Windsor Police Service
“Partners in Change”
2011 ‐ 2013 Business Plan
Our Vision Windsor, a community where everyone lives, works and visits in a safe and comfortable environment
Our Mission The mission of the Windsor Police Service is to prevent and investigate crime, to provide support and to enforce the law in partnership with the community
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Table of Contents
2011 - 2013 Business Plan Vision and Mission Statements ...... 2 Message from the Police Services Board Chair ...... 4 Message from the Chief of Police ...... 5 Organizational Chart ...... 6 Implementation ...... 7 Continuous Planning ...... 8 Regional Analysis ...... 9 Tourism and Annual Events ...... 10 The Highlights of the Changes in the Manufacturing Industry ...... 11 Opportunities in Education ...... 12 Challenges within Our Services ...... 13 The Windsor-Essex Region and Our Facilities ...... 14 Police Facilities Projects ...... 16 Administrative Projects ...... 17 Technology Projects ...... 19
2011 - 2013 Performance Objectives Crime Prevention ...... 21 Criminal Investigations ...... 22 Violent Crime ...... 23 Youth Crime ...... 24 Property Crime ...... 25 Assistance to Victims ...... 26 Community Satisfaction ...... 27 Calls for Service ...... 28 Road Safety ...... 29 Employee Satisfaction ...... 30 Community Patrol ...... 31
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Message from Police Service Board Chair, Mayor Eddie Francis
It is so often the case that when challenges present themselves, opportunities for progress and advancement also come along with them. This has been the experience of the City of Windsor and our Police Services.
Our community has faced massive change, social and economic, along with the requirement for a level of service which our citizens have a right to expect. To these needs, the Windsor Police Services Board and the men and women of our Police Services have responded admirably.
Dramatic new developments to enhance our status as an international connection at the center of North America will place added obligations before us in terms of maintaining safety and security, upholding the law and yet, reaffirming Windsor as the Welcoming “Two Nation Destination” which it has always been.
Windsor has progressed in all these ways since our previous Business Plan was issued and for the first time in well over 40 years, there were no murders to investigate during the past year; crimes of violence also decreased dramatically, and this, despite a stressful economic and social climate. We have also brought additional resources into place, including, but no means limited to, our new Canine Units.
We continue to emphasize our city’s population diversity by recruitment and by proactive service every day. And we continue our success in the co-operation of our most valued asset: our citizens, who so often are the additional eyes and ears of our force which make such a difference.
The Windsor Police Services Board is now privileged to present this: our newest Business Plan.
Sincerely,
Eddie Francis, Mayor Chair, Windsor Police Services Board
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Message from Chief of Police, Gary Smith
It is my pleasure to support the Windsor Police Services Board’s 2011 – 2013 Business Plan. In our view it is important to continue with the theme “Partners in Change.” Our City is still in the midst of transitioning through the critical adjustments and initiatives developed to address the dire affects of the global economy. The emphasis is moving from the traditional automotive manufacturing related industries to alternate energy, communications and information technologies and the benefits of increased tourism. Each brings new challenges to our city and region. The Windsor Police Service is well positioned to meet those challenges as well as responding to the expectations and needs of the changing employment environment. The investments made in the Service as result of the restructure of our Patrol Services in 2006 and in our Investigation Services in 2007 and 2008 are now paying dividends. We see this from a public safety view in our reduced calls for service, declining crime rates and our increase in the seizure of drugs and guns. The Windsor Police Service in 2011 has trained all members on the program Report Homo-phobic Violence Period (RHVP). From a technological perspective our move to on-line reporting with Our Desk Officer Reporting System (DORS), a software programme that allow quality of life events to be reported by the public in a conven- ient manner and without the necessity of waiting for a patrol officer to attend. The implementation of Crime Reports, another online software programme that provides the public the opportunity to view the criminal activity reported in their neighbourhood over the last 3, 7, 14 or 30 day periods. The combination of reduced reactive policing, online reporting and viewing neighbourhood crime has put the Service in a position to address the quality of life complaints in a timely and direct fashion. These initiatives create opportunities to work with neighbourhood groups, whether ad hoc or those organized around programmes such as Neighbourhood or Business Watch. Initiatives such as the Ontario Human Rights Commission Project Charter; a three year partnership among the Board, Commission, Service and the Ontario Police College will review the systems, policies and practices of the Board and the Service that not only reflect the principles enunciated in various legislation, court rulings and arbitrations, but will address these in a manner that makes the Windsor Police Service a welcoming organization reflective of our community. Other actions we are taking include participating in the City’s Service Delivery Review and their latest initiative of assessing the viability of sharing services among the various Agencies, Boards and Commissions. Both projects are designed to identify internal and external partnerships that will increase efficiency and cost saving. The service is adequately staffed and generally sufficiently funded to see us through the City’s transformation years. We are willing participants in the ongoing changes occurring Windsor. Sincerely,
