VANCOUVER POLICE DEPARTMENT

REPORT TO THE VANCOUVER POLICE BOARD

REPORT DATE: January 16, 2019

BOARD MEETING DATE: February 21, 2019
BOARD REPORT # 1902P02
Regular

TO: Vancouver Police Board

FROM: Drazen Manojlovic, Director, Planning, Research and Audit Section
SUBJECT: 2019 Strategic Business Plan
____________________________________________________________________________
RECOMMENDATION:

That the Vancouver Police Board (VPB) approve the 2019 Strategic Business Plan.

SUMMARY:

The 2019 Strategic Business Plan (‘Plan’) outlines the Strategies and associated Activities that
the Vancouver Police Department (VPD) will undertake throughout 2019 to continue working
towards achieving the Strategic Goals outlined in the VPD’s 2017-2021 Strategic Plan.

DISCUSSION:

In the June 2016 meeting, the VPB approved the VPD’s proposed 2017-2021 Strategic Plan. The
2017-2021 Strategic Plan contains eight Strategic Goals as well as changes to the VPD’s
Organizational Values.

To continue supporting and working towards achieving the eight Strategic Goals, the Plan
identifies a total of 34 Strategies with a total of 169 Activities associated to these Strategies. The
Plan also identifies outcomes and target measures that will be used to determine the success of
the Strategies and Activities at year-end.

CONCLUSION:

The VPD recommends that the VPB approve the 2019 Strategic Business Plan. The VPB is
scheduled to receive the 2018 Strategic Business Plan Report-Back at their April 2019 meeting,
and to receive the 2019 Strategic Business Plan Mid-year Report Card at their July 2019 meeting.

Author: Nelson Teixeira Telephone: 604-717-2691 Date: Jan. 16, 2019

Submitting Executive Member:

Deputy Steve Rai Date: February 5, 2019

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 VANCOUVER POLICE DEPARTMENT
2019 STRATEGIC BUSINESS PLAN

Prepared by the Organizational Planning Unit

Planning, Research & Audit Section
 Table of Contents

Vancouver Police Department 2017-2021 Strategic Plan………...……………………..………2

VPD Strategic Business Planning Model and Framework……………………………………...3

VPD Annual Strategic Business Plans…………………………..……………………………….4

Glossary of Abbreviations/Acronyms…………………………………………………………...5

VPD 2019 Strategic Business Plan………………………………………………………………..7

Detailed 2019 Strategic Business Plan Templates

Goal – Foster relationships, understanding, and trust with our diverse community…………………………….9

Goal – Strengthen mental health programs and processes………………………………………………………………..13

Goal – Fight violent crime and its causes……………………………………………………………………………………………14

Goal – Combat property crime and its drivers……………………………………………………………………………………16

Goal – Address community concerns that affect public safety…………………………………………………………..18

Goal – Improve road safety for everyone………………………………………………………………………………………….20

Goal – Foster a culture of employee engagement and effective communication……………………………….23

Goal – Promote a healthy work environment……………………………………………………………………………………24

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 Vancouver Police Department (VPD) 2017-2021 Strategic Plan
Building on the success of the 2012-2016 Strategic Plan, the VPD 2017-2021 Strategic Plan was approved by the
Vancouver Police Board (VPB) in June 2016. The 2017-2021 Strategic Plan represents an organizational
evolution, accounting for progress on many of the VPD’s past goals and objectives while incorporating emerging
trends and current policing priorities affecting the city of Vancouver. It serves to provide direction to the VPD
as it moves forward in achieving its mission and vision while delivering high-quality service to the public.

Overall, the Strategic Plan reflects the VPD’s ongoing commitment to be a leader in policing, to provide excellent
service to the community, and to make Vancouver the safest major city in Canada. To continue meeting this
commitment, the VPD has identified eight overarching Strategic Goals for 2017 to 2021, which are embedded
within four Strategic Priorities (Engage the Community, Fight Crime, Enhance Public Safety, and Support our
People):

As the diagram illustrates, all VPD members (sworn and civilian) are at the core of the Strategic Plan; their
professional development and welfare is crucial for the Strategic Plan’s success. Concurrently, the three
community-focused Strategic Priorities are interdependent; for example, it is through community engagement
that the VPD is able to effectively fight crime and address public safety issues. The outer ring of the diagram
highlights the essential support functions that are required for the VPD to effectively operate. Each of the four
Strategic Priorities contains two Strategic Goals:

Engage our Community

Strategic Goal 1: Foster relationships, understanding, and trust with our diverse community
Strategic Goal 2: Strengthen mental health programs and processes

Fight Crime
Strategic Goal 1: Fight violent crime and its causes
Strategic Goal 2: Combat property crime and its drivers

Enhance Public Safety

Strategic Goal 1: Address community concerns that affect public safety
Strategic Goal 2: Improve road safety for everyone

Support our People

Strategic Goal 1: Foster a culture of employee engagement and effective communication
Strategic Goal 2: Promote a healthy work environment
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 VPD Strategic Business Planning Model and Framework
The Strategic Plan is a fluid document that can be adapted to meet the emerging needs of the VPD and the
community. Accordingly, the VPD’s annual strategic business planning process flows from the VPD Strategic
Plan. This process includes:

• an annual Strategic Business Plan;

• quarterly macro level reporting on Key Performance Indicators (KPIs);
• a mid-year Strategic Business Plan Report Card on the progress of the current Strategic Business Plan;
and
• a year-end Strategic Business Plan Report-back detailing performance results on achieving the past
year’s Strategic Business Plan.

The annual strategic business planning process is fundamental to achieving and measuring the success of the
VPD’s eight Strategic Goals. The process is proactive and results-based, thereby elevating the organization to a
desired future state and allowing for accurate planning in relation to the most pressing concerns for the VPD.

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 VPD Annual Strategic Business Plans
Annual Strategic Business Plans articulate how the VPD is going to work towards achieving each of the eight
Strategic Goals. The VPD Executive has identified ‘Champions’ for each Strategic Goal who are tasked with
forming a working group consisting of subject-matter experts within the VPD. In the fall of each year, these
working groups collaboratively develop a Strategic Business Plan for the following year in support of their
assigned Strategic Plan Goal.

Annual Strategic Business Plans identify a series of Strategies designed to routinely guide the VPD’s commitment
to achieving its Strategic Goals. Subsequent Activities and measures are identified in conjunction with each
individual Strategy to elaborate on how Strategic Goals will be achieved. Each Strategy contains the following
key elements:

• activities are listed as the specific actions, tasks, or work that will be undertaken by the VPD in
relation to each Strategy;
• outcomes are identified as the expected impacts or changes resulting from the successful
completion of each Strategy;
• target measures are established as desired outputs or performance levels as a measure of a
Strategies success by year’s end;
• leads are identified as the VPD members accountable for each Strategy;
• linkages/stakeholders are identified as other internal business areas or external partners that are
involved or need to be consulted in relation to achieving each Strategy; and
• budget implications are identified for each Strategy.

Champions monitor the progress of each Strategy and provide evaluation reports at mid-year and year-end.
Report-back results enable the VPD Executive and the VPB to regularly determine if any organizational priorities
need to be adjusted to meet changing operational, investigative, administrative, or community needs. Overall,
the annual Strategic Business Plan is important because it:

• sets strategies with associated activities and targets towards achieving long-term Strategic Goals
and other organizational priorities;
• provides a basis for budgeting;
• promotes accountability;
• inspires innovation and action;
• assists in the efficient allocation of resources;
• communicates the VPD’s priorities to stakeholders; and
• helps employees understand how they are being supported and how their work contributes to the
success of the Strategic Plan.

