2016-2018 BUSINESS PLAN

Table Of ContentsVision, Mission, Values .......................... 1

Foreword ................................................ 2

2016-2018 Business Plan....................... 3 1. Public Safety .................................. 3 2. Community Engagement ............... 4 3. Staffing And Training ..................... 5 4. Technology And Infrastructure ..... 6 5. Corporate Image ............................ 7

Budget Forecast .................................... 8

Business Planning Process .................. 8

Busines Planning Framework ............... 9

Acknowledgements ............................. 10

OUR VISION: What we are striving for To be the best and most progressive police service in partnership with our communities.The Hamilton Police Service will collaborate with its communities to be a world-class, accountable and trusted leader in providing the highest quality policing.

OUR MISSION: Why we exist To serve and protect in partnership with our communities.The Hamilton Police Service is dedicated to serve and protect the people and diversity of our city in collaboration with our communities.

OUR VALUES: What we believe in

Relentless pursuit of offendersThe Hamilton Police Service will make use of all of its resources to prevent, detect and suppress crime and ensure that off enders are held accountable for their actions.

Equitable treatmentThe Hamilton Police Service embraces diversity and inclusivity by treating all members of the communities and the Service honestly and fairly.

Sensitivity to victims of crimeThe Hamilton Police Service assists all those who have been victims of crime with sensitivity and compassion and provides services to help them deal with their experience.

Performing with integrityThe Hamilton Police Service is committed to delivering services through the honesty and integrity of the organization and members.

Education, continuous learning and innovationThe Hamilton Police Service believes in continuous education, learning and growth for all members of the communities and the Service, aimed at developing and implementing innovative solutions and practices adapted to the needs of our city, communities and police service.

Commitment to quality serviceThe Hamilton Police Service is committed to providing the highest standards of quality of service for policing through continuous improvement of our practices, fi scal accountability and performance.

TeamworkThe Hamilton Police Service works as a team, collaborates with community stakeholders, shares resources as needed and takes part in community activities aimed at sustaining visible and eff ective relationships and improving crime prevention and protection.

VISION

, MISSION

, VALUES

2016-2018 BUSINESS PLAN 1

WELCOME TO OUR 2016-2018 BUSINESS PLANThis is the dynamic blueprint for the Hamilton Police Service (HPS) through to 2018. It is the result of over a year of extensive environmental scanning by the Corporate Planning Branch staff , two and a half days of intensive discussions by the 65 HPS and Community Participants at a Pre-planning Conference and a Planning Conference held on April 24, April 30 and May 1, as well as feedback from our internal members and external partners to validate the draft plan.

We have an assessment of where we are now, a vision of where we want to be, a mission of why we exist; and a set of values to guide our behaviors and actions. We have identifi ed the following fi ve strategic directions we must manage well over the next 3 years:

1. Public Safety2. Community Engagement3. Staffi ng and Training4. Technology and Infrastructure5. Corporate Image

Participants in our planning workshops provided a valuable consultation base to help identify the key priority areas for the Service. Corporate Planning used this input along with the results of the Environmental Scanning initiatives contained in Resource 2015 to develop the performance goals. These goals will form the basis of our annual operational planning at the divisional levels of the Service and guide the alignment of our Technology Plan, Human Resources Plan, Infrastructure Plan and Communication Strategy. In addition, performance measures and accountabilities were established for tracking and reporting purposes. To further guide the achievement of the goals, the Hamilton Police Service is committed to fostering a strong culture of human rights and inclusiveness as it provides policing services to Hamilton.

The Police Service’s 2016-2018 Business Plan has been developed; it is, however, by no means completed. In January, implementation will begin and divisions will follow through with objectives and action plans to align with the Business Plan goals. Then six-month updates and yearly reviews will take place to ensure that we are on track toward achieving our goals and priorities.

We are proud of this plan and the hard work that went into its creation. We are determined to follow the direction outlined by our business planning participants to arrive at our destination by 2018 as we continue to strive “To be the best and most progressive police service in partnership with our communities”.

FOREWORD

Lloyd FergusonChair, Police Services Board

Glenn De CaireChief of Police

2 2016-2018 BUSINESS PLAN

PUBLIC SAFETY

1. PUBLIC SAFETY At the Planning Conference, the Hamilton Police Service and Community Participants identifi ed the following key elements for this Strategic Direction:

GOALS:

1.1 Implement eff ective and innovative approaches for the Hamilton Police Service to respond to crime, safety and quality of life issues.

