STRATEGIC PLAN 2008 - 2012The Strategic Plan outlines many of the unique service issues associated with policing Vancouver: the continual influx of non-resident criminals, compartmentalization of policing in the region (a blend of 20 different police agencies, including municipal departments and RCMP detachments), challenges raised by the prevalence of staggering property crime, drug activity, sexual predators, street disorder and the growing problem of gang violence. While the Department works to address all of these, the Strategic Plan specifically outlines several areas which have been prioritized for action – violent gang activity, property crime, traffic accidents, street disorder, emergency planning (including counter-terrorism), and proactive, visible policing.Vancouver Police DepartmentVPD_723bf854-ddeb-11df-ad7b-3f3e7a64ea2aSam SullivanChair, Vancouver Police BoardJim ChuChief Constable, Vancouver Police DepartmentVancouver Police BoardMayor Sam Sullivan, Chair Jerry Adams Terry La Liberté, QC Mary McNeil Patti Marfleet Dale Parker Glenn WongVancouver Police DepartmentJim Chu, Chief Constable Doug LePard, Deputy Chief Constable Bob Rich, Deputy Chief Constable Bob Rolls, Deputy Chief Constable Steve Sweeney, Deputy Chief ConstableStrategic Planning Project TeamAndy Hobbs, Superintendent Daryl Wiebe, Inspector Adam Palmer, Inspector Leslie Stevens, SergeantCanada’s leader in policing – providing safety for all._723bfe80-ddeb-11df-ad7b-3f3e7a64ea2aIn fulfilment of its public trust, the Vancouver Police Department maintains public order, upholds the rule of law and prevents crime._723c002e-ddeb-11df-ad7b-3f3e7a64ea2aINTEGRITYWe believe in doing the right thing in all circumstances.ProfessionalismWe will pursue the highest standards of professionalism in policing.AccountabilityWe will maintain the highest ethical and legal standards.RespectWe will be compassionate and respectful in all of our actions.Property CrimeReduce property crime by 20%, by 2012_723c018c-ddeb-11df-ad7b-3f3e7a64ea2a1In 2003, Vancouver was plagued with one of the worst property crime problems in the country. This reality served as the impetus to focus many of our resources toward the property crime problem. In 2004, the VPD set a goal for a 20% reduction in property crime within five years. By the end of 2006, strategies employed by the VPD had resulted in a 16.2% reduction (see Figure 10). Despite the reduction, property offences remain the biggest crime problem facing the citizens of Vancouver. It is clear that drug addiction is a significant causal factor in the commission of property crime, as offenders feed their drug habits through the proceeds obtained from the disposal of stolen property. While the VPD is continually striving for a deeper understanding of the root causes of property crime, many of these causes are beyond the control of police. In order to align our limited resources to have the broadest effect, an offender management approach focusing on chronic offenders has proven to have the greatest impact. By directing our resources on the smaller number of offenders who commit the greatest number of crimes, and working in partnership with Crown Counsel, the VPD successfully removes these offenders from the streets for longer periods of time. This process has resulted in more appropriate sentences for their offences, and attempts to provide external support opportunities to assist with their drug addiction and/or mental health needs. Theft and fraud utilizing digital technologies, and especially the Internet, are two of the fastest growth areas of criminal activity. The Internet allows criminals to easily assume false identities, create fictitious merchandise, false companies and web services, and then use these electronic means to scam unsuspecting victims out of millions of dollars. New Internet-based telephone services and online banking services provide criminals with the means to spread their illegal activities around the globe, increasing investigative complexity and causing jurisdictional issues for the police. Often the victims of these crimes are the most vulnerable in our society - the elderly. The police need to recruit and retain investigators with a strong understanding of computing and networking technology to work in this complex field. Additionally, the collaboration of police around the world, in the field of technological crime, needs to be improved, and the laws in every jurisdiction (and potentially internationally) must be strengthened to better recognize this emerging medium for crime. As the VPD is committed to becoming the safest major city in Canada, the initial target for property crime reduction is to bring the reported property crime rates down to the national average for these cities. Using the average crime rate derived from the eight largest cities (population over 500,000) as a target, Vancouver requires a further 64% reduction in reported property crime. While this is no small task, through the continued support of offender management programs, along with the expansion of proven crime prevention programs and education of the community, we are committed to closing this gap and realizing this goal. MEASUREMENTS Key Performance Indicator: Property crime rates for residential and commercial break and enters, theft of and theft from automobile, mischief and personal theft offences Additional Measurements: * Statistics Canada crime data for Vancouver, based on per capita ratios * Arrest rates * Youth offender rates * Victimization rates, to account for unreported crime * Threshold levels of property crime within each neighbourhoodCrime AnalysisDevelop and deliver improved and timely tactical crime analysis for all operational members, including the use of wireless technology for front line officers_723c02e0-ddeb-11df-ad7b-3f3e7a64ea2a1.1Intelligence-SharingImprove intelligence-sharing between property crime investigators, district crime control officers, district crime analysts, and neighbourhood policing officers, which will result in a more directed response to crime problems_723c0466-ddeb-11df-ad7b-3f3e7a64ea2a1.2CompStat and AccountabilityExpand on the success of CompStat, and hold district managers accountable for reducing property crime through effecting crime reduction strategies in their respective districts_723c05f6-ddeb-11df-ad7b-3f3e7a64ea2a1.3Chronic Offender ProgramContinue with the development of the Chronic Offender Program to target prolific repeat offenders, including building relationships with dedicated Crown prosecutors and consistent follow-up with the courts_723c077c-ddeb-11df-ad7b-3f3e7a64ea2a1.4Community EngagementEngage the community in crime prevention strategies and continue to support established and successful crime prevention programs such as Citizens’ Crime Watch, Block Watch, CPTED (Crime Prevention through Environmental Design) and the Neighbourhood Integrated Service Teams (NIST)_723c090c-ddeb-11df-ad7b-3f3e7a64ea2a1.5Xtract ProgramContinue the expansion of the Xtract program in line with the provincial expansion of PRIME-BC_723c0aba-ddeb-11df-ad7b-3f3e7a64ea2a1.6Police ResponseImprove the police response to lower level property crimes through creative deployment strategies, allowing for the expansion of intelligence gathering and better relationships with the community_723c0c54-ddeb-11df-ad7b-3f3e7a64ea2a1.7Youth ReferralExpand the YCJA-mandated youth referral program for non-judicial measures to intervene with youth offenders and reduce the incidence of property crime_723c0e02-ddeb-11df-ad7b-3f3e7a64ea2a1.8Violent CrimeReduce violent crime by 10%, by 2012_723c0fb0-ddeb-11df-ad7b-3f3e7a64ea2a2ChildrenThe ElderlyThe Physically and Mentally ChallengedVictims of Domestic AbuseVictims of Sexual PredatorsChildren, women and vulnerable men who may be preyed upon by sexual predatorsMarginalized PersonsMarginalized persons, including the mentally ill, the poor and disadvantaged, and sex trade workersMinority GroupsPeople belonging to minority groups who may be targeted by violent offenders because of their beliefs, lifestyle or affiliation; an example of such groups would be visible ethno-cultural minorities and members of the lesbian, gay, transgendered and bisexual communitiesThe Vancouver Police Department Strategic Plan 2004-2008 included a commitment to reduce violence against the vulnerable. Several objectives were identified, including working to reduce barriers for marginalized citizens, targeting sexual offenders living in our community, committing more resources to domestic violence investigations, enhancing our working relationship with sex trade worker