CHATHAM-KENT POLICE SERVICES BOARD )

Report Prepared April 2012 • www.ckpolice.com • www.ckpsannual.com

Dedicated to Making Chatham-Kent the Safest Community in Ontario

CHATHAM-KENT POLICE SERVICES BOARD

BUSINESS PLAN2012 - 2014

http://www.ckpolice.com


Chatham-Kent Police Services Board • Business Plan • 2012 - 2014 3


Message from the Police Services Board:

Chairperson Mrs. Pat BelangerOn behalf of my colleagues on the Board, I am pleased to present the 2012-2014 Business Plan for the Chatham-Kent Police Service. This Plan was developed through collaborative efforts and extensive consultations with residents, community stakeholders, police administrators and the Police Services Board. Our Board is mandated to develop a plan which will establish a clear direction and set out goals and objectives over the next three years, while keeping an eye to the long term future. At the same time, we find ourselves facing ongoing budgetary constraints which necessitate that we work more efficiently and effectively with our resources. To this end we will continue to embrace and support our technology projects that will allow us to capture those efficiencies and equip our officers to meet the challenges of this new era.

Our plan will also place important emphasis on the most vulnerable members of society. Children are increasingly targeted by predators, particularly on the internet, and our seniors are often subjected to elder abuse & fraud. To that end, our Service will establish a new child pornography/electronic crime unit staffed by specialists and our fraud unit will emphasize fraud investigations involving our elderly citizens. We will also better prepare our Service for emergencies and unexpected issues through contingency planning, and will continue to develop our internal systems to ensure succession planning and organizational & professional development. We will strive to build on our past successes and embrace the future challenges we face in an ever-changing social and economic climate. Thank you for your support of our efforts to make Chatham-Kent safe & secure.

Message from the Chief of Police:

Chief Dennis PooleBusiness Planning has become an important and recognized tool in this new era of public administration and policing. It causes us to reflect, plan, forecast and seek guidance through community partnerships & citizen consultation to identify the potential needs, challenges, and most importantly, our Police Service's priorities in the coming years.

Our first Business Plan in 2002 concentrated on building the newly-amalgamated Chatham-Kent Police Service into a well-functioning professional organization that could not only meet the new demands of Provincial Adequacy Standards but also meet or exceed the needs of our community and gain its trust & respect. The 2006 Business Plan charted a path to the future and began the strategic approach to decision-making and management coupled with a vision of community engagement and citizen mobilization that would begin to define "who we are and what we do" and how citizen involvement can enhance community safety.

The 2012-2014 Business Plan will continue to build on that rapidly evolving relationship with the community through Neighbourhood Policing and an emphasis on District and local priorities and initiatives where citizens can have a direct and meaningful role in keeping their community safe. In addition this Plan includes an embracing of new technology that will help us to work better and more efficiently with what we have, allowing our officers as much time as possible in their neighbourhoods and on our streets, to interact with citizens, work collaboratively on community problems, solve more crimes and most importantly prevent them from occurring in the first place. The Mobile Data solution, advances in digital fingerprinting and forensic science technology, a new and interactive website and improved communication and interaction with the public are key elements of this new Business Plan. We look forward to our continued and valued partnership with the Municipality which allows us to capture economic efficiencies in our operations, and we will continue to plan for future challenges in a financially challenged world and an increasingly competitive labour market.

We look forward to the participation & collaboration of our citizens in our collective challenge to make Chatham-Kent the safest community in Ontario, and invite you to engage with us in that ongoing effort!

Chatham-Kent Police Services Board • Business Plan • 2012 - 20144


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

OUR VISIONIn partnership with our citizens, we will serve and protect our communitywith integrity, fairness and courage.

OUR VALUESWe, 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 and 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 & 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 BUSINESS PLANNING PROCESS

Ontario Regulation 3/99 of the Ontario Police Services Act requires that every Police Services Board shall prepare a Business Plan for its police force 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 170 sworn officers, 70 civilian staff, and an operating budget of approximately $28-million dollars, Chatham-Kent is the 17th largest Police Service in Ontario. We serve 108,000 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 in policing in Ontario. The operating budget, officer-to-population ratio, per capita cost, calls for service and crime clearance rates are all within equivalent proportionate ranges in comparison to other police agencies in the Province, despite the additional challenges of geography and the regional impact of a changing economy.

