Halton Regional Police Service. Corporate. Business Plan One Vision, One Mission, One Team

Transcription

1 Halton Regional Police Service Corporate Business Plan One Vision, One Mission, One Team

2 The Halton Regional Police Service (HRPS) contributes to the safety and well-being of approximately 570,000 residents in the City of 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. Halton Region Table of Contents Message from the Police Services Board Chairman...2 Message from the Chief of Police...3 Service, Vision, Mission and Values Overview...6 Looking Back...7 Setting the Scene Community Survey Results...10 Resource Planning and Recruitment...11 Police Facilities...12 Information Technology...13 Community Safety & Well-Being Overview Theme 1: Community Safety & Well-Being Theme 2: Outreach & Collaboration Theme 3: Organizational Capacity Theme 4: Organizational Excellence

3 Halton Regional Police Service Corporate Business Plan

4 BOARD MESSAGE On behalf of the Halton Regional Police Services Board, it is my pleasure to present the Halton Regional Police Service 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

5 CHIEF S MESSAGE Welcome to the Halton Regional Police Service 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

6 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

7 Service Values Underlying the pursuit of our goals is a commitment to our Service values: Trust and Respect Integrity Accountability Excellence Teamwork Justice These are the common threads that are interwoven into our organizational fabric based on our core philosophy of One Vision, One Mission, One Team that permeate our corporate culture and all aspects of our conduct, including our community partnerships. 5

8 OVERVIEW The 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 Effectiveness of Police Services regulation states that every Police Services Board in the province shall prepare a business plan at least once every three years. The regulation further stipulates that the plan must address the objectives, core business and functions of the police service, including how it will provide adequate and effective policing services to the community. In keeping with the requirements of these Adequacy Standards, the Halton Regional Police Service Corporate Business Plan has been developed in partnership and consultation with stakeholders throughout the community. Building on the successful process developed during the production of the last three business plans, the new Plan is rooted in input from the Police Services Board, members of the Service, and most importantly, the people of Halton. Feedback from stakeholders was received through a variety of channels, including public meetings held in each of the four local municipalities; community and employee surveys; and focus group sessions with the Police Services Board, Service staff and retirees, participants of the Citizen Police Academy, Police Ethnic And Cultural Education (PEACE) and Youth in Policing Initiative (YIPI) programs, high school students, representatives from our community safety and well-being partnerships, and with members of the Chief s Diversity Engagement Forum. All stakeholders who participated in the planning process made valuable contributions to the focus and direction of this Plan. Through extensive consultation, the Service has been able to refine its Themes and Goals, resulting in a comprehensive list of four key priority areas and associated goals that will guide our activities through The Police Services Board and the Halton Regional Police Service greatly appreciate the time and effort put into the preparation of this Plan by so many community participants and staff members. Your contributions have ensured that this Plan is not only reflective of the community s public safety priorities; it is also resultsoriented and responsive to today s ever-changing environment. To learn more about the Halton Regional Police Service, including employment opportunities and our community policing initiatives, please visit our website at like us on Facebook or follow us on 6

9 LOOKING BACK A Review of the 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 Corporate Business Plan. The following are a selection of major achievements in response to that work: Theme 1 Community Safety Halton Region has achieved the lowest overall crime rate and best Crime Severity Index of all comparable-sized communities in Ontario Increased the Service s crime clearance rates over the term of the Plan Maintained the very high community perception of personal safety (as reported in the 2016 Community Survey) Developed and executed numerous successful initiatives addressing personal safety and well-being, property security and traffic law enforcement and education Theme 3 Organizational Capacity Implemented District Uniform Support Teams focused on high call volumes during peak times Began construction of a new Headquarters facility in Oakville, which will meet the Service s growth requirements for the next 25 years Developed several information tools for employees that provided access to key data resources and improved efficiency through selfserve analysis Significantly improved the Service s ability to respond to situations of elevated risk through the implementation of the Mobile Crisis Rapid Response Team Theme 2 Outreach and Collaboration 95% of 2016 HRPS community survey respondents indicated they were very satisfied or reasonably satisfied with the work of the Service Successfully implemented community mobilization programs in partnership with local agencies to increase the safety and well-being of Halton residents Developed the Vulnerable Person Registry to provide caregivers with a mechanism to submit critical information that may be used during an emergency situation Continued to enhance community interaction through the use of social media Theme 4 Organizational Excellence The Service and individual members received a number of local, national and international awards recognizing policing excellence Continued high levels of satisfaction with the work and professionalism of the Halton Regional Police Service expressed by 2016 Community Survey respondents Successful launch of the Organization Wellness Unit in 2016 High levels of job satisfaction expressed by staff in employee surveys 7

