OWEN SOUND POLICE SERVICE BUSINESS PLAN 2011-2013 “Moving Forward” docx

OWEN SOUND POLICE SERVICE BUSINESS PLAN 2011-2013 “Moving Forward” 2 2011—2013 Business Plan TABLE OF CONTENTS Our Vision, Mission, and Values…………………………………………………………… 3 Message from the Chairman of the Police Services Board……………………………….4 Message from the Chief of Police……………………………………………………………5 The Planning Process…………………………………………………………………………6 Business Plan Priorities Crime Prevention…………………………………………………………………………….7 Community Patrol……………………………………………………………………………8 Criminal Investigation……………………………………………………………………… 9 Community satisfaction…………………………………………………………………….10 Emergency Calls for Service………………………………………………………………11 Violent Crime……………………………………………………………………………… 12 Property Crime…………………………………………………………………………… 13 Youth Crime…………………………………………………………………………………14 Victim Assistance………………………………………………………………………… 15 Road Safety…………………………………………………………………………………16 Information Technology…………………………………………………………………….17 Resource Planning………………………………………………………………………….18 Police Facility……………………………………………………………………………… 19 Staff Development………………………………………………………………………….20 Training and Education…………………………………………………………………….21 Follow Up…………………………………………………………………………………… 22 Organization Chart………………………………………………………………………… 23 Acknowledgements……………………………………………………………………… …24 3 2011—2013 Business Plan OUR VISION, MISSION AND VALUES OUR VISION The vision of the Owen Sound Police Service is to work in partnership with our community, to provide excellence in policing. OUR MISSION In partnership with our community, the Owen Sound Police Service is committed to maintaining a safe and secure city through dedication, accountability and professionalism. OUR VALUES The foundation of the Owen Sound Police Service is our people who embody the community values of integrity, honesty and respect. 4 2011—2013 Business Plan MESSAGE FROM THE CHAIRMAN On behalf of the Owen Sound Police Services Board I am pleased to present, and fully endorse, our 2011-2013 Business Plan. The Plan will provide the key goals and objectives for our Police Service for the next few years. In addition, it represents a fundamental tool through which Board members can effec- tively fulfill their civilian oversight and governance responsibili- ties. During the previous business planning period, the Owen Sound Police Service was objectively evaluated by inspection staff assigned by the Province, and independent consultants engaged by the Board to complete a thorough financial review. Both examinations confirmed the Board’s opinion that the citi- zens of Owen Sound are being provided with a superior level of police service at a reasonable cost. The primary reason for the success of our Police Service is the ca- pability and dedication of our members. The Board, and senior police management, are committed to enabling all of our employees to realize their full potential, and we have constructed a Business Plan that includes a number of initiatives to assist in meeting this key priority. Even an organization as successful as the Owen Sound Police Service must con- stantly review its operation and administration to develop and implement improve- ments. The Board will use this Plan to regularly evaluate the progress being made by the Police Service in continuing to meet and exceed the high expectations that our community has for them. Garth A.H. Pierce Chairman, Owen Sound Police Services Board 5 2011—2013 Business Plan MESSAGE FROM THE CHIEF OF POLICE I am very pleased and proud to present the 2011-2013 edition of the Owen Sound Business Plan. This is a living document drawn up with the assistance of the business and residential community we serve along with members of the organization that provide that service. The final product is the result of several meetings that were held in which all members of the community were invited to provide their opinions and insight into the course the Service should be charting over the next three years. Owen Sound is no different than any other community in the Province when it comes to financial pressure on its’ operating budget resources. This plan endorses short and long term initiatives, keeping in mind those financial con- straints. It is the responsibility of the Service to ensure that we stay focused on these goals in order to deliver on what have been identified as meaningful priorities. It is imperative that the evolution of the plan is tracked and the community is updated regularly to evaluate our progress. I want to thank all of those community members who attended the planning session and helped to identify our strengths and weaknesses. Their work, along with the input of our members, has given true meaning to our motto. “Community Partners” Bill Sornberger Chief of Police 6 2011—2013 Business Plan THE PLANNING PROCESS Section 4., of the Police Services Act of Ontario, obligates municipalities in the Province to maintain adequate and effective police services which shall include, at a minimum, crime prevention, law en- forcement, assistance to victims of crime, public order maintenance and emergency response. Ontario Regulation 3/99 outlines the specific criteria that define minimum standards for adequacy and effective- ness. Section 30 of this Regulation requires every Police