DPS Strategic Report 2025-2028
Commissioner's Message
I am excited to reveal the strategic plan for the Utah Department of Public Safety in meeting our mission of ‘Keeping Utah Safe.’ Much thought, discussion, and experience have been put into the priorities, goals, and potential outcomes as we focus on Personal Preparation, Internal Performance, and External Service. These three pillars are the driving force behind our efforts to maintain a great quality of life in Utah and improve government outcomes in accordance with the Utah Home Road-map. The Utah Department of Public Safety strives to build strategies based on a vision, understanding, and knowledge of the hard work and discipline of working toward objectives that can have both immediate and long-term outcomes. We look forward to the significant progress as we build upon key strategy principles in ‘Keeping Utah Safe’ for all citizens of the state of Utah!
Commissioner Jess L. Anderson
Who We Are
Many Divisions; One DPS
Working to ensure the safety of residents and visitors of Utah.
CRIMINAL IDENTIFICATION
The Bureau of Criminal Identification (BCI) team maintains criminal records for the state of Utah. Our BCI team uses these records to support law enforcement and civil processes in order to keep Utah safe.
COMMUNICATIONS
Through seven dispatch centers, the Department of Public Safety Communications Division team members serve as the first, first responders.
EMERGENCY MEDICAL SERVICES
Emergency Medical Services ensures emergency and trauma care while enhancing preparedness, response, and recovery capabilities for public health and medical emergencies.
DRIVER LICENSE DIVISION
At 27 offices throughout the state, the Driver License team works to license and regulate drivers in Utah and promote public safety.
EMERGENCY MANAGEMENT
The Emergency Management team works to coordinate the efforts necessary to mitigate, prepare for, respond to, and recover from emergencies, disasters, and catastrophes.
FIRE MARSHAL'S OFFICE
The Fire Marshal works to reduce the risk from fire and protect the public from the related hazards.
FORENSIC SERVICES
The Forensic Services Crime Lab is the only fully accredited lab in Utah. From its three locations, the team analyzes evidence from crime scenes and crime-related incidents for criminal prosecution and provides criminalistics laboratory services.
HIGHWAY SAFETY OFFICE
The team at the Highway Safety Office works to save lives by changing behavior and ensuring everyone on Utah’s roadways arrives safely. They also work to create a culture where roadway users take responsibility for their own and others' safety.
PEACE OFFICER STANDARDS AND TRAINING
The Peace Officer Standards and Training team provides professional standards and training, leadership, and certification for peace officers and dispatchers. It also protects the rights and privileges of Utah’s citizens while elevating the integrity of the profession.
STATE BUREAU OF INVESTIGATION
The State Bureau of Investigation agents collaborate with communities and allied agencies to reduce crime, increase security, and provide professional investigative services.
STATEWIDE INFORMATION AND ANALYSIS CENTER
The Statewide Information and Analysis Center team is an integral conduit to national security agencies. It supports Utah law enforcement with criminal information reports, case support, and threat assessments, focusing on crimes conducted in drug and human trafficking, criminal gangs, cyber threats, terrorism, mass threats of violence, and others.
STATE SECURITY
State Security works to provide a safe and secure environment to learn, work, and recreate state wide.
HIGHWAY PATROL
https://highwaypatrol.utah.gov
The men and women of the Utah Highway Patrol work 365/24/7 to provide quality police services and to protect the constitutional rights of all people in Utah.
Department of Public Safety Focus
Mission
Keeping Utah Safe through dedicated public service and partnerships to protect Utah's great quality of life.
Priorities
- Personal Preparation
- Internal Performance
- External Service
Goals
- Prepare employees for excellence in current assignments and future openings.
- Foster an internal culture that embraces meaningful work and inspires outstanding employee performance.
- Provide quality and consistent external services that improve public safety.
Goals in Depth
GOAL 1: PREPARE EMPLOYEES FOR EXCELLENCE IN CURRENT ASSIGNMENTS AND FUTURE OPENINGS
Objective
To ensure employees are well prepared to embrace a long-term career focus with the Department of Public Safety.
How will this benefit all customers involved with this goal?
With career development opportunities, ongoing success, effective support, and resources, our employees can best progress in their careers, leading to consistent public safety services for the communities they serve.
