Upload
tessa-vanderhart
View
220
Download
0
Embed Size (px)
Citation preview
7/31/2019 2012-2014 Strategic Plan
1/48
WINNIPEG POLICE SERVICE
THE ROADMAP
A Strategic Plan for 2012-2014
7/31/2019 2012-2014 Strategic Plan
2/48
7/31/2019 2012-2014 Strategic Plan
3/48
A safer community built on strong, trusting relationships
7/31/2019 2012-2014 Strategic Plan
4/48
A Strategic Plan for 2012-2014
2
Table of Contents
Long Term Goals and Action Items 3
Message from the Chief 4
Vision, Mission and Service Values 5
Purpose of the Winnipeg Police Services Strategic Plan 6
The Planning Process 7
Life of the Planning Process 8
Winnipeg at a Glance 9
Policing and Crime 10
Operational and Capital Budget Planning 12
Managing New Initiatives 13
Authority, Accountability and Capacity 14
Transition to New Police Facilities 16
Making Difficult Decisions 17
Our Senior Managers 18
Roles and Responsibilities with the Strategic Plan 18
The Long-term Goals 19
Public Safety 19
Investment in Our Members 25
Innovation and Technology 30
Relationship Building 34
Increased Efficiency / Return on Investment 38
Glossary 44
7/31/2019 2012-2014 Strategic Plan
5/48
A Strategic Plan for 2012-2014
3
Long-term Goals and Action Items
Public Safety1.1 Implement a Violent Crime Reduction Strategy
1.2 Develop and Implement a Downtown Safety Strategy
1.3 Establish Key Performance Indicators Service-wide
1.4 Implement Intelligence-led, Evidence-based and Predictive Policing Models
1.5 Implement and Maintain a Coordinated Traffic Enforcement Strategy
Investment in Our Members2.1 Establish a Career Development Program for the Sworn and Civilian Sectors
2.2 Develop and Implement a Civilian Staffing Strategy
2.3 Develop an Enhanced and Sustainable Behavioural Health Strategy
2.4 Streamline Disciplinary Processes
Innovation and Technology3.1 Adopt the Major Case Management Structure
3.2 Develop a Strategy that Will Address Our Current and Future InformationTechnology Needs
3.3 Adopt New Crime Prevention Initiatives that Involve Formal Planning andEnvironmental Design
Relationship Building4.1 Promote and Develop Recruitment Opportunities Reflecting a Dynamic and
Diverse Population4.2 Develop a Social Media Strategy for the Service
4.3 Review Our Partnerships with External Agencies
Increased Efficiency / Return on Investment5.1 Develop and Implement an Initiative Review and Approval Process
5.2 Conduct a Review of Unit Mandates and Analyze the Current Structure ofOur Organization
5.3 Develop an Asset Management and Equitable User Fee System to Ensure
Our Sustainability5.4 Develop a Budget Management Strategy
5.5 Examine General Patrol Deployment and Dispatch Model
7/31/2019 2012-2014 Strategic Plan
6/48
7/31/2019 2012-2014 Strategic Plan
7/48
A Strategic Plan for 2012-2014
5
I Vision, Mission and Service Values
The Vision is what an organization strives to achieve; it is the ideal behind everythingthat is done. The members within the organization continually work towards the Vision.The Winnipeg Police Service Vision is:
The Mission Statement identifies the objectives and driving forces that help theorganization move towards its Vision. It spells out the rationale behind efforts that are
undertaken. The Mission Statement of the Winnipeg Police Service is:
An organizations values are identified so that all members are aware of specificqualities that must be held in the highest regard. Values form the basis of ethicalconduct:
Service Values
Integrity
Acting in an open, honest and trustworthy way in all of our interactionswith each other and the public
RespectHonouring individuals and diversity by showing compassion and tolerance
to all people
Citizen FocusConducting ourselves in a professional manner at all times, showing pridein service and commitment to serve the greater good
Accountability
Making quality, ethical decisions that guide our individual and collectiveefforts, and accepting responsibility for our actions
CourageServing on the street and in leadership roles, being ready to make toughdecisions to valiantly protect people and their property
Mission
As members of the Winnipeg Police Service, we commit to making Winnipeg safer by:
Performing our duties with integrity, compassion and respect
Building strong, trusting relationships with the community, because we can't do it all alone
Enhancing our effectiveness so we can be there when we're needed the most, and
Finding innovative ways to deliver our services
Vision
A safer community built on strong, trusting relationships
7/31/2019 2012-2014 Strategic Plan
8/48
A Strategic Plan for 2012-2014
6
The main purposes of the ServicesStrategic Plan are to:
Give clarity and practicalapplication to our Vision,
Mission Statement and
Service Values
Define the long-term goals ofthe Winnipeg Police Serviceand how to achieve them
Inform our citizens about thepolicing services we canprovide, and the standardsthey can expect
Establish measures todetermine our progresstowards our goals
Develop mandates anddirections for the Service inmeeting goals and facingchallenges
Provide a strategy to allocateresources while maintainingfiscal responsibility to keep
the Service sustainable
Ensure that the memberswho are in charge of specificaction items know that theywill receive the fullendorsement and support ofthe Service Executive
Ensure that professionaldevelopment processes arelinked to the long-term goalsof the Service
I Purposes of the Winnipeg Police Services Strategic Plan
7/31/2019 2012-2014 Strategic Plan
9/48
A Strategic Plan for 2012-2014
7
I The Planning Process
The planning process for the
Winnipeg Police Service Strategic
Plan began in the summer of 2009
when the Service became involved
with the City of Winnipegs long-term
planning efforts. Work on a new long-
term plan involved collaboration andconsultation with all city departments.
During this planning process, each
department provided information on
what its objectives are for the
upcoming 25 years. Through
department representatives, they
worked together to ensure a
coordinated approach to civic
planning based upon the key factors
of growth, sustainability andcompetitiveness.
A critical element of the project came
from input received from the citizens
of the City through an on-line blog
Speak Up Winnipeg and numerous
public forums. Representatives of the
Service attended these events and
received feedback on how the
Service was performing, and listened
to the concerns of the citizens
regarding our city.
In January of 2010, the Executive of
the Winnipeg Police Service met to
define the new Vision, Mission, and
Values of the Service. Five long-term
goals were also determined at this
time as:
Public Safety
Investment in Our Members
Innovation and Technology Relationship Building
Increased Efficiency / Return
on Investment
In early spring of that year, the
Executive met with all of the
Divisional Commanders throughout
the Service to discuss the five long-
term goals in a strategic planning
session.
By late summer, a planning team was
assembled within the Organizational
Development and Support Division.
Over the course of four months, the
team met individually with senior
members who would be vital to the
success of this plan.
These senior members were
identified as our plan contributors.
The plan contributors consisted of
the Executive, every DivisionCommander or civilian counterpart,
Staff Sergeant and a number of other
representatives.
Over 40 meetings took place where
the plan contributors provided their
ideas on how our Service should
address the concerns of the
community, and the issues facing the
Winnipeg Police Service today and
over the next few years.
From the thoughts and hopes of the
plan contributors, specific Actions
were identified and assigned to
various Commanders and Managers.
Ownership of the Actions is integral
to the success of the Strategic Plan.
Wherever possible, the Actions were
assigned to the members who had avested interest, or those whose
Division was in the best position to
complete the Action successfully.
Whenever a change in Commanders
occurs through retirements, transfers
or any other Service need, a
conscious decision will be made to
ensure a suitable replacement will
continue with the Action Item.
The challenge for each member
having a stake in the Strategic Planis to create capacity in their work
schedule to set their Action as a
priority in accomplishing their goal.
This recognizes that other initiatives
may not proceed as they are not as
vital to the goals of the plan.
The fact that youre planning is more important than
the plan.
Robert Biscontri, Assistant Professor of Accounting, Asper
School of Business
7/31/2019 2012-2014 Strategic Plan
10/48
A Strategic Plan for 2012-2014
8
By thinking forward and projecting
what will happen in the future, we willbe able to handle the problems thatcome about tomorrow. By writingdown our ideas and actively followinga course of action, we should hit themark in most cases when newissues arise. This is what theStrategic Plan is about. It will beimportant; it will have meaning; andwe will stay on course. It is written inplain language so that everyone canunderstand where we want to go. It isnot the end of the process, but just
the beginning.
