Acknowledgements 55. Our Community Our Commitment

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1 Table of Contents Message from the Police Services Board 2 Message from the Chief of Police 3 Vision, Mission and Values 4 Organizational Structure 5 Highlights from Profile Community Profile 7 Location and Area 7 Map of the City of Greater Sudbury 8 Population 9 Population by Mother Tongue 10 Aboriginal and Visible Minority Population 11 Crime Rate 12 Calls for Service Budget Expenditure Breakdown 14 Strategic Directions and Related Sub-Themes 15 Public Safety Initiatives 16 Police-Community Relations and Partnerships 33 Organizational Effectiveness & Management 41 Human Resource Management & Development 48 Facilities Management 53 Information Technology 54 Acknowledgements 55 1

2 Message from the Police Services Board Chair On behalf of the Police Services Board, I am pleased to introduce the Business Plan for the. The Plan represents the culmination of extensive consultation both internally and externally. The report establishes key objectives in a number of areas including public safety, police-community relations and partnerships, organizational effectiveness and management, human resource management and development, facilities management and information technology. Through our strong and committed membership, we have achieved targets in the prevention, detection and suppression of crime while pursuing offenders. Through respect for our community and its diversity, our members demonstrate a strong and dedicated response to victims of crime with sensitivity and compassion. Our priority has and will continue to be one of accountability to the community for the quality of policing provided and to maintain the confidence of those we serve. Through the ongoing skills development of our members we strive to respond to new and emerging trends in the environment. Continuous improvement and the effective application of technology demonstrate our commitment to professional service delivery. Together we will embrace the challenges before us in making the City of Greater Sudbury a safe place to work, live and to go to school. We will rely on our Business Plan to guide our way through partnerships, strategic directions and outcomes as we continue to deliver high quality policing in our community. I acknowledge my Board colleagues, Chief Davidson, Senior Staff, members of the Service and volunteers who each take a unique role in the Police Service we are today and will be tomorrow. Yours truly Eldon Gainer Chair 2

3 Message from the Chief of Police I am pleased to present the s Business Plan, a document that will guide our Service s goals and objectives for the coming years. Business planning, as mandated by the Police Services Act, is a process of identifying the policing priorities of the community that we serve. For some time, we have been engaged in evaluating our strengths and weaknesses and identifying the most appropriate mechanisms to achieve the Vision of the Police Services Board. The s core value is reflected throughout this plan. All members of the Service will hold key responsibilities in the plan to achieve our common goals. It is our intention to build on previous progress and successes in conjunction with the new goals and objectives that have been established. An emphasis will be placed on operational plans that will directly involve and impact how we deliver service through front-line personnel. This plan is designed to create an environment that will challenge and provide opportunities for our members and ensure that we respond to the ever-evolving needs of the community that we serve. Our success relies on engaging our community, the members of our service, the leadership of our Board and the guidance of our stakeholders. We believe that our Business Plan has set the course to help ensure that our members, our community and our colleagues throughout the province of Ontario recognize us as a police leader. Yours truly Ian Davidson Chief of Police 3

4 Our Vision To be recognized by our members, community and peers as a progressive, innovative leader in policing. Our Mission The members of the Greater Sudbury Police are committed to providing quality policing in partnership with our community. Our Values In pursuit of our mission, we believe in: Our members, as our most valuable resource; The prevention, detection and suppression of crime and the pursuit of offenders; Respect for our community and its diversity; Identifying and responding to community needs; Responding to the needs of victims with sensitivity and compassion; Openness and accountability; All our interactions, both internal and external, being conducted in a professional and courteous manner; Promoting an environment that supports continuous improvement and the effective application of technology; The personal and professional development of our members; and Operating in a manner that reflects economy, efficiency, and effectiveness. 4

5 Our Organizational Structure Police Services Board Executive Officer Chief of Police Deputy Chief of Operations Director of Corporate Services Support Services Division Organizational Development Criminal Investigations Division Uniform Division Planning & Research Uniform Crime Reporting Court Services Professional Standards Bureau Communications Centre Crime Prevention Media Relations Aboriginal Liaison Corporate Communications Diversity Audit / Quality Assurance Emergency Planning Business Planning Adequacy Standards Organizational Design / Service Delivery Model Intelligence Services Drug Enforcement Street Crime General Assignment Major Crime Youth Services Victim Services Fraud Sexual Assault / Child Abuse Seniors Abuse Investigations / Liaison Uniform Support Emergency Response T raffic Management Alternative Response Domestic Violence Unit Community Response Unit Patrol Community Based Policing Labour Liaison Paid Duty Administration Human Resources Payroll / Benefits Occupational Health & Safety Central Records QM Stores Property Freedom of Information Firearms Information Systems / Technology Training / Professional Development Financial Services Fleet Management Property Management False Alarm Reduction Program Polygraph CPIC Video Surveillance Program Forensic Identification 5

6 HIGHLIGHTS FROM PROFILE 2003 Profile 2003 is our most recent environmental scanning effort and was provided to our business planning participants in order to familiarize them with the environment in which the operates. Profile 2003 provided a comprehensive overview of our community and our operating environment by focusing on key areas of influence, emerging trends and challenges as well as providing us with the knowledge of the priorities and the concerns of our community and our internal members. Profile 2003 was the starting point for the development of our Business Plan. 6