STRATEGY TO OBTAIN THE GOAL
1.1 Encouragement of Outstanding Performance
- 1.1.1 Identifying and supporting ideal performance
- 1.1.2 Attracting and retaining Public Safety’s finest
- Working to engage all employees and provide for their success
- 1.1.3 Employee progress evaluation through quarterly reviews
- Promote effective engagement and communication to ensure positive relationships and results
- 1.1.4 Celebration of successes
- Ensure employees are supported and recognized for their contributions
1.2 Support of Education, Training, and Career Engagement
- 1.2.1 Career Support and Professional Development
- Leadership development opportunities
- Advanced training and certification
- Skill development
- Benchmarks
- Tuition reimbursement
- Education recognition
- 1.2.2 Training Program Development
- Working to guide employees through their careers
1.3 Feedback and Continuous Communication Improvement
- 1.3.1 Town Hall Events
- Working to build effective communication throughout the organization
- 1.3.2 Internal Newsletters
- 1.3.3 MyDPS
- One-stop information platform for all things DPS-related
- 1.3.4 DPS Wellness 360
- Working to ensure healthy habits beyond the work environment
- 1.3.5 Employee Survey Feedback
- Opportunities to do better for our employees
Opportunities For Measuring Performance
- Number of employees retained past benchmark years
- Number of enrollments through identified training opportunities
- Percentage of quarterly evaluation improvements
- Percentage of those who apply and complete secondary education or certification
- Number of those who access townhall or myDPS communication platforms
- Number of participants in Wellness 360 programs
- Survey feedback
GOAL 2: FOSTER AN INTERNAL CULTURE THAT EMBRACES MEANINGFUL WORK AND INSPIRES OUTSTANDING EMPLOYEE PERFORMANCE
Objective
Embracing a culture that doesn’t settle for the status quo and strives to improve upon public safety services for the future.
How will this benefit all customers involved with this goal?
Through continual evaluation of the services we offer and the customers' needs, the Department of Public Safety will ensure consistent quality, timely response, and standards of excellence to meet the increasing population demands.
STRATEGY TO OBTAIN THE GOAL
2.1 Effective planning to support future public safety needs
- 2.1.1 Improving infrastructure and resources to support expanding services
- Ensuring capabilities support demands
- 2.1.2 Technology integration and expansion of technology services
- 2.1.3 Responding to increasing public safety responsibilities
- Ensuring continued public safety as growth and development occurs
- 2.1.4 Ensure staffing resources support DPS services and expansion requirements
- 2.1.5 Work with the Legislature to support public safety needs and funding changes
- Identifying and addressing areas of concern or potential gaps
- 2.1.6 Strengthening partnerships with external stakeholders to ensure consistent public safety services
- Ensuring consistent communication and collaboration with community stakeholders
Opportunities For Measuring Performance
- Response time improvement percentage
- Investigation time reduction percentage
- Percentage of services or cases meeting established timeframes
- Percentage of backlog reduction
- Percentage of qualified law enforcement completing training
- Number of participants involved in outreach engagements
GOAL 3: PROVIDE QUALITY AND CONSISTENT EXTERNAL SERVICES THAT IMPROVE PUBLIC SAFETY
Objective
Ensuring public safety customers receive the high-quality services they expect.
How will this benefit all customers involved with this goal?
Through continual evaluation of our services and customers' needs, the Department of Public Safety strives to ensure consistent quality, timely response, and standards of excellence.
STRATEGY TO OBTAIN THE GOAL
3.1 Optimize Systems and processes
- 3.1.1 Customer-centric focus
- Utilizing customer service feedback to support effective changes
- 3.1.2 Online Service Enhancement
- Invoicing and payment services
- Online training and education opportunities
- Applications for services
- 3.1.3 Improving current programming and technology expansion to support customer needs
3.2 Meet the needs of rural Utah
- 3.2.1 Rural Utah expansion of accessible services
- Working to ensure the availability of services beyond the population centers
- 3.2.2 Community outreach
- Working to ensure services are specific to the needs of the community
- 3.2.3 Expanding service availability
- Working with local communities and service providers to support activities
3.3 Work to meet the needs of the increasing population in all areas of the state
- 3.3.1 Identify areas in need of additional resources
- Ensuring communities have access to needed services and resources
Opportunities For Measuring Performance
- Percentage of community engagement opportunities
- Number of customer feedback responses
- Percentage of positive customer service responses
- Utilization percentage for online services
- Number of times online services are accessed
- Response time improvement percentage
Work Plan
