Strategic Plan Report Card for 2012 - Winnipeg · 2013-07-08 · Strategic Plan Report Card for 2012 4 We continue to work to ensure that our membership reflects the diverse make-up

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WINNIPEG POLICE SERVICE

Strategic Plan Report Card for 2012


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VisionA safer community built on strong, trusting relationships

MissionAs members of the Winnipeg Police Service, we commit to making Winnipeg safer by:

• Performing our duties with integrity,compassion and respect

• Building strong, trusting relationships withthe community, because we can't do it allalone

• Enhancing our effectiveness so we can bethere when we're needed the most, and

• Finding innovative ways to deliver ourservices

Service ValuesIntegrityActing in an open, honest and trustworthy way in all of our interactions with each other and the public

RespectHonouring individuals and diversity by showingcompassion and tolerance to all people

Citizen FocusConducting ourselves in a professional manner at alltimes, showing pride in service and commitment toserve the greater good

AccountabilityMaking quality, ethical decisions that guide ourindividual and collective efforts, and acceptingresponsibility for our actions

CourageServing on the street and in leadership roles, beingready to make tough decisions to valiantly protectpeople and their property

Vision, Mission

andService Values


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n behalf of all members of the Winnipeg Police Service, I ampleased to present the Winnipeg Police Service Strategic PlanReport Card for 2012. The publicly accessible 2012-2014Strategic Plan, and the Plan Report Card, reflects ourcommitment to being accountable and transparent to ourcommunity.

This document – our first report card – outlines how weperformed on the goals and initiatives set for 2012, andhighlight our plans for 2013 and 2014.

We are pleased to report that we took a number of importantsteps forward.

Downtown continues to be a priority for the Police Service.Notably in 2012, we saw the return of a dedicated downtown

foot patrol. Launched on January 29, 2012 its creation was part of the Service’s Downtown SafetyStrategy. The unit consists of 16 police members (14 Constables and 2 Patrol Sergeants),working days and evenings, seven days per week. These members are working to enhancecommunity relationships and increase public safety and crime prevention efforts downtown.

We also increased our police presence in the downtown during major events such as concertsand Winnipeg Jets games at the MTS Center. Our police officers, coupled with Cadets andDowntown Biz Patrols, are working to ensure a positive and safe environment for the 15,000people attending these events.

The Winnipeg Police Service is also doing more in the area of crime suppression throughproactive and intelligence-led policing. Uniform patrol districts are sharing more informationconcerning wanted persons, locations of interest, subjects of interest and other issues specific toeach district.

We also introduced a new proactive patrol car, not tied to specific calls. Working in the West Endand William Whyte areas of our city, this patrol car conducts directed patrols and targetedenforcement based on available intelligence information.

We’ve experienced a lot of success in bringing violent offenders back before the courts, throughthe creation of the Manitoba Integrated Warrant Apprehension Unit. A partnership with the RCMP,this proactive approach to dealing with these individuals has resulted in 763 persons beingarrested, with 603 detained in custody.

We are also taking positive steps forming healthy partnerships within the broader community.

The WPS website has been updated to include information in French, Chinese, Punjabi andSwahili. This helps individuals, who may struggle with English, have a better understanding of what to do if they need to contact police.

Message from the Chief

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We continue to work to ensure that our membership reflects the diverse make-up of ourcommunity.

In 2012, our members attended numerous special events and career symposiums hosted by a variety of multicultural groups seeking more information on policing and police recruitment.

The WPS’s Diversity Relations Section is working with the City of Winnipeg’s Wellness andDiversity Branch in providing bias-free training to hiring and selection panels. Our HumanResources Division is also working to provide bias-free training to panel members.

We continue to seek greater efficiencies in our operations.

We implemented a new system that allows the public to initiate online criminal record checkrequests. Another new web-based initiative enables the public to report certain crimes throughour website.

Working with the Broader Community

Our progress in 2012 reflects the commitment and dedication of members throughout ourorganization. In many cases it also reflects the spirit of co-operation and support we continue toreceive from the community.

Your support and assistance makes it possible for us to continue working towards our vision for asafer community, built on strong, trusting relationships.

We recognize that there is still plenty of work ahead of us. However, working together I know wewill accomplish great things for our city!

Thank you!

Devon ClunisChief of Police


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Long-term Goals and Action Items

Public Safety

1.1 Implement a Violent Crime Reduction Strategy1.2 Develop and Implement a Downtown Safety Strategy1.3 Establish Key Performance Indicators Service-wide1.4 Implement Intelligence-led, Evidence-based and Predictive Policing Models1.5 Implement and Maintain a Coordinated Traffic Enforcement Strategy

Investment in Our Members

2.1 Establish a Career Development Program for the Sworn and Civilian Sectors2.2 Develop and Implement a Civilian Staffing Strategy2.3 Develop an Enhanced and Sustainable Behavioural Health Strategy2.4 Streamline Disciplinary Processes

Innovation and Technology

3.1 Adopt the Major Case Management Structure3.2 Develop a Strategy that Will Address Our Current and Future Information

Technology Needs3.3 Adopt New Crime Prevention Initiatives that Involve Formal Planning and

Environmental Design

Relationship Building

4.1 Promote and Develop Recruitment Opportunities Reflecting a Dynamic and Diverse Population

4.2 Develop a Social Media Strategy for the Service4.3 Review Our Partnerships with External Agencies

Increased Efficiency / Return on Investment

5.1 Develop and Implement an Initiative Review and Approval Process5.2 Conduct a Review of Unit Mandates and Analyze the Current Structure

of Our Organization5.3 Develop an Asset Management and Equitable User Fee System to

Ensure Our Sustainability5.4 Develop a Budget Management Strategy5.5 Examine General Patrol Deployment and Dispatch Model


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2012 Goals:

• Reduce violent street crime acrossWinnipeg, with a focus on Downtown and higher crime rate areas.

