POLICE SERVICE 2016 BUSINESS PLAN STATUS REPORT: THIRD QUARTER

A CULTURE OF SAFETY FOR ALL We Value: Integrity • Respect • Citizens and Communities • Accountability • Courage

Winnipeg Police Service Winnipeg

Our Vision A CULTURE OF SAFETY FOR ALL

OUR GOALS AND STRATEGIES 1. LESS CRIME & 2. ENGAGED 3. EFFECTIVE & EFFICIENT 4. HEALTHY VICTIMIZATION COMMUNITIES SERVICE ORGANIZATION a. Strengthen pro-active a. Lead collective action to a. Ensure the right people a. Enhance training and policing through the prevent crime through are in the right jobs in professionalism in Smart Policing Initiative social development the right number the Service b. Continue to focus b. Work with our partners b. Implement innovative b. Enhance employee resources toward a to protect vulnerable technologies safety, health and downtown safety strategy persons c. Instill a culture of wellness c. Continue efforts ot c. Enhance communication, continuous improvement prevent and suppress transparency and d. Collaborate to reduce gang activity and accountability the demand for non-core recruitment d. Enhance community policing activities d. Increase the use of relationships restorative justice and e. Continue to build a Our Mission diversion programming service that knows and e. Focus efforts to improve reflects the ommunitiesc Build safe and healthy traffic safety through it serves communities across Winnipeg enforcement and education through excellence in law enforcement and leadership in crime prevention through social development.

E EN M ON C G I ATI OM A R IZ M G C IM U T N E S I D S IC T V I E E S L D A

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A CULTURE OF SAFETY

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F F FOR ALL F F Y I C E N H I E C O 2016 Q3: Goal Overview & T I N T L T T IV A A S E E IZ E H N RV GA ICE OR

GOAL 1 GOAL 2 GOAL 3 GOAL 4 Less Crime & Effective & Efficient Engaged Communities Healthy Organization Victimization Service

Objectives Initiated Objectives Initiated Objectives Initiated Objectives Initiated

2.5 2.1 3.4 3.1 1.5 1.1 4.2 4.1 2.4 2.2 1.4 1.2 3.3 3.2 2.4 2.2 1.3 4.1 2.3 3.2

Actions Initiated Actions Initiated Actions Initiated Actions Initiated

Scheduled / Pending Completed Initiated Pending Strategic Tracking and Reporting (STAR) Report Out

Objectives Status Check Actions Indicator

100% 100% 100% 100% 95% 96% 98% 80% 80% 77% 60% 60%

40% 40%

20% 20% 12% 0% 0% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q3 REPORT 3 GOAL 1: LESS CRIME AND VICTIMIZATION

Status Check Objectives Actions

Initiated 1.1 Proactive Policing Effort 1.1 Proactive Policing Standard Operating Guidelines 90% 1.5 1.1 Tracking and Measures 70% 1.2 Downtown Safety Data Integration and BI 65% 1.3 Gang Suppression 1.4 1.2 1.4 Restorative Justice 3 of 3 Initiated 1.3 1.5 Traffic Safety 1.2 Downtown Safety Align with Stakeholders 80% Key Activities & Accomplishments Focused Service Delivery 80%

