WINNIPEG POLICE SERVICE 2019 BUSINESS PLAN · I am pleased to introduce the Winnipeg Police Service...

WINNIPEG POLICE SERVICE

A Culture of Safety for All

2019 BUSINESS PLAN

TABLE OF CONTENTSChief’s Message ................................................................................................................................................................................................................. 1Our Strategies ..................................................................................................................................................................................................................... 2Our Goals and Objectives ............................................................................................................................................................................................. 3

GOAL 1: Less Crime and VictimizationCentreline - Downtown Safety Strategy ................................................................................................................................................................. 5Gang Suppression Strategy .......................................................................................................................................................................................... 6Traffic Safety Strategy ..................................................................................................................................................................................................... 7

GOAL 2: Engaged CommunitiesIndigenous Women and Girls Safety Strategy ..................................................................................................................................................... 9Restorative Justice ..........................................................................................................................................................................................................10Community Response to Illicit Drugs ....................................................................................................................................................................11

GOAL 3: Effective and Efficient ServiceCalls For Service Management Strategy ...............................................................................................................................................................13Flight Operations Unit Review ..................................................................................................................................................................................14Enhance Communication with a WPS Mobile App .......................................................................................................................................15Collaborative Public Mental Health Strategy......................................................................................................................................................16

GOAL 4: Healthy OrganizationWorkplace Safety & Health Initiatives ....................................................................................................................................................................18 Enhance Training and Professionalism ..................................................................................................................................................................19

ii WINNIPEG POLICE SERVICE 2019 BUSINESS PLAN

I am pleased to introduce the Winnipeg Police Service 2019 Business Plan. This is our final plan in conjunction with the Winnipeg Police Board’s 2015-2019 Strategic Plan.

Collectively we have been able to achieve a number of the objectives that were initiated in earlier business plans. We have restructured our Major Crimes Division to realize efficiencies, established a new electronic court notification system, restructured the Central Processing Unit and the Central Reading Unit, improved our alarm permit renewal process, and expanded our community outreach, engagement and communication.

While we continue to work on longer term objectives, such as the downtown safety strategy and traffic safety initiatives, a refined effort will focus on curtailing gang activity through education, prevention, intervention and suppression initiatives. We also look towards dealing with new policing demands and challenges that will include innovative approaches and partnerships to address the rising number of calls for service, a review of the AIR1 recommendations, implementation of technology to enhance and enable processes, and introducing tools to support individuals in a diverse workforce.

I look forward to the future and working with the membership on the implementation of this Plan, as well as with the Police Board in developing their next Strategic Plan.

Working together, we will promote a culture of safety for all.

Danny G. SmythChief of Police

MESSAGE FROM THE CHIEF OF POLICE

WINNIPEG POLICE SERVICE 2019 BUSINESS PLAN 1

Winnipeg Police BoardWinnipeg Police Service

A CULTURE OF SAFETY FOR ALL

Our Vision

Our MissionBuild safe and healthy

communities across Winnipeg through excellence in law enforcement and

leadership in crime prevention through social development.

OUR GOALS AND STRATEGIES

We Value: Integrity • Respect • Citizens and Communities • Accountability • Courage

1. LESS CRIME & VICTIMIZATION

a. Strengthen pro-active policing through the Smart Policing Initiative

b. Continue to focus resources toward a downtown safety strategy

c. Continue efforts to prevent and suppress gang activity and recruitment

d. Increase the use of restorative justice and diversion programming

e. Focus efforts to improve traffic safety through enforcement and education

2. ENGAGED COMMUNITIES

a. Lead collective action to prevent crime through social development

b. Work with our partners to protect vulnerable persons

c. Enhance communication, transparency and accountability

d. Enhance community relationships

e. Continue to build a Service that knows and reflects the communities it serves

3. EFFECTIVE & EFFICIENT SERVICE

a. Ensure the right people are in the right jobs in the right number

b. Implement innovative technologies

c. Instill a culture of continuous improvement

d. Collaborate to reduce the demand for non-core policing activities

4. HEALTHY ORGANIZATION

a. Enhance training and professionalism in the Service

b. Enhance employee safety, health and wellness

2 WINNIPEG POLICE SERVICE 2019 BUSINESS PLAN

GOAL 1Less Crime and VictimizationObjectivesn Continue Centreline Strategy Effortsn Continue the Gang Suppression Strategyn Continue to Execute the Traffic Safety

