An inspired and diverse workforce, united in purpose, and dedicated to excellence.
1. Recruit, recognize, and retain talented and motivated staff.
2. Cultivate a supportive workplace that honors diversity and fosters respect, unity, engagement, safety, and well-being.
3. Establish pathways for advancement, continuous learning, and professional development.
4. Build and sustain high-performing, collaborative teams.
• % of vacancies for civilian staff filled within expected timelines.
• % of vacancies for peace officers filled within expected timelines.
• % of staff who achieve years of service milestones (5 years, 10 years, etc.).
• 100% staff performance reviews completed within expected timelines by 2025.
• 85% of staff who indicate they feel appreciated by their direct supervisor by 2025; 60% of staff who indicate they feel appreciated by the Executive Committee by 2023 with an expectation that this will increase by 5% annually and reach 70% by 2025.
• % of staff who express satisfaction with their job.
• % of staff who feel safe and secure in the workplace.
• % of line staff and management who feel the workplace culture is supportive and inclusive.
• 80% of employees satisfied with the professional development opportunities available to them by 2025.
• % of employees who indicate that pathways to promotions are transparent and fair.
• % of staff who indicate that the agency consistently operates with a strong sense of teamwork.
• % of staff involved in agency projects who express satisfaction with the agency’s follow-through on completing and implementing projects.
| TASK | ACTIVITY | ASSIGNED TO | PLAN START | PLAN END |
|---|---|---|---|---|
| Objective 1 | Recruit, recognize, and retain talented and motivated staff. | 07/01/2022 | 12/31/2025 | |
| Task 1 | Acknowledge employee award nominees by name and title in the agency newsletter and Employee Awards program. | CD Business Services | 07/01/2022 | 09/30/2022 |
| Task 2 | Task the Professional Standards Unit with conducting a self-assessment of the background process to identify areas for improvement. Following this assessment, implement improvements that do not require Executive Committee approval and seek approval for all other proposed changes. Develop and implement a continuous quality improvement (CQI) plan to continually monitor the process. | DM Admin | 07/01/2022 | 12/31/2023 |
| Task 3 | Institute an internship program for college students interested in pursuing a career in probation. Human Resources should oversee the program; establish a process for recruiting, screening, and selecting interns; determine approved activities; and work with management to develop a curriculum specific to probation to ensure interns have a meaningful experience. If an internship program separate from the County internship program is not a possibility, the focus of this activity should be to develop a curriculum specific to Probation, working within the parameters of the County program. Example: Orange County Probation intern program. | DM Admin | 07/01/2022 | 12/31/2023 |
| Task 4 | Form a workgroup to develop a comprehensive recruitment and retention program. It is recommended that the program include: 1) data-driven recruitment strategies; 2) targeted advertising of positions to key demographics, such as veterans, those returning to the workplace, and people seeking a second career; 3) updating recruitment videos and posting them on the VCPA website and social media pages; 4) metrics for determining current and future staffing needs; 5) tracking and analyzing employee attrition and reasons for departures; 6) monthly visits to units by HR staff to proactively address HR-related and labor issues that may impact employee retention; and 7) annual review of the program and a process for continually improving recruitment and retention. The workgroup should consist of members from HR, the Professional Standards Unit, and professional/sworn management staff. | Chief | 07/01/2022 | 12/31/2025 |
| Task 5 | Create a plan to streamline the Performance Review (PR) process and ensure that PRs are meaningful for employees and supervisors. As part of the plan, consider the following steps: 1) Review Lexipol Policy 452, Performance Reviews. Recommend that this policy be updated to represent current processes and expectations. 2) Have Exec obtain guidance from the County to confirm whether or not PR templates can be modified. Before assigning this activity to a workgroup, create a charter that defines the scope of this activity. 3) Create a workgroup to review and make recommendations regarding steps 4–7. 4) Work with the unions and County HR/LR to update the PR template if possible. 5a) Review critical task areas and decide what to rate in each area. 5b) Develop/identify benchmarks for EBPs that the agency follows. 5c) Rate data accuracy within the General Work Habits section (or Critical Tasks). 6) Train all staff who supervise employees and above on critical task areas of PRs and what will be rated. Training will also cover the importance of PRs and tips/tricks for managing the PR process. 7) Look into technology for managing PRs. | Chief | 01/01/2025 | 12/31/2025 |
