SARNIA POLICE SERVICE

BUSINESS PLAN

2017 - 2019

People Serving People

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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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GOAL 1

Continue Providing a Safe and Secure Community

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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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GOAL 2

Improvement of Service Delivery Quality

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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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GOAL 3

Continuing Development of Communication

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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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GOAL 4

Ensure Effective Resource Management

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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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GOAL 5

Ongoing Evaluation and Implementation of Technological Developments

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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.