7 Community Profile Sudbury s origins can be traced back to 1883 and the development of the trans-national railway. As part of the westward expansion of the Canadian Pacific rail line, the Sudbury area was only intended to serve as a temporary work camp for transient railway workers. But, soon after the railway section was completed in November 1884, the discovery of rich minerals embedded in the geological formation known as the Sudbury Basin would serve as the impetus for a sustained period of growth. Since those early pioneer days, Sudbury has evolved into a dynamic and diverse regional capital that functions as the service hub for all of Northeastern Ontario, a market estimated at 550,000 people. Municipal restructuring is another transformation through which the City has evolved as the City of Greater Sudbury was formed on January 1, The new city represents the amalgamation of the towns and cities that comprised the former Regional Municipality Sudbury (Sudbury, Capreol, Nickel Centre, Onaping Falls/Levack, Rayside-Balfour, Valley East and Walden), as well as several unincorporated townships (Fraleck, Parkin, Aylmer, Mackelcan, Rathburn, Scadding, Dryden, Cleland, and Dill). While mining remains a major influence on the local economy, the City has diversified significantly in recent years to establish itself as a major centre of financial and business services, tourism, health care and research, education and government. In addition, Greater Sudbury functions as a Regional shopping destination, servicing a catchment area extending across Northeastern Ontario where approximately 300,000 people live within a 160 km (100 mile) radius of the City. Location and Area The City of Greater Sudbury serves as the Regional Capital of Northeastern Ontario. Located 390 kilometres north of Toronto, 290 kilometres east of Sault Ste. Marie and 483 kilometres west of Ottawa, Greater Sudbury occupies a central location in Ontario at the convergence of two major highways, Highway 69 and Highway 17 (Trans-Canada Highway). The total land area of the City of Greater Sudbury is 3, square kilometres. When including the 233 named lakes within its municipal boundaries, the total area of the City is 3,627 square kilometres (City of Greater Sudbury web-site, Key Facts, May, 2003) making it the largest municipality in Ontario based on total area. Municipal amalgamation on January 1, 2001 added 73 lakes to the City with Lake Wanapitei becoming the largest city-contained lake in the world. When compared to other key Ontario municipalities in relation to land area, Greater Sudbury is the largest municipality in the province. 7

8 Map of the City of Greater Sudbury 2004 Population: 155,000 Households: 70,222 8

9 Population Our population profile is indicative of an aging population. The population of Greater Sudbury has decreased by approximately 5.4% since The profile illustrates that the majority of this decrease comes from those aged 44 and younger. This profile also shows an increase in the population of those aged 45 and older. Population Profile, ,350 1, ,775 7,200 12,165 12, ,965 16, ,825 23, ,515 51, ,505 9,955 12,240 10, ,790 20, ,285 8, ,000 20,000 30,000 40,000 50,000 60,000 9

10 Population by Mother Tongue Greater Sudbury is known for its rich multicultural, multi-linguistic history. A breakdown of total population by mother tongue indicates that the City of Greater Sudbury mirrors the diversity of Ontario and Canada as a whole. Mother tongue refers to the first language learned at home in childhood and still understood. Greater Sudbury can claim to be a truly bilingual community as over 28% of the population indicates French as their mother tongue while 40% of the population identity themselves as being bilingual. This far exceeds Ontario s average. Many companies, government agencies and other service organizations tap into this valuable human resource. Upon further examination, 60.3% of the population of Rayside-Balfour lists French only or a combination of English and French as their mother tongue; followed by Valley East (48.8%), Nickel Centre (24.8%), Sudbury (23.5%), Onaping Falls/Levack (20.7%), Capreol (15%), and Walden (9.2%) (Statistics Canada, 2001 Census). Population by Mother Tongue Multiple 1.3% 1.4% 1.8% Canada Ontario Non-Official 7.7% 17.6% 23.7% Greater Sudbury French 4.3% 22.6% 28.2% English 58.5% 62.3% 70.6% (Source: Statistics Canada; 2001 Census of Canada) 10

11 Aboriginal and Visible Minority Population Included in the Aboriginal Identity Population are those persons who reported identifying with at least one aboriginal group, that is, "North American Indian, Metis, or Inuit (Eskimo), and/or who reported being a Treaty Indian or a Registered Indian, as defined by the Indian Act of Canada, and/or who reported they were members of an Indian Band or First Nation. According to the Employment Equity Act (1986), visible minorities are persons (other than Aboriginal Persons) who are non-caucasian in race or non-white in colour. According to the Table below, 4.5% of the Greater Sudbury population or 7,020 residents were classified as having an Aboriginal Identity. As a comparison, 1.7% of the population of Ontario was considered as having an Aboriginal Identity (Statistics Canada, 2001 Census of Canada). Further, the data indicates that approximately 2% of the Greater Sudbury population, or 3,140 residents are visible minorities. Of those visible minorities, 34.2% are described as Black, 22.8% are Chinese, and 17% are South Asian. As a comparison, 19.1% of Ontario residents are visible minorities. Of those visible minorities, 25.8% were South Asian, 22.4% were Chinese, and 19.1% were Black. Aboriginal Identity and Visible Minority Population 2001 Population % of Total Greater Sudbury 155, Aboriginal Identity Population 7, Visible Minority Population 3, Visible Minority Groups Black 1, Chinese South Asian Latin American Arab Filipino Japanese South East Asian Visible Minority* Multiple Visible Minorities** Korean West Asian *Visible Minority includes respondents who reported a response classified as Polynesian, Guyanese, Mauritian, etc. **Multiple visible minorities includes respondents who reported more than one visible minority group by checking two or more categories, for example, Black and South Asian. Chief Ian Davidson pictured with Daniella Homer, a participant of the Police Mkwa Opportunity Circle. (Source: Statistics Canada; 2001 Census of Canada) 11

12 Crime Rate Crime rates represent the total number of criminal incidents per 100,000 population as recorded by the Uniform Crime Reporting (UCR) Survey through the Canadian Centre for Justice Statistics. Included in the calculation are criminal offences that have been substantiated through police investigation. Crime rates are calculated utilizing the total number of violent, property and other types of criminal offences such as damage to property, threatening and prostitution. Greater Sudbury Crime Rate (Source: Police Resources in Canada, , Canadian Center for Justice Statistics) The graph illustrates that over the past five-year cycle, the crime rate in Greater Sudbury peaked at 7,535 incidents per 100,000 population in Since this peak, the crime rate has decreased by 18% to 6,186 incidents per 100,000 population in

