ANNEX A

Progress:  2013-2015 Business Plan

 January to June 2014

The Ottawa Police Service monitors and tracks the progress of actions and activities that support the implementation of the 2013-2015 Business Plan’s 14 goals and 44 objectives. A self-assessment is completed every six months and the results reported to the Police Services Board, the community and members of the Ottawa Police. 

Overall Progress Q1/Q2 Year 2 Implementation – ON TRACK

Following the adoption of the Business Plan in March 2013, the OPS embarked on a renewed planning framework and the development of Directorate Operational Plans to define the initiatives and projects to put the strategic priorities into action.   Operational Plans developed for each Directorate identified the specific activities, initiatives and outcomes at the operational level, as well as identify interdependencies and horizontal linkages across the Ottawa Police Service to ensure implementation success.

This progress report highlights the key actions and outcomes undertaken by front line officers and civilians over the first two quarters of 2014. The self-assessment identifies strong progress to date, as the needle has moved from moderate progress at the end of 2013 to on track for the first two quarters of 2014.  There has been strong progress made on a number of projects that will improve service to citizens while bringing potential cost savings and increasing capacity.  These initiatives include the refresh of the OPS web site; introduction of on-line reporting; soft launch of the Collision Reporting Centre at Huntmar Station, Ethics Sessions, refit of existing space to serve as a Service Command Centre, launch of the Workplace Innovation project and continued progress on SI.  

Si has identified transformed opportunities to improve service into a series of projects across the organization, ranging from operational, multi-directorate, and/or organizational in scope and scale:

· Demand Management – Control System and Alternative Response Options

· Deployment Model – Sustainable, Dynamic and Effective Alignment of Resources

· Investigative Model – Prioritization, Solvability and Resource Optimization

· Multi-Agency Group – Joint Working, Joint Problem-Solving and Joint Evaluation

· Court Process Model – Improving Effectiveness and Efficiency

Supported by an outcome-based culture:

· Performance Management Framework – Accountability, Transparency and Performance

Enabled through the effective use of information:

· Evidence Based Decision-Making – People, Process and Systems

In early April the Service Initiative Program launched into Phase 3; project sponsors have put together strong teams with subject matter experts from within the police service in addition to project management and change management expertise that will take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities. The project teams are actively engaged at all levels.  The projects are at different stages and this is being managed and coordinated through our Program Management Office.  All projects have touch points with other strategic projects within OPS such as the Workplace Improvement Plan and Information Management with all projects proceeding with firm alignment to the OPS business plan, operational plans, and a focus on Provincial Adequacy standards.  The Si Program office is currently launching integration activities to address the interdependencies within each project and weekly updates have provided awareness of the gaps/opportunities as the Si Program moves forward into the design and implementation phase.

Additionally, the OPS continues its engagement of stakeholders and the community in moving forward with the Guns and Gang Strategy, Violence against Women and Road and Traffic Safety initiatives, which are included in this self assessment.  Key accomplishments achieved during the reporting period have been grouped within each of the four strategic priorities.

PVALUE:   Delivering Strong Performance and Social Value

Goals:

V 1.0   Ensure that the Ottawa Police Service continue to evolve in and evaluate its contribution to a safe and healthy community

V 2.0   Promote meaningful organizational changes that embrace innovation and efficiency, and focuses on employee engagement to enhance Ottawa Police Service performance value

V 3.0   Collaborate with other agencies to evaluate and identify sustainable policing costs to obtain the best value products and services that maximize productivity and efficiencies

VALUE - Delivering Strong Performance and Social Value
Success Indicators	Actions & accomplishments during the reporting period
Develop a community engagement and volunteerism strategy and tracking mechanism	ü Si Multi-Agency Group project.  The Project Sponsor has put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Develop a Corporate Social Responsibility Framework	ü Current practice research, practices and approaches to Corporate Social Responsibility have been completed with a draft OPS framework that recognizes the value and impact of OPS programs and services in the community to be developed by Q3 2014.
Build on the current Ottawa Police Service Ethics Program	ü The 2014 OPS Ethics Sessions were held May 13 and 14, that brought together 125 participants from inside the OPS and external agencies to engage with an excellent line up of speakers and panellists.  Highlights of the sessions included Mr. Richard Rosenthal, Chief Civilian Director of the Independent Investigations Office of BC and a former Deputy District Attorney in Los Angeles.
Enhance performance metrics within the current Performance Monitoring framework (quality of life indicators)	ü Si Performance Management Framework project.  The Project Sponsor has put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Publish annual Performance Monitoring Report	ü Si Performance Management Framework project. The Project Sponsor has put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Evaluate and identify business functions to improve efficiencies through Service Initiative (SI)	ü During the last 6 months the Service Initiative has moved through Phase 3 which involves project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities ü Identification of efficiency initiatives through Directorate Operational Plans.  Opportunities being assessed in context of the Service Initiative Roadmap
Identify performance metrics	ü Si Performance Management Framework project. The Project Sponsor has put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.

