VANCOUVER POLICE DEPARTMENT STRATEGIC PLAN 2 0 0 8 -2 …€¦ · vancouver police department...

VANCOUVER POLICE DEPARTMENTSTRATEGIC PLAN 2 0 0 8 - 2 0 1 2

TABLE OF CONTENTS

1.0 MESSAGE FROM THE VANCOUVER POLICE BOARD 2

2.0 MESSAGE FROM THE CHIEF CONSTABLE 4

3.0 MISSION, VALUES, AND VISION 5

4.0 CHALLENGES FACED BY THE VPD 7 4.1PURPOSEOFTHEPLAN 8 4.2SCOPEOFTHESTRATEGICPLAN 9

5.0 PLANNING PROCESS 10 5.1STRATEGICPLANNINGSESSIONS 11

6.0 ENVIRONMENTAL SCAN 12 6.1DEMOGRAPHICS 13 6.2CRIMETRENDS 14 6.3COMMUNITyPOLICINGSURvEy 21 6.4COMMUNITyDIALOGUE 25

7.0 GOALS, PERFORMANCE, OBjECTIVES AND MEASUREMENTS 27 7.1MEETINGOURCOMMITMENT 30 7.2SUPPORTINGOURCOMMITMENT 47

8.0 ACkNOwLEDGEMENTS 62

1.0 MESSAGE FROM THE VANCOUVER POLICE BOARD

It is our pleasure to introduce the Vancouver Police Department’s five-year Strategic Plan for �008-�0��. As a civilian oversight Board, one of our most critical functions is to work with the Chief Constable in establishing future goals and objectives for the Department. This Strategic Plan represents the culmination of that work.

Moving forward over the next five years, the Vancouver Police Department will continue to face four fundamental challenges: the Service Challenge – providing high quality services that meet the needs of the citizens of Vancouver; the Financial Challenge – operating in a fiscally responsible manner, maximizing the effectiveness of tax dollars spent; the Confidence Challenge – operating in a manner that ensures the ongoing trust, respect and cooperation of the citizens of Vancouver; and the Human Resources Challenge – ensuring a high-performing, highly trained workforce with the necessary equipment, infrastructure and technology.

The Strategic Plan outlines many of the unique service issues associated with policing Vancouver: the continual influx of non-resident criminals, compartmentalization of policing in the region (a blend of �0 different police agencies, including municipal departments and RCMP detachments), challenges raised by the prevalence of staggering property crime, drug activity, sexual predators, street disorder and the growing problem of gang violence. While the Department works to address all of these, the Strategic Plan specifically outlines several areas which have been prioritized for action – violent gang activity, property crime, traffic accidents, street disorder, emergency planning (including counter-terrorism), and proactive, visible policing.

The Board recognizes that one of the major issues affecting police service is not strictly a police problem. Most 9�� calls for police today relate not to traditional law enforcement issues, but to complex social situations (homelessness, mental illness, drug addiction). These types of calls consume inordinate police time and resources. For this reason, the Board and the Department are joining other stakeholders in advocating for more and better social programs, as well as improvements within the justice system, to address these problems and help stem the related drain on police resources.

That said, we think all agree that the key is to achieve an appropriate balance reflecting the needs of our citizens. Over the next five years, the Board and the Department will continue to work with City Council to achieve an appropriate level of funding. We will also urge senior levels of government to consider funding alternatives in order to augment funds derived from property taxes. The Strategic Plan includes goals directed at improving financial controls, accountability and processes within the Department, as well as utilizing technology to the fullest, ensuring efficiency of our operations.

The Vancouver Police Department enjoys strong public confidence and support. Over the next five years, the Board and the Department will build on that support by improving public communication and further engaging the public as partners in crime prevention.

As the City gears up for the �0�0 Olympics, the Board and the Department are keenly aware of the emergence of a highly competitive job market. Policing has never been more challenging and, to date, the Vancouver Police Department has been able to attract the best and the brightest, making it one of the leading police departments in North America. Our challenge in the future will be to maintain this high standard. The Strategic Plan incorporates goals to support and develop our current staff and to improve our ability to identify and attract quality personnel needed for the future. It also describes the problem of aging, inadequate facilities and outlines a process to address this issue.

In conclusion, it is important to emphasize that the Vancouver Police Department is built upon an uncompromising commitment to a very high set of values: Integrity, Professionalism, Accountability and Respect. These values are the very heart and foundation of the organization and are reflected in every aspect of its operation.

While police work is often conducted under the glare of media lights, there are hundreds of incidents every day which the public never sees – some highly charged and dangerous, some where a citizen simply needs a helping hand. The code of ethical conduct guides every member’s actions in every situation.

As this Strategic Plan demonstrates, expectations are high for the Vancouver Police Department over the coming years. With the support of the community, City Council, and other stakeholders, these expectations will be met and a safer, more livable city achieved.

Sam SullivanChair, Vancouver Police Board

Ourcurrentfive-yearStrategicPlanreflectstheDepartment’songoingcommitmenttomakevancouverthesafestmajorcityinCanada,andthevPDthebestpolicedepartmentinthecountry.ThePoliceBoardandIfullyendorsethisvision.

Inthisplan,wehaveprovidedahigh-leveloverviewofhowwewillfocustheeffortsofourswornpoliceofficers,civilianmembers,partnersandvolunteers.Wewillbuildonourachievements,andcontinuallyevaluateourstrategiestoensurewearemovingforward.Keyperformanceindicatorswillguideus.Annualbusinessplanswillcomplementthisfive-yearplan,focusingoureffortsyearly.

Publicsafetywillalwaysbeournumberonepriorityandwillguideourdecisionsandpolicies.vancouverresidentsdeservetoliveinacitywheretheyfeelsafetowalkanywhereatanytimewithoutthreatorfear.Ourchildrendeservesafeplaygroundswithoutbulliesordiscardedneedles.Homeownersshouldbeabletosleepatnight,secureandwithoutworry.

ItisthejobofthevPD,alongwiththecommunityandourpartners,toensurethatvancouverremainsasafeandsecureenvironmentinwhichtoliveandconductbusiness.

Sincerely,

JimChuChiefConstablevancouverPoliceDepartment

2.0 MESSAGE FROM THE CHIEF CONSTABLE

3.0 MISSION, VALUES AND VISION

OUR MISSION“Infulfilmentofitspublictrust,thevancouverPoliceDepartmentmaintainspublicorder,upholdstheruleoflawandpreventscrime.”

OUR VISION

“Canada’sleaderinpolicing–providingsafetyforall.”

OUR COMMITMENT

TobethesafestmajorcityinCanada.

Constable Alvin Prasad

OUR ValUES

Incarryingoutourmission,memberswilluphold“IPAR”:

INTEGRITY “we believe in doing the right thing in all circumstances.”

PROfESSIONalISM “we will pursue the highest standards of professionalism in policing.”

aCCOUNTabIlITY “we will maintain the highest ethical and legal standards.”

RESPECT “we will be compassionate and respectful in all of our actions.”

Ourorganizationalvaluesaregroundedonhumanrightsprinciplesthatguidetheactionsofallofourpoliceofficers.Theseprinciplesare:

JUSTIfICaTION Allpoliceactionsshallbepursuedtowardanecessaryandlegitimatepolicingobjectiveandshallbelegallyjustifiable.

PROPORTIONalITY Theriskandimpactofpoliceactionsshallbeproportionaltothepriorityofthepolicingobjectives,andtheseverityofthesituationinneedofintervention.

INTRUSIVENESSPoliceactionsshouldbetheleastintrusiveavailable,asrequiredtoachievesuccessinfulfillingpolicingresponsibilities.

Constable Eric Jordan�

4.0 CHALLENGES FACED BY THE VPD

Tosucceed,wemustmanagethesefactorseffectivelythroughleadership,willingnesstochange,andthecreativityandintegrityofourpeople.Thismustalsobedoneinacivicenvironmentthatdemandsfinancialaccountabilityandisplaguedbysocialissues,includingincreasinghomelessnessandagrowingpopulationofdrug-addictedandmentallyillresidents.

ThevPDdevelopedits2004-2008StrategicPlanin2003tohelpfocustheDepartmentinwhatcontinuestobearapidlychangingenvironment.Aswithanyorganization,theStrategicPlanisfluid,constantlychangingtomeettheneedsoftheorganizationandthedemandsofthecommunity.The2008-2012StrategicPlanrepresentsanorganizationalevolution,accountingforprogresswithmanyofthepastgoalsandobjectives,combinedwiththeemergingtrendsandpolicingprioritiesaffectingtheCityofvancouver.

The Vancouver Police Department (VPD) faces challenges and difficult decisions resulting from four major factors:

2005 Award of Valour recipients, Constables Sandra Glendinning and Stan Dy

•Qualityserviceexpectations

•Effectivefinancialmanagement

•ConfidenceintheDepartment

•Ongoinghumanresourceneeds

ThE MaIN PURPOSES Of ThE VPD STRaTEGIC PlaN aRE TO:

•ServeasanagreementaboutthepolicingprioritiesfortheCityofvancouver amongthevancouverPoliceBoard,theChiefConstableandtheSeniorManagementTeam

•Informthecitizensofvancouveraboutthepolicingservicesandstandardstheycanexpect

•SupportperformancemeasurementbythePoliceBoard,theChiefConstable,theSeniorManagementTeam,andtheBritishColumbiaMinistryofPublicSafetyandSolicitorGeneral

•Establishthebasisforinter-agencydiscussiononcoordinationofservices,withrespecttocommunitysafety

•Directtheannualbusinessplansandcurrentbudgetsofthedivisionsandindividualsections

•OutlineanddemonstrateourcommitmenttobeingthesafestmajorcityinCanada

4.1PURPOSEOFTHEPLAN

Constables Eric Jordan, Darren Ong and Alvin Prasad

ThevPDiswell-positionedtoassumealeadershiprolewithothersocialandgovernmentalagencies.TheDepartmentaggressivelyadvocatesforchangetoimproveliveabilityandprovidesaferstreetsforthecitizensofvancouver.AnexampleofaprevioussuccessisProjectHaven,whichfocusedonsystemicabusewithinsomeoftheroominghousesandhotelsontheDowntownEastside.Weshallcontinueouradvocacyroleintothefuture,asthevPDsupportsanddriveschangeinotherareasororganizations,inanefforttoachieveitsprimarypublicsafetyandcrimepreventiongoals.

Policingisdynamic,andthecommunityplacesabsolutetrustintheswornandcivilianmembersofthevPDtoprovidepublicsafety,personalprotectionandcrimepreventionintheirneighbourhoods.Whilethenatureoftheworkisbothfascinatinganddiverse,theroleofthepolicewithinthecommunityhasitslimitations.

ThevPDdoesnotoperateinavacuum;itrepresentsonelayerwithinthefabricofgovernmentalsupportforsociety.TheDepartmentregularlytakesproactivestepsthatreducetheincidenceofcrimeandimprovespublicsafety.However,itcannotconsistentlyhaveadirecteffectonmanyofthebroadersocialissueswithinthecity,suchashomelessness,drugaddictionandthementallyill.Whiletheseissuesarenottheexpressresponsibilityofthepolicedepartment,inspiteoftheirobviouslinktocriminalactivity,wedocommandsubstantialinfluenceinthesearchforsolutionsthatbenefiteveryone.

4.2SCOPEOFTHESTRATEGICPLAN

Constables Carla Webb and Al Arsenault

Figure 1: The Planning Process

5.0 PLANNING PROCESS

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InSeptember2003,thevancouverPoliceBoardwasinvolvedinafacilitatedsessionwithabroadrangeofswornandcivilianpersonnelthathelpedtoclarifythevPD’svision,mission,values,strategicobjectivesandpriorities.InDecember2003,aseniormanagers’meetingprovidedfurtherinput.

InFebruary2004,astrategicplanningsessionwasheldwithacross-sectionofmembersfromvariousranksandassignments.Communityconsultationfollowedthroughadeliberativedialogueprocess.ThePoliceBoardengagedthecommunitytodiscussthetopcommunitysafetyissuesinvancouver,therootcausesbehindcrimeandthepossiblemodelsofpoliceservicedelivery.Feedbackfromthecommunitywasanintegralpartoftheplanningprocess,andhelpedformthevancouverPoliceDepartmentStrategicPlan2004-2008.

Overthepastthreeyears,thevPDhasexperiencedsubstantialsuccessinachievingitsstrategicgoalsandobjectives.Cross-functionalworkteamswereestablishedtooverseetheim-plementationofstrategiesandtacticstomeetthegoalsandobjectives.Theseteamsdeliverednotablegainsintheareasofmarketingandbestpractices,andoperationalgainswereseenwithdramaticreductionsinpropertycrime.

AStrategicPlanisafluiddocument,andovertimethedemandsonanorganizationanditsoperationalprioritieschange.Tomeetthischange,everyorganizationneedstocontinuallyrevisititsStrategicPlanandadjustitsprioritiesaccordingly.ThisisbestreflectedinStep10ofthePlanningProcess(seeFigure1),andthevPDhasannuallyreportedonitsprogresswiththeStrategicPlan.The2008StrategicPlanrepre-sentsanevolutionoftheDepartment’sgoalsandobjectives,andthecommitmenttobethesafestmajorcityinCanada.

WithintheDepartment,afullmanagementworkshopwasheldin2005toreviewsuccessesafterthefirstyearoftheStrategicPlan,andtoprioritizemanyofthedifferentgoalsandobjectives.Earlyintoeachsubsequentyear,eachoftheDivisionsheldlocalizedmanagementmeetingstosetan-nualtargetgoalsto“operationalize”theStrategicPlanfortheyear.

CommunityconsultationwasalsorepeatedinJune2006,withanewcommunitydialogue.Thisfacilitatedsessionfocusedonviolentcrimeissuesandspecificallytargeteddomesticviolence,gangviolence,streetviolenceandviolenceagainstthevulnerable.ThefeedbackfromthissessionservedtoinformtheDepartmentofthecommunity’sconcernsaboutviolentcrime,theimpactthatviolentcrimehadonthebroadercommunityatlarge,andwherelimitedresourcescouldbestbeutilizedtomeettheseneeds.