13 Calls for Service This portion of the report illustrates the annual calls for service received by the Greater Sudbury Police from 2000 to Analyzing calls for service shows that over the years call volume has remained relatively constant

14 2005 Budget Expenditure Breakdown 4% 12% 84% Personnel Costs Contribution to Capital Operating Expenditures s Board Presentation to City Council November 29, 2004 Chair Andy Humber Ian Davidson, Chief of Police Police Challenges The Evolution of Policing in Ontario Charter of Rights and Freedoms Provincial Adequacy Standards Legislative Impacts Technology & Investigative Processes Public Expectations Fiscal Impacts Budget Enhancement Option 14

15 Strategic Directions and Related Sub-Themes Strategic Direction Number 1 Public Safety Initiatives The following sub-themes were identified: Road Safety Criminal Investigation Services Emergency Calls for Service Assistance to Victims Violent Crime Property Crime Youth Crime Drugs and Organized Crime Computer Crimes Crime Against Elderly Recreational Vehicle Safety Strategic Direction Number 2 Police-Community Relations and Partnerships The following sub-themes were identified: Crime Prevention Community Patrol Community Problem-Solving Community Satisfaction Community Diversity Strategic Direction Number 3 Organizational Effectiveness and Management The following sub-themes were identified: Service Delivery Model Organizational Structure Management Practices Internal Communications External Communications Strategic Direction Number 4 Human Resource Management and Development The following sub-themes were identified: Recruiting, Training and Development Workload Assessment Employee Health and Wellness Volunteers Strategic Direction Number 5 Facilities Management Strategic Direction Number 6 Information Technology 15

16 Strategic Direction #1 Public Safety Initiatives Road Safety Successive surveys and community safety forums indicate that road safety continues to be a significant concern to the residents of Greater Sudbury. Traffic related issues, such as aggressive driving, speeding, and impaired driving continue to be a priority for the Police Service. During the last business planning cycle, a dedicated Traffic Management Unit was created with a mandate to deliver effective and efficient traffic services aimed at reducing collisions and incidents of poor driving behaviour. We are determined to maintain and improve upon the Traffic Management, Enforcement, and Road Safety Plan also initiated during the last business planning cycle. In collaboration with the City of Greater Sudbury, the public, private agencies, service groups and other law enforcement agencies, the Greater Sudbury Police Service is committed to actively responding to traffic related matters. 1.1 GOAL: To increase road safety in the City of Greater Sudbury By developing and implementing innovative enforcement strategies intended to increase road safety in the City of Greater Sudbury. TL: December; 2005, 2006, 2007 ACCT: Uniform Inspector Development and implementation of innovative enforcement strategies Motor vehicle collision statistics Number of traffic-related public complaints/concerns By maintaining and further expanding our initiatives with relevant community and justice partners related to traffic management, enforcement and road safety. Development of traffic management, enforcement and road safety initiatives with community partners Identification and initiation of new partnerships TL: December 2005 ACCT: Uniform Inspector 16

17 1.1.3 By building upon our current partnerships to enhance public education and awareness of road safety and traffic related issues. Number of public awareness and education programs Implementation of a Drive Wise Program TL: December 2006 ACCT: Uniform Inspector 17

18 Public Safety Initiatives Criminal Investigation Services The investigation of criminal offences has become increasingly complex, and as such, presents a challenge to the Service to ensure that the skills of our criminal investigators remain current. It is imperative that criminal investigations be pursued and processed in an efficient, effective and timely manner with training as a key component in the development of investigative skills. The Service is committed to ensuring that the highest standard of training is available for all criminal investigators in order to meet legislated requirements and to provide excellence in criminal investigations. During the last business planning cycle much work was completed on the development of a mentoring program for front-line officers intended to increase their effectiveness in the area of criminal investigations. 1.2 GOAL: To ensure that criminal investigations are conducted in an efficient and effective manner by highly skilled investigators in accordance with all legislated training requirements By conducting a training inventory of criminal investigators to identify training needs and professional development opportunities. An annual training inventory for assigned criminal investigators that identifies training and professional development needs TL: December; 2005, 2006, 2007 ACCT: Criminal Investigations Inspector By examining the criminal investigations procedures, strategies, and structures of other police services to identify best practices in criminal investigations. TL: March 2006 ACCT: Criminal Investigations Inspector By completing and implementing the criminal investigation mentoring program for patrol officers. Completion of best practices review and recommendations Establishment of a quality control system for case preparation Establishment of a Protocol with the Crown relative to crown brief standards. Implementation of a mentoring program for patrol officers TL: December 2005 ACCT: Criminal Investigations Inspector 18

19 Public Safety Initiatives Emergency Calls for Service Providing emergency response is one of the five core functions of every police service in Ontario. Rapid response to priority calls is an essential component of service delivery by the. This issue was also of some concern to survey respondents. Adequate front line resources must be utilized to maintain emergency response capability requirements. The Service has a priority response system in place requiring Priority One (emergency) Calls to be responded to within four minutes. During the last business planning cycle, a Delayed Mobile Response Unit was established to address field response to lower priority calls for service as a means to enhance the availability of front line officers to respond to priority calls. 1.3 GOAL: To ensure a safe, prompt and professional response to emergency calls for service By identifying patterns of demand for emergency calls for service. Completion of analysis and appropriate action taken TL: December 2005 ACCT: Support Services Inspector, Organizational Development Inspector By evaluating our system of emergency response to identify areas for improvement. TL: December 2005 ACCT: Support Services Inspector Identification of areas for improvement Assessment of current emergency response procedures 19