The Strategic Plan will help us seethe progress made towards ourgoals. It will allow us to pat ourselveson the back when we go in the rightdirection. It will also help re-direct uswhen we see that an excessiveamount of energy is diverted tosomething not identified as a priority.
In order to do this, a number oftargets have been identified so that
we can examine our progress on aregular basis.
Annually, we will evaluate the ActionItems and the direction of the Plan.During this time, we will be able toamend, add, or delete items inaccordance with conditions thatdevelop over time. It is meant to bea living document, fixed whennecessary, yet flexible at the righttime. Annual review reports will beattached as addenda that willcoincide with any new directionwe take.
We also recognize that no plan isperfect. If there are areas whereimprovements need to be made, wewill ensure that new ideas andsuggestions are recorded andconsidered. They may have to wait toensure certain projects are properlyevaluated first, but it is recognized
that this plan was made possible onlythrough the ideas of our members.New ideas from our members willalways be needed if we accept thenotion of continuous improvement.
The Strategic Plan is the enablingdocument that identifies the maindirection we will be heading over thenext three years, but it is not the onlydocument. Many of the action itemswithin the plan refer to strategies thatwill be created. These will beseparate written documents that willcontain information pertaining tothat item.They will identify specificactions and measures to gaugeour success.
If somethings not sustainable, we should see
it in the measures.
Ian Hall, Environmental Coordinator, Planning, Propertyand Development Department
You cant achieve things without the right people.
Abdul Aziz, Manager of Services
I Life of the Planning Process
7/31/2019 2012-2014 Strategic Plan
11/48
A Strategic Plan for 2012-2014
9
I Winnipeg at a Glance
Winnipeg sits in the heart of Canada
as a gateway corridor between thewestern and eastern provinces. Asthe largest major metropolis betweenCalgary and Toronto, Winnipeg actsas a commercial, business andentertainment destination for much ofSaskatchewan, Northern Ontario andour southern neighbours in NorthDakota and Minnesota. As a gatewaycity, Winnipeg sees a lot of passingtraffic but fundamentally, Winnipegremains a slow growth city.
As a slow growth city, Winnipeg doesnot experience booms and busts, butrather, the city has experienced slowbut steady growth over the past fewdecades. Averaging an annual growthof 0.75% over the last decade,Winnipegs population grew at ahigher rate over the last five years, at
just under one percent annually(0.97%), thanks to strengthenedimmigration. Immigration not only
boosts Winnipegs overall population,it also broadens Winnipegs culturaldiversity. Statistics Canada (2006)reports the top five immigrant
originating countries as follows:
Philippines
India
China
Ukraine
Ethiopia
Since the 2006 Census, Winnipeghas developed, and is in the processof developing a number of newneighbourhoods. Notable new
neighbourhoods include: AmberTrails, Canterbury Park, RichmondWest, Royalwood, Sage Creek,Transcona West and Waverley West.Together, these neighbourhoods add3205 hectares (7919 acres) of newlyinhabited land in Winnipeg. The newdevelopments represent an increaseof 6.74% of patrollable land withinWinnipegs boundaries.
In terms of patrollable distances,Winnipegs total street length(including lanes and alleys) hasincreased by 80 kilometres (48 miles)
from 2006 to 2010 representing ahalf-percent increase every year, or20 kilometres (12 miles) of additionalroadway.
As Winnipegs population continues to grow, the amount of land development continues to grow as well.
Population of Winnipeg
Populatio
n
(in
thousands)
7/31/2019 2012-2014 Strategic Plan
12/48
A Strategic Plan for 2012-2014
10
Authorized Complements - Source:Winnipeg Police Service Annual Reports
Actual Complements in 2010 - Source: Statistics Canada
1350
1375
1400
1325
1300
1275
1250
1225
1200
2005
1227
1301
1318
1328
1348
1361
2006 2007 2008 2009 2010
450
475
500
425
400
375
350
325
300
2005 2006 2007 2008 2009 2010
333
359364
367 368 371
Police Officers Civilian Staff
% Civilians vs Officers
Municipal Region
I Policing and Crime
In response to Winnipegs growing population and land coverage, the complement of the police force has been
increasing over the last decade as well. The number of officers has increased by an average of 2.66% per year since2006, while the number of civilian staff has only increased by 0.27% per year over the same period. Also categorizedunder civilian staff, the Service recruited, trained and deployed 30 cadets in 2010, with an additional 20 to be addedin 2011. For 2010, the Service had a total complement of 1361 police officers, 30 cadets and 371 civilian staffmembers.
7/31/2019 2012-2014 Strategic Plan
13/48
A Strategic Plan for 2012-2014
11
Despite Winnipegs continued population growth, the overall incidences of reported crime are falling.
Source:Winnipeg Police Service Annual Reports
* Statistics Canada reclassified a number of crimes
in 2009. When we include those crimes in yearsprior to 2009 (green bars), we observe an overalldeclining trend since 2001.
Crimes against persons include: homicide,attempted murder, all sexual offences, all assaults,abduction, robbery and other crimes againstpersons.
Crimes against property have been dropping since2006. Crimes against property include break andenter, all thefts, possess property obtained by crime,fraud, arson and mischief.
*In 2009, Statistics Canada reclassified a number ofcrimes from the Other Crimes category to theCrimes against Persons category (shown as greenbars). Despite removing those crimes, Other
Crimes continues a downward trend.
Other Crimes include those not reported undercrimes against persons or crimes against property.
60
70
50
20
30
40
10
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Crimes against Persons
Crimes against Property
Other Crimes
(Crimesin1000s)
(Crimesin1000s)
(Crimesin1000s)
7/31/2019 2012-2014 Strategic Plan
14/48
A Strategic Plan for 2012-2014
12
The Operational Budgethttp://winnipeg.ca/finance/files/2011AdoptedOperatingBudget.pdf involvesdiscussions between the ServiceExecutive, the various commandersand the Finance Division. On anannual basis, the WPS also submitsits performance measures whichforms part of the larger City ofWinnipeg Annual Operating Budget.
The Capital Budgethttp://winnipeg.ca/finance/files/2011To2016AdoptedCapitalBudget.pdfcovers a five-year term. The CapitalBudget deals with items that benefitthe Service as a whole over a lengthyperiod of time, and require a financialcommitment that is above the annualOperating Budget. Throughout muchof our history, capital planning hasbeen the responsibility of the ServiceExecutive and members of the
Finance Division. They have done atremendous job; however it isessential that all managersunderstand and take part in thecapital budgetary process. As theService moves forward, a greatereffort will be made to ensure that thecost estimates for future projects arebased on what the price is expectedto be at the time of construction.
I Operational and
Capital BudgetPlanning
Everything we do has an economic impact.
Ron Smolik,WPS Controller
7/31/2019 2012-2014 Strategic Plan
15/48
A Strategic Plan for 2012-2014
13
Our members are the source ofmany important and valuableinitiatives that continually improvethe service we provide to thepublic. Recognizing this, amechanism must be established
where members can beencouraged to put forth their ideasfor consideration. At the same time,decision makers must be able toconsider these ideas from asystems perspective to gauge theirtimeliness and impact on theService as a whole.
Considered in isolation, newinitiatives can appear to be verybeneficial. The problem with this isthat we never have just one
initiative to consider at a time.
Usually there are several, each withtheir own demands and processes.Additionally, there are riskmanagement issues that enter intoevery decision. Unless a strategicapproach is taken when
considering whether or not to moveforward, any or all of these projectshave the potential to reduce ourreal level of output. Thus, we mustconsider all proposals on a service-wide basis.
In our current environment, manynew initiatives are brought forwardby way of an internal administrativereport. This practice has proven tobe beneficial for a number ofreasons:
It requires the author to considerand consult with a number ofstakeholders within the Serviceto determine the potential
impacts.
It provides the author with anopportunity to fully consider theidea and show their commitmentto it.
It provides decision-makers withmuch of the direct financial,operational and administrativecosts associated with theinitiative.
It helps establish somecorporate history which wouldotherwise be lost.
