Business Plan Corporate 2017 - 2019 - Halton Regional Police Service
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Halton Regional Police Service
Corporate
Business Plan
2017 – 2019
One Vision, One Mission, One Team
The Halton Regional Police Service (HRPS) contributes to the safety
and well-being of approximately 570,000 residents in the City of
Halton Region
Burlington, the Town of Halton Hills, the Town of Milton and the
Town of Oakville. Working in partnership with the communities we
serve, the Service delivers quality, cost-effective public safety and
crime prevention policing services, as mandated by law. The Service
is recognized as one of the leading police agencies in the areas
of diversity and community policing initiatives, and is committed
to ensuring that Halton Region remains as safe tomorrow as it is
today.
Table of Contents
Message from the Police Services Board Chairman................2
Message from the Chief of Police...........................................3
Service, Vision, Mission and Values....................................4-5
Overview.........................................................................6
Looking Back.........................................................................7
Setting the Scene................................................................8-9
Community Survey Results...................................................10
Resource Planning and Recruitment....................................11
Police Facilities....................................................................12
Information Technology.......................................................13
Community Safety & Well-Being Overview......................14-15
Theme 1: Community Safety & Well-Being......................16-17
Theme 2: Outreach & Collaboration................................18-19
Theme 3: Organizational Capacity..................................20-21
Theme 4: Organizational Excellence...............................22-23
Halton Regional Police Service
Corporate
Business Plan
2017 – 2019
BOARD MESSAGE
On behalf of the Halton Regional Police Services Board, it is
my pleasure to present the Halton Regional Police Service 2017
– 2019 Corporate Business Plan. In developing this Plan, the
Police Services Board undertook considerable consultation with
the public. It was important for the Board to hear from our
community. According to Sir Robert Peel, the father of modern
policing, “the police should maintain a relationship with the
public that gives reality to the historic traditions that the police are
the public and the public are the police”.
Responding to community needs remains at the forefront of our
policing initiatives. The Province of Ontario has encouraged Police
Services Boards and police services to expand community policing
to include community safety and well-being. Each of the Themes and Goals in this document
has been developed with this mandate in mind. This Plan is also the main driver of our annual
budgets.
Community Safety and Well-Being Plans will be developed and refined as needed to address the
unique needs of the communities served by the Halton Regional Police Service. The publication
of an Annual Report by the Chief of Police will include detailed information on actions taken to
respond to the safety, security and well-being of our Region and its residents.
The importance of community policing principles guides the work done by our Service. From
recruiting and developing our members, working with all levels of government, our agencies and
stakeholders, to responding to emerging trends and issues, we strive to maintain our ranking as
Canada’s safest place to live, work, raise a family and retire.
Mayor Rob Burton
Chairman
2
CHIEF’S MESSAGE
Welcome to the Halton Regional Police Service 2017-2019 Corporate
Business Plan. This document has been developed by the Halton
Regional Police Services Board through a consultative process with
those we serve and will guide our organization throughout the life
of the Plan. As we go about making operational decisions to most
effectively and efficiently meet the needs and demands of the public
we serve, this document will ensure that those decisions best support the
foundation of Community Safety Planning upon which this Plan is built.
It continues to be my honour and privilege to lead your police
service, the men and women, uniform and civilian members on our
front lines and throughout our organization, who serve with a high
degree of professionalism each and every day. As a police service
we are proud of our many accomplishments. We are proud to say year after year that we are the
safest large municipality in all of Canada, that we have the lowest crime severity index, that we
have the lowest cost per capita of all of our comparators and that we have significantly increased
our clearance rates in the area of criminal offences.
But we are also proud of areas such as Victim Services, Police Analytics, our Office of Continuous
Improvement and Strategic Management, and of our criminal investigators who have been
recognized for excellence both nationally and internationally.
This Corporate Business Plan commits us To Be The Leader In Community Safety and Policing
Excellence. We will continue to be at the forefront of policing, and in particular of community
mobilization, and we will strive through our belief in One Vision, One Mission, One Team to
work with our diverse communities and multiple partners to develop the Community Safety Plans,
which make each and every citizen of Halton even safer tomorrow than they are today.
This Corporate Business Plan commits us as an organization to your safety and well-being, as
well as to the safety and well-being of each individual who serves you.
