The SPVM’s strategic orientations for 2012 will allow the organization to achieve its vision: “At the SPVM, we each invest a lot in our community, and it shows.”

After an exhaustive examination of the environment and consultation processes both internally and with its partners, the SPVM identified three major strategic orientations for 2011:

• Anchor the police service in its community
• Protect the safety of the public
• Develop an agile, effective and efficient organization with a culture of engagement

The SPVM pursued the achievement of specific objectives associated with these orientations and implemented a series of practical actions by December 31, 2011. The most important of these include:

• Review of the mandate of the Éclipse group
• Review of oversight structure
• New strategic plan on racial and social profiling (unveiled in October)
• Development of new tools to support the neighbourhood stations
• Reinforcement of neighbourhood stations through a change in status of temporary officers
• Renewal of police work contract
• Regionalization of road safety
• Implementation of a new followup method for action plans
• Development of an organizational transformation process
• Issue of a call for offers for the radiocommunications system
• Review and optimization of work processes to strengthen front-line units
• Continuation of the M-IRIS deployment

Buoyed by these achievements, the SPVM plans to maintain course and renew its commitment to these three major strategic orientations for the year 2012.

Every unit in the SPVM will be governed by the guidelines underlying the SPVM’s vision to prepare and implement its 2012 action plan:

Self-challenge and innovation

We must continually examine our methods and have the courage to get off the beaten path to maintain a relevant, high-quality service offer that reflects our perpetually changing environment.

Mutual support and cooperation

Mutual assistance and teamwork, both among personnel members and with our partners, exponentially increase our effectiveness and allow us to advance more than if we act individually in our own sphere of activity.

Performance

We have to act with the intention to achieve our target results and evaluate our accomplishments, in terms of both the end and the means to get there. Every employee is responsible for the organization’s success.

Agility

We have to continually adapt, both mentally and in our actions, to update our reading of the environment in order to be proactive and respond promptly and appropriately to our perpetually changing reality. We are called on to be a learning organization with a structure that allows us to identify best practices, control our methods, eliminate obsolete practices and keep a constant eye on emerging needs and trends.

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