Doing More of the Same


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Presentation by Chief Ward Clapham of the South Coast British Columbia Transportation Authority Police Service's issues, solutions, and work plan.

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  • Doing More of the Same

    1. 1. Doing More of the Same
    2. 2. Our Past Has Shown <ul><li>Traditional law enforcement alone will not solve the complexities within today’s society around safety, security, crime and disorder… </li></ul><ul><li>Not sure if you noticed… we are perfectly aligned for the results we are currently getting. </li></ul>
    3. 3. The Problem: Our old way of thinking Doing more of the same is NOT working Reactive–post incident correction system Model of repair – not prepare Old paradigms are incomplete The problems have changed
    4. 4. The Shift We Are Taking <ul><li>Every significant breakthrough requires a break-with </li></ul><ul><li>Break-with tradition </li></ul><ul><li>Break with old ways of thinking </li></ul><ul><li>Break with old paradigms </li></ul>
    5. 5. It’s Not Wrong – Just Incomplete <ul><li>Nothing fails like success </li></ul><ul><li>Time to complete our new approaches </li></ul><ul><li>New definition of prevention, comprehensive approaches, integrated service teams with wrap around services, treatment for the sick, jail for the evil. </li></ul>
    6. 6. Back to Neighbourhoods Re-Assurance Policing Comprehensive Policing aka: Smart Policing
    7. 7. Prevention Becomes the Primary A mindset of ending, reducing and root problem-solving throughout the continuum 1. Upstream 2. Midstream 3. Downstream Becomes the primary – not the ancillary
    9. 9. Guiding Principles: Directional Guidelines for 2009
    10. 10. Guiding Principles <ul><ul><li>Firmly establish our presence and legitimacy </li></ul></ul><ul><ul><li>Staying focused on CORE operational duties </li></ul></ul><ul><ul><li>6 pillar approach </li></ul></ul><ul><ul><ul><li>Enforcement </li></ul></ul></ul><ul><ul><ul><li>Investigation </li></ul></ul></ul><ul><ul><ul><li>Intelligence </li></ul></ul></ul><ul><ul><ul><li>Protection </li></ul></ul></ul><ul><ul><ul><li>Education </li></ul></ul></ul><ul><ul><ul><li>Prevention </li></ul></ul></ul>
    11. 11. Guiding Principles <ul><ul><li>Clarify the noise </li></ul></ul><ul><ul><ul><li>Bring stability to the organization </li></ul></ul></ul><ul><ul><li>Allowing employees not to be saturated </li></ul></ul><ul><ul><ul><li>chance to renew, refresh </li></ul></ul></ul><ul><ul><li>Strategic on changes that must be made </li></ul></ul><ul><ul><li>Phase in changes </li></ul></ul><ul><ul><ul><li>Phases become evolutions </li></ul></ul></ul>
    12. 12. Guiding Principles <ul><ul><li>Focus on our immediate pressures </li></ul></ul><ul><ul><ul><li>OCC (Operational Communications Centre) solution </li></ul></ul></ul><ul><ul><ul><li>Policing the bus network </li></ul></ul></ul><ul><ul><ul><li>Canada Line start up </li></ul></ul></ul><ul><ul><ul><li>2010 Olympics planning and deployment </li></ul></ul></ul><ul><ul><ul><li>Building leadership capacity throughout organization </li></ul></ul></ul>
    13. 13. Guiding Principles <ul><ul><li>Taking back the streets </li></ul></ul><ul><ul><ul><li>Rails and buses </li></ul></ul></ul><ul><ul><ul><li>Neighbourhood and Reassurance policing approaches </li></ul></ul></ul><ul><ul><li>Offering stretch opportunities to employees </li></ul></ul><ul><ul><li>Establish T3 Policing </li></ul></ul><ul><ul><ul><li>Trust, Transparency, and Truth Policing </li></ul></ul></ul><ul><ul><li>Staying focused on executing 5 streams </li></ul></ul><ul><ul><ul><li>Operations, People, Communications, Physical Resources, and Administration </li></ul></ul></ul>
    14. 14. Guiding Principles <ul><ul><li>Harness energy and passion </li></ul></ul><ul><ul><ul><li>Of employees and partnerships </li></ul></ul></ul><ul><ul><li>Enhance internal communications </li></ul></ul><ul><ul><ul><li>From the Executive Leadership Team </li></ul></ul></ul><ul><ul><li>Deliver on Key Performance Indicators (KPIs) </li></ul></ul><ul><ul><li>Deliver value for money = exceptional results </li></ul></ul>
    15. 15. 2009 Strategic Direction SCBCTAPS (Transit Police) to focus on the core, foundational reasons for being established, and deliver exceptional results on these primary expectations
    16. 17. <ul><ul><li>Addressing the fundamental concerns </li></ul></ul><ul><ul><li>Highly visible, intelligence led, comprehensive policing approach </li></ul></ul><ul><ul><li>Fine-tune our primary duties </li></ul></ul><ul><ul><li>Enhance our integrated policing partnerships </li></ul></ul><ul><ul><li>Connecting with clients, partnerships </li></ul></ul><ul><ul><li>Exceptional return on investment </li></ul></ul><ul><ul><li>Increase public confidence and trust </li></ul></ul><ul><ul><li>CORE keeps us focused on our prime objective </li></ul></ul>
    17. 18. SCBCTAPS STRATEGIC PLAN 2007-2011 2009 Strategic Plan Focus
    18. 19. Goal 1: Focusing on our CORE operational policing duties through a comprehensive policing approach with our partners. <ul><li>High visibility, intelligence led, comprehensive policing </li></ul><ul><li>Addresses crime, disorder, and the perception of crime on and around our transit network </li></ul>
    19. 20. Goal 2: Valuing, developing & engaging our most critical asset: our people. <ul><li>Demonstrating that our people matter </li></ul><ul><li>Leading efforts in recruiting, retention, development, recognition, support, and engagement </li></ul>
    20. 21. Goal 3: Improving our internal and external communications. <ul><li>Building trust, relationships and understanding </li></ul><ul><li>Timely, open, honest communications </li></ul><ul><li>With all employees and the public we serve </li></ul>
    21. 22. Goal 4: Enhancing our operational readiness in preparation for the Canada Line and 2010 Winter Olympics. <ul><li>Planning, preparation and professional service delivery for our next major operational challenges </li></ul>
    22. 23. Goal 5: Delivering exceptional results through wide-ranging Key Performance Indicators (KPIs). <ul><li>Demonstrating value for money </li></ul><ul><li>ROI (return on investment) </li></ul><ul><li>Lead and lag activities </li></ul><ul><li>Measurements that recognize the continuum of policing efforts (enforcement—intervention—prevention) </li></ul>