The2008StrategicPlanisnotanewplan.Rather,itrepresentsaculminationoforganizationalsuccess,changingcommunityneedsandshiftingcrimepatterns.Additionally,the2008StrategicPlanservestofocusthevPDasitmovesthroughthenextfiveyears,deliveringhigh-qualityservicetotheCityofvancouver.

5.1 STRATEGICPLANNINGSESSIONS

6.0 ENVIRONMENTAL SCAN

vancouverisathriving,dynamicanduniquecity,anditpresentsone-of-a-kindchallengesforpolicing,includingdemographicissues,drugs,highlevelsofpropertycrime,andincreasingratesofviolentcrime.Inaddition,thevPDpoliceacorecityandregularlyfacetheimpactofcriminalsarrivingfromotherneighbouringjurisdictions.

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6.1DEMOGRAPHICS

ThevPDservesacitywithapopulationofapproximately588,000residentslivingin23distinctgeographicalcommunitiesinacompactareaof114squarekilometres.Since1996,thepopulationhasgrownbyabout50,000people;however,thenumberofvPDofficersremainedrelativelystableuntil2005.Overthepastthreeyears,thevPDhasincreaseditsauthorizedstrengthby107policeofficers,althoughthisincreasehasnotincrementallymirroredtheannualpopulationincreasesinthecity,andacrosstheregion.

vancouverisuniqueinthattheofficialpopulationservedbythevPDismuchsmallerthantheactualpopulationinthecity.UnlikeeveryotherlargecentreinCanada,themajorityoftheLowerMainland’sCensusMetropolitanArea(CMA)isnotincludedinthecitylimits,andthereisnometropolitanorregionalpolice

service.Only27%ofvancouver’sCMApopu-lationisinthecitylimits,buttheother1.6millioncitizensintheCMAhaveanincredibleinfluenceonvPDworkload,asvancouveristhehubforcommuters,business,tourism,recreation,majorevents,protests,andother“magnet”events.Therefore,policeofficers-to-corepopulationstatisticsinvancouverarenotsufficientbythemselvestoassesstheadequacyofpoliceresources,astheactualpopulationpolicedinvancouverisfargreaterthantheofficialresidentialpopulation.

Constables Mark Steinkampf and Evan Williams, Sergeant Barry Kross and Constable Tim Henschel

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SExUAL PREDATORS

Foravarietyofreasons,andinadditiontothearea’shome-grownoffenders,someofthecountry’smostdangerous,untreatedsexoffenderschoosevancouvertoliveinoncetheyhavecompletedtheirsentences.Thisplacesmanyofthearea’smostvulner-ablecitizensatrisk.Theseincludechildren,disadvantagedwomenandotherswhoareill-preparedtodefendthemselves.Inordertomonitortheseconvictedanduntreatedsexualpredatorsproperly,andtointerveneintheircrimecyclesandpreventseriousoffencesfromoccurring,thevPDrecognizestheneedtodedicatefull-timeresourcesforintelligencegatheringandsurveillance.LocalexperimentswithaHighRiskOffender(HRO)UnitandanIntegratedSexualPredatorObservationTeam(ISPOT),coupledwithextensiveresearch,haveshownthattrackingandmonitoringtheseoffendersareveryeffectivemeansofpreventingfuturevictimization.TheHROUnithasbecomeexpertatseekingordersundersections810.1and810.2oftheCriminalCode,whichimposepost-sentencecompletionconditionsonreleasedsexoffenderstoprovideforsomelevelofmanagementandsupervision.Thisfallstothepolice,asthoseboundbysection810ordersarenotonparoleorstatutoryrelease.

6.2 CRIMETRENDS

Aspartoftheongoingstrategicplanningprocesses,improvingcommunitysafetywasidentifiedasthekeyoutcomefortheDepartment.TheissuesdiscussedinthissectionprovideanoverviewofsomeofthecriticalfactorsthatinfluencethelikelihoodofsuccessforthevPD.

CRIMINALS FROM OTHER jURISDICTIONS

Ahighnumberofcriminalsfromelsewhereareattractedtovancouver,notonlybythemoder-ateweatherandeasyaccesstodrugs,butalsobecausevancouver’scourtsarewellknownfortheirrelativelylenientsentencingpractices.Inaddition,manycriminaloffencesarecommittedinvancouverbyvisitorsfromthesuburbs.ThevPDhasmonitoredtransientcrimeactivityoverthepastsixyears,andthenumberofpeopleresidingoutsideofvancouverandidentifiedasparticipantsinvancouvercrimehasbeenslowlyincreasing.Thisisfurtherevidenceofthecorecitypolicingchallenges.

Analysishasrevealedthatin2006:

•29.6%ofincidentswherepeoplewere chargedwithcriminaloffencesinvolved peoplewhowerenotresidents

•43.4%ofincidentswherepeoplewere identifiedassuspectsagainstwhomchargescouldbelaid(butwerenot chargedforvariousreasons)involved peoplewhowerenotresidents

•34.8%ofincidentswherepeoplewere identifiedassuspectsinvolvedpeople whowerenotresidents

•44.3%ofmotorvehicleincidentswherepeoplewereidentifiedasdriversinvolvednon-residents

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Thisincreasedpolicepressurehasledtonotabledecreasesinpropertycrimeratesacrossthecity.AccordingtoestimatesprovidedbythevancouverBoardofTrade,thepropertycrimeratefell4%invancouverfrom2003to2004,andthenafurther10.2%from2004to2005,whiletherestofCanadaonlysawanaveragedecreaseof6%.Thepropertycrimerateinvancouvercontinuedtodropin2006,fallinganadditional4.7%.Overall,since2002thepropertycrimeratehasdroppedby15%.

ThecreationoftheNationalSex-OffenderRegistryActhasresultedinprocessesfortheregistrationofoffendersandtheongoinglocationandwarningofcompliantoffenders,alongwithpoliceinvestigationsforincidentsofnon-compliance.Theabundanceofhalfwayhouseshasresultedinincreasednumbersofhigh-risksexoffendersbeinglocatedtovancouverforreleaseintothecommunity.ThishascreatedanadditionalburdenontheHROUnit,whichisresponsibleforensuringcompliancebytheseseriousoffenders;however,thisoffender-focusedapproachiscriticalasthevPDstrivestoreduceviolentcrimeinthecity.

•TheChronicOffendersProgram,where adedicatedCrownCounselworkswith agroupofoffender-focusedinvestigatorstoconcentrateonthe worstpropertycrimeoffenders•TheIdentityTheftTaskForce,whichtargetsinvestigativeresourcestoward thosewhostealpeople’sidentitiesandconvertthisinformationintocashthroughdebitandcreditcardscams

•Patrol-basedsurveillanceteams,which targetknownpropertycrimeoffenders inthefourpatroldistricts

•Xtract,acomputerdatabaseprogram linkedtopawnshopsandsecondhand stores,toassistwiththetracking andrecoveryofstolengoods

PROPERTY CRIME

Overthepastthreeyears,thevPDhasdirectedagreatdealofattentiontowardthepropertycrimeproblemsthathaveplaguedvancouver.

Newprogramsweredeveloped,including:

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Thelargestdecreasesinpropertycrimeareseeninthecategoryofmotorvehicletheft,witha24.4%dropfrom2005-2006andanoveralldecreaseof36.5%since2002.TheBaitCarprogram,atargetedenforcementandpublicawarenessstrategyfirstinitiatedinB.C.bythevPD,hasfuelledthisreduction.Othersignificantdecreasesinpropertycrimehavealsobeenobservedinrelationtobreakandenteroffences,whicharedown15.7%since2002.Inparticular,residentialbreakandenteroffencesaredown25.9%overthatsameperiod.

However,vancouverremainstheworstmetropolitanareainCanadaforpropertycrime(Figure2).Thisisdue,inpart,totheseriousproblemsofdrugaddiction,insufficientnumbersofpolice,weaksentencingofrepeatoffendersandinadequatefundingfortreatmentofdrugaddicts.Muchofthepropertystoleninvancouverisconvertedintocashtobuydrugs.In2005,propertycrimecostthecitizensandbusinessesofvancouvercloseto$125million.Ofthat,$103millionrepresentsresidentialcosts,whiletheremaining$22millionrepresentsthecosttobusinesses.Crimerelatedtomotorvehicleswasthelargestfactorinpropertycrime,costing$62millionin2005.1

1 Board of Trade, “Crime in Canada, Crime in Vancouver: An Update” (October 2006), page

7; with information based on Juristat: Crime Statistics in Canada, 2006. Statistics Canada - Catalogue no.85-002-XIE, Vol. 27, no. 5 (July 2007).

Constable Richard Wong and PD Knight

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PREVALENT DRUG ACTIVITY

vancouverfacesmanyofthesamedrugproblemsasotherlargecities,butalsomustcontendwithadditionalfactorsthatareunique.Asaportcity,aswellasthepredominantmetropolitanareainWesternCanada,vancou-verisamajorimporter,exporterandcultivatorofillegaldrugs.Thecontributionofdrugstomanycriminalincidentsisoftennotreadilyapparent,butfurtherexaminationrevealsthoselinks.

Highvolumesofillegaldrugsmovethroughvancouver’sDowntownEastside(DTES)annually.Asignificantportionofthesedrugsisconsumedinvancouver,withanestimated4,000illegaldruguserslivingintheareaallrequiringtheirdailysupply.Inaddition,moredruguserscometotheDTESfromthroughouttheGvRD,inordertobuy,sellandusetheirdrugofchoice.Figure3depictstheincreasingtrendinfederaldrugoffencesinvestigatedbythevancouverPoliceDepartment.

Theproliferationofmarijuanagrow-opsintheLowerMainlandhasgeneratedgreatdistressincommunitiesbecauseoftheassociatedcriminalactivity.Thisincludesfirearmoffences,rip-offrobberies,assaultsandhomicides.Inmanyinstances,homeinvasion-stylerobberiesoccuratthewronglocationswithcriminalstargetingthewrongaddress,andinnocentcitizensaresubjectedtoviolentcriminalactivity.Childrenarefrequentlyfoundlivingingrow-ops,ofteninextremelyhazardouscircumstancesduetothechemicalsinvolvedandthefiredangercausedbymajorelectricalmodifications.Manymarijuanagrow-operationsarerunbyorganizedgroups.ThebulkofthemarijuanagrowninBritishColumbiaisexportedtotheUnitedStates,eitherinexchangeforcash,forotherdrugs,suchascocaineandheroin,orforhigh-qualityhandguns.

Figure 2: Property Crime Rate, by City, per 100,000 population (2005)Statistics Canada, “Crime Statistics in Canada, 2005.”

yaletownarea.TheEntertainmentDistricthasbeenrevitalized,dramaticallyincreasingthenumberofyoungpeoplewhovisittheareaforthenightlife.Unfortunately,alcoholincitesconsiderablepublicdisorder.TheopendrugcultureintheDowntownEastside(DTES)generateschaosandviolence.Considerablepoliceresourcesarededicatedtorestoringordertoacommunityindistress.TheincreaseinpeoplewhomaketheirlivelihoodfromdisposalbinshasupsetthedowntownbusinessdistrictandtheWestEnd,wherepettycrime,aggressivepan-handling,andtheuseofcrystalmethhavegeneratedunprecedentedcommunityconcern.

PublicorderwasalsoidentifiedasapriorityinthevancouverPoliceDepartmentStrategicPlan2004-2008,anditremainsapriority.ProjectCivilCityisaninitiativeoftheCityofvancouverthathasbeenendorsedbythevancouverPoliceBoard.

Designerdrugs,includingGHBandotherchemicaldrugslikecrystalmeth,areappearingonvancouverstreetswithalarmingfrequency.Thesedrugsareprevalentamongouryouthandwithinthenightclubscene.Theybringnewriskstothecommunity.Alongwiththeinherentpersonalrisksassociatedtoillicitdrugusearethecommunityriskscreatedbytheincreasednumbersofmethlabs.Small-scalechemicallaboratoriesinhomes,warehousesandvehiclesareextremelydangerous,asthesedrugsaremadewithvolatilechemicalcompoundsandacookingprocess.Thediscoveryofonemethlabwillresultinanincredibledrawofemergencyservicesresources,astheriskoffireandexplosionissignificant.Thisresponseincludesthedisposaloftoxicwasteandtheassociatedclean-up,combinedwiththeensuingpolicein-vestigationwithinthishazardousenvironment.

Overthepasttenyears,theCityofvancouverhaschangedtremendously,withsignificantincreasesinpopulation,particularlyinthe

Figure 3: Offences in Vancouver, VPD Occurrence Report Data, 2002-2006.

STREET DISORDER

ProjectCivilCitysubsequentlyfocusedontheissueaswell.ThevPDsupportsthisprojectandourstrategiesareconsistentwiththegoalssetinProjectCivilCity.Wearecommittedtoworkingwithourpartnerswithingovernmentandthecommunitytodevelopviabletacticstoimprovepublicorder.

TheDTEScontinuestobethefocusofnumerousagenciesatalllevelsofgovernment.TheSupervisedInjectionSiteremainsoperational;however,thecurrentfederalgovernmenthasnotcommittedtoanyongoingfunding.Anumberofwell-intentionedinstitutions,suchasTheContactCentre,runbyvancouverCoastalHealth,andUnitedWeCan,continuetobefocalpointsfordisorder.Theactivitiesofthesegroupsarepositive;however,theyserveasbeaconsforpeopletocongregate,whichattractspredatorsandcontinuesthecycle.

TheBeatEnforcementTeam(formerlyCitywideEnforcementTeam),implementedinApril2003,hasassistedinrestoringsomesemblanceoforderintheDTES,wherechaosandviolencegeneratedbytheopendrugmarketonceprevailed.Itisaconstantchallengeretainingavisiblepresenceintheareawithlimitedresources.

Thedensityoflicensedpremiseswithsome5,000totalseatsintheEntertainmentDistrict,coupledwithlate-nightbaropenings,hascreatedanatmosphereofviolenceanddrunkennessintotheearlymorninghours.Inspiteoftheadditionofmorepoliceresources,theproblemscontinue.ThevPDhascommittedtoworkingwiththeresponsiblebarownersintheareatoimplementtacticsdesignedtoreducedisorderissues.