Services Board to prepare a business plan for its police service at least every three years. This plan builds upon previous Owen Sound Police Service business plans, particularly the last one that provided direction and accountability for the organization and its members from 2008 to 2010. The board members, police service representatives, and those from the public who commented on the business plan and the planning process, universally expressed their preference for the continuation of the format used in the last business plan. The only significant departure for the 2011 to 2013 plan re- sults from the main subject headings being reorganized and expanded into the same numerical se- quence as is contained in Section 30 of the regulation. To assist in the planning process, the Board engaged consultants to follow up on their earlier Financial Review and, moderate the consultation sessions, ensure that the plan meets all of the requirements and expectations of the legislation, and properly reflects the priorities of the organization and the public it serves. It was also guided by the Community Satisfaction Survey that was completed by Georgian Community College. During the planning process, two of the four uniformed senior management posi- tions were vacant due to the retirement of the Chief of Police, and the absence of an Inspector for ma- jor surgery. Nevertheless, the consultants consistently received the cooperation and assistance needed to move the process forward. In addition to the consultation sessions chaired by the consultants, civilian and sworn members of the Police Service met to revise the vision, mission and value statements. They also itemized the strengths and weaknesses of the organization, as well as the opportunities and threats facing its members in both the short and long term. The participants stressed the need for the Business Plan to acknowledge the value of all Police Service employees as the key component in addressing future challenges, and the requirement to invest in training and support to allow them to maximize their potential. The mem- bers also thought that priority should be placed on the completion of a thorough organizational review and strategies to enhance community awareness. All of the feedback received from the public expressed a substantial appreciation and support for the Owen Sound Police Service and the manner in which its members perform their important public ser- vice. Most often the major priority was an enhancement to the existing service levels, although some concerns about cost implications were registered. As a result, the new Business Plan focuses on initia- tives to continue and enhance the current level of service in an effective, cost efficient manner. The Board and the Owen Sound Police Service view the Business Plan as the key document for guid- ing the organization and measuring its success during the next three years. The Board also fully sup- ports this Plan as an essential component of its civilian governance responsibility. 7 2011—2013 Business Plan BUSINESS PLAN PRIORITIES 1. Crime Prevention The Owen Sound Police Service is dedicated to effective reactive and proactive policing strategies. To accomplish these objectives, the members embrace a community oriented approach in dealing with the public and the law enforcement issues in their community. This is directed by the Board and senior management. Many of the progressive initiatives implemented by the Service are delivered by the full time community services officer who delivers a myriad of programs intended to inform the public, of all ages, and prevent crime and other threats to public safety. Notwithstanding the continual efforts of this dedicated officer, crime prevention is ultimately the responsibility of every member of the Police Ser- vice. During the previous planning period, the Police Service took possession of a Children’s Safety Village, which a number of police services in Ontario have found to be invaluable in educating young children about the basics of pedestrian and vehicular traffic safety. The entire village was purchased through a grant obtained from the “proceeds of crime” fund so that there was no cost to the taxpayer. This village has the advantage of being entirely portable so that it can be set up in the school facilities, precluding the cost and inconvenience of having the children bussed to the police building. OBJECTIVES RESPONSIBILITY/TIMELINE 1.1 Continue existing programs to communicate effectively with the public All Staff. Ongoing. 1.2 Use the crime analysis technology acquired during the previous planning period to analyze the criminal occurrence patterns of the last decade to identify trends and develop programs to reduce the number of occurrences, while continuing to maintain the existing high clearance rates. Operations Inspector. 2011 1.3 Maximize use of Community Safety Village by promoting its availability with local schools, and during special events such as Police Week. Community Services Officer. Ongoing. 1.4 Enhance the use of civilian volunteers by training them and deploying them to assist with crime prevention initiatives such as in-car child restraints demonstrations and Community Safety Village displays. Operations Inspector. Ongoing. 