“towards the future”

OWEN SOUND POLICE SERVICE

BUSINESS PLAN 2014 - 2016

“Towards the Future”

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2014—2016 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 Training/Staff Development………………………………………………………………..20 Follow Up……………………………………………………………………………………....21 Organization Chart…………………………………………………………………………....22 Acknowledgements………………………………………………………………………...…23

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OUR VISION, MISSION AND VALUES

OUR VISION Striving to be the Best. OUR MISSION As a dedicated partner, the Owen Sound Police Service is committed to ensuring a safe community. OUR VALUES Through our actions we model the values of: LEADERSHIP L—Leading by example E—Excellence through teamwork A—Accountability and transparency D—Diversity and equality E—Educating our members and our community R—Respect for those we serve and work with S—Sustainability through innovation and planning H—Honesty in all our actions I—Innovation is encouraged P—Proactive solutions to anticipated issues

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MESSAGE FROM THE CHAIRMAN

It is my pleasure, on behalf of my colleagues on the Owen Sound Police Services Board, to present the Business Plan for 2014-2016. This Plan was developed as a result of collaborative effort and extensive consultation with members of the community, members of the service, key stakeholders and the board to ensure that the future direction of The Owen Sound Police Service is reflective of the needs of the City of Owen Sound. The clearly identified goals and objectives provide strategic

direction for the service and will be continually monitored and evaluated to ensure our efforts for a safe and secure community. Garth A.H. Pierce Chairman, Owen Sound Police Services Board

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MESSAGE FROM THE CHIEF OF POLICE

The foundation for the future and wellbeing of any organization is strategic planning, and the Owen Sound Police Service is no different. The provincial government mandates that police services produce a business plan every three years to chart the direction of the organization. For the OSPS, our business plan serves as the cornerstone of how we will deliver police services over the life of the plan and also as the roadmap for accomplishing our goals. Belief in community policing ensures that the Board consults with the public, various partners and stakeholders and our staff to develop the methods in which we deliver services. The critical aspects of community oriented policing are problem solving and responsive and measured service delivery by both the front line officer and the entire organization. It is formed at the neighbourhood level and developed through community partnerships. This plan is a measurable document that is reviewed and reported on to ensure progress is being made in the identified areas. Each goal is measured and is the responsibility of the identified group or individual member of the Service. It includes a timeline and details the strategies utilized to accomplish the objectives. As each goal is achieved, it will become the expected level of service delivery. The development of this strategic plan was difficult work. Many of the goals and objectives address issues that are complex and have existed in our community for years. Some are issues that are new and have only developed as a result of technological advancements. I want to thank our staff, partners and stakeholders for their contributions and opinions on important issues. The word sustainability has become a mainstay in policing. While it was not the first word discussed in all of our consultations, it was not that far down the list. The Board and I heard this message and together we have produced a document that ties community safety and sustainability. I hope you will take the time to read the plan and more importantly to ask questions about our progress. Bill Sornberger Chief of Police

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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.

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BUSINESS PLAN PRIORITIES

1. Crime Prevention Crime prevention will be task one in everything we do as a police service. Improved officer visibility in our community will help foster an increased sense of personal safety within our various neighbourhoods and help tackle the perception that certain areas of our City are more prone to violence. This will develop a more positive feeling about our community and help foster an increased community commitment to problem solving.

OBJECTIVES RESPONSIBILITY/TIMELINE

1.1 Use of social media to assist with effectively communicating to our community.

Chief, Operations Inspector, Community Services Officer. Ongoing.

1.2 Continue to use the crime analysis technology while continuing to maintain the existing high clearance rates.

Operations Inspector. 2014

1.3 Continued use of the Community Safety Village in elementary schools and special events to promote a safe community.

Community Services Officer. Ongoing.

1.4 Promote and expand our Safe Driving Interactive Safety Village in high schools and with our community stakeholders.


1.5 Promote the Service as a viable volunteer option for the community and train them to be deployed at special events.

Community Services Officer, Operations Inspector. Ongoing.

1.6 In partnership with the Community Services Officer the CORE and HEAT units will develop a strategy to supply foot patrol through all our schools.

Community Services Officer, CORE and HEAT units. 2014.