Gary Smith, Chief of Police
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Implementation
The Business Plan, is a Board oversight instrument that provides the Chief of Police with direction regard- ing priorities and objectives for the Service. It also provides a fiscal projection for the Board and Council beyond the current operating budget. The Chief is responsible for the implementation of the business plan. In order to provide maximum flexibility and to encourage initiatives, the Chief is free to determine the best means to achieve the plan objectives. Board Policy AR-AI020 requires a Chief’s Annual Board Report regarding the activities of the Service including: Progress achieved towards Service objectives included in the current business plan; and
Service performance results with respect to the quantitative and qualitative objectives and indicators
set out in the current business plan The Annual Board Report is due on April 15th In addition to the Annual Board Report, the Chief is required to make an interim report to the Board regarding: Responsibility delegation decisions; The methods being used to achieve objectives; Budget impacts arising from current business plan efforts; Recommendations, if any, for adjustments to core business actions or performance objectives and indicators.
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Continuous Planning
The Windsor Police Service has the three-year business planning cycle. The Board is committed to a complete review of priorities and objectives, with full community consultation, at the beginning of each cycle. The conclusion of each year will result in an evaluation of the current plan at which time the Board has the opportunity to adjust the plan during this annual review. The business plan identifies and initiates the 3-year cycle for administrative, technological and Police Facilities projects within the Windsor Police Service. In the event that these projects are not completed, beyond the 3-year cycle the Board will have the option to carry these projects over into the next business plan.
Performance Measurement The current three-year cycle expires at the end of 2013. As part of the process, the service is required to consult with numerous stakeholders including municipal council, school boards, community groups, businesses, Windsor Police Service members and the general public.
Community Consultation Performance objectives and indicators are reviewed and if approved will be carried over from plan to plan, in order to ensure continuous progress. The Chief will ensure measurement systems are included in the plan. The Board will be able to monitor the progress of the identified projects of the plan through these measurement systems.
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Regional Analysis
Windsor is the southern most metropolitan city in Canada and has long been recognized as the Gateway to Canada. Like many major cities in North America, the City of Windsor has felt the pressure from the recent economic downturn. History has proven that the people of the city have a resiliency and the “will to recover” like no other. Leaders of the community have recognized the importance of making changes to the local economy, while staying committed the automotive industry. While the auto industry evolves, the Windsor/Essex County region finds itself at the threshold of the door of change in the areas of Infrastructure and Transportation, Tourism, Manufacturing, and Education. This diversification has stimulated excitement and opportunities to both local and foreign investors. The Windsor Police Service has long been and is committed to be a Partner in Change.
The City of Windsor is the Canadian gateway along the NAFTA trade corridor and is one of the only international entry points where all four modes of transportation intersect. The region is a leading transportation hub in North America where regional shipping is conducted over a sophisticated network. This network consists of separate rail and vehicular tunnels, bridge, airport, deepwater ports and river barges. Forty percent of Canada-USA trade or $400 million in daily shipments pass through this gateway. Windsor is the western terminus of both Ontario’s Highway 401, Canada’s busiest highway, and of VIA Rail’s Quebec City - Windsor Corridor. The city is served by Windsor Airport with regular scheduled commuter air service and heavy general aviation traffic. Windsor is linked to the United States by the Ambassador Bridge, the Detroit-Windsor Tunnel, and the Detroit-Windsor Truck Ferry. The City of Windsor is taking great strides in improving both the capacity and efficiency in the movement of goods: There is much anticipation and excitement in regards to the continuing preparation of the new $5 billion Windsor-Essex Parkway including the new International Bridge crossing which will provide another link between Windsor and Detroit. This is a long term project that is expected to stimulate the generation of a large number of jobs in construction and engineering. Along the Detroit River and Russell St. Shipping and Port area in the west end of Windsor a $20 million dollar upgrade to the Sterling Fuel docks is about to take place. This will help facilitate a higher concentration of ships in the Detroit River and will create over 100 jobs in the west end. The Federal Government and Via Rail have recently announced the commitment to build a $6.3 million train station to replace the existing station. The new station will be built on the land just east of the existing terminal and is expect to be completed by the fall of 2011. The new station will also be combined with $17 million in Via Rail upgrades between Windsor and Chatham that include a new rail track control system and major track improvements. The Windsor Police Service is committed to assisting our partners in the movement of goods, services and the general public while these changes take place. The goal is to have as little interruption as possible during the time of improving the area’s infrastructure.
