Haldimand County

Haldimand County 

DETACHMENT

OPP Strategic Plan 

2011-2013 

VISION: 

MISSION: 

Safe Communities… A Secure Ontario 

Policing excellence through our people, 

our work and our relationships. 

PUBLIC SAFETY 

RELATIONSHIPS 

WORKFORCE 

EFFECTIVENESS 

GOALS 

Excellence in the delivery 

of core police services through 

Intelligence-Led Policing. 

Strong, effective partnerships 

with our communities, 

stakeholders and colleagues. 

A sustainable pool 

of members with expertise, 

pride and dedication. 

Demonstrated efficiency and 

effectiveness operating in an 

increasingly complex and 

challenging policing environment. 

STRATEGIES 

1. Crime prevention and reduced 

victimization in our communities. 

2. Investigative excellence through 

Intelligence-Led Policing. 

3. Excellence in the response to and 

management of major investigations, 

critical incidents and emergencies. 

4. Save lives and reduce crime on our 

highways, waterways and trails. 

1. Develop and implement a coordinated 

approach to internal communications. 

2. Focus external communications to 

increase awareness of the OPP’s 

mandate, to our communities and 

stakeholders. 

3. Advocate for and support sustainable 

First Nations policing and safe 

communities. 

1. Support and enable continuous 

training, learning and development 

opportunities for our employees. 

2. Foster a culture of recognition and 

accountability through meaningful 

performance management. 

3. Promote a healthy workforce and 

healthy workplaces. 

1. Enhance information management 

with technology. 

2. Effective financial management and 

fiscal accountability. 

3. Embed environmental responsibility 

into our culture and our business 

practices. 

4. Continue to modernize equipment for 

all employees. 

• Crime Abatement Strategy statistics. 

• OPP Community Satisfaction Survey results. 

• OPS Employee Engagement survey results. 

• Uniform workload statistics. 

INDICATORS 

• Crime and traffic statistics. 

• Street checks. 

• Major investigation debriefings. 

• Major event evaluations. 

• Framework for Police Preparedness for 

• Ontario Public Service (OPS) Employee 

Engagement survey results. 

• Training opportunities provided to 

First Nations police services. 

• OPP member survey. 

• E-Learning statistics. 

• Human resource data systems. 

• Financial training opportunities. 

• Response to various inquests, inquiries and audits. 

• Integration of technology systems. 

• Infrastructure projects that meet environmental 

standards. 

Aboriginal Critical Incidents application. 

OPP VALUES: PROFESSIONALISM • ACCOUNTABILITY • DIVERSITY • RESPECT • EXCELLENCE • LEADERSHIP

Haldimand County Detachment 2011 Business Plan 

Ontario Provincial Police 

Table of Contents 

Page 

A Message from the Detachment Commander 2 

Haldimand County Environmental Scan 3 

Community/Stakeholder/Partner Consultations 6 

Strategic Plan Strategies 7 

2011-2013 Business Plan (Year 1) 8 

Safe Communities – A Secure Ontario 1



A Message from the Detachment Commander 

This 2011 business plan outlines the broader goals of the Haldimand Police Services Board, Community 

and Haldimand Ontario Provincial Police (OPP) Detachment; all have worked in partnership to develop 

this plan. I continue to believe that the buttress of a safe community, which includes an increased quality 

of life, comes when there is a supported collaboration between the police and community. This 

collaboration focuses on working together to identify and resolve local community problems and issues 

and implementing measures to prevent their re-occurrence. 

The foundation of a safe and secure community is built upon localized interaction between the 

communities, politicians and police. Community safety and security is not kept primarily by the police, as 

necessary as we are; but rather public peace is more or less maintained through a sophisticated array of 

principles and other voluntary controls that communities place upon themselves. We, as police are only 

part of the solution, and thus, share with the community, the total responsibility of public peace, safety, 

security and quality of life. A success reflecting the latter is a significant drop in fatal and other collisions 

in 2010. Public education through the media supported with the “Strict is Fair” and “Drive Wise” initiatives 

deserve some of the accolades, however, the most important success factor I believe is that the 

community seems to “get it”. In other words, they, the community members themselves, are having the conversations about the 

impact of excess speed, distractions and drinking and driving on their community and their family. The success of the traffic collision 

reduction seems to be that community members are, themselves, responding to the tragic consequences of traffic collisions by 

obeying traffic laws to arrive safely at their destination. 