• Reduce incidents of sexual assaults by 3% by 2014.

• Reduce incidents of assaults by 9% by 2014.

• Reduce incidents of strong-arm robberiesby 3% by 2014.

2012 Status:

A. The WPS implemented a 16-persondowntown foot patrol unit. (Accomplished)

B. A number of enforcement projects wereundertaken, including the use of theManitoba Integrated WarrantApprehension Unit. Members of the unitarrested 763 persons, with 603 detainedin custody. (In Progress)

C. The WPS has developed a Service-wideimplementation of automated filesavailable to all Uniform Operationsmembers in the field that outline subjectsand locations of interest. This system ispredicated on suppressing crime throughproactive and intelligence-led policingefforts. (In Progress)

D. Action Item 3.3 contains details on multi-unit residences. (In Progress)The WPS has a liaison and open channelof communication with the MLCC. (In Progress)

E. The Street Crime Unit conductedexpanded patrols on weekends from Mayto September. We also have expandedofficer deployment associated with theGang Response and Suppression Plan.(In Progress)

2012 Outcomes:

• Violent crimes dropped by 4% across Winnipeg from 2011 to 2012.

• Sexual assaults dropped by 5.6% across Winnipeg from 2011 to 2012.

• Assaults dropped by 3.0% acrossWinnipeg from 2011 to 2012.

• Strong-arm robberies increased by 2.8%across Winnipeg from 2011 to 2012.

The WPS will continue working toward further reductions in assaults and sexual assaults. Strong-arm robberies have been increasing. The WPS will work to reverse this trend.

2013 Revised Action Items:

B. The WPS will focus attention on streetgangs and the violence associated tostreet gangs.

• The WPS will work collaboratively withAdult and Youth Corrections as well asSchool Divisions to augment gangintervention efforts involving at-risk youth.

1.1 Implement a Violent Crime Reduction Strategy


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Action Owner: Superintendent Danny SmythAction Lead: Inspector Rick GuyaderAction Analyst: Ray Yuen

2012 2013 2014

A. Establish and Enhance New Permanent Beat Foot Patrols

Establish new permanent beat patrol downtown and in higher crime areas.

Maintain or increase foot patrol hours.

Maintain or increase foot patrol hours.

B. Implement Project-based Initiatives

Conduct enforcement projects as required.

Maintain or increase enforcement projects.

Revisions: Added focus on street gangs and theviolence associated to street gangs.Work with Corrections and School Divisions on intervention efforts.

Maintain or increase enforcement projects.

C. Create High-value Target Suppression Database

Create database of

targets.

Maintain database. Maintain database.Review database to ensure effectiveness.

D. Develop Crime Prevention Partnership Program

Work with partners to address problems in multi-unit residences.

Work with MLCC Inspectors to address liquor abuse.

Continue reducing problems in multi-unit residences.

Maintain or increase enforcement of LCA offences.

Continue reducing problems in multi-unit residences.

Maintain or increase enforcement of LCA offences.

E. Enhance High Visibility Beat Program

Use overlap projects to augment beat patrols.

Maintain or increase use of overlap projects.

Maintain or increase use of overlap projects.


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2012 Goals:

• Improve police presence in the downtownarea by enhancing foot and bicyclepatrols.

• Improve police presence at major eventssuch as sporting events, concerts andpublic art exhibitions.

2012 Status:

A. A full-time Safety Strategy and Major Events Coordinator position has beencreated and staffed. (Accomplished)Event plans for significant events in theSports and Entertainment District havebeen created and implemented.(Accomplished)

B. Sixteen full-time Beat Patrol positionshave been deployed, resulting in morethan 5,600 hours on patrol.(Accomplished)The Bike Patrol has been reinforced,resulting in more than 500 hours onpatrol. (Accomplished)

C. WPS members meet with the DowntownBIZ Association on a monthly basis, andare available for consultation whenrequired. (Accomplished)Active coordinated programs have beenimplemented between WPS & DowntownBIZ Association.

D. Other Canadian police agenciesconsulted and examples of public opinionsurveys received.Downtown specific questions to be addedto the WPS bi-annual general survey tobe conducted in 2013.In discussion with Downtown BIZAssociation to conduct a collaborativesurvey of store owners and businesses.(In Progress)

E. Division #11 Community Support UnitSupervisor has been trained in CrimePrevention Through EnvironmentalDesign (CPTED) principles.Limited number of new CPTEDassessments have been completed. CPTED Course scheduled for May 2013to train more police members in CPTEDprinciples. (In Progress)

1.2 Develop and Implement a Downtown Safety Strategy


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1.2 Develop and Implement a Downtown Safety Strategy OurWinnipegTM

Action Owner: Superintendent Dave ThorneAction Lead: Inspector Jim PooleAction Analyst: Richard Puttenham

2012 2013 2014

A. Increase Police Presence at Major Events

Establish a full-time Safety Strategy and Major Events Coordinator position.Implement an Event

events in the Sports and Entertainment District.