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Tourism
Windsor attracts more than 9 million visitors annually to its natural, historic and artistic sites. Several beautiful parks line the twenty-one kilometers of shoreline along Lake St. Clair and the Detroit River. The parks and festival plazas along the river play host to some of the best attended events annually: The International Freedom Festival has long been the premier festival in the area. This International Festival celebrates the unique partnership between the City of Windsor and the City of Detroit. The riverfront parks are the site of the largest international display of fireworks in North America to celebrate Canada Day and the U.S.A. Independence Day. More than 500,000 guests line the river front to take part in this festive event every year. The Carousal of Nations is another festival that showcases the customs and cultures of the various ethnocultural groups which make Windsor the second most diverse city in Ontario.
The Windsor Essex Region has established itself as one of the premier areas in Canada for Wineries and Vineyards. The region hosts numerous wine festivals and provides tours of the wineries in the Windsor Essex Region. The Windsor Essex Region, being the southern most metropolitan area in the country, is promoting the opportunities to all Canadians as the premier location to consider living upon retirement. The Windsor Police Service together with its community service partners are committed to provide a safe and comfortable environment to all that attend these wonderful events.
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Manufacturing For decades, Windsor has been known as the automotive Capital of Canada. This industry has driven the economy of the entire Windsor-Essex Region. The automotive industry created a large support economy in the areas of design, research, mold making and tool and die. The evolution of the auto industry has allowed the City of Windsor to compete on a global scale and to remain a force in this industry. City leaders have recognized that the same manufacturing strengths of the automotive industry provide a great opportunity for diversifying into new areas of the manufacturing sector. Drawing at these strengths Windsor is at the dawn of becoming a major global player in markets such as alternative energy and “Green” technology.
The highlights of the changes in the Manufacturing Industry include:
Chrysler/Fiat commitment to the Windsor Minivan Assembly Plant $90 million infusion of Federal money to the Ford Motor Company to start the production of its new fuel efficient 5.4 V8 engine at the Essex Engine Plant. WindTronics plans to create 200 skilled manufacturing jobs building small-scale wind turbines in 2011. Windsor-Essex has received investments including $180 million by OYA Solar who will manufacture and market rooftop solar units. Helios Energy received federal environmental assessment for two phases of its $300 million solar farm project in the Windsor-Essex Region. International Power Canada is in the process of completing a $110 million wind-turbine project. Windsor has been selected as one of the four manufacturing plants being built in the province by Samsung C&T and the Korea Electric Power Corporation (KEPCO). This $7 billion investment will generate 2,500 megawatts of wind and solar power. New Airport-hanger with The Trois-Rivieres-based maintenance repair overhaul company to create 200 new jobs and will require Windsor Police Service to address emergency response issues.
The change to the manufacturing industry is anticipated to cultivate a significant population growth to the City of Windsor, particularly with the influx of skilled trade workers. It can be predicted that these workers will be comprised of numerous diverse backgrounds. The Windsor Police Service is committed to be partners with all ethnic groups particularly in educating our members in regards to various customs and cultures. The Service will also strive to seize this opportunity to educate these new citizens in regards to new opportunities in policing and how the laws of Canada will impact them.
In addition to permanent influx of citizens to address the growing demands of the job market, the Windsor Police Service is also cognizant of growing trend of transient workers moving to this area as the Windsor- Essex Parkway is constructed.
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Education Opportunities in education in the Windsor–Essex region are being developed in response to the diversifying economy and manufacturing sectors. Windsor has been ranked among the top 7 communities in the broadband economies by the New York based Intelligent Community Forum. Windsor has remained aggressive in providing opportunities to numerous players in the Internet Technology field.
Wizie, a leading provider of solutions to the IT in the travel industry and Globalive, a new telecommunications company both chose Windsor-Essex to expand their global footprint.
