winnipeg police service · policing through the smart policing initiative b. continue to focus...

WINNIPEG POLICE SERVICE2016 BUSINESS PLAN

STATUS REPORT: FIRST QUARTER

A CULTURE OF SAFETY FOR ALL

Winnipeg Police BoardWinnipeg Police Service

1. LESS CRIME &VICTIMIZATION

a. Strengthen pro-activepolicing through theSmart Policing Initiative

b. Continue to focusresources toward adowntown safety strategy

c. Continue efforts toprevent and suppressgang activity andrecruitment

d. Increase the use ofrestorative justice anddiversion programming

e. Focus efforts to improvetraffic safety throughenforcement andeducation

2. ENGAGED COMMUNITIES

a. Lead collective action toprevent crime throughsocial development

b. Work with our partnersto protect vulnerablepersons

c. Enhance communication,transparency andaccountability

d. Enhance communityrelationships

e. Continue to build aservice that knows andreflects the communitiesit serves

3. EFFECTIVE & EFFICIENTSERVICE

a. Ensure the right peopleare in the right jobs inthe right number

b. Implement innovativetechnologies

c. Instill a culture ofcontinuous improvement

d. Collaborate to reducethe demand for non-corepolicing activities

4. HEALTHY ORGANIZATION

a. Enhance training andprofessionalism inthe Service

b. Enhance employeesafety, health andwellness

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.

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

OUR GOALS AND STRATEGIES

2

WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q1 REPORT

GOAL 1 GOAL 2 GOAL 3 GOAL 4

Objectives Initiated

Actions Initiated


Actions Initiated


Actions Initiated


Actions Initiated

Initiated Complete Scheduled / Pending

Pending Strategic Tracking and Reporting (STAR) Report Out

0%

20%

40%

60%

80%

100%

Q4Q3Q2Q1

95%

Objectives Status Check

0%

20%

40%

60%

80%

100%

Q4Q3Q2Q1

77%

Actions Indicator

A CULTURE OF

SAFETY FOR ALL

LES

S CR

IME

EF

FECTIVE

AND

VICT

IMIZATION

ENGAGED COMMUNITIES

EFFICIENT SERVICE

&HEALT

HY

ORGANIZAT

ION2016 Q1: Goal Overview

3

GOAL 1: LESS CRIME AND VICTIMIZATION

1.1 Proactive Policing EffortStandard Operating Guidelines

Tracking and Measures

Data Integration and BI

3 of 3 Initiated

1.3 Gang SuppressionAlign Strategy with SPI

Enhance Cooperation

Early Youth Intervention

2 of 3 Initiated

1.2 Downtown SafetyAlign with Stakeholders

Focused Service Delivery

2 of 2 Initiated

Actions

1.4 Restorative JusticeProgram Dev. Collaboration

Explore Referral Procedures

Enhance Communication

3 of 3 Initiated

1.5 Traffic StrategyEnhance Partnerships with MPI

Data Driven Partnerships

Set Enforcement Priorities

3 of 3 Initiated


Status Check Objectives

1.1 Proactive Policing

1.2 Downtown Safety

1.3 Gang Suppression

1.4 Restorative Justice

1.5 Traffic Safety

Initiated

Key Activities & Accomplishments

- SPI working group established- General Order drafted and Divisional SOG’s have been initiated Crime Analysis Unit (CAU) standardization of reports initiated RFI process completed and working group recommendations initiated

- Community contacts: 9 gang education presentations in quarter CPTSD working group established

Community Action Team (CAT): WFPS, MB Health, LGCA, By-law, Safer Neighbourhoods

Development of Downtown Safety Strategy branding “Centerline” Consolidation of Foot Patrol and CSU shifts to focus on mandate and

community needs

MPI/CAA Intersection Safety Project initiated; MPI Integrated Awareness and Enforcement

Provincial Offense Notice (PON) data refinements and categorization by geographic division

MPI Enhanced Enforcement Project (January: Speed, February: Intersections) Defining current criteria for directing enforcement efforts

- Continued discussions with Manitoba Justice regarding program development Submission of Restorative Justice report to Police Board