Police visibility continues to underpin our policing strategy in Haldimand County. Foot patrol and bicycle patrol have been significant 

components of this strategy and as a detachment we continue to get out of our police vehicles and “walk the beat”. Last year we saw 

the delivery of two All-Terrain Vehicles (ATV’s) to support policing activities in Haldimand. The ATV’s have been utilized in a variety 

of situations both proactively and reactively, with amazing success. We attribute saving the life of at least one community member to 

the utilization of these machines. As a result of the success witnessed, we plan to continue utilizing these vehicles in a variety of 

situations in 2011. 

As the senior OPP officer in Haldimand County, I commit to continuing the provision of clear, decisive and strong police leadership to 

the Haldimand County Detachment. We, as a policing presence and part of this community, will continue to participate in local 

events that provide for the betterment of the community, particularly assisting those that may be disadvantaged. 

Without exception I am humbled to provide pubic service to Haldimand County and as Detachment Commander, remain proud of our 

detachment members and their accomplishments. I look forward to continued success in 2011. 

John Periversoff 

Haldimand County Detachment Commander 




CRIME AND TRAFFIC TRENDS: 

Haldimand County Environmental Scan 

Crime rates for the majority of community safety offences in 2010 decreased as compared to 2009. Of note were break and enter 

offences which decreased by 18% from 221 to 182. Other notable decreases were noted with assaults decreasing by 12%, and 

vehicle theft for a second straight year decreasing by 16% largely due to a special project to address this issue. General thefts also 

decreased by 16% and frauds were significantly reduced by 27%. Of concern were the number of sex related incidents which 

increased by 45% from 24 to 35, while the other increase was incidents of mischief which increased by 4% from 517 to 534. 

Investigative analysis has revealed that many of these offences are committed by persons with a criminal history, and they are 

frequently on some form of judicial release. The Intelligence-Led Policing - Crime Abatement Strategy (ILP-CAS) is a proactive 

initiative to ensure that persons who are on conditions imposed by the courts are complying with these conditions. Jurisdictions 

where this program has been implemented have seen significant decreases in their crime rates and Haldimand hopes to have similar 

success. 

Haldimand County experienced a reduction in motor vehicle collisions (MVC) for the third straight year in 2010. Our goal of reducing 

fatal collisions was met with dramatic results, five in 2010 compared to 10 in 2009. It remains tragic that we lost five community 

members in preventable collisions. Provincial Highways 3 and 6 are our main roadways, bringing ever-increasing truck traffic 

through the county headed to the industrial park at Nanticoke, where corporations such as Imperial Oil and Ontario Power 

Generation have large facilities, employing thousands. The growing tourism industry in Haldimand, brings in approximately 600,000 

people, contributes to increased traffic and related crowd control concerns. Events at either of our two racetracks routinely bring 

thousands of people to the area. The “Friday the 13 th “events in Port Dover cause significant traffic congestion problems in 

Hagersville and Jarvis. 

During the summer months, our provincial parks, campgrounds and recreational areas are filled to capacity. The cottage areas along 

Lake Erie are seeing rejuvenation, as people from the cities take advantage of their relatively low cost, proximity to home, and 

access to Lake Erie. Boaters and anglers are discovering the world-class fishing available in the Grand River and the excellent 

facilities available at area marinas. 

There has been an exponential growth in the use of ATV’s in our area. Once thought of as a farm utility vehicle, or a hunter’s tool, 

the ATV is now primarily a recreational vehicle that, unlike a snowmobile, can be used 12 months a year. The Haldimand-Norfolk 

ATV Safety Alliance continues to provide excellent ATV education to young people, which has yielded positive results. Haldimand 

County Detachment acquired two ATV’s in 2010 which provided outstanding service to the County and are directly responsible for 

saving the life of at least one of our community members. 




DEMOGRAPHICAL / SOCIAL / CULTURAL ENVIRONMENT: 

Haldimand County’s 1,252 square kilometers lies on the north shore of Lake Erie. Niagara Region borders us to the east and Norfolk 

County to the west. To the northeast lies the city of Hamilton, where many of our almost 46,796 residents work and shop. The 

Greater Toronto Area, and its millions of people, is less than an hour’s drive northeast of Haldimand County. 

Due to Haldimand’s agricultural heritage 53% of our total population still live in rural areas, with the remainder living in and around 

one of our five “urban” areas: Caledonia (9,600), Dunnville (5,600), Hagersville (2,550), Cayuga (1,650), Jarvis (1,450), and 

Townsend (924). 

Young people make up approximately 16% of our population, while approximately 17% are seniors. Both groups have specific and 

unique needs from community agencies, including the police. Local business owners and residents of our towns are concerned 

about youth loitering and causing mischief. Older people, especially in our rural areas, are concerned about break and enters and 

fraud. Elder abuse has also become more prevalent as our population ages. 