The Police Service consulted with the community in the preparation of this Business Plan through a widespread survey in an effort to have citizen input into the priorities to be established and to gauge citizen satisfaction. Over 75% indicated they were satisfied with police services, and identified illegal drugs and related property crimes as the issues of priority for our Service to address. Citizens also indicated that they wished to see more "police visibility" through increased patrols, the hiring of more officers, and more crime prevention work. The vast majority indicated that they felt the Service has a good working relationship with the community, is making an effort to be more positively involved in the community, responds fairly to all citizens and uses authority and force appropriately. These findings are relatively 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. Continuing "technology advancement" was identified to assist in the challenge of making police more visible in the community when the cost of hiring more officers is prohibitive, and increasing "paperwork" and Court preparation requires more time in the office.

The "Mobile Data solution" -- having officers equipped with Blackberries in their cars -- has allowed officers to work from their "portable office" in neighbourhoods and increase that visibility. The implementation of Blackberry Playbook tablets, computerized report dictation software, and our eBrief workflow will further enhance efficiencies. Staff also identified succession planning and leadership development, performance management, and communication as areas needing attention & development.



OUR 2009 - 2011 BUSINESS PLAN: HOW DID WE DO?

CRIME PREVENTION:• Established the Neighbourhood Policing Program• Continued & enhanced partnership with the C-K Children's Safety Village• Hired an additional Special Constable for Crime Prevention & Community Safety• Established ATOMS and assigned Patrol officers• Increased number of Neighbourhood Watch Programs by 366%• Increased number of Telephone Alert Registrants by 1% (residential) and 76% (business)• Partnered to establish C-K Crime Prevention & Safety Board

COMMUNITY PATROL:• Implemented the Neighbourhood Policing Program• Enhanced communication with communities and citizens through District Sergeants and local

media and website• Reviewed deployment and made several changes to ATOMS• Increased Community Patrol officers by 2 (the Plan was for 4)• Clearance rate increase of 1.9%, target was 1%

CRIMINAL INVESTIGATION:• Established Child Pornography & Internet Crime and Fraud units• Established Asset Forfeiture Unit with one investigator assigned• Clearance rate for major crimes to 38% from 32% (target was 1%)• The number of training hours declined by 35%• Number of drug search warrants executed from 49 to 64• Seizure of 51 Taylor Ave. Chatham apartment building under Asset Forfeiture• Provided an undercover member for CISO & OPP Biker Enforcement Unit

COMMUNITY SATISFACTION:• Survey conducted to gauge citizen satisfaction• Ensure citizens’ voice through website, town hall meetings, meetings with Council

and Council members, and presentations to community groups• District Sergeants continue to work with local communities to address local issues

EMERGENCY CALLS FOR SERVICE:• Continued training and accreditation for Communications Operators• Implemented Differential Response Policy• Two upgrades were made to the Computer-Aided Dispatch (CAD) system• Re-engineering and rejuvenation of the Communication Centre completed



VIOLENT CRIME:• Violent Crimes reported increased by 7.5% while Clearance Rate improved by 3.9%• Increase in Business Watch participation• Increased family violence crime prevention through Children's Safety Village “Dating

Shouldn't Hurt" program, and Domestic Violence seminars

PROPERTY CRIME:• Property Crimes reported decreased by 5.2% while Clearance Rate improved by 0.4%• Neighbourhood Policing Program continued• Chronic Offender Program established

YOUTH CRIME:• Youth Officer position has enhanced diversion program partnerships with community• Renewed relationships with school boards and establishment of school liaison officers• Patrol officer involvement in V.I.P. and Junior Achievement programs

VICTIMS ASSISTANCE:• 38,442 Volunteer Hours (Including 141 Public Education Events)• 1,345 Call-Outs For Assistance• 2,854 Persons Assisted• 8,720 Referrals Provided

ROAD SAFETY:• Additional radar & Intoxilyzer units acquired to enhance enforcement initiatives• Two additional Drug Recognition Experts trained• Established Collision Reporting Centre (CRC) • Commercial Vehicle Inspections implemented

INFORMATION TECHNOLOGY:• Three members continued to serve on the OPTIC Provincial Board• MDT (mobile data) solution pilot project & implemented (see Blackberry section)

RESOURCE PLANNING:• Staffing requirements reviewed & adjusted• Policies developed re educational reimbursement, including post-graduate• Policies reviewed & amended for Promotional Process, recruiting and internal postings• Succession plans reviewed