Accountability: Deputy Chief, Community PolicingPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will continue to monitor, compile information and report on violent crime, property crime, drug-related crime, other crimes, and calls-for-service; we will also monitor emerging trends including cyber crime, human traffi cking, youth crime, crimes against seniors, domestic violence and incidents involving people in crisis.

1.2 Implement eff ective and innovative approaches to improve traffi c safety for the pedestrians, cyclists, drivers and passengers in our communities.

Accountability: Deputy Chief, Community PolicingPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will continue to monitor, compile information and report on impaired driving off ences, other criminal code traffi c off ences, motor vehicle collisions, traffi c fatalities, RIDE program statistics, Provincial Off ence Notices as well as emerging trends including texting and distracted driving.

1.3 Provide knowledge to the public on how to prevent and report crime, as well as safety, quality of life and traffi c issues in our communities.

Accountability: Deputy Chief, Community PolicingPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will continue to monitor, compile information and report on police/community interactions, online reporting and crime prevention programs and services through surveys and other data sources.

Benchmarks Crime prevention Assistance to victims

of crime Public order maintenance Emergency response

Cyber crime Human traffi cking Education, prevention

and reporting New innovative approaches Visibility

2016-2018 BUSINESS PLAN 3

COMM

UNITY

ENG

AG

EMEN

T

2. COMMUNITY ENGAGEMENT The Community Engagement Strategic Direction involves the following key elements:

GOALS:

2.1 Reach out to share information and to build relationships and partnerships by interacting with all communities including:• Children and Youth• Newcomers• People in crisis• Seniors• Diverse groups

Accountability: Chief of Police; Deputy Chief, Community Policing & Deputy Chief, Field SupportPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will gather quantitative and qualitative data through surveys and anecdotal information.

2.2 Collaborate with communities to help them implement solutions and manage public safety needs.

Accountability: Deputy Chief, Community Policing & Deputy Chief, Field SupportPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will track the results of programs, services and community wellness in terms of their impact on communities.

2.3 Engage the community with meaningful and varied volunteer opportunities.

Accountability: Community Mobilization Division CommanderPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will track the impact of improvements to volunteer involvement and capacity through monitoring of active recruitment and retention strategies that include open communication, varied tasks and experiences as well as formalized recognition of commitment.

Collaboration Relationship Building Partnerships Diversity / Inclusivity Two-way learning / educating Information sharing

Involvement of volunteers Open communication – real-time,

interactive, importance of content Youth involvement and programming Collective / collaborative leadership

2016-2018 BUSINESS PLAN4

STAFFIN

G &

TRAIN

ING

3. STAFFING AND TRAINING The Staffi ng and Training Strategic Direction focuses on the following key elements:

GOALS:

3.1 Continue to implement recruiting and retention strategies that attract quality people and refl ect the demographics of our communities.

Accountability: Deputy Chief, Field SupportPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will monitor, compile information and report on recruiting practices, self-identifi cation surveys and performance appraisal and development plans.

3.2 Implement and communicate formalized succession and mentoring strategies and tactics for all our members that facilitate the transfer of knowledge and refl ect the demographics of our communities.

Accountability: Deputy Chief, Field SupportPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will monitor, compile information and report on the progress of these strategies and tactics through internal communication methods, self-identifi cation surveys and performance appraisal and development plans that demonstrate the impact of mentoring and eff ective knowledge transfer.

3.3 Involve community and family members in the development and implementation of training courses on mental health issues and dealing with people in crisis.

Accountability: Professional Development Division CommanderPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will establish the impact and eff ectiveness of the training through course evaluation information and the results of community surveys.

3.4 Increase training to achieve our vision by sharing knowledge and resources in our communities, freeing up time for training and expanding the training budget.

Accountability: Deputy Chief, Field Support and Deputy Chief, Community PolicingPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will monitor, collect information and report on the impact and eff ectiveness of partnerships in training as well as the time and dollar amounts spent on training.

3.5 Develop, implement and communicate a comprehensive sustainable employee and family wellness strategy that focuses on prevention, intervention and return to work and involves community and family members.

Accountability: Deputy Chief, Field SupportPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will monitor, report on quantitative and qualitative wellness indicators for the prevention, intervention and return to work programs and initiatives.

Recruitment Retention Diversity / Refl ective of community Succession planning Career development (civilians) Promotion

Information sharing / communication

Health and wellness Involves community

in training

2016-2018 BUSINESS PLAN 5

TECHNOLOG

Y &

INFRA

SRTUCTURE

4. TECHNOLOGY AND INFRASTRUCTUREThe Technology and Infrastructure Strategic Direction includes these key elements:

GOALS:

4.1 Keep pace with technology systems, network, storage and security to support current and future organizational needs.

Accountability: Deputy Chief, Field Support (Information Technology Manager)Performance Measures: To measure the achievement of this goal, the Hamilton Police Service will develop and report on the progress of Technology Operational Plans.