We have four high schools in our communities: Hagersville, Cayuga, Caledonia and Dunnville. Our principals and teachers, 

particularly at the high school level, feel it vitally important for police to have a consistent, positive presence in our schools. 

Haldimand County borders Six Nations of the Grand River Territory, as well as the Mississaugas of the New Credit First Nation, so 

the Aboriginal culture is very prevalent in this community. 

In the coming years, the OPP will prepare to respond appropriately and effectively to its changing communities. 

• By the year 2021, it is estimated that 19% of Canada’s population will be greater than 65 years of age. 

• Birth rates in Canada are falling below replacement levels – except in Aboriginal communities, where they are the highest in the 

country. 

• The population of visible minorities continues to increase – by the end of 2016, visible minorities will constitute 20% of the 

population of Canada. 




POLITICAL ENVIRONMENT: 

The municipal government election this past year resulted in changes to the municipal council and Mayoral seat. The provincial 

government will hold its election this fall. An increased focus on road safety has resulted from new legislation targeting aggressive 

driving, street racing and increased penalties associated to impaired driving offences. This renewed focus on road safety will 

continue to be supported by all Detachment members, striving to maintain a high level of visibility throughout all of our communities. 

ECONOMIC ENVIRONMENT: 

Haldimand County is facing several economic challenges including the closing of a major industry in Dunnville. The closing of this 

major industry has had an impact upon local employment and related economic spin off. During these difficult economic times, it is 

paramount that the OPP ensures that it continues to provide effective service delivery within its funding envelope. This will present 

numerous challenges as there is a direct correlation between economic downturns and an increased demand for our services. 

ORGANIZATIONAL ENVIRONMENT: 

The OPP, as an organization, continues with the strategic plan for 2011-2013, which reflects our values of professionalism, 

accountability, diversity, respect, excellence and leadership. This over arching strategic plan determines direction, in part, from a 

corporate level on how the Haldimand County Detachment provides service to the community. A renewed commitment to road 

safety and the strategic delivery of related enforcement efforts is included. 




Community/Stakeholder/Partner Consultations 

The OPP is committed 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 mandate for 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. 

The following groups and agencies were consulted through special, individual and community meetings: 

• Haldimand County Police Services Board. 

• Haldimand County Council, Chief Administrative Officer and General Manager. 

• Chief of the Mississaugas of the New Credit First Nation. 

• Haldimand County Crown Attorneys. 

• Haldimand County Emergency Services Manager. 

• Haldimand Secondary School Principals. 

• Victim Services of Haldimand-Norfolk. 

• Haldimand County By-law Enforcement. 

• Haldimand Norfolk Resource Education and Counseling Help (REACH). 

• Community Service Organizations. 

• Community Policing Committees (CPC) of Haldimand County. 

The key issues identified through the community consultation process continue to be: 

1. Highway safety - speeding in particular. 

2. Youth issues - particularly mischief. 

3. Police visibility - foot patrol. 

4. Drugs. 

5. ATV / motorized snow vehicle (MSV) enforcement. 




Strategic Plan Strategies 

Strategy Page # 

Effectiveness Workforce Relationships Public Safety 

1. Crime prevention and reduced victimization in our communities. 8 

2. Investigative excellence through Intelligence-Led Policing. 10 

3. Excellence in the response to and management of major investigations, critical incidents and emergencies. 11 

4. Save lives and reduce crime on our highways, waterways and trails. 12 

1. Develop and implement a coordinated approach to internal communications. 13 

2. Focus external communications, including an awareness of the OPP’s mandate, to our communities and 

stakeholders. 

3. Advocate for and support sustainable First Nations policing and safe communities. 15 

1. Support and enable continuous training, learning and development opportunities for our employees. 16 

2. Foster a culture of recognition and accountability through meaningful performance management. 17 

3. Promote a healthy workforce and healthy workplaces. 18 

1. Enhance information management with technology. 19 

2. Effective financial management and fiscal accountability. 20 

3. Embed environmental responsibility into our culture and our business practices. 21 

4. Continue to modernize equipment for all employees. 22 

14 

Note - Numbering does not indicate order of priority 




2011-2013 Business Plan (Year 1) 

Strategy – Crime prevention and reduced victimization in our communities. 

