BUSINESS PLAN Port Hope Police Service 2018-2020
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Port Hope Police Service BUSINESS PLAN 2 018-2020 Public Safety & Well-being Engagement & Community Outreach • Core Policing • Organizational Excellence
2018-2020 Business Plan • Our Vision 1 OUR VISION An innovative, responsive and sustainable police service committed to organizational excellence. OUR CORE VALUES Integrity, Fairness, Engagement, Teamwork, Inclusiveness, Accountability. OUR MISSION STATEMENT Dedication to ensuring the safety and security of the community through: • engagement and partnerships; • innovative and adaptive procedures and actions; • timely response; and • commitment to the core values of the organization.
2 2018-2020 Business Plan • Message from the Board and Chief of Police A MESSAGE FROM THE BOARD CHAIR Jeff Gilmer, Board Chair The Port Hope Police Services Board (The Board) is pleased to present the 2018-2020 Business Plan for the Port Hope Police Service (PHPS). This plan is reflective of the collaborative efforts of the Board, PHPS and community members. As outlined in the Police Services Act, busi- ness planning is required to ensure that the PHPS continues to deliver traditional community based policing services. The Board conducted a comprehensive consultation process and community members consis- tently identified that they would like more defined engagement with the PHPS. The plan contains straightforward goals with a clear emphasis on increased engagement with the community, and in consideration of several impending legislative changes surrounding policing. The Board is confident that the PHPS will remain dedicated to ensuring the safety and security of the residents of Port Hope. A MESSAGE FROM THE CHIEF OF POLICE Bryant Wood, Chief of Police As we move into the third year in our new modern facility, and I start my fourth year as your Chief of Police, I reflect upon all of the great things accomplished by the Port Hope Police Service during the 2015-2017 Business Plan cycle. We were successful in meeting the priorities laid out in the Plan 2015-2017 by aligning our focus with the issues that matter most to the people of Port Hope and by keeping abreast of polic- ing trends and regulations throughout Canada. We have been serving this community since 1834 and value the very meaningful bond with our citizens, business owners and stakeholders. We are proud of our long history and look forward as we continue to evolve and modernize to meet the needs of Port Hope today and for the future. We are con- tinuously working towards meaningful engagement of our officers with citizens. Whether it be through community events, basketball games with youth or our Community Liaison Officer’s work in area schools; we are increasingly providing a pro-active presence in our community. I wel- come you to review our new business plan. All the best.
2018-2020 Business Plan • Table of Contents 3 TABLE OF CONTENTS Message from the Board and Chief of Police.............................2 Glossary of Terms...........................................................................4 Port Hope—About our Community..................................................5 The Business Planning Process.....................................................6 Phase I—Regulatory Requirement................................................7 Phase II—Community Consultation................................................8 Phase III—Internal Consultation .....................................................9 2018—2020 Plan: Public Safety and Well-being...........................10 2018—2020 Plan: Engagement and Community Outreach...........11 2018—2020 Plan: Core Policing ..................................................12 2018—2020 Plan: Organizational Excellence ..............................13 Reflections on the 2015—2017 Business Plan ........................14-15 Acknowledgments ........................................................................16 Contacting the PHPS or the Board................................................17
4 2018-2020 Business Plan • Glossary of Terms GLOSSARY OF TERMS PHPS Port Hope Police Service The Board Port Hope Police Services Board MCSCS Ministry of Community Safety and Correctional Services The Municipality Municipality of Port Hope OPP Northumberland detachment of the Ontario Provincial Police Police Services Act Police Services Act, Revised Statutes of Ontario (R.S.O.) 1990, c. P.15 O.Reg 3/99 Ontario Regulation 3/99 Adequacy and Effectiveness of Police Services
2018-2020 Business Plan • About our Community 5 PORT HOPE ABOUT OUR COMMUNITY The Municipality of Port Hope is nestled amongst the rolling hills of Northumberland County on the shores of Lake Ontario. It is located approximately 100 kilometers east of Toronto and 160 kilometers west of Kingston. Spanning 279 square kilometers, the Municipality is comprised of both rural and urban commu- nities, with a combined population of approximately 16,750. The rural portion of the Municipality is policed by the OPP and the urban portion, the PHPS. The Board is one of the few boards in the province providing civilian oversight of both a municipal police service and the OPP. 12,587 7 40,000 sq ft new industrial urban community development population* schools business park According to *2016 Census The Municipality has four Industrial and manufactur- data, the Municipality has public elementary schools ing operations continue to experienced a 3.3% growth and one public high school expand in Port Hope. The in population since 2011. This all overseen by the Kawar- municipal business park has is largely attributed to growth tha Pine Ridge District witnessed new growth with from the Greater Toronto Area School Board. There is a number of the lots within as well as to the quiet appeal also one Roman Catholic the park being developed for that the community offers. elementary school, which is industry. Existing industries The Municipality is equal- overseen by the Peterbor- continue to grow and include ly populated with females ough Victoria Northumber- plans to expand and contin- (51.7%) and males (48.3%); land and Clarington Catholic ue hiring practices. Recently, and the majority of the District School Board. There Port Hope has witnessed a population is aged between is also one private school renaissance in filming with 15-64 (61.8%). that offers day programs numerous television and or boarding for students in movie companies complet- grades 5 through 12. ing projects.
