business plan - winnipeg · this business plan will feature much of the ongoing work of the wps in...
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PROT
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WINNIPEG POLICE SERVICE A CULTURE OF SAFETY FOR ALL
BUSINESS PLAN2020
ACULTURE
OF SAFETYFOR ALL
Chief’s Message ................................................................................................................................................................... 1Our Values and Beliefs ....................................................................................................................................................... 2Our Goals and Strategies ................................................................................................................................................... 3
GOAL 1 | Protection and Crime PreventionDowntown Safety Strategy ................................................................................................................................................ 5Gang Suppression Strategy ............................................................................................................................................... 6Traffic Safety Strategy ......................................................................................................................................................... 7
GOAL 2 | Community PartnershipsIndigenous Women and Girls Safety Strategy ............................................................................................................... 9Restorative Justice Programs and Diversions ............................................................................................................. 10Illicit Drug Strategy ............................................................................................................................................................ 11
GOAL 3 | Effective and Efficient ServiceWinnipeg Police Service Mobile Application ............................................................................................................... 13Virtual Police Response (VPR) Initiative ........................................................................................................................ 14 Next Generation 911 (NG911) ......................................................................................................................................... 15 Firearms Investigative Analysis Section ........................................................................................................................ 16 Drones Program ................................................................................................................................................................ 17
GOAL 4 | Healthy OrganizationTraining and Professionalism ......................................................................................................................................... 19 Workplace Safety and Wellness ..................................................................................................................................... 20
TABLE OF CONTENTS
ii WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN
The Winnipeg Police Service 2020 Business Plan is the first in conjunction with the Winnipeg Police Board’s 2020-2024 Strategic Plan.
This Business Plan will feature much of the ongoing work of the WPS in areas like Indigenous women and girls safety, gang suppression, traffic safety, and downtown safety. This year’s plan will also introduce and leverage technology in some very innovative ways. Dealing with the COVID-19 pandemic in March has illustrated how important it is to be able to function remotely. Our Virtual Police Response (VPR) reporting system is a good example of an initiative that enables us to provide service in an alternative way. There are other innovations within the plan that will also demonstrate our progressiveness.
The pandemic and the economic fallout have also resulted in tremendous stress within our community. Frontline emergency services like police, fire, and paramedics have responded to ensure a safe and secure community. In doing so, our members have witnessed our community at its best, and endured some within the community at their worst. This has come at personal cost to many within the WPS. This year’s plan provides an opportunity to highlight some of the work that goes into ensuring we are a healthy organization comprised of committed professionals.
I look forward to advancing the Winnipeg Police Board’s 2020-2024 Strategic Plan, but it is the talented women and men of the Winnipeg Police Service who excite me. The work that they perform every day is at the heart of these plans. We can work through any problems, and weather any storm. Together, we will look after our community!
Danny G. SmythChief of Police
MESSAGE FROM THE CHIEF OF POLICE
WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN 1
Our Vision
A CULTURE OF SAFETY FOR ALLOur MissionBuild safe and healthy communities across Winnipeg through excellence in law enforcement, protection and crime prevention.
Winnipeg Police Board
WHAT WE VALUE AND BELIEVEWE VALUE:Integrity
We act in an open, honest and trustworthy way in all of our interactions with each other and the public
RespectWe honour the diversity of individuals, showing understanding and acceptance for all people
Citizens and CommunitiesWe conduct ourselves in a professional manner at all times, are above reproach and demonstrate pride and commitment to the people and communities we serve
AccountabilityWe make quality, ethical decisions that guide our individual and collective efforts and are responsible for our actions, use of resources and effectiveness
CourageWhether serving on the streets or providing leadership and support, we will make tough decisions and take decisive actions to valiantly protect people and communities
WE BELIEVE:• The safety and security of people, property and the
community are a critical public interest• In the rights of individuals and bias-free policing• In the worth of each individual but in the reality
that individuals and groups who engage in criminal behaviour must face the consequences and society must be protected from them
• Significant strides in preventing crime will happen when the risk factors of crime are appropriately addressed
• We must work collaboratively with the community and other justice, social services, health and community agencies who contribute time, resources and support, if we are to prevent crime in the long-term
• Our success depends upon the professionalism, innovation, skill and compassion of civilian and sworn members of the police service
• In the health, protection, well-being and professional development of our membership
• Effective governance is critical to ensuring accountability and effectiveness in the delivery of policing services
OUR GOALS AND STRATEGIES1. PROTECTION AND CRIME PREVENTION¾ Promote road safety and driver responsibility
¾ Promote safety of downtown and other at risk neighbourhoods
¾ Prevent and disrupt gang and illicit drug activity
2. COMMUNITY PARTNERSHIPS¾ Promote communication, transparency and
accountability
¾ Foster relationships, partnerships, understanding and trust to build confidence in police
¾ Referrals to restorative justice and diversion programming
3. EFFECTIVE AND EFFICIENT SERVICE¾ Collaborate to reduce the demand for
police response
¾ Explore innovative technologies
¾ Instill a culture of continuous improvement
4. HEALTHY ORGANIZATION¾ Enhance training and professionalism
in the Service
¾ Focus on employee safety, health and wellness
STRATEGIC PLAN2020-2024
Our Vision
A CULTURE OF SAFETY FOR ALLOur MissionBuild safe and healthy communities across Winnipeg through excellence in law enforcement, protection and crime prevention.