Situational Assessment: Crime Prevention, the absence of crime, and the reduction of victimization are the key principles mandated 

under the Police Services Act. We achieve this through various crime prevention programs and initiatives, and by utilizing 

community support agencies including Victim Services. We have implemented the new ILP-CAS. This program seeks to ensure 

compliance of those persons currently on judicial conditions through regular checks. We will continue our focus on the prevention of 

crime and victimization. We must measure the reduction of crime, as opposed to our ability to catch criminals after the fact. The 

absence of crime, the perception of increased security within our communities, and the reduction in victimization are the true 

measures of our success. 

Success will be achieved collaboratively. The OPP has adapted Ontario’s Mobilization and Engagement Model of Community 

Policing. This model is predicated on the development of effective partnerships between the police and carious community 

groups/agencies. 

It is these local partnerships that will assist in identifying the root causes of crime and potential solutions. 

Public Safety Activities Indicators Lead Linkages 

Operationalize Ontario's Mobilization and 

Engagement Model of Community Policing. 

Conduct community-based presentations on 

Ontario's Mobilization and Engagement Model of 

Community Policing. 

o 

o 

All detachment members 

have a working knowledge 

of the Model. 

Awareness sessions will 

be provided to the Police 

Services Board and 

Community Policing 

Committees. 

Detachment 

Manager 

Community Service 

Officer (CSO) 

Field Support 

Bureau (FSB) 

FSB 





Develop and/or implement crime prevention 

initiatives and programs, targeted patrol and 

visibility strategies based on the analysis of local 

crime trends and issues, community 

demographics. 

o 

o 

o 

o 

o 

o 

Detachment Strategic Plan 

related to Crime Reduction 

for utilization with Results 

Driven Policing (RDP) to 

be developed. 

Reduce property crime 

and violent crime by 5%. 

Offer the opportunity for a 

Crime Prevention Through 

Environmental Design 

assessment for every 

residential break and enter 

(Project Safeguard). 

Divert young offenders, as 

appropriate, to offered 

programs. 

Conduct a minimum of two 

Lock It or Lose It 

initiatives. 

Media utilized to educate 

public in different areas of 

crime prevention. 

Fully implement and operationalize the ILP-CAS. o All individuals in the 

detachment area who have 

enforceable conditions are 

enrolled. 

Support ongoing 'Positive Ticket' program with 

local youth. 

o 

o 

Minimum of two checks 

per week are completed. 

Number of youths 

identified to receive the 

incentives. 

Detachment 

Manager 

Detachment 

Manager 

Crime Abatement 

Coordinator 

Detachment 

Sergeant 

FSB 

FSB 

FSB 




Strategy – Investigative excellence through Intelligence-Led Policing. 

Situational Assessment: The Detachment has experienced a reduction in a number of crime-related incidents over the past year. 

We use mapping analysis to identify problem areas and then address the issues through RDP initiatives. Officers will continue to 

submit “Street Checks” which have led to a reduction of criminal activity in the county and are an important component of front-line 

police work. The Youth Officer (formerly School Resource Officer) will work with platoon members to identify and redirect the youth 

who are typically responsible for the thefts from motor vehicles and mischief occurrences. 


Provide information to Provincial Operations 

Intelligence Bureau (POIB) to be processed 

through the intelligence cycle. 

o 

Number of street checks 

(LE88’s) submitted. 

Detachment 

Manager 

POIB 

Organized Crime 

Enforcement 

Bureau (OCEB) 




Strategy – Excellence in the response to and management of major investigations, critical incidents and emergencies. 

Situational Assessment: The OPP is fortunate in having considerable resources and expertise to draw upon when required to 

respond to a major incident or investigation. Emergency management, major investigations and critical incident planning were 

identified as an organizational strength during the 2010 OPP Employee Strategic Discovery Sessions. We have recognized the need 

to adequately prepare and plan for emergency response in partnership with various municipal and policing stakeholders. Our 

detachment has a plan in place to ensure that our operations will be maintained in the event of an emergency situation. Detachment 

Command Staff regularly meet with the Community Emergency Management Coordinator and Grand River Conservation’s Director 

of Flood Operations. We also participate in annual emergency planning exercises. In addition, our Youth Officer works closely with 

the Boards of Education to ensure that each school has a “lock down” plan in place. 


Ensure Continuity of Operations Plans (COOP) 

are updated and tabletop exercise conducted 

annually. 

Review and participate in municipal emergency 

planning activities ensuring compliance with the 

Emergency Management and Civil Protection Act 

of Ontario. 

Provide emergency response training to 

detachment personnel. 

o 

o 

o 

o 

The COOP is updated 

when there is a change or 

new information becomes 

available. 

A minimum of one exercise 

was conducted. 

Sergeants assigned to 

attend all planning 

activities. 

