2011 OPP Business Plan - Village of Point Edward

Transcription

Lambton
D E TA C H M E N T
GOALS
OPP Strategic Plan
VISION: Safe Communities… A Secure Ontario
2011-2013
MISSION: Policing excellence through our people,
our work and our relationships.
PUBLIC SAFETY
RELATIONSHIPS
WORKFORCE
EFFECTIVENESS
Excellence in the delivery
of core police services through
Intelligence-Led Policing.
Strong, effective partnerships
with our communities,
stakeholders and colleagues.
A sustainable pool
of members with expertise,
pride and dedication.
Demonstrated efficiency and
effectiveness operating in an
increasingly complex and
challenging policing environment.
1. Crime prevention and reduced
victimization in our communities.
1. Develop and implement a coordinated
approach to internal communications.
1. Support and enable continuous
1. Enhance information management
training, learning and development
with technology.
opportunities for our employees.
STRATEGIES
2. Investigative excellence through
Intelligence-Led Policing.
3. Excellence in the response to and
2. Focus external communications to
2. Effective financial management and
increase awareness of the OPP’s
2. Foster a culture of recognition and
mandate, to our communities and
accountability through meaningful
stakeholders.
performance management.
fiscal accountability.
3. Embed environmental responsibility
management of major investigations,
critical incidents and emergencies.
into our culture and our business
3. Advocate for and support sustainable
First Nations policing and safe
4. Save lives and reduce crime on our
practices.
3. Promote a healthy workforce and
healthy workplaces.
4. Continue to modernize equipment for
communities.
INDICATORS
highways, waterways and trails.
all employees.
• Crime Abatement Strategy statistics.
• OPP Community Satisfaction Survey results.
• OPS Employee Engagement survey results.
• Uniform workload statistics.
• Crime and traffic statistics.
• Ontario Public Service (OPS) Employee
• OPP member survey.
• Financial training opportunities.
• E-Learning statistics.
• Response to various inquests, inquiries and audits.
• Human resource data systems.
• Integration of technology systems.
• Street checks.
Engagement survey results.
• Major investigation debriefings.
• Major event evaluations.
• Training opportunities provided to
First Nations police services.
• Infrastructure projects that meet environmental
• Framework for Police Preparedness for
standards.
Aboriginal Critical Incidents application.
OPP VALUES:
PROFESSIONALISM
•
ACCOUNTABILITY
•
DIVERSITY
•
RESPECT
•
EXCELLENCE
•
LEADERSHIP
Lambton Detachment 2011 Business Plan
Ontario Provincial Police
Table of Contents
Page
A Message from the Lambton Detachment Commander
2
Lambton Detachment Environmental Scan
3
Community/Stakeholder/Partner Consultations
7
Strategic Plan Strategies
8
2011-2013 Business Plan (Year 1)
9
Safe Communities – A Secure Ontario
1
A Message from the Lambton OPP Detachment Commander
Lambton Ontario Provincial Police (OPP) Detachment is proud to provide policing services in the
Municipalities of the Lambton Group and the Village of Point Edward. I am pleased to present “Year
One” of the Lambton OPP Business Plan for 2011 – 2013. This plan clearly articulates our direction –
where we are now, what resources we have, where we want to go and how we will get there. Success
will be realized through our collective efforts.
In times of constant change and fiscal challenges, it is vital that we work together with our stakeholders
and partners, laying a solid foundation of social wellbeing for our communities. For Lambton OPP
Detachment members, this means establishing and maintaining a safe and secure environment where
even the most vulnerable members of society are protected from victimization. To support this we will
remain committed to proactively identifying and combating emerging crime trends through an
Intelligence-Led Policing approach. Our local strategies will continue to focus on public safety through
the five core policing responsibilities: crime prevention, law enforcement, assistance to victims of crime,
public order maintenance and emergency response. The local strategies outlined herein also focus on our relationships, our
workforce and our effectiveness. Each strategy is supported by a local-level situational assessment and a summary of key activities.
Performance indicators and an accountability framework are identified so that we can evaluate and report on Lambton Detachment’s
progress over the next three years.
This business plan further assists us by ensuring our resources and activities are aligned with organizational priorities and reflective
of the OPP’s long-term commitment to public safety.
