OWEN SOUND POLICE SERVICE BUSINESS PLAN 2011-2013 “Moving Forward” docx

OWEN SOUND POLICE SERVICE

BUSINESS PLAN
2011-2013

“Moving Forward”

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2011—2013 Business Plan
TABLE OF CONTENTS
Our Vision, Mission, and Values…………………………………………………………… 3
Message from the Chairman of the Police Services Board……………………………….4

Message from the Chief of Police……………………………………………………………5

The Planning Process…………………………………………………………………………6

Business Plan Priorities

Crime Prevention…………………………………………………………………………….7

Community Patrol……………………………………………………………………………8

Criminal Investigation……………………………………………………………………… 9

Community satisfaction…………………………………………………………………….10

Emergency Calls for Service………………………………………………………………11

Violent Crime……………………………………………………………………………… 12

Property Crime…………………………………………………………………………… 13

Youth Crime…………………………………………………………………………………14

Victim Assistance………………………………………………………………………… 15

Road Safety…………………………………………………………………………………16

Information Technology…………………………………………………………………….17

Resource Planning………………………………………………………………………….18

Police Facility……………………………………………………………………………… 19

Staff Development………………………………………………………………………….20

Training and Education…………………………………………………………………….21

Follow Up…………………………………………………………………………………… 22

Organization Chart………………………………………………………………………… 23

Acknowledgements……………………………………………………………………… …24

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2011—2013 Business Plan
OUR VISION, MISSION AND VALUES
OUR VISION


The vision of the Owen Sound Police Service is to work in partnership with our
community, to provide excellence in policing.

OUR MISSION


In partnership with our community, the Owen Sound Police Service is committed
to maintaining a safe and secure city through dedication, accountability and
professionalism.


OUR VALUES


The foundation of the Owen Sound Police Service is our people who embody the
community values of integrity, honesty and respect.

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2011—2013 Business Plan
MESSAGE FROM THE CHAIRMAN
On behalf of the Owen Sound Police Services Board I am
pleased to present, and fully endorse, our 2011-2013 Business
Plan. The Plan will provide the key goals and objectives for our
Police Service for the next few years. In addition, it represents
a fundamental tool through which Board members can effec-
tively fulfill their civilian oversight and governance responsibili-
ties.

During the previous business planning period, the Owen
Sound Police Service was objectively evaluated by inspection

staff assigned by the Province, and independent consultants
engaged by the Board to complete a thorough financial review.
Both examinations confirmed the Board’s opinion that the citi-
zens of Owen Sound are being provided with a superior level of police service at a
reasonable cost. The primary reason for the success of our Police Service is the ca-
pability and dedication of our members. The Board, and senior police management,
are committed to enabling all of our employees to realize their full potential, and we
have constructed a Business Plan that includes a number of initiatives to assist in
meeting this key priority.

Even an organization as successful as the Owen Sound Police Service must con-
stantly review its operation and administration to develop and implement improve-
ments. The Board will use this Plan to regularly evaluate the progress being made by
the Police Service in continuing to meet and exceed the high expectations that our
community has for them.




Garth A.H. Pierce
Chairman, Owen Sound Police Services Board

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2011—2013 Business Plan
MESSAGE FROM THE CHIEF OF POLICE
I am very pleased and proud to present the 2011-2013
edition of the Owen Sound Business Plan.

This is a living document drawn up with the assistance of
the

business and residential community we serve along with
members of the organization that provide that service.

The final product is the result of several meetings that
were held in which all members of the community were
invited to provide their opinions and insight into the course
the Service should be charting over the next three years.

Owen Sound is no different than any other community in
the Province when it comes to financial pressure on its’
operating budget resources. This plan endorses short and
long term initiatives, keeping in mind those financial con-
straints.

It is the responsibility of the Service to ensure that we stay focused on these goals in
order to deliver on what have been identified as meaningful priorities. It is imperative
that the evolution of the plan is tracked and the community is updated regularly to
evaluate our progress.