advocacy organizations and targeting those that exploit sex trade workers. Significant steps have been taken to address these objectives since they were identified. Our Victim Services Unit has increased in strength and restructured from a model of clerical staff supporting volunteers engaged in support, to a model that includes full-time support workers. We created a High Risk Offender Unit that is now a model for the country on how to manage sex offenders in the community. We have added a counsellor and four detectives to the Domestic Violence Unit. We have increased our liaison hours and resource time committed to working with sex trade worker advocacy groups and the John School program. In addition, we have created an Elder Abuse investigator/liaison position. As we move forward, a new round of consultation has occurred identifying additional strategies aimed at reducing violence against the vulnerable and violent crime in general. The City of Vancouver has seen a rise in level II and III assaults and violent crime in general in the last year. The majority of this increase occurred in the two North Districts and can best be described as street violence. Further analysis is required to determine if this is an accurate reflection of a trend or a shift caused by other factors, such as: * An increase in police officers in these areas (which allows for more reports of a crime rate already in existence) * An increase in the permanent population * An increase in the transient population caused by people visiting the Entertainment District, especially with the extended hours for liquor-licensed establishments. Whether the rise in violent crime is real or a reflection of increased reporting, the public perception will be that there is increasing violence in our community. This, in turn, may result in deteriorated feelings of safety and reduced confidence in the police. It is important to develop a plan that involves three components: reducing the number of violent incidents, effectively addressing the violent incidents that do occur, and maintaining effective communication with the public about police actions in response to these incidents. The VPD has taken proactive steps to increase police presence in the Entertainment District and has used best practice strategies to cordon off areas of Granville Street, in an effort to build a neutral zone where citizens can feel safe. This strategy has resulted in short-term reductions in street violence in this area. Longer-range deployment solutions will continue to be explored. In addition to addressing street violence, proactive strategies designed to protect vulnerable victims will further reduce the incidence of violent crime. Vulnerable victims include the following: * Children * The elderly * The physically and mentally challenged * Victims of domestic abuse * Children, women and vulnerable men who may be preyed upon by sexual predators * Marginalized persons, including the mentally ill, the poor and disadvantaged, and sex trade workers * People belonging to minority groups who may be targeted by violent offenders because of their beliefs, lifestyle or affiliation; an example of such groups would be visible ethno-cultural minorities and members of the lesbian, gay, transgendered and bisexual communities. Because most crimes against the vulnerable have a societal component, an effective police response rests on our ability to work in meaningful and ongoing partnerships with community groups to develop plans for victim safety and offender accountability. Police have the authority and expertise to develop enforcement strategies to hold offenders accountable. Community agencies and groups have the credibility and information to develop safety plans for victims that encourage their involvement with the criminal justice system and bring needed information to the police. One of the never-ending difficulties for police is to understand the true nature and scope of this problem. The gap between reported and unreported crime is difficult to measure, but is known to be very significant in these types of cases. Statistics on reported acts of violence would lead one to believe that most offences occur outside of the home. However, it is understood that more violent crime occurs inside residences than out in the general public. In this area, more than any other, we cannot simply rely on reports and statistics to measure and combat the problem of violent crime committed against the vulnerable. The community will be willing to collaborate with the police if the VPD combines a multi-faceted and partnership approach, and regular communication with community groups and the public as a whole, with clear statistical analysis. MEASUREMENTS Key Performance Indicator: Violent crime rates for murder and attempted murder, robbery and level II and III assaults Additional Measurements: * Violent crime reporting rates for sex trade workers, either directly to police or through support agencies * Violent crime reporting rates for the elderly and vulnerable * Violent crime reporting rates within ethnic communities * The number of interventions in domestic violence incidents by community counsellor/police investigator teams from the Domestic Violence and Criminal Harassment UnitSocietal and Cultural BarriersOvercome societal and cultural barriers that deter the vulnerable from seeking police assistance_723c115e-ddeb-11df-ad7b-3f3e7a64ea2a2.1Sexual PredatorsTrack and target active sexual predators living in the community_723c1370-ddeb-11df-ad7b-3f3e7a64ea2a2.2Domestic ViolenceIncrease the number of domestic violence crimes followed-up by a specialized investigative unit_723c158c-ddeb-11df-ad7b-3f3e7a64ea2a2.3Victims of Domestic ViolenceSex TradeBreak down perceived and real barriers for sex trade workers to report crimes to the police_723c17bc-ddeb-11df-ad7b-3f3e7a64ea2a2.4Sex Trade WorkersMarginalized PersonsFocus on those that exploit marginalized persons, including sex trade workers, the poor and the mentally ill, and advocate with government for sustained support mechanisms for these people_723c19e2-ddeb-11df-ad7b-3f3e7a64ea2a2.5Marginalized PersonsSex Trade WorkersThe PoorThe Mentally IllHomelessness and DisadvantageDevelop a homelessness initiative and work with community partners to provide support and assistance, and reduce susceptibility to victimization of violent crime for the disadvantaged_723c1c30-ddeb-11df-ad7b-3f3e7a64ea2a2.6The HomelessDisadvantaged PersonsMulti-Media ToolsUse multi-media tools to elevate the profile of violent crime activity in the downtown Entertainment District, and provide deterrence through the publication of offenders’ pictures through media channels_723c1e60-ddeb-11df-ad7b-3f3e7a64ea2a2.7Gang ActivitySuppress violent gang activity_723c23ba-ddeb-11df-ad7b-3f3e7a64ea2a3Gang violence is a serious and pressing issue for the VPD. Many criminal activities are committed by the numerous crime groups that are active in Vancouver, such as drug trafficking, turf wars, grow-rip robberies, drug smuggling, extortions and kidnappings. However, it is the violence inherent in these groups that is of primary concern for law enforcement. Gun violence carried out overtly and with little or no regard for public safety has become a trademark of some crime groups in Vancouver and the Lower Mainland. The threat posed to public safety is apparent and reflected in the number of bystanders injured during the commission of violent acts and homicides. The risk of not effecting change and reducing gang violence is that the safety of our citizens is jeopardized and we potentially lose control of a growing problem. As police officers, we have identified our responsibility to curb this form of violent activity as a major organizational priority. An awareness of the amounts of drugs, money and guns that flow from organized crime, without adequate resources in place for law enforcement, is a very serious issue for our community. The investigation of organized crime and gang activities is a specialized area of policing that requires investigators to be innovative and to build up expertise over time. The disruption of these activities can often occur with patrol-based efforts, as long as the proper intelligence and operational objectives are utilized. These cases also require a collaborative police response from the VPD. We have to work together to develop effective strategies to curb gang violence. The consensus among knowledgeable observers is that if things do not change in Vancouver and the Lower Mainland, gang violence in general will continue to escalate. In spite of successful programs like the Firearms Interdiction Team, which has resulted in a reduction in the incidents involving guns in the downtown core, there has been an increase in the number of gun-related incidents across the region. The question often raised is, “Are there effective deterrents to gun possession?”