2012-2014 Strategic Plan

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WINNIPEG POLICE SERVICE

THE ROADMAP

A Strategic Plan for 2012-2014

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A safer community built on strong, trusting relationships

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Table of Contents

Long Term Goals and Action Items 3

Message from the Chief 4

Vision, Mission and Service Values 5

Purpose of the Winnipeg Police Services Strategic Plan 6

The Planning Process 7

Life of the Planning Process 8

Winnipeg at a Glance 9

Policing and Crime 10

Operational and Capital Budget Planning 12

Managing New Initiatives 13

Authority, Accountability and Capacity 14

Transition to New Police Facilities 16

Making Difficult Decisions 17

Our Senior Managers 18

Roles and Responsibilities with the Strategic Plan 18

The Long-term Goals 19

Public Safety 19

Investment in Our Members 25

Innovation and Technology 30

Relationship Building 34

Increased Efficiency / Return on Investment 38

Glossary 44

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Long-term Goals and Action Items

Public Safety1.1 Implement a Violent Crime Reduction Strategy

1.2 Develop and Implement a Downtown Safety Strategy

1.3 Establish Key Performance Indicators Service-wide

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

1.5 Implement and Maintain a Coordinated Traffic Enforcement Strategy

Investment in Our Members2.1 Establish a Career Development Program for the Sworn and Civilian Sectors

2.2 Develop and Implement a Civilian Staffing Strategy

2.3 Develop an Enhanced and Sustainable Behavioural Health Strategy

2.4 Streamline Disciplinary Processes

Innovation and Technology3.1 Adopt the Major Case Management Structure

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

3.3 Adopt New Crime Prevention Initiatives that Involve Formal Planning andEnvironmental Design

Relationship Building4.1 Promote and Develop Recruitment Opportunities Reflecting a Dynamic and

Diverse Population4.2 Develop a Social Media Strategy for the Service

4.3 Review Our Partnerships with External Agencies

Increased Efficiency / Return on Investment5.1 Develop and Implement an Initiative Review and Approval Process

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

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

Our Sustainability5.4 Develop a Budget Management Strategy

5.5 Examine General Patrol Deployment and Dispatch Model

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I Vision, Mission and Service Values

The Vision is what an organization strives to achieve; it is the ideal behind everythingthat is done. The members within the organization continually work towards the Vision.The Winnipeg Police Service Vision is:

The Mission Statement identifies the objectives and driving forces that help theorganization move towards its Vision. It spells out the rationale behind efforts that are

undertaken. The Mission Statement of the Winnipeg Police Service is:

An organizations values are identified so that all members are aware of specificqualities that must be held in the highest regard. Values form the basis of ethicalconduct:

Service Values

Integrity

Acting in an open, honest and trustworthy way in all of our interactionswith each other and the public

RespectHonouring individuals and diversity by showing compassion and tolerance

to all people

Citizen FocusConducting ourselves in a professional manner at all times, showing pridein service and commitment to serve the greater good

Accountability

Making quality, ethical decisions that guide our individual and collectiveefforts, and accepting responsibility for our actions

CourageServing on the street and in leadership roles, being ready to make toughdecisions to valiantly protect people and their property

Mission

As 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 with the community, because we can't do it all alone

Enhancing our effectiveness so we can be there when we're needed the most, and

Finding innovative ways to deliver our services

Vision

A safer community built on strong, trusting relationships

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The main purposes of the ServicesStrategic Plan are to:

Give clarity and practicalapplication to our Vision,

Mission Statement and

Service Values

Define the long-term goals ofthe Winnipeg Police Serviceand how to achieve them

Inform our citizens about thepolicing services we canprovide, and the standardsthey can expect

Establish measures todetermine our progresstowards our goals

Develop mandates anddirections for the Service inmeeting goals and facingchallenges

Provide a strategy to allocateresources while maintainingfiscal responsibility to keep

the Service sustainable

Ensure that the memberswho are in charge of specificaction items know that theywill receive the fullendorsement and support ofthe Service Executive

Ensure that professionaldevelopment processes arelinked to the long-term goalsof the Service

I Purposes of the Winnipeg Police Services Strategic Plan

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I The Planning Process

The planning process for the

Winnipeg Police Service Strategic

Plan began in the summer of 2009

when the Service became involved

with the City of Winnipegs long-term

planning efforts. Work on a new long-

term plan involved collaboration andconsultation with all city departments.

During this planning process, each

department provided information on

what its objectives are for the

upcoming 25 years. Through

department representatives, they

worked together to ensure a

coordinated approach to civic

planning based upon the key factors

of growth, sustainability andcompetitiveness.

A critical element of the project came

from input received from the citizens

of the City through an on-line blog

Speak Up Winnipeg and numerous

public forums. Representatives of the

Service attended these events and

received feedback on how the

Service was performing, and listened

to the concerns of the citizens

regarding our city.

In January of 2010, the Executive of

the Winnipeg Police Service met to

define the new Vision, Mission, and

Values of the Service. Five long-term

goals were also determined at this

time as:

Public Safety

Investment in Our Members

Innovation and Technology Relationship Building

Increased Efficiency / Return

on Investment

In early spring of that year, the

Executive met with all of the

Divisional Commanders throughout

the Service to discuss the five long-

term goals in a strategic planning

session.

By late summer, a planning team was

assembled within the Organizational

Development and Support Division.

Over the course of four months, the

team met individually with senior

members who would be vital to the

success of this plan.

These senior members were

identified as our plan contributors.

The plan contributors consisted of

the Executive, every DivisionCommander or civilian counterpart,

Staff Sergeant and a number of other

representatives.

Over 40 meetings took place where

the plan contributors provided their

ideas on how our Service should

address the concerns of the

community, and the issues facing the

Winnipeg Police Service today and

over the next few years.

From the thoughts and hopes of the

plan contributors, specific Actions

were identified and assigned to

various Commanders and Managers.

Ownership of the Actions is integral

to the success of the Strategic Plan.

Wherever possible, the Actions were

assigned to the members who had avested interest, or those whose

Division was in the best position to

complete the Action successfully.

Whenever a change in Commanders

occurs through retirements, transfers

or any other Service need, a

conscious decision will be made to

ensure a suitable replacement will

continue with the Action Item.

The challenge for each member

having a stake in the Strategic Planis to create capacity in their work

schedule to set their Action as a

priority in accomplishing their goal.

This recognizes that other initiatives

may not proceed as they are not as

vital to the goals of the plan.

The fact that youre planning is more important than

the plan.

Robert Biscontri, Assistant Professor of Accounting, Asper

School of Business

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By thinking forward and projecting

what will happen in the future, we willbe able to handle the problems thatcome about tomorrow. By writingdown our ideas and actively followinga course of action, we should hit themark in most cases when newissues arise. This is what theStrategic Plan is about. It will beimportant; it will have meaning; andwe will stay on course. It is written inplain language so that everyone canunderstand where we want to go. It isnot the end of the process, but just

the beginning.

The Strategic Plan will help us seethe progress made towards ourgoals. It will allow us to pat ourselveson the back when we go in the rightdirection. It will also help re-direct uswhen we see that an excessiveamount of energy is diverted tosomething not identified as a priority.

In order to do this, a number oftargets have been identified so that

we can examine our progress on aregular basis.

