sarnia police service 2011-2013 business plan · 6 the sarnia police service business planning...

Sarnia Police Service

2011-2013 Business Plan

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Message from the Chair of the Police Services Board

I am pleased as Chairperson for the Sarnia Police Services Board to present to you the 2011 – 2013 Business Plan, which

will set the direction for our Police Service for the next three years. I would like to thank all those citizens and business

people who participated in the public forums and survey interviews helping to provide vital information for our decision

making. As well, I would like to acknowledge the fine work of the eight members of the Planning Committee in helping

to shape and design this plan.

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Message from the Chief

The 2011—2013 Business Plan establishes the basis on which the Sarnia Police Service will move forward over the next three years to meet the identified needs and concerns of

both the citizens of Sarnia and the members of the Service.

The Provincial Adequacy Standards introduced in 1999 and now part of the Ontario Police Services Act, set the basic conditions under which the business plan was produced. To

supplement these formal requirements, the Sarnia Police Service also gathered information from the people of Sarnia and from the members of the Service. Public meetings,

professional polls, and internal surveys greatly assisted the committee in setting the goals and objectives articulated in the Business Plan.

In an age of constant change and challenge, it is essential that the public and the police come together to create a safe and secure community. To achieve that end, the Sarnia

Police Service is fully committed to work with the people of Sarnia in a sensitive and professional manner.

On behalf of the Sarnia Police Services Board, I thank the public and the members of the Service for the valuable contributions of information and insight that helped the

committee draft a Business Plan reflective of the community’s concerns, needs, and expectations.

I particularly wish to thank the following individuals who generously gave their time and energy to developing the 2011 - 2013 Business Plan:

Janet Hoffman - Community Member Bryan Trothen - Community Member

Don Cook - Sarnia Police Services Board Member Dick Carpani - Sarnia Police Services Board Member

Marc Toutant - President, Sarnia Police Association Robert Farlow - Deputy Chief

Ronnie Van Dam - Inspector, Community Response Division Bill Baines - Executive Officer

Norm Hansen - Inspector, Support Services

Phil Nelson

Chief of Police

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Sarnia Police Service Mission Statement

Mission

To provide a safe and secure community by working with the

people in a sensitive and professional manner

Vision

The Sarnia Police Service envisions an organization committed

to continuous improvement in meeting the ever changing

needs of our citizens and our profession

Values

The members of the Sarnia Police Service

are dedicated to:

Protecting Human Life

Protecting the community

Preventing Crime and other offences

Administering the law fairly and consistently

Respecting human dignity

Respecting human diversity

Caring for victims and having compassion for all

Being honest and ethical

Respecting and supporting colleagues

Understanding changing community needs

Attaining excellence in each activity undertaken

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The Community We Serve

The City of Sarnia is located in the County of Lambton in Southwestern Ontario along the shores of Lake Huron at

the head of the St. Clair River. The City of Sarnia is ideally situated for growth and prosperity due to a highly

skilled and educated workforce, an outstanding educational system, and easy access to national and international

markets via the 402 Highway, the St. Clair River, and the Sarnia Airport. The Blue Water Bridge and the CN Rail

Tunnel to Port Huron, Michigan provide major transportation links to the United States.

Sarnia is internationally known for its “Chemical Valley” which is comprised of a number of large chemical manu-

facturing and oil refining industries. The Sarnia Police Service works closely with industry, other government

agencies and organizations such as CAER (Community Awareness Emergency Response) and CVECO (Chemical

Valley Emergency Coordinating Organization) to ensure a safe and consistent pro-active approach to the preven-

tion and handling of emergencies.

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The Sarnia Police Service Business Planning Process

The 2011-2013 Business Plan is designed to chart the course of the next three years for the Sarnia Police Service and will serve as a guide to the Board and the Chief of Police

when making decisions involving the delivery of policing services to our community.

Through public meetings and professionally conducted opinion surveys, the Sarnia Police Service collected information vital to the development of the Plan. In the spring of

2010, Oracle Poll Research Ltd., collected information by interviewing 600 residents, 100 businesses, and 16 key community organizations. The information obtained from these

surveys was analyzed and compared with similar data collected in 2007. In addition to receiving input from members of the general public, the business community, and commu-

nity service organizations, information was also obtained from police service members who provided valuable assistance in identifying many of the internal issues and challenges

that they face.

The 2008-2010 Business Plan provided the starting point for the development of the new 2011 - 2013 plan. Action Items which were listed in that document as “ongoing” or

“under review” have been carried forward and new strategies and procedures for their implementation have been identified.