. To date, the efforts of the police, coupled with the current practices in the criminal justice system, have provided minimal deterrence; in fact, they often convey the opposite message - that the consequences are relatively light if you are caught. The availability of guns makes the likelihood of increased violence that much greater. The choice does not seem to be difficult for gang members: why not carry a gun? VPD strategies need to disrupt the supply of guns in an effort to break the cycle of gang violence. MEASUREMENTS Performance Indicators: * Violent Crime rates linked to gang activity * Number of firearms offences involving gang members Additional Measurements: * Number of police officers trained in the intelligence process and gang issues * Increased firearms seizures * Number of gang intervention presentations developed and delivered * Reduction of gang-related activities at Vancouver schools * Reduction of gang-related incidents in the City of Vancouver * Disengagement of current gang members or associates * The number of VPD sponsored cases and the number of cases assisted on for outside agencies * Tracking sentences and corresponding decisions to be used in future investigations and subsequent prosecutionsGang- and Gun-Related IntelligenceCentralize and analyze all gang- and gun-related intelligence, with the goal of detecting and dismantling firearms trafficking operations that provide weapons to active gang members within the City of Vancouver_723c270c-ddeb-11df-ad7b-3f3e7a64ea2a3.1Multi-Jurisdictional ResponseDevelop a collaborative multi-jurisdictional response to gang activities by formalizing relationships with other police agencies and strengthening relationships with national and international firearms enforcement bodies, such as the National Weapons Enforcement Support Team (NWEST) and the Bureau of Alcohol, Tobacco and Firearms (ATF)_723c29a0-ddeb-11df-ad7b-3f3e7a64ea2a3.2Other Police AgenciesFirearms Enforcement BodiesNational Weapons Enforcement Support Team (NWEST)Bureau of Alcohol, Tobacco and Firearms (ATF)Community EngagementEngage the community and work with community leaders, educators and school system leaders to implement strategies to assist in gang prevention, the disengagement of current gang members, the investigation of gang crimes, and to support victims_723c2c20-ddeb-11df-ad7b-3f3e7a64ea2a3.3Community LeadersEducatorsSchool System LeadersEducation and PreventionReduce violence related to gang activity through the introduction of educational and prevention programs focused on youth and at-risk individuals_723c2eaa-ddeb-11df-ad7b-3f3e7a64ea2a3.4Enforcement, Disruption, and TargetingAddress firearm-related incidents in Vancouver through proactive enforcement strategies, disruption of gang relationships, targeted responses to those who are known to carry firearms and vigorous prosecution of gang and organized crime members_723c3148-ddeb-11df-ad7b-3f3e7a64ea2a3.5Traffic-Related Injuries and DeathsReduce traffic-related injuries and deaths_723c33dc-ddeb-11df-ad7b-3f3e7a64ea2a4Traffic collisions cause more loss of life, injury and loss of property than crime. If we are going to have a city that is safe, we must work to reduce these numbers. The VPD Traffic Section works cooperatively with a number of partners to improve road safety, including ICBC, City of Vancouver Engineering Services, and other non-government organizations. Our focus is on enforcement, education and engineering. The VPD Traffic Section focuses its resources on locations and corridors where injury collisions are the highest. It is through concentrated Vancouver Traffic Enforcement Programs (VTEP) on corridors like Knight Street and Granville Street that a reduction in injury collisions will be achieved. In addition to enforcement, the Traffic Section, through the VPD Public Affairs Section, develops media messages that are the basis of a broad-based public education effort. Pedestrian safety campaigns are an example of combining enforcement, effective working partnerships with Engineering Services and ICBC, and public media messages about pedestrian safety tips. Education is also accomplished one class at a time through our Pedestrian Safety Tips for Seniors presentations at Seniors’ and Community Centres, as well as through our ongoing partnership with the Vancouver School Board and our Community Road Education Safety Team classroom presentations to students. MEASUREMENTS Key Performance Indicator: Number of fatality and injury collisions Additional Measurements: * Number of pedestrian-involved collisions * Number of tickets issued in high collision areas * Number of impaired driving investigations * Number of tickets involving pedestrian offences * Identification and targeting of high collision incident locations * Traffic educational programs delivered in a partnership with the media and community * Number of tickets issued by traffic enforcementIntelligence-Led DeploymentContinue with intelligence-led deployment in high collision locations_723c3698-ddeb-11df-ad7b-3f3e7a64ea2a4.1Traffic education and TrainingDeliver traffic education programs to new recruits and on-going practical traffic training for patrol-based officers_723c3968-ddeb-11df-ad7b-3f3e7a64ea2a4.2New RecruitsPatrol-Based OfficersTraffic Violation TicketsIncrease the number of traffic violation tickets written by operational police officers, focusing on unsafe and aggressive driving, intersection infractions of vehicles and pedestrians, the proper usage of child restraints and seatbelt compliance_723c3c42-ddeb-11df-ad7b-3f3e7a64ea2a4.3Operational Police OfficersSafety InformationIncrease safety information provided to the public on the VPD traffic website_723c3f1c-ddeb-11df-ad7b-3f3e7a64ea2a4.4The PublicPatrol-Based Traffic InitiativesFocus patrol-based traffic initiatives through the integration of traffic liaison NCOs_723c41ec-ddeb-11df-ad7b-3f3e7a64ea2a4.5Traffic Liaison NCOsSpeedWatchUse volunteers for SpeedWatch programs, delivered through the Community Policing Centres_723c44c6-ddeb-11df-ad7b-3f3e7a64ea2a4.6VolunteersCommunity Policing CentresIntersection ImprovementEnhance the relationship with the City Engineering Department in relation to intersection improvement_723c47dc-ddeb-11df-ad7b-3f3e7a64ea2a4.7City Engineering DepartmentStreet DisorderImprove liveability by reducing street disorder_723c4ad4-ddeb-11df-ad7b-3f3e7a64ea2a5Street disorder represents any behaviour or activity that, while frequently not criminal in nature, contributes to urban decay and has a negative impact on the quality of life and citizens’ perceptions of personal safety. This behaviour includes, but is not restricted to, aggressive panhandling, squeegeeing, graffiti, fighting, open-air drug markets, unlicensed street vending, the scavenger economy, and sleeping or camping in parks and other public spaces. One key aspect of street disorder is that it is likely the single biggest factor in making members of the public feel unsafe as they move through public spaces. The root causes of most disorder are poverty, addictions and mental illness, as well as aberrant behaviour fueled by the over-consumption of liquor. Solutions to these significant social problems require the commitment of resources from all levels of government. However, in the meantime, the level of disorder is serious in the Downtown Eastside, the downtown core and the West End, and the VPD must do whatever it can to help address the issue. MEASUREMENTS Performance Indicator: Quality of life indicators, as found with the measurement of calls for service related to annoyances, disturbances, breaches of the peace, prostitution, panhandling, fighting, drunkenness, unwanted persons and drug offences Additional Measurements: * Annual survey with community stakeholders, such as local Business Improvement Associations, to assess the level of disorder * Mental health crisis intervention training delivered to operational police officers * The number of interventions and referrals through Car 87 (the mental health car) * Number of citizen complaints about disorder issues * Citizen satisfaction survey conducted biennially to assess attitudes and perceptions of safety * The number of visible indicators of disorder (number of panhandlers, squeegee people, etc.) * Improved order in Entertainment District * A reduction in the level