Annually, we will evaluate the ActionItems and the direction of the Plan.During this time, we will be able toamend, add, or delete items inaccordance with conditions thatdevelop over time. It is meant to bea living document, fixed whennecessary, yet flexible at the righttime. Annual review reports will beattached as addenda that willcoincide with any new directionwe take.

We also recognize that no plan isperfect. If there are areas whereimprovements need to be made, wewill ensure that new ideas andsuggestions are recorded andconsidered. They may have to wait toensure certain projects are properlyevaluated first, but it is recognized

that this plan was made possible onlythrough the ideas of our members.New ideas from our members willalways be needed if we accept thenotion of continuous improvement.

The Strategic Plan is the enablingdocument that identifies the maindirection we will be heading over thenext three years, but it is not the onlydocument. Many of the action itemswithin the plan refer to strategies thatwill be created. These will beseparate written documents that willcontain information pertaining tothat item.They will identify specificactions and measures to gaugeour success.

If somethings not sustainable, we should see

it in the measures.

Ian Hall, Environmental Coordinator, Planning, Propertyand Development Department

You cant achieve things without the right people.

Abdul Aziz, Manager of Services

I Life of the Planning Process

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I Winnipeg at a Glance

Winnipeg sits in the heart of Canada

as a gateway corridor between thewestern and eastern provinces. Asthe largest major metropolis betweenCalgary and Toronto, Winnipeg actsas a commercial, business andentertainment destination for much ofSaskatchewan, Northern Ontario andour southern neighbours in NorthDakota and Minnesota. As a gatewaycity, Winnipeg sees a lot of passingtraffic but fundamentally, Winnipegremains a slow growth city.

As a slow growth city, Winnipeg doesnot experience booms and busts, butrather, the city has experienced slowbut steady growth over the past fewdecades. Averaging an annual growthof 0.75% over the last decade,Winnipegs population grew at ahigher rate over the last five years, at

just under one percent annually(0.97%), thanks to strengthenedimmigration. Immigration not only

boosts Winnipegs overall population,it also broadens Winnipegs culturaldiversity. Statistics Canada (2006)reports the top five immigrant

originating countries as follows:

Philippines

India

China

Ukraine

Ethiopia

Since the 2006 Census, Winnipeghas developed, and is in the processof developing a number of newneighbourhoods. Notable new

neighbourhoods include: AmberTrails, Canterbury Park, RichmondWest, Royalwood, Sage Creek,Transcona West and Waverley West.Together, these neighbourhoods add3205 hectares (7919 acres) of newlyinhabited land in Winnipeg. The newdevelopments represent an increaseof 6.74% of patrollable land withinWinnipegs boundaries.

In terms of patrollable distances,Winnipegs total street length(including lanes and alleys) hasincreased by 80 kilometres (48 miles)

from 2006 to 2010 representing ahalf-percent increase every year, or20 kilometres (12 miles) of additionalroadway.

As Winnipegs population continues to grow, the amount of land development continues to grow as well.

Population of Winnipeg

Populatio

n

(in

thousands)

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Authorized Complements - Source:Winnipeg Police Service Annual Reports

Actual Complements in 2010 - Source: Statistics Canada

1350

1375

1400

1325

1300

1275

1250

1225

1200

2005

1227

1301

1318

1328

1348

1361

2006 2007 2008 2009 2010

450

475

500

425

400

375

350

325

300

2005 2006 2007 2008 2009 2010

333

359364

367 368 371

Police Officers Civilian Staff

% Civilians vs Officers

Municipal Region

I Policing and Crime

In response to Winnipegs growing population and land coverage, the complement of the police force has been

increasing over the last decade as well. The number of officers has increased by an average of 2.66% per year since2006, while the number of civilian staff has only increased by 0.27% per year over the same period. Also categorizedunder civilian staff, the Service recruited, trained and deployed 30 cadets in 2010, with an additional 20 to be addedin 2011. For 2010, the Service had a total complement of 1361 police officers, 30 cadets and 371 civilian staffmembers.

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Despite Winnipegs continued population growth, the overall incidences of reported crime are falling.

Source:Winnipeg Police Service Annual Reports

* Statistics Canada reclassified a number of crimes

in 2009. When we include those crimes in yearsprior to 2009 (green bars), we observe an overalldeclining trend since 2001.

Crimes against persons include: homicide,attempted murder, all sexual offences, all assaults,abduction, robbery and other crimes againstpersons.

Crimes against property have been dropping since2006. Crimes against property include break andenter, all thefts, possess property obtained by crime,fraud, arson and mischief.

*In 2009, Statistics Canada reclassified a number ofcrimes from the Other Crimes category to theCrimes against Persons category (shown as greenbars). Despite removing those crimes, Other

Crimes continues a downward trend.

Other Crimes include those not reported undercrimes against persons or crimes against property.

60

70

50

20

30

40

10

0

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Crimes against Persons

Crimes against Property

Other Crimes

(Crimesin1000s)

(Crimesin1000s)

(Crimesin1000s)

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The Operational Budgethttp://winnipeg.ca/finance/files/2011AdoptedOperatingBudget.pdf involvesdiscussions between the ServiceExecutive, the various commandersand the Finance Division. On anannual basis, the WPS also submitsits performance measures whichforms part of the larger City ofWinnipeg Annual Operating Budget.

The Capital Budgethttp://winnipeg.ca/finance/files/2011To2016AdoptedCapitalBudget.pdfcovers a five-year term. The CapitalBudget deals with items that benefitthe Service as a whole over a lengthyperiod of time, and require a financialcommitment that is above the annualOperating Budget. Throughout muchof our history, capital planning hasbeen the responsibility of the ServiceExecutive and members of the

Finance Division. They have done atremendous job; however it isessential that all managersunderstand and take part in thecapital budgetary process. As theService moves forward, a greatereffort will be made to ensure that thecost estimates for future projects arebased on what the price is expectedto be at the time of construction.

I Operational and

Capital BudgetPlanning

Everything we do has an economic impact.

Ron Smolik,WPS Controller

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Our members are the source ofmany important and valuableinitiatives that continually improvethe service we provide to thepublic. Recognizing this, amechanism must be established

where members can beencouraged to put forth their ideasfor consideration. At the same time,decision makers must be able toconsider these ideas from asystems perspective to gauge theirtimeliness and impact on theService as a whole.

Considered in isolation, newinitiatives can appear to be verybeneficial. The problem with this isthat we never have just one

initiative to consider at a time.

Usually there are several, each withtheir own demands and processes.Additionally, there are riskmanagement issues that enter intoevery decision. Unless a strategicapproach is taken when

considering whether or not to moveforward, any or all of these projectshave the potential to reduce ourreal level of output. Thus, we mustconsider all proposals on a service-wide basis.

In our current environment, manynew initiatives are brought forwardby way of an internal administrativereport. This practice has proven tobe beneficial for a number ofreasons:

It requires the author to considerand consult with a number ofstakeholders within the Serviceto determine the potential

impacts.

It provides the author with anopportunity to fully consider theidea and show their commitmentto it.

It provides decision-makers withmuch of the direct financial,operational and administrativecosts associated with theinitiative.

It helps establish somecorporate history which wouldotherwise be lost.

While this process will continue, itwill be essential to ensure that asystems approach be taken whenconsidering if a new initiativeshould proceed during the life ofthe plan. Certainly the idea to beconsidered must be consistent withthe Vision, Mission Statement andService Valuesbut it must alsoprovide value to the Strategic Plan.

