal Moore

Bottom row - left to right: Council Members Steve Adams, Nancy Hart and Frank Schiavone

BE A PART OF ITBE A PART OF IT

CITY OFCITY OF

RIVERSIDE

This is an exciting time of change for the City of Riverside. The Riverside Police Department is

a municipal police organization with tremendous talent. In the last several years, that talent has

taken the agency in a new direction, standing on the forefront of law enforcement agencies

across the U.S. in professionalism and as a leader for change and meaningful reform.

We have found a strong leader in Chief Russ Leach, and applaud his efforts at defining and

refining a culture that supports innovation and the progressive adaptation of the tools and

techniques of modern policing.

Chief Leach has brought about extraordinary change in the department, profoundly strengthening

its commitment to community policing, implementing widespread reform, and challenging

members of the organization to achieve their personal best.

The rapid and successful transformation of the Riverside Police Department into a model police

agency is certainly attributable to the dedication and achievements of the Police Chief and the

men and women of the department.

But the Department’s success is also testament to the core set of institutional strengths and

values that inspire our overall Community Vision, in which we recognize the complex role our

Police Department plays in its attainment. We are far beyond seeing our Police Department solely

as an agent of maintaining the public order. Rather, our police play an integral role in economic

development and city beautification, neighborhood livability, transportation initiatives, human

relations, and parks and recreational services—in short, in preserving and improving the overall

quality of life and image of our city.

The Riverside Police Department has the full-fledged support of the Mayor, City Council, and city

management in our collective effort to establish the department as a progressive, professional

and model police agency of the 21st century.

The City of Riverside is committed to proactively providing police services that enhance safety

and the quality of life of our community. As a “best practices” police agency, the Riverside Police

Department is one to be proud of, and we continue to look forward to great things from them.

Sincerely,

Ronald O. LoveridgeFrank Schiavone

George Caravalho

Mayor

Mayor Pro TemporeCity Manager

3900 Main S t ree t � R ive r s ide , CA 92522 � (909) 826 -5311 � www.R ive r s ideCa.gov

Police Department’s Mission and Values . . . . . . . . . . . . .1

Message from the Chief of Police . . . . . . . . . . . . . . . . . . . .2

The Riverside Police Department . . . . . . . . . . . . . . . . . . .3Focusing on the Future

Strategic Planning

Planning for a Safer Community . . . . . . . . . . . . . . . . . . . .6New Expectations

New Approaches

New Outlooks

Co-Producers of Public Safety

Shared Commitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9New Direction

Strategic GoalsGoal 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11Goal 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12Goal 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13Goal 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14Goal 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15Goal 6 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

Our Pledge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19City Facts

Mayor’s Use of Force Panel

Stipulated Judgment

1

City of Riverside Police Department

Mission

The Riverside Police Department is committed to a proactive

law enforcement – community partnership that is focused on

public trust and safety and provides quality, responsive and

effective services through valued employees.

Values

While accomplishing our mission, we must maintain exemplary

professional standards in both conduct and performance.

We value and respect the ideas and opinions of all employees

and all members of the community.

We achieve excellence through courteous, respectful and

consistent treatment of others.

We earn the trust of one another and the community by holding

ourselves accountable to our principles and our commitment

to excellence.

Envisioning change is an awesome task and responsibility. It is notjust the function of analyzing empirical data, events, testimony oreven evidence, although it is guided by all of these. A vision is aquick preview of history, a slice of reality, a glance into the unseenand a prediction of the unexpected.

In anticipation of future changes, and in response to the challengesof today, the City of Riverside Police Department is strategicallyretooling to provide for more accountability and for sweeping changeto better serve our growing community.

This document stands as a testament to a community workingtogether to make positive change. It is a collaboration of devotedpolice employees, elected officials, city manager and other departmental staff and communitymembers from many corners of Riverside coming together to co-produce excellence in publicsafety.

Strategic planning is of the utmost importance. This plan is the roadmap to move ourdepartment forward, to continue to earn the “model agency” designation that Attorney GeneralBill Lockyer acknowledged us to be, and to further become the premier police department weknow we can be.

The Riverside Police Department has a proud history of service. With a new vision of the future,we are taking community engagement and community policing to its highest form. As physicalevidence of our commitment, the community of Riverside will see new full-service police stationslocated throughout the city—as neighborhood-policing takes shape in brick-and-mortar. TheMagnolia Avenue Police Station will be the first station to open in late 2004, with others to followas opportunity and funding allow over the next five years.

The realignment of our department and personnel will be the largest change in over 50 years,and will benefit the community through decentralization, maximizing of resources, improvedaccountability and innovative problem-solving. We will continually strive to set “best practices”standards for effective policing that are customized to meet the needs of Riverside’s diversecommunities and neighborhoods. The community has my personal commitment to make thesegoals and objectives a mainstream function of the Riverside Police Department.

Strategies for change and reform are the order of the day; it gives me great pride to put forth thisStrategic Plan.

Russ Leach Chief of Police

2

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3

as a manager, facilitator and negotiator.Beginning in the 1970s, Riverside’s policechiefs have all been college educated, withmaster’s degrees and extensivemanagement training. Even so, throughoutthe 1990s, the department struggled withlessening public trust, growing labor unrest,and a series of controversial incidentsculminating with the death of Tyisha Millerin December 1998.