Maintain increased presence.

Maintain or increase resources for Event Plan.

Maintain increased presence.

Maintain or increase resources for event plan.

B. Enhance Foot Patrols Increase foot patrol by 500 hours.

Increase bicycle patrol by 500 hours.

Maintain or increase foot and bicycle patrol hours.

Maintain or increase foot and bicycle patrol hours.

C. Coordinate Operations with Downtown Business Improvement Zone (BIZ)

Meet with BIZ organizations and downtown partners quarterly.

Maintain quarterly meetings.

Maintain quarterly meetings.

D. Conduct Public Opinion Surveys for Downtown Users and Citizens

Develop and conduct public opinion survey.

Conduct a public opinion survey of downtown users and citizens.

Conduct a public opinion survey of downtown users and citizens.

E. Increase Crime Prevention through Environmental Design (CPTED) Assessments

Train Division #11 Community Support Unit Supervisor in CPTED principles.

Increase number of CPTED assessments.

Maintain or increase number of CPTED assessments.

Maintain or increase number of CPTED assessments.

1.2 Develop and Implement a Downtown Safety Strategy


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Goal:

• Establish a set of Service-wide KeyPerformance Indicators (KPI), which willprovide information to assist the Servicein pursuing its Vision.

2012 Status:

A. Key performance indicators have beenidentified for Uniform Operations.

• Information & Technology ServicesDivision (ITSD) is required to developqueries and reports within the Service’sRecord Management System.

• ITSD did not have the capacity to take on this project during 2012. (Not Accomplished)

2013 Revised Action Item:

A. Have the necessary KPI queries andreports developed by Information &Technology Services Division. This mayrequire a review of the projects they areassigned to determine priority.

1.3 Establish Key Performance Indicators Service-wide

Action Owner: Superintendent Danny SmythAction Lead: Inspector Gord PerrierAction Analyst: Ray Yuen

2012 2013 2014

A. Establish and Entrench KPIs for Uniform Operations

Establish KPIs for Uniform Operations

management and patrol unit area ownership.

Monitor and evaluate.Revision: ITSD to develop KPI queries and reports.

Monitor and evaluate.

B. Establish KPIs for Criminal Investigative Bureaus

No action. Establish KPIs. Monitor and evaluate.

C. Establish KPIs for Administrative Divisions / Units

No action. No action. Establish KPIs.

1.3 Establish Key Performance Indicators Service-wide


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Goal:

• Develop and implement efficient modelsusing crime analysis that focuses ourresources.

2012 Status:

• An independent consultant completed a review of the Service’s crime analysiscapacity. (Accomplished)

• A five-year plan was introduced to guide the Service in acquiring a morecomprehensive crime analysis capacity.(In Progress)


• Establish a Crime Analyst Supervisorposition.

1.4 Implement Intelligence-led, Evidence-based and Predictive Policing Models

Action Owner: Superintendent Danny SmythAction Lead: Inspector Bruce OrmistonAction Analyst: Ray Yuen

2012 2013 2014

A. Implement Intelligence-led, Evidence-based, Predictive Policing Models

Hire a consultant to determine resource requirements and allocation of Crime Analysts.

Recruit and train Crime Analysts.Revision: Establish a CrimeAnalyst Supervisor position.

Provide intelligence-led education for members.Practise better policing through intelligence-led analyses.

1.4 Implement Intelligence-led, Evidence-based and Predictive Policing Models


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2012 Goals:

• Enhance road safety and the efficient flowof traffic by reductions in impaired drivingcollisions/events, reductions in distracteddriving and reductions in driving atexcessive speeds.

• Increase public education and awarenessto foster safer streets.

2012 Status:

A. In collaboration with externalpartnerships, the WPS continues to assistin the production of the annual province-wide Traffic Safety Calendar, andparticipate in the highly successful RoadWatch program, targeting impaireddriving.With the introduction of new distracteddriving legislation in 2010, the WPS hasincreased its public awareness of thelegislation through targeted enforcementprojects. (Complete)

B. As a result of efforts of the ManitobaAssociation of Chiefs of Police, a single,unified contact point has beenestablished for reporting collisions. Allroutine collisions are reported to MPI andcriminal collisions or collisions involvingserious injury are reported to police. The WPS has an ongoing relationshipwith MPI to use collision data in targetingenforcement. (Accomplished)

D. The City of Winnipeg is not pursuing feecollection for parade and escort servicesat this time. (Not Accomplished)

E. The WPS plan for traffic enforcemententails all uniform officers beingresponsible for traffic enforcement.(Accomplished)

1.5 Implement and Maintain a Coordinated Traffic Enforcement Strategy


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Action Owner: Superintendent Keith Walker Action Lead: Inspector Scot HalleyAction Analyst: Ray Yuen

2012 2013 2014

A. Increase Road Safety by Reducing Impaired Driving, Distracted Driving and Speeding

Increase public education and awareness.

Maintain or increase education and enforcement efforts.

Maintain or increase education and enforcement efforts.