Strategy

GOAL 2Engaged CommunitiesObjectivesn Sustain Commitment to the Indigenous

Women and Girls Safety and Protection Strategy

n Expand Restorative Justice Programs and Diversions

n Enhance the Community Response to Illicit Drugs

GOAL 3Effective and Efficient ServiceObjectivesn Implement Improvements Identified in the

Calls for Service Reviewn Flight Operations Unit Reviewn Enhancing Communication Through

a Winnipeg Police Service Mobile Appn Partner With the Winnipeg Regional Health

Authority (WRHA) to Enhance Service Delivery and Reduce Time Attributed to Calls for Service Under the Mental Health Act

GOAL 4Healthy OrganizationObjectivesn Continue Enhancements to Workplace

Safety & Wellness Initiatives n Enhance Training and Professionalism

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

ORG

ANIZATION

HEALTHY

HEALTHY

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

HEALTHY

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE


Continue Centreline Strategy Efforts

Continue the Gang Suppression Strategy

Continue to Execute the Traffic Safety Strategy

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME&

VIC

TIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIESENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

ORG

ANIZATION

HEALTHY

HEALTHY

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

HEALTHY

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

GOAL 1


GOAL 1: LESS CRIME AND VICTIMIZATION

OBJECTIVE

Continue Centreline Strategy EffortsCentreline is a proactive response to crime and disorder through community engagement, crime analysis, problem-oriented and proactive policing principles, and public education campaigns. Centreline was initiated to focus the Service’s commitment to increasing safety in Winnipeg’s downtown. Centreline aims to reduce crime and disorder and increase the public’s sense of safety in the downtown area, with a focus on the Sports, Hospitality and Entertainment District (SHED).

OWNER: Superintendent of Uniform Operations

LEAD: Inspector of Division 11

ASSOCIATED STRATEGIES FROM THE STRATEGIC PLAN 2015-20191.a 1.b 2.a 2.b 3.a 3.b 4.a

ACTIONS■n Data driven deployment of resources:

o Strategic deployment of police resources in the downtown transit corridor

o Improved CCTV deployment using data-driven models

o Improved collaboration and coordination with downtown/SHED safety partners for better patrol coverage

■n Continue engagement and partnerships with downtown stakeholders to assist in enhancing downtown safety with a focus on the SHED and surrounding corridors

MEASURES■n Number of criminal code offences reported in Centreline

■n Number of proactive and reactive events in Centreline

■n Number of identified disorder events in Centreline

■n Results of citizen survey on perceptions of downtown safety

■n Project milestones in the development of the CCTV project



OBJECTIVE

Continue the Gang Suppression StrategyThe Service has developed a gang suppression strategy that addresses gang related activities through a four pillar approach: Suppression, Prevention, Intervention, and Education. This year the Service will continue to enhance and expand initiatives driven by the four pillar strategy through the creation of a new unit dedicated to the suppression of gangs and firearm crime. The Guns and Gangs Unit will focus on the identification, arrest and dismantling of gangs, criminal organizations or crime groups responsible for violent criminal activity, primarily focusing on illegal firearms and illicit drugs.

OWNER: Superintendent of Investigations


ASSOCIATED STRATEGIES1.a 1.c 1.d 2.a 2.b 2.d 4.a

ACTIONS■n Restructure the Street Crime Unit to the Guns and Gangs Unit

■n Expand the illegal firearms investigative capacity

■n Reorganize the Firearms Investigative Analysis Section (FIAS) to report to Division 40

■n Create a full time Gang Prevention Coordinator position

■n Continue community engagement

MEASURES■n Number of arrests of gang members and associates

■n Number of gang adult and youth compliance checks conducted

■n Number of firearm seizures and investigations conducted

■n Increase efficiency of FIAS investigations

■n Number of community engagement activities



OBJECTIVE

Continue to Execute the Traffic Safety StrategyThe Service advocates that traffic safety is a cornerstone of safer communities. The Service will focus efforts on changing risky driving behaviour through education and enforcement. Internal education strategies will be identified to increase knowledge and capacity for police members to improve enforcement. Enhanced enforcement and education efforts will focus on changing driver behaviour from dangerous activities such as aggressive, impaired and distracted driving.