of open-air drug activity in the city, measured through public surveysPartnershipsEnhance existing partnerships and identify new opportunities to partner with external agencies which focus on addiction, mental health and homelessness_723c4e1c-ddeb-11df-ad7b-3f3e7a64ea2a5.1Street DisorderDecrease street disorder through increased visible police presence, including the use of alternative patrols involving police officers deployed on bicycles, horses and ATVs_723c5150-ddeb-11df-ad7b-3f3e7a64ea2a5.2Enforcement and ProsecutionImprove the enforcement and prosecution processes for street disorder_723c557e-ddeb-11df-ad7b-3f3e7a64ea2a5.3Bar EnforcementEncourage bar owners to work co-operatively with the VPD to assist in an escalation of enforcement activity designed to deal with public order and criminal issues in a highly visible and publicized manner_723c5902-ddeb-11df-ad7b-3f3e7a64ea2a5.4Bar OwnersPublic Disorder Definition and MethodologyWork with the City of Vancouver and other stakeholders to develop a common definition of “public disorder” and determine a methodology to measure and identify the associated problems_723c5c36-ddeb-11df-ad7b-3f3e7a64ea2a5.5City of VancouverDrug ActivityHave patrol officers work collaboratively with the Drug Squad and the Beat Enforcement Team to focus enforcement efforts on profit-motivated drug dealers and on reducing open-air drug activity_723c5f60-ddeb-11df-ad7b-3f3e7a64ea2a5.6Drug SquadBeat Enforcement TeamFour PillarsLobby senior governments to increase funding for the Four Pillars approach to drug addiction_723c6294-ddeb-11df-ad7b-3f3e7a64ea2a5.7Consequence Management and Emergency PreparednessEnsure best practices for consequence management and emergency preparedness_723c65dc-ddeb-11df-ad7b-3f3e7a64ea2a6Consequence management constitutes both the actions taken in the emergency planning process prior to an incident, as well as the actions taken in the aftermath of a disaster. Regardless of the cause of a disaster, be it natural or man-made, the management of the recovery process is virtually identical. The police fulfill a crucial role in consequence management, and this role goes well beyond the initial emergency response to a disaster. It is the planning and preparation before these events that will enable the VPD to respond effectively and efficiently both during and after the events. A failure to fulfill this role will have broad economic consequences for the City of Vancouver and its residents, with long-term impacts felt in the areas of tourism, community safety and business continuity. Western democracies have had to radically change their perception of safety in the post 9-11 world. The citizens of Vancouver can no longer assume that they are immune from the threat of terrorism. While national security investigations are a federal responsibility, the VPD takes its supporting role in this responsibility very seriously. These investigations are conducted in a coordinated manner, involving the local communities upon whom we are dependent for information and intelligence to identify, prevent and disrupt this activity. This coordinated approach must also include the law enforcement agencies we collaborate with in keeping Vancouver, its citizens and infrastructure safe from the threat of terrorism and terrorist-related activity. The VPD is committed to an integrated approach to counter-terrorism, working cooperatively with the RCMP Integrated National Security Enforcement Team (INSET), sharing pertinent information and intelligence. The VPD is also committed to training our front line officers to recognize indicators of terrorist activity, and to properly document and report such circumstances. Emergency planning plays an important role, not only in the response to a terrorist event, but also in coordinating a response after a natural disaster. The VPD plays a key role in assisting the citizens of Vancouver in their preparation for a significant emergency, and has a responsibility to assist all citizens should a natural or man-made disaster occur. With the rapid approach of the 2010 Olympic and Paralympic Winter Games, the VPD remains a vital part of the Vancouver 2010 Integrated Security Unit. These games represent one of the largest security planning challenges in the history of the Department. The planning and logistics required to coordinate multi-jurisdictional policing strategies started in 2006, and will grow exponentially as the event nears. It is the responsibility of the VPD to prepare for this world class event, deliver policing services to a dramatically increased population over that period, and ensure the safety of all those visiting this city. MEASUREMENTS * Level of participation in policing partnerships that focus on counterterrorism and organized crime. * Level of partnership in 2010 Olympic and Paralympic Winter Games security planning * Volume of public outreach including marketing of public safety initiatives * Volume of information received from internal and external/public sources * Number of front line police officers trained by CTU in recognizing terrorism and properly documenting and reporting such circumstances * Number of investigations * Number of interactions with national partners * Number of substantiated threat disruptionsPartnershipsEnhance current partnerships on national and international public safety initiatives_723c6924-ddeb-11df-ad7b-3f3e7a64ea2a6.1Terror Plots and ActivitiesMaximize public and police awareness to ensure the VPD receives timely information and intelligence regarding potential terror plots and terrorist activities within the City of Vancouver_723c6c80-ddeb-11df-ad7b-3f3e7a64ea2a6.2Counter-TerrorismDeliver counter-terrorism detection, disruption, prevention, education and investigation based on recognized best practices, and in concert with federal partners at INSET_723c6ffa-ddeb-11df-ad7b-3f3e7a64ea2a6.32010 Olympic and Paralympic Winter GamesDevelop and implement plans and tactics for policing events leading up to and during the 2010 Olympic and Paralympic Winter Games, thus ensuring Vancouver is a safe and secure city for all major events, including the 2010 Olympic and Paralympic Winter Games and beyond_723c7446-ddeb-11df-ad7b-3f3e7a64ea2a6.4Policies, Procedures and LogisticsImplement policies, procedures and logistical capability so that the VPD is the best prepared major city police service in Canada for any natural or man-made disaster_723c77d4-ddeb-11df-ad7b-3f3e7a64ea2a6.5Life-Threatening IncidentsEnsure preparation and responses to critical or life-threatening incidents follow best practices and are comprehensive, expedient and tactically sound_723c7b62-ddeb-11df-ad7b-3f3e7a64ea2a6.6Business Continuity PlansCreate and implement business continuity plans for every section of the VPD_723c7efa-ddeb-11df-ad7b-3f3e7a64ea2a6.7PolicingEnhance proactive and visible policing_723c8292-ddeb-11df-ad7b-3f3e7a64ea2a7Every effective organization monitors performance to measure delivery and to drive change and improvement. Policing is no exception. Police performance is not solely about the setting or hitting of targets; it is about delivering the best possible service to the public. The objectives of Quality Policing are to improve public confidence and to increase satisfaction of police service users. A constant theme running throughout the Quality Policing literature is that evaluation should be part of Quality Policing. This evaluation is concerned with the levels of police performance that produce broad outcomes: actively involved in reducing crime, eliminating opportunities for crime, lowering the fear of crime, and increasing public safety. The modernization of the VPD has brought about fundamental changes already, and effective Quality Policing is becoming firmly embedded in the day-to-day business of policing our city. This policing reflects the needs and expectations of individuals and local communities in our service delivery. The availability of continuous blocks of time sufficient for meaningful activities is critical to Quality Policing. This can occur by increasing the number of police officers, reducing existing officer workload or a combination thereof. A VPD Patrol Deployment Study examined various issues related to staffing and deployment options. The study contains an analysis of patrol deployment and sets out a number of recommendations that have the potential to increase the effectiveness and efficiency of patrol. This thorough assessment of existing resources will allow the VPD to move resources from current activities and strategies that are no longer required and combine the effect of adding new