Sutherland Global, a world wide leader in CRM and back office ICT solutions has a regional presence of more than 1200 employees and is in discussions regarding further growth and expansion within the region. The University of Windsor with the help of both the Federal and Provincial governments is in the process of constructing a multi-million engineering school. This will allow the enrollment of more students into the engineering field and will provide collaboration with local industry.
St. Clair College has created a new MediaPlex out of a vacant building in the downtown core and now has a 16,000 square foot media centre, bringing more students into the city centre area.
St. Clair College and University of Windsor are recognizing the changing face of the local manufacturing industry, by adjusting curriculum. The Windsor Police Service understands the impact of growth that the post secondary schools bring to the city and the neighbourhoods in the close proximity to the educational institutions a transient pattern of occupancy is intertwined with long-established residents. The Windsor Police Service is committed to maintaining the balance of enjoyment and serenity to the changes in neighbourhoods by working together with residents and Campus Policing.
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Our Service The Windsor Police Service employs 473 sworn members and 154 civilian members. The Service is committed to its mission statement and vision. Your Police Service is a progressive and “forward thinking” organization committed to serving all citizens and visitors to the city. We embrace the opportunity to be involved in the massive changes to the local economy. The Windsor Police Service recognizes the need to continue to strengthen partnerships with all stakeholders during these exciting transitional times:
The Windsor Police Service continues to be dedicated to assist in the movement of all people; goods and services take place during the transition to the transportation and infrastructure sectors.
Challenges within Our Services The Windsor Police Service has been consulted by the planners and engineers of the Border Crossing Initiative. This consultation has been instrumental in allowing input from the police in developing the Emergency Action Plan in response to any emergency during construction and after completion of the project.
The Windsor Police Service has recognized the fact that the city is the third most diverse city in Canada. Recruitment opportunities to all nationalities are available to effectively reflect the diversity in the area. The Windsor Police Service is committed to aggressively promoting the service as an employment option to all cultural members of the community.
The Windsor Police Service has taken the lead in educating all members in respect to understanding the importance of multi-culturalism and the impact on day to day policing. The Windsor Police Service in 2011 has trained all members on the program Report Homo-phobic Violence Period (RHVP).
The WPS board authorized the creation of a Human Rights Commission Project Charter. This three year project among partners reviews the systems, policies and practices of the Board and the Service reflecting principles enunciated in various legislation, court rulings and arbitrations.
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The Windsor-Essex Region is promoting the area to be a premier retirement location in Canada. There is an anticipation that the face of the City Centre will be evolving to reflect a more mature business area. Your Police Service has recognized this change and will implement changes to provide effective and efficient service. This dynamic change will allow for the resources of the Windsor Police Service to evolve as well to continue to provide first rate service. Due to the unprecedented increase of enrollment at the University of Windsor, St. Clair College and the expansion of buildings and locations the Windsor Police Service has developed stronger partnerships with both institutions. The Windsor Police Service has developed service response solutions to the integrated neighbourhoods of long time residents with the residents of student housing. These solutions welcome combined input from all stakeholders including the leaders of the educational institutions, residents and students.
Our Facilities The Windsor Police Service serves the community from four locations, all facilities are shared with Community Partners. Our headquarters facility located at 150 Goyeau Street in the City Centre area also incorporates a Provincial Courthouse. A unique facility opened just prior to the new millennium, headquarters houses most Windsor Police Service’s branches and divisions.
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Our facility at 4007 Sandwich Street is a first-of-its -kind in Canada in partnership with the federal government’s Department of National Defense (DND). This facility which opened in June of 2004, houses the F.A. Tilston Armoury as well as a comprehensive training facility for both the Windsor Police Service and the DND. Other agencies will visit our training facility to provide their members with some of the top-notched training opportunities including a 10 position indoor and 20 position outdoor firing range, rappelling tower, and close quarter firearms training house. This facility also provides housing and extensive training centre for the Windsor Police Service Dog Unit.
The Community Services Branch located at 3312 Sandwich Street houses the Community Services Unit and includes a satellite office located at The Children’s Safety Village of Windsor and Essex County. This office is also shared by Brock Public School, a branch of the Windsor Public Library and a day care facility. All agencies involved in this unique project have praised the success of this partnership.