OWNER: Superintendent of Operational Support


ASSOCIATED STRATEGIES1.a 1.e 2.c 3.a 3.b 4.a

ACTIONS■n Develop capacity for intelligence-led enforcement

■n Collaborate with external traffic partners for increased information sharing

■n Increase public education on risky driving behaviour

■n Continue traditional and photo enforcement

■n Continue education of WPS members outside the Traffic Division

MEASURES

Enforcement Component■n Traditional and photo enforcement events

■n Impaired and distracted driving events

■n Intelligence-led enforcement events

Education Component■n Public website development: hits, page views, engagement from social media

■n Member engagement and training

■n Joint projects for HTA and impaired driving enforcement

■n Continue traffic field training component for recruits

Collaboration Component■n Participation with external groups and committees

■n Work with partners to explore opportunities for automated enforcement and technology reforms


A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME&

VIC

TIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

ENGAGED

COMMUNITIESENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

ORG

ANIZATION

HEALTHY

HEALTHY

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

HEALTHY

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

Sustain Commitment to the Indigenous Women and Girls Safety and Protection Strategy

Expand Restorative Justice Programs and Diversions

Enhance the Community Response to Illicit Drugs

GOAL 2


OBJECTIVE

Sustain Commitment to the Indigenous Women and Girls Safety and Protection StrategyThe Service continues to dedicate resources to address the victimization of vulnerable citizens including a commitment toward the safety of Indigenous women and girls. To make a greater impact the Service will continue to collaborate with community partners to address the root causes of victimization. The Service adopted a five pillar protection strategy involving investigations, enforcement, prevention and intervention, community engagement, and research.



ASSOCIATED STRATEGIES1.d 2.a 2.b 2.c 2.d 3.d

ACTIONS■n Continue commitment toward the Indigenous Women and Girls Safety and Protection Strategy

■n Concentrate efforts on high risk missing youth

■n Continue counter-exploitation efforts with increased focus on online predatory activities

■n Continue participation in Block by Block project (Thunderwing)

MEASURES■n Measures recorded in the Winnipeg Police Service quarterly report on Indigenous Women and Girls -

Safety and Protection Report

■n Frequency of WPS contact involving high risk victims

GOAL 2: ENGAGED COMMUNITIES


OBJECTIVE

Expand Restorative Justice Programs and DiversionsThe Service is committed to restorative justice and diversion measures that meet the needs of citizens faced with crime and conflict in an inclusive and meaningful way. Restorative justice provides opportunities for both victims and offenders to be active participants in justice and encourages accountability. The Service will expand the use of diversions and referring individuals to restorative justice programming for non-violent offences.



ASSOCIATED STRATEGIES1.d 2.a 2.b 2.c 2.d 3.b

ACTIONS■n Monitor and evaluate the domestic violence diversion program

■n Expand restorative justice programming to Divisions 11 and 41

■n Improve processes, monitoring and consistency of diversion programs

MEASURES■n Number of WPS diversions:

o By School Resources Officers

o To the Prostitution Offender Program

o Pertaining to domestic violence offenses

o Pertaining to Criminal Code offenses

o Pertaining to minor sexting offenses




OBJECTIVE

Enhance the Community Response to Illicit DrugsThe use of methamphetamine has risen dramatically in Winnipeg. The Service and its partners have mobilized resources to address this issue in a way that seeks to disrupt the traffickers of drugs and to provide intervention and education resources to users.



