WATERLOO REGIONAL POLICE SERVICE OPERATIONS PLAN

Transcription

1 WATERLOO REGIONAL POLICE SERVICE OPERATIONS PLAN

2 MISSION The Waterloo Regional Police Service is committed to strengthening public safety and quality of life by working in partnership with the community in crime prevention, law enforcement, and providing assistance to all those who need our help. VISION Every person contributes to a safe Waterloo Region where current and future generations thrive. VALUES PEOPLE AND PARTNERSHIPS We are people focused, and everyone matters. We support inclusion and value the diversity of our members and our community. We recognize our police service benefits from and contributes much to partnerships, relationships, and collaboration. We foster youth engagement, and provide compassionate assistance to victims. INTEGRITY AND RESPECT In everything we do, we respect others. We conduct ourselves ethically, honestly, and professionally. We demonstrate fair and consistent leadership while upholding the principles of justice. CONTINUOUS IMPROVEMENT We strive to achieve excellence in every aspect of policing. We engage in self-development through ongoing learning and education. We pursue opportunities for organizational growth through new and creative thinking. ACCOUNTABILITY We are transparent and take responsibility for all we do. We take pride in our work.

3 TABLE OF CONTENTS Message from the Chief of Police Bryan M. Larkin... 1 Office of the Chief of Police... 2 Corporate Communications... 7 Finance and Physical Assets... 9 Information Technology Investigations and Youth Neighbourhood Policing and Road Safety Our Members... 19

4 PEOPLE PERFORMANCE AND PROGRESS PRINCIPLED PLANNING POLICE SERVICES BOARD STRATEGIC PRIORITIES AREAS OF FOCUS The Police Services Board will continue to fulfill all of its responsibilities inherent in its role as a governance oversight body. Among this constellation of activities, three key areas of focus have been identified: PEOPLE; PERFORMANCE AND PROGRESS; and PRINCIPLED PLANNING. Within these areas of focus, a number of priorities for the next few years have also been identified. While the Police Services Board will provide guidance and actively gauge success in each area, the Waterloo Regional Police Service executive will be responsible for developing and implementing initiatives to foster progress and achievement. This Operations Plan has been approved by the Police Services Board and is strategically aligned with our Mission, Vision and Values.

5 FROM THE CHIEF OF POLICE On behalf of the Waterloo Regional Police Service, I am proud to present the Operations Plan to our community. Building on the successes of the past, this plan will continue to provide a focus on performance, communication, and partnerships. It will also present new opportunities for improving service delivery, implementing efficiencies, and creating long term plans for the future. Our members are committed to effectively serving the diverse and vibrant neighborhoods of Waterloo Region. We will be working toward enhancing the public s trust through training, education, and collaboration with our community. We will actively recruit and hire qualified police officers who are reflective of our community and who are looking for a career where they Love What They Do! As an organization, we will continue our efforts around employee wellness, succession planning and professional development. We will harness the latest technology, improve our communication abilities, and create facilities that will meet our needs and the expectations of the community. In the coming years, we look forward to continuing our work around reducing crime, connecting with youth, addressing harm reduction, and maximizing service to the community. We hope you will take the time to review this plan and work alongside us to create a stronger and safer Waterloo Region. Best Regards, Bryan M. Larkin Chief of Police PEOPLE PERFORMANCE AND PROGRESS PRINCIPLED PLANNING 1

6 2 To enhance community trust and confidence in police Waterloo Regional Police Service OPERATIONS PLAN OFFICE OF THE CHIEF OF POLICE 1.1 By effecting citizen-driven service delivery suggestions towards building community trust and confidence in police. Community trust in police is benchmarked using statistically valid measures Opportunities are identified and implemented for community members to provide feedback to the Service on at least a quarterly basis The level of community trust and confidence is increased based on an established benchmark 1.2 By working towards preventing and addressing issues of systemic discrimination. A Diversity, Inclusivity and Equity Plan is developed and implemented All Service members receive training in implicit bias and supports to overcome those bias are put in place Local community leaders are invited to watch or participate in WRPS training WRPS hosts annual Women in Policing Forum 1.3 By enhancing our education about the cultural diversity of Waterloo Region. Community partners are identified who can help direct the nature and content of cultural diversity education campaigns Monthly educational campaigns are implemented and also made available to the public 1.4 By implementing the calls to action specific to police systems from the Truth and Reconciliation Commission. A working group is established to identify and implement police specific Truth and Reconciliation recommendations All members are provided education on the history of Indigenous people Our Service works with Indigenous stakeholders to develop victim advocacy initiatives Appropriate evaluation mechanisms are implemented