I want to thank all of those community members who attended the planning session
and helped to identify our strengths and weaknesses. Their work, along with the input
of our members, has given true meaning to our motto. “Community Partners”


Bill Sornberger
Chief of Police

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2011—2013 Business Plan
THE PLANNING PROCESS

Section 4., of the Police Services Act of Ontario, obligates municipalities in the Province to maintain
adequate and effective police services which shall include, at a minimum, crime prevention, law en-
forcement, assistance to victims of crime, public order maintenance and emergency response. Ontario
Regulation 3/99 outlines the specific criteria that define minimum standards for adequacy and effective-
ness. Section 30 of this Regulation requires every Police Services Board to prepare a business plan for
its police service at least every three years. This plan builds upon previous Owen Sound Police Service
business plans, particularly the last one that provided direction and accountability for the organization
and its members from 2008 to 2010.

The board members, police service representatives, and those from the public who commented on the
business plan and the planning process, universally expressed their preference for the continuation of
the format used in the last business plan. The only significant departure for the 2011 to 2013 plan re-
sults from the main subject headings being reorganized and expanded into the same numerical se-
quence as is contained in Section 30 of the regulation.

To assist in the planning process, the Board engaged consultants to follow up on their earlier Financial
Review and, moderate the consultation sessions, ensure that the plan meets all of the requirements
and expectations of the legislation, and properly reflects the priorities of the organization and the public
it serves. It was also guided by the Community Satisfaction Survey that was completed by Georgian
Community College. During the planning process, two of the four uniformed senior management posi-
tions were vacant due to the retirement of the Chief of Police, and the absence of an Inspector for ma-
jor surgery. Nevertheless, the consultants consistently received the cooperation and assistance
needed to move the process forward.

In addition to the consultation sessions chaired by the consultants, civilian and sworn members of the
Police Service met to revise the vision, mission and value statements. They also itemized the strengths
and weaknesses of the organization, as well as the opportunities and threats facing its members in
both the short and long term. The participants stressed the need for the Business Plan to acknowledge
the value of all Police Service employees as the key component in addressing future challenges, and
the requirement to invest in training and support to allow them to maximize their potential. The mem-

bers also thought that priority should be placed on the completion of a thorough organizational review
and strategies to enhance community awareness.

All of the feedback received from the public expressed a substantial appreciation and support for the
Owen Sound Police Service and the manner in which its members perform their important public ser-
vice. Most often the major priority was an enhancement to the existing service levels, although some
concerns about cost implications were registered. As a result, the new Business Plan focuses on initia-
tives to continue and enhance the current level of service in an effective, cost efficient manner.

The Board and the Owen Sound Police Service view the Business Plan as the key document for guid-
ing the organization and measuring its success during the next three years. The Board also fully sup-
ports this Plan as an essential component of its civilian governance responsibility.

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2011—2013 Business Plan
BUSINESS PLAN PRIORITIES
1. Crime Prevention

The Owen Sound Police Service is dedicated to effective reactive and proactive policing strategies. To
accomplish these objectives, the members embrace a community oriented approach in dealing with the
public and the law enforcement issues in their community. This is directed by the Board and senior
management. Many of the progressive initiatives implemented by the Service are delivered by the full
time community services officer who delivers a myriad of programs intended to inform the public, of all
ages, and prevent crime and other threats to public safety. Notwithstanding the continual efforts of this
dedicated officer, crime prevention is ultimately the responsibility of every member of the Police Ser-
vice.

During the previous planning period, the Police Service took possession of a Children’s Safety Village,
which a number of police services in Ontario have found to be invaluable in educating young children
about the basics of pedestrian and vehicular traffic safety. The entire village was purchased through a

grant obtained from the “proceeds of crime” fund so that there was no cost to the taxpayer. This village
has the advantage of being entirely portable so that it can be set up in the school facilities, precluding
the cost and inconvenience of having the children bussed to the police building.
OBJECTIVES RESPONSIBILITY/TIMELINE
1.1 Continue existing programs to communicate effectively with the
public
All Staff. Ongoing.
1.2 Use the crime analysis technology acquired during the previous
planning period to analyze the criminal occurrence patterns of the
last decade to identify trends and develop programs to reduce
the number of occurrences, while continuing to maintain the
existing high clearance rates.
Operations Inspector. 2011
1.3 Maximize use of Community Safety Village by promoting its
availability with local schools, and during special events such as
Police Week.
Community Services
Officer. Ongoing.
1.4 Enhance the use of civilian volunteers by training them and
deploying them to assist with crime prevention initiatives such as
in-car child restraints demonstrations and Community Safety
Village displays.
Operations Inspector.
Ongoing.
1.5 Develop and implement a schedule for regular foot patrols
through every secondary school in Owen Sound.
Community Services Officer,
Operations Inspector.
Ongoing.
MEASUREMENTS:

1.1 Use of the annual report to indicate all programs initiated over the past year.
1.2 Produce a monthly report outlining crime trends for staff.
1.3 Report on all use in the annual report of the Safety Village.
1.4 Track and report on the number of volunteers and hours spend involved with the Owen Sound
Police Service.
1.5 Report to the Board monthly on hours spend on foot patrol.

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2011—2013 Business Plan
OBJECTIVES RESPONSIBILITY/TIMELINE
2.1 Continue to ensure the approved minimum level of staffing is
maintained on all platoons, without incurring additional overtime
costs.
All Staff. 2011
2.2 Monitor response statistics on an annual basis to ensure that all
legitimate calls for service result in an on-site response from a
police officer.
Administration Inspector,
Supervisor of Dispatch
Services. Ongoing.
2.3 Regularly complete analyses of response times to ensure that the
Board is informed if any significant changes occur to the ability of
the members to respond with appropriate speed to calls for
service.
Supervisor of Dispatch
Services. Annually.
2. Community Patrol

The emphasis on community safety is the key determinant in staff allocation within this organization.
The Police Service has consistently enhanced its deployment of civilian staff to maximize the availabil-

ity of uniformed members to respond to public safety and law enforcement responsibilities. This has
been enhanced by the employment of part-time police officers to undertake specific enforcement and
preventive patrol duties in the downtown core. Platoon officers are deployed throughout the City ac-
cording to workload requirements and feedback from the public and the business community.
MEASUREMENTS:
2.1 Use of internal reporting mechanisms.
2.2 Report on calls for service and response times through the annual report.
2.3 Bi-annual report to the Board and use of the web-page to indicate response times.


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2011—2013 Business Plan
OBJECTIVES RESPONSIBILTY/TIMELINE
3.1 Maintain the current high level of criminal clearance rates All Sworn members.
Ongoing.
3.2 Maximize utilization of crime analysis by developing specific
strategies for serious or problematic criminal activity, and increase
proactive measures such as problem oriented policing to ultimately
reduce workloads.
All Sergeants. Ongoing.
3.3 Promote sharing of investigative resources with other, local police
services.
Operations Inspector.
Ongoing.
3.4 Maintain high levels of investigative training to ensure that officers
remain current with best practices.
Chief of Police. Ongoing.
3. Criminal Investigation

The Owen Sound Police Service maintains a dedicated, criminal investigation section which investi-

gates the most serious criminal matters. They are fully trained and qualified to successfully complete
the cases which are assigned to them. They also have access to in-house forensic identification service
for more complex investigations. Along with the patrol officers who investigate many of the criminal oc-
currences, the officers have consistently maintained high clearance rates.
MEASUREMENTS:
3.1 Comparison through yearly reports on clearance levels.
3.2 Annual reports to the Board of all project specific investigations.
3.3 Report annually on all the joint investigations in the annual report.
3.4 Continue to report monthly on all officer training.


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2011—2013 Business Plan
OBJECTIVES RESPONSIBILITY/TIMELINE
4.1 Complete a community satisfaction survey. Community Services Officer,
Administration Inspector.
2011.
4.2 Expand on existing community liaison initiatives and encourage
more members to participate on the boards of directors for those
community organizations such as victims organizations that do not
currently have a police representative on their Board of Directors.
Chief of Police. Ongoing.
4.3 Integrate participation as a volunteer in the community as a
significant decision making criteria in the promotional process, and
assess a point value for it.
Chief of Police. 2012.
4.4 Examine the merit in developing practical, written operational
protocols with those community agencies that routinely interact with
the police service.
Chief of Police. Ongoing.