The facility located at 2696 Jefferson Boulevard is an innovative partnership with the private sector to provide comprehensive service delivery for those involved in a motor vehicle accident. The Collision Reporting Centre features a walk-in reporting location that has been created to assist motorists who have been involved in a collision within the City limits. The decimation of the local economy resulted in drastic cost saving decisions. In January 2009, the decision was made to temporarily consolidate the resources of 2696 Jefferson with Headquarters. The goal of the consolidation was to reduce day to day operating costs and costs through deferring positions within the organization. The need remained for the necessity of an East End patrol building and this is currently in the planning stages. This building will be located in the south eastern quadrant of the city on the amalgamated land near Windsor Airport. This will be another shared facility with our partners in Emergency Planning, Windsor Fire and Rescue and 311/211 phone Service.
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Police Facilities Projects Project Description 2011 2012 2013
Police Facilities Update Facility Inspection Comprehensive update of Update Facility Inspection Inspection Report Facility Inspection Report Report (according to Ministry standards), noting all changes since the previous report
Using existing available Obtain approval of Prepare architectural City & Police Shared capital funds earmarked detailed capital business design options and Services Facility for this project, implement plan for remaining applicable project costing (Relocated East End Phase I of the project at elements of the project estimates for an the 5245 County Road 42 (Phase II) and commence anticipated construction Community Patrol property (design, design and development of phase and subsequent EECP Station, Parks construction, and start up construction drawings facility occupancy to Department Satellite of expanded Collision Include options to commence in either 2014 Service Yard, Expanded Reporting Centre and accommodate future or 2015 Collision Reporting Towed Vehicle Storage public sector and private Centre CRC, Towed Yard in partnership with sector partners Parks Dept Satellite Vehicle Storage Yard Service Yard) Facility, Emergency Business case form a Operations Centre, viable private partner(s) Back up 911 and Data will be presented first to Server, and East Side senior management and Municipal Fueling Site) then the Police Services Board Additional parking for Project currently on hold Project currently on hold Project currently on hold WPS fleet in secure area until municipal capital until municipal capital until municipal capital within Chatham and works funding freeze is works funding freeze is works funding freeze is Goyeau Parking area lifted lifted lifted Explore private sector Finalize design and Expand business Police Vehicle partnership options for construct facility using opportunities for the Operations Training development on the 5245 private sector financing facility to enhance Track/Facility County Road 42 site that is structured in a operational cost recovery partnership format by offering use of the Prepare business case for review and approval and vehicle track to other commence preliminary police services and design activities compatible organizations
Physical Space Needs Quantify project scope Examine all possible Implement any remaining Assessment for Prepare project work plan options for facility changes not implementation and act on feasible in 2012 Investigation Division Engage services of them according to architectural consultant to available funds based on lead the study an approved budget New Provincial Jail Provide police operational Re-evaluate prisoner Re-evaluate prisoner Facility input into the final design transportation issues transportation issues of the new jail, prior to relating to the new jail relating to the new jail construction, ensuring all facility and impacts to facility and impacts to applicable operational incident response incident response impacts and issues are addressed Set up a special meeting(s) with project architect and contractor to confirm appropriate design and operation meets police needs
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Police Facilities Projects Project Description 2011 2012 2013 Detroit River Make comprehensive Maintain an active role Maintain an active role International review of final project during the project’s during the project’s design and provide sign construction phase construction phase Crossing Project off (Windsor-Essex Maintain an active role Parkway) during the project’s construction phase Administrative Projects Project Description 2011 2012 2013
Municipal review of Make zoning decisions Make zoning decisions Make zoning decisions City of Windsor Official based on revised official based on revised official based on revised official Plan plan plan plan CPTED-based Expand involvement in the Continue involvement in Neighbourhood implementation of previ- the implementation of Problem-solving in ously identified CPTED- previously identified partnership with other based initiatives pertaining CPTED-based initiatives to the community pertaining to the agencies mobilization and community mobilization redevelopment project for and redevelopment project the Ford City for the Ford City neighbourhood neighbourhood Advanced CPTED Deliver full CPTED Deliver full CPTED Deliver full CPTED Training Course course once per year for course once per year for course once per year for WPS staff and paid WPS staff and paid WPS staff and paid outsiders outsiders outsiders Deliver one day specialized Deliver one day specialized Deliver one day specialized CPTED module focused CPTED module focused CPTED module focused on RESIDENTIAL on SCHOOL on RETAIL & FACILITIES ENVIRONMENTS COMMERCIAL DEVELOPMENTS Business Planning Establish benchmarks for Continuous Planning Conduct internal and Process Public Safety future study comparisons external consultations in preparation for 2011-2013 Perception Survey Report findings from Business Plan Internal & External public needs survey and Conduct comprehensive develop various action Consultation plans depending on survey community public needs data survey Conduct sworn and civilian member surveys Accessibility for Quantify impact and Implement any necessary Ontarians with changes to fleet and and identified Disabilities Act facilities modifications to WPS fleet (AODA) standards and facilities to be in compliance with AODA