POLICE FACILITIES:• Minor renovations and continuing restructuring of Chatham Headquarters completed



COMMUNITY SATISFACTION

Background:The relationship between the police and the community we serve is unique. Police must "enforce the rules" of society while at the same time engage citizens in a cooperative partnership that will prevent crime and help bring perpetrators to justice. Compassion, the judicious application of force "only when necessary", public trust, confidence, and accountability are all hallmarks that influence that relationship. Since the quality of life in a community is affected by a citizen's perception of safety and security, it is important that the community is satisfied their Police Service is performing to the standards it expects.

Goal:To ensure the community is aware of, and satisfied with, the level & quality of policing received.

Objectives:• Promote awareness of the operations of the Police Service to promote understanding,

accountability and feedback from the community• Improve communication with citizens through the media, public meetings, speaking

engagements, the website and presentations to Council and community groups• Enhance "point of contact" with District Sergeants, Senior Staff, and Public Information Officer• Conduct a survey to gauge citizen satisfaction• Improve quality management through efficient investigation establishing a management

position of Professional Standards matters

Performance Measures:• Number of community meetings / engagements held in the community• Development of community feedback mechanisms• Enhance service delivery and resolution of public complaints• Enhanced customer service training opportunities for staff• Number and type of Public Complaints / Resolutions• Completion of Public Survey & online feedback thru website• Number of community meetings attended

Budget & Social Media:• Website development: $5,000• Establish Community Publications: $5,000• Enhance efficiency of Professional Standards investigations (within existing budget),

plus overtime ($10,000/year)

Accountability:• Inspector - Operational Support



CRIME PREVENTION

Background:Crime prevention is an integral part of policing and community safety, and is identified as a core police function under the Police Services Act. Crime prevention and community mobilization are key pillars in the work of the C-K Police in fostering a safer community.

Goal:To better engage the community in protecting itself by providing education, awareness and mobilization opportunities in crime prevention and preventative initiatives.

Objectives:• Continue the establishment of the Neighbourhood Policing Program• Continue to develop and present programs at the C-K Children's Safety Village• Study and evaluate the provision of crime prevention programs for effectiveness• Enhance and engage the community through Neighbourhood and Business Watch Programs,

Block Parents, and community events• Continue prevention education through our local schools• Continue school liaison officers program

Performance Measures:• ATOM assignments for Patrol officers• Number of new Neighbourhood Watch Programs established +5%• Number of community meetings / engagements held in the community +5%• Number of new Block Parents established +5%• Number of new registrants for Telephone Alert established +5%• Number of Telephone Crime Alerts issued +5%

Budget Impact:• Within existing budget

Benchmark - 2010 Reference:• 22 Neighbourhood Watch Groups Supported• 120 Community Presentations• 204 Community Meetings Attended• 18 Block Parent Businesses• 4,315 Telephone Alert Registrants• 132 Telephone Crime Alerts Issued

Accountability:• Inspector - Community Patrol



COMMUNITY PATROL

Background:Community Patrol comprises the front-line day-to-day policing of the community, providing emergency and non-emergency response to virtually all calls for service from citizens, and proactive preventative community policing in neighbourhoods throughout Chatham-Kent.

Goal:Enhance the visibility and interaction of uniformed patrol officers in the community; better engage the community in protecting itself by providing education, awareness and mobilization opportunities in crime prevention and preventative initiatives.

Objectives:• Continue the establishment of the Neighbourhood Policing Program• Enhance communication with the public through District Sergeants, community meetings,

community groups and partners and the media• Continue to review and study deployment strategies to maximize effectiveness and efficiency

of service delivery• Target recidivist criminal offenders through Chronic Offender Program• Deploy the Blackberry Mobile Data Solution, voice recognition, computerized data entry,

and pilot eBrief solution• Continue school liaison officers program

Performance Measures:• ATOM assignments for Patrol officers established• Number of new Neighbourhood Watch Programs established +5%• Number of community meetings / engagements held in the community +5%• Number of new registrants for Telephone Alert established +5%• Reduction of 5% in property crimes• Number of "Community Service" incidents


Benchmark - 2010 Reference:• 782 Community Service Events Created• 995 Community Involvement Sessions• 4,315 Telephone Crime Alerts Issued




CRIMINAL INVESTIGATION

Background:The Criminal Investigation Branch provides support services to front-line officers and investigates serious and major benchmark crimes using specialized training, techniques and operational functions, that may vary from forensic identification services to surveillance. The Ontario Major Case Management Protocol is utilized as circumstances dictate for serious personal and property crimes and multi-jurisdictional investigations.

