VANCOUVER POLICE DEPARTMENT
REPORT TO THE VANCOUVER POLICE BOARD
REPORT DATE: April 9, 2013 BOARD MEETING DATE: April 16, 2013 BOARD REPORT # 1304V05 Regular
TO: Vancouver Police Board
FROM: Drazen Manojlovic, Director, Planning, Research & Audit Section (PR&A)
SUBJECT: 2012 Business Plan Report-back and 2013 Business Plan ______
RECOMMENDATION:
That the Vancouver Police Board receive for information the VPD’s 2012 Business Plan Report- back.
That the Vancouver Police Board approve the VPD’s 2013 Draft Business Plan.
SUMMARY:
The 2012 Business Plan Report-back presents measurable performance results and a progress evaluation relating to the main strategies undertaken by the VPD in 2012 to work towards achieving its long-term Strategic Goals.
The 2013 Draft Business Plan outlines the key strategies and associated activities that will be undertaken by the VPD in 2013 to continue working towards achieving its long-term Strategic Goals. It also outlines the outcomes and target measures that will be tracked to determine the success of these strategies at year-end.
BACKGROUND:
The VPD regularly provides the Police Board with strategic planning updates. Both the Report- back (containing results from the previous year) and the upcoming year’s draft Business Plan are typically submitted to the Police Board at their annual March meeting. As the Board is aware there was no March 2013 meeting and that is why these reports are submitted now.
DISCUSSION:
The VPD 2012-2016 Strategic Plan has 14 Strategic Goals.
To support and achieve all 14 Strategic Goals, the 2012 Business Plan had 63 Strategies that included 227 Activities. Out of the 227 activities identified for 2012, 121 (53%) were completed while another 83 (37%) were initiated but not completed. The attached 2012 Business Plan Report-back presents a comprehensive review and evaluation of the VPD’s main 2012 strategies and associated activities.
To continue supporting and achieving all 14 Strategic Goals, the attached 2013 Draft Business Plan identifies 62 strategies that include 229 activities. It also identifies the outcomes and target measures that will be used to determine the success of these key strategies and associated activities.
CONCLUSION:
The 2012 Business Plan Report-back shows that progress has been made on 90% of all the activities identified for 2012 with just over half (53%) of all activities having been fully completed. Of the 227 activities planned for in 2012, 23 were not started, which is 10% of the total. Another 229 activities relating to 62 total strategies have been identified for 2013 to continue working towards the VPD’s long-term Strategic Goals.
Author: Drazen Manojlovic Telephone: 604-717-2686 Date: April 9, 2013
Submitting Executive Member: DCC Warren Lemcke (name) Date: Aprill 9, 2013 (signature)
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VANCOUVER POLICE DEPARTMENT 2012 ANNUAL BUSINESS PLAN YEAR‐END REPORT‐BACK
Prepared by the Organizational Planning Unit Planning, Research & Audit Section
TABLE OF CONTENTS TABLE OF CONTENTS ...... 1 INTRODUCTION AND BACKGROUND ...... 2 2012 OVERVIEW ...... 3 SUMMARY OF PROGRESS ...... 5
Goal – Reduce violent crime by 2.5% a year for a total reduction of 12.5% over the next five years ...... 9 Goal – Reduce property crime by 5% a year for a total reduction of 25% over the next five years ...... 18 Goal – Disrupt organized crime groups ...... 23 Goal – Combat low‐level crimes and problems that impact perceptions of neighbourhood safety ...... 27 Goal – Reduce motor vehicle collisions that result in injury or death by 12.5% over the next five years ...... 33 Goal – Develop and maintain positive working relationships, including sharing information, within the VPD and with stakeholder agencies within the community ...... 38 Goal – Provide public educational outreach on policing and police related issues ...... 44 Goal – Provide socially responsible programs and initiatives that benefit youth ...... 51 Goal – Manage resources in an environmentally sustainable manner ...... 56 Goal – Encourage and support career development and succession planning for all staff ...... 61 Goal – Ensure that the VPD has the human resources and training needed to meet objectives ...... 64 Goal – Support and foster employee wellness ...... 68 Goal – Develop and implement initiatives that streamline administrative processes ...... 72 Goal – Research, acquire and utilize the best technology and infrastructure to assist officers in the investigation and enforcement of crime ...... 74
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INTRODUCTION AND BACKGROUND
The Vancouver Police Department’s (VPD) 2012-2016 Strategic Plan was approved by the Vancouver Police Board (VPB) in the fall of 2011. An annual business planning process flows from the Strategic Plan to provide a one-year ‘snapshot’ of organizational priorities and targets for achieving the goals identified in the Strategic Plan. As part of this process, the VPD Executive has identified senior sworn and civilian managers to ‘champion’ each of the five strategic crime reduction goals, four community focused goals, and five organizational development goals. Champions are responsible for developing annual strategies, each with their own set of specific objectives, activities, and performance measurements that work toward achieving their Strategic Plan goal.
Flowing from the Strategic Plan, the 2012 Annual Business Plan comprised the key strategies and subsequent activities or action plans identified for 2012. Champions assigned representatives/leads to be accountable for the initiation and completion of the activities. They were also responsible for the achievement of the performance outcomes and targets linked to each strategy. Over the past year, in consultation with their leads, Champions closely monitored the progress of each strategy in working towards achieving the Strategic Plan goal they were assigned. A mid-year report was prepared to give the VPD Executive and the VPB a high-level update on the progress of the activities associated with each strategy. This year-end report-back presents measurable performance results, provides an evaluation of the progress each strategy has made in working towards achieving its overall strategic goal, and outlines any challenges that impeded progress in the past year. In addition, quarterly reports with Key Performance Indicators (KPIs) have been compiled to provide a macro-measurement of organizational performance.
The successes and challenges of the 2012 strategies outlined in this report allowed each Champion to determine the most appropriate and feasible strategies for 2013 to accomplish their principal strategic goal. As the strategic planning process is dynamic, the results of the 2012 Report-Back helps the VPD Executive and the VPB determine if the overall priorities of the Strategic Plan need to be adjusted to meet changing operational, investigative, or administrative priorities. Ultimately, the Strategic Plan maintains its vitality through the annual business planning process – a process that reports back on the Strategic Plan’s progress in maintaining its commitment to make Vancouver the safest major city in Canada.
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2012 OVERVIEW
In total, 63 strategies and 227 activities were identified in the VPD’s 2012 Annual Business Plan. Cross- functional work teams completed many of the activities and accomplished numerous outcomes and targets associated with each key strategy while progress has begun on many more. As a result, during the past year, the VPD has continued to make significant strides towards fulfilling the 14 principal goals of its 2012-2016 Strategic Plan.
2012 highlights include a 5% reduction in all incidents of violent crime, and when factoring in population growth, this represents a violent crime rate reduction of 7.4%. The VPD has also continued to enhance its property crime fighting efforts by improving internal and external intelligence flow along with a number of improvements to organizational investigative practices. The VPD’s work to combat low-level crimes and problems that impact perceptions of neighbourhood safety has resulted in considerable reductions in most types of street disorder across all Districts. Similarly, the VPD’s on-going efforts to disrupt organized crime through intelligence-led proactive investigations have resulted in further decreases in gang-related violent activity in Vancouver. Meanwhile, the VPD has routinely worked to divert youth away from gangs by delivering presentations and participating in anti-gang productions among other community based initiatives. On the traffic safety front, targeted enforcement action directed at all road users increased by 33% in 2012 thereby helping prevent motorists, pedestrians, and cyclists from being involved in collisions.
The VPD’s strategic crime reduction or operational goals were once again supported by successes in other areas of the organization. In 2012, the Sister Watch program has continued to effectively forge trust and relationships between the VPD and survival sex trade workers. Likewise, Project Link has greatly improved information-sharing and working relationships between the VPD and Vancouver Coastal Health thereby enhancing service delivery to mentally ill and drug addicted people in Vancouver. Opportunities for VPD members to build strong relationships with, and act as positive roles models for, youth continued in 2012 through the successful undertaking of 44 Police Athletic League (PAL) events and the annual Student Challenge.
In terms of overall public outreach, the VPD has achieved leadership status among police departments for its use of social media as a valuable tool in promoting public safety programs and providing information such as crime alerts. Specifically, the Department’s Twitter account added another estimated 8,000 followers in 2012 to take its total to approximately 28,800, making the VPD one of the most followed police departments in North America. Similarly, the VPD continues its efforts to be a leader in environmental sustainability through its Zero Waste program along with its systematic steps to reduce vehicle emissions and paper use.
Organizationally, further measures have been taken to support and develop staff through the development of comprehensive training and education plans including police-specific leadership training. Wellness activities and information have been expanded along with other initiatives to help reduce absenteeism. Work is underway to develop and implement initiatives that streamline administrative processes at the VPD, particularly Patrol-related administrative processes. Finally, 108 new employees were hired in 2012 bringing VPD staffing up to budgeted levels.
While significant successes were realized in 2012, the VPD also faced several noteworthy challenges that have impeded process in accomplishing some strategic priorities. Accordingly, some 2012 strategies have not met performance targets or their progress is not yet known, as related activities have not been completed. For instance, all incidents of property crime rose by 3.7% in 2012 from 2011; however, when
3 factoring in population growth, the increase was more modest at 1.4%. Panhandling has also been a noticeable city-wide problem as evidenced by the increased number of panhandling calls in 2012. In some cases, as in previous years, staffing shortages hindered the initiation of action plans, while organizational restructuring or shifting organizational priorities had the same effect on others. For example, the full-scale 2011 Stanley Cup Riot Investigation continued well into 2012 thereby consuming considerable resources from throughout the Department. In addition, the Department had to once again cope with considerable unbudgeted vacancies. Still other outcomes were not realized or completed due to unexpected complexities or because they were not intended to be completed within one year.
Even though challenges have impacted some areas more so than others, every Strategic Plan Champion has seen a measurable level of success in 2012. Moreover, although not all strategies for 2012 were fully implemented, efforts will be re-focused in these areas in 2013, and the VPD will continue to confront challenges and re-adjust in moving forward towards achieving all of its 2012-2016 Strategic Plan goals.
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SUMMARY OF PROGRESS
The following is a summary of the progress made with regards to the strategies identified in the 2012 Annual Business Plan. This period covers activities from January through December 2012. The table below shows the key strategies attached to each Strategic Plan goal along with the number of activities identified, initiated, and completed in relation to each strategy. Progress has been made on 90% of the activities identified for 2012 with just over half (53%) of all activities having been fully completed. Of the 227 activities planned for in 2012, 23 were not started, which is 10% of the total.
Activities Activities Initiated, Activities Strategic Plan Goals and associated 2012 Strategies Identified but not Completed completed 1. Reduce violent crime by 2.5% a year for a total reduction of 12.5% 25 14 7 over the next five years 1.1 Continue implementing a court order compliance system for chronic 4 0 4 violent offenders. 1.2 Maintain and further develop the operational information repository where strategies/tactics used to address violent crime throughout the city are 4 2 0 available to all Patrol members and investigators. 1.3 Target and educate students at English-as-a-Second Language (ESL) 4 3 1 institutions in sexual assault prevention and personal safety. 1.4 Execute and follow-up on all arrest warrants to ensure that police 4 3 1 obligations to maintain public interests and safety are met. 1.5 Reduce crime against women in the Downtown Eastside (DTES) through 5 4 1 the Sister Watch program. 1.6 Using joint Operations and Investigation Division resources, develop and execute street level enforcement projects that target areas, problem premises, 4 2 0 and/or persons responsible for violent crime. 2. Reduce property crime by 5% a year for a total reduction of 25% over 19 8 11 the next five years 2.1 Leverage technology that will allow the tracking of stolen property and 3 2 1 property offenders that utilize pawn stores. 2.2 Continue to improve on the flow of intelligence between Operations Division to the Property Crime Unit in relation to “high value” property crime 2 0 2 targets. 2.3 Expand on the success of the Neighbourhood Crime Alert Service to incorporate businesses and ‘group specific’ (e.g., hotels) subscribers to 2 0 2 expand messaging to the business community. 2.4 The General Investigation Section (GIS) will continue reaching out to external agencies with the common goal of reducing property crime in order 4 3 1 to share best practices and proactive intelligence. 2.5 Continue to capitalize on the experience of the VPD Sentencing Committee in order to develop new methods for enhancing the sentencing of 8 3 5 chronic offenders and other high profile offenders. 3. Disrupt organized crime groups 11 2 8 3.1 Reduce criminal activity by organized crime groups through the combined 3 0 3 use of crime analysis and criminal intelligence. 3.2 Divert youth from gangs through the development of community based education initiatives and comprehensive exit strategies for those involved in 2 1 0 gangs. 3.3 Engage in intelligence-led, proactive investigations targeting individuals 6 1 5
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Activities Activities Initiated, Activities Strategic Plan Goals and associated 2012 Strategies Identified but not Completed completed whose organized criminal activities have the greatest impact on Vancouver. 4. Combat low-level crimes and problems that impact perceptions of 13 1 12 neighbourhood safety 4.1 Liquor enforcement to continue year round throughout the city, with specific focus on the entertainment districts and events or areas that sponsor 5 1 4 alcohol use. 4.2 Continue assisting the City of Vancouver (CoV) in achieving the goal to 3 0 3 end homelessness in Vancouver. 4.3 Reduce illegal street vending by working with the CoV in establishing 3 0 3 sanctioned vending locations. 4.4 Through order maintenance, reduce street disorder city-wide that exists in different forms including matters such as aggressive panhandling, squeegee- 2 0 2 ing for money, fighting in public, disorderly loitering overnight, etc. 5. Reduce motor vehicle collisions that result in injury or death by 12.5% 20 8 11 over the next five years 5.1 Directed enforcement based on the use of Insurance Corporation of 3 0 3 British Columbia (ICBC) collision data. 5.2 Focus on enforcing the Motor Vehicle Act on all road users to ensure 4 0 4 safety for pedestrians, cyclists, and motorists. 5.3 Increase the amount of engagement by Patrol officers in traffic 5 2 3 enforcement activities while on shift. 5.4 Increase enforcement action against unlicensed, uninsured, and prohibited 3 3 0 drivers. 5.5 Conduct public education on traffic safety through a community traffic 4 3 0 safety awareness campaign. 5.6 Coordinate the Speed Watch program with ICBC across the numerous 1 0 1 Community Policing Centres (CPCs) in Vancouver. 6. Develop and maintain positive working relationships, including sharing information, within the VPD and with stakeholder agencies 20 1 17 within the community 6.1 Foster trust between the VPD and Downtown Eastside (DTES) women’s 5 0 5 groups. 6.2 Increase avenues of communication between front-line officers and the 2 0 2 Senior Management Team. 6.3 Work with Vancouver Coastal Health (VCH) to improve service delivery 5 0 5 to the mentally ill. 6.4 Improve awareness and access to support services for vulnerable victims 4 1 1 of crime including seniors. 6.5 To increase awareness, both within and outside the Aboriginal 4 0 4 Community, of the VPD’s development of an Anti-Gang EASY program. 7. Provide public educational outreach on policing and police related 20 0 18 issues 7.1 Continue to enhance public awareness of programs and services provided by the VPD by increasing traffic to the VPD website and increasing the use of 3 0 3 social media. 7.2 Continue to enhance the reputation of the VPD through a steady growth in 3 0 3 the number of positive media articles. 7.3 Continue to enhance the Department’s crime prevention initiatives and reduce crime, primarily in the property crime categories. This encompasses 4 0 4 campaigns to increase personal safety and road safety.
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Activities Activities Initiated, Activities Strategic Plan Goals and associated 2012 Strategies Identified but not Completed completed 7.4 Continue to enhance the services provided by the Department to victims of crime and increase awareness among the public and within the Department 3 0 3 of those services. 7.5 Outreach to the Lesbian-Gay-Bisexual-Transsexual-Queer (LGBTQ) community to develop relationships and programs that are mutually 5 0 3 beneficial. 7.6 Improve the VPD’s outreach to Vancouver’s diverse cultural 2 0 2 communities. 8. Provide socially responsible programs and initiatives that benefit 16 8 6 youth 8.1 Maintain the VPD Youth Referral Program to remain consistent with provisions of the Youth Criminal Justice Act (YCJA) and consider extra- 4 1 3 judicial measures for youth who commit less serious offences. 8.2 Coordinate and implement the Retail Theft Circles (RTC) program to provide an opportunity for offenders to learn about the impacts of shoplifting 4 2 0 directly from those most impacted. 8.3 Y10 (the Youth Car) to conduct checks on youth with court-imposed 2 2 0 conditions to ensure they are being abided by. 8.4 Continue to develop and maintain the success of the Police Athletic 3 3 0 League (PAL) program. 8.5 Secure funding to ensure the VPD Student Challenge can be held 3 0 3 annually. 9. Manage resources in an environmentally sustainable manner 15 6 2 9.1 Engage in a waste reduction program to divert waste in the VPD. 4 4 0 9.2 Reduce vehicle emissions by the VPD. 4 2 2 9.3 Replace paper-intensive processes with paperless systems where possible 3 0 0 and when cost effective. 9.4 Assess the feasibility of a dedicated sustainability coordinator role within 4 0 0 the VPD, exclusively for VPD programs and initiatives. 10. Encourage and support career development and succession planning 13 6 7 for all staff 10.1 Manage all periods of rank depletion through planning and projection. 3 3 0 10.2 Explore and investigate software that is compatible with SAP and focus 2 0 2 on “skills management”. 10.3 Establish a committee to work with IT to establish the viability of further development of the Mandatory Training Program for the purposes of career 3 1 2 development. 10.4 Create formal working policies on what constitutes career development. 5 2 3 11. Ensure that the VPD has the human resources and training needed to 10 4 6 meet objectives 11.1 Develop a five year comprehensive training and education plan for 3 3 0 constables that will ensure our members are achieving their full potential. 11.2 Ongoing delivery and development of leadership, labour process 3 1 2 investigation, and HR processes training for supervisors and managers. 11.3 Recruit and retain sworn and civilian members to fill current and 4 0 4 projected vacancies. 12. Support and foster employee wellness 13 10 3 12.1 Create a variety of employee wellness programs. 4 4 0 12.2 Promote the existence of the new Intranet site regarding wellness. 3 2 1 12.3 Create a wellness committee to ensure the ongoing development of the 3 1 2
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Activities Activities Initiated, Activities Strategic Plan Goals and associated 2012 Strategies Identified but not Completed completed Intranet site and other health programs. 12.4 Establish attendance reports for supervisors and managers with 2 2 0 corresponding departmental standards of attendance. 12.5 Implement a new program to replace the outdated ADAM program for Attendance Management, including a revised list of who receives this 1 1 0 information and why. 13. Develop and implement initiatives that streamline administrative 8 5 3 processes 13.1 Use the information obtained in the VPD’s internal Strategic Planning focus group dialogue sessions to Identify administrative processes that may be 4 2 2 improved upon. 13.2 Use the information analyzed in the 2011 Patrol Administrative Study to 4 3 1 identify Patrol-specific tasks that may be improved upon. 14. Research, acquire and utilize the best technology and infrastructure 24 10 10 to assist officers in the investigation and enforcement of crime 14.1 Complete an Information Technology (IT) Resource Review to 3 1 0 determine the optimal staffing levels for the VPD IT Section. 14.2 Utilize new fleet technology to maximize the effectiveness of front-line 4 3 1 Patrol officers. 14.3 Develop a regional ‘Real-Time Crime Centre’ (RTCC) to provide front- 5 2 3 line officers and investigators in the field with real time information. 14.4 Develop an Information Management Plan to streamline business 7 4 1 processes. 14.5 Develop improved knowledge and understanding of Internet and Technology Crime, and how technology is a part of most police investigations 5 0 5 today.
TOTAL 227 83 121
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Goal – Reduce violent crime by 2.5% a year for a total reduction of 12.5% over the next five years Champions – Inspector Scott Thompson and Inspector Cita Airth
2012 Strategy 1: Continue implementing a court order compliance system for chronic and high risk violent offenders. Initiation Date Target Date Lead
Ongoing Ongoing Sergeant Roy Bertolo and Constable Barb Martens
Activities (Action Plans) Completion Status The Domestic Violence and Criminal Harassment Unit (DVACH) Analyst to provide targets for Level II and III K-file court order compliance by Patrol across all Districts. High Risk Offender Unit (HROU) to continue working with Patrol in actively enforcing probation orders.
Patrol District Analysts to provide Records Management System (RMS) analysis on top chronic violent offenders.
All District Crime Control Officers (CCOs) to continue implementing the enforcement plan for chronic offenders in their District.
2012 Performance Projections 2012 Performance Results Outcome: Ongoing reduction of violent crime committed by chronic violent offenders. Coordinated efforts between DVACH, HROU, and the Patrol Districts have continued to target and reduce violent crimes committed by chronic violent offenders.
Measure: The amount of enforcement action against chronic violent offenders. The VPD significantly increased enforcement against chronic and high risk violent offenders in 2012. However, specific baselines were established in 2012 to track and measure this Target: A further 20% increase in enforcement action against enforcement action going forward. chronic and high risk violent offenders across all Districts.
In 2012, the HROU monitored approximately 150 offenders and were responsible for submitting 36 Report-To-Crown-Counsels (RTCCs), mostly for breach offences. The HROU also conducted 640 high risk offender interviews, registered 307 new sex offenders, and issued 5 public notifications to ensure public safety. This figures will be used as the baseline as the baseline for enforcement action against high risk violent offenders going forward.
Patrol officers continue to follow-up and arrest offenders in relation to all Level II and III K-file court order compliance checks. Additionally, in 2012, each Patrol District completed three domestic violence compliance checks per month.
The four Patrol Districts (including BET) created and implemented a total of 35 interdiction projects that targeted chronic violent/property crime offenders in 2012. This will be used as a baseline for the implementation of violent/property crime projects going forward.
Overall, these initiatives and projects have helped reduce all
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incidents of violent crime by 5% in 2012 as compared to 2011.
Overall Strategic Progress
In 2012, coordinated efforts between the VPD’s DVACH, HROU, and the Patrol Districts have continued to target chronic and high risk violent offenders. The following efforts against chronic violent offenders have contributed to overall reductions in incidents of violent crime.
DVACH
The distribution of chronic violent offender targets by DVACH for Level ll and Level lll K-file court orders has been coordinated and in place for two years with good results. The DVACH Analyst continues to provide information to Patrol officers regarding breach cases, and the officers follow-up and arrest offenders. DVACH also continues to assess and request checks for domestic violence, elder abuse, and criminal harassment based on the offender’s predisposition for breaching court orders and the safety needs of the victim.
In 2012, it was determined that the numbers of compliance checks were too great for Patrol to manage. As a result, the DVACH Analyst re-evaluated the priorities and began to only send high risk domestic violence offender cases to Patrol. On average, three domestic violence offender files per month are now sent to each Patrol District’s CCO and to the Patrol bulletin board. This arrangement has proven to be more manageable; Patrol has been able to successfully act upon this restricted monthly allotment of domestic violence compliance checks. Enhanced communication between DVACH and Patrol continues to be a key to most of the overall success in completing compliance checks. However, there is still room for improvement. The DVACH Analyst will continue tracking workload and monitoring feedback from Patrol in 2013.
HROU
The Patrol Districts routinely receive notifications on high risk offenders and their probation orders. The HROU is actively engaged in working with the Patrol Districts in managing compliance and accountability among High Risk Offenders. Where appropriate, the HROU has worked closely with particular Patrol units in providing those units with specific instructions to ensure that certain chronic violent offenders are more regularly monitored.
In 2012, the HROU monitored approximately 150 offenders and were responsible for submitting 36 RTCCs, mostly for breach offences. The HROU also conducted 640 high risk offender interviews, registered 307 new sex offenders, and conducted 5 public notifications to ensure public safety. This diligent monitoring of high risk offenders have contributed to the overall reduction in incidents of violent crime.
District Analysts and RMS
The District Analysts receive weekly analysis reports from the Chronic Offenders Unit (COU). The District Analysts then create, track, and distribute weekly bulletins with respect to offenders newly released from jail, offenders with conditions, and outstanding warrants for arrest.
Crime Control Officers
Patrol District interdiction projects focusing on the arrest of chronic offenders committing violent and property crime are on-going. District CCOs have worked with analysts and other District staff to identify persons of interest (POIs) that may be responsible for crime trends based on suspect descriptions, modus operandi (MO), the suspect’s geographical location, temporal analysis, and proximity relative to the crime trend. This is done every week across all four Districts at the crime control meetings. Enforcement plans are then developed to address the identified crime priorities and suspects for that week.
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In 2012, the four Districts (including BET) created and implemented a total of 35 projects that addressed chronic violent and property crime offenders. Since September 2012, there has been a steady influx of new police officers into the Districts to fill vacancies. This enhanced staffing should give the Patrol Districts greater latitude to undertake projects that target chronic violent and property offenders in 2013.
2011 Strategy 2: Maintain and further develop the operational information repository where strategies/tactics used to address violent crime throughout the city are available to all Patrol members and Investigators. Initiation Date Target Date Lead
Ongoing Ongoing Staff Sergeant Kris Wrathall and Constable Barb Martens
Activities (Action Plans) Completion Status Ensure District CCOs continue compiling strategies/tactics used to address violent crime in their District.
Create a centralized folder for storage of plans.
Educate and inform Patrol members and investigators on the availability and accessibility of the repository.
Update the operational plan template to ensure that members review the tactics and strategies repository.
2012 Performance Projections 2012 Performance Results Outcome: The knowledge base of proven strategies/tactics for combating violent crime will remain relevant and recent. This Projects continue to be actively created and initiated in the will provide ongoing relevant information and increase officer Patrol Districts. However, the process of collating these projects efficiency when developing operational plans for projects. and identifying strategies and tactics across all Districts through a central repository is still in progress. Assistance from the VPD’s Information Technology (IT) will be sought in completing this process.
Measure: The number of Patrol-based violent crime projects that are based on or guided by intelligence, strategies, and There are no metrics available as the strategy has not yet been tactics used in the past. completed.
Target: 10% increase in the number of Patrol-based violent crime projects that incorporate proven tactics and strategies.
Overall Strategic Progress
All Patrol Districts are maintaining regular communication with the Robbery Squad to ensure serial bank robbery suspects are apprehended in a timely fashion. Communication with the Special Investigation Section (SIS) and General Investigation Section (GIS) occurs daily with respect to sexual and other violent offences. This on-going communication has helped guide the creation of projects at the District level.
While projects are being actively created and initiated in the Patrol Districts, the process of collating these and identifying strategies and tactics across all Districts through a central repository is not complete. The CCOs in each District have collated all their projects with relevant strategies and tactics into their own district M drive folders. It was determined that the Investigation Knowledge Base is a good template for implementing this strategy. Patrol members and investigators will be engaged as this strategy progresses. Once a central repository is in place, the VPD will be able to track the number of Patrol-
11 based violent crime projects that are based on or guided by intelligence, strategies, and tactics used in the past.
2012 Strategy 3: Target and educate students at English-as-a-Second Language (ESL) institutions in sexual assault prevention and personal safety. Initiation Date Target Date Lead
January 1, 2011 November 30, 2011 Sergeant Ron Bieg and Detective Constable Shelley Horne
Activities (Action Plans) Completion Status Translation “Safety Tips for Personal Safety” and the “Student Exercises” into ten languages for electronic distribution to ESL teachers and students.
Utilize e-mail to make ESL institutes aware of the material.
Utilize Community Policing Centres (CPC’s) to raise public awareness of the materials.
Utilize the VPD’s social media presence to raise public awareness of the materials.
2012 Performance Projections 2012 Performance Results Outcome: ESL students will be better aware of how to keep themselves safe from sexual predators and other offenders. Safety messaging was provided to ESL students in varying ways throughout 2012 in order to prevent further victimization of students and to raise awareness around the reporting of crimes.
Measure: The number of translations completed. The number of reported sexual assault incidents involving ESL The number of hits on the VPD website where the on-line safety students has dropped by more than half in 2012 from 2011. tips information and PDF documents are opened. These numbers have dropped consistently since 2010.
Establish a 2010 and 2011 baseline analysis of ESL students who are victims of sexual assault.
The number of sexual assault incidents involving ESL students.
Target: On-line prevention and safety tips information and PDF documents translated into ten languages.
10% decrease in the number of sexual assault incidents involving ESL students.
Overall Strategic Progress
In 2012, several activities have been undertaken to help ensure the safety of Vancouver’s ESL population. A personal safety flyer was translated into different languages and distributed to some ESL schools and support agencies (i.e., the CPCs) throughout Vancouver. The VPD’s website also maintains detailed safety information for ESL students. In addition, a VPD sergeant worked with the Chinese Consulate in 2012 to create public safety awareness pamphlets to help address safety concerns among Vancouver’s large Chinese speaking population. The VPD’s Public Affairs Section has been using social media to raise awareness of the ESL flyers and Chinese pamphlets.
Moreover, the Special Investigation Section (SIS) hosted its first Women’s Safety Fair during the summer of 2012 at Trout Lake which many ESL students attended. A second Women’s Safety Fair has been
12 scheduled for February 8th, 2013 at Langara College that will not only target women’s safety but that will also ensure messaging is delivered to many more ESL students. MOSAIC and Vancouver Lower Mainland Multicultural and Family Support Services have been active partner agencies in helping the VPD organize, plan, and host these events. The February 2013 Safety Fair has been heavily promoted to post-secondary institutions and ESL schools. The ESL schools have been particularly targeted for promotion and flyer distribution in the two weeks prior to the event.
2012 Strategy 4: Execute and follow-up on all arrest warrants to ensure that police obligations to maintain public interests and safety are met. Initiation Date Target Date Lead
Ongoing Ongoing Staff Sergeant Kris Wrathall, Sergeant Roy Bertolo, and Sergeant Doug Bain
Activities (Action Plans) Completion Status Instruct Patrol officers to confirm suspect address information at the point of all initial arrests.
Develop a method of placing arrest warrants on the Patrol call board immediately after they are issued.
Develop a process where unexecuted warrants are prioritized and establish rules as to the order in which units will attempt to execute outstanding warrants.
Periodically conduct Patrol led “fugitive “projects that focus on violent offenders frequenting/residing in Vancouver.
2012 Performance Projections 2012 Performance Results Outcome: Improved execution of arrest warrants as they come onto the VPD system. A new uniform and consistent warrant execution process has been implemented across all four Patrol Districts.
Measure: Timely access to arrest warrants by Patrol. In 2012, 4,939 new warrants were entered on the system and The number of existing backlogged warrants. 4,971 were removed. Of the 4,971 removed warrants, 1,141 were cancelled and 3,830 were executed. In addition, 345 traffic The number of backlogged warrants cleared by Patrol. bench warrants (TBWs) were entered and 413 were removed. Of the 413 removed traffic warrants, 111 were cancelled and Target: Patrol officers will be informed of the need to execute 302 were executed. all arrest warrants in a timely manner. Patrol specifically executed 2,326 warrants for arrest in 2012. Reduction in the number of existing backlogged warrants.
Overall Strategic Progress
With a new uniform and consistent warrant process implemented across all four Patrol Districts, Patrol officers are now being provided timely access to arrest warrants. The Patrol District Analysts provide a weekly warrant bulletin that is also accessible on the electronic parade board. This new process has equipped Crime Control Officers (CCOs) with more capacity to concentrate on crime control issues in their Districts. Patrol officers have been advised and reminded to confirm suspect address information at the point of all initial arrests.
Overall, this strategy has increased the ability of Patrol to assist Investigators in executing and following-
13 up on arrest warrants in a timely manner thereby further ensuring public safety. Work is on-going to have E-COMM agree to place new warrants on the call board. Completion of this activity will further improve warrant execution and follow-up.
Moreover, the feasibility of conducting Patrol-led “fugitive” projects has been discussed but not yet implemented. Due to higher operational priorities, only one sergeant and one constable are currently assigned to the Fugitive Unit.
2012 Strategy 5: Reduce crime against women in the Downtown Eastside (DTES) through the Sister Watch program. Initiation Date Target Date Lead
Ongoing Ongoing Superintendent Dean Robinson and Inspector Mario Giardini
Activities (Action Plans) Completion Status Conduct regular meetings, initially on a monthly basis, with DTES stakeholders.
Continue to staff the “violence against women” tip-line with female staff to assist in removing barriers to reporting.
Continue to have subject matter experts in the Domestic Violence and Sex Crimes units liaise with Sister Watch. Continue to analyze data and intelligence regarding violence directed towards women in the DTES.
Prioritize joint Patrol and Investigation resources for projects that target violence directed toward women in the DTES.
2012 Performance Projections 2012 Performance Results Outcome: Violence against vulnerable women in the DTES will be reduced through the combined efforts of the VPD and the Community members have consistently provided third hand community. information of possible violent and predatory behaviour in the DTES. The VPD has regularly followed up on this information in order to prove or disprove allegations.