In 1999, the city saw the establishment of aMayor’s Use of Force Panel, and aninvestigation by the State of CaliforniaAttorney General.

While the Mayor’s Use of Force Panel,made up of a cross-section of communitymembers, came forth with a set of 12recommendations that were subsequentlyadopted by the City Council, the AttorneyGeneral’s investigation resulted in a five-year Stipulated Judgment between theState of California and the city. Bothmandates required the City of Riversideand its police department to initiate far-reaching reforms in its operations, training,and organizational culture.

Change Brings Opportunities

The Riverside Police Department (RPD)was founded in 1896 and has grown from asmall town police force to a largemetropolitan police department with 362sworn police employees and 182 civilianemployees serving the more than 274,100people who live here.

For most of the early years, thedepartment’s growth and progress wastypical of the times – slow, steady andquiet. There was little serious crime,officers provided basic services and laborunrest among employees was unknown.

As with most of the nation, evolving socialconcerns in the late 1960s and 1970screated the impetus for change in thepolice department. Public activism, declineof the nuclear family as an institution, risingcrime rates and increasing expectations forservice at all levels of government resultedin new demands. The educat ionalrequirements for the hiring of police officersincreased, additional training was providedand greater accountability to the public wasexpected. The accompanying public desirefor greater understanding and recognitionof individual rights carried over into thepolice labor force as well, with officersdemanding the same type of treatment intheir dealings with police management.

Leadership in this era demanded higherlevels of education, greater interpersonalskills and a willingness to balance theevolving expectations of the public with theincreasing demands of the workforce. Theunbridled authority of police chiefs of thepast gave way to the modern chief, trained

Sergeant Frank Orta meeting with a communitymember during Purple Ribbon Month.

Against this backdrop,Police Chief Russ Leachwas hired in 2000 by theCity of Riverside to leadthe department. ChiefLeach accepted a charge

to bring the RPD into the 21st Century,maintaining the peace and order of adiverse and growing community, restoringthe public’s trust, engaging in community-policing philosophy and practice, providingeffective leadership to employees of theorganization, and implementing all aspectsof the Mayor’s Use of Force Panelrecommendations and the state mandatedStipulated Judgment.

Under Chief Leach, the department hasturned these mandates for change intoopportunities to implement substantiveadvances. An array of existing programs,augmented by new direction and strategies,continues to be the centerpiece of theRPD ’s c r ime - f i gh t i ng e f f o r t s . Theorganization has vastly improved itsoutreach to the community throughincreasing involvement with schools,community-based organizations, ad-hocgroups and neighborhoods. Departmentemployees’ labor organizations have beenactively engaged to help accomplish theseimprovements and have responded in amanner consistent with the highestprinciples of public service.

The Mayor and City Council, as well as citymanagement, have stepped forward withunwavering support and the financialassistance necessary to realize sustainedreform. The department’s commandstructure has been strengthened throughthe addition of a second deputy chief, twoadditional lieutenants and five sergeants toprovide for managerial oversight throughoutthe day and night. A combination ofretirements and new positions has resultedin the hiring of over 120 new employeessince January 2001, presenting a uniqueopportunity to bring new faces and

perspectives into the organization. Theconstant influx of quality applicants forthese positions provides ample evidencethat the Riverside Police Department is anemployer of choice.

The department is fully committed tocomplying with all of the requirements andprovisions of the Stipulated Judgement.This has been demonstrated by providingtimely adherence to all measurable actionitems to date. New technologies such asdigital in-car video cameras and digitalaudio recorders have been provided to fieldofficers, less lethal weapons have beenpurchased and deployed, new andinnovative training has been provided, andaccountability to the public has beenimproved through policy changes andaggressive investigation of misconductcomplaints. (Refer to the Appendix foradditional information on the results ofimplementation of the judgment.)

At the All Zones Meeting held in May 2003,Attorney General Bill Lockyer declared theRiverside Police Department to be well onits way to becoming a “model policeagency.” Additionally, during a mid-termreview of the judgment by the AttorneyGeneral, conducted on October 10, 2003,the RPD was found to be in compliance withthe duties and responsibilities established inthe judgment.

4

AttorneyGeneral Bill Lockyerwith Chief Russ Leach

The S t ra teg i c Planserves as a blueprint bywhich the community canhold the Riverside PoliceDepartment and its leadership accountable.

The plan communicates a clear direction fordeveloping leadership skills, improveddelivery of service, effective communitypolicing efforts, enhanced accountability tothe public, better training, advancedtechnology and support for the citywidestrategic plan and community vision.

This document will also be used to plan anddesign programs and services, allocateresou rces , measu re resu l t s andcommunicate those results to thecommuni ty. New oppor tun i t ies forcommunity participation, insight from thecity’s elected officials and city manager, andinput from department and other citypersonnel will be created. Progress will becontinuously reviewed and adjustmentsmade to strengthen public trust and ensurethe highest quality of police services.

These fundamental changes in culture,administrative style and organizationalstructure will make it possible to achieve amore decentralized form of decision-making, and equip the RPD and communityin new ways to reduce crime. Over the nextfew years, the department will evolve fromits current highly centralized structure into aneighborhood style of policing that willfur ther the responsiveness of thecommunity policing philosophy.