4.5 Maintain customer service training for all staff. Administration Inspector.
Ongoing.
4.6 Monitor, oversee and report on the status, and eventual resolution
of all public complaints.
Chief of Police, Operations
Inspector. Annually.
4. Community Satisfaction

Without consistent support from the vast majority of the members of the public, the ability of the police
to ensure and enhance public safety would be seriously compromised. Fortunately, in Owen Sound, the
police have maintained a high level of respect and support from the public and the city’s social agen-
cies as enunciated during the consultation component of this business planning process. The recent
community satisfaction survey, the results of which are available on the Owen Sound Police Service
website, also demonstrates emphatically that the vast majority of the public support the police and their
efforts to ensure a safe and secure environment for those who live in, or visit, the City.

This high level of acceptance and appreciation arises from a number of factors, most particularly the
approach the members take in dealing with the public, and the commitment and dedication that they
have towards their community. In addition, the constant availability of a prompt response from the civil-
ian and uniformed members, and the fact that the police building is open to the public at all times, is re-
assuring for those citizens that require police assistance. In 2010, the police station had over 7,600
people walk in to file reports or request assistance.
MEASUREMENTS:
4.1 Prepare an RFP to conduct a comprehensive survey.
4.2 Track all current volunteer Board positions held by Service members.
4.3 Ensure service policy on promotion contains volunteer criteria.
4.4 Report on any new protocols developed with stakeholders.
4.5 Investigate and track all opportunities for on-line and web-based training.
4.6 Report to the Board monthly on all public complaints.

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2011—2013 Business Plan
OBJECTIVES RESPONSIBILITY/TIMELINE
5.1 Increase training for emergency responders. Operations Inspector.
Ongoing.
5.2 Work with the Emergency Planning Coordinator and other
emergency response agencies to examine the feasibility of
establishing a new Emergency Operations Centre in the
police building.
Chief of Police. Ongoing.
5.3 Provide “active shooter” training for all sworn members and
communication staff.
Operations Inspector, Use of
Force Trainers. 2011.
5.4 Maintain records on the number of responses to occurrences
outside of the City jurisdiction, and the officer time spent on
these calls for service, will be maintained and reported to the
Board on a regular basis.
Supervisor of Dispatch
Services. Monthly.
5.5 Work with local public service agencies to expand the
responsibilities of the communications centre.
Chief of Police. Ongoing.
5. Emergency Calls for Service

All legitimate calls for service emanating from Owen Sound result in an on-site response from a uni-
formed member of the Police Service. Staff may also attend the scenes of emergencies outside of the
city limits when authorized to do so. The officers are directed to these occurrences by the staff in the
communications centre that provide 911 response, fire and police dispatch as well as dispatch for a va-
riety of adjacent fire and police services. The number of 911 calls handled by the communications staff

has increased over the past few years. In 2010, almost 36,000 - 911 calls were received in the commu-
nications centre.
MEASUREMENTS:
5.1 Report and compare on all front line courses offered.
5.2 Prepare a business plan for the Board jointly with other emergency services.
5.3 Report to the Board when training completed.
5.4 Include report quarterly at the Public Board meeting.
5.5 Report to the Board any requests to provide services.

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2011—2013 Business Plan
OBJECTIVES RESPONSIBILITY/TIMELINE
6.1 Complete a comparative analysis of the rate of violent crime with
other similarly sized municipal police services to determine why the
rate in Owen Sound over the past five to ten years is not reflective
of the decreases observed in the provincial and federal statistics.
Administration Inspector.
2011.
6.2 Develop a community based strategy to reduce the number of
violent crimes occurring in the City.
Operations Inspector, All.
Ongoing.
6.3 Maintain the clearance rate for violent crime at the existing high
level.
Operations Inspector, All
Sworn Officers. Ongoing.
6. Violent Crime

The overall crime rate in Owen Sound is relatively low and the Police Service has consistently main-
tained high clearance rates, and the recent Community Satisfaction Survey reflected a confidence

among the respondents about their safety in the City. However, despite the relative stability of the
population in Owen Sound, the rate of violent crime recorded in the City increased in the past three
years. Crime data published by Statistic Canada over the past few years has consistently reflected de-
creases in crime rates in Ontario and throughout Canada, including the rate of violent crimes. These
decreases have even been noted in some of our largest cities.
MEASUREMENTS:
6.1 Use the annual report to compare statistics.
6.2 Track the violent crimes and report on protocols developed with outside stakeholders.
6.3 Track and compare yearly clearance rates.