Goal:Ensure thorough and professional investigations are conducted to successfully solve major crimes and interrupt and interdict organized and unorganized criminal activity, including drug trafficking, through intelligence-led policing principles.

Objectives:• Train, mentor and develop community patrol officers to enhance investigative knowledge,

skills, abilities and performance• Develop intelligence-led policing initiatives especially targeting repeat offenders• Ensure ongoing professional development through training• Examine best practices and structural capacity to ensure optimal performance & results• Enhance crime analysis capabilities• Continue / enhance established partnerships such as Crimestoppers, Victim Services, OPP,

RCMP, neighbouring Police services and government agencies• Target economic gain by reducing profit through asset forfeiture• Establish Child Pornography & Internet/Web Crime investigative capacity

Performance Measures:• Increase clearance rate of major crimes by 1%• Increase number of drug charges by 5%• Evaluate Child Pornography & Internet/Web Crime investigative unit• Continue Joint Forces Operations where possible, and/or engage new opportunities• Establish Chronic Offender Protocol with Crown Attorney & evaluate• Number of investigative courses attended / officers trained


Benchmark - 2010 Reference:• 169 Drug Arrests resulting in 332 Criminal Drug Charges• $5,300,000 in illegal drugs seized + $350,000 in stolen property seized• 10 Guns or Prohibited Weapons seized• 12,978 total Training hours in 2010

Accountability:• Inspector - Criminal Investigation



EMERGENCY CALLS FOR SERVICE

Background: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 well-trained & well-equipped officers are deployed & dispatched in an effective manner so emergency calls are responded to in a safe, timely, and appropriate manner.

Budget Impact:• See Information Technology re: Blackberries, CAD and AVL• $100,000 for back-up CommCentre infrastructure (reserve established)• Consulting/management (real estate fees for location establishment) $25,000

Objectives:• Enhance differential response methods to increase availability of officers• Ensure all officers are properly trained in Suspect Apprehension Pursuits• Use technology such as Blackberries, CAD and AVL to more effectively deploy officers• Establish a back-up CommCentre joint initiative with Municipality) to ensure business

continuity in emergency response in the event of failure of the 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 at 2010 levels• Establish backup CommCentre and update lifecycle computer technology

Benchmark - 2010 Reference:

Year Priority-0Calls

AverageAnswer to Enroute

AverageEnroute to Arrive

AverageAnswer to Arrive

2008 859 120 seconds 302 seconds 423 seconds






VIOLENT CRIME

Background:Violent crimes against persons have the greatest impact on the members of our community, resulting in fear and a 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 & 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 & present personal protection education to both adults and youth (see Crime

Prevention)• Utilize new technologies in high-risk CIRT (tactical) operations; lifecycle existing equipment

and examine Patrol Tactical Rifle program

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

Criminal Investigation Branch• Increase clearance rates by 1% from 2010 levels• Decrease violent crime by 1%• Obtain equipment upgrades for Critical Incident Response Team

Budget Impact:• Covered through current budget• CIRT equipment lifecycle $21,000; new equipment (drone) $68,000 (potential grant funding

and partnerships)

Benchmark - 2010 Reference:• 1,039 Violent Crimes• 77.5% Clearance Rate on Violent Crimes• Violent Crimes include: Murder, Attempted Murder, Assault, Aggravated Assault, Sexual

Assault, Criminal Harassment, Abduction, and Robbery

Accountability:• Inspector - Criminal Investigation Branch



PROPERTY CRIME

Background: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 crime prevention tools such as public education, Neighbourhood Watch and CPTED

(Crime Protection Through Environmental Design) audits to show citizens to reduce their risk of victimization

• Enhance capacity of joint intelligence unit to attack illegal drugs/street crimes through intelligence-led targeted initiatives

Performance Measures:• Reduction of property crime by 5% as reported in Uniform Crime Reports• Increase the clearance rate for property crimes by 5%• Maintain number of public education seminars at 2010 level• Establish additional position in drugs/street crime unit• Number of officers / hours of “Enhanced Street Crime Team” enforcement efforts with