B. Develop an Collision

Reporting System OurWinnipegTM

Continue to liaise with MPI to develop collision reporting and analysis process.

Complete reporting and analysis process.

Continue to track and analyze collision data.

C. Use Intelligence-led Policing to Analyze Vehicle Collisions and Violations OurWinnipegTM

No action. Assign the portfolio to a Crime Analyst.

Commence collision analysis and provide regular reporting.

D. Reduce Resources Required for Parades and Escorts OurWinnipegTM

Continue to liaise with Corproate Support Services to identify cost recovery opportunities.

Ensure equitable cost-recovery for parades and escorts.

Ensure equitable cost-recovery for parades and escorts.

E. Clarify Central Unit Mandate and Coordination with Uniform Divisions

Develop plan to assign responsibility and reduce overlap between Divisions.

Monitor and review. Monitor and review.



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2012 Goal:

• Improve mentoring, leadership andsupervisory development across allranks, officers and civilians, to betterenable career advancement anddevelopment.

2012 Status:

A. The WPS has developed a Sergeantorientation manual for General Patrolmembers, specific to each Division.The Leadership Development Course hasbeen expanded for all newly promotedofficers.Leadership development is ongoing through all ranks, includingPatrol/Detective Sergeants, Sergeants,Staff Sergeants and Civilians.(Accomplished)

B. The WPS is developing a Career Profilerfor Constables. The Career Profileridentifies an individual’s strengths andweaknesses, and identifies suitable jobsand details to conform to personalstrengths. (In Progress: Constables/Not Accomplished: other ranks andcivilians)


A. Combine newly promoted training with leadership training.

B. Implement the Career Profiler.


A. Continue to expand leadership training.B. Expand the Career Profiler and research

applicability of Career Profiler or similarprogram for civilians.

2.1 Establish a Career Development Program for Sworn and Civilian Sectors

Action Owner: Superintendent Keith WalkerAction Lead: Inspector Allison StephansonAction Analyst: Ray Yuen

2012 2013 2014

A. Improve Supervisor and Leadership Development

Establish training standards for all levels of supervisors.

Implement training standards.Revision: Combine newlypromoted training withleadership training.

Continue to implement training standards.Conduct a survey with the members and review progress. Revision: Continue to expand leadership training.

B. Create and Implement

Career Enhancement

Establish a Career Enhancement Plan.

Implement the Career Enhancement Plan.Revision: Implement the Career Profiler.

Continue with Career Enhancement Plan.Conduct a survey with the members and review progress. Revision: Expand the Career Profiler andresearch applicability ofCareer Profiler or similarprogram for civilians.

2.1 Establish a Career Development Program for Sworn and Civilian Sectors


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2012 Goal:

• Increase civilian staffing to meet Serviceneeds, and to civilianize positions notrequiring sworn officers.

2012 Status:

A. The City of Winnipeg’s Audit Departmentconducted a Civilianization Audit in 2012. The results of this audit are expected tobe made public in 2013. The WPS willconsider recommendations of the City of Winnipeg Audit prior to developing acivilian staffing strategy. (In Progress)


A. Develop a civilian staffing strategy.• Identify positions that can be civilianized,

including current and new positions.• Determine optimal civilian staffing levels.

2.2 Develop and Implement a Civilian Staffing Strategy

Action Owner: Superintendent Keith WalkerAction Lead: Inspector Allison StephansonAction Analyst: Ray Yuen

2012 2013 2014

A. Examine Civilian Position Requirements and Assess / Align with City of Winnipeg Civilianization Audit

Identify positions that can be civilianized.

Seek funding for civilian positions.

Recruit civilian members.

Increase civilian complement based on need.Revision: Develop a civilianstaffing strategy.Identify positions that canbe civilianized. Determine optimal civilian staffing levels.

Continue to increase civilian complement based on need.

2.2 Develop and Implement a Civilian Staffing Strategy


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2012 Goal:

• Enhance support for our members.

2012 Status:

A. The WPS hired a full-time ServicePsychologist in 2012. (Accomplished)

B. One full-time Wellness Officer is receivingtraining. Three part-time WellnessOfficers have received preliminarytraining. (In Progress)

C. The WPS will continue to train its existing23 Peer Support Group members. Thecurrent group should complete minimumbaseline skills training prior to groupexpansion. (Not Accomplished)


B. Continue training for full-time and part-time Wellness Officers.

C. Continue training for Peer Support Group.


B. Continue and complete training for full-time and part-time Wellness Officers.

C. Complete training for Peer Support Group and explore expansionpossibilities.

2.3 Develop an Enhanced and Sustainable Behavioural Health Strategy

Action Owner: Service Psychologist, Dr. Shelley RhynoAction Lead: Patrol Sergeant Ron BiltonAction Analyst: Ray Yuen

2012 2013 2014

A. Hire a Full-time Service Psychologist

Have full-time Psychologist in place.

Maintain position. Maintain position.

B. Develop Additional Select additional Wellness

appropriate training.

Continue to develop members and blend into operations.Revision: Continue trainingfor full-time and part-timeWellness Officers.

Revision: Continue training for Peer Support Group.

Continue program and review effectiveness.Revision: Continue and complete training for full-time and part-time Wellness Officers.

Revision: Complete trainingfor Peer Support Groupand explore expansion possibilities.

C. Enhance the Peer Support Group

Increase the Peer Support Group number to 40.