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2011—2013 Business Plan
7. Property Crime

Property crimes are clearly the most prevalent types of offences that police agencies across Canada
must contend with on a daily basis. In Owen Sound, the number of property crimes is almost equivalent
to the total number of all other categories of offences. However, in the past three years, the incidents of
property crime in the City have been reduced by twenty percent (226 occurrences), and the clearance
rate has risen from approximately 37% to 45%.
OBJECTIVES RESPONSIBILITY/TIMELINE
7.1 Identify specific types of property crime that might be further
reduced through enhanced enforcement, public education, and
work with community groups to implement prevention strategies.
Operations Inspector.
Annually.
MEASUREMENTS:
7.1 Track and report on all lectures, seminars, workshops attended by police services members
discussing property crime.

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2011—2013 Business Plan
OBJECTIVES RESPONSIBILITY/TIMELINE
8.1 Continue to work with the schools and social agencies to identify
young people at risk and divert them from the criminal justice
system.
Operations Inspector,
Community Services Officer.
Ongoing.
8.2 Actions taken under the Alternative Measures and Extrajudicial
Measures of the legislation dealing with young offenders will be
encouraged and closely monitored by supervisory staff.
Supervisor Court Services,
All Supervisors. Ongoing.
8.3 Assign an officer from each platoon to act as a regular operational
and enforcement contact for each one of the secondary schools in
the City.
Operations Inspector, Platoon
Supervisors,
Community Services Officer.
2012.
8.4 Implement routine foot patrol for each secondary school. Operations Inspector,
Platoon Supervisors. 2011.
8. Youth Crime

In order to deter young people from engaging in criminal activity, the Owen Sound Police Service has
coupled the requirement to enforce the law with diversionary strategies intended to hold young people
accountable for their transgressions, while avoiding the stigmatization that often results from a formal
conviction in a criminal justice setting. In 2010, 321 charges were laid against 101 young persons in
cases where this was deemed to be the most appropriate action to take. After being investigated, an
additional 37 youth were subjected to community/extrajudicial measures in accordance with the Youth

Criminal Justice Act.
MEASUREMENTS:
8.1 Track and report on all school visits. Report on use of provincial Youth in Policing Initiative
Program.
8.2 Track and report through annual report all offenders placed in these measures.
8.3 Report through the annual report and web-page of officers assigned to each Secondary School.
8.4 Report annually on time spent in Secondary Schools.

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2011—2013 Business Plan
OBJECTIVES RESPONSIBILITY/TIMELINE
9.1 Continue to ensure that all uniformed staff members refer victims to
available services.
Platoon Supervisors.
Ongoing.
9.2 Ensure any long term facility improvement plan considers the
inclusion of a victims services office located in the non secure part
of the police building.
Chief of Police. 2012.
9.3 Assign a police representative as a member of the Board of
Directors for the Victims Services of Bruce Grey and Owen Sound.
Operations Inspector. 2011.
9.4 Continue to provide programs to prevent victimization of older
citizens in the City.
Community Services Officer.
Ongoing.
9. Victim Assistance

The representative from the victims services sector who participated in the consultation sessions ex-
pressed support for the Police Service and the members with whom the victims services staff inter-

acted. The representative did note that the rate of referrals from the Owen Sound Police Service was
less than some of the other nearby jurisdictions. The representative also observed that in many other
jurisdictions, victims services units are physically located in the police building, and that there was a
possibility that funding for this type of accommodation alteration could be identified from an outside
source.
MEASUREMENTS:
9.1 Publish victim of crime referrals in annual report.
9.2 Prepare a business case when further renovations are done to the Board.
9.3 Report to the board of all volunteer hours spent.
9.4 Track and report all directed lectures, seminars, workshops held aimed at older members of the
community.