Overall, the working relationship between the VPD and the DTES community has improved significantly.
Measure: The number of tips/calls sent to the “violence against women” tip line. In 2012, there were 229 calls to the Sisterwatch tip-line that were followed up extensively by the VPD. 53 of these calls were The amount of violent crime targeted towards women in the dispatched for investigation. DTES.
VPD meetings with the community regarding issues of violence in the DTES.
Target: To act upon all credible information received through the tip line.
To reduce violence against women in the DTES.
Overall Strategic Progress
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Violence against vulnerable women in the DTES continues to be a priority for the VPD. Accordingly, programs such as Sisterwatch continue to be used to further foster a strong relationship between the VPD and the DTES community. A stronger relationship will work to help keep vulnerable women and others safe in the DTES. Sisterwatch is an important strategy for obtaining timely information from the community about violent offenders in the DTES.
The VPD’s Special Investigation Section (SIS) worked collaboratively with the RCMP during 2012 to target a predator preying on DTES sex workers and assaulting them in a neighbouring jurisdiction. The accused was identified and charged with 12 criminal offences. Four victims will provide evidence at the Supreme Court in 2013. The VPD worked closely with the community during this investigation to gain trust and to disseminate safety messaging to the sex workers who continued to be at-risk. The VPD continues to be the lead agency for witness and victim management during this investigation.
2012 Strategy 6: Using joint Operations and Investigation Division resources, develop and execute street level enforcement projects that target areas, problem premises, and/or persons responsible for violent crime. Initiation Date Target Date Lead
January 1, 2012 Ongoing Inspector Scott Thompson, Inspector Cita Airth, and Superintendent Dean Robinson
Activities (Action Plans) Completion Status Develop terms of reference and agreements for the partnering of Patrol and investigation resources on a project by project basis.
Develop terms of reference and decision-making process for the prioritization of projects.
Expand the Bar Watch program and the “Don’t Be That Guy” media campaign.
Identify geographical areas and/or premises that directly or indirectly contribute to or generate violent crime.
2012 Performance Projections 2012 Performance Results Outcome: Violent offences will be reduced through Patrol- based projects supported by assigned investigative resources There were a number of Patrol-based projects implemented in that target geographical areas, problem premises, and specific 2012 that targeted geographical areas, problem premises, and offender(s) that contribute to and generate violent crime. specific offenders that contribute to and generate violent and other crime. Some of these projects were supported by Investigation Division resources.
Measure: The number of liquor license and/or business license reviews and suspensions. Liquor Licenses
Reduction in violent crime. The VPD initiated and worked collaboratively with the City of Vancouver (CoV) and the Liquor Control and Licensing Branch (LCLB) in relation to liquor license reviews and suspensions. Target: Establish a baseline of liquor license and/or business The following data was recorded in relation to police-related license reviews and suspensions. liquor license reviews.
Achieve a 2.5% reduction in violent crime. Water Vessels – LCLB, COV, and VPD dealt with one large
event and two other parties. Food Primaries – 33 reviews of business/liquor licenses resulting in six suspensions.
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Liquor Retail Stores – One review was completed. Non-Alcohol Dance Hall – One business license review resulted in temporary closure. Halls – Two reviews were completed. Art Studios – Eight studios were reviewed, resulting in two coordinated inspections. Liquor Primaries – 15 license reviews for various issues resulted in one suspension. Three Full Projects – one food primary and four night clubs.
Business Licences
The VPD initiated and worked collaboratively with the CoV in responding to problem premises that contribute to crime and police calls for service. The following data indicates how many police-related license reviews were conducted at each of the following premises.
Illegal suites – 6 Bawdy Spas – 19 Licensing Issues (e.g. staying open past closing time, no business license or allowing Karaoke) – 13 DTES Stores/Cafes – 20 Flop and Drug Houses – 35 Businesses involved in Fraud or Counterfeit – 1 Gaming Premises – 6 Graffiti – 2 Hoarding Houses – 13 Noise Complaints and Party Houses – 27 Recovery Houses – 3 Vacant or Unsafe Houses - 19
Of these, there were four actual business license suspensions, 10 warnings, and 25 orders from the CoV directing the license holder to undertake certain actions or risk a suspension.
Overall Strategic Progress
Although a number of projects have been undertaken to target areas, problem premises, and/or persons responsible for violent crime, the terms of reference to facilitate and govern these joint Patrol/Investigation Division projects have not been formalized. Projects in 2012 were developed on an ‘as needed’ basis relative to public safety concerns and risk. The original vision was to create a model where street level Patrol-driven projects could be enhanced by drawing upon the knowledge and major case management skills of selected investigators in the Investigation Division.
On a city-wide basis, premises that contribute to crime, including violent crime, were identified and targeted for enforcement. In addition, the Sex Crimes Unit (SCU) initiated a weekly conference call with all Patrol District Analysts, Crime Control Officers, and the Transit Police. At that meeting, all weekly sex offences are discussed, priority and/or serial offenders are identified, and strategies are implemented to ensure public safety. This meeting has been successful in identifying trends and ensuring serial offender files are brought together and dealt with in a more efficient and effective manner with the courts.
The Downtown Eastside (DTES) in District 2 and the Granville Entertainment District (GED) in District 1 have been identified as primary locations for incidents of violent crime. The data in relation to liquor licence and business licence reviews and suspensions is noted above.
With regards to the DTES, the Beat Enforcement Team (BET) re-structured its deployment model in the last quarter of 2012 in an effort to increase visible police presence on the street during peak periods when violent crime takes place. One peak period that was identified was the four day period before, during, and after income assistance payments are made (“Welfare Wednesday”- the last Wednesday of every month). The preliminary assessment is that violent crime was reduced by 20% in District 2 during this quarter.
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With regards to the GED, a media strategy was implemented in the summer of 2011 using an education and prevention program piloted by the Ottawa and Edmonton police services. The VPD’s Don't Be That Guy campaign partnered with BarWatch for financial support and poster space. Training was provided by SCU to BarWatch member employees as to how to recognize a predator and what to do. SCU provided similar training to Lima call-out members along with a cell phone for members to directly contact SCU members for advice. These efforts have contributed to the decline in night club and licensed premise related sexual assaults. The VPD’s 2013 Business Plan will recommend this campaign be re-launched.
Furthermore, the VPD’s BarWatch Coordinator has proposed that the VPD adopt the BarWatch program model that was developed in Alberta with the cooperation and advice of the Alberta Freedom of Information and Privacy Commissioner. The procedures, technology, and legal environment of the Alberta model have been reviewed by the VPD Information and Privacy Coordinator. His preliminary assessment is that a similar model could be developed and approved by the BC Information and Privacy Commissioner. The Gang Crime Unit (GCU) will be working on this project with the Patrol-based Bar Watch Coordinator.
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Goal – Reduce property crime by 5% a year for a total reduction of 25% over the next five years Champions – Inspector Laurence Rankin and Inspector Steve Eely
2012 Strategy 1: Leverage technology that will allow the tracking of stolen property and property offenders that utilize pawn stores. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Laurence Rankin and A/Sergeant Doug Fell
Activities (Action Plans) Completion Status Identify the best and most efficient methods for tracking stolen property through pawn stores. .
Develop and implement the updated program.
Train staff and users in relation to the updated program.
2012 Performance Projections 2012 Performance Results Outcome: An updated property tracking program (similar to Xtract) will be in place to allow for better tracking of stolen The Property Crime Support Unit (PCSU) is working effectively property, and of property crime offenders that utilize pawn with pawn stores to ensure a high level of accountability is stores. maintained.
Measure: Progress made in the selection, development, and implementation of an updated property tracking program. The Request-For-Purchase (RFP) of the new software has been approved and submitted for tender.
Target: The successful identification, development, and implementation of an updated property tracking program.
Overall Strategic Progress
The PCSU is awaiting the purchase of new software that will enhance the Xtract software currently being utilized to identify the sale of stolen property and to determine the identity of the offenders. The implementation of the updated program will further the VPD’s ability to combat property crime.
2012 Strategy 2: Continue to improve on the flow of intelligence between Operations Division to the Property Crime Unit in relation to “high value” property crime targets. Initiation Date Target Date Lead
Ongoing Ongoing Inspector Laurence Rankin, Inspector Steve Eely and Sgt. Dave Colton
Activities (Action Plans) Completion
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Status Provide guidance and training to members who fail to contribute to the flow of property crime intelligence.
Provide feedback to Operations Divisions in relation to the outcome of investigations to enhance future investigation.
2012 Performance Projections 2012 Performance Results Outcome: Enhancing the flow of information in relation to Property Crime Offenders from Patrol members, the PCU and The Property Crime Unit (PCU) and the Chronic Offender Unit Chronic Offenders Unit (COU) will see significant success in (COU) have built strong relationships with the District Crime reducing property crime. Control Sergeants through regular contact and scheduled meetings. PCU continues to be highly efficient with full knowledge of active high value targets and crime trends.
Measure: Progress made implementing a system where the PCU and Patrol exchange information and prioritize project A process has been established to facilitate the timely exchange targets. of property crime information between the PCU and the Operations Division.
Target: Implement a system where the PCU and Patrol exchange information and prioritize project targets.
Overall Strategic Progress
Effective communication exchange has been established between the Operations Division and the General Investigation Section. Communications on both a formal and informal basis have effectively facilitated the exchange of property crime intelligence with District analysts and Patrol members.
2012 Strategy 3: Expand on the success of the Neighbourhood Crime Alert Service to incorporate businesses and ‘group specific’ (e.g., hotels) subscribers to expand messaging to the business community. Initiation Date Target Date Lead
January 1, 2012 Ongoing Inspector Laurence Rankin and Sergeant Mark Tonner
Activities (Action Plans) Completion Status Work closely with Public Affairs, Business Improvement Associations (BIAs), and business partners to inform the community in a timely manner about current property crime trends.
Increase residential subscribers to the Neighbourhood Crime Alert Service.
2012 Performance Projections 2012 Performance Results Outcome: The expansion of the Neighbourhood Crime Alert Service to businesses and other community groups to help Neighbourhood Crime Alerts now include media releases for combat property crime. person offences, Be-On-The-Lookout-For bulletins (BOLFs), missing persons, and the identification of stolen property.
The General Investigation Section (GIS) has implemented the tracking of Crime Alert initiated calls to E-comm.
Measure: The number of community members, groups, and
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businesses subscribing to the service. Neighbourhood Crime Alert membership increased by 9% in 2012. Target: Measurable increases in community members, groups, and businesses subscribing to the service.
Overall Strategic Progress
Efforts have been successful again in increasing the membership of the Neighbourhood Crime Alert service for 2012. The expanded mandate of the Neighbourhood Crime Alert Service combined with the tracking of Crime Alert calls made to E-Comm will enhance efforts to combat property crime, and will enable the effectiveness of the service to be measured.
2012 Strategy 4: The General Investigation Section (GIS) will continue reaching out to external agencies with the common goal of reducing property crime in order to share best practices and proactive intelligence. Initiation Date Target Date Lead
Ongoing December 31, 2012 Inspector Laurence Rankin
Activities (Action Plans) Completion Status Review investigative strategies of external law enforcement agencies to ensure that best practices relating to property crime projects and investigations are utilized.
Determine the feasibility of a Metro Vancouver- wide property crime offender tracking and reporting for high value targets.
Formalize a report for high value property crime targets similar to the ‘Metro Vancouver Robbery Report’.
Implement quarterly meetings for all Metro Vancouver Investigators involved in property crime investigations (similar to those held by Metro Vancouver robbery
units).
2012 Performance Projections 2012 Performance Results Outcome: The VPD’s GIS will improve the utilization of property crime-related resources based on best practices Through enhanced organizational practices, the VPD’s GIS has learned from other agencies within Canada and the USA. improved the utilization of property crime resources. However, a formalized Metro Vancouver- wide intelligence reporting system A formalized Metro Vancouver-wide system will be in place to has not been established. ensure the accurate reporting of intelligence regarding high value property crime offenders across all agencies.
Measure: Progress of a full review of current investigative strategies used by the VPD and several external agencies. GIS has incorporated investigative Major Case Management (MCM) principles into its investigative practices and is currently Level of intelligence sharing between Metro Vancouver police in the process of formalizing investigative business rules for the agencies regarding active multi-jurisdictional property crime PCU, General Investigation Unit (GIU), Identity Theft Unit (ITU), offenders. and the Financial Crime Unit (FCU).
The use of multi-jurisdictional surveillance resources have Target: Completion of a full review of current investigative occurred on an as needed project basis. Specific inter-agency strategies used by the VPD and several external agencies to successes include PCU Project Luau and GIU Project Limited. ensure that VPD property crime investigations are leading edge. These projects have resulted in the disruption of organized
groups and individual offenders. Full intelligence and understanding on multi-jurisdiction high value property crime offenders.
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Increased usage of multi-jurisdictional surveillance resources on high value targets that routinely cross city boundaries.
Overall Strategic Progress
The timely exchange of intelligence between police agencies for high property crime offenders is being facilitated by designated PCU investigators. This, combined with improved organizational practices, has ensured that surveillance resources are utilized effectively, efficiently, and proactively.
2012 Strategy 5: Continue to capitalize on the experience of the VPD Sentencing Committee in order to develop new methods for enhancing the sentencing of chronic offenders and other high profile offenders. Initiation Date Target Date Lead
Ongoing Ongoing Inspector Laurence Rankin and Inspector Steve Eely
Activities (Action Plans) Completion Status Hold quarterly VPD Sentencing Committee meetings to develop new activities and ensure those activities are implemented and reviewed.
Review the feasibility for a city-wide expansion of the Downtown Community Court.
Review Electronic Monitoring to determine if it can be expanded and implemented for the monitoring of Chronic Offenders.
Implement Sentencing Committee recommendations to closer monitor chronic
offenders on probation, and review their success.
Standardize bail and sentencing recommendations for members on Reports-To- Crown-Counsel (RTCCs) – and create database for those recommendations.
VPD to continue to request that Crown proceed by indictment for serious criminal cases.
VPD to continue to request Crown to seek federal sentences for offenders that pose a significant risk to the community.
Continue advocating for a Crown ‘dedicated’ to overseeing the sentencing of chronic offenders.
2012 Performance Projections 2012 Performance Results Outcome: Greater protection of the public through improved success surrounding the remand and sentencing of chronic Crown remains committed to continue pushing for tougher offenders and other high profile offenders. sentences for chronic offenders. However, no commitment has been achieved for the city-wide expansion of the Downtown Community Court (DCC).
Measure: The number of initiatives, activities, and policies adopted to enhance the VPD’s ability to seek greater penalties Previous Sentencing Committee recommendations to closer for high profile offenders and cases. monitor chronic offenders have been implemented.
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The progress made in reviewing previously established The proposal for the electronic monitoring of chronic offenders initiatives to determine which should continue and which require has been reviewed and is pending approval. adaptation. A template has been launched to assist Patrol members in Target: Successful identification and development of at least preparing bail and sentencing recommendations for RTCCs in one new strategy to “raise the bar” with respect to sentencing. relation to chronic offenders.
Permanent oversight of all previously implemented initiatives and activities to entrench those that are effective, and to review or eliminate those that are not.
Overall Strategic Progress
Sentencing Committee recommendations to closer monitor chronic offenders on probation have been implemented. Subsequently, there has been an increase in the turn-around in which warrants are issued for chronic offenders on probation. In addition, the proposal for the electronic monitoring of chronic offenders is before City of Vancouver (CoV) Legal Department to determine if there are any legal issues that may preclude the VPD from monitoring designated chronic offenders in this manner.
Furthermore, the VPD continues to request that Crown proceed by indictment for serious criminal cases and that Crown seek federal sentences for offenders that pose a significant risk to the community. Some success has been achieved in these areas.
Moreover, there presently is no ability for the DCC to expand beyond its current capacity. The VPD will be willing partners in the discussion to expand the capacity of the DCC, should there be willingness by other stakeholders to do so.
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Goal – Disrupt organized crime groups Champions – Inspector Mike Cumberworth and Inspector Brad Desmarais
2012 Strategy 1: Reduce criminal activity by organized crime groups through the combined use of crime analysis and criminal intelligence. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Mike Cumberworth and Inspector Brad Desmarais
Activities (Action Plans) Completion Status Gang Crime Unit (GCU) to maintain year-to-date (YTD) crime data on confirmed shots fired, homicides, grow rips, kidnapping, and home invasions.
GCU to maintain intelligence profiles of gang targets/public safety risks.
GCU to participate in a regional gang information exchange.
2012 Performance Projections 2012 Performance Results Outcome: A reduction in the ability of organized crime groups to engage in criminal activity in Vancouver, thus Gang/organized crime profiles and intelligence sharing has increasing the safety of residents of and visitors to Vancouver. reduced the ability of organized crime groups to engage in criminal activity in Vancouver.
Measure: The number of violent incidents in Vancouver related to organized crime groups. GCU created and maintained 197 profiles related to gangs and organized crime groups. Subsequently, there have continued to be low levels of violent activity in Vancouver associated with Target: Maintain the current low levels of organized crime organized crime groups throughout 2012. violent activity.
Overall Strategic Progress
Organized crime and gang profiles and intelligence sharing with other police agencies have been effective tools in 2012 in helping the VPD target individuals associated to organize crime. The VPD’s GCU engaged in intelligence sharing with numerous agencies in order to suppress organized activity in or related to Vancouver. The following list outlines the VPD’s partner agencies and type of organized crime intelligence exchanged.
Abbotsford Gang Suppression Unit, Richmond Gang Enforcement Team (GET), Burnaby GET, Surrey GET: Exchange of operational/tactical gang intelligence and source information. Combined Forces Special Enforcement Unit (CFSEU) and Gang Task Force: Exchange of operational/tactical gang intelligence, source information, and project-specific intelligence on common targets of interest. RCMP E-Division Drug Enforcement Branch: Exchange of tactical or investigative drug/gang/organized crime-related intelligence. RCMP E-Division Probe Teams: Exchange of relevant movements and updates relating to organized crime targets for specific GCU portfolios. Gathering of historical intelligence frequently obtained from subject matter experts attached to Asian organized crime groups, Middle Eastern organized crime groups, Outlaw Motorcycle Gangs (OMG), and Firearms Teams. Criminal Intelligence Service British Columbia/Yukon (CISBC/YT): Exchange of information relating to strategic analytical assessment of organized crime groups operating in British
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Columbia and the Yukon. Provincial Intelligence Centre British Columbia (PICBC) Intelex: Exchange of information through intelligence deliverable. Canada Border Services Agency (CBSA): Exchange of information relating to cross-border criminal activities, targets and trends. Canadian Air Transport Security Authority (CATSA): Exchange of travel-related information relating to specific targets in active investigations and movements of high-value targets impacting public safety. Correctional Service of Canada: Exchange of information related to incarcerated gang or organized crime members (i.e., formation of new associations, disputes originated within or prior to incarceration, information for risk assessment prior to release of the offenders). Financial Transactions Report Analysis Centre of Canada (FINTRAC), Integrated Market Enforcement Teams (IMET), and Integrated Proceeds of Crime (IPOC): Exchange of financial information related to project-specific targets. Law enforcement agencies participating in the National Target Enforcement Priority: High level intelligence exchange between law enforcement agencies across Canada. Winnipeg Police Service (WPS): Correspondence with their Organized Crime and Drug Units relating to the migration of Independent Soldiers into their jurisdiction. Toronto Gangs and Guns Section: Exchange of intelligence related to highly mobile organized crime members between Eastern Canada and British Columbia. Liaised with foreign law enforcement agencies on organized crime investigations that had a nexus to Vancouver.
The VPD will continue to work closely with all partner agencies in 2013 to share organized crime intelligence in on-going efforts to disrupt organized criminal activity.
2012 Strategy 2: Divert youth from gangs through the development of community based education initiatives and comprehensive exit strategies for those involved in gangs. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Mike Cumberworth and Inspector Brad Desmarais
Activities (Action Plans) Completion Status Develop comprehensive exit and intervention strategies when persons involved in gangs desire to lead new lives outside of the gang.
Develop community based initiatives around gang education/prevention.
2012 Performance Projections 2012 Performance Results Outcome: Collaborating with key stakeholders will result in the creation of effective anti-gang strategies, reducing the VPD GCU members developed and participated in a number of likelihood that at-risk youth will become involved in gangs and effective presentations, programs, and productions to help criminal activity. prevent or deter at-risk youth from becoming involved in gang activity.
Measure: The number of anti-gang initiatives involving key stakeholders. GCU members regularly delivered presentations to various community-based groups focusing on gang education and prevention. Target: Implementation of anti-gang strategies amongst key stakeholders. The GCU also participated in two youth-oriented productions.
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Overall Strategic Progress
The VPD’s GCU worked throughout 2012 to divert youth away from the gang lifestyle. GCU members participated in two productions for youth-oriented audiences. Furthermore, GCU members regularly delivered presentations to various community-based groups with a focus on gang education and prevention. These groups included Strathcona Block Watch participants, Citizen Crime Watch, and security-focused organizations.
In 2013, the VPD will continue to target at-risk youth from becoming involved in gang activity. Additional activities will be developed to deter youth from joining gangs, and to help those already involved to leave and start a new life.
2012 Strategy 3: Engage in intelligence-led, proactive investigations targeting individuals whose organized criminal activities have the greatest impact on Vancouver. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Mike Cumberworth and Inspector Brad Desmarais
Activities (Action Plans) Completion Status Continued denial of entertainment venues to organized crime members through Restaurant Watch and Bar Watch programs
Intelligence led enforcement supported by CIS and CAU.
GCU members to leverage all statutes in enforcement.
Target drug operations towards known gang suspects and prioritize these operations over others if it could disrupt gang activity.
Enforce regulations related to body armor and hidden vehicle compartments.
Develop suitable GCU members as expert witnesses around gangs.
2012 Performance Projections 2012 Performance Results Outcome: Organized crime groups will continue to be disrupted. Vancouver will continue to be a difficult place to GCU enforcement activities have continued to make it a difficult conduct organized crime activity. place for organized crime groups to engage in criminal activity in Vancouver. Enforcement action has continued to include regular or on-going restaurant, bar, or street checks of individuals associated to organized crime. These efforts have successfully contributed to the continued overall reduction of organized crime activity in Vancouver.
Measure: The amount of organized crime activity in Vancouver. Statistical analysis of organized crime activity in Vancouver indicates an 8% reduction in 2012 compared to 2011.
Target: Confirmation, through statistical analysis, of a reduction in organized crime activity in Vancouver.
Overall Strategic Progress
The VPD has continued to engage in intelligence-led, proactive investigations targeting individuals involved in organized criminal activities. The mere presence of a gang member in a public venue creates
25 a risk to the safety of the community. Bar Watch and Restaurant Watch continue to be effective tools in preventing gang members from socializing in these types of establishments. To-date, over 55 establishments participate in these two programs.
On-going street checks by the GCU and Patrol members have also been used to disrupt organized crime by deterring members of organized crime groups from frequenting public venues in Vancouver. Incidentally, 10 incidents occurred in 2012 involving the location of hidden vehicle compartments. This included an investigation in which a firearm was located in a hidden compartment in a vehicle driven by a United Nations gang associate.
Moreover, the GCU also completed two intelligence-led projects in 2012. Project Typhoon resulted in the seizure of two kilograms of coke and $80,000 cash from a Hells Angels associate and Project Texas resulted in the seizure of six kilograms of cocaine and $154,000 cash from an individual associated to organized crime.
A statistical analysis of crime data between 2011 and 2012 indicates a continued overall decrease in violent activity in Vancouver associated to organized crime groups. The following chart presents the analysis of violent activity perpetuated by organized crime groups in Vancouver in 2011 compared to 2012. The chart also compares organized crime violent activity to all reported incidents of violence in Vancouver.
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Goal – Combat low-level crimes and problems that impact perceptions of neighbourhood safety Champion – Superintendent Dean Robinson
2012 Strategy 1: Liquor enforcement to continue year round throughout the city, with specific focus on the entertainment districts and events or areas that sponsor alcohol use. Initiation Date Target Date Lead
Ongoing December 31, 2012 All four District Inspectors
Activities (Action Plans) Completion Status Continue to partner with BarWatch and Restaurant Watch.
Work with the CoV to implement non-alcohol related activities in entertainment districts and throughout Vancouver.
Continue to use LIMA, Beach Patrol, and other deployments to police city events as required.
Monitor and assess initiatives that impact liquor licensing and seating throughout Vancouver.
Continue to work with the BC Liquor Control and Licensing Branch (LCLB).
2012 Performance Projections 2012 Performance Results Outcome: The entertainment districts and other venues, events and areas within the city that experience alcohol The VPD has continued to address safety concerns in relation to presence are safe and enjoyable as work sites or entertainment various entertainment destinations across the city. and recreational destinations. In Gastown, the VPD has worked to forge BarWatch-type agreements with several high profile drinking establishments. While these premises do not qualify to join the longstanding BarWatch Association, they have instead entered into signed agreements with the VPD similar to that of Restaurant Watch. This empowers the VPD to act on their behalf with respect to unwanted patrons involved in gangs, drugs, or violence. In total, 9 new drinking establishments have recently signed this agreement or are in the process of doing so.
Liquor Enforcement patrols (LIMA) in both the Gastown and Granville Entertainment Districts continue to be effective measures to maintain safety and order during weekend and holiday evenings when alcohol consumption levels are at their highest. Similarly, on-going “special attentions” and call-outs are used to maintain safety and order in relation to specific events and venues where the influence of alcohol is expected to be high.
District 4 Beach Patrol continues to be effective in maintaining safety and quelling disturbances on District 4 beaches.
District 1 beaches have faced increasing safety and street disorder concerns in recent years. In response to these concerns, District 1 officers have increased proactive patrols in
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and around these beaches throughout 2012. These proactive patrols will continue in 2013 to help combat safety and street disorder issues. District 4 Beach Patrol has also provided support to District 1 in dealing with safety issues on the District 1 beaches in and around Stanley Park.
Measure: Levels of disorder that effect safety and perceptions of safety as measured through COMSTAT and City-wide, total levels of reported street disorder remained citizen and business surveys. relatively unchanged in 2012 from 2011. At the District level, street order decreased by 2% in District 1 and by 4% in District BIA statistics and comments along with CPC statistics and 4, and increased by 3% in District 2 and by 4% in District 3. comments that assess attitudes in perceptions of safety. District 1: -2% District 2: +3% Target: Decreases in various measures of street disorder. District 3: +4%
District 4: -4% A 5% decrease in overall street disorder city-wide based on
CAD data. The incidents or calls for service that comprise street disorder
include:
Annoying circumstances, Breaches of Peace, Disturbances, Drugs, Fights, Panhandlers, Prostitution, States of Intoxication in a Public Place (SIPPs) and Unwanted Persons.
Moreover, as measured by the annual Community Satisfaction Survey conducted by NRG Research, perceptions of safety among residents have remained relatively unchanged in 2012 from 2011. Perceptions of safety among businesses have increased by 3% in 2012 from 2011.
Overall Strategic Progress
Typically, the Patrol Districts most affected by incidents of street disorder are Districts 1 and District 2. District 1 saw a 2% decrease in total reported of incidents of street disorder in 2012 while District 2 saw a 3% increase. District 4 saw the largest decrease at 4% while District 3 saw the largest increase at 4%. Overall, levels of street disorder remained relatively unchanged across the entire city in 2012 as compared to 2011.
Going forward, Patrol members in each District will be instructed to focus greater attention and elevate enforcement on incidents of street disorder when and where applicable. This is expected to result in a more significant reduction in overall calls for service relating to street disorder. As this strategy will be a new focus for Patrol, the main challenge will be to ensure that Patrol members remain persistent in applying pressure and enforcement against perpetrators of street disorder during the course of their duties. Patrol will also be challenged to find more time to focus on specific problem areas and on the causal issues of street disorder.
2012 Strategy 2: Continue assisting the City of Vancouver (CoV) in achieving the goal to end homelessness in Vancouver. Initiation Date Target Date Lead
Ongoing December 31, 2012 All four District Inspectors
Activities (Action Plans) Completion Status The VPD Homeless Outreach Coordinator to continue working with the various levels of government and the private sector to assist in the implementation of homelessness reduction programs. . Homeless Outreach Coordinator to continue identifying causal issues.
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Continue working with BC Housing and non-profit organizations to help keep SRO buildings safe and secure.
2012 Performance Projections 2012 Performance Results Outcome: The VPD is supportive of the collaborative initiatives to secure safe shelter for all residents. The VPD remains committed to supporting collaborative initiatives to secure safe shelter for all residents. The VPD Single room Occupancy buildings (SROs) anywhere in the city Homeless Outreach Coordinator works regularly with relevant are a safe place for vulnerable people to live. CoV staff to collaboratively address city-wide homelessness. In addition, the VPD Homeless Outreach Coordinator monitors the conditions in SROs and works with CoV inspectors and building staff to address concerns of safety.
The VPD Homeless Outreach Coordinator regularly monitors homeless people and works to persuade them to consider moving into established shelters.
Measure: The number of homeless people in Vancouver. The official reported annual homeless count is performed by the CoV; however, the VPD Homeless Outreach Coordinator Target: Reduction in the homeless count in Vancouver in maintains her own count as well. There is no method for 2012 over2011 figures. determining a completely accurate count as the homeless population changes regularly due its fluid and at times transient nature.
The number of homeless people identified through the CoV’s annual homeless count has increased in 2012 over 2011. Although the VPD Homeless Outreach Coordinator agrees that the total numbers have indeed risen, she also believes that there are less homeless people than reported by the CoV count. This is due to the methodology used to determine if a person is homeless.
The VPD has started a more formal process of counting homeless people in 2012 to assure a more accurate assessment of numbers in 2013.
Overall Strategic Progress
Strong and cooperative joint efforts by the VPD and the CoV are leading towards the reduction of homelessness in Vancouver. While the numbers indicate that there has been an increase in homeless people in 2012 over 2011, there is now more supportive housing available. It is expected that efforts to move people into these homes will eventually reduce the overall numbers by a considerable margin.
The main challenges surrounding the issue of homelessness centres around matters of mental health and addictions. Many homeless people are affected by these conditions and subsequently resist offers to be relocated to supportive housing or shelters. They instead prefer to live outdoors. Some perceive the process of moving into a home or shelter to be too cumbersome, while others do not want to lose the street or social network associated with being homeless and/or struggle with the feeling of isolation when living in a sheltered environment.
2012 Strategy 3: Reduce illegal street vending by working with the CoV in establishing sanctioned vending locations. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 All four District Inspectors and the City of Vancouver
Activities (Action Plans) Completion
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Status The establishment of legal vending sites.
Patrol officers, and particularly Beat Enforcement Team (BET) members, to monitor vending activities.
Work with the CoV to enforce by-laws for illegal vending in order to ensure consistency of action and messaging.
2012 Performance Projections 2012 Performance Results Outcome: Street vending to be limited to locations which are approved and established by the CoV. The matter of street vending continues to be addressed by all Patrol members and namely by members of the BET patrolling the Downtown Eastside (DTES). Continual efforts have been made to disrupt and eliminate street vending in non-approved public spaces.
Illegal street vendors are routinely instructed to sell their merchandise at the CoV-sanctioned vending market taking place every Sunday at Pigeon Park in the DTES.
Typically, only warnings are given to illegal street venders as there is a reluctance to ticket those that cannot afford to pay the fine. Illegal streets venders are predominantly individuals facing severe social and economic hardships.
Measure: The number of illegal street vending sites in the DTES or elsewhere in the city. There has never been an accurate count of illegal vending sites as they are fluid and can be erected and disassembled in a very spontaneous manner. Anecdotally, there appears to be a Target: Elimination of illegal street vending in the DTES and decrease in illegal street vending sites since the adoption of the elsewhere in the city. Sunday market at Pigeon Park.
While it may not fully eliminate illegal street vending, it is expected that the opening of a permanent CoV-sanctioned market in the DTES will drastically reduce the numbers of illegal vending sites. The intended site of the sanctioned market is at 62 East Hastings Street and is set to be established by early spring 2013.
Once this permanent market is established, the VPD may adopt more aggressive enforcement approaches against illegal ‘open air’ vending sites in order to compel vendors to set up at the sanctioned rather than on the street.
Overall Strategic Progress
Illegal street vending has been a very difficult issue requiring considerable patience on the part of the CoV and the VPD. Part of the frustration in controlling, reducing, and/or eliminating illegal street vending has been the social impact or public backlash against enforcement approaches on those vendors already seen to be incredibly marginalized. Without enforcement, it has been difficult to address illegal vending.
