Strategic Priorities 2015-2017 | Cobourg Police Service

STRATEGIC PRIORITIES 2015-2017

REPORT CARD (2015)

The following is the annual report card for the Cobourg Police Service Strategic Business plan. This is year one of the Plan, and to date many accomplishments have been achieved collectively by all staff and volunteers of the Cobourg Police Service. Equally, there have been new areas that members have become involved that are not listed. That is expected with a living document such as this was designed. 

The “report card” is anticipated to demonstrate what has happened only in 2015. Some people may be aware of other outcomes; however, this is focused on 2015 only. Some elements are still ongoing, some are no longer relevant and others have yet to be addressed. This visual assists the Service to re-focus where required.

Any goal or outcome flagged in red has been determined not to be relevant any longer. In many cases a significant change in structure deems something irrelevant.

Any goal or outcome flagged in green has been determined to be in progress, but not yet completed.

Any goal or outcome flagged in blue has been determined to be completed.

Any goal or outcome flagged and highlighted in yellow has not yet been addressed. 

NEIGHBOURHOOD POLICING

Neighbourhood policing is the heart of our Service.  It is critical that we maintain a strong and visible presence in our vibrant and unique community.  Improved visibility of our front line officers in all neighbourhoods will assist us in meeting our mission, vision and values.  Recognizing Cobourg’s unique changing demographics requires dynamic police response to effectively provide a high level of community safety.

  1. Primary Response

Goal

Implement a revised deployment model to enhance service to the community.

Measures

Implementation of a call priority system.

Response time study completed in support of call priority system project.

Review, call assignment process to streamline which and/or how calls should be redirected to the Criminal Investigations Branch.

Conduct calls for service analysis.  Analysis will support when increased staffing levels are required.

Deliver quarterly platoon initiatives to address enforcement issues and proactive policing issues.

Timeline

18 months

Outcomes

At the end of 2015, the Cobourg Police Service disbanded the Communication Centre, and outsourced this function to the Owen Sound Police Service. This contracted service has set parameters for dispatch priorities, call processing and dispatch. Although these are generally standard, there are established best practices. As such there is no longer a call priority system required.

A new Duty Officer on call process was developed to assist in the supervision of staff, calls for service and major events. By notifying the Duty Officer, a determination can be made on and the urgency of the investigation, amount of staff required and ultimately who is responsible. Work has yet to be done to address the lower priority call assignment to the Criminal Investigations Branch. Each Quarter in 2015 saw different initiatives created. These included mostly traffic initiatives including Distracted Driving, seatbelts, speeding in school zones, etc. Additionally there was the “SMILE” campaign launched rewarding young riders with a coupon at a local restaurant for doing the right things. Also, there was a new literacy program launched at the Library where officers would attend and read to the kids attending for different programs. Finally, the summer saw a variety of bike safety presentations made and mini-bike rodeos. This will continue to develop during the life of this plan.

 

Goal

Enhance usage of crime analytics to support front line staff.

Measures

Review options for new crime analytics processes. 

Formalize a crime analytics process for the Cobourg Police Service incorporating Collision Reporting and Occurrence Management System (CROMS).

Ensure crime analysis results are shared with staff to ensure intelligence led enforcement is continued.

Reduce repetitive calls for service through crime analysis, community engagement and effective problem solving.

Timeline

18 months

Outcomes

To date little has been accomplished with incorporating crime analytics into the everyday work of the      officers. Commencing in the second quarter, collision data was being shared with the officers and the     public. Increased awareness for the officers assists them in selective traffic enforcement aimed at reducing collisions. Making the public aware of this information through the website and press releases identifies areas of concern to encourage safer driving habits. More work at developing coordinated response is to come.

 

Goal

Increase police visibility downtown and on the waterfront.

Measures

Implementation of a specialized team to address high volume tourist time.

Daily foot patrols in the downtown core will be responsive to the needs of the residents and merchants in this area.

Increase the compliment and use of the Service’s bikes, Segway’s, ATV and motorcycle to increase community engagement.

Increased community contacts.

Service membership on DBIA.

Timeline

Annually

Outcomes

The pilot project for the Community Mobilization Unit in 2015 was a major success. This was a 5 person unit dedicated to this goal. The CMU was launched in late May and continues throughout the year. The unit participated in every event in the Town of Cobourg providing a police presence ensuring safety and connecting with residents and visitors alike. After the summer months, the unit reduced in size to its current two person capacity. The CMU is very active in the schools, community events, directed patrol in problem areas and general patrol. The CMU will be increased to a four person unit again in June 2016. At this point, the Service has not yet sought a permanent position on the DBIA, but is in regular contact with those stakeholders. Daily foot patrols continue year round. Over 2015 it was discovered that there were peak periods that officers should be present to provide a sense of security for business owners opening and closing their stores, and during the lunch hours. As the Service has a downtown location, officers also participated in all DBIA events including the parades, Easter egg hunt and Halloween, just to name a few.

Officers on patrol are assigned foot patrol assignments daily.

 

Goal

Enhancing our response to Mental Health issues.

Measures

Service members receive regular training in the systems of mental health.

Identifying officer(s) to act as mental health liaison officer(s) for the Service.

Enhance working relationship with the various action committees focusing on mental health issues in our community.

Regularly consulting with assigned Crown Attorney in the Mental Health Diversion Court.

