FIVE-YEAR STRATEGIC PLAN 2019-2023

FIVE-YEARSTRATEGIC PLAN

2019-2023

Canton Public Safety Department’s

Five-Year Strategic Plan2019-2023

TABLE OF CONTENTS

INTRODUCTION........................................1

HISTORY OF ORGANIZATION...............2

FINANCING..................................................3

MESSAGE FROM THE DIRECTOR.........4

ORGANIZATIONAL CHART....................5

FIRE DEPARTMENT: Introduction...........................................7 SWOT Analysis......................................8 Goals......................................................10 Exhibits.................................................29

POLICE DEPARTMENT: Introduction.........................................37 SWOT Analysis....................................38 Goals......................................................40 Exhibits.................................................48

PUBLIC SAFETY DEPARTMENT: Introduction..........................................54 Goals.......................................................55

PROGRESS...................................................69

Five-Year Strategic Plan2019-2023

INTRODUCTION

Th e Charter Township of Canton is a 36-square mile suburban community located in western-Wayne County, Michigan. Th e 2010 Census listed the Township’s population at 90,173, but it is educatedly-estimated to be closer to 97,000 residents in 2018.

Th e Township is governed by an elected board of seven members, currently comprised of: Supervisor Pat Willliams, Clerk Michael Siegrist, Treasurer Dian Slavens, and four Trustees: John Anthony, Sommer Foster, Ann MarieGraham-Hudak and Steve Sneideman.

Th e Public Safety Department is led by Director Joshua C. Meier, who has been with the department for over 21 years. His executive command staff consists of Christopher Stoecklein, Deputy Director of Fire; Chadwick Baugh, Deputy Director of Police; Jamie Strassner, Deputy Chief of Fire; and Craig Wilsher, Deputy Chief of Police. Th e Canton Public Safety Department consists of Police, Fire, Ordinance Enforcement and Emergency Management, along with a consolidated administration, dispatch, and records bureau.

Th e Public Safety Department’s headquarters is located at 1150 S. Canton Center Road, adjacent to the Canton Administration Building. Th e headquarters facility houses the police department offi ces, communications center, lock-up facility, records bureau and administrative offi ces. Th e fi re department has three stations: Fire Station #1 is located on Canton Center Road, next to the headquarters; Station #2 is on Warren Road, just west of Haggerty; and Station #3 is on Denton Road, just north of Cherry Hill.

Th e following individuals are being recognized for theircontributions to this Five-Year Strategic Plan:

■ External Stakeholders: John Anthony, Huma Mangla,Darian Moore, Rick Ricardi, Th omas Paden, Steve Sneideman,Paul Talwar, and Kurt Tyskiewicz

■ Public Safety Department Staff ■ Canton Board of Trustees

Th ank you for your participation,

THE 2019-2023 STRATEGIC PLANNING TEAM: Joshua C. Meier, Director of Public Safety Chadwick Baugh, Deputy Director of Police Christopher Stoecklein, Deputy Director of Fire Jamie Strassner, Deputy Chief of Fire Craig Wilsher, Deputy Chief of Police Barbara Caruso, Executive Assistant to the Director Denise Bejma, Secretary to the Director

1

Canton Public Safety Department

HISTORY

Th e fi rst public safety entity to form in Canton was that of a volunteer fi re department in 1955.

In 1961, Canton became a Charter Township, consisting of 5,300 residents. Fire services continued to be provided by volunteer fi refi ghters. Police services were provided to residents by way of the Wayne County Sheriff ’s Depart-ment or the Michigan State Police.

In 1972, the community consisted of approximately 16,000 residents. Th e Township’s Board of Trustees established a full-time professional fi re department, providing for nine full-time fi refi ghter positions.

In 1978, the community consisted of approximately 28,000 residents. It was this year the Canton Township Board of Trustees established a full-time professional police department to consist of 20 full-time police offi cers.

In 1984, development in Canton began to accelerate. Housing was the main commodity and people began moving into this vibrant, growing community. Canton was becoming one of the premier communities in which to reside in southeast Michigan. Th e Board of Trustees commissioned a study of the police department for the purposes of examining and determining methods to increase the agency’s effi ciency and eff ectiveness. Th e study refl ected a need for change in the organization, starting with the hiring of a new Police Chief who was hired in 1985, the same year Canton’s newly constructed Public Safety facility opened on Center Center Road

In 1987, Canton’s population had swelled to 60,815 residents. Th ere were 26 sworn fi refi ghters, 50 sworn police offi cers and 9 civilian employees. Th e Board of Trustees adopted the formation of a nominally-consolidated Depart-ment of Public Safety. Under this nominal consolidation, police and fi re services remained fully-staff ed separately, but administration, dispatch, and records were consolidated. In addition to the creation of the new Director of Public Safety position, the most notable immediate change was to the dispatcher position. Along with answering calls and dispatching both police and fi re, the position would be tasked with the duties of booking offi cer and jail attendant, making their new title that of Public Safety Offi cer (PSO), later changed to Public Safety Service Offi cer (PSSO). Th e position was a new concept to relieve offi cers of the time-consuming tasks of booking prisoners.

During the 1990’s and into the 2000’s, the Department has main-tained this overall model of organizational structure, with minor internal changes occurring as necessary to meet operational/fi nancial needs of the agency.

Today, Canton’s population is best-estimated at 97,000 residents. Th e Public Safety Department is budgeted for 68 sworn fi refi ght-ers, 93 sworn police offi cers and 41 civilian support positions; for a grand total of 202 budgeted Public Safety positions.

2


FINANCING

Canton Public Safety Department20-YEAR MILLAGE HISTORY

Th e Canton Public Safety Department is funded by a dedicated Public Safety millage on real property. Voters approved a dedicated Fire millage rate in 1976 (1.5 mills), and a dedicated Police millage in 1977 (2.0 mills). Th e combined Public Safety millage rate at the time of the department’s consolidation in 1987 was 8.52 mills. Th e ratewas most recently set at 9.52 mills in 2017.

Th e Fire and Police Department’s annual operating budgets include salaries, fringe benefi ts, capital, and operational expenses. Th e Fire Department’s current budget is approximately $15 million, and the Police Department’s isapproximately $20 million.

As a regular practice, both the Fire and Police Departments actively seek out federal and local grant funding oppor-tunities for personnel costs and capital equipment purchases that might otherwise not occur.

Th e Police Department also utilizes revenue generated from state and federal forfeiture laws, which provide funding as a result of adjudicated criminal and drug-related cases.

3

Message from the Director

JOSHUA C. MEIER

As Director of Canton Public Safety I am honored to serve the Department and community alike, and as such,I am pleased to introduce our Five-Year Strategic Plan, 2019 – 2023.

Th e Canton Public Safety Department is a nominally consolidated department consisting of separate police, fi re, and ordinance enforcement. Th ese departments are fully staff ed and receive support services from a consolidateddispatch, administration and records bureau. Th is method of operation allows for effi cient coordination of public safety services and cost eff ectiveness.