Proactive Policing

Downtown Safety

Gang Suppression

Restorative Justice

Traffic Safety

4

GOAL 2: ENGAGED COMMUNITIESActions




2.1 Collective Impact2.2 Vulnerable Citizens2.2 Winnipeg Safe City

2.4 School Engagement2.5 Enhance Recruiting

Initiated

2.3 Communication Strategy2.4 Indigenous/Newcomer

Pending / Scheduled 2.1 Collective ImpactPSA Participation

Block by Block Participation

2 of 2 Initiated

2.2 Vulnerable CitizensSafety and Protection Strategy

Project Devote

Continue Counter-Exploitation

3 of 3 Initiated

2.2 Winnipeg Safe CityTargeted Data Collection

Liaise with Steering Committee

Develop and Explore Strategies

Pending STAR

2.3 Communication StrategyGrow Communication Platforms

Evaluate Police Board Reports

1 of 2 Initiated

2.4 Indigenous/NewcomerBuild and Foster Partnerships

Indigenous Advisory Council

2 of 3 Initiated

2.4 School EngagmentEnhance Partnerships

SRO Program Evaluation

2 of 2 Initiated

2.5 Enhance RecruitingIndigenous/VM Recruiting Efforts

New Recruitment Strategies/Tech

2 of 2 Initiated

Continued support and participation in the Block by Block initiative & Thunderwing (Jan/Feb: 9 referrals, 28 active families (132 persons))

119 community and government organizations engaged (Jan/Feb)

50 meetings attended with community partners, 24 community events (Dec 15 - Feb 16): 474 exploiters arrested (Sexual/Internet Sexual/Domestic) (Dec 15 - Feb 16): 39 sexually exploited persons referred to community

resources

Collective Impact

Vulnerable Citizens

46,000 Twitter followers (January 2016) +207% vs. January 2015 62,500 Twitter followers (March 2016) +36% vs. January 2016 Facebook approved as new social media medium

Partnerships: 32 community/Gov’t organizations engaged in reporting period Syrian newcomer presentations Attended Canadian Police Newcomers Engagement Working Group

7th annual Cop Shop in partnership with St. Vital S.C, 60 students We Day participation - Aboriginal Rights and Culture High school Ethics Bowl partnership

Communication Strategy

Indigenous/Newcomer

School Engagement

Recruit class #159 exceeded diversity targets Commenced discussion with NCI radio for aboriginal langage recruitment

drives

Enhanced Recruiting

5

Actions



Initiated


GOAL 3: EFFECTIVE & EFFICIENT SERVICE

3.1 Staffing and Civilianization

3.2 Information Technology

3.2 Body Worn Cameras

3.4 Collective Impact

3.3 Embrace Lean

3.1 Staffing and CivilianizationJob Description Review

Increase Civilian Complement

Investigative Services Shifting

1 of 3 Initiated

3.2 Information TechnologyHQ Transition

IT Project Development

2 of 2 Initiated

3.2 Body-Worn CamerasDefine Scope of Project

Develop a Budget & Procedures

1 of 2 Initiated

3.3 Embrace LeanApply to Targeted Projects

1 of 1 Initiated

3.4 Collective ImpactJOC Collective Efforts

CPU Paramedic Pilot Project

Uniform Operations Review

2 of 3 Initiated

Continued civilianization of flagged positions

Sustained workload re: HQ move Continued development of identified IT projects as directed by the IT

Steering Committee

Project team assigned, benchmarking and research initiated for scope

Assess Operations Review, and on-going JOC involvement

Staffing/Civilianization

Information Technology

Body Worn Cameras

Targeted projects underway including HR Recruiting, Summary Convictions Court (SCC) Process Review and ODS divisional applications

New HR process created. Once fully implemented: 61% reduction in lead time for Police and Cadet recruitment Reduction of temporary assignments required for background investigations

Embrace Lean

Collective Impact

6

Actions



Initiated


GOAL 4: EFFECTIVE & EFFICIENT SERVICE

4.1 Enhanced Training, E-Learning

4.1 Academic Research Projects

4.2 Wellness & Development

4.1 Enhanced TrainingTraining Assessment

Fair and Impartial Training

Develop In-Service Programming

Enhance Training Programs

Hire Curriculum Specialist

3 of 5 Initiated

4.1 Academic ResearchCreate Partnership Procedures

Establish Advisory Group

2 of 2 Initiated

4.2 Wellness & DevelopmentDevelop IT Modeling of Program

Enhance Peer Assistance

Resilience/Readiness Focus

3 of 3 Initiated

Fair and Impartial training: train the trainer program, recruit class 158, Executive FIP