Bring all 40 of the Peer Support Group to a fully functional status and maintain regular Group meetings.

Maintain Peer Support Group.

2.3 Develop an Enhanced and Sustainable Behavioural Health Strategy


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2012 Goal:

• Streamline the disciplinary processes andprovide members with an appropriate,ethical decision-making guide.

2012 Status:

A. The WPS is in the process of developinga comprehensive discipline procedurethat emphasizes professional conductand integrates education-based andprogressive discipline. The WPS willimplement a new performancedocumentation process to provide theproper mechanism for the ProfessionalConduct Policy. (In Progress)

B. The WPS has been providing educationalseminars and promoting professionalconduct to the members.

The multi-faceted and specially designedpresentations instill professionalism to themembership on a personal basis. (Complete)The WPS also issues a code of ethicsannually. The WPS attempted to expand theethics training by commissioning an ethicsinstructor trainer to conduct a province-wideethics instructor course. Funding for thisinitiative was denied at the provincial level.The WPS will continue to expand ethicstraining by other means. (Not Complete)


A. Adopt the Professional Conduct Policyand implement the requisite performancedocumentation process.

B. Expand the educational seminars toinclude multi-media distribution and videopresentations.

2.4 Streamline Disciplinary Processes

Action Owner: Superintendent Dave ThorneAction Lead: Inspector Greg BurnettAction Analyst: Ray Yuen

2012 2013 2014

A. Review Rules and Regulations, Examine Terminology, and Employ Education-based Discipline

Develop a comprehensive discipline procedure.

Implement procedure – adjust as necessary.Integrate education-based discipline into discipline process.Reduce disciplinary process times and establish baselines.Revision: Adopt the Professional Conduct Policyand implement the requisiteperformance documentationprocess.

Adjust new procedure as necessary.

Expand education-based discipline usage.

B. Develop an Educational Strategy that Enhances Professionalism

Implement educational components.

Develop a new code of ethics.

Maintain educational component as required.Revision: Expand the educational seminars toinclude multi-media distribution and videopresentations.

Maintain educational component as required.

2.4 Streamline Disciplinary Processes


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2012 Goals:

• Acquire and implement Major CaseManagement (MCM) software.

• Educate members on MCM structure and incorporate into processes.

2012 Status:

A. Identified and acquired suitable MCMsoftware.

• Trained members in its use.• Implemented and evaluated pilot project.• Developed Service-wide implementation

plan. (Complete)


A. Monitor and evaluate pilot project.B. Develop interface between MCM software

and other department-owned products(Niche).

• Take over and eliminate IA Pro software.


A. Expand use to high-risk units (HomicideUnit, Major Crimes Unit, etc.).

3.1 Adopt the Major Case Management Structure OurWinnipegTM

Action Owner: Superintendent Danny SmythAction Lead: Inspector Gord PerrierAction Analyst: Ray Yuen

2012 2013 2014

A. Research and Purchase MCM Software and Process as Investigative Tools

Identify and evaluate available MCM software.

Purchase and implement MCM software.

Train appropriate mem-bers on MCM usage.

Revision: Monitor and evaluate MCM pilot project.

Monitor and expand MCM software usage where possible.

Revision: Expand use to high-risk units (Homicide Unit, Major Crimes Unit, etc.).

B. Expand Software into Information Retention / Corporate History / Records Management and Explore Applicability to Executive Document Tracking Processes

No action. Adapt processes to MCM software.

Expand the MCM soft-ware for the Executive document tracking pro-cess.Revision: Develop interfacebetween software products.

Take over and eliminate IA Pro software.

Search for further applica-bility for MCM.

3.1 Adopt the Major Case Management Structure


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2012 Goals:

• Ensure public safety by keeping pacewith current technology.

• Improve public access to policeprocesses through technological andelectronic means.

2012 Status:

A. The WPS currently has an InformationTechnology (IT) mandate and workinggroups that meet regularly to ensure thatour systems continue to focus on publicsafety and meet business needs.The WPS continuously upgradesinformation systems to meet businessand technical demands. We keep pacewith technical advancements to maintaincapacity for all mission-critical services.(Complete)

B. The WPS is in the process of assessingonline applications, fee collections andpermit issuance. This process mayrequire partnering with City of Winnipegservices. We are determining whichprocesses will be required. (In Progress)

C. The WPS introduced the Citizen OnlineReporting System to receive onlinereports for property and vehicle damage,lost property, theft and theft from vehicles.(In Progress)


A. The WPS will look at forming apermanent IT Steering Committee. The WPS will continue to focus on publicsafety and maintaining essential services.

3.2 Develop a Strategy that Will Address Our Current and Future Information Technology Needs


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Action Owner: Superintendent Jim McIsaacAction Lead: Juanita Desouza-HuleteyAction Analyst: Ray Yuen

2012 2013 2014

Adhere to IT mandate with a focus on public safety and maintaining essential services.

Maintain capacity for mission critical services.

Continue decision-making through IT Steering Committee. Revision: Form a permanentIT Steering Committee.

Continue decision-making through IT Steering Committee.

B. Develop Online Permit Process (Noise, Parade, Alarm, etc)

Assess process of integrating online applications with fee collection and permit issuance.

Assess programs suitable for online permit process.

Seek to amend applicable By-laws.