20 Public Safety Initiatives Assistance to Victims of Crime Providing assistance to victims of crime is one of the core functions of policing in the Province of Ontario and a key priority for the. Sensitivity and support to victims is a necessary component of our service delivery and with our partners we will continue to develop strategies to assist victims of crime. The Service has operated a Victim Services Unit since During the last business planning cycle the Service entered into a protocol with the Victim Witness Assistance Program (VWAP) and additionally, the Victim Crisis Assistance and Referral Service (VCARS) established an office within Police Headquarters and has begun to offer their services through our officers. 1.4 GOAL: To continually improve the standard of service and care provided to victims of crime and to enhance our collaborative partnerships with the community agencies that assist us in the provision of assistance to victims By establishing an evaluation mechanism to measure the effectiveness of the existing victim services programs. TL: December 2005 ACCT: Criminal Investigations Inspector Establishment of an evaluation mechanism for the Victim Services Program Completion of the evaluation of the Victim Services Program Establishment of new partnerships By conducting an assessment of our victim assistance processes to ensure they are accessible and user-friendly. Completion of accessibility assessment Victimization survey results TL: March 2006 ACCT: Criminal Investigations Inspector By increasing organizational awareness of victim s issues and our responsibilities to victims of crime. TL: December; 2005, 2006, 2007 ACCT: Criminal Investigations Inspector Implementation of increased awareness training Training records 20

21 1.4.4 By increasing the community s awareness of victim s issues as well as the availability and access to assistance for all victims. Establishment of a public education and awareness strategy TL: December; 2005, 2006, 2007 ACCT: Criminal Investigations Inspector 21

22 Public Safety Initiatives Violent Crime Crimes of violence generally refer to homicides, attempted homicides, sexual assaults, assaults and robberies. Our Service recognizes the need to effectively respond to violent crime and to the victims of violent crime. In order to reduce violent crime, both prevention and enforcement strategies are necessary; as well as an understanding of the underlying root causes of violent crime. By collaborating with community agencies, the Police Service s ability to reduce violent crime in the City of Greater Sudbury will be enhanced. During the last business planning cycle, the Domestic Violence Unit was expanded to increase our effectiveness in combating domestic violence. Additionally, the Service entered into a partnership with the Ministry of the Attorney General for a Domestic Violence Bail Program in our community and an officer has been assigned as the Project Coordinator for the pilot project with the position being funded by the Province. 1.5 GOAL: To be the lead agency in Greater Sudbury working towards the reduction of violent crime By enhancing our investigative strategies and abilities in relation to violent crime and conducting a best practices assessment. TL: December 2005 ACCT: Criminal Investigations Inspector Increased utilization of crime analysis to identify trends and patterns in violent crime Reduction in the violent crime rate Expansion of technological capabilities to better identify and investigate violent crime High risk offender management processes and partnerships Completion of best practices assessment Front-line uniform response to violent crime and crime scene management addressed through training By developing and implementing public awareness programs that address violent crime. Development and implementation of public awareness and education programs TL: September 2005 ACCT: Criminal Investigations Inspector 22

23 1.5.3 By participating in research activities aimed at understanding the underlying root causes of violent crime in Greater Sudbury and utilizing this research to guide our response to violent crime. Establishment of a Violent Crime Working Group to conduct research and make recommendations TL: December 2006 ACCT: Criminal Investigations Inspector 23

24 Public Safety Initiatives Property Crime Break and enters, vandalism, thefts and fraud form the core of property related crime. Our survey and community consultations indicate that this is a very significant concern for residents. Problem solving and crime analysis will be utilized to ensure that appropriate resources are directed to targeted areas. 1.6 GOAL: To develop a comprehensive strategy to reduce property crime and improve property crime clearance rates By utilizing crime analysis to proactively identify property crime patterns in the community. TL: June; 2005, 2006, 2007 ACCT: Criminal Investigations Inspector Increased utilization of crime analysis to proactively identify property crime patterns in the community Reduction in property crime rates Increase in property crime clearance rates By developing and communicating intelligence internally that effectively targets property crime patterns and offenders. Establishment of an internal communication strategy relative to property crime patterns and offenders in the City TL: June 2006 ACCT: Criminal Investigations Inspector By enhancing public awareness and education regarding the security of homes, businesses and property. TL: December 2005 ACCT: Criminal Investigations Inspector Establishment of an external communication strategy relative to the property crime patterns in the City and proactive measures Initiation of programs that utilize public participation in detecting and reporting property crimes Number of programs delivered 24

25 1.6.4 By partnering with other police services in the province and entering into an agreement with Business Watch International to obtain an internet based program for the collection, storage and delivery of transaction information gathered in pawn shops and second hand stores in order to assist in the detection and recovery of stolen property and deter acts of theft. Business Watch International program operational Increase in recovered stolen property Decrease in occurrences of theft and break and enters TL: March 2006 ACCT: Criminal Investigations Inspector By pursuing the establishment of a By- Law in the City of Greater Sudbury that will regulate that pawn shops and second hand stores having the Business Watch International program to track their transactions. Establishment of a By-Law to regulate pawn shops relative to Business Watch International TL: March 2006 ACCT: Criminal Investigations Inspector 25

26 Public Safety Initiatives Youth Crime Youth violence continues to be a significant concern to the residents of the City of Greater Sudbury. In response to these concerns and the implementation of the Youth Criminal Justice Act, the Service created a full time Youth Officer position to develop and implement initiatives to comply with the Act and to work in partnership with our community and justice partners to develop education and prevention strategies. 1.7 GOAL: To reduce youth crime and to address the community s concern with youth issues By evaluating the effectiveness of our current youth programs. TL: June 2005 ACCT: Criminal Investigations Inspector Implementation of an evaluation mechanism relative to our youth programs Completion of evaluation and recommendations on current youth programs Establish performance indicators Decrease in youth crime rates By establishing and implementing strategies with community partners to improve police-youth relationships. Establishment and implementation of strategies TL: March 2006 ACCT: Criminal Investigations Inspector By identifying and involving relevant community and justice partners to assist the Police Service in the areas of crime prevention, education, and early intervention strategies for young persons. Number of programs initiated Number of partnerships established TL: December 2006 ACCT: Criminal Investigations Inspector 26