6 2018-2020 Business Plan • The Business Planning Process THE BUSINESS PLANNING PROCESS Under the Police Services Act, the Ministry PHASE I of Community Safety and Correctional Ser- Regulatory vices (MCSCS) provides a framework for Requirement core policing requirements of all municipal police services in Ontario. One key function of a police services board is to work with the Chief of Police and community members to pre- pare a three-year business plan. Accordingly, the Board has developed this plan for the urban PHASE II portion of the Municipality of Port Hope. Community Consultation While the business plan provides strategic direction, the PHPS must have the ability to adapt to emerging issues. The plan addresses this necessary flexibility. As outlined to the right, the Board took a three PHASE III phase approach to the development of the plan. Internal Consultation Left to Right: John Hudson (Municipal Appointee), Greg Burns (Council Appointee), Jeff Gilmer, Chair (Provincial Appointee), Doug Prendergast, Vice-Chair (Provincial Appointee), and Les An- drews (Council Appointee)
2018-2020 Business Plan • Phase I-Regulatory Requirement 7 PHASE I Regulatory Requirement Ontario Regulation 3/99: Adequacy and Effectiveness of Police Services (O.Reg 3/99) outlines the administrative requirements of police services and police services boards. It also specifies that busi- ness planning address information technology (IT), resource planning, facilities and provision of adequate and effective service. The business plan must also provide measurable performance objectives relating to: • Community-based crime prevention initiatives • Community patrol • Criminal investigation services • Community satisfaction with the police service • Emergency calls for service • Violent, property and youth crime rates and clearance rates • Assistance to victims of crime • Road safety From consultations with the community and the PHPS, the Board developed objectives that meet the re- quirements of the MCSCS and address community concerns. The Board worked closely with Senior Admin- istration to create objectives that are measurable and meaningful.
8 2018-2020 Business Plan • Phase II–Community Consultation PHASE II Community Consultation As required under Sections 30 through 32 of O.Reg 3/99, every police services board must consult with community members (as defined in the regulation) in preparation of a business plan for the police service in the community it serves. The Board undertook the community consultation process outlined below. Results were generally positive and identified that citizens are satisfied with the PHPS and feel safe in Port Hope. • An “Ask the Chief” session in October 2016:– urban residents were invited to meet with Chief Wood in a question and answer format • Public survey: urban residents had the opportu- nity to complete an online survey (paper copies were also made available) focused on measur- ing satisfaction with the PHPS, perception of community safety and identifying community priorities for policing. • Focus groups: the Board hosted two focus groups for senior citizens to determine per- ception of community safety and priorities for policing. • School administrator and youth surveys: a sur- vey for each group that sought to identify per- ceptions of police interactions with youth and policing issues for youth • Community partners survey: an online survey for organizations in the community that was de- signed to increase understanding of the PHPS’ interactions with an organization’s staff/volun- teers and the people who access their services • Business sector survey: the survey was de- signed to ascertain business owner/operator perception People consistently expressed a desire for more defined police visibility and partnerships with community service providers. Specific initiatives or priorities identified during these consultations are outlined throughout the plan. The Board prepared a compilation of consultation results which can be obtained on the PHPSB website or by contacting the Board office.