10 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 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. 8

11 SCENE Halton Police Key Indicators The crime rate in Halton has generally been declining since Statistics Canada reported that the overall crime rate for Halton Region was the lowest recorded since the municipality was formed in 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. 9

12 Community 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 Survey results were used as part of the 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: 10 From an overall perspective, how satisfied are you with the work of the Halton Regional Police Service in your city/town/rural area? Very Satisfied Reasonably Satisfied Don t Have an Opinion Reasonably Dissatisfied Very Dissatisfied 42% 50% 5% 2% 1% 53% 40% 5% 2% 0% 67% 28% 2% 2% 1%

13 Resource Planning Halton continues to grow at a significant pace and employee hiring rates are closely related to population increases. Hiring numbers are determined through departmentallevel 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 fastgrowing community. To learn more about out recruitment process, please visit our website at 11

14 POLICE 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 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 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. 12

15 INFORMATION 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 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 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. 13

16 COMMUNITY SAFETY Community 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. Community 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

17 & 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. 15

18 THEME 1 Community Safety & Well-Being 16

19 Goals Ensure that Halton maintains the lowest overall crime rate and Crime Severity Index of any comparable-sized community in Canada. Deter criminal activity and maximize crime clearance rates strengthen crime prevention, enhance community policing and safety initiatives and relentlessly pursue criminals. 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. 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, cyberbullying 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 6 Engage and mobilize the community, including our Situation Table partners, to collaboratively share responsibility for keeping Halton safe. Establish and practice leading-edge emergency management measures, working effectively with other community service providers. 17

20 THEME 2 Outreach & Collaboration 18

21 Goals 1 2 Inspire trust/confidence in the Halton Regional Police Service and strengthen awareness of the value and importance of Police Services Board civilian oversight. 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. 19

22 THEME 3 Organizational Capacity 20

23 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 Emphasize 5 Embrace 6 Strengthen 7 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. Work with the community to strengthen police ability to effectively address situations involving mental health-related incidents and others of elevated risk. employee wellness - both physical and mental health - through support services including those of the Organizational Wellness Unit. 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. employee communication and engagement, including understanding of the Halton Regional Police Service and its initiatives, and support for organizational goals. Ensure that police facilities, equipment and technology adequately meet current and future needs in accordance with long-range master planning and strategic directions. 21

24 THEME 4 Organizational Excellence 22

25 Goals Ensure that the Halton Regional Police Service demonstrates the highest levels of ethical and professional standards. Be the leader in identifying and successfully implementing innovative policing practices. Meet or exceed all provincially-mandated requirements. Ensure that our police Service culture reflects our Values and emphasizes openness, accountability, respect, responsibility, relationships and results. 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. Strengthen employee motivation and engagement. Foster a sense of employee pride, high job satisfaction and a belief in the value of individual contribution. Strengthen service delivery, including implementation of Community Safety and Well-being initiatives and positive interactions with the community. Encourage and support ongoing employee volunteerism and recognize these valued activities. 23

26 Halton Regional Police Service Headquarters 1151 Bronte Road, Oakville, Ontario Mailing Address 1151 Bronte Road Oakville, Ontario, L6M 3L1 How to contact us Voice: Fax: TDD: Website: Facebook: Halton Regional Police Service