The acquisition of a permanent site to establish a sanctioned vending market has been a long and painful process. Given that vendors will have an on-going legalized venue to sell their goods, the pending establishment of a sanctioned vending market should make police enforcement of illegal vending sites more acceptable going forward.
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2012 Strategy 4: Through order maintenance, reduce street disorder city-wide that exists in different forms including matters such as aggressive panhandling, squeegee-ing for money, fighting in public, disorderly loitering overnight, etc. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 All four District Inspectors
Activities (Action Plans) Completion Status VPD Operational Staff Sergeants to educate Patrol officers as to the utility and the standards of the application of the Safe Streets Act and the relevant CoV bylaws to address disorder issues.
District CCOs to work with analysts, NPOs, and Patrol officers to direct enforcement.
2012 Performance Projections 2012 Performance Results Outcome: A marked reduction in the occurrences and incidents in areas of the city commonly afflicted with street District Staff Sergeants have actively promoted the need for disorder. Patrol members to attend to matters of street disorder in all Districts. This has helped produce some positive outcomes in relation to most types of street disorder across the four Patrol Districts.
Measure: The number of tickets by way of the Safe Streets Act and CoV bylaws that influence and reduce the activities. Incidents
The incidents or calls for service that comprise street disorder Target: A reduction in the numbers of incidents of street include for the following nine types : disorder.
Annoying circumstances, Breaches of Peace, Disturbances, A 5% increase in the ticketing specific to street disorder Drugs, Fights, Panhandlers, Prostitution, States of Intoxication in
a Public Place (SIPPs), and Unwanted Persons.
District 1: There was an overall 2% decrease in total incidents of street disorder. There were decreases in all street disorder types expect for panhandling calls which increased by 47%
District 2: Total street disorder increased by 3% despite decreases in most types of street disorder. Every street disorder type saw an increase expect for disturbances (+9%), drug calls (+6%), and panhandler calls (+18%).
District 3: Total street disorder increased by 4% despite decreases in most types of street disorder. Every street disorder type saw an increase expect for disturbances (+16%), drug calls (+5%), and panhandler calls (+4%).
District 4: Total street disorder decreased by 4%. There were decreases in all street disorder types except for disturbances (+4%) and unwanted persons (+35%).
City-wide: Total street disorder levels remained relatively unchanged in 2012 from 2011. There were decreases in all street disorder types expect for disturbances (+7%), drug calls (+1%), and panhandler calls (+17%).
Enforcement
Despite successes in reducing most types of street disorder, there was a notable decrease in the number of tickets issued specific to street disorder offences.
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2607 tickets relating to street disorder were issued in 2012 compared to 3166 tickets in 2011, representing an 18% decrease. The VPD will look to improve street disorder enforcement through increased ticketing in 2013.
Overall Strategic Progress
The promotion of the Safe Streets Act by District Staff Sergeants to Patrol members has had a positive effect in helping to combat most types of street disorder across all four Patrol Districts. However, panhandling calls have risen considerably and total incidents of street disorder have remained relatively unchanged city-wide. In addition, the number of enforcement tickets written by Patrol members in relation to street disorder has decreased considerably in 2012 as compared to 2011. Accordingly, the VPD will look to improve street disorder enforcement through increased ticketing expectations in 2013.
The primary challenge to street disorder enforcement appears to be finding a way for Patrol officers to have more time to focus on specific problem areas and on the causal issues of street disorder. Many Patrol officers feel pressure to address what are often considered to be more severe and more important priorities such as property crime and violent crime. Each District is specifically feeling much pressure to address all forms of property crime which at the moment appear to be on the rise, both locally and nationally.
As mentioned in relation to Strategy 1 above, Patrol members in each District will be instructed going forward to focus greater attention and elevate enforcement on incidents of street disorder when and where applicable. This is expected to result in a more significant reduction in overall calls for service relating to street disorder. As this strategy will be a new focus for Patrol members, supervisors will also be challenged with ensuring that Patrol members remain persistent in applying pressure and enforcement against perpetrators of street disorder during the course of their duties.
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Goal – Reduce motor vehicle collisions that result in injury or death by 12.5% over the next five years Champion – Inspector Les Yeo
2012 Strategy 1: Directed enforcement based on the use of Insurance Corporation of British Columbia (ICBC) collision data. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Les Yeo
Activities (Action Plans) Completion Status High visibility enforcement during peak hours.
Project work at high crash locations.
Four month trial of no Violation Ticket (VT) expectations – focus on crash locations.
2012 Performance Projections 2012 Performance Results Outcome: A reduction in collisions at high crash locations. Based on January to June 2012 data, results show that more Focusing on high collision locations will result in the greatest than half of the Traffic Section’s enforcement actions took place gains in reducing overall collision rates. at the top 10 collision injury locations.
Measure: The number of collisions occurring at high crash locations, measured quarterly. The 2012 year-end data is not available at this point from ICBC. It would be inaccurate to use January to June 2012 data as a measurement of success due to seasonal variations in the Target: 2.5% reduction in collisions per year. number of incidents.
Overall Strategic Progress
Due to the lag in availability of ICBC traffic related data, it is too soon to measure the overall success of this strategy. However, the four-month trial period of no VT expectations was deemed unsuccessful as total enforcement numbers dropped. Accordingly, VT expectations were re-instituted in July 2012 and total enforcement numbers increased significantly as a result, including enforcement at high crash locations. This strategy will carry over into 2013.
2012 Strategy 2: Focus on enforcing the Motor Vehicle Act on all road users to ensure safety for pedestrians, cyclists, and motorists. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Les Yeo
Activities (Action Plans) Completion Status Greater enforcement of pedestrian and cyclist offences.
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Enforcement at high pedestrian collision locations
All Traffic Section members to focus on vulnerable road users.
Continued BC Police Services Division and CoV funding for pedestrian safety campaigns. . 2012 Performance Projections 2012 Performance Results Outcome: Increasing enforcement action will result in fewer cyclists and pedestrians being involved in collisions, thus Targeted enforcement action against all road user groups increasing road safety. increased significantly in 2012. This has helped prevent cyclists and pedestrians from being involved in collisions.
Measure: Increased traffic tickets related to pedestrian and cyclist offenses. There was a 33% increase in VTs issued to all road users in 2012 for identified high risk offences.
Target: 10% increase in traffic tickets for motorists, pedestrians, and cyclists for the following offences: Distracted Driving; Fail to yield to pedestrians; Jay walking; Disobey traffic control device; Riding on sidewalk; and No bicycle helmet.
Overall Strategic Progress
The VPD’s Traffic Section was very successful in increasing enforcement action against all road users in 2012. This has helped prevent cyclists and pedestrians from being involved in collisions; however, an unusually high number of pedestrian fatalities in last quarter of 2012 do not accurately reflect upon the success of this strategy.
Moreover, the public has responded unfavourably to some of the enforcement action targeting high risk behaviours. This may lead to a steady increase in formal complaints against the VPD’s traffic enforcement activities. This strategy will carry forward into 2013.
2012 Strategy 3: Increase the amount of engagement by Patrol officers in traffic enforcement activities while on shift. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Les Yeo
Activities (Action Plans) Completion Status Implement approved RADAR/Laser Operators course for Patrol.
Implement Patrol-based traffic mentorship program
Implement a recruit graduate training program.
Provide traffic enforcement training to all of Patrol.
Attend Patrol parade briefings.
2012 Performance Projections 2012 Performance Results Outcome: Patrol members will be engaged in traffic enforcement while on duty thereby effectively increasing the The following four avenues were used to provide Patrol amount of resources devoted to road safety. members with road safety education: courses, mentorships,
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training, and briefings.
Measure: Increase in traffic tickets written by Patrol members. Even though there was an increase in road safety training and briefings in 2012, patrol traffic enforcement numbers decreased by 26% in 2012. Target: 10% increase in traffic tickets written by Patrol.
Overall Strategic Progress
Increasing the amount of traffic enforcement performed by Patrol members continues to be an on-going challenge. Accordingly, this strategy will continue in 2013 and the Inspector of the Traffic Section will more actively and aggressively work to increase traffic enforcement action in Patrol. This may include providing Patrol District Commanders with more detailed and individualized reporting of their Patrol member’s traffic violation ticket production.
2012 Strategy 4: Increase enforcement action against unlicensed, uninsured, and prohibited drivers. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Les Yeo
Activities (Action Plans) Completion Status Increase in use of Automatic License Plate Readers (ALPRs).
Maximum deployment of ALPR vehicles.
Target known prohibited drivers.
2012 Performance Projections 2012 Performance Results Outcome: Targeted enforcement against unlicensed, uninsured, and prohibited drivers will reduce their numbers on ALPR continues to be a beneficial tool for locating these high- the streets of Vancouver, thereby increasing road safety. risk drivers.
Measure: The number of charges against high-risk drivers. High-risk driver charges declined slightly in 2012. This may be viewed as a success as less high-risk drivers were detected Target: 5% increase in driving while prohibited; no driver’s through ALPR. license; and no insurance charges.
Overall Strategic Progress
The ALPR technology still contains some considerable logistical issues. For instance, VPD Traffic members still have to go to the Burnaby RCMP Detachment at the beginning of each shift to have data downloaded into the ALPR instrument. Nevertheless, the ALPR remains beneficial for locating high-risk drivers and it will continue to be used in 2013. Some of the logistical issues associated with the ALPR may be resolved once several legal issues have been worked out.
2012 Strategy 5: Conduct public education on traffic safety through a community traffic safety awareness campaign. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Les Yeo
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Activities (Action Plans) Completion Status Partner with the Diversity Unit to reach specific audiences.
Identify members with language skills to present to diverse communities.
Increase the number of CREST presentations.
Increase the number of presentations to the VPD’s Senior Management Team (SMT).
2012 Performance Projections 2012 Performance Results Outcome: Various communities will be made aware of how they can ensure their safety when using Vancouver’s roadways Community presentations continue to be a key messaging as pedestrians, cyclists, and drivers. strategy in providing road safety tips. These will continue in 2013 with an increase in relaying messages through earned media.
Measure: The number of presentations delivered to various communities. The majority of the public education presentations were delivered by the Community Road & Education Safety Team (CREST) to elementary and high school students. The number Target: 10% increase in community presentations. of total presentations decreased from 87 in 2011 to 82 in 2012 primarily due to the teacher labour disruptions in the spring of 2012. As a result of this disruption, the majority of presentations (65 of the 82) were delivered from September 2012 to December 2012.
Aside from CREST, Vancouver’s Community Policing Centres (CPCs) also took an active role in delivering road safety presentations.
Overall Strategic Progress
Due to the labour issues surrounding public schools, CREST was only able to deliver a few road safety presentations to elementary and high school students in the first five months of 2012. The majority of CREST presentations to public school students were delivered in the Fall and Winter months of 2012. CREST also partnered with Vancouver’s CPCs to deliver road safety presentations to members of the public other than public school students.
This strategy will be slightly amended in 2013 to include the use of social media and earned media as tools to assist with road safety messaging to the community.
2012 Strategy 6: Coordinate the Speed Watch program with ICBC across the numerous Community Policing Centres (CPCs) in Vancouver. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Les Yeo
Activities (Action Plans) Completion Status Coordinate a centralized Speed Watch program in partnership with ICBC and individual CPCs.
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2012 Performance Projections 2012 Performance Results Outcome: The coordination of the Speed Watch program will allow for more efficient and better overall results. A centralized Speed Watch was successfully coordinated between the VPD, ICBC, and the CPCs. The program is now more efficient and effective.
Measure: Progress on centralizing the Speed Watch program through the Traffic Section. 120 CPC volunteers across the city were trained to efficiently and effectively conduct Speed Watch.
Target: Centralizing the Speed Watch program through the Moreover, an enhanced process to distribute public traffic Traffic Section. complaints to local CPCs was initiated.
Overall Strategic Progress
This strategy appears to be concluded with a centralized partnership system in place. An overwhelming number of volunteers are now trained to more efficiently and effectively conduct Speed Watch deployments throughout Vancouver’s various communities. This strategy will be supplemented in 2013 with one that focuses on pedestrian safety.
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Goal – Develop and maintain positive working relationships, including sharing information, within the VPD and with stakeholder agencies within the community Champion – Inspector Marcie Flamand
2012 Strategy 1: Foster trust between the VPD and Downtown Eastside (DTES) women’s groups. Initiation Date Target Date Lead
Ongoing December 31, 2012 Constable Linda Malcolm, Inspector Marcie Flamand, and Inspector Mario Giardini
Activities (Action Plans) Completion Status Deliver training at the JIBC which informs new recruits how to engage marginalized women and sex trade workers.
Develop and deliver training to front line community stakeholders that have direct contact with sex trade workers that are victims of violent crime.
Regularly attend Sister Watch meetings.
Regularly participate in community events such as marches, movie nights, and gift drives.
Assist sex trade workers in accessing already available resources such as detox, treatment, and family reconnections.
2012 Performance Projections 2012 Performance Results Outcome: Increased communication between DTES women’s groups and the VPD. Regular VPD attendance at shelters, Single Room Occupancy buildings (SRO’s), and Drop In Centres in the DTES has Increased co-operation between victims of violent crime and the resulted in increased calls for service for the Sex Industry VPD. Liaison Officer.
Increased clearance rate for violent crime targeted against at Due to the VPD’s relationship-building efforts, sex trade workers risk women in the DTES. have been more cooperative and have provided more information on first contact with officers in relation to an incident.
Measure: Number of training sessions delivered to the JIBC and front line stakeholders. All the targets were met. Four group sessions were delivered at the Justice Institute of British Columbia (JIBC) with frontline Number of Sister Watch meetings held. workers receiving interview technique training in January 2013.
Number of community events attended. The VPD hosted regular Sister Watch meetings and has taken action on tabled agenda items. In addition, the VPD attended or Number of contacts with survival sex trade workers. hosted more than 15 community events in 2012.
Contact was made with survival sex trade workers more than Target: One JIBC recruit class and 10 front line workers 3,000 times in 2012. attending relevant training.
To act upon agenda items tabled at Sister Watch meetings.
Participate in one community event per month.
Regular contact with as many sex trade workers as operationally
38 feasible.
Overall Strategic Progress
2012 saw the successful completion of this strategy due to the efforts of the Sex Industry Liaison Officer as well as those of the police members on the Sister Watch Committee. Regular attendance at community events in the DTES (i.e., Women’s Memorial March) and on-going relationship building at Sister Watch meetings were keys to the success of this initiative. Information regarding the safety of marginalized women is regularly shared and acted upon at Sister Watch meetings.
The Sex Industry Liaison Officer has been instrumental in maintaining very close relationships with contacts in the DTES and has made great strides in educating JIBC recruits regarding how to engage marginalized women and sex workers. Due to the success seen thus far, this strategy will continue into 2013.
2012 Strategy 2: Increase avenues of communication between front-line officers and the Senior Management Team. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 All Four District Inspectors
Activities (Action Plans) Completion Status Seek participation from front line officers in attending CompStat meetings.
Seek participation from front line officers in attending crime control meetings.
2012 Performance Projections 2012 Performance Results Outcome: Better circulation of information between management and front line officers. Patrol members have indicated that their presence at crime control and CompStat meetings has given them better access to information and to the Operation Division’s decision-making processes. In turn, this allows members to make more timely decisions and better understand their role within the VPD, thereby increasing their overall effectiveness.
Measure: The number of crime control and CompStat meetings attended by front line officers. Frontline officers in all four Patrol Districts have been routinely attending both crime control and CompStat meetings. They have expressed that their overall understanding of priorities and crime Target: Set a baseline for the number of meetings attended prevention targets have improved. by front line members.
Overall Strategic Progress
This strategy has increased frontline members’ awareness of how and why resources are dedicated towards crime-fighting goals. In turn, this awareness has increased their familiarity and comfort with the process of resource management, thereby increasing member buy-in towards reaching the VPD’s Strategic Goals. The initial challenge with this strategy was overcoming member cynicism; however, this was easily achieved once members attended meetings and were able to see how their work has been a main contributing factor towards combating crime.
This strategy will proceed into 2013 in order to continue obtaining buy-in from front-line members and NCOs by including them in information-sharing sessions which explain how the Executive makes operational decisions. Officers have shown increased job satisfaction and performance when they are made aware of the decision-making process and how it affects their daily functions. Overall, the
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Executive will continue to work towards further strengthening the relationship between upper management and front-line members.
2012 Strategy 3: Work with Vancouver Coastal Health (VCH) to improve service delivery to the mentally ill. Initiation Date Target Date Lead
January 1, 2012 June 30, 2012 Sergeant Howard Tran
Activities (Action Plans) Completion Status Attend regular meetings with VCH and stakeholders regarding Project Link and the Assertive Community Treatment (ACT) model.
Identify the mandate, terms of reference, and benchmarks for success in Project Link.
Draft an MOU and information sharing agreement with VCH which obtains approval from the Privacy Commissioner.
Create and Integrated VPD and VCH ACT Team.
Monitor and analyze the progress of the ACT client group.
2012 Performance Projections 2012 Performance Results Outcome: By partnering with VCH on Project Link, the number of contacts with the mentally ill will be reduced. The Project Link Steering Committee has greatly improved information-sharing and working relationships with VCH. This Members will spend less time waiting at hospitals with Mental collaboration has improved service delivery to the most seriously Health Act (MHA) apprehensions. mentally ill and drug addicted people in Vancouver. These people are primarily located in the DTES. Furthermore, the development of the ACT has resulted in a 47% decrease in police contacts in 2012 for those participating in the program.
VPD collaboration with VCH through the Hospital Wait Time Committee and Project Link has reduced hospital wait times for both Section 28 and Form 4 and 21 apprehensions.
Measure: Contacts within the Assertive Community Treatment client group, particularly MHA apprehensions and The implementation of the Mental Health PRIME template as CAD calls related to Emotionally Disturbed Persons (EPD). well as the CAD/RMS clearance procedure has improved data collection of MHA and emotionally disturbed person (EDP) Time spent at hospitals following MHA apprehensions. related calls for service. Prior to this, there was no accurate way to collect and analyze data related to these calls. Between November 1 and December 31, approximately 22% of the VPD’s Target: Establish a baseline as to the number of MHA and calls for services had a mental health component based on the EDP calls handled. templates submitted.
Establish a baseline as to the current hospital wait times The VPD benchmark for hospital wait times was set at 52 following MHA apprehensions. minutes for Section 28 of the MHA and less than 30 minutes for
all other sections of the Act.
Overall Strategic Progress
This strategy was successfully completed in 2012. Project Link and the various committees and initiatives in 2012 not only improved on the existing working relationship with VCH, Vancouver General Hospital (VGH), and Saint Paul’s Hospital (SPH), but also improved the VPD’s relationship with the Downtown Community Court (DCC), Crown Counsel, Corrections, and non-profit organizations in the DTES such as Raincity. The VPD’s Information and Privacy Unit is currently drafting an information-sharing agreement
40 to cover the release of information between VCH, the associated VCH hospitals, and the VPD.
The Vancouver ACT Team experienced some growing pains in 2012 affecting the number of intakes, which in turn affected the number of VPD referrals to the program. While 30 ACT clients were anticipated by the end of 2012, there were only 21 participants. It is expected that the intake of clients will improve in 2013 with new facilities and increased staffing. VCH is expanding the ACT treatment model in 2013 to three full-time teams in Vancouver while the VPD will be continually involved. Expanding the resources devoted to ACT signals that VCH is committed to the program and that the model is seen as a beneficial treatment tool for this very complex and challenging client group.
Although the number of MHA apprehensions by the VPD have increased year over year, this increase has coincided with general increases in EDP call volume at both SPH and VGH. Anecdotally, the VPD has the lowest average wait times for MHA apprehensions in Metro Vancouver. The average MHA Section 28 wait times decreased from 65 minutes in 2011 to 60 minutes in 2012. Meanwhile, wait times for apprehensions (Form 4, 10, 21) under other sections of the MHA were significantly less at average of 31 minutes (based on the latest report from September 2012).
2012 Strategy 4: Improve awareness and access to support services for vulnerable victims of crime including seniors. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Sergeant Ann Fawcett
Activities (Action Plans) Completion Status Identify cultural groups which require and lack an existing connection to the VPD Domestic Violence and Criminal Harassment (DVACH) Unit.
Provide greater accessibility to resources for at risk groups via the VPD website.
Determine the feasibility of a victim’s written consent form to share personal information with community support agencies.
Create a DTES community services card for vulnerable women and seniors.
2012 Performance Projections 2012 Performance Results Outcome: Increased communication and trust between vulnerable groups and the VPD. In 2012, strong connections have been made with various vulnerable groups, specifically through strengthened Increase reporting of domestic violence, criminal harassment, relationships with the Chinese CPC, Musqueam Band, and and elder abuse. hospital social workers.
Through strong collaboration with the Chinese CPC, the VPD produced materials aimed at encouraging immigrants and seniors residing in the DTES to develop relationships and to regularly report criminal activity.
Connections with the Musqueam Band have been initiated through enhanced information-sharing with the VPD.
Hospital social workers are now more familiar with the VPD’s Elder Abuse members and routinely consult with these officers regarding potential criminal offences.
Measure: The number of new connections with community organizations. Two connections in the community were established. DVACH delivered presentations to social workers at the University of
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The number of elder abuse training sessions provided to social British Columbia (UBC) School of Social Work and at various workers and medical professionals. hospitals.
Target: Connect with at least two identified community DVACH also participated in the Women’s Safety Fair where organizations. attendees received information regarding domestic violence, criminal harassment, and elder abuse. Provide two training sessions over the course of the year.
Overall Strategic Progress
Building positive working relationships within the Musqueam and Chinese communities will improve their understanding of the VPD’s roles and objectives and will therefore increase crime reporting amongst these groups.
By fostering relationships with the Chinese community through associations such as the Chinese CPC, the VPD has become more aware of the Chinese culture and has therefore been able to more effectively develop relevant educational material. The Chinese community has also continually provided human resources and language experts to assist the VPD in the creation of educational materials. In the future, it is expected that the Chinese CPC will use a video created by the VPD to introduce and engage new immigrants into the Canadian lifestyle. These partnership efforts will increase the number of people that can be reached as opposed to relying solely on in-person meetings and outreach sessions.
Moreover, partnerships with VCH and staff at local hospitals have been important in both the detection of elder abuse and in the collaborative process of finding safer housing alternatives for victimized elders. However, it should be noted that an unpredicted staff shortage in DVACH has limited its ability to respond to all requests for service from the community. It is hoped that the staffing shortage will be filled in 2013 so that DVACH can respond to most or all requests along with being able to complete this strategy.
2012 Strategy 5: To increase awareness, both within and outside the Aboriginal Community, of the VPD’s development of an Anti-Gang EASY program. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Mario Giardini, Diversity Program Planner Lori Beckstead, and Constable Rick Lavallee
Activities (Action Plans) Completion Status Attain sustainable funding for the VPD’s EASY anti-gang initiative.
Assign a Neighbourhood Police Officer to the Aboriginal Policing Centre.
Development of cultural awareness training.
Participate in the Pulling Together canoe journey.
2012 Performance Projections 2012 Performance Results Outcome: Improved relationships between the VPD, the Aboriginal community, and Aboriginal Service Providers. Relationships with the urban Aboriginal community, both in the DTES and elsewhere in Vancouver, have increased positively Aboriginal Youth will be discouraged from joining gangs and throughout the year with partnership programming being at an committing crimes. all-time high. Of note, through the Vancouver Police Foundation (VPF), the VPD was able to provide funding for the Pulling Together Journey to four Aboriginal organizations. Without this
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generous donation, the journey would not have occurred for more than 100 youth in the urban area.
Additionally, based on a five year external evaluation, a decrease in youth crime and victimization has been noted.
Measure: The number of contacts with and referrals to Aboriginal service providers. Referrals are part of the mandate of the VPD’s Diversity & Aboriginal Policing Section and have occurred on an on-going The number of Aboriginal events that VPD attends. basis. Multiple contacts are made on a daily basis and referrals to Aboriginal service providers fluctuate between one and six per week depending on the context and individual Target: Set a baseline for the number of referrals. circumstances of each individual.
Attendance in at least one event per month. The VPD attended 75 aboriginal events, many of which were
attended by at least one Inspector.
Overall Strategic Progress
The VPD continues to have strong ties to the Aboriginal community in Vancouver through partnership programs directly involving front-line police officers as well as through community led groups which include VPD Executive members. Crime and victimization issues within the urban Aboriginal population remain a high priority for the VPD. Through on-going positive engagement, the VPD has seen decreases in these problems, specifically among the youth population participating in partnership programs.
In its final year of operation, the EASY program has also shown great success in the reduction of crime and victimization among the Aboriginal population. The program has been funded by the Ministry of Justice’s Crime Prevention Division.
An increase in positive relationships between front-line members of the VPD and Aboriginal youth has been observed. A total of 46 youth gave permission for the EASY program evaluator to access and view official police data between 2008 and 2011. There was a 20.4% decrease for incidents in which the youths were perpetrators of a crime; a 15.6% decrease for incidents where the youths were victims; and a 16.7% decrease for incidents where there was concern for the youth.
Although this is the final year of the EASY program, Aboriginal crime prevention initiatives will continue to be a priority for the VPD. Partnerships with programs such as the Aboriginal Youth First recreation project will provide youth an opportunity to participate in contemporary and traditional recreational activities. These youth would otherwise not participate due to poverty or self-esteem issues. The VPD will also partner with TransLink to decrease the number of youths charged with transit fare evasion.
VPD cultural awareness training was executed through the Vancouver Aboriginal Community Policing Centre (VACPC) Society. Over 30 VPD members participated with mixed reviews. Moving forward, outside funding will be sought from the Department of Justice for the VPD’s Diversity & Aboriginal Policing Section to run certified training through Vancouver Coastal Health. Other agencies have accessed government funds to participate in this training with positive outcomes reported. Upwards of 1,300 VPD members will be able to participate in this training once funding has been secured. In the meantime, 2013 will see 10 VPD members participate in an online pilot project developed by Vancouver Coastal Health. This course is eight weeks long and an assessment for the Executive will be completed when it ends.
Moreover, the generous donation offered through the VPD by the VPF to four Aboriginal organizations has been branded a major success. This funding allowed upwards of 100 Aboriginal youth to participate in the annual Pulling Together Journey. The program was reportedly the highlight of the year for these youth and has changed how they live and connect with their culture and community. This program has also provided Aboriginal youth and VPD members an opportunity to foster trust and build relationships.
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Goal – Provide public educational outreach on policing and police related issues Champion – Senior Director Paul Patterson
2012 Strategy 1: Continue to enhance public awareness of programs and services provided by the VPD by increasing traffic to the VPD website and increasing the use of social media. Initiation Date Target Date Lead
Ongoing December 31, 2012 Senior Director Paul Patterson
Activities (Action Plans) Completion Status Continue to review all the web pages with the goal of improving their content and their interactivity.
Initiate media and public information campaigns designed to drive people to the VPD website. All graphic materials including new business cards will reference
the home page.
Continue to use special events and blogs to drive visits to VPD social media sites.
2012 Performance Projections 2012 Performance Results Outcome: The public will obtain useful safety information and interact with VPD officers through the use of the Department’s The VPD’s use of these social media programs continues to Facebook and Twitter and Flickr accounts. increase. They have been used to alert the public regarding many safety issues including sexual predators at large and other threats.
Measure: The number of visits to the VPD home page. The number of visitors to the VPD home page has increased The number of visits to different sites within vpd.ca. from 695,465 in 2011 to 704,708 in 2012. While this increase is less than the projected 5% target, it does not account for the The number of people following or accessing VPD social media one time spike in visits to the website that occurred in 2011 due sites. to interest resulting from the Stanley Cup Riot. For instance, the website normally receives about 58,000 visitors in June, but that number spiked to 95,000 in June 2011. Therefore, excluding the Target: An increase of 5% in visits to vpd.ca over last year 2011 spike, the VPD has remained on track in meeting its 5% and continuing increases to our social media sites. annual growth targets for visits to the website.
The number of “likes” on the VPD’s Facebook page continues to climb at a steady pace. There were approximately 1,000 new “likes” in 2012. Precisely, the number of “likes” went from 5,226 in 2011 to 6,223 in 2012, representing an 18% increase.
The VPD’s Twitter account added another 8,000 followers in 2012 to take its total to 28,790, making the VPD one of the most followed police departments in North America.
The VPD’s Flickr account, which was launched in mid-2010 to share pictures from the Department, has now had about 22,500 views.
Overall Strategic Progress
The VPD has achieved leadership status among police departments for its use of digital social media. Accordingly, the VPD’s Business Liaison Officer has been asked to speak on the topic of social media
44 use at conferences in Vancouver and San Diego.
The VPD has used social media as a valuable tool to promote its programs and to disseminate news items and crime alerts. However, the VPD’s Public Affairs Section continues to be challenged by its lack of mobile access to social media outlets. This prevents Public Affairs members from using social media on a spontaneous basis, both initiating and responding to messages. In order for the VPD to be current, Public Affairs will continue to work with the VPD’s Information Technology (IT) Section to have members of Public Affairs equipped with greater mobile access to social media outlets (i.e. through Blackberries, other smart phones, or connected tablets).
Overall, social media programs and the website continue to be valuable tools for the VPD to reach the public without having to go through the filter of the traditional media. However, these outreach medians are not a replacement for the VPD’s work and relations with traditional media outfits. Despite impressive numbers of contacts having been achieved through digital social media, these numbers are nevertheless minor compared to the hundreds of thousands of people reached each day through the traditional media.
Moreover, in 2013, the VPD will initiate a campaign called Twitter 101 through the use of an educational video and parade presentations to encourage members to follow and respond to the Department’s Twitter account. This will further facilitate information exchange between members and the Department.
2012 Strategy 2: Continue to enhance the reputation of the VPD through a steady growth in the number of positive media articles. Initiation Date Target Date Lead
Ongoing December 31, 2012 Senior Director Paul Patterson and VPD Media Relations Officers
Activities (Action Plans) Completion Status Seek opportunities to gain publicity for the achievements of VPD members.
Encourage different VPD units to participate in feature stories highlighting their achievements.
Seek publicity for the commendations of VPD members as well as for the Beyond the Call and Annual Report publications.
2012 Performance Projections 2012 Performance Results Outcome: The VPD will become better known as an innovative and effective police department that provides ‘Beyond In addition to generating positive media stories, the VPD also the Call’ service to its citizens. produces its own publications. The Beyond the Call publication highlights the achievements of members and 5,000 copies are Increased support from the media, public, and other printed for distribution. The VPD’s Annual Report is carried in stakeholders for the VPD’s initiatives and actions. half a million copies of the Vancouver Sun. Both publications are also available on the VPD’s website.
The VPD has also produced a video of its award ceremony in 2012 to highlight the achievements of its members. This video can be accessed and viewed by the public on the VPD website.
Moreover, efforts to engage the public to provide information pertaining to 2011 Stanley Cup rioters continued in 2012 and a number of rioters were subsequently identified.
Measure: The number of positive media stories. The number of positive media stories regarding the VPD has
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Feedback on the annual citizen satisfaction survey. increased from 125 in 2011 to 145 in 2012. Generally, public reaction to these news stories is excellent. VPD media officers Target: 5% increase in positive media stories. continue to routinely answer media questions and give interviews. This involves responding to a staggering 20,000+ 5% increase in overall citizen satisfaction with the VPD. phone calls and 50,000+ emails per year.
According to the latest annual Community Satisfaction Survey conducted by NRG Research, residential satisfaction rates have decreased by 2% in 2012 from 2011. However, dissatisfaction rates have also decreased by 2%. Satisfaction rates for businesses have decreased by 12% in 2012 from 2011.
It is continually difficult for the VPD to accurately gauge its reputation. Aside from the on-going annual citizen satisfaction survey, the VPD now also gauges its reputation by the number of positive news stories and or editorials written about the department. The VPD also compares its media results to those of other agencies such as the RCMP. Based on these measures, the VPD appears to have maintained a largely positive reputation along with solid levels of public support. Incidentally, this level of support has helped the VPD reverse initial criticism to eventual praise (i.e. from the Vancouver Province newspaper) over its handling of the 2011 Stanley Cup Riot investigation.
The VPD’s Public Affairs Section has steadily increased its production of videos through a designated videographer. In 2012, the VPD posted 60 videos on YouTube that were watched by about 90,000 people. Since the VPD began posting videos about two and half years ago, a total of about half a million viewers have been attracted. The most watched video in 2012 with more than a thousand viewers was Recruiting Outlook, while the most popular videos belonged to the crime prevention series Krenz on Krime.
In 2013, the VPD will seek to improve its live streaming of news conferences. In 2012, the VPD live streamed 66 events but the average viewership was only 40 or fewer people. The recorded version of the news conferences does however attract a substantially larger audience. The challenge for 2013 will be to raise public awareness of the live stream broadcasts.