MEASUREMENTS: 1.1 Press releases issued, tweets and facebook alerts. 1.2 Monthly report that outlines crime trends for staff and identifies successful enforcement. 1.3 Tracking the hours and report on all use in the Annual Report. 1.4 Report on its use. 1.5 Report monthly on the Auxiliary hours and how many new volunteers were recruited in an Annual Report. 1.5 Report monthly on foot patrol hours and where they were. Update morning reports to indicate foot patrol hours and where they were deployed.

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2.1 Platoon Resources be monitored and adjustments made through the years to provide optimum staffing levels at all times.

Operations Inspector, Platoon Sergeants. Ongoing.

2.2 Report on response times and number of priority calls received. Administration Inspector, Director of Corporate 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.

Director of Corporate Services. Annually.

2.4 Engage community stakeholders to assist with frequent users of the Owen Sound Police Service to free up front-line officers.

Operations Inspector, Director of Corporate Services. Ongoing.

2. Community Patrol Making the OSPS visible while carrying out their duties is paramount for providing community safety. Public safety is the key determinant in staff allocation within this organization. We will continue to explore enhanced deployment of civilian staff to maximize the availability of fully trained uniformed members to respond to public safety and law enforcement responsibilities. Foot, bicycle and motorcycle patrol will be utilized to provide a visible presence in the community.

MEASUREMENTS: 2.1 Use morning report and financial overtime reports for accountability. 2.2 Use of records management system to report to the Board on a monthly basis. 2.3 Bi-annual report to the Board and use of the web-page to indicate response times. 2.4 Use of morning report, records management system to internally track outside assistance.

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OBJECTIVES RESPONSIBILTY/TIMELINE

3.1 Thorough investigation of all occurrences maintain the current high level of criminal clearance rates.

All Sworn members. Ongoing.

3.2 Use of crime analysis to identify issues to assist with intelligence led policing.


3.3 Instill an environment of cooperation between local municipal and provincial police services to promote the sharing of resources and information.

Chief of Police. Ongoing.

3.4 Optimum use of in-house training and externally offered investigative learning opportunities for all members.

Administration Inspector, Operations Inspector, Training Sergeant. Ongoing.

3. Criminal Investigation The Owen Sound Police Service will continue to provide effective, efficient dedicated investigators to ensure criminal acts are brought to justice. This unit is staffed with fully trained and qualified Investigators to successfully complete the cases which are assigned to them. The OSPS has in-house forensic identification service to assist in the investigation of more complex investigations.

MEASUREMENTS: 3.1 Continued measurements of clearance rates. 3.2 Report bi-annually to Board trends identified and actions taken. 3.3 Report to the Board on joint force opportunities. 3.4 Report to the Board on training courses hosted and undertaken.

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4.1 During the course of this business plan an externally operated survey on community satisfaction to be conducted.

Chief of Police, Community Services Officer. 2014.

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.


4.3 Continue to use 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. 2014.

4.4 Target unit specific training for all our members in customer service. Administration Inspector. Ongoing.

4.5 Monitor, oversee and report on the status, and eventual resolution of all public complaints.

Administration Inspector. Ongoing.

4. Community Satisfaction In Owen Sound, the police have maintained a high level of respect and support from the public but that is never taken for granted nor will the organization rest on its laurels. During stakeholder consultations is was evident from the city’s social agencies it was brought forward during the meetings held to begin business planning process. We will continue to ask how we are doing and will prepare this information for the public to digest.

MEASUREMENTS: 4.1 Conduct survey and report on results. 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 courses provided. 4.5 Investigate and track all opportunities for on-line and web-based training.

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5.1 Ensure proper training for front line officers meets and exceeds adequacy standards.

Operations Inspector, Director of Corporate Services. Ongoing.

5.2 Establish an Emergency Operations Centre in the police building. Chief of Police. 2014.

5.3 Develop new programs including Taser training for all sworn officers.

Operations Inspector, Use of Force Trainers. Ongoing.

5.4 Continue to seek out opportunities with public service agencies across the Province to expand the responsibilities of the communications centre.

Chief of Police, Director of Corporate Services. Ongoing.

5. Emergency Calls for Service All legitimate calls for service emanating from Owen Sound result in an on-site response from a uniformed member of the Police Service unless the on-line reporting feature has been utilized. Staff may have in the past and will continue to attend the scenes of emergencies outside of the city limits when authorized to do so. The officers are directed to these occurrences by the staff in the communications centre that provide 911 response, fire and police dispatch as well as dispatch for a variety of fire and police services.

