THE CORPORATION OF THE TOWN OF COCHRANE
COCHRANE POLICE SERVICES BOARD
WEDNESDAY, FEBRUARY 15TH, 2012
COUNCIL CHAMBERS
10:00 A.M.
ORDERS OF THE DAY Page
1. OPENING REMARKS AND ROLL CALL
2. DECLARATION OF PECUNIARY INTEREST
3. ADOPTION OF AGENDA
4. ADOPTION OF MINUTES 2-4 4.1 Minutes of January 12th, 2012 meeting
5. BUSINESS ARISING FROM THE MINUTES 5-47 5.1 OPP Business Plan 48-49 5.2 Parking By-Law Amendments
6. OTHER BUSINESS
7. DATE AND TIME OF NEXT MEETING
8. ADJOURNMENT
Page 1 of 49 Agenda Item # 4.1
CORPORATION OF THE TOWN OF COCHRANE
MINUTES OF THE COCHRANE POLICE SERVICES BOARD MEETING HELD AT THE COUNCIL CHAMBERS, THURSDAY, JANUARY 12 TH , 2012, AT 10:00 AM, LOCAL TIME. PRESENT: POLICE SERVICES BOARD Chairperson: Gilles Chartrand Councillor: Robert Bawtinhimer Members: Ginette Cheff Patricia Dorff Susan Skidmore Mayor: Peter Politis Resource: Mike Demeules, Inspector Cochrane OPP
MUNICIPAL OFFICIALS MLEO: Richard Vallee A/MLEO: Kurtis King
1. OPENING REMARKS AND ROLL CALL
Chairperson Gilles Chartrand welcomed everyone and called the meeting to order.
2. DECLARATION OF PECUNIARY INTEREST
Nil.
3. ADOPTION OF AGENDA
Moved By: GINETTE CHEFF Seconded By: SUSAN SKIDMORE 01-2012
THAT the agenda be accepted as amended. CARRIED
4. ADOPTION OF MINUTES
4.1 Minutes of November 24 th , 2011 meeting
Moved By: PATRICIA DORFF Seconded By: PETER POLITIS 02-2012
THAT the minutes of the Cochrane Police Services Board meeting of November 24 th , 2011 meeting be adopted as circulated.
CARRIED
5. BUSINESS ARISING FROM THE MINUTES
Mike Pilon, trip was delayed because of the elections in the Congo and his replacement is unable to attend the meeting because he is presently in Moosonee.
Mike Demeules informed the members that the stats were broken down for the last two years. Stats are always re-adjusted once the crime is solved.
6. PETITIONS AND DELEGATIONS
Nil.
7. REPORTS
7.1 Cochrane Police Services Board Statistics – Inspector Demeules
Inspector Demeules explained that the stats provided are given for the entire year and these stats are released only once a year.
The stats (PSB Stats 2011 – YTD) were reviewed by the members. Cochrane was compared to other municipalities in regards to violent and property crimes. …/2
Minutes of January 12th, 2012 meeting Page 2 of 49 Agenda Item # 4.1
COCHRANE POLICE SERVICES BOARD MEETING JANUARY 12 TH , 2012 PAGE TWO
7. REPORTS - CONTINUED
7.1 Cochrane Police Services Board Statistics - Inspector Demeules
Demeules stated that the longer they have to work on a case the better the outcome.
Calls in 2011 have increase for Cochrane.
More Auxiliary Officers were appointed, of which, each are assigned to an Officer; nonetheless, the Auxiliary Officers do not affect Cochrane’s budget.
Moved By: SUSAN SKIDMORE Seconded By: GINETTE CHEFF 03-2012
THAT we accept the OPP Statistics report as presented.
CARRIED
7.2 OPP Business Plan – Inspector Demeules
Mike Demeules circulated the OPP business plan to the Board and several discussions were brought forward. Mayor Politis commented that the plan cannot be changed by the Town even though we pay for the service.
Demeules explained that the plan is made by the Province and can be amended by the Board if they make their own plan. The Board agreed to review the pan and possibly amend it to meet their requirements.
7.3 Richard Vallée and Kurtis King – Parking By-Law Update
Kurtis King reviewed the amendments to the by-law schedules with the members and explained that the “no parking” zones located at the former St. Joseph and Ferguson schools were no longer required.
As for the no parking on the south side of Aileen Wright School, the MLEO is to inquire with principal.
8. CORRESPONDENCE
8.1 Nottawasage Police Services – Resolution regarding the use of Photo Radar
Members reviewed the correspondence but no action was taken.
8.2 Office of the Independent Police Review Director – Making Connections – Annual Report 2011
Only one copy of the above noted report was submitted. Although, the report can be viewed on the website at www.oiprbd.on.ca , it was suggested that all members of the Board receive a copy; therefore, extra copies will be ordered.
8.3 The OPP Review – Fall 2011
The above noted magazine is available, should members wish to review.
9. OTHER BUSINESS
9.1 Carnival
Mayor Politis mentioned that enforcement is being well done so that total enjoyment can be achieved by the Community. Concerns about visibility of OPP during Carnival.
The new Staff Sergeant should be briefed on past success of enforcement during community events.
…/3
Minutes of January 12th, 2012 meeting Page 3 of 49 Agenda Item # 4.1
COCHRANE POLICE SERVICES BOARD MEETING JANUARY 12 TH , 2012 PAGE THREE
9. OTHER BUSINESS
9.2 Water Rescue
Mayor Politis asked Mr. Demeules who was responsible for this type of Rescue and what requirements are needed to get this in place for Cochrane.
Mr. Demeules informed the members that the Timmins Fire Department is the only organization trained for this type of rescue.
10. COMMITTEE OF THE WHOLE (IN CLOSED SESSION)
Nil.
11 . DATE AND TIME OF NEXT MEETING
A meeting will be scheduled for February 15, 2012 at 10:00 a.m. for the Board members only to review the business plan and the amendments to the parking by- law. The OPP officials are required to attend this meeting.
The next regular Police Services Board meeting will be held on Wednesday, March 21, 2012 at 10:00 a.m.
12. ADJOURNMENT
Moved By: PATRICIA DORFF Seconded By: GINETTE CHEFF 04-2012
THAT this meeting do now adjourn at 11:27 p.m. CARRIED
CHAIRPERSON
CLERK
Minutes of January 12th, 2012 meeting Page 4 of 49 OPP Business Plan Agenda Item # 5.1 Page 5 of 49
James Bay DETACHMENTS
James Bay DETACHMENTS
356 Government Road East Tel: (705) 335-2238 P.O. Box 277 Fax: (705) 335-2004 Kapuskasing, ON P5N 2Y4 www.opp.ca OPP Business Plan
OPP Strategic Plan VISION: Safe Communities… A Secure Ontario
MISSION: Policing excellence through our people, 2011-2013 our work and our relationships.
PUBLIC SAFETY RELATIONSHIPS WORKFORCE EFFECTIVENESS
Demonstrated efficiency and Excellence in the delivery Strong, effective partnerships A sustainable pool effectiveness operating in an
GOALS of core police services through with our communities, of members with expertise, increasingly complex and Intelligence-Led Policing. stakeholders and colleagues. pride and dedication. challenging policing environment.
1. Crime prevention and reduced 1. Develop and implement a coordinated 1. Support and enable continuous 1. Enhance information management victimization in our communities. approach to internal communications. training, learning and development with technology. opportunities for our employees. 2. Investigative excellence through 2. Focus external communications to 2. Effective financial management and Intelligence-Led Policing. increase awareness of the OPP’s 2. Foster a culture of recognition and fiscal accountability. mandate, to our communities and accountability through meaningful 3. Excellence in the response to and stakeholders. performance management. 3. Embed environmental responsibility management of major investigations, into our culture and our business
STRATEGIES critical incidents and emergencies. 3. Advocate for and support sustainable 3. Promote a healthy workforce and practices. First Nations policing and safe healthy workplaces. 4. Save lives and reduce crime on our communities. 4. Continue to modernize equipment for highways, waterways and trails. all employees. Agenda Item # 5.1
• 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.
Page 6 of 49 • Street checks. Engagement survey results. • E-Learning statistics. • Response to various inquests, inquiries and audits. • Major investigation debriefings. • Training opportunities provided to • Human resource data systems. • Integration of technology systems. • Major event evaluations. First Nations police services. • Infrastructure projects that meet environmental • Framework for Police Preparedness for standards. INDICATORS Aboriginal Critical Incidents application.