TheFirearmsInterdictionTeam(FIT)hashadadramaticeffectongun-relatedactivityinvancouver.Sincetheimplementationoftheteamin2004,thenumberofgun-relatedincidentsinthedowntowncorehasdecreasedsignificantly.

ORGANIzED PUBLIC DISORDER AND SECURITY CONCERNS

ThevPDEmergencyandOperationalPlanningSection(EOPS)hasseenitsworkloadincrease.Therewereapproximately400specialeventsin1993.In1999,therewere1,889specialevents.EOPSpreparedpolicingplansfor1,791eventsin2001and2,070eventsin2006.Thesizeofthedemonstrationsandthenumberofpoliceresourcesrequiredhasalsoincreased.In2001,therewere130demonstrations,comparedto167in2006.Homelessnessremainsthecentralthemeformanyofthecontentiousdemonstrations.

TheCelebrationofLightcontinuestoattractlargecrowds.Whilethevastmajorityoftheaudienceiswell-behaved,acoregroupofrepeattroublemakersrequiresasignificantpolicepresencetoprovidesafetyforthegeneralpublic.

(hiringandretention),equipment(new,andopportunitiesforrenewal)andtrainingarebeingexploredinordertomaximizeeffectivenessandminimizepotentialcosts.

Inaccordancewithinternationalsecuritystandardsandexpectations,weproposetorelyonCCTvcoveragetoprovideanenhancedlevelofsafetyinareasexpectedtodrawOlympicandParalympiccrowds.InconjunctionwiththevancouverOrganizingCommitteeforthe2010OlympicandParalympicWinterGames,theFederalandProvincialGovernmentsandtheCityofvancouver-OfficeofOlympicandParalympicOperations,plannersareworkingcloselytoensurethatourresidents,businessesandinternationalguestswillcontinuetoreceiveahighlevelofservicefromthevancouverPoliceDepartment.

2010 OLYMPIC AND PARALYMPIC wINTER GAMES

ThevPDwillfillacriticalroleintheplanningandpolicingofthe2010OlympicandParalympicWinterGames,andplayanintegralroleinthevancouver2010IntegratedSecurityUnit(v2010-ISU)withtheRCMP.TheseOlympicsrepresentthelargestpeacetimesecurityoperationinCanadianhistory.ThevPDhassignificantresourcescommittedtotheplanningandjointintelligencefunctionswithinthev2010-ISU.PlannersarenotonlyworkingontheissuesthatpertainstrictlytoOlympicandParalympicvenues,butarealsofocusedontheareasthatfalloutsideoftheofficialvenues,suchasthepolicingofourculturalandentertainmentzones.

Planningandlogisticsarerequiredtobeabletodeliverascalablepoliceresponsetoarangeofinternationalthreatspectrums.Inordertoachievethis,wewillneedtorefocusandoptimizeourpolicingdeploymentfortheperiodoftheGames.Issuesrelatedtostaffing

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Figure 4: Citywide Satisfaction with VPD Service

In1998,thevPDcommissionedatrackingsurveytoaccomplishtwogoals:

Thiscommunityattitudesurveyservedtobenchmarkthecommunity’sperceptionsandreactionstocrime.Thetelephonesurveyofresidentsandbusinessownershasbeenrepeatedbiennially,andtheresultsprovideongoingcomparisonsofchangingcommunityperceptions.

6.3COMMUNITyPOLICINGSURvEy

TheoverallsatisfactionlevelwiththevPDremainshigh,withfouroutoffiveresidentsexpressingsatisfactionwiththeservicesprovidedbythevPD(seeFigure4).In2006,thepercentageofverysatisfiedrespondentswasupby5%whencomparedto2004figures.TheprimaryreasonthatresidentsweresatisfiedwiththeserviceofthevPDwasprofessionalism.Themainsourcesofdissatisfactionwererelatedtoalackofadequateresources,including:nothavingenoughpoliceofficers(9%),slowresponsetimes(11%),issuesnotbeingresolvedinatimelymanner(10%),andtheneedforgreateruniformedvisibility(7%).

•Analyzetheeffectivenessofpoliceservices

•Identifyareasofimprovinganddecliningservice

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Figure 5: VPD’s Communication with Public

PerceptionsofthevPD’sefforttocommunicatewiththepublicregardingmajorarrests,crimereductionprojects,drugcrackdownsandcrimepreventionprogramshaveimprovedfrom2004(seeFigure5).JustoverhalfofresidentshaveafavourableviewofthevPD’scommunicationsefforts,whileonly17%feelthattheDepartment’seffortsarenoteffective.

In2002,oneofthelargestcommunityproblemsinvolvedtheDowntownEastsideand,inparticular,theopen-airdrugmarketandpublicdisorderproblemsaffectingthatcommunity.ThevPDimplementedavisiblepatrol-basedprojectin2003,knownastheCitywideEnforcementTeam(CET),toaddressgrowingcommunityconcerns.Thiswasanextremelyhigh-profileapproachtoaseriousproblemanditgainedconsiderablenotorietyatthetime.Sinceitsinception,however,thereductionincommunityproblemsinthatarea,andacorrespondingreductioninmediaattention,hasreducedpublicawarenessofthisimportantinitiative(seeFigure6).Atpresent,onlytwooutoffiveresidentsnotethattheyareawareofthisinitiative.

0%2004 2006

VPD’S COMMUNICATION WITH PUBLIC

EXCELLENT

12%15%

GOOD35% 36%

Constable Al Arsenault

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Figure 7: Awareness of the Bait Car Program

Bycomparison,Figure7showsthatpublicawarenessofthemuch-publicizedBaitCarProgramremainshigh,withfouroutoffiveresidentssayingthattheyareawareofthisprogram.Infact,theincreasedprofileofthislong-standingvPDinitiative,asithasexpandedintootherpoliceagenciesintheregion,hasbeenacontributingfactortothereductioninautotheftoffencesthroughouttheprovince.

Figure 6: Awareness of CET Project

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100%QUALITIES THAT BEST DESCRIBE VPD OFFICERS

WHEN RESPONDING TO PUBLIC

04 04040404040406 06 06 06 06 06 06

PROFESSIONAL COURTEOUS HARDWORKINGTRUSTWORTHYKNOWLEDGEABLE EASY TO APPROACH

SOMEWHAT AGREE

STRONGLY AGREE

TheCommunityPolicingSurveyalsomeasuresthepublic’sperceptionsoftheofficerswhoworkforthevPD.Thisevaluationmeasuressevenkeyattributesofofficereffectiveness,whichhavebeenconsistentlymeasuredoverthepastfoursurveys.Figure8showsthatthereisimprovementinsixofthecompetenciesoverthepasttwoyears,withthe7thremainingstable.Inboth2004and2006,policeofficersreceivedthehighestevaluationsfortheirprofessionalconductwhenrespondingtothepublic.

Figure 8: Qualities That Best Describe VPD OfficersWhen Responding to Public

Constable Michelle Davey

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6.4COMMUNITyDIALOGUE

Communityconsultationisanimportantcomponentofourplanningprocess.ThevPDandthevancouverPoliceBoardco-hostedacommunitydeliberativedialoguesessioninMarch2004.Participantswereinvitedfromeachofthe23geographicalcommunitiesinvancouver.Therewere103membersofthecommunity,withdiversebackgroundsandperspectives,fromallovervancouver.MembersofthevancouverPoliceBoardandseniormanagementmembersofthevPDalsoparticipated.

Thesesessionsbringpeopletogetherfromavarietyofdiversebackgroundsandviewpointstodiscussdifferentapproaches.Byworkingthroughtheconflicts,peopleclarifytheirpriorities,toimprovetheirunderstandingoftheissue,andmayfindcommongroundfromwhichalternativescandevelop.

Block Watch Unit Assistant Harp Dhillon is actively recruiting new members.

The emphasisisonmutualrespect,sharingofviewsandbuildingontheviewsofothers,ratherthanondebateorattack.

Thecommunitysafetyissuesofgreatestconcernwerepropertycrime,thepoliceresponsetocrime,drugissues,theperceptionofsafetyinthecommunity,streetdisorder,violenceandyouthcrime.Theseconcernsfocusourorganizationalgoalsandobjectivesoverthefollowingyears,withourgreatestfocusbeingontheoverallimprovementofcommunitysafety.

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InJuly2006,thevPDandthevancouverPoliceBoardco-hostedasecondcommunitydialogue.Giventhedramaticreductionsinpropertycrimeratesovertheprecedingtwoyears,thefocusofthissessionwasexclusivelyonviolentcrime.Thisisoneofthemostimportantandchallengingareasforimprovingcommunitysafety.Morethan100communityandpoliceparticipantsdiscussedviolentcrimeissues,includingdomesticviolence,attacksonvulnerablegroups,gangviolenceandstreetviolence.Thisidentified“pointsofleverage,”wherethepolicecanmoveforwardinaproactivefashionandpotentiallyhaveanimpactonviolentcrime.Thiswillhelpfocusmanycrimereductionstrategiesoverthecomingyears,andassistthevPDinreducingviolentcrime.

TheBritishColumbiaPoliceActmandatesthatthevancouverPoliceBoard,inconsultationwiththeChiefConstable,mustdeterminethepriorities,goalsandobjectivesofthevPD.Policingdecisionscanaffectresidents,businessesandvisitors.ThevPDcontinuestomoveforwardtoimprovecommunitysafetyandhelpvancouverbecomethesafestmajorcityinCanada.Inordertodosoeffectively,wehaveconsultedbothinternallyandexternallytoidentifyandprioritizethetopsafetyissuesinvancouver.Theinformationwehavereceivedfromthecommunityandfromourownpoliceofficershasallowedustodevelopacomprehensiveplantoimprovecommunitysafety.ThevPDandthevancouverPoliceBoardareextremelypleasedwiththecommunityinputreceived.Weareencouragedbythecommunitysupportduringthisimportantstepinourstrategicplanningprocess.

Chief Constable Jim Chu and his Deputy Chiefs: (from left to right) Steve Sweeney, Bob Rolls, Doug LePard and Bob Rich

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TheStrategicPlan’svisionistotransformtheservicedeliverymodelofthevPDintoastrategicallyoriented,community-basedapproachthatempowersindividualstodeviseandimplementeffectivedecisions.ByimplementingameasurementmodelforthevPD,theDepartmentcancontinuallygaugeitsprogressinachievingitsobjectives.Well-designedperformancemeasuresyielddirectindicationsoftheproductivityofpeople,processes,programsandmeasurements,whichhelpmanagerstounderstandandadapttheirsections.

Themeasurementprocessiscomposedofseveralsteps.Figure9depictsthisprocessasaseriesofquestionsthathelpguidethevPDthroughthedecisionsofdefining,choosing,andusingthemetrics.

In2004,thevPDidentifiedfivekeystrategicstepsforitsoperations.Thestepswereidentifiedfollowinginternalandexternalconsultation,alongwiththeinformation,prioritiesandopportunitiesidentifiedthroughtheenvironmentalscan.Eachofthesestepswasconsistentwithourmissionstatementandvalues,andwastobeaccomplishedthroughspecifictactics.

Aswemoveinto2008,manyofthesetacticshavebeenattempted,andunprecedentedsuccesshasbeenexperiencedinmanyareas.ThesuccessfulimplementationofthesetacticshasledtoanevolutionofthevPDStrategicPlan.ThePlanwillalwaysbefluidinnature,andmustadaptwithtime,asthecommunityandprioritieschangearoundus.The2008-2012StrategicPlanadaptsthefivekeystrategicstepsintotwodistinctareasoffocus:policeoperationsandpolicesupport.

7.0 GOALS, PERFORMANCE, OBjECTIVESAND MEASUREMENTS

Figure 9: Process for Defining Measurement and Assessment

•Toleveragetechnologytodelivereffectiveandefficientpolicingservices

•ToimprovecommunicationandpublicengagementincrimepreventionandvPDservices

•Tosupportanddevelopourstafftotheirfullpotential

•Tocontinuetoimplementbestpracticesinpoliceservices

•Toidentifyandacquirethenecessarypersonnelandinfrastructuretoadequatelysupportoperationalandadministrativeneeds

•Todeliverfinancialprocessestosupporttheorganization

Inadditiontooperationalpolicinggoals,therearefurtherorganizationalgoalsthatthevPDhasset:

Whiletheestablishmentoforganizationalgoalsiscritical,truesuccesscanonlybedeterminedthrougheffectivemeasurement.TheStrategicPlanidentifiesahostofmeasurementsthatareavailabletoquantifyorganizationalsuccessrelativetoitsgoals.Eachorganizationalgoaliscomprisedofaseriesofstrategies,whichwillbefluidfromyeartoyear.Thesestrategiesortacticswillhavetheirownprogram-basedmeasure-ments,assessingthesuccessorimpactoftheindividualstrategyorprograminquestion.Totracksustainedprogrameffectiveness,annualbusinessplanswillbedevelopedtoprovideaone-yearsnapshotoftheorganizationalprioritieswithinthatperiod.ThisdiffersfromtheStrategicPlan,whichreferstobroader,long-rangeorganizationalgoals,designedtobeaccomplishedoveranextendedperiodoftime.

In2005,thevPDimplementedtheCompStatprocess,providingregularmeasurementofcrimestatistics,employeeoutput,qualityservicemeasures,riskmanagementindicatorsandhumaninformation.Thisprocessisour“scorecard,”oroperationalmeasurementtool,oftheeffectivenessofthepoliceservicesdelivered.ThesereviewsenablethevPDtomakeinformeddecisionswhendeployingandreallocatingscarceresources.