While this process will continue, itwill be essential to ensure that asystems approach be taken whenconsidering if a new initiativeshould proceed during the life ofthe plan. Certainly the idea to beconsidered must be consistent withthe Vision, Mission Statement andService Valuesbut it must alsoprovide value to the Strategic Plan.
In this regard, a process will beestablished to ensure that theSuperintendent Group plays amajor role in determining whatinitiatives are considered andpursued. This body will meet on aregular basis in accordance with aset of business rules. They will actas the filtering mechanism toensure that initiatives going forwardto the Executive Management Teamare consistent with the ideals
expressed above. This process willalso ensure that members receivea prompt response to every matterthat they consider, along withreasons for their decisions.
Hes the leader but its the people below him that will
make the plan work.
Robert Biscontri, Assistant Professor of Accounting, AsperSchool of Business, referring to an organizations CEO.
We make decisions all the time but will they stand the test of time?
Superintendent Dave Thorne
I Managing New Initiatives
7/31/2019 2012-2014 Strategic Plan
16/48
A Strategic Plan for 2012-2014
14
The principle of authority and
accountability is one of the mostimportant concepts necessary toensure everyone within theorganization understands whatdecisions they can make, and whatdirection they can give.Withoutclearly defined levels of authority,members and supervisors canbecome unsure of what they can orcannot do. Working in anenvironment such as this causesparalysis in decision-making and alack of confidence. Additionally, it
opens the process up for excessivediscussion, compromise andmomentum loss. Recognizing thatauthority must be clearly stated anddelegated, accountability is thecontrol mechanism that is designedto prevent insufficient decision-making and/or abuse of authority.
The Service accepts the principle of
authority and accountability. It isessential that every supervisor clearlyarticulate the levels of authority givento their members, along with thecommensurate level of accountabilitythey assume.
With respect to accountability, allmembers given authority mustrecognize they also assumeresponsibility. The Service cannot beblamed when the proper authorityand tools were provided and the
member failed to use them.
The final consideration in this arearelates to capacity. A system thatadopts the principle of authority andaccountability must provide for thislimitation. It is important to providemembers with the necessary
authority to perform a job; however, ifthe members do not have thecapacity to monitor the specific areainvolved, they still cannot be held to
account. As this plan moves forward,a conscious effort will be made toensure members are notoverburdened so as to exceed theircapacity.
The Commission on Accreditation forLaw Enforcement Agencies (CALEA)has two written standards that speakto this issue quite clearly under theOrganization, Management andAdministration topic:
11.3.1 A written directive
requires that:
a. responsibility is accompanied bycommensurate authority; and
b. each employee is accountablefor the use of delegatedauthority.
At every level within the agency,personnel should be given theauthority to make decisionsnecessary for the effective executionof their responsibilities. Thedelegation of authority should beconsistent with the agency'sorganizational values and missionstatement.
11.3.2 A written directive states that
supervisory personnel areaccountable for the activities
of employees under theirimmediate control.
The fabric of this philosophy will bewoven throughout the Strategic Planand articulated in our ServiceProcedures. The levels of authorityrequired for the approval of all ourprocesses will be considered with aview to ensuring that decisions aremade at the lowest appropriate level.This will allow for faster and betterdecision-making.
I Authority, Accountability and Capacity
7/31/2019 2012-2014 Strategic Plan
17/48
A Strategic Plan for 2012-2014
15
At the present time, the Chief of
Police reports administratively to theChief Administrative Officer of theCity of Winnipeg. In the developmentof this plan, the Service recognizesits place as only one of the civicdepartments that works towardscreating a safe and vibrant city.
At the same time that these planningefforts are underway, we are alsomindful that the new Police ServicesAct has been created. A number ofregulations are currently being
developed and may have asubstantial impact on how policing is
done in Manitoba.The Act defines
provisions relating to how the Chiefof Police will report to a Police Board,how investigations involving policeconduct will be handled, and otherissues associated with training andequipment.
Planning is essential to ensure thesustainability of any organization andwe are confident that we are going inthe right direction. Much of thisconfidence stems from the fact thatour Service is now into its 21st year
of accreditation through the CALEA.Through April and May of this year,
our Service underwent its triennial
reaccreditation review. This includedan independent review of ourcompliance with over 170 specificpolicing standards. On July 30, 2011,our Service successfully attainedreaccreditation with CALEA. This isan accomplishment that all of ourmembers and citizens of Winnipegcan be proud of.
I Authority, Accountability and Capacity contd
7/31/2019 2012-2014 Strategic Plan
18/48
A Strategic Plan for 2012-2014
16
One of the most exciting and
challenging steps into the future ofour Service is our transition to newpolice facilities. This process officiallybegan with the decision to movetowards a four-district model from theprevious six-district model. In October2008, the East District Station wasofficially opened which replaced theageing District #4 and #5 Stations.
Presently, we are planning therelocation of our police headquartersfrom the Public Safety Building on
Princess Street to the former CanadaPost Building on Graham Avenue. Weanticipate the new headquarters tobe in operation in 2013. We are alsomoving forward with theamalgamation of the District #2 andDistrict #6 Stations.
This will result in a new facility being
constructed through 2012.Additionally, plans are underway toreplace the District #3 Station.
Approval has already been given tobuild a new Canine facility next to theEast District Station. This facility willprovide a new and much neededhome for our Canine Unit that ourmembers have been doing withoutsince the closure of their formerlocation at the District #4 station.
Finally, because of Winnipegs vibrantnew housing developments, thecurrent police firing range onCadboro Road is slated to be closedlater this year. As such, plans areunderway to relocate to another site.
Following the City of Winnipeg GreenBuilding Policy and the SustainableWinnipeg Direction Strategy, all ourfacilities will be constructed inaccordance with the Canada GreenBuilding Councils Leadership inEnergy and Environmental Design(LEED) Green Rating System and beformally certified.This assists inshowing our commitment to lead byexample in environmental
stewardship.
All of these projects require amassive amount of planning and asubstantial financial commitment.However, they are necessary in orderto provide a visible and effectivecommunity police presence. Theplanning efforts address all five of theServices long term goals in a varietyof ways and are not only importantfor our present needs, but especiallyfor the safety and security of ourfuture communities.
I Transition to New Police Facilities
7/31/2019 2012-2014 Strategic Plan
19/48
A Strategic Plan for 2012-2014
17
At the present time, the Serviceoperates with an annual budget ofover $200 million. It employsapproximately 1800 sworn andcivilian members and it polices a city
of approximately 680,000 residents.As with any large organization, itmust continually examine itsprocesses and overhead to ensure itoperates in a sustainable manner.There is an expectation that thepolice leadership will monitor thechanging social environment andadjust operations to meet newchallenges. However, it is much moredifficult to measure what successlooks like for a police Service than a
business-where profit margins arethe essential outcome.
One important fact that must beformally recognized is that there willalways be more crime and othersocial issues than the police canhandle. In many cases, the policehave very little ability to reduce oreliminate certain types of crime.
The key to maintaining a sustainableand effective police service lies in the
relationships it has established withthose who truly do have thecapability to make important andlong-term social and economicchanges within our community.
As a result, we must recognize aneed to re-examine critically how wedeploy our resources, and where wewant to have the greatest impact.
There are the need to havefunctions and the like to havefunctions. We recognize that wecant be everything, thus, we mustestablish our own identity, which thecommunity can be proud of. In otherwords, we must maintain ourlegitimacy.
To this extent, we must rely on ourMission Statement. We must reiteratethe phrase enhancing our
effectiveness so we can be therewhen were needed the most. As wemove forward, this means that theService may discontinue performingcertain functions in order toconcentrate on our core duties.Thisalso means that we intend onensuring our general patrol functionis well staffed and skilled. TheStrategic Plan recognizes that inorder for the Service to remainsustainable and effective, ourmembers and the public must
understand that we have to decidewhat to focus our efforts on.Throughout the life of this StrategicPlan, that is what we intend to do.
We must also recognize and acceptone final reality. On any given day,our members think of great ideas thathave the potential to improve ourService in a variety of ways. In fact,we have so many worthwhile ideascome forward that it is simplyimpossible to act on all of them.
