ANNEX A
Ottawa Police Service
Semi-Annual Progress Report on 2010-2012 Business
Plan
(January to June 2010)
The Ottawa Police Service
regularly monitors and tracks progress of actions and initiatives identified in
the business plan. Every six months, a self-assessment is completed, the
results reported to the Police Services Board. The assessment summarizes
overall progress in meeting the business plan objectives, results and outcomes
achieved to date. The degree of progress is measured using the following
rating system.
Significant Progress On
Track Moderate Progress Limited
Progress
n
With the approval of the
2010-2012 Business Plan in December 2009, many start-up actions that support
the strategic priorities and goals in the Plan for a Safer Ottawa have
been initiated and progressing well. For example, the Business Plan
Implementation/Action Plan (I/A Plan) that identifies accountability, proposed
timeframe and actions to achieve outcomes of the strategic priorities, goals
and objectives has been developed, and each Directorate has completed their
2010 Operational Plan. These are valuable tools that assist in defining outcomes
and reporting.
Overall, the self-assessment
indicates many start-up actions that will continue to be a work in progress for
the remainder of 2010. Highlights of results achieved in the first two
quarters are referenced under the respective goal / objectives
While still early in the three year business cycle, there has been
demonstrated progress on many of the goals, and at this point there are no
indications of significant challenges to achieving the intended outcomes. Over the next six months, opportunities
and options to further enhance the monitoring, accountability and measuring of
results are being explored to improve transparency and to adopt a standardized
reporting framework that will continue to be meaningful for the community, the
Police Services Board and OPS members.
Reducing, Investigating and Preventing
Crime
Progress
1.0 Enhance
organizational capacity and partnerships that support a consistent and
effective response to early intervention and diversion, to prevent and reduce
youth crime.
Objectives
1.1 Develop and implement an early alert system for parents, advising them
when their children are encountering police in high-risk situations — where
there is a concern for future criminality or victimization.
1.2 Develop and implement a process
to screen and refer high-risk and at-risk youth displaying anti-social
behaviours to community-based programs and supports.
1.3 Increase capacity to serve more
youth engaged criminally through the current Youth Intervention and Diversion
Program and engage additional partners.
1.4 Support the siblings and families
of known and suspected gang members for referral to community-based programs
and supports.
1.5 Expand community capacity by
advocating for the creation of community-based programs that address the needs
of high risk and at-risk youth.
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Actions & Success Indicators
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Ø Create a screening tool and procedures
Ø Increase the number of referrals made through Youth
Intervention Diversion Program
Ø Increase the number of community-based referrals
made for siblings and families of known gang members
Ø Review and document gaps in youth policing programs
and activities
Ø
Identify community-led
restorative youth justice program options
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Results:
ü In April 2010, the Ottawa Police along with CHEO
Youth Net, launched a series of resource and information material to
reduce youth crime and victimization in Ottawa, through awareness of the
challenges of youth living with mental health concerns. Following the launch,
the 2010 OPS/Youth Net Mental Health Resource List was distributed. It is a
comprehensive guide to assist officers with resources for youth and/or family
in need of counselling or crisis intervention.
ü In partnership with the Child Development Institute, a
screening tool has been developed and will be piloted at the OPS in the Fall of
2010. This screening tool will serve to increase referrals of
children under age 12 who are showing signs of greater propensity towards
criminal conduct.
ü Consultation with representatives of the Regional
Safe School’s Committee were initiated in the spring 2010 to examine
future deployment options for School Resource Officers.
ü The OPS has taken advantage of the provincially funded
program, Youth in Policing Initiative. 46 youth are
participating this summer, an increase of 16 from 2009. The program is a summer
employment program for youth 14-17 years of age aimed to give young people, who
may experience barriers to success, an opportunity to develop job skills while
enhancing police and community relations.
ü Ongoing intelligence sharing / liaison
between investigative units and Youth Intervention officers to support
consistent early intervention and diversion.
2.0 Improve
assistance to victims through better support, information, referrals and
education.
Objectives
2.1 Establish criteria to ensure
timely, appropriate and sensitive response to the needs of victims.
2.2 Enhance service delivery to
vulnerable victims, including children, youth, the elderly, women, the disabled
and the diverse community.
2.3 Establish new and reinforce
existing partnerships in order to increase Ottawa Police capacity to deliver
quality service to victims.
