vancouver police department strategic plan 2 0 0 8 -2 …€¦ · vancouver police department...
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VANCOUVER POLICE DEPARTMENTSTRATEGIC PLAN 2 0 0 8 - 2 0 1 2
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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
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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.
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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
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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
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OUR MISSION“Infulfilmentofitspublictrust,thevancouverPoliceDepartmentmaintainspublicorder,upholdstheruleoflawandpreventscrime.”
OUR VISION
“Canada’sleaderinpolicing–providingsafetyforall.”
OUR COMMITMENT
TobethesafestmajorcityinCanada.
Constable Alvin Prasad
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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�
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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
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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
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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
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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.”
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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
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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.
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(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.
60%
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40%
30%
20%
0%2004 2006
VPD’S COMMUNICATION WITH PUBLIC
EXCELLENT
10%
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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0%
20%
40%
60%
80%
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
FAIR
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
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•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
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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
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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
MEaSUREMENTSkEY PERFORMANCE INDICATOR
• 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
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GOal TO SUPPRESS VIOLENT GANG ACTIVITY
STRaTEGIES• Centralizeandanalyzeallgang-andgun-relatedintelligence,withthegoalof
detectinganddismantlingfirearmstraffickingoperationsthatprovideweaponsto
activegangmemberswithintheCityofvancouver
• Developacollaborativemulti-jurisdictionalresponsetogangactivitiesbyformalizing
relationshipswithotherpoliceagenciesandstrengtheningrelationshipswithnational
andinternationalfirearmsenforcementbodies,suchastheNationalWeapons
EnforcementSupportTeam(NWEST)andtheBureauofAlcohol,TobaccoandFirearms
(ATF)
• 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
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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.
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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
MEaSUREMENTSkEY PERFORMANCE INDICATOR
• 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,
etc.)
• 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
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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.
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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
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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
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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.
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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
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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
MEaSUREMENTSkEY PERFORMANCE INDICATOR
• Budgetvariance
ADDITIONAL MEASUREMENTS• Improvedovertimereportingtomanagement
• Improvedvariancereportingtomanagement
• Agreementastoplanandprogresstowardstheimplementationof
programbasedbudgeting
• Completedauthoritymatrix
• Implementationofimprovedtravel&trainingpoliciesandprocedures
• CompletionoftheCity’sInternalAuditGroupreviewofinternalcontrols
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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