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Doing More of the Same
Our Past Has Shown ,[object Object],[object Object]
The Problem:  Our old way of thinking  Doing more of the same is NOT working Reactive–post incident correction system Model of repair – not prepare Old paradigms are incomplete The problems have changed
The Shift We Are Taking ,[object Object],[object Object],[object Object],[object Object]
It’s Not Wrong – Just Incomplete ,[object Object],[object Object],[object Object]
Back to Neighbourhoods Re-Assurance Policing Comprehensive Policing  aka: Smart Policing
Prevention Becomes the Primary A mindset of ending, reducing and root problem-solving throughout the continuum 1. Upstream 2. Midstream 3. Downstream Becomes the primary – not the ancillary
Initiative PROACTIVE VICTIM OR CHANGE AGENT?
Guiding Principles: Directional Guidelines for 2009
Guiding Principles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Guiding Principles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Guiding Principles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Guiding Principles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Guiding Principles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
2009 Strategic Direction SCBCTAPS (Transit Police) to focus on the   core, foundational reasons for being established, and deliver exceptional results on these primary expectations
 
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SCBCTAPS STRATEGIC PLAN 2007-2011 2009 Strategic Plan Focus
Goal 1: Focusing on our CORE operational policing duties through a comprehensive policing approach with  our partners. ,[object Object],[object Object]
Goal 2: Valuing, developing & engaging  our most critical asset: our people. ,[object Object],[object Object]
Goal 3: Improving our internal and external communications. ,[object Object],[object Object],[object Object]
Goal 4: Enhancing our operational readiness  in preparation for the Canada Line and 2010 Winter Olympics. ,[object Object]
Goal 5: Delivering exceptional results  through wide-ranging Key Performance Indicators (KPIs). ,[object Object],[object Object],[object Object],[object Object]

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Doing More of the Same

  • 1. Doing More of the Same
  • 2.
  • 3. The Problem: Our old way of thinking Doing more of the same is NOT working Reactive–post incident correction system Model of repair – not prepare Old paradigms are incomplete The problems have changed
  • 4.
  • 5.
  • 6. Back to Neighbourhoods Re-Assurance Policing Comprehensive Policing aka: Smart Policing
  • 7. Prevention Becomes the Primary A mindset of ending, reducing and root problem-solving throughout the continuum 1. Upstream 2. Midstream 3. Downstream Becomes the primary – not the ancillary
  • 8. Initiative PROACTIVE VICTIM OR CHANGE AGENT?
  • 9. Guiding Principles: Directional Guidelines for 2009
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15. 2009 Strategic Direction SCBCTAPS (Transit Police) to focus on the core, foundational reasons for being established, and deliver exceptional results on these primary expectations
  • 16.  
  • 17.
  • 18. SCBCTAPS STRATEGIC PLAN 2007-2011 2009 Strategic Plan Focus
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.