Patrol Branch

Budget Impact:• Restructuring of service delivery model (if required)• Accomplish through current budget / flexible deployment / neighbourhood policing

Benchmark - 2010 Reference:• 4,932 Property Crimes• 17.8% Clearance Rate on Property Crimes• Property Crimes include: B&E, Theft of Vehicle, Theft-Over $5000, Theft-Under $5000,

Possession of Stolen Property, Mischief, Fraud, and Arson

Accountability:• Deputy Chief of Police



Youth Diverted and Charged

Warnings: 15 ( 1.8 %)Caution: 391 (49.0 %)Charged: 268 (33.6 %)Warrants Issued: 29 ( 3.6 %)Community-BasedReferral: 94 (11.8 %)

Total of 797 Youth

Diverted: 500 (62.7%)Charged: 268 (33.6%)Warrants Issued: 29 ( 3.6%)

YOUTH CRIME

Background: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 extrajudicial measures.

Goal:To use holistic strategies to cause youth to choose not to be involved in criminal activity.

Objectives:• Work with community partners to assist youthful offenders to make right choices about

continued criminal involvement• Reduce youth crime• Enhance strategies to divert youth from becoming repeat offenders• Complete / enact SPEAR police/school protocol• Host joint training for police, schools, and community partners in the threat/risk assessment

and preventative response• Continue School Liaison & Junior Achievement programs

Performance Measures:• Youth crime strategies enhanced• Youth crime reduced by 3%• Reduce recidivism among youthful offenders• Completion of SPEAR database and training for officers and school staff• Number of Youth Diverted from court system

Benchmark - 2010 Reference:• 797 Youth Crimes Assessed

Accountability:• Inspector - Criminal Investigation Branch



VICTIM SERVICES

Background: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 volunteers who provide quilts and stuffed animals to give to traumatized children. 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 who can assist them in copingwith 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 enhance victims assistance strategies• Partner with Victim Services on related grant applications & programs• Better utilization of the Chaplain program in death notification• Examine current practices to identify potential new practices/methodologies

Performance Measures:• Maintain the number of call-outs of Chatham-Kent Victim Services at 2010 levels• Increase the number of call-outs of the Chaplaincy Unit by 5%

Budget Impact:• To be accomplished within the current budget

Benchmark - 2010 Reference:• 38,442 Volunteer Hours• 1,345 Call-Outs• 2,854 Persons Assisted• 8,720 Referrals Provided• 4,886 Practical Assistance• 141 Public Education Events• 218 Community Liaison & Development• 12 Police Chaplains




ROAD SAFETY

Background:There is a high expectation of our community members that they will be able to use roadways in Chatham-Kent without any unnecessary risks to their safety. Two of the primary causes of unnecessary risks to road safety are motorists who disobey the rules of the road, particularly speed limits and aggressive driving, as well as those who drive motor vehicles while impaired by alcohol or drugs. Achieving our vision of making Chatham-Kent the safest community in Ontario will require a focus on road safety, including commercial vehicle enforcement.

Goal:To increase the safety of Chatham-Kent roadways through training and properly equipping our members; focusing on rules of the road compliance; impaired driving through enforcement; educational initiatives; and commercial vehicle enforcement strategies.

Objectives:• Ensure Community Patrol officers are all properly trained in radar operation & impaired

driving legislation and case law• Increase the number of officers trained in Field Sobriety Testing for Drug-Impaired Driving• Ensure our members are properly equipped with sufficient radar & roadside testing devices• Update our Service's Intoxilyzer units to current standards• Increase education of the public regarding road safety• Increase enforcement of HTA, impaired driving laws, and commercial vehicle regulations

Performance Measures:• Radar and impaired driving training is provided as required; records reviewed annually• In-Service training in Field Sobriety Testing for Drug-Impaired Driving is conducted with a

minimum of three officers per platoon trained• Review & acquire new radar and roadside breath testing units and increase as required• Increase road safety education by use of website & media; maintain educational initiatives• Increase HTA enforcement by 5% over 2010 levels• Maintain or increase number of impaired driving charges at 2010 levels

Budget Impact:• Overtime for additional RIDE checks: $15,000• Training $20,000

Benchmark - 2010 Reference:• 102 Impaired Driving charges• 134 RIDE checks • 149 3/7/30-Day Suspensions • 6,375 HTA charges laid• 19 Radar units deployed • 19 Roadside Breath Sample devices deployed




INFORMATION TECHNOLOGY

Background:Our Police Service must research, examine and adopt new technology in order to capture efficiencies, remain current in best practices and investigative procedures, and keep up with rapidly advancing trends in both the business and criminal elements. The use of technology will help mitigate the escalating costs of human resources in accomplishing our objectives.

