chatham-kent police services board strategic plan strategic... · 2018. 6. 26. · ckps auxiliary...

FRONT COVER

Chatham-Kent Police Services Board

STRATEGIC PLAN 2018 — 2020

“Dedicated to Making Chatham-Kent the Safest Community in Ontario”

www.ckpolice.com • 519 352-1234 • @CKPSmedia

CONST. ANDREW GAISWINKLER • CKPS TRAFFIC UNIT

www.ckpolice.com • 519 352-1234 • @CKPSmedia

Honour. Integrity. Courage.

CKPS MOBILE CRISIS TEAM CONST. RICK BERTOK & ARRY

CKPS AUXILIARY OFFICERS WITH SGT. MATT STEZYCKI

Dedicated to Making Chatham-Kent the Safest Community in Ontario

FROM POLICE SERVICES BOARD CHAIR PAT WEAVER

On behalf of my colleagues on the Chatham-Kent Police Services Board, I am pleased to present the Chatham-Kent Police Service’s 2018 – 2020 Strategic Plan. This plan provides goals and objectives for the Chatham-Kent Police Service over the next three years. The mandate for our Police Services Board is to ensure proper governance to the Chatham-Kent Police Service and to provide an adequate and effective police service that ensures the highest ideals and principles when dealing with the public.

The 2018 – 2020 Strategic Plan will act as a roadmap, in providing the highest quality of police service in order to ensure the security, safety and wellbeing of our Municipality, as we look toward the future of managing an extremely complex business with growing financial challenges. It is our hope that this Strategic Plan will provide a framework in continuing to build community partnerships and lead

to a joint problem solving organization with our community. We remain extremely proud of our Police Service and what its members have accomplished over the years and we look forward to the next three years in continuing our efforts to make Chatham-Kent safe and secure.

Chatham-Kent Police Service • 2018 — 2020 Strategic Plan

FROM CHIEF OF POLICE GARY CONN

It is my pleasure as your Chief of Police to present, in conjunction with the Chatham-Kent Police Services Board, the Chatham-Kent Police Service 2018 – 2020 Strategic Plan. The development of this plan has been an extensive and concerted effort on the part of the Chatham-Kent Police Service, Chatham-Kent Police Services Board and the community at large. It began with a community survey, employee survey and a series of public consultations with our community/business partners and citizens. We have diligently examined what our community wants from us and drawn upon the expertise of our members who serve the Municipality of Chatham-Kent.

Our 2018 – 2020 Strategic Plan will focus on three pillars of commitment. These pillars will concentrate our efforts and resources to increasing road safety, while mitigating property crime and improving outcomes with mental health issues. We will further continue to focus on our commitment to community collaboration throughout all of Chatham-Kent. Building upon our community partnerships and initiatives, while enhancing our point of

contact with all the members of our Service. Our continued support with the Hub Model, referred to as the FIRST (Fast Intervention Risk Specific Teams) Strategy, is a unique “ad hoc” model which is the only one of its kind in Canada. This model incorporates a process which brings agencies together in order to develop intervention plans, based on a risk analysis. It acknowledges the fact that approximately 80% of calls to police, require a multi-sector and coordinated response. This enables professional agencies within Chatham-Kent to proactively solve concerns, while increasing overall community safety and well-being.

Our last two Business Plan’s focused on embracing new technology, to assist us in working better and more efficiently. This Strategic Plan will maintain our service as a technology innovation leader in the policing sector, as we continue to utilize technology for the effective and efficient deployment of our officers. The implementation of the Mobile Data Terminal (MDT) program, P25 radio upgrades, next generation E911 service delivery, New Mobile Command Post, CCTV monitoring for all police facilities, Skype video briefings, expansion of our On-Line reporting to incorporate such things as the bicycle registry, property registry and a key-holder registry, as well as the expansion of information technology partnership with our municipal partners, are all key components of this new Strategic Plan.

As we move forward, our Service will continue to seek out new and innovative ways to help reduce calls for service and serve our communities and their needs at the right time and in the right manner. We have delivered and continue to deliver a solid performance, which is well documented within this plan. I would like to express a very special thank-you to all who took part in this Strategic Plan and to ensure both the public and our members, that my commitment as the Chief of Police for the Chatham-Kent Police Service is to listen to your concerns and to work with you in making our Service, the very best it can be. Once again, we look forward to working closely together through community collaboration in achieving our mission, of making Chatham-Kent the safest community in Ontario.


BUDGET AND FINANCIAL IMPLICATIONS

It is expected that the current fiscal pressures at all levels of government will continue and in fact become more acute, especially in Chatham-Kent. In this regards, and as was the practice in the previous Strategic Plan (2015 – 2017), it is intended that most of the objectives contained within this Plan will be financed through the existing operating budget, already established reserves for some of the projects and the potential utilization of any budget surplus funds that could be put toward the goals of the Strategic Plan.

Certainly other opportunities through grant programs and Community, Inter-Municipal and even Regional partnerships will be explored and exploited fully to assist in funding some of the identified areas of the Plan. It is recognized that the established operating budget for policing our community is adequate and effective for our current operations, but the fiscal reality indicates increasing that budget further to accomplish all of the goals of the Strategic Plan, may not be entirely feasible. As a result, all Branches within the Service will be examined closely in order to ensure increases to only those which absolutely warrant it.

