Resources

Police Strategic Plan 2018-21 (PDF)

Strategic Plan Updates

The following updates demonstrate progress on strategic plan goals.

2020 Report Card

February 2020 Update

April 2019 Update

October 2018 Update

Tigard Police Strategic Plan

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As a police department, we are always balancing competing priorities, limited resources and the evolving needs of our community. Having a strategic plan sharpens our focus and guides our decision-making, creating a blueprint for action now and into the future. This is how we evolve, improve and best serve this growing community.

We are proud of the accomplishments we've made in meeting the goals laid out in our 2018-2021 Strategic Plan. The three-year plan factors in employee and community surveys, industry best practices, five years of crime trends, response times, staffing levels, overtime spending, case clearance and community outreach efforts.

There are six areas of focus:

Focus on effective use of data and technology
Strengthen our leadership system
Enhance the professionalism of the department
Strengthen community, city relations and partnerships
Build a high-engagement culture
Build a responsive organization structure assuring efficient and effective resource deployment

2021 Strategic Plan Accomplishments:

Focus on Effective Use of Data & Technology

Deployed department-wide body worn cameras in 2021. The technology upgrade also includes new in-car video systems, interview room video systems and cloud storage for digital evidence. Body worn cameras are automatically activated under a number of circumstances, including every time an officer turns on the overhead lights in a patrol car or draws a firearm or Taser.
Trained and certified two patrol officers to operate drones to assist with active calls, ongoing investigations, searches for missing people, or in situations where officer safety is in question.
Fully implemented use of Laser Shot Realistic Situational Simulator, which provides training on critical thinking, analysis and force response through virtual scenarios.
Acquired augmented reality system that allows officers to virtually see the world through the eyes of a person with Autism or another Spectrum-related diagnosis, to build situational awareness and improve communication and understanding between police officers and people with Autism.

Strengthen Our Leadership System

Sought out and prioritized leadership conference and training opportunities on national issues such as police reform and de-escalation, which allowed us to connect nationally with leading experts and other police agencies to raise the bar for excellence in policing.
Commanders participated in statewide legislative and crowd control panels and presented to Oregon Association Chiefs of Police (OACP) and Oregon State Sheriffs’ Association (OSSA).
One lieutenant was accepted to attend the FBI National Academy beginning in January 2022.
Continued participation by then Chief McAlpine as an OACP board member, Department of Public Safety Standards and Training Police Policy Committee board member and member of the statewide legislative work group.

Enhance the Professionalism of the Department

January 2021 marked the beginning of the Professional Standards Sergeant position, which is responsible for the broad oversight of the internal affairs process, training management, force response review and supervision of the School Resource Officers.
A new police department website launched in November 2021 which incorporates roughly 40 pages of updated and unique content, including specialty units, an online newsroom, crime prevention, community resources and the Police Transparency page.
Continued work toward reaccreditation through the Oregon Accreditation Alliance, which requires a department to meet a set of rigorous standards over the course of three years. Less than 20% of Oregon police agencies are state accredited.
A newly promoted sergeant attended the regional Sergeants Academy, which includes training, hands-on work and simulated scenarios to develop leadership and critical thinking.

Strengthen Community, City Relations & Partnerships

Added an officer to the Washington County Mental Health Response Team to provide a faster response and additional support for people in crisis, by pairing the officer with a mental health clinician to respond to calls involving people in crisis.
Continued outreach to the houseless community, including building relationships, cleaning camps and connecting people to ongoing services. Assigned a Community Service Officer to be the department’s primary lead on encampment complaints.
Engaged with community members and residents on the Public Safety Advisory Board twice a month to review police policies, procedures and training.
Produced and shared several videos with the community via social media, kiosks and newsletters on topics including the body worn camera expansion, our newly hired levy officers, each of our three School Resource Officers and a ‘Police 101’ department overview video.

Build A High-Engagement Culture

Built A Responsive Organization Structure Assuring Efficient & Effective Resource Deployment

Added critically needed patrol officers to enhance coverage and reduce response times to priority calls, thanks to the passage of the Police Services Levy in 2020.
Added a third K-9 team to aid patrol officers in tracking suspects, locating evidentiary items, searching for missing people and ensuring the safety of both community members and officers.
Used crime data, trends and patterns to narrow the focus for patrol officers and investigators to address fluctuations in crime.