Programs and problem solving ability will bemoved closer to the public, first by thephysical relocation of police buildings intostrategic locations throughout the city, andsecond, through the redeployment ofpersonnel and placement for responsibilityat the neighborhood officer level.

5

Focusing on the Future

In its future-focused strategy, the RPD hasassessed growth, economic, demographicand societal factors that affect the businessof policing, seeking creative ways to meetthese challenges. The department initiateda strategic planning process in 2003 thatincluded extensive workshops withmembers of the community and city leaderswho expressed their desires andexpectations for public safety, as well asideas for concrete programs of action.

This Strategic Plan and the following sixgoals are the outcome of these efforts:

Strategic Planning: Goal 1Commit to and embrace best policingstrategies, management practices and thedevelopment of skills in the workforce thatpromote visionary leadership throughout theorganization.

Strategic Planning: Goal 2Prevent and reduce crime and conditions thatcreate social disorder through the provision ofa full range of high-quality police services thatfoster an environment of public trust andconfidence.

Strategic Planning: Goal 3Enhance our commitment to communitypolicing by fully engaging the City’sleadership, the police department and thepublic as co-producers of public safety.

Strategic Planning: Goal 4Ensure police accountability to the communityby measuring and evaluating organizationalperformance and employee commitment tothe department’s mission and values.

Strategic Planning: Goal 5Ensure a well trained, professional andcustomer service-oriented workforce that willprovide excellent police service.

Strategic Planning: Goal 6Continue to assess, develop and implementinnovative solutions, policies and procedures,and organizational systems that result inexcellent police practices.

6

New Expectations

The police, community and city leadershipmust have realistic expectations of what thepolice can and cannot do to achievecommunity health and well-being.Community policing is not a panacea thatwill correct all social problems and resolveall crime and violence. The public must beaware of the reality of police limitations andthe importance of public involvement.

The RPD will create a more qualitativeversus quantitative approach to measuringofficer and department effectiveness; thiswill be addressed in the goal portion of thisstrategic plan:

� Riverside policing efforts must bereprioritized to focus on customerservice and satisfaction

� The creation of problem partnershipsand innovative responses to crimerelated problems addressing socialdisorders and physical decay (the“Broken Window Theory” factors) andresponding to the needs of specialpopulations

Department managers are prepared todeliver results, and ensure a successfulshift in culture and performance, amidstsignificant and ongoing change by:

� Developing shared commitment togoals and objectives

� Influencing people to give their best� Mot ivat ing and bu i ld ing h igh-

performance, accountable teams� Breaking down ind iv idual and

organizational barriers� Stimulating and promoting innovation � Creat ing energy and cu l t ivat ing

enthusiasm

New Approaches

The police in Riverside deal with thousandsof emergency calls a year and are facedwith more and more complicated crimes.The trends identified, as well astechnological advances, require thedepartment to continually target resourcesto meet the ever-changing challenges ofprotecting society. While the RPD takes afresh look at how to prevent crime, work incloser partnership with the community, anduse the latest technology, the department isalso streamlining and reorganizing its ownmanagement structure.

To be more responsive and accountable tolocal needs, the areas of the city are beingreorganized to better serve the communityof Riverside: neighborhood police stationsare being located in each of the majorsections of the city, and staffing is beingdecentralized so that each station operatesas a “full-service” station in theneighborhoods it serves.

Uniformed patrol and traffic officers, crimeprevention and other community officers willwork from the individual police stations, withdetectives available to handle manyinvestigations that arise.

This accessibility and openness will helpdraw citizens closer to their local police;they will have the resources of a full-servicepolice station available to them in closeproximity to their neighborhood. At theirlocal neighborhood station, a citizen will beable to report a crime, speak to a detectiveor other staff person who can help them, geta copy of a police report, obtain permits forevents, make use of the community roomfor local meetings, and receive informationabout other services.

resources, and assumetheir posts at theirrespective geographicareas, the entire RPDManagement andAccountability Program(RPD~MAP) will be significantly enhanced.Accountability will no longer exist at themanagement level only, but will beextended to the working police officer whowill become responsible for crime in theassigned neighborhood.

Among all department personnel, a spirit ofcooperation and collaboration will beessential to this paradigm shift. Additionallyneighborhood officers will be trained incustomer service, communication, conflictresolution, diversity and other non-technicalbut equally important people-skil lstechniques.

The reorganization is one of the mostvisible, obvious changes the community willsee as this strategic plan unfolds. Further,the neighborhood-policing model helpsactually deliver the concepts of communitypolicing by providing the physical andcultural structure for delivery.

Recently the city purchased a new building at 10540Magnolia Avenue to house the West neighborhoodpolicing area and, temporarily, the Centralneighborhood policing area.

New Outlooks

The department’s transformation into aneighborhood-policing model will require asignificant re-allocation of personnel,p rocesses and rea l i gnmen t o forganizational structure as well as a shift inemployee perceptions and expectations.RPD leaders anticipate that among theranks there will be a new appreciation ofwhat others bring to the table.