It is important to remember that a Strategic Plan stresses operational and administrative improvement. It is not a financial document. In fact, during the numerous consultations and surveys completed, no one suggested that they wished to see a diminishment of the current service level. As a matter of fact, additional services have been provided at no additional cost to the citizens of our municipality. At the same time, the Board recognized the need to identify strategies that could be fulfilled in a cost efficient manner. This Plan includes initiatives that will save money in the long term and increase revenue generation in certain areas, such as office rental space with Probation and Parole, firearm range rental, and Unmanned Aerial System (UAS or Drone) rental to assist in cost recovery.

Our Management Team along with the guidance of the Police Services Board will endeavour to deliver on these objectives in a fiscally responsible manner, in order to maintain the professionalism of our Service and to meet the policing and social needs of our community.


STATEMENT OF MISSION, VISION, AND VALUES

OUR MISSION The Chatham-Kent Police Service is dedicated to making Chatham-Kent the safest community in Ontario.

OUR VISION In partnership with our citizens, we will serve & protect our community with integrity, fairness and courage.

OUR VALUES We, the members of the Chatham-Kent Police Service believe in:

• Meaningful community partnerships with the people we serve; • A safe community where the protection of life and property are valued & preserved.

We are: • Compassionate for all in need; • Honest in our interactions with each other and the members of our community; • Fair, equitable and impartial at all times; • Respectful to each other and to the persons we protect and serve; • Dedicated to open communication within our organization and with our

community.

We believe in: • Being approachable and understanding of community needs and issues; • Being professional in our duty and committed to improvement through life-long

learning; • Having a positive attitude in our dealings with each other and our communities; • Promoting teamwork within our Service and with members of our communities to

achieve our mutual goals, making use of diverse skills, abilities, roles and views.


THE STRATEGIC PLANNING PROCESS

Ontario Regulation 3/99 of the Ontario Police Services Act requires that every Police Services Board shall prepare a Strategic Plan for its police service at least once every three years to address:

• The objectives, core business and functions of the police force, including how it will provide adequate and effective police services;

• Quantitative and qualitative performance objectives and indicators relating to the provision of community-based crime prevention initiatives, community patrol, criminal investigation services, community satisfaction, emergency calls for service, violent crime, property crime, youth crime, victim assistance and road safety;

• Information Technology, Resource Planning and Police Facilities.

With a complement of 164 sworn officers, 65 civilian staff, and an operating budget of approximately $31.4 million dollars we are the seventeenth-largest Police Service in Ontario. We serve 102,000 citizens and 23 communities comprising the fifth-largest municipal geographic area in the province of approximately 2,400 square kilometres. The Service is well-equipped with the tools of today’s law enforcement environment and is a leader in technology innovation within policing in Ontario. The operating budget, officer-to-population ratio, per capita costs, calls for service and crime clearance rates are all within equivalent proportionate ranges in comparison to other police services in the Province, despite our challenges of geography and the regional impact of a changing economy.

The Chatham-Kent Police Service consulted with the community in the preparation of this Strategic Plan through a widespread survey in an effort to have citizen input into the priorities to be established and to gauge citizen satisfaction. In the fall of 2017 we contracted an independent research company (OraclePoll Research) to conduct a public opinion survey. The objective of the project was to gauge and track the opinions of residents on a series of issues related to policing. The sample size consisted of 400 randomly selected Chatham-Kent residents who were interviewed by telephone. All surveys were conducted using computer-assisted techniques of telephone interviewing and random number selection. The residential surveys were conducted over a two week period and ensured an equal representation of our entire municipality. Because we used this same independent company in 2014 for our 2015 – 2017 Strategic Plan, we were able to compare data that had been benchmarked from 2014. All in all there were 21 questions, some of which were open ended and others closed ended. Some of the areas we examined dealt with police patrol, police programs, concerns with crime related issues, police performance, traffic concerns, neighbourhood safety concerns to name but a few.


THE STRATEGIC PLANNING PROCESS (Cont’d)

Residents rated their level of concern with a series of crime related areas or issues in the Chatham-Kent area. Drug issues was the highest rated concern among 74% of residents, a 7% increase over 2014, followed by Break and Enters at 68% which also rose by 5% from 2014. The next-highest rated issues were Domestic Violence (50%), Shoplifting (47%) and Damage to Property (46%), all of these areas saw drops in concern levels in comparison to 2014. The lowest rated issues were Violent Crimes at 40% (-1% from 2014) and Traffic Violations at 44% which was a 3% increase from 2014. In respect to Traffic Concerns, Distracted Driving remains the top traffic concern at 86% while Aggressive Driving and Impaired Driving were both a close second at 66%.

Finally, citizens were asked which of the following improvements to existing programs and services offered by the Chatham-Kent Police Service they would like to see enhanced or implemented. 87% supported an expansion of the DRE (Drug Recognition Experts) program to train officers to identify people impaired by drugs while driving. 80% would like to see a focus on the vulnerable person crimes including child pornography, elder abuse and mental health, while 73% would like a focus on education, enforcement and crime prevention when it comes to mitigating Break and Enters and Property Crimes. A vast majority of these findings are consistent with previous surveys.