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2011—2013 Business Plan
OBJECTIVES RESPONSIBILITY/TIMELINE
10.1 Implement the “Drivewise” program to enhance safety for older
drivers.
Operations Inspector,
Community Services Officer.
2012.
10.2 Continue to deploy resources according to the Traffic Safety Plan
to ensure that enforcement efforts focus primarily on areas
identified as most dangerous for pedestrian and vehicular traffic.
Platoon Supervisors.
Ongoing.
10.3 Explore the potential for assuming some bylaw enforcement
responsibilities, including parking bylaws, from the city.
Chief of Police. 2012.
10. Road Safety

Although they do not often garner the same type of public profile as criminal investigations, traffic
safety initiatives are just as significant a public safety obligation in a municipality like Owen Sound,
which does not have a high crime rate. Based on the overview conducted by the consultants, the Po-
lice Service has been successful in introducing and supporting effective traffic programs to minimize
the risk for drivers and pedestrians. Serious traffic occurrences are a rarity in the City. Regular informa-
tion from the Accident Support Services (collision reporting centre) has been instrumental in develop-
ing effective traffic enforcement strategies. The existing traffic safety plan was recently audited by po-
lice service advisors from the Ministry of Community Safety and Correctional Services of Ontario. The
auditors were impressed by the thoroughness of the plan, which has also received an award from the
Ontario Association of Chiefs of Police.
MEASUREMENTS:
10.1 Use the annual report and web-page to introduce the program.
10.2 Report monthly through Public Board report and web-page all traffic enforcement initiatives.
10.3 Prepare a business plan to the Board.

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2011—2013 Business Plan
OBJECTIVES RESPONSIBILITY/TIMELINE
11.1 Develop a short to medium term information technology
acquisition plan that identifies desired items in priority order and
includes sufficient cost data to ensure that the most cost efficient
decisions can be made when funding is available. Place priority
on technologies that generate savings, cost reductions, or
definable improvements to the quantity or quality of work
performance.
Chief of Police, Information
Technology. Annually.
11.2 Fully implement “Livescan” as soon as possible. Administration Inspector,
Information Technology.
2012.

11.3 Increase use of WEB based technology for reporting minor
crimes.
Chief of Police, Operations
Inspector, Information
Technology. 2013.
11.4 Assess the value of voice recognition technology to improve
routine reporting.
Information Technology.
2012.
11. Information Technology

The Police Services Board has provided sufficient funding to ensure adequate technological support
and, when funding was available, provide technology which surpasses basic requirements and also ex-
ceeds the quality of technology available to other Ontario police services. For example, during the last
business planning period, the Police Service has purchased “Livescan” a technology that could reduce
the time required for volunteer screening from up to eight months to a few days. Final implementation of
Livescan is contingent on the RCMP.
MEASUREMENTS:
11.1 Produce a business case through budgeting to outline direction of technical advances.
11.2 Implementation of “Livescan”.
11.3 Web-page use tracked and minor crime reporting is available.
11.4 Prepare a business case for the purpose of the voice recognition technology.

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2011—2013 Business Plan
OBJECTIVES RESPONSIBILITY/TIMELINE
12.1 Work with municipal representatives to improve the utility of the
financial information, obtained through the current financial
information system, so that it meets the decision making and
accountability requirements of the Board and the Police Service.

Chief of Police, Board
Administration, Financial
co-ordinator. 2013
12.2 Develop capital improvement plan that identifies short term and
long term needs including those pertaining to the communications
system.
Chief of Police. 2012.
12.3 Assume more responsibility for input, monitoring, and
reconciliations of all budgets and expenditures pertaining to the
operating and capital costs of the Board and the Police Service.
Chief of Police, Board
Administration, Financial
co-ordinator. 2013
12.4 Work cooperatively with other emergency service providers to
effectively implement operational changes necessitated by the
closure of the Owen Sound Jail.
Chief of Police, Operations
Inspector, All Staff.
Ongoing.
12. Resource Planning

In 2010 the Police Services Board had a team of independent consultants complete a thorough finan-
cial review of the Police Service. They also provided a comparative analysis of four other police ser-
vices that provide service to similarly sized municipalities. The review examined all aspects of the op-
eration and administration of the Police Service to identify cost savings, cost avoidence or revenue en-
hancement. The consultants concluded that the City receives an "exemplary" level of police service and
that long term savings could only be achieved through reductions to the level of staffing, with a resultant
reduction in service level.They also noted the difficulty they encountered in obtaining reliable financial
information from the municipal financial reporting system.