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Actions & Success Indicators
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Ø
Complete
the Coordinated Victim Assistance Program (CVAP)
Ø
Increase
public satisfaction, measurable through survey results
Ø Evaluate and
report on victim service partnerships
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Results:
ü In April 2010, the Ottawa Police Service GLBT Liaison
Committee in partnership with the GLBTTO Community Centre of Ottawa hosted a
two day conference “Victims’ Voices Matter” to develop
relationships and create safety in the GLBT communities, with a focus on the
need to report hate-motivated incidents.
ü During Sexual Assault Awareness Month in
May 2010, the OPS supported the Ottawa Coalition to End Violence Against
Women’s (OCTEVAW) awareness campaign to end sexual violence against women and
children - “Clothesline Project – Bearing Witness to Violence Against Women”
ü In May 2010, amendments were made to the process of
obtaining consent from victims of crime that was introduced in
October 2009. The amended consent statement for victims will further
facilitate the officer’s ability to routinely and consistently offer the choice
of referral to the victim and obtain their signed consent.
3.0 Enhance
our ability to gather, analyze and share information to facilitate an
intelligence led approach.
Objectives
3.1 Develop strategies and tools to
enhance our ability to exchange appropriate information and intelligence
sharing with the community and external partners.
3.2 Develop processes and leverage
technology to facilitate the analysis, dissemination and retention of
information and intelligence organizationally.
3.3 Develop tools and training to
ensure that members have the necessary knowledge and skills to gather
information that will generate valuable intelligence.
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Actions & Success Indicators
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Ø Develop a strategy and tools to enhance the exchange
of information and intelligence
Ø Review and implement a solution to analyze,
disseminate and retain information and intelligence across the organization
Ø Develop intelligence tools and training programs
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Results:
ü Development of a standardized tool and protocols
for the reporting of calls for service in City parks, to be used in conjunction
with District summer youth initiatives.
4.0 Review and implement criminal
investigative best practices to achieve optimum crime solvency.
Objectives
4.1 Analyze investigative workload
and develop tools to assist in achieving optimum crime solvency.
4.2 Identify gaps and use technology
to improve efficiencies in solving crimes.
4.3 Establish, approve and implement standardized
operating procedures for investigative units to ensure efforts are focused on
crimes with high solvability factors.
4.4 Develop clear internal and
external communication strategies that provide context that explain the
outcomes and solvency rates of investigations.
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Actions & Success Indicators
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Ø Complete, approve and implement recommendations from
the Solvency Project
Ø Complete, approve and implement recommendations from
the Criminal Investigative Services Enhancement Project
Ø
Utilize existing communication
tools to report on solvency
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Results:
ü Installation of new video recording system
in the cellblock monitoring room that improves efficiency and security of
direct entry statement summaries.
ü Launch of the Intellibook Mugshot System in January
2010. In conjunction with the new
Intellibook mugshot system is the transition to the Intellibook livescan
(inkless) fingerprinting. The Forensic Identification Section assisted
with the transition and training that turned over fingerprinting duties to the
Special Constables in Central Cellblock and Court Security.
ü Following a best practice review of the process for
laying charges when an accused failed to appear in court, or for fingerprints, process
improvements were implemented to ensure compliance with standards and
streamline procedures
ü Continued progress on the CIS Enhancement
Project, which was launched in October 2009. Work is progressing well
with an examination of RMS caseload assignments and review of workload and
process reviews. A Role Overload research study has been
launched to determine the factors that precipitate feelings of overload in
individuals, how high levels of overload affect individuals and the employer,
and what strategies can be employed to effectively reduce overload and impact
work/life balance in the workforce. The OPS has enlisted the services of Dr.
Linda Duxbury, from Carleton University’s Sprott School of Business, a leader
in this research.
ü
From March 2009 to the same time
in 2010, there was a 122% increase in financial institution robberies. As
part of a broad robbery reduction strategy, the OPS in
partnership with Ottawa banks are using GPS technology.
ü Started as a pilot project in 2009, E-disclosure
now is fully operational and includes the majority of Adult Criminal
charges (out of custody) and all Young Offender charges (out of custody). Over
the next several months the OPS will be working with the Crown Attorney’s
Office to add specialty files (such as Federal cases as well as Domestic
cases), by the end of the year.