Stephen (Steve) J. Tanner
Chief of Police
3
The Halton Regional Police Service has
One Vision:
To be the leader in community safety
and policing excellence.
The Halton Regional Police Service has
One Mission:
To provide effective and efficient
community-based policing.
Together with our community, our partners
and our employees, we are exemplifying
One Team:
One Vision, One Mission, One Team
Service Values
Underlying the pursuit of our goals is a
commitment to our Service values:
Trust and Respect
Integrity
Accountability
These are the common
Excellence threads that are interwoven
Teamwork into our organizational
fabric — based on our core
Justice philosophy of One Vision,
One Mission, One Team —
that permeate our corporate
culture and all aspects of
our conduct, including our
community partnerships.
5
OVERVIEW
T he Halton Regional Police Services Board is a seven-member civilian Board that governs
the Halton Regional Police Service. Under the Police Services Act, the Board is responsible for
providing adequate and effective police services to the citizens of Halton Region.
The Ontario Police Service’s Act Adequacy and high school students, representatives from our community
Effectiveness of Police Services regulation states that safety and well-being partnerships, and with members of
every Police Services Board in the province shall prepare the Chief’s Diversity Engagement Forum. All stakeholders
a business plan at least once every three years. The who participated in the planning process made valuable
regulation further stipulates that the plan must address contributions to the focus and direction of this Plan.
the objectives, core business and functions of the police
service, including how it will provide adequate and Through extensive consultation, the Service has been
effective policing services to the community. able to refine its Themes and Goals, resulting in a
comprehensive list of four key priority areas and
In keeping with the requirements of these Adequacy associated goals that will guide our activities through
Standards, the Halton Regional Police Service 2017 – 2019 2019.
Corporate Business Plan has been developed in partnership
and consultation with stakeholders throughout the The Police Services Board and the Halton Regional Police
community. Building on the successful process developed Service greatly appreciate the time and effort put into
during the production of the last three business plans, the preparation of this Plan by so many community
the new Plan is rooted in input from the Police Services participants and staff members. Your contributions
Board, members of the Service, and most importantly, the have ensured that this Plan is not only reflective of the
people of Halton. community’s public safety priorities; it is also results-
oriented and responsive to today’s ever-changing
Feedback from stakeholders was received through a environment.
variety of channels, including public meetings held in each
of the four local municipalities; community and employee To learn more about the Halton Regional Police Service,
surveys; and focus group sessions with the Police Services including employment opportunities and our community
Board, Service staff and retirees, participants of the Citizen policing initiatives, please visit our website at
Police Academy, Police Ethnic And Cultural Education www.haltonpolice.ca, like us on Facebook or follow us on
(PEACE) and Youth in Policing Initiative (YIPI) programs, Twitter @HaltonPolice.
6
LOOKING BACK
A Review of the 2014 - 2016
Corporate Business Plan
For the past three years, members of the Halton Regional Police Service and the Police Services Board have worked hard to
address the Themes and Goals contained in the 2014 – 2016 Corporate Business Plan. The following are a selection of major
achievements in response to that work:
Theme 1 – Community Safety Theme 2 – Outreach and Collaboration
• Halton Region has achieved the lowest overall • 95% of 2016 HRPS community survey
crime rate and best Crime Severity Index of all respondents indicated they were very satisfied or
comparable-sized communities in Ontario reasonably satisfied with the work of the Service
• Increased the Service’s crime clearance rates over • Successfully implemented community
the term of the Plan mobilization programs in partnership with local
• Maintained the very high community perception agencies to increase the safety and well-being of
of personal safety (as reported in the 2016 Halton residents
Community Survey) • Developed the Vulnerable Person Registry to
• Developed and executed numerous successful provide caregivers with a mechanism to submit
initiatives addressing personal safety and critical information that may be used during an
well-being, property security and traffic law emergency situation
enforcement and education • Continued to enhance community interaction
through the use of social media
Theme 3 – Organizational Capacity Theme 4 – Organizational Excellence
•
• Implemented District Uniform Support Teams • The Service and individual members received
focused on high call volumes during peak times a number of local, national and international
• Began construction of a new Headquarters facility awards recognizing policing excellence
in Oakville, which will meet the Service’s growth • Continued high levels of satisfaction with the
requirements for the next 25 years work and professionalism of the Halton Regional
• Developed several information tools for Police Service expressed by 2016 Community
employees that provided access to key data Survey respondents
resources and improved efficiency through self- • Successful launch of the Organization Wellness
serve analysis Unit in 2016
• Significantly improved the Service’s ability to • High levels of job satisfaction expressed by staff
respond to situations of elevated risk through in employee surveys
the implementation of the Mobile Crisis Rapid
Response Team
7
SETTING THE
Trends and Issues in Halton Region
Halton Region – Quick Facts
• The Region’s 2017 population is approximately 570,000 and is expected to grow to nearly 600,000 by the end of the
term of this Plan. By 2031, Halton Region will be home to more than 750,000 people.