| Goal # | Strategy | Champion | Resources Needed | Timeline | Status |
|---|---|---|---|---|---|
| 1.1 Encouragement of outstanding performance | |||||
| 1.1.1 | Identifying and supporting ideal performance | Employees, Supervisors, Managers, Directors | Funding to support performance and ensure retention of employees | Ongoing | Underway |
| 1.1.2 | Attracting and retaining Public Safety’s finest | Employees, Supervisors, Managers, Directors | Hiring and training of personnel, funding for staffing needs or increases in staffing | Ongoing | Underway |
| 1.1.3 | Employee progress evaluation through quarterly reviews | Employees, Supervisors, Managers, Directors | Time to manage and mentor, and funding to support career mobility | Ongoing | Underway |
| 1.1.4 | Celebration of successes | Employees, Supervisors, Managers, Directors | Time to manage and mentor, utilization of Public Information staff and MyDPS platform | Ongoing | Underway |
| 1.2 Support for Education, Training, and Career Engagement | |||||
| 1.2.1 | Career support and professional development | Supervisors, Managers, Directors, Administration | Time to manage and mentor, and funding to support career mobility | Ongoing | Underway |
| 1.2.2 | Training Program | Supervisors, Managers, Directors, Administration | Time and funding to manage program | Beginning discussions | Underway |
| 1.3 Feedback and Continuous Communication Improvement | |||||
| 1.3.1 | Town Hall | Employees, Public Information staff, Administration | Time to manage program | Ongoing | Underway |
| 1.3.2 | Internal Newsletters | Employees, Supervisors, Managers, Directors | Time to manage program | Ongoing | Underway |
| 1.3.3 | MyDPS | Public Information Staff | Time to manage program | Ongoing | Underway |
| 1.3.4 | DPS Wellness 360 | Employees, Wellness Coordinator | Time to manage program | Ongoing | Underway |
| 1.3.5 | Employee Survey Feedback | Employees, Administration, Governor's Office | Funding to address costly concerns, time to improve results | Ongoing | Underway |
| Goal # | Strategy | Champion | Resources Needed | Timeline | Status |
|---|---|---|---|---|---|
| 2.1 Effective planning to support expansion and future public safety needs | |||||
| 2.1.1 | Improving infrastructure and resources to support expanding services | Division Leadership, Administration, Legislature | Funding to support expanding services | Ongoing | Ongoing |
| 2.1.2 | Technology integration and expansion of technology services | Division Leadership, Administration, Legislature | Funding to support expanding services | Ongoing | Underway |
| 2.1.3 | Responding to increasing public safety responsibilities | Employees, Division Leadership, Administration, Legislature | Funding to support expanding services, staffing, and technology resources | Ongoing | Underway |
| 2.1.4 | Ensure staffing resources support DPS services and expansion requirements | Division Leadership, Administration, Legislature | Funding to support expanding services | Ongoing | Underway |
| 2.1.5 | Work with the Legislature to support public safety needs and funding changes | Division Leadership, Administration, Legislature | Time to support communication and strengthening of relationships, funding for changes | Ongoing | Underway |
| 2.1.6 | Strengthening partnerships with external stakeholders to ensure consistent public safety services | Employees, Division Leadership, Administration, Legislature | Time to support communication and strengthening of relationships | Ongoing | Underway |
| Goal # | Strategy | Champion | Resources Needed | Timeline | Status |
|---|---|---|---|---|---|
| 3.1 Optimize Systems and processes | |||||
| 3.1.1 | Customer centric focus | Administration, Division Leadership, Employees | Customer service surveys and communication, funding to address gaps, time to support changes | Ongoing | Ongoing |
| 3.1.2 | Online service enhancement | Legislature, Administration, Division Leadership, DTS | Customer service surveys and communication, funding to address gaps, time to support changes | Ongoing | Underway |
| 3.1.3 | Improving current programming and technology expansion to support customer needs | Legislature, Administration, Division Leadership, DTS | Funding, time to support changes | Ongoing | Underway |
| 3.2 Meet the needs of rural Utah | |||||
| 3.2.1 | Rural Utah expansion of accessible services | Legislature, Administration, Division Leadership, DTS | Customer service surveys, funding to address gaps, time to support changes | Ongoing | Ongoing |
| 3.2.2 | Community outreach | Administration, division leadership, employees | Time to support communication and strengthening of relationships | Ongoing | Underway |
| 3.2.3 | Expanding service availability | Legislature, Administration, Division Leadership, DTS | Funding, time to support changes | Ongoing | Underway |
| 3.3 Work to meet the needs of the increasing population | |||||
| 3.3.1 | Identify areas in need of additional resources | Legislature, Administration, Division Leadership, DTS | Funding to address gaps, time to support changes, communication and strengthening of relationships | Ongoing | Underway |