In this regard, a process will beestablished to ensure that theSuperintendent Group plays amajor role in determining whatinitiatives are considered andpursued. This body will meet on aregular basis in accordance with aset of business rules. They will actas the filtering mechanism toensure that initiatives going forwardto the Executive Management Teamare consistent with the ideals

expressed above. This process willalso ensure that members receivea prompt response to every matterthat they consider, along withreasons for their decisions.

Hes the leader but its the people below him that will

make the plan work.

Robert Biscontri, Assistant Professor of Accounting, AsperSchool of Business, referring to an organizations CEO.

We make decisions all the time but will they stand the test of time?

Superintendent Dave Thorne

I Managing New Initiatives

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The principle of authority and

accountability is one of the mostimportant concepts necessary toensure everyone within theorganization understands whatdecisions they can make, and whatdirection they can give.Withoutclearly defined levels of authority,members and supervisors canbecome unsure of what they can orcannot do. Working in anenvironment such as this causesparalysis in decision-making and alack of confidence. Additionally, it

opens the process up for excessivediscussion, compromise andmomentum loss. Recognizing thatauthority must be clearly stated anddelegated, accountability is thecontrol mechanism that is designedto prevent insufficient decision-making and/or abuse of authority.

The Service accepts the principle of

authority and accountability. It isessential that every supervisor clearlyarticulate the levels of authority givento their members, along with thecommensurate level of accountabilitythey assume.

With respect to accountability, allmembers given authority mustrecognize they also assumeresponsibility. The Service cannot beblamed when the proper authorityand tools were provided and the

member failed to use them.

The final consideration in this arearelates to capacity. A system thatadopts the principle of authority andaccountability must provide for thislimitation. It is important to providemembers with the necessary

authority to perform a job; however, ifthe members do not have thecapacity to monitor the specific areainvolved, they still cannot be held to

account. As this plan moves forward,a conscious effort will be made toensure members are notoverburdened so as to exceed theircapacity.

The Commission on Accreditation forLaw Enforcement Agencies (CALEA)has two written standards that speakto this issue quite clearly under theOrganization, Management andAdministration topic:

11.3.1 A written directive

requires that:

a. responsibility is accompanied bycommensurate authority; and

b. each employee is accountablefor the use of delegatedauthority.

At every level within the agency,personnel should be given theauthority to make decisionsnecessary for the effective executionof their responsibilities. Thedelegation of authority should beconsistent with the agency'sorganizational values and missionstatement.

11.3.2 A written directive states that

supervisory personnel areaccountable for the activities

of employees under theirimmediate control.

The fabric of this philosophy will bewoven throughout the Strategic Planand articulated in our ServiceProcedures. The levels of authorityrequired for the approval of all ourprocesses will be considered with aview to ensuring that decisions aremade at the lowest appropriate level.This will allow for faster and betterdecision-making.

I Authority, Accountability and Capacity

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At the present time, the Chief of

Police reports administratively to theChief Administrative Officer of theCity of Winnipeg. In the developmentof this plan, the Service recognizesits place as only one of the civicdepartments that works towardscreating a safe and vibrant city.

At the same time that these planningefforts are underway, we are alsomindful that the new Police ServicesAct has been created. A number ofregulations are currently being

developed and may have asubstantial impact on how policing is

done in Manitoba.The Act defines

provisions relating to how the Chiefof Police will report to a Police Board,how investigations involving policeconduct will be handled, and otherissues associated with training andequipment.

Planning is essential to ensure thesustainability of any organization andwe are confident that we are going inthe right direction. Much of thisconfidence stems from the fact thatour Service is now into its 21st year

of accreditation through the CALEA.Through April and May of this year,

our Service underwent its triennial

reaccreditation review. This includedan independent review of ourcompliance with over 170 specificpolicing standards. On July 30, 2011,our Service successfully attainedreaccreditation with CALEA. This isan accomplishment that all of ourmembers and citizens of Winnipegcan be proud of.

I Authority, Accountability and Capacity contd

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One of the most exciting and

challenging steps into the future ofour Service is our transition to newpolice facilities. This process officiallybegan with the decision to movetowards a four-district model from theprevious six-district model. In October2008, the East District Station wasofficially opened which replaced theageing District #4 and #5 Stations.

Presently, we are planning therelocation of our police headquartersfrom the Public Safety Building on

Princess Street to the former CanadaPost Building on Graham Avenue. Weanticipate the new headquarters tobe in operation in 2013. We are alsomoving forward with theamalgamation of the District #2 andDistrict #6 Stations.

This will result in a new facility being

constructed through 2012.Additionally, plans are underway toreplace the District #3 Station.

Approval has already been given tobuild a new Canine facility next to theEast District Station. This facility willprovide a new and much neededhome for our Canine Unit that ourmembers have been doing withoutsince the closure of their formerlocation at the District #4 station.

Finally, because of Winnipegs vibrantnew housing developments, thecurrent police firing range onCadboro Road is slated to be closedlater this year. As such, plans areunderway to relocate to another site.

Following the City of Winnipeg GreenBuilding Policy and the SustainableWinnipeg Direction Strategy, all ourfacilities will be constructed inaccordance with the Canada GreenBuilding Councils Leadership inEnergy and Environmental Design(LEED) Green Rating System and beformally certified.This assists inshowing our commitment to lead byexample in environmental

stewardship.

All of these projects require amassive amount of planning and asubstantial financial commitment.However, they are necessary in orderto provide a visible and effectivecommunity police presence. Theplanning efforts address all five of theServices long term goals in a varietyof ways and are not only importantfor our present needs, but especiallyfor the safety and security of ourfuture communities.

I Transition to New Police Facilities

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At the present time, the Serviceoperates with an annual budget ofover $200 million. It employsapproximately 1800 sworn andcivilian members and it polices a city

of approximately 680,000 residents.As with any large organization, itmust continually examine itsprocesses and overhead to ensure itoperates in a sustainable manner.There is an expectation that thepolice leadership will monitor thechanging social environment andadjust operations to meet newchallenges. However, it is much moredifficult to measure what successlooks like for a police Service than a

business-where profit margins arethe essential outcome.

One important fact that must beformally recognized is that there willalways be more crime and othersocial issues than the police canhandle. In many cases, the policehave very little ability to reduce oreliminate certain types of crime.

The key to maintaining a sustainableand effective police service lies in the

relationships it has established withthose who truly do have thecapability to make important andlong-term social and economicchanges within our community.

As a result, we must recognize aneed to re-examine critically how wedeploy our resources, and where wewant to have the greatest impact.

There are the need to havefunctions and the like to havefunctions. We recognize that wecant be everything, thus, we mustestablish our own identity, which thecommunity can be proud of. In otherwords, we must maintain ourlegitimacy.

To this extent, we must rely on ourMission Statement. We must reiteratethe phrase enhancing our

effectiveness so we can be therewhen were needed the most. As wemove forward, this means that theService may discontinue performingcertain functions in order toconcentrate on our core duties.Thisalso means that we intend onensuring our general patrol functionis well staffed and skilled. TheStrategic Plan recognizes that inorder for the Service to remainsustainable and effective, ourmembers and the public must

understand that we have to decidewhat to focus our efforts on.Throughout the life of this StrategicPlan, that is what we intend to do.