Th is Five-Year Strategic Plan represents a collaborative approach that included internal and external stakeholders who provided input through a SWOT (Strengths, Weaknesses, Opportunities, and Th reats) analysis of our orga-nization. Th e results were then used to establish not just a written document but also a management tool thatwill be used on an annual basis to ensure that as a department we remain committed to our core values, mission, and philosophy of continuous improvement.

Th e department uses a data driven approach to planning which allows our agency to identify areas of defi ciency early, and then implement a results-driven approach to improving our delivery of service. Th is plan and the incor-porated goals are the foundation for a meaningful and measurable approach to advancing our organization byenhancing our service model and supporting our workforce. Furthermore, because of the direct correlationbetween this plan and the Township’s budget process, our citizens will surely realize increased accountability and transparency.

Th is plan is a fl uid document that takes a unifi ed, purpose-driven, and performance-oriented approach to problem solving, and will serve as an organizational blueprint as we set priorities, goals, and resources to focus our eff orts

toward a common goal. As this plan is implemented we are commit-ted to measuring the performance through an evaluation of outcomes to ensure we are meeting our goals and addressing the needs of our stakeholders.

I would like to personally thank everyone who participated in this process for their dedication and willingness to provide a candidappraisal of our organization. I would also like to thank ourTownship Board and residents for their continued support. I, along with the entire Public Safety Department, look forward to serving you over the next fi ve years.

Respectfully, Joshua C. MeierJoshua C. MeierDirector of Public Safety

4

Canton Public SafetyORGANIZATIONAL CHART

Director of Public Safety

DEPUTY DIRECTORFIRE

DEPUTY CHIEFFIRE

EMS

SUPPRESSION

PREVENTION

INSPECTION

IT SYSTEMS

DISPATCH

DEPUTY DIRECTORPOLICE

DEPUTY CHIEFPOLICE

PATROL

INVESTIGATIONS

ORDINANCE

RECORDS

IT SYSTEMS

DISPATCH

LOCK ‐ UP

Emergency

Management

5

Canton Fire Department’s

Five-YearStrategic Plan

2019-2023

Joshua C. Meier, Director of Public SafetyChristopher Stoecklein, Deputy Director of Fire

Jamie Strassner, Deputy Chief of Fire

Canton Fire Department

INTRODUCTION

Th e Canton Fire Department is a full-service agency, providing fi re suppression, prevention and ACLS emergency medical service. Th e Department is led by the Director of Public Safety, and is overseen by the Deputy Director and Deputy Chief, working with a command staff comprised of three Battalion Chiefs, nine Captains and one Fire Marshal. Additional staffi ng includes 51 Firefi ghter/Paramedics, two Fire Inspectors, two clerical support staff , con-solidated dispatch and support staffi ng. Th ree fully-staff ed fi re stations are in operation throughout the Township responding to calls 24/7.

In developing this Strategic Plan, department personnel were invited to take part in a SWOT analysis (Strengths, Weaknesses, Opportunities & Th reats) to identify key factors that aff ect the organization’s performance. Input from this process was utilized in establishing goals to keep the Department operating at maximum effi ciency. Concerns expressed by the employees included shift staffi ng to accommodate the increased run volume, improving GIScapabilities in the fi re stations and vehicles, and addressing the health and wellness of fi refi ghters working 24-hour shift s in a high-stress career.

In addition to seeking employee input, the Strategic Planning Team recruited the eff orts of external stakeholders to participate in the same SWOT analysis process, bringing the community’s perspective into consideration byincluding residents, elected offi cials and business leaders. Th is group’s input was utilized for establishing goals that work toward enhancing the mission of serving and protecting the community through the delivery of excellent fi reservice. Overwhelmingly, the group provided positive feedback about their perception of the Department. Some of the concerns expressed included maintaining and/or improving response times, maintaining a full-service fi re and

emergency medical service agency, incorporating diversity and train-ing into the workforce, and ensuring the Department has the neces-sary equipment to accomplish their tasks.

Working with the results of the above processes, the leadership team established the following goals with corresponding objectives for the Fire Department specifi cally, and for the Public Safety employee staff at-large.

It is the intent of the Strategic Planning Team to review this document annually, ensuring that benchmarks are being met and that the intent of the plan is being accomplished. Th is Plan is a fl uid document that is subject to adjustments as needed to meet the mission, with any fi nancial impact decisions being brought to the Canton Board of Trustees for consideration of approval.

Th e following goals have been selected to accomplish the needs of the community and staff as mentioned above.

7

Employees Command Staff Support from Elected

Officials & Community Training Equipment

Strengths

Staffing Level Dispatch Outdated

Equipment/Technology Station Location Department Traditions

Weaknesses

Rapid Growth(Residential/Commercial)

Training/EMS/PublicEducation/Sgt. Positions

Cadet Program/FireAcademy

Fire Prevention

Opportunities

Call Volume Recruitment/Retention

Challenges Assisted Living

Facilities/AgingCommunity

Traffic/Roads Service

Reduction/Privatization

Threats

FIRE DEPARTMENT SWOT ANALYSIS

SWOT

8

Professional / Polite Good Response Times Great Relationships

Within the Community

Strengths

Hire More Diversity inWorkforce

Provide MoreCommunity RelationsOpportunities

Increase Manpower forQuicker ResponseTimes

Weaknesses

Hire the Best Candidates Maintain/Improve

Services (Don’t reduce) Invest in Training

Opportunities & Resources

Opportunities

School Safety Challenge to Keep

Improving Social Media

Threats

EXTERNAL STAKEHOLDERSSWOT ANALYSIS

SWOT

9

CANTON FIRE

Goal 1

Develop and Implement a Workforce Plan

Timeline: Annually

20232022202120202019

Township Goal:

Infrastructure-Expand Public Safety Services

Assignment:

Deputy Director

Financial Impact:

See detailed addendum.

Objective 1.1

Analyze the current staffing levels and forecast the needs in all divisions to maintain the service level objectives set forth by NFPA standards and the Township Board.

Strategy 1.1.1 Conduct an annual staffing analysis based on NFPA 1710 standards and community growth/demand. Recommending to hire (6) Firefighter/Paramedics in 2019.

Strategy 1.1.2 Annually research and apply for alternate funding sources. 2018 FEMA Safer Grant awarded for (6) Firefighters.

Strategy 1.1.3 Make staffing recommendations to the Township Board consistent with the findings of the staffing analysis.

Measures of Success Meet NFPA 1710 standard 90% responses.

10

CANTON FIRE

Goal 1


Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Captain

Firefighter

Financial Impact:

Utilize existing funds budgeted in fire fund for recruitment and marketing materials.

Objective 1.2

Analyze recruitment and retention efforts for firefighters to maintain service level objectives.