Specifically, officers who are accustomed toworking independently and shouldering allthe responsibility for enforcement andproblem-solving, will grow to includecommunity members in this process. Asofficers get to know their assignedneighborhoods, they will maintain ongoing,positive contacts with citizens that willencourage free and open communications.Citizens, in turn, should be more willing toexpress their concerns, and work alongsidepolice personnel in solving problems andhelping prevent crime.

On the accountability front, whenneighborhood area commanders are giventhe full scope of police and community

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Future Home of the

RIVERSIDEPolice Department

City of RiversideProposed Neighborhood

Police Stations

The current plan proposes to create four distinctneighborhood policing areas with station buildings.These are currently being referred to as “Central,East, North and West,” to represent their respectivegeographic locations.

Community Policing is aphilosophy, managementstyle and organizationaldes ign that promotesproactive problem-solving

and police-community partnerships toaddress the causes of crime and fear aswell as other community issues.

This definition has guided law enforcementagencies for the past two decades. It hasproven to help combat crime and socialdisorder, but the Riverside PoliceDepar tmen t i s mak ing a s t rongcommitment to “push the envelope” ofcommunity policing by creating a “triad”relationship to serious crime fightingefforts.

This triad is composed of three equal partsconsisting of police, public (communitymembers) and city leadership. This “triad”balances responsibilities to create amechanism to allow for the co-productionof public safety.

This new Riverside “Co-Producers ofPublic Safety” model balances reactiveresponses to calls for service withproactive problem-solving centered on thecauses of crime and social disorder.

This requires police, communitymembers and city leadership to create asustained commitment to develop long-term and proactive programs andstrategies that address the underlyingc o n d i t i o n s c a u s i n g c o m m u n i t yproblems.

The “Co-Producers of Public Safety”policing model focuses on the city’s goalof Preserve and Improve our Quality ofLife – the belief that community problemscan be reso l ved and u l t ima te l yprevented.

It stands for a commitment to address thecomplex and chronic underlying issues thatplague society and communities. Thisrequires:

� Conducting accurate community needsassessments

� Mobilizing all appropriate players toco l lect data and bra instormingstrategies

� Determin ing and implement ingi n n o v a t i v e , c o l l a b o r a t i v e a n dcomprehensive programs to addressunderlying issues and causal factors

� Evaluating progress and modifyingapproaches as needed

All “triad” members must have asustained commitment to worktogether to do “whatever it takes”rather than settle for the “quick fix.”

This approach has the addedadvantage of empowering previouslydisenfranchised community membersby demonstrating a commitment toovercome the chronic neglectperceived to be endured by someneighborhoods.

8

Co-Producers of Public Safety

representation. Themes that emerged fromthese discussions were:

� Deve lop awareness tha t t hecommuni ty va lues the i r po l icedepartment and wants officers anddetect ives to fu l ly engage thecommunity and its resources toaddress neighborhood livability issues.

� Police should be “friends” who helpprevent crime, not enforcers who aredisconnected from the community

� Crime and social disorder should bereduced

� The people hired to represent the RPDshould be “great people” who arereflective of the diverse population andhave strong interpersonal skills

� Emphasis should be put on trainingfor community-oriented policingphilosophies and techniques; use-of-force engagement rules; and customerservice orientation

� Citizens want the creation of a safestreet environment, as well asimproved traffic conditions

� Improve personal and pedestriansafety at and around schools

� Develop a Business Watch program

� Innovative strategies are needed todeal with the increasing number ofparolees in Riverside, especially in thea reas where they a re h igh l yconcentrated

9

New Direction

In an unprecedented move, Riverside’sPolice Department launched a strategicplanning process in 2003. To co-create thisvision for the future, RPD staff met with cityleaders, community groups and departmentpersonnel to seek their input.

Six interactive workshops designed to elicitfeedback and suggestions for the RPD andits performance were held with the Mayorand City Council; the City Manager; theCops, Clergy and Community group; theMayor’s Youth Advisory Group andEastside Youth Action; Chief’s AdvisoryCommittee and the Greater RiversideChambers of Commerce.

These groups were selected because oftheir dynamic role in the community, abilityto provide timely and relevant insight, andthe diversity and breadth of their

Cops, Clergyand Community

Workshop

Mayor’s YouthAdvisoryCouncil

Chief’sAdvisory Board

Workshop

� Expand and improveNeighborhood Watcha n d C r i m e F r e eM u l t i - H o u s i n gprograms

� Be ranked in the top twenty cities withregard to the FBI’s Part 1 Crimestatistics for cities with a population of250,000 – 500,000

� Enhance the credibility of the PoliceDepartment with the entire community

� More and enhanced communityoutreach programs, especially thosewhere officers are placed into regularcontact with citizens in everydaysurroundings

At the conclusion of the workshops, and tofacilitate the creation of this plan, theRiverside Police Department also hosted aStrategic Planning Workshop on February19, 2004.

Over 100 community members, departmentstaff and city leaders were gathered togetherto elicit input on the specific goals they wouldlike to see the RPD achieve in the next fiveyears. From this process, six strategic goalswere developed along with an array of

10

concepts, ideas and strategies that couldmove the agency toward those goals.

The s t ra teg ic p lann ing workshopparticipants also formulated a vision forwhat the department should become.

