Strategic Plan for the Detroit Police Department, Michigan

Executive Summary
This is the Detroit Police Department’s general strategic plan for the next five years. This
commitment to quality and excellence builds upon the groundwork laid throughout the
Department’s 2019 and 2020 5-Point plan and will continue to influence the organization’s
safety and enforcement strategy. This strategic plan will guide the Department’s ultimate focus:
to keep all Detroit citizens safe.
In 2020, the City of Detroit encountered a 13 percent rise in part one violent crimes. The
Detroit Department of the Police on June 1, 2021, set the goal to lower the city’s crime rate by
10 percent. By December, the Department has achieved to lower the crime rate by 4 percent in
homicides, 17 percent in robberies, and 9 percent in non-fatal shootings. These decreases
underpin the value of the Department’s effort during one of the country’s unprecedented
moments. In 2022, the Department failed to achieve significant decreases in crime rates, perhaps
because it failed to aggressively enforce the strategies laid out within the past two years. Lack of
adequate funding also derailed the implementation of the proposed interventions.
This document proposes sets forth the Department’s 5-year strategic plan for lowering
crime and improving its efficiency, effectiveness, and performance in five key areas: training &
development of officers, community engagement, technology & equipment, accountability &
transparency, and evaluation and assessment. The plan will also identify stakeholders by titled
that will be involved in the planning and implementation, duration the plan would be designed to
facilitate changes, and will provide statements and dates regarding potential reporting times, and
requirements for preparing and implementing annual/quarterly progress reports.

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Table of Contents

1. Introduction 4
2. Vision 4
3. Mission 4
4. Objectives 4
5. The Importance of Developing this Plan 5
   5.1. Training & Development of Officers 5
   5.2. Community Engagement 6
   5.3. Technology & Equipment 8
   5.4. Accountability & Transparency 10
   5.5. Evaluation and Assessment 12
6. Stakeholders by Position and Leaders of Strategic Planning 12
7. How Long the Plan Would be Designed to Facilitate Changes 12
8. Statements/Dates Regarding Potential Reporting Time Frames 12
9. Requirements for Annual/Quarterly Progress Reports 12
10. Conclusion 12
11. References 14

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Strategic Plan for the Detroit Police Department, Michigan

1. Introduction

The Detroit Police Department (DPD) in Detroit, Michigan, is one of the best instituted
and managed police departments in the state and nationally. Over the years, the Department has
been laying out a 5-Point plan focusing on crowd management and code enforcement, police
presence, noise enforcement, traffic enforcement, and community engagement. The
Department’s goal has been primarily lower violent crime by 10 percent. The Detroit Police
Department can train and develop its officers by providing a variety of learning opportunities
that address the needs of officers at different stages of their careers, and by creating a culture of
continuous learning and development within the department.

2. Vision

The Detroit Police Department’s vision is “to be the most professional, finest, and respected
police department countrywide.”

3. Mission

The Detroit Police Department’s mission is to lower crime by promoting teamwork between the
law enforcement officers and the public to maintain life, preserve human rights, and promote
accountability and transparency.

4. Objectives
5. To develop a comprehensive plan for ongoing development and training of officers,
   including training on crisis intervention, cultural competency, and training.
6. To design a plan for creating and maintaining positive relationships with the community
   through outreach initiatives and programs.

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3. To develop a plan for integrating new technologies and innovations into the department’s
   activities and operations.
4. To develop a plan for holding officers responsible and accountable for their actions,
   including a plan for providing transparency to the public and investigating complaints
   and incidents of misconduct by the police officers.
5. To build a plan for regularly assessing and evaluating the department’s performance and
   making necessary changes.
6. The Importance of Developing this Plan

5.1. Training & Development of Officers
The Department will provide ongoing in-service training to all officers to ensure they
have the knowledge and skills needed to perform their duties effectively. This includes training
on new laws and regulations, as well as specialized training on topics such as cultural
competency, de-escalation techniques, and crisis intervention. The second form of training is on
leadership development. The Department will offer leadership development opportunities for
officers who are interested in advancing their careers. This would include training on
management and supervision, as well as mentoring programs and career development planning.
Thirdly, the Department will develop and implement field training programs for new officers to
them with hands-on experience and mentorship from experienced officers.
The third form of training is on collaborative partnerships. The goal is to have the DPD
partner with other law enforcement agencies, academic institutions, and community
organizations within Detroit and Michigan to provide specialized training and development
opportunities for officers. For example, the department would collaborate with local universities
to offer courses on topics such as criminal justice, community policing, and conflict resolution.