Efficiency and Undertake physical On-going Review to On-going Review to Effectiveness Review— modifications to office ensure efficiencies and ensure efficiencies and Information Services configuration to effectiveness are effectiveness are implement all identified maintained maintained changes from the service delivery review
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Comprehensive Internally complete PDA’s Internally complete PDA’s Internally complete PDA’s ergonomics assessment on 30% of sworn positions on 30% of remaining on 30% of remaining (physical demands Using an external provider, positions positions analysis) - PDA’s of all perform PDAs on 4 key positions to facilitate sworn positions RTW initiatives and requirements of OADA
Evaluate effectiveness of Implement automated sick Review effectiveness of Human Resources new Vacation System leave reporting automated sick leave Systems Review Review sick leave records reporting system in terms of elimi- nating manual collection of information Commence development of automated sick Pay Equity Evaluate Evaluate 30% of civilian Evaluate 30% of civilian Evaluate 30% of civilian Civilian member jobs Pay Equity jobs for Pay Equity jobs for Pay Equity jobs for for pay equity changes as part of regular changes as part of regular changes as part of regular maintenance maintenance maintenance
Promotion Process Meet with the Promotional Review effectiveness of Develop sworn member Process Committee to changes promotion process consider streamlining (with WPA) and mechanisms implement changes Complete new policy in Review effectiveness and Attendance consultation with make necessary changes Management stakeholders Train all
Performance Review recommendations Implement Management System of committee established recommendation regarding (Sworn) to review effectiveness automation enhance effectiveness to meet departmental needs Update manual Consider automation
Supervisor’s Human Compile collected Update as required Resource Reference information into manual Handbook and format for online access Employee orientation manual
Human Rights in the Review effectiveness Provide ongoing training Workplace/ Workplace Provide ongoing refresher Violence training
Create a Wellness Enhance initiatives Review effectiveness in Wellness Initiative Committee mandated to annually and review terms of decreased lost determine initiatives to effectiveness time promote both physical and Mental Health Workshops mental health in the workplace Create an online information package
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Enhance Recruiting Develop technology to Develop recruitment Evaluate effectiveness of Strategies & Initiatives utilize Social Networks strategies for exposure at initiatives by reviewing Develop recruitment public events caliber of candidates strategies for exposure at Enhance interaction with Refine and enhance public events schools to promote creative venues Enhance interaction with policing as a career schools to promote Explore Social Media policing as a career possibilities with Technology Services Set up a Diversity Evaluate the effectiveness Continue to seek Diversity Initiative Committee of committee and training opportunities to Provide retraining for all Continue to seek communicate and connect staff opportunities to with community partners communicate and connect Prepare a year-end report with community partners inclusive of community inclusive of enhancing group meetings committee to include outside partners
Technology Projects Continue with Implement On-Line Reporting implementation and recommendations as (CopLogic) release of additional lan- approved in 2011 guages, Arabic, Spanish, Italian, and Chinese Assess success and determine other uses and make recommendations Continue with installation Implementation and Electronic Ticketing of e-ticketing printers in all review impact and make Project patrol vehicles recommendations Provide training on use Electronic Crown Brief Project currently on hold Disclosure awaiting Provincial initiative Identify type of data to be Continue with My-Versadex processed using implementation and review My-Versadex impact and make Make available to key areas recommendations throughout the Service Comnetix System Assign resources and Continue with implement RTID (Real implementation and review Time Fingerprint impact Identification System) in conjunction with RCMP Continue with Role-out of Continue to provide Indentify other training Training Office 2007 Suite training on use of requirements Develop and provide Microsoft Office 2007 training Service-wide on Identify other software the use of Microsoft requirements and upgrades Office 2007 Suite Identify other training requirements
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Technology Projects Project Description 2011 2012 2013