Have fully functional online permit attainment process.

C. Develop and Implement Electronic Disclosure Process

In progress. Complete implementation of process. process.



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3.3 Adopt New Crime Prevention Initiatives that Involve Formal Planning and Environmental Design

Action Owner: Superintendent Keith WalkerAction Lead: Inspector Scot HalleyAction Analyst: Richard Puttenham

2012 2013 2014

A. Incorporate a Crime-free Multi-housing Program

Research principles of Crime-free Multi-housing Program.

Establish Crime-free Multi-housing Program.

Maintain or increase number of Multi-housing residences that are part of program.

Review the effectiveness of the program.

B. Develop CAN to Consolidate Crime Prevention Initiatives with Communities OurWinnipegTM

Establish CAN program. Maintain CAN program. Review the effectiveness of the program.

C. Review Capacity to Conduct CPTED Evaluations OurWinnipegTM

Review current Service capacity to conduct CPTED assessments. Determine need for additionalCPTED trained members.

Conduct CPTED training for members as determined by needs assessment.

Review current and future need for CPTED trained members.

2012 Goals: • Reduce the number of calls for service

to multi-housing residences.• Develop and implement a community-

based crime prevention and reportingmechanism for citizens.

• Review the Service’s ability to performCrime Prevention Through EnvironmentalDesign (CPTED) evaluations to helpreduce crime.

2012 Status: A. WPS has met with key stakeholders,

such as Manitoba Housing, to presentand begin the initial stages of the crime-free multi-housing program.

A Sergeant in Community Relations has been tasked to oversee this project.(In Progress)

B. The Citizen’s Action Network (CAN) waslaunched in 2011 and was expanded in2012. (Complete)

C. The Division #11 Community Support UnitSupervisor has been trained in CrimePrevention Through EnvironmentalDesign (CPTED) principles.A limited number of new CPTEDassessments have been completed. (In Progess)A CPTED Course is scheduled for May 2013 to train more police membersin CPTED principles. (In Progress)

3.3 Adopt New Crime Prevention Initiatives that Involve Formal Planning and Environmental Design


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2012 Goals: • Increase and maintain diversity of

our members.

2012 Status:

A. From the latest available data (2006),the Labour Market Availability forAboriginal police officers is 10.6%. As of 2011 (latest figures), 10.8% ofour officers have declared themselvesto be Aboriginal. The Labour Market Availability forVisible Minority police officers is 6.4%.In 2011, Visible Minorities comprise6.9% of the WPS officers. (Complete)

B. The WPS attends numerous eventsand career symposiums promotingrecruitment that are hosted bymulticultural groups. These eventsinclude those hosted by variousAboriginal groups, African and Koreangroups, Umoja, high schools and post-secondary institutions. The WPS alsoadvertises recruitment opportunities inmainstream newspapers as well asAboriginal newspapers. In conjunctionwith the RCMP, the WPS and Umojafacilitated a community event withimmigrant community members, andnewcomer leaders and youths. TheWPS provides Diversity and AboriginalTraining, Public Presentations, andother public events. (Complete)

C. The Service’s Diversity RelationsSection is working with the City ofWinnipeg’s Wellness and DiversityBranch in providing bias-free training tohiring and selection panels. WPSHuman Resources is also working toprovide bias-free training to panelmembers. (In Progress)



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Action Owner: Superintendent Keith WalkerAction Lead: Inspector Elizabeth PilcherAction Analyst: Ray Yuen

2012 2013 2014

A. Continue to Support Educational Opportunities for Aboriginal Peoples and Recent Immigrants which Help Them Gain Employment with the Service, and Ensure Diversity of Our Membership OurWinnipegTM

Seek out opportunities to meet with under represented peoples.

Participate in training opportunities for Aboriginal and immigrant groups.

Have and maintain appropriate Service representation in Aboriginal and immigrant committees.

B. Maintain Presence on Working

Group

Act as a positive and proactive group building relationships between the Service and diverse communities.

Act as an outreach group for recruiting.

Develop activities, projects and events.

Continue to develop working group and expand activities.

C. Provide Training for Members of Hiring and Selection Panels

Continue to deliver bias-free selection training.


Evaluate results.


Evaluate results.

4.1 Promote and Develop Recruitment Opportunities Reflecting a Dynamic andDiverse Population


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2012 Goal:

• Develop social media as acommunications tool with accompanying policy and procedure.

2012 Status:

A. The WPS has aligned with the City of Winnipeg’s social media protocols.The WPS is currently using YouTube todistribute videos. The WPS is prepared to launch its ownFacebook page and Twitter feed. (Complete)

B. The WPS is in the process of developingpolicy and procedure on member use ofsocial media. (In Progress)


A. Launch social media properties onFacebook and Twitter. Enhance social media exposure andcontinue to explore social mediaplatforms.

B. Complete and publish policy andprocedure concerning the use of social media by WPS members.

4.2 Develop a Social Media Strategy for the Service

Action Owner: Superintendent Jim McIsaacAction Lead: Inspector Doug RoxburghAction Analyst: Ray Yuen

2012 2013 2014

A. Expand our capacity to use Social Media

Determine our current and future opportunities.

Integrate social media into our Public Information programs.Revisions: Launch social media properties.

Enhance social mediaexposure and continue toexplore social media platforms.