• The Region’s population growth rate is more than double the provincial average (as of the 2011 Census) and is the
second-fastest growing region in the GTA.
• For the second Census in a row (2011), Milton was the fastest-growing municipality in Canada, increasing by 56.5%
over five years. Milton was Halton’s smallest municipality as recently as 2006, but will become the second largest
(following Oakville) by 2024.
• Halton’s population median age is increasing, but Milton’s population is significantly younger than the rest of the
Region.
• According to the 2011 Census, about 14,500 recent immigrants (defined by Statistics Canada as immigrants who
arrived in Canada during the five years prior to a census) moved to Halton Region, representing about 11% of the total
immigrant population.
• At the last Census, more than 45,000 Halton residents indicated they spoke a home language (the language spoken
most often or on a regular basis at home) other than English or French. Over 16,000 spoke both English and an
immigrant language. Together they represent about 12% of the total population.
• The top five mother tongues (which are first languages learned at home in childhood and are still understood) that are
an immigrant language are: Polish, Spanish, Italian, Portuguese and Urdu. Collectively, these are spoken by more than
7% of Halton residents.
8SCENE
Halton Police – Key Indicators
• The crime rate in Halton has generally been declining since 1991.
• 2015 Statistics Canada reported that the overall crime rate for Halton Region was the lowest recorded since the
municipality was formed in 1974.
• Halton has the lowest violent crime rate of all regional and similar-sized police agencies in Ontario.
• The Statistics Canada Crime Severity Index, which measures the volume and seriousness of crime, indicates that Halton
has the lowest (best) values for overall crime, violent crime and non-violent crime, when compared to other sizable
municipalities in Ontario (2015).
• On average, close to 9,000 motor vehicle collisions are reported to the Halton Regional Police Service every year.
• The Service issues about 50,000 Provincial Offence Notices annually.
• The number of calls for service handled by the HRPS continues to climb and clearance rates are increasing.
• Halton has the lowest sworn staff and total staff per 100,000 population ratios of the twelve largest police services in
Ontario.
• Approximately 30% of the Service’s employees are civilians.
• Halton also has the lowest cost per capita ratio of the twelve largest police services in Ontario.
9Community Survey Results
I n March, 2016 the Halton Regional Police Service distributed a survey to gauge the opinions of
residents on policing matters. Survey recipients were asked questions relating to their experience with
the Service, perceptions of crime in their community, feelings of safety and police priorities.
Six-hundred and sixty-four (664) responses were received and incorporated into a database for summary and analysis. This
represents a response rate of 28.2%, a significant increase from the 22.8% return rate in 2012. Survey results were used as
part of the 2017-2019 Business Planning process.
The following are the most significant findings:
• The top five community concerns identified by respondents were: distracted driving, aggressive/careless driving,
residential break-ins, vandalism and theft from vehicles. This list is similar to the top five from 2012, except that
distracted driving has emerged as the number one issue. Note: Distracted driving was added as an option in this
survey.
• Building on the identification of traffic issues as being a major concern of Halton’s residents in prior surveys, the latest
survey asked respondents to identify the three most serious traffic problems they encounter. Again, distracted driving
topped the list, indicting how significant a concern it has become for the public. Other top traffic concerns were
aggressive driving and speeding.
• Halton residents consider themselves to be generally safe from crime with 97% expressing confidence in their personal
safety.
• Nearly 8% of respondents indicated they were the victim of a crime they had not reported to police in the previous 12
months.