2018-2020 Business Plan • Phase III-Internal Consultation 9 PHASE III Internal Consultation As outlined in the Police Services Act, the Board provides governance oversight of the PHPS. Operations are managed by the Chief Community of Police and a senior management team. engagement The Board offered an anonymous survey to uniformed and civilian members of the Port Hope Police Association to ascertain their in- sight on what people working on the ground Increased felt was important relative to policing in this community Training community. presence IDENTIFIED AS IMPORTANT PHPS officers and civilians identified com- to policing in munity engagement, training, organizational this community excellence, and employee well-being as priorities and expressed a desire to increase presence through involvement with commu- nity groups and at local events. Officer en- gagement reflected the pride that the PHPS Employee Organizational have in serving this community and in creat- well-being excellence ing a long term sustainable organization.
10 2018-2020 Business Plan • Public Safety and Well-Being 2018-2020 PLAN: Public Safety and Well-Being The priority of the PHPS is to ensure that Port Hope remains a safe and secure community. PHPS has established inter-sectoral partnerships with social service organizations that provide resources and individ- ual support. Police services across the province have identified an increase in the number of calls involving mental health crises. Police officers are first responders in these situations and maintain up to date training to help them identify appropriate action including de-escalation strategies. The service will continue to build on these partnerships, providing ongoing officer training and enhancement of community presence. Focus groups identified that while respondents felt safe in Port Hope, they would like to see increased efforts at improving road safety. While Port Hope has traditionally been a very safe community for motorists and pedestrians, a traffic enforcement plan is being developed that will include routine speed checks and identifi- cation of traffic trends to help ensure resources are deployed effectively. Healthy Community • Work with Northumberland Hills Hospital to develop and implement a memorandum of under- standing designed to help reduce wait times for mental health related calls • Invest in technology so that officers can more effectively respond to calls involving persons experiencing mental health crises • Ensure all officers are trained in successful de-escalation techniques and crisis intervention, (PHPS to track the number of mental health calls and descalations) • Continue building on relationships between officers and seniors in the community (visiting and providing information to seniors) • Enhance communication with residents regarding scams/frauds Support victims of crime (violent, fraud, property) • Actively engage community partners to enhance support to victims • Assist victims in obtaining appropriate support via agencies and services • Continue assisting the Crown pre and post resolution of criminal matters • Encourage the reporting of crime Road Safety • Implement road safety measures based on statistical data that identifies areas where problems have historically occurred • Continue efforts to educate the public on traffic safety (such as the dangers of speeding) use of hand held devices, impaired driving, pedestrian and bicycle safety • Provide quarterly updates on motor vehicle collisions through website.
2018-2020 Business Plan • Engagement and Community Outreach 11 2018-2020 PLAN: Engagement and Community Outreach The PHPS continues to adapt to the changing landscape of policing. Although still strongly bound to tradi- tional core policing responsibilities (as discussed later in this plan), there is also a heightened awareness of complex social realities. As first responders, police officers require the tools to quickly assess situations and ensure appropriate deployment of resources. This requires officers have an understanding of community outreach programs. The PHPS is developing an enhanced engagement strategy that aims to increase officer presence in the community. The plan will formalize partnerships with organizations that serve and support community mem- bers and businesses. The Chief is committed to offering opportunities for regular discourse between himself and community members. In formalizing its engagement and community outreach processes, the PHPS intends to gain greater insight into social programs available in the region. This will assist in giving officers better opportunity to align peo- ple with appropriate resources. Visibility • Directed foot patrols/patrols (downtown and neighbourhoods) • Development of an enhanced community engagement strategy to improve relationships and public awareness • “Ask the Chief” sessions semi-annually Community Partners • Collaborate with community partners (examples are noted in the acknowledgments) to ensure that all parties understand available programs and services • The enhanced community engagement strategy will be designed to strengthen customer ser- vice interactions Community Services • Participation at community events • Presentations about crime proofing, frauds, scams and cybercrime to: seniors, community groups, and local business • Presentations focused on cyber-bullying and the dangers of elicit drug use to students and youth • Partner with the Municipality, Heritage Business Improvement Area and Chamber of Commerce to address concerns of business owners