OPP VALUES: PROFESSIONALISM • ACCOUNTABILITY • DIVERSITY • RESPECT • EXCELLENCE • LEADERSHIP
Business Plan 2011 ONTARIO PROVINCIAL POLICE
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 Hate Crimes/Extremism Investigation Technical Traffic Collision Investigation and Explosive Response Illegal Gaming Investigation Traffic Safety Child Exploitation Investigation Incident Command Training Communications Intelligence Underwater Search and Recovery Community Policing Major Case Management Urban Search and Rescue Complaint Investigation Marine/Motorized Snow Vehicle/All-terrain Vehicle ViCLAS (Violent Crime Linkage Analysis System) Court Case Management Media Relations Victim Assistance Crime Prevention Offender Transportation The above list corresponds with The Adequacy & Effectiveness Crime Stoppers of Police Services Regulation (Adequacy Standards, O. Reg. 3/99). Ontario Sex Offender Registry The list further provides an overview of various OPP programs and services but should not be considered complete. OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Table of Contents
Page
A Message from the Detachment Commander 2
James Bay Detachments Environmental Scan 3
Community/Stakeholder/Partner Consultations 17
Strategic Plan Strategies 20
2011-2013 Business Plan (Year 1) 21
Agenda Item#5.1 Page 7of 49
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
A Message from the Detachment Commander
As the Detachment Commander for the James Bay Detachments, I am proud to submit the 2011 Business Plan for this cluster. Our plan consists of identified strategies to better improve the service delivery to the numerous diverse communities we proudly serve. It has been and will continue to be our priority to excel in areas that have been identified as strengths, and to strive to improve in the areas identified as requiring more attention.
This Plan is built on the direction provided in the 2011-2013 OPP Strategic Plan. This ensures the public safety needs of our communities are addressed while simultaneously supporting provincial strategies and goals.
The vision of the Ontario Provincial Police (OPP) is “Safe Communities…A Secure Ontario”. We remain committed to the people we serve and recognize each community in the James Bay Detachments is unique. Prior to developing this plan we have consulted with various stakeholders and the public to determine local goals and strategies requiring our focus. We have tailored some of our Business Plan to address such issues as illicit drug trade/activities, property/violent crime and enhanced visibility, which is a mutually shared concern. We have developed this plan on the heels of our 2010 plan, enhancing some of our more effective strategies and re-focussing others in concert with our consultations and community needs.
We are anxiously awaiting the construction of the new administration centre for Kapuskasing with an anticipated completion of December 2011 or early 2012. Our area will also see the construction and subsequent opening of a new gold mine in Cochrane. Mine construction is currently underway with a completion date of December 2012. A new winter road in the Smooth Rock Fallsea ar linking the James Bay coast to the Highway 11 Corridor is also under development; however it has been delayed due to funding.All environmental assessments/work permits are in place and is expected to go ahead for next season 2011-2012. Another exciting
project is the implementation of the Lower Mattagami Development Project by Ontario Power Generation north of Kapuskasing. Agenda Item#5.1 These are but a few of the planned and foreseen developments for our area.
We will continue with our provincial traffic and crime initiatives throughout the year. With the adoption of Ontario’s new Mobilization
Page 8of 49 and Engagement Model of Community Policing, I am hopeful that we can engage the people we serve to identify ways to prevent crimes and reduce victimization within our communities. Many hallengesc will surface during the year and we are committed to working with our community partners in addressing these issues and finding solutions in a cooperative and transparent atmosphere.
Sincerely, Inspector Mike Demeules Detachment Commander James Bay Detachments
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James Bay Detachments Environmental Scan
James Bay Detachments – AN OVERVIEW
In late 2009, the former Cochrane/Smooth Rock Falls/Moosonee and Kapuskasing/Hearst Detachments were merged administratively to form theJames Bay Detachments. The result of this amalgamation is a stronger and more resourceful Detachment composed of approximately 100 members, includingcivilian staff. The new Detachment has enhanced the operational capabilities related to the mining and hydro-electric sectors’ projected growth and increased activity, and will continue to meet the demands of the expanding Northern Frontier.
The James Bay Detachments is an OPP policing jurisdictionencompassing an area of approximately 528,283 square kilometres. Within the James Bay Detachments are four contract communities, which include Hearst, Kapuskasing, Smooth Rock Falls and Cochrane. This massive geographical area also includes a multitude of non-contract small towns and villages, First Nations communities, rural locales, provincial and secondary highways, waterways, trails, cottage areas and thousands of square miles fo remote rugged wilderness. The James Bay Detachments is the largest geographical Detachment area in the OPP.
Commanding from the James Bay Detachments’ Administrative Centre in Kapuskasing, Inspector Mike Demeules is supported by Staff Sergeant Mike Pilon in Cochrane and Staff Sergeant Jacques Picknell in Hearst.
Agenda Item#5.1
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Agenda Item#5.1
Page 10of 49
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CRIME AND TRAFFIC TRENDS:
Crime Trends
The dynamics of our communities lend themselves to some policing challenges. In the past, due to the stability of the economic environment, the police in the James Bay Detachments had the luxuryof knowing most of the criminal element in the community, making the situation easier to monitor. The anticipated influx of population due to new development and ventures will increase the transient and unknown population in our areas. This will requirehe t OPP to develop new strategies to monitor criminal activity to ensure we maintain the safety and security of the citizens.Local municipalities have expressed their priorities to be on high police visibility, action to curb substance abuse, and property related crimes.
Detachment members will all work together as part of the CrimeAbatement Program. This Program is responsible for monitoring lla people on release from committing a crime either after their sentence has been served or while awaiting trial. Platoons will eb assigned individuals that they are responsible for checking in order to ensure compliance with release conditions, for example, curfews and non-association orders. This will be monitored and reported on a monthly basis with 100% compliance.
Drug issues continue to be an area of concern and thus; we will continue to have a seconded member to the Drug Enforcement Section. This dedicated unit with a member from our Detachment area has brought a tremendous increase to enforcement in this area. In 2010 there were 87 occurrences cleared by chargeand 112 persons charged with Controlled Drugs and Substances Act (CDSA) offences.
Traffic Trends
Each of the James Bay Detachments polices a section of the Trans Canada Highway #11 that either goes by or through the Municipality. This is a major contributor to the policing duties in this area. Traffic management has been a major issue onong l
weekends, seasonal holidays and of course throughout the summer months. In the winter months, the northern corridor of this Trans Agenda Item#5.1 Canada Highway is used more frequently by commercial motor vehicles heading west. This route is used reportedly due to the winter weather being more predictable than that of Highway #69 along the coast of Georgian Bay and Highway #17 along the coast of Lake Superior. Access to the area for the purpose of outdoor recreational activities related to marine, off-road vehiclesnd a
Page 11of 49 motorized snow vehicle activities pose additional pressure on our resources.
One positive trend has been a decrease in motor vehicle accidents on area roadways. In 2010 there were 463 motor vehicle collisions, including three fatal, 73 personal injury, and 387 property damage. Police visibility and directed patrols at identified times and locations, appear to have had a significant impact on this positive development. James Bay officers conduct joint patrolswith Ministry of Natural Resources (MNR) staff targeting both the local highways, lakes, rivers and hunting areas.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
In addition, the winter season brings hundreds of kilometres of groomed trails for snowmobiles and their operators creating policing service pressure. The communities we police at large host a number of events that attract Provincial, and some International tourists.
There has already been a noticeable increase of traffic and subsequent traffic complaints on Highway #652 in the Cochrane area; thus, increased patrols of the Highway have been requested. The distance to the Detour Gold Mine from Cochrane is approximately 180 kilometres with no gasoline or other amenities available along the way. Although this area has always fallen within the Cochrane Detachments area of responsibility, the need for more visiblepatrols and the long travel distance impacts our workload.
The continuing development of Highway 11 to ourf lanes within the Town of Kapuskasing as well as the increase in traffic on secondary and tertiary roads due to the development of hydroelectric projects north of the municipality will also impact uponhe t James Bay Detachments traffic enforcement goals.
Our goal is to enhance the safety of all people in our communities and to increase the public awareness of the dangers of speed on the roadways that we police. The use of our portable speed sign will assist in reducing the victims caused by speed related collisions. We will be stationing the sign in areas where we have received traffic complaints and high risk areas for example construction and school zones. Our goal is to have the speed sign erected in each community within the James Bay Detachments area five times this year; focusing on visibility during large scale community events.