27 Public Safety Initiatives Drugs and Organized Crime Drugs and organized crime are closely linked and collectively impact on a wide array of other criminal activities. We need to continue to focus our efforts on gathering intelligence, enforcing the laws, and increasing community awareness to combat illegal drug use and organized crime. The Service is committed to participate in strategies to combat organized crime. In response to a request from the Ministry of Community Safety and Correctional Services a Staff Sergeant from the Service was selected as Project Manager of the Province s Organized Crime Strategy, a position that is fully funded by the Ministry. 1.8 GOAL: To effectively target organized crime and related criminal activities in our community By continuing to target organized crime activities through the use of Joint Forces Operations and Task Forces. TL: December; 2005, 2006, 2007 ACCT: Criminal Investigations Inspector By conducting a best practices review of policy and investigative strategies pertaining to drugs and organized crime. Number of Joint Forces Operations and Task Forces Evaluation of the effectiveness of each JFO or task force that were established and completed Completion of a best practices review TL: June 2006 ACCT: Criminal Investigations Inspector By effectively utilizing local and provincial crime analysis in the detection of illegal drug use and organized crime patterns in the community. TL: September 2005 ACCT: Criminal Investigations Inspector Increase in the utilization of crime analysis reports Increase in the detection of illegal drug use and organized crime 27

28 1.8.4 By developing and communicating intelligence internally that effectively identifies and targets organized crime and drug offenders. Development of an internal communications strategy targeting intelligence information in relation to drugs and organized crime TL: June 2006 ACCT: Criminal Investigations Inspector 28

29 Public Safety Initiatives Computer Crime Investigations With the increasing popularity of Internet use and technological advances in relation to computers and related peripheral equipment, opportunities have been created for individuals to utilize this new avenue to commit various crimes. The recognizes the need to further develop its capabilities to investigate criminal acts involving technology. 1.9 GOAL: To enhance our ability to effectively and efficiently investigate computer-related crimes By conducting an analysis of demand for these types of specialized investigations and formulating an appropriate strategy. TL: December 2006 ACCT: Criminal Investigations Inspector Completion of a demand for service analysis report Formulation of a strategy that will include investigative and technical training requirements, technology requirements and identification of community partnerships 29

30 Public Safety Initiatives Crimes Against the Elderly Elder abuse is defined as any act that harms or threatens to harm the health or wellbeing of an older adult. Forms of abuse include psychological, financial and physical abuse, as well as neglect and sexual assault. Our Police Service recognizes the need to respond to these issues as our community continues to age. We also recognize that our Police Service must act in collaboration with other community agencies to adequately address this important issue GOAL: To effectively respond to the safety and security issues of the elderly By continuing to actively participate on local committees and liaise with provincial committees that address issues regarding the elderly to enhance our knowledge of elder abuse. Number of committees participated on Formal protocol development with key stakeholders TL: March 2005, 2006, 2007 ACCT: Criminal Investigations Inspector By adopting best practices to improve our ability to identify and effectively respond to the safety and security concerns of the elderly in our community. Completion of best practices review Formulation of a response strategy TL: September 2005 ACCT: Criminal Investigations Inspector By analyzing demand for service to identify the key safety and security issues for the elderly. TL: March 2006 ACCT: Criminal Investigations Inspector Completion of demand analysis Identification of key safety and security issues Number of cases assigned to Senior Liaison Officer 30

31 By identifying and partnering with community agencies that provide public education and awareness programs in relation to elder abuse. TL: March 2006 ACCT: Criminal Investigations. Inspector By implementing a united response against victimization of older adults through a Ministry of the Attorney General grant. TL: December 2005, September 2006 ACCT: Director of Corporate Services By partnering with the City of Greater Sudbury to seek Provincial funding to host a conference in relation to emerging initiatives and issues relating to seniors. Participation in public education and awareness programs Community symposium to deliver education Number of agency partners Grant funding obtained Appoint a Coordinator Full evaluation of united response against victimization of older adults in accordance with the terms of the agreement Funding obtained Conference hosted Number of attendees TL: March 2006 ACCT: Criminal Investigations Inspector By providing regular awareness training to all frontline members on safety and security issues of the elderly and police response to elder abuse. Training records Staff evaluation Resource cards distributed to officers Appropriate police response TL: June 2005, March; 2006, 2007 ACCT: Director of Corporate Services 31

32 Public Safety Initiatives Recreational Vehicle Safety The community safety forums revealed a level of frustration with recreational vehicle usage. Trespassing, noise, and improper use of pedestrian areas topped the list of concerns by residents. Every year serious accidents and death result from the unsafe operation of these vehicles. Recreational vehicle safety remains a key component of the Traffic Management, Enforcement, and Road Safety Plan 1.11 GOAL: To continue to work towards reducing accidents and complaints involving recreational vehicles By analyzing calls for service to identify key issues regarding recreational vehicle safety. Completion of a calls for service analysis Identification of key issues TL: June 2005 ACCT: Uniform Inspector By developing and implementing innovative enforcement strategies intended to increase recreational vehicle safety in the City of Greater Sudbury. TL: June 2006 ACCT: Uniform Inspector By developing and implementing recreational vehicle awareness training for frontline uniform officers. Development and implementation of enforcement strategies Recreational vehicle accident statistics Enhanced initiatives for targeted enforcement Acquisition of a recreational vehicle (quad) to assist in managing recreational vehicle safety Evaluation of effectiveness of the recreational vehicle (quad) Training records TL: December 2005 ACCT: Uniform Inspector 32