Review current process of mental health act apprehensions to reduce officer’s time spent in emergency rooms.

Timeline

18 months

Outcomes

The issue of enhancing the Service’s response to issue of Mental Health in our community is larger than one would express, and it also crosses over into mental health of our staff as well. The Service has four trained Mental Health Response Officers (MHRO) that receive increased training in effectively managing mental health concerns on calls for service. The Court Services section continues to partner with the Crown Attorney’s office in relation to cases that are applicable for diversion programs.

 

Goal

Develop a Vulnerable Persons Registry.

Measures

Using Niche RMS technology people can be voluntarily flagged to assist police in providing the best response possible.

  • Wandering Persons
  • Autism Registry
  • Hard of Hearing/Hearing Impaired
  • Visually Impaired
  • Developmentally/Physically Challenged

Timeline

Annually

Outcomes

Discussion has commenced about the design of this Registry.

NEIGHBOURHOOD POLICING

b.  Community Based Crime Prevention & Community Mobilization

Goal

Develop and execute the Community Mobilization Unit (CMU).

Measures

Create job descriptions for Unit Sergeant and other Constables.

Create a detailed mandate for the Unit focusing on mobilizing the community to increase community safety.

Ensure all members partner with the CMU to meet its mandate.

Timeline

Annually

Outcomes

The pilot project for the Community Mobilization Unit in 2015 was a major success. This was a 5 person unit dedicated to this goal. The CMU was launched in late May and continues throughout the year. The unit participated in every event in the Town of Cobourg providing a police presence ensuring safety and connecting with residents and visitors alike. After the summer months, the unit reduced in size to its current two person capacity. The CMU is very active in the schools, community events, directed patrol in problem areas and general patrol. The CMU will be increased to a four person unit again in June 2016. At this point, the Service has not yet sought a permanent position on the DBIA, but is in regular contact with those stakeholders. Daily foot patrols continue year round. Over 2015 it was discovered that there were peak periods that officers should be present to provide a sense of security for business owners opening and closing their stores, and during the lunch hours. As the Service has a downtown location, officers also participated in all DBIA events including the parades, Easter egg hunt and Halloween, just to name a few.

 

Goal

Enhance community partnerships.

Measures

Increase the Cobourg Police Service exposure and image with all community agencies.

Research and implement effective crime prevention programs that will assist the residents and businesses of Cobourg to reduce crime and victimization.

These may include:

  • Home and Business Security Audits (Crime Prevention Through Environmental Design (CPTED)
  • Bicycle Rodeo
  • Ident-A-Kid
  • Neighbourhood Watch

Timeline

18 months

Outcomes

Enhancing community partnerships can arguably be the main focus of the changing culture of the Police Service. Community partnerships continue to be developed and are reflected in the annual report including several different agencies. Some of the noticeably new connections include the Northumberland County Affordable Housing Committee, the YMCA and Northumberland Safer Communities to name a few. The first annual Cobourg Police Bike Rodeo was held in conjunction with Cycle Works in their parking lot. A variety of bikes were donated to offer as prizes to children that attended the rodeo. Further, Platoons were involved in smaller bike rodeos at select elementary schools during the school day. The Cobourg Police Service Volunteers continued to be active in a variety of tasking’s including the Ident-A-Kid program.

 

Goal

Enhance the Youth In Policing Initiative Program (YIPI).

Measures

Increased government funding.

Review current duties of the YIPI’s to ensure maximum use.

Develop Youth Team Leader role for the YIPI’s from summer student program.

Increase Town usage of youth involved in YIPI Program as Town Ambassadors.

Timeline

Annually

Outcomes

The YIPI program continues to be very active in Cobourg in a variety of roles including assisting other volunteer agencies in meeting their objectives. During the summer the students joined others in Kingston to assist them in developing their program.

 

Goal

Revitalize the Volunteer Program at the Cobourg Police Service.

Measures

Explore other police volunteer groups seeking best practices.

Development of job descriptions for various key roles with the volunteer program.

Explore expansion of the Auxiliary Program as a sub-set to the Volunteer Program.

Rebrand the Volunteer group recognizing their essential role to the overall organization.

Develop annual calendar to identify key dates for planning purposes.

Enhance communication processes through regular meetings, website specific to the volunteer group, and quarterly activity reports.

Timeline

Annually

Outcomes

The Cobourg Police Volunteers are re-establishing themselves as integral members of the Service. With the addition of their, own vehicle, the visibility of the program has increased. The Volunteer group re-established their presence on the beach with the trailer, and being involved with the Community Mobilization Unit. At every event that the CMU was involved, the volunteers were not far behind. In addition, the volunteers maintain their ever present support at the front counter of the Police Service. A new Volunteer Coordinator position was created to help manage the schedules, interview new volunteers and be a liaison between the group, Senior Management and the Service. This role has been crucial in keeping the communication lines open and ensuring the volunteers are connected to the Service and the Community.

 

Goal

Work with community business partners to address issues of crime and social disorder.

Measures

Become a member of the Chamber of Commerce.

Develop new partnerships with businesses in the areas of crime prevention.

Investigate and develop a notification system for crimes targeted at local businesses (i.e. counterfeit, theft rings, and frauds).

Work with appropriate businesses to determine the best method(s) of engagement and topics to address.

Timeline

Annually

Outcomes

Although we regularly work with businesses in relation to specific concerns, this area of partnerships is not yet developed.