There has been a trend in legislation which has led to increased fines for certain offences and the implementation of a new Distracted Driving Law which makes it an offence to operate avehicle while using a hand-held communications device, hand-held entertainment device or a display screen. Our continued focus in 2011 will be to educate the motoring public and enforce these new laws which have already proven to be impacting the safety of our roads and highways.
DEMOGRAPHICS/SOCIAL/CULTURAL ENVIRONMENT: Agenda Item#5.1
Hearst
Page 12of 49 The Hearst office of the James Bay Detachments includes the Town of Hearst as well as the surrounding communities of Hallebourg, Mattice/Val Cote, Jogues, Lac Ste. Therese and Constance Lake First Nation. The area stretches along Highway #11 from Reesor Siding in the east to the Thunder Bay District line in the west. It also covers north to the Albany River Basin and south for approximately 50 kilometres to Mead. The Hearst office also assists Superior East Detachment with calls farther south due to oadr access issues. The area includes a population of approximately 8,500 residents.
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Since the citizens in the Hearst area are predominantly French speaking, it is imperative the OPP provide its services in bothofficial languages. In the town of Hearst, 3,740 of 5,510 residents are reported to be bilingual with their first language being French. The percentages increase in other smaller communities surrounding Hearst.
The Hearst area provides both its residents and its tourists an ideal setting for outdoor activities. Hunting, fishing, camping, off-road riding, and snowmobiling enthusiasts get to truly enjoy what this vast and rich land has to offer.
Hearst is the neighbouring community of Constance Lake First Nation,35 kilometres to the West. This proximity to Hearst makes Constance Lake residents an important component of the multicultural and economical aspects of the Hearst area.
Constance Lake First Nation’s population is of approximately 900people. The Aboriginal population in Hearst is approximately175 residents. These are individuals who are identified as Aboriginals with spoken languages of Cree, Oji-Cree and Swampy Cree and English. The Hearst Detachment readily provides emergencyresponse to Constance Lake when required to assist the Nishnawbe– Aski Police Service (NAPS) who provide policing in that community. There is an excellent working relationship between the two organizations and OPP members are invited to sit-in on several committees in Constance Lake to ensure we are active partners in dealing with all policing issues.
Hearst has also served as an evacuation centre for James Bay communities who have been plagued with floods each spring in recent years. The evacuees have found Hearst to be convenient as most have family in neighbouring communities.
Kapuskasing
The Kapuskasing Detachment area includes the Town of Kapuskasing as well as outlying areas which cover a vast geographical zone as well as serving a population of approximately 11,350 residents. The area stretches along Highway 11 from Fauquier to Reesor Siding. It covers approximately 100 kilometres to thenorth of Highway 11 and 80 kilometres south of Highway 11,
encompassing a large number of small roadway systems used primarily for forestry. This area also includes a small population of Agenda Item#5.1 winter residences in the area of Remi Lake, which is only a horts distance north of Moonbeam. Population in the Remi Lake area grows to approximately 3,000 people during the summer months.
Page 13of 49 The Kapuskasing Detachment area includes the surrounding communities of Moonbeam, Kitigan, Val Rita, Harty and Opasatika.
The Town of Kapuskasing is the largest urban centre within the cluster, and has a strong focus on community development. The community has a goal to provide activities and opportunities to the residents of the area while promoting tourism year round. This area has a unique opportunity to provide four season recreational events through beautiful lakes, fishing, off-road vehicle, hunting and snowmobile experiences.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
The citizens in the area are predominantly French speaking so it is imperative that the OPP provide services in both official languages. In Kapuskasing, 6,015 of 8,454 residents were reported as bilingual, with French being their first language. Thisratio increases in the surrounding communities.
Although there are no First Nations communities in the immediate area, Kapuskasing has an increasing Aboriginal population of approximately 500 people. The individual languages spoken are Cree,Oji-Cree and Swampy Cree. Kapuskasing, like the majority of the other northern towns along this northern corridor, has served as an evacuation center for James Bay communities who have been plagued with spring flooding in recent years. The evacuees have found this community to be convenient as most residents have family in communities within a short travel time to the area.
Smooth Rock Falls
The Town of Smooth Rock Falls is located directly between Kapuskasing and Cochrane along Highway #11. The Smooth Rock Falls Detachment provides services to the municipality of Smooth Rock Falls itself in addition to Departure Lake, Strickland and Fauquier to the West, Driftwood to the East, and Fraserdale to the North. In addition, Smooth Rock Falls Detachment provides policing assistance to Cochrane Detachment. Highway #634 north of Smooth Rock Falls provides the main link to several Ontario Power Generation hydroelectric generating stations at Abitibi Station, Harmon Station, Kipling Station, Little Long Station, Otter Rapids Station and Smoky Falls Station. In recent winters, the construction of a winter road from Highway #634 to the Town of Moosonee has been an additional link to the James Bay Coastal communities of Moosonee, Moose Factory, Kashechewan, Fort Albany and Attawapiskat.
Smooth Rock Falls is home to the Cochrane District Detoxification Centre. This Centre is one of its kind in the area, the next closest being in North Bay to the south and Thunder Bay to the west. The services of the Detoxification Centre are utilized by peoplefrom all neighbouring communities from Hearst to Kirkland Lake and fromhe t James Bay Coastal communities in the north to the City of Timmins and outlying area.
Agenda Item#5.1 Since the closing of the pulp mill in 2006, the population of Smooth Rock Falls has noticed a decrease in population due to izenscit relocating for employment purposes. Smooth Rock Falls is now home to an aging population, and in the past year there has beenan influx in the population of people relocating to Smooth Rock Falls to take advantage of the lower rent and real estate costs.This
Page 14of 49 influx has resulted in an increased pressure on policing in Smooth Rock Falls.
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Cochrane
The Town of Cochrane has a permanent population of approximately4,600 people in the organized municipality. Cochrane is the hub to the James Bay Coastal communities due to it being the home of the main rail line and the Cochrane Municipal Airport that provides services allowing access to and from these areas.For this reason and others, Cochrane has an increasing Aboriginal population and experiences a large transient population of peopletraveling through and/or visiting the area and family. Cochrane is also a host community for the Aboriginal peoples to the north that are affected by spring flooding and are evacuated from their communities during these emergencies.
The Cochrane Detachment is the most easterly Detachment in the James Bay Detachments area and provides policing service to the municipality of Cochrane itself in addition to the smaller outlying communities of Brower, Clute, Frederick House, Genier, Hunta, and Norembega. The Cochrane area has a large French speaking population of which the majority of these people are bilingual. The Cochrane Detachment area encompasses an area of over 260,000square kilometres, which includes rugged wilderness and an abundance of lakes and rivers.
The Town of Cochrane is host to the Cochrane District Court and Provincial Court Services. Resources for court security demands are limited and are further encumbered by antiquated court facilities. Prisoner escorts consume the majority of the overtime udgetb and a proposal for an offender transport unit based out of the Cochrane Detachment has been presented and continues to be pursued.
The Town of Cochrane is very active recreationally; tourism is very important to the area and hosts visitors from days to weeks at a time. The Cochrane area sits on a 650 kilometre groomed trail network that has been coined ”the worlds best snowmobile trails”. This pristine trail system attracts an abundance of snowmobile enthusiasts from all parts of the Province and beyond. The Polar Bear Express excursion train operates in the summer months fromJune to September, attracting people from as far away as other Provinces of Canada and even other Countries. The Tim Horton Event Centre, which is the newest and most state of the art
complex in North-eastern Ontario, boasts an Olympic sized swimming pool with tropical setting, a fitness centre, and a National Agenda Item#5.1 Hockey League (NHL) sized rink. This facility is well utilized bylocals and as well as members of the neighbouring communities who have been known to attend in groups to utilize the facilities, particularly the pool. The Tim Horton Event Centre is the venue for many hockey tournaments, swim meets and other athletic activities. The influx of populationas a four season recreational area demands
Page 15of 49 an increase in policing services on our roadways, waterways, our off-road vehicle and snowmobile trails.
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The First Nation’s community of Taykwa Tagamou is located east of Cochrane, just beyond the municipal border and is policed by NAPS. In addition to having a Detachment at this location, NAPS also has a District Headquarters within the Town of Cochrane. Policing assistance is provided regularly with various calls for service as well as more in depth investigations. The Cochrane Detachment also provides assistance by way of the lodging of persons in custody as NAPS does not have any such facilities in eth area.
