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Sarnia Police Service Mission Statement
The Mission of the Sarnia Police Service is to provide a safe and secure community by working with
the people in a sensitive and professional manner.
Vision
The Sarnia Police service envisions an organization committed
to continuous improvement in meeting the ever changing
needs of our citizens and our profession.
Values
The members of the Sarnia Police Service
are dedicated to:
Protecting human life
Protecting the community
Preventing crime and other offences
Administering the law fairly and consistently
Respecting human dignity
Respecting human diversity
Caring for victims and having compassion for all
Being honest and ethical
Respecting and supporting colleagues
Understanding changing community needs
Attaining excellence in each activity undertaken
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Step 1 Define
Mission/Vision
Step 2 Environmental Scan
and Analysis
Step 3 Set Goals
and Objectives
Step 4 Implement and Execute Action
Step 5 Monitor
and Evaluate
THE SARNIA POLICE SERVICE BUSINESS PLANNING PROCESS
The 2017-2019 Sarnia Police Service Business plan is a continuation in a series of business plans prepared in accordance with Ontario Regulation
3/99 which mandates police services to prepare a business plan at least once every three years. This will serve as a guide to the Board and Chief of
Police when making decisions involving the delivery of policing services to our community.
Information was gathered in the spring of 2016 by using a professional organization, namely Oraclepoll Research, to survey 600 residents, 100 busi-
nesses, and 13 area community groups. The information that was gathered was then analyzed and compared with previous business plans to estab-
lish any changes for the 2017-2019 Business Plan.
Also, an internal survey was conducted with the members of the Sarnia Police Service to determine needs and concerns to assist them and ensure a
safe, productive, and effective work environment.
The 2014 –2016 Business Plan provided the foundation for the current business plan as have business plans before it. The Sarnia Police Service is
committed to its primary directive, as per the Ontario Police Services Act, which is to prevent crime, enforce the law, assist victims of crime, main-
tain public order, and respond to emergencies. By the same token, the Sarnia Police Service, as an organization, wishes to ensure that this is done in
a manner which is current and effective for all involved.
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Environmental Scan and Analysis
The following illustration provides a brief overview of the Environmental Scan and Analysis - the second step of the business planning process. A comprehensive external analysis (e.g. surveys and consultations) was conducted jointly by the Police Services Board and the Sarnia Police Service Administration to determine the strategic direction of the organization.
National and Provincial Trends Health and Wellness
Missing and Murdered Indigenous Women
Marijuana Legalization
National Security
Cyber Crime
Economics of Community Safety
Public Perception of Police
External Inputs Drugs
Break and Enters/Thefts
Increased Patrols / Visibility
Communication
Traffic Complaints
Mental Health / Addiction
Cybercrime
2014—2016 Business Plan Review Directed focus on opiate epidemic (Patch for Patch
Program.
Increased Presence on Social Media
Implementation of Internet Child Exploitation Inves-
tigations
Electronic Crimes Branch
Implementation and ongoing development of elec-
tronic Briefs Ongoing upgrade to facility infrastructure
Internal Inputs Employee Health and Wellness
Promotional Process / Transfers
Communication / Input
Training / Career Development
Professionalism / Discipline
Facility / Equipment
Technology
2017-2019 Business Plan
Strategic Priorities/Goals
Providing Sarnia with a Safe and Secure Community.
Improve Quality of Service Delivery.
Continual Development and Evolution of Communication.
Ensure Effective Resource Management
Ongoing Evaluation and im-plementation of Techno-logical advancement.
Provincial Adequacy
Standards / Police
Services Act
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Message from the Chair of the Police Service Board and the Chief of Police
The Sarnia Police Service Business Plan 2017-2019 identifies the goals and objectives which the Board and Police Ser-
vice will endeavour to deliver over the duration of the Plan.
The Business Plan is based upon the Policing Standards set by the Ministry of the Solicitor General.
In order to determine the policing concerns of the public, Oracle Poll conducted a comprehensive survey of the
community.
Policing must work in partnership with the public to keep Sarnia a safe place to reside and work. Partnership with the
community is a very important part of successful policing, one which we will continue to strive to improve upon.
The Police Board and the Service thanks the Business Plan Committee who provided valuable insight and guidance
during the development of the Plan, particularly,
Don Cook - Community Member John Girard - Sarnia Police Services Board
Bryan Trothen - Community Member Sandy Whyte - Sarnia Police Services Board
Phil Nelson - Chief of Police Bob Farlow - Deputy Chief
John Sottosanti - Constable Jeff Hodgson - Inspector
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The Sarnia Police Service and its Community
Population of Sarnia: 72,366 (2011 Census)
Area of Sarnia: 164.71 square Km
Sworn Officers: 111
Civilians (Full/Part Time): 66
Additional service: to Aamjiwnaang First Nation (2300 members)
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OBJECTIVES ACTIONS PERFORMANCE INDICATORS
1. Heighten police visibility throughout the community. A. Review the responsibilities and performance of the
Telephone Reporting Unit (TRU) and explore alter-
natives.