resources to enhance our approach to policing. Ongoing measurement of all patrol activity will assist the VPD in balancing the workload of every officer in the organization, and ensure a consistent approach to call load management and investigations across the city. Reduction of the incidence and fear of crime is the basic core of Quality Policing. Patrol units should respond to the scene of a priority 1 and 2 call for service as rapidly as possible to make an arrest, minimize injury or property loss, and resolve the incident. Proactive measures directed at the prevention of, and the resistance to, crime are equally important under Quality Policing. Patrol officers now spend almost all of their available patrol time on reactive tasks. As resources increase, this will change. While we increase staffing of patrol, we will be able to increase uniform visibility, redistribute and reduce individual officer workload and reduce response time to high priority calls for service. By spreading the calls for service workload among a larger number of patrol officers, sufficient time will be available so that each officer can initiate crime control activities. This benefit will maximize the investment of the additional resources, and will allow time to engage in innovative crime control while creating more opportunities to deal with public safety issues at the neighbourhood level instead of adding to the already overburdened criminal justice system. MEASUREMENTS Key Performance Indicators: * Response times to priority 1, 2 and 3 calls for service * Clearance rates Additional Measurements: * Percentage of total unallocated officer hours used for proactive policing * Number of field interactions with known offenders * Number of traffic/bylaw tickets. * Number of units deployed per shift * Number of general occurrence reports written * Number of persons charged * Number of crime control plansProactive and Visible PolicingEnhance proactive and visible policing, employing “hot spot” and “hot times” analysis to enable more effective use of high visibility patrols_723c862a-ddeb-11df-ad7b-3f3e7a64ea2a7.1WorkloadsReduce individual and unit workloads wherever possible to facilitate crime control Reduce crime and fear of crime_723c8b02-ddeb-11df-ad7b-3f3e7a64ea2a7.2DecentralizationDecentralize patrol function and structure where and when possible, and distribute resources to specific areas with identified problems_723c8f4e-ddeb-11df-ad7b-3f3e7a64ea2a7.3Productivity Measurement ToolsDevelop productivity measurement tools to ensure a balanced work output across all of patrol operations_723c9336-ddeb-11df-ad7b-3f3e7a64ea2a7.4Customer SatisfactionImprove customer satisfaction_723c9714-ddeb-11df-ad7b-3f3e7a64ea2a7.5Response TimesReduce priority 1 response times to the national average, and improve response times to other calls for service_723cad8a-ddeb-11df-ad7b-3f3e7a64ea2a7.6TechnologyLeverage technology to deliver effective and efficient policing services_723cb65e-ddeb-11df-ad7b-3f3e7a64ea2a8The VPD is currently undergoing a paradigm shift in business process. We are experiencing a growing emphasis on technology, as new technology tools for law enforcement are created and as the department looks at best practices and ways to create internal efficiencies. In any organization, there are two critical junctures that must work synergistically, to maximize productivity and ensure financial viability: IT and business. The alignment of IT and business has come under scrutiny over the last several years, as organizations must manage tighter budgets and are regularly called upon to demonstrate clear return on investments. To live, learn and work successfully in an increasingly complex and information-rich society, law enforcement must be able to use technology effectively. One of the most critical areas in the VPD’s Information Technology section is the ability to react swiftly and accurately to emerging and competing business needs, and to enable a structured and systematic approach to all internal and external technology initiatives. With the transition to multi-jurisdiction police information sharing with PRIME-BC, the VPD has led the way in technological advances in the acquisition, analysis and distribution of information. The next phase of law enforcement technology will be to develop and deliver the tools to enable operational units to proactively project patterns of growth and occurrences and to identify developing patterns of crime. The ability to identify target areas for operational deployment and analysis will improve our ability to manage resources effectively. It is essential that technology supports our business needs and that applications are not implemented in isolation, but as a part of an integrated system that includes new business processes, procedures and information flow. MEASUREMENTS * Conduct an annual department-wide survey to determine the degree to which the provided technology is facilitating the effective and efficient delivery of policing * Conduct specific technology user focus groups to obtain assessments of the degree to which the provided technology is facilitating the effective and efficient delivery of policing servicesBusiness CasesIdentify goal-specific technologies, and prepare operational analyses and business cases in pursuit of acquiring, developing and maximizing the same_723cba64-ddeb-11df-ad7b-3f3e7a64ea2a8.1Standards and Best PracticesEstablish and adhere to industry standards, and develop best practices_723cbf1e-ddeb-11df-ad7b-3f3e7a64ea2a8.2Performance, Reliability and AccessibilityImprove and maintain a high level of performance, reliability and accessibility for our technology infrastructure_723cc342-ddeb-11df-ad7b-3f3e7a64ea2a8.3Security and PrivacyEnsure that our technology systems are secure and privacy is protected_723cc75c-ddeb-11df-ad7b-3f3e7a64ea2a8.4Technology WorkforceDevelop and enhance our technology workforce_723ccba8-ddeb-11df-ad7b-3f3e7a64ea2a8.5CommunicationsEnhance effectiveness of VPD services by engaging the public through improved external and internal communications_723ccfd6-ddeb-11df-ad7b-3f3e7a64ea2a9At the heart of all the Department’s external communications is the overriding belief that the public has an undeniable right to know what their police department is doing to keep them safe. In addition, the public is entitled to know whether the police are competent and trustworthy. The VPD believes strongly that public confidence rests on these values of open and transparent communications. Our primary communications objectives are informing the public about what we are doing to preserve their safety, and the steps we are taking to ensure our members embody the highest levels of service and integrity. A secondary objective involves the role of the VPD as an advocate for positive social change in the area of public safety. The VPD believes it has a responsibility to encourage key stakeholders to make progressive changes, and improve community safety for all citizens of Vancouver. The VPD will also continue to participate in community and cultural forums providing an opportunity to strengthen existing relationships with Vancouver’s diverse population. While the Department engages in open communications with the public, it is also crucial that we keep our members fully informed. All sworn and civilian members of the Department should be informed of our progress in achieving our goals around public safety and our efforts in going “Beyond the Call” to provide exceptional service. We should recognize and celebrate the achievements of our members. While internal and external audiences are occasionally surveyed for their opinions about our communications, it is difficult to produce quantifiable evidence of their effectiveness. When we use communications for crime prevention we can track changes in crime rates, but measurement of other public information campaigns is less clear. While the police can count the responses to the website, completion of questionnaires, or other contacts, these measurement tools don’t always give us definitive conclusions. Best practices measurement of communication effectiveness is accomplished by satisfaction surveys, which are base-lined before and after a fixed date; the VPD conducts such surveys every two years. The Department’s Public Affairs Unit is staffed with a team of trained and seasoned professionals employing cutting-edge communications and marketing strategies to ensure the public receives accurate information about policing issues. This expertise also ensures that the effectiveness of strategic crime-fighting communication techniques are maximized, and