The Saint John Police Force 2007-2010 Business Plan identified five Strategic Directions that will redefine the Police Force in significant ways - project and program directions that capture the most powerful and most effective ways to influence organizational change, so the Force can best succeed in terms of our Mission, our Vision, our Core Values and our Core Businesses.
1. Intelligence-Led Policing
Intelligence-Led Policing is an operational strategy that seeks to reduce crime through the identification of problems, information gathering and analysis, problem solving, directed policing, accountability and measurement of success. Intelligence-Led Policing focuses on the identification of crime and disorder “hotspots,” as well as currently active offenders, crime trends, and linked series of crimes. The emphasis is on strategic thinking and an action-and-results oriented focus on outcomes.
In 2008, the SJPF commenced implementation of the Intelligence Led Policing Business Model. The four key principles have been described as:
1. accurate, timely intelligence communicated to all;
2. rapid deployment, which is coordinated and focused;
3. effective tactics; and
4. relentless follow-up and assessment.
Intelligence-Led process meetings are held on a scheduled basis (weekly; biweekly.) The senior executive of the Police Force question division commanders and unit managers about problem areas, spikes in crime, crime trends, and crime patterns and serial crime; they question the actions taken and predicted outcomes; at subsequent meetings they assess the degree of success and explore alternate responses. All operational units participate in Intelligence-Led process sessions.
There is no commercial version of Intelligence-Led Policing that can be purchased as a turnkey operation and applied universally. The Saint John Police Force will adopt and adapt best practices from experienced and successful police agencies with similar resources and community concerns.
The priority strategic direction for 2008 was to develop the Intelligence-Led Policing business model - which was successfully completed by end-of-year and was launched January 6, 2009.
In 2010, The Saint John Police Force received the New Brunswick Police Leadership Award for Excellence in Organizational Innovation in recognition of continued success in the development and delivery of the Intelligence-Led Policing Business Model. The program is ever evolving and expanding as its principles are integrated into the organizational culture.
2. Communication Strategy
The Saint John Police Force recognizes the importance of openness and partnerships in communications. At a practical level, our public safety job is largely about communication: timely, effective, meaningful communication that informs behaviour and decision making. But, our communication is often demand-driven…a current response to an expressed need. We may be missing opportunities to better share knowledge and to inform our communities of interest.
The cornerstone of the SJPF Communication Strategy involves the assistance of a communication consultant. The Communication Strategy will identify effective and external communication principles and practices.
3. Human Resources Strategy
The Saint John Police Force is a leader with respect to many human resources measures. But our efforts are not necessarily strategic or comprehensive; many of the elements have been developed in response to pressing needs. There may be as-yet unimplemented programs - or enhanced elements of current programs - that could also contribute greatly to our effectiveness. Additionally, programs and practices should be communicated in a Human Resources Strategy so members can better understand the purpose and nature of the programs and practices.
Many programs and practices may be initially examined in detail as stand-alone projects. This content may include:
- Wellness program
- Diversity (visible minorities)
- Attendance management
- Employee benefits
- Promoting the Force
- Retirement planning
- Leadership development
4. Strategy for Knowledge Management Technologies
This strategy is about the effective use and design of processes, systems and technologies to advance our capacity to better manage knowledge.
The Saint John Police Force is a recognized leader in the policing community for a number of information technology initiatives (Performance Management, PIMITS, SpeedShift, and others). When we are able to apply resources to technology initiatives, they succeed admirably. This strategy focuses on the identification of pending information technology initiatives and the application of resources to the initiatives.
Knowledge management refers to the processes by which the Police Force generates value from intellectual and knowledge-based assets to enhance and inform our decision making.
Although knowledge management often uses technology, technology by itself is not knowledge management. This is important as it causes us to first recognize the primacy of people in knowledge management; next, to get our business processes right; and finally to apply appropriate technologies to facility the processes.
The Strategy for Knowledge Management may include – but is not limited to:
- Case Management Business Process Improvement (BPI) initiatives and facilitating technology
- Continued UCR2.2 refinement and implementation
- AVL (automatic vehicle location) as an officer safety measure for Police Force vehicles
- Systems for Police Headquarters security and asset management
- Voice recognition for electronic records / records imaging
- Officer Data Browser – Handheld PDAs: electronic ticketing
- Wireless Radio System – Interoperability
5. Operational Improvement Strategies
There are a select few initiatives that will improve the service we deliver to the public and offer relative direct and immediate improvement in the success and job satisfaction of front-line patrol, investigation, and special unit Police Force members. Key initiatives include:
- Continue development and expansion of the Saint John Police Force Model for Making Vulnerable Communities Safer, consistent with the framework currently in place.
- Research, review and assess operational improvements suggested by other police agencies’ practices and experience in: crime reduction initiatives; harm reduction initiatives; investigative excellence capacity building; and persistent prolific offender programs.
- Case management BPI for Patrol Division and Criminal Investigations Division
- Develop and Implement a source management strategy, including crime mapping.