Sergeants provided the 

opportunity to complete the 

Incident Management 

System (IMS) 100 course. 

Detachment 

Manager 

Detachment 

Commander 

Detachment 

Managers 

FSB 

Community 

Emergency 

Management 

Coordinator 

Detachment 

Sergeants 




Strategy – Save lives and reduce crime on our highways, waterways and trails. 

Situational Assessment: In 2010, we saw a 3% reduction in MVC’s over the previous year. This was the third consecutive year that 

we experienced a decrease. This downward trend is certainly positive. Each collision we have prevented has saved lives, suffering 

and the associated costs. Our traffic management plan was developed to promote highway safety through education and 

enforcement. Despite our efforts, we still had a record five fatal collisions in 2010 and every one of them was preventable. Our goal 

is to reduce this number in 2011. 

Through RDP, we continue to monitor MVC’s in order to identify problem areas. We will continue to conduct initiatives and joint 

enforcement efforts with our neighbouring police services in identified problem areas on both land and water. This will include 

several dates for joint commercial motor vehicle enforcement with our Ministry of Transportation (MTO) partners, and further 

participation in Reduce Impaired Driving Everywhere (RIDE) grants. We will also be conducting a ‘Collision Prevention Through 

Environmental Design’ review of each fatal collision in an effort to prevent similar tragedies from occurring. 


Focus on targeting the “Big Four” factors in death 

and injuries on highways, waterways and trails: 

alcohol, lack of occupant restraint/safety 

equipment, aggressive driving and distracted 

driving. 

Create opportunities with local partners and 

community stakeholders to support the provincial 

roll-out of the Collision Prevention Through 

Environmental Design (CPTED) program. 

o 

o 

o 

o 

o 

o 

Report back on statistical 

data analysis. 

Number of Provincial Road 

Safety Initiatives. 

Number of proactive, 

targeted public education 

initiatives. 

Number of targeted media 

releases. 

Outreach to Community 

Policing Communities. 

Report back on success. 

Detachment 

Commander 

Detachment 

Manager 

Highway Safety 

Division (HSD) 

Region 

Corporate 

Communications 

Bureau (CCB) 

CPTED Trained 

Members 




Strategy – Develop and implement a coordinated approach to internal communications. 

Situational Assessment: Effectively sharing information and ideas is critical to the effective operations of our detachment. All 

members need to provide input into how we conduct business and provide service to the community. It is imperative that all staff are 

aware of the current issues and trends and jointly focus their efforts to address them. This is accomplished through regular staff 

meetings, weekly management meetings and daily briefings of platoons. We view all members as leaders within our organization 

and the community and we encourage them to develop new and innovative methods of conducting our business through improved 

communications. 

Relationships Activities Indicators Lead Linkages 

Hold Monday morning Non-Commissioned Officer 

(NCO) meetings and continue with quarterly NCO 

meetings and include Second in Commands when 

feasible. 

o 

o 

Two Monday meetings per 

month. 

Quarterly NCO meetings. 

Hold meetings with each platoon. o Two meetings per year 

with each platoon to 

discuss detachment 

issues. 

Detachment 

Commander 

Detachment 

Manager 

Detachment 

Managers 

Detachment 

Sergeants 

Detachment 

Commander 

Detachment 

Sergeants 

Quarterly meetings with Detachment Ontario 

Provincial Police Association (OPPA) 

Representatives. 

o 

Four meeting per year or 

as required. 

Detachment 

Commander 

Front-line Officers 

OPPA 




Strategy – Focus external communications, including an awareness of the OPP’s mandate, to our communities and 

stakeholders. 

Situational Assessment: Haldimand Detachment is involved in the presentation of numerous public education initiatives in 

partnership with various community groups and service providers throughout the County. Despite these high profile activities, many 

people in our community are not familiar with the OPP mandate and service delivery model. We hope to improve that awareness 

through enhanced external communications with members of our community. 


Highlight ongoing successes and achievements in 

all aspects of our core police services. 

Include education component(s) in plans to 

communicate various safety initiatives to the 

public. 

Strengthen customer service driven 

communications with our police services boards 

(PSB), municipalities and other community 

stakeholders. 

o 

o 

o 

o 

o 

o 

o 

Number of award 

nominations. 

RDP report-backs. 

Number of targeted media 

releases. 

Number of proactive, 

targeted public education 

initiatives. 

Meet monthly with the 

PSB. 

Attend County council 

meetings. 

Annual meetings with local 

councilors. 

CSO 

CSO 

Detachment 

Commander 

CCB 

CCB 

CCB 

Business and 

Financial Services 

Bureau (BFSB) 




Strategy – Advocate for and support sustainable First Nations policing and safe communities. 