Update Business and Assess state of Mobile Remote RMS Data Technical requirements Data Computers and make recommendations as to Backup Server Expand project to include CAD data replacement Computer Equipment/ Server Replacement RMS/CAD Server Replacement—Assess state of Security Infrastructure and make recommendations as to replacement Replace Fax machines/ printers/photocopiers with multi-use copiers with scanning capabilities
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Performance Objectives Crime Prevention Objectives: Promote community-based policing initiatives in developing crime prevention strategies Ensure community crime prevention programs are implemented that complement problem oriented police initiatives Reduce repeat calls for service Reduce incidents of crime in targeted neighbourhoods Promote crime prevention in neighbourhoods through partnering in community mobilization projects and B.I.A. initiatives Utilize Service Website for crime prevention education of residents, community organizations and business Action Plan: Partner with schools, business, community and faith-based groups to incorporate crime prevention and personal safety programs Develop a community communication plan, which includes use of the Internet Evaluate current crime prevention strategies Identify reasons for repeat calls and consider the nature of the calls Evaluate use and effectiveness of POP Files Performance Indicators: Number of Crimes cleared as a result of a Crime Stoppers Tip Identification of crime prevention programs and initiatives Number of addresses having three or more calls for service within the previous four weeks Comparison of calls for service with the number of people per capita (using the area or addresses) Reduced incidents of crime in targeted neighbourhoods
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Performance Objectives Criminal Investigations Objectives: Ensure criminal investigations are conducted, prepared and presented in an effective and timely manner Enhance investigative skills training for members Maintain a high level of satisfaction from judicial partners Enhance strategies to help protect children from internet-based crimes Action Plan: Investigative Training (Investigative Techniques, Interviewing, Search Warrant) Proactive in public education presentations on internet based crime throughout the Community Maintaining Internet Child Exploitation initiatives locally and with provincial partners Enhance technological ability to examine forensically seized computers and other electronic devices (ongoing training, equipment and software) Performance Indicators: High Clearance Rates Criminal Code incidents per Officer Criminal Code incidents per 1000 population Level of satisfaction from judicial partners through feedback received Number of Internet Child Exploitation initiatives and criminal charges Continue public education presentations throughout the community relative to Internet-based crime training with judicial and community partners on Family Violence issues Referrals to the Windsor Essex Risk Reduction Team (W.E.R.R.T.) Enhance Community perception of the Police effectiveness in dealing with Family Violence
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Performance Objectives Violent Crime Objectives: Target drugs, weapons and violent crime in the community Increase public safety through education on prevention of violent crime Enhance enforcement strategies through crime analysis Effective response to Family Violence in the community Action Plan: Increase Intelligence gathering efforts relative to drugs, weapons and violence (DIGS, PAVIS, BEST, PWEU) Gather strategic intelligence on criminal activity including street gang activity Utilize crime analysis to target known offenders Performance Indicators: Violent crimes per 1000 population Violent crimes per officer Maintain high clearance rates on violent crime Enhance community perception of police effectiveness in dealing with gun violence
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Performance Objectives Youth Crime Objectives: Reduction in Youth Crime through directed use of strategies and resources involving pre-charge measures including Project Intervention, V.I.P., High School Liaison officers, School Liaison networking and Junior Fire Starters Program Identify and investigate repeat young offenders including initiatives with Community Partners Action Plan: Enhance relationship with Crown Attorney’s office dealing with post-charge sanctions Enhance Community Partnerships with local Group Homes and Schools through networking and information sharing Performance Indicators: Number of youth charged per total persons charged Number of Youths having contact with Police Number of Youths who have participated in pre and post charge programs
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Performance Objectives Property Crime Objectives: Reduction in the number of occurrences involving property crime based on a five year average Identify and target repeat offenders identified through crime analysis Promote and support crime prevention programs such as Crime Stoppers Action Plan: Enhance the use of increased technology for proactive initiatives Target known offenders and neighbourhoods affected by crime Continue to promote Crime Stoppers as an effective way for the community to confidently communicate crime in their neighbourhoods Performance Indicators: Reduction in number of occurrences based on 5-year average Property crimes per 1000 population Property crimes per officer Percentage of property crimes cleared by charge or other police action Number of break and enter occurrences