Strategy 1.2.1 Analyze recruitment and retention efforts of other agencies throughout the state and nation.

Strategy 1.2.2 Develop network for promoting and advertising the benefits of working for Canton Township.

Strategy 1.2.3 Develop cadet program/duel enrollment at high school for recruitment of young personnel in the fire service.

Measures of Success Full staffing levels and enrollment in cadet program.

11

CANTON FIRE

Goal 2

Analyze and Modify the EMS System

Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Deputy Director

Deputy Chief

Financial Impact:

None; unless impacted by a negotiated contract change.

Objective 2.1

Complete a department wide staffing analysis to determine minimum staffing levels during specific times of the day and shift schedules that are adequate to maintain the service level objectives set forth by the Township Board, community growth and demand for service.

Strategy 2.1.1 Staffing analysis based on workload and time of day to be completed on an annual basis, taking into account community growth.

Strategy 2.1.2 Recommend and negotiate shift schedules to maximize workforce efficiency.

Strategy 2.1.3 Department will evaluate and monitor billing practices set forth by national standards on an annual basis.

Measures of Success Meet NFPA 1710 standard 90% responses.

12

CANTON FIRE

Goal 2


Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Deputy Chief

Financial Impact:

None; analysis only.

Objective 2.2

Evaluate nursing homes and assisted living facilities to determine impact on services.

Strategy 2.2.1 Analyze department data to determine run volume per bed, per year for all assisted living and nursing facilities.

Strategy 2.2.2 Analyze type of calls and response mode to assisted living and nursing facilities.

Strategy 2.2.3 Determine financial impact of nursing and assisted living facilities on CFD.

Measures of Success Complete records for a 5 year period.

13

CANTON FIRE

Goal 2


Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Deputy Chief

Financial Impact:

None; evaluation only.

Objective 2.3

Evaluate the effects of the aging community on services.

Strategy 2.3.1 Analyze census predictions of future residents.

Strategy 2.3.2 Evaluate current workload on existing services.

Strategy 2.3.3 Identify future service needs and effects of increased workload.

Measures of Success Complete records for a 5 year period.

14

CANTON FIRE

Goal 2


Timeline:

20232022202120202019

Township Goal:


Assignment:

Battalion Chief

Firefighter

Financial Impact:

None; analysis only.

Objective 2.4

Analyze the need for Community Paramedic Program within CFD.

Strategy 2.4.1 Research state and national laws regarding the implementation of Community Paramedic Program.

Strategy 2.4.2 Conduct cost analysis associated with a Community Paramedic Program implementation.

Strategy 2.4.3 Evaluate and analyze benefits of Community Paramedic Program.

Measures of Success Benchmarks that have been set by the person responsible in order to evaluate if the strategy is successful. Measures of Success Recommendation on the implementation and legality of a Community Paramedic Program.

15

CANTON FIRE

Goal 3

Maintain a High Level of Service to the Community Through the Maintenance and Acquisition of Physical Resources

Timeline:

20232022202120202019

Township Goal:


Assignment:

Deputy Director

Captain

Financial Impact:

TBD based on Board of Trustees review of contracted needs analysis.

Objective 3.1

Continue planning and construction of fire station two.

Strategy 3.1.1 Continue working with fire station two planning committee to complete construction of the fire station.

Measures of Success Completed fire station.

16

CANTON FIRE

Goal 3


Timeline:

20232022202120202019

Township Goal:

Infrastructure-Expand Public safety Services

Assignment:

Deputy Director

Deputy Chief

Financial Impact:

Estimated projection possible following rebuild of Fire Station #2.

Objective 3.2

Evaluate response areas and requirements for fire station four.

Strategy 3.2.1 Analyze call volume and response times to southeast corner of the township.

Strategy 3.2.2 Recommend facility location and apparatus to meet the needs of the community growth and call volume to the southeast area of the township.

Strategy 3.2.3 Develop plan for design and construction of station four.

Measures of Success Location and cost for fire station four.

17

CANTON FIRE

Goal 3


Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Deputy Director

Captain

Township Fleet Supervisor

Financial Impact:

See fleet replacement recommendation addendum.

Objective 3.3

Review recommended fleet replacement schedule and replace vehicles according to NFPA standards and Township Fleet Services maintenance recommendations.

Strategy 3.3.1 Utilize apparatus committee to determine departmental needs for each apparatus.

Strategy 3.3.2 Receive bids on prospective apparatus according to replacement chart.

Measures of Success Updated replacement chart and vehicles purchased upon replacement timeline.

18

CANTON FIRE

Goal 3


Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Deputy Director

Maintenance Manager

Financial Impact:

Identified repairs would be submitted through the annual fire budget process.

Objective 3.4

Evaluate facilities maintenance schedule and capital improvement needs of the fire facilities.

Strategy 3.4.1 Work with Facilities Maintenance to establish Capital Improvement Plan for all fire facilities.

Strategy 3.4.2 Identify and repair priority issues.

Strategy 3.4.3 Budget foreseen capital repair expenses.

Measures of Success Forecast a three year improvement plan and budget accordingly.

19

CANTON FIRE

Goal 3


Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Battalion Chief

Captain

Financial Impact:

Identified repairs would be submitted through the annual fire budget process.

Objective 3.5

Inventory and evaluate equipment in need of replacement or upgrade.

Strategy 3.5.1 Inventory all station and apparatus tools and equipment.

Strategy 3.5.2 Identify outdated/damaged equipment.

Strategy 3.5.3 Research new equipment and provide needs assessment for CFD.

Measures of Success Forecast a multiple year budget.

20

CANTON FIRE

Goal 4

Ensure Core Programs Meet Service Delivery Demands

Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Deputy Chief

Battalion Chief

Captain

Financial Impact:

Utilize funds budgeted in the fire training account.

Objective 4.1

Evaluate and monitor training program to ensure all requirements are met with the State of Michigan, MIOSHA, NFPA and department standards.

Strategy 4.1.1 Evaluate current delivery of EMS and fire continuing education and make recommendations for changes to the system.

Strategy 4.1.2 Establish personnel evaluations for the department and a system to track progress. Utilize the evaluation to highlight successes and identify weaknesses.

Strategy 4.1.3 Develop and publish a procedure for single family house and high rise fires.

Measures of Success Meet and document all required training from MIOSHA, State of Michigan and NFPA.

21

CANTON FIRE

Goal 4


Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Fire Marshal

Financial Impact:

Utilize funds within the fire budget.

Objective 4.2

Evaluate and monitor Fire Prevention activities.

Strategy 4.2.1 Collect data on residents and businesses which utilize department provided training - extinguisher, CPR and car seat checks.

Strategy 4.2.2 Identify needs and establish a program to educate and deliver high quality programs to the public.

Measures of Success Public feedback through surveys to determine if needs of the community are being met.

22

CANTON FIRE

Goal 4


Timeline:

20232022202120202019

Township Goal:


Assignment:

Fire Marshal

Financial Impact:

$5,000 for pre-plan survey software updates.