2012 Strategy 3: Continue to enhance the Department’s crime prevention initiatives and reduce crime, primarily in the property crime categories. This encompasses campaigns to increase personal safety and road safety. Initiation Date Target Date Lead
Ongoing December 31, 2012 Sergeant Kevin Bernardin
Activities (Action Plans) Completion Status Work to promote and increase memberships in the Block Watch and CCW programs.
Leverage existing crime prevention campaigns such as Sister Watch to help reduce crime.
Public Affairs Section to work with and provide resources/expertise to other VPD units to ensure the success of their programs.
The Business Liaison Officer will initiate and deliver crime prevention communication and programs to Business organizations and will be a liaison for the NPOs regarding business related crime trends.
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2012 Performance Projections 2012 Performance Results Outcome: The public will have greater awareness of the measures they can take to help protect themselves and their Those involved in Block Watch, Sister Watch, and Project Griffin property from crime, as well as how to stay safe on the road. continue to be very active in attending public forums, trade shows, and delivering speeches and classes to inform the public about how they can be safer.
Measure: The number of neighbourhoods signed up with Block Watch. Block Watch membership increased from 604 neighbourhood programs in 2011 to 616 in 2012. One of the new activities The number of Citizen Crime Watch (CCW) volunteers, and the coming out of Block Watch in 2012 was the production of a amount of CCW activity. crime prevention series called Krenz on Krime which has become the VPD’s most popular and most watched video Enhanced Community Policing Centre (CPC) program and series. A dozen videos have been produced thus far attracting a service delivery. viewership of approximately 10,000 people.
CCW increased its membership by 8% (from 130 to 140) Target: 5% increases in Block Watch group memberships. thereby meeting its target for 2012. CCW has also broadened its
focus on crime reduction strategies in 2012. Moreover, it 5% increase in CCW volunteers, and greater CCW focus on increased its departmental profile by becoming a more wider crime reduction strategies. integrated and valued asset of the VPD for special assignments
such as the riot poster distribution and gang watch activities. Increased consistency in program/ service delivery between the
CPCs. CPC program and service delivery was enhanced through the
appointment of a new Community Policing Service Unit (CPSU) A 5% overall decrease in property crime statistics. Sergeant near the end of 2012. The new Sergeant has initiated
very successful bi-monthly meetings to enhance the relationship between the NPOs and CPCs. The Sergeant has also initiated additional training for CPC personnel such as a Verbal Judo session attended by 78 people. Prior to this appointment, the position had primarily been co-opted by the VPD’s Riot Investigation.
Overall property crime statistics do not reflect the Department’s crime prevention efforts in 2012. Total incidents of property crime increased by 3.8% in 2012.
Overall Strategic Progress
The Public Affairs Section has been stretching its resources as much as possible in some areas. For instance, the Business Liaison Officer has also been utilized as the Social Media Officer and backup Media Relations Officer. Along with several advances in social media, the Business Liaison Officer has produced two editions of the Commercial Crime Prevention Quarterly in 2012 distributed to all CPCs and BIAs. She conducted numerous “Lunch and Learn” presentations on personal safety and shoplifting for various organizations. She also disseminates weekly crime stats to the BIA’s, CPC’s, and other business organizations and has held five Project Griffin presentations for a total of 320 people in 2012. While impressive, this level of performance is not sustainable and Public Affairs will be seeking a division of those roles in the new future.
2012 Strategy 4: Continue to enhance the services provided by the Department to victims of crime and increase awareness among the public and within the Department of those services. Initiation Date Target Date Lead
Ongoing December 31, 2012 Victim Services Manager and Senior Director Paul Patterson
Activities (Action Plans) Completion Status Work to fully staff the Victim Services Unit (VSU).
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Employ a number of internal and external communication strategies to raise public awareness of the VSU.
Continue to make presentations to VPD members and apply stickers to member’s notebooks to raise their awareness and utilization of the VSU.
2012 Performance Projections 2012 Performance Results Outcome: More victims of crime will receive assistance from the VPD; more people will become aware of the assistance the Despite remaining short-staffed throughout 2012, the VSU VPD provides to victims; and the Department’s reputation of continued providing a high standard of service in supporting providing ‘Beyond the Call’ service will be enhanced. victims. This was recognized through police member and client feedback.
Measure: The number of victims having received assistance from the VPD along with their satisfaction levels. The VPD did not achieve its targets of a 5% increase in victims assisted as well as a 5% increase in visits to the VSU webpage. The number of visits to the VPD Victim Services web page. Nevertheless, the VSU continued to serve a high volume of clients in 2012. 1,990 clients were served.
Target: 5% increase in victims assisted.
5% increase in visits to the Victim Services webpage.
Overall Strategic Progress
The VSU continues to operate under-staffed, with two of four caseworker positions remaining vacant. This has and continues to affect the VSU’s capacity to respond to calls and take on additional files, and has hindered the length of VSU’s involvement with each file. More staff would allow for greater service levels including longer follow-up support.
As always, VSU staff members have remained positive and committed through all the challenges they have been faced with, and continue to provide professional service to victims, witnesses, and family members affected by crime and trauma.
Perhaps the main challenge yet to be addressed is filling the VSU manager position which has been vacant since last year. It was decided that the manager should be an exempt position rather than a Teamsters position and therefore union agreement has been required to make this change. Final agreement on this change is expected by February 2013. Once the Manager position is filled, a renewed direction for the VSU is expected along with bringing the Unit back to full strength.
2012 Strategy 5: Outreach to the Lesbian-Gay-Bisexual-Transsexual-Queer (LGBTQ) community to develop relationships and programs that are mutually beneficial. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Mario Giardini and Diversity Program Planner Lori Beckstead
Activities (Action Plans) Completion Status Work to develop crime prevention programs designed for the LGBTQ community.
Acquire funding the establishment of an LGBTQ community Case Worker.
Track the number of incidents reported to the VPD in relation to hate crimes.
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Conduct ongoing in-house training with regards to hate crimes.
Development of a smart phone app which would contain information relevant for police investigations.
2012 Performance Projections 2012 Performance Results Outcome: Increased safety and support for the LGBTQ community. Through attending ongoing community events and meetings, the VPD continues to raise its profile in a positive way with respect Improved relationship between the VPD and the LGBTQ to the LGBTQ community. This has included an increased community. presence in the annual Pride Parade.
Measure: The number of hate crimes reported to the VPD. 250 incidents were reported as hate crimes to the VPD in 2012. The number VPD officers attending hate crime training sessions. Of those, 52 were actually determined to be hate crimes under the definition.
Target: A 5% increase in Hate Crime reported to the VPD. Roughly the same numbers of hate crime incidents were
reported to the VPD in 2012 compared to 2011. However, the Maintain the current level of hate crime training. number of those incidents actually designated as hate crimes
decreased from 64 in 2011 to 52 in 2012.
120 officers participated in hate crime training sessions last year.
Overall Strategic Progress
Increased reporting of hate crimes over the last couple of years is related to increased awareness within the LGBTQ community through media, partnerships with the community, and word of mouth, as well as through positive judicial outcomes related to reported gay-bashings. In 2012, there was again, significant media exposure to hate crimes within the LGBTQ community. This exposure resulted in greater awareness and continued high levels in the reporting of incidents.
The VPD’s Hate Crime Unit (HCU) provides crime trend reports to track assaults and to provide comparative analysis. The actual tracking of hate crime data is performed through the use of an Excel spread sheet and monthly Hate Crime reports.
In 2012, the HCU delivered training to all recruit members during their Block 3 at the Justice Institute of British Columbia (JIBC). The training covered a variety of hate crime topics, including potential bullying within the LGBTQ community itself (e.g. the notion of unknowingly “outing” someone).
Moreover, partnerships with the main LGBTQ community organization continue to be positive; however, there has been some upheaval of leadership within that organization. The VPD will work with the organization’s new leaders in 2013 to prevent hate crime victimization through education programs. Funding sources for such initiatives among others will commence February 2013.
The VPD will no longer seek to develop a smart phone app which would contain information relevant for police hate crime investigations.
2012 Strategy 6: Improve the VPD’s outreach to Vancouver’s diverse cultural communities. Initiation Date Target Date Lead
January 1, 2012 Ongoing Diversity Program Planner Lori Beckstead
Activities (Action Plans) Completion
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Status The Diversity Advisory Committee (DAC) to develop action plans to reach out to the various or diverse communities in Vancouver.
To coordinate or participate in diverse community events such as an ‘Anti Bullying forum’ or a ‘Hate Crime Dialogue Session’.
2012 Performance Projections 2012 Performance Results Outcome: Greater VPD representation at various community events. Greater VDP representation at various community events has occurred throughout 2012 while relationships with diverse and Improved relationship between the VPD and Vancouver’s multicultural groups have increased positively. Partnership diverse communities. programming with these groups is at an all-time high.
Measure: The number of diverse community events coordinated and/or attended by the VPD. 75 events were attended by at least one member of the VPD’s Diversity Section while most were attended by two or more members of the Section including the Inspector. For some Target: Continue a high level of participation in multiple community events, upwards of 50 VPD members were in community events each year. attendance.
The VPD determines the baseline for attendance of events based on events attended in the previous calendar year. It is estimated that the VPD will attend a similar number of events in 2013 as it did 2012.
Overall Strategic Progress
The VPD continues to have greater representation at a variety of community events. This is based on greater internal communication of community events taking place including more advanced notice to VPD members. The Section has also conveyed a greater understanding of the importance of VPD participation in community events to Management and front line police.
Increased representation has also been due to a greater interest among diverse communities in what the VPD does and how it does it. For instance, the Citizens Police Academy invites leaders of diverse and political communities to participate in a multi-day training program that includes interactive presentations by speciality units of the VPD as well as participation in actual police scenarios. These program participants then report back to their respective community members and constituents and this provides positive marketing for the VPD. The multi-day program attracted upwards of 20 community leaders in 2012 and given its success, it will again be delivered 2013.
New crime prevention strategies aimed at building trust and positive relationships with high risk multicultural communities are planned for 2013 through increased funding from the Federal Government. As in 2012, the VPD will send several members to attend such events as the Racial Discrimination event at the Sikh temple and the Vashaki parade. Approximately 50 VPD members attended this parade in 2012.
Moreover, the Diversity Action Committee (DAC) saw an increase in members from different cultural communities in 2012.
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Goal – Provide socially responsible programs and initiatives that benefit youth Champion – Inspector Ralph Pauw
2012 Strategy 1: Maintain the VPD Youth Referral Program to remain consistent with provisions of the Youth Criminal Justice Act (YCJA) and consider extra-judicial measures for youth who commit less serious offences. Initiation Date Target Date Lead
Ongoing Ongoing Youth Referral Coordinator Amy Powter
Activities (Action Plans) Completion Status Create a brief training film describing the Youth Referral program and referral process.
Distribute the film to be shown to all Patrol teams.
Regularly post bulletins on E-parade.
Liaise and build partnerships with community agencies and organizations to provide the highest quality program referrals.
2012 Performance Projections 2012 Performance Results Outcome: Referring youth to community programs rather than incarceration will assist them in addressing the underlying The VPD was successful in implementing program plans for 57 issues for their criminal behaviour. Agencies involved in extra youth that were referred to the Youth Referral program in 2012. judicial measures work with youth to help them gain the skills and knowledge to make better choices and develop into socially The brief training film was created and shown to all Patrol responsible citizens. teams. Bulletins were posted on E-parade and partnerships continue to be built with community agencies and organizations.
Measure: The number of referrals from School Liaison Officers (SLOs) and Investigators. The target number of referrals from SLOs/Investigators of three a month or 36 a year was exceeded. A total of 41 referrals were The number of referrals from Patrol members. received from SLOs alone in 2012.
The target number of referrals from Patrol was one a month or Target: Three referrals from SLOs and investigators each 12 a year. A total of two referrals from Patrol were received and month. the target was therefore not met.
One number of referrals from Patrol members each month.
Overall Strategic Progress
Overall, the VPD exceeded its target for the number of youth referrals from SLOs and investigators. Although the brief training file describing the Youth Referral program was disseminated to Patrol teams and bulletins were posted on E-Parade, Patrol referrals did not reach the expected target of 12 per year.
In 2013, the VPD will be implementing a new strategy aimed at increasing the number of youth referrals from Patrol. Accordingly, the YSU Sergeant will be contacting individual Patrol members after submitted GO reports that did not make a youth referral in cases where one would have been appropriate.
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2012 Strategy 2: Coordinate and implement the Retail Theft Circles (RTC) program to provide an opportunity for offenders to learn about the impacts of shoplifting directly from those most impacted. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Youth Referral Coordinator Amy Powter
Activities (Action Plans) Completion Status Educate Members about the program through the use of regular bulletins on E- parade.
Educate Loss Prevention Officers (LPOs) on the availability and benefits of RTCs as a response to shoplifting.
Conduct extensive initial meetings with youth referred to program to ensure suitability for program participation.
Engage LPOs, Police Officers, Victims, and community resources as participants in the RTCs.
2012 Performance Projections 2012 Performance Results Outcome: Young offenders will be provided with an alternative response to the issue of shoplifting with the goal of Based on the lack of referrals to the RTC, this strategy has not deterring future offending. Those impacted most by shoplifting been achieved. are loss prevention officers, store owners, police officers, and community members.
A reduction in shoplifting re-offences for youth who have participated in an RTC.
Measure: The number of referrals to the program. Given the lack of referrals, there are no performance metrics to The number of youth who participate in an RTC and shoplift report. again.
Target: Conduct six RTCs with at least 15 youth participants in session for a total of 90 youth by year end.
Establish a baseline regarding recidivism rates for youth who have participated in an RTC.
Overall Strategic Progress
The strategy of implementing and coordinating the RTC program was not successful. The VPD was unable to run the RTC as there were no referrals from Patrol. The strategy will not be carried over into 2013.
This strategy will be replaced with a new initiative that will identify the top 20 at-risk youth in Vancouver. Once identified, these youth will be connected with community based programs.
2012 Strategy 3: Y10 (the Youth Car) to conduct checks on youth with court-imposed conditions to ensure they are being abided by. Initiation Date Target Date Lead
January 1, 2012 Ongoing Sergeant Tahir Humayan
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Activities (Action Plans) Completion Status Work with Patrol, Youth Probation, SLOs and YSU officers in order to proactively monitor young offenders, enforce the law when a breach occurs, and pursue fresh charges when appropriate.
Conduct street checks on youth, develop Intel, and establish rapport.
2012 Performance Projections 2012 Performance Results Outcome: Youth convicted of criminal activity will be subject to routine condition checks. This will reduce recidivism and Y10 maintains a current list of youths with conditions and/or increase the likelihood that court imposed conditions will have a restrictions. It receives daily updates on youth with court- positive impact. imposed conditions through the Justice Information system (JUSTIN) and related court documents at the Hornby Street probation office.
Y10 officers frequently visit locations and facilities occupied by youth and they familiarize themselves not only with the youth, but also with the staff who operate these facilities. Strong relationships with these staff members assist Y10 officers to locate and direct youth with court-imposed conditions.
Measure: The number of youth with conditions being monitored by Y10. Y10 currently monitors approximately 70-80 youth. This baseline is based on priority and on the probability of locating the youth. In addition, since Y10 only consists of two officers, they are Target: Establish a baseline for the number of youth being currently not able to monitor more than 70-80 youth. monitored by Y10.
Overall Strategic Progress
Y10 works directly with at-risk youth who in most cases have had direct contact with law enforcement officials. Y10 officers utilize all resources available to them by connecting with outside services that can provide them with the information necessary to locate youth.
Y10 does an excellent job in the community and is highly respected in all youth centres in Vancouver. Y10 officers earned this respect through open and transparent communication with the youth and resource workers they connect with. Most of these resource people will call the Youth Car directly before they consider calling 911 when a major issue arises.
Overall, the program is an asset for the VPD including being a tremendous resource for Investigators. Youth Car officers regularly coordinate with SLOs and YSU Investigators. Y10 officers support these Units by making arrests for their files as well as by conducting street checks to enforce court conditions. Y10 officers have achieved their objectives for 2012 but continue to be challenged by an increasingly heavy workload. Additional officers would allow the Youth Car to monitor a greater amount of at-risk youth.
2012 Strategy 4: Continue to develop and maintain the success of the Police Athletic League (PAL) program. Initiation Date Target Date Lead
Ongoing Ongoing Inspector Ralph Pauw
Activities (Action Plans) Completion Status Explore fundraising opportunities in order to increase the number of events sponsored by PAL.
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Create more awareness of the PAL program by posting in-house bulletins on a regular basis throughout the year.
Liaise with the Youth Referral Coordinator for youth referrals who would benefit by participating in sporting events/programs promoted by the PAL program.
2012 Performance Projections 2012 Performance Results Outcome: Provide a safe and supervised environment for youth, giving them the opportunity to work with positive role The PAL program held 44 supervised events in 2012. They were models and build relationships with police officers. very well attended by both VPD members and youth. These events continue to provide excellent opportunities for the VPD to Encourage youth to become involved in community sports and build strong relationships with youth and to act as a positive role activities thereby enhancing their self-esteem and motivation to model. develop a positive self-image.
Measure: The number of participants in PAL sessions. Approximately 900 students participated in the 2012 PAL events. The VPD is on track to increase enrolment in 2013. Target: A 10% increase in the number of students who participate in PAL.
Overall Strategic Progress
PAL events continue to be well attended by youth throughout Vancouver. Numerous VPD officers have volunteered to coach, supervise, and mentor the young athletes. PAL was also successful in raising funds to meet the objectives of providing scholarships, t-shirts, snacks, and awards. The VPD’s Youth Services Section (YSS) will continue to explore fundraising opportunities in order to continue expanding the PAL program. In-house promotion of the program will be further enhanced once additional funding is secured.
Overall, the PAL program continues to be an excellent tool for building relationships with youth while encouraging them to lead a healthy lifestyle and be socially responsible.
2012 Strategy 5: Secure funding to ensure the VPD Student Challenge can be held annually. Initiation Date Target Date Lead
Ongoing Ongoing Sergeant Brent Haines
Activities (Action Plans) Completion Status Identify a team of SLOs to administer and coordinate the Student Challenge.
Solicit and secure sufficient funds to successfully run this program.
Market the Student Challenge program to VSB students and children of VPD members.
2012 Performance Projections 2012 Performance Results Outcome: The VPD Student Challenge will continue to have a positive effect on students through a relationship building 48 students took part in the 2012 Student Challenge resulting in process with youth. Moreover, this program will generate positive relationship building between VPD officer and youth interest in a policing career. participants. All 48 students expressed an interest in policing.
Measure: Progress on securing funding for the Student Challenge. Funds were successfully raised to fully host the 2012 Student
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Challenge with an enrolment level of 48 students. Level of enrolment in the program. $14,696 has been raised thus far to fund the 2013 Student Target: Secure approximately $22,000 annually to offset the Challenge. operating costs of the program.
Achieve an enrolment level of 48 students per year to ensure the program is sustainable.
Overall Strategic Progress
The Student Challenge has had a positive effect on students and has provided numerous opportunities for relationship building with youth. Over the years, the VPD has seen an increase in the number of students taking part in the Student Challenge many of which whom are aspiring to be police officers. Incidentally, several former Student Challenge participants are now serving as police officers.
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Goal – Manage resources in an environmentally sustainable manner Champion – Senior Director Dawna Marshall-Cope
2012 Strategy 1: Engage in a waste reduction program to divert waste in the VPD. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Senior Director Dawna Marshall- Cope
Activities (Action Plans) Completion Status Collect metrics on waste generated at the VPD.
Implement the Corporate Waste Diversion program at the two main VPD facilities.
Fully integrate battery recycling for all employees.
Expand waste diversion programs to satellite facilities of the VPD.
2012 Performance Projections 2012 Performance Results Outcome: A full understanding of the amount of waste generated within VPD facilities. In co-operation with the CoV’s Zero Waste program, both VPD facilities at 3585 Graveley and 1570 Kootenay have been The implementation of a comprehensive recycling program at outfitted with recycling stations, including signage and the VPD. instructional posters. Additionally, all personal garbage receptacles have been replaced with personal recycling bins, and each staff member is now responsible for sorting their own waste. Information sessions facilitated by the CoV were offered at the Graveley Street facility in December 2012.
The battery recycling program Call2Recycle has also been implemented at Graveley and Kootenay, although with less buy- in than the Zero Waste program.
Measure: The amount of waste diverted at the VPD. The waste stations were delivered in late 2012 to the Graveley and Kootenay Street facilities. Within sixty days of Target: A 10% reduction in waste based on benchmarks implementation, the Department diverted 50% of its waste from established by the Corporate Waste Diversion Program. going to a landfill, exceeding the 10% target.
Overall Strategic Progress
The waste reduction program is fundamental to the goal of managing resources in an environmentally sustainable manner. The Zero Waste program has been embraced by staff at the Gravely and Kootenay Street facilities, and we anticipate a similar response once implemented at the other VPD facilities. The battery recycling program was introduced in mid-2012 but has not been as well received. In an effort to raise awareness and facilitate access, the Call2Recycle containers are now located in the same areas as the Zero Waste stations.
2012 Strategy 2: Reduce vehicle emissions by the VPD. Initiation Date Target Date Lead
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January 1, 2012 December 31, 2012 Fleet Manager Rob Rothwell
Activities (Action Plans) Completion Status Replace remaining prisoner wagons with efficient Sprinter vans.
Add additional hybrid or electric vehicles to the fleet where operationally feasible.
Patrol Fleet renewal will explore replacing old V-8 technology with newer, more efficient, and more powerful 6-cylinder motors.
Expand testing to incorporate technological advances to reduce idling.
2012 Performance Projections 2012 Performance Results Outcome: Implementation of more fuel efficient vehicles within the VPD fleet. Prisoner wagons and six unmarked hybrid vehicles have been purchased, replacing less efficient fleet vehicles. A comprehensive Reduction in idling time for VPD vehicles. evaluation of two V6 models has been completed for the pending Patrol fleet refresh.
Idling times have not yet been reduced. However, preliminary research has begun in working towards reducing idling, including an analysis of idling times in Patrol vehicles. This work was conducted by a UBC graduate student in cooperation with the CoV in the Greenest Cities Scholars program.
Measure: The number of hybrid and/or alternate fuel source vehicles in the fleet. Nine V8 prisoner wagons have been replaced with V6 models, resulting in a 35% fuel savings. Six hybrid vehicles have replaced The number of more fuel-efficient Patrol vehicles deployed in six gas fuelled vehicles which is expected to yield a 40% savings 2012. in fuel.
Improved metrics for vehicle emissions, from operational Replacing the existing Crown Victoria vehicles with Dodge police vehicles. Chargers will result in fuel savings; however, actual measures will not be reported until 2013. Fuel consumption metrics have been obtained and will be used as a base when reporting measures in Target: The addition of 10 hybrid and/or alternate fuel the future. vehicles to the fleet.
Furthermore, two electric vehicles have been requested, but have A 5% reduction in fuel consumption for operational police not yet been delivered. vehicles.
In the past year, the VPD has realized a 3.4% reduction in fuel consumption.
Overall Strategic Progress
This is a vital strategy for the strategic goal of managing resources in an environmentally sustainable manner. Key to the success of this strategy is to continue to work productively with the CoV’s Equipment Services (EQS) in order to make necessary fleet acquisitions in the timeliest possible manner. While the relationship is productive, the VPD and CoV both have their own sets of processes and this often results in some projects taking more time than was originally planned.
The first order of Patrol vehicles is expected to be made in the first quarter of 2013. The electric vehicles were requested in mid-2012 but their delivery date is not firm.
Moreover, the goal to reduce idling time has taken more research than anticipated. The original technical solution did not meet the Department’s operational needs. A more suitable version has been identified and is now on order.
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2012 Strategy 3: Replace paper-intensive processes with paperless systems where possible and when cost effective. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Audit Manager Simon Demers
Activities (Action Plans) Completion Status Identify paper-intensive processes in administrative, investigative, and operational areas.
Identify where efficiencies could be gained with paperless processes.
Implement new processes where feasible.
2012 Performance Projections 2012 Performance Results Outcome: This initiative will result in less paper use and will allow for more efficient and timely business processes. Much of what has been realized in 2012 with regards to the reduction in paper use is a direct result of the IT Green initiative. For instance, all printers now default to double-sided printing, resulting in a significant reduction in single sided printing. In addition, the Papercut program enables VPD staff to monitor the carbon footprint relating to its usage of paper and printing.
Overall, these measures have resulted in a significant reduction in paper usage throughout the organization.
Measure: The volume of paper used for printing. As a result of defaulted double-sided printing, the percentage of The number of paperless processes implemented in the year. print jobs that are now done on both sides of the page has increased from 18% in 2008 to 53% in 2012.
Target: A 5% reduction in the amount of paper used. PaperCut software has been enabled on all desktops allowing
staff to monitor the number of print jobs and pieces of paper The addition of 3 new paperless business processes to replace they use. The impact of this is not easily quantifiable, but it does legacy paper-based ones. increase user awareness.
Several business practices have moved from paper to electronic:
Automation of the overtime process. Introduction of the electronic Violent Crime Linkage Analysis System (VICLAS) booklet. Implementation of the electronic tracking system in Archives (Wise Track). Introduction of the electronic warrant management system, where the Canadian Police Information Centre (CPIC) Management Unit now stores and shares all warrants electronically. Partnering with the CoV, all VPD staff members now receive their pay information electronically. Implementation of the electronic Emergency and Operational Planning Section (EOPS) event debrief report.
Overall Strategic Progress
The implementation of paper-less systems is a key strategy in the VPD’s commitment to managing resources in an environmentally sustainable manner. Since 2008, the VPD has reduced its carbon footprint related to photocopying by 34%.
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2012 Strategy 4: Assess the feasibility of a dedicated sustainability coordinator role within the VPD, exclusively for VPD programs and initiatives. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Senior Director Dawna Marshall- Cope
Activities (Action Plans) Completion Status Develop a business case to support the position, based on research already done through the Greenest City Scholars program.
Define roles and responsibilities for the position.
Receive approval for the position.
Complete selection to fill the position.
2012 Performance Projections 2012 Performance Results Outcome: A subject matter expert will be able to provide added value to current and future VPD sustainability projects This strategy has not yet been initiated. through research and pre-existing knowledge.
Measure: A dedicated program coordinator to oversee on- going and new sustainability initiative within the VPD. No progress has been made as this strategy has not yet been initiated. Target: The addition of one FTE position to the Facilities Services Section.
Overall Strategic Progress
In 2011, the VPD participated in the Greenest Scholars program, commissioning a research project that identified sustainability initiatives in police departments from other jurisdictions. That research indicates that departments containing an organized committee (e.g. Code Green) together with a dedicated sustainability coordinator (who is professionally trained in environmental management and sustainability) exhibit the highest level of involvement in achieving their green objectives.
Agencies possessing dedicated sustainability coordinators have been shown to have a greater depth of expert knowledge with regards to sustainability practices. This has enabled those departments to undertake more comprehensive planning and implementation of sustainability initiatives than would otherwise be possible. While the VPD’s Code Green Committee is committed to the strategic goal of sustainability, this work is performed in addition to the regular duties and responsibilities of committee members. In addition, none of the members are formally trained in the field of environmental sustainability.
Due to limited staffing resources, the Code Green Committee will not be recommending the creation of a dedicated sustainment coordinator position at this time. Instead, the committee will continue to work with its CoV partners and will rely on existing internal resources. The concept of creating a dedicated coordinator position will be reviewed on an annual basis.
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Goal – Encourage and support career development and succession planning for all staff Champion – Inspector Larry Cope
2012 Strategy 1: Manage all periods of rank depletion through planning and projection. Initiation Date Target Date Lead
January 1, 2012 June 30, 2012 Inspector Larry Cope and Staff Sergeant Ross Jackson
Activities (Action Plans) Completion Status Develop a five year forecasting database for attrition derived from SAP.
Identify rank depletion.
Identify age and gender gaps.
2012 Performance Projections 2012 Performance Results Outcome: Pro-active awareness of requirements for the next 5 years by all managers will improve how succession planning Monthly attrition reports are generated by the VPD’s Human and attrition is handled, resulting in more seamless transfers. Resources Section (HR). Attrition reports provide snapshots of the VPD’s current staffing situation and forecasts retirements and resignations.
The VPD Tenure Plan has been vastly expanded to assist managers in defining their succession planning needs.
Measure: Progress on the development of a new database which contains comprehensive demographic information for all The VPD’s Business Analyst regularly produces an ‘80’ factor members including but not limited to age, rank, gender, length of report which captures all staff members nearing their 80 factor, service, and the ‘80 factor’. projected five years into the future.
The new database of demographic information has yet to be Target: The successful development of the new database. implemented.
Overall Strategic Progress
The monthly attrition reports provide a good snapshot of the VPD’s current staffing situation and can be helpful in predicting future staffing needs. The challenge with this predictive model is that VPD employees are staying longer in their positions, mirroring the trend across the entire Canadian workforce. Likewise, police officers are staying longer than their 80 factor, again mirroring trends indicating that more and more of the Canadian workforce is working longer than 30 years.
2012 Strategy 2: Explore and investigate software that is compatible with SAP and focus on “skills management”. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Larry Cope and Staff Sergeant Ross Jackson
Activities (Action Plans) Completion
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Status Identify requirements.
Set up appointments for demonstrations.
2012 Performance Projections 2012 Performance Results Outcome: Training budgets can be better allocated once there is a software package in place to identify the status of all Performance appraisal and succession planning software has members with regards to qualifications and training. not been purchased due to significant costs. The CoV has expressed some interest in initiating a collaborative approach including sharing costs relating to the area of performance development.
Measure: The number of identified training software options identified as potentially being feasible for implementation at the HR has reviewed a variety of performance appraisal and VPD. succession planning programs through demos, consultation with several other police agencies, and specific on-site reviews in Seattle and Calgary. All programs reviewed require SAP Target: The selection of one software package for demo at compatibility. the VPD.
Overall Strategic Progress
There are a number of organizations that supply succession and performance development software. The VPD’s HR Section has narrowed down the list of possibilities to just two of those organizations. The main challenges in purchasing the software and implementing the program is the significant costs and staff resources required.
2012 Strategy 3: Establish a committee to work with IT to establish the viability of further development of the Mandatory Training Program for the purposes of career development. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Larry Cope and Staff Sergeant Ross Jackson
Activities (Action Plans) Completion Status Identify requirements. o Leadership Development Committee o Leadership in Police Organizations o OPC Frontline Supervisors series (CPKN)
Set up meetings with the Training Unit.
Set up meetings with IT.
2012 Performance Projections 2012 Performance Results Outcome: This committee will determine what functionality is required in a new career development and training program and The VPD’s Career Development Unit is working with a whether the VPD’s current software is capable of fulfilling the Curriculum Designer on several projects designed to enhance requirements. the Unit’s service to the VPD membership.
Measure: Progress on establishing the committee. Through the Leadership Development Committee, the VPD’s The number of meetings the committee holds. HR and Training Sections are working together to provide a number of leadership courses for the development of members in all ranks. Target: The creation of the committee.
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Hold regular meetings and act upon agenda items.
Overall Strategic Progress
Leadership courses have been implemented at the VPD, and audits of the courses have also been completed. Members eligible for the new courses have been identified.
2012 Strategy 4: Create formal working policies on what constitutes career development. Initiation Date Target Date Lead
January 1, 2012 September 30, 2012 Inspector Larry Cope and Staff Sergeant Ross Jackson
Activities (Action Plans) Completion Status Prepare a simple questionnaire of ten basic questions.
Promote the questionnaire via Intranet and internal memos.
Identify courses relevant to career development.
Identify courses for consideration.
Identify groups and individuals ready for other development.
2012 Performance Projections 2012 Performance Results Outcome: Formal definitions and policies surrounding career development will allow members to more effectively plan their Currently, there is a general vision for the Career Development career development. Unit. The results of a pending survey will help augment the Unit’s purpose and business processes. Moreover, soliciting employee feedback has the potential to increase employee participation and increase members’ awareness of career development.
Measure: Progress made on soliciting VPD employees for their thoughts regarding career development. Survey questions have been prepared and will be disseminated in the near future. The results will inform formalized policies Progress made on establishing policies. surrounding career development.
Target: Solicit employees for their thoughts regarding career development.
Establish policies surrounding career development.
Overall Strategic Progress
The Career Development Unit will be able to make a determination on how to best augment its mandate and business rules once the results of the pending survey have been reviewed and analyzed. The survey is scheduled to be sent out to VPD members on Feb 15, 2013.