As Detachment Commander, I speak for myself and all detachment members in saying we look forward to the next three years and
the opportunity to deliver on our initiatives. I have the utmost confidence that Lambton OPP Detachment will continue to excel as
always.
Fred Wessels
Inspector
Detachment Commander
2
Lambton Detachment Environmental Scan
CRIME AND TRAFFIC TRENDS:
Our traffic mission is to reduce fatal, personal injury and property damage motor vehicle collisions while reducing traffic complaints,
improving road safety and increasing police visibility in the communities of Lambton County. This mission will be executed through
the use of several different enforcement strategies including the implementation of daily Reduce Impaired Driving Everywhere (RIDE)
programs, directed patrols in high traffic volume areas, and our participation in provincial traffic safety initiatives.
Lambton Detachment Managers will ensure proper measurable enforcement strategies are established with the assistance of
community consultation, educational media releases and collision reduction through environmental design analysis. Lambton OPP
will focus on four main causes of death and injuries – drinking and driving, not using occupant restraints, distracted drivers (primarily
cell phone use), and aggressive driving.
Improvements to the Blue Water Bridge in the Village of Point Edward continue. Enhancement of available plaza capacity to handle
increased and peak-time traffic volumes is underway in anticipation of the American plaza restructuring. However, future significant
spikes in volume are not anticipated through to 2014. Spikes in volume might first occur when the Michigan side of the bridge plaza
is redeveloped and there is a robust economic recovery.
Passenger vehicles, using the Bridge, such as automobiles, motorcycles, buses and recreational vehicles, generally transport tourist,
cross-border shopping and commuter passengers. Traffic volume from passenger vehicles depends on a variety of factors including
the demand for cross-border shopping. This demand varies according to gas prices and consumer perception of the strength of
Canadian and United States (U.S.) currencies. Traffic volumes have also been affected by terrorist alerts and recent public health
warnings.
Commercial vehicles, such as trucks and tractor-trailers, use the Bridge primarily to ship goods between Canada and the U.S. Traffic
volume from commercial vehicles is dependent on a number of factors including the level of exports/imports between the two
countries. This, in turn, depends on the levels of economic activity in North America generally as well as the relative strengths of the
Canadian and U.S. currencies.
The periodic back-up of commercial motor vehicles on the west-bound lanes of Highway 402 created by increased border security
measures often requires the OPP to conduct traffic control to ensure that the ramps on and off the 402 are not blocked. This trend
has a significant impact on our provincial resources. Commercial truck traffic on Highway 402 has remained high with a combination
of dangerous goods and garbage haulers from the Toronto area being of constant concern.
3
Construction on Highway 402 continues to require an increased police presence for traffic safety, with visibility strategies such as the
Provincial Aircraft Enforcement Program and the Regional Highway Enforcement Team. Lambton Detachment has a dedicated
traffic unit to work both reactively and proactively to deal with the above-noted traffic issues. The term “traffic safety” encompasses
all highways, trails and waterways, along with pedestrian traffic, urban/rural issues, and cyclists.
Through analysis and consultation it has been determined that property crime also continues to be a major area of concern for
Lambton. The Lambton Detachment “Safe Streets Unit”, consists of members from the Youth Bureau, Property Crimes Unit,
Community Directed Patrol Unit (CDPU), and the Community Drug Action Team officer (CDAT) under the direction of a dedicated
Lambton Detachment Sergeant. The “Safe Streets Unit” will take the lead focusing on property crimes related to thefts, break and
enters, and mischief calls throughout our community.
The new Intelligence-Led Policing-Crime Abatement Strategy (ILP-CAS) will target those offenders that are deemed to be at high risk
to the community and those persons involved in recidivist criminal behavior. The program is based on the principle that the offender,
once involved with the justice system now becomes accountable to the community and to the police. It more effectively manages the
people who are committing the crimes by focusing on repeat offenders and recognizing that 20 percent or less of the population are
responsible for 80 percent or more of the crimes against property and persons.
The subsequent result of proactively managing these offenders will be increased accountability and respect for court imposed
conditions. This proactive management will consist of curfew or residence checks, verification of non-association conditions and
strict enforcement for repeat offenders.