5.0 Employ
an intelligence-led enforcement approach to support the deployment of resources
to target priority areas and offenders in order to reduce and prevent crime.
Objectives
5.1 Increase the amount of officer’s proactive patrol time.
5.2 Develop
and implement enforcement strategies and intelligence tools to target priority
areas, and prolific and priority offenders.
5.3 Actively identify, monitor and target priority offenders.
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Actions & Success
Indicators
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Ø Develop and implement enforcement strategies to
target priority areas, as well as prolific and priority offenders
Ø Implement procedures to increase officers’ proactive patrol time
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Results:
ü Implementation of the new modified Patrol Shift
Schedule in May 2010
ü On June 1st, the Street Crime Unit
(SCU) concluded a five month project, primarily targeting the street
level trafficking of crack cocaine in Lowertown. Project Woody was the third
major project targeting the street level trafficking of narcotics, undertaken
by the SCU within the last eighteen months. Eighty-seven (87) individuals were
identified for arrest and following the June sweep, sixty-seven (67) targets
were arrested with the assistance of our NHO’s and the Beat/Demo Team. A total
of 322 charges, primarily related to trafficking of drugs and possession of
proceeds of crime were laid with approximately $68,000 in illicit drugs and
$9,500 in currency were also seized. A “project round-up” was initiated
whereby local media were invited to observe first-hand the arrest phase of the
project.
ü As a result of an increase of theft from vehicles in
the ByWard Market and Rideau Street areas. Central East NHO’s engaged the
assistance of the OPS Auxiliary in April to conduct a one day “Positive
Ticketing Campaign” to raise awareness and educate vehicle owners the
importance of vehicle security. Over 800 vehicle owners received this
information.
ü In the two week period following the conclusion of the
Project Round-up, NHO’s and Patrol officers working Lowertown
have reported a noticeable decrease in the number of visible street traffickers
preying on the vulnerable within this area of the City.
ü A three-day nuisance enforcement initiative
in Central Division was held in late May in partnership with By-Law Services
and the Alcohol Gaming Commission of Ontario to target on-going issues of
concern for residents, businesses and community groups across the Division –
traffic, liquor offences and disorderly conduct. Over 800 Provincial Offence
Notes and 35 criminal charges were laid.
Investing in Our People
1.0 Develop
Performance Management Strategies to enable supervisors to better develop their
staff.
Objectives
1.1 Ensure
all staff at Ottawa Police Service are trained in giving and receiving feedback
to manage performance.
1.2 Create a mobile employee record.
1.3 Review all organizational
competencies and link them to the development of staff through all Ottawa
Police Service processes and systems.
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Actions & Success Indicators
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Ø Design course training standards and implement
training in relation to performance feedback
Ø Implement an electronic employee records system
Ø Conduct a review of current Ottawa Police Service
competencies
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Results:
ü Feedback and continuous improvements to the PRP
system is ongoing, and a PRP Advisory Committee has been established
with a cross section of representation across the organization, to review the
process and provide recommendations for improvement.
ü In April, the OPS implemented a new employee
recognition program as part of the current Awards Policy that creates a
process, and consistent and fair evaluation parameters to acknowledge the work
of members. The new awards, Letters of Commendation, recognize individuals or
Sections for notable work, service and/or achievements by civilian and/or sworn
members.
2.0 Establish
training and development standards and expectations for organizational programs
and individual education.
Objectives
2.1 Develop an Ottawa Police Service
orientation program and guidelines for section specific orientations.
2.2 Implement individual development
plans as part of the Performance Review Program.
2.3 Deliver an employee coaching
framework that recognizes the needs of the organization and serves to develop
both partners.
2.4 Review and revise organizational
training material to ensure its currency and that it is reflective of
diversity, ethics and service excellence.
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Actions & Success Indicators
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Ø Develop an Ottawa Police Service orientation
program. Develop standards and timelines for section-specific orientation
programs
Ø Develop a framework and standards for
employee–manager interaction to facilitate creating an individual development
plan
Ø Develop an employee coaching framework that works
within the Leadership Development Strategy
Ø Conduct a review of current Ottawa Police Service
training materials
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Results:
ü In May 2010, the Professional Development Centre launched
the delivery of mandatory Suspect Apprehension Pursuit training for all sworn
and communications personnel, through an innovative e-learning
format provided by the Canadian Police Knowledge Network.