B. Monitor mandated duties of the Community Polic-
ing and Problem Solving Branch (COPPS).
a. Completed review report on alternatives.
b. Monthly reports to the Deputy Chief of activities and
enforcement generated by the COPPS Branch.
2. Maintain existing and develop additional partnerships
with community organizations while emphasizing proac-
tive policing.
A. Expand existing programs and partnerships and
develop new initiatives with current community
partners.
B. Officially recognize Service members who volun-
teer and participate in community initiatives.
a. Further expansion of existing programs and partner-
ships such as the Patch for Patch Program with the
medical community.
b. Letters of recognition forwarded to the Sarnia Police
Service Board regarding members who participate in
community activities.
3. Develop initiatives regarding crimes involving proper-
ty, drugs, youth, and the internet.
A. Base enforcement on community input and crime
analysis.
B. Use information and data received to direct patrol
initiatives.
a. Reviews, assessments, and publications of enforce-
ment initiatives.
b. Regular reporting of correlated information to the
Sarnia Police Service Board.
4. Continue to emphasize the importance of traffic safety
and enforcement.
A. Implement effective delivery of RIDE programs.
B. Develop and introduce new traffic enforcement and
education methods (radio and other forms of social
media).
C. Provide training and technology for Traffic, Com-
munity Response, and COPPS Branch Officers.
a. Statistically based assessment of RIDE Programs.
b. Monthly review of traffic statistics and quarterly re-
ports of Motor Vehicle Collisions.
c. Continuous monitoring of traffic safety concerns
locally, provincially, and nationally.
Goal 1 - Continue Providing a Safe and Secure Community
The Sarnia Police Service is committed to meeting the needs for a safe and secure community. Efforts will be made to
target those key areas of concerns identified by the public.
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OBJECTIVES ACTIONS PERFORMANCE INDICATORS
1. Audit calls for service to achieve greater effectiveness
and identify alternative methods for the effective delivery
of service.
A. Review calls for service to ensure tiered response
structure is effective and efficient.
B. Evaluate the Telephone Report Unit (TRU).
C. Research possible implementation of online report-
ing for various calls.
a. Analysis of tiered priority response report to the
Chief.
b. Annual review of TRU duties reported to the Chief..
2. Provision of opportunities for career development for
members of the organization
A. Review goals of employees and opportunities for
career enhancement of Service members via Rota-
tion Committee.
a. Regular assessment of these opportunities by Rotation
Committee and review of Organizational Chart to
determine needs of the Service.
3. Develop structure to provide effective citizen volun-
teer programs and opportunities with the Sarnia Police
Service.
A. Implement new programs and training for those
volunteering with the Sarnia Police Service.
a. Determining effectiveness of volunteers in meeting
the needs of the Sarnia Police Service and the com-
munity of Sarnia.
4. Enhance delivery of services and interaction with the
public.
A. Provide customer service training for all personnel.
B. Investigate possible new service delivery methods.
a. To meet the requirements of the department and Pro-
vincial Legislation.
b. Report to the Chief.
5. Review initiatives related to public concerns and
issues.
A. Review existing community policing programs for
viability and explore new initiatives.
a. Report to the Sarnia Police Service Board.
6. Continue to review and develop strategies to meet
potential man -made and natural disasters.
A. Review the Emergency Management Plan to ensure
it meets the needs of the organization and the com-
munity.
a. Annual review of plan with stakeholders and Emer-
gency Planner.
b. Yearly exercises as mandated by the Ministry in con-
junction with Emergency Planner to meet accredita-
tion requirements.
Goal 2 - Improvement of Service Delivery Quality
The Sarnia Police Service is committed to providing the highest level of professionalism and accountability to the citi-
zens of Sarnia. As a result, the Service will continue to support action plans from the 2009 Workload Analysis and
Service Delivery Report to enhance greater response effectiveness and to improve levels of accountability.
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OBJECTIVES ACTIONS PERFORMANCE INDICATORS
1. Maintain open lines of communication within the
Service.
A. Continue meetings between the Chief of Police and
the President of the Sarnia Police Association, and
between Senior Management and the Sarnia Police
Association as requested by either party.
a. Regular documentation of the meetings and any nec-
essary follow-up action.
2. Continue to provide City Council with regular commu-
nication , and when required develop special information
sessions.
A. Publish Sarnia Police Service Board (SPSB) open
meeting minutes.
B. Make available information Sessions for all City
Council members.
a. Monthly publication of the SPSB open meeting
minutes.
b. Information sessions provided for members of City
Council.
3. Continue to use established methods and explore new
ways of reaching and educating the public through exist-
ing and new social media techniques.
A. Provide opportunity for Police/Community feed-
back.