We must also recognize and acceptone final reality. On any given day,our members think of great ideas thathave the potential to improve ourService in a variety of ways. In fact,we have so many worthwhile ideascome forward that it is simplyimpossible to act on all of them.

Issues such as funding, labour-power, competing priorities, or timedemands do not allow us to developand implement every idea. While weneed our members to continueputting forth their ideas andsuggestions, collectively we need toaccept that the Service has to sayno at times so that we do notexceed our ability to maintain ourcore services. This is difficult toaccept but absolutely crucial toensuring our members are not

overworked, and that we do notoverinvest in initiatives that areunsustainable on their own.

I Making Difficult Decisions

We have to make some difficult and controversialdecisions.

Superintendent Keith Walker

Are we disciplined enough to stick to the goals we set out? When youredisciplined, it means saying no to some people.

Inspector Randall Benoit

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No police organization will beprogressive or truly strategic unlessthere is a strong team of seniorofficers in place to lead theirrespective areas.

For the purposes of the StrategicPlan, this applies to members at therank of Staff Sergeant or CivilianManager and above.

These members set the priorities fortheir areas and are required topossess a wide variety of skills. In

addition to their regular duties, theyare also assigned to otherspecialized tasks. This includes suchthings as sitting on promotionpanels, selection panels, committeesand more.

As this Plan moves forward, specialattention will be given to ensuringthat these members have theopportunity to develop command

and executive level competencies consistent with their level of responsibility. The Senior Managers of our Serviceplay the most important roles in our future planning efforts. Investing in their development is the key to ensuring

our success.

OurWinnipegTM denotes a City of Winnipeg long-term plan Action Item

I Our Senior Managers

I Roles and Responsibilities within the Strategic Plan

Action Owner:

A Superintendent who ensures each Action iscontinually supported at the Executive level

Has the Action Lead report to them at set intervalson the progress of the Action

Action Lead: Works with the Action Owner in determining the

Stakeholders / Contributors

Works with the Organizational Development andSupport Division, and other contributors todetermine the Performance Measures andsuccesses

Reports to the Action Owner at set intervals on theprogress of the Action Item

Is provided the authority and support to move theAction Item forward

Action Analyst:

The member from the Organizational Developmentand Support Division responsible for receivingupdates and preparing annual reports on theprogress of the Action Item.

Provides advice to the Action Lead on performancemeasurement processes.

18

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1. Public SafetyStreet disorder in Winnipegsdowntown core and the high crimerate areas negatively impacts ourcitizens perception of personalsafety. Some causes of streetdisorder include behaviours such asurban camping, aggressivepanhandling, fighting, open drugsales and graffiti.

Although overall violent crime isdecreasing, many Winnipeggersperceive that violent crime is on therise, and believe it poses the greatestdanger to their safety and security.

Winnipegs population andgeographic patrol area has seen asteady increase over the past 20years. A proactive police presencefrom neighbourhood patrols andtraffic enforcement improves thesense of safety in all communities.

With data gathered by the WinnipegPolice Service on a regular basis,and by examining historical data, wehave the ability to deploy ourresources strategically in an effort toreduce identified crimes. Theintelligence-led, evidence-based andpredictive models have proven to beeffective in other jurisdictions.

The Winnipeg Police Service isdevoted to keeping our city safe forall to enjoy and commits to thefollowing:

1.1 Implement a Violent CrimeReduction Strategy

1.2 Develop and Implement aDowntown Safety Strategy

1.3 Establish Key Performance

Indicators Service-wide

1.4 Implement Intelligence-led,Evidence-based and PredictivePolicing Models

1.5 Implement and Maintain aCoordinated Traffic EnforcementStrategy

I The Long-term Goals

What are thepriorities?

Staff SergeantJohn Sobczak

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1.1 Implement a Violent Crime Reduction Strategy

Goals:

Reduce violent street crime across Winnipeg, with a focus on Downtown and higher crime rate areas.With the collaboration and assistance of our partnering agencies, the Service will reduce violent street crimesas follows:

Reduce incidents of sexual assaults by 3% by 2014.

Reduce incidents of assaults by 9% by 2014.

Reduce incidents of strong-arm robberies by 3% by 2014.

Strategies:

The Service will adopt a philosophy of law enforcement in Winnipeg to be proactive and fluid in the approach topolicing higher crime areas and the rest of the City. As a result, there should be no end date set as the

philosophy should not change.

1.1 Implement a

Violent Crime

Reduction

Strategy

Action Owner: Superintendent Keith Walker

Action Lead: Inspector Jim Poole

Action Analyst: Ray Yuen

2012 2013 2014

A. Establish and EnhanceNew Permanent Beat

Foot Patrols

Establish new permanentbeat patrol in Downtown

and higher crime areas.

Maintain or increasefoot patrol hours.

Maintain or increasefoot patrol hours.

B. Implement Project-based Initiatives.

Conduct enforcementprojects as required

Maintain or increaseenforcement projects.

Maintain or increaseenforcement projects.

C. Create High-valueTarget SuppressionDatabase

Create database ofLGHQWLHGKLJKYDOXH

targets.

Maintain database. Maintain database.Review database toensure effectiveness.

D. Develop CrimePrevention Partnership

Program

Work with partners toaddress problems in

multi-unit residences.

Work with MLCCInspectors to addressliquor abuse.

Continue reducingproblems in multi-unit

residences.

Maintain or increaseenforcement of LCAoffences.

Continue reducingproblems in multi-unit

residences.

Maintain or increaseenforcement of LCAoffences.

E. Enhance High VisibilityBeat Program

Use overlap projects toaugment beat patrols.

Maintain or increaseuse of overlap projects.

Maintain or increaseuse of overlap projects.

.

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1.2 Develop and Implement a Downtown Safety Strategy

Goal:

Improve police presence in the downtown areathis will enhance the safety and perceived safety to the citizensof Winnipeg, and promote the central business district as a growing and dynamic destination in which to visit,take up residence and invest.

Strategy:

The Service will enhance public safety within the downtown area and reduce the level of crime. These initiativeswill be sustainable, not only focusing on short-term efforts, but also on long-term results.

1.2 Develop and

Implement

a Downtown

Safety StrategyOurWinnipegTM


Action Lead: Inspector Bruce Ormiston

Action Analyst: Richard Puttenham

2012 2013 2014

A. Increase PolicePresence at MajorEvents

Establish a full-timeSafety Strategy andMajor Events Coordinatorposition.Implement an Event3ODQIRUVLJQLFDQW

events in the Sports andEntertainment District.

Maintain increasedpresence.

Maintain or increaseresources for Event Plan.

Maintain increasedpresence.

Maintain or increaseresources for Event Plan.

B. Enhance Foot Patrols Increase foot patrol by500 hours.

Increase bicycle patrol by500 hours.

Maintain or increase footand bicycle patrol hours.

Maintain or increase footand bicycle patrol hours.

C. Coordinate Operationswith DowntownBusiness ImprovementZone (BIZ)

Meet with BIZorganizations anddowntown partnersquarterly.

Maintain quarterlymeetings.

Maintain quarterlymeetings.

D. Conduct Public

Opinion Surveys forDowntown Users andCitizens

Develop and conduct

public opinion survey.

Conduct a public opinion

survey of downtown usersand citizens.

Conduct a public opinion

survey of downtown usersand citizens.

