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Winnipeg Police Board
A Culture of Safety For All
Winnipeg Police Service
STRATEGIC PLAN
2020-2024
CONTENTS
Vision...............................................................................................................................................................4
Mission............................................................................................................................................................4
Values & Beliefs...............................................................................................................................................4
Introduction....................................................................................................................................................6
Roles and Responsibilities
The Role of the Board................................................................................................................................7
The Role of the Chief..................................................................................................................................7
The Role of the Service..............................................................................................................................7
The Role of the Citizens of Winnipeg.........................................................................................................7
What Did We Hear?.........................................................................................................................................8
External and Environmental Factors.............................................................................................................9
Reporting To Winnipeg...................................................................................................................................9
Performance Indicators (Measures and Targets)..........................................................................................9
Goals
Goal One - Protection and Crime Prevention.........................................................................................10
Goal Two - Community Partnerships......................................................................................................10
Goal Three - Effective and Efficient Service...........................................................................................11
Goal Four - Healthy Organization............................................................................................................11
Our Vision
A CULTURE OF SAFETY FOR ALL
Our Mission
Build safe and healthy communities across Winnipeg through
excellence in law enforcement, protection and crime prevention.
WHAT WE VALUE AND BELIEVE
WE VALUE:
Integrity
We act in an open, honest and trustworthy way
in all of our interactions with each other and the public
Respect
We honour the diversity of individuals, showing
understanding and acceptance for all people
Citizens and Communities
We conduct ourselves in a professional manner at all
times, are above reproach and demonstrate pride and
commitment to the people and communities we serve
Accountability
We make quality, ethical decisions that guide our
individual and collective efforts and are responsible for
our actions, use of resources and effectiveness
Courage
Whether serving on the streets or providing leadership
and support, we will make tough decisions and take
decisive actions to valiantly protect people and
communities
WE BELIEVE:
- The safety and security of people, property and the
community are a critical public interest
- In the rights of individuals and bias-free policing
- In the worth of each individual but in the reality
that individuals and groups who engage in criminal
behaviour must face the consequences and society must
be protected from them
- Significant strides in preventing crime will happen when
the risk factors of crime are appropriately addressed
- We must work collaboratively with the community
and other justice, social services, health and community
agencies who contribute time, resources and support,
if we are to prevent crime in the long-term
- Our success depends upon the professionalism,
innovation, skill and compassion of civilian and
sworn members of the police service
- In the health, protection, well-being and professional
development of our membership
- Effective governance is critical to ensuring accountability
and effectiveness in the delivery of policing services
4
Winnipeg Police Board
OUR GOALS AND STRATEGIES
1. PROTECTION AND CRIME PREVENTION
¾ Promote road safety and driver responsibility
¾ Promote safety of downtown and other at risk
neighbourhoods
¾ Prevent and disrupt gang and illicit drug activity
2. COMMUNITY PARTNERSHIPS
¾ Promote communication, transparency and
accountability
¾ Foster relationships, partnerships, understanding
and trust to build confidence in police
¾ Referrals to restorative justice and diversion
programming
3. EFFECTIVE AND EFFICIENT SERVICE
¾ Collaborate to reduce the demand for
police response
¾ Explore innovative technologies
¾ Instill a culture of continuous improvement
4. HEALTHY ORGANIZATION
¾ Enhance training and professionalism
in the Service
¾ Focus on employee safety, health and wellness
5
INTRODUCTION
The Winnipeg Police Board (Board) provides civilian governance and oversight of the Winnipeg Police
Service (Service). The Board governs the Service through the Chief of Police and determines the strategic
direction for the overall operations of the Service and the delivery of policing services.
This Strategic Plan is developed in partnership by the Board and the Service, and is informed by:
¾ consultations and delegations to the Winnipeg Police Board;
¾ the City's 25 year strategic plan, 'Our Winnipeg';
¾ the most current citizen survey information (2019);
¾ external strategies for health and safety;
¾ data about the environment that we live, work and play in; and
¾ quarterly and ad hoc reports on business targets, risks and opportunities and the policing budget.
The plan sets out the strategies that capture the Board's understanding of the needs, values and
expectations of the citizens of Winnipeg in regard to public safety.
6
ROLES AND RESPONSIBILITIES
The Role of the Board
Provide civilian governance of the Service by:
¾ Receiving training and support to understand the demands on police
¾ Ensuring that community needs, values and expectations are reflected in the strategic plan
¾ Setting the strategic priorities for the police service
¾ Reviewing the annual Business Plan
¾ Recommending and then allocating the Council approved policing budget
¾ Recruiting the police chief and evaluating their performance
¾ Receiving reports on how the priorities are supported and the progress toward the vision of a culture
of safety for all
The Role of the Chief
Provide executive leadership to the police service by:
¾ Leading the effective management, administration and operation of the Service
¾ Implementing the strategic priorities through an annual Business Plan
¾ Reporting to the Board on targets and measures that support the strategic plan
¾ Reporting to the Board throughout the year on budgets, emerging issues, innovation, major risks,
and critical incidents
¾ Excellent stewardship of financial and human resources
The Role of the Service
Provide policing services to the citizens of Winnipeg through:
¾ Professional commitment to a culture of safety for all
¾ Education, crime prevention, protection, intervention, enforcement and investigation
The Role of the Citizens of Winnipeg
Promote and support a culture of safety for all by:
¾ Being involved in your community
¾ Reporting crime
¾ Respecting and valuing policing services
7
WHAT DID WE HEAR?