An internal survey process in partnership with the Municipality’s “People Plan” strategy was also undertaken in an effort to have our staff identify what they felt our priorities should be going forward. Areas of concern identified by municipal employees dealt with internal communications and the opportunity for more cross training and lateral transfers, to enhance professional development. In order to assist our organization with more accurate and applicable information, an internal survey is being developed and tailored/designed more to meet our police needs. This follow-up survey is scheduled to be completed and evaluated in 2019. Areas such as succession planning, leadership development and performance management have had special attention, but will continue to develop and enhance for this Strategic Plan.

In conclusion, our migration from the Blackberry Solution to our MDT (Mobile Data Terminals) Solution, which commenced at the beginning of this Strategic Plan (2018 – 2020), will be gradually phased in and completed by 2019. The MDT’s create an atmosphere which allows officers access to numerous databases including our Records Management System (RMS) and Computer Assisted Dispatch (CAD). The new and critical benefit associated to these MDT’s is that it allows officers to self-dispatch and self-initiate calls for service. This will minimize airtime and lead to a more efficient use of time for both our officer’s and Emergency Communication Centre. The increased use of technology will further enhance efficiencies for this Strategic Plan.


OUR 2015-17 BENCHMARKS: HOW DID WE DO?

CRIMINAL INVESTIGATION: • Clearance rate for major crimes to 91.4% • 89 Guns or Prohibited Weapons seized • 236 Drug Arrests resulting in 1282 Criminal Drug Charges • $7,344,492 in illegal drugs seized • $285,324 in stolen property seized • $152,445 in cash seized relevant to drug investigations

VIOLENT CRIME: • Overall Violent Crime Severity Index reduced by 6.07% since 2014 • 91.4% Clearance rate for violent crimes in 2017 • 44th out of 50 for violent crimes for Police Services that police Municipalities (nationally) with a

population over 100,000, with the top ranking being the most dangerous. • 132 Child Exploitation crimes investigated in 2017 up from 80 in 2015 and 101 in 2016 • Total number of devices analyzed for Internet Child exploitation investigations; 162 up from 111

in 2016 and 83 in 2015 PROPERTY CRIME:

• 24.86% clearance rate on property crimes • Percent change in non-violent crime severity index; 4.33% reduction since 2014 • Crime Severity Index values for 50 Police Services that police Municipalities (nationally) with

a population over 100,000 in 2016, Chatham-Kent ranked 20th in non-violent crimes

YOUTH CRIME: • SPEAR database and training updated • Increase of 557 youth crimes assessed. 953 in 2014 versus 1,510 in 2017 • Parent/Teacher interviews – Youth Officer present to meet with parents • Continued school liaison and Junior Achievement programs with increase in school visits

VICTIM SERVICES: • 29,085 Volunteer Hours which is 12,257 fewer volunteer hours from 2014 • 4,205 Persons assisted during follow-up contacts versus 2,293 in 2014. Increase of 1,912 persons • 6,981 Referrals provided in 2017 versus 6,959 in 2014 • 253 Community Liaison and Development events


OPERATIONAL SUPPORT BRANCH The Operational Support Branch provides support services to front-line officers and investigates serious and major benchmark crimes using specialized training, specific techniques and operational functions. This may include forensic identification, detailed interviews, covert operations, and surveillance. The Ontario Major Case Management System is utilized as circumstances dictate for serious crimes, complex investigations, and multi-jurisdictional investigations.

Goal: • Thorough & professional investigations which successfully solve major and complex crimes, as

well as to interrupt and interdict organized and unorganized criminal activity. This may include but not limited to drug possession and trafficking through intelligence-led policing initiatives.

Objectives: • Training, mentoring, and professional development of Operational Support Branch members &

Community Patrol officers • Develop intelligence-led policing initiatives with a focus on targeting repeat offenders • Continue to enhance Crime Analysis functions • Continue established partnerships with Crimestoppers, Victim Services, and nearby Police Services • Continue to enhance Asset Forfeiture Unit, which we are currently partnered with OPP • Continue to enhance our Child Pornography and Internet/Web investigative capacity as a partner

in the Ontario Child Sexual Exploitation Unit strategy

Performance Measures: • 1% increase in clearance rate of drug crimes with a 5% increase in total drug charges • Continue Joint Forces Operations where possible, and/or engage new partnership opportunities

Budget Impact: • Within existing budget

Benchmark - 2017 Reference: • 18 Guns or Prohibited Weapons seized • 62 Drug Arrests resulting in 168 Criminal Drug Charges • $1,817,669 in illegal drugs seized • $20,000 in stolen property seized • $44,039 in cash seized relevant to drug investigations • 403 intelligence reports and surveillance details filed

Accountability: • Inspector - Operational Support


VIOLENT CRIME

Violent crimes against persons have the greatest impact on the members of our community, resulting in fear and deterioration in the quality of life.