E. Increase CrimePrevention throughEnvironmental Design(CPTED) Assessments

Train Division #11Community Support UnitSupervisor in CPTEDprinciples.

Increase number ofCPTED assessments.

Maintain or increasenumber of CPTEDassessments.

Maintain or increasenumber of CPTEDassessments.

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1.3 Establish Key Performance Indicators Service-wide

Goal:

Establish a set of Service-wide Key Performance Indicators (KPI), which provide information to assist the Servicein pursuing its Vision

Strategy:

Develop valid and reliable performance measures to assess and improve the impact of policing efforts.

1.3 Establish Key

Performance

Indicators

Service-wide

Action Owner: Superintendent Dave Thorne

Action Lead: Inspector Danny Smyth


2012 2013 2014

A. Establish and EntrenchKPIs for UniformOperations

Establish KPIs forUniform OperationsEDVHGRQHIFLHQWTXHXH

management and patrolunit area ownership.

Monitor and evaluate. Monitor and evaluate.

B. Establish KPIs forCriminal InvestigativeBureaus

No action. Establish KPIs. Monitor and evaluate.

C. Establish KPIs

for AdministrativeDivisions / Units

No action. No action. Establish KPIs.

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

Goal:

Develop and implement efficient models using crime analyses that focus our resources

Strategy:

Under the Intelligence-led, Evidence-based, Predictive Policing models, specially trained members will gatherand interpret data to determine significant and emerging threats.

1.4 Implement

Intelligence-

led, Evidence-

based and

Predictive

Policing Models


Action Lead: Inspector Danny Smyth


2012 2013 2014

A. Implement Intelligence-led, Evidence-based,Predictive PolicingModels

Hire a Consultant todetermine resourcerequirements andallocation of CrimeAnalysts.

Recruit and train CrimeAnalysts.

Provide intelligence-lededucation for members.Practise better policingthrough intelligence-ledanalyses.

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Goals:

Enhance road safety and the efficient flow of traffic.This will be achieved through reductions in impaired

driving collisions / events, reductions in distracteddriving, and reductions in driving at excessivespeeds

Increase public education and awareness infostering safer streets

Strategies:

The Service will reduce impaired driving, distracteddriving and travelling at excessive speeds throughpublic education and culture change. Culturechange starts with public acceptance thatdangerous actions will not be tolerated.The

Roadwatch, Checkstop and other similarprograms provide visible deterrents to impaireddriving, while weekly media releases highlight

enforcement. Photo enforcement continues as a toolof enforcement and deterrence.

The Service will continue with campaigns such as

Just Slow Down, Canada Road Safety Week andOperation Impact in improving road safety.

Moving towards Intelligence-led policing will allowthe Service to better analyze collisions andviolations in order to develop road safety strategies.

In addition to keeping Winnipegs streets safe, theService also needs to remain sustainable. TheService will seek out opportunities to recover someof the costs associated with providing escorts andparades.

To increase efficiencies, the Service will formalizethe responsibilities between general patrol divisionsand the Central Traffic Unit. This will reduce overlapand enhance cooperation.

1.5 Implement and Maintain a Coordinated Traffic Enforcement Strategy

1.5 Implement

and Maintain

a Coordinated

Traffic

Enforcement

Strategy




2012 2013 2014

A. Increase Road Safetyby Reducing ImpairedDriving, DistractedDriving and Speeding

Increase public educationand awareness.

Maintain or increaseeducation andenforcement efforts.

Maintain or increaseeducation andenforcement efforts.

% 'HYHORS DQ (IFLHQW7UDIF &ROOLVLRQReporting SystemOurWinnipegTM

&RQWLQXH WR OLDLVH ZLWKMPI to develop collisionreporting and analysisprocess.

&RPSOHWH UHSRUWLQJ DQGanalysis process.

&RQWLQXH WR WUDFN DQGDQDO\]H WUDIF FROOLVLRQdata.

&8VH ,QWHOOLJHQFHOHGPolicing to Analyze9HKLFOH &ROOLVLRQVDQG 7UDIF 9LRODWLRQVOurWinnipegTM

No action. $VVLJQ WKH WUDIF SRUWIROLRWR D &ULPH $QDO\VW

&RPPHQFH FROOLVLRQanalysis and provideregular reporting.

D. Reduce ResourcesRequired forParades and EscortsOurWinnipegTM

&RQWLQXH WR OLDLVH ZLWK&RUSRUDWH 6XSSRUWServices to identify cost

recovery opportunities.

(QVXUH HTXLWDEOH FRVWrecovery for parades andescorts.

(QVXUH HTXLWDEOH FRVWrecovery for parades andescorts.

( &ODULI\ &HQWUDO 7UDIF8QLW 0DQGDWH DQG&RRUGLQDWLRQ ZLWK8QLIRUP 'LYLVLRQV

Develop plan to assignresponsibility andreduce overlap betweenDivisions.

Monitor and review. Monitor and review.

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25

All of our members and volunteersoffer a tremendous value to theService and the City of Winnipeg. Werecognize they are very important indetermining the level of success wehave as an organization, and thateach member deserves theopportunity to maximize their careerdevelopment.Through targetedtraining, our members will be able tomake the most of their careers. Thisincludes not only our front-linemembers, but our senior officers aswell.

Our Service faces significant humanresource challenges. We continue tolose a great deal of police experience

to retirement. Concurrently, theskills-training required for newrecruits continues to grow in lockstepwith the complexity of our profession.This leads to a steeper learningcurve for new officers. At the sametime, we must ensure that our currentmembers continue to receive trainingto both serve the community andfurther self-growth. Developmentaland mentoring strategies will helpensure our continued success.

Ensuring both civilian and policemembers develop to their fullcapacity is a challenge for all policeorganizations. The relationshipbetween immediate operationalneeds and the development of themember is a delicate balance.

In addition, the Serviceacknowledges that occasionallymistakes or errors in judgment aremade by members. These momentsoften have an effect on members andtheir families for months or evenyears after the event.This isdetrimental to the member and theorganization. Ensuring all of ourmembers are aware of emergingbehavioural, disciplinary and labourrelations processes help to foster agood balance between their personaland professional lives.

The Winnipeg Police Servicecommits to investing in our membersand will undertake the following:

2.1 Develop a Career DevelopmentProgram for the Sworn andCivilian Sectors

2.2 Develop and Implement aCivilian Staffing Strategy

2.3 Develop an Enhanced andSustainable Behavioural HealthStrategy

2.4 Streamline DisciplinaryProcesses

Weve got to start small and take it one piece at a time.

Superintendent Devon Clunis, referring to the process ofsupervisory development

Our supervisors are more important now thanthey have ever been.

Staff Sergeant Gord Friesen

2. Investment in Our Members:

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2.1 Establish a Career Development Program for the Sworn and Civilian Sectors

Goal:

Improve mentoring, leadership and supervisory development across all ranks, officers and civilians, to betterenable career advancement and career development

Strategy:

The Service will continue to provide quality personal development education, as well as a roadmap to furtheringcareer goals, which may or may not involve promotion. The Career Development Program will focus on producingwell-rounded members providing them the opportunity to maximize their career potential.

2.1 Establish

a Career

Development

Program for

Sworn and

Civilian Sectors


Action Lead: Inspector Allison Stephanson


2012 2013 2014

A. Improve Supervisorand LeadershipDevelopment

Establish trainingstandards for all levels ofsupervisors.