that our messaging is clear and well-defined. This vital communication enhances community partnerships which leads to collaborative ownership and solutions to community problems. MEASUREMENTS: * Surveys and feedback of citizens who have received police service, media and community programs * Number of community programs and participants, volunteers and others * Assessments by educators/community workers * Employee feedback surveys of internal communications * Number of communication awards earned by the VPD corporately or by VPD staff * The number of positive earned media stories * The number of internal communications and new tactics to effectively deliver them • The number of communication training sessions delivered to internal and external audiences • Additional resources obtained to increase effectiveness of staff and production of communication collateral while reducing costs • Number of public forums, speeches and collateral designed to influence positive social changeInternal CommunicationPromote an environment of honest and clear internal communication_723cd40e-ddeb-11df-ad7b-3f3e7a64ea2a9.1Information DisseminationExplore innovative information dissemination opportunities_723cd882-ddeb-11df-ad7b-3f3e7a64ea2a9.2Messages, Press Conferences, Reports, and PublicationsReinforce and enhance public awareness of the services of the VPD through messages from the Chief Constable, regular press conferences, broad distribution of the annual report and “Beyond the Call,” publication of special web pages, and the production of presentations and brochures outlining the VPD’s services and specialized needs_723cdcec-ddeb-11df-ad7b-3f3e7a64ea2a9.3Prevention and AwarenessWork with stakeholders to produce and communicate crime prevention and awareness programs and distribute information and materials through public service announcements, posters, websites, presentations and documentaries such as the Odd Squad video “Stolen Lives”_723ce156-ddeb-11df-ad7b-3f3e7a64ea2a9.4Public EventsImprove public awareness of the VPD through police attendance at parades, business events, recruiting trade shows, sporting and other public events_723ce624-ddeb-11df-ad7b-3f3e7a64ea2a9.5Public InvitationsImprove public awareness of the VPD through public invitations to police memorial events, open house programs for the Mounted Squad, Marine Squad and Dog Squad, and activities created to target at-risk youth, such as the Police Athletic League (PAL) and the Peewee Soccer School_723cef02-ddeb-11df-ad7b-3f3e7a64ea2a9.6MessagingProvide consistent and effective messaging for public awareness by ensuring that all current and future collateral, brochures, posters and websites come through Public Affairs_723cf510-ddeb-11df-ad7b-3f3e7a64ea2a9.7Public AffairsCity GovernmentMaintain regular communication between the VPD and City government, enabling input and collaboration on projects that impact all parties_723cfa24-ddeb-11df-ad7b-3f3e7a64ea2a9.8Human ResourcesSupport and develop our staff to their full potential_723cff06-ddeb-11df-ad7b-3f3e7a64ea2a10The Human Resources (HR) Section has made significant strides towards providing a principled approach to Human Resources Practices. It has applied the values of Integrity, Professionalism, Accountability and Respect to all facets of HR processes. This approach is evidenced by the following actions. HR has developed and implemented promotion processes for sergeant, staff sergeant, inspector and superintendent, which are transparent and fair. These processes contain checks and balances to ensure a non-biased selection of the most qualified candidates. Further, these processes reflect a collaborative approach with union involvement and include disclosure of ratings, as well as feedback opportunities for candidates. HR has also developed selection competitions for posted positions, which also strive for fairness and transparency. In order to ensure these attributes, competitions are competency based and include impartial HR representation in the interview stage. HR has made significant improvements to the level of professional service available to all employees. For example, Employee Services and the CISM (Trauma Team) are available on a 24-hour basis to respond to members in crisis. HR professionals are available on a drop-in, as well as appointment, basis. The HR website on the Department Intranet continues development. This service is only second to policy and procedure websites as the most accessed on the Intranet. Further, the Business Analyst monitors all business and structural elements of the department, and police members in HR receive professional development annually. Through Employee Services and CISM, HR provides members non-judgmental support regardless of what investigative process the members are undergoing. HR has contributed to fair labour practices by providing a flexible approach to labour issues. This has resulted in a very low grievance rate and has almost eliminated the use of arbitration as a solution to labour disputes. Another program adopted to support our members is an Employee Wellness program annually to debrief members assigned to high stress areas. HR has implemented and manages the Department’s Performance Development Program for sworn and civilian members. In addition to annual goals, employees have the opportunity to set and realize career goals. Almost 90% of our budget is spent on people, and the quality of service we provide is clearly delineated and distinguished by the individual and collective efforts of our sworn and civilian members. MEASUREMENTS * Conduct an annual department-wide survey of managers, or analysis by managers, to determine whether the competence of the workforce is sufficient to achieve best practices benchmarks; if it is insufficient, what improvements are required and how can they be achieved * Analyze employee Performance Development Reviews to assess whether employees are pursuing their development training and achieving their development plans and goals, and require reviews in support of all selection, transfers and promotional processes * Conduct an annual employee satisfaction survey or focus groups to obtain employee feedback as to the desirability of employment with the Department and information as to desired improvementsComprehensive ReviewWhile continuing to implement a relevant and supportive Human Resources plan, conduct a comprehensive review to identify initiatives in pursuit of this goal, and document findings and recommendations on short- and long-term steps required to achieve the goal_723d03c0-ddeb-11df-ad7b-3f3e7a64ea2a10.1In-Service TrainingAnalyze current in-service training in order to strive for best practices relating to facilities, equipment, staffing, and alternative training delivery, such as e-learning and self-service options for employees_723d08ac-ddeb-11df-ad7b-3f3e7a64ea2a10.2Staff Training PlanImplement a comprehensive staff training plan, to address the training needs of a junior workforce and the supplemental training needs for new and existing employees, and ensure all in-service courses include an ethics component_723d0e1a-ddeb-11df-ad7b-3f3e7a64ea2a10.3Life-Long LearningSupport and/or deliver structured life-long learning, including lifestyles training and wellness initiatives to increase employees’ psychological capacity, resiliency and coping skills_723d131a-ddeb-11df-ad7b-3f3e7a64ea2a10.4Employee RecognitionEnhance current employee recognition programs_723d181a-ddeb-11df-ad7b-3f3e7a64ea2a10.5Retirement SeminarsEnhance the scope of retirement seminars_723d1d06-ddeb-11df-ad7b-3f3e7a64ea2a10.6Cost-Sharing, Shared Services, Unit Integration and Revenue GenerationPursue cost-sharing, shared service, unit integration and revenue generating programs to enhance VPD’s ability to provide services_723d21f2-ddeb-11df-ad7b-3f3e7a64ea2a10.7Program/Service ImprovementsAnalyze and pursue potential improvements to City, Justice Institute of B.C. or other providers’ programs/services_723d26f2-ddeb-11df-ad7b-3f3e7a64ea2a10.8Selection and Support ProcessesImplement section-specific selection and support processes_723d2bf2-ddeb-11df-ad7b-3f3e7a64ea2a10.9Recruiting and StaffingExplore opportunities for creative recruiting and staffing_723d30fc-ddeb-11df-ad7b-3f3e7a64ea2a10.10CivilianizationExplore further opportunities for the civilianization of specialized services, and the inclusion of new civilian expertise in the processes for technological crime and forensic work_723d36ba-ddeb-11df-ad7b-3f3e7a64ea2a10.11Best PracticesContinue to implement best practices in police services_723d3d86-ddeb-11df-ad7b-3f3e7a64ea2a11In 