The Ontario Northland Railway (ONR), which services Moosonee from Cochrane, is a vital transportation link handling both freight and passengers. A year round mixed freight/passenger train (the Little Bear) is augmented during the summer months with a passenger service catering to tourists (the Polar Bear Express).The Cochrane office of the ONR is a large employer to the area with trains arriving and departing for Moosonee and points to the south.
Moosonee
The Town of Moosonee is an isolated community located approximately 250 kilometres north of Cochrane. The population of Moosonee is estimated at approximately 3,500 people, and the majority of the population is Aboriginal. Situated on the Jamesay B coast, Moosonee is only accessible by rail or by air and is often the hub for those from other communities further north traveling south to Cochrane and beyond. Moosonee is also the hub for the shipping of goods and services further north. The Moosonee airport is well utilized year round. Other modes of shipping items further north include barges in the summer and snowmobilesand winter roads in the winter. Moosonee is also an evacuationsite due to its proximity to these communities.
The ONR, which services Moosonee from Cochrane, is a vital transportation link handling both freight and passengers. Moosoneeis the railhead of the ONR where goods are transferred to barges and aircraft for transport to more northerly communities. A year round mixed freight/passenger train (the Little Bear) is augmented during the summer months with a passenger service cateringo t tourists (the Polar Bear Express). ONR train service is limited to five days a week with one return trip daily to Moosonee.n theI summer months train service is expanded to include a Sunday return trip.
Agenda Item#5.1 In most recent winters commencing 2008, a winter road was opened between Moosonee and Highway #634 North of Smooth Rock Falls. This road was built to support the twinning of the electric transmission lines that run from Otter Rapids to Moosonee. Local residents report it taking up to five hours to travel to Smooth Rock Falls from Moosonee over a rough terrain. In late 2009,embers m
Page 16of 49 of the Moose Cree First Nation voted for the construction of a permanent seasonal winter road. This road is in the final stages of planning and construction is anticipated to commence as early as this upcoming winter.
Source: Data gathered from Statistics Canada, 2006 Community Profiles and MunicipalProperty Assessment Corporation (MPAC) 2009.
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POLITICAL ENVIRONMENT:
Federally, the Member of Parliament for Timmins-James Bay isNew Democrat Charlie Angus whose portfolio includes Heritage and Culture. Mr. Angus has recently been re-elected to another four-year term.
Provincially, the Member of Provincial Parliament (MPP) for Temiskaming-Cochrane is Liberal member David Ramsay. Mr. Ramsay is the Minister of Natural Resources and Minister Responsible for Aboriginal Affairs. Recently, Mr. Ramsay announced his retirement from politics; however will continue to serve as MPP until the Provincial election in October of 2011.
The Reduce Impaired Driving Everywhere (RIDE) Grant Program has become an essential and effective method of combating drinking and driving in the James Bay Detachments area; although the shortage of manpower and the already demanding overtime schedules make staffing these RIDE endeavours difficult. Despite this, Detachment members continue to partner with the community and stakeholders toparticipate in this program.
Hearst & Kapuskasing
The municipalities of Hearst and Kapuskasing have not seen a change in leadership with incumbent mayors Mr. Roger Sigouin and Mr. Allan Spacek maintaining strong community support during this past election but several new councillors have been welcomed into office. Their fresh perspective has been welcomed by those communities and the new councillors bring with them a wealthf o knowledge, experience and enthusiasm to their positions. The mix of new ideas and experience from each community’s mayors, councillors and town staff lend to strong,innovative and progressive ideas for development.
Smooth Rock Falls
Newly elected mayor – Mr. Michel Arseneault, a local entrepreneur and businessman, accompanied by several new councillors also
brings a wealth of knowledge and new ideas to that municipality. Agenda Item#5.1
Cochrane
Page 17of 49 The Town of Cochrane has a newly elected mayor and council as of the fall of 2010. Cochrane’s Mayor is Peter Politis and the Councillor’s are Robert Bawtinhimer, Darryl Owens, Gilles Chartrand, Robert Hutchinson and Jane Skidmore-Fox.
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Cochrane, like many other northern communities have enacted local by-laws that allows for the operation of All-Terrain Vehicles (ATV) on the roads within their communities. The increase in the operation of on-road ATV’s has caused an increase of police response, presence and education. Continuous efforts are made to enhance our regular vehicular patrols with ATV, Motorized Snow Vehicles (MSV) and marine patrols in an effort to remain effective in reducing injuries and/or deaths.
For several years now, Cochrane Detachment members have been responsible for the enforcement of several municipal by-laws including parking, noise, MSV and off-road vehicles (ORV). Members of the Cochrane Detachment management are actively involved with the Mayor and Council as well as the local Police Services Board (PSB) to ensure that all of the local by-laws including parking are up to date, current and appropriately enforced.
Cochrane Detachment management are also actively involved with the Mayor, Council and Social/Recreation Committees in the planning stages of the communities’ summer and winter festivals. This cooperative helps ensure attendees take part and enjoyhe t celebrations while remaining safe, responsible and within the confines of the law.
Moosonee
Newly elected mayor – Mr. Victor Mitchell, a strong voice in the community, brings innovation and enthusiasm to his new role dan has set as one of his top priorities, a strengthening of the relationship between the public and the police.
SCIENCE & TECHNOLOGY:
James Bay Detachments
The use of computers and its technology has introduced new challenges to policing. Crimes such as frauds, thefts, cyber-bullying
and child pornography are just a few of the regularly investigated occurrences. The Internet has opened up the lines of Agenda Item#5.1 communication and information networking and although there are many benefits to this technology, there are also some negative implications and uses. Electronic crimes (E-Crimes) have launched awhole new world of criminal activities that are very complex and require a great deal of time and resources to properly investigate.
Page 18of 49 Social network sites, such as Facebook, Twitter, MSN Messenger, MySpace, to name but a few, allow for the exchange of information openly and freely on the Internet. Users of these sites post or publish information about themselves and others.Some of the information posted may be considered as harassing, hate crime material, terrorism, child pornography, libel, and in contravention of lawful court order bans. This technology has proven to be an extra drain on investigative resources.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Cell phone technology continues to expand across northern Ontario. The one time sporadic cellular telephone service has improved dramatically. Cellular telephone providers continue to upgradeheir t technology, subsequently increasing these areas of service. With this improvement in service, peoplenow have improved access to 911 and other policing services; thus, calls for servicen i areas such as traffic complaints and 911 emergency calls continue to increase.
This improvement in service has enabled Detachments across the Province, including the James Bay Detachments, to participate in the OPP’s mobile workstation (MWS) pilot project. This state of the art technology consists of vehicle laptop computers and a cellular based high speed data access service that allow front-line officers to obtain required information more quickly whileon the roadside. This technology further enables officers to stay inthe field due to the ability to perform any of the computer tasks that would normally have to be completed at the Detachment office. We currently have two MWS units, one in Cochrane and one in Kapuskasing. By mid 2011, we will be receiving an additional two units to supply the Smooth Rock Falls and Hearst fleets.
ECONOMIC ENVIRONMENT:
Hearst
Hearst has been a single industry community relying on the forestindustry for many years. The area’s economy has been afflicted by its international economic influences. Unfortunately, for many local residents, this has resulted in the loss of employment, the reduction of salaries and the reduction of work hours. These hard economic times have created uncertainty and have forced the community to diversify and search for stable replacements to the struggling forest industry.
Hearst area residents are working hard at preparing for the future and at identifying ways to “reinvent Hearst”.
There has been a great deal of interest locally in mineral and energy exploration including phosphate mining in the Hearst area.
There are many projects slated to begin development in the areabut nothing has been confirmed. These projects, if started, will Agenda Item#5.1 solidify the economy of the area for many years to come.
Kapuskasing
Page 19of 49 Kapuskasing like many Northern towns was a vibrant paper mill community for many years and this was initially its primary source of employment. This industry has suffered in recent years and Kapuskasing has been forced to diversify. It is currently seeing a growing trend toward mining phosphate and other minerals in this area.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
A Hydro-mega project (Lower Mattagami Development Project)began the spring/summer of 2010. This is projected to create an influx of population and economic growth for many years to come. In order to prepare for this project, work on four roads leading to the project area has begun.