Continue to embrace new social media.

B. Regulate Social Media Usage within the Service

Develop policy and procedure on member usage of social media.

Monitor and evaluate adherence. Revision: Complete and publish policy and procedure.

Monitor and evaluate adherence.

4.2 Develop a Social Media Strategy for the Service


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2012 Goal:

• Enhance service to the citizens ofWinnipeg through our various workingpartnerships.

2012 Status:

A. The WPS has developed a list ofpartnerships. (Complete)Identified their liasions. (Complete)We are in the process of assessing thevalue of current and potentialpartnerships. (In Progress)

B. Inventory of Boards and Committees hasbeen developed. (Complete)We are in the process of assessing thepotential value of our presence on Boardsand Committees. (In Progress)

4.3 Review Our Partnerships with External Agencies

Action Owner: Superintendent Keith Walker Action Lead: Inspector Scot HalleyAction Analyst: Ray Yuen

2012 2013 2014

A. Keep Current on Statuses of All External Partners and Potential Partners

Identify and publish a list of current partners. Develop criteria for entering into partnerships.

Establish a list of liaisons for current and potential partners.

Assess value of current or potential partnerships.

Discontinue partnerships where the Service provides or receives no

Establish new partnerships where the Service can provide, or stands to receive value.

Discontinue partnerships where the Service provides or receives no

Establish new partnerships where the Service can provide, or stands to receive value.

B

Create an inventory of Boards and Committees to which members are assigned.

Identify potential Boards and Committees that will

of members of the Service.

Remove presence from Boards and Committees where the Service provides or receives no

Establish presence where the Service can provide or

Only maintain presence on Boards and Committees where the Service provides or

4.3 Review Our Partnerships with External Agencies


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2012 Goals:

• Increase the efficiency for submittingreports and providing time sensitivefeedback.

• Define the appropriate levels of authorityand accountability throughout the Service.

2012 Status:

A. Reviewed the curre nt mechanism forsubmission of administrative reports. A new model for submission ofadministrative reports, which includessteps for approving, declining or returningfor rework and re-submission, has beendrafted. Administrative reports model has beenapproved and implemented.Process to be revisited in 2013 with newSuperintendent Group. (Complete)

B. WPS has authorized the SuperintendentsGroup to review and approve newinitiatives.Superintendent Weekly Business Ruleshave been approved by the Chief ofPolice and implemented.Process to be revisited in 2013 with newSuperintendent Group. (Complete)

C. WPS Executive has approved thedissemination of accountability andauthorization down the chain of commandbelow the level of Superintendent.The WPS is experiencing a philosophicalchange with junior ranks assuming morecare and control over routine policematters. (Complete)

D. Opinion surveys involving keystakeholders within the Service are beingconducted at time of this report.Each procedure manual topic currentlybeing rewritten by the Research andDevelopment Unit is being vetted toassure appropriate level of authority. (In Progress)

5.1 Develop and Implement an Initiative Review Process


27


Action Owner: Superintendent Dave ThorneAction Lead: Inspector Doug RoxburghAction Analyst: Richard Puttenham

2012 2013 2014

A. Formally Recognize the Internal Administrative Report Process

Review current practice for submission of reports and feedback, and provide new model for Executive approval.

Implement streamlined submission and feedback system for reports.Establish levels of authority for reports.

Review new submission and feedback system to determine if meeting needs of our members.

B. Entrench the Superintendent Group as the Main Filtering Mechanism for New Initiatives

Develop Business Rules regarding initiative approval process.

Implement and adjust as necessary.

Adjust as necessary.

C. Ensure Clarity of Authority, Accountability and Capacity as they Relate to New Initiatives

Establish approved levels of authority and accountability.

Review implemented changes.


D. Review Levels of Approval Required throughout Procedure Manual

Review current levels of approval within policy and procedure.

Establish criteria for approval.




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2012 Goals:

• Ensure our units are efficient andeffective, and operating with clearmandates.

• Ensure an equitable span of controlthroughout our organizational structure.

2012 Status:

A. The WPS has reviewed policy statementsand mandates for all divisions and units.(Complete)

B. The WPS is in the process of surveyingmandate priorities and goals, as well asareas outside of the mandate parameters.(In Progress)

C. The WPS is in the process of definingPilot Projects for procedures/processes or other administrative functions. (In Progress)


C. Develop a procedure which lays out theprocess for submitting a proposal for apilot project which includes the criticalinformation necessary for an informeddecision to be made regarding theproposed initiative. Pilot project proposalswill include clear dates for evaluation, adefined end date for the project, andidentify a specific person(s) who isresponsible for the pilot project. The WPS will identify a specific group thatdetermines the viability of proposed pilotprojects. This group will give final evaluationand determine whether a pilot projectbecomes a permanent WPS process, or be terminated after its life cycle. The WPS will maintain a “Pilot Project”page on the WPS intranet to keepmembers up-to-date on ongoing projects,and enhance accountability.

5.2 Conduct a Review of Unit Mandates and Analyze the Current Struc-ture of Our Organization

Action Owner: Superintendent Dave ThorneAction Lead: Inspector Gord FriesenAction Analyst: Ray Yuen

2012 2013 2014

A. Review Mandates and Their Adherence Service-wide

Review current policy statements and in-house mandates.

Adjust alignments and eliminate duplication and overlaps.