Situational Assessment: Haldimand OPP provides service to the Mississaugas of the New Credit First Nation which has a population 

of 1,792 with approximately half being full-time residents. In order to provide an adequate level of service, we need to ensure that we 

have a good understanding of their community and culture. This can only be achieved by building respectful relationships and 

having an assigned First Nation officer to liaise with the community. We are committed to continuing to develop a lasting and 

positive relationship with this community; this is demonstrated by the detachment managers meeting regularly with the Chief. 

In addition, they will support the Police Ethnics and Cultural Exchange (PEACE) program that allows a First Nation student to spend 

the summer with our members, providing a mutually beneficial experience. We remain current on trends and issues related to First 

Nation communities as they develop and engage our members in Native Awareness training and support initiatives such as the 

Pikangikum First Nation deployment. 

Haldimand County has been experiencing a land claim dispute involving the Six Nations community for the last five years. The 

unresolved land claim has created considerable tensions on both sides of the dispute, and our Provincial Liaison Team (PLT) is fully 

engaged in dialogue with all stakeholders in an effort to maintain peace. These team members will also assist our members in 

developing skills to assist them in building relationships with the First Nations people. 


Support the deployment of officers to First Nations 

communities both locally and provincially. 

o Number of officers and 

duration of deployment 

Detachment 

Commander 

Continue to liaise with First Nations community o Report back on issues. Detachment 

representatives to further develop an enhanced 

Commander 

reciprocal understanding of issues. 

Participate in the PEACE program. o One student assigned. Detachment 

Manager 

Participate in the Provincial Liaison Team 

o Number of PLT 

Detachment 

program. 

assignments. 

Commander 

Aboriginal Policing 

Bureau (APB) 

APB 

APB 

APB 




Strategy – Support and enable continuous training, learning and development opportunities for our employees. 

Situational Assessment: We are fortunate to have highly trained and dedicated staff at our detachment. Continuous learning is a 

crucial component for every employee. Formalized and informal training opportunities are actively pursued for all employees. There 

have been significant improvements in access to training through the utilization of on-line sources. These measures will ensure that 

our members feel valued and respected as they perform a demanding and difficult job while meeting the organizational needs 

through succession planning. 

Workforce Activities Indicators Lead Linkages 

Provide civilian and uniform members with 

increased opportunities to access and participate 

in a variety of learning opportunities as identified 

in performance, learning and development plans 

(PLDP). 

Provide members with a variety of leadership 

development opportunities including training, 

temporary assignments and secondments as 

identified in PLDP’s. 

Provide members with a variety of learning 

opportunities to expand their knowledge of 

diversity, human rights and cultural awareness. 

o 

o 

o 

o 

o 

o 

o 

100% compliance for 

completion of PLDP’s. 

Formalized training 

opportunities for 10 

employees in: crime, traffic 

and leadership provided. 

100% compliance for 

completion of PLDP’s. 

A minimum of four 

temporary assignments as 

identified in the PLDP’s 

provided. 

All members completed 

the Mental Health Scenario 

training (located on the 

Crime Prevention Intranet 

site). 

A minimum of six members 

received additional training 

in Mental Health in 2011. 

One member attended the 

Native Awareness course. 

Detachment 

Commander 

Detachment 

Commander 

Detachment 

Commander 

Career 

Development 

Bureau (CDB) 

CDB 

CDB 

FSB 




Strategy – Foster a culture of recognition and accountability through meaningful performance management. 

Situational Assessment: In order to be accountable as a policing service, it is important that members understand the performance 

expectations of their position and receive regular feedback on how they are doing in that regard. This is accomplished through the 

completion of their PLDP and identified key accountabilities. Any deficiencies in performance will be addressed through 

documentation or training. These measures will ensure that our members feel valued and respected as they perform a demanding 

and difficult job. Employees are recognized for outstanding performance through the use of General Information Form (233-10) and 

Request for Recognition (Com 7). The Detachment also monitors internal operations through the Management Inspection Program 

(MIP) and various audits to ensure compliance with legislation and OPP Police Orders. 


Support the PLDP process and the 

implementation of enhanced selection and 

succession planning processes by ensuring all 

members have meaningful and current PLDP’s. 

o 

o 

Every employee PLDP is used 

to track : 

Performance 

a) Identify key commitments/ 

responsibilities. 

b) Identify how those 

responsibilities will be 

achieved. 

c) Document results. 

Learning 

a) Identify learning needs and 

career interests. 

b) Identify realistic activities to 

address needs. 

c) Document results. 