4.2 Identify, implement and improve methods to retrieve data from our corporate systems and support internal user-groups including:• Technology Crime Unit• Crime Information and Analysis Unit• Corporate Planning Branch• Professional Development Division

Accountability: Deputy Chief, Field SupportPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will monitor and report on evidence-based analytical information.

4.3 Increase training for existing and new technology prior to upgrades and roll-outs for all members.

Accountability: Deputy Chief, Field SupportPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will develop, implement, communicate and monitor the impact of training plans for all technology being introduced.

4.4 Keep pace with infrastructure demands including aging facilities and space needs to support future growth, changes and economic realities.

Accountability: Deputy Chief, Field Support (Assets Manager)Performance Measures: To measure the achievement of this goal, the Hamilton Police Service will develop and report on the progress of an Infrastructure Plan.

System security Access to information Aging facilities

Funding of upgrades Additional space to meet growth

2016-2018 BUSINESS PLAN6

CORPORATE IM

AG

E5. CORPORATE IMAGE The Corporate Image Strategic Direction involves the following key elements:

GOALS:

5.1 Provide more opportunities for our communities to learn and understand our budget processes and funding requests.

Accountability: Police Services Board; Chief of Police; Deputy Chief, Field Support; Deputy Chief, Community Policing and Division CommandersPerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will provide information to the public through selected media channels on budget discussions and presentations.

5.2 Continue to pursue new revenue streams through community partnerships and government programs.

Accountability: Chief of PolicePerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will monitor, compile information and report on the amounts of new funding received and partnerships formed.

5.3 Review, realign and communicate our long-term communications strategy aimed at improving public perception of our police service.

Accountability: Chief of PolicePerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will monitor, compile information and report on our members’ and the public’s perception of the Hamilton Police Service through all media, website analytics and surveys.

5.4 Involve our community stakeholders to develop and implement innovative branding/marketing strategies that improve our corporate image.

Accountability: Chief of PolicePerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will monitor, compile information and report on stakeholder involvement and increased use of all media, website analytics and surveys.

5.5 Continue to build trust with our communities by advocating the value of policing, clarifying expectations and challenging misinformation.

Accountability: Chief of PolicePerformance Measures: To measure the achievement of this goal, the Hamilton Police Service will monitor, collect information and report on public perception, using surveys.

The image of police The use of social media Attitudes towards police Public trust and confi dence Communications strategy

Fiscal accountability Transparency Managing expectations Feedback

2016-2018 BUSINESS PLAN 7

BUDGET /

PLAN

NIN

G PROCESS

BUDGET FORECASTTo ensure there are adequate funds to implement the strategies contained in this Plan, we need to project budget requirements for the next three years. Based on the approved 2015 budget, we need to fi nd ways to fi nance the strategies outlined in this Business Plan.

Year Capital Budget1 Operating Budget2 Projected Offi cer4 Projected Civilians4

2015 $4,200,000 $149,100,000 848 306

2016 $4,300,0003 $153,600,0003 858 309

2017 $10,400,0003 $158,200,0003 870 314

2018 $10,700,0003 $162,900,0003 877 316Notes:1 2015 Capital Budget represents current capital projects excluding the ISD building.2 2015 Operating Budget was previously approved by the Police Services Board (PSB 14-119).3 2016-2018 Capital and Operating Budgets are cost projections based on a 3% increase over 2015 numbers. An additional $6,000,000 cost projection is added to the 2017 Capital Budget based on the assumption that the ISD building will begin construction that year.4 2016-2018 projected offi cer and civilian strength based on HPS 7-Year Staffi ng Plan approved by the Police Services Board on November 21, 2011.

THE HPS BUSINESS PLANNING PROCESS The following outlines our business planning process and timelines:

ENVIRONMENTAL SCANNING

STATISTICAL INFORMATION

RESOURCE 2015

PRE-PLANNING CONFERENCE

BUSINESS PLAN REFIT

2016-2018 BUSINESS PLAN

COMMUNITY SURVEY COMMUNITYLANDSCAPE

MEMBER SURVEY ONTARIO MUNICIPAL BENCHMARKING

INITIATIVE

2014 BUSINESS PLAN GOALS

UPDATE

EFFICIENCYMEASURES

CHIEF’S BUDGET PRESENTATION

PATROL WORKLOAD STUDY

8

PLAN

NIN

G FRA

MEW

ORK

THE HPS BUSINESS PLANNING FRAMEWORKThe following outlines the steps involved in the dynamic planning framework:

STEP 4MISSION

STATEMENTTo ensure our mission statement still expresses the purpose and intent of our organization and whom we serve; Refit participants were asked to recommend any changes in content to our existing mission statement.

