WATERLOO REGIONAL POLICE SERVICE OPERATIONS PLAN · The Waterloo Regional Police Service is...

WATERLOO REGIONAL POLICE SERVICE

OPERATIONS PLAN2018-2020

MISSIONThe Waterloo Regional Police Service is committed to strengthening public safety

and quality of life by working in partnership with the community in crime prevention, law enforcement, and providing assistance to all those who need our help.

VISIONEvery person contributes to a safe Waterloo Region

where current and future generations thrive.

VALUESPEOPLE AND PARTNERSHIPS

We are people focused, and everyone matters. We support inclusion and value the diversity of our members and our community.

We recognize our police service benefits from and contributes much to partnerships, relationships, and collaboration. We foster youth engagement,

and provide compassionate assistance to victims.

INTEGRITY AND RESPECTIn everything we do, we respect others. We conduct ourselves ethically, honestly,

and professionally. We demonstrate fair and consistent leadership while upholding the principles of justice.

CONTINUOUS IMPROVEMENTWe strive to achieve excellence in every aspect of policing.

We engage in self-development through ongoing learning and education. We pursue opportunities for organizational growth

through new and creative thinking.

ACCOUNTABILITYWe are transparent and take responsibility for all we do. We take pride in our work.

TABLE OF CONTENTS

Message from the Chief of Police – Bryan M. Larkin ............................................... 1

Office of the Chief of Police ...................................................................................... 2

Corporate Communications ...................................................................................... 7

Finance and Physical Assets .................................................................................... 9

Information Technology .......................................................................................... 11

Investigations and Youth......................................................................................... 13

Neighbourhood Policing and Road Safety ............................................................. 17

Our Members.......................................................................................................... 19

POLICE SERVICES BOARD STRATEGIC PRIORITIES 2018-2020AREAS OF FOCUSThe Police Services Board will continue to fulfill all of its responsibilities inherent in its role as a governance oversight body. Among this constellation of activities, three key areas of focus have been identified: PEOPLE; PERFORMANCE AND PROGRESS; and PRINCIPLED PLANNING. Within these areas of focus, a number of priorities for the next few years have also been identified. While the Police Services Board will provide guidance and actively gauge success in each area, the Waterloo Regional Police Service executive will be responsible for developing and implementing initiatives to foster progress and achievement.

This 2018-2020 Operations Plan has been approved by the Police Services Board and is strategically aligned with our Mission, Vision and Values.

PEOPLE

PERFORMANCE AND PROGRESS

PRINCIPLED PLANNING

FROM THE CHIEF OF POLICE

On behalf of the Waterloo Regional Police Service, I am proud to present the 2018-2020 Operations Plan to our community. Building on the successes of the past, this plan will continue to provide a focus on performance, communication, and partnerships. It will also present new opportunities for improving service delivery, implementing efficiencies, and creating long term plans for the future.Our members are committed to effectively serving the diverse and vibrant neighborhoods of Waterloo Region. We will be working toward enhancing the public’s trust through training, education, and collaboration with our community. We will actively recruit and hire qualified police officers who are reflective of our community and who are looking for a career where they ‘Love What They Do’! As an organization, we will continue our efforts around employee wellness, succession planning and professional development. We will harness the latest technology, improve our communication abilities, and create facilities that will meet our needs and the expectations of the community. In the coming years, we look forward to continuing our work around reducing crime, connecting with youth, addressing harm reduction, and maximizing service to the community. We hope you will take the time to review this plan and work alongside us to create a stronger and safer Waterloo Region.

Best Regards,

Bryan M. Larkin Chief of Police

1• PEOPLE

• PERFORMANCE AND PROGRESS • PRINCIPLED PLANNING

To enhance community trust and confidence

in police

1.1 By effecting citizen-driven service delivery suggestions towards building community trust and confidence in police.

• Community trust in police is benchmarked using statistically valid measures

• Opportunities are identified and implemented for community members to provide feedback to the Service on at least a quarterly basis

• The level of community trust and confidence is increased based on an established benchmark