MEASUREMENTS: 5.1 Identify training required and then report on training provided/completed. 5.2 Being created. 5.3 Training completed and report. 5.4 Report to the Board on opportunities.

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6.1 Develop an internal reporting matrix for all violent crimes and the ongoing investigations into them.

Operations Inspector, Detective Sergeant C.I.B. 2014.

6.2 Work with community stakeholders to develop stronger relationships with a goal of preventing violent crime.


6.3 Through solid investigative techniques and intelligence led policing improve the clearance rate for violent crime.

Operations Inspector, All Sworn Officers. Ongoing.

6. Violent Crime The violent crime rate in Owen Sound is relatively low and OSPS has consistently maintained high clearance rates on these types of calls. However, despite the relative stability of the population in Owen Sound, the rate of violent crime recorded in the City has not decreased to same levels as other municipalities in the Province. The Crime Severity data published by Statistic Canada over the past year has reflected a decrease in crime rates in Ontario and throughout Canada, including the rate of violent crimes. These decreases have even been noted in some of our largest cities.

MEASUREMENTS: 6.1 Report through monthly Board report. 6.2 Track and report our relationships identifying stakeholders. 6.3 Track and compare clearance rates.

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7. Property Crime Property crimes continue to be a disturbing issue in the City and are the most prevalent types of offences that we must contend with on a daily basis. New initiatives are being deployed to help combat these types of crimes and these include using surveillance cameras, undercover officers and media alerts to issues in neighbourhoods.


7.1 Through educating the public, have an increased use of citizen on-line reporting for all minor property crimes.

Operations Inspector, Community Services Officer, Detective Sergeant. Ongoing.

7.2 Create and update regularly an investigative file on all graffiti in the City of Owen Sound.

Operations Inspector, Detective Sergeant, CORE unit. 2014.

MEASUREMENTS: 7.1 Report in Annual Report on number of occurrences. 7.2 Report on graffiti monthly to the Board.

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8.1 Increased presence of all members through the school. Community Services Officer, CORE unit, Detective Sergeant. Ongoing.

8.2 Promote the use of our safe driving education program targeting high school students.


8.3 CORE unit to develop the strategy with Community Services Officer to increase police visibility in all school.

CORE unit, Community Services Officer. 2014.

8.4 Support and promote the alternative measures program and extra judicial measures.

Operations Inspector, Officers. Ongoing.

8.5 Increased visibility working with youth and stakeholders at locations where vulnerable youth are targeted.

Operations Inspector, Community Services Officer, CORE unit. Ongoing.

8. Youth Crime The OSPS continues to be a leader in using diversionary strategies intended to hold young people accountable for their transgressions, while avoiding the stigmatization that often results from a formal conviction in a criminal justice setting. We will continue to work in the schools at every level to educate and assist the youth of the community in making positive choices. Prevention and education will assist with preventing Youth Crime and thorough investigation using all the resources at hand will help solve it.

MEASUREMENTS: 8.1 Monthly reporting. 8.2 Track and report through Community Services Officer. 8.3 CORE monthly reports to the Board. 8.4 Monthly reporting on referrals. 8.5 Report monthly through Community Services Officer and CORE unit.

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9.1 Training for all uniform staff in services available to victims of crime. Operations Inspector, Training Sergeant, Sergeants. Ongoing.

9.2 Continue the commitment to Victim Services by supplying space and access to front-line responders.


9.3 Promote Victim Services of Bruce Grey Perth as a volunteer option for our members to serve on their Board Directors.

Operations Inspector. 2014.

9.4 Provide community education directed at vulnerable sector groups to prevent victimization.

Operations Inspector, Community Services Officer, Training Sergeant. Ongoing.

9. Victim Assistance The OSPS has a dedicated Victim Assistance resource assigned to the station and an office provided to them in the facility. Personnel are in the station during the morning five days a week and officers are able to speak to them regarding particular investigations. This service is offered to all victims of crime and also to persons suffering loss not through direct criminal involvement.

MEASUREMENTS: 9.1 Track training and report. 9.2 Space allocated. 9.3 Number of Board members. 9.4 Report to the Board on education provided.