2005, the Vancouver Police Department and the City of Vancouver moved forward with a joint Operational Review of the VPD. This research was unlike any other police research completed anywhere in North America. Over the following two years, a dedicated team of police officers, academics and researchers examined every aspect of policing in the VPD. This team completed an exhaustive review of our service demands and service delivery, and provided recommendations for organizational change which included internal efficiencies and additional resource needs. The research methodology was grounded in best practices, drawing on what worked elsewhere. The research group did not draw on common practice. Rather, they developed their own methodology that incorporated multiple facets from many areas, and designed a best practice that has now become an industry best. Other police agencies from across North America are now modelling the research that was developed here in Vancouver. Best Practices is defined as a continual process of identifying, understanding and adapting outstanding practices from organizations anywhere in the world, to help our organization improve its performance. It is a process of benchmarking our organization’s activities, and researching other organizations’ activities, to determine if their adoption would improve our performance. Best Practices is an ongoing philosophy, and part of the organizational culture. It will continue to guide all of the initiatives and change within the VPD. Additional leading edge research is being conducted through 2008. This research includes studies on policing the mentally ill, regionalized policing services and closed-circuit television. The application of academic rigour to police research, including both quantitative and qualitative research methodology, will enable the VPD to move forward on major change initiatives with a full understanding of the complexities involved. It will establish a strong foothold for the organization to move forward with well-informed change initiatives, and enable the leadership and management of the change in the most effective way possible. The ever-changing nature of crime is also affecting how the police conduct their business. Digital technologies play an ever-increasing role in violent crime investigations. Criminals and victims alike are adopting computers, the Internet, and devices such as cellular telephones, PDAs, and music players, as key tools in their lives, which dramatically increase the complexity of criminal investigations. In 2006, 18 of the 19 homicides involved the use of digital technologies by the suspect or victim, in some manner. The police must be equipped, both with lab facilities and through extensive technical training, to conduct thorough and professional forensic examinations of computers, networks and personal digital devices, to recover critical evidence and solve crime. This is extremely specialized work and the VPD must look forward and recruit and retain qualified investigators with both these technical and forensic skills, along with the ability to present this complex evidence in lay terms in court. MEASUREMENTS * Number of quantifiable process improvements * Recognition and reward of innovations and process improvements * Delivery of regular benchmark reports to the Board, the Executive and the management team that supports decision making * Delivery of an annual and semi-annual benchmark report to the Police Board and other stakeholders * Assess best practices as a component of the Annual Performance Development employee interview * Number of articles published by VPD employees * Continue studies into shared services with the City of Vancouver * Improvements in core value acceptance levels as determined by surveys * Awareness of Strategic Plan by all staffContinuous ImprovementCreate a climate that supports and delivers continuous process improvement_723d433a-ddeb-11df-ad7b-3f3e7a64ea2a11.1Measurements and BenchmarksDesignate measurements and benchmarks that reflect organizational performance and the attainment of our vision and mission_723d48b2-ddeb-11df-ad7b-3f3e7a64ea2a11.2Best Practices AnalysisEnsure any organizational change involving the reassignment or acquisition of resources involves a best practices analysis_723d4f24-ddeb-11df-ad7b-3f3e7a64ea2a11.3Performance Development and Promotional Processes Embed best practices in the Department’s performance development and promotional processes_723d5514-ddeb-11df-ad7b-3f3e7a64ea2a11.4Internal Reviews and AuditsDevelop processes to ensure regular internal reviews and audits_723d5a8c-ddeb-11df-ad7b-3f3e7a64ea2a11.5Principled Decision-MakingPromote principled decision-making _723d6176-ddeb-11df-ad7b-3f3e7a64ea2a11.6Strategic CommitmentDemonstrate commitment to the Strategic Plan by all, from the top down_723d6770-ddeb-11df-ad7b-3f3e7a64ea2a11.7Service CentralizationExplore further opportunities to expand on centralized services, similar to those in existence in the many regional integrated units, and eliminate unfunded regional functions_723d6cf2-ddeb-11df-ad7b-3f3e7a64ea2a11.8Service DeliveryExamine service delivery, and explore the reintegration of enforcement groups such as Bylaw Enforcement within the purview of the police department _723d73aa-ddeb-11df-ad7b-3f3e7a64ea2a11.9Policing Services ModelProvide a model for policing services across a diverse region that reflects the autonomy of independent municipalities, while ensuring that every citizen across the region receives the most effective and efficient policing services_723d79b8-ddeb-11df-ad7b-3f3e7a64ea2a11.10Improvement EducationDefine and develop an education program on continuous improvement that incorporates problem-oriented policing_723d7f62-ddeb-11df-ad7b-3f3e7a64ea2a11.11Planning Core CompetencyIntegrate best practices as a subset of planning core competency as part of the promotional process_723d866a-ddeb-11df-ad7b-3f3e7a64ea2a11.12Grant and Funding SourcesIdentify and access external grant and funding sources for best practices research and development_723d8ec6-ddeb-11df-ad7b-3f3e7a64ea2a11.13Shared ServicesContinue studies into shared services with the City of Vancouver_723d9cf4-ddeb-11df-ad7b-3f3e7a64ea2a11.14City of VancouverEthic TrainingEmphasize ethics in our training and education opportunities_723da604-ddeb-11df-ad7b-3f3e7a64ea2a11.15Resources and InfrastructureIdentify and acquire the necessary personnel and infrastructure to adequately support operational and administrative needs_723db16c-ddeb-11df-ad7b-3f3e7a64ea2a12As the VPD moves forward past 2010, it will face constant pressure to acquire sufficient resources to meet the needs of the community. These resource needs are not limited to funding, and also include the recruitment and retention of competent personnel, and adequate facilities and infrastructure to house and support a major-city police department. The completion of the joint City of Vancouver and VPD Operational Review in 2006 and 2007 identified the need for a substantial increase in the authorized strength of the Department. This review was all-encompassing, including extensive research into patrol needs to meet the service demands of the community, and to provide proactive policing time to enable officers to make a difference and solve community-based crime problems. The review also examined the staffing constraints within the multitude of investigative and specialty units within the organization. While fully appreciating that funding for additional positions comes from the taxpayers, the ability to fund positions is separate from the actual need for them. Resources and Infrastructure The VPD and the Vancouver Police Board are committed to working with the City of Vancouver and City Council to reach consensus on the required staffing needs of the VPD. The objective is to have one unified voice that speaks to policing needs in the city. From there, all parties can collaboratively approach problem solving and identify methods of improving efficiencies and finding funding to allow the VPD to fully acquire the resources it needs. This may include strategies to seek other sources of revenue to offset de facto regional policing services that are provided in Vancouver with the funding provided by V ancouver residents. It is imperative that the VPD aggressively compete within the current economic forces to attract the best-qualified applicants in order to continue building a world-leading police organization. The abundant opportunities available to young people today require us to develop and implement business strategies that align with the private sector, while