1.2 By working towards preventing and addressing issues of systemic discrimination.

• A Diversity, Inclusivity and Equity Plan is developed and implemented • All Service members receive training in implicit bias and supports to

overcome those bias are put in place • Local community leaders are invited to watch or participate in WRPS

training • WRPS hosts annual Women in Policing Forum1.3 By enhancing our education about the cultural diversity of Waterloo Region. • Community partners are identified who can help direct the nature and

content of cultural diversity education campaigns • Monthly educational campaigns are implemented and also made available

to the public1.4 By implementing the calls to action specific to police systems from the Truth

and Reconciliation Commission. • A working group is established to identify and implement police specific

Truth and Reconciliation recommendations • All members are provided education on the history of Indigenous people • Our Service works with Indigenous stakeholders to develop victim

advocacy initiatives • Appropriate evaluation mechanisms are implemented2 Waterloo Regional Police Service

OPERATIONS PLAN 2018-2020

OFFICE OF THE CHIEF OF POLICE

2.1 By evaluating all current partnerships and identifying and supporting future strategic partnerships.

• An inventory of all partnerships is created • Police resources dedicated to supporting partnerships are measured • Criteria are set with which to evaluate the importance and priority of each

partnership • A policy on strategic partnerships is approved • Memorandums of understanding with current community partners are

reviewed and updated as needed • Partnerships that are not mutually beneficial are either improved or

terminated • Resources and information about community partners are shared with

WRPS members • Resources dedicated to strategic partnerships increase • Strategic partners report high levels of satisfaction in partner survey

To further develop strategic

community partnerships ensuring all

partnerships are mutually beneficial

3• PEOPLE


To support a culture of innovation

3.1 By delivering a framework for innovation and implementing innovative ideas. • All managers receive training on innovation • Optional training on innovation and on writing and presenting business

cases is delivered to all members • “Pitch nights” are scheduled twice annually where members can present

innovative ideas directly to senior leaders • A program to recognize and reward innovative ideas is implemented • Members are involved in the implementation of their ideas • Internal surveys show that members are more engaged, feel that their

ideas are important and overall job satisfaction improves

4 Waterloo Regional Police Service OPERATIONS PLAN 2018-2020


4.1 By establishing and implementing alternative service delivery options. • Alternative options (e.g. civilianization, call management, online reporting)

are identified and implemented • Cost savings/cost avoidance per option are implemented • Call types available for online reporting are expanded • Criteria or guidelines for more effective call management are established • An education campaign is delivered to the public4.2 By conducting a staffing review and needs assessment. • Staffing review is completed • Shift schedules are evaluated • Recommendations are implemented • Comparison between WRPS and similar municipalities is done with

alignment targets

5• PEOPLE


To align our staffing

with workload and community expectations for policing services

To commit to continuous

improvement projects


5.1 By conducting a Project Process Review. • The Project Process is reviewed • Recommendations are made and implemented • Any changes to the Project Process are evaluated5.2 By conducting a Senior Officer Duty Rotation Review. • The Senior Officer Duty Rotation is reviewed • Recommendations are made and implemented • Any changes to the Senior Officer Duty Rotation are evaluated 5.3 By conducting a Communications Centre Review. • The Communications Centre is reviewed • Recommendations are made and implemented • Any changes to the Communications Centre are evaluated5.4 By conducting a Court Services Review. • Court Services is reviewed • Recommendations are made and implemented • Any changes to Court Services are evaluated5.5 By conducting an Evidence Management Review. • Evidence Management is reviewed • Recommendations are made and implemented • Any changes to Evidence Management are evaluated5.6 By conducting a Traffic Services Review. • Traffic Services is reviewed • Recommendations are made and implemented • Any changes to Traffic Services are evaluated5.7 By conducting a Forensic Identification Review. • Forensic Identification is reviewed • Recommendations are made and implemented • Any changes to Forensic Identification are evaluated


7• PEOPLE


To enhance transparent and timely

communication with our members

To enhance the number of education opportunities for the

community

1.1 By hosting an interactive employee town hall meeting with the Chief every four months.

• Three sessions are held each year • Attendance increases across the first year • Member Survey shows improved levels of satisfaction with communication 1.2 By developing monthly video messaging from the Chief. • Video messages are launched monthly • Analytics increase across the first year (views, time spent) • Members who submit feedback receive a response within 30 days • Member Survey shows improved levels of satisfaction with communication

2.1 By hosting a #WRPSTalks session once every three months for community members.

• Four sessions are held each year • Session evaluations show satisfaction with communication

CORPORATE COMMUNICATIONS

To enhance targeted

communication with community groups

To enhance communication

and engagement with the community


3.1 By developing a collaborative communications strategy that connects regularly with specific community groups to address their information needs.