The close proximity to the U.S. and the Blue Water Bridge, a major international border crossing, makes us a prime location for
smuggling of drugs and other commodities. We also have two other major international border crossings in Lambton County, one in
Sombra and the other in the First Nations Territory of Walpole Island.
DEMOGRAPHICS/SOCIAL/CULTURAL ENVIRONMENT:
Our geographic position is a significant factor that determines the pressures on our detachment members and the communities we
serve. We are bordered on the west, by the St. Clair River and the State of Michigan, U.S.; to the east, by Middlesex County; to the
north, by Lake Huron and Huron County; and to the south, by the municipality of Chatham-Kent. We are responsible for policing
2,997.53 square kilometres (kms) of Lambton County (everything outside the City of Sarnia), 3,000 kms of county and municipal
roads and 150 kms of provincial highways, including 60 kms of Highway 402 from the Middlesex County line to the Customs Plaza at
the Blue Water Bridge, to Port Huron, Michigan.
4
As previously indicated, there are three international border crossings within the detachment area at: Blue Water Bridge, Point
Edward, Walpole Island First Nations Territory, and Sombra, Ontario. As Lambton OPP is an integrated detachment, it is also
responsible for assisting with First Nations policing on Walpole Island and Stony Point (Ipperwash Army Camp) First Nations
Territories. Marine policing responsibilities include the entire St. Clair River system and the lower half of Lake Huron from Sarnia to
Goderich.
It is estimated that the population in Lambton Shores increases, seasonally, by as many as 40,000 people due to Pinery Park,
cottages and beaches situated in and around the Grand Bend area and a charity casino situated within the boundaries of the Village
of Point Edward.
ORGANIZATIONAL ENVIRONMENT:
For 2011, Lambton OPP's personnel complement remains at 112 sworn officers. Within this number of officers is the Village of Point
Edward's integrated contract of six officers. Lambton OPP has a very strong working relationship with both the Lambton Group
Police Services Board (PSB) as well as the Point Edward Police Services Board. Community Sergeants are assigned to our
municipalities to deal with any local community issues and we have lead officers assigned to the Community Policing Committees.
We will continue to support these relationships as well as endeavour to improve communication between the OPP and the members
of our communities through educational programs and community involvement by our officers.
The characteristics identified as unique to Lambton County pose a local training need for our officers. We must ensure that our
officers receive the proper information with regard to issues such as: dangerous goods on our roadways, emergency measures
involving the chemical valley, the First Nations Communities within our Detachment boundaries and the vulnerabilities caused by our
close proximity to the American border. Specialized officers will continue to provide the guidance and assistance to our front-line
officers as required. As well, our training officers throughout the year will provide educational sessions relating to concerns in
Lambton.
RISK FACTORS IN LAMBTON COUNTY:
The “Chemical Valley” in Sarnia and St. Clair is the largest grouping of petro-chemical industries and refineries in Canada, with 40%
of the country’s related industries located here. The twin Blue Water Bridge crossing is the fourth busiest international passenger
and commercial vehicle crossing in the province and the second busiest international truck crossing.
5
The Paul M. Tellier Tunnel carries more rail freight (approximately 10% of which is hazardous) than any other U.S. - Canadian border
rail crossing. Sarnia is also host to Canada’s second busiest international rail yard. The St. Clair River shipping channel is also a
source of industrial process water and drinking water for tens of thousands of people on both sides of the border.
HAZARD IDENTIFICATION / RISK ANALYSIS:
Hazards
1. Energy Emergencies
2. Hazardous Materials (HAZMAT) – Transportation
3. Severe Winter Storms
4. Severe Summer Storms / Tornadoes
5. HAZMAT – Fixed Sites
6. Human / Health
7. Agricultural
8. Critical Infrastructure
9. Floods
10. Pipeline Emergencies
11. Terrorism & Sabotage
12. Water Emergencies
6
Community/Stakeholder/Partner Consultations
Group(s)
1.
2.
Concerns/Input
Lambton Group
Police Services
Board
Crime prevention and reduced victimization in our
communities.
Effective financial management and fiscal
accountability.
Point Edward Police
Services Board
Crime prevention and reduced victimization in our
communities.
Youth issues – bullying, drug use.
Community policing.