Winnipeg Police Board
WHAT WE VALUE AND BELIEVEWE VALUE:Integrity
We act in an open, honest and trustworthy way in all of our interactions with each other and the public
RespectWe honour the diversity of individuals, showing understanding and acceptance for all people
Citizens and CommunitiesWe conduct ourselves in a professional manner at all times, are above reproach and demonstrate pride and commitment to the people and communities we serve
AccountabilityWe make quality, ethical decisions that guide our individual and collective efforts and are responsible for our actions, use of resources and effectiveness
CourageWhether serving on the streets or providing leadership and support, we will make tough decisions and take decisive actions to valiantly protect people and communities
WE BELIEVE:• The safety and security of people, property and the
community are a critical public interest• In the rights of individuals and bias-free policing• In the worth of each individual but in the reality
that individuals and groups who engage in criminal behaviour must face the consequences and society must be protected from them
• Significant strides in preventing crime will happen when the risk factors of crime are appropriately addressed
• We must work collaboratively with the community and other justice, social services, health and community agencies who contribute time, resources and support, if we are to prevent crime in the long-term
• Our success depends upon the professionalism, innovation, skill and compassion of civilian and sworn members of the police service
• In the health, protection, well-being and professional development of our membership
• Effective governance is critical to ensuring accountability and effectiveness in the delivery of policing services
OUR GOALS AND STRATEGIES1. PROTECTION AND CRIME PREVENTION¾ Promote road safety and driver responsibility
¾ Promote safety of downtown and other at risk neighbourhoods
¾ Prevent and disrupt gang and illicit drug activity
2. COMMUNITY PARTNERSHIPS¾ Promote communication, transparency and
accountability
¾ Foster relationships, partnerships, understanding and trust to build confidence in police
¾ Referrals to restorative justice and diversion programming
3. EFFECTIVE AND EFFICIENT SERVICE¾ Collaborate to reduce the demand for
police response
¾ Explore innovative technologies
¾ Instill a culture of continuous improvement
4. HEALTHY ORGANIZATION¾ Enhance training and professionalism
in the Service
¾ Focus on employee safety, health and wellness
STRATEGIC PLAN2020-2024
Downtown Safety Strategy
Gang Suppression Strategy
Traffic Safety Strategy
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GOAL 1 | PROTECTION AND CRIME PREVENTION
The Downtown Safety Strategy has a goal to reduce crime and disorder, and increase the community’s sense of safety in the downtown area with a particular focus on the Sports, Hospitality, and
Entertainment District (SHED) and surrounding area. This is done primarily through engagement with the community and cooperative partnerships with businesses and organizations operating downtown. This includes a visible police and cadet foot patrol presence.
OWNER: Superintendent of Uniform OperationsLEAD: Inspector of Division 11
ENVIRONMENTAL SCAN
Feel safe walking
alone downtown after dark*
Change in reported violent crimes
(vs 2014)
Feel safe walking
alone downtown in
daytime*
Change in reported
drug crimes (vs 2014)
Change in reported property
crimes (vs 2014)
Change in other
reported crimes
(vs 2014)
12% +14% 63% -41% +40% -5%
ACTIONS Expand foot patrol resources and hours of coverage. Upgrade downtown CCTV system. Deploy police and cadet presence on Winnipeg Transit or in the downtown Transit corridors. Collaborate with other safety partners operating in the downtown.
MEASURES Number of foot patrol hours in the downtown Foot Patrol Zone. Number of special events attended in the downtown SHED. Number of hours deployed on Winnipeg Transit or in Transit corridors. Number of problem-oriented initiatives. Number of arrests and suspect identifications in the downtown Foot Patrol Zone.