ü Six OPS members recently graduated from Charles Sturt
University, Bachelor of Policing Program
ü An internationally recognized expert in crisis
negotiations was brought to the OPS Professional Development Centre in order to
conduct a three day course in crisis negotiations for emergency call
takers. Organized and facilitated by the OPS Communications Centre
staff, the cost-recovery workshop included attendees from numerous partner
agencies and marked the first time such training has been made available in
this Region.
ü In April the OPS hosted the spring session of the Ontario
Law Enforcement Planners Symposium on the theme of “Leadership and
Accountability in Law Enforcement Planning”.
ü In June 2010 two seminars were delivered
to assist with the recognition of stress in the work place. Over 60 mid level
and upper level managers attended.
ü A total of five call centre members attended “Mentor
Training” which taught training styles and documentation/tracking
requirements to assist with the development of a Call Centre orientation
training package.
ü To assist all sworn members in
planning their career, a competition for the career management specialist –
Tenure, has been completed and the successful candidate will begin in October
2010.
3.0 Establish
a leadership development strategy.
Objectives
3.1 Review current leadership content accessed by Ottawa
Police Service members, identify any gaps and create an internal leadership
framework.
3.2 Establish a strategy to financially support external
academic development and create guidelines for access to outside education.
3.3 Formalize
a mentoring program to include criteria, goals and deliverables.
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Actions & Success Indicators
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Ø Conduct a review of current Ottawa Police Service
leadership courses
Ø Establish criteria and mechanism for financial
support of external education
Ø Create a formal mentoring program
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Results:
ü No details to register during this reporting period.
4.0 Support
recruitment, retention and development.
Objectives
4.1 Renew the roles and objectives of our external
partners in their support of outreach and recruitment.
4.2 Establish an Employer of Choice Advisory Council to
foster positive recruitment and retention practices and processes.
4.3 Create a succession planning strategy that includes all levels of the
organization, to guide and promote succession within the organization.
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Actions & Success Indicators
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Ø
Create an updated charter for
the activities of COMPAC and any other relevant external resources used in
Outreach Recruitment
Ø
Establish an Employer of Choice
Advisory Council with terms of reference
Ø Create a succession planning policy for senior
officers, sworn members, and civilian members
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Results:
ü In May 2010, the
Alternate Work Schedule (AWS) was approved as a one year pilot
project by Chief White. This program was developed in consultation with the
Ottawa Police Association and it will offer alternate work arrangements for
interested sworn members.
ü Succession Planning
ü Based on the work of the Civilian Career Initiative,
over 25 recommendations for improvement to the civilian competition process
have been brought forward and approved by Chief White over the past 6 months. A new streamlined and efficient civilian staffing
requisition process was introduced in June
with additional development in progress to prepare for the launch and
implementation of the new processes and training in September 2010.
ü The Tenure Design Team which designed this new career
development tool was awarded the 2010 Mercer Vision Award for Human
Resources Innovation presented at the 9th Vision Awards Gala
on April 28, 2010.
ü Over the past year and a half, the OPS has launched a
standardized and transparent approach to the promotion process at
all ranks. Over 200 candidates have entered the various promotion processes.
A three-year promotion process cycle has been introduced to support members in
the personal career planning. The recent Superintendent promotional process
is an example of how the OPS will ensure that a pool of high calibre leaders
will be available to assume key roles in the organization by utilizing a
competency-based promotion process that is fair, consistent and accessible.
Enhancing Partnerships and Interoperability
Progress
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Actions & Success Indicators
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Ø
Develop a Business Continuity
Plan in collaboration with the City of
Ottawa, and other policing and emergency services partners
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Results:
ü Significant organizational resources have been
dedicated to the planning and deployment for several major events
over the past several months (Chinese Presidential visit, G8, earthquake, G20,
Queen’s visit, Canada Day) in collaboration with Operation INTERSECT partners.
ü To increase organizational capacity and response, the
position of Program Manager Operation
INTERSECT has been created and will be responsible for managing the continual
functions of the Operation INTERSECT program including working with all private
and public stakeholders to provide a coordinated approach to public safety in
the National Capital Region (NCR) and providing continued support to the
Operation INTERSECT governance structures and its ongoing programs and
processes.
ü Increased flow of information and improved
communications between the OPS and partners at the Airport through the Airport
P3 Working Group and the Airport/Taxi Union Working Group.