Goal: • To reduce the occurrence and effects of violent crime in our community

Objectives: • Ensure that violent crime investigations and prosecutions are properly resourced with sufficient

personnel and expertise to maximize the likelihood of apprehension & conviction of the offender • Target known violent offenders with increased police contact to deter their violent activities • Develop and present personal protection education to both adults and youth • Utilize new technologies in high-risk operations while life-cycling existing equipment

Performance Measures: • Violent crime investigations and prosecutions are regularly monitored and assessed by the

Criminal Investigation Branch • Increase clearance rates • Decrease violent crime stats • Obtain and update equipment involving technology (computer programs and training with regard

to Internet, computers, mobile devices)

Budget Impact: • Covered through current budget • Provincial strategy on Internet Child Exploitation; Provincial funding available & being used

Benchmark - 2017 Reference: • 635 violent crimes • 91.4% Clearance rate for violent crimes in 2017 • Violent crimes include: Murder, Attempted Murder, Assault, Aggravated Assault, Sexual Assault,

Criminal Harassment, Abduction, and Robbery • 132 Child Exploitation crimes investigated in 2017



PROPERTY CRIME

Property crimes are one of the most prevalent crimes and, therefore, affect a significant number of our citizens. Break and enters often cause victims and others to feel unsafe in their homes. Many property crimes are committed by those who are involved in illicit drug use and trade.

Goal: • To reduce the incidents of property crime and assist citizens to prevent victimization

Objectives: • To reduce property crime through integrated strategies such as targeting recidivist offenders • Use of in car technology (Mobile Data Terminals) to provide “push notifications” in a timely

manner to patrol officers through mobile data terminals in police patrol vehicles • Continue to provide technology advances to front line patrol officers. In car technology (MDT)

allows for additional patrol time for the front line officers. • Build relationships with neighbouring Police agencies to share information on migratory offenders • Expand relationships with local businesses through Bike Registry and Video Camera Registry • Implement “STOP” (Strategic Targeting of Property Crime) initiative with increases to compliance

checks and person stops at both front line and street crime levels • Use crime prevention tools such as public education, Neighbourhood Watch and CPTED (Crime

Protection Through Environmental Design) audits to reduce citizens’ risk of victimization • Community education sessions facilitated by the Chatham-Kent Crime Prevention & Safety Board • Enhance intelligence-led targeted initiatives by identifying specific chronic offenders

Budget Impact: • Accomplish through current budget through flexible deployment

Performance Measures: • Reduction of property crime by 3% as reported in Uniform Crime Reports (UCR) stats • Increase the clearance rate for property crimes by 3% • Maintain number of public education seminars at 2017 level • Increase “enhanced enforcement” by temporary assignments from Patrol Branch to Street Crimes

Benchmark - 2017 Reference: • 3,685 Property Crimes reported with a 20.6% Clearance Rate in 2017 • Property Crimes include: B&E, Theft of Vehicle, Theft-Over $5000, Theft-Under $5000, Possession

of Stolen Property, Mischief, Fraud, and Arson



YOUTH CRIME

Crimes committed by youthful offenders are dealt-with differently than adults according to principles and legislative requirements of the Youth Criminal Justice Act. Those principles include the prevention of crime by addressing the circumstances that may have led to the offending behavior, rehabilitation, and the use of extra-judicial measures.

Goal: • To continue to use holistic strategies and a community-based multi-partner approach to

encourage youth in making good, responsible decisions in order to avoid criminal activity

Objectives: • Work with community partners to assist youthful offenders to make right choices • Reduce youth crime • Enhance strategies to divert youth from becoming repeat offenders • Continue to update our SPEAR (School / Police Emergency Action Response) protocol • Continue hosting joint training for police, schools, and community partners in Threat Risk

Assessment and preventative response to school violence • Continue school liaison activities and increase presence & frequency of school visits

Performance Measures: • Youth crime strategies • Reduce recidivism among youthful offenders • SPEAR database updates and training completed • Youth diverted from court system • Parent / Teacher interviews - Youth Officer present to meet with parents

Budget Impact:

• Accomplished within the current budget through flexible deployment

Benchmark - 2017 Reference: • 325 Youth Involved Incidents • 202 YCJA Diversions • 222 Persons Charged

Accountability: • Inspector - Community Patrol


VICTIM SERVICES

The Chatham-Kent Police Service provides assistance to victims in various ways including through community partnerships including Chatham-Kent Victim Services, the Chaplaincy Unit and volunteer. Victims are often relegated to minor players in the criminal justice system and therefore need to be supported throughout the process and referred to agencies that can assist them in coping with their victimization.

Goal: • To continue to improve our support and assistance to victims of crime & tragic events.

Objectives: • To increase the utilization of victims assistance and support resources • To increase number of front line referrals to Victim’s Assistance • To enhance victims assistance strategies • Examine current practices to Identify potential new practices/methodologies

Performance Measures: • The number of call-outs of Chatham-Kent Victim Services vs. 2017 levels

Budget Impact: • Accomplished within the current

budget

Benchmark - 2017 Reference: • 29,085 Volunteer Hours • 1,066 Call-Outs • 1,806 Initial Contacts • 6,981 Referrals Provided • 4,205 Persons assisted during

Follow-up Contacts • 86 Public Education Events • 253 Community Liaison &

Development



PATROL SUPPORT - TRAFFIC & MARINE SAFETY

Members of our community expect to use roadways in Chatham-Kent without any unnecessary risks to their safety. The two primary causes of unnecessary risks to road safety are motorists who disobey the rules of the road, particularly speed limits, aggressive & distracted driving, as well as those who drive while impaired by alcohol or drugs. Achieving our vision of making Chatham-Kent the safest community in Ontario demands we focus on road safety and commercial vehicle enforcement.