By 2009, the Riverside Police Departmentwill be recognized:

� as a leader in law enforcement training,equipment and technology to impactcrime

� locally and nationally as a model ofcommunity policing partnerships

� by the public as an innovative, creative,progressive department focused oncommunity goals

� as embracing cultural diversity, equalityand fairness and be respected andtrusted by the community

� for attracting, developing and retaininghigh ca l iber and top qual i f iedemployees

As the Riverside Police Department movesforward with planning for the future throughthe implementation of the six strategicgoals, it must be understood that thiscreative collaboration of police employees,community members and city leadership isthe beginning of a relationship establishedto “co-produce” excellence in public safety.

This collaborative effort will continue to helpset the standard for policing in the 21stCentury, building on collective ideals, valuesand goals to make Riverside one of thesafest cities of its size in the State ofCalifornia.

The following pages outline in detail each ofthe six major goals, and their respectiveobjectives and outcomes used to measuresuccess. These will provide a blueprint formany of the near and long-term actions thatwill be taking place as the RPD shapes itsfuture.

Students from Jefferson school view the inside of apolice car as part of Purple Ribbon Month.

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Commit to and embrace best policing strategies, managementpractices and the development of skills in the workforce thatpromote visionary leadership throughout the organization.

The RPD must continue to improve its organizational capacity and ability to effectively deal withchanging conditions and increasing demands for public safety services. We will foster a culturethat values leadership and vision, accepting that creativity and innovation involve some elementof risk.

Objectives

1.1 Prepare employees to assume greaterrespons ib i l i t y and cont r ibu te toorganizational success in dealing withevolving policing issues and challenges.

1.2 Strengthen organizational communicationsthrough timely and effective disseminationof information.

1.3 Ensure all employees are capable ofcarrying out the mission and values of thedepartment.

1.4 Run a fiscally sound and cost-effectivedepartment.

1.5 Create a workforce that better reflects thediversity of Riverside.

1.6 Establ ish and prov ide adequatemanagement and supervisory staffinglevels to ensure appropriate resourcesare available for oversight of personneland operations.

1.7 Employ community policing and problemsolving strategies that support theDepartment’s ability to effectively respondto the community’s police service demandsand priorities, and secure and allocatesufficient resources to accomplish this.

1.8 Provide for a safe and secure communityby increasing public awareness ofHomeland Security measures and assistin providing relevant training.

Outcomes

Increased employee success in carrying outtheir duties and meeting expectationsattached to their job assignments and roles.

C o n s i s t e n t , a c c u r a t e a n d o p e ncommunications; employees are kept currenton organizational priorities and activities.

Well-trained workforce.

Meet or exceed budget and performancemeasurement goals each fiscal year.

More d ive rse work fo rce ; improvedorganizational ability to respond to and dealwith language and cultural barriers.

Supervisory and management staffing levelsmeet standards established in department ordivisional policy; critical incidents and majore v e n t s a r e d i r e c t l y m a n a g e d b ysupervisors/managers.

Reductions in targeted crime rates; reductionin repeat calls for service at problemlocations; staffing adjustments based onservice demands.

Well-trained first responders in HomelandSecurity issues; citizenry educated andtrained in Homeland Security measures theyshould be aware of.

12

Prevent and reduce crime and conditions that create socialdisorder through the provision of a full range of high-qualitypolice services that foster an environment of public trust andconfidence.

In addition to preventing, detecting and investigating of crime, the RPD recognizes thatcontemporary policing, in partnership with the community, must proactively address theconditions that contribute to social disorder. We will focus strongly on youth issues, developingcollaborative strategies with other agencies, and improving our accountability to the community.

Objectives

2.1 Support improved delivery of youthrelated crime prevention services to bettermeet the needs of youth in the community

2.2 Expand Project Bridge and ensurecontinued interagency collaboration

2.3 Continue RPD participation in effectivefederal, state and county task forcescommitted to the reduction of crime in ourcommunity

2.4 Promote interagency support for theexpansion of the Police and CorrectionsTeam (PACT)

2.5 Expand RPD’s Management andAccountability Program (RPD~MAP) to allfield and investigative components,provide timely reviews, and requiremanagers to act quickly on the data andinformation generated to better deal withevolving crime trends and servicedemands

Outcomes

Decreased recidivism rates among targetedpopulation; increase in number of youthinterventions/referrals; reduction in truancyrates

Provide more neighborhoods and familieswith Project Bridge services; increase in thenumber of referrals

Leveraging of external resources to conductinvestigations, make arrests and prosecuteindividuals committing crimes in Riverside

Increase job placements of ex-offenders;participation in educational outreach; reducerecidivism; rapidly address parole violations

Provide “real-time” data and managementinformation to improve organizationalresponsiveness and decision-making;reduction in crime and service demands

Students at RehobothCharter Academy

sworn in as peacekeepers by RiversideOfficer Felix Medina.

Reprinted with permission from The Press-Enterprise.

13

Enhance our commitment to community policing by engagingthe city’s leadership, police department and public as co-producers of public safety.

As one segment of the triad that “co-produces” public safety, the RPD must work to educate cityleadership and the public about community policing. Through a decentralized service deliveryand staffing approach, we intend to effectively involve our stakeholders in community policing andproblem solving activities.

