2025-2027 Strategic Plan unveiled by Culver City Police

Following more than a year of formulation, the Culver City Police Department has released its 2025-2027 Strategic Plan to the public. This 14-page document outlines the principles and goals the Department will use to guide its operations and decision-making over the next several years.

Four strategic pillars comprise the backbone of the Plan, each contributing to the Department's stated mission of "enhancing [the] community's quality of life through progressive policing, timely response, and public partnerships." These priorities are:

• Enhancing Community Alliances
• Advancing the CCPD Team
• Optimizing Resources
• Reducing Crime Through Collaborative Policing

Each of the four main strategic priorities has a list of measurable objectives that align with those goals. Many of the goals meant to enhance the relationship with the community are related to transparency and communication.

The Department has taken pride in its publicly available crime and policing data, creating special reports on racial data as part of the Racial Identity and Profiling Act (RIPA) before the act officially mandated it. CCPD intends to continue publishing RIPA reports alongside traditional quarterly and annual reports.

This data will also be presented at annual meetings to continue the Department's transparency efforts. CCPD's Partnerships in Policing team will also begin hosting community roundtables and providing block captain liaison training as part of this Strategic Plan.

While the Department has been transparent with its data, the results that data reflect a need for progress in the eyes of many in the community. This feeling, fueled by things like arrest data highlighted in the 2023 RIPA report, continues to fuel the discourse over the role of policing in Culver City and the level of expenditures that should be tied to it.

CCPD Gathers Feedback for 2025-2027 Strategic Plan

The Department plans to publish the plan — its first since the 2016-2019 Strategic Plan — in January.

Culver CrescentChristian May-Suzuki

Continuing to build relationships with the community is crucial for the CCPD, which aims to leverage those connections to establish a network of collaborative policing. This will be reinforced through avenues such as a neighborhood partnership program and business safety alliance to be developed by the end of 2025.

Public safety workshops and seminars will also be scheduled by 2026, and the Department will "expand and implement traffic safety educational outreach along with enforcement efforts by October 31." The implementation of a Culver City Police substation — which would serve as a small, localized office to increase visibility and deploy officers to areas further from the central station on Duquesne Avenue — will also be considered this year.

Internally, CCPD is seeking to enhance the efficiency of its own operations, particularly in its technology utilization. The Department has not shied away from utilizing technology to improve its operations, and this Plan outlines several areas where introducing new technology and software could assist CCPD and the community as a whole.

Some of the improvements outlined in the Strategic Plan involve mapping Culver City to track trends, such as crime hotspots and areas with high traffic collision volumes. For the latter, CCPD will look to make tangible progress quickly, setting a goal to reduce traffic collisions in high-volume areas by October 31.

Real-time crime tracking is another significant technological infrastructure that the Department will look to explore, according to this Strategic Plan. The CCPD will establish a Real-Time Crime Center Committee to research options and funding opportunities by 2026, with a proposal planned for submission to the City Council by the end of 2027.

Making important data available to the public is among CCPD's top priorities. The possibility of a crime mapping and data dashboard, as well as an online booking and arrest log, are among the ideas the Department plans to pursue by June 6, 2026.

Another primary objectives related to technology is to develop an Asset Management Program that utilizes software to ensure officers and staff have a comprehensive understanding of the Department's inventory. The Strategic Plan also provides an outline of actions for internal improvements, with many aimed towards maintaining and improving the staffing levels and opportunities for the Department's officers.

Among these improvements are an overhaul to the CCPD's succession planning and professional development framework. A concrete promotion roadmap for officers will be developed for both 2026 and 2027, and the Department plans to create a mentorship program by September 30, 2026

Policies will also be consistently reviewed, with a comprehensive policy review set to be undertaken by the beginning of next year. The Department will also set out to use data from RIPA reports to come up with strategies to address its deficiencies and "ensure equitable policing practices."

For the complete CCPD 2025-2027 Strategic Plan, click here.

CCPD Strategic Plan Deadlines

June 30, 2025

• Community Engagement and Public Information Manager to create a community event calendar for 2025 (1.3.2)
• Community Engagement and Public Information Manager and Partnerships in Policing Team to implement a Crime Prevention Through Environmental Design (CPTED) program (1.3.3)

July 31, 2025

• Patrol Captain and Executive Officer to implement STAR CHASE pursuit technology (4.1.1)

October 31, 2025

• Community Engagement and Public Information Manager to create a community event calendar for 2026 (1.3.4)
• Personnel and Training to continue to administer the Department's Training Development Plan and provide status updates to each employee and supervisor (2.1.2)
• Command Staff to select subject matter experts who will be responsible for training new and existing department members (2.1.3)
• Command Staff to review the feasibility of extending the time of specialized assignments (2.1.4)
• Traffic Sergeant to expand and implement traffic safety educational outreach along with enforcement efforts (4.2.6)
• Traffic Sergeant to continue analysis of traffic collision data and increase focused efforts in higher-risk areas to reduce primary collision factor violations, with the goal of reducing traffic collisions (4.2.7)