Goal:To operationalize the Blackberry & Playbook in-car technology solution for advanced communications & computer accessibility through Mobile Data Terminals (MDT), Automatic Vehicle Locating (AVL), and Global Positioning Satellite (GPS) efficiencies; Computer-Aided Dispatch (CAD); Prepare for the digital age in forensic identification technological advances and requirements; Implement OPTIC/Niche Records Management programs; Operationalize Voice-Recognition Data Entry and eBrief solutions.

Objectives:• Implement technology such as Blackberries, Playbooks, CAD & AVL (MDT) to more effectively

deploy officers and capture human resource efficiencies• Prepare for the Real Time Identification Project (RTID) digital fingerprint program and

Automated Fingerprint Identification Search (AFIS) system• Voice-recognition technology for computerized transcription of dictated reports• Implement Niche update releases for OPTIC Records Management System• Pilot in-car camera solution

Performance Measures:• Implementation of the MDT solution (Playbook)• Develop capital investment plan for digital technology upgrades including AFIS• Implementation of voice-recognition technology dictaphone solution for data transcription• Update forensic identification technology• Investments in CIRT equipment & technology (FLIR)

Budget Impact:• Within existing budget and established reserves• CIRT Technology: $30,000• In-Car Camera Pilot: $10,000

Benchmark:• 2010 Reference

Accountability:• Inspector - Administrative Support



HUMAN RESOURCE PLANNING

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

Goal:To develop plans that identify and respond to future human resource issues in the next 5-10 years, and embrace/engage diverse communities to partner with and/or become part of the Police Service; to review/examine our current organizational structure with a view to adapting human resources to meet current & emerging challenges.

Objectives:• Review organizational staffing requirements for 5 and 10 year projected intervals• Ensure training meets Ministry standards & 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 & expectations• Recruit to reflect the diversity of our community in our competitive labour market• Engage cultural communication & partnerships• Restructure the organization as required to meet needs• Recruit & institute new Deputy Chief of Police

Performance Measures:• Develop internal discussion papers on projected H.R. issues & capacities for the future• Review, develop, implement policies, procedures & practices that encourage staff

development, including promotional procedures• Review, develop, implement policies, procedures & practices reflecting community diversity• Increase the number of visible minorities and female recruits• Develop communication plans & task groups• Develop task group to examine the performance appraisal process, core competencies, and

accountabilities (including activity reporting)

Budget Impact:• $15,000 for soft costs and recruiting materials and training• $45,000 for additional training & organizational development


Accountability:• Chief of Police



POLICE FACILITIES

Background:Police facilities must reflect the ever-changing realities of the demands of modern police work, including infrastructure needs. Although the Municipality has the responsibility to provide these facilities, an effective partnership ensures that Police needs are met, within reasonable & feasible budgetary requirements.

Goal:To ensure adequate and cost effective facilities are maintained, planned or acquired to meet the operational, administrative and community needs of the Service in the years to come.

Objectives:• Examine current facilities and potential

internal and external partnerships that will ensure the best possible allocation of workspace and operational needs to maximize service to the community and operational effectiveness

• Continue and potentially enhance the partnership with the Municipality to share resources, planning, space and infrastructure

• Consolidate existing facilities wherever possible to create cost efficiencies

• Update security camera system at the Courthouse

Performance Measures:• Continuation of the partnership with the

Municipality• Develop short and long-range plans for

facilities and potential future needs and considerations

Budget Impact:• $50,000 for potential redevelopment of

existing infrastructure as needed/identified


Accountability:• Inspector - Administrative Support

The annual Green Ribbon Campaignfor Organ & Tissue Donation is organized by CKPS Constables

Doug & Renee Cowellin memory of Bailey Cowell



Chatham-Kent Police Service Honour Guard

BUDGET AND FINANCIAL IMPLICATIONS

The following tables summarize the budget and financial implications of the Business Plan over the next three years.