33 Strategic Direction #2 Police-Community Relations and Partnerships Crime Prevention Community-based crime prevention initiatives are essential to community safety and are an important component of our service delivery. We will continue to work with our community partners to reduce the incidence of crime and disorder and work towards creating a safer and more secure community. 2.1 GOAL: To continue to develop and implement innovative and progressive crime prevention strategies in collaboration with our community partners By conducting a best practices review and establishing performance criteria for crime prevention initiatives. Best practices review Establishment of performance criteria Number of crime prevention initiatives TL: March; 2005, 2006, 2007 ACCT: Support Services Inspector By annually reviewing current crime prevention initiatives and evaluating their effectiveness. Completion of review and evaluation of initiatives TL: December 2005 ACCT: Support Services Inspector By utilizing crime analysis data and community information sources to assist in the development of an effective crime prevention strategy. TL: March 2006 ACCT: Support Services Inspector Utilization of crime analysis reports Implementation of a crime prevention strategy and related initiatives Reductions in calls for service in targeted areas 33

34 2.1.4 By enhancing public awareness of community crime prevention programs and initiatives. TL: December; 2005, 2006, 2007 ACCT: Support Services Inspector Number of public awareness and education programs Community mobilization in crime prevention 34

35 Police-Community Relations and Partnerships Community Patrol The general patrol function is the foundation of police work. Despite significant efforts and successes with increasing police visibility during the last business cycle, high visibility policing is consistently mentioned as a priority in successive public surveys and during Community Safety Forums. 2.2 GOAL: To continue to enhance police visibility in our community while at the same time committing the required resources to address other community needs By examining current patrol deployment strategies and implementing changes designed to enhance police visibility. TL: June 2005 ACCT: Uniform Inspector Completion of examination of current patrol deployment strategies Identification of areas of demand where enhanced visibility will have the greatest positive impact The increased satisfaction citizens have with police visibility in their neighbourhoods By utilizing crime analysis data to develop patrol initiatives intended to increase the amounts of proactive patrol time for police officers. TL: December 2005 ACCT: Uniform Inspector Increased utilization of crime analysis data that identifies neighbourhood/zone issues Number of hours devoted to proactive responsibilities and targeted patrol initiatives By researching and reviewing the practices of other police services in order to establish a Collision Reporting Centre where citizens can report prescribed motor vehicle collisions. TL: June; 2005, 2006 ACCT: Director of Corporate Services Completion of research and review Establishment and evaluation of Collision Reporting Centre utilizing best practices Customer feedback 35

36 Police-Community Relations and Partnerships Community Problem Solving Since the previous planning cycle, the has moved towards implementing a problem-solving model of policing and has established the Community Response Unit where assigned officers are specifically dedicated to problem solving. Participants at our Community Safety Forums continually emphasize the need to work more closely with various community groups to address the problems unique to their respective areas. By doing so, we enhance our capacity to work creatively with community leaders, citizens, and organizations to address community problems. This effort balances reactive and proactive policing and seeks to apply adequate resources to the goal of finding longer-term solutions to problems while making our community safer. Community based policing continues to be the philosophy of this Police Service as it promotes a shared responsibility between the Service and the community for resolving crime and public disorder problems. 2.3 GOAL: To further enhance our organizational problem solving capacity and to deliver pro-active policing strategies and initiatives in partnership with the community By continuing the implementation of problem solving initiatives by the Community Response Unit. Number of problem solving initiatives TL: March 2005 ACCT: Uniform Inspector By delivering problem solving training for all members to increase their knowledge of problem solving processes thereby fostering a culture of problem solving in all areas. Completion of problem solving training Service-wide implementation of problem solving initiatives TL: December 2005 ACCT: Uniform Inspector 36

37 2.3.3 By identifying and supporting the programs and initiatives established by community agencies that contribute to community problem solving and crime prevention. Identification of programs/initiatives by community agencies Number of community programs the Service participated in TL: June 2006 ACCT: Uniform Inspector By pursuing the establishment of a By-Law in the City of Greater Sudbury that will regulate disorderly behaviour in the downtown area. TL: December 2006 ACCT: Uniform Inspector Establishment of By-Law that will regulate disorderly behaviour in the downtown area Decrease in disorderly conduct complaints 37

38 Police-Community Relations and Partnerships Community Satisfaction Effective policing depends greatly on the level of confidence and respect that the police officers and staff attract from the public. Our community must be assured that they can count on receiving fair, prompt and professional service in all their interactions with the police. Overall, successive Oraclepoll surveys have indicated an acceptable level of satisfaction with the Police Service, but community satisfaction cannot be taken for granted and continued efforts are required to ensure that we are responsive to our community s needs. Further, the Greater Sudbury Police Service believes that community satisfaction is affected by several factors including the fear of crime, and to this end, the Police Service will endeavour to reduce the fear of crime of its citizens. The is committed to providing the residents of Greater Sudbury with the best policing possible ensuring maximum value is achieved with the resources available. 2.4 GOAL: To reduce the fear of crime and to increase public satisfaction with police services By conducting periodic evaluations of community satisfaction with the. TL: June 2007 ACCT: Executive Officer Establish mechanisms to measure the level of public satisfaction with the Tracking mechanism for unsolicited letters and comments directed to the Police Service Increased public satisfaction identified through surveys By providing customer service orientation training to all members. Implementation of training TL: March 2007 ACCT: Executive Officer 38

39 2.4.3 By determining the critical factors affecting the fear of crime and community satisfaction with police services. Best practices review Literature review Reports submitted relative to identified factors TL: June 2006 ACCT: Executive Officer 39