STEP 3VISION OF THE

FUTUREProjecting our environment to where we want to be three years down the road, Refit participants were asked to recommend changes to the content of our existing vision statement.A vision statement is our aspiration and it guides us in setting high standards to work towards.

STEP 2SWOT ANALYSIS

Using Resource 2015 as a reference point, participants engaged in a workshop to identify the strengths, weaknesses, opportunities and threats confronting the organization.Linkages were then identified and the results were summarized into key messages.

STEP 1ENVIRONMENTAL

SCANNINGThis is the study of our internal and external environments topin-point factors that can significantly influence organizational operations.Results were recorded in the Resource 2015 reference package.

STEP 8PERFORMANCE MEASURES AND

ACCOUNTABILITIESFor each goal, performance measures and accountability were established.Performance measures are specific outcomes and accountability is the person who will be responsible for the goal.

STEP 7GOALS

Goals provide a definite direction for the Service and divisions. They describe the desired outcomes or results relating to a strategic direction.Refit participants were asked to recommend the priority elements for each strategic direction that should be included in the business plan.

STEP 6STRATEGICDIRECTIONS

Strategic directions are the critical areas that our Service must manage well in the next three years. They represent the gaps between where we are now and where we want to be.Five strategic directions were set based on the previous business planning process and input from our refit participants.

STEP 5VALUES

As our work behaviour and actions are governed by our common beliefs, Refit participants were asked to recommend any changes in the content to the existing values.Values are the commonly held beliefs that we must strive for in our daily operations.

IMPLEMENTATION9

PARTICIPANTS

BLUE TEAMPeter BAILEY . . . . . . . . . .Records Business CentreGlenn DE CAIRE . . . . . . . .Chief of PoliceMargaret DOMA . . . . . . . .St. Joseph’s HealthcareMatthew GREEN . . . . . . .Councillor, Ward 3Walt JUCHNIEWICZ . . . . .Police Services BoardSteve LASSALINE . . . . . . .Division 3Jan LUKAS . . . . . . . . . . . . .Div. 3 Supt. Advisory CommitteeWill MASON . . . . . . . . . . .Support ServicesPatrick MCCOWELL . . . .Arrell Youth CentreJo-Ann SAVOIE . . . . . . . . .Community MobilizationIrene STAYSHYN . . . . . . .Police Services BoardMarco VISENTINI . . . . . .Legal CounselLindsay WILSON . . . . . . .Communications

GREEN TEAMJohn CANARIS . . . . . . . . . .Community MobilizationDebbie CLARK . . . . . . . . .Professional DevelopmentKhalid DABEER . . . . . . . .Youth Advisory GroupFred EISENBERGER. . . . .Mayor of Hamilton Eric GIRT . . . . . . . . . . . . .Deputy Chief, Community PolicingJulie HUNT . . . . . . . . . . . .Division 2Steven ISAAC . . . . . . . . . . .LHINSara MARTIN . . . . . . . . . .Investigative ServicesDeirdre PIKE . . . . . . . . . .Social Planning Research CouncilDavid SHEA . . . . . . . . . . .Catholic Children’s AidYakov SLUCHENKOV . . . .Labour RelationsStanley TICK. . . . . . . . . . .Police Services BoardSandra WILSON . . . . . . . .Community Relations

ORANGE TEAMDan BOWMAN . . . . . . . . .Fleet/Facilities/SuppliesKim CIAVARELLA. . . . . . .Banyan Community ServicesDawn COSSAR . . . . . . . . .Records BranchAndrew COUGHLAN . . . .Division 2Linda DAYLER . . . . . . . . .Catholic Family ServicesGlenn HARKNESS . . . . . .Boys and Girls ClubCaroline KRUKOWSKI . . .Courts ServicesMadeleine LEVY . . . . . . . .Police Services Board Vice ChairLeah MORRIS . . . . . . . . . .Adult Basic Education AssociationAndrea TORRIE . . . . . . . .Professional StandardsKen WEATHERILL . . . . . .Deputy Chief, Field SupportMike WORSTER . . . . . . . .Community Mobilization