Issues such as funding, labour-power, competing priorities, or timedemands do not allow us to developand implement every idea. While weneed our members to continueputting forth their ideas andsuggestions, collectively we need toaccept that the Service has to sayno at times so that we do notexceed our ability to maintain ourcore services. This is difficult toaccept but absolutely crucial toensuring our members are not
overworked, and that we do notoverinvest in initiatives that areunsustainable on their own.
I Making Difficult Decisions
We have to make some difficult and controversialdecisions.
Superintendent Keith Walker
Are we disciplined enough to stick to the goals we set out? When youredisciplined, it means saying no to some people.
Inspector Randall Benoit
7/31/2019 2012-2014 Strategic Plan
20/48
A Strategic Plan for 2012-2014
No police organization will beprogressive or truly strategic unlessthere is a strong team of seniorofficers in place to lead theirrespective areas.
For the purposes of the StrategicPlan, this applies to members at therank of Staff Sergeant or CivilianManager and above.
These members set the priorities fortheir areas and are required topossess a wide variety of skills. In
addition to their regular duties, theyare also assigned to otherspecialized tasks. This includes suchthings as sitting on promotionpanels, selection panels, committeesand more.
As this Plan moves forward, specialattention will be given to ensuringthat these members have theopportunity to develop command
and executive level competencies consistent with their level of responsibility. The Senior Managers of our Serviceplay the most important roles in our future planning efforts. Investing in their development is the key to ensuring
our success.
OurWinnipegTM denotes a City of Winnipeg long-term plan Action Item
I Our Senior Managers
I Roles and Responsibilities within the Strategic Plan
Action Owner:
A Superintendent who ensures each Action iscontinually supported at the Executive level
Has the Action Lead report to them at set intervalson the progress of the Action
Action Lead: Works with the Action Owner in determining the
Stakeholders / Contributors
Works with the Organizational Development andSupport Division, and other contributors todetermine the Performance Measures andsuccesses
Reports to the Action Owner at set intervals on theprogress of the Action Item
Is provided the authority and support to move theAction Item forward
Action Analyst:
The member from the Organizational Developmentand Support Division responsible for receivingupdates and preparing annual reports on theprogress of the Action Item.
Provides advice to the Action Lead on performancemeasurement processes.
18
7/31/2019 2012-2014 Strategic Plan
21/48
A Strategic Plan for 2012-2014
19
1. Public SafetyStreet disorder in Winnipegsdowntown core and the high crimerate areas negatively impacts ourcitizens perception of personalsafety. Some causes of streetdisorder include behaviours such asurban camping, aggressivepanhandling, fighting, open drugsales and graffiti.
Although overall violent crime isdecreasing, many Winnipeggersperceive that violent crime is on therise, and believe it poses the greatestdanger to their safety and security.
Winnipegs population andgeographic patrol area has seen asteady increase over the past 20years. A proactive police presencefrom neighbourhood patrols andtraffic enforcement improves thesense of safety in all communities.
With data gathered by the WinnipegPolice Service on a regular basis,and by examining historical data, wehave the ability to deploy ourresources strategically in an effort toreduce identified crimes. Theintelligence-led, evidence-based andpredictive models have proven to beeffective in other jurisdictions.
The Winnipeg Police Service isdevoted to keeping our city safe forall to enjoy and commits to thefollowing:
1.1 Implement a Violent CrimeReduction Strategy
1.2 Develop and Implement aDowntown Safety Strategy
1.3 Establish Key Performance
Indicators Service-wide
1.4 Implement Intelligence-led,Evidence-based and PredictivePolicing Models
1.5 Implement and Maintain aCoordinated Traffic EnforcementStrategy
I The Long-term Goals
What are thepriorities?
Staff SergeantJohn Sobczak
7/31/2019 2012-2014 Strategic Plan
22/48
A Strategic Plan for 2012-2014
20
1.1 Implement a Violent Crime Reduction Strategy
Goals:
Reduce violent street crime across Winnipeg, with a focus on Downtown and higher crime rate areas.With the collaboration and assistance of our partnering agencies, the Service will reduce violent street crimesas follows:
Reduce incidents of sexual assaults by 3% by 2014.
Reduce incidents of assaults by 9% by 2014.
Reduce incidents of strong-arm robberies by 3% by 2014.
Strategies:
The Service will adopt a philosophy of law enforcement in Winnipeg to be proactive and fluid in the approach topolicing higher crime areas and the rest of the City. As a result, there should be no end date set as the
philosophy should not change.
1.1 Implement a
Violent Crime
Reduction
Strategy
Action Owner: Superintendent Keith Walker
Action Lead: Inspector Jim Poole
Action Analyst: Ray Yuen
2012 2013 2014
A. Establish and EnhanceNew Permanent Beat
Foot Patrols
Establish new permanentbeat patrol in Downtown
and higher crime areas.
Maintain or increasefoot patrol hours.
Maintain or increasefoot patrol hours.
B. Implement Project-based Initiatives.
Conduct enforcementprojects as required
Maintain or increaseenforcement projects.
Maintain or increaseenforcement projects.
C. Create High-valueTarget SuppressionDatabase
Create database ofLGHQWLHGKLJKYDOXH
targets.
Maintain database. Maintain database.Review database toensure effectiveness.
D. Develop CrimePrevention Partnership
Program
Work with partners toaddress problems in
multi-unit residences.
Work with MLCCInspectors to addressliquor abuse.
Continue reducingproblems in multi-unit
residences.
Maintain or increaseenforcement of LCAoffences.
Continue reducingproblems in multi-unit
residences.
Maintain or increaseenforcement of LCAoffences.
E. Enhance High VisibilityBeat Program
Use overlap projects toaugment beat patrols.
Maintain or increaseuse of overlap projects.
Maintain or increaseuse of overlap projects.
.
7/31/2019 2012-2014 Strategic Plan
23/48
A Strategic Plan for 2012-2014
21
1.2 Develop and Implement a Downtown Safety Strategy
Goal:
Improve police presence in the downtown areathis will enhance the safety and perceived safety to the citizensof Winnipeg, and promote the central business district as a growing and dynamic destination in which to visit,take up residence and invest.
Strategy:
The Service will enhance public safety within the downtown area and reduce the level of crime. These initiativeswill be sustainable, not only focusing on short-term efforts, but also on long-term results.
1.2 Develop and
Implement
a Downtown
Safety StrategyOurWinnipegTM
Action Owner: Superintendent Keith Walker
Action Lead: Inspector Bruce Ormiston
Action Analyst: Richard Puttenham
2012 2013 2014
A. Increase PolicePresence at MajorEvents
Establish a full-timeSafety Strategy andMajor Events Coordinatorposition.Implement an Event3ODQIRUVLJQLFDQW
events in the Sports andEntertainment District.
Maintain increasedpresence.
Maintain or increaseresources for Event Plan.
Maintain increasedpresence.
Maintain or increaseresources for Event Plan.
B. Enhance Foot Patrols Increase foot patrol by500 hours.
Increase bicycle patrol by500 hours.
Maintain or increase footand bicycle patrol hours.
Maintain or increase footand bicycle patrol hours.
C. Coordinate Operationswith DowntownBusiness ImprovementZone (BIZ)
Meet with BIZorganizations anddowntown partnersquarterly.
Maintain quarterlymeetings.
Maintain quarterlymeetings.
D. Conduct Public
Opinion Surveys forDowntown Users andCitizens
Develop and conduct
public opinion survey.
Conduct a public opinion
survey of downtown usersand citizens.
Conduct a public opinion
survey of downtown usersand citizens.
E. Increase CrimePrevention throughEnvironmental Design(CPTED) Assessments
Train Division #11Community Support UnitSupervisor in CPTEDprinciples.
Increase number ofCPTED assessments.
Maintain or increasenumber of CPTEDassessments.
Maintain or increasenumber of CPTEDassessments.
7/31/2019 2012-2014 Strategic Plan
24/48
A Strategic Plan for 2012-2014
22
1.3 Establish Key Performance Indicators Service-wide
Goal:
Establish a set of Service-wide Key Performance Indicators (KPI), which provide information to assist the Servicein pursuing its Vision
Strategy:
Develop valid and reliable performance measures to assess and improve the impact of policing efforts.