40 Police-Community Relations and Partnerships Community Diversity Greater Sudbury is known for its rich multicultural history of racial and linguistic diversity. The supports a culturally diverse community that is based on tolerance, understanding, and mutual respect for the dignity and worth of every citizen. The Service has maintained a respectful and cooperative relationship with the Aboriginal Community and other multi-cultural groups. The Service has put in place mechanisms to promote and facilitate meaningful participation with the community, including Aboriginal people and visible minorities in the planning of police services. 2.5 GOAL: To ensure that the diversity in our community is considered in all consultations and partnership efforts thereby resulting in a more responsive police service By maintaining the roles and responsibilities of both the Aboriginal Community Police Advisory Committee and the Advisory Committee to the Greater Sudbury Police Services Board on Multicultural and Racial Issues and continuing to address identified issues. Maintenance of the Aboriginal Community Police Advisory Committee and the Advisory Committee to the Greater Sudbury Police Services Board on Multicultural and Racial Issues Number of identified issues Committee accomplishments TL: December; 2005, 2006, 2007 ACCT: Executive Officer By enhancing organizational awareness of Aboriginal issues and other multicultural issues by providing related training to frontline officers. Training records TL: March 2006, 2007 ACCT: Executive Officer 40

41 Strategic Direction #3 Organizational Effectiveness and Management Service Delivery Model With the growing pressure of greater fiscal and operational accountability, escalating police costs, expanding demands, shrinking budgets and limited human resources, the Greater Sudbury Police Service will strive to find ways to increase efficiency, improve productivity and provide value-added services. Committed to continuous review and the implementation of best practices, the will optimize operational capabilities to meet the needs of the community. Through the use of various analytical tools and measures, we will examine the delivery of police services and implement innovative strategies designed to achieve quality results in service delivery. 3.1 GOAL: To improve the efficiency and effectiveness of service delivery through continuous review, innovation and best practices By researching service delivery models utilized in policing and in other sectors to identify best practices. Completed analysis of police service delivery models and best practices review TL: March 2006 ACCT: Executive Officer By collecting and analyzing data on demand for service so as to assess current service delivery practices to identify opportunities for improvement. Completion of analysis on demand for service Identification of opportunities for improvement TL: December 2005 ACCT: Executive Officer, Organizational Development Inspector 41

42 3.1.3 By developing quality standards for service delivery and performance indicators in each major service area. Development of quality standards and performance indicators TL: December 2006 ACCT: Executive Officer By altering our current service delivery model, if required, while ensuring consistency with legislated responsibilities, organizational values, and identified community needs. Alteration of service delivery model if required TL: June 2007 ACCT: Executive Officer 42

43 Organizational Effectiveness and Management Organizational Structure As organizations and their external environments evolve, needs change and organizational structure must adapt accordingly. As we find ourselves in the midst of significant and varied challenges in our environment, there is a need for an organizational structure that will respond to the needs of the organization while we strive to meet the needs of the community. 3.2 GOAL: To explore and implement adaptive organizational structures and strategies that will effectively support current and future service delivery and program needs By conducting periodic evaluations of the existing organizational structure with respect to meeting current and anticipated future service delivery and program needs. Completed evaluation TL: December 2006 ACCT: Executive Officer By implementing appropriate structural changes to respond to the gaps identified between the service demands on the organization and the organizations capabilities. Implementation of structural changes TL: June 2007 ACCT: Executive Officer 43

44 Organizational Effectiveness and Management Management Practices Adopting a well-defined management practices framework focuses attention on the internal efficiency and effectiveness of the management of any organization. Commitment to a management practices framework enables us to build an infrastructure to support our organization through business planning, redefining policy and procedures and streamlining administrative tasks. A management practices framework will embrace varied theories, techniques and methods. The framework will establish processes for performance measurement, best practices review, benchmarking, program evaluation and review, strategic and operational planning, risk-management and continuous improvement. An enhanced focus on internal management practices will strengthen the effectiveness of the management team thereby ensuring the efficiency and effectiveness of police services, as we move towards achieving our stated goals. 3.3 GOAL: To develop a comprehensive management practices framework for the Service to continually review and improve our internal systems and processes By researching existing theories and best management practices with other Police Services. Completion of research and review Establishment of best management practices framework TL: December 2005 ACCT: Executive Officer By developing a corporate philosophy that includes the articulation of organizational values and ethical standards. Establishment of corporate philosophy and ethical standards Ethics training TL: December 2006 ACCT: Executive Officer 44

45 3.3.3 By formalizing and integrating the strategic, operational, and financial planning functions as well as their related evaluation and control functions. TL: October; 2005, 2006, 2007 ACCT: Director of Corporate Services Establishment of an integrated planning function Business case guideline instituted to support annual operating plans harmonized with budget cycle Number of business cases submitted and approved Allocation of resources to support business needs 45

46 Organizational Effectiveness and Management Internal Communications Open and consultative communication should be encouraged at all levels of the organization, as effective communication within the Service is essential for quality improvement. If management continually communicates with employees and encourages the on-going and open exchange of ideas, information, and opinions, this will ultimately have positive impact on our information-sharing, problem-solving, and decision-making processes. 3.4 GOAL: To improve our internal communication process By conducting on-going assessments of internal communication processes to identify potential for improvement. Completion of periodic assessment of internal communications processes TL: December; 2005, 2006, 2007 ACCT: Executive Officer By developing and implementing an internal communication strategy in response to the identified needs. TL: March 2006 ACCT: Executive Officer Development and implementation of an organizational communication strategy Increased satisfaction of members with respect to internal communications 46

47 Organizational Effectiveness and Management External Communications Effective external communication is an essential component of quality service delivery. Police Services need to consult, engage and mobilize their community while continually communicating with their citizens to encourage the on-going and open exchange of ideas, information and opinion. 3.5 GOAL: To improve the effectiveness of our external communication process By conducting on-going assessments of our external communication processes to identify potential for improvement. Completion of assessment of external communications processes TL: March 2006, December 2007 ACCT: Executive Officer By developing an external communication strategy in response to the identified needs. Establishment of an external communication strategy TL: December 2006 ACCT: Executive Officer By sharing the content of the Business Plan with Municipal Council and the community. Distribution of the Plan to Municipal Council Plan published on the website TL: June 2005 ACCT: Organizational Development Inspector 47