ThevPDiscommittedtomakingvancouverthesafestmajorcityinCanada.Fromanoperation-alperspective,therearesevengoalsthatspeaktomeetingthiscommitment:

•Toreducepropertycrimeby20%, by2012

•Toreduceviolentcrimeby10%, by2012

•Tosuppressviolentgangactivity

•Toreducetraffic-relatedinjuriesand deaths

•Toimproveliveabilitybyreducing streetdisorder

•Toensurebestpracticesfor consequencemanagementand emergencypreparedness

•Toenhanceproactiveand visiblepolicing

TheongoingmonitoringandquarterlyreportingofourKPIswillensurethattheDepartmentandthevancouverPoliceBoardareprovidedwithregularperformanceupdates.ThisreportingwillalsoensurethatthepublicisregularlyinformedofhowthevPDismeetingitsmandateandpurpose,andwillensurethattheBoardcanregularlyupdateCityCouncil.

InadditiontotheseKPIs,otherexamplesofpotentialmeasurementshavebeenincludedintheStrategicPlan.ThesemaybeappliedinsupportoftheframeworkbywhichtheDepartmentwillassessitssuccess,relativetoitsgoals.Thesemeasurementsarenotmeanttobeadefinitivelistand,insomecases,maynotberelevantorused.Thesemeasure-mentsareincludedasoptions,whichwillshowwherecertainstrategiesandprogramshavehadanimpact,andprovidepotentialopportunitiestoassessoutcomesandnotsimplyquantifyingoutputs.

InadditiontoCompStatandotherprogram-basedperformancemeasures,thereareanumberof“KeyPerformanceIndicators”(KPIs),whichprovideahigh-leveloverviewofthevPD.Theyprovideamacroperspectiveoforganizationalperformance.

ThevPDandvancouverPoliceBoardhaveidentifiedthefollowingKPIs.Eachisabroadmeasurementandmayrequiremoredetailedanalysistofleshoutspecifics,buttheyprovideasnapshotofhowthevPDisdoingrelativetoitsprimarypurpose–publicsafety.

TheKPIsare:

•PropertyCrimeRates

•violentCrimeRates

•ClearanceRatesforCriminalInvestigations

•CallResponseTimes

•Traffic-RelatedInjuriesandDeaths

•Budgetvariance

•AnnualCitizenSatisfactionLevels

Sergeants Adam Palmer and Steve Hyde

Providingsecurityandsafetyforallmembersofthecommunityisacoreactivityofanypoliceservice.ItistheresponsibilityofeverypoliceofficerwithinthevPDandspanseveryjobassignment.Itisourcommitmenttothecommunity,aswestrivetomakevancouverthesafestmajorcityinCanada.

Crimereductionisthemostobviousmeasureofasuccessfulpolicedepartment.TheCityofvancouverhasexperiencedreductionsinitsreportedcrimeratesforeachofthepastthreeyears.Continueddeclinesinreportedpropertyandviolentcrimewillserveasadistinctmeasureofsafetywithinourcity,andthepublicconfidenceinitspoliceserviceisatestamenttothedeliveryofthatservice.

Inadditiontoreportedcrime,communityconsultationhasinformedusabouttheimpactofgangviolenceonthecommunity,andthesuccessofourgeneraltrafficsafetyinitiatives.Thecommunityconsultationhasalsoprovidedinsightintotheliveabilityofthecity,wherestreetdisorderinthedowntownEntertainmentDistrictisanotableinfluence.StreetdisorderisacentralfocuspointwithintheCivilCityprojectandwillcontinuetobeapriorityforthevPD.

Communityconsultationisanongoingprocess,andcommunitypolicingandcrimepreventionwillcontinuetobeimportantfocuspointsfortheDepartment.Weareworkingtogetherwiththecommunityonvariousinitiativestomaintainasafeandsecurecommunity.Thisincludesthefollowingprograms:BlockWatch,BusinessLiaison,Citizens’CrimeWatch,Citizens’PoliceAcademy,CommunityPolicingCentres,CrimePreventionOfficers,CPTED(CrimePreventionThroughEnvironmentalDesign),SchoolLiaisonOfficersandthevictimServicesUnit.Wewanttocontinuemakingprogresstoenhancethesafetyofourcitizensandbusinessesthrough

innovativeprojectsthatinvolveallourpartnersincommunityproblemsolving.

Fromabroaderperspective,recentglobalincidentsofterrorismandnaturaldisasterdemonstrateanemergingtrendinpublicsafetypriorities.TheupcomingOlympicandParalympicWinterGamesin2010placetheseissuesattheforefrontasvancouverhoststheworldforthesemajorsportingevents.

Finally,publicconfidenceinthepolicedepartmentisareflectionofthequalityofthepolicingservicesbeingdelivered.ThevPDisanationalandinternationalleaderinmanyareasofitspoliceoperations.PoliceofficersfromaroundtheworldattendthevPDtostudyhowwedobusiness.Examplesofthiscanbefoundinareasincludingtheinvestigationofdomesticviolence,howweusemobilecomputingandamulti-agencyrecordsmanagementsystem,andotherkeyelementsofpoliceservice.visitingpoliceagenciesstudyoursuccessesandtakethesemodelsbacktotheirowndepartmentsfortheirownimplementation.ManybestpracticesinpolicingarefoundinthevPD,andthecontinuedevolutionofourbusinesspracticeswillkeepthevPDattheforefrontofpoliceservicedelivery.

Constable Michael Linde

7.1MEETINGOURCOMMITMENT

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obtainedfromthedisposalofstolenproperty.WhilethevPDiscontinuallystrivingforadeeperunderstandingoftherootcausesofpropertycrime,manyofthesecausesarebeyondthecontrolofpolice.Inordertoalignourlimitedresourcestohavethebroadesteffect,anoffendermanage-mentapproachfocusingonchronicoffendershasproventohavethegreatestimpact.Bydirectingourresourcesonthesmallernumberofoffenderswhocommitthegreatestnumberofcrimes,andworkinginpartnershipwithCrownCounsel,thevPDsuccessfullyremovestheseoffendersfromthestreetsforlongerperiodsoftime.Thisprocesshasresultedinmoreappropriate

Figure 10: Property Crime Offences in Vancouver

REDUCING PROPERTY CRIME

In2003,vancouverwasplaguedwithoneoftheworstpropertycrimeproblemsinthecountry.Thisrealityservedastheimpetustofocusmanyofourresourcestowardthepropertycrimeproblem.In2004,thevPDsetagoalfora20%reductioninpropertycrimewithinfiveyears.Bytheendof2006,strategiesemployedbythevPDhadresultedina16.2%reduction(seeFigure10).

Despitethereduction,propertyoffencesremainthebiggestcrimeproblemfacingthecitizensofvancouver.Itisclearthatdrugaddictionisasignificantcausalfactorinthecommissionofpropertycrime,asoffendersfeedtheirdrughabitsthroughtheproceeds

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sentencesfortheiroffences,andattemptstoprovideexternalsupportopportunitiestoassistwiththeirdrugaddictionand/ormentalhealthneeds.

Theftandfraudutilizingdigitaltechnologies,andespeciallytheInternet,aretwoofthefastestgrowthareasofcriminalactivity.TheInternetallowscriminalstoeasilyassumefalseidentities,createfictitiousmerchandise,falsecompaniesandwebservices,andthenusetheseelectronicmeanstoscamunsuspectingvictimsoutofmillionsofdollars.NewInternet-basedtelephoneservicesandonlinebankingservicesprovidecriminalswiththemeanstospreadtheirillegalactivitiesaroundtheglobe,increasinginvestigativecomplexityandcausingjurisdictionalissuesforthepolice.Oftenthevictimsofthesecrimesarethemostvulnerableinoursociety-theelderly.Thepoliceneedtorecruitandretaininvestigatorswithastrongunderstandingofcomputingandnetworkingtechnologytoworkinthiscomplexfield.Additionally,thecollaborationofpolicearoundtheworld,inthefieldoftechnologicalcrime,needstobeimproved,andthelawsineveryjurisdiction(andpotentiallyinternation-ally)mustbestrengthenedtobetterrecognizethisemergingmediumforcrime.

AsthevPDiscommittedtobecomingthesafestmajorcityinCanada,theinitialtargetforpropertycrimereductionistobringthereportedpropertycrimeratesdowntothenationalaverageforthesecities.Usingtheaveragecrimeratederivedfromtheeightlargestcities(populationover500,000)asatarget,vancouverrequiresafurther64%reductioninreportedpropertycrime.

Whilethisisnosmalltask,throughthecontinuedsupportofoffendermanagementprograms,alongwiththeexpansionofprovencrimepreventionprogramsandeducationofthecommunity,wearecommittedtoclosingthisgapandrealizingthisgoal.

Constables Barry Milewski and Brian Baird

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GOal TO REDUCE PROPERTY CRIME BY 20% OVER THE NExT FIVE YEARS

STRaTEGIES• Developanddeliverimprovedandtimelytacticalcrimeanalysisforalloperationalmembers,

includingtheuseofwirelesstechnologyforfrontlineofficers

• Improveintelligence-sharingbetweenpropertycrimeinvestigators,districtcrimecontrolofficers,

districtcrimeanalysts,andneighbourhoodpolicingofficers,whichwillresultinamoredirected

responsetocrimeproblems

• ExpandonthesuccessofCompStat,andholddistrictmanagersaccountableforreducing

propertycrimethrougheffectingcrimereductionstrategiesintheirrespectivedistricts

• ContinuewiththedevelopmentoftheChronicOffenderProgramtotargetprolificrepeat

offenders,includingbuildingrelationshipswithdedicatedCrownprosecutorsandconsistent

follow-upwiththecourts

• Engagethecommunityincrimepreventionstrategiesandcontinuetosupportestablishedand

successfulcrimepreventionprogramssuchasCitizens’CrimeWatch,BlockWatch,CPTED(Crime

PreventionthroughEnvironmentalDesign)andtheNeighbourhoodIntegratedServiceTeams

(NIST)

• ContinuetheexpansionoftheXtractprograminlinewiththeprovincialexpansionofPRIME-BC

• Improvethepoliceresponsetolowerlevelpropertycrimesthroughcreativedeployment

strategies,allowingfortheexpansionofintelligencegatheringandbetterrelationshipswiththe

community

• ExpandtheyCJA-mandatedyouthreferralprogramfornon-judicialmeasurestointervenewith

youthoffendersandreducetheincidenceofpropertycrime

MEaSUREMENTSkEY PERFORMANCE INDICATOR

• Propertycrimeratesforresidentialandcommercialbreakandenters,theftofandtheftfrom

automobile,mischiefandpersonaltheftoffences

ADDITIONAL MEASUREMENTS• StatisticsCanadacrimedataforvancouver,basedonpercapitaratios

• Arrestrates

• youthoffenderrates

• victimizationrates,toaccountforunreportedcrime

• Thresholdlevelsofpropertycrimewithineachneighbourhood

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VIOLENT CRIME

ThevancouverPoliceDepartmentStrategicPlan2004-2008includedacommitmenttoreduceviolenceagainstthevulnerable.Severalobjectiveswereidentified,includingworkingtoreducebarriersformarginalizedcitizens,targetingsexualoffenderslivinginourcommunity,committingmoreresourcestodomesticviolenceinvestigations,enhancingourworkingrelationshipwithsextradeworkeradvocacyorganizationsandtargetingthosethatexploitsextradeworkers.

Significantstepshavebeentakentoaddresstheseobjectivessincetheywereidentified.OurvictimServicesUnithasincreasedinstrengthandrestructuredfromamodelofclericalstaffsupportingvolunteersengagedinsupport,toamodelthatincludesfull-timesupportworkers.WecreatedaHighRiskOffenderUnitthatisnowamodelforthecountryonhowtoman-agesexoffendersinthecommunity.WehaveaddedacounsellorandfourdetectivestotheDomesticviolenceUnit.WehaveincreasedourliaisonhoursandresourcetimecommittedtoworkingwithsextradeworkeradvocacygroupsandtheJohnSchoolprogram.Inaddition,wehavecreatedanElderAbuseinvestigator/liaisonposition.

Aswemoveforward,anewroundofconsulta-tionhasoccurredidentifyingadditionalstrategiesaimedatreducingviolenceagainstthevulnerableandviolentcrimeingeneral.TheCityofvancouverhasseenariseinlevelIIandIIIassaultsandviolentcrimeingeneralinthelastyear.ThemajorityofthisincreaseoccurredinthetwoNorthDistrictsandcanbestbedescribedasstreetviolence.Furtheranalysisisrequiredtodetermineifthisisanaccuratereflectionofatrendorashiftcausedbyotherfactors,suchas:

•Anincreaseinpoliceofficersin theseareas(whichallowsformorereportsofacrimeratealreadyin existence)

•Anincreaseinthepermanentpopulation

•AnincreaseinthetransientpopulationcausedbypeoplevisitingtheEntertainmentDistrict,especiallywiththeextendedhoursforliquor-licensedestablishments.

Whethertheriseinviolentcrimeisrealorareflectionofincreasedreporting,thepublicperceptionwillbethatthereisincreasingviolenceinourcommunity.This,inturn,mayresultindeterioratedfeelingsofsafetyandreducedconfidenceinthepolice.Itisimpor-tanttodevelopaplanthatinvolvesthreecomponents:reducingthenumberofviolentincidents,effectivelyaddressingtheviolentincidentsthatdooccur,andmaintainingeffectivecommunicationwiththepublicaboutpoliceactionsinresponsetotheseincidents.

ThevPDhastakenproactivestepstoincreasepolicepresenceintheEntertainmentDistrictandhasusedbestpracticestrategiestocordonoffareasofGranvilleStreet,inanefforttobuildaneutralzonewherecitizenscanfeelsafe.

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Thisstrategyhasresultedinshort-termreductionsinstreetviolenceinthisarea.Longer-rangedeploymentsolutionswillcontinuetobeexplored.Inadditiontoaddressingstreetviolence,proactivestrategiesdesignedtoprotectvulnerablevictimswillfurtherreducetheincidenceofviolentcrime.

vulnerablevictimsincludethefollowing:

Becausemostcrimesagainstthevulnerablehaveasocietalcomponent,aneffectivepoliceresponserestsonourabilitytoworkinmeaningfulandongoingpartnershipswithcommunitygroupstodevelopplansforvictimsafetyandoffenderaccountability.Policehavetheauthorityandexpertisetodevelopenforcementstrategiestoholdoffendersaccountable.Communityagenciesandgroupshavethecredibilityandinformationtodevelopsafetyplansforvictimsthatencouragetheirinvolvementwiththecriminaljusticesystemandbringneededinformationtothepolice.