Implement trainingstandards.

Continue to implementtraining standards.

Conduct a survey withthe members and reviewprogress.

B. Create and ImplementD3ODQ6SHFLFWRCareer Enhancement

&LYLOLDQVDQG2IFHUV

Establish a CareerEnhancement Plan.

Implement the CareerEnhancement Plan.

Continue with CareerEnhancement Plan.

Conduct a survey withthe members and reviewprogress.

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2.2 Develop and Implement a Civilian Staffing Strategy

Goal:

Increase civilian staffing to meet Service needs, and to civilianize positions not requiring sworn officers

Strategy:

The Service will seek funding to increase its complement of civilian staff. We will also identify positions currentlyoccupied by officers, which can be staffed with civilian members.

2.2 Develop and

Implement a

Civilian Staffing

Strategy


Action Lead: Inspector Kendra Rey


2012 2013 2014

A. Examine CivilianPosition Requirementsand Assess / Alignwith City of WinnipegCivilianization Audit

Identify positions that canbe civilianized.

Seek funding for civilianpositions.

Recruit civilian members.

Increase civiliancomplement based onneed.

Continue to increasecivilian complement basedon need.

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2.3 Develop an Enhanced and Sustainable Behavioural Health Strategy

Goal:

Enhance support for our members

Strategy:

The Service will employ a full-time, Staff Psychologist to enhance counselling services. We will also developadditional Wellness Officers and Peer Support participants to reach our members.

2.3 Develop an

Enhanced and

Sustainable

Behavioural

Health Strategy

Action Owner: Superintendent Devon Clunis

Action Lead: Patrol Sergeant Ron Bilton


2012 2013 2014

A. Hire a Full-timeService Psychologist

Have full-timePsychologist in place.

Maintain position. Maintain position.

B. Develop Additional:HOOQHVV2IFHUV

Select additional Wellness2IFHUVDQGSURYLGHappropriate training.

Continue to developmembers and blend intooperations.

Continue program andreview effectiveness.

C. Enhance the PeerSupport Group

Increase the Peer SupportGroup number to 40.

Bring all 40 of the PeerSupport Group to a fully

functional status andmaintain regular Groupmeetings.

Maintain Peer SupportGroup.

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2.4 Streamline Disciplinary Processes

Goal:

Streamline the disciplinary processes and provide members with an appropriate, ethical decision-making guide

Strategies:

The Service will introduce education-based discipline as an alternative to traditional punitive discipline.

A review of the current disciplinary process and regulations will be conducted which will remove ambiguous anddated procedures and terminology. This will reduce the amount of time between the initial event and finalresolution. As well, the Service procedure will be updated to identify matters that can be resolved by theappropriate discipline body, i.e. Commander, Professional Standards Unit, etc.

2.4 Streamline

DisciplinaryProcesses


Action Lead: Inspector Greg BurnettAction Analyst: Ray Yuen

2012 2013 2014

A. Review Rules andRegulations, ExamineTerminology, andEmploy Education-based Discipline

Develop a comprehensivediscipline procedure.

Implement procedure adjust as necessary.Integrate education-baseddiscipline into disciplineprocess.

Reduce disciplinaryprocess times andestablish baselines.

Adjust new procedure asnecessary.

Expand education-baseddiscipline usage.

B. Develop anEducational Strategythat EnhancesProfessionalism

Implement educationalcomponent.

Develop a new code ofethics.

Maintain educationalcomponent as required.

Maintain educationalcomponent as required.

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One of the greatest gifts ourmembers have is their ability toimagine new ways of doing business,and finding solutions to difficultproblems. They have the ability toadapt to their environment, and meetnew challenges emerging beforethem. These skills are essential forour future operations andadministration.

Crimes using the latest technologycontinue to increase. Police servicesmust invest in state-of-the-arttechnology and training to combatthese crimes. Technology willcontinue to play an increasing role inhow police conduct business on adaily basis.

Advances in technology can beemployed for a variety of uses,including analysis of breath samplestaken from impaired drivers, and

retrieval of real-time information oncriminals and their activities. TheService is planning and budgeting tostay on top of the latest technologicaltrends affecting numerous facets,including disclosure and how weconduct investigations. Stayingcurrent is not easy, and often veryexpensive.

As we invest in new technology, werecognize that technology will notresolve all of our social issues. Wemust continue to look at the human,environmental and urban structurerelated issues that may assist inreducing crime.

We will also need to buildrelationships with organizations thatmay not have been part ofconventional policing in the past.

The Service is dedicated to usinginnovation and technology to its

maximum potential, and thereforecommits to the following:

3.1 Adopt the Major CaseManagement Structure

3.2 Develop a Strategy that WillAddress Our Current andFuture Information TechnologyNeeds

3.3 Adopt New Crime PreventionInitiatives that Involve Formal

Planning and EnvironmentalDesign

Dont work harderlets work smarter.

Juanita Desouza-Huletey, Manager of the InformationTechnology and Solutions Division

We cant do policing the same way 10 or 20 yearsfrom now. It wont work.

Superintendent Corrine Scott

3. Innovation and Technology:

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3.1 Adopt the Major Case Management Structure

Goals:

Acquire and implement Major Case Management (MCM) software Educate members on MCM structure and incorporate into processes

Strategy:

The Service will evaluate MCM products to determine appropriate software. The Service will purchase necessarysoftware, train members on its uses, and incorporate MCM into processes.

3.1 Adopt the

Major Case

Management

Structure

OurWinnipegTM

Action Owner: Superintendent Corrine Scott

Action Lead: Inspector Gord Perrier


2012 2013 2014

A. Research andPurchase MCMSoftware and Processas Investigative Tools

Identify and evaluateavailable MCM software.

Purchase and implementMCM software.

Train appropriate mem-bers on MCM usage.

Monitor and expand MCMsoftware usage wherepossible.

B. Expand Softwareinto InformationRetention / Corporate

History / RecordsManagement andExplore Applicability toExecutive DocumentTracking Processes

No action. Adapt processes to MCMsoftware.

Expand the MCM soft-ware for the Executivedocument tracking pro-cess.

Search for further applica-bility for MCM.

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

Goals:

Ensure public safety by keeping pace with current technology Improve public access to police processes through technological and electronic means

Strategy:

In an evolving world, technological developments may direct organizational responses; that is, IT drives corporatebusiness, rather than business driving IT advancements. The Service will ensure that its business needs drivethe direction of IT.

3.2 Develop a

Strategy that

Will AddressOur Current

and Future

Information

Technology

Needs


Action Lead: Juanita Desouza-Huletey


2012 2013 2014

Adhere to IT mandate witha focus on public safetyand maintaining essentialservices.

Maintain capacity formission critical services.

Continue decision-makingthrough IT SteeringCommittee.

Continue decision-makingthrough IT SteeringCommittee.

B. Develop Online PermitProcess (Noise,Parade, Alarm, etc)

Assess process ofintegrating onlineapplications with feecollection and permitissuance.

Assess programs suitablefor online permit process

Seek to amend applicableBy-laws.

Have fully functionalonline permit attainmentprocess.

C. Develop andImplement Electronic

Disclosure Process

In progress. Complete implementationof process.

5HYLHZHIFLHQF\RI

process.