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Finally, the department would provide continued education by encouraging officers to pursue
higher education and provide tuition reimbursement or other incentives to support. This could
include degrees in fields such as criminal justice, psychology, and social work, which can help
officers better understand the communities they serve and enhance their skills and abilities.
There are multiple benefits of providing training to officers. Firstly, it can lead to
improved job performance. By providing officers with the knowledge, skills, and tools they need
to perform their duties effectively, training and development programs can help them to do their
jobs more efficiently and with greater confidence. It can also enhance public safety. Providing
officers with specialized training on topics such as de-escalation techniques, cultural
competency, and crisis intervention can assist the department enhance its officer’s ability to
handle complex and potentially dangerous situations, reducing the risk of harm to both officers
and community members.
It can also foster better community relations. Training and development programs that
emphasize community policing and engagement can help officers to build positive relationships
with the communities they serve, increasing trust, cooperation, and collaboration. Training and
development programs can also provide officers with opportunities to advance their careers
through leadership development programs, mentorship opportunities, and specialized training in
areas of interest. Finally, it can lower liability. By providing officers with thorough and up-to-
date training on policies, procedures, and best practices, police departments can reduce the risk
of lawsuits and other forms of liability.
5.2. Community Engagement
Another important area that the Detroit Police Department plans to focus on to reduce
violent crime rates is community engagement. There are multiple ways through which the

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Department plans to improve community engagement. The first way is through community
policing. The DPD will adopt a more aggressive community policing approach that emphasizes
building stronger partnerships between police officers and community members to address local
concerns and improve public safety. This involves assigning officers to specific neighborhoods,
organizing community events, and establishing community advisory boards.
The second strategy of improving community engagement is by creating citizen
academies. The department will establish citizen academies with the primary purpose of
providing community members with an opportunity to learn about law enforcement practices,
policies, and procedures. These academies will help to build understanding and trust between
police officers and community members. The third way is through outreach programs. The plan
is to have the DPD establish several outreach programs that focus on engaging specific groups in
the community, such as youth, seniors, and business owners. These programs can involve
workshops, seminars, and other events designed to address the needs and concerns of these
groups.
The Department also plans to improve community engagement by leveraging the power
of social media. The idea is to expand the Department’s current social media portfolio to
improve community engagement. These platforms will routinely update community members on
police activities, initiatives, and programs. Social media will also be used to solicit feedback
from the community and respond to concerns and questions. Finally, the Department will foster
community engagement by building partnerships with local community institutions and
organizations, including advocacy groups, non-profits, and churches, to build trust and working
relationships with the public. These partnerships would include joint initiatives, programs, and
events that address community needs and concerns.

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The whole idea of fostering new relationships with the community members is to
enhance public safety by building trust and a strong working relationship with the community.
Building partnerships with community organizations can help to build trust and strengthen
relationships between police officers and community members. This can lead to greater
cooperation, collaboration, and communication between police officers and residents, improving
overall public safety. Moreover, partnerships with community organizations can help to increase
community involvement in law enforcement activities, such as neighborhood watch programs,
crime prevention initiatives, and community policing efforts. This can lead to a greater sense of
ownership and responsibility for public safety among community members.
Additionally, partnerships with community organizations can help in optimizing the use
of resources and reduce duplication of efforts. For example, the police department could partner
with a community organization to provide outreach and support services to at-risk youth,
reducing the need for police intervention. Finally, building partnerships with community
organizations can provide police officers with a deeper understanding of the needs and concerns
of the community they serve, helping them to tailor their services and initiatives to better meet
those needs.
5.3. Technology & Equipment
The Detroit Police Department must also advance its “technology and equipment” to
enhance its efficiency, effectiveness, and ability to serve the community. Some of the
technologies the Department plans to add or improve include: body-worn cameras, crime
analysis software, mobile applications, ShotSpotter technology, drones, and artificial intelligence
(AI). Body-worn cameras can provide a record of police interactions with the public, increasing
transparency, accountability, and trust. They can also serve as a valuable training tool for

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officers. At the same time, crime analysis software can help the Department to identify patterns
and trends in criminal activity, allowing officers to allocate resources more effectively and
proactively address crime.
On the other hand, mobile apps can provide officers with real-time access to information
such as crime alerts, warrants, and suspect information; this can assist officers to respond more
quickly and efficiently to incidents. Drones can also be used for a variety of purposes, including
search and rescue operations, monitoring large crowds, and aerial surveillance of crime scenes.
They can help to increase situational awareness and provide critical information to police
officers in real-time. Finally, artificial intelligence (AI) can be used to analyze large amounts of
data and identify patterns, enabling the police department to better predict, crack, and prevent
crime, especially violent crimes. AI can also be used to improve response times and automate
certain tasks, such as license plate recognition.
Computer-Aided Dispatch (CAD) is one of the potential AI technologies that the Detroit
Police Department will consider implementing. CAD is a type of software used by emergency
service to manage incoming emergency calls and dispatch resources efficiently. CAD systems
use computer technology to automate the dispatching process, allowing for faster and more
accurate response times. The CAD software allows operators to manage incoming emergency
calls and gather critical information from callers, such as the location of the emergency and the
type of assistance needed. The CAD system can also allow the Department to quickly assign
resources, such as police officers, to respond to emergencies based on location, availability, and
skill set.
It can also assist in mapping and routing, incident tracking, and data analysis and
reporting. The CAD system includes detailed maps and routing information, allowing