The Town of Kapuskasing is prepared to deal with this boom. Its airport facility and infrastructure are ready to accommodaten a increase in traffic and population. It is anticipated this boom will benefit the other communities in the area. There will bea need for new businesses in retail, supply and accommodation. This houlds ensure a positive future for the area’s economy.
Smooth Rock Falls
Smooth Rock Falls was a community that relied solely on the forest industry and up until 2006 prospered with a pulp mill that employed a large number of the local residents. Since the mill’sclosure, many have left the community to seek or accept employment elsewhere and this has resulted in a decline in population. The closure and decline in population produced a “snowball” effect, subsequently causing smaller businesses and service providers to close as well. Smooth Rock Falls now has an aging population, with a large number of its residents being retirees not in need of employment. The closure and decline in population has also caused a decrease in the value of real estate in that area.
In the past year there has been a noticeable increase in a youngerpopulation of people relocating to Smooth Rock Falls from various locations across the Province, seemingly to take advantage of thelower rent and real estate costs. As well, Smooth Rock Falls is now home to a small Aboriginal population. This influx has resulted in an increased pressure on policing in Smooth Rock Falls.
The municipality of Smooth Rock Falls may see a drastic increase in the traffic patterns based on a proposed road linking Otter Rapids, which is located North of Smooth Rock Falls, to MooseFactory Island on the James Bay coast. Moose Cree First Nations with the assistance of Mushkegowuk council are pursuing the development which could start as early as the winter of 2011-2012 with all work permits and environmental assessments currently being completed. This link would see new policing and road safety
challenges for the area during freeze up. Agenda Item#5.1
Cochrane
Page 20of 49 The Town of Cochrane has traditionally relied largely on the forest industry. In recent years the True North Plywood Mill andthe Tembec Lumber Mill have been affected by the instability of the wood industry and this has resulted in layoffs, shutdowns and na increase in unemployment in the area. Recently, the True North Plywood Mill halted production, closed its’ doors, and offered severance pay payouts to employees. In more recent developments, new investors have come forward and there is much optimism that this Mill will re-open. After also closing its’ doorstemporarily, the Tembec Mill has re-opened, although not at the same staffing or productivity levels.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Despite the recent turbulent economic times, the current economic state of the Town of Cochrane is positive and is quickly improving. In the fall of 2010, the Detour Gold Corporation received final approval from the Government of Ontario to commence construction of a large scale open pit gold mine approximately180 kilometres northeast of Cochrane on Highway #652. The areais reportedly one of Canada’s largest undeveloped gold reserves. The two-year construction phase commenced immediately. Detour Gold has officially made the Town of Cochrane the “step offpoint” for their operations and in addition to opening a head office, they have publicly announced that any suppliers of goods and servicesto the mine will have to be based out of the Town of Cochrane. As a result, new economic and investment opportunities are presenting themselves on a daily basis from real estate and the clearing of land and the projected creation of new subdivisions, to plans for an Assay Laboratory to be built, to mine product suppliers dan construction companies opening offices within the municipality. Existing businesses are expanding, apparently to be able to accommodate the mine’s needs. The Corporation of the Town of Cochrane has announced the sale of numerous residential properties in addition to applications for several residential building permits for the construction of new homes, of which some have already commenced. Town officials have received numerous inquiries from residential, commercial and industrial developers, the majority related to the construction and operations of the mine. There has been a noticeable increase in transient traffic in the area since the commencement of the construction phase.
Due to this economic boom, reports produced by the Town of Cochrane have projected an increase in population of more than 2,500 people over the next three years. This increase in population will include a large number of Aboriginal people from many areas including the James Bay Coastal communities due to the Impact Benefit Agreements made between the Aboriginal Communities and Detour Gold Corporation. This influx of Aboriginal population and the involvement of the Ontario Aboriginal Housing Corporation are further expected to produce “urban reserve” areas within the Municipality of Cochrane.
As a result of the anticipated dramatic increase in vehicular affictr to and from the site, particularly commercial motor vehicles, a long awaited truck route around the populated areas of the municipalityis being discussed further and is expected to come to fruition.
The diversity of Cochrane’s economy has been helpful in its ability to “stay afloat”, even continue to thrive, through difficult economic
times. Agenda Item#5.1
Moosonee
Page 21of 49 The Town of Moosonee is limited in employment opportunities forhe t residents. There is no major employer in the area and citizens work at the smaller businesses in town. Tourism is still heavily relied upon; however, the influx of tourists is primarily during the summer months when the Polar Bear Express excursion train is active.
Presently (seasonally) there is a winter ice road between Moosonee and Attawapiskat First Nation. As in the past, there willontinue c to be a dedicated OPP patrol working this road fromMoosonee to the DeBeers Victor diamond mine.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
DeBeers continues to be an active employer in the coastal communities and Moosonee continues to be utilized as a hub for goods heading to their Victor Diamond Mine site northwest of Attawapiskat. Goods travel by train to Moosonee and then by ice road to the mine site.
ORGANIZATIONAL ENVIRONMENT:
The OPP has a new Strategic Plan for 2011-2013 which this Business Plan is aligned to. This Plan allows us to continue to build positive working relationships with all of the communities located in the James Bay Detachments area, while maintaining a collective working environment to provide a safe and secure community. Directed and highly visible patrols at targeted locations increase the safety of our roadways. In addition, our enforcement and investigation procedures for property related crimes and substance abuse ensure that we are positioned to provide the needed security to our residents. We will continue to maintain our educational processes in the local schools by working with groups such as Victim Crisis Assistance and Referral Service (VCARS), Mother’s Against Drunk Driving (MADD), Drug Abuse Resistance Education(DARE), Children’s Aid Society (CAS), Municipal Councils, and our First Nation Councils as a major step in the crime prevention process for our area.
Agenda Item#5.1 Page 22of 49
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Community/Stakeholder/Partner Consultations
The OPP is committed to working in partnerships with the communities we serve. We strive to provide effective and efficient services that address local needs.
This plan was developed after meetings with our PSB’s and community leaders. We have received input through Community Policing Advisory Committee (CPAC) meetings, council meetings, information sessions,mental health workers, VCARS and First Nation councils. The OPP through the James Bay Detachments iscommitted to working in partnership with the communities we serve. We strive to provide effective and efficient services that address local needs while fulfilling our provincial mandatefor policing.
During the development of this Business Plan, efforts were made to engage in discussions with our local community representatives to jointly determine key priority areas that need to be addressed:
Educational meetings were held with community groups,information meetings, CAS and VCARS on drug and substance abuse. Community meetings on specialized policing relating to marine and off-road vehicles. Application of highly visible patrols at times and locations related to traffic incidents and property crimes. Quarterly PSB / CPAC meetings. Multi-community emergency planning exercise. Visits and presentations to elected community representatives on policing services and subsequent fees.
The key issues and/or priorities identified through our community consultations were as follows:
1. Higher visibility of police inall communities. Agenda Item#5.1
2. Drugs and substance abuse.
Page 23of 49 3. Property related crimes.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Group(s) Concerns/Input Method(s) of Included in consultation plan 1. Police Services Board By-laws including noise, parking, ATV and ORV. Town Hall Meeting Visibility and directed patrol.
2. Municipal By-Law Officer By-laws including noise, parking, ATV and ORV. Officer Interaction
3. Municipal Building Local economic and population growth. Officer Interaction Inspector
4. Community Development Local economic and population growth. Officer Interaction Corporation Representative 5. Municipal Fire Chiefs Aboriginal population growth. Officer Interaction Emergency planning.