48 Strategic Direction #4 Human Resource Management and Development Recruiting, Training and Development Human resource management is critical to the effective and efficient functioning of the Service. The goal of human resource management is to ensure that human resource requirements are anticipated in order to effectively manage the recruitment and retention of highly skilled and competent staff. As well, effective human resource management also involves the utilization of training and the development of opportunities to optimize employee growth and development, thereby maximizing an employee s contribution to the organization. 4.1 GOAL: To identify, attract, and retain the best possible personnel and to ensure our ongoing commitment to legislated training, as well as the personal and professional growth and development of all members By reviewing and improving our recruiting strategy to identify and attract the best possible personnel while encouraging Aboriginal people as well as other multi-cultural groups to consider policing as their choice of profession. TL: June 2005 ACCT: Director of Corporate Services By working in partnership with the Rainbow District School Board, White Buffalo Road and various secondary schools to develop an accredited Aboriginal youth law enforcement training initiative for Grade 12 students. Review of recruiting strategy Diversity in candidate attraction and selection Marketing flyers for recruitment Number of job fairs attended Policy developed Number of trained interviewers Number of Aboriginal and visible minority applicants Development of strategy Participation rate TL: September 2005, June 2006 ACCT: Executive Officer 48

49 4.1.3 By reviewing the Skills Development and Learning Plan to ensure it adequately addresses all legislated training and the provision of growth and development opportunities for all staff. TL: March; 2005, 2006, 2007 ACCT: Director of Corporate Services By developing succession plans for key positions within the organization. TL: December; 2005, 2006, 2007 ACCT: Director of Corporate Services By evaluating and redesigning the coach officer training program including evaluation of current coach officers. TL: June 2006 ACCT: Director of Corporate Services Completion of review and refinement of the plan with budget allocations detailed Participation in the continuing education program Inventory of skills and training Staffing forecast complete Identification of key positions to be vacated Development of succession plans Promotional process review Identification of learning needs Revised coach officer training program Survey of satisfaction with program by recruits and coach officers Establishment of a mechanism to evaluate coach officers Number of coach officers 49

50 Human Resource Management and Development Workload Assessment Workload management and appropriate human resource deployment are essential to meeting organizational and community needs. The internal survey indicated a need to reduce and balance the workload of the patrol officer. It is also essential to review front-line deployment strategies to ensure adequate resources are present to address calls for service while retaining expertise and knowledge in specialized units. 4.2 GOAL: To improve the efficiency and effectiveness of the use of human resources within the Service through workload assessment and appropriate workload assignment By ensuring workload assessments are conducted at regular intervals in each major service area. TL: December 2005; June 2006, 2007 ACCT: Organizational Development Inspector Workload measurement system developed Completion of workload assessments in major service areas By evaluating workload and incident/case assignment processes and determining the need for human resource enhancement and/or human resource re-allocation options. TL: September; 2005, 2006, 2007 ACCT: Director of Corporate Services Divisional Commanders By conducting a review of current practices to ensure that existing human resource strategies adequately address both shortterm and long- term accommodated duty assignments. TL: December 2005 ACCT: Director of Corporate Services Completion of evaluation and recommendations for workload and incident/case assignment processes to be established Identification of human resource solutions Effective and efficient deployment Call management best practices instituted Completion of review Physical demands analysis for each position Number of officers on accommodated duty assignments and early and safe return to work 50

51 Human Resource Management and Development Employee Health and Wellness Optimizing job satisfaction is one of the keys to the success of any organization. Meeting and exceeding employee s expectations is a key element in sustaining job satisfaction. In light of increasing job related demands being placed upon our employees we will continue to help them address family, personal development and work issues. 4.3 GOAL: To ensure that appropriate supports are in place to enhance the health, wellness, and level of job satisfaction of our members By periodically assessing employee satisfaction and determining the key factors associated with employee satisfaction and/or dissatisfaction. Completion of periodic assessments Identification of key factors affecting job satisfaction TL: September 2006 ACCT: Director of Corporate Services By developing a plan designed to maintain and support, on an on-going basis, the wellness of our members. TL: September 2006 ACCT: Director of Corporate Services By exploring the possibility of job sharing/part-time job opportunities for members. Development of a Wellness Plan Employee awareness and usage of EAP Employee attendance records Implementation of recommendations TL: December 2005 ACCT: Director of Corporate Services 51

52 Human Resource Management and Development Volunteers Volunteers play an important role in our organization. They serve in different areas such as in Victim Services, Lions Eye in the Sky and community-based storefront offices to name a few. We need to ensure effective and efficient utilization of this resource and provide recognition of Police Service volunteers. 4.4 GOAL: To develop a comprehensive strategy for utilizing volunteer human resources By conducting a review to determine the effective use of volunteers. TL: June 2006 ACCT: Director of Corporate Services : Completion of assessment of current use of volunteers Number of volunteer positions Development of a strategy to utilize volunteers By developing and implementing a recruitment, training and evaluation plan for all volunteer positions within the organization Establishment of a plan Increased retention rates for volunteers Development of a volunteer satisfaction survey TL: March; 2006, 2007 ACCT: Director of Corporate Services 52

53 Strategic Direction #5 Facilities Management As we evolve and modify our service delivery model to respond to the changes in our community and in our organization, we need to forecast our facilities needs and develop a longterm facilities plan. It is critical that we conduct careful scanning and analysis to ensure that our facilities plan is responsive to future growth and changes in our operating environment. 5.1 GOAL: To identify, plan, and manage short-term and long-term facilities needs By developing a facilities plan that addresses short-term and long-term facilities needs while meeting all federal and provincially legislated requirements. TL: December; 2005, 2006, 2007 ACCT: Director of Corporate Services Establishment of facilities plan Identification of short-term and longterm facilities needs On-going assessment of facilities requirements and subsequent recommendations Completion of Emergency Services Centre at Centre Lionel E. Lalonde Centre 53