Goal: • Increase road safety in Chatham-Kent through training and properly equipping our members • Improve Highway Traffic Act rules-of-the-road compliance • Reduce or eliminate Impaired Driving through enforcement & educational initiatives • Continue with commercial vehicle enforcement strategies

Objectives: • Ensure all Community Patrol officers are up-to-date with current Impaired Driving case law • Increase public awareness of R.I.D.E. programs and their value to road safety. • Maintain our commitment to Community events and functions • Train a member within the Traffic Unit in Commercial Vehicle Safety inspections • Continue working with the Ministry of Transportation in joint force operations. • Train a member within the Traffic Unit as a Master Radar Instructor • Replacement of radar units for Community Patrol • All-Terrain Vehicle pilot project to assist with deployment in response to new Municipal By-Law • Acquire and prepare new Command Post for deployment • Assist as required in the expansion of the Dillon Road Facility • Research into the purchase of an Automated License Plate Reader • Research and re-submit proposal for purchase of new Marine Vessel

Performance Measures: • Radar and Impaired driving training is provided as required; training records reviewed annually • Continue road safety education by use of website & media; maintain educational initiatives • Maintain consistent levels of enforcement & education with respects to roadway safety • Maintain R.I.D.E. programs throughout the year, assisted by Platoon initiatives

Budget Impact: • R.I.D.E. Overtime - $25,000 (Government-funded grant) • Training & Events - $20,000

Accountability: • Inspector – Operational Support


TRAFFIC ENFORCEMENT REFERENCE STATS

2014 2015 2016 2017

Impaired Driving Charges 98 85 73 78

RIDE Programs 86 142 69 97

RIDE Vehicles Checked 9,144 12,352 9,111 8,977

Traffic Tickets Issued 2,844 2,848 2,228 1,591

Motor Vehicle Collisions 1,985 1,976 2,531 2,578

Commercial Vehicles Checked 142 230 82 37

Commercial Vehicles Taken Out-of-Service 64 113 29 19

Taken Out-of-Service(Percentage of CV’s Checked) 45% 49% 35% 51%


EMERGENCY CALLS FOR SERVICE Emergency response is a core function of a police service. The effectiveness of that response is a key determining factor in the adequacy and quality of the service provided by police to the community. Effective deployment of sufficient, properly trained and equipped police personnel is required to provide the level of emergency response expected by the community.

Goal: • To ensure officers are dispatched to emergency calls in a safe, effective manner

Objectives: • Enhance differential response methods to increase availability of officers • Ensure all officers & ECO’s are properly trained in Suspect Apprehension Pursuits • Use technology such as MDT’s, CAD and GPS/AVL to more effectively deploy officers • Establish a back-up CommCentre in the event of catastrophic failure of HQ CommCentre

Performance Measures: • Differential response methods are examined and improved • All Officers & ECO's continue to receive Suspect Apprehension Pursuit training as required • Response times to Priority "0" (Emergency) calls for service are maintained or improved • Establish backup CommCentre and update lifecycle computer technology

Budget Impact: • Within existing budgets and established reserves

Benchmark - 2017 Reference:

Accountability: • Inspector - Administrative Support

Year Priority-0Events

Answer to Enroute

Enroute to Arrive

Answer to Arrive

2015 435 103 secs 257 secs 360 secs

2016 447 123 secs 246 secs 369 secs2017 339 117 secs 247 secs 364 secs


NEXT-GENERATION 911 COMMUNICATION UPGRADE

The Chatham-Kent Police Service has facilitated Enhanced 911 (E911) services on behalf of the Municipality of Chatham-Kent since 1996. Bell Canada is in the process of transitioning their analog E911 infrastructure to Next-Generation fibre-optic technology which requires significant technical upgrades to all Primary and Secondary PSAP agencies. In 2016 the Chatham-Kent Police Service successfully implemented a Text-with-911 (T911) solution to enhance our availability to deaf, hard-of-hearing, and speech impaired callers. We will continue to examine E911 service delivery options for our community that are efficient & effective as technological requirements change.

Goal: • Ensure Emergency Communication Operators have the proper training and tools necessary to

answer E911 calls efficiently and dispatch the required assistance according to service policy.

Objectives: • Continue to transition our internal telephone system to be digital voice & data ready • Work with Bell Canada to implement new NG911 features such as live-tracking moving callers • Enhancing service delivery efficiency through CAD core system and add-on module upgrades

Performance Measures: • Maintain an efficient call answer and assessment process • Meet Bell E911 PSAP service delivery standard of call answer within two ring cycles

Budget Impact:

Benchmark - 2017 Reference: • Maintain our 9-second average call-answer times for E911 calls • Review opportunities to improve average call-answer statistics


Year Requirement Budgeted Amount

2018 NG911 Infrastructure Upgrades $50,000




P25 RADIO UPGRADE

P25 is an industry standard for digital radio systems designed for use by emergency services. It is a technological upgrade to the previous P16 standard which was developed in the 1970‘s and has now reached end-of-life. This means that there is to be no further development on the EDACS protocol.

The Chatham-Kent Police Service currently uses a P16 -compliant EDACS (Enhanced Digital Access Communication System) radio system developed by General Electric. Harris continues to offer EDACS as a feature on most new radios to maintain the backward-and-forward compatibility mandate of P25.