7 2.1 By evaluating all current partnerships and identifying and supporting future strategic partnerships. An inventory of all partnerships is created Police resources dedicated to supporting partnerships are measured Criteria are set with which to evaluate the importance and priority of each partnership A policy on strategic partnerships is approved Memorandums of understanding with current community partners are reviewed and updated as needed Partnerships that are not mutually beneficial are either improved or terminated Resources and information about community partners are shared with WRPS members Resources dedicated to strategic partnerships increase Strategic partners report high levels of satisfaction in partner survey To further develop strategic community partnerships ensuring all partnerships are mutually beneficial PEOPLE PERFORMANCE AND PROGRESS PRINCIPLED PLANNING 3

8 To support a culture of innovation OFFICE OF THE CHIEF OF POLICE 3.1 By delivering a framework for innovation and implementing innovative ideas. All managers receive training on innovation Optional training on innovation and on writing and presenting business cases is delivered to all members Pitch nights are scheduled twice annually where members can present innovative ideas directly to senior leaders A program to recognize and reward innovative ideas is implemented Members are involved in the implementation of their ideas Internal surveys show that members are more engaged, feel that their ideas are important and overall job satisfaction improves 4 Waterloo Regional Police Service OPERATIONS PLAN

9 4.1 By establishing and implementing alternative service delivery options. Alternative options (e.g. civilianization, call management, online reporting) are identified and implemented Cost savings/cost avoidance per option are implemented Call types available for online reporting are expanded Criteria or guidelines for more effective call management are established An education campaign is delivered to the public 4.2 By conducting a staffing review and needs assessment. Staffing review is completed Shift schedules are evaluated Recommendations are implemented Comparison between WRPS and similar municipalities is done with alignment targets To align our staffing with workload and community expectations for policing services PEOPLE PERFORMANCE AND PROGRESS PRINCIPLED PLANNING 5

10 6 To commit to continuous improvement projects Waterloo Regional Police Service OPERATIONS PLAN OFFICE OF THE CHIEF OF POLICE 5.1 By conducting a Project Process Review. The Project Process is reviewed Recommendations are made and implemented Any changes to the Project Process are evaluated 5.2 By conducting a Senior Officer Duty Rotation Review. The Senior Officer Duty Rotation is reviewed Recommendations are made and implemented Any changes to the Senior Officer Duty Rotation are evaluated 5.3 By conducting a Communications Centre Review. The Communications Centre is reviewed Recommendations are made and implemented Any changes to the Communications Centre are evaluated 5.4 By conducting a Court Services Review. Court Services is reviewed Recommendations are made and implemented Any changes to Court Services are evaluated 5.5 By conducting an Evidence Management Review. Evidence Management is reviewed Recommendations are made and implemented Any changes to Evidence Management are evaluated 5.6 By conducting a Traffic Services Review. Traffic Services is reviewed Recommendations are made and implemented Any changes to Traffic Services are evaluated 5.7 By conducting a Forensic Identification Review. Forensic Identification is reviewed Recommendations are made and implemented Any changes to Forensic Identification are evaluated

11 CORPORATE COMMUNICATIONS 1.1 By hosting an interactive employee town hall meeting with the Chief every four months. Three sessions are held each year Attendance increases across the first year Member Survey shows improved levels of satisfaction with communication 1.2 By developing monthly video messaging from the Chief. Video messages are launched monthly Analytics increase across the first year (views, time spent) Members who submit feedback receive a response within 30 days Member Survey shows improved levels of satisfaction with communication To enhance transparent and timely communication with our members 2.1 By hosting a #WRPSTalks session once every three months for community members. Four sessions are held each year Session evaluations show satisfaction with communication To enhance the number of education opportunities for the community PEOPLE PERFORMANCE AND PROGRESS PRINCIPLED PLANNING 7

12 To enhance targeted communication with community groups CORPORATE COMMUNICATIONS 3.1 By developing a collaborative communications strategy that connects regularly with specific community groups to address their information needs. Group and representative contact lists are maintained Topics and mediums as recommended by representatives are addressed and implemented Community Survey shows improved levels of satisfaction with communication To enhance communication and engagement with the community 4.1 By developing a Communications Strategic Plan. A Communications Strategic Plan is implemented 8 Waterloo Regional Police Service OPERATIONS PLAN