• 96% of respondents expressing an opinion believe the Halton Regional Police Service is honest and fair; 96% believe
members are courteous and polite; 92% think members have a caring attitude; and 96% believe HRPS members
respect human rights.
• The final opinion-based question of the 2016 Survey measured Halton residents’ satisfaction with the work of the
Halton Regional Police Service. Ninety-five per cent (95%) of respondents indicated that they were very satisfied
or reasonably satisfied (up from 93% in 2012), 2% offered no opinion and 3% were reasonably dissatisfied or very
dissatisfied.
• As well as an increase in the combined percentage of those reasonably or very satisfied, there has been a substantial
shift towards the “very satisfied” category. This continues a trend that began in 2012, as illustrated in the table below:
From an overall perspective, how satisfied are you with
the work of the Halton Regional Police Service in your 2009 2012 2016
city/town/rural area?
Very Satisfied 42% 53% 67%
Reasonably Satisfied 50% 40% 28%
Don’t Have an Opinion 5% 5% 2%
Reasonably Dissatisfied 2% 2% 2%
Very Dissatisfied 1% 0% 1%
10Resource Planning
Halton continues to grow at a significant pace and employee hiring rates are closely
related to population increases. Hiring numbers are determined through departmental-
level reviews conducted during each budget cycle. Staff assess resource needs based on
current and anticipated needs for the following year. Consideration is given to changing
police service requirements through legislation; shifting population and demographic
profiles of the communities served; changes in criminal activity and associated
workload; and the resources required to achieve each department’s business plan for
the following year, which is, in turn, linked to the Themes and Goals found within the
Halton Regional Police Service Corporate Business Plan.
Staff deployment is a key consideration during the budget planning process. Needs
change from year to year and a fluid system of personnel deployment is in place in
Halton. New resource analysis tools have recently come on-stream and are utilized to
ensure staff deployment is optimized to minimize response times and maximize staffing
efficiency. Staffing needs are assessed continuously throughout the year and adjustments
are made whenever they are warranted.
Recruitment
People are at the heart of policing. As such, recruiting and selecting the right men and
women for our Service is of paramount importance to us.
Each day, our world-class team of more than 1,000 sworn and civilian members
endeavour to help make Halton the safest regional municipality in Canada to live, work
and play.
From constables and detectives to communications, records, IT and human resources
professionals, a multitude of exciting career opportunities await those with the talent,
experience and desire to make a meaningful contribution to our diverse and fast-
growing community.
To learn more about out recruitment process, please visit our website at
www.haltonpolice.ca.
11POLICE FACILITIES
In 2014, the Police Services Board received the 2014 Facilities Plan Update. This document reviewed the planning
assumptions made to validate Regional and Service-based growth projections and to reflect the progression of the original
Plan’s major facilities projects. The 2014 Facilities Plan Update also supported the key themes within the original strategic
document to:
• Provide workplaces that enable effective and efficient delivery of policing services.
• Ensure flexibility to support changing Service needs.
• Align facilities supply to business requirements.
• Maximize the benefits accrued to the Service for the financial investments made.
Two major facilities projects commenced during the last business cycle:
• Construction began on a new Police Headquarters, with anticipated occupency in Fall 2017. Its design takes growth
requirements for 25 years into account and includes several new, state-of-the-art spaces for training, forensics and
property/evidence management.
• A 1 District Facility Plan was completed in 2015. The feasibility study reviewed long-term policing requirements for
Milton and Halton Hills and was accepted by the Police Services Board.
One major Facilities initiative, which will be undertaken in the period covered by this Corporate Business Plan, is the site
selection, detailed design and construction process for the proposed facility as per the findings of the 1 District Facility
Plan. This includes developing a financing plan to support the 2019 completion of the proposed building. When complete,
the new building will provide the Service with a long-term solution in keeping with the 2014 Facilities Plan Update.
With the completion of the 1 District Facility Plan, Halton Regional Police Service will have modernized facilities in all
Districts to support its community safety mandate.
The Service is compliant with the specific facilities requirements identified in the Ontario Police Services Act’s Adequacy
and Effectiveness of Police Services regulations and guidelines.
12INFORMATION TECHNOLOGY
The mandate of the Halton Regional Police Service’s Information
Technology Department is to ensure that sworn and civilian staff
have accurate, reliable, secure and timely access to technology
infrastructure, information and voice radio communications. This is
accomplished through effective engagement with vendors and efficient
alignment of resources.