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Goal – Ensure that the VPD has the human resources and training needed to meet objectives Champion – Superintendent Daryl Wiebe
2012 Strategy 1: Develop a five year comprehensive training and education plan for constables that will ensure our members are achieving their full potential. Initiation Date Target Date Lead
January 1, 2012 On-going Inspector Jeannie Yee
Activities (Action Plans) Completion Status Conduct research to identify essential learning needs and competency levels for constables at the 5 year mark.
Link with mandatory training requirements identified in the Training Management and Planning Information System (TMPIS).
Provide and schedule identified training.
2012 Performance Projections 2012 Performance Results Outcome: Focused training and education plans will ensure members meet organizational competencies and increase their The framework for a comprehensive training plan is in place, job satisfaction. and the Department is set for the future as it strives to deliver essential educational material to all members during their first five years of service. Remaining hurdles to enable efficient delivery of the material are limited to logistics and the acquisition of technology.
Measure: Progress on developing and implementing the training and education plans. By the end of 2012, the development and implementation of training and education plans is approximately 80% complete. The Training Unit has initiated some on-line learning programs, Target: Training and education plans fully developed, and further delivery of the mandatory training courses is communicated, and implemented. expected throughout 2013.
Overall Strategic Progress
The development of the five-year training and education plans has been completed and discussions continue regarding the delivery of the plans and their material. The crux of the discussion revolves around the logistics of implementing the plan and utilizing a more efficient “blended delivery” training model. Blended training involves both on-line and classroom instruction and securing technology to deliver on-line material has been difficult within the existing budget.
The training and education plans are linked to TMPIS, and managers have been asked to review previously identified training courses to ensure they are current and to ensure that they continue to provide mandatory material for the on-going development of VPD members.
Identified training will be scheduled in 2013, once logistical and technology hurdles have been overcome.
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2012 Strategy 2: Ongoing delivery and development of leadership, labour process investigation, and HR processes training for supervisors and managers. Initiation Date Target Date Lead
On-going December 31, 2012 Inspector Jeannie Yee and Superintendent Daryl Wiebe
Activities (Action Plans) Completion Status Continuation of Supervisor and Manager training in labour processes.
Delivering mandatory training for Supervisors and Managers as identified in TMPIS according to positions.
Research and identify new education programs through various venues such as the Leadership Development Committee.
2012 Performance Projections 2012 Performance Results Outcome: Supervisors and Managers have access to a balance of training / career development programs. A comprehensive police-specific leadership development program has been identified for the VPD. Over the coming years, this program will be immediately available to sworn and civilian supervisors and managers, and eventually available to front-line staff.
Measure: Increased amount of training and achievement of customer service (internally). Leadership training will commence in March 2013. This program is fully self-sustaining, involving a train-the-trainer component. This will enable the VPD to continue to roll this Target: Supervisors and managers receive core training in program out across all areas of the Department over the next labour process investigation and HR processes. five years.
Overall Strategic Progress
The VPD’s Human Resources (HR) Section is preparing updated Labour Process workshops for delivery to managers and supervisors. This builds on the previous training provided and it is anticipated to be available in early 2013.
A thorough assessment of leadership development has resulted in the identification of a comprehensive police-specific program for the VPD. The Leadership in Police Organizations program, developed by the International Association of Chiefs of Police (IACP), was identified as the program of choice for VPD members. It is delivered within many North American police agencies, and is designed to be fully self- sustaining within one year of implementation.
The first Leadership in Police Organizations program for the VPD is scheduled to commence in March 2013.
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2012 Strategy 3: Recruit and retain sworn and civilian members to fill current and projected vacancies. Initiation Date Target Date Lead
January 1, 2012 On-going Superintendent Daryl Wiebe, Inspector Jeannie Yee, and Inspector Larry Cope
Activities (Action Plans) Completion Status Develop innovative outreach programs for recruiting candidates for sworn positions.
Continue efforts to obtain maximum budget that will allow hiring to authorized strength.
Strategize filling of both sworn and civilian vacancies to meet organizational and operational goals.
Continually assess assignments of sworn & civilian staff and adjust as necessary to minimize vacancy challenges.
2012 Performance Projections 2012 Performance Results Outcome: Filling vacancies will result in sufficient staff being in place to meet organizational goals and maintain the health Throughout 2012, the VPD effectively recruited 108 new and well-being of members through a balanced workload. employees, bringing its staffing up to budgeted levels. This resulted in a more complete deployment of police officers in Patrol. It also allowed the VPD to continue to meet investigative demands in 2012, including meeting the demands of the on- going 2011 Stanley Cup Riot investigation (IRIT).
Measure: Sections throughout the department are staffed sufficiently to meet their organizational and operational goals. In addition to those vacancies that were agreed upon to meet budget goals, there were a significant number of other sworn and civilian vacancies at the start of 2012. While the agreed Target: All funded vacancies are filled. vacancy levels were maintained, all other funded vacancies
were filled by the end of 2012.
Overall Strategic Progress
The VPD’s Recruiting Unit has effectively used social media to further its recruitment efforts, including tweet-a-thons on Twitter, and video messaging on Facebook. In addition, the creation of a dedicated Internet presence at www.joinvpd.ca has enabled the Recruiting Unit to effectively message VPD employment opportunities to the public. These strategies have been well-received, and response has been overwhelming.
Collaboration continues between the HR, Finance, and Recruiting Sections to estimate attrition levels and optimize hiring within the allocated and forecasted budget. The Recruiting Unit hired 57 new police recruits and 45 new jail guards in 2012. In addition, six experienced police officers from other local police departments were hired and are now members of the VPD team.
The Position Control Committee was created to manage civilian vacancies, oversee competing priorities for limited resources, and approve civilian staffing requests based on budget and operational needs. This committee meets monthly, and the additional oversight has ensured that the VPD is fully aware of its staffing levels, and that efficiencies are maximized across the entire Department.
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The HR Section continually reviews sworn vacancy level, and works with operational managers to ensure operational needs are met in Patrol and in investigative areas. This consultative process ensures that vacancies are filled in a balanced manner as Recruits continue to graduate from the police academy.
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Goal – Support and foster employee wellness Champion – Inspector Larry Cope
2012 Strategy 1: Create a variety of employee wellness programs. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Larry Cope
Activities (Action Plans) Completion Status Develop Employee Health and Wellness programs.
Conduct periodic medical exams.
Develop a High Stress Debrief program.
Develop a Heart Health Program.
2012 Performance Projections 2012 Performance Results Outcome: The employer will express its overview and directive for the well-being of its employees, thereby promoting A Wellness website has been created, an ongoing noon-hour increased health awareness. Yoga class is being delivered on the 6th floor of the Graveley Street facility, and the High Stress Debrief program is continuing.
Educational videos have been created by an expert wellness coach and have been uploaded to the wellness website.
Measure: The number of programs up and running by the end of the year. Overall, wellness activities have expanded. The Yoga class has been very popular with VPD staff, the Healthy Heart program The amount of services used by employees. went swimmingly, the High Stress Debrief program is more comprehensive than ever, and the on-house Flu shot clinics were well attended by both civilian and sworn staff. Target: To have at least four programs up and running this year.
Establish base lines for all programs instituted in the year.
Overall Strategic Progress
Employee Wellness programs have been very popular among staff. HR will continue to develop these programs to assist staff with their wellness. Overall, HR will continue to aim for reduced absenteeism as a result of these wellness initiatives.
The challenges facing the further expansion of wellness activities are heavy workloads in HR Section combined with a shortage of HR staff due to vacancies.
2012 Strategy 2: Promote the existence of the new Intranet site regarding wellness. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Larry Cope
Activities (Action Plans) Completion
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Status Develop an approved declaration of aim and purpose.
Develop an emphatic campaign to identify and inaugurate the new employee health and wellness website.
Engage all HR personnel to promote the new site.
2012 Performance Projections 2012 Performance Results Outcome: The VPD will provide meaningful information and referral sites for a variety of common health issues to its An executive wellness coach has tailored video clips for the members, thus increasing the health and wellbeing of VPD. The wellness site also contains video clips from a medical employees. advisory group named Life Speak.
Measure: Increased awareness and better attention to good health as measured by the site’s “hit” counter. Hits to the wellness site continue to grow on a monthly basis. By June 2012, the website had reached 9,800 total hits since its inception. That figure has grown to 12,000 hits by October 2012. Target: Establish baseline of hits to the website.
The IT Section has developed a new software program to thoroughly analyse website data, but the program is not fully functional at this point in time.
Overall Strategic Progress
The wellness website site is an effective tool to enhance wellness awareness among VPD staff members seeking assistance. This effectiveness is being measured by the increase in hits to the website. Hits to the website have continued to increase at a steady pace while new information is continually added on a regular basis.
The lack of a full-time wellness coordinator to manage wellness programs and the website has posed workload challenges for HR staff.
2012 Strategy 3: Create a wellness committee to ensure the ongoing development of the Intranet site and other health programs. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Larry Cope
Activities (Action Plans) Completion Status Continue to add information to the intranet site.
Creative editing applications to ensure more readerships.
Library enhancement for the access of the membership –both soft and hard data.
2012 Performance Projections 2012 Performance Results Outcome: The Wellness Committee will be able to increase awareness and usage of wellness programs by acting as a Information including online videos has regularly been added to conduit to include and incorporate employee feedback into the wellness website. ongoing programming. A wellness subcommittee will expand to a greater committee once a statement of purpose is created and committee members
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are identified and notified.
Measure: The progress on establishing a Wellness Committee. Currently, subcommittee meetings are held every three or four weeks. Once the committee is expanded, meetings will be held The number of meetings held. once every three or four months.
Target: Establish the Wellness Committee.
Hold regular meetings and act upon agenda items.
Overall Strategic Progress
Work to establish a formalized Wellness Committee is on-going. The establishment of this committee has been hampered by heavy workloads in the HR Section combined with the lack of a full-time Wellness Coordinator or Sergeant to manage the wellness portfolio.
2012 Strategy 4: Establish attendance reports for supervisors and managers with corresponding departmental standards of attendance. Initiation Date Target Date Lead
January 1, 2012 September 30, 2012 Inspector Larry Cope
Activities (Action Plans) Completion Status Create attendance reports for each VPD Section.
Determine quarterly departmental averages.
2012 Performance Projections 2012 Performance Results Outcome: Managers will have regular absenteeism reports resulting in improved attendance management, ultimately Managers receive e-mails and verbal updates from HR reducing overall absenteeism. regarding trends in member absenteeism. Managers are immediately contacted when one of their members is identified as part of the Early Intervention Program.
Measure: Progress on creating the attendance report. The development of attendance reports has been initiated. The number of reports distributed yearly. There are workload challenges with maintaining quarterly reports in addition to configuring systems to capture the desired data. Target: Create the quarterly absenteeism report.
The delivery of at least one report by years end.
Overall Strategic Progress
Efforts will continue throughout 2013 to reduce absenteeism at the VPD. Aside from completing an in- house quarterly attendance reporting system, the VPD’s HR Section will continue meeting with the City of Vancouver’s HR Section and WorkSafe BC in a collaborative effort to develop strategies to return staff on sick leave to back work sooner.
2012 Strategy 5: Implement a new program to replace the outdated ADAM program for Attendance Management, including a revised list of who receives this information and why. Initiation Date Target Date Lead
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January 1, 2012 September 30, 2012 Inspector Larry Cope
Activities (Action Plans) Completion Status Seek support from the Executive to prioritize this project.
2012 Performance Projections 2012 Performance Results Outcome: Managers will be provided with meaningful attendance information on a daily basis which will further aid The new attendance management program has not been efforts in reducing absenteeism where applicable. development. Replacing the ADAM system is no longer a priority for the Department.
Measure: Progress on replacing the ADAM system. The VPD will no longer pursue the development a daily The number of reports disseminated. attendance reporting system.
Target: The replacement of the ADAM System.
Daily reports be disseminated once the new system is up and running.
Overall Strategic Progress
Although there are many benefits to providing accurate daily attendance data, replacing the ADAM system is no longer a priority for the VPD.
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Goal – Develop and implement initiatives that streamline administrative processes Champion – Director Drazen Manojlovic
2012 Strategy 1: Use the information obtained in the VPD’s internal Strategic Planning focus group dialogue sessions to Identify administrative processes that may be improved upon. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Director Drazen Manojlovic
Activities (Action Plans) Completion Status Review the material recorded from the VPD’s internal Strategic Planning focus group dialogue sessions.
Identify opportunities from this material and create an opportunity log.
Prioritize opportunities.
Make recommendations for change (if required).
2012 Performance Projections 2012 Performance Results Outcome: The re-allocation, reduction, or elimination of unnecessary administrative tasks. Possible opportunities to re-allocate, reduce, or eliminate administrative tasks have been identified through the creation of an opportunity log. Ongoing analysis is required to assess the viability of these opportunities. A specific Patrol Administrative Study has already been completed (see Strategy 2).
Measure: The number of administrative tasks identified. 18 administrative tasks were identified with numerous suggestions for improvement. Target: As many administrative tasks identified as
operationally feasible.
Overall Strategic Progress
The internal Strategic Planning consultations were held in late 2010 and the purpose of those consultations was for members to contribute to the development of the Strategic Goals that comprise the VPD’s 2012-2106 Strategic Plan. It was at these forums that members identified the need to minimize the amount of administrative tasks that they are faced with.
Members provided information at these sessions which identified 18 administrative tasks with numerous suggestions for improvement. For instance, many members commented during these sessions that a significant amount of time was spent on lower priority calls. This data formed an ‘opportunity log’ and some of these suggestions were applicable, while others needed more study, and others were not practical.
The information from the opportunity log led to a 2011 project to study administrative burdens in Patrol and those results are discussed in Strategy 2 below.
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2012 Strategy 2: Use the information analyzed in the 2011 Patrol Administrative Study to identify Patrol-specific tasks that may be improved upon. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Director Drazen Manojlovic
Activities (Action Plans) Completion Status Finalize the Patrol Administrative Study Report (the report is near completion and was delayed because of Planning, Research & Audit Section’s dedication to the VPD’s Riot Review).
Identify opportunities from this report.
Prioritize opportunities.
Make recommendations for change (if required).
2012 Performance Projections 2012 Performance Results Outcome: The re-allocation, reduction or elimination of unnecessary administrative tasks specific to patrol. Some administrative tasks in Patrol have been addressed or improved. Further analysis and/or resources are required to improve other administrative tasks.
Measure: The number of administrative tasks identified. 10 categories of possible administrative improvements have been identified. Target: As many administrative tasks identified in 2011 as operationally feasible.
Overall Strategic Progress
In 2011, the Planning, Research and Audit Section commenced a Patrol Administrative Study (which was a result of the feedback received from members during the internal Strategic Planning consultations of 2010). Focus groups were held with all Patrol teams in all four Districts and 10 categories of possible improvements were identified.
There have been a few examples of administrative tasks that have been addressed such as eliminating the requirement to complete the VPD’s use of force report. This has been replaced by the Provincial Government’s Subject Behaviour Officer Response Report. Patrol officers have also been provided in- vehicle access to the K-file 9-1-1 Audio Request Template, as all domestic violence incidents require the retrieval of the 9-1-1 audio tapes.
Many of the suggestions received from Patrol members require some form of investment or change in technology or infrastructure while others require a change in process and/or the re-allocation of tasks to other employees. For some of the more complex suggestions a proper business case would be required to assess the suggestion’s viability.
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Goal – Research, acquire and utilize the best technology and infrastructure to assist officers in the investigation and enforcement of crime Champion – Senior Director Dawna Marshall-Cope
2012 Strategy 1: Complete an Information Technology (IT) Resource Review to determine the optimal staffing levels for the VPD IT Section. Initiation Date Target Date Lead
January 1, 2012 June 30, 2012 IT Director Kathy Wunder
Activities (Action Plans) Completion Status Define parameters for a review of VPD IT staffing levels.
Contract with external company to provide independent review.
Examine outcomes to assess next steps to meet the recommendations from the review.
2012 Performance Projections 2012 Performance Results
An independent review of staff resources within Outcome: Funds to conduct this independent review were not secured in the VPD IT Section to ensure staffing levels meet best practice 2012. However, the VPD’s Planning, Research & Audit Section standards in police departments. (PR&A) will conduct an IT workload study in April 2013. Data for this study will be gathered by IT and workload and staffing levels An understanding of how the VPD fares with regard to IT staff will be compared to other North American police agencies of resources relative to other police departments and government comparable size to the VPD. agencies.
Measure: Progress on completing an IT resource review. It is anticipated that the recommendations of the internal report will act as the foundation for creating the scope of the external Target: A completed IT resource review. review. However, the ultimate completion of an independent
review is dependent on whether or not funding can be secured to hire a consultant.
Overall Strategic Progress
If the VPD is to be successful in researching, acquiring, and utilizing the best technology and infrastructure to assist officers in the investigation and enforcement, this strategy is a fundamental requirement. While the technical acumen or skill set required to conduct a comprehensive IT evaluation does not exist within the Department, the Planning, Research and Audit Section do have the expertise to conduct a workload study. Accordingly, the Audit Unit has been engaged and completion of their workload assessment report is expected in the second quarter of 2013. Without the funds to employ an external consultant, this strategy ultimately will not be completed.
2012 Strategy 2: Utilize new fleet technology to maximize the effectiveness of front-line Patrol officers. Initiation Date Target Date Lead
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January 1, 2012 December 31, 2012 Fleet Manager Rob Rothwell and Special Constable Ryan Prox
Activities (Action Plans) Completion Status Complete a Request for Expression of Interest (RFEOI) for new Patrol fleet.
Assessment and selection of new Patrol car.
Explore new technology options for the mobile environment.
Determine additional strategies to get real-time and relevant crime information to front-line officers.
2012 Performance Projections 2012 Performance Results Outcome: A mobile environment for Patrol officers that provides them with the best-suited vehicle to accomplish their The identification of the new fleet vehicle is fundamental in the duties, and provides them with relevant information to evaluation of the mobile work environment (i.e. laptops), which investigate and combat criminal activity. is scheduled to be refreshed in 2014. Both the Dodge Charger and Ford Interceptor (V6) were piloted by Patrol members, and the Dodge Charger was ultimately identified as the preferred vehicle.
Measure: The number of cars within the current fleet that have been replaced with more progressive and technologically No new Patrol vehicles were purchased in 2012; however, the advanced Patrol vehicles. VPD continues to work with the CoV’s EQS and anticipates ordering 70 vehicles in 2013. Target: The replacement of 50 Patrol vehicles.
Overall Strategic Progress
Great progress has been made with this strategy, including the completion of a comprehensive evaluation process to identify the most suitable vehicle to replace the current fleet of Crown Victoria’s. The next important project is the purchase of new laptops, which could not be completed until the new fleet vehicle had been identified. In preparation for work, the Inspector in charge of the VPD Communications Section attended the Law Enforcement Education and Technology Exposition while the Fleet Manager and two EQS staff members attended the COPSWEST Trade Show. Crime mapping technology is nearing completion and is expected to be available to front-line officers by the end of 2013.
2012 Strategy 3: Develop a regional ‘Real-Time Crime Centre’ (RTCC) to provide front-line officers and investigators in the field with real time information. Initiation Date Target Date Lead
January 1, 2012 December 31, 2014 Inspector Bob Stewart
Activities (Action Plans) Completion Status Obtaining organizational commitment from regional police agencies.
Defining a governance model through a joint management team.
Identifying operational strategies and a business model.
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Secure facility space.
Defining a shared staffing model.
2012 Performance Projections 2012 Performance Results Outcome: The creation of a regional intelligence hub, working 24/7, will increase the quality of operational decisions An RTCC Steering Committee has been formed and many of its and investigations as front line members will have access to identified activities have been achieved, including securing real-time information. approval by the British Columbia Association of Municipal Chiefs of Police (BCAMCP) for a governance model. Considerable work remains in developing business rules and staffing models.
Measure: Progress on the development of real-time, cross- jurisdictional intelligence to police officers throughout Metro The target of having an agreement in principle between all local Vancouver. departments for a RTCC has been met. Significant other milestones have been reached with regards to this project, including the identification of facility space and a governance Target: Obtain agreement in principle between all local model. Other key activities are in progress. departments for the ‘Real-Time Crime Centre’.
Overall Strategic Progress
The creation of an RTCC is a significant undertaking and one that may span over several years. The activities completed thus far are significant, although overall progress has been slower than anticipated. This strategy remains a priority for 2013, and the VPD is focused on determining how it can participate in the process from a technical perspective.
2012 Strategy 4: Develop an Information Management Plan to streamline business processes. Initiation Date Target Date Lead
January 1, 2012 December 31, 2013 Superintendent Daryl Wiebe and Senior Director Dawna Marshall- Cope
Activities (Action Plans) Completion Status Form an Information Management Steering Committee.
Define retention policies for operational and administrative files.
Standardize file naming conventions across the VPD.
Develop policies and procedures for electronic document storage.
Explore solutions for the management & storage of electronic information.
Define business processes for electronic filing and document storage on network.
Deliver training to all staff on information management.
2012 Performance Projections 2012 Performance Results Outcome: Business processes will be streamlined and both electronic and paper based information will be stored in a The activities related to the streamlining information consistent manner increasing efficiency and minimizing loss of management business processes have not been completed. information due to non-standardized naming conventions. However, through on-going discussions, the steering committee
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has developed a better understanding of the scope of the work required to complete this strategy. This strategy remains a work in progress and will move forward in 2013.
Measure: Progress on defining information management business processes for the VPD. The work required to complete this strategy was originally under- scoped and needs to be better defined. Defining the true Consistent business practices for information management scope of project among other activities will be undertaken in across the VPD. 2013.
The work already performed by the Information Management Target: New policies and procedures for the management of Steering Committee has not led to any changes in how information. information is managed within the organization. A 10% reduction in duplicate files across the Department.
Overall Strategic Progress
While not specifically identified in the original business plan for 2012, all VPD computers were updated with Microsoft Office 2010 during the past year. 47 classes were scheduled to inform staff on how to use the new software to improve business efficiencies.
A comprehensive information management plan to streamline business processes is proving to be a large task that will likely take several years to complete. Accordingly, due to the scope of this project, an external consultant would likely be required. Many other large agencies have hired or are planning to hire a consultant in order to conduct their own information management plan.
Realizing that funding may not be approved to fully undertake this comprehensive information project, the VPD’s Information Management Steering Committee has only been focusing on smaller tasks in the meantime. Some of the most basic principles of information management have yet to be defined by the organization and this work is scheduled to be undertaken in 2013.
A survey completed by the VPD’s Audit Unit in 2012 indicates that most police agencies are in a similar position to the VPD in that they are struggling with the same information management concerns. Incidentally, these agencies are very interested in learning the VPD’s progress on developing and implementing its comprehensive information management plan.
2012 Strategy 5: Develop improved knowledge and understanding of Internet and Technology Crime, and how technology is a part of most police investigations today. Initiation Date Target Date Lead
January 1, 2012 December 31, 2012 Inspector Jim McCardell and Inspector Cita Airth
Activities (Action Plans) Completion Status Create a virtual technology training environment.
Increased course availability through effective scheduling in-house.
Develop a training plan.
Deliver in-house course.
Explore course delivery to external policing partners.
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2012 Performance Projections 2012 Performance Results Outcome: Members will have increased knowledge and awareness of the role of internet technology in police The creation of the virtual classroom has increased knowledge investigations and will utilize this technology to solve crimes. and awareness of internet and technological crime.
Measure: Level awareness of investigative strategies that leverage technology and the Internet. Internet and technology crime training has been delivered to over 75 Patrol and Investigative officers. Target: Training delivered to 75 officers in patrol and investigative functions.
Overall Strategic Progress
This has been an important strategy as so many crimes nowadays involve the internet or another form of technology in some manner. In 2012, the VPD developed an in-house internet and technological crime course and created a virtual classroom. The course is taught by a member of the Forensic Services Section (FSS) in the VPD’s virtual classroom and at the Justice Institute of British Columbia (JIBC). The creation of a virtual classroom increases the number of courses that are held while reducing the impact on IT resources. The course is also available to the VPD’s partner agencies.
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VANCOUVER POLICE DEPARTMENT 2013 ANNUAL BUSINESS PLAN
Prepared by the Organizational Planning Unit Planning, Research & Audit Section
TABLE OF CONTENTS TABLE OF CONTENTS ...... 1 LETTER FROM THE CHIEF ...... 2 VANCOUVER POLICE DEPARTMENT’S 2012‐2016 STRATEGIC PLAN ...... 4 VPD BUSINESS PLAN MODEL AND FRAMEWORK ...... 6 CHAMPIONS TOOL AND PERFORMANCE MONITORING ...... 8 SEMI‐ANNUAL REPORTING PROCESS ...... 9 VANCOUVER POLICE DEPARTMENT 2013 ANNUAL BUSINESS PLAN ...... 10 Goal: Reduce violent crime by 2.5% a year for a total reduction of 12.5% over the next five years ...... 10 Goal: Reduce property crime by 5% a year for a total reduction of 25% over the next five years ...... 12 Goal: Disrupt organized crime groups ...... 14 Goal: Combat low‐level crimes and problems that impact perceptions of neighbourhood safety ...... 15 Goal: Reduce motor vehicle collisions that result in injury or death by 12.5% over the next five years ...... 16 Goal: Develop and maintain positive working relationships, including sharing information, within the VPD and with stakeholder agencies within the community ...... 17 Goal: To improve communication and public engagement in crime prevention and VPD services ...... 19 Goal: Provide socially responsible programs and initiatives that benefit youth ...... 21 Goal: Manage resources in an environmentally sustainable manner ...... 22 Goal: Encourage and support career development and succession planning ...... 23 Goal: Ensure that the VPD has the human resources and training needed to meet objectives ...... 24 Goal: Support and foster employee wellness ...... 25 Goal: Develop and implement initiatives that streamline administrative processes ...... 26 Goal: Research, acquire and utilize the best technology and infrastructure to assist officers in the investigation and enforcement of crime ...... 27 APPENDIX A: CHAMPIONS TOOL TEMPLATES ...... 28 Goal – Reduce violent crime by 2.5% a year for a total reduction of 12.5% over the next five years ...... 29 Goal – Reduce property crime by 5% a year for a total reduction of 25% over the next five years ...... 32 Goal – Disrupt organized crime groups ...... 34 Goal – Combat low‐level crimes and problems that impact perceptions of neighbourhood safety ...... 36 Goal – Reduce motor vehicle collisions that result in injury or death by 12.5% over the next five years ...... 38 Goal – Develop and maintain positive working relationships, including sharing information, within the VPD and with stakeholder agencies within the community ...... 40 Goal – Provide public educational outreach on policing and police related issues ...... 43 Goal – Provide socially responsible programs and initiatives that benefit youth ...... 46 Goal – Manage resources in an environmentally sustainable manner ...... 49 Goal – Encourage and support career development and succession planning for all staff ...... 51 Goal – Ensure that the VPD has the human resources and training needed to meet objectives ...... 52 Goal – Support and foster employee wellness ...... 53 Goal – Develop and implement initiatives that streamline administrative processes ...... 55 Goal – Research, acquire and utilize the best technology and infrastructure to assist officers in the investigation and enforcement of crime ...... 56
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Letter from the Chief Building on the successes of the 2008‐2012 Strategic Plan, the Vancouver Police Department’s (VPD’s) 2012‐2016 Strategic Plan reflects the VPD’s ongoing commitment to be a leader in policing, to provide excellent service to the community, and to make Vancouver the safest major city in Canada. This commitment continues to be a major challenge. Despite the VPD exceeding its main strategic targets to reduce property crime and violent crime by 20% and 10% respectively over the period of the last strategic plan, property crime and violent crime continue to be significant issues. As well, organized crime, street disorder, and road safety continue to be significant concerns despite departmental successes in these areas over the past five years.
Overall, 2012 was a successful first year in working towards achieving the VPD’s 2012‐2016 Strategic Goals. For example, all incidents of violent crime were reduced by 5.3%; when factoring in population growth this represents a violent crime reduction of 7.4%. The VPD’s work to combat low‐level crimes and problems that impact perceptions of neighbourhood safety has also resulted in considerable reductions in most types of street disorder across all Patrol Districts. Similarly, the VPD’s ongoing efforts to disrupt organized crime through intelligence‐led proactive investigations have resulted in further reduction in violent activity in Vancouver. Furthermore, the 2011 Stanley Cup Riot Investigation continued into 2012 and through methodical and thorough investigations, a record total of 872 criminal charges were laid against 275 suspected rioters. Incidentally, the ongoing riot investigation consumed significant VPD resources in 2012 posing considerable challenges for other areas of the organization.
Despite ongoing efforts to further combat property crime, all incidents of property crime increased by 3.7% in 2012 over 2011. However, when factoring in population growth, the increase was more modest at 1.4%. In response to this recent rise in property crime, the VPD has re‐assessed its current property crime strategies to ensure that reducing property crime is again highlighted as an organizational priority in 2013 and beyond. The development of a comprehensive and documented crime strategy for 2013 will ensure that approaches to both property crime investigations and prevention are unified across all divisions of the VPD.
The VPD also faces on‐going challenges in the areas of education, outreach, and partnerships with marginalized youths and community groups. To meet these challenges, the VPD continued to deliver a host of innovative and successful community‐focused initiatives and programs in 2012 such as Sister Watch, BarWatch, the Police Athletic League (PAL), and the Women’s Safety Fair. Also, the VPD enhanced its conventional and social media efforts, attended numerous diverse community events, and delivered several public safety presentations. The VPD will continue to bolster these “behind the scene” efforts in 2013 to further engage and build trusting relationships with the public. Moreover, the VPD will continue to work with external partners and all levels of government to prevent and reduce the systemic and societal “up‐stream drivers” that contribute to crime and disorder, with a specific focus on mental health and homelessness issues. Collectively, this work is critical in helping the VPD prevent and fight crime.
Police contacts with mentally ill persons continue to consume significant police resources. To reduce these contacts, the VPD will create an early warning system and will intervene and collaborate with mental health service practitioners to prevent incidents of violence. The VPD will also work more closely with Vancouver Coastal Health (VCH) on various committees, projects, and teams to further improve mental health services. To that end, the Assertive Community Treatment (ACT) model will be expanded in 2013. The VPD will advocate for more mental health resources at the national level, to both the Federal Government and police leaders across Canada.
From an organizational development standpoint, further measures were taken in 2012 to support and develop staff through comprehensive training and education plans including police‐specific leadership training. Wellness activities and information have also been expanded along with other initiatives to help reduce absenteeism. Work is also underway to streamline administrative processes at the VPD, particularly Patrol‐related administrative processes.
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Patrol activities will be further enhanced in 2013 through the introduction of the Community Safety Program. Community Safety Personnel will assist Patrol members by attending lower priority and lower complexity calls for service thereby allowing Patrol members to more effectively respond to higher priority calls and engage in pro‐ active policing duties. As a result, the Community Safety Program is expected to improve the VPD’s crime fighting efforts along with its overall levels of customer service.
2013 represents the second year of the business planning process that flows from the 2012‐2016 Strategic Plan. The first year demonstrated the VPD’s ongoing commitment to achieving its updated long‐term strategic priorities. Throughout the coming year, the Strategic Plan “Champions” will maintain strategies that have been successful in addition to developing new strategies to supplement the efforts of previous years. The Plan continues to ensure that Departmental decisions are guided by the VPD’s Strategic Goals.
The VPD’s Strategic initiatives also continue to align prominently with the City of Vancouver’s (CoV’s) Corporate Strategic Business Plan’s goals to reduce and prevent crime and to enhance environmental sustainability. Incidentally, the VPD continues to be a leader in environmental sustainability through its Zero Waste program along with its systematic efforts to reduce vehicle emissions and paper use.
To augment the VPD’s business planning process throughout the year, the Champions will continue to present their progress to Senior Management and the Vancouver Police Board (VPB) on a regular basis. A ‘Mid‐year Report Card’ will be published to give a high‐level overview of the progress of each strategy, while the Strategic Plan Sustainment Committee will continue to meet regularly to ensure the messages of the Strategic Plan flow consistently to all VPD employees.
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Vancouver Police Department’s 2012‐2016 Strategic Plan The VPD’s annual business planning process flows from the VPD’s Strategic Plan. The Strategic Plan is a fluid document and can be adapted to meet the constantly changing needs of the VPD and the concerns of the community. The Strategic Plan is evolutionary, accounting for progress with many of the VPD’s past goals and objectives, and combined with the emerging trends and current policing priorities affecting the city of Vancouver. The Strategic Plan serves to focus the VPD as it moves forward in delivering high‐quality service to the public.
The Strategic Plan articulates how the VPD is going to achieve its mandate and vision. The VPD has five crime reduction goals, four community focused goals, and five organizational development goals that speak to achieving the VPD vision of being the safest major city in Canada.