 

Goal

Work with social agencies to address issues of crime and social disorder.

Measures

Initiate a mentorship program with members of CPS with Rebound, Big Brother/Big Sister, Kinark and school breakfast programs.

Seek opportunities to partner with various agencies aimed at reducing repeat calls for service and time spent on calls for service.

Reduce repeat calls for service for issues of social disorder through new partnerships.  Employ strategies of crime prevention through social design.

Timeline

Annually

Outcomes

The Cobourg Police Service continues to partner with agencies aimed at reducing crime and the broader impact of crime. The regular attendance at all breakfast clubs at all elementary schools by patrol officers has achieved the desired effect. At first there was certain hesitancy on behalf of the officers and the students. After one year, the feedback from school officials, students, parents and the officers has been overwhelming. The best way to summarize this is an unsolicited comment from a parent, “at first it was why the police are always here, to now hurry up Mom, I don’t want to miss the police at the breakfast club”. At the end of the year, the Cobourg Police Service made attendance at the County Situational Table a mandatory function. This hub model brings together all police agencies and social agencies to address issues of mutual concern. The goal here is to reduce repetitive calls for service and ensure the appropriate agency is taking the lead on resolving the issue, which in many circumstances is not a police issue. Finally, regular membership on the Northumberland Affordable Housing Committee has brought in many other community agencies aimed at resolving a key issue of homelessness.

 

Goal

Enhance our community based crime prevention initiatives within the schools.

Measures

Assign one member per platoon as primary school response officer.     

Information shared amongst officer through quarterly reports to Service outlining criminal and non-criminal issues in the schools.

Members participate in school programming (literacy, breakfast clubs, fun fairs, school tours, school presentations).

Deliver community safety village programming to schools.

Increase presence in the school noticed through specific surveys.

Timeline

Annually

Outcomes

The police presence in all schools has greatly increased in the past year. As already described, the Breakfast Club program has been very successful. Each platoon has an identified School Response Officer that will assist with any non-priority calls for service. This works in conjunction with members of the CMU who are in the high schools daily. Both High Schools have provided office space for the officers to use while in the school. Members of platoons have held mini bike rodeos at schools during the school day to increase the awareness of safe biking.

NEIGHBOURHOOD POLICING

c.  Retirement Community

Goal

Enhance the pro-active policing response to the needs of the retirement community.

Measures

Hold regular meetings to determine and assess needs.

Participate in the annual “Senior’s Fair” supported by local business, volunteer and social agencies.

Increase number of presentations covering off topics of frauds and elder abuse. 

Officers make regular visits to Senior’s residences.

Timeline

Annually

Goal

Enhance the police response to seniors in need.

Measures

Partner with neighbouring police services to have a coordinated response to issues of elder abuse (72 Hour Stop Over Program, PEAN).

Partner with Alzheimer Society to address needs of people suffering dementia and other related medical issues.

Explore the need for a dedicated elder abuse investigator for the Police Service.

Timeline

Annually

Goal

Partner with the Town of Cobourg to receive the provincial designation of an “Age Friendly Community”.

Measures

Ensure that the requirements under the category of “Safety & Security” are met.

Assist with grant application(s).

Facilitate focus groups aimed at achieving the necessary information to receive the designation

Timeline

Annually

Outcomes

This area of our business plan to date has been more reactive than proactive. Officers have made presentations when requested to do so, and there are infrequent visits at the senior’s homes.

 

CRIMINAL INVESTIGATIONS

Consistent with community expectations and the values of the CPS, we aim to deliver investigative excellence to enhance the quality of life for all citizens through ongoing member development, innovative investigative techniques and enhanced community partnerships

  1. Violent Crime

Goal

Consistent with community expectations and the vision, mission and values of the CPS, we aim to deliver investigative excellence to enhance the quality of life for all citizens through ongoing member development, innovative investigative techniques and enhanced community partnerships.

Measures

Improve our technological capacity and ability for surveillance support in property crime investigation.

Utilize an integrated approach to investigate incidents of violent crime. This includes enhanced partnerships with local police partners, Service representation on provincial committees such as:

  • Ontario Homicide Investigators Association (OHIA)
  • Criminal Intelligence Service Ontario (CISO)
  • Robbery
  • Major Case Management (MCM), and

Pursue ongoing opportunities for job shadowing with other Services.

Improved communication between Service crime analytics and the entire Service.

Enhanced internal communication with respect to criminals and criminal activity for a more intelligence led approach.

Advocate for stricter bail conditions to better monitor prolific offenders.

Enhance prolific violent crime offender management. This includes partnering with the provincial High Risk Offender Enforcement Unit, enhancing relationships with federal parole offices and provincial probation offices in relation to high risk offenders and sharing details with the Service.

Prioritizing and coordinating warrant and bail enforcement activities with a focus on violent offenders.

Increase clearance rates for all violent crimes.

Violent crime rate decreases.

 

Goal

Enhanced community partnerships will provide safer environments to vulnerable sectors of our community with a focus on children and seniors.

Measures

Early intervention, education and referral through risk factor identification. In order to accomplish this, officers are educated on the risk factors by local support agencies.

Foster current and create new partnerships with community agencies aimed at providing safer environments for children and seniors.