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Environmental Scan and Analysis The following illustration provides a brief overview of the Environmental Scan and Analysis - the second step of the business planning process. A comprehensive

internal / external analysis (e.g. surveys and public consultations) was conducted jointly by the Police Services Board and the Sarnia Police Service

Administration to determine the strategic direction of the organization.

National Trends / Impacts

External Input - Top Issues / Concerns

From Surveys / Consultations

2008 - 2010 Business Plan Review

Internal Input - Top Issues Concerns from

Surveys / Focus Group

Adequacy

Standards

Requirements

2011 - 2013

Business Plan Strategic

Priorities / Goals

1. Enhance Community Safety

2. Improve Quality of Service

Delivery

3. Strengthen Communications

4. Ensure Effective Resource

Management

5. Undertake Technological

Advancement

Terrorism - large numbers of terrorist groups

operate in Canada

Natural / Man Made Disasters - weather, industrial

disasters impact police resources

Organized Crime - economic crime (e.g. Identifica

-tion) targets vulnerable sectors

Infectious Diseases - increased prevalence in

imported diseases will stress resources,

limiting first responder capability

Police Resources Strained - expenditures rise,

Investigations take longer and are more

complex, new responsibilities increase.

• Deployment of manpower

• Training

• Broaden Internal Communications

• Accountability / Professionalism

• Transfers and Promotions

• Job Recognition and Morale

• Technology

• Visibility

• Traffic related issues

• Drugs

• Break and Enters

• Communication with community

• Crime Prevention

• Youth Crime

• Mischief / Vandalism / Graffiti

• Professional Standards

Key Achievements:

• Work Place Analysis completed

• B & E Squad implemented

• Child Porn / Cyber Crimes officer in place

• Human Resources Person in place

• Awards & Recognition Policy updated

• Communications enhanced

• New partnerships with community organiza-

tions

• Civilian Volunteer Program Implemented

• Recruiting

Ongoing Key Issues

• Break and Enters

• Drugs

• Traffic Related Initiatives

• Communications Internal / External

• Service Delivery

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Goal # 1 - Enhance Community Safety

The Sarnia Police Service is committed to meeting the identified needs for a safe and

secure community. Subsequently, efforts will be made in targeting those key areas of

concern identified through the public consultation process.

Objectives Action Plans Performance Indicators ____ 1. Augment police visibility throughout the a. Review Patrol Zones and explore alternatives a. Ongoing Annual Review and analysis.

the community. to optimize effectiveness of resource deployment.

b. Review the deployment of the Community Policing b. Monthly report on activities and enforcement

and Problem Solving Unit (COPPS) to target generated by the COPPS unit.

areas of the city as needed. Review mandate and focus of COPPS unit to

determine effective use.

_______________________________________________________________________________________________________________________________________________

2. Explore additional ways to partner with community a. Expand existing programs and partnerships as well a. Continued development of existing programs and part-

organizations and develop proactive policing programs. as developing new initiatives with current and nerships with new programs introduced as identified.

potentially new community partners.

b. Support SPS members who volunteer to participate in b. Continued recognition of members and encouragement

community initiatives. of members (police and civilian) to participate in

Community activities.

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3. Target initiatives regarding; a. Base enforcement on community a. Statistical analysis of directed

break and enters, input and crime analysis data and community enforcement programs,

theft, drugs, vandalism / mischief / graffiti, based crime prevention initiatives. Publishing enforcement initiatives .

youth crime .

______________________________________________________________________________________________________________________________________________

4. Emphasize Traffic Enforcement a. Continue R.I.D.E. programs a. Ongoing assessment of current

(Reduce Impaired Driving Everywhere) R.I.D.E. programs,

Exploration of increased R.I.D.E. programs.

b. Explore and introduce new b. Monthly results driven review of traffic stats,

traffic enforcement / education Participation in provincial initiatives

initiatives. such as seat belt and hands free campaigns.

c. Expand training and technology c. Creation of training programs for traffic

for traffic officers and community safety issues,

response officers. Monitoring and assessing training,

Objectives Action Plans Performance Indicators

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Goal #2 Goal #2 Goal #2 Goal #2 ---- Improve Quality of Improve Quality of Improve Quality of Improve Quality of Service Delivery Service Delivery Service Delivery Service Delivery

The Sarnia Police Service is committed to providing the highest level of professionalism and

accountability in its service to the citizens of Sarnia. As a result, the Service will develop

action plans resulting from the workload assessment and service delivery report to enhance

greater response effectiveness and develop new strategies to improve levels of accountability.