12 2018-2020 Business Plan • Core Policing 2018-2020 PLAN: Core Policing Core police work conducted in the public realm is typically transactional – meaning, police are called to respond to a real or perceived threat to personal/public safety. It requires continuous training, the ability to quickly assess situations and an understanding of the community. Behind the scenes, the PHPS works diligently to understand the underlying causes of criminal behaviour. The PHPS has developed long stand- ing partnerships with the OPP and all neighbouring municipal police services, which enables each service to exchange intelligence, take part in joint initiatives, share resources and analyze trends. The service has a defined training matrix that ensures officers are adequately trained and positioned to comply with any case management requirements. The PHPS anticipates two significant changes to legislation over the course of this business plan: the legalization, regulation and restriction of access to cannabis; and the modernization of the Police Services Act. Environmental Scan • Work with other police services, provincial organizations and the MCSCS to understand emerging crime and safety trends and how they are being addressed • Monitor statistics to identify trends that may lead to other types of criminal behavior Best Practices in Criminal Investigation • Maintain high level of investigation capabilities and due diligence through training and skills development • Support the Municipality in continued enforcement of regulations associated with fishing in the Ganaraska River Legislation • Pending modernization of the Police Services Act • Pending decriminalization of cannabis • Amendments to federal, provincial and municipal legislation, pertaining to law enforcement that may arise
2018-2020 Business Plan • Organizational Excellence 13 2018-2020 PLAN: Organizational Excellence The PHPS has successfully worked to ensure that Port Hope remains a safe community. Key to this achievement is the continuous improvement of internal processes. Striving to ensure that the service is in a constant state of self-evaluation has assisted in working towards a balance of effective resource manage- ment and attainment of well rounded competencies. Business services within the PHPS are key contributors to revenues that assist in offsetting municipal fund- ing. Currently, the highest grossing revenue stream for the PHPS is from screening (police record checks). Other sources of revenue include paid duty, provincial grants and Freedom of Information requests. The PHPS has a succession management plan that promotes sustainability of the service through strategic investment in training and in creating opportunities for career advancement and development. As a collective, the PHPS seeks to ensure that its employees are physically and mentally healthy. Equipment • Strategic investment in information technology • Maintain and modernize equipment Service Delivery • Ensure all members of the PHPS are professional when interacting with the public (as moni- tored through training, supervision, evaluations and feedback) • Maintain confidence in the public complaints process through accountability in management and governance oversight Fiscal Responsibility and Business Services • Work within the budget parameters set by the Board • Continue to explore opportunities to maintain and grow the screening business, which funds capital purchases and contributes to policing reserves • Prudent deployment of resources Well-Being of the organization • Providing support for members’ physical and mental well-being (participation in the Municipality’s wellness committee, “Road to Mental Health Readiness” peer to peer support training, employee assistance programs, establishing a positive work environment, etc.) • Succession management planning (promotions and recruitment)
14 2018-2020 Business Plan • Reflections on the 2015-2017 Business Plan REFLECTIONS ON THE 2015 – 2017 BUSINESS PLAN The 2015-2017 business plan presented three key areas of focus for the PHPS: Effective Service, Community Engagement and Mobilization, and Organizational Excellence. From these key areas, there were objectives and performance measures that outlined the specific goals of the business plan. The Board and PHPS have maintained a relationship reflecting mutual respect. The PHPS provides the Board with regular updates on achievements/challenges and works with the Board to address opportunities for improvement. The Board was satisfied with how the PHPS addressed the objectives outlined in the 2015- 2017 business plan. Through enhanced training, focused community engagement and community part- nerships, the PHPS was able to contribute to keeping Port Hope a safe place to live, work and play. Some highlights include: • Participation in the Situation • Collaborating with the OPP • Implementation of a training Table – community partners, and Victim Services of Nor- agreement with Cameco health care providers and police thumberland and Peterborough Corporation. It outlines the officers who meet to develop to establish a Voluntary Vulner- joint development of training strategies for assisting individ- able Person Registry. The reg- plans to improve coordina- uals and families at risk. Each istry provides police services tion and communication be- situation is addressed individu- with key information, such as tween the two organizations. ally with the goal of linking peo- detailed physical descriptions, In addition, the agreement ple with community resources, behavioural patterns and iden- spells out the response con- thereby redirecting them from tified needs of persons who tingency plans to ensure the the criminal justice system. may present a danger to them- effectiveness of a combined selves or others response. Over the course of the business plan, the PHPS has continued to increase its visibility in the community. Participation in initiatives such as the Situation Table, Vulnerable Persons Registry, and Safe Communities The Situation Table works to assist individuals and families with complex needs