1.3 Establish Key
Performance
Indicators
Service-wide
Action Owner: Superintendent Dave Thorne
Action Lead: Inspector Danny Smyth
Action Analyst: Ray Yuen
2012 2013 2014
A. Establish and EntrenchKPIs for UniformOperations
Establish KPIs forUniform OperationsEDVHGRQHIFLHQWTXHXH
management and patrolunit area ownership.
Monitor and evaluate. Monitor and evaluate.
B. Establish KPIs forCriminal InvestigativeBureaus
No action. Establish KPIs. Monitor and evaluate.
C. Establish KPIs
for AdministrativeDivisions / Units
No action. No action. Establish KPIs.
7/31/2019 2012-2014 Strategic Plan
25/48
A Strategic Plan for 2012-2014
23
1.4 Implement Intelligence-led, Evidence-based and Predictive Policing Models
Goal:
Develop and implement efficient models using crime analyses that focus our resources
Strategy:
Under the Intelligence-led, Evidence-based, Predictive Policing models, specially trained members will gatherand interpret data to determine significant and emerging threats.
1.4 Implement
Intelligence-
led, Evidence-
based and
Predictive
Policing Models
Action Owner: Superintendent Dave Thorne
Action Lead: Inspector Danny Smyth
Action Analyst: Ray Yuen
2012 2013 2014
A. Implement Intelligence-led, Evidence-based,Predictive PolicingModels
Hire a Consultant todetermine resourcerequirements andallocation of CrimeAnalysts.
Recruit and train CrimeAnalysts.
Provide intelligence-lededucation for members.Practise better policingthrough intelligence-ledanalyses.
7/31/2019 2012-2014 Strategic Plan
26/48
A Strategic Plan for 2012-2014
24
Goals:
Enhance road safety and the efficient flow of traffic.This will be achieved through reductions in impaired
driving collisions / events, reductions in distracteddriving, and reductions in driving at excessivespeeds
Increase public education and awareness infostering safer streets
Strategies:
The Service will reduce impaired driving, distracteddriving and travelling at excessive speeds throughpublic education and culture change. Culturechange starts with public acceptance thatdangerous actions will not be tolerated.The
Roadwatch, Checkstop and other similarprograms provide visible deterrents to impaireddriving, while weekly media releases highlight
enforcement. Photo enforcement continues as a toolof enforcement and deterrence.
The Service will continue with campaigns such as
Just Slow Down, Canada Road Safety Week andOperation Impact in improving road safety.
Moving towards Intelligence-led policing will allowthe Service to better analyze collisions andviolations in order to develop road safety strategies.
In addition to keeping Winnipegs streets safe, theService also needs to remain sustainable. TheService will seek out opportunities to recover someof the costs associated with providing escorts andparades.
To increase efficiencies, the Service will formalizethe responsibilities between general patrol divisionsand the Central Traffic Unit. This will reduce overlapand enhance cooperation.
1.5 Implement and Maintain a Coordinated Traffic Enforcement Strategy
1.5 Implement
and Maintain
a Coordinated
Traffic
Enforcement
Strategy
Action Owner: Superintendent Keith Walker
Action Lead: Inspector Jim Poole
Action Analyst: Ray Yuen
2012 2013 2014
A. Increase Road Safetyby Reducing ImpairedDriving, DistractedDriving and Speeding
Increase public educationand awareness.
Maintain or increaseeducation andenforcement efforts.
Maintain or increaseeducation andenforcement efforts.
% 'HYHORS DQ (IFLHQW7UDIF &ROOLVLRQReporting SystemOurWinnipegTM
&RQWLQXH WR OLDLVH ZLWKMPI to develop collisionreporting and analysisprocess.
&RPSOHWH UHSRUWLQJ DQGanalysis process.
&RQWLQXH WR WUDFN DQGDQDO\]H WUDIF FROOLVLRQdata.
&8VH ,QWHOOLJHQFHOHGPolicing to Analyze9HKLFOH &ROOLVLRQVDQG 7UDIF 9LRODWLRQVOurWinnipegTM
No action. $VVLJQ WKH WUDIF SRUWIROLRWR D &ULPH $QDO\VW
&RPPHQFH FROOLVLRQanalysis and provideregular reporting.
D. Reduce ResourcesRequired forParades and EscortsOurWinnipegTM
&RQWLQXH WR OLDLVH ZLWK&RUSRUDWH 6XSSRUWServices to identify cost
recovery opportunities.
(QVXUH HTXLWDEOH FRVWrecovery for parades andescorts.
(QVXUH HTXLWDEOH FRVWrecovery for parades andescorts.
( &ODULI\ &HQWUDO 7UDIF8QLW 0DQGDWH DQG&RRUGLQDWLRQ ZLWK8QLIRUP 'LYLVLRQV
Develop plan to assignresponsibility andreduce overlap betweenDivisions.
Monitor and review. Monitor and review.
7/31/2019 2012-2014 Strategic Plan
27/48
A Strategic Plan for 2012-2014
25
All of our members and volunteersoffer a tremendous value to theService and the City of Winnipeg. Werecognize they are very important indetermining the level of success wehave as an organization, and thateach member deserves theopportunity to maximize their careerdevelopment.Through targetedtraining, our members will be able tomake the most of their careers. Thisincludes not only our front-linemembers, but our senior officers aswell.
Our Service faces significant humanresource challenges. We continue tolose a great deal of police experience
to retirement. Concurrently, theskills-training required for newrecruits continues to grow in lockstepwith the complexity of our profession.This leads to a steeper learningcurve for new officers. At the sametime, we must ensure that our currentmembers continue to receive trainingto both serve the community andfurther self-growth. Developmentaland mentoring strategies will helpensure our continued success.
Ensuring both civilian and policemembers develop to their fullcapacity is a challenge for all policeorganizations. The relationshipbetween immediate operationalneeds and the development of themember is a delicate balance.
In addition, the Serviceacknowledges that occasionallymistakes or errors in judgment aremade by members. These momentsoften have an effect on members andtheir families for months or evenyears after the event.This isdetrimental to the member and theorganization. Ensuring all of ourmembers are aware of emergingbehavioural, disciplinary and labourrelations processes help to foster agood balance between their personaland professional lives.
The Winnipeg Police Servicecommits to investing in our membersand will undertake the following:
2.1 Develop a Career DevelopmentProgram for the Sworn andCivilian Sectors
2.2 Develop and Implement aCivilian Staffing Strategy
2.3 Develop an Enhanced andSustainable Behavioural HealthStrategy
2.4 Streamline DisciplinaryProcesses
Weve got to start small and take it one piece at a time.
Superintendent Devon Clunis, referring to the process ofsupervisory development
Our supervisors are more important now thanthey have ever been.
Staff Sergeant Gord Friesen
2. Investment in Our Members:
7/31/2019 2012-2014 Strategic Plan
28/48
A Strategic Plan for 2012-2014
26
2.1 Establish a Career Development Program for the Sworn and Civilian Sectors
Goal:
Improve mentoring, leadership and supervisory development across all ranks, officers and civilians, to betterenable career advancement and career development
Strategy:
The Service will continue to provide quality personal development education, as well as a roadmap to furtheringcareer goals, which may or may not involve promotion. The Career Development Program will focus on producingwell-rounded members providing them the opportunity to maximize their career potential.
2.1 Establish
a Career
Development
Program for
Sworn and
Civilian Sectors
Action Owner: Superintendent Keith Walker
Action Lead: Inspector Allison Stephanson
Action Analyst: Ray Yuen
2012 2013 2014
A. Improve Supervisorand LeadershipDevelopment
Establish trainingstandards for all levels ofsupervisors.
Implement trainingstandards.
Continue to implementtraining standards.
Conduct a survey withthe members and reviewprogress.
B. Create and ImplementD3ODQ6SHFLFWRCareer Enhancement
&LYLOLDQVDQG2IFHUV
Establish a CareerEnhancement Plan.
Implement the CareerEnhancement Plan.
Continue with CareerEnhancement Plan.
Conduct a survey withthe members and reviewprogress.
7/31/2019 2012-2014 Strategic Plan
29/48
A Strategic Plan for 2012-2014
27
2.2 Develop and Implement a Civilian Staffing Strategy
Goal:
Increase civilian staffing to meet Service needs, and to civilianize positions not requiring sworn officers
Strategy:
The Service will seek funding to increase its complement of civilian staff. We will also identify positions currentlyoccupied by officers, which can be staffed with civilian members.