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

Goals:

Reduce the number of calls for service to multi-housing residences by introducing crime prevention techniques Develop and implement a community-based crime prevention and reporting mechanism for citizens Review the Services ability to perform CPTED evaluations to help reduce crime and increase the publics

confidence

Strategy:

The Crime Free Multi-housing program will give apartment owners and managers the power to evict or denyresidency to those residents who partake in criminal or nuisance activities. The Citizens Action Network (CAN)allows the public to report non-criminal community problems / issues before they affect the community. Home andbusiness owners can help reduce crime by changing aspects of the environment around their properties, such aslighting, landscaping and line-of-sight using the CPTED principles.

3.3 Adopt

New Crime

Prevention

Initiatives that

Involve Formal

Planning and

Environmental

Design




2012 2013 2014

A. Incorporate a Crime-free Multi-housingProgram

Research principles ofCrime-free Multi-housingProgram.

Establish Crime-freeMulti-housing Program.

Maintain or increasenumber of Multi-housingresidences that are part ofprogram.

Review the effectivenessof the program.

B. Develop CAN toConsolidate CrimePrevention Initiativeswith CommunitiesOurWinnipegTM

Establish CAN program. Maintain CAN program. Review the effectivenessof the program.

C. Review Capacityto Conduct CPTEDEvaluationsOurWinnipegTM

Review current Servicecapacity to conductedCPTED assessments.

Determine need foradditional CPTED trainedmembers.

Conduct CPTEDtraining for members asdetermined by needsassessment.

Review current and futureneed for CPTED trainedmembers.

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4. Relationship Building:

The Service strongly believes inbuilding effective relationships withexternal parties involved inenhancing safety and security in ourcity. The internal relationships within

our organization must be strong, withthe communication being clear andcontinuous between all ranks anddivisions.

These internal relationships arecritical to reinforcing the commitmentto the organization, resulting in betterservice to our citizens.

It is essential that we developrelationships with external partners ifthere is value to achieving our goals.Working groups, committees and

partnerships that have run theircourse and no longer provide areturn on their investment must bediscontinued so that time can be

dedicated to more worthwhileinitiatives.

The Service recognizes the value ininvesting in our youth, as they are thefuture of the Service and our city.Participating in youth relatedprograms and maintainingrelationships with our youth isparamount to our sustainability. Inaddition, Winnipegs population growsincreasingly diverse, thanks to theProvince of Manitobas ActionStrategy of Growing throughImmigration. To continue buildingrelationships with our citizens, it isimperative the Service builds aworkforce that reflects this diversity.

Our Service can enhance ourrelationships with our citizens byusing new forms of communications.Through emerging technologies, wecan reach our communities fasterand more efficiently than ever before.

Our members can use this sametechnology as tools in theirinvestigations.

The Service is dedicated to investingin our members and commits to thefollowing:

4.1 Promote and DevelopRecruitment OpportunitiesReflecting a Dynamic andDiverse Population

4.2 Develop a Social MediaStrategy for the Service

4.3 Review our Partnerships withExternal Agencies

We cant solve all the problems alone, nor should we.

Inspector Alex Katz

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Goals:

Increase and maintain diversity of our members Maintain only relationships that provide benefit to

the Service, or receive benefit from the Service

Strategies:

To ensure diversity, the Service will continue toattend cultural conferences, career fairs andspeaking engagements to promote the multitude ofemployment opportunities within the Service as anenriching career option. We will also continue toengage our Aboriginal and immigrant peoples

through grade schools and post secondaryinstitutions.

The Service will continue to develop and supportthe NewcomersWorking Group, a proactive andpositive working group that develops activities andbuilds relationships between Winnipeg's diversecommunities and the Service.

Selection panel members will be well-trained inunderstanding the responsibilities in maintaining adiverse membership. This will include informationrelated to bias-free policing and the Citys diversitystrategy.

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

4.1 Promote

and Develop

Recruitment

Opportunities

Reflecting

a Dynamic

and Diverse

Population


Action Lead: Inspector Elizabeth Pilcher


2012 2013 2014

A. Continue to SupportEducationalOpportunities forAboriginal Peoples andRecent Immigrantswhich Help ThemGain Employmentwith the Service, andEnsure Diversity ofOur MembershipOurWinnipegTM

Seek out opportunitiesto meet withunderrepresentedpeoples.

Participate in trainingopportunities forAboriginal and immigrantgroups.

Have and maintainappropriate Servicerepresentation inAboriginal and immigrantcommittees.

B. Maintain Presence on

Newcomers WorkingGroup

Act as a positive and

proactive group buildingrelationships betweenthe Service and diversecommunities.

Act as an outreach groupfor recruiting.

Develop activities,

projects and events.

Continue to develop

working group andexpand activities.

C. Provide Training forMembers of Hiring andSelection Panels

Continue to deliver bias-free selection training.


Evaluate results.


Evaluate results.

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4.2 Develop a Social Media Strategy for the Service

Goal:

Develop social media as a communications tool with accompanying policy and procedure

Strategy:

The Service will embrace social media as a further outlet for communications. The Service will also developpolicy defining member usage as it relates to work and personal smart phones, or cellular phones as tools.

4.2 Develop a

Social Media

Strategy for the

Service


Action Lead: Inspector Doug Roxburgh


2012 2013 2014

A. Expand our Capacityto use Social Media

Determine our current andfuture opportunities.

Integrate social mediainto our Public Informationprograms.

Continue to embrace newsocial media.

B. Regulate Social MediaUsage within theService

Develop policy andprocedure on memberusage of social media.

Monitor and evaluateadherence.

Monitor and evaluateadherence.

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4.3 Review our Partnerships with External Agencies

Goal:

Enhance service to the citizens of Winnipeg through our various working partnerships

Strategy:

The Service will examine its current partnerships to determine if they remain viable; this includes contractualpartnerships, and presences on Boards and Committees. We will discontinue any partnerships that are no longerof value, and seek out new relationships that will better serve the people of Winnipeg.

4.3 Review Our

Partnerships

with External

Agencies


Action Lead: Inspector Scot Halley


2012 2013 2014

A. Keep Current onStatuses of All ExternalPartners and PotentialPartners

Identify and publish a listof current partners.Develop criteria forentering into partnerships.

Establish a list of liaisonsfor current and potentialpartners.

Assess value of current orpotential partnerships.

Discontinue partnershipswhere the Serviceprovides or receives noEHQHW

Establish newpartnerships where theService can provide, orstands to receive value.

Discontinue partnershipswhere the Serviceprovides or receives noEHQHW

Establish newpartnerships where theService can provide, orstands to receive value.

B. Determine if ValueExists from MembersPresence on Boardsand Committees

Create an inventory ofBoards and Committeesto which members areassigned.

Identify potential Boardsand Committees that willEHQHWIURPWKHSUHVHQFH

of members of theService.

Remove presence fromBoards and Committeeswhere the Serviceprovides or receives noEHQHW

Establish presence wherethe Service can provide orUHFHLYHEHQHW

Only maintain presenceon Boards andCommittees where theService provides orUHFHLYHVEHQHW

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The Service is continually striving toincrease efficiencies and maximizethe return on our investments. Thebusiness of policing is becomingincreasingly complex because ofadvancements in technology, andbecause of additional roles the policehave taken on over the years. Inaddition, the increasing demands ofthe justice system have created theneed for processes that did not existin the past.