B. Use existing and new means of social media to
allow for two way communication.
C. Educate and inform the public on matters of con-
cern.
a. Continuous monitoring of feedback.
b. Examination and exploration of issues raised through
social media interaction.
Goal 3 - Continuing Development of Communication
Effective communication is recognized by the Sarnia Police Service as one of the critical factors in achieving the or-
ganization’s vision. The Sarnia Police Service will continue to enhance information and technology resources and de-
velop communication strategies for effective interaction at all levels within the Service and the Community.
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OBJECTIVES ACTIONS PERFORMANCE INDICATORS
1. Deploy resources efficiently and effectively. A. Annually review the Service’s Organizational Chart.
B. Continue to utilize relevant findings from the 2009
Work Load Analysis recommendations.
a. Analysis of the annual review, identifying and requir-
ing changes to be implemented.
b. Continued use and implementation of Work Load
Analysis recommendations.
2. Take all steps necessary to ensure that the Sarnia Po-
lice Service is as responsive to the community as possi-
ble.
A. Monitor, assess, and respond to the changing needs
of the community and deliver services effectively.
a. Identification of changing community needs and
development of appropriate responses.
3. Develop effective and efficient Health and Wellness
Opportunities for Sarnia Police Service personnel.
A. Monitoring the operation of the plan for efficiencies
and deficiencies,
B. Deliver Health and Wellness recommendations.
a. Implementation of emerging Health and Wellness
strategies.
b. Ongoing monitoring of lost time and wellbeing of
Sarnia Police Service members.
4. Determine appropriate responses to alarm calls. A. Review delivery models from other services across
the Province of Ontario and determine if a more
effective model can be created for the Sarnia Police
Service.
a. Reduction of false and at fault alarms.
5. Continue to review the relationship between Victim
Services and Sarnia Police Service personnel.
A. Review Victim Services referral policy.
B. Review the role of Sarnia Police Service personnel
in Victim Services Delivery.
a. Training provided by Victim Services.
b. Policy reviewed and amended.
6. Ensure the effectiveness of Human Resource manage-
ment, development, training, and supervision.
A. Maintain supervisory training program.
B. Continue to evaluate constable selection and recruit-
ing.
C. Continue utilization of the Promotional Procedure
Policy.
D. Ensure effective and regular use of the civilian per-
formance appraisal system
a. Assessment of supervisory training programs to meet
future staffing needs.
b. Review of the recruiting enhancement program.
c. Ongoing monitoring of promotional policy.
d. Review and use of civilian appraisals to ensure job
satisfaction and meet expectations of both manage-
ment and employees.
Goal 4 - Ensure Effective Resource Management To ensure effective management of all resources, the Sarnia Police Service must be structured in such a way as to ef-
fectively support and facilitate the needs of the community and the Police Service.
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OBJECTIVES ACTIONS PERFORMANCE INDICATORS
1. .Continue to evaluate and explore additional infor-
mation and technology resources.
A. Research and assess new communication tools for
both internal and external use.
B. Upgrade technological resources as required.
a. Ongoing analysis of additional resources to satisfy
needs of the Sarnia Police Service and meet Provin-
cial legislation standards.
b. Reporting to the Sarnia Police Services Board as re-
quired.
2. Emphasize and enhance green initiatives. A. Continue to explore and implement recycling and
energy saving initiatives.
a. Reporting to Police Service Board and monitoring of
cost savings.
3. Regularly maintain facilities to meet the needs of the
Service.
A. Upgrade facilities as required.
a. Review and report to the Sarnia Police Service
Board.
4. Apply new law enforcement technologies where feasi-
ble and effective.
A. Research and assess the most up to date law en-
forcement technologies.
a. Implementation of technology where deemed feasible
and effective.
Goal 5 - Ongoing evaluation and implementation of technological developments
Changing faster than perhaps any other aspect of policing is the role of technology. As the community changes so do
the demands placed upon the service and our aging infrastructure and technology. These resources must be carefully
monitored and managed in order to ensure effective and efficient service to the people of Sarnia.
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Implementation and Evaluation
A business plan can only be successful if its goals and objectives are achievable, and it fulfills its vision and mission.
During the three years that the Business Plan is operational, the Chief of Police and his management team will continu-
ally assess the implementation process to determine its effectiveness in meeting the concerns of the pubic that were
identified in the Oracle Poll.
A number of the initiatives which will be required to address the public’s concerns depend upon the annual budget.
The Chief, the management team, and the Sarnia Police Service Board will monitor the annual budget to ensure that it
has the necessary funding to meet the 2017 – 2019 goals and objectives.
In order to assess the progress of the Business Plan, the Sarnia Police Service will publish an Annual Report reflecting
the activities and costs of policing.
The Board will review the Business Plan before forwarding it to City Council, and after final approval it will be placed
on the police website for access by the public.