Commenced the training needs assessment Commenced the creation of the job description for the curriculum

specialist

Initiated Research Partnership Policy and Procedure draft Appointment of academic research group (advisory role)

Initiated IT support for the program Increased peer support members by 61% to 29 fully trained members Met with representatives to provide proposal for resilience training

Training

Academic

Wellness

7

1st Quarter

1.1 Define and Standardize Proactive Policing Efforts

1.4 Explore Restorative Justice Programs and Diversion

2.4.2 School Engagement

3.2.1 Information Technology Efforts

4.2 Wellness and Professional Development


3rd Quarter

4th Quarter

2nd Quarter

1.3 Enhance Gang Suppression Strategy

2.1 Collective Impact Approach and Efforts

2.4.1 Engage Indigenous and Newcomer Communities

3.2.2 Body-Worn Cameras

4.1.2 Academic Research Projects

HQ

1.5 Create a Service-wide Traffic Strategy

2.2.2 Winnipeg Safe City Program

2.5 Enhance Recruiting

3.1 Staffing and Civilianization

3.3 Embrace Lean Principles

1.2 Re-address the Downtown Safety Strategy

2.2.1 Consolidate Efforts to Maximize Risk to Vulnerable Citizens

2.3 Develop an External Communications and Outreach Strategy

3.4 Collective Impact Approach

4.1.1 Create Enhanced Training, E-Learning, and External Opportunities

Quarterly Reporting Schedule

8

Strategic Priority: 1.1 Strengthen Pro-Active Policing2016 Objective: Define and Standardize Pro-Active Policing Efforts OWNER: Superintendent of Uniform Operations, G. BurnettLEAD: Inspector J. Blunden

ACTIONS

Key Actions Future ActionsGeneral order published (Policy & Procedure)

Divisional SOG’s initiated

Define and Standardize Tracking and MeasuresKey Actions

SPI working group establishedFuture Actions

Establishment of standardized reporting (weekly/monthly/quarterly)CAU/ODS standardization of reports

Education/Training: Div. 40, New SPI Coordi-nators

Education/Training: New P.Sgts / Recruits

Divisional SOG development continued

Create Standard Operating Guidelines

Continue the Exploration of Data Integration and Business Intelligence Tools

Key ActionsExploration of mapping capabilities

Future ActionsContinued IT tool exploration

RFI process complete Personnel and financial requirements have been predicted

Intra-net website developmentFinalize admin report Begin RFP process

General order created

MEASURES


Total Proactive Driven Target Events

0

500

1000

1500

2000

2500

3000

naJ beF raM rpA yaM nuJ luJ guA peS tcO voN ceD

Monthly # of Events

Monthly # of Events

2015

2016

SPI COM

SPI SUBJECT

SPI HOTSPOT

Top Police Generated Event Types (Feb 2016) Year over Year Trend

-13 (-0.1%)

+303 (+4%)

+153 (+9%)

1

2

3

4

4,727 hours

1,460 hours

605 hours

1,649 hours

1,013 hours

Total Time Spent on Proactive Policing (Jan - Feb 2016)

9

ACTIONS

MEASURES


Strategic Priority: 1.4 Increase the Use of Restorative Justice and Diversion

2016 Objective: Explore Restorative Justice Programs and Diversion OWNER: Superintendent of Investigations, J. SzyszkowskiLEAD: Inspector J. Blunden

Collaborate with Manitoba Justice on Program DevelopmentKey Actions

Continued discussions with MJ regarding program development

Diversions workload analysis conducted

Future Actions

Explore Referral Procedures and TrainingKey Actions Future Actions

Enhance Communication with Community Partners in Restorative JusticeKey Actions Future Actions

PowerPoint presentation to Police BoardEngage dialogue with ProvinceContinue discussions with stakeholders / community partners

Submission of RJ report to Police Board

Partnership with Prosecutions Information Managment for workload analysis

Assessment of workload analysis; RJ coordinator considerationTraining developmentGeneral Order development