In support of the Themes and Goals of the previous Corporate Business
Plan and to fulfil the HRPS’ commitment to the people of Halton, the
Information Technology Department:
• Made enhancements to Next Generation 9-1-1.
• Undertook continued enhancements to the Service’s state-of-the-art
digital P25 voice radio system.
• Further enabled mobile technology.
• Upgraded to the latest Computer Aided Dispatch (CAD)
technology.
• Implementated and supported key departmental administrative
systems within the Service.
Ongoing technology enhancements and infrastructure support will
play key roles in ensuring that the HRPS will continue to meet Halton
Region’s fast-growth and readily changing needs now and in the future.
As such, and in support of this 2017-2019 Corporate Business Plan,
the Information Technology Department will focus on the following
initiatives and projects:
• Transitioning staff and all Information Technology systems to the
new Headquarters building.
• Leveraging mobile technology to boost public safety and the
efficiency of the front line.
• Delivering key enhancements to the P25 Radio System.
• Ensuring the security, stability, fault tolerance and performance of
current and future systems.
• Delivering key administrative systems and enhancements to
existing systems to support the cost effective and efficient
operation of the Service.
• Evaluating and leveraging appropriate technology to support the
HRPS’ ability to serve the residents of Halton Region.
13COMMUNITY SAFETY
C ommunity Safety and Well-Being: The ideal state of a sustainable community where
everyone is safe, has a sense of belonging, opportunities to participate, and where individuals and
families are able to meet their needs for education, health care, food, housing, income and social and
cultural expression.
The Halton Regional Police Service employs principles of risk-driven multi-sectoral
collaboration to address a variety of police and community concerns. This approach
was borne out of the realization that police needed to partner with external human
service providers to address more complex issues impacting safety and well-being.
Anti-social behaviours are rooted in a variety of issues, which often co-exist. To
effectively address or prevent these situations, similarly complex strategies are needed.
They require multi-sectoral support with aligned priorities and parallel programming.
Currently, the Halton Regional Police Service is at the forefront of work designed to
identify community risk factors and coordinate strategies to increase protective factors.
Consequently, a community of practice intent on a safer and healthier community
for all has been cultivated. This is the Halton Regional Police Service’s Strategy for
Community Safety and Well-Being Planning.
What does this mean?
The delivery of police services in Ontario has evolved to include working with partners
to focus on reducing the risk factors that affect community safety. This, in turn,
reduces the demand for emergency response by providing a coordinated response to
risk, and leads to more positive outcomes. The Halton Regional Police Service has built
on our policing philosophy by including proactive measures of intervention, known as
the four pillars of community safety and well-being.
C ommunity Safety and Well-Being Planning: Multi-sector, collaborative efforts to identify
local priority risks and implement evidence-based collaborative strategies to address these risks and
increase protective factors that will make the community safer and healthier for all.
14& WELL-BEING
Framework for Community Safety and Well-Being
The Halton Regional Police Service’s Framework for Community Safety and Well-Being has the following strategic
priorities:
• Emergency response – To ensure those in need get the right response, at the right time, by the right responders.
• Risk intervention – To address the criminal behaviour that most affects the safety of community members.
• Prevention – Community collaboration is the catalyst for positive, working relationships with all community agencies,
resources and partners.
• Social development – To assist in the continued development, education and support of all social groups in Halton
Region.
The Halton Regional Police Service will reinforce the Community Safety Planning model by incorporating its principles into
the Service’s training, project development and ongoing initiatives. The Service’s four priorities of focus will include
mental health and addictions, priority populations, traffic safety and crime. The Community Safety Plan will be a living
system of collaboration and convergence of service delivery, risk mitigation, safety promotion and social development.
15THEME 1 Community Safety & Well-Being 16
Goals
1 Ensure that Halton maintains the lowest overall crime rate and Crime Severity Index of any
comparable-sized community in Canada.
2 Deter criminal activity and maximize crime clearance rates — strengthen crime prevention,
enhance community policing and safety initiatives and relentlessly pursue criminals.
3 Create a strong community role in building on the four cornerstones of the Halton Regional Police
Service Community Safety and Well-Being initiative: Emergency Response; Risk Intervention;
Prevention; and Social Development.