2.2 Develop and
Implement a
Civilian Staffing
Strategy
Action Owner: Superintendent Keith Walker
Action Lead: Inspector Kendra Rey
Action Analyst: Ray Yuen
2012 2013 2014
A. Examine CivilianPosition Requirementsand Assess / Alignwith City of WinnipegCivilianization Audit
Identify positions that canbe civilianized.
Seek funding for civilianpositions.
Recruit civilian members.
Increase civiliancomplement based onneed.
Continue to increasecivilian complement basedon need.
7/31/2019 2012-2014 Strategic Plan
30/48
A Strategic Plan for 2012-2014
28
2.3 Develop an Enhanced and Sustainable Behavioural Health Strategy
Goal:
Enhance support for our members
Strategy:
The Service will employ a full-time, Staff Psychologist to enhance counselling services. We will also developadditional Wellness Officers and Peer Support participants to reach our members.
2.3 Develop an
Enhanced and
Sustainable
Behavioural
Health Strategy
Action Owner: Superintendent Devon Clunis
Action Lead: Patrol Sergeant Ron Bilton
Action Analyst: Ray Yuen
2012 2013 2014
A. Hire a Full-timeService Psychologist
Have full-timePsychologist in place.
Maintain position. Maintain position.
B. Develop Additional:HOOQHVV2IFHUV
Select additional Wellness2IFHUVDQGSURYLGHappropriate training.
Continue to developmembers and blend intooperations.
Continue program andreview effectiveness.
C. Enhance the PeerSupport Group
Increase the Peer SupportGroup number to 40.
Bring all 40 of the PeerSupport Group to a fully
functional status andmaintain regular Groupmeetings.
Maintain Peer SupportGroup.
7/31/2019 2012-2014 Strategic Plan
31/48
A Strategic Plan for 2012-2014
29
2.4 Streamline Disciplinary Processes
Goal:
Streamline the disciplinary processes and provide members with an appropriate, ethical decision-making guide
Strategies:
The Service will introduce education-based discipline as an alternative to traditional punitive discipline.
A review of the current disciplinary process and regulations will be conducted which will remove ambiguous anddated procedures and terminology. This will reduce the amount of time between the initial event and finalresolution. As well, the Service procedure will be updated to identify matters that can be resolved by theappropriate discipline body, i.e. Commander, Professional Standards Unit, etc.
2.4 Streamline
DisciplinaryProcesses
Action Owner: Superintendent Dave Thorne
Action Lead: Inspector Greg BurnettAction Analyst: Ray Yuen
2012 2013 2014
A. Review Rules andRegulations, ExamineTerminology, andEmploy Education-based Discipline
Develop a comprehensivediscipline procedure.
Implement procedure adjust as necessary.Integrate education-baseddiscipline into disciplineprocess.
Reduce disciplinaryprocess times andestablish baselines.
Adjust new procedure asnecessary.
Expand education-baseddiscipline usage.
B. Develop anEducational Strategythat EnhancesProfessionalism
Implement educationalcomponent.
Develop a new code ofethics.
Maintain educationalcomponent as required.
Maintain educationalcomponent as required.
7/31/2019 2012-2014 Strategic Plan
32/48
A Strategic Plan for 2012-2014
30
One of the greatest gifts ourmembers have is their ability toimagine new ways of doing business,and finding solutions to difficultproblems. They have the ability toadapt to their environment, and meetnew challenges emerging beforethem. These skills are essential forour future operations andadministration.
Crimes using the latest technologycontinue to increase. Police servicesmust invest in state-of-the-arttechnology and training to combatthese crimes. Technology willcontinue to play an increasing role inhow police conduct business on adaily basis.
Advances in technology can beemployed for a variety of uses,including analysis of breath samplestaken from impaired drivers, and
retrieval of real-time information oncriminals and their activities. TheService is planning and budgeting tostay on top of the latest technologicaltrends affecting numerous facets,including disclosure and how weconduct investigations. Stayingcurrent is not easy, and often veryexpensive.
As we invest in new technology, werecognize that technology will notresolve all of our social issues. Wemust continue to look at the human,environmental and urban structurerelated issues that may assist inreducing crime.
We will also need to buildrelationships with organizations thatmay not have been part ofconventional policing in the past.
The Service is dedicated to usinginnovation and technology to its
maximum potential, and thereforecommits to the following:
3.1 Adopt the Major CaseManagement Structure
3.2 Develop a Strategy that WillAddress Our Current andFuture Information TechnologyNeeds
3.3 Adopt New Crime PreventionInitiatives that Involve Formal
Planning and EnvironmentalDesign
Dont work harderlets work smarter.
Juanita Desouza-Huletey, Manager of the InformationTechnology and Solutions Division
We cant do policing the same way 10 or 20 yearsfrom now. It wont work.
Superintendent Corrine Scott
3. Innovation and Technology:
7/31/2019 2012-2014 Strategic Plan
33/48
A Strategic Plan for 2012-2014
31
3.1 Adopt the Major Case Management Structure
Goals:
Acquire and implement Major Case Management (MCM) software Educate members on MCM structure and incorporate into processes
Strategy:
The Service will evaluate MCM products to determine appropriate software. The Service will purchase necessarysoftware, train members on its uses, and incorporate MCM into processes.
3.1 Adopt the
Major Case
Management
Structure
OurWinnipegTM
Action Owner: Superintendent Corrine Scott
Action Lead: Inspector Gord Perrier
Action Analyst: Ray Yuen
2012 2013 2014
A. Research andPurchase MCMSoftware and Processas Investigative Tools
Identify and evaluateavailable MCM software.
Purchase and implementMCM software.
Train appropriate mem-bers on MCM usage.
Monitor and expand MCMsoftware usage wherepossible.
B. Expand Softwareinto InformationRetention / Corporate
History / RecordsManagement andExplore Applicability toExecutive DocumentTracking Processes
No action. Adapt processes to MCMsoftware.
Expand the MCM soft-ware for the Executivedocument tracking pro-cess.
Search for further applica-bility for MCM.
7/31/2019 2012-2014 Strategic Plan
34/48
A Strategic Plan for 2012-2014
32
3.2 Develop a Strategy that Will Address Our Current and Future Information Technology Needs
Goals:
Ensure public safety by keeping pace with current technology Improve public access to police processes through technological and electronic means
Strategy:
In an evolving world, technological developments may direct organizational responses; that is, IT drives corporatebusiness, rather than business driving IT advancements. The Service will ensure that its business needs drivethe direction of IT.
3.2 Develop a
Strategy that
Will AddressOur Current
and Future
Information
Technology
Needs
Action Owner: Superintendent Devon Clunis
Action Lead: Juanita Desouza-Huletey
Action Analyst: Ray Yuen
2012 2013 2014
Adhere to IT mandate witha focus on public safetyand maintaining essentialservices.
Maintain capacity formission critical services.
Continue decision-makingthrough IT SteeringCommittee.
Continue decision-makingthrough IT SteeringCommittee.
B. Develop Online PermitProcess (Noise,Parade, Alarm, etc)
Assess process ofintegrating onlineapplications with feecollection and permitissuance.
Assess programs suitablefor online permit process
Seek to amend applicableBy-laws.
Have fully functionalonline permit attainmentprocess.
C. Develop andImplement Electronic
Disclosure Process
In progress. Complete implementationof process.
5HYLHZHIFLHQF\RI
process.
7/31/2019 2012-2014 Strategic Plan
35/48
A Strategic Plan for 2012-2014
33
3.3 Adopt New Crime Prevention Initiatives that Involve Formal Planning and Environmental Design
Goals:
Reduce the number of calls for service to multi-housing residences by introducing crime prevention techniques Develop and implement a community-based crime prevention and reporting mechanism for citizens Review the Services ability to perform CPTED evaluations to help reduce crime and increase the publics
confidence
Strategy:
The Crime Free Multi-housing program will give apartment owners and managers the power to evict or denyresidency to those residents who partake in criminal or nuisance activities. The Citizens Action Network (CAN)allows the public to report non-criminal community problems / issues before they affect the community. Home andbusiness owners can help reduce crime by changing aspects of the environment around their properties, such aslighting, landscaping and line-of-sight using the CPTED principles.