COMMUNITY:   Engaging and Investing in our Partners

Goals:

C 1.0   Adopt and implement the Provincial Community Mobilization and Engagement Model and Crime Prevention Framework.

C 2.0   Develop an organizational strategy that will improve/enhance internal and external communication, while leveraging new technologies.

C 3.0   Examine existing internal and external partnerships to identify collaborative opportunities which will enhance service delivery, add value and identify gaps.

COMMUNITY - Engaging and Investing in our Partners
Success Indicators	Actions & accomplishments during the reporting period
Create a centralized database to access information on referral services	ü Si Multi-Agency Group project. The Project Sponsor has put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Leverage social media platforms to improve internal and external communication	ü In May 2014 the OPS launched a new look to ottawapolice.ca that features an accessible design under the accessibility guidelines brought forth by the Province of Ontario, a simplified navigation, an upgraded search engine, a new Online Reporting System and online forms for feedback, and a number of crime prevention programs, an interesting and useful app for mobile users.   Future enhancements are being planned. ü The OPS continues to see a great deal of activity on all the OPS social media accounts that now range from Twitter to Facebook and Pinterest.   Twitter alone has over 23,300 followers.  The OPS are expanding into several new platforms like LinkedIN, Instagram and Tumlbr to reflect the growing breadth of social media being utilized by residents.
Develop online user surveys	ü A value added feature of the refreshed ottawapolice.ca, is the functionality for online user surveys and community polling
Enhance performance measures for community satisfaction and quality of life	ü Si Performance Management Framework.  The Project Sponsor has put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Review and update documentation of existing partnership frameworks and protocols with partner groups, emergency service providers and agencies	ü Si Multi-Agency Group project. The Project Sponsor has put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.   ü Since its inception in 2006, the Flag and Banner Recognition Program has grown to include approximately 22 communities with annual events.  These events have included a flag / banner unfurling, internal and external communications, speakers from the community, OPS, and the City, refreshments and, at times, entertainment.  In January 2014, the lobby portion of the Flag and Banner Program was deferred, pending a full review to identify opportunities for: continued communication and trust-building enhancement; potential alternatives for community relationship-building; cost sustainability; and the development of an evaluation tool to ensure consistent achievement of objectives.  The review is in progress.
Identify gaps and partnership opportunities	ü Ending Violence Against Women is a priority for the OPS and we continue to do a lot of great work with respect to VAW through sections such as Partner Assault, Sexual Assault and Child Abuse, Youth, Elder Abuse, our Victim Crisis Unit, and Patrol.   The three areas of focus: research, prevention, and response.   The OPS is in the process of entering into a research agreement with the University of Ottawa with the goal of gaining a better understanding of VAW in Ottawa and how our Service responds and investigates it.   The University will also be assisting in developing a process to interview VAW victims to help evaluate our areas of strength and for improvement, with respect to police response.  The research is expected to be completed by the Spring of 2015.  