Proactive Policing Smart Policing (SPI) General Order completed and forwarded to Legal. Two new dispatch fields created; Routine Order published. 2 of 2 Initiated Information Technology: CAD/MS Access updates initiated. ODS workload analysis report standardized. 1.3 Gang Suppression Downtown Safety Align Strategy with SPI 65% A team has been developed with stakeholders from Winnipeg Police Service, Biz, and Portage Place to use collective Enhance Cooperation 80% impact framework and for focused service delivery. Early Youth Intervention 90% Project developed for bicycle theft and B&E trends; public awareness campaign initiated. 3 of 3 Initiated Gang Suppression Gang Suppression Strategy draft document initiated. 1.4 Restorative Justice Member SPI training completed. Gang Prevention “Tool Box” initiated. Program Dev. Collaboration 40% Community “Gang Awareness” campaigns were held at MERC and Explore Referral Procedures 50% North Centennial Recreation Centre. Enhance Communication 50% Restorative Justice Diversion process developed and agreed to between Prosecutions / Justice Department. 3 of 3 Initiated Partnership exploration with Block by Block (Thunderwing) Project. 1.5 Traffic Strategy Traffic Safety Enhance Partnerships with MPI 50% MPI Partnerships: MPI/CAA Intersection and Enhanced Enforcement Data Driven Partnerships 20% Projects underway. Active and safe routes to school initiative - site visits to Laura Second Set Enforcement Priorities 30% and Valley Gardens schools. Initiated discussion with MPI to create data sharing agreement for motor vehicle collision data. 3 of 3 Initiated

WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q3 REPORT 4 GOAL 2: ENGAGED COMMUNITIES

Status Check Objectives Actions Initiated 2.1 Collective Impact 2.1 Collective Impact PSA Participation 25% 2.5 2.1 2.2 Vulnerable Citizens Block by Block Participation 75% 2.2 Winnipeg Safe City 2.2 2.4 2.3 Communication Strategy 2 of 2 Initiated

2.4 Indigenous/Newcomer 2.2 Vulnerable Citizens 2.4 2.2 2.3 2.4 School Engagement Safety and Protection Strategy 20% 2.5 Enhance Recruiting Project Devote Continual Continue Counter-Exploitation 40% Key Activities & Accomplishments 3 of 3 Initiated Collective Impact Approach and Efforts Attended the CACP Aboriginal Policing Conference, New Immigrant Job 2.2 Winnipeg Safe City Fair, Folkorama , Southeast Collegiate’s Graduation Ceremony, and National Targeted Data Collection 40% Aboriginal Day Festivities during the quarter. Liaise with Steering Committee 100% Continue to support the Block by Block (Thunderwing) Project: 5 new family Develop and Explore Strategies 33% files opened in quarter. Vulnerable Citizens 3 of 3 Initiated Community Events: (Counter Exploitation Unit) CNN Freedom Project ride-along; 2.3 Communication Strategy (Missing Persons Unit) Winnipeg Free Press ride-along, Children’s Advocate Grow Communication Platforms 85% Indigenous Girls in Care Community Narrative; (Domestic Violence) Victims Evaluate Police Board Reports 50% Vigil; (Project Devote) Circle of Change Event in Ottawa. Winnipeg Safe City Program Release of the Winnipeg Safe City scoping study: 2 of 2 Initiated Sexual Assault statistics (2011 to 2015) released. 2.4 Indigenous/Newcomer Communication Strategy Build and Foster Partnerships 40% Hired a new Video Production Specialist. Indigenous Advisory Council 40% Continued to expand social media platforms Twitter, FaceBook, and YouTube. Newcomer Liaison Programs 60% Engage Indigenous/Newcomer Communities 3 of 3 Initiated Coordinated the Indigenous Awareness Training for both Cadet Class #11 (1 day) and Recruit class # 159 (2 days). 2.4 School Engagement Worked in conjunction with INAC, demonstrators, and our colleagues in the Enhance Partnerships 65% WPS to maintain peaceful relations during the OCCUPYINAC event. SRO Program Evaluation 90% Partnered with the Bear Clan Patrol to present to the Citizen Equity Committee on CPTSD. School Engagement 2 of 2 Initiated School Engagement members now LEBA-Certified for bike patrol. Threat assessment training held with St. James and Pembina Trails School 2.5 Enhance Recruiting Divisions; Attended School Patrol Awards Event and Appreciation Day. Indigenous/VM Recruiting Efforts 75% New Recruitment Strategies/Tech 85% Enhanced Recruiting Recruitment software funding approved. 2 of 2 Initiated

WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q3 REPORT

5 GOAL 3: EFFECTIVE & EFFICIENT SERVICE

Status Check Objectives Actions Initiated 3.1 Staffing and Civilianization 3.1 Staffing and Civilianization Job Description Review 20% 3.4 3.1 3.2 Information Technology Increase Civilian Complement 100% Investigative Services Shifting 0% 3.2 Body Worn Cameras 3.3 3.2 3.3 Embrace Lean 2 of 3 Initiated 3.2 3.4 Collective Impact 3.2 Information Technology HQ Transition 100% Key Activities & Accomplishments IT Project Development 71%

Staffing/Civilianization Continued civilianization of flagged positions (1 conversion in Q3). 2 of 2 Initiated

Information Technology 3.2 Body-Worn Cameras HQ IT transition completed. Define Scope of Project Online Alarm Permits Improvement Project completed. N/A Continued development of IT projects (4 new projects initiated). Develop a Budget & Procedures N/A

Body Worn Cameras Due to budget challenges in the current cycle, the BWC pilot project was deferred to 2023. 2 of 2 Deferred The Service continues to monitor national developments with BWC and will report out as required. 3.3 Embrace Lean Apply to Targeted Projects Embrace Lean 85% Projects in progress: Excellence Winnipeg: Continuous Improvement Initiative. Support Central Reading Unit Review. LEAN community engagement ( Consortium for Sustainable 1 of 1 Initiated Improvement participation).

Collective Impact 3.4 Collective Impact JOC Collective Efforts Addictions: 25% Enhanced relationships with End Homelessness Winnipeg, CPU Paramedic Pilot Project 25% Winnipeg Poverty Reduction Council, and the Public Safety Uniform Operations Review 50% Community Wellness Alliance. Family Violence: Collaborative approach to restorative justice initiated with 3 of 3 Initiated Justice, , and other agencies.

WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q3 REPORT 6 GOAL 4: HEALTHY ORGANIZATION

Status Check Objectives Actions Initiated

4.1 Enhanced Training, E-Learning 4.1 Enhanced Training Training Assessment 70% 4.2 4.1 4.1 Academic Research Projects Fair and Impartial Training 27% Develop In-Service Programming 65% 4.2 Wellness & Development Enhance Training Programs 65% 4.1 Hire Curriculum Specialist 75%

5 of 5 Initiated

Key Activities & Accomplishments 4.1 Academic Research Training Create Partnership Procedures 60% Establish Advisory Group Fair and Impartial Training: Front line and supervisor training course 100% developed and 15 course dates set over Q4 2016 and Q1 2017. Canadian Police Knowledge Network (CPKN) Launched: Initial course offered was “Suicide Intervention.” Redeveloped structure to deliver Use of Force recertification. Two new courses in development: 2 of 2 Initiated -Verbal Communication (Completed). -Return to Justice (Final Draft Completed and being reviewed). Academic 4.2 Wellness & Development Continued work towards finalizing the WPS Research Partnerships policy Develop IT Modeling of Program 85% and procedure. Enhance Peer Assistance 80% Fan-Out of policy and procedure to Research Advisory Group for review and recommendation. Resilience/Readiness Focus 20% Planned and hosted the CAN-SEBP Conference on September 9, 2016 at CanadInns Polo Park with participants from Universities, Justice, MPI, RCMP, Military/Railway Police, and others. 3 of 3 Initiated Wellness Peer Support: Three new Chaplains have been selected and the overall complement has increased in the Chaplaincy Program. The Wellness Professional Development Plan was demonstrated to the Superintendent Group and is being prepared for roll-out. Resilience and Mental Readiness Training: funding and agreements now in place to begin the design of the training program.

WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q3 REPORT 7 Quarterly Reporting Schedule

1st Quarter

1.1 Define and Standardize Proactive Policing Efforts

1.4 Explore Restorative Justice Programs and Diversion

2.4.2 School Engagement

3.2.1 Information Technology Efforts

4.2 Wellness and Professional Development

2nd Quarter

1.2 Re-address the Downtown Safety Strategy

2.2.1 Consolidate Efforts to Minimize Risk to Vulnerable Citizens

2.3 Develop an External Communications and Outreach Strategy

3.2.2 Body-Worn Cameras

4.1.1 Create Enhanced Training, E-Learning, and External Opportunities

3rd Quarter

1.3 Enhance Gang Suppression Strategy

2.1 Collective Impact Approach and Efforts

2.4.1 Engage Indigenous and Newcomer Communities

3.4 Collective Impact Approach

4.1.2 Academic Research Projects

Headquarters Move Project

4th Quarter

1.5 Create a Service-wide Traffic Strategy

2.2.2 Winnipeg Safe City Program

2.5 Enhance Recruiting

3.1 Staffing and Civilianization

3.3 Embrace Lean Principles

WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q3 REPORT 8 CONTINUE EFFORTS TO PREVENT AND SUPPRESS GANG ACTIVITY Strategic Priority: 1.3 AND RECRUITMENT

2016 Objective: Enhance Gang Suppression Strategy OWNER: Superintendent of Investigations, J. Szyszkowski LEAD: Inspector M. Waddell INITIATED 78% ACTIONS

Align Gang Suppression Strategy with SPI Strategy Key Actions Future Actions Completed SPI training for SCU members. Formally documenting the Gang Suppression Strategy Created a dedicated divisional SPI coordinator. with focus to integrate with SPI principles. Used SPI data to deploy resources to identified high Creating additional SPI data driven projects to more priority areas. efficiently deploy resources to identified hot spots. Enhance cooperation / coordination between Street Crime Unit and Uniform Operations Key Actions Future Actions Monthly meetings now being held between divisions Conduct an evaluation of current collaborative process- to collaborate and coordinate compliance checks. es between units, and enhance communication through Opened new lines of communication to assist with coordinated and frequent information sharing. de-conflictation of operational plans. Engage youth and their families with early intervention to prevent gang recruitment Key Actions Future Actions Defined youth engagement goals. Continue expansion of collective early intervention Developed process for early intervention. partnerships (e.g. involve other support networks). Created partnerships with the provincial government Expand use of community engagement campaigns. and school districts and developed measurable outcomes. MEASURES

Number of Gang Response and Suppression Plan YTD, Number of referrals to School Resource (GRASP) Curfew Checks Program 300 “Watchlist” Compliance Checks # Refused Cooperation 250 “A” Compliance Checks # Identified for Referral 241 251 21 200 Referred to 150 173 51 17 Turnabout 100 30 50 62 73 43 0 # Referred to 13 GAIN and Q1 Q2 Q3 Thunderwing 2016 SRO Gang Suppression Proactive Activities # of Arrests Value of Seizures ($)

800k Cash 200 Drugs Arrests 600k 150 154 400k 100 130

200k 50 88 83

0 0 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 2015 2016 2015 2016

WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q3 REPORT 9 LEAD COLLECTIVE ACTION TO PREVENT CRIME THROUGH SOCIAL Strategic Priority: 2.1 DEVELOPMENT

2016 Objective: Collective Impact Approach and Efforts OWNER: Superintendent of Operational Support, L. Pilcher LEAD: Inspector G. Friesen INITIATED 50% ACTIONS

Participate in the Public Safety Alliance Key Actions Future Actions The Alliance continues to meet with community Presentation to WPS executive on report recommen- stakeholders. dations. The project support team has initiated a business case to be written by an external consultant with a number of go-forward recommendations to assist with WPS participation with the Public Safety Alliance.

Support and participate in the Manitoba Government’s Block by Block Initiative (Thunderwing) Key Actions Future Actions Resources allocated to Block by Block (Thunderwing) Continued operational focus toward the Block by Block with a transition from administrative to operational (Thunderwing) Initiative. focus. Increase in referrals: internal education and promotion toward Thunderwing referral criteria.