2.0 Develop
an internal and external communications network to improve information sharing
and intelligence gathering with the community, the City of Ottawa, emergency
service and policing agencies.
Objectives
2.1
Develop strategies and tools to
enhance internal communications and intelligence sharing.
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Actions & Success Indicators
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Ø Complete, approve and implement recommendations from
the Criminal Investigative Services Enhancement Project
Ø
Review best practices and
implement an educational strategy to assist the community in contacting the
Ottawa Police Service for information and resources
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Results:
ü In April, the OPS implemented a new employee
recognition program as part of the current Awards Policy that creates a
process, and consistent and fair evaluation parameters to acknowledge the work
of members. The new awards, Letters of Commendation, recognize individuals or
Sections for notable work, service and/or achievements by civilian and/or sworn
members.
ü
To improve communications /
information between the OPS and owners, an inventory of all bars in Central
District has been completed.
ü
Improvements have been made to
communication and intelligence sharing protocols amongst special operations
units; NHO’s, CPC officers, District Investigators and Patrol officers to
maximize outcomes, efforts and response to operational projects and targeted
policing activities.
3.0 Expand
and enhance sustainable community partnerships that promote positive
interaction and continual dialogue to meet community and operational needs.
Objectives
3.1
Document existing partnership
frameworks and protocols with partner groups, emergency service providers and
agencies.
3.2
Leverage opportunities arising
from partnerships, including joint training initiatives, practical exercises,
joint planning sessions and improved protocols to better respond to planned and
unplanned major events.
3.3
Ensure continuity and sustainability of operational community
partnerships.
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Actions & Success Indicators
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Ø
Inventory and review gaps in
existing partnerships
Ø
Align partnerships with the
Ottawa Police Service Business Plan objectives
Ø Develop tools and approaches that will assist in
building capacity within the community
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Results:
ü
Partnerships and ongoing dialogue
with the community bring the community and police together to create a
culture of mutual respect and build strong communities and
understanding. The OPS in partnership with the community celebrated Italian
Week, Vietnamese Culture Month, Asian Heritage Month, Irish Week, Black History
Month, Festival franco-ontarien and Baisakhi.
ü
The OPS participated in the
Catholic Immigration Center’s Community Cup held in June 2010, an
opportunity for the community to come together and celebrate their diversity.
ü
Over 60 events and activities were
held during Police Week (May 9 to 15) in celebration of the theme
of “Building Partnerships for a Safer Community”.
ü
The Aboriginal Working Committee
of the City of Ottawa, the OPS, Aboriginal service providers and the Ottawa
Carleton District School Board held a soccer mentoring program for
children 8 to 12 who are interested, but have never participated in the
sport.
4.0 Leverage partnerships to create an accessible police service that
meets the requirements of the Accessibility for Ontarians with Disabilities Act
(AODA).
Objectives
4.2 Leverage
partnerships with accessibility groups and organizations to support education
and awareness campaigns, programs and initiatives for persons with disabilities
that relates to policing and crime.
4.3 Build
organizational capacity to support the implementation of the police service's
accessibility plans and initiatives.
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Actions & Success Indicators
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Results:
ü In April 2010, the Ottawa Police along with CHEO
Youth Net, launched a series of resource and information material to
reduce youth crime and victimization in Ottawa, through awareness of the
challenges of youth living with mental health concerns. Following the launch,
the 2010 OPS/Youth Net Mental Health Resource List was distributed. It is a
comprehensive guide to assist officers with resources for youth and/or family
in need of counselling or crisis intervention. This initiative was funded by
the Ministry of Justice.
ü The Ministry of Justice also provided OPS with funds
that afforded the creation of a joint initiative with the Provincial Center of
Excellence for Child and Youth Mental Health. This partnership resulted in the
development of a Comprehensive Resource Guide for Police on Child and Youth
Mental Health. This book will be made available online to all members of the
OPS and professional colleagues working with children and youth afflicted by
mental illnesses.
ü To ensure compliance with the first AODA released
standard of Customer Service by January 2011, initial training was completed in
March 2010 to front line officers at patrol training days.
ü
In partnership with Autism
Ontario, Ottawa Chapter, the OPS launched on World Autism Awareness Day, the Autism
Registry pilot project that will assist police with information about
emergency contacts, physical descriptions, known routines, favourite
attractions and special needs of autistic persons who have self registered.