6. Business Owners Local economic and population growth. Officer Interaction Officer visibility. Youth issues/property crime. 7. Mayor(s) and Council(s) Local economic and population growth. Officer Interaction/ Officer visibility and involvement in community. Town Hall Meeting Agenda Item#5.1 Youth relations. 8. General Public Officer visibility. Officer Interaction
Page 24of 49 Enforcement of illicit drugs, property crime. Traffic enforcement.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Group(s) Concerns/Input Method(s) of Included in consultation plan 9. Recreation Director Officer visibility. Officer Interaction Increase in Aboriginal Youth loitering in local arena. 10. Town Chief Administrative Continued variety in policing Officer Interaction/ Officer (CAO) (vehicle/foot/marine/MSV/ORV, visibility, Town Hall Meeting communication, partnerships). 11. First Nations Chief(s)/ Aboriginal/Police relations. Officer Interaction/ Representatives Diversity in the OPP. Routine meetings OPP assistance to First Nation Police Services. Alcohol abuse programs 12. School Principal(s)/School DARE, youth/police relations, education, school Meeting/Officer Board safety planning/security. Interaction
13. VCARS Violent/property crime, substance abuse issues, Quarterly Meetings involvement in community.
14. CAS Youth issues, involvement in youth Officer Interaction issues/community, substance abuse issues.
15. Local Chamber of Youth issues, visibility, property crime, Officer Interaction/ Commerce community/police relationship. Meetings Agenda Item#5.1 Page 25of 49
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategic Plan Strategies
Strategy Page #
1. Crime prevention and reduced victimization in our communities. 21
2. Investigative excellence through Intelligence-Led Policing. 23
3. Excellence in the response to and management of major investigations, critical incidents and emergencies. 24
Public Safety Public Safety 4. Save lives and reduce crime on our highways, waterways and trails. 25
1. Develop and implement a coordinated approach to internal communications. 27
2. Focus external communications, including an awareness of the OPP’s mandate, to our communities and 28 stakeholders.
Relationships Relationships 3. Advocate for and support sustainable First Nations policing and safe communities. 30
1. Support and enable continuous training, learning anddevelopment opportunities for our employees. 32
2. Foster a culture of recognition and accountability through meaningful performance management. 34
Workforce 3. Promote a healthy workforce and healthy workplaces. 35
1. Enhance information management with technology. 36
2. Effective financial management and fiscal accountability. 37 Agenda Item#5.1
3. Embed environmental responsibility into our culture and our business practices. 38
Effectiveness 4. Continue to modernize equipment for all employees. 39 Page 26of 49
Note - Numbering does not indicate order of priority
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
2011-2013 Business Plan (Year 1)
Strategy – Crime prevention and reduced victimization in our communities.
Situational Assessment: Crime prevention is a core police service, mandated in thePolice Services Act of Ontario. The OPP recently adopted Ontario’s Mobilization and Engagement Model ofCommunity Policing. This approach includes mobilizing and engaging social service agencies and community groups/members to identify the root causes of crime affecting the safety of our community. The residents of the Detachment area continue to be oncernedc with issues in relation to property crimes such as theft and mischief. They in turn also express that the illegal use of drugs and related abuse is the major contributing factor inese th cases.
We constantly strive to increase public confidence through crime prevention, reduced victimization and front-line service delivery. No one chooses to be the victim of a crime and we will continue along with community groups to help those who suffer at the handsof another through a variety of available programs and strategies. Aswe have in past years, we will also continue to review local crime trends through the Result Driven Policing (RDP) model and seek out local, regional and provincial resources to address identified issues.
Public Safety Activities Indicators Lead Linkages
Operationalize Ontario's Mobilization and o All officers will review, Operations Field Support Engagement Model of Community Policing. understand and contribute Managers Bureau (FSB) to the new Model of Community Policing. Supervisors Conduct community-based presentations on o Conduct one presentation Operations FSB
Ontario's Mobilization and Engagement Model of quarterly within the James Managers Agenda Item#5.1 Community Policing. Bay Detachments Community targeting Municipal leaders Supervisors Services and other justice partners.
Page 27of 49 Community Services Officers (CSO)
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Public Safety Activities Indicators Lead Linkages
Develop and/or implement crime prevention o The number of sustainable Crime Sergeants Crime Units initiatives and programs, targeted patrol and community-based, data- visibility strategies based on the analysis of local driven solutions devised Supervisors Detachment crime trends and issues, community such as: Cottage Watch, Commander demographics. Domestic Violence Detachment Assistance, Commander FSB Neighbourhood Watch and VCARS. o Where possible, statistical comparisons post implementation. Fully implement and operationalize the o Conduct two compliance Operations All Officers Intelligence-Led Policing – Crime Abatement checks per month for each Managers Strategy. offender registered in the Crime Units program. Crime Sergeants o Ensure 100% compliance rate. Support ongoing 'Positive Ticket' program with o Goal to engage 100 youths CSO Community local youth. Liaise with local businesses and every six months. Services service clubs to participate in the program.
Assign a Detachment property crime liaison who o Maintain high clearance Break and Enter Crime Units Agenda Item#5.1 maintains an open file for all unsolved break, enter rates for property crimes. Liaisons and thefts and ensures quality control of o Reduction in property Regional Rural investigations. Re-visit unsolved property crimes crimes reported through Crime Sergeants Agricultural
Page 28of 49 at 90 days to identify new information. RDP and addressing Crime Team Detachment problem/targeted areas. (RACT) Commander Continue to support our children by supporting o Conduct eight programs CSO Provincial DARE youth programs. per quarter with respect to Program and DARE, School Bus Safety, Community Bicycle Safety and Services Bullying.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategy – Investigative excellence through Intelligence-Led Policing.
Situational Assessment: The OPP as a whole along with the James Bay Detachments recognize that one of the leading problems plaguing northern communities is the abuse of alcohol and controlled substances. By disseminating and gathering information in accordance with an Intelligence-Led Policing model, working in conjunction with available local, regional and provincial resources, we will successfully combat and staunch the flow and abuse of these illicit substances in our communities.
Public Safety Activities Indicators Lead Linkages
Provide information to Provincial Operations o Submit 30 street checks Supervisors All Officers Intelligence Bureau (POIB) to be processed (LE88’s) per month. through the intelligence cycle. POIB
Organized Crime Enforcement Bureau (OCEB) Identify and prosecute those persons involved in o Increase OPP visibility at Supervisors All Officers the drug trade in our communities. street level (100 hours of dedicated foot patrol per OCEB Supervisor OCEB month in cluster areas). o Number of local secondments to OCEB.
Agenda Item#5.1
Page 29of 49
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategy – Excellence in the response to and management of major investigations, critical incidents and emergencies.
Situational Assessment: The James Bay Detachments continues to liaise with its communities to identify their needs to ensure that proper procedures, policies and plans are in place should a major occurrence develop in the area. The processes are comprehensive. Effective methods of dealing with major events, that otherwise may tax municipal or local resources be it natural disasters or major crime investigations, are identified.
Public Safety Activities Indicators Lead Linkages
Ensure Continuity of Operations Plans (COOP) o Complete one table top Operations FSB are updated and tabletop exercise conducted exercise annually per Managers annually. cluster area to ensure 100% compliance at year end. Review and participate in municipal emergency o Complete one live Operations FSB planning activities ensuring compliance with the emergency exercise Managers Emergency Management and Civil Protection Act annually per cluster area to of Ontario. ensure 100% compliance reported at year end. Ensure notification processes are in place and o Ensure all officers have Crime Sergeant Detachment adhered to according to policy with respect to reviewed and are familiar Commander Benchmark Occurrences in order to properly with their field manuals Supervisors investigate and supervise major investigations. with respect to Benchmark
Occurrences. Agenda Item#5.1
Page 30of 49
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategy – Save lives and reduce crime on our highways, waterways and trails.
Situational Assessment: The OPP is committed to supporting Canada’s Road Safety Vision in “Making Canada’s Roads the Safest in the World”. The Highway 11 corridor which spans the length of James Bay Detachments sees a large volume of commercial, passenger and recreational traffic travel through our areas ona regular basis. The area municipal roadways also have “community specific” issues that require attention. The multiple traffic situations in our communities require traffic enforcement to becustomized for each area to ensure the safety of our citizens.
Public Safety Activities Indicators Lead Linkages
Focus on targeting the “Big Four” factors in death o Report back on statistical Detachment James Bay and injuries on highways, waterways and trails: data analysis. Commander Detachments alcohol, lack of occupant restraint/safety o Engage in yearly Provincial equipment, aggressive driving and distracted Road Safety Initiatives. Traffic Sergeant Highway Safety driving. (Seatbelt Campaigns, Division (HSD) Operation Corridor, Supervisors Operation Impact, RIDE Region Program, etc). CSO o Participate in two Joint Corporate Forces Road Safety Communications Initiatives. Bureau (CCB) o Release at least two educational media
messages per month per Agenda Item#5.1 cluster area. Develop and implement safety patrol and visibility o Dedicate a total of 500 Traffic Sergeant James Bay strategies with respect to marine, MSV and ATV hours of patrol and Detachments
Page 31of 49 enforcement. enforcement for the cluster. Ensure members are provided training to support o Number of members All Officers Crime Unit the Criminal Interdiction Program on Ontario focused full-time on highways. Encourage officers to look beyond the interdiction. OCEB license plate for additional violations CDSA,( Criminal Offences, etc).