In 2019 a major review of the strategic plan was conducted and community input was a cornerstone of
the review. Throughout the consultation process, citizens emphasized the importance of road safety,
tackling illicit drugs and reducing drug-related crime. The Board heard that there needs to be a greater
focus on community wellness and strengthening partnerships with government and non-government
agencies that are working toward addressing some of the most pressing social issues such as poverty,
addiction and poor mental health.
Citizens have high expectations in regards to police responding to emergency and non-emergency
calls, in-person and online reporting, and investigations. They indicated that it is necessary to strike a
balance between adequate police response and prevention activities. Given the demand for services
that preserve peace and good order, detect offenders and enforce the law, prevention activities should
be incorporated into the day to day work of the police service whenever possible. The Board heard that
public education on improving personal and community safety and how residents can be involved is
important. Training sessions, forums and similar interactions with the Service provide citizens with the
opportunity to be more informed and take a more active role in creating a culture of safety.
The Service's bi-annual citizen opinion survey conducted by an independent agency provides statistically
valid outcomes of citizens' perspectives. The survey is comprehensive; addressing crime, safety, policing
services, and views of the Service itself.
Below are highlights of the 2019 survey.
Key Findings
Safety Perception
- 73% believe crime increased over the past year
- Reversal of opinion from 2017 (29%)
- Highest percentage rise since 2007
Traffic
- Photo radar had a strong rating (80%
approval) for current usage
- Current level of traffic enforcement reached
the highest level of satisfaction at 67%
Downtown Safety
- 36% unsafe/very unsafe alone in daytime
(increase of 5%)
- 50% of females feel unsafe in daytime,
compared to 22% of males
- 88% unsafe/very unsafe alone after dark
(increase of 1%)
- 95% of females feel unsafe alone after dark
(increase of 5%)
Right Size
- 53% indicated there are too few officers, an
increase of 11% from the 17 year average
(42%)
Funding
- 40% adequately funded, 39% under funded,
9% over funded
Quality
- 64% indicated good (49.5%) or excellent (14.7%)
- Decline of 12% from 2017
Trust
- 66% indicated good (43.7%) or excellent (22.6%)
- Average/positive rating within 1%, decline of
16% in good/excellent rating.
Confidence, Professionalism, Courteousness,
Fairness - similar results to Trust
8
The survey results can be viewed on the Service website at the following link:
www.winnipeg.ca/police/survey/default.stm
Winnipeg residents continue to tell the Board that safety is universally valued and they recognize that
the police are one component of a web of safety that also includes business leaders, other levels of
government, community organizations and recreation and religious institutions.
EXTERNAL AND ENVIRONMENTAL FACTORS
The services delivered by police are influenced by a host of factors, including growth and diversity of
the city's population, funding and resource allocation, advancements in technology, and crime trends.
Each year, the Board prepares an environmental scan to describe some of the conditions and issues that
define the environment for policing in Winnipeg. The trends outlined in the Board's report are considered
as strategic priorities are developed.
The environmental scan can be found on the Board's website: www.winnipegpoliceboard.ca in the
Board publications.
REPORTING TO WINNIPEG
To be effective and accountable, the Board must report publicly to Winnipeg citizens and continue
to hear input from all community members on values and expectations. This is a three way dialogue
between the Service, the community and the Board. This five year plan is a fluid document and is
reviewed on an annual basis. The Service provides a range of reports on standards, compliance
with Board policies, public interaction, statistical reports and financial reports to demonstrate its
performance. The Board shares this information with the public quarterly and gives direction to the
Chief to support the plan on a regular basis.
PERFORMANCE INDICATORS (MEASURES AND TARGETS)
The Chief is accountable to the Board for implementing the strategic plan. The annual Business Plan sets
out the actions that the Service will take to implement the strategies, as well as targets and measures
that demonstrate how the Service is performing. Updates on the annual Business Plan are reported to
the Board quarterly.
9
The Board has set the following strategic objectives for 2020- 2024:
1. Protection and Crime Prevention
2. Community Partnerships
3. Effective and Efficient Service
4. Healthy Organization
GOALS
GOAL ONE | Protection and Crime Prevention
Citizens want to feel safe in their neighbourhoods and consider this to be a primary activity for police.
The strategic directions for this goal are:
¾ Promote road safety and driver responsibility
¾ Promote safety of downtown and other at risk neighbourhoods
¾ Prevent and disrupt gang and illicit drug activity
GOAL TWO | Community Partnerships
Citizens indicated that relationships with individual police members and positive connections with the
Service build stronger, healthier and safer communities.
The strategic directions for this goal are:
¾ Promote communication, transparency and accountability
¾ Foster relationships, partnerships, understanding and trust to build confidence in police
¾ Referrals to restorative justice and diversion programming
10
GOAL THREE | Effective and Efficient Service
Delivering police services that offer good value and meet the needs of citizens requires the Service to be
aware of and adapt to an evolving environment.
The strategic directions for this goal are:
¾ Collaborate to reduce the demand for police response
¾ Explore innovative technologies
¾ Instill a culture of continuous improvement
GOAL FOUR | Healthy Organization
A police service is stronger for encouraging and supporting diversity that reflects the community. A healthy
police service looks after its members, recognizing roles may be physically and/or mentally rigorous.
The strategic directions for this goal are:
¾ Enhance training and professionalism in the Service
¾ Focus on employee safety, health and wellness
11
Winnipeg Police Board