maintaining policing as a viable long-term career option. The initiation, design and aggressive implementation of a consistent cutting-edge media campaign demonstrating the quality of our organization will greatly benefit our recruiting efforts. This “organizational buzz” need not be recruiting specific, but rather something recruiting can peripherally benefit from. Initiatives such as the elimination of JIBC tuition, and equality in pay and entitlements upon transfer for exempt hiring, may help us attract and retain quality people to continue our leadership in policing. Through 2008, the VPD will be proceeding with short- and mid-term strategic planning, in partnership with City of Vancouver Facilities, to determine suitable solutions for our facility and space needs. Our plan is to obtain funding for a space and location consultant, knowledgeable in police facility design, to examine our current facilities. Past facility considerations, such as a campusstyle facility, may no longer be a viable option or supported by the consultant’s findings. Only after a thorough analysis has been conducted will a business case be prepared with recommendations. The intention of the VPD is to work with City of Vancouver Facilities staff in order to achieve the facility infrastructure required to support a major-city police department. MEASUREMENTS * Completion of the operational review to assess personnel and infrastructure needs * Managers’ reviews and assessments of personnel and infrastructure needs * Audits of managers’ assessments of personnel and infrastructure needs * Compare identified personnel and infrastructure needs to successes acquiring the sameSuccession Planning and MentoringConduct succession planning and position mentoring_723db7e8-ddeb-11df-ad7b-3f3e7a64ea2a12.1AdvertisingIncrease strategic advertising campaigns to attract and retain the highest calibre personnel and greater numbers of “exemption hires”_723dbdf6-ddeb-11df-ad7b-3f3e7a64ea2a12.2Hiring ProcessesStreamline hiring processes to increase efficiencies and capacities, through the implementation of computerized management of Recruiting Unit sworn officer and civilian recruitment processes_723dc3f0-ddeb-11df-ad7b-3f3e7a64ea2a12.3Creative RecruitingExplore creative recruiting strategies to compete in a declining workforce marketplace_723dcb0c-ddeb-11df-ad7b-3f3e7a64ea2a12.4CivilianizationExplore further opportunities for civilianization, and the hiring of specially trained civilians to fill new positions within the organization_723dd1ce-ddeb-11df-ad7b-3f3e7a64ea2a12.5Hiring and Resource NeedsDetermine the Department’s hiring and resource needs, as far in advance as possible, in order to maximize the ability to meet those needs given demographic trends and the employee marketplace_723dd7f0-ddeb-11df-ad7b-3f3e7a64ea2a12.6HR InfrastructureEstablish and maintain an infrastructure that facilitates consistency, coordination and communication between Human Resources, Training and Recruiting, and their customers, by creating supporting information systems, policy manuals and forms_723ddf5c-ddeb-11df-ad7b-3f3e7a64ea2a12.7Staffing ConsensusReach consensus on staffing requirements with City staff and City Council, and then explore opportunities for offset, external finding, etc._723de5e2-ddeb-11df-ad7b-3f3e7a64ea2a12.8Vancouver City StaffVancouver City CouncilResponsibility and Accountability Demonstrate management responsibility and accountability by operating within the existing parameters set out in agreements between the City and the VPD_723dec04-ddeb-11df-ad7b-3f3e7a64ea2a12.9FinanceDeliver financial processes to support the organization_723df348-ddeb-11df-ad7b-3f3e7a64ea2a13With virtually all funding derived from the City of Vancouver, financial management and the control of the VPD lie within a budget process managed in co-operation with the Police Board and the City. The VPD budget represents the largest single item within a complex City budget, and is a major standalone issue for the City, the Board and VPD management. Cost effectiveness and organizational efficiencies are critical demands for the VPD, as we constantly find ways to maximize return on taxpayers’ investment in policing. Further, the escalating costs associated to increased investigative demands, inadequate facilities, regional policing inefficiencies and a variety of broad social issues within the City, all require monitoring. This monitoring process will inform the VPD, help to identify their cause, and establish a framework to find solutions. Over the past three years, there has been a shift in the minds of senior management towards adopting a higher sense of responsibility and accountability for the VPD’s financial affairs. To this end, there has been a concerted effort to increase the level of financial services within the Department. Financial Services Section staff have been reorganized to allow for improved management reporting and working within the existing budget processes. Monthly variance and projection reports allow management to monitor the financial situation of the Department, and to manage the resources available more effectively. This has contributed budget surplus in 2005 and 2006, and similar projections for 2007. With the improved quality of management reporting, input into the budget cycle is more constructive and meaningful, leading to a higher degree of accuracy in the development of the budget. Finance In 2008, a management reporting team will develop a package of financial reports tailored to each budget manager’s needs. This will provide the manager with the information needed to maximize his or her ability to remain within budget for the year, and to highlight variances that require explanation as early in the year as possible. A project team, drawing on staff from Information Technology, Finance, Planning & Research and the City’s SAP Business Support Team, is reviewing the reporting ability of SAP to assist VPD in managing its overtime. Managing overtime is challenging within the VPD and gaining an in-depth understanding of the issues and drivers of overtime is fundamental to being able to manage it more effectively. The challenge is to develop a comprehensive package of reports that will allow managers to monitor and control the overtime incurred in their areas of responsibility. The Police Board, VPD management and City staff agree there is a need to move toward program budgeting. This flows from the results of the VPD Operational Review, in which each program in the VPD is reviewed for efficiency and effectiveness, and how best these programs may be delivered. Business plans will be prepared that allow, among other things, an individual budget for each program. While it is hoped that this new budget approach will be in place for the 2009 year, due diligence will be performed in developing an implementation plan upon completion of the Operational Review. MEASUREMENTS Key Performance Indicator: Budget variance Additional Measurements: * Improved overtime reporting to management * Improved variance reporting to management * Agreement as to plan and progress towards the implementation of program based budgeting * Completed authority matrix * Implementation of improved travel & training policies and procedures * Completion of the City’s Internal Audit Group review of internal controlsBudget ProcessDevelop and implement a budget process that supports the overall Strategic Plan, including:_723df9ec-ddeb-11df-ad7b-3f3e7a64ea2a13.1OvertimeDeveloping a comprehensive understanding of the overtime drivers, out of which will flow the monthly reports to facilitate the proper management of overtime_723e0054-ddeb-11df-ad7b-3f3e7a64ea2a13.1.1Budget VarianceProviding each manager with section-specific budget variance reports to improve understanding of variances, accountability and fiscal management_723e082e-ddeb-11df-ad7b-3f3e7a64ea2a13.1.2Internal Financial ControlsEnhance internal financial controls by:_723e0f18-ddeb-11df-ad7b-3f3e7a64ea2a13.2Qualified StaffHiring and retaining qualified staff to ensure appropriate segregation of duties_723e15b2-ddeb-11df-ad7b-3f3e7a64ea2a13.2.1Policies and ProceduresEstablishing organization-wide financial policies and procedures, establishing an “authority matrix” specific to expenditures, and seeking independent review of internal controls_723e1db4-ddeb-11df-ad7b-3f3e7a64ea2a13.2.2Additional StaffStaffing of tenth position in Financial Services Section_723e244e-ddeb-11df-ad7b-3f3e7a64ea2a13.3Financial Services Section2008-01-012012-12-312010-10-22http://vancouver.ca/police/about/strategic-planning/index.htmlOwenAmburOwen.Ambur@verizon.net