JOC topic

Total Number of Referrals Training Time in Referral Procedures

Measure pending full implementation of referral procedures and training

Measure pending full implementation of referral procedures and training

Number of Meetings with Community Partners

0

2

4

6

8

10

JOC

Community Partner

FebJan2016

6 6

10

ACTIONS

MEASURES


Strategic Priority: 2.4 Enhance Community Relationships

2016 Objective: School Engagement OWNER: Superintendent of Operational Support, L. PilcherLEAD: Inspector G. Friesen

Enhance and expand partnerships with Winnipeg schools through the School Resource Officer (SRO) and the School Education ProgramsKey Actions

Hockey / Skating Programs - HJM/Dufferin School - Sisler/Shaughnessy Park

Current partnership with U of M to evaluate SRO program

Future Actions

Complete and evaluate the 2015-2016 SRO Program within the Seven Oaks School Division

Key Actions Future Actions

We Day participation, Cop Shop, Holiday Feasts

National SRO course participation

Prepare a report

Meet with Mayor’s School Board LiaisonFollow-up with potential SRO Program expansion re: Louis Riel / R.E. / Transcona SDMock exercise with M.I.T.T

Number of School Resource Officers

0

3

6

9

12

15

Other*School Education O�cersSchool Resource O�cers

201620152014

92

22

2016: 15 SRO 4 Districts

4353 Students : 1 SRO

65,294 School Population

Number of School Engagement Contacts

0

100

200

300

400

500

School Engagement

Crime Prevention Through Social Dev.

DecNovOctSepAugJulJunMayAprMarFebJan2015

11

ACTIONS

MEASURES


Strategic Priority: 3.2 Implement Innovative Technologies

2016 Objective: Information Technology EffortsOWNER: Superintendent of Organizational Support, B. OrmistonLEAD: A/Manager Howard Epp

Complete an Effective and Efficient Transition to HeadquartersKey Actions

Breakdown and setup of computers and printers for 17 areas

Breakdown and setup of computers and printers for 22 areas

Future Actions

Overhead projector setupsVideo feed for JusticeNG/911 Activation

Supporting divisions with unexpected technology problemsMoved data center to HQ

Continued Development of Identified Projects Requiring IT SupportKey Actions Future Actions

5 Projects scheduled to initiated: - Includes: - Risk Register - Phase II Wellness - Phase II Online Alarm Permits - E-Ticketing - Body Worn Cameras

Windows XP to Windows 7 PortCAD Mobile UpgradeNiche UpgradeProvide ongoing support for production systems

Number of IT Projects Initiated Impact of Technology Projects

HQ IT Transition Targets Achieved

0

2

4

6

8

10

Planned

Initiated

Q2Q1Q4

2015 2016

2015 2016

76

Improved reliability of Desktop PCs

Improved CAD access in cars

Eliminated transfer request data entry work

Increased file storage limits by:200%

0

5

10

15

20

25

30

Achieved

Q2Q1Q4

Planned

7

17

28

12

ACTIONS

MEASURES


Strategic Priority: 4.2 Enhance Employee Safety, Health and Wellness

2016 Objective: Wellness and Professional DevelopmentOWNER: Superintendent of Human Resources Support, G. PerrierLEAD: Inspector G. Forscutt

Continue to develop IT modeling of the Professional Development Program and pilot the programKey Actions

Initialized IT support for the WPDP Continue to support IT development

Future Actions

Key Actions

Testing and roll-out of Pilot Project

Continue development of training

Enhance Peer Assistance Program

Key Actions

Future Actions

Trained and increased peer support complement

Develop additional training with a resilience or mental readiness focus

Met with representatives to provide program proposal for training

Continue policy amendments

Injury Rate (Annual, 2015)

Number of Peer Support Members Trained

0

2

4

6

8

10WPS

2015

Q1 2016

2014201320122011201020092008

COW

4.5

Time Loss Claimsper 100 FTE

Health Care Only

Time LossReport Only

Injury Claims, by Type (Annual, 2015)

+7

Future Actions

13

WINNIPEG POLICE SERVICE2016 BUSINESS PLAN

STATUS REPORT: FIRST QUARTER

winnipeg police service · policing through the smart policing initiative b. continue to focus...

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