• Group and representative contact lists are maintained • Topics and mediums as recommended by representatives are addressed

and implemented • Community Survey shows improved levels of satisfaction with

communication

4.1 By developing a Communications Strategic Plan. • A Communications Strategic Plan is implemented

CORPORATE COMMUNICATIONS

9• PEOPLE


To develop an efficient and

effective materials management

system

1.1 By creating a fleet management plan that will meet functional needs of all areas.

• A Business Need and Functional Requirement form is completed for all vehicle types

• A ten year replacement forecast is completed annually • Fleet and equipment survey shows improved levels of satisfaction1.2 By reviewing and improving the procurement process. • An annual inventory of supplies and uniform count is completed • An annual review of the inventory churn ratio is completed • Procurement survey shows improved levels of satisfaction with the

procurement process • Procure to pay time period is reduced from current levels

FINANCE AND PHYSICAL ASSETS

To improve financial

management

To provide safe and accessible

facilities which meet current and future operational needs


2.1 By educating members on financial reporting and budgeting processes. • All mid-managers complete annual budget training and Budget, Finance,

and Procurement training is provided to all new supervisors 2.2 By establishing and implementing an operating budget forecasting model. • An operating budget forecasting model is completed • Forecasting accuracy improves

3.1 By conducting an annual needs and satisfaction evaluation of all buildings and prioritizing and implementing defined recommendations.

• Facilities survey shows improved levels of satisfaction • High priority recommendations are implemented3.2 By completing the renovation of the new Central Division (200 Frederick

Street) and accomplishing occupancy within the established time frame. • Occupancy of the facility is completed • The project has remained within budget3.3 By completing a Security Threat Risk Vulnerability Assessment of all buildings

and prioritizing and implementing defined recommendations. • Security Threat Risk Vulnerability Assessments are completed for all

WRPS facilities • A plan is finalized to implement the recommendations • Facilities survey shows improved feelings of safety in WPRS facilities

FINANCE AND PHYSICAL ASSETS

11• PEOPLE


To focus the direction

of Information Technology (IT)

To enhance the efficiency of our organization

through the automation of

processes

1.1 By conducting an audit of IT processes, systems, and staffing. • A 10-year IT plan is developed • A 3-year IT list of priority projects is identified and initiated • IT time-bound project completion rates increase1.2 By establishing a support-focused IT service delivery model. • Users report satisfaction with IT implementation support • Measures are established to track unit productivity • Unit productivity increases

2.1 By identifying, prioritizing and implementing opportunities for automation. • Manual processes are identified and prioritized • Current state process mapping is conducted based on priority • Desired state changes are implemented • Resource savings in time and materials are tracked

INFORMATION TECHNOLOGY

To leverage new and existing

technology


To foster existing and develop new technology

partners

3.1 By implementing an instant communication platform for all members that supports operations and administration.

• A needs assessment is conducted • A platform is implemented with features that meet the needs of our

members • Satisfaction with the platform is evaluated by surveying users3.2 By evaluating the deployment of mobile devices and access to applications. • A review to prioritize the deployment of mobile devices and access to

applications is conducted • The value added deployment is expanded based on the review3.3 By implementing the next generation voice radio system. • The next generation voice radio system is implemented • Members are trained in the use of the new radio system

4.1 By exploring innovation opportunities with technology partners. • The number of synergetic relationships within our academic and

technology hub increase • Innovative technology ideas are implemented • The successes of the partnerships are highlighted to our membership4.2 By implementing a shared Computer Aided Dispatch System with municipal

fire departments. • Municipal police and fire departments are dispatched using a shared

Computer Aided Dispatch System

INFORMATION TECHNOLOGY

13• PEOPLE


To develop and implement

a police specific drug strategy

that addresses harm reduction and

enforcement and complements the Waterloo Region Integrated Drug

Strategy

1.1 By updating our drug strategy in partnership with our community and clearly defining our role and commitment to harm reduction and our investigative approach.