The current financial information system does not provide timely, accurate data that can be used by the
Board or senior management to make informed decisions, and implement effective accountability sys-
tems. The police budget is a major expenditure for the City and the inability to continually monitor and
analyze fiscal utilization is frustrating for police management and Board members.

The recent decision by the Province to close the Owen Sound Jail could have significant cost implica-
tions for the Police Service some of which might be mitigated by increased grants from the Province for
court security and/or prisoner transportation. The need for an accurate financial management system to
develop and track in-year, and multi year, cost projections and expenditure levels is crucial.
MEASUREMENTS:
12.1 Track all financial software improvements.
12.2 Through the annual report indentify the needs and actions taken to meet them.
12.3 Financial co-ordinator ability to do more direct entries.
12.4 Report to the Board on any new protocols or agreements.

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2011—2013 Business Plan
OBJECTIVES ACTION/TIMELINE
13.1 Develop both short term and long term facility improvement plans
that prioritize items into mandatory and non mandatory categories,
and which also provide comprehensive cost estimates for each
potential project.
Chief of Police 2012.
13.2 Work with city staff to migrate all routine maintenance and facility
upgrade responsibilities to the police administration and the Police
Service budget.
Chief of Police 2011.
13. Police Facility

Over the past few years the police building has undergone a transformation from a facility that was in-

adequate in almost every respect to a headquarters of which every member and the City can be proud.
It meets the current needs of the organization and has the space and potential to accommodate any
number of new initiatives such as the enhanced regional police training programs that have been
hosted by the Owen Sound Police Service, a new Emergency Operations Centre, or accommodation
for a bylaw enforcement section. Despite the impressive improvements that have occurred, other im-
provements will be required during this three year planning period.
MEASUREMENTS:
13.1 Identified areas of concern are reported to the Board and a business case prepared to enhance
facility improvement.
13.2 Maintenance Staff becomes a member of the Service.


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2011—2013 Business Plan
14. Staff Development / Human Resource Management

In a service agency, the most valuable asset is the staff members who deliver the service to the public.
It is essential that they be well trained and provided with the support and equipment necessary to per-
form their functions at a high level. Support from the Board and management is also crucial in maintain-
ing a motivated, dedicated team. The City is fortunate that the members of its Police Service work here
because it is the location they have chosen as their home. As a result, the Police Service experiences
far less staff attrition than is the norm in larger police organizations.
OBJECTIVES RESPONSIBILITY/TIMELINE
14.1 Performance appraisals shall be conducted for all staff members
on a regular basis consistent with existing policies.
All Supervisors. Ongoing.
14.2 An analysis of the potential attrition rate must be finalized and a
succession planning program developed.
Chief of Police. 2012.
14.3 A comprehensive report on human resource management issues

and options be completed.
Chief of Police, Human
Resource Services. 2013.
14.4 Effective human resource tracking systems that encompass all
aspects of human resource management, including
comprehensive employee profiles, be implemented.
Operations Inspector. 2011.
14.5 Complete a review and update of all job descriptions and
promotional policies.
Chief of Police, Management
Team. 2012
14.6 Conduct exit interviews for every employee who leaves the
organization.
Senior Management, Human
Resource Services.
Ongoing.
MEASUREMENTS:
14.1 Track all performance appraisals for all staff members.
14.2 Produce a report outlining potential attrition rates. Identify candidates for promotion and enhance
responsibility over a five-year period.
14.3 Report completed.
14.4 Ensure all software programs and current data systems contain updated information and report.
14.5 Policies updated.
14.6 Report to the Board regarding reasons for exiting the service.