100% compliance as 

demonstrated by the MIP and 

regional databases. 

Support Coach Officers. o Detachment Manager meetings 

with the coach officer and 

sergeant six times during the 

new recruit’s probationary 

period to discuss progress. 

Detachment 

Commander 

Detachment 

Commander 

CDB 




Strategy – Promote a healthy workforce and healthy workplaces. 

Situational Assessment: Haldimand County Detachment is a youthful detachment. It is a proven fact that employees who are 

healthy and lead a healthy lifestyle are more likely to be happy and productive. When employees are fit to carry out their daily duties, 

the detachment benefits in terms of enhanced performance and reduced absenteeism. 

The policing environment is demanding and stressful and it is imperative that our members maintain a healthy lifestyle in a safe and 

healthy workplace. This is supported by Detachment Management ensuring that members are provided appropriate safety 

equipment and that policies for workplace safety are followed. The detachment has an active Joint Occupational Health and Safety 

Committee that meets quarterly and addresses safety concerns. The detachment also provides a gym with fitness equipment that is 

available to all members. All members have received training on the Workplace Violence Prevention Legislation (Bill 168) and the 

Workplace Discrimination and Harassment Prevention Policy in support of maintaining a healthy and comfortable work environment 

for all staff. 

The OPP provides access to an Employee Assistance Program for confidential counseling and members are encouraged to utilize 

this service required. It is inevitable that some of our members may experience situations requiring workplace accommodation and 

those members will be assisted in returning to work in accordance with legislative and OPP guidelines. 


Support, contribute and/or participate in the 

delivery of an annual Wellness Day at the local 

level. 

Utilize the Quarterly Accommodation Report to 

track, monitor and support meaningful work 

assignments. 

o 

o 

A fitness session held for 

employees to gauge their 

readiness to compete for 

their Ontario Police Fitness 

Award. 

Reviewed and submitted 

quarterly. 

Detachment 

Manager 

Detachment 

Manager 

All members receive training on Bill 168. o 100% compliance. Detachment 

Manager 

Provincial Police 

Academy 

Regional Human 

Resources Advisor 




Strategy – Enhance information management with technology. 

Situational Assessment: Haldimand County is participating in a pilot project with Norfolk County OPP Detachment to explore the 

benefits of utilizing Civilian Data Entry (CDE). The use of centralized data input in other Detachments has enhanced data integrity, 

uniform crime reporting and completion of tasks. Audits of our NICHE Record Management System (RMS) are done periodically 

throughout the year to ensure compliance with policy. 

It is crucial that as an organization we conduct ourselves in a manner that is transparent and accountable. We must meet the high 

standards expected of us by the public and that can only be achieved through regular auditing of our processes. Data integrity is key 

as we conduct analysis and review our performance management. As a detachment we are committed to quality assurance and 

ensuring that our tracking mechanisms are truly reflective of our performance. We can only improve if we are confident in knowing 

what we have accomplished and using that as a baseline to improve upon. The RDP process is dependent upon the accurate entry 

of information into our records management systems. We must remain cognizant of the importance of accurate data entry. 

Effectiveness Activities Indicators Lead Linkages 

Audit data quality of Niche RMS reports. o Audits will be completed 

monthly and errors will be 

tasked to the officers. 

o Audits of report quality and 

clearance information will 

be completed quarterly. 

CDE pilot project will be utilized by selected front- 

o Monthly audits of CDE 

line employees. 

Daily Activity Reporting (DAR) entries will be 

timely and accurate. 

Detachment 

Sergeants 

Detachment 

Managers 

Detachment 

usage will be conducted. Sergeants 

o Monthly compliance audits. Detachment 

Sergeants 

Communication 

and Technology 

Services Bureau 

(CTSB) 




Strategy – Effective financial management and fiscal accountability. 

Situational Assessment: As an organization, funded through the public treasury, we are accountable for effective fiscal management. 

This requires that detachment managers ensure all expenditures are necessary and approved. Regular audits of expenses will 

ensure that funds are being spent appropriately, and within the allotted budget. Overtime is one of the greatest expenditures that we 

have some control over. We will make sure that all overtime is pre-approved and only utilized when it is an operational necessity. 

Procurements will be prioritized and done in accordance with OPP and government purchasing policy. Fiscal responsibility was 

never more important than during these difficult economic times, and the Haldimand County OPP is committed to this principle. 

Our Fleet Manager ensures that our fleet is regularly maintained to achieve optimal performance. The detachment staff is committed 

to implementing ‘green strategies’ to assist in reducing the carbon footprint created through our work. This will include exploring the 

option of acquiring a multi-function unit to replace our dated technology for copying, faxing and scanning. 