Objectives

3.1 Adopt a decentralized service deliverysystem and strategies that supports andadvances Riverside’s community policingphilosophy

3.2 Improve t ra f f i c sa fe t y t h roughenforcement, education, and engineeringin a manner that effectively responds tothe city’s growth

3.3 Continually evaluate policing programs fortheir effectiveness in meeting communityexpectations, demand for services andachieving organizational goals

3.4 Expand the number of propertiesparticipating in the Crime Free Multi-Housing (CFMH) program

3.5 Achieve greater participation from thebusiness community in crime preventionprograms by instituting an active BusinessWatch program and partnering with theGreater Riverside Chambers ofCommerce

3.6 Expand the scope of the NeighborhoodWatch programs to address and deal withquality of life and other neighborhoodconcerns

3.7 Improve outreach efforts to educatemembers of the community about theirrole as co-producers of public safety

Outcomes

Reduced response time for priority calls;improved public perceptions of policeservices; reduction in chronic neighborhoodproblems

Reduction in fatal/injury collisions; decreasein citizen complaints; increase enforcementactions at high-risk locations for primarycollision factor violations associated with fataland injury collisions

Efficient allocation of department resources;cost effective and efficient programs aremaintained while those that are not are eithermodified or abandoned

Increase in certified CFMH units; reduction incrime problems at multi-housing propertiesengaged in the program

Number of Business Watch programsestablished; decrease in burglaries androbberies at businesses

Reduced crime; expanded involvement of citydepartments in problem solving efforts;increase in neighborhood watch memberssurveyed who rate the responsiveness of cityagencies as “good” or “excellent”

Greater public participation in problem solvingefforts; increase number of presentations tocommuni ty groups; improved publ icperceptions of police services

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Ensure police accountability to the community by measuringand evaluating organizational performance and employeecommitment to the department’s mission and values.

With our desire to provide excellent customer service, we are willing to examine our performanceboth as an organization and as individuals. We will solicit timely feedback, report results to thepublic, and improve service accordingly.

Objectives

4.1 Design and adopt performance standardsand measures to evaluate unit andindividual performance

4.2 Improve employee per formance indelivering high quality police services

4.3 Develop proactive strategies to inform thecommunity of department goals, servicesand accomplishments

4.4 Enhance employees’ understanding ofthe role, and value, of public participationin developing and implementing solutionsto community issues

Outcomes

Ongoing performance assessments areconducted and continuous improvementsachieved

High community satisfaction with policeservices received

A more informed and engaged community;improved public perceptions of policeoperations and services

A more informed workforce that seekscommunity input and engagement inresponding to challenges; improvedemployee perceptions of the community andits resources

A 7 to 1 ratio of officers to supervisor isused to maintain accountability andspan of control.

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Ensure a well trained, professional and customer service-oriented workforce that will provide excellent police service.

We recognize and value the contributions of our employees in fulfilling ourmission. In order for them to be successful, the RPD must provide the training that will enablethem to develop their skills and abilities to such a level that that they can provide high qualitypolice services.

Objectives

5.1 Provide training to all sworn employeesthat fully complies with the department’straining policy and training plan

5.2 Establish a dedicated training fund thatfully supports and ensures the RPD iscapable of carrying out the RPD trainingplan

5.3 Complete a civilian reclassification studyto promote more effective use of non-sworn personnel and create career ladderopportunities

5.4 Develop and implement a training plan forcivilian employees that addresses theircontinuing professional training needs

5.5 Provide customer service training thatrecognizes the complexities involved indelivering police services and is tailoredto the needs of RPD

5.6 Establish a permanent learning centerdevoted to meeting multi-faceted, inter-active training needs

Outcomes

Officers possess the knowledge, skills andabilities to successfully fulfill the jobassignments and meet organizationalperformance expectations

Individual employee and unit training needsestablished in the training plan are identifiedand fully funded

Staff and deploy civilian positions inaccordance with the study; achieve cost-efficiencies and improve service deliverythrough appropriate reclassification ofpositions; reduce civilian turnover; attractmore qualified candidates

Civilian employees possess the knowledge,skills and abilities to successfully fulfill the jobassignments and meet organizationalperformance expectations

A workforce that displays a strongcommitment to providing high qualitycustomer services; greater communitysatisfaction

Reduced training costs; Increased trainingopportunities for employees; revenuegenerating opportunities created

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Continue to assess, develop and implement innovativesolutions, policies and procedures, and organizational systemsthat result in excellent police practices.

The RPD has earned recognition as a leader in implementing advanced police technologies,model policies and innovative police practices. Understanding that past success does notensure future results, we are committed to remaining at the forefront in the development andapplication of technology, less lethal options and contemporary policies and practices.