Values Influence and Peers (VIP) program in local
schools.
Traffic safety – impaired driver apprehension,
occupant restraints, aggressive and distractive
driving.
Effective financial management and fiscal
accountability.
Method(s) of
consultation
Monthly PSB
Meetings

Increase in number of referrals to meet the short
term needs of victims of crime and tragic
circumstances, by providing emotional support,
practical assistance, and referrals to community
resources.
OPP representation
on Victim Services
Board
4.
Lambton Kent District
School Board
Youth issues – bullying, drug use.
Emergency guidelines for lockdown procedures.
5.
Lambton Community
Policing Committee
Crime Prevention and reduced victimization in our
communities.
Internet safety for teens and parents.
Crime prevention for seniors.
Interaction with
Lambton Youth
Bureau
Monthly Community
Policing Meetings

Monthly PSB
Meetings
Victim Services of
Sarnia Lambton
3.
Included in
plan



7
Strategic Plan Strategies
Public Safety
1. Crime prevention and reduced victimization in our communities.
9
2. Investigative excellence through Intelligence-Led Policing.
10
3. Excellence in the response to and management of major investigations, critical incidents and emergencies.
11
4. Save lives and reduce crime on our highways, waterways and trails.
12
Relationships
1. Develop and implement a coordinated approach to internal communications.
14
2. Focus external communications, including an awareness of the OPP’s mandate, to our communities and
stakeholders.
15
3. Advocate for and support sustainable First Nations policing and safe communities.
16
Workforce
Page #
1. Support and enable continuous training, learning and development opportunities for our employees.
17
2. Foster a culture of recognition and accountability through meaningful performance management.
18
3. Promote a healthy workforce and healthy workplaces.
19
Effectiveness
Strategy
1. Enhance information management with technology.
20
2. Effective financial management and fiscal accountability.
21
3. Embed environmental responsibility into our culture and our business practices.
22
4. Continue to modernize equipment for all employees.
23
Note - Numbering does not indicate order of priority
8
2011-2013 Business Plan (Year 1)
Strategy – Crime prevention and reduced victimization in our communities.
Situational Assessment: Lambton’s detachment area is both large and diverse. The population significantly increases during the
summer season due to the recreational areas in the northern part of the county (e.g. Grand Bend). This large seasonal population
leaves many residences unattended during the off-season. These residences are prime targets for both vandalism and break and
enter occurrences. Property crime is an obvious concern for the citizens of Lambton. With the exception of traffic related incidents,
the citizens of Lambton have a greater chance of being the victim of a property-related crime than any other type of crime. Lambton
OPP is determined to continue to combat this problem by attacking it on several fronts. The “Safe Streets Unit” will continue to use
resources available to assist in both the education of our citizens and the solving and prevention of property crimes in our
communities.
Public Safety Activities
Indicators
Operationalize Ontario's Mobilization and
Engagement Model of Community Policing.
o
Conduct community-based presentations on
Ontario's Mobilization and Engagement Model of
Community Policing.
o
Develop and/or implement crime prevention
initiatives and programs, targeted patrol and
visibility strategies based on the analysis of local
crime trends and issues, community
demographics.
o
Fully implement and operationalize the ILP-CAS.
o
o
o
Support ongoing 'Positive Ticket' program with
local youth.
o
Lead
Linkages
All detachment members
have a working knowledge
of the Model.
Number of awareness
sessions conducted and
audience.
Detachment
Managers
Constables
The number of sustainable
community-based, datadriven solutions devised.
Where possible, statistical
comparisons post
implementation.
Enrollment statistics.
Compliance rates.
The number of youth
engaged and ‘ticketed’
every six months.
“Safe Streets Unit”
Sergeant
Detachment
Managers
Sergeant
Community
Services Officers
Detachment
Sergeants
Sergeants
Community
Services Officers
Detachment
Sergeants
Community
Services Officers
Youth Bureau
Detachment
Sergeants
Detachment
Sergeants
Field Support
Bureau (FSB)
Constables
9
Strategy – Investigative excellence through Intelligence-Led Policing.