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 Glossary of Abbreviations/Acronyms

AAC - Access and Assessment Centre

ACCESS - Aboriginal Community Career Employment Services Society
ALPR - Automatic Licence Plate Reader
ARC - Aboriginal Recreation and Cultural Program

BCACP - BC Association of Chiefs of Police

BCAMCP - BC Association of Municipal Chiefs of Police
BET - Beat Enforcement Team
BLO - Business Liaison Officer
BRO - Being Respectful of Others program

CAPSU - Civilian and Auxiliary Police Services Unit

CAU - Crime Analysis Unit
CCW - Citizens Crime Watch
CFO - Civil Forfeiture Office
CFSEU-BC - Combined Forces Special Enforcement Unit - BC
CIF - Criminal Investigation Fund
CMHA - Canadian Mental Health Association
COMET - Chronic Offender Management Team
COSS – Centralized Operations Services Section
COU - Chronic Offender Unit
CoV - City of Vancouver
CPC - Community Police Centre
CVU - Commercial Vehicle Unit

DCC - Downtown Community Court

DIRS – Diversity & Indigenous Relations Section
DRE - Drug Recognition Expert
DSO - Department Security Office
DTES - Downtown Eastside
DYS - Direction Youth Services

EIP - Early Intervention Program

FIU - Forensic Identification Unit

GCU - Gang Crime Unit

GIS – General Investigation Section
GO - General Occurrence report

HR - Human Resources

ICBC - Insurance Corporation of BC

IMS - Information Management Section
ISA - Information Sharing Agreement
ISSofBC - Immigrant Services Society of British Columbia

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LGBTQ2S+ - Lesbian, Gay, Bisexual, Transgender, Queer, and Two-Spirited

MCS - Major Crime Section

MHA - Mental Health Act
MHSU - Mental Health and Substance Use
MHU – Mental Health Unit
MMHA - Ministry of Mental Health and Addictions

NPO - Neighbourhood Police Officer

OCS - Organized Crime Section

PAC - Parent Advisory Council

PAL - Police Athletic League
PCU - Property Crime Unit
PEAT - Psychiatric Emergency Assessment and Triage
PIA - Privacy Impact Assessment
PSS - Professional Standards Section

ReMake - Restoration through the Mobile Arts for Kids Exchange

RFID - Radio Frequency Identification
RFP - Request for Proposal

S.A.F.E. - Safety Awareness for Elders program,

SAIL - Seniors Abuse and Information Line
SEP - Sergeant Education Program
SFST - Standardized Field Sobriety Testing
SIS – Special Investigation Section
SLO - School Liaison Officer
SMT - Senior Management Team
SPH - St. Paul’s Hospital
SRO - Single Room Occupancy
SSH - Social & Supportive Housing

TROO - Total Respect of Ourselves & Others program

TRT - Telephone Response Team
TSU – Traffic Services Unit

UNYA - Urban Native Youth Association

VCH - Vancouver Coastal Health

VPB - Vancouver Police Board
VPF - Vancouver Police Foundation
VPOA – Vancouver Police Officers’ Association
VPU - Vancouver Police Union
VSB - Vancouver School Board

YSS - Youth Services Section

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 Vancouver Police Department 2019 Strategic Business Plan
The 2019 Strategic Business Plan outlines the key Strategies that will be undertaken throughout 2019 to continue
working towards achieving the VPD’s eight overarching Strategic Goals. Thirty-four (34) Strategies are identified
with a total of 170 Activities associated to these Strategies.

The following table lists the eight Strategic Goals along with the 2019 Strategies that pertain to them:

Strategic Goal: Foster relationships, understanding, and trust with our diverse community
2019 Strategy 1: Continue to engage and support vulnerable and marginalized individuals, specifically
marginalized women.
2019 Strategy 2: Ensure the safety of the elderly population through ongoing education and awareness efforts.
2019 Strategy 3: Sustain and foster existing positive relationships with Indigenous communities.
2019 Strategy 4: Sustain and foster existing positive relationships with new immigrants and multicultural
communities.
2019 Strategy 5: Continue to develop trust and relationships with youth through outreach, education, and
empowerment activities.
2019 Strategy 6: Improve on existing relationships with the LGBTQ2S+ community and expand on the
understanding of LGBTQ2s+ issues relative to policing.

Strategic Goal: Strengthen mental health programs and processes

2019 Strategy 1: Continue to develop and implement a youth mental wellness program by working upstream
and focusing on youth in school.
2019 Strategy 2: Continue to collaborate with Vancouver General Hospital (VGH) and Saint Paul’s Hospital (SPH)
to reduce mental health apprehensions and hospital wait-times.
2019 Strategy 3: Collaborate with the VGH’s Access and Assessment Centre (AAC) to develop efficiencies for the
VPD’s Car 87/88 and Patrol Teams.
2019 Strategy 4: Collaborate with New Westminster, Burnaby, and Surrey to improve services for clients most
at-risk and living with severe mental health and substance use (MHSU).
Strategic Goal: Fight violent crime and its causes
2019 Strategy 1: Continue increasing public awareness and engagement to prevent sexual offences, including
highlighting concerning trends and behaviours.
2019 Strategy 2: Continue to increase the number of businesses enrolled in Barwatch and Restaurant Watch.
2019 Strategy 3: Continue to enhance information sharing between the VPD’s Major Crime Section (MCS),
Organized Crime Section (OCS), and Patrol, as well as with other police agencies and partners.
2019 Strategy 4: Continue to strategically target high-risk violent offenders utilizing a proactive inter-divisional,
inter-agency, and regional approach.

Strategic Goal: Combat property crime and its drivers

2019 Strategy 1: Continue to enhance the process for referring chronic property crime offenders to the
Downtown Community Court (DCC).
2019 Strategy 2: Proactively use intelligence to combat both residential and commercial break and enters.
2019 Strategy 3: Launch investigative and support capacities for the Cybercrime Unit.
2019 Strategy 4: With over 12,000 theft from auto incidents reported per year, the VPD will continue to focus on
reducing these crimes through targeted enforcement projects and innovative education
campaigns.

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 Strategic Goal: Address community concerns that affect public safety
2019 Strategy 1: Ongoing prioritization of liquor enforcement in the Granville and Gastown Entertainment
Districts as well as on the beaches. Enforcement will focus on issues such as public drinking,
intoxication, and liquor establishment inspections.
2019 Strategy 2: Continue to work with the City of Vancouver (CoV) and local non-profit organizations to
manage the negative impacts of illegal street vending.
2019 Strategy 3: Continue to assist the CoV with its efforts to end homelessness.
2019 Strategy 4: Continue working with partner agencies to minimize the harm caused by the opioid crisis.

Strategic Goal: Improve road safety for everyone

2019 Strategy 1: Continued participation in coordinated Provincial road safety campaigns.
2019 Strategy 2: Ongoing road safety initiatives and enforcement by Patrol members.
2019 Strategy 3: Ongoing commitment to road safety education and enforcement within the VPD Traffic Section.
2019 Strategy 4: Continue to leverage technology to address current and anticipated road safety challenges.

Strategic Goal: Foster a culture of employee engagement and effective communication

2019 Strategy 1: Continue to improve communication between VPD Executive members and front-line sworn
and civilian members.
2019 Strategy 2: Continue to improve communication between VPD Divisions.

Strategic Goal: Promote a healthy work environment

2019 Strategy 1: Continue to support and foster employee wellness.
2019 Strategy 2: Continue to enhance the professional development of VPD members.
2019 Strategy 3: Continue to enhance the employee management processes.
2019 Strategy 4: Continue to foster a respectful work environment throughout the VPD.
2019 Strategy 5: Continue to enhance employee safety and security at VPD facilities.
2019 Strategy 6: Implement recommendations from the comprehensive Operational Review of the VPD’s
staffing requirements.

The remainder of this report contains the Strategic Business Plan templates completed by each Champion
detailing the various Activities, outcomes, measures, and other key elements associated with each of their
Strategies for 2019.