  • Highland Shores Children’s Aid Society
  • Five Counties Children’s Centre
  • Kinark
  • Cornerstone Family Violence Treatment Centre
  • Rebound Child & Youth Services
  • Community Care - Northumberland

Increase in number of presentations delivered and presentations received.

Enhance the information provided to Victim Services to allow effective follow up calls to be conducted.

Timeline

18 months

Goal

Prevent sexual assault victimization.

Measures

Enhance partnerships through education and outreach programs.

Ensure best practices are employed in handling cases involving children including joint investigations with the Children’s Aid Society. Joint training initiatives and quarterly meetings involving all involved staff to ensure a collaborative approach to investigations.

Review process for monitoring sex offenders to ensure best practices including compliance checks.

Satisfaction in investigations and post-crime communication increase. This is tracked through feedback from victim support agencies and victims themselves.  

Research and implement a wellness program for investigators.

Timeline

18 months

 

Goal

To develop in-house expertise to investigate internet related crime.

Measures

Explore the possibility of expanding the technical ability to fully investigate child luring, child pornography and other associated cases.

Develop business case to present for budget consideration. Research possible

Provincial grants to help offset costs.  If moved forward, join the Provincial Strategy as a Member partner and conduct regional sweeps with neighbouring Police services.

Timeline

18 months

Goal

Ensure missing person investigations are handled in a timely and efficient manner.

Measures

Review current procedure and practices to ensure compliance with Ministry standards.

Make necessary changes to practice to ensure complete investigations are completed and repeat missing persons are identified

Work with local agencies to settle root causes of habitual runaways to reduce the frequency.

Timeline

18 months

Outcomes

The Criminal Investigation Unit remains very busy focusing on reported crime as well as self-initiated response to drug issues in the community. As has been highlighted, we have re-established many Provincial partners that are of assistance in addressing crime in our community and surrounding municipalities. The area of crime analytics is to be developed moving forward in the term of this plan. In relation to crime rates, this will be more effectively tracked moving forward in the plan. As reported in the annual report, violent crime reported actually increased from 199 incidents to 218 incidents. Clearance rate measurement as an assessment tool is new to the Service and will be measured per quarter moving forward.

Criminal Investigations

  1. Property Crime

Goal

Enhance property crime investigative ability.

Measures

Improve our technological capacity and ability for surveillance support in property crime investigations.

Keep staff deployment strategies flexible and proactive to address instances of increased events of property crime.

Address issues of graffiti with external partners to denote trends and causes.

Increase number of in-custody interviews to develop informants and enhance strategies to support intelligence led approach.

Advocate for stricter bail conditions to better monitor prolific offenders.

Enhance police partnerships to facilitate crime investigations that affect the greater area.

Developing effective access to pawn shops/second hand shops through review and adherence to the current pawn shop by-law.

Improved communication between Service crime analytics and the entire Service.

Increase clearance rates for all property crimes.

Timeline

18 months

 

Goal

Enhance community relationships specific to financial crime/fraud.

Measures

Develop new partnerships with financial institutions to reduce future victims.

Encourage quicker reporting of incidents of fraud to reduce the impact of victimization.

Work with the retirement community to increase awareness of frauds and other related activities.

Investigate and develop a “quick notification” system to notify the community of current scams occurring in the area.

Timeline

Annually

Goal

To ensure that victims of property crime receive the proper assistance they require.

Measures

Enhance the information provided to Victim Services to allow effective follow up calls to be conducted.

Victim impact statements received from victims of more serious events.

Investigate and initiate an effective home/business security assessment program based on CPTED principles.

Offer home/business security assessments to all victims of property crime based on CPTED principles.

Satisfaction in investigations and post-crime communication increase.  This is tracked through community surveys directed at effected people.

Timeline

18 months

Outcomes

The Criminal Investigation Unit remains very busy focusing on reported crime as well as self-initiated response to drug issues in the community. As has been highlighted, we have re-established many Provincial partners that are of assistance in addressing crime in our community and surrounding municipalities. The area of crime analytics is to be developed moving forward in the term of this plan. In relation to crime rates, this will be more effectively tracked moving forward in the plan. As reported in the annual report, violent crime reported actually increased from 199 incidents to 218 incidents. Clearance rate measurement as an assessment tool is new to the Service and will be measured per quarter moving forward.

Criminal Investigations

  1. Drugs

Goal

Enhance the drug enforcement capacity of the Cobourg Police Service.

Measures

Identify a member to be the lead on drug and intelligence investigations.

Identify a training path for current and future officers to be effective in drug investigations

Identify and obtain equipment and resources required to effectively investigate drug and intelligence based investigations.

Timeline

18 months

 

Goal

Work with partners to address drug activity proactively and through investigations.

Measures

Increase the Services capacity to conduct joint force operations to stem the flow of drugs into Cobourg.

Front line officers trained on the Highway Interdiction Course.

Increased school based enforcement within and near community schools (Uniform and Plain Clothes).

Increase the flow of crime analytics to produce more effective intelligence led approaches to drug crime.

Timeline

18 months

 

Goal

Enhance drug and drug crime awareness within the community.

Measures

Increased drug presentations to all ages.

Engage partnerships to combat drug crime, i.e. Patch for Patch Program.

Increased specific presentations to youths involved in athletics, i.e. Performance enhancing drugs.

Initiate community mobilization program(s) with community stakeholders to address specific drug issues.