| TASK | ACTIVITY | ASSIGNED TO | PLAN START | PLAN END |
|---|---|---|---|---|
| Objective 2 | Cultivate a supportive workplace that honors diversity and fosters respect, unity, engagement, safety, and well-being. | 07/01/2022 | 12/31/2025 | |
| Task 1 | Establish a workgroup to administer an annual survey to measure staff satisfaction with the agency’s culture. Use the 2020 Strategic Plan Agency Survey as a baseline to measure new survey results. Distribute the results and require units/divisions to review and discuss them and to offer strategies for improvement. Implement and monitor agency-approved changes. | DM Admin | 07/01/2022 | 12/31/2025 |
| TASK | ACTIVITY | ASSIGNED TO | PLAN START | PLAN END |
|---|---|---|---|---|
| Objective 3 | Establish pathways for advancement, continuous learning, and professional development. |
07/01/2022 | 12/31/2025 | |
| Task 1 | Disseminate to all staff information about approved trainings and conferences available outside of the agency and establish an expectation that supervisors will encourage staff attendance at trainings relevant to their job functions. | DM Admin | 07/01/2022 | 09/30/2022 |
| Task 2 | Establish a shared document maintained by Human Resources that provides relevant and useful information to potential applicants seeking promotion within the agency. The information would include: 1) a detailed overview of the CEOHR hiring/promotional process under each union; 2) a link to the CEO-HR website, which provides guidance in submitting a successful application and preparing for the oral exam/selection interview; and 3) information on seeking HR feedback regarding any past interviews. | Chief | 07/01/2022 | 12/31/2023 |
| Task 3 | Create a three-year plan to update the agency’s training program. Steps include 1) assessing gaps in training, 2) identifying resources needed to address gaps (consider contracting with training providers) or staffing needs, 3) creating a plan that addresses the training needs of the entire agency and steps needed to put the plan in place, and 4) updating Lexipol training policy as needed. Consider hiring a consultant to conduct a gaps analysis and create the initial plan. Topics/activities to be evaluated and/or considered in the plan include but are not limited to accurate data entry, family engagement training, victim services training, an EBP training plan, coaching, and leadership training. Consider CEA, SLA, and a class on staff empowerment (for supervisors); team-building training; project management training; a series of classes on diversity, mutual respect, and inclusion within the workplace; a mentoring skills course/curriculum; training programs for civilian classifications; an IFT Program; Officer Safety training; Service Excellence training (Green Belt, yellow belt); training on running Lexipol reports; and training on the performance review process. The following sub activities should be included in the three-year training plan: 1) Form a workgroup to develop and issue a request for proposals (RFP) seeking a qualified firm to train all levels of sworn and professional staff on leadership topics, including change management, conflict resolution, building trust, motivating a team, etc. Instructors must be familiar with probation, including professional staff’s role in advancing the agency’s vision and mission. Course delivery could include inperson, virtual, and self-paced modules. Courses must be STC certifiable. 2) Force Options to review IFTs and their relevance to current job situations. Make recommendations to Exec with established guidelines for SDPOs. Formalize the program by creating a process for ensuring IFTs are getting done. When appropriate, civilian staff should also receive the training. 3) Provide a teambuilding training course offered by an outside provider who specializes in this area. The course could include decision-making, empowering staff, building and sustaining high-performing teams, creating a shared mindset throughout the agency, developing synergy within the team, creating commitment within a team, inspiring passion and performance, and holding effective meetings. 4) Create training programs for civilian classifications (e.g., clerical, kitchen, IT, etc.). Include: a) training for new employees to ensure they obtain the knowledge and skills they need to successfully meet their job expectations; b) continuous professional education opportunities designed to strengthen and improve an employee’s skills, performance, and productivity; and c) career development programs to emphasize employees’ career development goals within the agency. 