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 Vancouver Police Department Annual Business Plan (2019)
Goal – Foster relationships, understanding, and trust with our diverse community
Champion – Inspector Suzanne Muir
Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads
Stakeholders Implications
Continue to • Continue to provide one-on-one and group Strengthening of trusting and Assist 150 vulnerable individuals (who Sex Industry Vancouver VPF provides
engage and guidance to vulnerable and marginalized positive relationships with live in and frequent the city of Liaison Officer Police funding to
support women on utilizing essential community and vulnerable and marginalized Vancouver) in obtaining official Foundation support these
vulnerable and social services, including obtaining new or women. provincial identification. Inspector of (VPF) initiatives
marginalized replacement identification (i.e. BCID, BC Centralized including
Increased reporting of violent Operate at least 1 group workshop per
individuals, Services, Status Cards). Operations SRO SisterWatch.
victimization. month in relation to acquiring
specifically • Enhance transportation options for vulnerable Services operators
identification.
marginalized Improved health and wellness Section (COSS) Counter
persons to better access social services,
women. transition housing, detox, and important for vulnerable and Distribute 40 cell phones and chargers Modular Exploitation
familial activities.
marginalized women. equipped to call 911. Sergeant of housing staff Unit – Project
Diversity & and residents Connect
• Ongoing proactive communication between Reconnection of vulnerable Distribute 400 adhesive blackboards for
Indigenous Federal grant.
Strategy 1

the VPD and the staff of women’s support and marginalized women with installation in SROs, modular housing
Relations Downtown
residences, Single Room Occupancy (SRO) their friends and family. units, supervised consumption sites,
Section (DIRS) Eastside
buildings, and modular housing units. and shelters.
Increased ability for (DTES)
• Distribute cell phones and notebooks to vulnerable individuals Distribute 700-800 notebooks to community
vulnerable individuals. (specifically sex industry individuals in the DTES to utilize for and women’s
workers) to keep track of personal recording purposes. support
• Distribute cost-effective adhesive blackboards
information regarding their organizations
to be installed at supervised consumption Continue to attend 4 SisterWatch
safety and experiences.
sites, shelters, and in individual SROs and meetings a year as well as important
modular housing suites for the posting of Establishment of new functions attached to this committee CoV
important reminders. relationships with modular (i.e. pop-up freezie and hot chocolate
SisterWatch
• Ongoing participation in SisterWatch. housing staff and residents. events).
Committee
• Continue to facilitate Lunches with the Chief in Host another 4 Lunch with the Chief
the Downtown Eastside (DTES). events in the DTES.

9
 Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads
Stakeholders Implications
Ensure the • Launch a second mass awareness campaign Increased public awareness of Regularly distribute S.A.F.E. magnets Sergeant of COSS VPF grant for
safety of the for the S.A.F.E program in conjunction with elder abuse. and brochures through the CPCs and at Domestic the S.A.F.E.
Various
elderly World Elder Abuse Day on June 15, 2019. the public service counters of each VPD Violence & program.
senior
population • The VPD Women’s Safety Team to participate Increased confidence and headquarters. Criminal
support and
through ongoing in World Elder Abuse Day activities. understanding among the Harassment
housing
education and elderly regarding their Deliver 12 elderly safety presentations Unit
• Deliver a VPD Seniors Fair as well as elder agencies
awareness personal safety, while and/or informational sessions.
efforts. focused presentations on all areas of elder improving on community Sergeant of CPCs
Strategy 2

abuse as well as pedestrian and online safety. partnerships. Regularly communicate updated anti- Financial
Vancouver
• Foster community relationships through fraud and other personal safety Crime Unit
Coastal
ongoing elder specific initiatives and activities Decreased likelihood of fraud awareness messaging through the
Health (VCH)
such as neighbourhood circles, seniors’ and financial scams targeting internet and social media.
lunches, seniors’ graffiti paint-outs, scooting elders, through education and Seniors
seniors, and seniors’ fairs. awareness. Abuse and
Information
• Continue to educate the elderly on common
Line (SAIL)
financial scams and provide anti-fraud
awareness through social media, the VPD’s MOSAIC
Financial Crime website, and the CPCs.
Sustain and • Continue participating in Indigenous cultural Ongoing strengthening of Continue to attend a minimum of 4 Indigenous UNYA VPF funding
foster existing and community events such as the annual existing relationships with the cultural events per month. Liaison Officer for the Pulling
Circle of
positive Pulling Together canoe journey, traditional Indigenous population and Provide ongoing outreach to Together
Eagles Lodge
relationships canoe waking ceremony, the National associated community community agencies twice per week. Musqueam canoe
with Indigenous Indigenous People’s Day event, the National partners. Nation Liaison Indigenous journey.
Increase the total number of
communities. Aboriginal Veterans Day events, and the Demonstrated commitment Officer CPC
Indigenous youth involved in the
Women’s Memorial March. from the VPD in honouring VPF and Civil
Indigenous Cadet Program. Vancouver
• Deliver additional Indigenous Cultural marginalized groups. Indigenous Forfeiture
Ongoing recruitment and identification Neighborhood Indigenous Office (CFO)
Competency training to VPD personnel, Increased understanding of Friendship
of Indigenous Cadet Program Police Officer funding for
Community Police Centre (CPC) volunteers, cultural ceremonies and Centre
candidates that may qualify as future (NPO) the Aboriginal
and to staff of partner agencies such as the events through ongoing suitable VPD officer applicants. Recreation
Justice Institute in order to promote greater participation. DYS
cultural knowledge and awareness. Deliver a second 10-week revised Diversity and Cultural
Increased number of ACCESS
Strategy 3

Aboriginal Recreation and Cultural Program Program

• Continue supporting Indigenous youth community contacts. Coordinator (ARC).
(ARC) programming for 8-10 Indigenous Aboriginal
through the Indigenous Cadet Program, the
Greater overall knowledge youth, which will assist them with Mothers
Connect-a-Cop program, and the VPD Indigenous ACCESS
and understanding of being streamlined into the Indigenous Centre
Musqueam Basketball camp. Protocol funding for
Indigenous culture among Cadet Program.
• Attend the Gathering Our Voices youth forum, VPD members. Officer WISH the
Continue engaging 20-25 kids in the
Broadway Commercial Youth meetings, and Indigenous
Increased engagement of and Musqueam Breakfast Club and 12-15 Agape
the Musqueam Youth Club. Cadet
safety for at-risk Indigenous youth in the DTES Walks initiative. Ministries
• Provide ongoing outreach services and other Program.
populations (including
programming with partner agencies such as Indigenous youth) through Aboriginal
Direction Youth Services (DYS) and Urban existing programs. Front Door
Native Youth Association (UNYA). Society
Enhanced personal safety and
• Establish an Indigenous Advisory Committee. resilience while reducing Saa-Ust
• Deliver Indigenous focused Women’s Safety vulnerability for Indigenous Centre
seminars with community partners. females.

10
 Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads
Stakeholders Implications
Sustain and • Attend the Immigrant Services Society of Strengthening of existing Deliver full-day safety workshops to DIRS Inspector ISSofBC VPF grant to
foster existing British Columbia (ISSofBC) Welcome House. relationships with new immigrants at the ISSofBC every 2 cover some
Metro
positive • Participate in annual community events such multicultural populations. months. Hate Crimes new
Vancouver
relationships as the Vaisakhi and Chinese New Year parades. Increase understanding of Deliver smaller safety workshops and Detective immigrant
Mosques and
with new cultural customs. newcomer packages once a week to activities.
• Attend education sessions and events at other
immigrants and new immigrants serviced by ISSofBC. LGBTQ2S+
Mosques and other religious centres. Greater officer knowledge and religious
multicultural Liaison Officer CFO and VPF
understanding of multicultural Attend a minimum of 4 cultural events. centres
communities. • Continue to engage multicultural communities funding for
Strategy 4

backgrounds and experiences. Increase the VPD’s total number of

in the Citizen’s Police Academy. Diversity MOSAIC the NewKids.
Enhanced safety and community partners and contacts. Constable
• Continue to engage new immigrant youth Jewish
engagement of at-risk Enroll 20 new immigrants in the
through the NewKids Program. Federation
multicultural populations. Citizen’s Police Academy. Diversity
• A Hate Crime campaign to be introduced in Programming
Increased public awareness in Enroll 15 to 20 new immigrant youth in BC Hate
conjunction with the British Columbia Hate Coordinator
relation to hate and bias the NewKids program. Crimes Team
Crime Team in order to increase safety,
motivated incidents.
education, and reporting of hate crime Increase reporting of potential hate RCMP
incidents. Greater support to groups crime incidents.
susceptible to hate crime.
• Ongoing publication of a Diversity Newsletter. Dispense Diversity Newsletter monthly.