The OPS is partnering with the Ottawa Coalition to End Violence Against Women (OCTEVAW) and Crime Prevention Ottawa, on a public awareness campaign to be launched in the Fall of 2014. The campaign will build on OCTEVAW’s existing “I can MANifest change” campaign and focus on positive messaging that targets an audience typically left out of VAW discussions — men and boys. Finally, we are looking at holding a community consultation to help us develop tangible ways to improve our response to VAW, both as a police service and together with, and through, our partners. ü Engagement is a priority of the OPS, with engagement and outreach to our diverse communities through a number of programs such as the OPS Flag and Banner events and participation / recognition of Alzheimer’s Awareness Month, Black History Month, Chinese New Year, Irish Week, International Women’s Day, International Day for the Elimination of Racial Discrimination, National Victims of Crime Awareness Week, International Day of Awareness about epilepsy (Purple Day), International Day of Pink, Vaisakhi, Passover, Asian Heritage Month, Haitian Flag Day, International Day Against Homophobia/Transphobia, Aboriginal Awareness Week, the Annual Clothesline Project, National Aboriginal Month, Italian History Week, Savuot, and Anniversary of Philippine Independence and Heritage Week. These celebrations help our Service build relationships and also assist in promoting cultural and religious awareness within policing. ü Phase XII of the OPS Soccer Mentoring Program started in January and ended in April at W.E Gowling Public School, bringing at-risk children and OPS members together to learn the fundamentals of soccer and build relationships in the community. ü Si Multi-Agency Group project. The Project Sponsor has put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Conduct community consultation regarding crime prevention priorities	ü Police Week 2014, May 10 to 14, the OPS partnered with the Ministry of Community Safety and Correctional Services and community groups to promote policing as a crucial component in building strong and healthy communities.  Planned events showcased the various policing, community and crime prevention programs and police agencies (OPP, RCMP, Military Police) in Ottawa along with a Prescription Drug Drop off promotion, focused on the theme of Building Community Partnerships, inspired by Sir Robert Peel’s policing principle #7. ü On June 8, the OPS welcomed over 1300 visitors to the Doors Open Ottawa event at two locations, the Professional Development Centre at Algonquin College and 474 Elgin Street.  The OPS offered building tours, demonstrations of the bomb robot, Tactical Unit, defensive tactics, firearms and Conducted Energy Weapons and vehicle and equipment displays.  ü Si Multi-Agency Group project.  The Project Sponsor has put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Additional indicators	ü Road and traffic safety is a priority for the community and the OPS.  During Canada Road Safety Week from May 13-19, the OPS and its partners put a special focus on this priority with increased enforcement and education.  This is in addition to the ongoing Safer Roads Ottawa Program, the OPS and its partners focus on education and enforcement.  Every month the Ottawa Police Service’s Selective Traffic Enforcement Program (STEP) focuses on initiatives that are relevant to the time year, to improve road and traffic safety –motorcycle safety, speeding, impaired driving, unsafe vehicles, distracted driving, aggressive driving to name a few.   To coincide with the return to school after the holiday break, the East District Traffic Section conducted a two-day School Enforcement Campaign that covered over 20 schools from all four school boards, focusing on driving offences near school zones and school bus related offences.