Oneofthenever-endingdifficultiesforpoliceistounderstandthetruenatureandscopeofthisproblem.Thegapbetweenreportedandunreportedcrimeisdifficulttomeasure,butisknowntobeverysignifi-cantinthesetypesofcases.Statisticsonreportedactsofviolencewouldleadonetobelievethatmostoffencesoccuroutsideofthehome.However,itisunderstoodthatmoreviolentcrimeoccursinsideresidencesthanoutinthegeneralpublic.Inthisarea,morethananyother,wecannotsimplyrelyonreportsandstatisticstomeasureandcombattheproblemofviolentcrimecommittedagainstthevulnerable.ThecommunitywillbewillingtocollaboratewiththepoliceifthevPDcombinesamulti-facetedandpartnershipapproach,andregularcommunicationwithcommunitygroupsandthepublicasawhole,withclearstatisticalanalysis.

•Children

•Theelderly

•Thephysicallyandmentallychallenged

•victimsofdomesticabuse

•Children,womenandvulnerablemenwhomaybepreyeduponbysexualpredators

•Marginalizedpersons,includingthementallyill,thepooranddisadvantaged, andsextradeworkers

•Peoplebelongingtominoritygroupswho maybetargetedbyviolentoffendersbecauseoftheirbeliefs,lifestyleoraffiliation;anexampleofsuchgroupswouldbevisibleethno-culturalminoritiesandmembersofthelesbian,gay,transgenderedandbisexualcommunities

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GOal TO REDUCE VIOLENT CRIME BY 10% OVER THE NExT FIVE YEARS

STRaTEGIES• Overcomesocietalandculturalbarriersthatdeterthevulnerablefromseekingpoliceassistance

• Trackandtargetactivesexualpredatorslivinginthecommunity

• Increasethenumberofdomesticviolencecrimesfollowed-upbyaspecializedinvestigativeunit

• Breakdownperceivedandrealbarriersforsextradeworkerstoreportcrimestothepolice

• Focusonthosethatexploitmarginalizedpersons,includingsextradeworkers,thepoorandthe

mentallyill,andadvocatewithgovernmentforsustainedsupportmechanismsforthesepeople

• Developahomelessnessinitiativeandworkwithcommunitypartnerstoprovidesupportand

assistance,andreducesusceptibilitytovictimizationofviolentcrimeforthedisadvantaged

• Usemulti-mediatoolstoelevatetheprofileofviolentcrimeactivityinthedowntown

EntertainmentDistrict,andprovidedeterrencethroughthepublicationofoffenders’pictures

throughmediachannels

• violentcrimeratesformurderandattemptedmurder,robberyandlevelIIandIIIassaults

ADDITIONAL MEASUREMENTS• violentcrimereportingratesforsextradeworkers,eitherdirectlytopoliceorthroughsupport

agencies

• violentcrimereportingratesfortheelderlyandvulnerable

• violentcrimereportingrateswithinethniccommunities

• Thenumberofinterventionsindomesticviolenceincidentsbycommunitycounsellor/police

investigatorteamsfromtheDomesticviolenceandCriminalHarassmentUnit

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GANGS AND GUNS

GangviolenceisaseriousandpressingissueforthevPD.Manycriminalactivitiesarecommittedbythenumerouscrimegroupsthatareactiveinvancouver,suchasdrugtrafficking,turfwars,grow-riprobberies,drugsmuggling,extortionsandkidnappings.However,itistheviolenceinherentinthesegroupsthatisofprimaryconcernforlawenforcement.GunviolencecarriedoutovertlyandwithlittleornoregardforpublicsafetyhasbecomeatrademarkofsomecrimegroupsinvancouverandtheLowerMainland.Thethreatposedtopublicsafetyisapparentandreflectedinthenumberofbystandersinjuredduringthecommissionofviolentactsandhomicides.Theriskofnoteffectingchangeandreducinggangviolenceisthatthesafetyofourcitizensisjeopardizedandwepotentiallylosecontrolofagrowingproblem.Aspoliceofficers,wehaveidentifiedourresponsibilitytocurbthisformofviolentactivityasamajororganizationalpriority.

Anawarenessoftheamountsofdrugs,moneyandgunsthatflowfromorganizedcrime,withoutadequateresourcesinplaceforlawenforcement,isaveryseriousissueforourcommunity.Theinvestigationoforganizedcrimeandgangactivitiesisaspecializedareaofpolicingthatrequiresinvestigatorstobeinnovativeandtobuildupexpertiseovertime.Thedisruptionoftheseactivitiescanoftenoccurwithpatrol-basedefforts,aslongastheproperintelligenceandoperationalobjectivesareutilized.

ThesecasesalsorequireacollaborativepoliceresponsefromthevPD.Wehavetoworktogethertodevelopeffectivestrategiestocurbgangviolence.TheconsensusamongknowledgeableobserversisthatifthingsdonotchangeinvancouverandtheLower

Mainland,gangviolenceingeneralwillcontinuetoescalate.InspiteofsuccessfulprogramsliketheFirearmsInterdictionTeam,whichhasresultedinareductionintheincidentsinvolvinggunsinthedowntowncore,therehasbeenanincreaseinthenumberofgun-relatedincidentsacrosstheregion.Thequestionoftenraisedis,“Arethereeffectivedeterrentstogunpossession?”.Todate,theeffortsofthepolice,coupledwiththecurrentpracticesinthecriminaljusticesystem,haveprovidedminimaldeterrence;infact,theyoftenconveytheoppositemessage-thattheconsequencesarerelativelylightifyouarecaught.Theavailabilityofgunsmakesthelikelihoodofincreasedviolencethatmuchgreater.Thechoicedoesnotseemtobedifficultforgangmembers:whynotcarryagun?vPDstrategiesneedtodisruptthesupplyofgunsinanefforttobreakthecycleofgangviolence.

Constables Graham Edmunds and Jennifer Obuck

GOal TO SUPPRESS VIOLENT GANG ACTIVITY

STRaTEGIES• Centralizeandanalyzeallgang-andgun-relatedintelligence,withthegoalof

detectinganddismantlingfirearmstraffickingoperationsthatprovideweaponsto

activegangmemberswithintheCityofvancouver

• Developacollaborativemulti-jurisdictionalresponsetogangactivitiesbyformalizing

relationshipswithotherpoliceagenciesandstrengtheningrelationshipswithnational

andinternationalfirearmsenforcementbodies,suchastheNationalWeapons

EnforcementSupportTeam(NWEST)andtheBureauofAlcohol,TobaccoandFirearms

• Engagethecommunityandworkwithcommunityleaders,educatorsandschool

systemleaderstoimplementstrategiestoassistingangprevention,the

disengagementofcurrentgangmembers,theinvestigationofgangcrimes,andto

supportvictims

• Reduceviolencerelatedtogangactivitythroughtheintroductionof

educationalandpreventionprogramsfocusedonyouthandat-riskindividuals

• Addressfirearm-relatedincidentsinvancouverthroughproactiveenforcement

strategies,disruptionofgangrelationships,targetedresponsestothosewhoare

knowntocarryfirearmsandvigorousprosecutionofgangandorganizedcrime

members

MEaSUREMENTSPERFORMANCE INDICATORS

• violentCrimerateslinkedtogangactivity

• Numberoffirearmsoffencesinvolvinggangmembers

ADDITIONAL MEASUREMENTS• Numberofpoliceofficerstrainedintheintelligenceprocessandgang

issues

• Increasedfirearmsseizures

• Numberofganginterventionpresentationsdevelopedanddelivered

• Reductionofgang-relatedactivitiesatvancouverschools

• Reductionofgang-relatedincidentsintheCityofvancouver

• Disengagementofcurrentgangmembersorassociates

• ThenumberofvPDsponsoredcasesandthenumberofcasesassistedonforoutside

agencies

• Trackingsentencesandcorrespondingdecisionstobeusedinfuture

investigationsandsubsequentprosecutions

Trafficcollisionscausemorelossoflife,injuryandlossofpropertythancrime.Ifwearegoingtohaveacitythatissafe,wemustworktoreducethesenumbers.ThevPDTrafficSectionworkscooperativelywithanumberofpartnerstoimproveroadsafety,includingICBC,CityofvancouverEngineeringServices,andothernon-governmentorganizations.Ourfocusisonenforcement,educationandengineering.

ThevPDTrafficSectionfocusesitsresourcesonlocationsandcorridorswhereinjurycollisionsarethehighest.ItisthroughconcentratedvancouverTrafficEnforcementPrograms(vTEP)oncorridorslikeKnightStreetandGranvilleStreetthatareductionininjurycollisionswillbeachieved.Inadditiontoenforcement,theTrafficSection,throughthevPDPublicAffairsSection,developsmediamessagesthatarethebasisofabroad-basedpubliceducationeffort.Pedestriansafetycampaignsareanexampleofcombiningenforcement,effectiveworkingpartnershipswithEngineeringServicesandICBC,andpublicmediamessagesaboutpedestriansafetytips.EducationisalsoaccomplishedoneclassatatimethroughourPedestrianSafetyTipsforSeniorspresentationsatSeniors’andCommunityCentres,aswellasthroughourongoingpartnershipwiththevancouverSchoolBoardandourCommunityRoadEducationSafetyTeamclassroompresentationstostudents.

IMPROVING TRAFFIC SAFETY

Constable Jana McGuinness instructs a senior in the Be Safe Be Seen program.

GOal TO REDUCE TRAFFIC-RELATED INjURIES AND DEATHS

STRaTEGIES• Continuewithintelligence-leddeploymentinhighcollisionlocations

• Delivertrafficeducationprogramstonewrecruitsandon-goingpracticaltraffic

trainingforpatrol-basedofficers

• Increasethenumberoftrafficviolationticketswrittenbyoperationalpoliceofficers,

focusingonunsafeandaggressivedriving,intersectioninfractionsofvehiclesand

pedestrians,theproperusageofchildrestraintsandseatbeltcompliance

• IncreasesafetyinformationprovidedtothepubliconthevPDtrafficwebsite

• Focuspatrol-basedtrafficinitiativesthroughtheintegrationoftrafficliaisonNCOs

• UsevolunteersforSpeedWatchprograms,deliveredthroughtheCommunityPolicing

Centres

• EnhancetherelationshipwiththeCityEngineeringDepartmentinrelationto

intersectionimprovement

• Numberoffatalityandinjurycollisions

ADDITIONAL MEASUREMENTS• Numberofpedestrian-involvedcollisions

• Numberofticketsissuedinhighcollisionareas

• Numberofimpaireddrivinginvestigations

• Numberofticketsinvolvingpedestrianoffences

• Identificationandtargetingofhighcollisionincidentlocations

• Trafficeducationalprogramsdeliveredinapartnershipwiththemediaand

community

• Numberofticketsissuedbytrafficenforcement

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Streetdisorderrepresentsanybehaviouroractivitythat,whilefrequentlynotcriminalinnature,contributestourbandecayandhasanegativeimpactonthequalityoflifeandcitizens’perceptionsofpersonalsafety.Thisbehaviourincludes,butisnotrestrictedto,aggressivepanhandling,squeegeeing,graffiti,fighting,open-airdrugmarkets,unlicensedstreetvending,thescavengereconomy,andsleepingorcampinginparksandotherpublicspaces.Onekeyaspectofstreetdisorderisthatitislikelythesinglebiggestfactorinmakingmembersofthepublicfeelunsafeastheymovethroughpublicspaces.

Therootcausesofmostdisorderarepoverty,addictionsandmentalillness,aswellasaberrantbehaviourfueledbytheover-consumptionofliquor.Solutionstothesesignificantsocialproblemsrequirethecommitmentofresourcesfromalllevelsofgovernment.However,inthemeantime,thelevelofdisorderisseriousintheDowntownEastside,thedowntowncoreandtheWestEnd,andthevPDmustdowhateveritcantohelpaddresstheissue.

REDUCING STREET DISORDER

Constables Darcy Henkel and Andy Russell

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GOal TO IMPROVE THE QUALITY OF LIFE BY REDUCING STREET DISORDER

STRaTEGIES• Enhanceexistingpartnershipsandidentifynewopportunitiestopartnerwithexternal

agencieswhichfocusonaddiction,mentalhealthandhomelessness

• Decreasestreetdisorderthroughincreasedvisiblepolicepresence,includingtheuseof

alternativepatrolsinvolvingpoliceofficersdeployedonbicycles,horsesandATvs

• Improvetheenforcementandprosecutionprocessesforstreetdisorder

• Encouragebarownerstoworkco-operativelywiththevPDtoassistinanescalationof

enforcementactivitydesignedtodealwithpublicorderandcriminalissuesinahighly

visibleandpublicizedmanner

• WorkwiththeCityofvancouverandotherstakeholderstodevelopacommon

definitionof“publicdisorder”anddetermineamethodologytomeasureandidentify

theassociatedproblems

• HavepatrolofficersworkcollaborativelywiththeDrugSquadandtheBeat

EnforcementTeamtofocusenforcementeffortsonprofit-motivateddrugdealersand

onreducingopen-airdrugactivity

• LobbyseniorgovernmentstoincreasefundingfortheFourPillarsapproachtodrug

addiction

MEaSUREMENTSPERFORMANCE INDICATOR

• Qualityoflifeindicators,asfoundwiththemeasurementofcallsforservicerelatedto

annoyances,disturbances,breachesofthepeace,prostitution,panhandling,fighting,

drunkenness,unwantedpersonsanddrugoffences

ADDITIONAL MEASUREMENTS• Annualsurveywithcommunitystakeholders,suchaslocalBusinessImprovement

Associations,toassessthelevelofdisorder

• Mentalhealthcrisisinterventiontrainingdeliveredtooperationalpoliceofficers

• ThenumberofinterventionsandreferralsthroughCar87(thementalhealthcar)

• Numberofcitizencomplaintsaboutdisorderissues

• Citizensatisfactionsurveyconductedbienniallytoassessattitudesandperceptionsof

safety

• Thenumberofvisibleindicatorsofdisorder(numberofpanhandlers,squeegeepeople,

• ImprovedorderinEntertainmentDistrict

• Areductioninthelevelofopen-airdrugactivityinthecity,measuredthroughpublic

surveys

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Consequencemanagementconstitutesboththeactionstakenintheemergencyplanningprocesspriortoanincident,aswellastheactionstakenintheaftermathofadisaster.Regardlessofthecauseofadisaster,beitnaturalorman-made,themanagementoftherecoveryprocessisvirtuallyidentical.Thepolicefulfillacrucialroleinconsequencemanage-ment,andthisrolegoeswellbeyondtheinitialemergencyresponsetoadisaster.ItistheplanningandpreparationbeforetheseeventsthatwillenablethevPDtorespondeffectivelyandefficientlybothduringandaftertheevents.AfailuretofulfillthisrolewillhavebroadeconomicconsequencesfortheCityofvancouveranditsresidents,withlong-termimpactsfeltintheareasoftourism,communitysafetyandbusinesscontinuity.