Timeline

18 months

Outcomes  

2015 was one of the most active years in history for the Cobourg Police Service in relation to drug enforcements. As reported in the annual report, several high profile arrests were made resulting in thousands of dollars in illegal drugs seized as well as other recovered stolen property and weapons. Increased partnership with neighbouring police services as well has increased the ability of the unit to conduct more advanced investigations. Training was completed for officers both in the unit as well as beginning the succession planning process. Moreover, members of the uniform division were afforded job shadowing opportunities with the Durham Regional Police Street Crime Unit and the Human Trafficking unit. For the first and second quarters an officer from uniform worked in a skills augmentation opportunity advancing their skills and experience in these types of investigations.

Criminal Investigations

  1. Youth Crime

Goal

To prevent youth crime through education and relationship building.

Measures

Broadening our intelligence led response to youth crime by utilizing crime analysis to direct response.

Increased referrals to Rebound Youth Services for youth involved in criminal activity.

Identify and enhance community partner organizations involved in youth education.

Deliver and track youth educational programs.

Work with community partners to broaden the interventions available to youth involved in crime.  (Rebound, Youth Council, Community Threat Assessment Model)

Crimes committed by young person’s decreases.

Timeline

18 months

Outcomes

We continue to look for new and innovative ways to engage the youth of our community. We continue to refer cases eligible for diversion to Rebound Child and Youth Services of Northumberland and support other cases that are referred via the court system. We have continued to train officers in the Community Threat Assessment Tool that works in collaboration with the schools to assist youth crisis, be it criminal or non-criminal. Officers from the CMU and the assigned officers from patrol will attend meetings to discuss specific cases on as needed basis. A Provincial grant in relation to literacy was applied for in relation to literacy. This grant was not approved; however, we continue to explore opportunities to fund the proposal in other ways.

ROAD SAFETY

Road safety including speeding cars, aggressive driving, drinking and driving and motor vehicle collisions was identified as the most important concern to citizens for the Town of Cobourg.  It is the objective of the Cobourg Police Service with its community partners to make our community roadways as safe as possible through enforcement and educational programs.

Goal

Explore and initiate a Selective Traffic Enforcement Program (STEP)

Measures

Review of best practices for STEP Program.

Program is launched.

Track enforcement activities in selected areas.

Timeline

18 months

 

Goal

Explore the creation of an effective road safety warning system (equipment warning, rules of the road warning, document warning).

Measures

Review of best practices of road safety warning systems.

Develop and implement a road safety warning system.

Track the number of warnings and increase compliance.

Timeline

Annually

 

Goal

Enhance intelligence led policing models in road safety initiatives, i.e. Vehicle Inspections, Reduce Impaired Driving Everywhere (RIDE), and Directed Enforcement.

Measures

Decreased MVC’s in identified areas.

Track tickets issued in problem areas.

Increase compliance where determined essential.

Timeline

Annually

 

Goal

Explore and create an annual youth bike rodeo.

Measures

Seek out best practices for community bike rodeos.

Seek community partners to assist in the delivery of a rodeo.

Launch of an annual bike rodeo.

Timeline

Annually

 

Goal

Develop effective interactive presentations to enhance road safety for all ages.

Measures

Deliver car seat clinics.

Deliver winter driving clinics.

Deliver new driver programs.

Deliver Impaired Driving Programs

  • Mothers Against Drunk Driving (MADD)
  • Students Against Impaired Driving (SAID)

Timeline

Annually

 

Goal

Develop community partnerships aimed at increasing road safety.

Measures

Explore creation of a technical committee to review traffic matters.  This committee will be comprised of police, town engineering, town public works and others.

Work with existing partners (i.e. Ministry of Environment, Ministry of Transportation, and neighbouring Police Services to address issues of common concern.

Timeline

Annually

Outcomes

The first year of the Business Plan has seen great strides in increased road safety. Although the STEP program was not launched in 2015, several different directed patrols were initiated to address concerns raised by members of the community. Officers focused attention on seat belt infractions, distracted driving, speeding in school zones, loud vehicles, unsafe motor vehicles and intersection related offences. The fourth quarter was the first time in Cobourg that enforcement activities were focused in areas of high collisions. These directed patrols were identified to the public through media releases and the follow up release revealed any charges and warnings. The Cobourg Police Service had an existing “warning system” in place that was modified. The goal of this is to provide a member or the community some extra time to remedy an equipment issue, an expired license plate, etc. A ticket was issued; however, if the person demonstrated that they had fixed the issue the ticket would be voided. This system addresses the need for compliance without unnecessary charges. This achieves in part our attention to road safety. Not only was the Annual Bike Rodeo established for the Town of Cobourg, several “mini-rodeos” were held at a couple of schools. This was an excellent partnership with Cycle Transitions and several local businesses assisted with the donations of bikes, helmets and other prizes for the participants. Officers in the CMU were trained in the creation of the course and the assessment of young riders. Performance expectations were instituted for all officers in relation to traffic enforcement. Road Safety is a concern for everyone in the community, and as such it is a principal function of all patrol officers to spend some of each shift enforcing a variety of occurrences. Directed enforcement activities were chosen in areas of concern, or to mirror Provincial campaigns. Coupling the warning system with actual charges, every officer was engaged in ensuring safer roads in Cobourg.

VICTIMS ASSISTANCE

The Cobourg Police Service is committed to serving all victims of crime in a collaborative and respectful manner.  We advocate for the continuation of locally delivered models for victim services.