December 31, 2025

• Partnership in Policing (PIP) Team to begin hosting consistent community roundtable meetings (1.1.8)
• Traffic Section and Community Engagement and Public Information Manager to create a plan to enhance the Office of Traffic Safety community education programs (1.3.5)
• Command Staff to explore the need for more specialized assignment options (2.2.2)
• Information Technology (IT) Department and Technical Support Sergeant work alongside the vendor to install necessary body-worn camera hardware and software (3.1.3)
• Detective Lieutenant, IT Manager, and Crime Analyst, and to explore and assess crime predictive analytics (4.1.2)
• Command Staff to explore the feasibility of a police sub-station to reduce crime and increase visibility (4.2.1)
• Community Engagement and Public Information Manager to create, formalize, and strengthen the neighborhood partnership program (4.2.2)
• Community Engagement and Public Information Manager to create and implement a business safety alliance (4.2.4)

January 1, 2026

• Bureau Commanders to conduct a comprehensive review of police operations and update any policies as needed (1.2.1)
• Command Staff to encourage professional development training (DLI, SLI, CLI, FBI NA, Command College, ELI) for staff (2.1.1)
• Recruitment Team to actively provide opportunities for the Community Engagement and Public Information Manager to feature department culture on social media platforms (2.2.3)
• Community Engagement and Public Information Manager to highlight the success of police competitions and participation in the events (2.2.4)

June 1, 2026

• Patrol Bureau to implement formal quarterly uniform, weapons, and vehicle inspections (1.2.2)
• Command Staff and Human Resources to research an employee referral incentive (2.2.1)
• Employee Association Groups to encourage department members to participate in police department-sponsored events (2.3.1)
• Command Staff to continue to explore, implement, and focus on wellness options for all department members (2.3.2)
• Command Staff to explore the feasibility of a software that would assist with managing overtime and special events (2.3.3)
• The Asset Management Program (AMP) Committee will identify and develop a comprehensive replacement program with funding options to be presented to Command Staff for review (3.2.2)

June 6, 2026

• Command Staff to form a committee to explore and implement crime mapping/data dashboard (1.1.9)
• Information Technology (IT) Department to assess the feasibility of an online portal for real-time booking and arrest logs, including booking charges and sentencing (1.1.10)

June 30, 2026

• Information Technology (IT) Department and Technical Support Sergeant to design a new training program for body-worn camera management (3.1.2)
• Command Staff will create an Asset Management Program (AMP) Committee that will conduct an inventory assessment (3.2.1)

September 30, 2026

• Command Staff to develop and implement a mentorship program (2.1.6)

October 31, 2026

• Community Engagement and Public Information Manager to create a community event calendar for 2027 (1.3.6)

December 31, 2026

• Professional Standards Unit (PSU) to perform an audit of the Department's equipment (1.2.3)
• Command Staff to explore a service feedback process to gauge our level of customer service (1.3.7)
• Command Staff to create a promotion road map, including upcoming promotion opportunities for 2027 (2.1.8)
• Recruitment team to continue to actively find new ways to recruit and mentor potential new employees (2.2.5)
• Command Staff will create a new Real Time Crime Center Committee to research options (3.1.4)
• The Real Time Crime Center Committee will explore grant funding, vendors, and outside agencies to propose Real Time Crime Center options (3.1.5)
• Community Engagement and Public Information Manager and Partnerships in Policing Team to provide block captain liaison training (4.2.3)
• Department Subject Matter Experts and Community Engagement and Public Information Manager to create ongoing public safety workshops and seminars (4.2.5)

March 30, 2027

• Command Staff will present Asset Management Program (AMP) Committee pricing and options to the City Council for approval/funding (3.2.3)

June 30, 2027

• Command Staff to implement a formal training team by having them complete Peace Officer Standard Training (POST) instructor training (1.2.4)

December 31, 2027

• Information Technology (IT) Department to form a committee to perform an audit of the Department's software (1.2.5)
• Command Staff to explore the feasibility of acquiring and implementing traffic safety technology that may have a positive impact on traffic safety (3.1.1)
• Command Staff will present the Real Time Crime Center to include a Drone as a First Responder Program and FUSUS Public Safety Camera Program to the City Council for approval/funding (3.1.6)
• Asset Management Program (AMP) Committee will implement a new software for Asset Management tracking (3.2.4)
• Crime Analyst, IT Manager, and Community Engagement and Public Information Manager to explore, identify, and implement crime mapping and information (4.1.3)

No Established Deadline

• Crime Analyst to continue publishing quarterly and annual reports (1.1.1)
• Crime Analyst to continue to present RIPA data on quarterly and annual reports (1.1.2)
• The Professional Standards Unit (PSU) is to continue to conduct consistent RIPA data audits. (1.1.3)
• Command Staff to continue presenting RIPA data in an annual community meeting (1.1.4)
• Command Staff to continue ongoing work to implement and embrace the principles of Procedural Justice department-wide. (1.1.5)
• Command Staff to continue the study and understanding of RIPA data to identify strategies to ensure equitable policing practices. Provide data-driven insights to implement equitable strategies. (1.1.6)
• Community Engagement and Public Information Manager to continue posting department events and noteworthy incidents using media platforms. (1.1.7)
• Watch Commanders to continue reporting party contacts procedure. (1.3.1)