13 FINANCE AND PHYSICAL ASSETS 1.1 By creating a fleet management plan that will meet functional needs of all areas. A Business Need and Functional Requirement form is completed for all vehicle types A ten year replacement forecast is completed annually Fleet and equipment survey shows improved levels of satisfaction 1.2 By reviewing and improving the procurement process. An annual inventory of supplies and uniform count is completed An annual review of the inventory churn ratio is completed Procurement survey shows improved levels of satisfaction with the procurement process Procure to pay time period is reduced from current levels To develop an efficient and effective materials management system PEOPLE PERFORMANCE AND PROGRESS PRINCIPLED PLANNING 9

14 To improve financial management FINANCE AND PHYSICAL ASSETS 2.1 By educating members on financial reporting and budgeting processes. All mid-managers complete annual budget training and Budget, Finance, and Procurement training is provided to all new supervisors 2.2 By establishing and implementing an operating budget forecasting model. An operating budget forecasting model is completed Forecasting accuracy improves To provide safe and accessible facilities which meet current and future operational needs 3.1 By conducting an annual needs and satisfaction evaluation of all buildings and prioritizing and implementing defined recommendations. Facilities survey shows improved levels of satisfaction High priority recommendations are implemented 3.2 By completing the renovation of the new Central Division (200 Frederick Street) and accomplishing occupancy within the established time frame. Occupancy of the facility is completed The project has remained within budget 3.3 By completing a Security Threat Risk Vulnerability Assessment of all buildings and prioritizing and implementing defined recommendations. Security Threat Risk Vulnerability Assessments are completed for all WRPS facilities A plan is finalized to implement the recommendations Facilities survey shows improved feelings of safety in WPRS facilities 10 Waterloo Regional Police Service OPERATIONS PLAN

15 INFORMATION TECHNOLOGY 1.1 By conducting an audit of IT processes, systems, and staffing. A 10-year IT plan is developed A 3-year IT list of priority projects is identified and initiated IT time-bound project completion rates increase 1.2 By establishing a support-focused IT service delivery model. Users report satisfaction with IT implementation support Measures are established to track unit productivity Unit productivity increases To focus the direction of Information Technology (IT) 2.1 By identifying, prioritizing and implementing opportunities for automation. Manual processes are identified and prioritized Current state process mapping is conducted based on priority Desired state changes are implemented Resource savings in time and materials are tracked To enhance the efficiency of our organization through the automation of processes PEOPLE PERFORMANCE AND PROGRESS PRINCIPLED PLANNING 11

16 To leverage new and existing technology INFORMATION TECHNOLOGY 3.1 By implementing an instant communication platform for all members that supports operations and administration. A needs assessment is conducted A platform is implemented with features that meet the needs of our members Satisfaction with the platform is evaluated by surveying users 3.2 By evaluating the deployment of mobile devices and access to applications. A review to prioritize the deployment of mobile devices and access to applications is conducted The value added deployment is expanded based on the review 3.3 By implementing the next generation voice radio system. The next generation voice radio system is implemented Members are trained in the use of the new radio system To foster existing and develop new technology partners 4.1 By exploring innovation opportunities with technology partners. The number of synergetic relationships within our academic and technology hub increase Innovative technology ideas are implemented The successes of the partnerships are highlighted to our membership 4.2 By implementing a shared Computer Aided Dispatch System with municipal fire departments. Municipal police and fire departments are dispatched using a shared Computer Aided Dispatch System 12 Waterloo Regional Police Service OPERATIONS PLAN

17 INVESTIGATIONS AND YOUTH 1.1 By updating our drug strategy in partnership with our community and clearly defining our role and commitment to harm reduction and our investigative approach. A working group is established A drug strategy that clearly addresses the balance between harm reduction and investigative approach is developed The new drug strategy is implemented 1.2 By developing and implementing internal training and external communication to share the WRPS drug strategy. All WRPS members are made aware of the WRPS drug strategy Community stakeholders are informed of the new WRPS drug strategy Internal training programs are delivered including specific training addressing the legalization of marihuana To develop and implement a police specific drug strategy that addresses harm reduction and enforcement and complements the Waterloo Region Integrated Drug Strategy PEOPLE PERFORMANCE AND PROGRESS PRINCIPLED PLANNING 13