* From the 2019 Winnipeg Police Service public opinion survey (winnipeg.ca/police/survey/default.stm)
Downtown Safety StrategyOBJECTIVE
WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN 5
The Gang Suppression Strategy has a goal to suppress and disrupt gang activity with a focus on crime involving firearms and drug trafficking. It involves a four-pillar approach that includes suppression,
prevention, intervention, and education.
OWNER: Superintendent of InvestigationsLEAD: Inspector of Division 40
ENVIRONMENTAL SCAN
Percent of homicides that are gang-related (5 yr avg) Drug & Cash Seizures (2019) Increase in gang-related
shootings (5 yr avg)
24% $3.034 million +75%
ACTIONS Short and long-term investigations targeting known gangs and gang members. Monitoring gang members charged with criminal offences and released on bail or parole. Collaborating with gang outreach partners to refer and divert gang members and at-risk individuals. Educate and engage with the community about gangs and gang activity.
MEASURES Number of disruptions to gang operations. Number of gang members and associates arrested. Number of compliance checks. Number of social program referrals and diversions. Number of community education engagements.
GOAL 1 | PROTECTION AND CRIME PREVENTION
Gang Suppression StrategyOBJECTIVE
6 WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN
Through the implementation of its Traffic Safety Strategy, the Service supports the Manitoba Road Safety Plan. The overall goal of the strategy is accomplished by promoting responsible driving
through enforcement and education with a focus on speeding, impaired driving and distracted driving.
OWNER: Superintendent of Operational SupportLEAD: Inspector of Division 52
ENVIRONMENTAL SCAN
Annual traffic fatalities in
Winnipeg (5 yr avg)
Annual Traffic Collisions in
Winnipeg (5 yr avg)*
Support for level of Traffic Enforcement**
Support for PhotoEnforcement
Devices**
14 28,766 67% 80.6%
ACTIONS Manage and maintain the photo enforcement program. Coordinate and conduct enforcement and education activities with a focus on speeding, impaired driving and distracted driving.
Investigate traffic-related fatalities.
MEASURES Number of traffic fatalities investigated. Number of photo enforcement offences. Number of officer-enforced speeding offences. Number of impaired driving offences. Number of distracted driving offences. Number of education and awareness campaigns; media views.
* From Manitoba Public Insurance Corporation’s Traffic Collision Reports (2014-2018)
** From the 2019 Winnipeg Police Service public opinion survey (winnipeg.ca/police/survey/default.stm)
GOAL 1 | PROTECTION AND CRIME PREVENTION
Traffic Safety StrategyOBJECTIVE
WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN 7
Indigenous Women and Girls Safety Strategy
Restorative Justice Programs and Diversions
Illicit Drug Strategy
GOAL 2PR
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The Service is committed to the safety of Indigenous women and girls by working with and supporting Indigenous-led community organizations and community partners providing programming and
services to Indigenous women and girls. The Service’s enforcement efforts will focus on individuals and groups involved in the exploitation of Indigenous women and girls.
OWNER: Superintendent of InvestigationsLEAD: Inspector of Division 41
ENVIRONMENTAL SCAN
Percentage of homicides with an Indigenous female
victim (2019)
Percentage of missing person reports that involve
youth in care (2019)
Number of charges related to exploitation
(2019)
8% 82% 169
ACTIONS Investigate all homicides involving Indigenous women and girl victims. Investigate cases involving the exploitation of Indigenous women and girls. Investigate missing person reports involving Indigenous women and girls. Support the work of the Winnipeg Outreach Network and the Sexually Exploited Youth Community Coalition.
Participate in research and facilitate education focused on improving justice and programming for Indigenous women and girls.
MEASURES Number and clearance rate of homicides involving Indigenous women and girl victims. Percentage of counter-exploitation investigations involving Indigenous women and girls. Percentage of total missing person reports involving youth in care. Percentage of interventions to community programming and services involving Indigenous women and girls.
GOAL 2 | COMMUNITY PARTNERSHIP
Indigenous Women and Girls Safety StrategyOBJECTIVE
WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN 9
The Service is committed to supporting the goals of Restorative Justice by diverting appropriate cases, including domestic disputes, to programming and services. The Service supports the work of Block
by Block by referring individuals and families from the William Whyte, Dufferin or Lord Selkirk Park neighbourhoods to Thunderwing for support in breaking down system and policy barriers.