Objective 4.3

Enhance pre-fire survey information into software readily available to firefighters on scene.

Strategy 4.3.1 Upload latest building information, SARA Title III and pictures into software that is available to firefighters.

Strategy 4.3.2 Upload hydrant locations into software.

Measures of Success Complete surveys available for all businesses to all suppression in field.

23

CANTON FIRE

Goal 4


Timeline:

20232022202120202019

Township Goal:


Assignment:

Fire Marshal

Financial Impact:

None.

Objective 4.4

Develop a voluntary residential inspection program.

Strategy 4.4.1 Develop program to perform residential inspections and educate the public of common hazards in their home.

Strategy 4.4.2 Advertise service through social media, department and township websites, HOA meetings.

Measures of Success Public feedback through surveys to determine if needs of the community are being met. Residential Inspection Program implemented.

24

CANTON FIRE

Goal 4


Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Deputy Chief

Financial Impact:

None.

Objective 4.5

Evaluate accreditation process.

Strategy 4.5.1 Establish a list of changes/improvements made through the accreditation process to date.

Strategy 4.5.2 Identify resources needed to complete process.

Strategy 4.5.3 Identify resources needed to begin re-accreditation process.

Measures of Success Accredited agency.

25

CANTON FIRE

Goal 5

Analyze and Modify Dispatch Model to Meet Current and Future Service Delivery Requirements

Timeline:

20232022202120202019

Township Goal:


Assignment:

Deputy Director

Deputy Chief

Financial Impact:

Estimated cost: $30,000.

Objective 5.1

Improve response times by leveraging technology that reduces reaction time.

Strategy 5.1.1 Request bids for alerting system.

Strategy 5.1.2 Install lighting and equipment in each fire station.

Measures of Success High functioning firefighters and public safety service officers upon completion. Measures of Success NFPA 1710 standard met 90% of responses.

26

CANTON FIRE

Goal 5


Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Deputy Chief

Financial Impact:

TBD based on project recommendations and budget review process.

Objective 5.2

Enhance GIS capabilities.

Strategy 5.2.1 Use GIS to establish response districts.

Strategy 5.2.2 Use GIS for future analysis of response times, staffing studies and pre-plans.

Measures of Success NFPA 1710 standard met 90% of responses.

27

CANTON FIRE

Goal 6

Enhance Programs to Address Immediate and Long Term Mental Health, Physical Health and Wellness Issues of Our Members

Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Deputy Director

Wellness Committee

Financial Impact:

TBD based on project recommendations and budget review process.

Objective 6.1

Evaluate a yearly physical program.

Strategy 6.1.1 Identify need and benefits of a program.

Strategy 6.1.2 Develop program guidelines/policy.

Strategy 6.1.3 Evaluate the financial impact of a program.

Measures of Success Program/Policy established.

28

CANTON

FIRE

68 74

139

STAFFING COMPARISON

Current Staffing

Proposed 2019Staffing (6 AdditionalFF's)

NFPA MidwestAverage is 1.43 per1,000 for Population25,000 - 249,000

7573 7673

8181

8847

63

64 64

6565 65 65

68

2015 2016 2017 Projected 2018

AUTHORIZED/AVERAGESTAFFING LEVELS

Total Callsfor Service

AverageStaffing

AuthorizedStaffing

29

CANTON

FIRE

6453

6882

6478

68987058

7493

78198103

EMS Calls for Service Patient Contact

EMS & PATIENT CONTACT CALLS FOR SERVICE COMPARISON

2015 2016 2017 2018 Projected

7573 7673

8181

8847

89 87 98

2015 2016 2017 2018 Projected

TOTAL CALLS FOR SERVICE & MUTUAL AID REQUESTED

Total Calls for Service Mutual Aid Requested

50

30

CANTON

FIRE

7573 7673

8181

8847

0:07:14

0:08:020:08:11

0:08:20

0:06:53

0:07:17 0:07:16

0:07:35

2015 2016 2017 2018

AVERAGE RESPONSE TIME

Total Calls for Service Fire Average Response TimeEMS Average Response Time

9561061

1452

682 682

931

1.4

1.56 1.56

2017 2018 Projected

ASSISTED LIVING FACILITIES

Incident Count Beds

2019 Projected

Runs Per Bed31

CANTON

FIRE

Monday1120

Tuesday1197

Wednesday1281

Thursday1138

Friday1207

Saturday1114

Sunday1124

2017 CALL DISTRIBUTION BY DAY

205

180

184

148

139 17

2 200

306 34

8 403

466 48

8 506

443 47

445

446

3 486

428

420

389

313 322

244

0:00

1:00

2:00

3:00

4:00

5:00

6:00

7:00

8:00

9:00

10:0

011

:00

12:0

013

:00

14:0

015

:00

16:0

017

:00

18:0

019

:00

20:0

021

:00

22:00

23:0

0

2017 CALL DISTRIBUTION BY HOUR

32

CANTON

FIRE

2019 2020 2021 2022 2023

Salary/Fringes Per Firefighter

$76,102 $91,522 $107,206 $120,987 $135,606

Uniforms/Equipment $9,517 - - - -

SUB TOTAL $85,619 $91,522 $107,206 $120,987 $135,606

Safer Grant Positions (2018) x 6

TOTAL $513,714 $549,132 $643,236 $725,922 $813,636

Safer Grant Allocation ($338,310) ($338,310) ($157,878) $0 $0

GRAND TOTAL $175,404 $210,822 $485,358 $725,922 $813,636

PROJECTED FINANCIAL IMPACTHIRE 6 FIREFIGHTERS WITH SAFER GRANT

33

CANTON

FIRE

ProjectedReplacement

Year

Year/ Number Type Make Division Mileage

Estimated Replacement

Cost

2018 08-C2 SUV Ford Suppression 42,818 $ 50,000.00

2019 02-E6 Apparatus American LaFrance Suppression 165,388 $ 570,000.00

2021 00-U1 Utility Ford Suppression 47,842 $ 48,709.00

2021 11-C4 Car Ford Fire Admin/Prevention 27,692 $ 26,520.00

2021 13-S3 Rescue Freightliner Suppression 118,096 $ 233,665.00

2021 06-E1 Apparatus Pierce Suppression 130,564 $ 600,000.00



2023 13-C6 SUV Ford Fire Admin/Prevention 23,276 $ 33,785.00





2024 NEW Rescue Freightliner Suppression 1,000 $ 240,000.00

2025 15-C5 SUV Ford Fire Admin/Prevention 30,100 $ 35,150.00

2025 04-U2 Truck Ford Suppression (Grass) 40,883 $ 48,709.00

2026 07-E3 Apparatus Pierce Suppression 34,221 $ 1,324,897.00

2027 03-T1 Apparatus KME Suppression 14,864 $ 595,338.00

2028 18-C3 Truck Ford Fire Admin/Prevention 0 $ 30,000.00


2032 17-U4 Utility Pierce Suppression 1,271 $ 649,000.00



2032 18-C1 SUV Ford Fire Admin/Prevention 905 $ 30,000.00

No Replacement 00-U6 Utility Freightliner Suppression $ 0.00

VEHICLE REPLACEMENT PLAN

CANTON

FIRE

Estimated Response Time

4 Minutes 8 Minutes

6 Minutes 10 Minutes

Proposed Fourth Fire Station

Existing Three Fire Stations

Fire Station Boundary

1

3

2

3

2

1

4

ESTIMATED RESPONSE TIME WITH EXISTING FIRE STATIONS

ESTIMATED RESPONSE TIME WITH FOUR FIRE STATIONS

Canton Police Department’s


2019-2023

Joshua C. Meier, Director of Public SafetyChadwick Baugh, Deputy Director of Police