Westerndemocracieshavehadtoradicallychangetheirperceptionofsafetyinthepost9-11world.Thecitizensofvancouvercannolongerassumethattheyareimmunefromthethreatofterrorism.Whilenationalsecurityinvestigationsareafederalresponsibility,thevPDtakesitssupportingroleinthisresponsibilityveryseriously.Theseinvest-igationsareconductedinacoordinatedmanner,involvingthelocalcommunitiesuponwhomwearedependentforinformationandintelligencetoidentify,preventanddisruptthisactivity.Thiscoordinatedapproachmustalsoincludethelawenforcementagencieswecollaboratewithinkeepingvancouver,itscitizensandinfrastructuresafefromthethreatofterrorismandterrorist-relatedactivity.ThevPDiscommittedtoanintegratedapproachtocounter-terrorism,workingcooperativelywiththeRCMPIntegratedNationalSecurityEnforcementTeam(INSET),sharingpertinentinformationandintelligence.

ThevPDisalsocommittedtotrainingourfrontlineofficerstorecognizeindicatorsofterroristactivity,andtoproperlydocumentandreportsuchcircumstances.

Emergencyplanningplaysanimportantrole,notonlyintheresponsetoaterroristevent,butalsoincoordinatingaresponseafteranaturaldisaster.ThevPDplaysakeyroleinassistingthecitizensofvancouverintheirpreparationforasignificantemergency,andhasaresponsibilitytoassistallcitizensshouldanaturalorman-madedisasteroccur.

Withtherapidapproachofthe2010OlympicandParalympicWinterGames,thevPDremainsavitalpartofthevancouver2010IntegratedSecurityUnit.ThesegamesrepresentoneofthelargestsecurityplanningchallengesinthehistoryoftheDepartment.Theplanningandlogisticsrequiredtocoordinatemulti-jurisdictionalpolicingstrategiesstartedin2006,andwillgrowexponentiallyastheeventnears.ItistheresponsibilityofthevPDtoprepareforthisworldclassevent,deliverpolicingservicestoadramaticallyincreasedpopulationoverthatperiod,andensurethesafetyofallthosevisitingthiscity.

CONSEQUENCE MANAGEMENT AND EMERGENCY PREPAREDNESS

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GOal TO ENSURE BEST PRACTICES FOR CONSEQUENCE MANAGEMENT AND EMERGENCY PREPAREDNESS

STRaTEGIES• Enhancecurrentpartnershipsonnationalandinternationalpublicsafetyinitiatives

• MaximizepublicandpoliceawarenesstoensurethevPDreceivestimelyinformationand

intelligenceregardingpotentialterrorplotsandterroristactivitieswithintheCityofvancouver

• Delivercounter-terrorismdetection,disruption,prevention,educationandinvestigationbasedon

recognizedbestpractices,andinconcertwithfederalpartnersatINSET

• Developandimplementplansandtacticsforpolicingeventsleadinguptoandduringthe2010

OlympicandParalympicWinterGames,thusensuringvancouverisasafeandsecurecityforall

majorevents,includingthe2010OlympicandParalympicWinterGamesandbeyond

• Implementpolicies,proceduresandlogisticalcapabilitysothatthevPDisthebestprepared

majorcitypoliceserviceinCanadaforanynaturalorman-madedisaster

• Ensurepreparationandresponsestocriticalorlife-threateningincidentsfollowbestpractices

andarecomprehensive,expedientandtacticallysound

• CreateandimplementbusinesscontinuityplansforeverysectionofthevPD

MEaSUREMENTS• Levelofparticipationinpolicingpartnershipsthatfocuson

counterterrorismandorganizedcrime.

• Levelofpartnershipin2010OlympicandParalympicWinterGamessecurityplanning

• volumeofpublicoutreachincludingmarketingofpublicsafetyinitiatives

• volumeofinformationreceivedfrominternalandexternal/publicsources

• NumberoffrontlinepoliceofficerstrainedbyCTUinrecognizingterrorismandproperly

documentingandreportingsuchcircumstances

• Numberofinvestigations

• Numberofinteractionswithnationalpartners

• Numberofsubstantiatedthreatdisruptions

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QUALITY POLICING

Everyeffectiveorganizationmonitorsperformancetomeasuredeliveryandtodrivechangeandimprovement.Policingisnoexception.Policeperformanceisnotsolelyaboutthesettingorhittingoftargets;itisaboutdeliveringthebestpossibleservicetothepublic.TheobjectivesofQualityPolicingaretoimprovepublicconfidenceandtoincreasesatisfactionofpoliceserviceusers.AconstantthemerunningthroughouttheQualityPolicingliteratureisthatevaluationshouldbepartofQualityPolicing.Thisevaluationisconcernedwiththelevelsofpoliceperformancethatproducebroadoutcomes:activelyinvolvedinreducingcrime,eliminatingopportunitiesforcrime,loweringthefearofcrime,andincreasingpublicsafety.ThemodernizationofthevPDhasbroughtaboutfundamentalchangesalready,andeffectiveQualityPolicingisbecomingfirmlyembeddedintheday-to-daybusinessofpolicingourcity.Thispolicingreflectstheneedsandexpectationsofindividualsandlocalcommunitiesinourservicedelivery.

TheavailabilityofcontinuousblocksoftimesufficientformeaningfulactivitiesiscriticaltoQualityPolicing.Thiscanoccurbyincreasingthenumberofpoliceofficers,reducingexistingofficerworkloadoracombinationthereof.AvPDPatrolDeploymentStudyexaminedvariousissuesrelatedtostaffinganddeploymentoptions.Thestudycontainsananalysisofpatroldeploymentandsetsoutanumberofrecommendationsthathavethepotentialtoincreasetheeffectivenessandefficiencyofpatrol.ThisthoroughassessmentofexistingresourceswillallowthevPDtomoveresourcesfromcurrentactivitiesandstrategiesthatarenolongerrequiredandcombinetheeffectofaddingnewresourcestoenhanceourapproachtopolicing.OngoingmeasurementofallpatrolactivitywillassistthevPDinbalancingtheworkloadofeveryofficerinthe

organization,andensureaconsistentapproachtocallloadmanagementandinvestigationsacrossthecity.

ReductionoftheincidenceandfearofcrimeisthebasiccoreofQualityPolicing.Patrolunitsshouldrespondtothesceneofapriority1and2callforserviceasrapidlyaspossibletomakeanarrest,minimizeinjuryorpropertyloss,andresolvetheincident.Proactivemeasuresdirectedatthepreventionof,andtheresistanceto,crimeareequallyimportantunderQualityPolicing.Patrolofficersnowspendalmostalloftheiravailablepatroltimeonreactivetasks.Asresourcesincrease,thiswillchange.Whileweincreasestaffingofpatrol,wewillbeabletoincreaseuniformvisibility,redistributeandreduceindividualofficerworkloadandreduceresponsetimetohighprioritycallsforservice.Byspreadingthecallsforserviceworkloadamongalargernumberofpatrolofficers,sufficienttimewillbeavailablesothateachofficercaninitiatecrimecontrolactivities.Thisbenefitwillmaximizetheinvestmentoftheadditionalresources,andwillallowtimetoengageininnovativecrimecontrolwhilecreatingmoreopportunitiestodealwithpublicsafetyissuesattheneighbourhoodlevelinsteadofaddingtothealreadyoverburdenedcriminaljusticesystem.

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GOal TO ENHANCE PROACTIVE AND VISIBLE POLICING

STRaTEGIES• Toenhanceproactiveandvisiblepolicing,employing“hotspot”and“hottimes”

analysistoenablemoreeffectiveuseofhighvisibilitypatrols

• Toreduceindividualandunitworkloadswhereverpossibletofacilitatecrimecontrol

• Toreducecrimeandfearofcrime

• Todecentralizepatrolfunctionandstructurewhereandwhenpossible,anddistribute

resourcestospecificareaswithidentifiedproblems

• Todevelopproductivitymeasurementtoolstoensureabalancedworkoutputacross

allofpatroloperations

• Toimprovecustomersatisfaction

• Toreducepriority1responsetimestothenationalaverage,andimproveresponse

timestoothercallsforservice

MEaSUREMENTSkEY PERFORMANCE INDICATORS

• Responsetimestopriority1,2and3callsforservice

• Clearancerates

ADDITIONAL MEASUREMENTS• Percentageoftotalunallocatedofficerhoursusedforproactivepolicing

• Numberoffieldinteractionswithknownoffenders

• Numberoftraffic/bylawtickets.

• Numberofunitsdeployedpershift

• Numberofgeneraloccurrencereportswritten

• Numberofpersonscharged

• Numberofcrimecontrolplans

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Whileoperationalpolicingisconsistentlythemostvisibleaspectofwhatwedo,itisthesupportsectionsofthevPDthatmaintainorganizationalcontinuity,setpoliciesandprocedures,defineourtechnicalexpertiseandprogress,anddeliverhumanandfinancialresourcesupporttothefrontline.Itisthecontinualworkintheseareasoftheorganizationthatenablespoliceofficerstoeffectivelyandefficientlyperformtheirduties.

ThevPDhasembracedacultureofcontinuousimprovement,bothintermsofitspeopleanditsprocesses.Therehasbeenalong-standingtraditionthatthevPDhiresonlythebestcandidates,andwithintheorganizationsubstantialeffortisplacedintodevelopingthesepeopleintoprofessionalpoliceofficers.Onanorganizationallevel,continuousassessmentsofbusinessprocessesensurethatthevPDstrivestowardsdoingthingsthebestwayforthebestresults.

Achangeinbusinessprocessfrequentlyentailsachangetoourorganizationalculture,andthiscanbeacomplicatedtask.ThevPDiswellpositionedtosuccessfullyeffectchangebecauseofournewerworkforce,awillingnesstolearn,andanorganizationalcommitmenttobeCanada’sleaderinpolicing.

ThevPDhasanexcellentreputationinpolicing,andweshouldcelebratethefactthatwearerecognizedinternationallyforthedevelopmentofmanyprogramsthatareconsideredbestpractices.TheseprogramsincludetheBaitCarProgram,PRIME(PoliceRecordsInformationManagementEnviron-ment),Growbusters,ourForensicComputerLab,InternetCrimeReporting,andGraffitiEradication,tonameafew.

AdvocacywillcontinuetobeakeyroleforboththevPDandthevancouverPoliceBoard,asmanycausalfactorsfor criminalactivityfallbeyondourpurview.IncircumstanceswherethevPDcannottaketheprimaryroleoninitiatives,wemustcontinuallyassessouropportunitiestoinfluencechangetoexternalsystemsandotherlevelsofgovernment,inanefforttosupportourorganizationalgoals.

Ongoingdevelopmentintheareasofinformationtechnology,communications,humanresourcemanagement,bestpractices,resourcesandinfrastructure,andfinancialmanagementwillensurethatthevPDremainsattheforefrontofpolicing.However,thevPDmustalsobediligenttoexploreopportunitiesforefficiencyandensurethatthebestpolicingservicesarebeingdeliveredtothecitizensofvancouver.Whilethereareopportunitiesforintegrationandregionalization,wemustbecarefulnottorushintoanarrangementthatdoesnotserveourcitizenswell.AnyproposalforintegratedorregionalizedpoliceservicesmustmakesensefortheDepartmentandtheCity,intermsofefficiency,effectivenessandeconomy.

7.2 SUPPORTINGOURCOMMITMENT

INFORMATION TECHNOLOGY

ThevPDiscurrentlyundergoingaparadigmshiftinbusinessprocess.Weareexperiencingagrowingemphasisontechnology,asnewtechnologytoolsforlawenforcementarecreatedandasthedepartmentlooksatbestpracticesandwaystocreateinternalefficiencies.

Inanyorganization,therearetwocriticaljuncturesthatmustworksynergistically,tomaximizeproductivityandensurefinancialviability:ITandbusiness.ThealignmentofITandbusinesshascomeunderscrutinyoverthelastseveralyears,asorganizationsmustmanagetighterbudgetsandareregularlycalledupontodemonstrateclearreturnoninvestments.Tolive,learnandworksuccessfullyinanincreasinglycomplexandinformation-richsociety,lawenforcementmustbeabletousetechnologyeffectively.

OneofthemostcriticalareasinthevPD’sInformationTechnologysectionistheabilitytoreactswiftlyandaccuratelytoemergingandcompetingbusinessneeds,andtoenableastructuredandsystematicapproachtoallinternalandexternaltechnologyinitiatives.Withthetransitiontomulti-jurisdictionpoliceinformationsharingwithPRIME-BC,thevPDhasledthewayintechnologicaladvancesintheacquisition,analysisanddistributionofinformation.

Pablo Cian, Information Technology Unit

Thenextphaseoflawenforcementtechnologywillbetodevelopanddeliverthetoolstoenableoperationalunitstoproactivelyprojectpatternsofgrowthandoccurrencesandtoidentifydevelopingpatternsofcrime.Theabilitytoidentifytargetareasforoperationaldeploymentandanalysiswillimproveourabilitytomanageresourceseffectively.Itisessentialthattechnologysupportsourbusinessneedsandthatapplicationsarenotimplementedinisolation,butasapartofanintegratedsystemthatincludesnewbusinessprocesses,proceduresandinformationflow.