Situational Assessment: In 2010, the Lambton OPP Detachment began the implementation of the Intelligence-Led Policing–Crime
Abatement Strategy. This offender management strategy was put in place by the “Safe Streets Unit” to unify and standardize our
approach in dealing with recidivist and high risk offenders. Positive results can be achieved by holding those offenders that have
been released back into the community accountable for their release conditions.
Intelligence-Led Policing relies on collaborative partnerships and information sharing. Intelligence-Led Policing involves the
collection and analysis of information to assist police in making informed decisions at all levels of the organization. Intelligence
includes information gathered at the front-line through community engagement, street checks, confidential informants and the ILPCAS. Results are applied to target detachment level crime and traffic issues.
Provide information to Provincial Operations
Intelligence Bureau (POIB) to be processed
through the intelligence cycle.
o
Indicators
Lead
Linkages
Number of street checks
(LE88’s) submitted.
Detachment
Managers
POIB
Detachment
Sergeants
To ensure an Offender Management Strategy is in
place to address broader criminal activity.
o
The number of compliance
checks.
Integrate internal and external partnerships to
promote investigative excellence.
o
Number of contacts and
collaborative partnerships
developed.
Sergeant
Graffiti Eradication
Coordinator
Detachment
Managers
Organized Crime
Enforcement
Bureau (OCEB)
Constables
Sergeants
Detachment
Sergeants
Regional Crime
Neighbouring
Police Services
10
Strategy – Excellence in the response to and management of major investigations, critical incidents and emergencies.
Situational Assessment: The ongoing evaluation of current practices to improve the effective and timely response to calls for service
will ensure there is an effective and efficient response to major investigations, critical incidents and emergencies through coordinated
operational planning and effective deployment strategies.
Indicators
Lead
Linkages
FSB
Detachment
Sergeants
FSB
Detachment
Managers
Ensure Continuity of Operations Plans (COOP) are
updated and tabletop exercise conducted annually.
o
100% compliance reported
at year end.
Detachment
Managers
Review and participate in municipal emergency
planning activities ensuring compliance with the
Emergency Management and Civil Protection Act.
o
100% compliance reported
at year end.
Detachment
Commander
Ongoing evaluation of current practices to improve
effective and timely response to calls for service.
o
All benchmark notifications
are made in a timely
fashion according to policy.
Detachment
Managers
Detachment
Sergeants
Constables
Attend and participate in local Chemical Valley
Emergency Coordinating Organization (CVECO)
and Community Awareness Emergency Response
(CAER) Committees.
o
Participation in all monthly
meetings and planned
exercises.
Detachment
Sergeant assigned
as liaison
CVECO
CAER
11
Strategy – Save lives and reduce crime on our highways, waterways and trails.
Situational Assessment: Lambton OPP patrols over 3,000 kilometers (kms) of township and county roads and 150 kms of provincial
highways. We also patrol 380 square kms of waterways. Our Detachment Sergeant, in charge of traffic services, is committed to
developing and monitoring a traffic and marine enforcement plan for Lambton OPP. We are dedicated to making all the roads and
waterways in Lambton safer for both citizens and visitors to our communities by continuing to conduct local traffic and marine
initiatives. These initiatives will be focused on what historical data tells us and what new trends develop so that we take immediate
action with relentless follow-up. We will also continue to take part in regional and provincial traffic safety campaigns and stay up-todate on legislative changes in the traffic enforcement area.
Focus on targeting the “Big Four” factors in death
and injuries on highways, waterways and trails:
alcohol, lack of occupant restraint/safety
equipment, aggressive driving and distracted
driving.
Develop and implement local patrol and visibility
strategies (e.g. bicycle and foot patrol etc.).
Indicators
o
o
o
o
o
o
Report back on statistical
data analysis.
Number of Provincial Road
Safety Initiatives.
Number of proactive,
targeted public education
initiatives.
Number of targeted media
releases.
Number of distracted
driving charges.
Number of hours dedicated
to foot and bicycle patrol
strategies.
Lead
Linkages
Lambton Sergeant
responsible for
Traffic Services
Highway Safety
Division (HSD)
Region
Corporate
Communications
Bureau (CCB)
Lambton Safe
Roads
Committee
Mothers Against
Drunk Driving
(MADD)
Lambton Kent
Board of
Education
Crown Attorneys
Office
Ministry of
Transportation of
Ontario (MTO)
12
Ensure members are provided training to support
the Criminal Interdiction Program on Ontario
highways.