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Public Safety Activities Indicators Lead Linkages
Create opportunities with local partners and o Identify community Operations FSB community stakeholders to support the provincial partners/stakeholders. Managers roll-out of the Collision Prevention Through o Report back on success. Environmental Design (CPTED) program. Continue to increase the number of opportunities o Liaise with local Police Detachment Operations with local partners and community stakeholders to Services Boards and Commander Managers combat crime and save lives. Community Policing Committees with respect to CSO local issues and concerns with respect to traffic and crime trends. Agenda Item#5.1 Page 32of 49
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategy – Develop and implement a coordinated approach to internal communications.
Situational Assessment: Management and leadership within the James Bay Detachments must ensure that corporate direction is effectively communicated to supervisors, uniform and civilian staff in an effective and efficient manner. This in turn will sureen that all members involved are accountable to their positions and responsibilities with respect to service delivery to the communities we police.
Relationships Activities Indicators Lead Linkages
Seek innovative methods to communicate o Conduct routine shift Detachment Regional Staff and internally. briefings on each platoon. Commander Development o Conduct bi-annual Detachment planning Operations meetings. Managers o Conduct four non- commissioned officer Supervisors (NCO) meetings per year. o Conduct bi-annual inspections of all NCO’s and officers. Disseminate regional and corporate communiqués o Encourage members to Operations Detachment efficiently. visit the OPP intranet site Managers Commander and consult the local and
electronic 8-day board for Agenda Item#5.1 updated information. Disseminate information on contract policing o Disseminate information Operations Detachment internally to facilitate dialogue between front-line through the OPP intranet Managers Commander
Page 33of 49 members and the public. site with respect to policing commitments through Municipal Contact Policing agreements.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategy – Focus external communications, including an awareness of the OPP’s mandate, to our communities and stakeholders.
Situational Assessment: In support of our mandate in this area, it is important the Detachment provide timely, accurate and targeted information and education to our communities to foster our relationships and maintain their trust. Open and honest communication with Police Services Boards, municipalities and various stakeholders is fundamental to garnering their support. Additionally,open communication with our media partners is critical to highlighting our ongoing successes and achievements. It is important forus to draw attention through the media and other opportunities, to our management of major investigations, critical incidents, traffic issues and other emergencies. This lets the community know the goodwork we are doing and encourages their support and confidence. The following external communications activities will be employed to meet that success.
Relationships Activities Indicators Lead Linkages
Highlight ongoing successes and achievements in o Submit at least two Detachment CCB all aspects of our core police services. nominations for awards Commander within the Detachment area. CSO o RDP report-backs. o Submit at least two community briefs detailing policing excellence through targeted media releases. Include education component(s) in plans to o Number of proactive, Crime Sergeant CCB
communicate various safety initiatives to the targeted public education Agenda Item#5.1 public. initiatives. CSO Local Crime Stoppers Board Continue to support our vulnerable and aging and Local Senior
Page 34of 49 population by supporting programs such as Crime Groups Stoppers, SeniorBusters and the National Anti- Fraud Call Centre (formerly PhoneBusters) as well as other educational initiatives.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Relationships Activities Indicators Lead Linkages
Strengthen customer service driven o Meet with area Police Detachment CCB communications with our police services boards, Services Boards quarterly Commander municipalities and other community stakeholders. and submit Business Plan Business and statistics as well as crime Operations Financial Services and traffic statistics. Managers Bureau (BFSB) o Meet quarterly with local Community Policing CSO Committees for question period and to address local issues. Agenda Item#5.1 Page 35of 49
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategy – Advocate for and support sustainable First Nations policing and safe communities.
Situational Assessment: We will continue to work with our partners in First Nations Policing including NAPS and First Nation communities to ensure the members of these communities areprovided police protection that meet their needs. Through open communications and regular meetings we are able to seek out solutions and we will continue to work with NAPS and the Chiefs and Council members to maintain this relationship to ensure community safety and security.
Relationships Activities Indicators Lead Linkages
Support the deployment of officers to First Nations o James Bay Detachments Detachment Aboriginal Policing communities both locally and provincially. will provide two Commander Bureau (APB) deployment officers per year to assist in the Operations policing efforts in Managers Pikangikum for a duration of two weeks. o Continue to support NAPS with the deployment of officers to the James Bay Coastal Communities on an as requested basis. Develop/conduct/ implement direct enforcement o Implementation of James Operations APB efforts toward individuals or groups that are Bay Coastal Communities Managers
exploiting vulnerable communities. Winter Road patrol based Agenda Item#5.1 in Moosonee as well as the anticipated WETUM seasonal road between
Page 36of 49 Moosonee and Smooth Rock Falls. The Patrol’s mandate is traffic safety, suppressing the flow of contraband and policing assistance to the northern communities.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Relationships Activities Indicators Lead Linkages
Continue to liaise with First Nations community o One meeting quarterly with Operations APB representatives to further develop an enhanced each First Nations Managers reciprocal understanding of issues. Community within the James Bay Detachments area. Agenda Item#5.1 Page 37of 49
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategy – Support and enable continuous training, learning and development opportunities for our employees.
Situational Assessment: Today’s law enforcement professional, both uniform and civilian, requires a wide variety of skills to perform in our rapidly changing environment. To make certain our members are equipped with the knowledge, skills and abilities to provide the level of service excellence that is expected of them, wemust provide our people with access to the learning, training and developmental opportunities required to do their jobs. We also need a viable succession management plan, to ensure the success of future specialty positions and leaders within the Detachment and organization. All members within the OPP are required to have an active Performance Learning and Development Plan (PLDP) that identifies career goals. With the assistance of their direct supervisor, employees map out learning activities that will allowthem to achieve these goals. Within context of this business planning cycle, James Bay Detachments will continue to supportemployee development that meets the needs of both the employee and Detachment.
Workforce Activities Indicators Lead Linkages
Provide civilian and uniform members with o 100% compliance for Detachment Career increased opportunities to access and participate completion of PLDP’s. Commander Development in a variety of learning opportunities as identified o Seek out six training Bureau (CDB) in PLDP’s. sessions per year to Operations enhance our members’ Managers knowledge, skills, and abilities and better serve Supervisors our communities. Provide members with a variety of leadership o 100% compliance for Detachment CDB
development opportunities including training, completion of PLDP’s. Commander Agenda Item#5.1 temporary assignments and secondments as o Provide two developmental identified in PLDP’s. opportunities per year for the cluster (i.e.: Coach
Page 38of 49 Officer, Marine Patrol Coordinator).
Workforce Activities Indicators Lead Linkages
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Provide members with a variety of learning o Number of members who Detachment CDB opportunities to expand their knowledge of have to taken advantage of Commander diversity, human rights and cultural awareness. e-learning opportunities FSB through both the OPP Operations Academy and the Ontario Managers Public Service (OPS), including the Mental Health Scenario e-learning course (located on the Crime Prevention Intranet site). o Provide OPP Native Awareness Course training to two officers per year.
Agenda Item#5.1 Page 39of 49
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategy – Foster a culture of recognition and accountability through meaningful performance management.
Situational Assessment: It is important that all members participate in setting personal goals and objectives along with knowing what is expected of them. Through annual performance evaluations we are able to do just that. We can also provide meaningful developmental opportunities such as coaching new recruits or overseeing programs which will allow members to be leaders in specific areas. It takes the collective effort of all detachment members to reach our vision of “Safe Communities…A Secure Ontario”
Workforce Activities Indicators Lead Linkages
Support the PLDP process and the o Every employee PLDP is Detachment CDB implementation of enhanced selection and used to track : Commander succession planning processes by ensuring all Performance members have meaningful and current PLDP’s. a) Identify key Operations commitments/ Managers responsibilities. b) Identify how those Supervisors responsibilities will be achieved. c) Document results. Learning a) Identify learning needs and career interests. b) Identify realistic
activities to address needs. Agenda Item#5.1 c) Document results. o 100% compliance as demonstrated by the
Page 40of 49 Management Inspection Program (MIP) and regional databases.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategy – Promote a healthy workforce and healthy workplaces.
Situational Assessment: It is essential in any workforce that employees feel engaged and actively involved in the health and wellness of their everyday work life. Members must feel secure and supported and more importantly must have effective leadership which will address any workplace issues in a timely and equitable manner treating everyone involved with respect and equality.