Maximize workforce resources through the 

effective management of overtime, standby, callback 

and paid duty approvals. 

Ensure accurate monthly reporting on expenditure 

forecasts. 

Ensure uniform and civilian staff and managers 

are afforded financial training. 

o 

o 

o 

o 

o 

o 

Overtime is approved prior 

to being worked. 

Workforce impacts 

considered for all paid duty 

requests. 

Major community event 

security requirements 

reviewed for potential paid 

duty utilization. 

+/- 1% of expenditure 

forecasts. 

Civilian employees will 

attend the annual 

professional development 

training offered by Western 

Region. 

Sergeants will be provided 

opportunities to attend 

financial training. 

Detachment 

Manager 

Detachment 

Manager 

Detachment 

Commander 

BFSB 

BFSB 




Strategy #13 – Embed environmental responsibility into our culture and our business practices. 

Situational Assessment: Efforts are underway at Haldimand Detachment to utilize OPP resources in efficient ways thus 

complementing the practices of broader government strategies aimed at improving the life of Ontarians. For example, officers are 

continually reminded to be energy efficient and reduce their carbon footprint. 


Where possible, reduce vehicle idling times, 

ensure routine and complete vehicle checks, 

follow the OPP vehicle maintenance policy, 

maintain appropriate tire pressure and explore 

alternative vehicle climate control options. 

Implement sustainable "green measures" 

practices for meetings and conferences (e.g. 

carpooling, video/teleconferencing, reduced 

printing and reduced consumption of paper and 

disposables). 

o 

o 

o 

o 

Regular maintenance of 

vehicles. 

Printers are converted to 

double-side printing. 

Reduced use of paper. 

Employees carpool and 

teleconferencing is 

encouraged to reduce 

travel for all meetings. 

Detachment 

Sergeants 

Detachment 

Managers 

Detachment 

Managers 

Fleet, Supply and 

Weapons Services 

Bureau (FSWSB) 

Regional 

Headquarters 




Strategy – Continue to modernize equipment for all employees. 

Situational Assessment: Members of this detachment are provided with the latest technology available. For example, two cruisers 

are equipped with Mobile Workstations (MWS) with high speed modems. We will continue to explore options that new technology 

offers through open dialogue with our members. 


Provide solution-focused options for identified 

requirements/issues related to OPP fleet, clothing 

and equipment to the regional Clothing and 

Equipment Committee representative. 

o 

o 

Solicit valuable feedback 

from front-line members 

during meetings with the 

platoons. 

Ensure Mobile 

Workstations and 

computers receive latest 

upgrades. 

Detachment 

Manager 

FSWSB 


Business Plan 2011 

ONTARIO PROVINCIAL POLICE 

OPP Programs and Services: 

24-Hour Proactive and Reactive Policing/Investigation 

Aboriginal Policing 

Auxiliary Policing 

Aviation 

Behavioural Sciences and Analysis 

Canine 

Chemical, Biological, Radiological, Nuclear 

and Explosive Response 

Child Exploitation Investigation 

Communications 

Community Policing 

Complaint Investigation 

Court Case Management 

Crime Prevention 

Crime Stoppers 

Crisis Negotiations 

Differential Response 

Drug Enforcement 

E-Crime (Electronic Crime) 

Emergency Planning and Response 

Forensic Identification 

Hate Crimes/Extremism Investigation 

Illegal Gaming Investigation 

Incident Command 

Intelligence 

Major Case Management 

Marine/Motorized Snow Vehicle/All-terrain Vehicle 

Media Relations 

Offender Transportation 

Ontario Sex Offender Registry 

Organized Crime Investigation 

Protective Services 

RIDE (Reduce Impaired Driving Everywhere) 

Search and Rescue 

Surveillance - Electronic and Physical 

Tactics and Rescue 

Technical Traffic Collision Investigation 

Traffic Safety 

Training 

Underwater Search and Recovery 

Urban Search and Rescue 

ViCLAS (Violent Crime Linkage Analysis System) 

Victim Assistance 

The above list corresponds with The Adequacy & Effectiveness 

of Police Services Regulation (Adequacy Standards, O. Reg. 3/99). 

The list further provides an overview of various OPP programs 

and services but should not be considered complete.

Haldimand County 

DETACHMENT 

72 Highway #54, Box 148 

Cayuga, Ontario 

N0A 1E0 

Tel: (905) 772-3322 

Fax: (905) 772-5815 

www.opp.ca

Haldimand County

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