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10.1 Use of social media to advise of extreme road conditions especially in the winter to prevent collisions.

Administration Inspector, Community Services Officer, Director of Information Technology. Ongoing.

10.2 Continue to deploy resources according to the Traffic Safety Plan to ensure that enforcement efforts focus primarily on areas identified as most dangerous for pedestrian and vehicular traffic.


10.3 Participate in joint initiatives with other police services around traffic safety.

Operations Inspector. Ongoing.

10. Road Safety It is clear now that distracted driving has become as deadly as impaired driving can be. While road safety does not garner the same type of public profile as criminal investigations, traffic safety is something that impacts us all. It is just as significant an issue and a public safety obligation in a municipality as criminal investigations and prevention. Quarterly information from the Accident Support Services (collision reporting centre) is used to assist with effective traffic enforcement strategies.

MEASUREMENTS: 10.1 Media releases. 10.2 Report monthly through Public Board report and web-page all traffic enforcement initiatives. 10.3 Report to the Board on Joint Forces Traffic Initiatives.

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11.1 With sustainability in mind, develop a core short term technology acquisition plan that meets the needs of the Service. It must provide innovation and efficiencies that enhances our ability to provide a safer community.

Chief of Police, Information Technology. 2014.

11.2 Train appropriate personnel in the “Livescan” fingerprinting technology to enhance service delivery.

Administration Inspector, Training Sergeant Information Technology. 2014.

11.3 Research and develop a technology needs list for long term projects. These must be cost effective expenditures that enhance safety and keep the OSPS at the forefront of technological innovation.


11.4 Enhanced use of new voice recognition software to keep officers out in the community.

Administration Inspector, Information Technology. 2014.

11.5 Grow our current capabilities in IT to assist other Services with police specific security needs.


11.6 Expand the IT department to provide mapping for other Police Services requiring CAD upgrades and further produce an expertise as a communications centre.


11. Information Technology The Police Services Board has kept current on all aspects of the change in technology affecting law enforcement and has sought out sufficient funding to ensure adequate support is available. OSPS was one of the first municipalities to deploy “Livescan” technology that could reduce the time required for volunteer screening from up to eight months to a few days.

MEASUREMENTS: 11.1 Research technology and provide report for capital budget. 11.2 Training manual already produced. 11.3 Research technology and provide report for capital budget. 11.4 Research technology and provide report for capital budget. 11.5 Meet and discuss needs and opportunities with other Services. 11.6 Meet and discuss needs and opportunities with other Services.

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12.1 Recruit and hire a Human Resources person to handle issues specifically pertaining to police employment law and versed in the arbitration process.


12.2 Develop a staffing model to reflect the realities of the community while ensuring efficiency and sustainability are considered in resource planning.


12.3 Continue to work with the City to develop innovative ways for inputting and tracking expenditures of the Service

Chief of Police, Board Administration. 2014.

12.4 Enhance leadership training to allow our members to be better equipped to be leaders of the organization.

Chief of Police. Training Sergeant. Ongoing.

12. Resource Planning The Police Services Board continues to monitor all technologies that can be used to assist with implementing the best use of all of its resources in the community. Financial pressures on all Police Agencies in the Province are ensuring that the Service looks beyond this year and next but well into the five year s ahead to avoid costly mistakes and provide the best police service it can to the community There are always issues that impact the OSPS as life happens but the Board is positioning itself better to be able to respond to this issues prior to them happening. A constant monitoring of staffing levels and opportunities to have cost avoidance are all integral parts of the Boards plan for the next three years.

MEASUREMENTS: 12.1 Research opportunities and provide report to hire. 12.2 Research and then report to the Board. 12.3 Research and implement tracking mechanisms. 12.4 Research and provide training opportunities.

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OBJECTIVES ACTION/TIMELINE

13.1 Work with the City staff to develop a comprehensive plan for all areas of the station to be maintained in a workable state.


13.2 Develop a plan to permit the Service to handle cleaning and minor maintenance issues.


13. Police Facility Over the past few years the police building has undergone a transformation from a facility that was inadequate in almost every respect to a headquarters of which every member and the City can be proud. It meets the current needs of the organization and has the space and potential to accommodate any number of new initiatives such as the enhanced regional police training programs that have been hosted by the Owen Sound Police Service, a new Emergency Operations Centre, or accommodation for a bylaw enforcement section. Despite the impressive improvements that have occurred, other improvements will be required during this three year planning period.

