Our performance management project began in November 2007 with the introduction of our project team. Since then we have been working closely with our performance management coach and consultant Mr. Peter Bellmio.The Waterloo Regional Police Service (WRPS) Neighbourhood Policing model calls for the design of equitable police patrol zones based on calls for service from our community. It requires frontline patrol officers to be deployed at the right places and in the right numbers based on peak times of service demands. Assigning officers to specific geographic areas creates ownership of problems, improves police visibility, increases officer job satisfaction and provides a neighbourhood-based level of policing that encourages problem solving and community partnerships. It requires the WRPS to be able to measure the needs of our community at regular intervals to more quickly and effectively respond to growth and changing needs, to measure the results of our efforts and adjust accordingly, ensuring that we are being as efficient as possible. Through Neighbourhood Policing we will be able to report to our community the results of our actions and the return on their investment in us. Measuring patrol performance requires the WRPS to quantify the demands of our community on our frontline patrol officers, to measure the current level of service we are providing to our community and deliver changes necessary to meet improved performance goals. Using modeling software called Managing Patrol Performance (MPP), the following factors are continually measured, tracked and reported:
The Neighbourhood Policing model has several objectives:
Executive Office—Research and Planning Branch
Preliminary startup in 2008. Actual deployment that began showing efficiency results commenced in January 2011. Initiative is presently expanding to plainclothes officers’ duties.
Fiscal concerns and a need to provide a measureable result of policing costs to the community.
The consultant has an annual fee of approximately $25,000. Our MPP (lite) software and five licences were inclusive of the consultant’s fee. In addition, the consultant is paid $30,000 per year. There is no separate costing for MPP (lite). We have since transitioned to MPP (heavy) software and unlimited licences at a cost of $20,000. Our analyst is in a pay grade of $54,000-65,000 per year. We spent $6,000 on a computer and $2,300 on training.
The majority of the project has been phased in over time. The new shift schedule is a pilot project that is subject to a vote at the end of a two-year trial.
Key outcomes to date:
Neighbourhood Policing provides balanced policing services throughout the region with a goal of maximizing officers’ ability to do proactive work within the neighbourhoods they police.The service has a detailed account of what our officers are doing and the relative demands placed on them. Officers’ patrol time is analyzed and accountable to three categories: response to citizen-generated calls for service, administrative duties (court, lunch, reports, etc.) and proactive policing duties (crime prevention, traffic enforcement, etc.).We are continually looking to find efficiencies in policing.
To date, feedback has come from the police services board and the municipal council with respect to the updates they have received. They like the data results and charting that we have provided to show the change after one year of implementation.Anecdotally, we have noticed an increase in compliments on police visibility in neighbourhoods, but no formal tracking has occurred.
The project helps identify inefficiencies and generates change. It also assists in providing a balanced form of managing divisions across the region by creating a level playing field. Therefore an inefficient division will be identified quickly through data collection and analysis. For example, we found one division was spending 35 more hours a week on report writing than the other two divisions, yet the workload was evenly distributed. This prompted a review, and shared practices brought them in line with the other two divisions. Officers' time spent in their respective zones has increased due to the balance of workload. They are crossing zone boundaries less frequently, which results in faster emergency response times.
This is a large-scale initiative with numerous benefits, perhaps too many to explain in this survey. We can provide numerous documents that support this initiative.