Conduct a review.

B. Review / Adjust Specialty Units and Sections

Review Units according to needs, mandates and priorities.

Adjust as necessary. Adjust as necessary.

C. Ownership

Establish an authority, accountability and capacity process.

Continue to review, terminate, extend or renew projects.Revision: Develop a procedure for developing and authorizing pilot project proposals.

Continue to review, terminate, extend or renew projects.

5.2 Conduct a Review of Unit Mandates and Analyze the Current Structure of Our Organization


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2012 Goal:

• Increase efficiency and reduce wasteacross the Service.

2012 Status:

A. The WPS has not developed a workinggroup yet but we expect to do so in thecoming year. (Not Complete)

B. This is an on-going process that the WPS hasbeen pursuing. We have adjusted some ofour rates and fees accordingly. (In Progess)

C. Online Criminal Record Checks areoperational and the WPS is looking intoimplementing an online process for AlarmPermits. (In Progress)

D. Daily tracking of police inventory has not beenaccomplished yet. The WPS will conduct asystem-wide inventory audit to coincide with theopening of the new Headquarters. (Not Complete)


A. Develop a working group to implement allaccepted recommendations from the ServiceCost Recovery Audit.

B. Continue to Implement Cost RecoveryOpportunities from Programs.

C. Develop Online Permit Process for Alarm Permits.D. Delay action until the opening of the new

Headquarters.

5.3 Develop an Asset Management and Equitable User Fee System to Ensure Our Sustainability

Action Owner: Superintendent Jim McIsaacAction Lead: Controller Ron SmolikAction Analyst: Ray Yuen

2012 2013 2014

A. Develop a working group to implement all accepted recommendations from the Service cost recovery audit

Determine timelines for list of audit recommendations.

analyses to determine feasibilities.Revision: Develop workinggroup.

Revision: Continue implementation.

Revision: Develop on-line alarm permit process.

Revision: Delay until opening of the new headquarters.

Monitor followed-through projects.

B. Implement Cost Recovery Opportunities from Programs

Examine cost recovery opportunities.

Adjust or delete programs Maintain cost recovery as a minimum.

C. Develop Online Permit / Parade / Noise / Alarms Process and Criminal Record Checks

In progress. Complete process. No measurement necessary.

D. Enhance Daily Tracking of Police Inventory

Employ inventory tracking program.

Maintain inventory records and establish purchase / movement best practices.

Maintain purchase / movement best practices.

5.3 Develop an Asset Management and Equitable User Fee System to Ensure Our Sustainability


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2012 Goal:

• Improve process for authorizing overtimeand reduce waste.

2012 Status:

• A formal Budget Management Processhas been implemented. (Complete)

• Senior Management has been trainedand is reporting on this regularly.(Complete)


• The WPS will expand the BudgetManagement Process to include lowerlevels of management.

5.4 Develop a Budget Management Strategy

5.4 Develop a Budget Management Strategy

Action Owner: Superintendent Danny SmythAction Lead: Controller Ron SmolikAction Analyst: Ray Yuen

2012 2013 2014

A. Implement the Budget Management Process

Develop and implement process.

in process.

Monitor strategy.

Revision: Expand Budget Management process.

Monitor strategy.


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5.5 Examine General Patrol Deployment and Dispatch Model

Action Owner: Superintendent Dave Thorne Action Lead: Inspector Cam BaldwinAction Analyst: Ray Yuen

2012 2013 2014

A. Conduct a Review of Cruiser Deployment and Dispatch

Conduct a review of dispatch procedure.

Conduct a review of Patrol Unit Area boundaries.

Implement Pilot Project

Operations Division.Revisions: Deploy specialized units.Adjust schedules.Hire Crime Analysts.

Evaluate Pilot Project results. Implement successes city-wide.Revisions: Deploy new Crime Analysts based on intelligence.Increase specialized units in high-crime areas.Modify shift and platoon structures.

2012 Goal:

• Maximize efficiency of cruiserdeployment.

2012 Status:

• The dispatch procedure has beenreviewed. The WPS has increased itscommunications complement to managethe call volume. Further recommendedactions include improvements to queuemanagement by the expansion ofAlternate Phone Response. AlternatePhone Response has been embedded inthe Communications Centre. (Complete)

• The Patrol Unit Areas Model needsupdating and adjustment. The WPS isexploring the deployment of front-lineresources with a layered-policingstructure, based on Calls for Service,Directed Patrol, Intelligence-led Policing,and Queue Management. (In Progress)


• Deploy specialized uniform units in high-crime areas.

• Adjust supervisor and shift schedules to maximize efficiency.

• Hire three Crime Analysts, withaccompanying clerks.


• Hire three additional Crime Analysts, withdeployment based on 2013 intelligence.

• Increase specialized units in high-crimeareas.

• Modify shift and platoon structures.

5.5 Examine General Patrol Deployment and Dispatch Model

WINNIPEG POLICE SERVICE

Winnipeg Police ServicePublic Safety Building • P.O. Box 1680 • Winnipeg • Manitoba • R3C 2Z7

www.winnipeg.ca/police

Documents

Strategic Plan Report Card for 2012 - Winnipeg · 2013-07-08 · Strategic Plan Report Card for 2012 4 We continue to work to ensure that our membership reflects the diverse make-up