MEASURES

Number of engagement hours with community and Total number of community committee government organizations facilitation hours attended 800 Indigenous Partnerships 400 Diversity Relations 600 300 400 200

*Combined 200 100 0 Q1 Q2 Q3 0 Q1 Q2 Q3 Number of families assisted by the Block by Block (Thunderwing) Initiative Presentations Families Referrals Community Events 30 12 Q3

15 6 out 5 in5

28 25 25 (132 people) (126 people) (126 people) WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q2 REPORT 0 0 Q1 Q2 Q3 10 Strategic Priority: 2.4 ENHANCE COMMUNITY RELATIONSHIPS

2016 Objective: Engage Indigenous and Newcomer Communities OWNER: Superintendent of Operational Support, L. Pilcher LEAD: Inspector, G. Friesen INITIATED 47% ACTIONS

Build and foster new partnerships with the Indigenous communities in and around Winnipeg Key Actions Future Actions Established a working relationship with Indigenous Work to ensure the sustainability of the Bear Clan and Northern Affairs to work on issues of Patrol as they expand their operations and administra- interest to both parties. tion. Partnered with the Bear Clan Patrol to present to the Continue taking an active part in the sustainable Citizen Equity Committee on CPTSD. procurement working group to develop a Community Invited to the Manito Ahbee Festival to pay tribute to Benefit Clause for the City of Winnipeg. the families and investigators of cases involving Attend a number of powwow and public events both missing and murdered Indigenous women. within Winnipeg and in the surrounding areas.

Support and participate in the work of the Indigenous Advisory Council Key Actions Future Actions Arranged ride along for the Director of the National The Service will continue to support and participate Centre for Truth and Reconciliation, U of M. the IAC during its new member nomination period. Continue to provide newcomer liaison programs Key Actions Future Actions Syrian newcomer presentations Host Arabic introduction to police evening Attended Canadian Police Newcomers Engagement Attend Alhjira Islamic School Carnival Working Group Attend Asian Heritage Symposium Conducted newcomer orientation to rights and respon- Attend Canadian Immigrant Magazine Career / sibilities of the community and the Police. Education and Settlement Fair Hold mandatory new recruit diversity training MEASURES

Number of meetings held with representatives Engagement hours (workshops, presentations, or of Indigenous communities other engagement activities) in culture, diversity and community outreach

YTD: 161 meetings held over 1059 hours Presentations 25 200 Community Events

20 150 15 100 10 50 5

0 0 SepAugJulJunMayAprMarFebJan SepAugJulJunMayAprMarFebJan 2016 2016

WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q3 REPORT 11 COLLABORATE TO REDUCE THE DEMAND FOR NON-CORE POLICING Strategic Priority: 3.4 ACTIVITIES

2016 Objective: Collective Impact Approach OWNER: Superintendent of Uniform Operations, G. Burnett LEAD: Inspector C. Baldwin INITIATED 33% ACTIONS

Lead collective efforts through Joint Operating Committees to address family violence, mental health, missing persons, and addictions Key Actions Future Actions Executive members currently leading efforts through Discussions for community outreach integrated unit participation in JOCs with Winnipeg Regional Health, with WFPS “EPIC” Program. Manitoba Family Services, , and the Use of domestic violence electronic monitoring Public Safety Community Wellness Alliance. equipment: report to Manitoba Justice pending decision. Implement the Advanced Care Paramedic pilot project in the Central Processing Unit Key Actions Future Actions Superintendent and Inspector in ongoing pre-im- Research analyst has been assigned and plementation discussions with WFPS. business case to be initiated.