11
 Continue to • Continue to deter gang involvement through Increased connectivity to the Provide weekly engagement Inspector of Vancouver VPF funds
develop trust initiatives for at-risk youth which combine community and enhanced opportunities to various at-risk youth Youth Services School Board various youth
and community, arts, and/or culture (e.g., positive relationships between populations through ongoing Section (YSS) (VSB) initiatives.
relationships RestART, ReMake, and End Gang Life). police and at-risk youth. programming.
Youth Referral Sport BC
with youth • Implement the Choices program under the CoV funds
High school aged youth will be Deliver public safety workshops to 200 Coordinator
through YoBro and YoGirl initiatives. VPD Cadet RestART.
deterred from engaging in the elementary school youth through music
outreach, Program
• Continue to implement Gang Tackle program lifestyle of drugs, negative and arts programming. SLOs
education, and CFO funding
empowerment annually in partnership with the BC Lions. behaviours, criminal activities, Engage 40 female participants (grades Canadian
PAL
activities. • Deliver a 1-day sports-based anti-gang and gang involvement. 8–12) for phase 1 of ReMake Program. Mental
involvement workshop to youth. VPD Soccer Health
Increased positive Deliver 2-4 End Gang Life sessions. Association
• Continue to encourage leadership and skills relationships between police Club
Engage 6 youth in RestART program. (CMHA)
development through the VPD Student and youth leading to
Challenge, VPD Cadet Program, YoBro, and increased engagement among Implement 20 sessions for 30 kids in Grandview
Vancouver School Board (VSB) Summer youth in pro-social activities. the Choices program at Britannia. Woodlands
Program. Community
Fostered growth, confidence, Deliver at least 12 YoBro presentations.
• Ongoing wellness promotion through sports Policing
independence, and leadership Hold 30 to 40 TROO sessions and 2 BRO Centre
and fitness with initiatives such as Streetfront
in youth. sessions.
marathon run group, Windermere Running Transit Police
Club, VPD Soccer, KidSport, the Student Increased civic engagement Engage 50 at-risk youth with the 1-day
Challenge, and the Police Athletic League and healthy lifestyles through sports anti-gang involvement
(PAL). active participation in sports. workshop.
• Continue to encourage dialogue on topics such Engage 40 youth to participate in the
Educated and empowered
Strategy 5

as mental health, gender violence, and 8–day Student Challenge.

technology misuse through the VPD Mental
Wellness Peer-to-Peer Club and through the
Know Means No, Total Respect of Ourselves &
Others (TROO), Here4Peers, FUNdaMENTALS,
and Being Respectful of Others (BRO)
initiatives.
• Continue to host the annual Youth Connect
event.
• Deliver a 1-day educational workshop to youth
on respectful relationships, including personal
safety and LGBTQ2S+ issues.
youth by providing
information and safe space for
discussion.
Increased education and
awareness for Vancouver
school youth around sexual
health, making smart choices,
and online safety.
Engage 200 youth through the VPD
Cadet Program.
Continue to have 15 School Liaison
Officers (SLOs) supporting a mix of
academically challenged youth through
the VSB Summer Program.
Streetfront marathon to continue
meeting 3 times weekly, and to
participate in 4 marathons per year.
Windermere Running Club to continue
to engage 20 kids in bi-weekly activities
with goal to participate in numerous
half marathons held throughout the
city.
VPD Soccer Club to partner with the
Vancouver Whitecaps to engage 250
inner city youth in a 4-day summer
program.
Engage in weekly PAL activities
throughout various Vancouver schools.
Engage 140 youth through the 1-day
respectful relationships workshop.

12
 Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads
Stakeholders Implications
Improve on • Ongoing VPD participation on the CoV’s Improved best practices when Attract upwards of 70 additional LGBTQ2S+ TransAlliance Safe Place
existing LGBTQ2S+ advisory committee. serving the LGBTQ2S+ businesses to participate in the Safe Liaison Officer Society decals are
relationships • Continue expanding the Safe Place program on community and increased Place program. covered
with the a local, provincial, and national level with understanding of transgender Diversity Qmunity under the
LGBTQ2S+ businesses and schools. issues within policing. Continue to increase the number of Program VPD media
community and corporate businesses as well as police Coordinator CoV budget.
expand on the • Translate the VPD’s Walk with Me transgender Increased awareness of the departments trained in the LGBTQ2S+ LGBTQ2S+
understanding of educational video into other languages to Safe Place program including education program. Advisory Funding
LGBTQ2s+ issues increase accessibility amongst the diverse the number of participating Committee grants to be
relative to populations of Metro Vancouver. organizations. Translate the Walk with Me video into submitted for
policing. • Continue to assist the CoV with the Mandarin and Punjabi. Independent translation of
implementation of the “Trans-Gender Variant Greater awareness of transgender the Walk with
and Two-Spirit Inclusion” document to ensure LGBTQ2S+ issues while Continue to deliver at least 10 advocates Me video and
inclusive and equitable treatment of promoting understanding and LGBTQ2S+ training presentations with creation of
transgender individuals in the day-to-day education across different local and national law enforcement the new
Strategy 6

operations of the Police and all other City populations. organizations. LGBTQ2S+
Departments. education
• Increase engagement with LGBTQ2S+ youth Increased acceptance of video.
through anti-bullying programming and the LGBTQ2S+ youth among all
#Love Who You Want campaign. youth. A funding
request has
• Create an engagement program for LGBTQ2S+ Decrease in risk factors for been made to
youth similar to the NewKids program. LGBTQ2S+ youth which can the VPF
• Meet with LGBTQ2S+ community service lead to serious negative regarding the
providers on how to increase victimization outcomes such as suicide and LGBTQ2S+
reporting and to further build relationships self harm. youth
with the community. engagement
• Ongoing collaboration with national and Local and national police program.
international law enforcement agencies and agencies and community
community organizations regarding LGBTQ2S+ organizations are engaged in
issues. LGBTQ2S+ training, education,
and relationship building.

13
 Vancouver Police Department Annual Business Plan (2019)
Goal – Strengthen mental health programs and processes
Champion – Inspector Lynn Noftle
Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads Stakeholders Implications
Continue to develop • Continue to facilitate ‘train-the-trainers’ Increased awareness of mental Increase the number of high school peer Mental VPD Cadets $150,000
and implement a workshops to high school students within wellness among SLOs, VSB staff, and mentors be trained through Here4Peers Health over 5 years
SLOs
youth mental the Here4Peers mental wellness students. from 120 to 160. Unit from VPF to
wellness program by program. (MHU) VPF fund
Increased access by students and Deliver Here4Peers mentor training to
working upstream • Continue to deliver the Here4Peers Sergeant Here4Peers.
Strategy 1

staff to mental health services. seven Vancouver high schools: David VSB
and focusing on program to grade 6 and 7 elementary Year 3 of the
Thompson, Vancouver Technical,
youth in school. De-stigmatization of mental illness VCH program
students. Killarney, Eric Hamber, Prince of Wales,
amongst students and staff. commences
• Work with the VSB to increase resources King George, and John Oliver.
CMHA at start of
to support Here4Peers. Here4Peers high school mentors to 2019/2020
CoV
provide workshops to over 2,000 grade 6 school year.
and 7 elementary students.
Continue to • Work with VGH to fully operationalize Streamlined hand-off procedures Reduce hospital wait-times to 30 minutes YSS Staff VPD Patrol Existing
collaborate with the Psychiatric Emergency Assessment between VPD officers and VGH staff. for Form 21 clients (measured from time Sergeant budget
Vancouver General and Triage (PEAT) program to maximise of registration). VGH
Reduced Section 28 metal health
Hospital (VGH) and efficiencies between VPD officers and
Strategy 2

apprehensions. Reduce Section 28 apprehensions by 5%.

Saint Paul’s Hospital VGH staff. SPH’s
(SPH) to reduce Reduced hospital wait-times. Reduce average hospital wait-times to 56 Integrated
• Work with VGH, SPH, and contracted
mental health hospital security (Integrated Protection minutes (Project Link goal set in 2011). Protection
Improved quality of care for
apprehensions and Services) to improve VPD Patrol member Services
patients.
hospital wait-times. hand-off of Form 21 clients.

Collaborate with the • VPD to participate with VGH on Car Improved operational efficiencies Create a Car 87/88 dashboard for Project MHU VPD Patrol Existing
VGH’s Access and 87/88 Working Groups. between VPD and VGH. Link. Sergeant budget
Assessment Centre • Expand Patrol officer awareness of the VGH
Improved ‘outreach’ services for AAC Increase by 20% the number of outreach
Strategy 3

(AAC) to develop capacity and capability of the AAC. patients.

efficiencies for the visits/assessments conducted by Car
VPD’s Car 87/88 and • Work with the AAC to improve after- Increased number of AAC clinicians 87/88.
Patrol Teams. hours services. partnering with VPD on Car 87/88.
Complete a feedback loop to Patrol on
VPD referrals to the AAC.