Policing is extremely dynamic. As aresult, our units constantly change toadapt to needs; tracking thecontinued effectiveness of units isdifficult. This is a challenge for our

organization that is often labourintensive but critical for optimumoperation.

Another challenge we face isensuring the mandates of each unitremain viable and focused. We willmaximize each units potentialwithout creating duplication andunnecessary administrative work.

The Service is dedicated toincreasing efficiencies andmaximizing the return on investmentby committing to the following:

5.1 Develop and Implement anInitiative Review and ApprovalProcess

5.2 Conduct a Review of UnitMandates and Analyze theCurrent Structure of OurOrganization

5.3 Develop an Asset Managementand Equitable User Fee Systemto Ensure Our Sustainability

5.4 Develop a Budget ManagementStrategy

5.5 Examine General PatrolDeployment and DispatchModel

Were getting too specialized.

Deputy Chief Art Stannard

5. Increased Efficiency / Return on Investment:

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5.1 Develop and Implement an Initiative Review and Approval Process

Goals:

Increase the efficiency for submitting reports and providing time sensitive feedback to the submitting member Better define the appropriate levels of authority and accountability throughout the Service to give members fullconfidence in their decision-making ability

Strategy:

The Service will develop processes for examining internal and external initiatives. These processes will clarifythe levels of authority required to make those decisions in a timely manner; the processes will also find efficientways to document decisions.

5.1 Develop and

Implementan Initiative

Review

Process

Action Owner: Superintendent Dave ThorneAction Lead: Inspector Doug Roxburgh


2012 2013 2014

A. Formally Recognizethe InternalAdministrative ReportProcess

Review current practicefor submission of reportsand feedback, andprovide new model forExecutive approval.

Implement streamlinedsubmission and feedbacksystem for reports.Establish levels ofauthority for reports.

Review new submissionand feedback systemto determine if meetingneeds of our members.

B. Entrench theSuperintendent Groupas the Main FilteringMechanism for NewInitiatives

Develop Business Rulesregarding initiativeapproval process.

Implement and adjust asnecessary.

Adjust as necessary.

C. Ensure Clarityof Authority,Accountability andCapacity as theyRelate to NewInitiatives

Establish approvedlevels of authority andaccountability.

Review implementedchanges.


D. Review Levels ofApproval Requiredthroughout ProcedureManual

Review current levels ofapproval within policy andprocedure.

Establish criteria forapproval.


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

Goals:

Ensure our units are efficient and effective, and operating with clear mandates Ensure an equitable span of control throughout our organizational structure

Strategy:

The Service will review its Units and Sections and align them to best approach our priorities. The Service willidentify and reduce overlaps and duplications, as well as identify and fill gaps. Service projects will be regularlyreviewed to ensure they continue to provide value.

5.2 Conduct a

Review of Unit

Mandates andAnalyze the

Current Struc-

ture of Our

Organization

Action Owner: Superintendent Dave ThorneAction Lead: Inspector Bill Fogg


2012 2013 2014

A. Review Mandatesand Their AdherenceService-wide

Review current policystatements and in-housemandates.

Adjust alignments andeliminate duplication andoverlaps.

Conduct a review.

B. Review / Adjust

Specialty Units andSections

Review Units according

to needs, mandates andpriorities.

Adjust as necessary. Adjust as necessary.

& 'HQH3URMHFWOwnership

Establish an authority,accountability andcapacity process.

Continue to review,terminate, extend orrenew projects.

Continue to review,terminate, extend orrenew projects.

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

Goal:

Increase efficiency and reduce waste across the Service

Strategies:

The Finance Division will undergo cost / benefit analyses to determine which projects should be pursued.We willaim to recover costs where possible. Where we have programs that do not recover costs, we will review thoseprograms and find ways to decrease costs, increase returns, and/or increase efficiencies.

The Service will statistically track internal, administrative processes and search for efficiencies.

5.3 Develop

an AssetManagement

and Equitable

User Fee

System to

Ensure Our

Sustainability

Action Owner: Superintendent Corrine Scott

Action Lead: Controller Ron Smolik


2012 2013 2014

A. Develop a WorkingGroup to ImplementAll Accepted

Recommendationsfrom the Service CostRecovery Audit

Determine timelinesfor list of auditrecommendations.

5XQFRVWEHQHW

analyses to determinefeasibilities.

Monitor followed-throughprojects.

B. ImplementCost RecoveryOpportunities fromPrograms

Examine cost recoveryopportunities.

Adjust or delete programsWKDWDUHQRWFRVWHIFLHQW

Maintain cost recovery asa minimum.

C. Develop Online Permit/ Parade / Noise /Alarms Process andCriminal Record

Checks

In progress. Complete process. No measurementnecessary.

D. Enhance DailyTracking of PoliceInventory

Employ inventory trackingprogram.

Maintain inventory recordsand establish purchase /movement best practices.

Maintain purchase /movement best practices.

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5.4 Develop a Budget Management Strategy

Goal:

Improve authorizing of overtime and reduce wastage

Strategy:

The Service will train unit Commanders, and all levels of authorizing officers including Sergeants, in a newreporting function that gives Commanders better real-time tools to determine trends and costs concerningovertime expenditures.The Service will ensure accountability at lower levels of management for overtime.

5.4 Develop

a Budget

Management

Strategy

Action Owner: Superintendent David Thorne

Action Lead: Controller Ron Smolik


2012 2013 2014

A. Implement the Budget

Management Process

Develop and implement

process.

7UDLQDXWKRUL]HGRIFHUV

in process.

Monitor strategy. Monitor strategy.

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5.5 Examine General Patrol Deployment and Dispatch Model

Goal:

Maximize efficiency of cruiser car deployment

Strategy:

The Service will examine the current Patrol Unit Areas and search for efficiencies in deployment. Subsequentlythe Service will implement a more efficient model of Patrol Unit boundaries and dispatching procedures.

5.5 Examine

General Patrol

Deployment

and Dispatch

Model


Action Lead: Inspector Cam Baldwin


2012 2013 2014

A. Conduct a Review ofCruiser Deploymentand Dispatch

Conduct a review ofdispatch procedure.

Conduct a review of PatrolUnit Area boundaries.

Implement Pilot ProjectIRU6SHFLHG8QLIRUPOperations Division.

Evaluate Pilot Projectresults.Implement successescity-wide.

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Glossary

Liquor Control Act: The Liquor Control Act C.C.S.M. c. L160

MLCC: Manitoba Liquor Control Commission

MPI: Manitoba Public Insurance

Overlap: The transition between platoon duty where both platoons are on active duty simultaneously.

Sports and Entertainment District: Part of the larger Sports and Hospitality Entertainment District, the Sportsand Entertainment District occupies 11 city blocks of downtown Winnipeg. The District includes entertainmenthubs such as the Winnipeg Convention Centre, the MTS Centre, the Millennium Library, the Burton CummingsTheatre, and the proposed Stantec Building/ALT Hotel.

Winnipeg Police Districts: Currently, Winnipeg has five geographical police districts. Plans are underway tomerge District #2 and District #6 to form a four-district model.

OurWinnipegTM: Title of The City of Winnipeg Long Term Plan. The WPS has identified a number of action itemsit will implement in support of the plan. It may be accessed at: http://winnipeg.ca/interhom/cityhall/ourwinnipeg/

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WINNIPEG POLICE SERVICE

2012-2014 Strategic Plan

Documents

Transcript of 2012-2014 Strategic Plan