4 Focus on the Service’s Community Safety and Well-Being Plan priorities to reflect the key concerns
of the community:
a) Crime trends (e.g. illegal drugs, organized crime, domestic violence, assaults, property crime, cyber-
bullying and other technology-based crimes)
b) Traffic safety and enforcement (e.g. distracted driving, school zone violations, commercial vehicle
infractions)
c) Priority populations (e.g. seniors, youth, newcomers to Canada, and victims of human trafficking)
d) Mental health and addiction (e.g. using the Mobile Crisis Rapid Response Team to better help persons in
crisis and more effectively deliver frontline services)
5 Engage and mobilize the community, including our Situation Table partners, to collaboratively share
responsibility for keeping Halton safe.
6 Establish and practice leading-edge emergency management measures, working effectively with
other community service providers.
17THEME 2 Outreach & Collaboration 18
Goals
1 Inspire trust/confidence in the Halton Regional Police Service and strengthen awareness of the
value and importance of Police Services Board civilian oversight.
2 Maximize citizen engagement and strengthen communication and community dialogue through
traditional methods and emerging technologies.
3 Collaborate with all sectors of the community, our municipal partners and other law enforcement
agencies in the prevention and solving of crime. Contribute to the overall success of the Service’s
Community Safety and Well-being Plan.
4 Strengthen relationships with youth and diverse communities to improve mutual understanding/
respect, collaboration and communication.
5 Further reduce fear of crime and victimization — help those who live, work and play in Halton to
feel even safer.
6 Bolster public safety and security education by enhancing awareness of, and access to, Halton
Regional Police Service programs, publications and services.
7 Define and clearly communicate the areas for which the Halton Regional Police Service is
responsible.
19THEME 3 Organizational Capacity 20
Goals
1 Maximize the effectiveness and efficiency of the organization by:
a) Working effectively with community and municipal partners
b) Harnessing new technologies and maximizing innovation, responsiveness, outreach and service delivery
c) Enhancing the use of police analytics and utilizing available internal/external data
d) Ensuring that police resources, accountable fiscal planning and sustainable funding responsibly address:
operational requirements; population growth/changing demographics; and the delivery of Community
Planning and Well-being initiatives.
2 Ensure that all employees are well-trained and well-equipped in accordance with provincial
requirements and in areas of emerging concern — and that commitment to the support of front
line services remains paramount.
3 Work with the community to strengthen police ability to effectively address situations involving
mental health-related incidents and others of elevated risk.
4 Emphasize employee wellness - both physical and mental health - through support services
including those of the Organizational Wellness Unit.
5 Embrace human resource best practices and customize them in support of: employee recruitment/
retention; diversity; career development; succession planning; performance management; positive
labour relations; and employee safety and well-being.
6 Strengthen employee communication and engagement, including understanding of the Halton
Regional Police Service and its initiatives, and support for organizational goals.
7 Ensure that police facilities, equipment and technology adequately meet current and future needs
in accordance with long-range master planning and strategic directions.
21THEME 4 Organizational Excellence 22
Goals
1 Ensure that the Halton Regional Police Service demonstrates the highest levels of ethical and
professional standards.
2 Be the leader in identifying and successfully implementing innovative policing practices. Meet or
exceed all provincially-mandated requirements.
3 Ensure that our police Service culture reflects our Values and emphasizes openness, accountability,
respect, responsibility, relationships and results.
4 Ensure that our Service is an employer of choice, a desirable place to work for both uniform and
civilian positions and is broadly representative of Halton’s changing demographics.
5 Strengthen employee motivation and engagement. Foster a sense of employee pride, high job
satisfaction and a belief in the value of individual contribution.
6 Strengthen service delivery, including implementation of Community Safety and Well-being
initiatives and positive interactions with the community.
7 Encourage and support ongoing employee volunteerism and recognize these valued activities.
23Halton Regional Police Service
Headquarters
1151 Bronte Road, Oakville, Ontario
Mailing Address
1151 Bronte Road
Oakville, Ontario, L6M 3L1
How to contact us
Voice: 905-825-4777
Fax: 905-825-9416
TDD: 1-800-990-8199
Email: info@haltonpolice.ca
Website: www.haltonpolice.ca
Twitter: @HaltonPolice
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