1. Review calls for service for greater a. Review calls for service to ensure a. Analysis of tiered priority response.

effectiveness. the tiered occurrence structure

is effective and efficient.

b. Assess and evaluate the Telephone b. Annual report on T.R.U. completed by the

Reporting Unit. (TRU) Officer in charge of the Community Response

Division.

Increased area of responsibility.

________________________________________________________________________________________________________________________________

2. Implement new strategies to develop a. Review opportunities for career enhancement and a. Annual assessment of career enhancement

a greater level of professionalism, officer development and look for and officer development committee initiatives.

(i.e. attitude, accountability, pride, “best practices”.

team spirit and customer service).

________________________________________________________________________________________________________________________________

3. Develop and enhance volunteer a. Review and enhance current Sarnia Police a. Annual review of program to determine

programs and opportunities for volunteer program. effectiveness and benefits

volunteers with S.P.S. Explore new opportunities for police to the service and the community.

volunteers.

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4. Improve Customer Service a. Identify and provide customer service a. Implementation of an appropriate training pro-

and take steps to create a training to all personnel. gram.

better first impression.

b. Development of a plan for remaining Service

Members.

_______________________________________________________________________________________________________________________________

5. Implement Community Policing Initiatives. a. Review existing community policing a. Review completed by officer in charge

programs for viability and explore new of community policing branch.

initiatives involving both police driven and

police liaison type programs. Steps taken to address issues with existing

programs,

Plan set in place to implement / develop new

programs.

________________________________________________________________________________________________________________________________

6. Continue to review and develop a. Review Emergency Management Plan a. Annual review of plan with stakeholders

strategies to meet potential man-made to ensure it meets the needs of the organization and emergency planner.

and natural disasters. and the community.

________________________________________________________________________________________________________________________________

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Goal # 3 – Strengthen Communications

Effective communication is recognized by the Sarnia Police Service as one of the critical

factors in achieving the organization’s vision. As a result, the Sarnia Police Service will

continue to enhance information and technology resources and develop communication

strategies to ensure greater linkages and effective interaction at all levels within the Service

and the Community


1. Improve lines of communication within a. Publish Sarnia Police Services a. Monthly publication of the SPSB open meeting

the service. Board (SPSB) open meetings, including minutes.

schedules.

b. Continue regular monthly b. Schedule of meetings published.

meetings of the Chief of Police with

the President of the Sarnia Police Association.

c. Hold an annual meeting of Senior Management c. Record of attendance for annual meetings.

and the Sarnia Police Association .

d. Continue “News and Views” news- d. “News & Views” published bi-monthly

letter. with submissions from members of the service.

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2. Provide orientation training for Sarnia Police a. Host orientation training for both the Sarnia Police a. Training scheduled and completed

Services Board and City Council as well Services Board and City Council members.

as improve communication between

the two bodies.

b. Review / create protocols for information b. Initiation of dialogue by Board regarding

sharing between the police service board implementation of protocols for sharing informa-

and council. tion.

________________________________________________________________________________________________________________________________

3. Develop and implement strategies a. Annually host an open house a. Monitoring of public attendance and feedback.

to promote and enhance the image of information session at Police

of the Sarnia Police Service with the public. Headquarters to present and discuss current

policing issues with the community.

b. Review / explore new methods of reaching b. Annual meetings with the media to discuss /

the public through existing and new social develop existing relationships.

media techniques.

c. Educate and inform the public about the c. Upgrade of the Sarnia Police Service web

services provided by the Sarnia Police Service. site.

Exploration, identification, and implementation

of various social media outlets such as Facebook

and Youtube.


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Goal #4 Goal #4 Goal #4 Goal #4 –––– Ensure Effective Ensure Effective Ensure Effective Ensure Effective Resource ManagementResource ManagementResource ManagementResource Management

To ensure careful planning and effective management of all resources, the Sarnia Police

Service must be structured in such a way as to effectively support and facilitate the needs

of the community and the police service.


1. Ensure efficient and effective a. Annually review the service organizational a. Analysis of annual review, identifying and

deployment of resources. chart. requiring changes to be implemented.

(police and civilian)

b. Implement the 2009 Work Load Analysis b. Continued implementation of recommendations

recommendations. and reporting as each is completed.