Collaborate with • Continue with Working Groups to Improved sharing of information Complete an ISA and PIA for police Supt. VCH Existing
New Westminster, develop an Information Sharing resulting in optimal client care. agencies and health authorities by Fraser Davey Fraser budget
Burnaby, and Surrey Agreement (ISA) and Privacy Impact Health Authority. Health
Improved quality of life and more
to improve services Assessment (PIA) between police and YSS
consistent application of services for Metro
Strategy 4

for clients most at- Fraser Health. Identify and engage a provincial lead for Sergeant
MHSU patients across Metro Vancouver
risk and living with • Work with the Ministry of Health and this strategy. Fincham
Vancouver. police
severe mental Ministry of Mental Health and Addictions
health and (MMHA) to identify a coordinator to Reduce negative police contacts, Mental agencies
substance use expand initiatives province-wide. Health Act (MHA) apprehensions, RCMP
(MHSU). • Share best practices and updates with emergency department visits, and acute
MMHA
Police Mental Health Liaison group. bed days for mutual clients.

14
 Vancouver Police Department Annual Business Plan (2019)
Goal – Fight violent crime and its causes
Champion – Superintendent Mike Porteous
Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads
Stakeholders Implications
Continue • Continue gathering information Greater collaboration with community groups Continue to provide youth safety Inspector of Public Affairs Civil
increasing public on current trends and issues to educate and provide foundational tools to at-risk youth and peer Special Forfeiture
Youth Services
awareness and affecting youth safety. awareness of safety risks to youth. mentors in grades 8 through 10, as Invest grants
Unit
engagement to • Hold a third Youth Connect well as to teachers and counsellors. Section (SIS)
Community sexual assault concerns and trends
prevent sexual Symposium for youth education SLOs VPF grants
will continue to be identified and targeted. SIS Staff
offences, based awareness. Attendance of over 100 youth,
The public will a better have understanding of Sergeant Diversity Unit
including parents, and counsellors at the
highlighting • Create a website to provide sexual assault investigations. 2019 Youth Connect Symposium.
Strategy 1

Sex Crimes Child and Youth

concerning trends information about reporting a
and behaviours. sexual assault and explaining
the process of an investigation.
• Enact an anti-groping No
Touching education campaign in
partnership with Barwatch.
Bar patrons and bystanders will be encouraged Unit Advocacy
No Touching posters will be placed
to watch for and intervene against predators of Sergeant Centres
in all Barwatch establishments.
vulnerable individuals in situations involving
VSB
alcohol consumption.
Barwatch
Increased reporting of incidents of sexual
abuse occurring in licenced establishments. VCH
Reduction in sexual assaults that occur in
licenced establishments.

Continue to • The Gang Crime Unit (GCU) will Enhanced communication between police and Increase the total number of OCS Operations Existing
increase the continue to conduct outreach to bar/restaurant owners. businesses signed onto Barwatch Inspector Division budget
number of expand the Barwatch and and Restaurant Watch.
Strategy 2

Organized Organized Crime

businesses Restaurant Watch programs as The criminal element will have fewer venues to
Crime Unit Section
enrolled in well as to increase the number gather in the city of Vancouver, thereby Increase the total number of
Sergeant
Barwatch and of businesses participating in enhancing community safety. businesses that have entered into a Barwatch
Restaurant ‘special agreements’. ‘special agreement’ with the VPD.
Watch.

15
 Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads
Stakeholders Implications
Continue to • Continue to expand the The enhanced sharing of information will During the course of a major crime OCS MCS Criminal
enhance information-sharing increase the real-time intelligence available to investigation, MCS investigators are Inspector Investigation
OCS
information platform/protocol between OCS investigators to help target violent to continue to gather and share all Fund (CIF)
sharing between MCS, OCS, Patrol, as well as criminals associated to the drug trade. relevant organized crime MCS Patrol
the VPD’s Major with other agencies across the intelligence with OCS investigators, Inspector Alternative
Crime Section region, province, and country. The unlawful activities of organized crime and with Patrol if applicable. Combined Forces external
(MCS), Organized groups will be disrupted through drug or other OCS Staff Special funding.
• Based on the ongoing sharing of Enforcement
Strategy 3

Crime Section intelligence, continue to initiate criminal investigations, before violent crimes During the course of an organized Sergeant
(OCS), and Patrol, are committed. crime investigation, OCS Unit – BC Some
short-term enforcement (CFSEU-BC)
as well as with projects against targeted investigators are to continue to MCS Staff potential
other police violent drug Violent drug traffickers and organized crime gather and share any intelligence Sergeant RCMP cost
agencies and traffickers/organized crime and members will be targeted and arrested through that may be of interest to MCS. recovery
partners. increased cooperation between MCS, OCS, and Sergeant of Real-Time from
gang members.
Patrol, as well as with external partners. Overall decrease in acts of violent Source Intelligence external
crime committed by organized Handling Centre partners.
Reduced crime involving a firearm, along with crime members. Unit
reduced overall violent crime.

Continue to • Continue to utilize dedicated Incarceration of key members of targeted Continue to target and incarcerate OCS MCS CIF
strategically project teams to monitor the organized crime groups will disrupt their identified violent groups at regular Inspector
target high-risk activity of and to proactively unlawful activities, including their ability to use intervals or as required to quell OCS Alternative
violent offenders target (when strategically violence as a means of resolving internal and violent crime cycles. MCS external
utilizing a appropriate) identified external conflicts. Inspector Patrol Districts funding.
proactive inter- organized crime group Continue to run projects on
divisional, inter- members. The seizure of drugs, weapons, currency, and targeted organized crime groups OCS Staff CFO
agency, and • Continue to gather and use real- vehicles from targeted organized crime groups upon receipt of credible human Sergeant Budget
regional time intelligence to interdict will further hinder their ability to operate. source information. CFSEU-BC implications
approach. and prevent violent offences Sergeant of are
such as shootings, assaults, drug Dedicated project team officers will continue to Continue to utilize forfeiture on all Criminal RCMP anticipated,
robberies, arsons, conspiracies, gain valuable experience/skills that will ensure organized crime investigations. Intelligence but will
home invasions, kidnappings, succession as senior investigators get Unit Municipal Police continue to
Strategy 4

and murders. promoted or retire. Those members who wish Further increases in the value of Agencies be mitigated
to achieve Team Commander accreditation will assets referred to the CFO. Accredited through the
• Continue to make asset gain experience in advanced investigative Team leveraging of
referrals to the CFO from techniques. Commanders partnerships
investigations that have been and
concluded by the VPD. Success of large-scale projects leads to alternative
• Ongoing OCS guidance to other increased job satisfaction, performance, and funding
VPD members on civil forfeiture morale. means.
processes and related
investigations. Ongoing development of Patrol members
through exposure to investigative projects.

Overall reduced gang violence and enhanced

public safety.

16
 Vancouver Police Department Annual Business Plan (2019)
Goal – Combat property crime and its drivers
Champion – Superintendent Michelle Davey
Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads
Stakeholders Implications
Continue to • Align the VPD’s and DCC’s goals in relation to the targeting COMET will be able to better target Increase number of chronic Inspector of COU Existing
enhance the of chronic offenders. the most prolific chronic property offenders who receive the General budget
process for • Identify the most prolific property crime offenders and crime offenders. support and alter their Invest DCC
referring ensure they are held accountable through surveillance, crime patterns (i.e., Section
Gathering data to support
chronic compliance checks, and investigative strategies. reduced number of arrests). (GIS) Drug Court
admission to the DCC will depend
property
• Create an effective model for the Chronic Offender on the offender in question rather Overall crime reduction in
crime Chronic
Management Team (COMET) at the DCC with established than on geographic considerations. categories such as thefts
offenders to Offender
criteria, tracking mechanisms, and measurement from auto, commercial
the Enhanced support for chronic Unit (COU)
parameters. break and enters, and
Downtown offenders who require treatment Sergeant
Strategy 1

residential break and

Community • Work with the DCC to change geographic parameters for and other support.
enters.
Court (DCC). offender admission to the DCC. Reduced recidivism of chronic
Increase number of prolific
• Run a pilot project that refers prolific offenders to the DCC offenders who have been provided
offenders who remain in
who have been arrested outside the DCC catchment area. with support.
custody as a result of
• Work to reduce the number of outstanding arrest warrants Reduced need for chronic offenders enhanced enforcement
issued by the Courts for VPD files. to commit property crime due to strategies.
• Patrol teams to actively seek and arrest those wanted on addiction, poverty, homelessness,
Develop measurement and
warrants to return them to court. and mental health drivers.
evaluation criteria to assess
Increased number of arrest the progress of the DCC
warrants executed. pilot project.