3.3 Adopt
New Crime
Prevention
Initiatives that
Involve Formal
Planning and
Environmental
Design
Action Owner: Superintendent Keith Walker
Action Lead: Inspector Jim Poole
Action Analyst: Richard Puttenham
2012 2013 2014
A. Incorporate a Crime-free Multi-housingProgram
Research principles ofCrime-free Multi-housingProgram.
Establish Crime-freeMulti-housing Program.
Maintain or increasenumber of Multi-housingresidences that are part ofprogram.
Review the effectivenessof the program.
B. Develop CAN toConsolidate CrimePrevention Initiativeswith CommunitiesOurWinnipegTM
Establish CAN program. Maintain CAN program. Review the effectivenessof the program.
C. Review Capacityto Conduct CPTEDEvaluationsOurWinnipegTM
Review current Servicecapacity to conductedCPTED assessments.
Determine need foradditional CPTED trainedmembers.
Conduct CPTEDtraining for members asdetermined by needsassessment.
Review current and futureneed for CPTED trainedmembers.
7/31/2019 2012-2014 Strategic Plan
36/48
A Strategic Plan for 2012-2014
34
4. Relationship Building:
The Service strongly believes inbuilding effective relationships withexternal parties involved inenhancing safety and security in ourcity. The internal relationships within
our organization must be strong, withthe communication being clear andcontinuous between all ranks anddivisions.
These internal relationships arecritical to reinforcing the commitmentto the organization, resulting in betterservice to our citizens.
It is essential that we developrelationships with external partners ifthere is value to achieving our goals.Working groups, committees and
partnerships that have run theircourse and no longer provide areturn on their investment must bediscontinued so that time can be
dedicated to more worthwhileinitiatives.
The Service recognizes the value ininvesting in our youth, as they are thefuture of the Service and our city.Participating in youth relatedprograms and maintainingrelationships with our youth isparamount to our sustainability. Inaddition, Winnipegs population growsincreasingly diverse, thanks to theProvince of Manitobas ActionStrategy of Growing throughImmigration. To continue buildingrelationships with our citizens, it isimperative the Service builds aworkforce that reflects this diversity.
Our Service can enhance ourrelationships with our citizens byusing new forms of communications.Through emerging technologies, wecan reach our communities fasterand more efficiently than ever before.
Our members can use this sametechnology as tools in theirinvestigations.
The Service is dedicated to investingin our members and commits to thefollowing:
4.1 Promote and DevelopRecruitment OpportunitiesReflecting a Dynamic andDiverse Population
4.2 Develop a Social MediaStrategy for the Service
4.3 Review our Partnerships withExternal Agencies
We cant solve all the problems alone, nor should we.
Inspector Alex Katz
7/31/2019 2012-2014 Strategic Plan
37/48
A Strategic Plan for 2012-2014
35
Goals:
Increase and maintain diversity of our members Maintain only relationships that provide benefit to
the Service, or receive benefit from the Service
Strategies:
To ensure diversity, the Service will continue toattend cultural conferences, career fairs andspeaking engagements to promote the multitude ofemployment opportunities within the Service as anenriching career option. We will also continue toengage our Aboriginal and immigrant peoples
through grade schools and post secondaryinstitutions.
The Service will continue to develop and supportthe NewcomersWorking Group, a proactive andpositive working group that develops activities andbuilds relationships between Winnipeg's diversecommunities and the Service.
Selection panel members will be well-trained inunderstanding the responsibilities in maintaining adiverse membership. This will include informationrelated to bias-free policing and the Citys diversitystrategy.
4.1 Promote and Develop Recruitment Opportunities Reflecting a Dynamic and Diverse Population
4.1 Promote
and Develop
Recruitment
Opportunities
Reflecting
a Dynamic
and Diverse
Population
Action Owner: Superintendent Devon Clunis
Action Lead: Inspector Elizabeth Pilcher
Action Analyst: Ray Yuen
2012 2013 2014
A. Continue to SupportEducationalOpportunities forAboriginal Peoples andRecent Immigrantswhich Help ThemGain Employmentwith the Service, andEnsure Diversity ofOur MembershipOurWinnipegTM
Seek out opportunitiesto meet withunderrepresentedpeoples.
Participate in trainingopportunities forAboriginal and immigrantgroups.
Have and maintainappropriate Servicerepresentation inAboriginal and immigrantcommittees.
B. Maintain Presence on
Newcomers WorkingGroup
Act as a positive and
proactive group buildingrelationships betweenthe Service and diversecommunities.
Act as an outreach groupfor recruiting.
Develop activities,
projects and events.
Continue to develop
working group andexpand activities.
C. Provide Training forMembers of Hiring andSelection Panels
Continue to deliver bias-free selection training.
Continue to deliver bias-free selection training.
Evaluate results.
Continue to deliver bias-free selection training.
Evaluate results.
7/31/2019 2012-2014 Strategic Plan
38/48
A Strategic Plan for 2012-2014
36
4.2 Develop a Social Media Strategy for the Service
Goal:
Develop social media as a communications tool with accompanying policy and procedure
Strategy:
The Service will embrace social media as a further outlet for communications. The Service will also developpolicy defining member usage as it relates to work and personal smart phones, or cellular phones as tools.
4.2 Develop a
Social Media
Strategy for the
Service
Action Owner: Superintendent Devon Clunis
Action Lead: Inspector Doug Roxburgh
Action Analyst: Ray Yuen
2012 2013 2014
A. Expand our Capacityto use Social Media
Determine our current andfuture opportunities.
Integrate social mediainto our Public Informationprograms.
Continue to embrace newsocial media.
B. Regulate Social MediaUsage within theService
Develop policy andprocedure on memberusage of social media.
Monitor and evaluateadherence.
Monitor and evaluateadherence.
7/31/2019 2012-2014 Strategic Plan
39/48
A Strategic Plan for 2012-2014
37
4.3 Review our Partnerships with External Agencies
Goal:
Enhance service to the citizens of Winnipeg through our various working partnerships
Strategy:
The Service will examine its current partnerships to determine if they remain viable; this includes contractualpartnerships, and presences on Boards and Committees. We will discontinue any partnerships that are no longerof value, and seek out new relationships that will better serve the people of Winnipeg.
4.3 Review Our
Partnerships
with External
Agencies
Action Owner: Superintendent Keith Walker
Action Lead: Inspector Scot Halley
Action Analyst: Ray Yuen
2012 2013 2014
A. Keep Current onStatuses of All ExternalPartners and PotentialPartners
Identify and publish a listof current partners.Develop criteria forentering into partnerships.
Establish a list of liaisonsfor current and potentialpartners.
Assess value of current orpotential partnerships.
Discontinue partnershipswhere the Serviceprovides or receives noEHQHW
Establish newpartnerships where theService can provide, orstands to receive value.
Discontinue partnershipswhere the Serviceprovides or receives noEHQHW
Establish newpartnerships where theService can provide, orstands to receive value.
B. Determine if ValueExists from MembersPresence on Boardsand Committees
Create an inventory ofBoards and Committeesto which members areassigned.
Identify potential Boardsand Committees that willEHQHWIURPWKHSUHVHQFH
of members of theService.
Remove presence fromBoards and Committeeswhere the Serviceprovides or receives noEHQHW
Establish presence wherethe Service can provide orUHFHLYHEHQHW
Only maintain presenceon Boards andCommittees where theService provides orUHFHLYHVEHQHW
7/31/2019 2012-2014 Strategic Plan
40/48
A Strategic Plan for 2012-2014
38
The Service is continually striving toincrease efficiencies and maximizethe return on our investments. Thebusiness of policing is becomingincreasingly complex because ofadvancements in technology, andbecause of additional roles the policehave taken on over the years. Inaddition, the increasing demands ofthe justice system have created theneed for processes that did not existin the past.
Policing is extremely dynamic. As aresult, our units constantly change toadapt to needs; tracking thecontinued effectiveness of units isdifficult. This is a challenge for our
organization that is often labourintensive but critical for optimumoperation.
Another challenge we face isensuring the mandates of each unitremain viable and focused. We willmaximize each units potentialwithout creating duplication andunnecessary administrative work.