• A working group is established • A drug strategy that clearly addresses the balance between harm

reduction and investigative approach is developed • The new drug strategy is implemented1.2 By developing and implementing internal training and external communication

to share the WRPS drug strategy. • All WRPS members are made aware of the WRPS drug strategy • Community stakeholders are informed of the new WRPS drug strategy • Internal training programs are delivered including specific training

addressing the legalization of marihuana

INVESTIGATIONS AND YOUTH


To develop positive

relationships with youth

2.1 By reexamining the role of Secondary School Resource Officers and increasing their supportive role in our schools.

• A working group is established to review current statistics and annual surveys to gain a true picture of our responses

• Recommendations from the review are made and implemented • An evaluation of program changes is conducted 2.2 By partnering with youth to improve two-way communication through social

media. • A youth social media advisory committee is formed to get feedback and

ideas • Ideas are shared across the service2.3 By promoting officers’ proactive connection with youth. • Use of the common positive youth interaction call type is expanded and

tracked • Youth interactive time is tracked and reported • Participation by members at youth events increases


15• PEOPLE


To conduct victim centered investigations

To implement new internal investigative information

sharing platforms

3.1 By developing and implementing training for all officers related to trauma informed interviewing and interviewing child victims and witnesses.

• Educational programming is created addressing trauma informed interviewing and relating with children.

• Program is delivered • All officers trained in trauma informed investigations3.2 By developing a call management strategy that ensures all victims of crime

receive timely service. • Audit of current wait times/priority indicators is completed • Recommendations of audit are implemented • New strategy is evaluated3.3 By auditing and addressing gaps in our current victim assistance response

service-wide. • Audit current victim assistance response service (post-call) is completed • Services are enhanced and gaps are eliminated

4.1 By developing an innovative internal information sharing platform. • Working group is created • Recommended strategy of internal news feed is identified and

implemented



To enhance our ability to

investigate crime

5.1 By creating a cybercrime strategy to manage increasing demand. • Workload analysis is conducted • Partnerships and opportunities are researched and established • A cybercrime strategy is created and implemented • Technological crime investigations increase5.2 Implement a standardized approach to the investigative use of social media. • A procedure is implemented that ensures the lawful use of social media in

investigations • A service wide structure and work-flow for social media requests is

established • The number of requests for social media investigative assistance

increases5.3 By implementing a victim focused and community based case review model

for sexual assault investigations. • Model is developed • Members are educated in the new model • Case review recommendations are actioned • Sexual assault reporting increases5.4 By researching violent crime to increase our understanding of trends and

inform investigative strategies. • Academic partnerships are established • Our understanding of local trends and contributing factors increases • New evidence based strategies are implemented 5.5 By exploring a local investigative hub strategy to develop and implement

investigative partnerships. • Outreach occurs and partnerships are established • A process of information sharing is developed • An investigation piloting the investigative hub is conducted • The investigative hub strategy is evaluated and recommendations are

implemented


17• PEOPLE


To foster an environment where the public

feels safe on the roadways

1.1 By educating the public on the “fatal four” (distracted driving, impaired driving, seatbelts and speeding) and their respective dangers, costs associated to charges, insurance implications, and other consequences.

• A benchmark of how safe people feel on our roads is established • Education on the “fatal four” is delivered to the public • Survey results show improved feelings of road safety • Collisions are reduced by 5% per capita from the five year average1.2 By educating our officers about the “fatal four”, emphasizing the road safety

value of visibility and enforcement. • Training is delivered to officers on the “fatal four” and the importance of

enforcement • Selective Traffic Enforcement Program (STEP) location time increases by

10%1.3 By redesigning the Selective Traffic Enforcement Program (STEP). • The optimal frequency for updating STEP locations is identified and

utilized • Front line officers are solicited for STEP locations in each patrol division

monthly via online surveys1.4 By improving safety for pedestrians, cyclists and drivers. • Evidenced-based strategies to address road safety are identified,

implemented and evaluated • Annual public campaigns are run to educate drivers, cyclists and

pedestrians on road safety • Enforcement hours at roundabouts increase by 5% • Collisions at roundabouts decrease by 10%

NEIGHBOURHOOD POLICING AND ROAD SAFETY


To improve officer

deployment to maximize service to the

community

To reduce crime

To enhance our emergency

preparedness for major events at

schools

2.1 By revisiting urban zone and divisional boundary alignments with consideration to occupancy in the new Central Division.