Proactively • Refresh awareness campaigns to educate owners on how Reduced residential break and Reduce the number of GIS COU Possible CIF
use to better secure their homes. enter crime rates. break and enters into Inspector funding
intelligence to • Use of a target selection matrix for selecting the most unoccupied homes. Crime applications
combat both prolific break and enter offenders. Prolific break and enter offenders PCU Analysis Unit
Increase number of arrests
residential will be deterred from committing Sergeants (CAU)
• Ongoing use of surveillance to target the most prolific of prolific break and enter
and further offences.
offenders. targets.
commercial Sergeant of Public Affairs
break and • Forensic Identification Unit (FIU) to attend parade briefings Patrol will be provided with the Improved break and enter Anti-fencing
enters. to update Patrol members on investigative strategies, to latest investigative requirements modus operandi detail in & Auto DCC
from Crown Counsel via parade Crime Unit
Strategy 2

inform them of available forensic services, and to remind police General Occurrence
them to conduct video canvasses at all break and enters. briefings. (GO) reports.
• Property Crime Unit (PCU) Sergeant to attend weekly Crime Evaluate the results of the
Control meetings for each Patrol District. Increased identification of suspects
through forensic evidence during pilot project in District 3.
• The Telephone Response Team (TRT) and FIU to launch a the residential break and enter
residential break and enter pilot project for three months Increased number and
pilot project in District 3. dollar value of stolen goods
in Patrol District 3.
recovered from pawn shops
• Work to increase officer capacity to target persons selling across Metro Vancouver.
stolen property online.
• Develop initiatives to educate the public to protect their
mail and packages.

17
 Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads
Stakeholders Implications
Launch • Develop a cybercrime toolkit for front-line VPD members The Cybercrime Unit will be Conduct a qualitative GIS Patrol Existing
investigative and post it on the intranet. available to advise all VPD units assessment of improved Inspector budget
and support • Instruct front-line officers, Neighbourhood Police Officers investigating crimes with a cyber- understanding among Investigation
capacities for (NPOs), and the Business Liaison Officer (BLO) on how to component. Patrol members and Sergeant of Division
the deliver messaging around cyber safety. detectives on cybercrime the
Cybercrime The Cybercrime Unit will be types and prevention Cybercrime COSS
Unit. • Brief investigative units on the role of new Cybercrime responsible for investigating high strategies. Unit
Unit. profile cybercrimes.
• Establish policies relating to undercover cybercrime Establish baselines for the
investigations. Patrol and Investigative officers will number of files the
be educated on cybercrime and will Cybercrime Unit can
Strategy 3

• Identify critical infrastructure in Vancouver to protect

against cyber threats, develop contingency plans, and be equipped to provide advice to investigate and support.
participate in tabletop exercises with representatives from victims.
both the private and public sector.
Proactive enforcement strategies to
• Develop a cybercrime website link on vpd.ca. prevent cybercrime will be shared
• Host a large-scale networking meeting with key private with businesses.
sector businesses that are most vulnerable to cybercrimes.
Ongoing collaboration will occur
with local cybercrime subject
matter experts in order to remain
current on trends and best
practices.

With over • Patrol to continue to conduct theft from auto projects in Reduced theft from auto crime A minimum of 4 patrol- GIS COU VPF funding
12,000 theft high crime areas. rates. based theft from auto Inspector has been
from auto • COU will continue to identify and target theft from auto projects in high crime CAU requested to
incidents offenders using the DCC’s prolific offender list. A larger audience will be reached areas. Patrol support the
reported per through expanded auto theft District District pay-by-
year, the VPD • Ongoing use of Radio-Frequency Identification (RFID) and prevention public awareness Increased arrests for theft Inspectors Analysts phone App
will continue Bait projects in high crime areas to supplement Patrol campaigns. from auto. messaging.
to focus on projects. COU DCC
reducing • Leverage the CoV’s pay-by-phone App throughout the year Increased public awareness to not A reduction in theft from Sergeant
Strategy 4

these crimes to raise public awareness to not leave valuables in a parked leave valuables visible in parked autos in high crime areas.
through vehicle. vehicles. Sergeant of
targeted • Conduct a scooter lock education campaign in the summer A reduction in scooter Anti-fencing
enforcement of 2019. Fewer scooter thefts due to an thefts. & Auto
projects and increased supply of scooter locks. Crime Unit
innovative • Continue to use CPC and Citizens Crime Watch (CCW)
education volunteers to target ‘hot spot’ theft from auto locations Director of
campaigns. throughout the city. Public
• Leverage the Block Watch program to deliver key ‘hot spot’ Affairs
messaging to neighbourhoods across Vancouver.

18
 Vancouver Police Department Annual Business Plan (2019)
Goal – Address community concerns that affect public safety
Champion – Superintendent Marcie Flamand
Linkages/ Budget
Strategy Activities Outcome Target Measures Leads
Stakeholders Implications
Ongoing • Ongoing deployment of Lima shifts in the Granville Public drinking and intoxication will Overall reductions in the Supt. Barwatch Funding
prioritization of and Gastown Entertainment Districts every be deterred. number of fights, breaches of Flamand extended by
liquor enforcement weekend. the peace, and disturbances in Park Board the VPF and
in the Granville and • VPD Lima shifts will focus on using existing bylaws Greater compliance with liquor the entertainment districts. District 1 CoV for the
Gastown and the Criminal Code of Canada to combat regulations pertaining to capacity Inspector Provincial Good Night
Entertainment violence in the entertainment districts. and service. Conduct a minimum of 18 Liquor Out
Districts as well as liquor licence inspections District 4 Inspectors program.
on the beaches. • Continue to support the Good Night Out program Enhanced public safety in the and/or business licence Inspector
Enforcement will (in its second year). entertainment districts specifically reviews. CoV
focus on issues • Implementation of the TransLink Nightbus District for more vulnerable populations District 1
Strategy 1

such as public program. such as women and LGBTQ2S+ Increased access to information Staff Granville
drinking, individuals. and support for higher Sergeant Entertainment
• Lima will continue to partner with Liquor
intoxication, and victimized populations. District
Inspectors and the CoV to inspect liquor premises. Business
liquor Reduction in incidents of Liquor
establishment • VPD will deploy on-duty resources designated to disturbances and disorder on The Nightbus program provides Coordinator Improvement
inspections. Beach Patrol in District 1 and District 4) during the beaches. safe and sufficient public Association
summer months to minimize liquor-related issues transportation at regular
on Vancouver’s beaches. Greater access to safe travel out of intervals in and out of Granville TransLink
• Ongoing usage of a variety of education and the Granville Entertainment District Entertainment District until
enforcement strategies to deter drinking in public after last SkyTrain departs nightly. after 4am.
spaces.
Reduction of disorder incidents
on the beaches.

Continue to work • Maintain the VPD’s Street Vending Liaison Officer Better coordination with the CoV Continue to patrol and ticket District 2 BET The Street
with the City of position. Engineering Department and non- illegal street vending where Inspector Vending
Vancouver (CoV) • Maintain ongoing enforcement against illegal profit organizations, in dealing with appropriate. CoV Liaison
and local non-profit vending activity, and continue monitoring legal street vending issues. COSS Officer
organizations to vending sites for protocol compliance. Reduced number of citizen Inspector Non-profit Position is
Reduction in complaints by citizens
manage the complaints regarding illegal organizations partially
• Continue to work with the CoV to ban stolen and regarding illegal street vending
negative impacts of street vending. BET Staff funded
prohibited items from the DTES Street Market. through coordinated responses to
illegal street Sergeant within the
decrease this activity.
vending. • Continue to assist CoV Street Cleaning staff in the Decrease in street level violent existing VPD
Strategy 2

removal of hazardous materials in the DTES.
• COSS to assign a designated Street Disorder
Coordinator to help the Beat Enforcement Team
(BET) combat illegal street vending in the DTES
among other disorder issues.
• Patrol District 2 to assign an officer to support the
Street Disorder Coordinator.
Reduction in street level violence in crime reports in the DTES. budget.
the DTES associated with illegal
street vending. Reduction in the amounts of
Increased coordination with the illegal merchandise being sold
DTES Street Market. in the sanctioned DTES Street
Market.
Increased assistance to Patrol
District 2 officers and the Street
Vending Liaison Officer in responding
to illegal street vending and disorder
calls for service in the DTES.