Goal: • Migrate to a full P25 in-car (mobile) radio system conversion by 2020 • Our portable radios are already P25 compliant

Objectives: • Three-year conversion strategy developed in conjunction with Thames Communications • Radio infrastructure upgrades will begin 2018 • Conversion to P25 will be completed by 2020

Performance Measures: • N/A

Budget Impact:

• Funded from existing reserves • No impact to annual operating budget

Benchmark: • N/A



CONDUCTED ENERGY WEAPONS EXPANSION PROGRAM

Since 2006, the Chatham-Kent Police Service has deployed CEWs to members of the Critical Incident Response Team and Community Patrol supervisors as permitted by past Ministry guidelines. Each year, the Chatham-Kent Police Service reports to the Board on the use of CEWs. The Service’s record consistently demonstrates that officers are using good judgment under difficult circumstances. Furthermore, the record also demonstrates that officers are making appropriate decisions to use only the force reasonably necessary to resolve tense & dangerous situations while avoiding injuries.

Goal: • The Chatham-Kent Police Service believes that through proper policy, procedures, training, and

accountability, the CEW is an appropriate use of force option to enhance public and officer safety.

Objectives: • Continue to expand the front-line general patrol. This has meant the purchase of 44 of the new

style (X2) CEWs and the related equipment to supply officers. • We now have 13 CEWs for CIRT officers, 3 for front-line NCOs shared by the 12 supervisors, and

22 front- line patrol officers trained in its usage, and plan to add annually to that number

Performance Measures: • CEW utilization documented in Use of Force Reports • Incidents where the use of lethal force was avoided

Budget Impact:

Benchmark: • Expansion by 6-10 trained operators per year


Year Purchase Training Time

Training Cartridges Total Cost Lifecycle

2018 $24,849 $31,656 $13,630 $70,135 $11,250

2019 --- $38,391 $16,530 $54,921 $11,250

2020 --- $45,127 $19,430 $64,557 $11,250


CIRT FACILITY & EQUIPMENT The Chatham-Kent Police Critical Incident Response Team is a highly-trained unit that is used to peacefully resolve high-risk situations including armed resistance or where a significant level of violence may be expected. In order to minimize the threat to public safety the unit successfully completes regular training and is familiar in the use of several pieces of advanced equipment.

As indicated in our 2015-17 Business Plan, the Chatham-Kent Police Service has acquired and is operational with a Drone. We currently have four members qualified to operate the aircraft. It has been used for traffic reconstruction, searches for missing persons, intelligence collection, and area searches. CIRT continues to improve the quality of service available with the incorporation of hand held GPS units to interact with the Drone while in service.

Goals: • The Firing Range that CKPS uses is a contracted site privately owned. It is situated at the very

north end of our municipality. A new Firing Range and storage building located at the Dillon Rd Station would be more central to cut costly travel time for training and provide an opportunity for cost recovery leasing Range time to other agencies.

• The current Armoured Rescue Vehicle (ARV) is a retired armoured currency vehicle. CIRT is attempting to replace it with a more modern and updated vehicle for armoured protection. These vehicles are very costly and CIRT is exploring possible used/demo models.

• CIRT has one multi-shot ARWEN, which is a less-lethal weapon used to deploy a baton round or gas at a subject. This weapon is aging after many years and CIRT will replace this weapon with three single-shot less-lethal weapons to be deployed in each of the CIRT patrol vehicles.

• Members of CIRT are trained in Basic Rappel as part of their Basic Tactical Training course. Previously CIRT had rappel master instructors to maintain these skills and were equipped to provide a high angle element for rescue, search or assault. CIRT will replace the rappel gear and train 2 rappel master instructors to maintain the members’ skill sets. A rappel tower is being explored for the new firearms range at the Dillion Road Station.

Objectives: • Construct a new Firing Range and storage facility capable of up to 100 yards target practice • Replace the current ARV with a newer model capable of transporting members as well as

extracting members, citizens and victims in a safer and more secure armoured vehicle • Purchase and deploy a less-lethal weapon in each of the three CIRT vehicles while on patrol • Purchase replacement gear and train instructors to maintain and continue current rappel skills


CIRT FACILITY & EQUIPMENT (Cont’d)

Performance Measures: • The new firing range will be used by all members and Training Section for annual requalification

and more regularly by CIRT for maintaining their weapons skills and accuracy. • The ARV will be used by CIRT when required for safe approach and/or from threats of violence

from weapons. The frequency of use is dependent on the calls for service which vary. • The less lethal weapon option will now be available in three patrol vehicles versus the current

one. Its use is dependent on the calls for service that require such level of force. • The high angle rappel element will be maintained with annual requalification and will be used

operationally dependant on the calls for service that require such deployment.

Budget Impact:

Benchmark: • N/A

Accountability: • Inspector -

CommunityPatrol

Enhancement 2018 2019 2020

Range & Storage Facility $250,000 $100,000 $50,000

Armoured Rescue Vehicle $50,000 —— ——

Less-Lethal Weapons $5,000 $300 $300

Rappelling Training $15,000 $2,000 $2,000


HELP TEAM & MOBILE CRISIS TEAM (M.C.T.)

The Chatham-Kent Police Service currently has 40 sworn members, 8 Special Constables, 7 Emergency Communication Operators and 4 Civilian personnel who have participated in the 32-hour HELP mental health awareness training. This training is developed and facilitated by the HELP Mobile Crisis Team (M.C.T.) in cooperation with community partners.