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2011—2013 Business Plan
OBJECTIVES RESPONSIBILITY/TIMELINE
15.1 Enhance on-site training without incurring additional overtime
costs.

Administration Inspector.
Ongoing.
15.2 Update the five year training plan Administration Inspector.
2013.
15.3 Complete an Operational Review which includes a focus on the
delivery of training and examines options for optimizing this
investment in staff members.
Chief of Police. Annually.
15.4 Examine the practicality of establishing a dedicated training officer
on a full time basis.
Chief of Police. 2012.
15. Training and Education

Because of the relatively small size of the Police Service, most of the employees need to be generalists
who multi task. In addition, the organization makes great use of part time positions which results in con-
stant recruiting of new members who must receive proper training. For sworn members there are a
number of legislated training requirements that must be met on an annual basis, and for civilian special-
ists minimum training requirements have been enacted to ensure that all police services meet adequate
and effective service levels.

The Board has always supported a level of training that surpasses minimum standards. Thanks to the
renovations that have occurred in the police building over the past few years, there is now sufficient
space to host training sessions for emergency service providers from throughout the area. This reduces
the cost of training for Owen Sound police staff and also generates revenue from the other agencies
that participate.
MEASUREMENTS:
15.1 Track all e-learning opportunities. Track all courses offered at the Owen Sound Police Service
facility and track outside agency attendants.
15.2 A five-year plan produced.
15.3 Committee struck and report the Chief.

15.4 Report on platoon staffing affected by increased training.

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2011—2013 Business Plan
The success of any business plan lies in the ability of those with oversight responsibilities
to organize the work and achieve the goals and objectives that have been established.

In order to ensure its success, the following steps have been put into place to accurately
monitor the on-going work that has been undertaken to implement the identified goals
and objectives of this plan:

Annual Review

A review of the previous years work on the plan will be undertaken in January. The
identified goals and objectives for the coming year will be examined as to there contin-
ued relevance, and those responsible for the oversight will develop there implementation
teams tying those identified individuals to the goal and objective through their personal
performance review and personal goal and objectives setting for the coming year.

A report will be generated in each quarter of the year that clearly indicates where the
stage at which a goal and objective is at until it has been implemented. These reports
will be forwarded to the board for their review.

Annual Report

The Owen Sound Police Service, Annual Report is a legislated requirement of the ser-
vice. The report, which details the activities of the police service in the previous year, is
also used to facilitate the exchange of information and report ability that the police
service has to the community, council and its members. The reports will be made
available on the website.

Action

In the business plan those individuals who hold a responsibility for implementation have
been identified. These members will be required to report on their progress in getting
their goals and objectives implemented.

Monthly Up-date


A bi-annual report will be filed by the Chief of Police indicating the current status of all
goals and objectives with the Board to ensure that all facts of the business plan are being
pursued in a timely manner, or in the alternative, issues that are preventing the process
from going forward have been identified and are being addressed.
FOLLOW-UP

23
2011—2013 Business Plan
ORGANIZATIONAL CHART
I.T. Director
Deputy
Chief
Police Services
Board
Board Administrative
Assistant
Executive Assistant
Operations Inspector
Administrative Inspector
Seconded to Nov/11

Part-Time Officers Platoon 1 C.I.B.
Communications
Drug Unit
C.O.R.E
H.E.A.T.
Platoon 2
Platoon 3
Platoon 4
C.I.S.O.
Records Section
Technical Services
Financial Co-ordinator

Identification Unit
Court Service
Community Service
Auxiliary Program
OWEN SOUND POLICE SERVICE ORGANIZATIONAL CHART 2011

24
2011—2013 Business Plan
ACKNOWLEGEMENTS
We wish to acknowledge the following community groups:
 Canadian Mental Health Association
 Victim Services of Bruce Grey and Owen Sound
 Grey County Social Services
 Grey Bruce Health Unit and Services
 Grey C.A.S. Bruce C.H.S.
 Owen Sound Downtown Improvement Association

Along with the many staff and Board Members on time spent producing this report.