19
 Linkages/ Budget
Strategy Activities Outcome Target Measures Leads
Stakeholders Implications
Continue to assist • The VPD Homeless Outreach Coordinator will Patrol officers will continue to be Reduced pop-up encampments. Homeless CoV Existing
the CoV with its continue to brief Patrol on how to manage pop-up educated and equipped to deal with Outreach budget
efforts to end encampments and people sleeping outdoors in rough sleepers and have a clear Overall increases in the number Officer SRO
homelessness. public areas (rough sleepers). understanding of laws regarding of homeless people placed into operators
• Continue working with the various levels of encampments. shelters and permanent Street
government and the private sector to identify housing. Disorder BC Housing
Strategy 3

homelessness issues and assist in the Reduction in the number of citizen Officer
implementation of homelessness reduction complaints of people bedded down Ongoing regular inspections of Modular
programs. in open areas not designed for all SROs and SSHs. Housing
habitation (e.g., doorways, parks, or Committee
• Continue working with BC Housing and non-profit bus shelters). (managers
organizations to help keep SRO buildings and and
Social & Supportive Housing (SSH) sites safe and Overall, the VPD continues to residents)
secure. collaborate with the CoV to secure
safe shelter for all residents.
Continue working • Proactively target individuals or groups Disruption of the groups involved in Increase in the number of OCS VPD Public VPF
with partner manufacturing and/or distributing fentanyl in the the trafficking of fentanyl and a arrests made, charges Inspector Affairs
agencies to city of Vancouver. reduction of the supply to the street recommended, and the CIF
minimize the harm • VPD participation in Vancouver’s Community level. quantity of fentanyl-laced drugs District 2 Operations
caused by the Action Team, the Mayor’s Opioid Task Force, and seized. Inspector Division Other grant
opioid crisis. other similar committees composed of Increased public awareness around funding
stakeholders from the Province and community. the dangers of fentanyl and its Overall reduction in overdose YSS Organized
analogs. deaths occurring in the city. Inspector Crime
• Convey information to the public in a timely Section
manner, especially to those groups most at-risk
Strategy 4

Youth will be better informed on the Further the scope of fentanyl

from accidental exposure and overdose. risks associated with fentanyl and public awareness campaigns. YSS
• Supplement public awareness campaigns by other drug use.
developing additional awareness initiatives (i.e., Further create and deliver Odd Squad
youth presentations and other programs). presentations to youth Productions
• Continue raising awareness on the need for regarding fentanyl.
treatment-on-demand for opioid users.
• Implement new module curriculum and
workshops on fentanyl, including an Odd Squad
Productions Film.

20
 Vancouver Police Department Annual Business Plan (2019)
Goal – Improve road safety for everyone
Champion – Superintendent Steve Eely
Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads
Stakeholders Implications
Continued • Ongoing coordination of road safety Coordination of traffic enforcement Ongoing VPD participation in all Inspector of VPD Traffic Analyst Existing
participation enforcement efforts between the BC efforts across multiple police Provincial road safety campaigns. the Traffic budget -
in Association of Chiefs of Police (BCACP) agencies and jurisdictions. Section VPD District assuming
coordinated Traffic Safety Committee, the Insurance Continue to conduct a minimum Commanders required
Provincial Corporation of British Columbia (ICBC), Continued positive partnerships with of 30 CounterAttack roadblock Traffic funding is
road safety and the media. relevant stakeholders. deployments. Section Staff VPD Public Affairs secured for
campaigns. • Participate in a High Risk Driving campaign Sergeant Counter
(Spring). Overall improved road safety. Attack
BCACP Traffic Safety
campaign.
• Participate in a Railway Safety campaign Committee
(Spring).
ICBC
Strategy 1

• Participate in an ICBC sponsored

Pedestrian & Cycling Safety campaign
(Spring, Summer, and Fall). Media
• Participate in a Distracted Driving
campaign (Spring and Fall).
• Participate in an Occupant Restraint
campaign (Spring and Fall).
• Undertake a Speed Relative-to-Conditions
campaign (Fall).
• Implement CounterAttack roadblock
deployments (Summer and Winter).

Ongoing road • Ongoing Patrol based enforcement Increased road safety enforcement Increased traffic enforcement Patrol District Traffic Section TBD - pending
safety projects at high collision locations, with awareness, ability, and engagement numbers across all Patrol Districts. Commanders decision
initiatives support from the Traffic Section. by Patrol members. Patrol District Staff regarding DRE
Traffic Sergeants
and • Ongoing monthly meetings to review Minimum of 50 patrol-based road training
Section
enforcement Improved road safety. safety projects undertaken. model.
Strategy 2

patrol-based road safety enforcement Inspector Crime Control

by Patrol progress and approach.
members. A minimum of 150 members Sergeants
Traffic
• Training of front-line members in traffic certified in SFST. Section Staff
enforcement, including Standardized Field Patrol members
Sergeant
Sobriety Testing (SFST) and Drug A minimum of 15 members
Recognition Expert (DRE) testing. certified as DREs.

21
 Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads
Stakeholders Implications
Ongoing • Ongoing monthly Traffic Section meetings Timely road safety enforcement at Increases in ticket production Traffic VPD Traffic Services Existing
commitment to review relevant data and ticket key locations, based on seasonal within all Traffic squads. Section budget
to road production within each Traffic demands. Inspector VPD Traffic Analyst
safety enforcement squad. A minimum of 75 total road safety
education • Ongoing targeted enforcement to improve Enhanced understanding and presentations delivered to youth, Traffic VPD Public Affairs
and pedestrian and cyclist safety. awareness of traffic safety concerns PACs, and seniors by the School Section Staff
enforcement by all road users. Safety Patrol Team. Sergeant Patrol Districts
within the • Continue to undertake numerous road
VPD Traffic safety projects throughout the year Enhanced overall road safety for the 4 occupant restraint clinics Sergeant of Neighbourhood
Section. including: most vulnerable road users through delivered. Traffic Policing Team
− Operation Hang-up with ICBC (March education and enforcement action. Services Unit
and September); Total of 500 Level 1 & 2 (TSU) School Liaison
− Project Swoop with ICBC (May); commercial vehicle inspections Officers
− Pedestrian Safety and Education in conducted by the VPD CVU. Traffic
cooperation with ICBC, Community Support CPC volunteers
Policing Centres (CPCs), and Transit The Code 3 safety driving video to Team
Police (Spring and Fall); be delivered to all Patrol CCW
− Cycling Awareness and Education in members. School Safety
cooperation with Public Affairs, ICBC, Patrol Team CoV
and the media (Spring and Summer);
− Cone Zone campaign in cooperation with HUB Cycling
the WorkSafeBC (Spring and Summer);
Strategy 3

− Noisy Muffler campaign (Summer); and, Outside agency

− Back-to-School campaign (September). Commercial Vehicle
• Ongoing delivery of occupant restraint Units
clinics throughout the city.
Media
• Undertake education and enforcement
initiatives during Bike-to-Work week (1st
ICBC
week of June).
• Focus on targeting the big four road safety Pacific Region
violations (Speed, Distracted Driving, Training Centre
Impaired Driving, and Seatbelt use) during
the May and Thanksgiving long weekends. Transit Police
• Ongoing VPD Commercial Vehicle Unit
(CVU) commercial vehicle inspections. BCACP
• Delivery of road safety presentations to
elementary school children, Parent BC Association of
Advisory Councils (PACs), and seniors Municipal Chiefs of
through the School Safety Patrol Team. Police (BCAMCP)

• Complete and deliver a Code3 safety

driving video for Patrol members.
• Regular meetings with the CoV, ICBC, and
other stakeholders to address road safety
matters of mutual concern.