MEMBERS:   Engaging and Investing in our People

Goals:

M 1.0   A workplace where members are engaged in achieving a shared vision

M 2.0   A workplace that puts a priority on the health and well being of its member

M 3.0   A workplace that enables members to have a robust, challenging and fulfilling career

M 4.0   A workplace that values and demonstrates ethical leadership at all levels

M 5.0   A workplace of choice

MEMBERS - Engaging and Investing in our People
Success Indicators	Actions & accomplishments during the reporting period
Improve Engagement by focusing on the 4 drivers of engagement / scores	ü Patrol Directorate launched a research initiative that involved front-line patrol officers, platoon leadership teams and senior officers in a collaborative process to develop plans to support front-line engagement.  The research was completed and received academic approval in March 2014.  Recommendations are being considered within the Patrol Directorate and may provide context for SI initiatives including Deployment Model and Performance Management Framework.
Profile  members’ community engagement and volunteerism	ü At the Annual Ontario Women in Law Enforcement (OWLE) Awards Banquet 38 OPS members were recognized for their hard work, dedication and contributions in policing and the community ü In June the Ottawa Police Services Board and the OPS hosted the annual Police Awards Ceremony to recognize members who have shown dedication and commitment to the Service and for the contributions they have made to the community, whether locally or abroad ü In February the OPS was presented with a “Community Builder Award” at the Global Community Alliance Annual Gala and Award Ceremony, in recognition of the professional service of members, our community engagement and our efforts with respect to the dialogue related to racial profiling
Develop early intervention and peer support program, training and tools	ü Research into Early Intervention best practices across North America and Australia has been conducted and a business case outlining options for implementation has been completed along with an implementation plan.
Evaluate the Real You Program	ü Following the tabling of the results of the 2011-2012 survey results of the Real You at the March 2013 Ottawa Police Services Board, program and participant data has been captured for Phase 3 of the Real You Program, in preparation of the evaluation of the program to start in the Q3 2014.
Develop health, wellness assessment tools and metrics	ü To support the health and well-being of members, the Professional Development Centre hosted a workshop on Personal Resiliency in Policing ü Review and redesign of Attendance Enhancement Program completed and implemented for 2013. ü Research and the preparation of a business case for the development of a Health and Safety management system, tools and metrics in progress.
Develop a mobile worker concept	ü Through the Workplace Innovation Project, all OPS members were surveyed for their opinions on their current work environment, what works well and what can be improved, to provide ideas and assist the organization in planning for the new workplace
Create framework, develop a mentorship program to support recruitment, retention and leadership development.	ü The 2014 Superintendent Promotion Process was initiated in March 2014, to ensure a pool of high calibre, ethical leaders available to assume key leadership roles in the organization ü The OPS continues its investment in the Civilian Career Initiative (CCI) Program by continually reviewing and improving the civilian completion progress and providing improved communications, workshops and training opportunities for members / candidates and hiring managers.  A new Acting Assignment process was implemented in March 2014 to provide developmental opportunities for civilian members and allow managers the ability to ensure operational coverage during short term vacancies not greater than 2 months.
Enhance Performance Review Process system	ü Si Performance Management Framework project.  The Project Sponsor has put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Review of organizational competencies	ü Si Performance Management Framework project.  The Project Sponsor has put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Develop in-house supervisor training	ü Research on current best practices and inventory of current leadership and management training for sworn and civilian members in progress, results and action plan expected to be ready by Q4 2014
Develop leadership training to all ranks that provides career-long development and support to members	ü In January, the Professional Development Centre developed and launched a new Communication and De-escalation training module and associated tools as part of Block Training.  A tool to assist officers in specific techniques, approaches and also covers dealing with individuals in mental health crisis. ü Research on current best practices and inventory of current leadership and management training for sworn and civilian members in progress, results and action plan expected to be ready by Q4 2014 ü The Professional Development Centre hosted a number of specialized training workshops on a number of topics relevant to front-line policing, such as new models of investigative interviewing
Continued development and enhancement of Ethics Program	ü The 2014 OPS Ethics Sessions were held May 13 and 14, that brought together 125 participants from inside the OPS and external agencies to engage with an excellent line up of speakers and panellists.  Highlights of the sessions included Mr. Richard Rosenthal, Chief Civilian Director of the Independent Investigations Office of BC and a former Deputy District Attorney in Los Angeles.
Develop an Annual Recruitment Plan	ü The results of the 2012 Workforce Census were tabled with the Ottawa Police Services Board in May. The census is an excellent way to better understand the needs of the organization and individuals.  Members were invited to provide feedback and offer suggestions at  information sessions following the release of the results ü Current and best practice research on civilian and sworn recruitment approaches and practices in progress ü In early June, the OPS hosted a Women-only information session and PREP test workshop on the OACP Constable Selection process for women interested in a policing career
Develop new marketing material	ü The development of new recruiting materials and social media recruiting campaign in progress.
Reinvigorate internal and external recruitment champions	ü Under review.
Additional Indicators	ü To provide members with a safe and secure working environment, following an extensive security review of all OPS facilities, a number of security enhancements are to be implemented over the next 18 months to improve member and public safety in public areas ü In January, the Civilian Job Evaluation was launched via internal communication to members including information sessions.  The 2014 Job Evaluation Cycle and the future maintenance program will ensure that the OPS has a program to assess the relative value of jobs within a job hierarch that establishes and maintains internal equity and fair compensation

SERVICE:  Delivering Quality Service in Operations

Goals:

S 1.0    Strengthening police service through innovation, leveraging technology and professionalism by our members

S 2.0    Define and strengthen our partnerships with service providers and community agencies that support our policing responsibilities