18 To develop positive relationships with youth INVESTIGATIONS AND YOUTH 2.1 By reexamining the role of Secondary School Resource Officers and increasing their supportive role in our schools. A working group is established to review current statistics and annual surveys to gain a true picture of our responses Recommendations from the review are made and implemented An evaluation of program changes is conducted 2.2 By partnering with youth to improve two-way communication through social media. A youth social media advisory committee is formed to get feedback and ideas Ideas are shared across the service 2.3 By promoting officers proactive connection with youth. Use of the common positive youth interaction call type is expanded and tracked Youth interactive time is tracked and reported Participation by members at youth events increases 14 Waterloo Regional Police Service OPERATIONS PLAN

19 INVESTIGATIONS AND YOUTH 3.1 By developing and implementing training for all officers related to trauma informed interviewing and interviewing child victims and witnesses. Educational programming is created addressing trauma informed interviewing and relating with children. Program is delivered All officers trained in trauma informed investigations 3.2 By developing a call management strategy that ensures all victims of crime receive timely service. Audit of current wait times/priority indicators is completed Recommendations of audit are implemented New strategy is evaluated 3.3 By auditing and addressing gaps in our current victim assistance response service-wide. Audit current victim assistance response service (post-call) is completed Services are enhanced and gaps are eliminated 4.1 By developing an innovative internal information sharing platform. Working group is created Recommended strategy of internal news feed is identified and implemented To conduct victim centered investigations To implement new internal investigative information sharing platforms PEOPLE PERFORMANCE AND PROGRESS PRINCIPLED PLANNING 15

20 16 To enhance our ability to investigate crime Waterloo Regional Police Service OPERATIONS PLAN INVESTIGATIONS AND YOUTH 5.1 By creating a cybercrime strategy to manage increasing demand. Workload analysis is conducted Partnerships and opportunities are researched and established A cybercrime strategy is created and implemented Technological crime investigations increase 5.2 Implement a standardized approach to the investigative use of social media. A procedure is implemented that ensures the lawful use of social media in investigations A service wide structure and work-flow for social media requests is established The number of requests for social media investigative assistance increases 5.3 By implementing a victim focused and community based case review model for sexual assault investigations. Model is developed Members are educated in the new model Case review recommendations are actioned Sexual assault reporting increases 5.4 By researching violent crime to increase our understanding of trends and inform investigative strategies. Academic partnerships are established Our understanding of local trends and contributing factors increases New evidence based strategies are implemented 5.5 By exploring a local investigative hub strategy to develop and implement investigative partnerships. Outreach occurs and partnerships are established A process of information sharing is developed An investigation piloting the investigative hub is conducted The investigative hub strategy is evaluated and recommendations are implemented

21 NEIGHBOURHOOD POLICING AND ROAD SAFETY 1.1 By educating the public on the fatal four (distracted driving, impaired driving, seatbelts and speeding) and their respective dangers, costs associated to charges, insurance implications, and other consequences. A benchmark of how safe people feel on our roads is established Education on the fatal four is delivered to the public Survey results show improved feelings of road safety Collisions are reduced by 5% per capita from the five year average 1.2 By educating our officers about the fatal four, emphasizing the road safety value of visibility and enforcement. Training is delivered to officers on the fatal four and the importance of enforcement Selective Traffic Enforcement Program (STEP) location time increases by 10% 1.3 By redesigning the Selective Traffic Enforcement Program (STEP). The optimal frequency for updating STEP locations is identified and utilized Front line officers are solicited for STEP locations in each patrol division monthly via online surveys 1.4 By improving safety for pedestrians, cyclists and drivers. Evidenced-based strategies to address road safety are identified, implemented and evaluated Annual public campaigns are run to educate drivers, cyclists and pedestrians on road safety Enforcement hours at roundabouts increase by 5% Collisions at roundabouts decrease by 10% To foster an environment where the public feels safe on the roadways PEOPLE PERFORMANCE AND PROGRESS PRINCIPLED PLANNING 17