Craig Wilsher, Deputy Chief of Police

Canton Police Department

INTRODUCTION

Th e Canton Police Department is an internationally accredited law enforcement agency providing 24/7 enforcement of criminal laws, criminal investigations, civil intervention, traffi c enforcement, community engagement, and lock up facilities. Th e Department is led by the Director of Public Safety, and is overseen by the Deputy Director and Deputy Chief, working with a command staff comprised of fi ve Lieutenants and 11 Sergeants. Additional staffi ng includes 74 Police Offi cers, fi ve Ordinance Offi cers, 18 Public Safety Service Offi cers (shared with Fire), six technical and 10 clerical support staff .

Th e process for developing the Strategic Plan was two-fold and included input from the Department’s employee group and from an external stakeholders group made up of community residents, business leaders, and elected offi cials. SWOT (Strengths, Weaknesses, Opportunities & Th reats) analysis opportunities were provided to both groups, with relevant input being gathered at each session.

Th e employee groups’ main concern was related to shift staffi ng levels for patrol, investigations and call taker/jail attendant (PSSO) duties. Th ey listed the need for technological enhancements, which brings with it a need for increased space to accommodate the new E-911 and dispatch technologies. Th e group also expressed concernsregarding the mental and physical well-being of offi cers who experience traumatic events as well as the day-to-day wear down this career brings.

Th e stakeholders group provided a perspective from the outside looking in, citing many positives about the Depart-ment. Th ey lauded the exceptional reputation of the Department and their love of the Community Relations and Community Outreach programs off ered. Th e concerns expressed by this group centered on maintaining status quo:

maintaining good response times, maintaining a well-trained staff , and maintaining the current service levels the community has come to enjoy and expect. Th e group also expressed the need to continue to seek out diversity and training within the workforce.

Upon compilation of the results gathered from both groups, the following goals for the department’s next fi ve years were established for the Police Department and for the dispatch center. Th is plan will be reviewed annually by the Strategic Planning Team to ensure the Department is moving in the direction of accomplishing the goals in a timely and effi cient manner. If it is recommended that a course of action change, adjustments will be made, with any fi nancial requests being brought before the Township’s Board of Trustees for consider-ation.


37

Employees Service Level Support from Elected

Officials Training Equipment Command Leadership

Strengths

Staffing Level Youthful/Inexperienced

Department Outdated Equipment Lack of Training/Training

Facilities Security

Weaknesses

Young Workforce, Including Command

Rapid Growth inCommunity

Technology/Social Media Consortium/Resource

Sharing Community Engagement

Opportunities

Security Mental Health High School Campus

Population/Security Declining Surrounding

Communities Recovery Centers

Threats

POLICE DEPARTMENTSWOT ANALYSIS

SWOT

38

Professional / Polite Good Response Times Great Relationships

Within the Community

Strengths

Hire More Diversity inWorkforce

Provide MoreCommunity RelationsOpportunities

Increase Manpower forQuicker ResponseTimes

Weaknesses

Hire the Best Candidates Maintain/Improve

Services (Don’t reduce) Invest in Training

Opportunities & Resources

Opportunities

School Safety Challenge to Keep

Improving Social Media

Threats

EXTERNAL STAKEHOLDERSSWOT ANALYSIS

SWOT

39

CANTON POLICE

Goal 1


Timeline: Annually

20232022202120202019

Township Goal:

Infrastructure – Expand Public Safety Services

Assignment:

Deputy Director

Financial Impact:

Analysis result recommendations to be discussed annually during police budget process.

Objective 1.1

Improve response capabilities.

Strategy 1.1.1 Complete a department wide staffing analysis to determine minimum staffing levels that are adequate to maintain the service level objectives set by the external stakeholders, internal stakeholders, and the best practices of law enforcement. (2019-2023)

Strategy 1.1.2 Examine national and state best practice standards against the current staffing level to provide context for Township Board. (2019-2023)

Strategy 1.1.3 Utilize systematic staffing process, crime analysis, and industry standards to understand how to maintain our current service levels and what it will take to increase our responsiveness. This includes civilian support and field services supervised by the Police Department. (2019-2023)

Measures of Success Staffing analysis will be based on performance measures and identified industry standards within the strategy list above by November of each year.

40

CANTON POLICE

Goal 2

Increase Department Staffing Levels

Timeline:

20232022202120202019

Township Goal:


Assignment:

Deputy Director

Financial Impact:

See detailed addendum.

Objective 2.1

Increase personnel strength through annual examination and fiscal compliance.

Strategy 2.1.1 Enhance personnel allocations to mirror community expectations and service levels set forth by the Township Board. (2019)

Strategy 2.1.2 Focus initiatives to ensure proper results with annual staffing needs and financial analysis. Recommending to hire (4) Police Officers in 2019.

Strategy 2.1.3 Increase supervisory personnel to relieve shift supervisors of administrative duties and dedicating those resources to daily operational functions. (2020)

Measures of Success Staffing allocations will be based on the community needs and will occur every 6 months after analysis of the previous period’s results. The expected result is to ensure 75% of personnel are allocated to the field with a plan to improve the quality of life for Canton stakeholders.

41

CANTON POLICE

Goal 2

Increase Department Staffing Levels

Timeline:

20232022202120202019

Township Goal:


Assignment:

Deputy Director

Financial Impact:

Estimated for (6) part-time salaries: $96,000 (2019).

Objective 2.2

Establish a Public Safety Aid (PSA) position within the Police Department.

Strategy 2.2.1 Create a job description for the PSA position that will perform a variety of duties such as, but not limited to, prisoner booking, front desk, etc.

Strategy 2.2.2 Fill 6 PSA positions to provide coverage between the hours of 0900 – 2300.

Measures of Success Reallocate job tasks to PSA’s to increase service levels in the dispatch center.

42

CANTON POLICE

Goal 3

Enhance Police Partnerships

Timeline: Annually

20232022202120202019

Township Goal:

Livable/Walkable/Attractive Community

Assignment:

Deputy Chief

Financial Impact:

None.