________________________________________________________________________________________________________________________________

2. Implement strategies to a. Monitor, assess and respond to the changing a. Identification of changing community needs.

develop a workforce that is as needs of the community.

responsive to the community

as possible. ________________________________________________________________________________________________________________________________

3. Evaluate the delivery of the Employee a. Review the operation of the plan for efficiencies a. Completion of the review of

Assistance Plan. or deficiencies. Explore new delivery methods the current plan and the formation of recommend-

that meet service requirements. ations.

4. Identify Health and Wellness Opportunities a. Conduct Health and Wellness surveys. a. Analysis of surveys.

b. Deliver Health and Wellness recommendations. b. Annual review.

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5. Review Alarm Policy a. Determine if a better service delivery a. Review completed and recommend-

model exists or can be created for ations implemented.

the response to alarm calls.

b. Reduction or elimination of false or at

fault alarms.

________________________________________________________________________________________________________________________________

6. Evaluate the delivery of a. Review victim services referral policy to a. Policy review completed,

services to victims. determine proper use. training provided to ensure compliance

with referral policy.

b. Review role of SPS personnel in victim

services delivery.

________________________________________________________________________________________________________________________________

7. Enhance the effectiveness of Human Resource a. Augment the supervisory training a. Targeted supervisory training programs

management , development, training program. to meet future staffing needs.

and supervision.

b. Enhance the selection and recruiting b. Development of a recruit enhancement

process for police officers. program.

c. Develop promotional procedure c. Promotional procedure developed and

in conjunction with the Sarnia Police implemented.

Association.

d. Research and implement a civilian d. Implementation of a civilian perform-

performance appraisal system in ance appraisal system.

conjunction with the Sarnia Police

Association.

e. Assess the effectiveness of the current e. Evaluation of effectiveness.

Human Resources model. Development of performance measures.

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Goal # 5 Optimize Infrastructure & Technological Capacity

Changing faster than perhaps any other aspect of policing is the role of technology.

As the community changes so do the demands placed upon the service and our ag-

ing infrastructure and technology. These resources must be carefully monitored and

managed in order to ensure effective and efficient service to the people of Sarnia.


1. Explore and evaluate additional Information a. Research and implement alternative a. Analysis of needs, identification of solu-

and Technology resources to support police communications tools for police tions and preparation of proposals

communications. officers and police vehicles. for implementation.

b. Research additional methods of internal b. Analysis of needs, identification of

communications. solutions and preparation of proposal

for implementation.

c. Explore technological needs related to intranet site. c. Development and implementation

of intranet site.

d. Report to the Sarnia Police Services Board.

(SPSB)

2. Enhance Green Components a. Explore and implement recycling and energy a. Report to the SPSB.

program initiatives.

3. Development of facilities to meet a. Upgrading of facilities where necessary. a. Review and report to the SPSB.

the needs of the Service.

4. Evaluate new law enforcement a. Research the most up to date law enforcement a. Implementation of technology where

technologies. technologies. feasible.

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Implementation and Evaluation

The success of the 2011 - 2013 Business Plan will be determined both by establishing how

and when the goals and objectives have been implemented and the impact that they have had

upon the community and the police service. Implementation and evaluation identified sepa-

rately in steps four and five of the Sarnia Police Service Business Planning process are

closely linked to the action oriented activities and rely upon the same mechanisms and proc-

esses.

The Chief of Police and Senior Management Staff will assess the impact of each goal and

initiative on the resources of the Sarnia Police Service. Each goal and initiative is assigned to

a senior staff member for oversight and development of strategies for implementation and

completion.

Many of the goals and initiatives identified in the Business Plan are directly related to the

annual budget. In order to ensure that the necessary resources required to implement these

initiatives are reflected in the budget, it is important that the Chief and Senior Management

Staff work closely with the Police Services Board.

In accordance with the Adequacy Standards and Regulations found in the Police Services

Act, the Sarnia Police Service produces an Annual Report which includes information re-

garding public complaints, the actual cost of policing, and performance objectives.

The Annual Report is presented to the Police Services Board and reviews the goals and ini-

tiatives outlined within the Business Plan as well as the accomplishments achieved during

that year.

Following approval by the board, the report is forwarded to City Council and made available

to the public via the Sarnia Police Service web site.

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Ontario Police College Graduation - The Future is Now (left to right) Inspector Norm Hansen, SPS Recruits

Johann Lewis, Aaron Johnston and Chief Phil Nelson July 2010

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