Page 21 - 2020 Annual report

Strategic Plan

The Cumberland County Sheriff’s Office completed its first year of our second Strategic Plan. With

the conclusion of our first plan, we were able to get a clearer picture of where we have been and how

we progressed over the past three years. To read the orginal plan, and its conclusion, go to: www.
cumberlandso.org.
GOAL 1: COMMUNITY PROBLEM SOLVING
The CCSO embraces the importance of quality relations within and outside of the agency and is
committed to providing quality service at all times.

GOAL 2: TRAINING & EVALUATION
Utilizing the agency’s mission, vision and values as guiding principles, the CCSO continues
developing training and employee evaluations that promote excellence in service with the goal of
quality service to our community.

GOAL 3: CAPITAL IMPROVEMENT, EQUIPMENT/SECURITY
To ensure best practices, the CCSO identifies areas of concern/need related to the building and

equipment of the agency affording foresight and prompt attention.
GOAL 4: CONTRACTS & GRANTS
The CCSO pursues grant opportunities and service contracts (MOU’s) in order to off er enhanced

services to our constituents while remaining fiscally frugal. The tracking of these contracts and
grants better ensures the outcome of the efforts and lays a path for future endeavors.

GOAL 5: ACCREDITATION & POLICIES
Through the Commission on Accreditation for Law Enforcement Agencies (CALEA) and the
American Correctional Association (ACA), the Prison Rape Elimination Act (PREA) and the
National Commission on Correctional Health Care (NCCHC), the Cumberland County Sheriff ’s

Office continues to present relevant and expertly conceived policies that help ensure our status as a
bench mark law enforcement and correctional agency.
GOAL 6: SPECIALTY UNITS, DEPARTMENTS & PROGRAMS
To best represent our community, we have expanded our services, knowledge base and public

interaction to include units and programs that are not ordinarily offered through general
Corrections and Law Enforcement operations. Our units are professionally trained and equipped to
best serve the needs assigned to them.

GOAL 7: STATISTICAL REPORTING
Committed to best practices in the services we offer, the CCSO continuously develops the utilization

of Spillman, Comstar and IAPRO to mine data that can improve services provided to the community
and improve agency accountability.

GOAL 8: STAFFING/EMPLOYMENT

The CCSO embraces an active staffing strategy for attracting and retaining quality employees while
working within the constraints set forth by agency and the County Policies and Procedures.
GOAL 9: COMMUNICATION
Identify trending methods that promote agency interaction and idea sharing that is respectful,
constructive and productive.
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