Goal

To continue to ensure victims are provided with the resources and support to assist with long term healing and to prevent victimization.   

Measures

Provide and track referrals to external agencies. 

  • Victim Crisis Assistance & Referral Service (VCARS)
  • Victim/Witness Assistance Program (VWAP)
  • Cornerstone.

Provide relevant and appropriate materials to victims of crime.

Ensure every criminal investigation is always a victim centered approach.

Partner with Crown Attorney’s Office and VWAP to ensure victims are continually updated on any charges before the courts.

Timeline

Annually

Outcomes 

In 2015 a renewed partnership with Victim Services (VCARS) was formed. Each week a selected list of calls for service are forwarded to VCARS as referrals. The staff and volunteers of VCARS in turn call each victim to offer assistance and referrals to supporting agencies. Although many officers are aware of these support mechanisms, ensuring that everyone is afforded the same support is not easy. By creating a list weekly, we ensure that ALL victims are contacted by the right people and any after care is made available. Also, the Cobourg Police Service purchased and donated two high risk alarms to be used in cases of high risk repeat victimization. This silent alarm allows a victim of a crime to move about the community with the knowledge that if the offender ever comes close, through GPS technology, police are immediately notified. “Eyes On” is a program utilized in other jurisdictions to ensure victim safety.

OUR PEOPLE

The Cobourg Police Service recognizes that our people are our most essential resource, and that, our continued organizational success depends on their health, well-being, and engagement.

Goal

Develop a coordinate approach to the provisions of training and mentorship opportunities for all members of the Service.

Measures

Develop a training plan to assist members in developing the knowledge, skills and abilities for all positions within the organization.

Seek out “train the trainer” opportunities to enhance our corporate knowledge and experience and be able to provide a large variety of training in Cobourg.

Support members engaging in non-traditional educational opportunities that will benefit the member and the Cobourg Police Service.

Encourage members to become involved in community agencies that will further develop their knowledge, skills and abilities

Timeline

18 months

 

Goal

Succession planning is a key element to the future success of the Cobourg Police Service.  

Measures

Conduct an audit and review of the skills development learning plan.

Ensure the best candidates are identified and prepared for career development through a succession management plan.

Creating and employing selection and transfer processes that are transparent, fair and unbiased for all applicants.

Review current promotional process and implement changes where required.

Review current recruiting practices for all positions within the Cobourg Police Service and implement changes as required.

Timeline

Annually

 

Goal

To ensure all members have the tools available to be successful and to continually develop in their careers.

Measures

The development of job descriptions for all positions to improve our members understanding of their duties and responsibilities.

Review and update the current performance management system.

The development of ongoing work load analysis plan to ensure adequate human resources are available to meet the expanding and evolving needs of the organization.

Review current quality assurance practices to ensure that they are meeting the needs of the organization.

Ensure that all members are recognized regularly for their efforts both on and off duty.

Timeline

18 months

Outcomes

Developing in house talent at a variety of levels is a key direction of the new culture within the Cobourg Police Service. Determining what skills sets existed, and identifying the gaps was the first step. IN 2015 both skills sets and gaps were identified. A great deal of time and money was spent on training to ensure that members in specialty roles had the Ministry required training (CIB) and seeking out opportunities to job shadow other experts in the Province. The first step in developing a succession plan was the development of a process that enables people to understand what is required from a professional and personal development standpoint to compete for a position. This was developed and rolled out in 2015 with three job postings/competitions with the newly created job descriptions for those positions. Also a review was conducted of the hiring process and subtle changes made to the way we select new employees consistent with the Constable Selection System. Finally, members were advised that in all competitions, they will be asked to identify what they have done to enhance the image of the Cobourg Police Service both professionally and personally. This encourages members to get involved as volunteers in the community in a variety of ways. A list of community agencies that members are part of is listed in the 2015 Annual Report.

 

Goal

Develop and implement an inclusive wellness plan for all members.

Measures

Explore in-service activities such as fitness classes.

Initiate lunch time learning opportunities covering topics such as diet, financial management, stress management, motivational speakers, etc.

Explore and develop work/life balance opportunities for our families (Family Christmas Party, Summer BBQ, and Grade 9 Take Your Kid to Work Day).

Review current Employee Assistance Program (EAP) Plan to ensure it is meeting member’s expectations and needs.

Create a “Critical Incident Procedure”.

Train a fitness appraiser and develop and initiate a fitness incentive plan.

Timeline

18 months

Outcomes

The beginning of a wellness plan was commenced in 2015. With the closing of the small gym in the Police Service for well-known reasons, new opportunities were sought. A corporate partnership with the YMCA was established. In a co-pay manner all members of the Service were eligible to secure a membership at the Northumberland YMCA. The YMCA supports heathy families, and is more than a gym. It has several opportunities for families to be together in fitness classes, swim lessons, youth nights, family nights, leadership training for teens and young adults, and so on. In 2015 23 employees took advantage of this opportunity. Given the nature of the gym in the station approximately 6 to 8 people actually used the gym. This inclusive approach was far more advantageous to the employees and their families. The first lunchtime learning opportunity was in partnership with the Health Unit and addressed smoking cessation programming. A member was selected as a fitness appraiser for the Cobourg Police Service. He established an incentive program for all members who attempted the test, not necessarily passing.  Approximately 8 members (sworn and civilian) received the incentive. This member has since left the Service, however, the strong foundation created by him, has been extended by training two new appraisers in 2016.

