Doing More of the Same

Our Past Has Shown Traditional law enforcement alone will not solve the complexities within today’s society around safety, security, crime and disorder… Not sure if you noticed… we are perfectly aligned for the results we are currently getting.

Traditional law enforcement alone will not solve the complexities within today’s society around safety, security, crime and disorder…

Not sure if you noticed… we are perfectly aligned for the results we are currently getting.

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

The Shift We Are Taking Every significant breakthrough requires a break-with Break-with tradition Break with old ways of thinking Break with old paradigms

Every significant breakthrough requires a break-with

Break-with tradition

Break with old ways of thinking

Break with old paradigms

It’s Not Wrong – Just Incomplete Nothing fails like success Time to complete our new approaches New definition of prevention, comprehensive approaches, integrated service teams with wrap around services, treatment for the sick, jail for the evil.

Nothing fails like success

Time to complete our new approaches

New definition of prevention, comprehensive approaches, integrated service teams with wrap around services, treatment for the sick, jail for the evil.

Back to Neighbourhoods Re-Assurance Policing Comprehensive Policing aka: Smart Policing

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

Initiative PROACTIVE VICTIM OR CHANGE AGENT?

Guiding Principles: Directional Guidelines for 2009

Guiding Principles Firmly establish our presence and legitimacy Staying focused on CORE operational duties 6 pillar approach Enforcement Investigation Intelligence Protection Education Prevention

Firmly establish our presence and legitimacy

Staying focused on CORE operational duties

6 pillar approach

Enforcement

Investigation

Intelligence

Protection

Education

Prevention

Guiding Principles Clarify the noise Bring stability to the organization Allowing employees not to be saturated chance to renew, refresh Strategic on changes that must be made Phase in changes Phases become evolutions

Clarify the noise

Bring stability to the organization

Allowing employees not to be saturated

chance to renew, refresh

Strategic on changes that must be made

Phase in changes

Phases become evolutions

Guiding Principles Focus on our immediate pressures OCC (Operational Communications Centre) solution Policing the bus network Canada Line start up 2010 Olympics planning and deployment Building leadership capacity throughout organization

Focus on our immediate pressures

OCC (Operational Communications Centre) solution

Policing the bus network

Canada Line start up

2010 Olympics planning and deployment

Building leadership capacity throughout organization

Guiding Principles Taking back the streets Rails and buses Neighbourhood and Reassurance policing approaches Offering stretch opportunities to employees Establish T3 Policing Trust, Transparency, and Truth Policing Staying focused on executing 5 streams Operations, People, Communications, Physical Resources, and Administration

Taking back the streets

Rails and buses

Neighbourhood and Reassurance policing approaches

Offering stretch opportunities to employees

Establish T3 Policing

Trust, Transparency, and Truth Policing

Staying focused on executing 5 streams

Operations, People, Communications, Physical Resources, and Administration

Guiding Principles Harness energy and passion Of employees and partnerships Enhance internal communications From the Executive Leadership Team Deliver on Key Performance Indicators (KPIs) Deliver value for money = exceptional results

Harness energy and passion

Of employees and partnerships

Enhance internal communications

From the Executive Leadership Team

Deliver on Key Performance Indicators (KPIs)

Deliver value for money = exceptional results

2009 Strategic Direction SCBCTAPS (Transit Police) to focus on the core, foundational reasons for being established, and deliver exceptional results on these primary expectations

Addressing the fundamental concerns Highly visible, intelligence led, comprehensive policing approach Fine-tune our primary duties Enhance our integrated policing partnerships Connecting with clients, partnerships Exceptional return on investment Increase public confidence and trust CORE keeps us focused on our prime objective

Addressing the fundamental concerns

Highly visible, intelligence led, comprehensive policing approach

Fine-tune our primary duties

Enhance our integrated policing partnerships

Connecting with clients, partnerships

Exceptional return on investment

Increase public confidence and trust

CORE keeps us focused on our prime objective

SCBCTAPS STRATEGIC PLAN 2007-2011 2009 Strategic Plan Focus

Goal 1: Focusing on our CORE operational policing duties through a comprehensive policing approach with our partners. High visibility, intelligence led, comprehensive policing Addresses crime, disorder, and the perception of crime on and around our transit network

High visibility, intelligence led, comprehensive policing

Addresses crime, disorder, and the perception of crime on and around our transit network

Goal 2: Valuing, developing & engaging our most critical asset: our people. Demonstrating that our people matter Leading efforts in recruiting, retention, development, recognition, support, and engagement

Demonstrating that our people matter

Leading efforts in recruiting, retention, development, recognition, support, and engagement

Goal 3: Improving our internal and external communications. Building trust, relationships and understanding Timely, open, honest communications With all employees and the public we serve

Building trust, relationships and understanding

Timely, open, honest communications

With all employees and the public we serve

Goal 4: Enhancing our operational readiness in preparation for the Canada Line and 2010 Winter Olympics. Planning, preparation and professional service delivery for our next major operational challenges

Planning, preparation and professional service delivery for our next major operational challenges

Goal 5: Delivering exceptional results through wide-ranging Key Performance Indicators (KPIs). Demonstrating value for money ROI (return on investment) Lead and lag activities Measurements that recognize the continuum of policing efforts (enforcement—intervention—prevention)

Demonstrating value for money

ROI (return on investment)

Lead and lag activities

Measurements that recognize the continuum of policing efforts (enforcement—intervention—prevention)