5) Select a preferred mentoring curriculum to refer people to. 6) Provide a series of classes on diversity, mutual respect and inclusion, within the workplace. Have STU and Probation’s DEI Committee research and select the course series annually. Require that courses be relevant for professional and sworn staff, and that dynamic and experienced instructors deliver them. 7) Conduct a careful and comprehensive gaps analysis of the professional development opportunities available to employees (including those available outside of the agency), focusing on ensuring development opportunities that align with the identified core competencies and success characteristics. Create opportunities to fill professional development gaps. 8) Assess training requirements to require all new supervisors to participate in training such as the Career Enhancement Academy (CEA) or the Supervisor’s Leadership Academy (SLA) within the first 24 months of their assignment. 9) Identify or develop a course for supervisors on staff empowerment. 10) Analyze all STU-offered inhouse training for sworn staff to determine which courses could also enhance professional staff’s understanding of agency/departmental operations. | DM Admin | 07/01/2023 | 12/31/2025 |
| TASK | ACTIVITY | ASSIGNED TO | PLAN START | PLAN END |
|---|---|---|---|---|
| Objective 4 | Build and sustain high-performing, collaborative teams. | 07/01/2022 | 12/31/2025 | |
| Task 1 | Create a workgroup to establish scope of authority and decision-making guidelines for all agency supervisory staff positions. Becoming a high-performing team requires supervisors to have clear and proper decision roles and know how to make sound business decisions in a timely manner. Use a decision-driven structure rather than a traditional hierarchy with defined reporting roles. | DM Policy | 07/01/2022 | 12/31/2023 |
| Task 2 | Form a workgroup comprised of staff from all levels to review and update agency meeting guidelines to include an updated code of conduct, an agenda template, and a process for ensuring relevant content is easily documented and communicated to staff. | DM Policy | 07/01/2022 | 12/31/2023 |
| Task 3 | Use quarterly agency newsletters to encourage teamwork by including a “ShoutOut” section in which employees recognize coworkers for good work or deeds. | Program Assistant | 07/01/2022 | 12/31/2023 |
| Task 4 | Hire a full-time agency Project Manager to oversee and coordinate designated agency projects to ensure each has defined goals, objectives, outcomes, and deliverables; that projects are in alignment with the agency’s strategic plan or are meeting a needed requirement; that progress is regularly reviewed and that adjustments are made as necessary; and that staff experience the satisfaction that their work on projects is producing results. The Chief and the Executive Committee should provide the Project Manager with the proper support and authority to perform their work. If a new position is not feasible, designate an existing employee as the Project Manager or contract for this work. | CD Business Services | 07/01/2022 | 12/31/2023 |
| Task 5 | Review the impact the Reassignment Policy has on the agency’s operations, including the effect on teamwork, project completion, client services/relationships, morale, staff promotability, stakeholder satisfaction, and level of services. Submit a report of recommended actions to the Chief and Executive Committee. | DM Policy | 01/01/2024 | 12/31/2024 |
| Task 6 | Explore the ability to create an agency Teams channel for staff to share information (e.g., shout-outs to others for exceptional work, announcements about process changes and unit accomplishments, information about life events such as marriages and birth announcements, and other topics of interest) and stay connected. | DM Admin | 01/01/2024 | 12/31/2024 |
| Task 7 | Task the agency Project Manager or a designated employee with expanding the Service Excellence Program and creating standardized processes for the program. Expanding the program will promote creative problem solving and collaborative teamwork. Increasing overall awareness and understanding of the program will enable staff to make improvements to their business processes at all levels (Just Do Its). In addition, the agency Green Belts can facilitate Kaizens for larger projects related to agency strategic planning efforts, which will foster teamwork to creatively improve complex processes. | CD Business Services | 01/01/2024 | 12/31/2024 |
| Task 8 | Adopt standardized project management practices and create a manual that includes a flowchart and templates for how to manage projects. Train staff involved in projects on these practices and how to use the manual. Institute a project management database (using Excel or other software) as part of standardized practices. | CD Business Services | 01/01/2024 | 12/31/2025 |
| Task 9 | Create an online course or video describing the job functions in each unit or division. The course/video would be used as part of new employee orientation. | DM Admin | 01/01/2024 | 12/31/2025 |