ASSOCIATED STRATEGIES2.a 2.b 2.c 2.d 3.d

ACTIONS■n Enhance the existing strategy

■n Increase enforcement with additional officers in the Drug Enforcement Unit

■n Enhance intervention referrals to the Addictions Foundation of Manitoba

■n Increase engagement and education of the community

MEASURES■n Number of arrests, events and on scene hours that involve illicit drugs

■n Number of interventions and referrals to external agencies

■n Number of public education initiatives

■n Number of drug cells disrupted

■n Number of illicit drug seizures


A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME&

VIC

TIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIESENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

ORG

ANIZATION

HEALTHY

HEALTHY

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

HEALTHY

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

Implement Improvements Identified in the Calls for Service Review

Flight Operations Unit Review

Enhancing Communication Through a Winnipeg Police Service Mobile App

Partner With the Winnipeg Regional Health Authority (WRHA) to Enhance Service Delivery and Reduce Time Attributed to

Calls for Service Under the Mental Health Act

GOAL 3


OBJECTIVE

Implement Improvements Identified in the Calls for Service ReviewIn an effort to identify efficiencies and provide timely service to the public, the Service reviewed both current and past practices and policies as they pertain to calls for service and queue management in 2018. This review targets workflow efficiencies and uses a data-driven approach to analyze existing capacity and identify areas for opportunity.


LEAD: Inspector Baldwin

ASSOCIATED STRATEGIES3.a 3.c 3.d 4.a

ACTIONS■n Create and implement a real time operational dashboard for the Communications Centre

■n Research electronic/video communication software to enable:

o Expansion of call types available for review

o Augmentation of the Retail Theft Strategy

■n Explore opportunities to increase efficiency and effectiveness in processing breach charges

MEASURES■n Research, build and approve a real time operational dashboard by Q3 2019

■n Implement and train senior leaders in the real time operational dashboard by Q4 2019

■n Complete electronic/video communications research by Q3 2019

■n Project milestones related to the processing of breach charges

GOAL 3: EFFECTIVE AND EFFICIENT SERVICE


OBJECTIVE

Flight Operations Unit ReviewIn an effort to determine the efficiency and effectiveness of the Flight Operations Unit, the Winnipeg Police Service has contracted an independent review of the Service helicopter, AIR1.

OWNER: Superintendent of Operational Support


ASSOCIATED STRATEGIES1.b 1.c 3.a 3.b 4.b

ACTIONS■n Review and assess the findings of the independent review

■n Develop implementation plan to address the findings and determine associated costs, if any

■n Present the report and the Service’s plan to address the findings of the independent review to the Winnipeg Police Board and the public

■n Commence implementation of the action plan

MEASURES■n Review the findings, develop action plan and determine cost implications, if any, of implementation

by Q1 2019

■n Present the report and Service’s action plan to the Winnipeg Police Board and public by Q2 2019

■n Commence implementation of action plan by Q3 2019



OBJECTIVE

Enhancing Communication Through a Winnipeg Police Service Mobile AppEnhancing public engagement through a WPS Mobile App that will provide easy access to the Citizen Online Police Reporting System, increase accessibility to WPS crime prevention information, and create an additional avenue for the Service to share notifications with citizens and community groups.

OWNER: Chief of Staff

LEAD: Manager, Public Information Office

ASSOCIATED STRATEGIES2.c 2.d 3.b

ACTIONS■n Secure funding to support the App

■n Research options and take steps to procure the App

■n Develop public engagement strategy

■n Launch App and strategy

MEASURES■n Secure funding by Q1 2019

■n Conclude the procurement process by Q3 2019

■n Launch public engagement strategy and App by Q4 2019

■n Report App analytics



OBJECTIVE

Partner With the Winnipeg Regional Health Authority (WRHA) to Enhance Service Delivery and Reduce Time Attributed to Calls for Service Under the Mental Health Act Through the use of innovative technology, the Service will collaborate with the WRHA to streamline and enhance joint service delivery and reduce the overall amount of time processing persons with mental health challenges in an acute state of crisis.