GOal LEVERAGE TECHNOLOGY TO DELIVER EFFECTIVE AND EFFICIENT POLICING SERVICES

STRaTEGIES• Identifygoal-specifictechnologies,andprepareoperationalanalysesandbusiness

casesinpursuitofacquiring,developingandmaximizingthesame

• Establishandadheretoindustrystandards,anddevelopbestpractices

• Improveandmaintainahighlevelofperformance,reliabilityandaccessibilityforour

technologyinfrastructure

• Ensurethatourtechnologysystemsaresecureandprivacyisprotected

• Developandenhanceourtechnologyworkforce

MEaSUREMENTS• Conductanannualdepartment-widesurveytodeterminethedegreetowhichthe

providedtechnologyisfacilitatingtheeffectiveandefficientdeliveryofpolicing

• Conductspecifictechnologyuserfocusgroupstoobtainassessmentsofthedegree

towhichtheprovidedtechnologyisfacilitatingtheeffectiveandefficientdeliveryof

policingservices

AttheheartofalltheDepartment’sexternalcommunicationsistheoverridingbeliefthatthepublichasanundeniablerighttoknowwhattheirpolicedepartmentisdoingtokeepthemsafe.Inaddition,thepublicisentitledtoknowwhetherthepolicearecompetentandtrustworthy.ThevPDbelievesstronglythatpublicconfidencerestsonthesevaluesofopenandtransparentcommunications.Ourprimarycommunicationsobjectivesareinformingthepublicaboutwhatwearedoingtopreservetheirsafety,andthestepswearetakingtoensureourmembersembodythehighestlevelsofserviceandintegrity.

AsecondaryobjectiveinvolvestheroleofthevPDasanadvocateforpositivesocialchangeintheareaofpublicsafety.ThevPDbelievesithasaresponsibilitytoencouragekeystake-holderstomakeprogressivechanges,andimprovecommunitysafetyforallcitizensofvancouver.ThevPDwillalsocontinuetoparticipateincommunityandculturalforumsprovidinganopportunitytostrengthenexistingrelationshipswithvancouver’sdiversepopulation.

WhiletheDepartmentengagesinopencommunicationswiththepublic,itisalsocrucialthatwekeepourmembersfullyinformed.AllswornandcivilianmembersoftheDepartmentshouldbeinformedofourprogressinachievingourgoalsaroundpublicsafetyandoureffortsingoing“BeyondtheCall”toprovideexceptionalservice.Weshouldrecognizeandcelebratetheachievementsofourmembers.

Whileinternalandexternalaudiencesareoccasionallysurveyedfortheiropinionsaboutourcommunications,itisdifficulttoproducequantifiableevidenceoftheireffectiveness.Whenweusecommunicationsforcrimepreventionwecantrackchangesincrimerates,

butmeasurementofotherpublicinformationcampaignsislessclear.Whilethepolicecancounttheresponsestothewebsite,completionofquestionnaires,orothercontacts,thesemeasurementtoolsdon’talwaysgiveusdefinitiveconclusions.Bestpracticesmeasurementofcommunica-tioneffectivenessisaccomplishedbysatisfactionsurveys,whicharebase-linedbeforeandafterafixeddate;thevPDconductssuchsurveyseverytwoyears.

TheDepartment’sPublicAffairsUnitisstaffedwithateamoftrainedandseasonedprofessionalsemployingcutting-edgecommunicationsandmarketingstrategiestoensurethepublicreceivesaccurateinformationaboutpolicingissues.Thisexpertisealsoensuresthattheeffectivenessofstrategiccrime-fightingcommunicationtechniquesaremaximized,andthatourmessagingisclearandwell-defined.Thisvitalcommunicationenhancescommunitypartnershipswhichleadstocollaborativeownershipandsolutionstocommunityproblems.

ExTERNAL AND INTERNAL COMMUNICATIONS

Constable Tim Fanning asks for the media’s assistance in locating a suspect.

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GOal TO ENHANCE EFFECTIVENESS OF VPD SERVICES BY ENGAGING THE PUBLIC THROUGH IMPROVED ExTERNAL AND INTERNAL COMMUNICATIONS

STRaTEGIES aND TaCTICS• Promoteanenvironmentofhonestandclearinternalcommunication

• Exploreinnovativeinformationdisseminationopportunities

• ReinforceandenhancepublicawarenessoftheservicesofthevPDthroughmessagesfromthe

ChiefConstable,regularpressconferences,broaddistributionoftheannualreportand“Beyond

theCall,”publicationofspecialwebpages,andtheproductionofpresentationsandbrochures

outliningthevPD’sservicesandspecializedneeds

• Workwithstakeholderstoproduceandcommunicatecrimepreventionandawarenessprograms

anddistributeinformationandmaterialsthroughpublicserviceannouncements,posters,

websites,presentationsanddocumentariessuchastheOddSquadvideo“StolenLives”

• ImprovepublicawarenessofthevPDthroughpoliceattendanceatparades,businessevents,

recruitingtradeshows,sportingandotherpublicevents

• ImprovepublicawarenessofthevPDthroughpublicinvitationstopolicememorialevents,open

houseprogramsfortheMountedSquad,MarineSquadandDogSquad,andactivitiescreatedto

targetat-riskyouth,suchasthePoliceAthleticLeague(PAL)andthePeeweeSoccerSchool

• Provideconsistentandeffectivemessagingforpublicawarenessbyensuringthatallcurrentand

futurecollateral,brochures,postersandwebsitescomethroughPublicAffairs

• MaintainregularcommunicationbetweenthevPDandCitygovernment,enablinginputand

collaborationonprojectsthatimpactallparties

MEaSUREMENTS• Surveysandfeedbackofcitizenswhohavereceivedpoliceservice,mediaandcommunity

programs

• Numberofcommunityprogramsandparticipants,volunteersandothers

• Assessmentsbyeducators/communityworkers

• Employeefeedbacksurveysofinternalcommunications

• NumberofcommunicationawardsearnedbythevPDcorporatelyorbyvPDstaff

• Thenumberofpositiveearnedmediastories

• Thenumberofinternalcommunicationsandnewtacticstoeffectivelydeliverthem

• Thenumberofcommunicationtrainingsessionsdeliveredtointernalandexternalaudiences

• Additionalresourcesobtainedtoincreaseeffectivenessofstaffandproductionofcommunication

collateralwhilereducingcosts

• Numberofpublicforums,speechesandcollateraldesignedtoinfluencepositivesocialchange

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Dennis Telan, Public Service Counter

TheHumanResources(HR)SectionhasmadesignificantstridestowardsprovidingaprincipledapproachtoHumanResourcesPractices.IthasappliedthevaluesofIntegrity,Professionalism,AccountabilityandRespecttoallfacetsofHRprocesses.Thisapproachisevidencedbythefollowingactions.HRhasdevelopedandimplementedpromotionprocessesforsergeant,staffsergeant,inspectorandsuperintendent,whicharetransparentandfair.Theseprocessescontainchecksandbalanc-estoensureanon-biasedselectionofthemostqualifiedcandidates.Further,theseprocessesreflectacollaborativeapproachwithunioninvolvementandincludedisclosureofratings,aswellasfeedbackopportunitiesforcandidates.HRhasalsodevelopedselectioncompetitionsforpostedpositions,whichalsostriveforfair-nessandtransparency.Inordertoensuretheseattributes,competitionsarecompetencybasedandincludeimpartialHRrepresentationintheinterviewstage.

HRhasmadesignificantimprovementstothelevelofprofessionalserviceavailabletoallemployees.Forexample,EmployeeServicesandtheCISM(TraumaTeam)areavailableona24-hourbasistorespondtomembersincrisis.HRprofessionalsareavailableonadrop-in,aswellasappointment,basis.TheHRwebsiteontheDepartmentIntranetcontinuesdevelop-ment.ThisserviceisonlysecondtopolicyandprocedurewebsitesasthemostaccessedontheIntranet.Further,theBusinessAnalystmonitorsallbusinessandstructuralelementsofthedepartment,andpolicemembersinHRreceiveprofessionaldevelopmentannually.

ThroughEmployeeServicesandCISM,HRprovidesmembersnon-judgmentalsupportregardlessofwhatinvestigativeprocessthemembersareundergoing.HRhascontributedtofairlabourpracticesbyprovidingaflexibleapproachtolabourissues.Thishasresultedinaverylowgrievancerateandhasalmosteliminatedtheuseofarbitrationasasolutiontolabourdisputes.AnotherprogramadoptedtosupportourmembersisanEmployeeWellnessprogramannuallytodebriefmembersassignedtohighstressareas.

HRhasimplementedandmanagestheDepartment’sPerformanceDevelopmentProgramforswornandcivilianmembers.Inadditiontoannualgoals,employeeshavetheopportunitytosetandrealizecareergoals.

Almost90%ofourbudgetisspentonpeople,andthequalityofserviceweprovideisclearlydelineatedanddistinguishedbytheindividualandcollectiveeffortsofourswornandcivilianmembers.

HUMAN RESOURCES

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GOal TO SUPPORT AND DEVELOP OUR STAFF TO THEIR FULL POTENTIAL

STRaTEGIES• WhilecontinuingtoimplementarelevantandsupportiveHumanResourcesplan,

conductacomprehensivereviewtoidentifyinitiativesinpursuitofthisgoal,and

documentfindingsandrecommendationsonshort-andlong-termstepsrequiredto

achievethegoal

• Analyzecurrentin-servicetraininginordertostriveforbestpracticesrelatingto

facilities,equipment,staffing,andalternativetrainingdelivery,suchas

e-learningandself-serviceoptionsforemployees

• Implementacomprehensivestafftrainingplan,toaddressthetrainingneedsofa

juniorworkforceandthesupplementaltrainingneedsfornewandexisting

employees,andensureallin-servicecoursesincludeanethicscomponent

• Supportand/ordeliverstructuredlife-longlearning,includinglifestylestrainingand

wellnessinitiativestoincreaseemployees’psychologicalcapacity,resiliencyand

copingskills

• Enhancecurrentemployeerecognitionprograms

• Enhancethescopeofretirementseminars

• Pursuecost-sharing,sharedservice,unitintegrationandrevenuegenerating

programstoenhancevPD’sabilitytoprovideservices

• AnalyzeandpursuepotentialimprovementstoCity,JusticeInstituteofB.C.or

otherproviders’programs/services

• Implementsection-specificselectionandsupportprocesses

• Exploreopportunitiesforcreativerecruitingandstaffing

• Explorefurtheropportunitiesforthecivilianizationofspecializedservices,and

theinclusionofnewcivilianexpertiseintheprocessesfortechnologicalcrimeand

forensicwork

MEaSUREMENTS• Conductanannualdepartment-widesurveyofmanagers,oranalysisby

managers,todeterminewhetherthecompetenceoftheworkforceissufficient

toachievebestpracticesbenchmarks;ifitisinsufficient,whatimprovementsare

requiredandhowcantheybeachieved

• AnalyzeemployeePerformanceDevelopmentReviewstoassesswhether

employeesarepursuingtheirdevelopmenttrainingandachievingtheir

developmentplansandgoals,andrequirereviewsinsupportofallselection,

transfersandpromotionalprocesses

• Conductanannualemployeesatisfactionsurveyorfocusgroupstoobtain

employeefeedbackastothedesirabilityofemploymentwiththeDepartmentand

informationastodesiredimprovements

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In2005,thevancouverPoliceDepartmentandtheCityofvancouvermovedforwardwithajointOperationalReviewofthevPD.ThisresearchwasunlikeanyotherpoliceresearchcompletedanywhereinNorthAmerica.Overthefollowingtwoyears,adedicatedteamofpoliceofficers,academicsandresearchersexaminedeveryaspectofpolicinginthevPD.Thisteamcompletedanexhaustivereviewofourservicedemandsandservicedelivery,andprovidedrecommendationsfororganizationalchangewhichincludedinternalefficienciesandadditionalresourceneeds.Theresearchmethodologywasgroundedinbestpractices,drawingonwhatworkedelsewhere.Theresearchgroupdidnotdrawoncommonpractice.Rather,theydevelopedtheirownmethodologythatincorporatedmultiplefacetsfrommanyareas,anddesignedabestpracticethathasnowbecomeanindustrybest.OtherpoliceagenciesfromacrossNorthAmericaarenowmodellingtheresearchthatwasdevelopedhereinvancouver.

BestPracticesisdefinedasacontinualprocessofidentifying,understandingandadaptingoutstandingpracticesfromorganizationsanywhereintheworld,tohelpourorganizationimproveitsperformance.Itisaprocessofbenchmarkingourorganization’sactivities,andresearchingotherorganizations’activities,todetermineiftheiradoptionwouldimproveourperformance.BestPracticesisanongoingphilosophy,andpartoftheorganizationalculture.ItwillcontinuetoguidealloftheinitiativesandchangewithinthevPD.

Additionalleadingedgeresearchisbeingconductedthrough2008.Thisresearchincludesstudiesonpolicingthementallyill,regionalizedpolicingservicesandclosed-circuittelevision.Theapplicationofacademicrigourtopoliceresearch,includingbothquantitativeandqualitativeresearchmethodology,willenablethevPDtomoveforwardonmajorchangeinitiativeswithafullunderstandingofthecomplexitiesinvolved.Itwillestablishastrongfootholdfortheorganizationtomoveforwardwithwell-informedchangeinitiatives,andenabletheleadershipandmanagementofthechangeinthemosteffectivewaypossible.

Theever-changingnatureofcrimeisalsoaffectinghowthepoliceconducttheirbusiness.Digitaltechnologiesplayanever-increasingroleinviolentcrimeinvestigations.Criminalsandvictimsalikeareadoptingcomputers,theInternet,anddevicessuchascellulartelephones,PDAs,andmusicplayers,askeytoolsintheirlives,whichdramaticallyincreasethecomplexityofcriminalinvestigations.In2006,18ofthe19homicidesinvolvedtheuseofdigitaltechnologiesbythesuspectorvictim,insomemanner.Thepolicemustbeequipped,bothwithlabfacilitiesandthroughextensivetechnicaltraining,toconductthoroughandprofessionalforensicexaminationsofcomputers,networksandpersonaldigitaldevices,torecovercriticalevidenceandsolvecrime.ThisisextremelyspecializedworkandthevPDmustlookforwardandrecruitandretainqualifiedinvestigatorswithboththesetechnicalandforensicskills,alongwiththeabilitytopresentthiscomplexevidenceinlaytermsincourt.