• An assessment of zone and divisional boundaries is completed • Any zone or divisional boundaries recommendations are implemented2.2 By researching and recommending a rural deployment model to meet the

current and future needs of Woolwich, Wellesley, and Wilmot townships. • A committee is established to recommend a rural deployment model • Recommendations for a rural facility location are made

3.1 By targeting crime and disorder issues at the neighbourhood, divisional, and Regional levels, and identifying opportunities for crime prevention.

• Divisional project plans are authored, implemented, and tracked

4.1 By implementing a school/police emergency action response plan. • Partnerships are established between schools, police and other

emergency responders • An electronic means of sharing emergency management information is

created and populated • School tactical evaluation plans are created • All officers receive training in the emergency action response plan

NEIGHBOURHOOD POLICING AND ROAD SAFETY

19• PEOPLE


To better reflect the community

we serve1.1 By obtaining data on the current diversity profile. • Internal diversity census is conducted1.2 By developing a future workforce strategy that addresses Human Resource

systems and processes to ensure inclusivity and equity and is free from systemic barriers.

• Best practice review and gap analysis of current Human Resource systems and processes is conducted

• 5 outreach focus group meetings are conducted to consult with our community on how we could improve our applications from diverse groups in the community

• A workforce strategy on inclusivity and equity, including an outreach component, is developed

OUR MEMBERS


To enhance a culture of

employee wellness

To ensure that the skills and abilities

of our workforce meet current and future needs of

the Service

2.1 By creating an organizational strategy including but not limited to wellness assessment, member needs survey, and continued training.

• Member needs survey on our wellness programs is conducted and results are analyzed

• Key needs of our members regarding workplace wellness are identified • A training component on wellness for sworn and civilian members is

delivered • A plan is established towards completing annual psychological wellness

checks for members

3.1 By developing a succession plan including a needs assessment to create a mentoring and skills development training plan and process.

• A needs assessment to determine the skill and resource gaps in our future workforce is conducted

• A succession plan to meet the skills and leadership needs of our future workforce is implemented

• A career development and mentoring tool kit for mid-managers to develop others is created

OUR MEMBERS

21• PEOPLE


4.1 By developing a timely communications strategy regarding current health and safety topics between members, joint health and safety committee, and mid-managers.

• A report template for quarterly Health and Safety meetings is created regarding injury type, incident type and frequency

• A Health and Safety communications strategy is implemented to ensure flow from members to supervisors to the committee

4.2 By evaluating and improving the Safe Driving Program for our members. • An evaluation of the current Safe Driving Program is conducted and

recommendations are implemented • All members receive the new driver training • Member involved on-duty collisions are reduced by 10%

To effectively promote

health and safety


To improve the efficiency and

effectiveness of HR processes

5.1 By reviewing the Transfer process. • A steering committee for the Transfer process review is formed • The Transfer process is reviewed • Recommendations are made • A new Transfer process is implemented • The new Transfer process is evaluated by surveying our members5.2 By reviewing the Return to Work (RTW) process. • The RTW process is reviewed • Recommendations from the review are implemented • The number of members on sick leave and the length of the sick leave

decreases 5.3 By reviewing the Job Evaluation process. • The Job Evaluation process is reviewed as per the Letter of

Understanding with the Waterloo Regional Police Association • Where changes to improve the efficiency and effectiveness are agreed

upon by the WRPS and the WRPA, such changes are implemented

OUR MEMBERS

23• PEOPLE


6.1 By engaging with our members to develop and implement a Learning, Education, and Training Strategic Plan.

• A Training Advisory Group is formed and provides input on the development of the Strategic Plan

• A review of the current training and education methodology is conducted and recommendations for change in methodology and in innovative delivery models are developed, including where, when, and how logistics

• Annual training programs are developed and offered, specifically for civilian members

• Civilianization is explored with respect to curriculum design and delivery in the Training and Education Unit

• Strategies are developed and opportunities are made available to enable members to engage in and self-direct their own professional development and education

To enhance and promote a

culture of learning

WATERLOO REGIONAL POLICE SERVICE200 Maple Grove Road, PO Box 3070

Cambridge, Ontario N3H 5M1 Telephone 519 570-9777

TTY 519 650-8541

www.wrps.on.ca

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