Objectives

6.1 Successful transition to the newComputer-Aided Dispatch (CAD) systemand integrate this with existing data andinformation systems

6.2 Acquire and install in-car video camerasystems in all marked police vehicles

6.3 Create an action plan that identifiesRPD’s information technology (IT) needsand will guide the development of futureIT systems and applications

6.4 Continue to explore and evaluateless lethal technologies

6.5 Become entrepreneurial in providingPOST certified courses to other lawenforcement agencies while meeting thedepartment’s training needs

6.6 Conduct an annual evaluation of RPD’sprogress in accomplishing the goals andobjectives of the strategic plan andidentify what modifications may benecessary to ensure future progress

Outcomes

Improved quality and timeliness of CAD data;full interoperability of CAD with existingdata/information systems

Improved ability to monitor and evaluate fieldperformance, identify training needs anddocument successful performance; reducethe number of complaints and time required toinvestigate allegations

Ensure high levels of efficiency andeffectiveness in deploying resources andresponding to service demands; provide real-time information required for critical analysisand effective decision-making

Enhance officer safety; reduce the number ofofficer-involved shootings; reduce cityliabilities associated with such incidents;improve public confidence and support for theRPD

Meet the department’s training needs; reduceand offset training costs; increase revenuesfor the city

Successful implementation of thestrategic plan; continuous organizationalimprovements; creation of a “learningorganization”

Promise to the Community

This strategic planning document is a boldstatement for the future direction of the policedepartment. The goals articulated reflect thedepartment’s commitment to development ofits leadership, ever-improving delivery ofpolice services, a renewed commitment tocommunity policing, an interactiveaccountability to the public, enhancedtraining to encourage excellent customerservice, and a never-ending search for thebest in police practices. The department’spromise to the community is that these goalswill be vigorously pursued, regularlyscrutinized, and adjustments made asneeded to meet them.

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Crucial to fulfilling this promise has beenthe establishment of detailed objectives tobe used as a road map to meet each goal.Each of these objectives are furtherexpanded through a series of specificaction steps with due dates that lead to fullimplementation of the objective. Eachaction step has been assigned to anindividual within the department who hasfull responsibility for completion.

Progress in meeting these objectives willbe reviewed regularly to ensure that eachitem is on-track.

Review of the established goals andobjectives should quickly lead the reader toan understanding of the department’sdetermination to dramatically improvecommunity policing efforts in the City ofRiverside.

Although the RPD has implementedvarious programs under the banner ofcommunity policing over the past fifteenyears, the philosophy has never become aningrained part of operations. Indeed,except for the past three years, thedepartment has seldom involved thecommunity in planning for the future, policymaking or even the setting of basic policingpriorities within the community. Thecommunity was clearly missing from theprocess.

An apartment manager receives a certificate fromCrime Free Multi-Housing Officer John Start

RPD volunteers and Senior PoliceServices Representative Antoinette

Alexander talk to communitymembers at the Galleria Food Court

The value of publicparticipation in policinghas been proven, over andover. This Strategic Planactively encourages therole of the community and

city leadership as co-producers of publicsafety, going so far as to describe a triad ofresponsibility: police – community – cityleadership.

This partnership will be nurtured andexpanded to bring the full focus of the city’sresources to bear on crime and social disorder.

Such relationships also establish a feelingof mutual trust, confidence andaccountability where each participant seeksto understand and support the others toattain the common good, in this case acommunity where safety and security are ofparamount importance and available to all.

This approach is essential and healthy, andwill ensure the strength and vitality of thecity well into the future.

The development of a strategic plan is not asingle event, but must be regarded as thebeginning of a process. While current goalsand objectives are met, new challengesmust be met with new thoughts and ideas,translated into strategies that can beunderstood, acted upon and reviewed forsuccess. Constant vigilance, willingness tomeet and act upon new challenges, andaccountability to the public are hallmarks ofpublic service.

This Strategic Plan, and the

e n h a n c e m e n t s t h a t w i l l

inevitably follow, will guide the

Riverside Police Department—

and the community—into the

future.

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City Facts

Riverside is the eleventh largest city in California with a diverse population of over 274,100. Accordingto the Southern California Association of Governments (SCAG), a conservative estimate for theexpected increase in population to the city by 2020 is 80,000 with an additional 100,000 to 250,000 newresidents in the city’s sphere of influence.

The Police Department - Sworn officers: 362, Civilian staff: 182

Budget

The Riverside PoliceDepartment’s budget for

fiscal year 2003-2004totaled $61,884,468

representing 41.8% ofgeneral fund

expenditures.

Demographics

The 2000 Censusreported Riverside’s

ethnic breakdown as:45.6% White,

38.1% Hispanic, 7.4% Black or

African-American, 5.1% Asian,

1.1% Native American, 0.4% Pacific Islander, and 0.6% East Indian.

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Riverside Police Department Budget Fiscal Year 2003/2004

Riverside - 2000 Census Data

Crime

Understanding the extent of crime and social disorder remain a centraltenet of the policing mission. To plan effectively for the future, past andcurrent trends must be clearly established. Since 1998, Part 1 crime inRiverside has been generally lower than in other cities of comparable size.

The following chart shows this pattern:

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California Cities with Populations between 250,000 and 500,000

Part I Crime - 2003

Part 1 crimeconsists of severaltypes of offenses.

The chart below isa visual depictionof the types and

relative prevalenceof these crimes in

Riverside.

Mayor’s Use of Force Panel

In January 1999, the Mayor’s Use of Force Panel, a body of communitymembers, was appointed to improve community and police relations.

The group subsequently made twelve recommendations, all of which wereimplemented by the Police Department, and several of which were ultimately incorporated intothe Stipulated Judgment. The chart below presents the status of each recommendation and,where applicable, the cost of implementation.