S 3.0    Ensure that our policing model is sustainable for the future

SERVICE - Delivering Quality Service in Operations
Success Indicators	Actions & accomplishments during the reporting period
Identify opportunities that will create efficiencies and leverage technology	ü The online crime reporting tool was launched in May 2014 that allows reports to be taken for specific crimes online at ottawapolice.ca, including theft or lost property under $5000, traffic complaints, mischief or damage to property under $5000, theft from vehicles under $5000 and lost licence plates.   This tool was one of several enhancements to ops.ca ü The development of a 5 year technology upgrade roadmap for front-line policing vehicles was initiated in March.  With the support of a working group, the first step involved the collection of member’s feedback and suggestions on current issues, challenges, priorities and identification of potential technological solutions that will respond to current and future operational needs. ü The OPS plays a critical role and is partner in the City of Ottawa Emergency Management Program.  As part of the OPS Emergency Management Planning, effective March the OPS introduced a new Internal Notification System (INS).  Through this secure technology, the capability exists to notify the entire Service and specific sections, in delivering important information.   As well, the OPS has refit existing space to serve as a Service Command Centre, a centralized location for OPS members to convene in response to a major incident or planned event. ü In April the hours of operation for front desk services at the OPS 474 Elgin were adjusted to meet the current public demand for service.   This is part of the Service Initiative which is reviewing when and where resources are placed and deployed based on demand. ü Following extensive research, community and member consultation a measured approach to improving ready access to Conducted Energy Weapons on the front line, who meet certain Board approved criteria.   The two-year deployment plan was approved in April 2014 that will include the purchase of up to 100 CEWs in 2015 and will optimize CEW deployments by reprioritizing current distribution.  ü The Tiered Response Agreement was formalized by the Ottawa Police Service, Ottawa Fire Services and the Ottawa Paramedic Service in order to provide timely and accurate information when responding to calls for service, and will permit each organization to match resources and emergency vehicles to the on-scene information, adjusting response priority and supporting public and emergency responder safety ü A new electronic parade (eParade) system was introduced in February.  In addition to providing time and cost savings, eParade moves from a manual parade process to one that provides digitized data.   It will improve operational effectiveness by enabling the right people to get to the right information at the right time ü Early March marked the soft launch of the initial testing of a Collision Reporting Centre (CRC) at Huntmar Station.   A phased implementation approach has been adopted to help identify and resolve issues in a timely manner.   The OPS continues to move forward with full implementation at Huntmar later in 2014, along with Elgin Street and 10^th Line stations ü Si Demand Management, Deployment Model, Investigative Model, Court Process Model and Evidence Based Decision-Making projects   The Project Sponsors have put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Identify, develop and enhance support to victims and vulnerable populations	ü In partnership with Algonquin College, St. Joe’s Women’s Centre and PACT Ottawa, the OPS Victim Crisis Unit hosted a workshop, panel discussion and community development session titled:  Not for Sale:  Mobilizing our Community to Support Victims of Human Trafficking ü To enhance supports to individuals with mental health or substance use issues, the OPS is making use of a diversion program call the Targeted Engagement and Diversion (TED) Program.  A voluntary program created for homeless individuals living with mental illness and /or substance use disorders that frequently come in contact with emergency medical services or are the subject of public disorder complaints.   ü Police officers are often the first line of support for someone involved in a complex or traumatic event.  As part of National Victims of Crime Awareness Week in April.  2-1-1 and the OPS Victims Unit have partnered in a campaign and resources to make this easy-to-remember number the go-to resource for victims and vulnerable people who don’t know where to turn for community support and services. ü Si Demand Management, Deployment Model, Investigative Model, and Court Process Model projects The Project Sponsors have put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Leverage social media platforms to create community awareness of crime prevention and crime reduction strategies	ü In May 2014 the OPS launched a new look to ottawapolice.ca that features an accessible design under the accessibility guidelines brought forth by the Province of Ontario, a simplified navigation, an upgraded search engine, a new Online Reporting System and online forms for feedback, a number of crime prevention programs, and an interesting and useful app for mobile users.   Future enhancements are being planned.
Develop a strategy to respond to problem addresses and areas of high call volume	ü In late February, police officers from OPS Central Neighbourhood officers and Direct Action Response Team assisted by East and West NHOs, Canada Border Services Agency and the Ottawa Community Housing Safety Services (CSS) took part in a two day joint initiative aimed at targeting criminal activity, with an emphasis on home takeovers.  ü Acting on complaints received from local residents and business, the OPS Street Crime Unit charged 28 people with drug trafficking and other related offences following a week long enforcement campaign focused on George Street in March ü A two year joint forces police operation, Project Anarchy, involving the OPS, the OPP and the RCMP resulted in 75 charges against a total of nine individuals, the seizure of 24.5 Kilograms of cocaine with an approximate street value of $12.24 M, 10 vehicles, 4 firearms and 2 imitation firearms, along with the dismantling of an Ottawa-based drug trafficking network ü Si Demand Management, Deployment Model, Investigative Model, projects. The Project Sponsors have put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Enhance performance metrics within the current Performance Monitoring framework	ü Si Performance Management Framework project.  The Project Sponsor has put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Review current deployment plans (e.g. District mapping) to respond to current needs	ü Si Deployment Model, Investigative Model and Multi-Agency Group projects. The Project Sponsors have put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.
Leverage technology to facilitate an information-led approach	ü Si Demand Management and Evidence-based Decision-Making projects.  The Project Sponsors have put together a strong team with subject matter experts from within the police service in addition to project management and change management expertise to take us through project planning and execution to close out.   This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities.   ü A new electronic parade (eParade) system was introduced in February.  In addition to providing time and cost savings, eParade moves from a manual parade process to one that provides digitized data.   It will improve operational effectiveness by enabling the right people to get to the right information at the right time