1.5 Develop and implement a schedule for regular foot patrols through every secondary school in Owen Sound. Community Services Officer, Operations Inspector. Ongoing. MEASUREMENTS: 1.1 Use of the annual report to indicate all programs initiated over the past year. 1.2 Produce a monthly report outlining crime trends for staff. 1.3 Report on all use in the annual report of the Safety Village. 1.4 Track and report on the number of volunteers and hours spend involved with the Owen Sound Police Service. 1.5 Report to the Board monthly on hours spend on foot patrol. 8 2011—2013 Business Plan OBJECTIVES RESPONSIBILITY/TIMELINE 2.1 Continue to ensure the approved minimum level of staffing is maintained on all platoons, without incurring additional overtime costs. All Staff. 2011 2.2 Monitor response statistics on an annual basis to ensure that all legitimate calls for service result in an on-site response from a police officer. Administration Inspector, Supervisor of Dispatch Services. Ongoing. 2.3 Regularly complete analyses of response times to ensure that the Board is informed if any significant changes occur to the ability of the members to respond with appropriate speed to calls for service. Supervisor of Dispatch Services. Annually. 2. Community Patrol The emphasis on community safety is the key determinant in staff allocation within this organization. The Police Service has consistently enhanced its deployment of civilian staff to maximize the availabil- ity of uniformed members to respond to public safety and law enforcement responsibilities. This has been enhanced by the employment of part-time police officers to undertake specific enforcement and preventive patrol duties in the downtown core. Platoon officers are deployed throughout the City ac- cording to workload requirements and feedback from the public and the business community. MEASUREMENTS: 2.1 Use of internal reporting mechanisms. 2.2 Report on calls for service and response times through the annual report. 2.3 Bi-annual report to the Board and use of the web-page to indicate response times. 9 2011—2013 Business Plan OBJECTIVES RESPONSIBILTY/TIMELINE 3.1 Maintain the current high level of criminal clearance rates All Sworn members. Ongoing. 3.2 Maximize utilization of crime analysis by developing specific strategies for serious or problematic criminal activity, and increase proactive measures such as problem oriented policing to ultimately reduce workloads. All Sergeants. Ongoing. 3.3 Promote sharing of investigative resources with other, local police services. Operations Inspector. Ongoing. 3.4 Maintain high levels of investigative training to ensure that officers remain current with best practices. Chief of Police. Ongoing. 3. Criminal Investigation The Owen Sound Police Service maintains a dedicated, criminal investigation section which investi- gates the most serious criminal matters. They are fully trained and qualified to successfully complete the cases which are assigned to them. They also have access to in-house forensic identification service for more complex investigations. Along with the patrol officers who investigate many of the criminal oc- currences, the officers have consistently maintained high clearance rates. MEASUREMENTS: 3.1 Comparison through yearly reports on clearance levels. 3.2 Annual reports to the Board of all project specific investigations. 3.3 Report annually on all the joint investigations in the annual report. 3.4 Continue to report monthly on all officer training. 10 2011—2013 Business Plan OBJECTIVES RESPONSIBILITY/TIMELINE 4.1 Complete a community satisfaction survey. Community Services Officer, Administration Inspector. 2011. 4.2 Expand on existing community liaison initiatives and encourage more members to participate on the boards of directors for those community organizations such as victims organizations that do not currently have a police representative on their Board of Directors. Chief of Police. Ongoing. 4.3 Integrate participation as a volunteer in the community as a significant decision making criteria in the promotional process, and assess a point value for it. Chief of Police. 2012. 4.4 Examine the merit in developing practical, written operational protocols with those community agencies that routinely interact with the police service. Chief of Police. Ongoing. 4.5 Maintain customer service training for all staff. Administration Inspector. Ongoing. 4.6 Monitor, oversee and report on the status, and eventual resolution of all public complaints. Chief of Police, Operations Inspector. Annually. 4. Community Satisfaction Without consistent support from the vast majority of the members of the public, the ability of the police to ensure and enhance public safety would be seriously compromised. Fortunately, in Owen Sound, the police have maintained a high level of respect and support from the public and the city’s social agen- cies as enunciated during the consultation component of this business planning process. The recent community satisfaction survey, the results of which are available on the Owen Sound Police Service website, also demonstrates emphatically that the vast majority of the public support the police and their efforts to ensure a safe and secure environment for those who live in, or visit, the City. This high level of acceptance and appreciation arises from a number of factors, most particularly the approach the members take in dealing with the public, and the commitment and dedication that they have towards their community. In addition, the constant availability of a prompt response from the civil- ian and uniformed members, and the fact that the police building is open to the public at all times, is re- assuring for those citizens that require police assistance. In 2010, the police station had over 7,600 people walk in to file reports or request assistance. MEASUREMENTS: 4.1 Prepare an RFP to conduct a comprehensive survey. 