__________________________________________________________________________________________________________________________________________________________________________________________________________________

______________________________________________________________________

______________________________________________________________________

____________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________

STATUS

Implemented

Ongoing

Implemented and OngoingOngoing

Implemented

Implemented

Implemented and Ongoing

Implemented

Implemented

Implemented and Ongoing

Implemented and Ongoing

City Council has Responded Positively to All Requests forResources

FISCAL IMPACTNo significant impact

$16,500

$33,500

No significant impact

$991,422

No significant impact

$50,000

$37,112

No significant impactNo significant impact

$226,000

No significant impact

$1,354,534

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* Similar to responsibility mandated by the Stipulated Judgment with theState of California Attorney General. Expenses incurred prior to March5, 2001 have been included in this chart; those incurred on or afterMarch 5, 2001 are documented under the Stipulated Judgment.

RECOMMENDATIONAmend the written Use of Force Policy to reflect this

Community’s commitment to cultural and racial sensitivity and to

explicitly recognize the sanctity of human life.Increase the Number of Minority and Female Police Officers in

the Ranks of the Riverside Police Department, and Obtain

Minority and Female Representation at the Highest Levels of

Command.*

Increase the Department’s Diversity Training.*Firmly Commit to Community Policing and the Expansion of

Community Policing.*Institute an Improved Form of Citizen Review.Develop a Means Whereby the Community Can Be Assured

That Officers Who Act Outside the Use of Force Policy Are

Subject to Appropriate Discipline.*Collect and Distribute Data Concerning Traffic Stops Broken

Down by Racial and Ethnic Categories.*Determine the Need to Obtain Additional Less-Than-Lethal

Weapons for Use by Officers in the Field, for Additional Training

and Improved Technology.*Determine the Need for More Officers in the City of Riverside.Review and, If Need Be, Refine the “Early Warning System”

Within the Department to Assist in Identifying Officers Who

Begin to Show a Tendency to Use Excessive Force.Implement Policies to Ensure Experienced Patrol Officers are

Available On All Watches and Emphasis in Placed on the

Supervisors in the Field.*Do Not Allow budgetary Constraints to Be Used as an Excuse of

No Action.

TOTAL FISCAL IMPACT

Stipulated Judgment

On March 5, 2001, the City of Riverside and the Attorney General for the Stateof California entered into a Stipulated Judgment in Riverside County SuperiorCourt. The judgment set forth specific duties and responsibilities dealing withreforms of the Riverside Police Department, and a list of tasks to becompleted at intervals of three, six, and twelve months beginning at the timeof the court filing.

Upon full completion of each task, the city requested, and received, written confirmation ofcompliance from the Attorney General. The following chart illustrates the status of all action itemscontained in the judgment and, where applicable, the cost of implementation:

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_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

STIPULATED JUDGMENT IMPLEMENTATION ITEMS

Work with Attorney General Consultant

Timely personnel evaluations

Maintain 7:1 officer to supervisor ratio

Roll call monitoring

Critical incidents debriefing policy

Early Warning System (EWS) Revision and Monitoring

Audio recording equipment/policy

Purchase/deploy less-lethal weapons

Complaint policy revision

FTO Program Plan

Diversity training plan

Lt. Watch Commander Assignment/policy

Strategic Plan

First Annual Traffic Stop data report

Training plan for sworn supervisors

Pretext Stop training plan

Use of force training plan

Complaint procedure audit plan

Acquire/deploy mobile video systems in patrol

TOTAL FISCAL IMPACT

COMPLETED

Ongoing

Ongoing

Ongoing

June 5, 2001

June 5, 2001

September 5, 2001

September 5, 2001

September 5, 2001

September 5, 2001

September 5, 2001

September 5, 2001

June 5, 2001

March 5, 2003 and March 5, 2004

March 5, 2002 (and annually until

March 5, 2006)

March 5, 2002 (and annually through

March 5, 2006)

March 5, 2002

March 5, 2002

September 5, 2001

March 5, 2003

FISCAL IMPACT

$472,874

No significant impact

$2,253,096

$252,014

No significant impact

No significant impact

$449,114

$316,694

$389,020

$5,345

$56,100

$849,947

$490,921

$558,109

No significant impact

$5,063

$186,154

$526,214

$648,347

$7,459,012

We would like to thank the following organizations, City of Riverside leadership and citydepartments for their assistance and support in developing the Riverside PoliceDepartment's Strategic Plan:

OrganizationsCops, Clergy and Community Network

City of Riverside Human Relations Commission

Chief’s Advisory Board

Mayor’s Youth Advisory Board

Eastside Youth Advisory Council

Greater Riverside Chambers of Commerce

Riverside Unified School District

Alvord Unified School District

Riverside Police Officers Association

Riverside Police Administrators Association

Service Employees International Union, SEIU Local #1997

City of RiversideMayor Ronald O. Loveridge

City Council

City Manager George A. Caravalho

Police Department

Office of the City Attorney

Public Utilities Department

Office of Management and Budget

Development Department

Fire Department

General Services Department

Human Resources Department

Park and Recreation Department

Planning Department

Public Works Department

Finance Department

Information Systems Department