OWNER: Superintendent of Uniform OperationsLEAD: Duty Officer Inspector
ENVIRONMENTAL SCAN
Total diversions (2019) Individuals charged with domestic offences (2019)
409 1,853
ACTIONS Monitor and divert appropriate cases. Monitor and divert domestic cases suitable for diversion to restorative justice programming. Refer individuals to Thunderwing project.
MEASURES Number of individuals diverted (excluding domestic offences).
Number of individuals accused of domestic offences diverted.
Number of referrals to Thunderwing.
GOAL 2 | COMMUNITY PARTNERSHIP
Restorative Justice Programs and DiversionsOBJECTIVE
10 WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN
The goal of the Illicit Drug Strategy is to disrupt drug trafficking supply chains and to focus on individuals involved in the trafficking and possession of illicit substances. It involves a three pillar
approach that includes enforcement, intervention and education. The strategy is adaptable and will focus on emerging drug trends.
OWNER: Superintendent of InvestigationsLEAD: Inspector of Division 40
ENVIRONMENTAL SCAN
Weekly average events attended where drug use was suspected (2019) Volume of illicit drugs seized (2019)
56.4 170.3 kg
ACTIONS Short and long-term investigations focusing on illegal drug trafficking. Collaborating with outreach partners to refer and divert individuals to addictions programming. Educate and engage with the community about illicit drug activity within the city.
MEASURES Number of disruptions to drug trafficking operations. Number of referrals and diversions. Number of community education engagements.
GOAL 2 | COMMUNITY PARTNERSHIP
Illicit Drug StrategyOBJECTIVE
WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN 11
Winnipeg Police Service Mobile Application
Virtual Police Response (VPR) Initiative
Next Generation 911 (NG911)
Firearms Investigative Analysis Section
Drones Program
GOAL 3PR
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The WPS Mobile App will enhance access to online police reporting through a smart phone platform. In addition, the App is a tool to send notifications to the public.
OWNER: Chief of StaffLEAD: Manager of Public Information Office
ENVIRONMENTAL SCAN
Increase in reported property crime (2018-19)
Increase in online police reports filed (2018-19)
Total property occurrences reported (2019)
14.9% 16% 50,513
ACTIONS Develop App content. Revamp webpages to optimize user experience on Mobile App. Launch the WPS Mobile App.
MEASURES Number of WPS Mobile App downloads. Rate of growth of online police reporting.
GOAL 3 | EFFECTIVE AND EFFICIENT SERVICE
Winnipeg Police Service Mobile ApplicationOBJECTIVE
WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN 13
In 2019, the Service was the first Canadian agency to explore virtually responding to non-urgent property crimes. Officers use video technology rather than dispatching a car to take the report in person. The
technology has significantly reduced wait time for citizens as well as time required by frontline officers to process the report and crime scene. As such, the Service is exploring how VPR can be expanded to better serve citizens and realize operational efficiencies.
OWNER: Superintendent of Operational Support LEAD: Inspector of Division 31
ENVIRONMENTAL SCAN
Dispatched break-in calls for service (2019) Average wait time reduction for break-in calls using VPR
7,577 -38%
ACTIONS Monitor and process appropriate break-in calls from the dispatch queue. Monitor and process other property calls from the dispatch queue as appropriate. Monitor and process other (non-domestic) crimes against the person from the dispatch queue as appropriate.
Monitor user feedback.
MEASURES Number of break-ins processed through VPR. Number of other call types processed through VPR. Average VPR response time. User satisfaction rating.
GOAL 3 | EFFECTIVE AND EFFICIENT SERVICE
Virtual Police Response (VPR) InitiativeOBJECTIVE
14 WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN
The current 911 system is near the end of its lifespan, mandated to be decommissioned in 2023. The Canadian mandate requires technical infrastructure to accommodate the ability to receive
multimedia (text, video and audio) to 911. This multi-year migration will require significant funding and the execution of new service agreements.
OWNER: Superintendent of Uniform OperationsLEAD: Manager of Communication Centre
ENVIRONMENTAL SCAN
Increase in calls received by WPS Communication Centre
(vs 2016)
Total calls managed by WPS Communication Centre
(2019)
Total 911 calls managed (2019)
12% 648,247 336,631
ACTIONS Establish project team. Create three-year project roadmap. Explore innovative systems and solutions. Establish a robust quality assurance program ready for NG911.
MEASURES Project team established. Three-year roadmap established. Redesign quality assurance program.