22 To improve officer deployment to maximize service to the community NEIGHBOURHOOD POLICING AND ROAD SAFETY 2.1 By revisiting urban zone and divisional boundary alignments with consideration to occupancy in the new Central Division. An assessment of zone and divisional boundaries is completed Any zone or divisional boundaries recommendations are implemented 2.2 By researching and recommending a rural deployment model to meet the current and future needs of Woolwich, Wellesley, and Wilmot townships. A committee is established to recommend a rural deployment model Recommendations for a rural facility location are made To reduce crime 3.1 By targeting crime and disorder issues at the neighbourhood, divisional, and Regional levels, and identifying opportunities for crime prevention. Divisional project plans are authored, implemented, and tracked To enhance our emergency preparedness for major events at schools 4.1 By implementing a school/police emergency action response plan. Partnerships are established between schools, police and other emergency responders An electronic means of sharing emergency management information is created and populated School tactical evaluation plans are created All officers receive training in the emergency action response plan 18 Waterloo Regional Police Service OPERATIONS PLAN

23 OUR MEMBERS 1.1 By obtaining data on the current diversity profile. Internal diversity census is conducted 1.2 By developing a future workforce strategy that addresses Human Resource systems and processes to ensure inclusivity and equity and is free from systemic barriers. Best practice review and gap analysis of current Human Resource systems and processes is conducted 5 outreach focus group meetings are conducted to consult with our community on how we could improve our applications from diverse groups in the community A workforce strategy on inclusivity and equity, including an outreach component, is developed To better reflect the community we serve PEOPLE PERFORMANCE AND PROGRESS PRINCIPLED PLANNING 19

24 To enhance a culture of employee wellness OUR MEMBERS 2.1 By creating an organizational strategy including but not limited to wellness assessment, member needs survey, and continued training. Member needs survey on our wellness programs is conducted and results are analyzed Key needs of our members regarding workplace wellness are identified A training component on wellness for sworn and civilian members is delivered A plan is established towards completing annual psychological wellness checks for members To ensure that the skills and abilities of our workforce meet current and future needs of the Service 3.1 By developing a succession plan including a needs assessment to create a mentoring and skills development training plan and process. A needs assessment to determine the skill and resource gaps in our future workforce is conducted A succession plan to meet the skills and leadership needs of our future workforce is implemented A career development and mentoring tool kit for mid-managers to develop others is created 20 Waterloo Regional Police Service OPERATIONS PLAN

25 4.1 By developing a timely communications strategy regarding current health and safety topics between members, joint health and safety committee, and midmanagers. A report template for quarterly Health and Safety meetings is created regarding injury type, incident type and frequency A Health and Safety communications strategy is implemented to ensure flow from members to supervisors to the committee 4.2 By evaluating and improving the Safe Driving Program for our members. An evaluation of the current Safe Driving Program is conducted and recommendations are implemented All members receive the new driver training Member involved on-duty collisions are reduced by 10% To effectively promote health and safety PEOPLE PERFORMANCE AND PROGRESS PRINCIPLED PLANNING 21

26 To improve the efficiency and effectiveness of HR processes OUR MEMBERS 5.1 By reviewing the Transfer process. A steering committee for the Transfer process review is formed The Transfer process is reviewed Recommendations are made A new Transfer process is implemented The new Transfer process is evaluated by surveying our members 5.2 By reviewing the Return to Work (RTW) process. The RTW process is reviewed Recommendations from the review are implemented The number of members on sick leave and the length of the sick leave decreases 5.3 By reviewing the Job Evaluation process. The Job Evaluation process is reviewed as per the Letter of Understanding with the Waterloo Regional Police Association Where changes to improve the efficiency and effectiveness are agreed upon by the WRPS and the WRPA, such changes are implemented 22 Waterloo Regional Police Service OPERATIONS PLAN

27 6.1 By engaging with our members to develop and implement a Learning, Education, and Training Strategic Plan. A Training Advisory Group is formed and provides input on the development of the Strategic Plan A review of the current training and education methodology is conducted and recommendations for change in methodology and in innovative delivery models are developed, including where, when, and how logistics Annual training programs are developed and offered, specifically for civilian members Civilianization is explored with respect to curriculum design and delivery in the Training and Education Unit Strategies are developed and opportunities are made available to enable members to engage in and self-direct their own professional development and education To enhance and promote a culture of learning PEOPLE PERFORMANCE AND PROGRESS PRINCIPLED PLANNING 23

28 WATERLOO REGIONAL POLICE SERVICE 200 Maple Grove Road, PO Box 3070 Cambridge, Ontario N3H 5M1 Telephone TTY