Create opportunities with local partners and
community stakeholders to support the provincial
roll-out of the Collision Prevention Through
Environmental Design (CPTED) program.
Continue to increase the number of opportunities
with local partners and community stakeholders to
combat crime and save lives.
o
o
o
o
Indicators
Lead
Number of members
focused full-time on
interdiction.
Identify community
partners/stakeholders.
Report back on success.
Detachment
Managers
Identify the number of
community policing
committees/groups.
Detachment
Managers
Lambton Sergeant
responsible for
Traffic Services
Linkages
Lambton
Sergeant
responsible for
Traffic Services
Lambton Safe
Roads
Committee
13
Strategy – Develop and implement a coordinated approach to internal communications.
Situational Assessment: Lambton Detachment is very large with deployed personnel in five different reporting locations. As a result,
it is common that employees function without direct supervision. Therefore, it is imperative that communication is timely and
continuous. Effective internal communication will ensure discussion between the manager and the employee to support their
successful contributions to achieving organizational goals.
Relationships Activities
Seek innovative methods to communicate
internally (e.g. shift briefings, detachment planning
meetings).
Ensure internal Field Officer Training takes place
for all new officers each year.
Indicators
o
o
o
Ensure Quarterly Management Inspection Program
(MIP) is completed.
o
Every employee is
briefed at the beginning
of each shift.
One yearly training
session completed.
Number of officers
trained each year.
100% compliance
reported at year end.
Lead
Linkages
CCB
Detachment
Sergeant
responsible for
internal training
Detachment
Managers
Detachment
Sergeants
Constables
Detachment
Sergeants
14
Strategy – Focus external communications, including an awareness of the OPP’s mandate, to our communities and
stakeholders.
Situational Assessment: The Lambton OPP must identify opportunities to showcase its expertise while expanding its image.
Successful communication with the Lambton Group and the Village of Point Edward through the media will enhance our
accountability and transparency. Public support is contingent upon a clear understanding of what we do and why we do it.
Open and honest communication with our Police Services Boards, municipalities and various stakeholders is fundamental to
garnering their support in furthering the public safety agenda in Ontario.
Highlight ongoing successes and achievements in
all aspects of our core police services.
Indicators
o
o
o
Include education component(s) in plans to
o
communicate various safety initiatives to the public.
Strengthen customer service driven
communications with our police services boards,
municipalities and other community stakeholders.
o
Number of award
nominations.
Results Driven Policing
(RDP) report-backs.
Number of targeted
media releases.
Number of proactive,
targeted public education
initiatives.
Positive Feedback from
our stakeholders.
Lead
Linkages
Community
Services Officers
CCB
Detachment
Managers
Detachment
Commander
Community
Services Officers
Detachment
Commander
Detachment
Sergeants
CCB
Regional
Community
Services
Coordinator
CCB
Business and
Financial Services
Bureau (BFSB)
15
Strategy – Advocate for and support sustainable First Nations policing and safe communities.
Situational Assessment: Lambton Detachment is situated adjacent to several First Nations Territories that comprise a significant
portion of a diverse local culture. Even though Lambton Detachment is not directly responsible for policing services on these
territories, we are responsible for supporting First Nations Police Services. We are very cognizant of the need to communicate
openly, build trust and work seamlessly with the governing officials and police services of these territories.
Lambton OPP is also aware that the local aging population is increasing, especially in our resort communities. This demographic
group requires specific attention and has special needs. Conversely, our youth also require specific attention, especially in relation to
the diverse First Nations culture that is brought into the Lambton communities and schools.
Support the deployment of officers to First Nations
communities both locally and provincially.
Indicators
o
o
Lead
Linkages
Number of officers
deployed.
Duration of deployment.
Detachment
Managers
Aboriginal
Policing Bureau
(APB)
APB
Regional Crime
Detachment
Crime
APB
Detachment
Sergeants
Develop/conduct/ implement direct enforcement
efforts toward individuals or groups that are
exploiting vulnerable communities.
o
Increase in drug
enforcement activities
and education.