PURPLE TEAMJamie ANDERSON . . . . . .Division 2Chris BUTTON . . . . . . . . .RecruitingMary Jo CALVERT . . . . . .Children’s Aid SocietyDoris CIARDULLO . . . . . .Property BranchGino CIARMOLI . . . . . . . .Division 1 Ryan DIODATI . . . . . . . . .Investigative ServicesJean GACINYA . . . . . . . . . .Rwandan Hamilton CommunityKatherine KALINOWSKI .Good Shepherd CentreJennifer LAFLEUR . . . . . .Division 1 PatrolRoss MEMMOLO . . . . . . .Information TechnologyJohn SPATAZZO . . . . . . . .Catholic Youth OrganizationShahnaz TEHSEEN . . . . . .South Asian Can. Business NetworkTerry WHITEHEAD . . . . .Police Services Board/CouncillorColleen WICKEN . . . . . . .Division 3 Community

YELLOW TEAMGina AZULAY . . . . . . . . . .Case Preparation UnitPeter BIELING . . . . . . . . .St. Joseph’s HealthcareGlenn BULLOCK . . . . . . .Division 1 CommandLloyd FERGUSON . . . . . . .Police Services Board ChairNancy GOODES-RITCHIE .Division 3 CommandRob KLICKERMANN . . . .Information TechnologyCatherine MARTIN . . . . .Corporate CommunicationTessa MCFADZEAN . . . . .Good Shepherd CentreMichael SPENCER . . . . . .Division 1Dave PIGEON . . . . . . . . . .Investigative ServicesJohn RANDAZZO . . . . . . .Finance ServicesRichard VANDERBOOM .Division 3Junaid ZUMRUTPINAR . .Hamilton Turkish Community

CONSULTANT / LEAD FACILITATOR Paul CORMIER, B.A., M.A., C.P.F., RANA Development, Inc.

PLANNING TEAMRita LEE-IRVINE . . . . . . .Corporate Planning Debbie GIFFORD . . . . . . .Corporate PlanningLois MORIN . . . . . . . . . . .Administrator, PSB

FACILITATION TEAMRobin ABBOTT . . . . . . . . .Div. 2 PatrolShawn BLAJ . . . . . . . . . . . .Support ServicesJeff BYERS . . . . . . . . . . . . .Div. 1 PatrolGreg DOERR . . . . . . . . . .Div. 2 PatrolSusan DOUBLE. . . . . . . . .Victim ServicesDave HENNICK . . . . . . . .Investigative ServicesNancy LANTZ . . . . . . . . . .Recruiting BranchTreena LEY . . . . . . . . . . . .Training BranchTina POTTER . . . . . . . . . .Div. 1 PatrolMarty SCHULENBERG . .Div. 3 PatrolJeff SHADBOLT . . . . . . . . .Records BranchChris ZAFIRIDES . . . . . . .Div. 3 Patrol

ACKNOWLEDGEMENTSAt the Hamilton Police Service, we are committed to improving all aspects of the business planning process at every opportunity. For the 2016-2018 planning process, we improved our facilitation training, increased community representation and enhanced the facilitation processes during the Pre-Planning and Planning Conferences. Special thanks are due to the many individuals who contributed to the successful development of the 2016-2018 Business Plan:• to the Police Services Board and Administrator for continued support to business planning;• to Chief De Caire, Deputy Chief Girt, Deputy Chief Weatherill and Supt. Clark for their ongoing leadership and support in the business planning process and during the Business Plan Refi t;

• to the RANA Development team of Paul Cormier and Kyna Boyce, for training the Facilitation Teams, leading the Facilitation Team at the Business Plan Refi t and providing expert advice and guidance to Corporate Planning;

• to the 65 Business Planning participants (43 HPS members and 22 Community Members) for their commitment, honest and courageous deliberations;

• to the 12 facilitators who, working as a team, provided tremendous leadership and guidance to the process;

• to Corporate Planning for so ably setting up the planning process and seeing it through to its fi nal result;

• to Auxiliary Offi cers Adam Hodgson, Adam Katz, Andre Ramshaw and Michael Simpson for greeting the planning participants and directing them to meeting locations;

• to Rebecca Bailey for leading the Fit Breaks during the Pre-planning and Planning Conference sessions;

• to St. Joseph’s Healthcare Hamilton West 5th Campus staff for providing the perfect venue and support for the event;

• to Forensic Special Constable David Blais for his photography;• to Sergeant Steve Bereziuk of Professional Standards for helping out with registration and taking photographs;

• to Constable Jeff Robinson for photography and artwork; and• to Sandy Black and Jenny Froates of the Graphics Branch for designing and printing the Plan.

Produced by: HPS Corporate Planning BranchDesigned by: HPS Graphics Branch

hamiltonpolice.on.ca