2018-2020 Business Plan • Reflections on the 2015-2017 Business Plan 15 Northumberland has assisted in further building on partnerships with service providers in the community. Through regular visits to local schools and participation in outreach activities, the community liaison officer builds bridges between youth and the police. Police presence with youth typically assists in diverting be- haviours by promoting self-worth and community pride. The community liaison officer also routinely visits area senior residences to increase awareness of scams and frauds. • A key activity over the course of the three year period was tak- ing possession of the new police facility MP Lou Rinaldi recognizes • PHPS officers significantly increased their foot patrols by at Constable Barr and Constable least 25% annually. They continue to provide a strong presence Stout on their Outstanding Police at community events. Service Award. *Photo credit Northumberland News • Ratification of a four year collective agreement with the uniform and civilian members of the Port Hope Police Association. • Continuous review of directives (procedures) and skills upgrading. • Social media presence continues to increase. The PHPS issues press releases several times throughout the week, and actively posts warnings about threats such as frauds or scams on Facebook and Twitter. • In 2015, Constable Staples was recognized at Fleming College’s Outstanding Police service award ceremony for her exemplary engagment with community members. • Constable Barr and Constable Stont received Fleming College’s Outstanding Police Service Award in 2017 for their successful de-escalation of a situation involving someone who was suicidal.
16 2018-2020 Business Plan • Acknowledgments ACKNOWLEDGMENTS The Board and PHPS recognize the invaluable services that many organizations provide to people in need. These organizations assist in diverting people from the criminal justice system and in supporting them through difficult periods. The Board wishes to acknowledge the following organizations for their contribution to the 2018-2020 Business Plan: Access Community Services Inc. Northumberland County- Community and Social Services Big Brothers Big Sisters of Northumberland Northumberland Family Respite Services Christian Horizons Northumberland Hills Hospital - Community Care Access Centre – Community Mental Health Services Central East Ontario Ministry of Community Safety and Community Care Northumberland Correctional Services - Probation and Community Living-West Northumberland Parole Services Cornerstone Family Violence Ontario Addiction Treatment Centre – Port Prevention Centre Hope Clinic FourCAST Addiction Services Port Hope Northumberland Community Green Wood Coalition Health Centre Highland Shores Children’s Aid Rebound Child and Youth Services Kawartha Sexual Assault Centre Salvation Army Community and Family Services Kinark Child and Family Services Transition House Coalition Ministry of the Attorney General, Crown Attorney’s Office Tri-County Community Support Services Northumberland Community Victim Services Peterborough Counseling Centre Northumberland And also to the following individuals and groups for providing assistance during the consultation process and in developing the plan: Residents Municipality of Port Hope Marketing Staff Ashley Strikwerda, Graphic and Web Designer Northumberland News with The Municipality of Port Hope Town Park Recreation Centre Police crest - Mark White with Reflections Glass and youth participants and Accessories School administrators in Port Hope Roseglen Village for Seniors David Sheffield, Green Wood Coalition Ruth Clarke Centre and participants Heritage Business Improvement Area Officer Tammy Staples, PHPS Community Liaison Officer Port Hope and District Chamber of Commerce
2018-2020 Business Plan • Contact the Service or Board 17 CONTACT THE PHPS OR THE BOARD If you require immediate assistance, please call 9-1-1. To submit a general inquiry, a request for police screening (for employment, volunteer work or otherwise) or a request under the Freedom of Information Act, please contact the PHPS during regular business hours. Port Hope Police Service 55 Fox Road Port Hope, ON L1A 3V5 (905) 885-8123 www.phps.on.ca CMYK / .eps Facebook “f ” Logo CMYK / .eps @PortHopePoliceService @PortHopePolice Port Hope Police Services Board 55 Fox Road Port Hope, ON (905) 885-8123 ext. 245 email@example.com www.porthope.ca/police-services-board Board Mailing Address: 56 Queen St. Port Hope, ON L1A 3Z9
PORT HOPE POLICE SERVICE BUSINESS PLAN 2018-2020 Port Hope Police Service Port Hope Police Services Board
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