Objective 3.1

Increase overall law enforcement effectiveness in the digital environment.

Strategy 3.1.1 Enhance investigative forensics capabilities through cooperative efforts and exchange of services.

Strategy 3.1.2 Research data/intelligence gathering (i.e., smart phones, tablets) for increased investigative leads.

Strategy 3.1.3 Improve service delivery for property crimes prevention through increased staffing and realignment of staffing.

Strategy 3.1.4 Evaluate the need of our crime analysis real time program expansion to mitigate the impact of crime, crime series, and mitigate overall personnel needs.

Measures of Success Cost mitigation exploration and partnerships to off-set the cost of policing in the digital environment. The expectation is to develop a responsive process for all forensic evidence to increase police efficiency.

43

CANTON POLICE

Goal 4

Enhance Police Community Engagement

Timeline: Annually

20232022202120202019

Township Goal:

Livable/Walkable/Attractive Community

Assignment:

Community Policing Officer

Police Lieutenant

Financial Impact:

Minimal utilization of budgeted police community promotion funds.

Strategy 4.1.1 Establish a process to identify and target at-risk youth for potential intervention and development. (2019-2023)

Strategy 4.1.2 Engage youth groups with community engagement and recruiting teams. (2019-2023)

Strategy 4.1.3 Advance and continue community partnerships with our diverse religious groups to promote unity, recruit potential employees, and to embrace a culture of transparency through public outreach. (2019-2023)

Strategy 4.1.4 Utilize social media consistently to promote policing efforts and educational programs. (2019-2023)

Objective 4.1

Advance community engagement efforts.

Measures of Success Produce yearly results documenting the efforts and compare against various streams of feedback. Expectation of an 8% reduction in juvenile crime, plus a surge of police employee applicants from a diverse applicant base.

44

CANTON POLICE

Goal 5

Recruitment and Retention of Personnel

Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Deputy Director

Financial Impact:

Minimal utilization of budgeted police community promotion funds.

Objective 5.1

Invest in a long term plan to recruit, hire and retain officers by promoting an environment of enrichment, expanding professional development opportunities and providing clear paths for employee advancement.

Strategy 5.1.1 Hiring, training and retaining quality employees to provide exceptional customer service. (2019-2023)

Strategy 5.1.2 Maintain comprehensive recruitment approach and outreach team focused on a diverse applicant base. (2019-2023)

Measures of Success Identify the rate of employee retention during training and post-training for the PSSO group and Police Officer group in comparison to the rate for this 5 year plan. Produce 5 year retention rate report in 2023 for the Township Supervisor.

45

CANTON POLICE

Goal 6

Enhance Evidence Based Technology

Timeline:

20232022202120202019

Township Goal:


Assignment:

Deputy Chief

Financial Impact:

Estimated $250,000 for new body camera system.

Objective 6.1

Leverage IT enhancements to improve outcomes.

Strategy 6.1.1 Incorporate robust investigative technology systems and processes to mitigate personnel costs and improve criminal identification. (2021)

Strategy 6.1.2 Explore township-wide CCTV op-in program in public areas to deter criminal activity and provide investigative leads immediately into our dispatch center. (2023)

Strategy 6.1.3 Upgrade body cameras to support best practices, documentation, and mitigate risk. (2019)

Measures of Success Community favor in supporting op-in CCTV program to improve community engagement in providing evidence. Decrease evidence transit time to the prosecutor’s office by 35% with new body camera system, while reducing the number of devices on the officer’s uniform. Decrease the defendant felony warrant approval and in-custody time at CPD by 8 hours by 2023.

46

CANTON POLICE

Goal 7

Maintain a High Level of Service to the Community through the Maintenance and Acquisition of Physical Resources

Timeline:

20232022202120202019

Township Goal:


Assignment:

Deputy Chief

Financial Impact:

TBD following Board of Trustees review of contracted needs analysis.

Objective 7.1

Align our physical space and our organizational requirements to support our service goals.

Strategy 7.1.1 Continue to work with the architectural firm to determine how to optimize our real estate to support current and future needs of the Public Safety Department.

Measures of Success Meet our needs for projected growth through 2031.

47

CANTON

POLICE

92 96 97

168

214233

STAFFING LEVELS

Current DepartmentStrength

Proposed 2019DepartmentStrength1 per 1,000

State Average 1.73per 1,000

National Average2.2 per 1,000

4853

596360

65

Current PatrolStaffing

Proposed 2019Patrol Staffing

MSU StaffingStudy

2007 BartelStaffing Study

Updated to 2017

PATROL STAFFING LEVELS

Without Command With Command48

CANTON

POLICE

0:18:08 0:18:16

0:21:55 0:22:14

51,81652,633

55,328

57,291

2015 2016 2017 2018 Projected

AVERAGE RESPONSE TIME

Response Time Total Calls for Service

Hour 2014 2015 2016 2017 2018 YTD0 0:07:47 0:06:46 0:07:13 0:08:20 0:08:441 0:06:00 0:06:55 0:07:34 0:08:33 0:08:112 0:07:02 0:06:22 0:06:27 0:11:12 0:08:073 0:06:12 0:04:57 0:05:33 0:07:33 0:07:534 0:05:55 0:05:39 0:07:03 0:06:46 0:07:085 0:06:20 0:06:03 0:07:19 0:06:51 0:10:046 0:18:14 0:15:48 0:16:26 0:18:39 0:21:377 0:35:22 0:33:50 0:35:25 0:30:39 0:34:248 0:18:35 0:19:19 0:19:24 0:18:09 0:17:479 0:17:11 0:19:30 0:20:14 0:15:49 0:17:1410 0:17:09 0:20:17 0:18:30 0:18:45 0:19:4411 0:18:46 0:20:29 0:20:36 0:20:10 0:18:4212 0:19:45 0:21:18 0:21:59 0:22:50 0:18:4513 0:19:46 0:22:21 0:23:01 0:20:41 0:20:1814 0:19:35 0:25:29 0:25:00 0:20:45 0:19:2215 0:21:28 0:24:06 0:23:41 0:20:09 0:19:5416 0:22:19 0:23:28 0:22:40 0:18:34 0:17:4417 0:21:34 0:22:15 0:23:27 0:18:17 0:16:4318 0:27:54 0:26:09 0:25:45 0:20:44 0:22:3319 0:26:26 0:13:48 0:21:10 0:20:39 0:20:4320 0:14:08 0:12:36 0:13:05 0:12:33 0:12:3221 0:11:34 0:12:06 0:11:11 0:11:08 0:12:0522 0:10:57 0:11:45 0:10:42 0:10:48 0:11:3023 0:08:30 0:09:43 0:08:59 0:09:04 0:11:22