The five crime reduction goals are:
To reduce violent crime by 2.5% a year for a total reduction of 12.5% over the next five years; To reduce property crime by 5% a year for a total reduction of 25% over the next five years; To disrupt organized crime groups; To combat low‐level crimes and problems that impact perceptions of neighbourhood safety; and To reduce motor vehicle collisions that result in injury or death by 12.5% over the next five years.
The four community focused goals are:
To develop and maintain positive working relationships, including sharing information, within the VPD and with stakeholder agencies in the community; To provide public educational outreach on policing and police related issues; To provide socially responsible programs and initiatives that benefit youth; and To manage resources in an environmentally sustainable manner.
The five organizational development goals which will support our crime reduction and community focused goals are:
To encourage and support career development and succession planning for all staff; To ensure that the VPD has the human resources and training needed to meet objectives; To support and foster employee wellness; To develop and implement initiatives that streamline administrative processes; and To research, acquire and utilize the best technology and infrastructure to assist officers in the investigation and enforcement of crime.
The establishment of organizational goals is critical, and success can only be accurately determined through effective measurement. The Strategic Plan identifies a number of potential measurements that are available to quantify organizational success relative to each of the goals. Each organizational goal is supported by a series of strategies designed to be fluid and re‐assessed annually.
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In order to identify yearly strategies and associated measurements, an annual business planning process has been developed with the intention of providing a one‐year ‘snapshot’ of the organizational priorities and targets relating to each goal. Annual business planning is important because these plans:
set strategies, targets and priorities towards achieving strategic and supporting goals; provide a basis for budgeting; promote accountability; inspire innovation and action; assist in the efficient allocation of resources; communicate to stakeholders; and help employees understand how they can contribute to the success of the overall plan.
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VPD Business Plan Model and Framework The conditions and actions needed to achieve the desired long‐term results of the Strategic Plan are grounded in the VPD Annual Business Plan. Annual business planning is fundamental to achieving and measuring organizational goals. The process is proactive and results‐based, thereby leveraging the organization to a desired future state and allowing for accurate planning in relation to the most pressing concerns for the VPD.
The demands on an organization and its operational priorities change over time. To meet these challenges, every organization needs to continually revisit its Strategic Plan and adjust its priorities accordingly. For the VPD, this is accomplished through an annual business planning process that includes: an Annual Business Plan; quarterly reporting on Key Performance Indicators (KPIs); a Mid‐year Report Card on the progress of the current Business Plan; a Year‐end Report‐back on the results of the previous year’s Business Plan and corresponding re‐ assessment of the 2012‐2016 Strategic Plan; and a revision of the five‐year Strategic Plan every four to five years.
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As illustrated by Figure 1, the progress of the VPD Annual Business Plan is measured through a semi‐annual reporting process. This enables the VPD to monitor its progress on an ongoing basis, and will ensure ongoing organizational accountability.
Figure 1 ‐ 2013 Annual Business Planning Process
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Champions Tool and Performance Monitoring The VPD Annual Business Plan articulates how the VPD is going to achieve each Strategic Goal, and sets timeframes for each strategy. The VPD Executive has identified ‘Champions’ for each Goal, drawing on the expertise of Deputy Chiefs, Superintendents, Inspectors, and civilian Directors.
In the fall of each year, each Champion is tasked with forming a team consisting of subject‐matter experts within the VPD to collaboratively develop annual strategies for the following year in support of the assigned Strategic Plan goal. An electronic template (a ‘Champions Tool’) has been designed to facilitate the identification of strategies and the subsequent steps and measures necessary to achieve each strategic operational and supporting goal.
The strategies act as guidelines to indicate how the overall goal is going to be achieved in the coming year. Subsequent steps and measures are identified in conjunction with each individual strategy to elaborate on how the goal will be achieved during the set timeframe. Each strategy will identify the following:
outcomes are identified as end states of a desired strategy and the result of what was achieved; measures are used as a performance indication of how an organization is achieving its goals and objectives; targets are established as the desired level of a measure at a specific point in time; activities are listed as the actions taken and work performed, where inputs are used to produce outputs and achieve the strategy; completion time indicates when the strategy is anticipated to be completed; leads are identified as individuals accountable for each strategy; linkages/stakeholders are identified as other business areas that are involved or need to be consulted in relation to achieving each strategy; and, budget implications are identified as the expected budgetary implication of each strategy.
Each Champion completes the electronic template which identifies their annual main strategies and associated activities in support of the long‐term strategic goal they are assigned. The template will also record the outcomes and target measures relating to each annual strategy. In addition, each Champion produces a one‐page overview/summary outlining their long‐term strategic goal as well as the key annual strategies that will be used to achieve the goal. This information is compiled to create the Annual Business Plan, which outlines how the VPD intends to move forward with its long‐term goals over the coming year.
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Semi‐Annual Reporting Process Champions are required to report back on their progress in July of each year for the Mid‐Year Report Card, and a more detailed Report‐Back is required at year‐end. This will present measurable results, an evaluation of the progress of each strategy in relation to the goal, and outline any challenges that impeded progress.
Meanwhile, KPIs will be presented on a quarterly basis by the Planning, Research & Audit Section. KPIs act as a macro‐measurement of organizational performance, and provide a high‐level overview of where the VPD is headed. The KPIs identified by the VPD and the Vancouver Police Board are:
Property Crime Rates; Violent Crime Rates; Clearance Rates for Criminal Investigations; Priority 1 Response Times; Traffic Related Injuries and Deaths; Budget Variance; and Annual Citizen Satisfaction Levels.
All report‐back information is compiled by the Planning, Research & Audit Section and is presented to the VPD Executive and Police Board. This information continually informs the VPD on its progress towards achieving its long‐term goals.
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Vancouver Police Department 2013 Annual Business Plan This section contains an overview of the mandate for each of the Strategic Goals developed for 2012‐2016, as well as an overview of the key strategies identified in pursuit of those goals for 2013. The detailed tasks and measures associated with each strategy are presented in the templates compiled by each Champion, and are found in Appendix A.
GOAL: REDUCE VIOLENT CRIME BY 2.5% A YEAR FOR A TOTAL REDUCTION OF 12.5% OVER THE NEXT FIVE YEARS
CHAMPIONS – INSPECTOR SCOTT THOMPSON AND INSPECTOR CITA AIRTH
The VPD continues to reduce violent crime through aggressive and proactive policing efforts. These efforts resulted in a 5% reduction in total incidents of violent crime in 2012 compared to 2011. When factoring in population growth, this represents a violent crime rate reduction of 7.4%.
Vancouver’s violent crime statistics are largely driven by violence in the Downtown Eastside (DTES) as well as in District 1, particularly the Granville Entertainment District (GED). These crimes are often fueled by drugs and alcohol and several initiatives have been introduced over the years to address these issues. Examples of such initiatives include Liquor Enforcement (Lima) and Firearms Interdiction Team call‐outs as well as Bar Watch and Restaurant Watch. In the last quarter of 2012, the Beat Enforcement Team (BET) piloted a deployment model that increased police presence and visibility in the DTES in key locations and during specific time frames.
The VPD’s Special Investigation Section (SIS) worked collaboratively in 2012 with partner agencies from the community to host a Women’s Safety Fair at Trout Lake Community Centre. This event provided safety messaging for women who are living with domestic violence, sexual abuse, or elder abuse, and assisted them with accessing information and assistance from police and/or community resources. The event was extremely successful and the VPD has received several requests to deliver additional safety fairs to specific communities and to educational institutes. In early 2013, SIS hosted a second Women’s Safety Fair at Langara College and intends on tailoring an event for the DTES in the fall. Moving forward, all key 2012 strategies used to reduce violent crime will be carried over and enhanced in 2013.
The court order compliance system for chronic and high risk violent offenders will continue to be refined and improved. With increased capacity in Patrol, the High Risk Offender Unit (HROU) and the Domestic Violence & Criminal Harassment Unit (DVACH) will assign more files to Patrol members to monitor the conditions of high risk offenders. In addition, the development and execution of street level enforcement projects that target problem premises and areas and/or persons responsible for violent crime will continue. These projects will be supported by the new BET deployment model for the DTES as well as by the new beat deployment model being developed for Patrol District 1.
Investigation Division resources will also be used on a project‐by‐project basis to assist Patrol with these targeted enforcement projects. Moreover, Patrol will continue to execute and follow‐up on all arrest warrants to ensure that police obligations to maintain public interests and safety are met. Specific attention will be given to implement fugitive projects in collaboration with the Fugitive Unit to ensure arrest warrants are executed for the most violent offenders. Finally, the Operations Division will continue working in 2013 to further develop an operational information repository where strategies and tactics used to address violent crime throughout the city are available to all Patrol members and Investigators.
Sister Watch will continue as a key program in 2013 to supplement Patrol‐based efforts in the DTES. This program has helped the VPD gather intelligence regarding violence against vulnerable women in the DTES and has strengthened relationships between the VPD and these women. The VPD will also continue to educate the public,
10 particularly women, with respect to domestic violence, elder abuse and/or sexual abuse and sexual assault awareness, prevention and personal safety. This will be achieved through popular initiatives such as the aforementioned Women’s Safety Fairs and through the re‐launch of the “Don’t Be That Guy Campaign” in the GED.
KEY STRATEGIES FOR 2013
Continue to implement a court order compliance system and interdiction projects to target chronic and high risk violent offenders Maintain and further develop the operational information repository where strategies/tactics used to address violent crime throughout the city are available to all Patrol members and Investigators Target and educate the public, particularly women, with respect to domestic violence, sexual abuse, and sexual assault awareness, prevention, and personal safety Continue to reduce crime against women in the DTES through the Sister Watch program Execute and follow‐up on all arrest warrants to ensure that police obligations to maintain public interests and safety are met Through the use of joint Operations and Investigation Division resources, develop and execute street level enforcement projects that target problem premises and areas and/or persons responsible for violent crime
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GOAL: REDUCE PROPERTY CRIME BY 5% PER YEAR FOR A TOTAL REDUCTION OF 25% OVER THE NEXT FIVE YEARS
CHAMPION: SUPERINTENDENT DEAN ROBINSON
The VPD had achieved significant reductions in property crime over the period of the last strategic plan. A number of innovative and proactive strategies to combat property have evolved over time resulting in a total reduction of 29% in the property crime rate since the start of 2008 to the end of 2011, exceeding the strategic target of 20%. In spite of the significant progress that has been made, all incidents of property crime has risen by 3.7% in the past year. When factoring in population growth, this represents a 1.4% increase in the property crime rate in 2012 from 2011. In response to this recent rise in property crime, the VPD has re‐assessed its current property crime strategies to ensure that reducing property crime is re‐emphasized as an organizational priority in 2013 and beyond. The development of a comprehensive and documented crime strategy for 2013 will ensure that approaches to both property crime investigations and prevention are unified across all divisions of the VPD.
The efficient use of VPD analytical resources in combating property crime was significantly enhanced in 2012. These enhancements resulted in improved lines of communication and formalized intelligence sharing between the Operations and Investigation Divisions. The successful conclusion in 2012 of a number of intelligence‐led projects of both chronic offenders and organized property crime groups is representative of the successful efforts anticipated for 2013. The Property Crime Support Unit (PCSU) has successfully completed Project Lunchmeat ‐ an intelligence led project focusing on Downtown Eastside (DTES) businesses that purchase stolen property. The PCSU will continue to leverage current stolen property tracking technology with enhanced Xtract software that will be implemented in 2013. In addition, with the assistance of the Public Affairs Section, the mandate of the Neighborhood Crime Alert program has expanded to include media releases for person’s offences and the program has realized a 9% increase in membership during 2012. The VPD will continue in 2013 to ensure that internal and external resources are directed at property crime priorities with input from the General Investigation Section (GIS), the Operations Division, and relevant community partners.
Successful collaboration and intelligence sharing with property crime units from other Metro Vancouver police agencies was launched in 2012. The success of this integrated working relationship has been realized through Project Luau ‐ a VPD Property Crime Unit led investigation. VPD Investigators worked with members of the Richmond RCMP resulting in the arrest of members of a Metro Vancouver wide organized crime group involved in break‐ins, home invasions, and jewellery store robberies. These successes are also further representative of VPD operational and investigative resources working collaboratively to identify, prioritize, and investigate property crime offenders.
In the past year, success has also been achieved in securing federal sentences for chronic offenders. Incarceration in federal institutions will provide those offenders with opportunities to participate in rehabilitation and life skills programs which will facilitate their path to recovery. The VPD Sentencing Committee’s efforts to establish electronic monitoring of chronic offenders will be realized in 2013. Standardized bail and area restriction processes for use by VPD members has been achieved and will assist in the enhancement of chronic offender management practices. These efforts will enable the Chronic Offenders Unit (COU) to revise the current criteria used to identify and target active property offenders going forward. Moreover, efficiencies will be gained in the COU as well as in other GIS units in 2013 through the implementation of investigative practices and formalized business rules.
KEY STRATEGIES FOR 2013
Leverage the implementation of innovative technology that will enhance the tracking of stolen property and property offenders that utilize pawn stores Identify and implement initiatives, led by the Chronic Offenders Unit , with regards to prolific chronic offenders
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The General Investigation Section will continue to enhance best practices with the adoption of Major Case Management best practices and work collaboratively with Metro Vancouver police agencies with the common goal of reducing property crime Ensure that internal and external resources are directed at property crime priorities established with input from all areas within the VPD and relevant community partners. This will include the development of a comprehensive/documented property crime strategy for 2013.
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GOAL: DISRUPT ORGANIZED CRIME GROUPS
CHAMPIONS: INSPECTOR MIKE SERR AND INSPECTOR LAURENCE RANKIN
Disruption of organized criminal activity remains a priority of the VPD. In 2012, the Organized Crime Section (OCS) conducted successful intelligence‐led, proactive investigations that targeted individuals whose criminal activities had the greatest impact on community safety. For example, Project Typhoon resulted in the seizure of two kilograms of cocaine and $80,000 cash from a Hells Angels associate and Project Texas resulted in the seizure of six kilograms of cocaine and $154,000 cash from another individual associated to organized crime. Project Talon resulted in the dismantling of a drug trafficking network and the arrest of a violent drug trafficker with gang affiliations whose group preys upon the marginalized in the Downtown Eastside (DTES). Other initiatives such as BarWatch and Restaurant Watch continue to be effective tools in preventing gang members from socializing in Vancouver’s entertainment venues or establishments. To‐date, over 55 establishments participate in these two programs. The Gang Crime Unit (GCU) and front‐line patrol officers also regularly engage in street checks of gang members to further disrupt their activities and discourage them from operating in Vancouver.
On the outreach front, GCU members regularly delivered presentations to various community‐based groups focusing on gang education and prevention. These groups included Strathcona Block Watch participants, Citizens Crime Watch, and security‐focused organizations. 2012 highlights include GCU participation in two youth‐oriented productions. The first production was a documentary about former gang member who now works with youth to teach them how to avoid making the same mistakes he did. The second documentary focused on the life of the same gang member and is part of a prevention‐based program focused on helping youth say “no” and to make safe and healthy choices for the benefit of themselves, their families, and the community.
In 2013, the VPD will utilize several strategies to continue disrupting organized crime activity in Vancouver. Through proactive intelligence‐led investigations, the VPD will continue to deny organized crime members access to entertainment venues and will prioritize drug operations towards known gang suspects. The VPD will also increase proactive efforts to share information with external agencies targeting organized crime in Vancouver. Increasing the solve rate of gang‐related homicides in Vancouver will also be a priority in order to permanently take violent gang members off the streets by bringing them to justice.
Community‐based education, initiatives, and exit strategies to divert youth from gang activity will be further developed and implemented in 2013. To those ends, a comprehensive anti‐gang program platform will be identified and the number of youth‐based presentations delivered by GCU will be increased.
Overall, 2013 strategies to disrupt organized crime will be continue to be supported and enhanced by the VPD’s close working relationships with partners such as BarWatch and Restaurant Watch and with external policing agencies and integrated policing groups such as the Combined Forces Special Enforcement Unit (CFSEU) and the RCMP Integrated Homicide Investigation Team (IHIT).
KEY STRATEGIES FOR 2013
Divert youth from gangs through the development of community‐based education initiatives and of comprehensive exit strategies for those involved in gangs Continue to engage in intelligence‐led, proactive investigations targeting individuals whose organized criminal activities have the greatest impact on community safety Proactively share information obtained from OCS and Major Crime Section (MCS) investigations with external agencies targeting organized crime impacting Vancouver Increase the solve rate of gang‐related homicides in Vancouver
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GOAL: COMBAT LOW‐LEVEL CRIMES AND PROBLEMS THAT IMPACT PERCEPTIONS OF NEIGHBOURHOOD SAFETY
CHAMPION: SUPERINTENDENT ANDY HOBBS
Street disorder and low level crime affect the quality of life for all who live and/or work in, or come to Vancouver for entertainment. If left unmonitored, low level crime can diminish quality of life and can lead to an increase in disorder and more serious crime. Continuing on the successful efforts of previous years, the VPD remains committed to reducing street disorder and low level crime. These efforts will continue throughout the entire city as all neighbourhoods have experienced some level of disorder and crime. Moreover, the VPD will continue to focus on protest management. As seen with the 2011 Occupy Vancouver protest, the VPD continually kept local Business Improvement Associations (BIAs) informed while balancing the rights of business owners with the democratic right of groups to protest
Liquor enforcement (LIMA) will continue year round; however, specific attention will be directed at designated entertainment districts and venues where there is a relatively high alcohol presence. To this end, LIMA deployments in the city’s entertainment districts will continue and the VPD will continue to strengthen its partnerships with BarWatch and Restaurant Watch. Additionally, the VPD will maintain a close working relationship with the BC Liquor Control and Licensing Branch (LCLB) while ensuring that all liquor license conditions are adhered to.
In addition to targeting liquor violations, Patrol members will be encouraged to use the Safe Streets Act when applicable to target all incidents of street disorder and low level crime. Other initiatives will target specific problem issues and areas, such as the use of Beach Patrol along Vancouver’s False Creek area in addition to their regular beach routes. Special attention will also be given to large scale gatherings to ensure that large public events, such as the NHL playoffs and Celebration of Light, are safe environments for all members of the public to attend.
Furthermore, the VPD will continue to work with the City of Vancouver (CoV) to reduce illegal street vending activity. It is hoped that the CoV will formally establish a legal street vending site in the Downtown Eastside (DTES) by the end of 2013. Once established, in conjunction with CoV by‐law officers, the VPD will enforce municipal by‐ laws regarding street vending outside of the established site.
Continuing from previous years, the VPD also stands as a partner with the CoV in eliminating street homelessness. The VPD’s Homelessness Coordinator will continue collaborating with various levels of government and the private sector to implement homelessness reduction initiatives. To that end, the VPD will work to ensure that single room occupancy buildings (SROs) throughout the city are safe places for vulnerable people to reside in. This cannot be achieved by the VPD alone; therefore, BC Housing will be a key partner in this endeavor.
KEY STRATEGIES FOR 2013
Liquor enforcement to continue year round throughout the city, with a specific focus on the entertainment districts and events or areas that sponsor alcohol use Continue assisting the CoV in achieving the goal to end homelessness in Vancouver Reduce illegal street vending by working with the CoV to establish and enforce sanctioned vending locations Through order maintenance, reduce street disorder city‐wide that exists in different forms including matters such as aggressive panhandling, squeegeeing for money, fighting in public, disorderly overnight loitering, etc.
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GOAL: REDUCE MOTOR VEHICLE COLLISIONS THAT RESULT IN INJURY OR DEATH BY 12.5% OVER THE NEXT FIVE YEARS
CHAMPION: INSPECTOR LES YEO
The VPD will continue to work towards reducing motor vehicle collisions that result in injury or death. Police and all other road safety stakeholders have the responsibility of working together to improve road safety. Despite significant efforts to prevent injury and death, fatal collisions increased in the city of Vancouver from 13 in 2011 to 19 in 2012, a 46% increase. However, it should be noted that there were no fatalities in the last 4 months of 2011 – a highly unusual circumstance. 11 of the 19 fatalities in 2012 were pedestrians, representing a 22% increase in pedestrian fatalities over the previous year. Though the 19 fatalities recorded in 2012 are the highest numbers since 2008, the general long‐term trend continues to decline steadily over the past several decades. The increase in pedestrian fatalities in 2012 is a significant concern and will be a priority focus for 2013. Moreover, in 2012, revised impaired driving legislation came into effect and assisted the VPD by removing high‐risk drivers from the road. Provincially funded Counter Attacks also continued to be a key asset in that endeavor, with the same percentage of impaired drivers being removed from the road per dollar invested.
The VPD will continue to use education and enforcement strategies in 2013 towards achieving its overall strategic goal to reduce traffic related injuries and deaths. Intelligence‐led enforcement will be enhanced in 2013 with a concentration on high crash locations. Last year’s efforts were successful with the majority of enforcement action taking place at the top 10 collision injury locations. With vulnerable road users, especially pedestrians, being particularly susceptible to injury or death, 2013 will see continue enhanced enforcement against high risk road behaviour.
Furthermore, new steps will be taken in 2013 to evaluate and assess the production of violation tickets by Patrol. Working closely with Patrol District Analysts, Patrol Commanders will be provided with detailed accountability reports on individual officer’s ticket activity. This will be combined with greater traffic enforcement education efforts during Patrol parade briefings along with continued road safety training and mentorship of Patrol members.
The Traffic Section will increase enforcement action against those high‐risk drivers (unlicensed, prohibited and uninsured drivers) who continually flaunt sanctions that have been imposed on them. Removing these high risk drivers from the road is an important step towards making Vancouver’s roads safer.
The reduction of fatalities and injuries must be a concerted team effort. It requires a commitment by not only the VPD and its road safety stakeholders, but also by the community at large. The Traffic Section will increase public awareness on traffic safety through community education initiatives as well as through mainstream and social media campaigns. A baseline will be established for traffic safety related media stories and other tactics for future reference. The Traffic Section will continue to work closely and collaboratively with the Insurance Cooperation of British Columbia (ICBC), Office of the Superintendent of Motor Vehicle (OSMV), and the City of Vancouver (CoV) to deliver a unified message to prevent motor vehicle related injuries and death.
KEY STRATEGIES FOR 2013
Directed enforcement based on ICBC collision data and VPD traffic statistics Focus on enforcing the Motor Vehicle Act to ensure the safety of the most vulnerable road users, particularly pedestrians Increase the amount of enforcement by Patrol officers Increase enforcement action on unlicensed, uninsured, and prohibited drivers Increase public awareness of traffic safety through community education campaigns and the use of mainstream and social media
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GOAL: DEVELOP AND MAINTAIN POSITIVE WORKING RELATIONSHIPS, INCLUDING SHARING INFORMATION, WITHIN THE VPD AND WITH STAKEHOLDER AGENCIES WITHIN THE COMMUNITY
CHAMPION – INSPECTOR MARIO GIARDINI
Positive working relationships within the VPD and with community stakeholders are essential to ensuring the successful completion of the VPD’s crime reduction and public safety goals and to ultimately bring the VPD’s vision of being the safest major city in Canada to fruition. Communication with diverse cultural groups is especially important to ensure that trust is built between the VPD and these communities. In recent years, the Project Link, SisterWatch, and EASY programs are excellent examples of how communication with internal and external stakeholders can lead to the successful implementation of public safety strategies.
Building on the success of 2012, current outreach programs and projects will continue in 2013. Based on comprehensive responses from the community and the VPD, public safety has increased within the city of Vancouver. As such, the focus of 2013 will be to build stronger and more trusting relationships with grassroots community organizations and to identify crime priorities for the neighbourhoods they represent. This includes assisting frontline agencies in building the internal capacity to better address issues within their own communities in order to reduce reliance on emergency police services. For example, Project Link has increased support for the mentally ill while decreasing associated calls for police service. Accordingly, in 2013, the VPD will target continued reductions in Mental Health Act (MHA) calls for service as well reduced hospital wait times in relation to MHA apprehensions.
To reduce police contacts with high risk mentally ill persons, the VPD will create an early warning system and will intervene and collaborate with mental health service practitioners to prevent incidents of violence. The VPD will also work with Vancouver Coastal Health (VCH) to build on the success of the Assertive Community Treatment (ACT) team in 2013. The ACT client group will be expanded and supported through new facilities and increased staffing at Vancouver Hospitals. The VPD will regularly participate in a VCH‐lead committee on mental illness. Additionally, a joint VPD/Vancouver Coastal Health (VCH) study, facilitated by the University of British Columbia (UBC), will be conducted in 2013 to examine how mental health services can be further improved. Finally, the VPD will advocate for more mental health resources at the national level, to both the Federal Government and police leaders across Canada.
The Aboriginal Liaison Officer and the Sex Trade Worker Liaison Officer have been successful in reaching out to key aboriginal stakeholder groups and organizations. The efforts of these officers will continue to be supported through strategies to decrease crime and victimization. With the success of programs such as SisterWatch and EASY, the VPD has proven that partnering with communities not only increases communication but leads to supportive programming that works. Incidentally, SisterWatch was awarded the 2012 Crime Prevention and Community Safety Award by the Ministry of Justice.
Throughout 2013, the Domestic Violence and Criminal Harassment (DVACH) Unit will continue outreach to community partners such as social worker agencies and the Chinese Community Policing Centre in order to educate them in recognizing and reporting domestic violence and elder abuse. Presentations and information sharing has increased the capacity of these organizations to work within their own communities to combat and prevent violence. In addition, the VPD will continue to build on training and education workshops delivered to front line officers in 2012 with the goal of educating members on the sensitivities related to domestic violence within vulnerable populations.
Moreover, the VPD will further strengthen internal departmental relationships by continuing to seek participation from front‐line members in relation to strategic decision‐making. This will further enhance information flow between management and front‐line officers.
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Overall, the community development strategies proposed for 2013 will allow the VPD to continue to create trusting relationships, positive perceptions of the police, and empowerment within Vancouver communities to deal with crime and safety issues.
KEY STRATEGIES FOR 2013
Continue fostering trust between the VPD and Downtown (DTES) women’s groups Increase buy‐in from frontline members by continuing to include them in internal strategic communications Continue to work with Vancouver Coastal Health (VCH) to improve service delivery to the mentally ill Continue to improve awareness and access to support services for vulnerable victims of crime Continue to increase awareness, both within and outside the Aboriginal Community, of the VPD’s partnerships in developing new crime prevention programming
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GOAL: TO IMPROVE COMMUNICATION AND PUBLIC ENGAGEMENT IN CRIME PREVENTION AND VPD SERVICES
CHAMPION: SENIOR DIRECTOR PAUL PATTERSON
The VPD’s Community and Public Affairs Section (C&PA) serves as a communication line and outreach hub between the Department and the public. The C&PA ensures the public is aware of crime prevention efforts undertaken to improve and maintain public safety. The C&PA also maintains a strong relationship with the media and administers many public outreach programs to foster a positive perception and greater understanding of the VPD. The method of delivering the VPD’s message to the public takes on traditional forms such as press conferences and print media but has also increasingly relied on the use of social media. C&PA further educates, engages, and supports the community through the Victim Services Unit (VSU) and the Community Policing Centres (CPCs) as well as through programs such as Block Watch, Citizen’s Crime Watch (CCW), and Business Liaison. C&PA also assists other departmental sections in efforts to communicate their crime prevention or public safety messages to the public. For example, the Traffic Section’s PedWatch campaign was supported by graphics and media communication provided by C&PA.
C&PA continues to expand the use of social media. For example, the number of Twitter followers increased by almost 30% to nearly 30,000 followers in 2012. The VPD’s use of YouTube shifted from a predominantly recruiting‐ focused tool to a general information dissemination tool complete with crime prevention tips and riot investigation updates, bringing viewership into the thousands. The highlight of this shift has been the creation of the Krenz on Krime crime prevention series which has become the most popular and most watched video series on the VPD website. In 2013, the C&PA will continue and expand these efforts by updating online content and utilizing present social media tools in new and innovative ways. C&PA will also strive to increase the number of VPD members following the Department’s Twitter account through training videos and parade presentations.
C&PA will leverage CCW, Block Watch, and the CPCs in 2013 to further public awareness of the VPD’s crime prevention campaigns. The C&PA will assist the Traffic Section to increase the effectiveness of road safety campaigns through the dissemination of messages across multiple media types. Likewise, C&PA will offer its services to VPD investigative sections to primarily aid in property crime prevention campaigns. All major crime alerts will automatically be disseminated through the Department’s Neighbourhood Crime Alert system to subscribers across the city. In addition, the VPD will continue to collaborate with the CPCs to ensure that community‐specific crime prevention programs are delivered while ensuring a core level of service is provided across all CPCs. This will be accomplished through the efforts of the CPC Sergeant who will provide ongoing training and assistance to CPC Coordinators and the Neighbourhood Policing Officers (NPOs) attached to each CPC.
Community surveys consistently rank the Victim Services Unit (VSU) as one of the most important services provided by the VPD. To this end, the VPD will continue to support and expand the VSU. In 2012, the VSU was faced with numerous staffing challenges including the vacancy of the manager position. The unit is expected to reach new levels of success in 2013 once this position is filled.
Moreover, the C&PA’s mandate includes promoting diversity through initiatives that enhance relationships with various community groups in Vancouver including Aboriginal youth, the Lesbian‐Gay‐Bisexual‐Transsexual‐Queer (LGBQT) community, and various ethnic groups. As in 2012, through partnership programming awareness, the VPD aims to reach out to these diverse communities of Vancouver in 2013. The Department will participate in numerous cultural, ethnic, and community events to foster strong relationships. Furthermore, the VPD will continue its efforts to combat hate crime and victimization by developing new programs to engage the LGBTQ and various ethnic communities.
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KEY STRATEGIES FOR 2013
Continue to enhance the public’s awareness of programs and services provided by the VPD by increasing traffic to the VPD website and increasing the use of social media Continue to enhance the reputation of the VPD through a steady growth in the number of positive media articles Continue to enhance the Department’s crime prevention initiatives and reduce crime, primarily in the property crime categories. This encompasses campaigns to increase personal safety and road safety Continue to enhance the services provided by the Department to victims of crime and increase awareness of these services among the public and within the Department Outreach to the Lesbian‐Gay‐Bisexual‐Transsexual‐Queer (LGBTQ) community to develop relationships and programs that are mutually beneficial Improve the VPD’s outreach to Vancouver’s diverse cultural communities
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GOAL: PROVIDE SOCIALLY RESPONSIBLE PROGRAMS AND INITIATIVES THAT BENEFIT YOUTH
CHAMPION: INSPECTOR RALPH PAUW
For a number of years, the VPD has been involved in crime prevention through the use of youth programs and partnerships with community groups. Youth programs such as the Police Athletic League (PAL) are both educational for youth as well as provide opportunities for police officers to interact with youth as positive role models. The success of these programs is based on the belief that youth will be deterred from becoming involved in criminal activity by building self‐esteem and positive relationships with VPD officers.
In 2012, five strategies were developed by the VPD to provide socially responsible programs and initiatives that benefit youth. One of these key strategies was to maintain the VPD Youth Referral program. The targets set for the number of referrals from School Liaison Officers (SLOs) and from other VPD units were exceeded, though there is still room for improvement. For this reason, this strategy will continue in 2013 with an additional focus on increasing Patrol‐based referrals. The VPD will also seek an increased number of partnerships with community‐ based organizations that accept referrals from the VPD Youth Referral Coordinator.
The Retail Theft Circle (RTC) initiative was designed to use restorative justice measures to provide offenders an opportunity to learn about the impacts of shoplifting from those most impacted by the crime. However, this program relies on referrals from Patrol and none were made to the program in 2012. As a result, the RTC initiative will be replaced in 2013 with a new strategy to identify and target the top 20 at‐risk youth in Vancouver. Once identified, these youth will be connected to services delivered by community partners and VPD officers. This new strategy will include many concepts of the RTC in its overall goal to improve the lives of at‐risk youth while reducing youth‐related crime.
PAL events continue to be very successful with numerous VPD officers volunteering to coach and mentor over 900 students at 44 separate events. The VPD will work to further increase PAL events in 2013. Another successful initiative was the Student Challenge, a program which puts 48 students through a youth police academy where they are challenged with realistic police duties and provided the opportunity to work as a team. The VPD will continue working to secure ongoing funding for this program. For instance, meetings with community service groups have been held in an effort to achieve sustained funding.
Finally, the Youth Car (Y10) will continue to conduct compliance checks on youth with court‐imposed conditions. In 2012, Y10 met its 2012 targets by regularly monitoring between 70 to 80 youth. In 2013, the goal is to increase the number of youth being monitored to roughly 120; however, this is contingent upon increased staffing levels as the Youth Services Unit (YSU) is currently at full capacity.