The MCT was established in 2006 as a Pilot Project. It is a partnership formed between the Chatham-Kent Police Service and the Chatham-Kent Health Alliance (C.K.H.A.) teaming a plain-clothed HELP Team trained Constable with a C.K.H.A. Psychiatric Assessment Nurse in an unmarked police cruiser. It is a secondary response unit that provides support to front line members, builds and maintains relationships with community partners while developing and maintaining trust between the police and persons afflicted with mental health issues. The MCT primarily works the day shift from Monday to Friday responding to, or following up on, mental health -related calls for service.

Goal: • The CKPS HELP Team is a responsible, sensitive community-based policing partnership with local

mental health care professionals, consumer survivors, advocates and family networks. • Our united goal is to facilitate & promote effective, compassionate care to members of our

community and their families through a corporate referral network.

Objectives: • Better serve the community as a whole and specifically mentally ill persons in crisis • Increase sensitivity toward clients with a mental illness • Reduce 911 calls received from persons with a mental illness • Reduce tragic consequences of interactions between police and mentally ill persons • Reduce time spent by police on calls for service involving the mentally ill • Maintain and enhance trust between police and persons dealing with mental health issues

Performance Measures: • 997 Incidents followed-up by the MCT in 2017, an increase of 144% compared to 2007 • Divert more clients to alternative community resources • Increase Community Service presentations to educate our community on mental health issues

Budget Impact: • Funded within Existing Budget



CRIME PREVENTION & COMMUNITY MOBILIZATION

The Community Mobilization section was established in January 2015. The purpose of this section is to deal with non-criminal calls for service through a holistic approach involving community partners in order to develop strategies that tackle root causes of social disorder. This section is comprised of a Mobilization Sergeant, two Mobilization Constables, One Youth Constable, the Mobile Help Crisis Team and three Special Constables. Together this team seeks out and builds new relationships with community partners to reduce CKPS non-criminal calls for service.

Goal: • To seek out, develop, and build partnerships creating resilient and safe communities in Chatham-

Kent where residents are socially engaged and connected.

Objectives: • Identify trends by acquiring and analyzing crime and social-economic data • Continue to build upon the collaborative resource network of community partners already

established • Continue support of the Neighbourhood Policing program • Assist in identifying factors that could cause victimization before crime happens • FIRST strategy – mitigate identified elevated-risk situations by working with community partners

reducing the potential for risk turning into a crisis Performance Measures:

• Continue supporting the Victim Service Referral program and FIRST Strategy • Increase the number of registrants utilizing the Vulnerable Persons Registry • Continue prevention and education initiatives by the Special Constables

Benchmarks: • 439 Victim Service referrals made by members of the CMS team in 2017 • 24 FIRST referrals were made in 2017 with CMS involved in 17 of them (73.9% involvement) • By the end of 2017 there were 70 registrants on the Vulnerable Persons Registry • 621 Presentations made in 2017 by the Crime Prevention and Community Safety Section • 31 C-K Safety Village Presentations made in 2017 down from 82 in 2014.

Budget Impact: • Within existing budget and established reserves

Accountability: • Inspector – Community Patrol


POLICE FACILITIES Police facilities must provide workplaces that enable efficient and effective delivery of our services. They must ensure flexibility to support the changing needs of the Service and the Community. Although the Municipality has responsibility to deliver these facilities, key partnerships encourage constant communication between the two organizations to ensure everyone’s needs are met. Goal:

• Administer and manage, efficient, cost-effective facilities to ensure the needs of the community and Service are met for long-term success.

Objective: • Consistently review and restructure in order to minimize operational costs associated with

infrastructure where appropriate. • Maintain a long term partnerships with Probation and Parole to utilize office space at our

Wallaceburg satellite office. Enhance external partners to build a stronger and safer community. Revenue accrued will assist the ever changing needs of the Community and the Service.

• Enrich our partnership with the Municipality to consolidate resources in order to maximize our space and infrastructure.

• Explore options for future development of property within the Municipality to aid the ever-changing needs of the Community and Service.

Performance Measures: • Partner with Chatham-Kent Probation to share office space located at the Wallaceburg facility. • Renovate the Wallaceburg facility to safely allocate workspace for staff of Probation and Parole. • Install LED lights around HQ to reduce costs • Ongoing review of all facilities to add LED lighting • In partnership with the Municipality review yearly maintenance projects for all facilities to ensure

safe and effective work areas with a focus on lighting & HVAC • Project and forecast the ever growing-needs of the community and service in order to identify all

options to ensure fiscal responsibility.


Accountability: • Inspector – Administrative Support


POLICE FLEET Fleet management services primary role is to provide reliable, efficient and safe vehicles and related equipment for our membership. Fleet management services is a critical component of our ability to properly police the community. In partnership with the Municipality, fleet management services operates over 70 police fleet vehicles. The strong relationship between the Chatham-Kent Police Service and the Municipality is a key reason we are able to provide a planned and proactive approach to managing the fleet needs of the service in a cost-effective manner. Goal:

• Administer and manage, efficient, cost-effective fleet services to ensure the needs of the community and Service are met for long-term success.