BEST PRACTICES

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GOal TO CONTINUE TO IMPLEMENT BEST PRACTICES IN POLICE SERVICES

STRaTEGIES• Tocreateaclimatethatsupportsanddeliverscontinuousprocessimprovement

• Todesignatemeasurementsandbenchmarksthatreflectorganizationalperformanceandthe

attainmentofourvisionandmission

• Toensureanyorganizationalchangeinvolvingthereassignmentoracquisitionofresources

involvesabestpracticesanalysis

• ToembedbestpracticesintheDepartment’sperformancedevelopmentandpromotional

processes

• Todevelopprocessestoensureregularinternalreviewsandaudits

• Topromoteprincipleddecision-making

• TodemonstratecommitmenttotheStrategicPlanbyall,fromthetopdown

• Toexplorefurtheropportunitiestoexpandoncentralizedservices,similartothoseinexistencein

themanyregionalintegratedunits,andeliminateunfundedregionalfunctions

• Toexamineservicedelivery,andexplorethereintegrationofenforcementgroupssuchasBylaw

Enforcementwithinthepurviewofthepolicedepartment

• Toprovideamodelforpolicingservicesacrossadiverseregionthatreflectstheautonomyof

independentmunicipalities,whileensuringthateverycitizenacrosstheregionreceivesthemost

effectiveandefficientpolicingservices

• Defineanddevelopaneducationprogramoncontinuousimprovementthatincorporates

problem-orientedpolicing

• Integratebestpracticesasasubsetofplanningcorecompetencyaspartofthepromotional

process

• Identifyandaccessexternalgrantandfundingsourcesforbestpracticesresearchand

development

• ContinuestudiesintosharedserviceswiththeCityofvancouver

• Emphasizeethicsinourtrainingandeducationopportunities

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MEaSUREMENTS• Numberofquantifiableprocessimprovements

• Recognitionandrewardofinnovationsandprocessimprovements

• DeliveryofregularbenchmarkreportstotheBoard,theExecutiveandthemanagementteamthatsupportsdecisionmaking

• Deliveryofanannualandsemi-annualbenchmarkreporttothePoliceBoardandotherstakeholders

• AssessbestpracticesasacomponentoftheAnnualPerformanceDevelopmentemployeeinterview

• NumberofarticlespublishedbyvPDemployees

• ContinuestudiesintosharedserviceswiththeCityofvancouver

• Improvementsincorevalueacceptancelevelsasdeterminedbysurveys

• AwarenessofStrategicPlanbyallstaff

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AsthevPDmovesforwardpast2010,itwillfaceconstantpressuretoacquiresufficientresourcestomeettheneedsofthecommunity.Theseresourceneedsarenotlimitedtofunding,andalsoincludetherecruitmentandretentionofcompetentpersonnel,andadequatefacilitiesandinfrastructuretohouseandsupportamajor-citypolicedepartment.

ThecompletionofthejointCityofvancouverandvPDOperationalReviewin2006and2007identifiedtheneedforasubstantialincreaseintheauthorizedstrengthoftheDepartment.Thisreviewwasall-encompassing,includingextensiveresearchintopatrolneedstomeettheservicedemandsofthecommunity,andtoprovideproactivepolicingtimetoenableofficerstomakeadifferenceandsolvecommunity-basedcrimeproblems.Thereviewalsoexaminedthestaffingconstraintswithinthemultitudeofinvestigativeandspecialtyunitswithintheorganization.

Whilefullyappreciatingthatfundingforadditionalpositionscomesfromthetaxpayers,theabilitytofundpositionsisseparatefromtheactualneedforthem.

RESOURCES AND INFRASTRUCTURE

ThevPDandthevancouverPoliceBoardarecommittedtoworkingwiththeCityofvancouverandCityCounciltoreachconsensusontherequiredstaffingneedsofthevPD.Theobjectiveistohaveoneunifiedvoicethatspeakstopolicingneedsinthecity.

Fromthere,allpartiescancollaborativelyapproachproblemsolvingandidentifymethodsofimprovingefficienciesandfindingfundingtoallowthevPDtofullyacquiretheresourcesitneeds.Thismayincludestrategiestoseekothersourcesofrevenuetooffsetdefactoregionalpolicingservicesthatareprovidedinvancouverwiththefundingprovidedbyvancouverresidents.

ItisimperativethatthevPDaggressivelycompetewithinthecurrenteconomicforcestoattractthebest-qualifiedapplicantsinordertocontinuebuildingaworld-leadingpoliceorganization.Theabundantopportunitiesavailabletoyoungpeopletodayrequireustodevelopandimplementbusinessstrategiesthatalignwiththeprivatesector,whilemaintainingpolicingasaviablelong-termcareeroption.

Lisa King,Criminal Investigation Unit

Being a police officer is something I’ve wanted to do since my teens. I like the diversity of the job, coming to work and not having any idea of what you will do that day. It’s definitely a challenge and it’s something where you really get to learn. I don’t know why anyone wouldn’t want to do this job. - Constable Rebecca Matson

Theinitiation,designandaggressiveimplementationofaconsistentcutting-edgemediacampaigndemonstratingthequalityofourorganizationwillgreatlybenefitourrecruitingefforts.This“organizationalbuzz”neednotberecruitingspecific,butrathersomethingrecruitingcanperipherallybenefitfrom.InitiativessuchastheeliminationofJIBCtuition,andequalityinpayandentitlementsupontransferforexempthiring,mayhelpusattractandretainqualitypeopletocontinueourleadershipinpolicing.

Through2008,thevPDwillbeproceedingwithshort-andmid-termstrategicplanning,inpartnershipwithCityofvancouverFacilities,todeterminesuitablesolutionsforourfacilityandspaceneeds.Ourplanistoobtainfundingforaspaceandlocationconsultant,knowledgeableinpolicefacilitydesign,toexamineourcurrentfacilities.

Pastfacilityconsiderations,suchasacampus-stylefacility,maynolongerbeaviableoptionorsupportedbytheconsultant’sfindings.Onlyafterathoroughanalysishasbeenconductedwillabusinesscasebepreparedwithrecommendations.TheintentionofthevPDistoworkwithCityofvancouverFacilitiesstaffinordertoachievethefacilityinfrastructurerequiredtosupportamajor-citypolicedepartment.

GOal TO IDENTIFY AND ACQUIRE THE NECESSARY PERSONNEL AND INFRASTRUCTURE TO ADEQUATELY SUPPORT OPERATIONAL AND ADMINISTRATIVE NEEDS

STRaTEGIES• Conductsuccessionplanningandpositionmentoring

• Increasestrategicadvertisingcampaignstoattractandretainthehighestcalibrepersonnelandgreaternumbersof“exemptionhires”

• Streamlinehiringprocessestoincreaseefficienciesandcapacities,throughtheimplementationofcomputerizedmanagementofRecruitingUnitswornofficerandcivilianrecruitmentprocesses

• Explorecreativerecruitingstrategiestocompeteinadecliningworkforcemarketplace

• Explorefurtheropportunitiesforcivilianization,andthehiringofspeciallytrainedcivilianstofillnewpositionswithintheorganization

• DeterminetheDepartment’shiringandresourceneeds,asfarinadvanceaspossible,inordertomaximizetheabilitytomeetthoseneedsgivendemographictrendsandtheemployeemarketplace

• Establishandmaintainaninfrastructurethatfacilitatesconsistency,coordinationandcommunicationbetweenHumanResources,TrainingandRecruiting,andtheircustomers,bycreatingsupportinginformationsystems,policymanualsandforms

• ReachconsensusonstaffingrequirementswithCitystaffandCityCouncil,andthenexploreopportunitiesforoffset,externalfinding,etc.

• DemonstratemanagementresponsibilityandaccountabilitybyoperatingwithintheexistingparameterssetoutinagreementsbetweentheCityandthevPD

MEaSUREMENTS• Completionoftheoperationalreviewtoassesspersonneland

infrastructureneeds

• Managers’reviewsandassessmentsofpersonnelandinfrastructureneeds

• Auditsofmanagers’assessmentsofpersonnelandinfrastructureneeds

• Compareidentifiedpersonnelandinfrastructureneedstosuccesses

acquiringthesame

WithvirtuallyallfundingderivedfromtheCityofvancouver,financialmanagementandthecontrolofthevPDliewithinabudgetprocessmanagedinco-operationwiththePoliceBoardandtheCity.ThevPDbudgetrepresentsthelargestsingleitemwithinacomplexCitybudget,andisamajorstandaloneissuefortheCity,theBoardandvPDmanagement.CosteffectivenessandorganizationalefficienciesarecriticaldemandsforthevPD,asweconstantlyfindwaystomaximizereturnontaxpayers’investmentinpolicing.Further,theescalatingcostsassociatedtoincreasedinvestigativedemands,inadequatefacilities,regionalpolicinginefficienciesandavarietyofbroadsocialissueswithintheCity,allrequiremonitoring.ThismonitoringprocesswillinformthevPD,helptoidentifytheircause,andestablishaframeworktofindsolutions.

Overthepastthreeyears,therehasbeenashiftinthemindsofseniormanagementtowardsadoptingahighersenseofresponsibilityandaccountabilityforthevPD’sfinancialaffairs.Tothisend,therehasbeenaconcertedefforttoincreasetheleveloffinancialserviceswithintheDepartment.FinancialServicesSectionstaffhavebeenre-organizedtoallowforimprovedmanagementreportingandworkingwithintheexistingbudgetprocesses.MonthlyvarianceandprojectionreportsallowmanagementtomonitorthefinancialsituationoftheDepartment,andtomanagetheresourcesavailablemoreeffectively.Thishascontributedbudgetsurplusin2005and2006,andsimilarprojectionsfor2007.Withtheimprovedqualityofmanagementreporting,inputintothebudgetcycleismoreconstructiveandmeaningful,leadingtoahigherdegreeofaccuracyinthedevelopmentofthebudget.

FINANCE

In2008,amanagementreportingteamwilldevelopapackageoffinancialreportstailoredtoeachbudgetmanager’sneeds.Thiswillprovidethemanagerwiththeinformationneededtomaximizehisorherabilitytoremainwithinbudgetfortheyear,andtohighlightvariancesthatrequireexplanationasearlyintheyearaspossible.

Aprojectteam,drawingonstafffromInformationTechnology,Finance,Planning&ResearchandtheCity’sSAPBusinessSupportTeam,isreviewingthereportingabilityofSAPtoassistvPDinmanagingitsovertime.ManagingovertimeischallengingwithinthevPDandgaininganin-depthunderstandingoftheissuesanddriversofovertimeisfundamentaltobeingabletomanageitmoreeffectively.Thechallengeistodevelopacomprehensivepackageofreportsthatwillallowmanagerstomonitorandcontroltheovertimeincurredintheirareasofresponsibility.

ThePoliceBoard,vPDmanagementandCitystaffagreethereisaneedtomovetowardprogrambudgeting.ThisflowsfromtheresultsofthevPDOperationalReview,inwhicheachprograminthevPDisreviewedforefficiencyandeffectiveness,andhowbesttheseprogramsmaybedelivered.Businessplanswillbepreparedthatallow,amongotherthings,anindividualbudgetforeachprogram.Whileitishopedthatthisnewbudgetapproachwillbeinplaceforthe2009year,duediligencewillbeperformedindevelopinganimplementationplanuponcompletionoftheOperationalReview.

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GOal TO DELIVER FINANCIAL PROCESSES TO SUPPORT THE ORGANIzATION

STRaTEGIES• Developandimplementabudgetprocessthatsupportstheoverall

StrategicPlan,including:

1.Developingacomprehensiveunderstandingoftheovertime

drivers,outofwhichwillflowthemonthlyreportstofacilitatethe

propermanagementofovertime

2.Providingeachmanagerwithsection-specificbudgetvariance

reportstoimproveunderstandingofvariances,accountabilityand

fiscalmanagement

• Enhanceinternalfinancialcontrolsby:

1.Hiringandretainingqualifiedstafftoensureappropriate segregationofduties,and

2.Establishingorganization-widefinancialpoliciesandprocedures,

establishingan“authoritymatrix”specifictoexpenditures,and

seekingindependentreviewofinternalcontrols

• StaffingoftenthpositioninFinancialServicesSection

• Budgetvariance

ADDITIONAL MEASUREMENTS• Improvedovertimereportingtomanagement

• Improvedvariancereportingtomanagement

• Agreementastoplanandprogresstowardstheimplementationof

programbasedbudgeting

• Completedauthoritymatrix

• Implementationofimprovedtravel&trainingpoliciesandprocedures

• CompletionoftheCity’sInternalAuditGroupreviewofinternalcontrols

��

THE VANCOUVER POLICE DEPARTMENT | Beyond the Call

8.0 ACkNOwLEDGEMENTS

ThevancouverPoliceDepartmentwouldliketoacknowledgethefollowingpeoplefortheirleadership,assistanceanddirectioninmovingthe2008-2012StrategicPlanforward:

VancouVer Police Board

MayorSamSullivan,ChairJerryAdamsTerryLaLiberté,QCMaryMcNeilPattiMarfleetDaleParkerGlennWong

VancouVer Police dePartment

JimChu,ChiefConstableDougLePard,DeputyChiefConstableBobRich,DeputyChiefConstableBobRolls,DeputyChiefConstableSteveSweeney,DeputyChiefConstable

Strategic Planning Project team

AndyHobbs,SuperintendentDarylWiebe,InspectorAdamPalmer,InspectorLeslieStevens,Sergeant

PhotograPhy creditMartinDee

VANCOUVER POLICE DEPARTMENT STRATEGIC PLAN 2 0 0 8 -2 …€¦ · vancouver police department...

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