Average 0:17:21 0:18:08 0:18:16 0:21:55 0:22:14

RESPONSE TIME YEARLY COMPARISON

CANTON

POLICE

CSC 17 1.36% 22 1.80% 21 1.60% 14 1.24%Robbery 16 1.28% 23 1.88% 15 1.15% 19 1.68%Aggravated/Felonious Assault 83 6.64% 88 7.20% 63 4.81% 115 10.20%Arson 5 0.40% 6 0.49% 3 0.23% 10 0.89%Burglary - Forced Entry 79 6.32% 61 4.99% 66 5.04% 48 4.26%Burglary - Entry without force 42 3.36% 19 1.55% 29 2.21% 15 1.33%Larceny - Pocket Picking 2 0.16% 0 0.00% 3 0.23% 0 0.00%Larceny - Purse Snatching 3 0.24% 0 0.00% 2 0.15% 2 0.18%Larceny - Theft from Building 199 15.92% 196 16.04% 181 13.82% 151 13.39%Larceny - Coin Operated Machin 2 0.16% 1 0.08% 1 0.08% 0 0.00%LFA - Property 155 12.40% 155 12.68% 167 12.75% 81 7.18%LFA - Parts/Accessories 91 7.28% 59 4.83% 73 5.57% 31 2.75%Larceny - Other 161 12.88% 203 16.61% 241 18.40% 226 20.04%Motor Vehicle Theft 52 4.16% 49 4.01% 50 3.82% 34 3.01%Retail Fraud 343 27.44% 340 27.82% 395 30.15% 382 33.87%Total Part 1 Crimes 1250 100% 1222 100% 1310 100% 1128 100%

PART 1 CRIMES YEARLY COMPARISON2015 2016 2017 2018 Projected

2014

2015

2016

2017

2018 Proj

51,130

51,816

52,633

55,328

57,291

TOTAL CALLS FOR SERVICE

50

CANTON

POLICE

148,644143,935 143,477 147,063

3,661

3,385

4,094

4,534

2015 2016 2017 2018 Projected

DISPATCH

Total Calls Prisoners Processed

911 Calls24,28417%

Admin Incoming

78,47655%

Admin Outgoing

40,71728%

2017 DISPATCH CALL BREAKDOWN

51

CANTON

POLICE

New Position Options

Hours perPay Period

(Combined)

Pay Rate per Hour

Projected Annual

Combined Salaries/Fringes

Potential Annual

Cost Savings

(3) Full-TimePSSO’s 84 (x 3 = 252) $22.55 $216,126

(6) Part-TimePSA’s 42 (x 6 = 252) $14.75 $96,642 $119,484

(3) Full-TimePSSO’s 84 (x 3 = 252) $33.71 $313,185

(6) Part-TimePSA’s 42 (x 6 = 252) $19.50 $127,764 $185,421

PSA vs. PSSO SALARY COMPARISON

2019 2020 2021 2022 2023

Salary/Fringes Per Officer

$75,076 $94,821 $107,149 $120,139 $133,852

Uniforms/Equipment $8,670

TOTAL $83,746 $94,821 $107,149 $120,139 $133,852

RecommendedPositions x4

GRAND TOTAL $334,984 $379,284 $428,596 $480,556 $535,408

PROJECTED FINANCIAL IMPACT HIRE 4 POLICE OFFICERS

2019

2023

Canton Public Safety Department’s


2019-2023

Joshua C. Meier, Director of Public Safety


INTRODUCTION

Th e Canton Public Safety Department is comprised of both the Police & Fire staff , as well as Dispatch/Lock-Up, Emergency Management, Ordinance Enforcement, Records Bureau, technical and clerical support staff .

Overall, the goals in this Public Safety section were determined from the internal analysis process, both at the supervisory and staffi ng levels. Both groups placed emphasis on addressing the physical and mental wellness of the employees—immediate and long term. Studies continue to emerge bringing light to the physicaly ill-eff ects of shift work and sleep-deprivation. And more commonly assumed, the toll this line of work takes on employees’ mental well-being. In this Five-Year Strategic Plan, the Department is committed to not only addressing these concerns, but implementing programs that will help to sustain the young, vibrant employees of today throughout their career and beyond. All programs will be voluntary, and made available to all Department staff members.

Specifi c goals were also identifi ed for the Department’s dispatch center, addressing staffi ng concerns as related to quantity and quality of PSSO’s (Public Safety Service Offi cers). Th e department currently employees a “green” workforce, making proper training a priority. Th e department addresses staffi ng numbers by introducing a new program to provide for auxiliary assistance in the call taker, front desk and lock-up areas. And fi nally, issues of physical space are addressed as the Department has outgrown its current dispatch center. For staffi ng purposes, and to accommodate enhanced 911 and future police and fi re service technology, a study has commenced to ex-pand the center located on the fi rst fl oor of the Public Safety Administration Building.

Th e department hired a new Emergency Management Coordinator in early 2018, with the intent on bringing theprogram back up to speed following a lengthy position vacancy. Th ecoordinator and Department administrators have identifi ed specifi cgoals for this strategic plan, including a joint eff ort to address safety in our community’s school buildings. Th is nationwide safety concern will be closely looked into for the development of policies, procedures and protocols to promote the safety of students and staff . Th e Coordinator also has plans to update/upgrade the Emergency Operations Center with enhanced program access and training. He also plans to revive the Department’s popular volunteer CERT (Community Emergency Response Team) program.


54

CANTON PUBLIC SAFETY

Goal 1


Timeline: Annually

20232022202120202019

Township Goal:


Assignment:

Deputy Police Chief

Deputy Fire Chief

Financial Impact:

Utilize budgeted police, fire and E/911 training funds.

Objective 1.1

Review and revise training procedures for both new hires and current dispatchers.

Strategy 1.1.1 Identify strengths and weaknesses of current dispatcher training.

Strategy 1.1.2 Develop a training program.

Strategy 1.1.3 Provide Blue Card Light training to all dispatchers.

Measures of Success High functioning Public Safety Service Officers upon completion.

55


Goal 2


Timeline:

20232022202120202019

Measures of Success Establish goals and objectives.

Township Goal:


Assignment:

Deputy Director-Police

Deputy Director-Fire

Financial Impact:

Utilize budgeted police and fire training funds.

Objective 2.1

Review Health and Wellness Committee goals and objectives.

Strategy 2.1.1 Identify strengths and weaknesses in current mental, physical and wellness training for Public Safety personnel.

Strategy 2.1.2 Establish guidelines for training and employer involvement.

56


Goal 2


Timeline:

20232022202120202019

Township Goal:


Assignment:



Wellness Committee

Financial Impact:

None.

Objective 2.2

Establish mental health team.

Strategy 2.2.1 Identify guidelines for mental health team.

Strategy 2.2.2 Establish criteria for notification to administration.

Strategy 2.2.3 Develop a plan to ensure all sworn staff understand and have access to our peer support programs.

Measures of Success Health and Wellness program established for Public Safety personnel.

