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5-Year Strategic Roadmap

Our strategic roadmap covers the years 2021-2026. The roadmap outlines four strategic focus areas we will build upon to achieve our vision and mission. These focus areas set the stage for enabling Department staff to develop objectives and action plans designed to move OSP forward.

Click on the document to read the full report or review highlights of these four areas:

1. Diversity | Equity | Inclusion and Employee Services 

The most important and visible asset of OSP is our employees (historically, 72% - 75% of our budget is personnel-related expenses).  Our employees are the face and backbone of the Department.  They respond to emergency calls for help, manage critical incidents, keep the roadways safe, protect the environment, investigate crimes, and enforce regulations amongst many other responsibilities.  To ensure we can meet the expectations and demands of 21st Century public safety professionals, there are two critical areas we will focus on:  recruiting and employee support.

Recruiting:  To be an effective public safety agency, the membership of OSP must be inclusive of individuals that reflect all communities in Oregon.  The agency is committed to recruiting and retaining a professional workforce reflective of the rich diversity of Oregon's communities. 

Employee Support:  A vital part of retaining and maintaining an effective workforce is for employees to have access to health, wellness, and resiliency programs.  Employees who have access to health and wellness programs have shown improved physical and mental/emotional well-being, 1 2 which is essential for public safety professionals. 

In addition, we want to ensure all Department members and people who come in contact with our agency know they will be treated fairly and with dignity.  To accomplish this, we are committed to training our members in eliminating bias and promoting equitable interactions. We will seek to provide our members with opportunities to receive the best possible training in the latest tools and techniques in their career disciplines. 

1Mattke S, Hangsheng L, Caloyeras J, Huang C, Van Busum K, Khodyakov D, and Shier V. Workplace wellness programs study.  Rand Health Q; 2013 Jun; 3(2).

2Merrill R, Aldana S, Pope J, Anderson D, Coberley C, and Whitmer, R. Presenteeism according to healthy behaviors, physical health, and work environment.  Popul Health Manag. 2012 Oct; 15(5): 293-301. Doi: 10.1089/pop212.0003.

2. Collaboration
To implement our mission in a fair and equitable manner, the Oregon Department of State Police must engage and partner with marginalized and under-served communities, Tribal governments, public safety agencies, labor unions, government officials, and educational institutions.  By listening to all communities in Oregon, we will be able to better develop approaches to law enforcement that are more fair, accessible, transparent, accountable, and holistic.  Through these collaborative efforts, we will strive to be a trustworthy partner for all of Oregon's communities.  

3. Stewardship and Transparency

Being accountable to the communities of Oregon and our stakeholders is a core value for OSP (Integrity).  Living this value requires transparency to be more than a buzzword.  Therefore, we are committed to complying with all public record laws and initiatives.  In addition, having a social media presence is an important platform for keeping the public informed of the most accurate and up-to-date information available. 

The responsible stewardship of our budget and resources is essential to earning and keeping the public's trust.  Consequently, we will strive for the efficient use of our existing resources by analyzing our operational data, reviewing best practices, and listening to societal needs.  In addition, these elements will help inform the policies, rules, and procedures we use to guide the expectations and actions of our workforce.  

4. Service Delivery Improvement and Adaptability

To be effective at providing public safety services in the 21st Century, we must continue to improve our capabilities to:

  • deliver necessary resource(s);
  • at any time and under any circumstance;
  • to meet any public safety need(s) across the State; while
  • maintaining a high level of service quality.

To ensure we can deliver high-quality services while being adaptable to an increasingly dynamic environment, we will expand the use of evidence-based strategies to maximize our service delivery.  In addition, we will enhance existing staffing models to ensure our staffing levels and operational schedules are aligned to deliver critical services to meet the public's needs.  

Last, we will leverage and continue to invest in our IT infrastructure to automate internal business processes, improve service reliability and quality, and develop new channels for our stakeholders to interact with us so we can be more accessible to all communities.