KEY STRATEGIES FOR 2013
Proactively target the top 20 most at‐risk youth as identified by their history with police Continue to maintain the VPD Youth Referral program to remain consistent with provisions of the Youth Criminal Justice Act (YCJA) and consider extra‐judicial measures for youth who commit less serious offences Y10 to continue conducting checks on youth with court‐imposed conditions to ensure that their conditions are abided by Continue to develop and maintain the success of the PAL program Continue to run the VPD Student Challenge in 2013, and secure long‐term funding to ensure the ongoing success of the program
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GOAL: MANAGE RESOURCES IN AN ENVIRONMENTALLY SUSTAINABLE MANNER
CHAMPION: SENIOR DIRECTOR DAWNA MARSHALL‐COPE
The City of Vancouver (COV) formed the Greenest City Action Team in 2009, whose mandate was to determine what Vancouver needed to achieve the goal of becoming the greenest city in the world by 2020. To that end, City Council adopted ten long‐term strategic sustainability goals and much work has been underway since then to accomplish these goals. The VPD shares this commitment to environmental sustainability and has identified it as a major strategic goal of the organization. The Code Green program was launched in 2010 under the stewardship of the Code Green Steering Committee with representation from across the organization.
Throughout 2012, the Code Green committee remained focused on reducing waste and carbon emissions in the VPD. Four specific strategies to further the VPD’s environmental sustainability included:
Participation in a waste reduction program to divert waste in the VPD Reduction in vehicle emissions by the VPD Replace paper‐intensive processes with paperless systems where possible and cost effective Assessing the feasibility of a dedicated sustainability coordinator role within the VPD
Over the past year, good progress has been made in achieving the overall mandate of Code Green, including the introduction of the Zero Waste Program at the two main VPD facilities as well as a battery recycling program referred to as Call2Recycle. The goal of reducing vehicle emissions is achievable both through technology and changes in behaviour. To that end, anti‐idling technology will be installed in all new patrol vehicles and work is underway on an educational video. Further, an analysis of current fuelling processes has determined that significant savings may be realized by offering additional fuelling sites. All this work will continue into 2013 and beyond.
The fourth 2012 strategy of obtaining a dedicated sustainability coordinator with the VPD has not been pursued due to competing interests for resources and the CoV’s directive on staffing increases. Instead, the committee will continue to work with the CoV’s Sustainability Group while leveraging internal resources.
With five guiding strategies, green initiatives will continue to be a priority for the VPD moving forward through 2013. In addition, submissions will be made to the Cov’s Sustainability Group’s Greenest City Scholars program. If one of the VPD proposals is chosen, a UBC masters or PhD student will engage in a sustainability research project with the VPD. At the time of this report, the area of study has not been confirmed. Overall, the VPD will continue to identify activities that further the reduction of waste within the organization along with vehicle emissions reductions.
KEY STRATEGIES FOR 2013
Implementation of policy and practices consistent with the City’s Sustainability framework and initiatives. Reduction of overall energy consumption within the organization Reduction of the amount of waste sent to the landfill Promotion of a green culture within the organization Reduction of vehicle emissions at the VPD
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GOAL: ENCOURAGE AND SUPPORT CAREER DEVELOPMENT AND SUCCESSION PLANNING
CHAMPION: INSPECTOR LARRY COPE
In 2012, the Human Resources (HR) Section worked towards improving and enhancing career development opportunities for all VPD staff. Succession planning and career development remains crucial to ensure that the VPD has the required resources and plans in place to replace key critical staff. Through succession planning, mentoring, and training regimes, VPD staff will be better prepared to seamlessly transfer between specialized and regular positions.
On top of the 2013 agenda for the Career Development Unit (CDU) is the review and update of the existing position profile library. In some cases, HR has not entered profiles into the library in relation to newly created positions at the VPD. In addition, some pre‐existing position profiles no longer accurately depict the true scope of the respective position as these profiles have not been maintained. In order to ensure the integrity of HR’s records, all profiles have to be up‐to‐date, meaningful, and accurate.
Also high the CDU’s agenda for 2013 is determining, with certainty, which positions in the VPD should be considered specialized positions. Specialized positions require a high level of training and expertise. Once HR has a better grasp on which positions are specialized, steps will be taken to update position profiles, determine training needs and associated costs, and assist VPD managers with their succession plans where necessary.
Another priority for HR is to acquire a survey sampling of members from the constable, sergeant, staff sergeant and inspector rank regarding their thoughts on the effectiveness of the CDU. Based on the survey results and other feedback, HR will determine an accurate mandate and purpose for the CDU and determine how it can better serve VPD staff members. Clarity of purpose and expectations will create a higher degree of satisfaction among members.
Moreover, other 2013 HR career development‐related priority items include creating quarterly five year forecasted attrition reports for all ranks along with a battery of coaching and mentoring videos tailored to suit the needs of the VPD.
KEY STRATEGIES FOR 2013
Review and update all sworn position profiles Develop succession planning strategies for specialized positions Survey various ranks regarding the effectiveness of the Career Development Unit Determine the attrition rate for all sworn ranks Create coaching and mentoring videos for the Career Development website
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GOAL: ENSURE THAT THE VPD HAS THE HUMAN RESOURCES AND TRAINING NEEDED TO MEET OBJECTIVES
CHAMPION: SUPERINTENDENT DARYL WIEBE
In 2012, the VPD continued its commitment to developing and supporting staff through sound Human Resources (HR) management. The ongoing monitoring of staffing levels and organizational attrition, combined with productive recruitment of new personnel, has enabled the VPD to end the year with staffing to full budgeted levels. Also of significance in 2012 was the identification of a comprehensive leadership development program for sworn and civilian personnel. This ‘police specific’ program will be rolled out in early 2013 and will pave the way for ongoing leadership development across the organization.
The strategic goal to “ensure that the VPD has the human resources and training needed to meet objectives” is the foundation for three key strategies in 2013. One strategy is the implementation of a training plan for all sworn personnel to ensure they all receive a consistent base‐line for operational police training. The focus of this plan targets the first five years of a constable’s career and will help develop them into well‐rounded police investigators.
The second strategy involves the implementation of the Leadership in Policing Organizations (LPO) program at the VPD. The program will first run in the spring of 2013, followed by a train‐the‐trainer session that will ensure ongoing and self‐sustaining delivery of this program across the organization in the years to come.
Finally, the VPD Recruiting Unit will continue its outreach initiatives in order to attract new sworn police officers and it will proactively reach out to the community to hire the first wave of Community Safety personnel. These new employees will be unarmed peace officers whose duties are to assist frontline police officers with many necessary, but low‐risk duties. In many ways, this Community Safety program reflects the future of the VPD, and will serve as a developmental opportunity or framework for future police officers.
KEY STRATEGIES FOR 2013
Implement a five year training plan for constables to ensure a consistent base‐line for the development of sworn personnel Implement the Leadership in Policing Organizations (LPO) program at the VPD Recruit proactively to hire sworn police officers and new Community Safety personnel
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GOAL: SUPPORT AND FOSTER EMPLOYEE WELLNESS
CHAMPION: INSPECTOR LARRY COPE
The importance of work‐life balance cannot be overstated in a policing environment due to the nature and demands of police work. Stress on the job not only negatively affects work performance but also the personal lives of VPD employees. By assisting employees to manage their work‐life balance, costs to the Department will be off‐ set through higher retention and productivity, and reduced health benefit costs due to injury and stress. Furthermore, these outcomes are consistent with the VPD’s commitment to be an inclusive and welcoming work environment.
In 2012, the VPD’s HR Section made significant progress with its dedicated strategies to foster employee wellness. For example, HR launched a successful VPD wellness program and website as a resource used to convey useful information to all VPD staff. It features links to health related information including video clips from medical practioners and other experts, and features updates on new wellness initiatives at the VPD such as Yoga as well as the Flu Shot and Healthy Hearts clinics.
Given the high number of wellness website hits, it is clear that VPD staff members are interested in information about health and wellness. To supplement the website, wellness lectures were provided in 2012 to VPD staff on team training days. New recruits also learned about wellness as it is relates to policing. The high stress debriefing program also became more robust, with more debriefs given to police officers in high stress positions.
A Wellness Committee has been created and has met several times to discuss next steps. HR intends on expanding the Wellness Committee in 2013 to include a broader base of VPD stakeholders. In addition, research will be conducted to determine what other leading police agencies provide by way of wellness to their employees.
Moreover, VPD HR personnel will continue to work closely in 2013 with their counterparts at the CoV and Worksafe BC to forge stronger ties with these partner agencies. Discussions have already occurred around strategies to bring staff members back to work sooner and healthier after sustaining workplace injuries. These collaborative discussions will help the VPD work to reduce absenteeism going forward. The establishment of quarterly attendance reports in 2013 for managers will also help the VPD reduce absenteeism.
KEY STRATEGIES FOR 2013
Continue increasing awareness about the VPD wellness program Increase the VPD stakeholder base in the wellness committee Incorporate respectful workplace training into the VPD wellness program Establish quarterly attendance reports for managers with corresponding department standards of attendance
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GOAL: DEVELOP AND IMPLEMENT INITIATIVES THAT STREAMLINE ADMINISTRATIVE PROCESSES
CHAMPION: DIRECTOR DRAZEN MANOJLOVIC
Policing is an increasingly complex and dynamic profession with continuously evolving demands and requirements. More often than not, these changes are of a legal nature stemming from the judiciary and government policy. As a result, the policing profession involves a significant amount of administrative work in order to ensure accountability, preserve evidentiary continuity, and contribute to the proper administration of justice. While administrative work is a required part of policing, it is nonetheless worthwhile for the VPD to review administrative tasks and determine if any efficiency can be achieved through their reduction, re‐configuration, or removal.
The Strategic Goal to streamline administrative processes is the result of internal consultation that helped develop the VPD’s current Strategic Plan. Internal focus groups of VPD employees revealed that the amount or degree of administrative tasks is significant and should be reviewed. Over the past ten years, the VPD has dedicated considerable resources to improving organizational efficiency (i.e. the Operational Review) and this investment has resulted in decreased crime and increased community satisfaction. Through a further review and reduction of administrative work, additional gains may be realized through increased officer productivity and proactive time for general patrol and investigative officers. Moreover, increases in pro‐active policing time will allow for greater community contact and police visibility throughout Vancouver's diverse neighbourhoods.
In 2012, the Planning, Research & Audit Section (PR&A) analyzed data received from two sources: 1) feedback obtained through the internal Strategic Planning processes of late 2010, and 2) a Patrol Administrative Study that was done in 2012. In both of these data sources, many suggestions were received on how to reduce administrative burdens for members. Many of these suggestions require a business case analysis to justify the stated need to invest in additional IT resources or in a significant change to a facility, or to justify a change in a process that requires a re‐allocation of tasks to another set of staff. There have been a few successes where a redundant administrative task was removed (such as removing the requirement to complete the VPD’s internal use of force report now that the Provincial Government requires the completion of their Subject Behaviour Officer Response Report), while another success came as a result of streamlining a process by having a form readily available in the member’s in‐vehicle computer (the K‐File 9‐1‐1 Audio Request template, which is required for all domestic violence incidents).
An important Strategy for 2013 is the collection of information from front‐line members. This is an important principle that acknowledges direct input from also increases the likelihood that implemented changes will be accepted. A process needs to be developed whereby front‐line members can submit suggestions; these suggestions will be reviewed for their operational viability; and viable suggestions will be proposed, approved, implemented, and evaluated.
During the 2010 internal Strategic Planning sessions, Patrol members repeatedly raised the issue of how much of their time was consumed by attending lower priority and lower complexity calls for service. Now that the Vancouver Police Board has approved the Community Safety Program Pilot, and Vancouver City Council has approved the Pilot’s funding, the Community Safety Program may very well reduce the time Patrol members devote to such calls for service. Accordingly, evaluating the Community Safety Programs’ effect on Patrol comprises the second Strategic for 2013.
KEY STRATEGIES FOR 2013
Develop, promote, and institutionalize a process where members can submit ideas and suggestions to reduce administrative burdens As part of the Evaluation Framework for the Community Safety Project, assess the possible reduction in lower priority and lower complexity calls for service attended by Patrol members
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GOAL: RESEARCH, ACQUIRE AND UTILIZE THE BEST TECHNOLOGY AND INFRASTRUCTURE TO ASSIST OFFICERS IN THE INVESTIGATION AND ENFORCEMENT OF CRIME
CHAMPION: SENIOR DIRECTOR DAWNA MARSHALL‐COPE
Technology is an integral part of daily life for the vast majority of Canadians. It is prevalent at all levels of illegal activity, from unorganized street level crimes to highly sophisticated crimes. Virtually every major investigation has a technology aspect to it, ranging from computer based crimes and internet savvy criminals to other crimes involving, or investigations informed by, the use of personal electronic devices. To address this need, policing must stay ahead of the curve with technology. The VPD remains committed to delivering the best technology and infrastructure to its officers, to enable them to keep up with criminals, and to further their investigative and enforcement actions. Equally important is the existence of a comprehensive information management infrastructure that ensures VPD data is created, identified, retained, managed and disclosed to the highest standards.
Fundamental to the success of these goals is the need for the VPD to secure adequate technological resources. In 2013, the VPD’s Planning, Research & Audit Section (PR&A) will work on a workload and staffing assessment of the Information Technology (IT) Section. It is anticipated that these findings will provide the foundation for a business case supporting the commission of a consultant to conduct a comprehensive external review. To address the operational needs of the organization, the Technical Steering Committee is committed to researching, acquiring and utilizing the best technology and infrastructure so that VPD officers are well equipped to conduct comprehensive investigations and engage in efficient enforcement activities. For this reason, the VPD will continue to explore new fleet technology and will research and support initiatives that increase the accuracy and timeliness of the information provided to front‐line officers. A working group has been struck to identify what technology will be procured to replace the VPD’s mobile work environments (i.e., laptops). The implementation of crime mapping into the mobile environment is well underway and will be available to front‐line officers in 2013. Furthermore, the VPD will participate in the evaluation of electronic ticketing technology and will work collaboratively with its partners in identifying the business requirements associated to this project. Electronic ticketing is expected to create significant efficiencies for both operational and administrative personnel.
Beyond delivering and support technology, the VPD has consistently maintained a leadership role in the development and advancement of PRIME‐BC, the provincial police records management system. Additionally, the Department is represented on the IT subcommittee of both the Canadian Association of Chiefs of Police (CACP) and the National Police Service Advisory Board. The VPD remains committed to the creation of a ‘Real‐Time Crime Centre’, in partnership with other Metro Vancouver police departments and the RCMP. Such a centre will consolidate police information across multiple Metro Vancouver jurisdictions and will provide accurate timely intelligence to front‐line investigators. This approach will enable crime analysts to leverage intelligence available within the region, and stream it to VPD personnel who combat crime at the local level. Overall, the key strategies for the upcoming year remain largely the same as they were in 2012; however the related activities have been updated.
KEY STRATEGIES FOR 2013
Complete an information technology review to determine optimal staffing levels for the VPD IT Section Utilize technology to maximize the effectiveness of front‐line officers Develop a regional ‘Real‐Time Crime Centre’ to provide front‐line officers and investigators in the field with real time information Develop a Department‐wide Information Management Plan
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Appendix A: Champions Tool Templates
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Vancouver Police Department Annual Business Plan (2013) Goal – Reduce violent crime by 2.5% a year for a total reduction of 12.5% over the next five years Champions – Inspector Scott Thompson and Inspector Cita Airth
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Continue to The Domestic Violence and Criminal Harassment Unit Increased amount of HROU to maintain baseline of Ongoing To be Chronic Offender Nil implement a court (DVACH) Analyst to provide targets for Level II and III K‐ enforcement action enforcement activity against determined Unit against chronic and order compliance file court order compliance by Patrol across all Districts. high risk violent offenders (i.e. due to pending system and high risk violent monitor 150 offenders, staffing High Risk Offender Unit (HROU) to continue working DVACH interdiction projects offenders. conduct 640 interviews, and changes. with Patrol in actively enforcing probation orders.
1 to target chronic issue 5 public notifications. Patrol District Analysts to provide Records and high risk violent HROU Management System (RMS) analysis on top chronic offenders. violent offenders. A 20% increase in Patrol Patrol District Strategy All District Crime Control Officers (CCOs) to continue interdiction projects targeting Analysts implementing the enforcement plan for chronic chronic violent/property crime offenders in their District. offenders across all Districts (35 projects undertaken in District CCO’s 2012).
Maintain and District CCOs to continue compiling strategies/tactics The knowledge base of 10% increase in the number of Ongoing To be District CCO’s Nil further develop the used to address violent crime in their District. proven Patrol‐based violent crime determined operational strategies/tactics for projects that incorporate due to pending Utilize a database and search engine that will allow VPD IT Section information members to readily search for and access operational combating violent proven tactics and strategies. staffing
repository where plans. crime will remain changes. 2 strategies/tactics relevant and recent. Follow‐up with CCOs to ensure that all relevant used to address This will provide violent crime strategies and tactics are added to the database. ongoing relevant throughout the city Inform Patrol members and Investigators on the information and save Strategy are available to all availability and accessibility of this repository. time when officers are Patrol members and Add a mandatory field to the operational plan template developing new Investigators. to indicate whether the tactics and strategies database operational plans. was reviewed.
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Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Target and educate Continue to conduct Women’s Safety Fair events. Women and other An increase in the number of Ongoing Inspector Airth Special Nil the public, Re‐Launch the “Don’t Be That Guy Campaign” in the vulnerable people will “Safety Fair” events at Investigation particularly women, be better aware of targeted locations. Section Granville Entertainment District. Inspector with respect to how to keep Thompson 3
domestic violence, themselves safe from An increase in the number of Patrol District 1 sexual abuse, and domestic violence, people participating in the sexual assault sexual abuse, as well hands‐on component of the awareness, as from predators and Bar Watch Safety Fair (150 participants in Strategy prevention, and other offenders. 2012). personal safety.
A reduction of alcohol/drug facilitated sexual assaults. Continue to reduce Conduct regular meetings with DTES stakeholders to Violence against To act upon all credible Ongoing Inspector Cita VPD Aboriginal and Nil crime against exchange ideas and information, address inaccurate vulnerable women in information received through Airth, Diversity Unit women in the information, and promote VPD enforcement efforts. the DTES will be the tip line. Inspector Downtown Eastside reduced through the A “violence against women” tip‐line will continue to be Mario Giardini, Sister Watch (DTES) through the combined efforts of staffed to encourage witnesses of violent incidents to Maintain the high level of call Inspector Sister Watch the VPD and the come forward and report what they have seen or volume received by the Michelle program. community. Patrol District 2 heard. This line will be answered only by women to “violence against women” tip Davey further assist in removing barriers to reporting.
4 line (229 calls in 2012).
Maintain the commitment of the VPD to have subject Special Investigation matter experts in the Domestic Violence and Sex Maintain ongoing meetings Section Crimes units continue to liaise with Sister Watch. with the community regarding Strategy Continue to analyze data and intelligence regarding issues of violence in the DTES. violence directed towards women in the DTES. This data will inform various methods of enforcement To establish a baseline for action, which will be documented. tracking violence against Patrol and Investigation resources will prioritize joint women in the DTES. projects that target violence directed toward women in
the DTES.
Execute and follow‐ Arrest warrants will be immediately placed on the Improved execution of Patrol will have timely and Ongoing Inspector Information Nil up on all arrest Patrol call board to allow officers early access to them arrest warrants as they prioritized access to arrest Thompson Management warrants to ensure come onto the VPD warrants. Section 5 or to allow E‐Comm to assign them when practicable. that police system. The revised procedure of assigning warrants to the Staff Sergeant obligations to original Investigator will continue. Reduction in the number of Athans E‐Comm maintain public Patrol will work with the Fugitive Unit to implement existing backlogged warrants.
Strategy interests and safety are met. fugitive projects that will execute arrest warrants for Sergeant VPD Fugitive Unit violent offenders. Thomas
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Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Through the use of Identify geographical areas and/or premises that Violent offences will To regularly target those Ongoing Inspector Patrol Districts 1 To be joint Operations and directly or indirectly contribute to or generate violent be reduced through persons, premises, and areas Thompson and 2 determined on Investigation crime. Patrol‐based beat that directly or indirectly a project‐by‐ Division resources, practices and projects contribute to and generate project basis. Continue with re‐deployment model of the Beat Inspector Beat Enforcement develop and assisted when possible violent crime in Districts1 and Enforcement Unit (BET) in the DTES to increase police Davey Team execute street level presence and visibility. by Investigation 2. enforcement Division resources to projects that target Implement the new beat deployment model in District target geographical VPD Liquor Increase the number of joint problem premises 1. areas and problem Coordinator Operations and Investigation and areas and/or premises and specific Division projects. persons responsible offenders that BC Liquor Branch for violent crime. contribute to and/or
6 generate violent Maintain high levels of liquor crime. license and business license Bar Watch reviews and suspensions. Problem Oriented Strategy An overall reduction in violent Policing Coordinator crime. CoV Permits and Licences
Special Investigation Section
Organized Crime Section
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Vancouver Police Department Annual Business Plan (2013) Goal – Reduce property crime by 5% a year for a total reduction of 25% over the next five years Champion – Superintendent Dean Robinson
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Leverage the Complete the tender process to obtain The VPD’s ability to locate The successful implementation Year‐end Inspector General Xtract funding implementation of and implement the new Xtract software. stolen property and identify of new Xtract program. Cumberworth investigation has already been innovative Explore the development of an in‐house offenders will be enhanced. Section provided through
technology that will software program to search Internet previously
1 All Property Crime Support Unit Sergeant Bieg enhance the tracking sites to identify central property crime approved budget. (PCSU) members to receive of stolen property figures. training on new programs. and property Train members on the new Xtract offenders that utilize software and on other potential in‐ Strategy pawn stores. house software programs. The full implementation of an in‐house internet searching software program.
Led by the Chronic An external academic expert to Increased court ordered Formal completion of external Year‐end Inspector COU Minimal budget Offenders Unit (COU), audit/review the COU to determine condition compliance audit of the COU. Cumberworth impact. identify and efficiencies and opportunities for through enforcement. University of the implement initiatives improvement. Implementation of Sergeant Pake Fraser Valley targeting prolific Beat Enforcement Team (BET)/Patrol The identification of best recommended changes and best (UFV) or Simon chronic offenders. members to improve chronic offender practices for chronic practices with regards to the Fraser University Inspector Eely accountability and conduct by offender type units. COU. (SFU)
2 conducting targeted conditions checks
based on intelligence‐led RMS data CAU to provide enhanced BET/Patrol analysis. Establish baseline for chronic intelligence to the COU to offender contacts and Crime Analysis Unit (CAU) to identify risk support evidence‐led compliance.
Strategy CAU criteria by which high value chronic initiatives regarding prolific offenders are identified. property crime offenders. 10% increase in condition COU investigators to maintain and checks on targeted chronic enhance contact with high risk chronic Increased enforcement offenders. offenders. This includes a pilot project to action against the most increase prison visits by COU officers prolific chronic property prior to a chronic offender’s release. offenders.
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Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Incorporate Further implement Major Case Efficiencies will be gained The adoption by GIS of Year‐end Inspector GIS This strategy will investigative best Management (MGM) practices, where and proven best practices investigative strategies used Cumberworth have some
practices among all appropriate. will be adopted throughout within the Major Crime Section impact on the
3 Staff Sergeant
units within the Complete the establishment of business GIS. (MCS), Special Investigation Hammond. clerical budget. General Investigation rules for investigative units within GIS. Section (SIS), and Organized Section (GIS). Crime Section (OCS). Utilize civilian staff for appropriate Strategy administrative tasks thereby improving 15% increase in clerical tasks efficiency for investigative tasks. performed by civilians to support investigations.
Ensure that internal Develop a comprehensive/documented Greater focus on key 5% reduction in property crime. Year‐end Superintendent GIS Nil and external property crime strategy for 2013. property crime hot spots and Robinson resources are offenders. Incorporate input from GIS and the Establish baseline for joint Operations directed at property Operations Division to identify priority Investigations and Operations Patrol District Division crime priorities with targeting of offenders. Reduction of victims of Division projects. input from all areas Inspectors Ongoing identification of current crime property crime.
of the VPD and CAU
4 trends/hotspots through analysis and
relevant community Inspector crime control meetings. partners. Cumberworth. Public Affairs Work with community partners to Section address property crime concerns.
Strategy Public Affairs Conduct public education campaigns to Section improve target hardening. Key community stakeholders
Planning, Research & CPC volunteers Audit Section
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Vancouver Police Department Annual Business Plan (2013) Goal – Disrupt organized crime groups Champions – Inspector Mike Serr and Inspector Laurence Rankin
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Divert youth from Conduct a literature review aimed at A program platform to Production of a compressive Year‐end Inspector VPD Youth Services No impact gangs through the researching current anti‐gang programs and divert youth from gang report on current best practices. Serr Unit anticipated.
development of initiatives. activity will be identified 1 community‐based and recommended. Increased Gang Crime Unit Sergeant Vancouver School education initiatives (GCU) presentations to youth in McConnell Board and of the community. comprehensive exit Strategy strategies for those University practicum involved in gangs. students
Continue to engage Organized Crime Section (OCS) to conduct Major Organized crime groups Confirmation, through statistical Year‐end Inspector Funds to be in intelligence‐led, Case Management (MCM)‐type investigations will continue to be analysis, of a reduction in Serr drawn from the proactive on targets identified by VPD threat assessment. disrupted, and organized crime activity in Criminal
2 investigations Vancouver will continue Vancouver. Investigation
targeting individuals to be a difficult place to Fund (CIF). whose organized conduct organized criminal activities crime activity.
Strategy have the greatest impact on community safety.
Proactively share On a national level, continue to contribute to External agencies will An increase in the number of Year‐end Inspector VPD OCS Minimal, information the National Tactical Enforcement Priorities have more information external investigations making Rankin comprised obtained from OCS (NTEP) on a weekly basis. to use in their use of VPD generated primarily of a CISBC and Major Crime investigations. Some of information and a potential On a Metro Vancouver level, continue to share Section (MCS) information through the Provincial Intelligence these investigations corresponding reduction in increase in investigations with inevitably involve non‐ organized crime activity in Combined Forces human source
Centre British Columbia (PICBC), Criminal
3 external agencies Vancouver residents Vancouver. Special Enforcement payments. Intelligence Service British Columbia (CISBC), targeting organized and other agencies. with criminal operations Unit (CFSEU) crime impacting affecting Vancouver. MCS supervisors will confirm that Investigators An increase in the number of Vancouver. have disseminated information as appropriate VPD confidential sources RCMP Integrated Strategy throughout an investigation. More information will recruited by MCS Investigators Homicide be obtained from Investigation Team Train more MCS Investigators in human source or identified by MCS, and human sources and (IHIT) development, to take advantage of recruited by other VPD available to support opportunities that arise during an MCS members. investigations. investigation.
34
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Increase the solve Continue to liaise closely and work cooperatively A safer community An increased homicide solve Year‐end Inspector VPD OCS CIF supports rate of gang‐related with IHIT, CFSEU, and other related agencies to through the successful rate. Rankin most homicide homicides in ensure information and resources are most prosecution of violent investigations. RCMP IHIT 4
Vancouver. effectively deployed and are shared where offenders. appropriate. Continue to use and enhance MCM principles in CFSEU project based investigations. Strategy Contribute resources to joint force operations targeting organized crime in Vancouver.
35
Vancouver Police Department Annual Business Plan (2013) Goal – Combat low‐level crimes and problems that impact perceptions of neighbourhood safety Champion – Superintendent Andy Hobbs
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Liquor enforcement • Continued partnership with BarWatch and The entertainment districts Decreases in various measures of Year‐end Patrol District Patrol Districts None outside of Restaurant Watch. (LIMA) to continue and other venues, events, street disorder. Levels of disorder Inspectors LIMA year round • Continued discussions with the City of and areas within the city that affect safety and perceptions budgeting. CoV throughout the city, Vancouver (CoV) concerning the that experience alcohol of safety are measured by with a specific focus implementation of entertainment and other presence are safe and COMSTAT and through citizen and
on the non‐alcohol related activities in enjoyable as work sites or business surveys. Business BC Liquor Board 1
entertainment entertainment districts and elsewhere in the entertainment and Improvement Association (BIA) and city. districts and events recreational destinations. Community Policing Centre (CPC) Vancouver or areas that • Continued LIMA deployments, Beach Patrol, statistics also help assess attitudes and Special Attention to events and areas as Entertainment
Strategy sponsor alcohol use. in perceptions of safety. required. District Bars and
• Monitor initiatives that impact liquor Restaurants licensing and seating throughout the city. A 5% decrease in overall street • Continue to work with the Liquor Board. disorder city‐wide based on CAD data.
Continue assisting • VPD Homeless Coordinator to continue The VPD is supportive of Reduction in the number of Year‐end Patrol District Patrol Districts Nil working with the various levels of the CoV in achieving the collaborative initiatives homeless people in Vancouver. Inspectors the goal to end government and the private sector to to secure safe shelter for all CoV homelessness in identify homelessness issues and assist in the residents. Reduction in the homeless count in VPD Homeless Vancouver. implementation of homelessness reduction Vancouver in 2013 over 2012 Coordinator programs. BC Housing SROs anywhere in the city figures. • Homelessness Coordinator to continue
2 identifying causal issues. are a safe place for vulnerable people to live. Various Non‐ • Continue working with BC Housing and non‐ profit organizations to help keep Single profit Residence Occupancy (SRO) buildings safe Organizations Strategy and secure. • Homelessness Coordinator to liaise with Crime Control Officers (CCOs) and Neighbourhood Police Officers (NPOs) from all Districts to address homelessness issues across the city.
Reduce illegal street • Work with CoV to establish legal vending Street vending will be The establishment of legal vending Year‐end Patrol District Patrol Districts Nil
vending by working sites. limited to locations which sites. Inspectors
3 with the CoV to • Patrol members, and particularly BET are approved and CoV establish and members, to monitor vending activities. established by the CoV. The elimination of illegal street VPD Homeless enforce sanctioned • Work with the CoV to enforce by‐laws for illegal vending in order to ensure consistency vending sites in the DTES and Coordinator
Strategy vending locations. of action and messaging. elsewhere in the city.
36
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Through order • Patrol Staff Sergeants to educate officers as Street disorder will Reductions in incidents of all types Year‐end Patrol District Patrol Districts Nil maintenance, to the utility and the standards of the decrease in areas of the of street disorder across the city. Inspectors application of the Safe Streets Act and the reduce street city commonly afflicted disorder city‐wide relevant CoV bylaws to address disorder with such occurrences and A 5% increase in the ticketing that exists in issues. incidents. • District CCOs to work with analysts, NPOs, specific to street disorder. 4 different forms
including matters and Patrol officers to direct enforcement. such as aggressive panhandling,
Strategy squeegeeing for money, fighting in public, disorderly overnight loitering, etc.
37
Vancouver Police Department Annual Business Plan (2013) Goal – Reduce motor vehicle collisions that result in injury or death by 12.5% over the next five years Champion – Inspector Les Yeo
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Directed High visibility enforcement during peak hours. Focusing on high collision 3 % reduction in the number Year‐end Inspector ICBC Nil
1 Project work at high crash locations. enforcement based locations will result in of collisions at high crash Yeo on ICBC collision Increase awareness and engage Patrol members on reduced traffic incidents at locations, measured semi ‐ Traffic Analyst data and VPD traffic high crash locations in their respective Districts. those locations as well as a annually. statistics. reduction in overall collision
Strategy rates.