The Service is dedicated toincreasing efficiencies andmaximizing the return on investmentby committing to the following:
5.1 Develop and Implement anInitiative Review and ApprovalProcess
5.2 Conduct a Review of UnitMandates and Analyze theCurrent Structure of OurOrganization
5.3 Develop an Asset Managementand Equitable User Fee Systemto Ensure Our Sustainability
5.4 Develop a Budget ManagementStrategy
5.5 Examine General PatrolDeployment and DispatchModel
Were getting too specialized.
Deputy Chief Art Stannard
5. Increased Efficiency / Return on Investment:
7/31/2019 2012-2014 Strategic Plan
41/48
A Strategic Plan for 2012-2014
39
5.1 Develop and Implement an Initiative Review and Approval Process
Goals:
Increase the efficiency for submitting reports and providing time sensitive feedback to the submitting member Better define the appropriate levels of authority and accountability throughout the Service to give members fullconfidence in their decision-making ability
Strategy:
The Service will develop processes for examining internal and external initiatives. These processes will clarifythe levels of authority required to make those decisions in a timely manner; the processes will also find efficientways to document decisions.
5.1 Develop and
Implementan Initiative
Review
Process
Action Owner: Superintendent Dave ThorneAction Lead: Inspector Doug Roxburgh
Action Analyst: Richard Puttenham
2012 2013 2014
A. Formally Recognizethe InternalAdministrative ReportProcess
Review current practicefor submission of reportsand feedback, andprovide new model forExecutive approval.
Implement streamlinedsubmission and feedbacksystem for reports.Establish levels ofauthority for reports.
Review new submissionand feedback systemto determine if meetingneeds of our members.
B. Entrench theSuperintendent Groupas the Main FilteringMechanism for NewInitiatives
Develop Business Rulesregarding initiativeapproval process.
Implement and adjust asnecessary.
Adjust as necessary.
C. Ensure Clarityof Authority,Accountability andCapacity as theyRelate to NewInitiatives
Establish approvedlevels of authority andaccountability.
Review implementedchanges.
Adjust as necessary.
D. Review Levels ofApproval Requiredthroughout ProcedureManual
Review current levels ofapproval within policy andprocedure.
Establish criteria forapproval.
Adjust as necessary.
7/31/2019 2012-2014 Strategic Plan
42/48
A Strategic Plan for 2012-2014
40
5.2 Conduct a Review of Unit Mandates and Analyze the Current Structure of Our Organization
Goals:
Ensure our units are efficient and effective, and operating with clear mandates Ensure an equitable span of control throughout our organizational structure
Strategy:
The Service will review its Units and Sections and align them to best approach our priorities. The Service willidentify and reduce overlaps and duplications, as well as identify and fill gaps. Service projects will be regularlyreviewed to ensure they continue to provide value.
5.2 Conduct a
Review of Unit
Mandates andAnalyze the
Current Struc-
ture of Our
Organization
Action Owner: Superintendent Dave ThorneAction Lead: Inspector Bill Fogg
Action Analyst: Ray Yuen
2012 2013 2014
A. Review Mandatesand Their AdherenceService-wide
Review current policystatements and in-housemandates.
Adjust alignments andeliminate duplication andoverlaps.
Conduct a review.
B. Review / Adjust
Specialty Units andSections
Review Units according
to needs, mandates andpriorities.
Adjust as necessary. Adjust as necessary.
& 'HQH3URMHFWOwnership
Establish an authority,accountability andcapacity process.
Continue to review,terminate, extend orrenew projects.
Continue to review,terminate, extend orrenew projects.
7/31/2019 2012-2014 Strategic Plan
43/48
A Strategic Plan for 2012-2014
41
5.3 Develop an Asset Management and Equitable User Fee System to Ensure our Sustainability
Goal:
Increase efficiency and reduce waste across the Service
Strategies:
The Finance Division will undergo cost / benefit analyses to determine which projects should be pursued.We willaim to recover costs where possible. Where we have programs that do not recover costs, we will review thoseprograms and find ways to decrease costs, increase returns, and/or increase efficiencies.
The Service will statistically track internal, administrative processes and search for efficiencies.
5.3 Develop
an AssetManagement
and Equitable
User Fee
System to
Ensure Our
Sustainability
Action Owner: Superintendent Corrine Scott
Action Lead: Controller Ron Smolik
Action Analyst: Ray Yuen
2012 2013 2014
A. Develop a WorkingGroup to ImplementAll Accepted
Recommendationsfrom the Service CostRecovery Audit
Determine timelinesfor list of auditrecommendations.
5XQFRVWEHQHW
analyses to determinefeasibilities.
Monitor followed-throughprojects.
B. ImplementCost RecoveryOpportunities fromPrograms
Examine cost recoveryopportunities.
Adjust or delete programsWKDWDUHQRWFRVWHIFLHQW
Maintain cost recovery asa minimum.
C. Develop Online Permit/ Parade / Noise /Alarms Process andCriminal Record
Checks
In progress. Complete process. No measurementnecessary.
D. Enhance DailyTracking of PoliceInventory
Employ inventory trackingprogram.
Maintain inventory recordsand establish purchase /movement best practices.
Maintain purchase /movement best practices.
7/31/2019 2012-2014 Strategic Plan
44/48
A Strategic Plan for 2012-2014
42
5.4 Develop a Budget Management Strategy
Goal:
Improve authorizing of overtime and reduce wastage
Strategy:
The Service will train unit Commanders, and all levels of authorizing officers including Sergeants, in a newreporting function that gives Commanders better real-time tools to determine trends and costs concerningovertime expenditures.The Service will ensure accountability at lower levels of management for overtime.
5.4 Develop
a Budget
Management
Strategy
Action Owner: Superintendent David Thorne
Action Lead: Controller Ron Smolik
Action Analyst: Ray Yuen
2012 2013 2014
A. Implement the Budget
Management Process
Develop and implement
process.
7UDLQDXWKRUL]HGRIFHUV
in process.
Monitor strategy. Monitor strategy.
7/31/2019 2012-2014 Strategic Plan
45/48
A Strategic Plan for 2012-2014
43
5.5 Examine General Patrol Deployment and Dispatch Model
Goal:
Maximize efficiency of cruiser car deployment
Strategy:
The Service will examine the current Patrol Unit Areas and search for efficiencies in deployment. Subsequentlythe Service will implement a more efficient model of Patrol Unit boundaries and dispatching procedures.
5.5 Examine
General Patrol
Deployment
and Dispatch
Model
Action Owner: Superintendent Dave Thorne
Action Lead: Inspector Cam Baldwin
Action Analyst: Ray Yuen
2012 2013 2014
A. Conduct a Review ofCruiser Deploymentand Dispatch
Conduct a review ofdispatch procedure.
Conduct a review of PatrolUnit Area boundaries.
Implement Pilot ProjectIRU6SHFLHG8QLIRUPOperations Division.
Evaluate Pilot Projectresults.Implement successescity-wide.
7/31/2019 2012-2014 Strategic Plan
46/48
A Strategic Plan for 2012-2014
44
Glossary
Liquor Control Act: The Liquor Control Act C.C.S.M. c. L160
MLCC: Manitoba Liquor Control Commission
MPI: Manitoba Public Insurance
Overlap: The transition between platoon duty where both platoons are on active duty simultaneously.
Sports and Entertainment District: Part of the larger Sports and Hospitality Entertainment District, the Sportsand Entertainment District occupies 11 city blocks of downtown Winnipeg. The District includes entertainmenthubs such as the Winnipeg Convention Centre, the MTS Centre, the Millennium Library, the Burton CummingsTheatre, and the proposed Stantec Building/ALT Hotel.
Winnipeg Police Districts: Currently, Winnipeg has five geographical police districts. Plans are underway tomerge District #2 and District #6 to form a four-district model.
OurWinnipegTM: Title of The City of Winnipeg Long Term Plan. The WPS has identified a number of action itemsit will implement in support of the plan. It may be accessed at: http://winnipeg.ca/interhom/cityhall/ourwinnipeg/
7/31/2019 2012-2014 Strategic Plan
47/48
7/31/2019 2012-2014 Strategic Plan
48/48
WINNIPEG POLICE SERVICE