Objective: • Consistently review and proactively research fleet services to ensure reliability and performance. • Build on our partnership with the Municipality to consolidate resources in order to maximize our

fleet utilization. • Explore options for deployment of an All-Terrain Vehicle and Side by Side to safely and effectively

patrol the community. • Research and deploy a new Command Post • Research the viability of obtaining a replacement CIRT Armoured Rescue Vehicle (ARV) • Continue to work with our valued vendors to explore options in order to introduce value in our

fleet and related equipment • Introduce Chevrolet Tahoe for our Critical Incident Response Team, K9 Unit, and Supervisors

Performance Measures: • Ongoing partnership between CKPS Fleet and CK Municipality Fleet Management Services. • Review of feasibility to purchase an ATV and/or Side by Side by the end of 2018 • New Command Post to be deployed by September 2018 • Report on the purchase of an ARV-CIRT by the end of 2019 • Equipment recycled when any new fleet vehicles is decommissioned • Three Chevrolet Tahoe to be deployed in front line by the end of 2018




INFORMATION TECHNOLOGY

Information Technology Section is to ensure that the members of the Chatham-Kent Police Service have access to state-of-the-art technology, which is reliable, accurate and secure. Technology allows members to be effective and efficient in the execution of their duties. Research and development will assist in identifying evolving and enhanced technological advancements to ensure we are able to meet the ever-changing needs of our investigations and our community.

Goal: • To ensure our technological advancements support the needs of our Service and Community. • Ongoing research & development to enhance our technological infrastructure to support our

current business model and provide necessary tools to fulfill our commitment to the community.

Objective: • Expand the Mobile Data Terminal (MDT tablet) program to increase accountability • Expand and enhance our partnerships with the Municipality and external stakeholders • CCTV monitoring and keycard secure entry system for all police facilities. • Implement Skype live video shift briefings, accessible to all staff with Skype capabilities • Expand the use of on-line reporting to incorporate such things as: bicycle registry, key-holder

registry, vulnerable persons, surveillance camera registry, property registry • Review the feasibility of service-wide issued cellular phones • Research the feasibility of a new internal human resource management tool • IT solutions necessary for the CKPS Command Post

Performance Measures: • Continuous expansion of on-line reporting, ongoing review and research • IT members assigned to the OPTIC Enhancement Committee by end of 2018 • Cellular phone review and report by the end of 2018 • Enhanced Human Resource Software report by the end of 2018 • Skype Video Briefings implemented by 2018 • Expand the application use of the MDT terminals by the end of 2019 • CCTV monitoring for all facilities by the end of 2019 • Key card entry and access system implemented by end of 2020 • Skype VoIP phones installed in all police facilities by the end of 2020




HUMAN RESOURCES PLANNING

Long-term human resource planning and the ability to adapt to evolving circumstances are critical issues in meeting future challenges, including the recruiting and retention of employees in a competitive labor market, the accommodation of those with disabilities and an aging workforce, and the attraction of ethnocultural and gender populations to reflect the increasing diversity of our community. Training and professional development are key to meeting the increasing challenges of modern police work and to ensure organizational evolution and success. Goal:

• To develop plans to identify and respond to future human resource issues in the next 5-10 years • To embrace/engage diverse communities to partner with and/or become part of the Police Service • To review our organizational structure with a view to adapting HR to meet emerging challenges

Objectives: • Review organizational staffing requirements for 5 and 10 year projected intervals • Ensure training meets Ministry Standards and community needs, including diversity education • Develop employees & leaders for future succession in preparation for Senior Staff retirements • Ensure our systems, structure and practices meet performance objectives and expectations • Recruit to reflect the diversity of our community in our competitive labour market • Engage cultural communication and partnerships • Restructure the organization as required to meet needs

Performance Measures: • Develop internal discussion papers on projected HR issues & best-practices for the future • Development of partnership with St. Clair College to provide educational opportunities internally • and open gateway to recruiting opportunities • Review, develop, and implement policies & procedures to encourage employee development,

including promotional procedures • Increase the number of visible minorities and female applicants by 2% by 2020 • Continue development of future leadership candidates through advanced educational/training • opportunities such as OACP/Rotman, select University/College programs, FBI LEEDA program, etc.

Budget Impact: • $15,000 for soft costs and recruiting materials and training • $45,000 for additional training and organizational development • $30,000 annual costs for TRAC Group employee disability management vendor

Accountability: • Chief of Police

CHATHAM-KENT POLICE HEADQUARTERS

24 Third Street Chatham, ON

N7M 5K5

519-352-1234

DEPLOYMENT DISTRICTS

CENTRAL ZONE Deployed from Chatham HQ

Responding to Calls for Service in & around Chatham

NORTH ZONE Deployed from Wallaceburg

Dresden • Thamesville • Bothwell • Mitchell’s Bay • Pain Court • Tupperville

SOUTH ZONE Deployed from Tilbury, Blenheim & Ridgetown

Wheatley • Merlin • Erieau • Shrewsbury • Morpeth • Highgate

PARTNERS, SUPPORT, AND RESOURCES

PATROL SUPPORT Traffic & Marine Safety

Police Dog Services Not Accessible to the Public

23186 Dillon Road

519-355-1092

COLLISION REPORTING CENTRE Independently Operated by

Accident Support Services International Open Weekdays

In the Lobby of CKPS Headquarters

519-355-1937

VICTIM SERVICES Volunteers Helping Victims of Crime & Tragic Circumstance

On-Call 24/7 Trained Teams in All Districts

519-436-6630


chatham-kent police services board strategic plan strategic... · 2018. 6. 26. · ckps auxiliary...

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