 

Goal

Develop and implement an Attendance Management System.

Measures

Explore and develop current best practices for attendance management systems.

Train all staff on new employee attendance plan.

Ensure that all employees are engaged in an early and effective return to work strategy.

Sick incidents decrease by 2% per year of the plan.

Timeline

Annually

Outcomes

The new attendance management system was established with great results in 2015. Rather than simply measuring sick hours, staff began measuring sick incidents. It is recognized that very reliable employees can have an unfortunate incident off work that may cause them to miss several days. On the other hand, there were employees that regularly averaged 7 - 10 sick incidents. A sick incident is easily defined as the occasion an employee calls in sick, regardless of the length of absence. The sick incident average for 2014 was approximately 3.2 sick incidents. By using the existing language in the Collective Agreement and the development of a process to more accurately track absences, the new plan was rolled out. A civilian member in the Executive Services job was altered to include more Human resources activity. Working in conjunction with the Town of Cobourg Human Resources staff, this person is principally responsible to monitor employee sickness. In addition, the Service contracted out additional resources for the betterment of the staff. TRAC Group Inc. was employed to be that independent third party medical team that when contracted on a file keeps regular contact with the employee offering a wide range of services. This is all in ensuring that our members who are absent from work have everything at their disposal (specialists, second opinions, etc.) to return to work as safely and quickly as possible. This service is confidential between the employee and the firm. The only information that the Executive team receive is whether the absence is supported or not. If it is not supported, members are advised what information is required or second opinions obtained. For these reasons, and many others (although a statistic to report in 2016) sick incidents in 2015 reduced considerably to approximately 2 sick incidents.

COMMUNICATION

Strengthen the culture of our police service by maintaining a focus on our values of Community, Service and Professionalism through open two way communication in all areas.

  1. Internal Communication

Goal

Strengthen the culture of our Police Service by maintaining a focus on our values of Community, Professionalism and Service.

Measures

Ensure ongoing reinforcement of the values of our service and expectations for service provision.  Measured by leadership championing the values of the organization, members receiving consistent messages promoting wellness, respect, conduct and two way communication.

Ongoing supervisor training focusing on values based content, ethics and mentorship.

Explore alternative approaches to internal messaging and briefings.  Recommendations created and considered by management for implementation.

Increase awareness of the Cobourg Police Service values and corporate brand within the service and the community.

Timeline

Annually

Goal

Enrich internal communication and organizational awareness throughout the Service.

 

Measures

Design, implement and promote a revised Intranet that is content rich, searchable, accessible and straightforward.

When Intranet is complete members can access from anywhere.

Include Service and community events on Intranet calendar.

Ensure media releases are included on the Intranet.

Timeline

Annually

Outcomes

Communication is key within an organization, specifically in times of significant change. The culture of the Cobourg Police Service is changing, and with that so has communication. The regular quarterly meetings of Sergeants have been extended to include all Acting Sergeants. These meetings are generally an open format to discuss issues that have arisen, to train on new initiatives and for guest presentations (Human Trafficking, Community Living, OCEAP, etc.) The “round table” offers a great two way opportunity to discuss anything that any member wishes to discuss. In addition, there was a two day management retreat held for all Supervisors that used interactive approaches to tear down the entire performance management system. In follow up to that retreat, a similar one day event was held for all Constables to open those lines of communication. Based on feedback received, Sergeants are encouraged to bring a Constable from platoon with them to the morning meetings. The Police Services Board was invited to all these, and were able to attend some of these.

The new Intranet was a detailed project that was completed in 2015. More work is to come to moving items from several locations into this service.

  1. External Communication

Goal

Maintain community trust, confidence and satisfaction by sharing information and delivering quality services.

Measures

Enhance our online presence by reviewing the Cobourg Police Service website.

  • Increased frequency of updates
  • Include community information and upcoming events
  • Post media releases
  • Engage statistical analysis of who is visiting the website

Review and implement changes in relation to regular service media releases.

Timeline

Annually

 

Goal

Continue to use social media to engage with the community.

Measures

Measure number of people engaging with CPS through social media, i.e.  Twitter, LinkedIn, Facebook.

Timeline

Annually

 

Goal

Strengthen our community mobilization and public engagement including education and outreach programs.

Measures

Launch new Citizens police academy.

Community Mobilization Unit works with Internal units to develop presentations to be delivered to the community.  All members (Sworn, Civilian and volunteers) of the Service participate in delivering community programs.

Receive community feedback on effectiveness of the programs.

Increase interest in volunteer programs and Auxiliary program realized.

Increased interest with community stakeholders realized.

Increase involvement in community boards from Sworn and Civilian staff.

Timeline

Annually

 

Goal

Increase information sharing with municipal partners.

Measures

Staff delivers results of various initiatives to the Board and Council when required.

Board to attend Management meetings as required.

Timeline

Annually

Outcomes

Crucial to the change of culture is the role of the community in their Police Service. Community              engagement is essential for the members of the Service, however, the community also is being asked to become further engaged. The website is constantly being updated with photos, videos and information. In addition our presence on a variety of social media platforms (Twitter, Facebook) continues to be very active. At every event, posts are being added to spread the information available.