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dispatchers to quickly identify the best route for responding to emergencies and avoid traffic
congestion. Furthermore, the CAD system can track the status of emergency incidents from the
initial call to resolution. This can allow dispatchers and responders to track progress and
communicate more effectively. It can also collect and analyze data on emergency incidents,
providing valuable insights into response times, resource allocation, and other key performance
indicators.
Image 1. RIMS Computer-Aided Dispatch (CAD) software

5.4. Accountability & Transparency
Another important consideration for the Detroit Police Department in the coming years is
to guarantee accountability and transparency of the organization and police officers. This is
needed to build trust with the public and other stakeholders. The following are some of the
strategies the Department can leverage to improve its accountability and transparency. The first

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way is by instituting a “robust internal affairs investigation” unit capable of investigating police
officer misconduct and allegations. This unit will have the authority to conduct independent
investigations and hold officers accountable for their actions.
Presently, the Office of the Chief Investigator (OCI) investigates misconduct and
malpractice of the Detroit Board of Police Commissioners (BOPC). The unit is ineffective
because it understaffed, underqualified, and lacks the independence and authority to effectively
investigate transgressions committed by the Department and its officers. OCI is primarily staffed
by civilians and their job is to receive, investigate, and resolve complaints against the Detroit
Police Department and its officers (City of Detroit, n.d.). In addition to an independent
investigative unit, a “civilian oversight board” would be established to review the Department’s
actions, procedures, polices, conduct, and spending. This board will work in tandem with the
investigation unit to investigate claims of misdemeanor and make recommendations for
disciplinary action.
The second strategy to improve the Department’s accountability and responsibility is by
expanding the Department’s “body-worn cameras” program. Body-worn cameras have become
an indispensable part of the Department’s effort in documenting emergencies, critical incidents,
and contact conversations. They have allowed Detroit Police Department to make clear that the
action of its members is an issue of public record, providing proof of police interactions with the
public and communities. The footage captured using these cameras is improving court
investigations and increasing trust, accountability, and transparency. The plan is to ensure that
every DPD officer wears a body camera when patrolling, making arrests, or interacting with
community members. In 2022, the DPD was awarded a grant of $1,983,281 by the Bureau of
Justice Assistance (BJA) to expand its body-work camera network.

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Another proposed strategy to bolster transparency and accountability is through regular
training of officers and effective communication. Regular training for officers on topics such as
use of force, de-escalation, and cultural sensitivity could help to reduce incidents of misconduct
and ensure that officers are held accountable for their actions. A new strategy would also be laid
down to ensure the Department is transparent about its policies, procedures, and actions, and
communicate regularly with the community about its activities. This can include regular town
hall meetings, open forums, and other forms of public engagement.
5.5. Evaluation and Assessment

6. Stakeholders by Position and Leaders of Strategic Planning
7. How Long the Plan Would be Designed to Facilitate Changes
8. Statements/Dates Regarding Potential Reporting Time Frames
9. Requirements for Annual/Quarterly Progress Reports
10. Conclusion

The Detroit Police Department’s vision is “to be the finest, most professional, and respected
police department in the United States.” This vision statement emphasizes the department’s

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commitment to excellence in all aspects of police work, including professionalism, respect, and
service to the community. It also highlights the department’s aspiration to be a model for other
police departments across the country. To achieve this vision, the Detroit Police Department has
identified several key priorities, including building strong partnerships with the community,
reducing crime and violence, enhancing transparency and accountability, and providing high-
quality training and development opportunities for officers. Overall, the Detroit Police
Department’s vision reflects a dedication to upholding the highest standards of law enforcement
while also prioritizing the needs and well-being of the community it serves

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11. References

Bureau of Justice Assistance. (2022). Expand and upgrade the Detroit Police Department’s body
worn camera program. https://bja.ojp.gov/funding/awards/15pbja-22-gg-03326-bwcx
City of Detroit. (n.d.). Office of the Chief Investigator (police complaints).
https://detroitmi.gov/government/boards/board-police-commissioners/office-chief-
investigator-police-complaints