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Performance Objectives Assistance to Victims Objectives: Provide support and information to victims to lessen the impact of crime Raise internal awareness of services provided through In-Service Training Reduce incidents and repeated incidents of Family Violence Increase in public education opportunities to reduce victimization Action Plan: Increase contact with Victims providing support and information Coordinate with other community partnerships to streamline Victim Services
Performance Indicators: Increase contact with Victims of crime Number of follow up contacts with Victims Number of repeat Family Violence follow ups Number of file referrals to Victim-Witness Unit following arrests to assist Bail Court Enhance community perception of police effectiveness dealing with Victim issues
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Performance Objectives Community Satisfaction Objectives: Enhance public involvement with regards to the delivery of police services Action Plan: Identify an effective method to measure community satisfaction Continued public consultation with community groups Consider making better use of Service Website for public education and feedback Performance Indicators: Results of the community satisfaction survey Number of public complaints including service and conduct Number of public complaint resolutions
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Performance Objectives Calls for Service Objectives: Improve information available for an accurate, reliable measurement of response times to emergency calls Benchmark response times Increase public awareness regarding the proper use of the emergency 911 system Analyze response time information and establish future objectives Action Plan: Implement CopLogic Program (on-line reporting by citizens) Review Differential Police Response (DPR) Program and priority-one calls for service Implement and educate staff and public on Phase II Wireless program (cell phone location technology) Continued public education on use of 911, 311, 211 Performance Indicators: Annual number of calls for service Calls for service per officer Calls for service per 1000 population Time spent per call for service (minutes) Average emergency response times in minutes (priority-one calls) Average response times to non-emergency mobile response calls Total number of 911 calls
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Performance Objectives Road Safety Objectives: Move toward a 5% reduction in the number of motor vehicle collisions based on the previous 5-year average Move toward a 5% reduction in the number of injuries to persons involved in collisions based on previous 5-year average Improve the safety of motorists and bicyclists on Windsor roadways Reduce aggressive driving offences Increase education and safety efforts relative to road safety Dedicated enforcement to identified high collision areas Seek increased public assistance through the Road Watch Program Reduce roadway safety problems in neighbourhoods using Traffic Calming Techniques Actively participate in the implementation of revised streetscape design standards for the City Centre to improve pedestrian safety Action Plan: Enhance collision data, tracking, reporting and analysis to identify priority issues (high collision locations) Conduct safety campaigns and clinics (aggressive driving, seatbelt, cell phone, off-road vehicle, RIDE and child restraint seats) Utilize HRSO and Community Services officers to deliver traffic safety to students in partnership with Ontario Students Against Impaired Driving (OSAID) Identify and post top 10 collision locations for directed patrols and enforcement Monitor enforcement statistics by officer and link to Performance Management System Conduct a Commercial Vehicle Inspection JFO in 2011 Performance Indicators: Number of HTA violations per 1000 population and average per officer Total traffic violations per lane kilometer MVA’s per 1000 population Number of fatal and major injury accidents RIDE program statistics Results of special Traffic Enforcement initiatives
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Performance Objectives Employee Satisfaction Objectives: Provide a safe and healthy work environment for all employees of the service Action Plan: Monitor performance management system Maintain positive labour management relations Performance Indicators: Employee retention
Number of WSIB claims Number of grievances Results of lost time programs
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Performance Objectives Community Patrol Objectives: Provide a safe community through a visible, approachable, and proactive police service Maintain sufficient community patrols to ensure reliable access to police service Increase the amount of general and directed patrol times within patrol areas Identify increased crime trend areas through crime analysis and ensure use of problem oriented policing files in solving problems Decrease in identified problems through the use of POP files and directed patrol Action Plan: Downtown-directed Patrols—Casino Action Plan Business Deployment Plan (ie. Erie Street, Ottawa Street) Self-assigned patrols Advance Automatic—Vehicle Location Project Conduct review of 2009 patrol zone states to determine and confirm effectiveness Performance Indicators: Results of directed patrols Calls for service by zone Number and results of POP files generated
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Windsor Police Headquarters 150 Goyeau P.O. Box 60 Windsor, ON N9A 6J5 Tel: 519.255.6700 Fax: 519.255.6191
Photos Provided by: Director Lori Powers Constable Darren Smith Constable Tracey Bloomfield Constable Renee Coughlin Constable Bonnie Dominey Melanie Kish‐Lewis
Document Designed by: Lou‐Anne Hunt
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