57


Goal 2


Timeline:

20232022202120202019

Township Goal:


Assignment:

Deputy Director -Police


Deputy Police Chief

Deputy Fire Chief

Wellness Committee

Financial Impact:


Objective 2.3

Physical and nutritional training.

Strategy 2.3.1 Identify needs and training available to Public Safety.

Strategy 2.3.2 Establish program to address on duty and off duty involvement.

Measures of Success Health and Wellness program established for Public Safety personnel.

58


Goal 3

Improve Communication and Organizational Culture

Timeline: Annually

20232022202120202019

Township Goal:


Assignment:



Deputy Police Chief

Deputy Fire Chief

Financial Impact:


Strategy 3.1.1 Identify need for culturally diverse workforce.

Strategy 3.1.2 Diversify workforce through training.

Strategy 3.1.3 Enhance communication through training and outreach to the various cultures within our response area.

Objective 3.1

Create a diverse workforce.

Measures of Success Trained workforce with outline for future training.

59


Goal 3

Improve Communication and Organizational Culture

Timeline: Annually

20232022202120202019

Township Goal:


Assignment:



Deputy Police Chief

Deputy Fire Chief

Financial Impact:


Measures of Success Survey of employees for clarity.

Strategy 3.2.1 Identify strengths and weaknesses of internal/external communication.

Strategy 3.2.2 Clearly define goals and objectives of organization through meetings, email, policy, strategic plan and rules and regulations.

Objective 3.2

Develop open communication and transparency with workforce and external stakeholders.

60


Goal 4

Enhance School Safety and Security

Timeline:

20232022202120202019

Township Goal:


Assignment:

Emergency Management Coordinator

Financial Impact:

None.

Objective 4.1

Work with the Plymouth-Canton Community Schools to enhance school safety and security.

Strategy 4.1.1

Work with PCCS Safety & Security team to develop a Hazard Vulnerability Assessment for the school.

Strategy 4.1.2

Work with PCCS Safety & Security team to develop an Emergency Operations Plan for the School District.

Measures of Success Completed EOP and Hazard Vulnerability Assessment are approved and implemented by PCCS.

61


Goal 5

Canton Community Emergency Response Team (CERT)

Timeline:

20232022202120202019

Township Goal:


Assignment:


Financial Impact:

Utilize funds budgeted for CERT in the emergency management account.

Objective 5.1

Reinvigorate and grow the Canton Community Emergency Response Team (CERT).

Strategy 5.1.1.

Develop an outreach campaign through the web site and social media to enlist new members.

Strategy 5.1.2

Create an ongoing training program to mature the program and enhance its participant’s understanding and delivery of emergency services.

Measures of Success Increase the current team size by 15% and provide quarterly training.

62


Goal 6

Attain StormReady Designation

Timeline:

20232022202120202019

Township Goal:


Assignment:


Financial Impact:

None.

Objective 6.1

Strengthen the community’s resiliency to hazardous weather by receiving StormReady designation from the National Weather Service.

Strategy 6.1.1

Develop a Hazardous Weather Plan to reduce the community’s vulnerability to extreme weather events.

Strategy 6.1.2

Empower the community to make better decisions before, during and after weather and flood events through community preparedness.

Measures of Success Receive NWS recognition as a StormReady community.

63


Goal 7

Become an Integrated Public Alert & Warning System (IPAWS) Origination Service Provider

Timeline:

20232022202120202019

Township Goal:


Assignment:


Financial Impact:

$500 annual fee for computer connectivity.

Objective 7.1

Become an FCC certified, Integrated Public Alert & Warning System (IPAWS) Origination Service Provider.

Strategy 7.1.1

Improve and enhance emergency alerting capabilities.

Measures of Success Obtaining FCC certification as an IPAWS Origination Service Provider and establishing connectivity to the network.

64


Goal 8

Obtain Infrastructure Protection Gateway (IP Gateway) Access

Timeline:

20232022202120202019

Township Goal:


Assignment:


Financial Impact:

None.

Objective 8.1

Obtain Infrastructure Protection Gateway (IP Gateway) access to perform hazard identification, risk assessment, and consequence activity.

Strategy 8.1.1 Successfully complete the required enrollment and training to access Protected Critical Infrastructure Information (PCII).

Strategy 8.1.2

Successfully complete the required Infrastructure Protection Gateway (IP Gateway) training.

Measures of Success Conduct IP Gateway assessment.

65


Goal 9

Become a Federal Emergency Management Agency (FEMA) Course Instructor

Timeline:

20232022202120202019

Township Goal:


Assignment:


Financial Impact:

Budgeted $3,500 in emergency management training funds (2020).

Objective 9.1

Become a Federal Emergency Management Agency (FEMA) certified course instructor for Incident Command System (ICS) and Emergency Management courses to allow courses to be taught to Township employees.

Strategy 9.1.1

Enroll in and attend the required classroom courses to obtain a Basic Instructor Certificate.

Measures of Success Conduct training session as an instructor.

66


Goal 10

Emergency Operations Center (EOC) Assessment

Timeline:

20232022202120202019

Township Goal:


Assignment:


Financial Impact:

Any purchase recommendations resulting from the assessment will be submitted via the department’s annual budget process.

Objective 10.1

Conduct an Emergency Operations Center (EOC) Technology Assessment and identify vulnerabilities and gaps in existing technology which may impede the delivery of emergency management services to the community.

Strategy 10.1.1

Evaluate existing technology, explore opportunities provided by new or enhanced technology, conduct testing and evaluation of this technology before making recommendations on new purchases.

Measures of Success Complete a feasibility study of technology to ensure that information can be disseminated through the various communication platforms in a consistent, timely cost-effective manner.

67


Goal 11

Command Post (CP) Assessment

Timeline:

20232022202120202019

Township Goal:


Assignment:


Financial Impact:

Any purchase recommendations resulting from the assessment will be submitted via the department’s annual budget process.

Objective 11.1

Conduct a Command Post (CP) Technology Assessment and identify vulnerabilities and gaps in existing technology which may impede the delivery of emergency management services to the community during the field deployment of resources.

Strategy 11.1.1

Evaluate existing technology, explore opportunities provided by new or enhanced technology, conduct testing and evaluation of this technology before making recommendations on new purchases.

Measures of Success Complete a feasibility study of technology to ensure that information can be disseminated through the various communication platforms in a consistent, timely cost effective manner.

68


PROGRESS

Th e Canton Public Safety Department is committed to implementing the goals suggested in this Strategic Plan over the next fi ve years. Th e Strategic Planning team, along with Department leadership teams, will review the goals on an annual basis to esure we are keeping on track with the benchmarks established. We understand some objectives may require adjustments or adaptations, and changes will be made as necessary to meet the overall goals of the or-ganization. Any changes with fi nancial components will be presented to the Charter Township of Canton’s Board of Trustees for consideraton of approval Signifi cant changes to the plan will be documented in this section.

69

Documents

FIVE-YEAR STRATEGIC PLAN 2019-2023