Expanding
Public Education, Community Engagement and Mobilization
Progress
1.0 Assess and
develop priorities for public education in every division and expand education
about police services and structure where beneficial
Objectives
1.1 Establish and support delivery of
public education priorities through front-line officers and specialty section
expertise.
1.2 Develop an Ottawa Police Service
public education strategy and implementation plan.
1.3 Review and renew the public
education campaign “Make the Right Call” to ensure the public knows when
and why to call the police.
1.4 Examine and utilize new and
emerging technologies to identify which ones can be successfully leveraged to
educate and engage the public.
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Actions & Success Indicators
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Results:
ü In May, the OPS released the 2009 Crime, Police
and Traffic Statistics for the City and by Ward. The data in the
report helps the OPS and the community to further identify problem areas and
enhance our community problem-solving efforts.
ü The Ottawa Police Services Board hosted an information
and education session on Child and Youth mental Health as part of
its community outreach and engagement strategy June 22. Discussion topics
included understanding the implications of child/youth mental health,
de-stigmatizing mental illness, crime prevention and available resources.
ü Starting in February Rogers TV launched “On
Patrol with the Ottawa Police”, a 10-part series that examined the
police service and highlighting the many partnerships between the OPS and the
community.
ü Development of a revised Robbery Prevention
communication material.
ü As a means to educate the community on traffic,
pedestrian, bicycle and road safety the OPS participates in the City of
Ottawa’s Integrated Road Safety Program, and regularly conducts a
number of enforcement campaigns and initiatives to increase compliance with
safe driving, pedestrian and bicycle measures, such as the RIDE program, ERASE
(eliminate Racing Activity on Streets Everywhere), proper use of seat belts and
child restraints, Distracted Driving, campaigns to reduce aggressive driving,
speeding, following too closely, running red lights and stop signs, to name a
few.
2.0 Recognize
and support the value of community engagement from the front-line and specialty
sections.
Objectives
2.1 Expand the current rewards and
recognitions to include members who are community builders.
2.2 Develop suitable training and
relationship building opportunities for Ottawa Police Service members to
participate and contribute to community engagement activities.
2.3 Designate and measure the impact
expected from specific community engagement activities.
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Actions & Success Indicators
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Results:
ü The OPS recognized the 360+ active volunteers in
the OPS, and the members who give their time and energy to many
community organizations during National Volunteer Week (April 18 to 24).
3.0 Mobilize
communities around priority policing issues including reducing youth and
domestic violence, positive youth outreach, reducing drug-related crime and
crime prevention through social development initiatives.
Objectives
3.1 Review and renew community
mobilization activities to ensure they are in alignment with the operational
goals of the business plan.
3.2 Develop suitable training
opportunities that support front-line and specialty section personnel and
community members to participate and contribute to community mobilization
activities. Training could include presentation skills, event planning, public
speaking, media relations, outreach and trust building techniques, and
problem-solving in a community-based environment.
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Actions & Success Indicators
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Results:
ü At a presentation in Kingston on June 16, the
community program, Lowertown Our Home Safety Project, was awarded
the Ontario Association of Chiefs of Police 2010 Community Mobilization award,
in recognition of the community mobilization efforts of the residents of
Lowertown East, in partnership with the OPS and 13 other community groups to
improve the safety and security of their community.
4.0 Align
Ottawa Police Service education, engagement and mobilization efforts with those
of the City of Ottawa and partner agencies and organizations, and link
activities with operations.
Objectives
4.1 Develop a strategy and
associated communications tools intended for supervisors which will update them
on the work of front-line officers and specialty sections working on education,
engagement and mobilization efforts.
4.2 Develop strategies to allow
front-line officers to attend and spend time at community events as part of
their assigned duties.
4.3 Ensure that District and
neighbourhood initiatives in patrol divisions are aligned with the City of
Ottawa’s Community Development Framework and Crime Prevention Ottawa’s
2010-2012 Strategic Plans.
4.4 Review Divisional operational
plans and link, where possible, with partner groups to support established
public education priorities and community mobilization efforts.
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Actions & Success Indicators
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Results:
ü In partnership with the City of Ottawa and the opening
of the Hunt Club Riverside Community Centre, a new initiative, the Hunt
Club Riverside Drop-in pilot project is intended to give members of the
public access to front line police officers in a welcoming environment.
Overall Progress Status