Focus on enforcing Increased enforcement for identified offences and Increased road safety for the 15 % increase in traffic Year‐end Inspector Police Services Nil the Motor Vehicle offenders. most vulnerable road users tickets for motorists, Yeo Act to ensure the Enforcement at high collision locations that involve though enforcement action pedestrians, and cyclists for ICBC safety of the most vulnerable road users. of all road users. the following offences:
2 vulnerable road Continued Police Services, ICBC and CoV funding for o Distracted driving
users, particularly vulnerable road user safety campaigns. o Speeding CoV pedestrians. o Fail to yield to pedestrians Traffic Analyst
Strategy o Fail to yield to vehicle o Disobey traffic control device o Riding on sidewalk
Increase the More detailed evaluation and assessment of ticket Higher level of service to the 30% increase in production Year‐end Inspector VPD Training Nil production by Patrol members. amount of traffic community in relation to of violation tickets by Patrol Yeo Section
3 Management to emphasize road safety traffic enforcement by all members enforcement by enforcement to Patrol members during select operational members. Patrol officers. parade briefings throughout the year. Staff Patrol District Sergeant Inspectors Continued training of Patrol members and recruits A safer environment for all Chow
Strategy on road safety. road users. District Analysts
38
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Increase Increase in use of Automatic License Plate Readers High risk unauthorized 15% increase in charges Year‐end Inspector VPD Planning, Nil enforcement action (ALPRs). drivers that pose a risk to the relating to: Yeo Research & Audit
on unlicensed, Maximum deployment of ALPR vehicles. safety of all road users will o Driving while Section uninsured, and Target known prohibited drivers. be taken off the road. prohibited Sergeant prohibited drivers. o No driver’s license
Fox Auto Crime
4 o No insurance Enforcement Unit
ICBC Strategy Police Services
RCMP
Increase public Increase the number of Community Road Education Enhanced understanding and 10% increase in community Year‐end Inspector Public Affairs Nil Safety Team (CREST) presentations. awareness of traffic awareness of traffic safety presentations. Yeo
safety through Work with Public Affairs in developing a media concerns by all road users. 5 Vancouver School community strategy. Establish a baseline for Staff Board education Increase traffic safety awareness through social traffic safety related media Sergeant campaigns and the media. stories. Chow use of mainstream CREST Strategy and social media. CREST
39
Vancouver Police Department Annual Business Plan (2013) Goal – Develop and maintain positive working relationships, including sharing information, within the VPD and with stakeholder agencies within the community Champion – Inspector Mario Giardini
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Continue fostering Deliver training which informs stakeholders Increased communication Maintain similar level of training Year‐end Constable Aboriginal Front Door Nil trust between the how to engage marginalized women and between DTES women’s as 2012 baseline, with at least Malcolm Society sex trade workers. VPD and Downtown groups and the VPD. one Justice Institute of British (DTES) women’s Continue delivering training to frontline Columbia (JIBC) recruit class and Inspector Women’s Memorial groups. community stakeholders that have direct 10 frontline workers to receive Increase co‐operation Flamand March Committee contact with sex trade workers who are relevant training. victims of violent crime. between victims of violent crime and the VPD. 1
Continue to regularly attend SisterWatch Inspector Battered Women’s Act upon all agenda items meetings. Giardini Support Services tabled at SisterWatch meetings. Continue to regularly participate in Increased clearance rates community events such as marches, movie for violent crime targeted DTES community Strategy nights, and gift drives. against at‐risk women in Participate in one community groups Continue to assist survival sex trade the DTES. event per month. workers in accessing already available resources such as detox, treatment, and Regular contact with as many family reconnections. sex trade workers as
operationally feasible.
Increase buy‐in Continue to seek participation from front‐ Better circulation of Have at least 2 front‐line Year‐end Patrol VPD Operations Nil from front‐line line officers in attending crime control and information between members from each District Inspectors Division
members by Compstat meetings. management and front‐line attend Compstat and crime 2 continuing to Through District Commanders, garner officers. control meetings. include them in general feedback from frontline members internal strategic that have attended the meetings. communications Enhance notification of meetings in order Strategy with Senior to increase attendance of front‐line Management. members.
40
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Continue to work Create an action log to formally document By partnering with VCH on Meet or exceed the 2012 Year‐end Sergeant VPD Car 88 and 87 Nil and coordinate the VPD’s efforts regarding with Vancouver Project Link, the number of baseline as to the number of Tran Coastal Health the delivery of health services to the contacts with the mentally MHA and EDP calls handled. mentally ill. Patrol District 2 (VCH) to improve ill will be reduced. service delivery to Attend regular meetings with VCH and Meet or exceed the 2012 the mentally ill. stakeholders regarding Project Link and the Beat Enforcement Members will spend less baseline as to the current Assertive Community Treatment (ACT) Team model. time waiting at hospitals hospital wait times following with Mental Health Act MHA apprehensions Expand the VPD and VCH ACT Team. (MHA) apprehensions. VCH Mental Health Monitor and analyze the progress of the Emergency Services
ACT client group. 3 Participate in a joint VPD and VCH study, facilitated by UBC, on how to improve Downtown mental health services. Community Court Create an early warning system to identify Strategy high risk emotionally disturbed persons (EDPs) and intervene to prevent incidents of violence. Advocate for better mental health services at the national level with the Federal Government and other police leaders in Canada. Train Patrol members in the resources available when dealing with the mentally ill and how to document such incidents.
Continue to improve Identify cultural groups which require and Continued increased Connect with at least two Year‐end Sergeant VPD Freedom of Nil awareness and lack an existing connection to the VPD communication and trust identified community Fawcett Information and access to support Domestic Violence and Criminal between vulnerable groups organizations. Protection of Privacy Harassment (DVACH) Unit. services for and the VPD. Unit vulnerable victims Provide greater accessibility to resources 4 Provide two elder abuse training of crime and for for at‐risk groups via the VPD website. Increased reporting of sessions to social workers and VPD IT Section seniors. Determine the feasibility of a victim’s domestic violence, criminal medical professionals over the written consent form to share personal harassment, and elder course of the year. information with community support
Strategy VPD DVACH Unit abuse. agencies. Create a DTES community services card for Family Services of vulnerable women and seniors. Greater Vancouver
41
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Continue to Attain sustainable funding for new crime Continued improved VPD attendance in at least one Year‐end Inspector A variety of Aboriginal Nil increase awareness, prevention programming. relationships between the Aboriginal event per month Giardini service agencies
both within and Cultural awareness training. VPD, the Aboriginal including but not outside the Participate in the Paddling Together canoe community, and Aboriginal limited to the Aim to attend 75 or more total Diversity 5
Aboriginal journey. Service Providers. Friendship Centre, the events. Program Community, of the Aboriginal Community Coordinator VPD’s partnerships Policing Centre, Circle Aboriginal youth will be Lori in developing new of Eagles Lodge
Strategy discouraged from Beckstead crime prevention Society, etc. committing crimes through programming. new crime prevention programming.
42
Vancouver Police Department Annual Business Plan (2013) Goal – Provide public educational outreach on policing and police related issues Champion – Senior Director Paul Patterson
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Continue to Update the VPD website or create a new one The public will see vpd.ca An increase of 5% in visits This will be an Senior Director Public Affairs Nil depending on whether the COV’s content enhance the public’s and the Department’s to vpd.ca over last year. ongoing Paul Patterson awareness of management program is adopted. Facebook, Twitter, and Flickr initiative that IT programs and Update website content by contacting all VPD accounts as useful tools for will be Increased visitors to or Communication services provided by sections to revise outdated information. obtaining public safety measured year followers of VPD social Coordinator the VPD by Brand VPD media releases to embedded links on information as well as for over year. This strategy media sites. Laurel Kennedy increasing traffic to VPD social media sites. interacting with VPD also involves
1 Launch a new blog showcasing the improvements
the VPD website members. and increasing the accomplishments of the people working behind IT Graphic to the web use of social media. the scenes at the VPD. designer pages of all VPD Launch a new webpage called VPD TV with Sections.
Strategy containing all departmental video links. Constable Initiate media and public information campaigns Longley designed to drive people to the VPD website. All graphic materials including new business cards will reference the home page. Continue to use special events and blogs to drive up visits to VPD social media sites.
Continue to Raise the profile of departmental live‐streaming The VPD will become better 5% increase in positive This will be an Senior Director Media outlets Nil enhance the media conferences to increase awareness and known as an innovative and media stories. ongoing Paul Patterson viewership. reputation of the effective police department initiative that VPD through a Increase production of video news releases to that provides ‘Beyond the will be 5% increase in overall VPD Media steady growth in the further influence the control of public Call’ service to its citizens. measured year citizen satisfaction with Relations number of positive messaging. over year. the VPD. Officers
2 media articles. Seek opportunities to gain publicity for the Increased support from the achievements of VPD members. media, public, and other Encourage different VPD units to participate in stakeholders for the VPD’s feature stories highlighting their achievements. initiatives and actions.
Strategy Seek publicity for the commendations of VPD members as well as for the Beyond the Call and Annual Report publications. Produce online versions of the above mentioned publications as well as an online video of the Commendation Ceremony.
43
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Continue to Citizen Crime Watch (CCW) to focus on the next The public will gain greater 5% increases in Block This will be an Sergeant All VPD Sections Public Affairs will generation of computer related upgrades such enhance the awareness of the measures Watch group ongoing Bernardin work within the Department’s crime as the implementation of a GPS system to assist they can take to help protect memberships. initiative that current budget to CPCs prevention the volunteers. themselves and their will be achieve the bulk Block Watch initiatives and Work to promote and increase memberships in property from crime. measured year of this strategy. 5% increase in CCW CCW Constables reduce crime, the Block Watch and CCW programs. over year. Various However, volunteers, and greater primarily in the Leverage existing crime prevention campaigns government, additional Enhanced Community CCW focus on wider
3 such as Sister Watch to help reduce crime. Business Liaison community, and
property crime external funds Policing Centre (CPC) crime reduction categories. This Public Affairs Section to work with and provide Officer business groups. and partnerships program and service strategies. encompasses resources/expertise to other VPD units to Constable will be sought to delivery. ensure the success of their programs. Longley campaigns to help achieve the Strategy increase personal The Business Liaison Officer will initiate and Increased consistency in goals connected safety and road deliver crime prevention communication and program/ service delivery to major safety. programs to business organizations and will be a between the CPCs. campaigns. liaison for the Neighbourhood Police Officers (NPOs) regarding business related crime trends. A 5% overall decrease in Seek to create a new position dedicated to property crime statistics. solely act in the capacity of a Business Liaison.
Continue to Work to fully staff the Victim Services Unit More victims of crime will 5% increase in victims This will be an Victim Services Ministry of the This strategy will enhance the (VSU). receive assistance from the assisted. ongoing Manager Solicitor General be achieved services provided by Employ a number of internal and external VPD, more people will initiative that within budget
4 communication strategies to raise public
the Department to become aware of the will be with additional 5% increase in visits to Senior Director victims of crime and awareness of the VSU. assistance the VPD provides measured year funding from the the Victim Services Paul Patterson increase awareness Continue to make presentations to VPD to victims, and the over year. provincial webpage. of these services members and apply stickers to member’s Department’s reputation of government.
Strategy among the public notebooks to raise their awareness and providing ‘Beyond the Call’ and within the utilization of the VSU. service will be enhanced. Department. Hire a new VSU manager.
Outreach to the Work to develop crime prevention programs Increased safety and support Increase in the number of This will be an Inspector LGBTQ No direct budget Lesbian‐Gay‐ designed for the LGBTQ community. for the LGBTQ community. referrals to service ongoing strategy Giardini community implications. Bisexual‐ Track the number of referrals to service providers. with Funding from the
5 Transsexual‐Queer providers. measurements Office of the Improved relationships Diversity District 1 (LGBTQ) community Track the number of notifications to the VPD in occurring on a Solicitor General between the VPD and the Program Neighbourhood to develop relation to hate crimes. monthly and of BC has been LGBTQ community. Planner Lori Police Officer relationships and yearly basis requested for the Beckstead Strategy programs that are establishment of mutually beneficial. the Case Worker position.
44
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Improve the VPD’s The Diversity Advisory Committee (DAC) to Greater VPD representation Continued increase in the Ongoing Diversity Diversity Nil outreach to continue to develop action plans to reach out to at various community VPD’s outreach to diverse Program Advisory
Vancouver’s diverse the various or diverse communities in events. communities. Planner Lori Committee 6 Vancouver. cultural Beckstead communities. To coordinate or participate in diverse community events such as an ‘Anti Bullying Improved relationships forum’ or a ‘Hate Crime Dialogue Session’. between the VPD and Strategy Vancouver’s diverse communities.
45
Vancouver Police Department Annual Business Plan (2013) Goal – Provide socially responsible programs and initiatives that benefit youth Champion – Inspector Ralph Pauw
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Proactively target Identify the “top 20” at risk youth. By addressing the root causes of All targeted youth enroll and Ongoing Sergeant Youths Services Unit Nil their delinquency, police complete at least one the top 20 most at‐ Identify and engage stakeholders to McDonald risk youth as contact with this cohort of educational or social participate in providing programming. Youth Referral identified by their youth will be reduced program through this Coordinator police history. Active collaboration with both various strategy. VPD sections and outside agencies will If successful, this strategy will be required to ensure resources are result in a reduction in the 20% reduction in PRIME School Liaison Unit being utilized effectively. number of recorded PRIME incidents for the “top 20” Schedule regular “case conference” incidents for the cohort. This cohort. Ministry of Child and style meetings with the stakeholders will in turn improve the quality
1 of life of both offenders and Family Development that focus on the root causes of A reduction in Missing potential victims. delinquency. Persons reports for the “top Continually monitor and assess the 20” cohort. Missing Person Unit
Strategy progress of the cohort. Vancouver School Board
Pacific Regional Training Centre
Various outside agencies
46
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Continue to Have the Youth Service Unit (YSU) By increasing the number of A total of at least three Ongoing VPD Youth Patrol Districts Nil maintain the VPD Sergeant contact individual VPD referrals from Patrol, more referrals per month from Referral Youth Referral members to advise them of the youth will be reached thereby School Liaison Officers (SLOs) Coordinator Various community program to remain availability of the Youth Referral increasing the benefits of this and Investigators. agencies consistent with Coordinator for files involving youth, program. provisions of the where applicable. A total of at least one Youth Criminal Train recruits at the Justice Institute Referring at‐risk youth to referral per month from Vancouver School Board Justice Act (YCJA)
during their YCJA module. community programs rather Patrol members.
2 and consider extra‐ than incarcerating them will judicial measures Regularly post bulletins regarding the assist in addressing the for all youth who Youth Referral program on E‐parade. underlying issues behind their commit less serious Liaise and build partnerships with criminal behavior. Strategy offences. community agencies and organizations
to provide the highest quality program referrals. Agencies involved in extra
judicial measures work with youth to help them gain the skills and knowledge to make better choices and develop into socially responsible citizens.
Y10 (the Youth Car) Work with Patrol, School Liaison Unit, Monitoring adherence to court‐ Monitor 120 youth with Ongoing Sergeant Patrol Districts Nil to continue and YSU officers and with Youth imposed conditions will assist in court‐imposed conditions. Humayun conducting checks Probation in order to proactively preventing at‐risk youth from on youth with monitor young offenders; enforce the becoming involved in situations court‐imposed law when a breach occurs; and pursue which, according to the courts, conditions to ensure fresh charges when appropriate. may increase the likelihood of that their conditions Conduct street checks and develop recidivism. are abided by. Intel on, and establish rapport with, at‐
3
risk youth. Receive daily updates of the latest court‐imposed conditions through the Justice Information network (JUSTIN) Strategy and through related court documents at the Hornby Street probation office. Y10 officers to frequent locations and facilities occupied by youth and to familiarize themselves with not only the youth but also with the staff who operate these facilities.
47
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Continue to develop Explore fundraising opportunities in Through PAL, a positive rapport Host at least 11 Ongoing Youth Patrol Districts PAL is a and maintain the order to increase the number of events and mutual trust between youth tournaments/ league events Services federally success of the Police sponsored by the PAL. and police officers will be throughout 2013. Section (YSS) registered Beat Enforcement Team Athletic League Create more awareness of the PAL established. Inspector charity and is (PAL) program. solely program by posting in‐house bulletins YSS dependent on a regular basis throughout the year. PAL provides a safe and YSS upon cash supervised environment for Sergeants Liaise with the Youth Referral donations. This Coordinator for referrals on which youth, giving them the Traffic Section
4 program does opportunity to work with youth would benefit from participating not affect the positive role models and in sporting events promoted by the Diversity & Aboriginal budget for YSS. PAL program. encouraging them to become Policing Section involved in community sports Strategy Approach the VPD’s Finance Section to secure funding for 2013 PAL Initiatives and activities. This subsequently Vancouver Police such as the purchasing of t‐shirts. helps to enhance their self‐ esteem and motivation to Foundation
develop a positive self‐image. Vancouver Police Overall, PAL will help reduce Community Fund youth crime.
Continue to run the Identify a team of SLOs who will Through participation in this Obtain full enrollment of 48 Ongoing Sergeant All VPD members Nil. The Student VPD Student administer and coordinate the 2013 program, youth self‐esteem is students in the 2013 VPD Haines Challenge is Challenge in 2013, Student Challenge. enhanced and positive Student Challenge. funded by Vancouver School Board and secure long‐ relationships with police are external Identify a lead SLO coordinator for this
5 term funding to developed. This helps reduce donations. program. Secure approximately ensure the ongoing the likelihood of these youth $22,000 for 2013 and success of the Solicit and secure sufficient funds to becoming involved in crime. Identify long‐term funding to program. successfully run this program. offset the operating costs of Strategy Market the Student Challenge to Vancouver School Board (VSB) the program in future years. students and children of VPD members.
48
Vancouver Police Department Annual Business Plan (2013) Goal – Manage resources in an environmentally sustainable manner Champion – Senior Director Dawna Marshall‐Cope
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
To implement Continued partnership with the CoV New initiatives will be identified The implementation of Year‐end Senior Director All VPD employees No budget policies and Sustainability Group in future joint initiatives. to further environmental three programs in 2013 Dawna implications practices sustainability within the to further support the anticipated. The Code Green Steering Committee will be Marshall‐Cope CoV Sustainability consistent with organization. management of responsible for taking the lead on new Group the City of resources in an initiatives and will continue to meet on a
1 Vancouver’s environmentally regular basis. Submission for research topics (CoV’s) sustainable manner. Public Affairs Participation in the Greenest City Scholars will be submitted from the Code sustainability program. Green committee. framework and Fleet Section
Strategy A research topic initiatives. submitted by the Code Green Committee will Facilities Section be chosen by the CoV Sustainment Group. IT Section Reduce overall Improve awareness of energy use within the Overall improved awareness of A 5% reduction in Year‐end Inspector All VPD employees No budget
energy organization through the Code Green website, energy use within the energy consumption. Schinbein implications 2 consumption at signage, and posting of energy usage metrics. organization resulting in change anticipated. CoV Sustainability the VPD. to current behaviors and Share energy consumption data with the Group business practices. Senior Leadership Team.
Strategy Facilities Section
Reduction in the Implementation of the Zero Waste program in All VPD sites owned by the CoV A 60% reduction in VPD Year‐end Senior Director All VPD employees No budget amount of waste all VPD buildings or sites. will have Zero Waste stations. landfill site waste. Dawna implications sent to the landfill. Marshall‐Cope anticipated. Employee engagement through formal Facilities Section
information sessions, signage, and the posting All personal garbage receptacles of metrics on the Code Green website. to be replaced by a blue recycle CoV Sustainability bin, with the contents of that Identifying Code Green champions (at least Group 3 one per site). bin managed by staff.
Expansion of the Zero Waste program to Public Affairs include packing materials, writing instruments, Significant amount of waste will
and small appliances.
Strategy be diverted from a landfill site.
Introduction of a formal up‐cycling program
within the organization. Staff will donate personal items Implementation of an informal up‐cycling that they no longer require and program in partnership with Operations. that may otherwise end up in a landfill site.
49
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
To promote a Increase employee awareness through Increased employee 5% reduction in paper Year‐end Director IT Section $500 to offer ‘green culture’ messaging and presentations. engagement in environmental use. Kathy Wunder participation within the VPD. sustainability. incentives. Continued refreshing of the Code Green Public Affairs
website. 5% increase in the Constable Section Implementation of the VPD Cycling Club. Increased number of staff number of double‐sided Miller members using bicycles to printing. 4
Creating incentives to carpool by offering commute. incentives for staff to participate and Sergeant
contribute to the program. The VPD Cycling Club is Linde Continued support of the Green IT initiative. Increased number of staff formed. Strategy submitting suggestions to the Code Green website.
Reduce the amount of paper used by the organization.
To reduce vehicle Adopt more fuel efficient practices. Reduction in the idling time of The addition of 70 Year‐end Manager VPD Operations The costs emissions Increase consumer awareness through training VPD fleet vehicles. Dodge Chargers to the Robert VPD Fleet associated to the produced by the VPD fleet. fleet renewal are and information tools (signage, blogs, and Rothwell CoV Equipment VPD. planned for in the video). The VPD will have alternative Services 2013/2014 budget. Continue working with CoV Equipment fueling station options. Addition of two electric The logistics Services (EQS) to secure electric powered fleet powered vehicles to the vehicles. VPD fleet. relating to a new All new fleet vehicles will be fueling station has installed with anti‐idling 5 not been fully
technology. A 10% reduction in fuel explored; however consumption. the CoV The VPD will acquire electric Sustainment Group Strategy powered vehicles. supports the concept as the implementation Reduction in staff hours spent costs will be offset traveling to fueling locations. by savings in fuel.
Reduction in fuel consumption (and therefore GHG emissions).
50
Vancouver Police Department Annual Business Plan (2013) Goal – Encourage and support career development and succession planning for all staff Champion – Inspector Larry Cope
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
1 Review and update Obtain position description All VPD position profiles will be Accurate position profiles for June 2013 Sergeant Yung Senior managers Nil
all sworn position updates from all VPD current. potential applicants. profiles. Sections. Strategy
2 Develop succession Review inventory of Succession planning for The identification of training needs June 2013 Sergeant Lisa All VPD managers Nil
planning strategies specialized positions. specialized positions will be and costs in relation to succession James for specialized formulated. planning for specialized positions. Identify training gaps. positions. Strategy
Survey various ranks Compile a survey to sample The survey will provide a Identify areas for improving the June 2013 Sergeant Yung All VPD managers Nil
3 regarding the snapshot assessment of the effectiveness of the CDU.
members from various VPD effectiveness of the sworn ranks. effectiveness of the CDU. Career Garner other informal To clarify the mandate and purpose Development Unit feedback from members. The CDU will better serve staff. of the CDU. Strategy (CDU).
4 Determine the Compile a list to reflect An Attrition Rate report will be Determine the VPD’s projected March 2013 Sergeant Yung All VPD managers Nil
attrition rate for all members who are eligible generated every four months. attrition rate. sworn ranks. for retirement.
Strategy
Create coaching Liaise with accredited A coaching environment will be Increase the number of staff June 2013 Sergeant Yung All VPD managers Nil videos for the VPD’s coaches. created at the VPD. members who use work coaches.
intranet. 5 Produce coaching videos on
360 coaching and wellness. There will be an Increased interest and awareness of 360 Conduct a sample survey to coaching and mentoring. determine how many staff Strategy members have worked with coaches.
51
Vancouver Police Department Annual Business Plan (2013) Goal – Ensure that the VPD has the human resources and training needed to meet objectives Champion – Superintendent Daryl Wiebe
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Implement a five Complete a review of required learning The implementation of The focused delivery of training June 2014 Inspector Yee Training Unit $75,000 for year training plan modules with content in the Training comprehensive curriculum to front‐line personnel, and a potential IT for constables to pertaining to the first five schedule to ensure the hardware, Management and Planning Information Facilities Section 1 ensure a consistent System (TMPIS), and determine gaps. years of a police officer’s continuation of this training for software, and base‐line for the career. the coming years. network needs. Acquire necessary technology to development of Information facilitate a blended learning model of sworn personnel. Technology Section
Strategy on‐line and classroom curriculum. Junior police officers will develop into well‐rounded Deliver training to junior Constables. investigators.
Implement the Secure contract for services with the The ongoing delivery of a The completion of two LPO June 2014 Inspector Yee Training Unit None in 2013 Leadership in International Association of Chiefs of robust leadership program courses and one FDW (train‐ Policing within the VPD. the‐trainer) program, and a Police (IACP) for training and materials. Superintendent Leadership $5,000/year
Organizations (LPO) schedule for the ongoing
2 Wiebe Development projected for
Identify the first group of 36 candidates, program at the VPD. delivery of the program into the representative of the organization. Committee 2014 and coming years. beyond. Deliver the first LPO program.
Strategy Identify and train future trainers. Develop group of in‐house trainers for program sustainability.
Recruit proactively Utilize social media to reach out to Ongoing sworn member All funded police officer Year‐end Superintendent Training and None to hire sworn police potential applicants. staffing that meets budget positions are filled. Wiebe Recruiting Section officers and new funding. Recruit and hire the first 40 Community An additional Community Safety Safety personnel. All 40 new Community Safety Inspector Yee Human Resources $2.0 m was personnel.
3 The deployment of new personnel are hired, trained, Section included in the Procure all start‐up equipment to Community Safety and deployed. 2013 budget for implement the Community Safety Staff Sergeant personnel to assist front‐ the new program. Thordarson Operations Division line police officers. Community
Strategy Develop training curriculum for Safety Community Safety personnel. Vancouver Police personnel. Train and deploy Community Safety Union personnel.
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Vancouver Police Department Annual Business Plan (2013) Goal – Support and foster employee wellness Champion – Inspector Larry Cope
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Continue Create promotional bulletins. Increased awareness of the VPD Increase in visits to the Year‐end Inspector Cope IT Section Nil increasing wellness website and wellness VPD wellness website. Post bulletins on the VPD Intranet. awareness about program. Staff Sergeant Public Affairs the VPD wellness Meet with Public Affairs regarding the creation
1
Jackson Section program. of posters featuring VPD staff and wellness New interest will spawn new information. ideas thereby making the website Place framed VPD wellness posters in strategic more VPD consumer orientated.
Strategy locations throughout the VPD. Use new wellness initiatives in the VPD bulletins to drive staff to the wellness website.
Increase the VPD Develop a common purpose for the Wellness Broader input from the VPD on Increase current June 15, 2013 Staff Sergeant All VPD Nil
stakeholder base Committee. what components of wellness are committee size from 6 Jackson members 2 in the wellness most important to the members to 12 or more Seek out additional stakeholders from within committee. organization. members. the VPD to be committee members. Inspector Cope Conduct research into the wellness initiatives Strategy of other police agencies.
Incorporate Creation of framed respectful workplace Greater and/or broader Less workplace Year‐end Inspector Cope VPD Training Nil respectful posters. understanding of what makes a harassment complaints. Curriculum workplace training respectful workplace. Designer Develop and deliver respectful workplace e‐ Christine into the VPD
3 75 % of civilian staff to Maclean
learning for sworn members. wellness program. have received respectful Deliver respectful workplace training for workplace training. civilian staff members. Staff Sergeant Jackson
Strategy Update VPD policy to include workplace bullying. Respectful workplace e‐ learning is developed and is delivered in 2013.
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Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Establish quarterly Introduce attendance management training for Reduced days away from work Quarterly attendance Year‐end Louis City of Nil attendance managers. due to Work safe‐related injuries. reports for Managers are Odendaal Vancouver reports for established. managers with Injured staff members return to Inspector Cope Work Safe BC 4
corresponding work sooner. Decreased number of department staff sick days taken. standards of Staff Sergeant attendance. Staff members are healthier and Jackson Strategy more productive at work. Decreased absenteeism due to Work safe‐related Christine injuries. Maclean
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Vancouver Police Department Annual Business Plan (2013) Goal – Develop and implement initiatives that streamline administrative processes Champion – Director Drazen Manojlovic
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Develop, promote, Develop options to regularly An easy process will be in place As many operationally viable June 30, 2013 to Drazen IT Likely none. Most and institutionalize obtain feedback from for members to submit suggestions as possible. establish an Manojlovic, issues tackled should a process where members. suggestions to a central approved Director, be geared towards members can repository. suggestion Planning, identifying a solution Identify and propose viable If a suggestion is implemented, submit ideas and process. Research, and within the current suggestions. assess the improvement in suggestions to Audit Section budget. Seek Executive approval on This repository is monitored productivity.
1 reduce regularly and suggestions are administrative recommended options. analyzed, and the analysis is Any impact on burdens. Implement options with communicated back to the budget would emphasis on regular submitting member. require a compelling
Strategy communication with business case to members who make show the value that submissions. Analysis will determine the the solution should viability of the suggestion and, Report annually on progress. provide. if viable, approved changes will be made.
As part of the Develop a detailed and Annual evaluation reports that An improvement in response times Evaluation plan Dr. Jennie Gill, Community Safety Nil Evaluation specific evaluation plan on assess if the implementation of to lower priority and lower by April 30, Strategic Research Project Steering Framework for the how to assess the change to the Community Safety Program complexity calls for service. 2013. & Policy Advisor, Committee.
Community Safety lower priority and lower has had a positive effect on Planning, 2 Project, assess the complexity calls for service. Patrol. This should include the Research & Audit An improvement in officer Evaluation possible reduction assessment of metrics such as Section. Report annually on the utilization rates. reports in lower priority and response time and officer results. annually. lower complexity availability (utilization rate). Strategy calls for service attended by Patrol members.
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Vancouver Police Department Annual Business Plan (2013) Goal – Research, acquire and utilize the best technology and infrastructure to assist officers in the investigation and enforcement of crime Champion – Senior Director Dawna Marshall‐Cope
Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Complete an Request a workload review An internal workload and staffing An IT workload and staffing assessment Year‐end Senior IT Section The ability to information from the VPD’s Planning, review will provide an overview of will be completed by PR&A. Director Planning Research complete the technology review Research and Audit Unit workload trends in the VPD IT Dawna final product is to determine (PR&A). Section, including corresponding Marshall DCC Lemcke contingent optimal staffing staffing level information. The The steering committee will gain an Cope upon securing Based on the results of the levels for the VPD IT report will also provide a understanding of what the optimal funds to hire an PR&A report, a steering Section. comparison of this information staffing levels in IT should be. external committee will determine if with similar sized police consultant. there are sufficient grounds to organizations in North America. commission an external audit. Adequate financial resources will be secured to proceed with the external Secure consultation funding if 1
audit. moving forward. A comprehensive external evaluation of IT workload and Determine scope of the project staffing levels will ultimately inform in preparation of hiring a Steering committee will have a document future staffing levels.
Strategy consultant. detailing the nature and scope of the external review. Identify and hire consultant to complete a comprehensive evaluation. An evaluation process, identifying a consulting firm best qualified and available to conduct the external review will be identified.
An external consultant will be hired.
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Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Utilize technology to Strike a working group to lead All VPD Patrol vehicles will be A working group consisting of specific Year‐end Director IT Section The evaluation maximize the the mobile work stations ultimately equipped with refreshed members from each VPD stakeholder Kathy of the laptop effectiveness of (laptops) refresh. mobile work stations which will group will be formed. Wunder refresh will front‐line patrol include Crime Mapping and an Communications have no budget Identify a team lead. officers. electronic investigation resource. Section implications. Conduct a market scan of The business ness needs of the VPD will
technical options. be identified in relation to the mobile station refresh. Fleet Section Conduct a review of research
conducted by other agencies to determine technology they The working group will have an Operations have deployed. understanding of the technology Division Develop an evaluation matrix available in the marketplace based on the research results. Pilot options with end users, All companies who produce a laptop and document findings. designed for emergency vehicle use will
2 Create an electronic resource be evaluated. A minimum of ten agencies for front‐line officers, will be consulted. identifying critical activities for specific investigative situations
Strategy The working group will understand how and crime types. technology was evaluated and Install Crime Mapping on the implemented in other jurisdictions. mobile work environment. Participate in the initial phase The VPD will have a comprehensive of the Provincial e‐ticketing understanding of the options available in project. the mobile environment which will support the next phase of the project.
M‐Port will be installed on the mobile work environment.
Geo‐Dash will be installed on the mobile work environment.
Develop a regional Identify what technical support The technical requirements of the A Memorandum of Understanding (MOU) Year‐end Inspector Criminal Nil ‘Real‐Time Crime and information the VPD will RTCC will be explored and formally will be in place that includes cost sharing McCardell Intelligence
Centre’ (RTCC) to be contributing to this project. agreed upon. as well as technical and resource Section 3 provide front‐line agreements. officers and Staff Sergeant investigators in the field with real time Anderson Strategy intelligence.
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Time to Linkages/ Budget Strategy Activities Outcome Target Measures Lead Completion Stakeholders Implications
Develop a Define retention polices for VPD business processes will The VPD will have an Executive approved Year‐end Senior Information The initial work Department‐wide operational and administrative ultimately be streamlined and both retention policy. Director Management on this process Information files. electronic and paper based Dawna Section will not have Management Plan information will be stored in a Marshall‐ any budgetary Develop an E‐Mail Charter. consistent manner increasing Through an E‐mail Charter, the Cope implications. Host an information session – Department will have a standard on e‐ Information efficiency and minimizing the loss for a consulting firm to provide of information due to non‐ mail communications, including e‐mail Technology the Information Management standardized naming conventions. etiquette. Section Steering Committee with a
better understanding of the The committee will be able to better Investigation value an information determine if this project is one that can Division management strategy provides be conducted internally. organizations.
Determine what scope of work 4 A decision will be made as to what work can be conducted internally the Department is capable of conducting and whether or not funding with existing resources. should be sought to outsource
Strategy the work. Refresh the VPD Security Policy The VPD security document will be (2003). refreshed and will reflect current information. Review major case management solutions. The VPD will have completed a business case to purchase major case management software.
Investigative Units and IT experts will access investigative requirements and technical solutions.
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