4.2 Track all current volunteer Board positions held by Service members. 4.3 Ensure service policy on promotion contains volunteer criteria. 4.4 Report on any new protocols developed with stakeholders. 4.5 Investigate and track all opportunities for on-line and web-based training. 4.6 Report to the Board monthly on all public complaints. [...]... Report The Owen Sound Police Service, Annual Report is a legislated requirement of the service The report, which details the activities of the police service in the previous year, is also used to facilitate the exchange of information and report ability that the police service has to the community, council and its members The reports will be made available on the website Action In the business plan those... Prepare a business plan to the Board 2011—2013 Business Plan 16 11 Information Technology The Police Services Board has provided sufficient funding to ensure adequate technological support and, when funding was available, provide technology which surpasses basic requirements and also exceeds the quality of technology available to other Ontario police services For example, during the last business planning... time spent in Secondary Schools 2011—2013 Business Plan 14 9 Victim Assistance The representative from the victims services sector who participated in the consultation sessions expressed support for the Police Service and the members with whom the victims services staff interacted The representative did note that the rate of referrals from the Owen Sound Police Service was less than some of the other... review of the Police Service They also provided a comparative analysis of four other police services that provide service to similarly sized municipalities The review examined all aspects of the operation and administration of the Police Service to identify cost savings, cost avoidence or revenue enhancement The consultants concluded that the City receives an "exemplary" level of police service and that... of Police 2012 13.2 Work with city staff to migrate all routine maintenance and facility upgrade responsibilities to the police administration and the Police Service budget Chief of Police 2011 MEASUREMENTS: 13.1 Identified areas of concern are reported to the Board and a business case prepared to enhance facility improvement 13.2 Maintenance Staff becomes a member of the Service 2011—2013 Business Plan. .. Track all e-learning opportunities Track all courses offered at the Owen Sound Police Service facility and track outside agency attendants 15.2 A five-year plan produced 15.3 Committee struck and report the Chief 15.4 Report on platoon staffing affected by increased training 2011—2013 Business Plan 21 FOLLOW-UP The success of any business plan lies in the ability of those with oversight responsibilities... requests to provide services 2011—2013 Business Plan 11 6 Violent Crime The overall crime rate in Owen Sound is relatively low and the Police Service has consistently maintained high clearance rates, and the recent Community Satisfaction Survey reflected a confidence among the respondents about their safety in the City However, despite the relative stability of the population in Owen Sound, the rate of... community groups:  Canadian Mental Health Association  Victim Services of Bruce Grey and Owen Sound  Grey County Social Services  Grey Bruce Health Unit and Services  Grey C.A.S Bruce C.H.S  Owen Sound Downtown Improvement Association Along with the many staff and Board Members on time spent producing this report 2011—2013 Business Plan 24 ... considers the inclusion of a victims services office located in the non secure part of the police building Chief of Police 2012 9.3 Assign a police representative as a member of the Board of Directors for the Victims Services of Bruce Grey and Owen Sound Operations Inspector 2011 9.4 Continue to provide programs to prevent victimization of older citizens in the City Community Services Officer Ongoing MEASUREMENTS:... Operations Inspector Annually MEASUREMENTS: 7.1 Track and report on all lectures, seminars, workshops attended by police services members discussing property crime 2011—2013 Business Plan 13 8 Youth Crime In order to deter young people from engaging in criminal activity, the Owen Sound Police Service has coupled the requirement to enforce the law with diversionary strategies intended to hold young people . Police Services Board to prepare a business plan for its police service at least every three years. This plan builds upon previous Owen Sound Police Service. OWEN SOUND POLICE SERVICE BUSINESS PLAN 2011-2013 “Moving Forward” 2 2011—2013 Business