MEASUREMENTS: 13.1 Continue to liaise with City Staff and identify areas of concern and report to the Board. 13.2 Maintenance staff becomes a member of the Service.

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14. Training/Staff Development As with any agency, the most valuable asset are our staff members who deliver the service to the public. It is essential that they all be well trained and provided with the support and required equipment necessary to perform their roles at as high a level as possible. Support from the Board, Command and senior leaders is paramount in maintaining a motivated, professional team. Job Training opportunities and wellness strategies are and have been developed to assist our members in dealing with their responsibilities.


14.1 Modify the current employee appraisal to better reflect the areas of work for each member.

All Supervisors. Ongoing.

14.2 Develop a comprehensive succession plan outlining the structure of the service. Chief of Police. 2014.

14.3 Survey the membership on training issues they believe are required to perform their duties as efficiently as possible.

Chief of Police, Training Sergeant. 2014.

14.4 Provide in-house general knowledge training to assist our members in issues not related to policing but that will make this Service more responsive to our staffs needs.

Operations Inspector. Ongoing.

14.5 Develop a promotional process committee to examine our current promotional process for all members and provide input on possible changes.


14.6 Develop along with the Police Association a comprehensive new employee package that outlines the role of the new member and the expectations the community has of them.


14.7 Develop an exit interview questionnaire to better understand why employees are leaving the Service.

All Supervisors. 2014.

14.8 Continue to make use of agencies willing to partner with the Service to provide in-house training opportunities.


14.9 Develop an electronic training profile for all members with automatic notifications on all certifications expiry dates.


14.10 Develop an in-house training schedule for all non-mandatory provincial standards.

Chief of Police, Operations Inspector. 2014.

14.11 Enhance the role of the training Sergeant. Chief of Police, Training Sergeant. 2014.

MEASUREMENTS: 14.1 Produce revised performance appraisal forms. 14.2 Plan completed and reported to the Board. 14.3 Training issues identified and courses delivered. 14.4 Identify relevant topics of interest and training completed. 14.5 Committee formed. 14.6 Package created. 14.7 Questionnaire developed and report on findings. 14.8 report on training provided and identify partners. 14.9 I.D.T. capabilities and enter personnel records. 14.10 Schedule developed, delivered and report to the Board. 14.11 Review role and establish responsibilities.

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The success of any business plan lies in the ability of those with oversight responsibilities to organize the work and achieve the goals and objectives that have been established. In order to ensure its success, the following steps have been put into place to accurately monitor the on-going work that has been undertaken to implement the identified goals and objectives of this plan: Annual Review A review of the previous years work on the plan will be undertaken in January. The identified goals and objectives for the coming year will be examined as to there continued relevance, and those responsible for the oversight will develop there implementation teams tying those identified individuals to the goal and objective through their personal performance review and personal goal and objectives setting for the coming year. A report will be generated in each quarter of the year that clearly indicates where the stage at which a goal and objective is at until it has been implemented. These reports will be forwarded to the board for their review. Annual 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 individuals who hold a responsibility for implementation have been identified. These members will be required to report on their progress in getting their goals and objectives implemented. Monthly Up-date A bi-annual report will be filed by the Chief of Police indicating the current status of all goals and objectives with the Board to ensure that all facts of the business plan are be-ing pursued in a timely manner, or in the alternative, issues that are preventing the process from going forward have been identified and are being addressed.

FOLLOW-UP

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ORGANIZATIONAL CHART

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ACKNOWLEGEMENTS

We wish to acknowledge the following community groups: Bluewater District School Board Grey Bruce Health Services Owen Sound Downtown Improvement Association Victim Services of Bruce Grey and Owen Sound Grey County Social Services Owen Sound Chamber of Commerce Bruce Grey Catholic District School Board Canadian Mental Health Association Grey Bruce Health Unit City of Owen Sound Council members Salvation Army Citadel Owen Sound Royal Canadian Legion Owen Sound YMCA of Owen Sound Grey Bruce Keystone Child, Youth and Family Services Victim Witness Assistance Program Bayshore Broadcasting Along with the many staff and Board Members on time spent producing this report.

“towards the future”

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