Workforce Activities Indicators Lead Linkages
Support, contribute and/or participate in the o Delivery, support and/or CSO CDB delivery of an annual Wellness Day at the local participation in one level. Wellness Day at the local level. Ensure a healthy workplace by abiding by the o Ensure uniform, civilian Detachment James Bay principles and policy directed by theOntario and manager participation Commander Detachments Occupational Health and Safety Act. on detachment committees in both cluster areas. Utilize the Quarterly Accommodation Report to o Ensure accommodated Operations James Bay track, monitor and support meaningful work members are supported Managers Detachments assignments. and given meaningful assignments. Support the health and safety of employees. o Conduct monthly Detachment James Bay inspections of each Commander Detachments worksite.
o Quarterly meetings and Agenda Item#5.1 minutes posted locally and forwarded to the Regional Health and Safety
Page 41of 49 Committee.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategy – Enhance information management with technology.
Situational Assessment: Policing in general generates a great amount of information and processes in place to capture this information must be managed effectively. Police records must be accurate, detailed and accessible to all uniform members ofe th OPP. As law enforcement representatives, we must managelocal and provincial systems within policy and utilize available technology to our advantage in order to efficiently service the municipalities we work in.
Effectiveness Activities Indicators Lead Linkages
Audit data quality of Niche Records Management o Monthly audits of RMS Supervisors Communication System (RMS) reports. task lists by platoon. and Technology Services Bureau (CTSB) Timely completion and entry of Daily Activity o Bi-monthly audits of DAR Program Managers Detachment Reports (DAR) in order to reflect hours worked to ensure municipal hours, Commander and track contractual obligations. local statistics and patrol hours are efficiently CTSB captured.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategy – Effective financial management and fiscal accountability.
Situational Assessment: Fiscal accountability is a high priority in policing. We must manage the provincial funds allotted to provide the highest level of policing possible. This will ensure that we are able to provide for the safety and protection of the public. Procurement of necessary equipment along with required training is a fine balancing act. Funds must be spent wisely to ensurewe reach our goals and needs.
Effectiveness Activities Indicators Lead Linkages
Maximize workforce resources through the o Monthly audits of cluster Detachment BFSB effective management of overtime, standby, call- overtime and Other Direct Commander back and paid duty approvals. Operating Expenditures (ODOE). Operations o Ensure scheduling is Managers utilized effectively to minimize excessive overtime. Prioritize procurement, training decisions, travel o Monthly auditing of DAR Detachment BFSB decisions and resources. data, travel expenses, Commander scheduling and training needs making the most Operations effective use of resources. Managers Ensure uniform and civilian staff and managers o Yearly training for Detachment Regional Staff
are afforded financial training. administrative staff as Commander Development and Agenda Item#5.1 required. Training Page 43of 49
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategy – Embed environmental responsibility into our culture and our business practices.
Situational Assessment: As an Ontario Public Service within the Ontario Government, the OPP is acutely aware of the environmental impact of its day-to-day operations from the consumption of fuel through patrol and its use of energy within the confines of its infrastructure, to the use of paper for its various administrative processes. Through this knowledge, we have developed strategies to assist us to reduce, re-use and re-cycle. Through these strategies, we will continue to endeavour toupport s the environment.
Effectiveness Activities Indicators Lead Linkages
Where possible, reduce vehicle idling times, o Use of existing Operations Fleet, Supply and ensure routine and complete vehicle checks, infrastructure such as Managers Weapons Services follow the OPP vehicle maintenance policy, indoor garages to combat Bureau (FSWSB) maintain appropriate tire pressure and explore fuel consumption. alternative vehicle climate control options. o Regular servicing of vehicles to maintain optimal performance and efficiency. o Internal policy with respect to vehicle usage. Implement sustainable "green measures" o Implementation of a green Detachment Operations practices for meetings and conferences (e.g. print strategy thus reducing Commander Managers carpooling, video/teleconferencing, reduced printing devices and
printing and reduced consumption of paper and recommending Agenda Item#5.1 disposables). multifunction apparatus to replace old equipment.
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OPP Business Plan James Bay Detachments - 2011 Business Plan Ontario Provincial Police
Strategy – Continue to modernize equipment for all employees.
Situational Assessment: The world of law enforcement is an ever evolving entity with new equipment and technology being introduced yearly. Advances in vehicle equipment, use of force equipment, clothing and computer technology are constant and an effective workforce must be aware of the resources that are available to assist them in completing their duties more efficiently and safely. It is important that the OPP recognize that their members must be given every opportunity and every tool to enable them to improve their work performance and service delivery.
Effectiveness Activities Indicators Lead Linkages
Provide solution-focused options for identified o Number of options Supervisors FSWSB requirements/issues related to OPP fleet, clothing identified to regional and equipment to the regional Clothing and representative on the Equipment Committee representative. Members to Provincial Clothing and continually assess and report any deficiencies with Equipment Committee. equipment used for duty. Acquire additional MWS in the James Bay o Number of MWS acquired. Operations Detachment Detachments. Members will utilize this technology Managers Commander to complete reports and queries in the field allowing them to maintain high visibility.
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Safe Communities – A Secure Ontario 39
OPP Strategic Plan VISION: Safe Communities… A Secure Ontario
MISSION: Policing excellence through our people, 2011-2013 our work and our relationships.
PUBLIC SAFETY RELATIONSHIPS WORKFORCE EFFECTIVENESS
Demonstrated efficiency and Excellence in the delivery Strong, effective partnerships A sustainable pool effectiveness operating in an
GOALS of core police services through with our communities, of members with expertise, increasingly complex and Intelligence-Led Policing. stakeholders and colleagues. pride and dedication. challenging policing environment.
1. Crime prevention and reduced 1. Develop and implement a coordinated 1. Support and enable continuous 1. Enhance information management victimization in our communities. approach to internal communications. training, learning and development with technology. opportunities for our employees. 2. Investigative excellence through 2. Focus external communications to 2. Effective financial management and Intelligence-Led Policing. increase awareness of the OPP’s 2. Foster a culture of recognition and fiscal accountability. mandate, to our communities and accountability through meaningful 3. Excellence in the response to and stakeholders. performance management. 3. Embed environmental responsibility management of major investigations, into our culture and our business
STRATEGIES critical incidents and emergencies. 3. Advocate for and support sustainable 3. Promote a healthy workforce and practices. First Nations policing and safe healthy workplaces. 4. Save lives and reduce crime on our communities. 4. Continue to modernize equipment for 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. • Street checks. Engagement survey results. • E-Learning statistics. • Response to various inquests, inquiries and audits. • Major investigation debriefings. • Training opportunities provided to • Human resource data systems. • Integration of technology systems. • Major event evaluations. First Nations police services. • Infrastructure projects that meet environmental • Framework for Police Preparedness for standards. INDICATORS Aboriginal Critical Incidents application.
OPP VALUES: PROFESSIONALISM • ACCOUNTABILITY • DIVERSITY • RESPECT • EXCELLENCE • LEADERSHIP OPP Business Plan
Business Plan 2011 ONTARIO PROVINCIAL POLICE
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 Agenda Item # 5.1 Canine Forensic Identification Tactics and Rescue Chemical, Biological, Radiological, Nuclear Hate Crimes/Extremism Investigation Technical Traffic Collision Investigation and Explosive Response Illegal Gaming Investigation Traffic Safety
Page 46 of 49 Child Exploitation Investigation Incident Command Training Communications Intelligence Underwater Search and Recovery Community Policing Major Case Management Urban Search and Rescue Complaint Investigation Marine/Motorized Snow Vehicle/All-terrain Vehicle ViCLAS (Violent Crime Linkage Analysis System) Court Case Management Media Relations Victim Assistance Crime Prevention Offender Transportation The above list corresponds with The Adequacy & Effectiveness Crime Stoppers of Police Services Regulation (Adequacy Standards, O. Reg. 3/99). Ontario Sex Offender Registry The list further provides an overview of various OPP programs and services but should not be considered complete.
James Bay DETACHMENTS OPP Business Plan Agenda Item # 5.1
Page 47 of 49 James Bay DETACHMENTS
356 Government Road East Tel: (705) 335-2238 P.O. Box 277 Fax: (705) 335-2004 Kapuskasing, ON P5N 2Y4 www.opp.ca
Agenda Item # 5.2
Parking By-Law Amendments Page 48 of 49 Agenda Item # 5.2
Parking By-Law Amendments Page 49 of 49