Detachment
Managers
Continue to liaise with First Nations community
representatives to further develop an enhanced
reciprocal understanding of issues.
o
Report back on issues.
Detachment
Managers
16
Strategy – Support and enable continuous training, learning and development opportunities for our employees.
Situational Assessment: Lambton Detachment is located around the City of Sarnia where Lambton College is situated. Western
Region OPP continues to support a reciprocal agreement with the College. Under this agreement, a Lambton Detachment uniform
member provides instruction for a portion of the Police Foundations Program and in turn, members are afforded the opportunity to
take courses. Lambton Detachment management continues to support the concept that continuous learning is a benefit to our
officers.
Workforce Activities
Provide civilian and uniform members with
increased opportunities to access and participate in
a variety of learning opportunities as identified in
performance, learning and development plans
(PLDP).
Provide members with a variety of leadership
development opportunities including training,
temporary assignments and secondments as
identified in PLDP’s.
Provide members with a variety of learning
opportunities to expand their knowledge of
diversity, human rights and cultural awareness.
o
o
o
o
o
Indicators
Lead
Linkages
100% compliance for
completion of PLDP’s.
Number of opportunities
provided.
Detachment
Managers
100% compliance for
completion of PLDP’s.
Number of opportunities
provided.
Number of members who
have completed relevant
training including the
Mental Health Scenario elearning course and the
OPP Native Awareness
Course.
Detachment
Managers
Career
Development
Bureau (CDB)
Detachment
Sergeants
CDB
Detachment
Managers
Detachment
Sergeants
CDB
FSB
Detachment
Sergeants
17
Strategy – Foster a culture of recognition and accountability through meaningful performance management.
Situational Assessment: Lambton Detachment has a large workforce. A strong emphasis has been placed on ensuring that all
processes such as audits, performance reviews and workload analysis are kept current. These processes are most valuable as a
tool for management to ensure meaningful performance management through ongoing feedback and formal documentation.
Effective and timely performance management reinforces ongoing discussion between the manager and employee to support their
successful contributions to achieving organizational goals.
Indicators
Lead
Linkages
Support the PLDP process and the implementation
of enhanced selection and succession planning
processes by ensuring all members have
meaningful and current PLDP’s.
Every employee PLDP is used
to track:
o Performance
a) Identify key
commitments/
responsibilities.
b) Identify how those
responsibilities will be
achieved.
c) Document results.
Learning
a) Identify learning needs
and career interests.
b) Identify realistic
activities to address needs.
c) Document results.
o 100% compliance as
demonstrated by the MIP
and regional databases.
Detachment
Managers
CDB
Constables
Detachment
Sergeants
18
Strategy – Promote a healthy workforce and healthy workplaces.
Situational Assessment: Ensuring a healthy workplace supports an environment that is inclusive and where all members feel valued
for the skills and perspectives they bring.
Indicators
Support, contribute and/or participate in the
delivery of an annual Wellness Day at the local
level.
o
Utilize the Quarterly Accommodation Report to
track, monitor and support meaningful work
assignments that benefit front-line service delivery.
o
Delivery, support and/or
participation in one
Wellness Day at the local
level.
Return to Work plans
/initiatives commenced as
soon as possible in
support of employee
wellness.
Lead
Linkages
Detachment
Fitness Appraiser
CDB
Detachment
Sergeants
CDB
Constables
Regional Human
Resources
19
Strategy – Enhance information management with technology.
Situational Assessment: Information and supporting systems are necessary tools in policing. Evolving as an Intelligence-Led
Policing organization requires that we continue to seek opportunities to eliminate redundancy and duplication of data input, storage
and retrieval. Of course, we must recognize we are restricted by limitations of full ownership and span of control.
Effectiveness Activities
Indicators
Lead
Linkages
Communication
and Technology
Services Bureau
(CTSB)
Detachment
Sergeants
Audit data quality of Niche Records Management
System (RMS) reports.
o
Compliance rates.
Detachment
Sergeants
Integrate existing methods of data collection,
storage and usage through the use of technology.
o
Streamlined data
collection processes.
Improved ability to
collect, retrieve and
process data.
Detachment
Managers
o
20
Strategy – Effective financial management and fiscal accountability.