It is expected that the current fiscal pressures in all levels of government will continue, and in fact become more acute, especially in Chatham-Kent. The next three years likely will see the beginning of a significant shift in the delivery of policing services in Ontario, and the challenges will be numerous. The 2012 Provincial Summit on Policing will spawn numerous reviews of the business and core functions of policing, how those services are funded, and in what manner they are provided. In this regard it will be a time of uncertainty and change, with all Police Services adapting to and overcoming the challenges ahead. Our Police Service will be fully engaged in those discussions and the potential solutions as we move forward.

In this regard, and as was the practice of the previous Business Plan, it is intended that most of the objectives of the Plan will be financed through the existing budget, already-established reserves for some of those projects, and the potential utilization of any budget surplus funds that could be put toward the goals of the Business 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 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 Business Plan may not be entirely feasible.

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

COMMUNITY SATISFACTION 2012 2013 2014

Website & Social Media 2,500 2,500 -----

Public Survey

Community Publications

Enhance Professional Standards 10,000 (OT) 10,000 (OT) 10,000 (OT)

CRIME PREVENTION 2012 2013 2014

Community Engagement

COMMUNITY PATROL 2012 2013 2014

Community Mobilization

CRIMINAL INVESTIGATIONS 2012 2013 2014

Child Pornography & Internet Crime

Ongoing Professional Development

EMERGENCY CALLS FOR SERVICE 2012 2013 2014

Backup Communication Centre 10,000 15,000 -----

VIOLENT CRIME 2012 2013 2014

Increase Clearance Rate

Public Education

New & Lifecycle CIRT Equipment 7,000 7,000 7,000

Acquire Surveillance / Search Drone 10,000 10,000 10,000

PROPERTY CRIME 2012 2013 2014

Intelligence Section: Prolific Offenders

Public Education

( Within Existing Budget )










YOUTH CRIME 2012 2013 2014Youth Engagement

Complete SPEAR Program

Joint Training & Partnership Dev’t

VICTIM’S ASSISTANCE 2012 2013 2014R&D to Increase Utilization Potential

ROAD SAFETY 2012 2013 2014Commercial Vehicle Certification

Intoxilyzer Training 10,000 ----- -----

Radar Training 10,000 ----- -----

Public Education

R.I.D.E. Overtime 5,000 5,000 5,000

INFORMATION TECHNOLOGY 2012 2013 2014Blackberry / Playbook Solution

In-Car Camera (Pilot Project) 5,000 5,000 -----

Forensic Identification Equipment

Update Court Security Cameras

CIRT Technology (F.L.I.R.) 15,000 15,000 -----

HUMAN RESOURCES 2012 2013 2014Organizational & Professional Dev’t 15,000 15,000 15,000

Recruiting & Succession Planning 15,000 ----- -----

POLICE FACILITIES 2012 2013 2014Security System Upgrades 15,000 15,000 -----

Minor Renovations (Accessibility) 10,000 10,000 20,000

TOTAL FINANCIAL IMPACT $139,500 $109,500 $67,000








( Within Existing Budget Reserves )


DISTRICT 1 Wallaceburg • Dresden • Mitchell’s Bay

786 Dufferin AvenueWallaceburg

519-627-2296

CHATHAM-KENT POLICEHEADQUARTERS

24 Third StreetChatham, ON

N7M 5K5

519-352-1234

DISTRICT 2Ridgetown • Blenheim • Thamesville

45 Main Street EastRidgetown

519-674-3315

DISTRICT 3Tilbury • Wheatley • Merlin

19 Superior StreetTilbury

519-682-2614

DISTRICT 4Chatham & Area • Pain Court

24 Third StreetChatham

519-436-6600

PATROL SUPPORTTraffic & Marine Safety

Police Dog ServicesNot Accessible to the Public

23186 Dillon Road

519-355-1092

VICTIM SERVICESVolunteers Helping Victims ofCrime & Tragic Circumstance

Available 24/7Trained Teams in All Districts

519-436-6630

Report Prepared April 2012 • www.ckpolice.com • www.ckpsannual.com

DEPLOYMENT DISTRICTS

PARTNERS, SUPPORT, AND RESOURCES

COLLISION REPORTING CENTREIndependently Operated by

Accident Support Services InternationalOpen Weekdays

In the Lobby of CKPS Headquarters

519-355-1937




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CHATHAM-KENT POLICE SERVICES BOARD )

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