The first Citizen’s Police Academy was held in the Spring of 2015. There were just over 20 people who attended and experienced a wide range of Police topics and information.

Members of the Service have joined several Municipal and County committees all aimed at addressing issues of common concern. These formal partnerships enhance the unofficial partnerships that have proved so successful in the past. 

There was a complete change to media releases. In addition to ensuring that all media releases were done when charges were laid in criminal cases, a weekly “round-up” of other news worthy items was created. This media release is distributed each Monday.

SUPPORTS

FINANCE AND ADMINISTRATION

Goal

Continue to seek new opportunities for increased outside revenue.

Measures

Increase of 5% in CIR revenue per year.

Enhance marketing strategy.

Apply for all provincial grants.

Seek out outside funding partners.

Timeline

Annually

Outcomes

2015 saw the first time that over one million dollars of gross revenue was achieved through Business Services.

 

Goal

Examine new areas for cost efficiencies within the police service.

Measures

Review deployment strategy to maximize officer availability at high volume call times.

Review current IT support systems.

Explore new opportunities to further engage volunteers.

Timeline

Annually

 

Goal

Review and update current facility plan.

Measures

Ensure compliance with Accessibility for Ontarians with Disabilities. (AODA)

Review of current office allocations to maximize adequacy and efficiencies.

Conduct internal survey with all members to determine future office needs.

Timeline

Annually

 

Goal

Continue to improve budget process, accuracy and effectiveness while ensuring a strong internal control system.

Measures

Initiate internal budget process in a timely fashion to ensure readiness for Town demands.

Review current budget structure for possible efficiencies.

Provide monthly reports to the Board on the status of the budget.

Continue to work with the Town staff in supporting locally owned businesses.

Timeline

Annually

 

Goal

Conduct a workload analysis for all members of the Service.

Measures

Review pay equity process.

Review Human Resources tasking with the Town.

Create job descriptions for all positions within the organization.

Timeline

Annually

Outcomes

Work load analysis continues to occur as opportunities to review current staffing or positions arise. Job descriptions are beginning to be established as new jobs are created and posted. This is a major undertaking, and will continue for the life of this Business Plan. As mentioned earlier, a civilian member of the Executive Team has been assigned a greater responsibility in HR. This person has begun to receive training in this area, and works closely with Town HR staff on issues of attendance management, new employees, LTD, etc.

INFORMATION AND TECHNOLOGY

Implement new and leverage existing technology to enhance the efficiency of the Cobourg Police Service.

Goal

Internal survey of IT needs.

Measures

Members surveyed to outline and prioritize IT needs.

Timeline

Annually

 

Goal

To evaluate current information technology support personnel.

Measures

Discussions with County regarding County Wide approach to IT staffing partnership.

Ensure business continuity of IT business support.

Timeline

Annually

Outcomes

After reviewing the Information Technology supports, a new model had to be located. In order that we maintain 24/7 business continuity of our IT services, a contract was signed with Northumberland County. This service provides very professional and effective 24/7 assistance at a very reasonable and predictable cost. As everything is outlined in the MOU, we can safely budget for years to come as the variable costs are purely project based. This is a significant switch from previous models.

 

Goal

Effective purchasing, implementation and training of new technologies.

Measures

Creation of a training model to be applied prior to any new technology being rolled out.

Creation of a committee to explore and test new available technologies.

Implementation of integrated computer availability in all cruisers, (Niche RMS, CPIC, MTO, ISS, Intranet, e-Ticket, and Dragon Speak.

Timeline

18 months

 

Goal

Utilize current technology to fully investigate criminal complaints.

Measures

To obtain, train and implement a UFED device.

To obtain new covert tracking device.

Continue to use media sonar.

Timeline

18 months

Outcomes

The Celebrate UFED device was purchased in 2015 and two members were trained and certified on its use. This technology allows members to download information (emails, texts, photos, videos, contacts, etc.) from mobile devices. This is very important in cases involving cyber bullying, harassment, drug investigations, sexual assaults/luring, etc. To date it has been successfully used in almost all these types of cases.

 

Goal

Utilize Niche RMS to its full ability.

Measures

Explore efficiencies in RMS to alleviate duplication.

Train staff on the system to include new processes.

Quality increases in all aspects of records management.

Timeline

18 months

Outcomes

Niche RMS is the current records management software used in all occurrence reporting situations. Previously, members had been completing a paper form for arrests of all persons. There was a more detailed and efficient system available in Niche RMS known as the In Custody Module. All supervisors and acting supervisors were trained on this process, and it is now implemented across the Service. This is a necessary step as we prepare for SCOPE (the new E Brief process being instituted by the Province.) Furthermore, members were completing a paper form for all property stored in evidence/property control. This form was no longer relevant, and members were not completing it satisfactorily. Within Niche RMS there is a very detailed and easy to use bar coding system available. This process was also implemented. More work is still required to increase the overall quality foreparts within the system.

 

Goal

Explore effective communication capabilities.

Measures

Review status of portables.

Increase communications with Port Hope Police Service.

Enhance our 911 capabilities for hearing impaired, text and video through the implementation of Next Generation 911.

Implement mobile dispatching via onboard computers.

Timeline

18 months

Outcomes

Much of this goal is no longer relevant with the outsourcing of communications to Owen Sound. However, moving to Owen Sound for dispatch services has the added benefit of increasing the communications with the Port Hope Police Service as we both are dispatched by the same service.

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