Assess the 2015 Uniform Operations Review and Recommendations Report Key Actions Future Actions Ongoing review with Superintendent Finalize assessment of the Uniform Operation Review and draft report to executive on potential for implementation of recommendations. MEASURES

Policing hours spent on non-criminal activities General Patrol*

Dispatched Calls for Service (On-Scene Time in hours) Dispatched Calls for Service (On-Scene Time in hours) 12000 Domestic Disturbance, Mental Health, 10000 Addiction, Missing Persons Q1 21% 8000 Q2 6000 Q3

4000

2000 All other event types (proactive & reactive) 0

Domestic Addiction Disturbance Mental Health Missing Persons

Full Time Constable Equivalents (YTD) Number of prisoners assessed by in-house para- medics Domestic 24 Disturbance

Mental Health 8 Pending Implementation Addictions 5 42 Missing Persons 5

WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q3 REPORT 12 Strategic Priority: 4.1 ENHANCE TRAINING AND PROFESSIONALISM IN THE SERVICE

2016 Objective: Academic Research Partnerships OWNER: Superintendent of Human Resources Support, G. Perrier LEAD: Inspector B. Miln INITIATED 80% ACTIONS

Create procedures for academic partnerships between the Service and academia that facilitates access to information and research opportunities Key Actions Future Actions Best practice benchmarking: Engage Legal department for decision on contracts and Australian models. Complete and publish policy and procedure. Compile WPS Research Partnerships policy and procedure has and distribute into a simple to use package that been drafted and reviewed and updated by Advisory contains policy, cover letter, contracts, etc.). Group.

Establish a research advisory group Key Actions Future Actions Academic Research Group appointed: 12 members Inaugural meeting of research advisory group took from diverse backgrounds including members of the place on October 20th, 2016. Superintendent Group, Monitoring Officers, and Corporate Legal.

Appointment of volunteer WPS Academic Research Coordinator.

Funding secured through Criminal Property Forfeiture for the appointment of U of M Criminology Professor, Dr. Rick Linden, to assist and consult with various research projects and opportunities.

MEASURES

Number and progress of research projects Outcomes, recommendations, or results identified by the study of information or Projects Initiated 9 research Research Partners

U of W MPI Carleton Downtown U Safety Alliance Pending Cdn Assoc. of Police Governance U of M (x 4)

WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q3 REPORT 13 HEADQUARTERS MOVE PROJECT

Scope • Transition of 1200 employees and the consolidation of 8 buildings. • 750 computers installed in addition to printers, networks, telephones, and WIFI. • Enhanced 911 infrastructure making WPS's Communication Centre one of the most advanced in North America. • Enhanced security systems and custom programming of 1600 security cards. • Establish business process design and procedure development for all new systems in major operational areas.

Mandate Maintain service delivery to the citizens of Winnipeg through effective planning to support employee transitions to new and enhanced technology, new business practices and facility.

Pre-Move Planning • Extensive planning, organizing and communication internally and externally. • Identification of Move Captains, ongoing training and information sharing through meetings, HQ articles, HQ videos, and employee tours before the actual move and 23 "just in time" Orientation Sessions for all members. • Two family night open houses for employees and their families. • Creating and updating new Standard Operating Guidelines for the Headquarters as the WPS evolves in our new space.

The Move • 51 moves conducted over 6 phases (Dec 15, 2015 to June 22, 2016). • 25 Divisions with 60 unique units, equipment and requirements. • Evidence Control: over 900 pallets of exhibits were securely moved.

Post Move • Audit and closure of the 7 vacated locations.

I would like to thank the senior leaders, move captains and all members impacted. Your professionalism and commitment to making this move a success is appreciated. I also thank the HQ Transition Team in leading us through this journey...We recognize your commitment, dedication and the mental and physical energy that this project required. Chief Devon Clunis Member Update: June 21, 2016

WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q3 REPORT 14 WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN Q3 REPORT 15 WINNIPEG POLICE SERVICE 2016 BUSINESS PLAN STATUS REPORT: THIRD QUARTER