GOAL 3 | EFFECTIVE AND EFFICIENT SERVICE
Transition to Next Generation 911 (NG911)OBJECTIVE
WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN 15
The FIAS supports frontline enforcement and investigations through firearm identification, classification and tracing. In response to the increasing incidents involving firearms, the Service has
acquired an Integrated Ballistic Identification System (IBIS). The IBIS is designed to match recovered ballistic evidence against a database of Canadian firearms.
OWNER: Superintendent of Investigative ServicesLEAD: Inspector of Division 40
ENVIRONMENTAL SCAN
Percentage increase firearms seized for criminal
use (vs 2016)
Percentage increase improvised firearms seized
(vs 2014)
Total number of firearms seized (2016-19)
67% 8500% 5,164
ACTIONS Integrate WPS ballistic identification system with the Canadian Integrated Ballistics Identification Network.
Process and analyze firearms and ammunition involved in criminal offences. Securely receive and retain all non-criminal firearms turned over to police custody.
MEASURES Number of firearms processed. Number of ballistic tests completed. Number of firearms traces completed.
GOAL 3 | EFFECTIVE AND EFFICIENT SERVICE
Firearms Investigative Analysis Section (FIAS) OBJECTIVE
16 WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN
Drone technology has evolved to become a tool for law enforcement agencies in Canada. Along with enhancing public and officer safety, these small unmanned aerial systems offer benefit in a wide
range of tasks including collision reconstruction, search and rescue, and crime scene analysis.
OWNER: Superintendent of Operational SupportLEAD: Inspector of Division 50
ENVIRONMENTAL SCAN
Number of traffic collision investigations (2019)
Number of Ground Search and Rescue operations
(2019)
Number of occurrences matching use-case criteria
(2019)
29 7 >300
ACTIONS Develop training program. Monitor and explore opportunities to deploy drones to assist with operations. Deployment and assistance to occurrences as appropriate.
MEASURES Completion of training program. Number of deployments to reduce safety risk. Number of deployments to collect evidence/scene reconstruction. Number of deployments to search for missing persons. Hours saved by use of drone.
GOAL 3 | EFFECTIVE AND EFFICIENT SERVICE
Drones ProgramOBJECTIVE
WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN 17
Training and Professionalism
Workplace Safety and Wellness
GOAL 4PR
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GOAL 4 | HEALTHY ORGANIZATION
As an accredited law enforcement agency, the Service provides objective and transparent evidence of a commitment to excellence in police leadership, resource management, and service delivery. Policy
and training are fundamental to demonstrating compliance with established standards in policing and public safety.
OWNER: Superintendent of Support ServicesLEAD: Inspector of Division 33
ENVIRONMENTAL SCAN
Number of Criminal Flight vehicle
pursuits (2019)
Number of incidents requiring use of
force reports (2019)
Number of notifications
made to the IIU (2018-19 fiscal year)
IIU investigations resulting in criminal
charges (2019)
45 857 26 2
ACTIONS Commission on Accreditation for Law Enforcement Agencies (CALEA) accreditation. Active Response Tactics (ART) training program. Use of force training program. Police Vehicle Operations (PVO) training.
MEASURES Number and percentage of reviews completed to demonstrate compliance with CALEA standards annually.
Percentage of members who completed ART training program. Percentage of members due for recertification who completed use of force training. Percentage of members due for recertification who completed PVO training.
Training and ProfessionalismOBJECTIVE
WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN 19
The Service recognizes the importance of a safe and healthy workplace. The Human Resources Division, Training Division, and Behavioural Health Unit all focus attention and resources to ensure
the physical and behavioral health of our employees through programs and initiatives designed to support health and wellness.
OWNER: Superintendent of Support ServicesLEAD: Manager of Human Resources
ENVIRONMENTAL SCAN
LTI (Lost time to injuries per 100 workers) (5 yr avg)
Number of health and safety incidents (3 yr avg)
5.5 hours 384
ACTIONS Behavioural Health programming to support emotional and mental wellbeing of members. Fitness and healthy lifestyle programs to support the physical wellbeing of members. Return to work and accommodations. Progress to achieve SafeWork Manitoba Certification.
MEASURES Number of employees accessing support programs. Number of wellness sessions. Percentage of fitness appraisals completed. Number of members participating in new safety training initiatives. Strategy developed and implemented to achieve SafeWork Certification by 2021.
GOAL 3 | HEALTHY ORGANIZATION
Workplace Safety and WellnessOBJECTIVE
20 WINNIPEG POLICE SERVICE 2020 BUSINESS PLAN
A Culture of Safety For All
WINNIPEG POLICE SERVICE A CULTURE OF SAFETY FOR ALL