of the Greater Sudbury Police. Service provide exemplary service and ... can
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COMMITMENT =.
OUR VISION By building upon our proud traditions, we, the members of the Greater Sudbury Police Service provide exemplary service and ensure a safe and healthy community through innovation, collaboration and leadership.
OUR VALUES
OUR MISSION Our citizens and our members take pride in a city where all people can build safe and healthy lives, where business is conducted in a secure marketplace, and where young people grow and learn in environments free from risk and fear.
Business Plan
2011- 2013
Proudly, we stand together, accountable to each other and to the citizens we serve, pursuing our vision while living our “rich” values:
R i
RESPECT = our actions demonstrate our respect for the community and our organization INTEGRITY = we perform our duties with high ethical and moral standards
c h
COMMITMENT = we are dedicated to serving the needs of our community and organization HONESTY = we are truthful, open and fair
Our members, our family, our community, our future, our commitment.
Business Plan 2011-2013
Goal 6: Achieve crime reduction through the targeting of high profile criminal offenders and organizations
Our Service Commitments GOAL 1: Enhance Road Safety • •
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Target impaired drivers by increasing directed patrols and public education. Target aggressive, distracted drivers and those who operate unsafe vehicles through the use of a public education programs and increased enforcement. Use of the Collision Reporting and Occurrence Management System(CROMS) to observe trends and direct patrols. Work with community partners to enhance road safety by building/maintaining relationships with stakeholders Increase use of seat belts.
GOAL 4: Establish partnership to reduce the risk of violence in schools and to improve the safety and health of young people in Sudbury • • • • •
Develop effective stakeholder partnerships that focus on violence free schools and improved safety of young people in Sudbury. Chiefs Youth Advisory Committee to promote crime free healthy lifestyles for our younger citizens. Develop an organizational tracking system that monitors and reports group initiatives. Prepare a standardized presentation relative to school violence should it be required. Apply social networking and other forms of media to reach out to our youth.
GOAL 2: Improve Support Provided to Victims of Crime
Goal 5: Develop an effective property crime reduction strategy
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Conduct an internal audit relative to our response to victims of crime and develop a strategy to increase level of care. Research and develop best practices relative to victim care. Enhance and build new relationships with outside agencies to augment our standard of care. Build relationships with community partners and stakeholders that proactively focus on crime reduction. Create links from our website for our partner agencies allowing for easy refferal to victims of crime. Market new and existing information relative to victims of crime internally and externally.
GOAL 3: Encourage greater participation from partner agencies in proactive crime reduction and community safety • • •
Build relationships with community partners and stakeholders that proactively focus on crime reduction. Develop an organizational tracking system that monitors and reports community crime reduction initiatives and their results. Conduct unit level meetings to ensure time information sharing.
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Utilize crime analysis and intelligence led strategies to identify crime trends, direct responses and track results. Develop an effective property crime prevention/reduction strategy with community partners. Enhance internal process to ensure investigative follow ups are being completed. Increase use of online property crime reporting. Review officer interviews and investigations.
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• Develop an intelligence led strategy to target, disrupt and suppress organized criminal activity. • Increase internal knowledge of those individuals associated to organized criminal activity. Utilize crime analysis to identify trends and take investigative action. Enhance relationships with both Provincial and Federal law enforcement agencies.
Goal 7:Enhance our ability and capacity to address technology based criminal activity and cyber-crime • • •
Develop an effective strategy to combat technology based crime Market strategy internally Develop a public education component
Goal 8: Ensure the Greater Sudbury Police Service is fully prepared to respond to emergency situations • • •
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Develop well documented plans made in conjunction with other emergency service community partners. Enhance immediate rapid deployment training for sworn members to enhance skills. Work with community partners on a continuous basis relative to updating of emergency response plans that are reflective of national best practices. Market plans internally and externally to promote knowledge and familiarization. Ensure specialty units are in compliance with adequacy standards training requirements. Explore viability of increasing the number of members trained in Basic Emergency Management (B.E.M. ) as well as Incident Management Systems (I.M.S.).
GOAL 9: Improve service delivery and efficiency through the continued identification and development of a variety of alternative responses to calls for service • • • •
Review various deployment schedules which allow for improved service delivery. Implement technology based crime reporting. Review and redesign zone configuration utilizing calls for service data. Market changes internally and externally.