OWNER: Deputy Chief of Operations

LEAD: Inspector Puhach

ASSOCIATED STRATEGIES2.b 2.d 3.b 3.c

ACTIONS■n Secure funding through Criminal Property Forfeiture for technology

■n Draft project charter and assemble project team for technology implementation

■n Integrate technology into WRHA and WPS systems

■n Develop WPS policy and procedures

■n Train membership

■n Pilot the technology

■n Track and monitor outcomes

MEASURES■n Secure funding through Criminal Property Forfeiture for technology by Q1 2019

■n Draft project charter and assemble project team for technology implementation by Q1 2019

■n Integrate technology into WRHA and WPS systems by Q2 2019

■n Develop WPS policy and procedures by Q2 2019

■n Train membership by Q2 2019

■n Pilot the technology by Q3 2019

■n Track and monitor outcomes by Q4 2019



A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

A CULTURE

OF SAFETY FOR ALL

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME&

VIC

TIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

LESS

CRIME

& V

ICTIM

IZATION

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIESENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ENGAGED

COMMUNITIES

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

ORG

ANIZATION

HEALTHY

HEALTHY

ORG

ANIZATION

HEALTHY

ORG

ANIZATION

HEALTHY

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

& EFFICIENT SERV

ICE

EFFECTIVE

Continue Enhancements to Workplace Safety & Wellness Initiatives

Enhance Training and Professionalism

GOAL 4

WINNIPEG POLICE SERVICE 2019 BUSINESS PLAN 17WINNIPEG POLICE SERVICE 2019 BUSINESS PLAN 17

OBJECTIVE

Continue Enhancements to Workplace Safety & Wellness InitiativesAcknowledging the physical and mental demands of police work, the Service maintains a ‘fit for duty’ policy that promotes members’ safety and well-being. To further support that policy, the Service is developing and providing more tools for members and supervisors to help them work safely and return to full duties after an injury or illness.

OWNER: Superintendent of Support Services

LEAD: Manager of Human Resources

ASSOCIATED STRATEGIES3.b 4.a 4.b

ACTIONS■n Update Workplace Accommodation and Return to Work (RTW) processes for consistency, clarity, and

efficiency■n Launch new wellness initiatives through greater collaboration between Occupational Health & Safety

Unit and the Physical Fitness Office■n Review best practices and provide recommendations for Job Demands Analysis (JDA) for WPS

positions

MEASURES■n Complete the accommodations and RTW processes and communicate the changes to the

membership by Q3 2019

■n Number of wellness related programs and processes developed and implemented

■n Strategy developed and implemented to achieve JDA by Q3 2019

■n Number of JDAs completed

GOAL 4: HEALTHY ORGANIZATION


OBJECTIVE

Enhance Training and ProfessionalismEnhance training, professionalism and safety in the Service by continuing to deliver the Supervisor Leadership Certificate Program and launch the new Active Response Tactics training.

Skill set training is a key component in policing. Through the efficient tracking and scheduling of mandatory training, the Service will ensure that sworn members are current in the most up to date skill set training programs available. Well trained officers are safer, and better prepared to protect the community.

OWNER: Superintendent of Support Services


ASSOCIATED STRATEGIES3.a 3.b 3.c 4.a 4.b

ACTIONS■n Continue Supervisor Leadership Certificate Program training

■n Introduce and deliver Active Response Tactics training to front line members

■n Continue leadership training relevant to Respectful Workplace, Gender Diversity and Healthy Workforce.

■n Through the use of technology, improve the tracking and scheduling of mandatory training

MEASURES■n Number of senior leaders who have completed the Supervisor Leadership Certificate Program

■n Number of sworn members trained in Active Response Tactics by end of 2019

■n Number of leaders trained

■n Increase efficiency of mandatory training schedule by 10%

GOAL 4: HEALTHY ORGANIZATION


WINNIPEG POLICE SERVICE2019 BUSINESS PLAN

WINNIPEG POLICE SERVICE 2019 BUSINESS PLAN · I am pleased to introduce the Winnipeg Police Service...

Documents

Transcript of WINNIPEG POLICE SERVICE 2019 BUSINESS PLAN · I am pleased to introduce the Winnipeg Police Service...