22
 Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads
Stakeholders Implications
Continue to • Ongoing deployment of Automatic Licence Increased enforcement on high risk Minimum of 4 ALPR deployments Traffic Traffic Section TBD
leverage Plate Reader (ALPR) technology within the and unauthorized drivers. per month. Section
Fleet Services
technology VPD Traffic fleet. Inspector
Implementation of E-Ticketing
to address • Continue to use social media to increase Improved community engagement Public Affairs
across front-line operations.
current and community engagement and awareness on road safety issues. Traffic
anticipated Section Staff Information
regarding road safety. Increased automated
road safety Improved efficiencies in ticket Sergeant Management Section
enforcement of high collision
challenges. • Implementation of the E-Ticketing distribution and corresponding (IMS)
locations.
initiative pending approval by the processes.
Treasury Board. TSU Sergeant Information &
Communications
• Review and implementation of new Enhanced police ability to respond to Technology (ICT)
Strategy 4

technology related to the detection of ‘impaired by drug’ offences. Section

impairment by drug.
Equipment
• Implementation of automated speed
Committee
enforcement cameras in cooperation with
ICBC and BC Police Services. Training Section
BC Police Services
BCACP
BCAMCP
PRIME
Road Safety BC

23
 Vancouver Police Department Annual Business Plan (2019)
Goal – Foster a culture of employee engagement and effective communication
Champion – Chief Adam Palmer
Linkages/ Budget
Strategy Activities Outcome Target Measures Lead Implications
Stakeholders
Continue to • Executive to continue to provide Staff will be regularly informed regarding Leverage a variety of communication VPD All VPD Existing
improve timely updates to sworn and civilian important organization matters. methods to provide organizational Executive members budget
communication staff on major organizational updates to all staff including e-mail, Team
between VPD matters. Greater communication between Executive video, and personal contact. Vancouver
Executive • Executive to continue to engage with and front-line staff. VPD Senior Police Officers
members and all VPD members as much as Executive to engage with VPD staff in a Management Association
front-line sworn possible. Opportunities for direct face-time with the variety of settings including training Team (VPOA)
and civilian Chief to share organizational feedback. sessions and Section meetings as well
Strategy 1

members. • Executive members will continue to
participate in Patrol ‘ride-alongs’
throughout 2019.
• Chief to continue to attend Patrol
parade briefings.
• Chief and Executive Team to
personally engage staff exposed to
traumatic or significant incidents.
as at public events, social gatherings Vancouver
Front-line members will feel encouraged to and other Departmental events. Police Union
further communicate with the Executive. (VPU)
Patrol parade briefings to be routinely
Greater Executive understanding of front-line attended to by the Chief. Teamsters
challenges and concerns.
Overall positive employee satisfaction
Greater support and comfort provided to staff survey results.
exposed to traumatic or significant incidents.

Continue to • Enhance collaboration between the Enhanced connections, better Establish a committee of VPD All VPD staff Existing
improve Operations and Investigation communication, and greater sharing of representatives from the Operations Executive budget
communication Divisions in the handling of files. experience across divisions. and Investigation Divisions to enhance Team
between VPD • Sworn and civilian members from communication and to better
Divisions. various specialty units to attend Enhanced Patrol member knowledge of the coordinate the handling of files across VPD Senior
Patrol parades and Patrol supervisor services and workload of specialty units. divisions. Management
Strategy 2

meetings. Team
Select specialty units to continue to
Greater overall communication between the
• Utilize mentorships, short-term or present their services and work to
Operations and Investigation Divisions.
on-loan assignments to enhance Patrol members.
communication and organizational
knowledge across divisions. Track the total number of mentorships
and on-loan assignments that occur
between the Divisions throughout
2019.

24
 Vancouver Police Department Annual Business Plan (2019)
Goal – Promote a healthy work environment
Champion – Superintendent Martin Bruce
Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads
Stakeholders Implications
Continue to • Conduct a staff survey on current and VPD Human Resources Section (HR) Identify staff preferences and HR Staff Planning, All activities
support and foster potential future wellness programing. will gain a greater understanding of strategies to improve engagement and Sergeant Research & funded
employee wellness. • Review and improve the function of the wellness needs of VPD staff. participation in wellness activities. Audit Unit within the
HR
Wellness Committee. Increased member participation in Create a tracking mechanism to existing
Sergeants
wellness programming. capture metrics on wellness initiatives HR/wellness
• Facilitate an inaugural Civilian Retirement budget.
including participation rates. HR
Dinner event. Greater staff access to information Manager
Strategy 1

• Collaborate in the CoV-Led Request-for-
Proposal (RFP) process for a new VPD
medical provider.
• Implement the BC First Responders
program to improve trauma resilience
training and programming for VPD
members.
• Host a seminar on resiliency.
detailing health and wellness Selection and implementation of a new
services and programs. medical provider while updating HR
relevant communications and Consultant
Long serving civilian employees will
feel a greater sense of appreciation. literature.
Fitness
Overall improved resiliency support First ever Civilian Retirement Dinner is Coordinator
for VPD members and their families. held.
Host one resiliency seminar.

Continue to • Embed wellness awareness exercises into Increased capacity among A number of Sergeants and civilian HR Staff Civilian and All activities
enhance the the Sergeant Education Program (SEP) and supervisors to support their teams. supervisors will be trained in new staff Sergeant Auxiliary are included
professional civilian supervisor training. Overall improved supervisor wellness protocols. Police within the
development of • Increase the number of HR staff trained to capabilities and awareness of their HR Services Unit mandatory
VPD members. conduct labour process investigations. roles and responsibilities. Train 2 additional HR members in Manager (CAPSU) 2019 HR
Strategy 2

labour investigations. training

• Create a civilian supervisor training
module.
• Conduct a 1-year review of the VPD’s
current Tenure Policy to ensure any
necessary amendments are
recommended.
Greater capacity in HR for IMS budget.
conducting labour process Implement any necessary revisions to
investigations and imparting process the current Tenure Policy once the Training
knowledge to VPD staff. review has been completely. Section
Enhanced fairness and transparency
with the current Tenure Policy.

Continue to • Create protocols for the integration of Increased support and engagement New on-boarding protocols are HR Services HR Potential
enhance the new employees (on-boarding). for new members. implemented. Coordinator capital
ICT
employee • Continue to work to ensure long-term sick Payroll funding for
management Increased response to and Complete a bi-annual survey of Department some
Strategy 3

and injured members provide feedback on Supervisor

processes. accountability for members who are members who have been off long-term Security initiatives.
levels of HR service. Disability
off sick or injured. sick or injured. Office (DSO)
• HR to initiate review of Early Intervention Case
Manager Payroll Unit
Program (EIP) software options with the Greater efficiencies with the EIP. New EIP software options are
Professional Standards Section (PSS), for PSS
identified.
eventual transition to HR.

25
 Linkages/ Budget
Strategy Activities Outcomes Target Measures Leads
Stakeholders Implications
Continue to foster • Deliver another Senior Management Team Increased staff knowledge and Respectful Workplace training sessions HR Staff HR Existing
a respectful work (SMT) presentation on Respectful understanding of Respectful delivered to Patrol Supervisors and a Sergeant budget
environment Workplace legislation/case law changes. Workplace protocols and impacts. number of Patrol members. SMT
Strategy 4

throughout the • Develop and deliver Respectful Workplace

VPD. cycle training and parade briefing Increased labour process Updated labour process guidelines to Training
sessions. understanding, compliance, and be available to all members. Section
transparency.
• Increase member awareness of updated VPU
labour process guidelines.

Continue to • Conduct regularly scheduled fire and Increased emergency evacuation 1 scheduled evacuation drill for each Health & Facilities Existing
enhance employee evacuation drills in all VPD facilities. knowledge and safety of VPD VPD facility. Safety Section budget
safety and security members. Coordinator
• Update security protocols for visitor
at VPD facilities. access at all VPD buildings. Participate in the Great British DSO
Increased security for staff and the Columbia Shakeout earthquake DSO
Strategy 5

public at VPD facilities. preparedness drill. Sergeant Public

Service Unit
New security protocols to be Emergency
implemented at all facilities. Planner Emergency &
Operational
Planning
Section

Implement • VPD Operational Review Project Updated Departmental staffing Development of implementation Deputy All VPD staff Annual VPD
recommendations Implementation Team to coordinate needs will be implemented based on timelines and tiers. Chief Rai Operating
from the ongoing implementation of comprehensive consultations, VPU Budget
comprehensive recommendations. research, and analysis. Implementation of 2019 Staff process
Strategy 6

Operational Review staffing/resource additions and Sergeant Vancouver working with

of the VPD’s preparation for 2020 additions. Heard Police the City of
staffing Officers Vancouver.
requirements. Association

Teamsters

26