Business Plan 2011-2013
The Future of Policing in Greater Sudbury
Positive Action for Our Members Goal 1: Implement a service wide system for advancing personal and professional growth ensuring our competencies match the contemporary needs of policing •
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Develop a tenure policy that balances the needs of the organization against the need for individual development, job enrichment and employee satisfaction. Review our current mentoring program with a focal point of job enrichment and career development for both civilian and sworn members. Develop an organizational succession plan. Educate supervisors relative to their roles in making career development an organizational priority. Develop a training manual relative to PSB issues.
Goal 2: Enhance employee satisfaction by becoming an organization that engages its members more consistently • • •
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Solicit input and solutions to organizational and community issues through the use of internal media. Encourage, celebrate and reward success relative to positive input received. Develop a strategy to increase organizational awareness of the major challenges and opportunities facing our Service. Continue to promote engagement and consensus building philosophy among all supervisors.
Goal 1: Achieve an organization wide understanding and ownership of a renewed vision for the future of policing in Greater Sudbury •
A Problem Solving Policing Culture Goal 1: Demonstrate our commitment to problem based learning • •
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Supervisors to operationalize the use of PBL in day to day activities. Continue to develop and enhance our commitment to increase frontline’s capacity to apply problem based learning. Continue targeted education, training and practice to enhance the current skill level and ability to apply the concepts of problem based learning. Showcase, recognize and reward the use of PBL. Operationalize community mobilization into everyday operations. Integrate a subjective measurement framework that makes visible our commitment to increase frontline capacity to apply PBL.
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Cultivate a renewed organizational vision that is reflective of today’s social conditions keeping pace with the evolving state of our community and with emerging best practices. Develop a Future of Policing Study group that will identify leading-edge policing philosophies, methods and best practices that will meet our future needs. Executive command to set study group parameters relative to group composition and associated time lines. Engage and inspire members as to the value and importance of the study group. Research and produce a skills development and learning plan relative to the future requirements of policing. Include Inclusion training with our organization to understand who we are.
Goal 2: Enhance our recruitment strategies to better reflect the community • • •
Development of new programs and relationships that attract individuals from diverse backgrounds. Ensure human resource requirements adequately address our organizational needs, now and into the future. Promote policing as a profession and our Service as an employer of choice.
Goal 3: Develop greater visibility with our community and among our members •
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Augmentation of external visibility and policing practices through the use of web-based and social media technologies. Augmentation of internal/external visibility and branding throughout the organization. Cultivate strategies that increase accessibility and interaction with members of the Greater Sudbury Police Service.
A High Performing Organization Goal 1: Develop new ways to do business and to deliver service more effectively at the front line •
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Develop and implement a system to continually monitor and assess alternative responses to calls for service. Implement electronic fingerprinting to enhance customer service related to criminal record checks. Establish a new officer court notification process through use of OSL. Conduct a call response analysis. Conduct a comprehensive review of the Zone Thirty project. Based on results, of zone 30 project, develop a city wide community mobilization implementation strategy. Continue to find new ways to direct frontline officers to execute proactive policing activities. Complete full re-design and renovation of lower control room for improved prisoner monitoring.
Goal 2: Utilize technology as outlined in the information technology plan to deliver services more effectively and efficiently both internally and externally • •
Upgrade radio system. Establish a technology committee to research how technology can provide more efficient service and increase capacity. Develop a technology plan for now and into the future with a focus of efficiency.
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Goal 3: Make more effective use of our members’ knowledge and their collective experiences •
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Build upon the knowledge, skills and abilities of experienced members to enhance and develop a succession plan of members entering and exiting units. Improve the quality of Crown Briefs through the development of a comprehensive training plan utilizing the expertise of Uniform and Courts personnel. Use of professional support staff/ volunteers to assist officers in administrative duties, thus building organizational capacity. Develop consistent report checking system that is used consistently throughout the organization.
Goal 4: Achieve more effective supervision •
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Develop strategy to reduce the amount of time officers spend on administrative duties allowing more time in the field. Develop and market an organizational philosophy that focuses on adherence to accountability and code of conduct. Develop or locate training and education on effective supervision.
Goal 5: Enhance our applications of performance management • •
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Develop tracking software to keep current on organizational progress. Outline training or education strategy relative to performance management skills enhancement for supervisors. Cultivate a formal process relative to the consistent application of performance planning, recognition, reward and discipline. Upgrade current performance appraisal system to include code of conduct and accountability.