Situational Assessment: Lambton Detachment has always strived to be financially responsible with both the expenditure of public
funds as well as the control of our largest single expense, employee overtime; which has been on a downward trend over the last
three years. Close scrutiny of employee overtime and the careful consideration of other expenditures with a strict adherence to
approval processes are maintained as per government and OPP policy.
Indicators
Lead
Linkages
BFSB
Detachment
Managers
BFSB
Detachment
Managers
Detachment
Managers
Maximize workforce resources through the
effective management of overtime, standby, callback and scheduling.
Ensure accurate monthly reporting on expenditure
forecasts.
o
+/- 1% of expenditure
forecasts.
Detachment
Commander
o
+/- 1% of expenditure
forecasts.
Detachment
Commander
Ensure uniform and civilian staff and managers are
afforded financial training.
o
Number of financial
courses attended for
managers.
Detachment
Commander
21
Strategy – Embed environmental responsibility into our culture and our business practices.
Situational Assessment: To support the overarching Ontario government “green” strategy, the OPP is committed to creating a more
sustainable way of working. We continue to promote cultural changes to assist employees in making “greener” choices on both an
individual and organizational level.
Where possible, reduce vehicle idling times,
ensure routine and complete vehicle checks, follow
the OPP vehicle maintenance policy, maintain
appropriate tire pressure and explore alternative
vehicle climate control options.
o
Implement sustainable "green measures" practices
for meetings and conferences (e.g. carpooling,
video/teleconferencing, reduced printing and
reduced consumption of paper and disposables).
o
o
Indicators
Lead
Linkages
Decrease in vehicle
expenditures/costs.
Weekly vehicle checks
completed as required.
Detachment
Commander
Noticeable decrease in
Other Direct Operating
Expenditures (ODOE).
Detachment
Commander
Fleet, Supply and
Weapons
Services Bureau
(FSWSB)
Detachment
Managers
Detachment
Managers
22
Strategy – Continue to modernize equipment for all employees.
Situational Assessment: Participating in and supporting the evaluation and design of future equipment for front-line policing needs
will ensure Lambton OPP members are provided with the best possible equipment to effectively perform their duties.
Provide solution-focused options for identified
requirements/issues related to OPP fleet, clothing
and equipment to the regional Clothing and
Equipment Committee representative.
o
Indicators
Lead
Linkages
Number of options
identified to regional
representative on the
Provincial Clothing and
Equipment Committee.
Detachment
Sergeant
FSWSB
Detachment
Constables
23
Business Plan 2011
O NTA R I O P ROV I NC I A L P O L I C E
OPP Programs and Services:
24-Hour Proactive and Reactive Policing/Investigation
Crisis Negotiations
Organized Crime Investigation
Aboriginal Policing
Differential Response
Protective Services
Auxiliary Policing
Drug Enforcement
RIDE (Reduce Impaired Driving Everywhere)
Aviation
E-Crime (Electronic Crime)
Search and Rescue
Behavioural Sciences and Analysis
Emergency Planning and Response
Surveillance - Electronic and Physical
Canine
Forensic Identification
Tactics and Rescue
Chemical, Biological, Radiological, Nuclear
and Explosive Response
Hate Crimes/Extremism Investigation
Technical Traffic Collision Investigation
Illegal Gaming Investigation
Traffic Safety
Incident Command
Training
Intelligence
Underwater Search and Recovery
Major Case Management
Urban Search and Rescue
Marine/Motorized Snow Vehicle/All-terrain Vehicle
ViCLAS (Violent Crime Linkage Analysis System)
Media Relations
Victim Assistance
Child Exploitation Investigation
Communications
Community Policing
Complaint Investigation
Court Case Management
Crime Prevention
Crime Stoppers
Offender Transportation
Ontario Sex Offender Registry
The above list corresponds with The Adequacy & Effectiveness
of Police Services Regulation (Adequacy Standards, O. Reg. 3/99).
The list further provides an overview of various OPP programs
and services but should not be considered complete.
Lambton
D E TA C H M E N T
4224 Oil Heritage Road, Box 400
Petrolia, Ontario
N0N 1R0
Tel: (519) 882-1011
Fax: (519) 882-1014
www.opp.ca

2011 OPP Business Plan - Village of Point Edward

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