Kingston Police Business Plan. Serving Our Community Since 1841

Transcription

1 Kingston Police Business Plan BUILDING ON 170 YEARS OF SERVICE Serving Our Community Since 1841

2 Kingston Police Business Plan TABLE OF CONTENTS Message from the Board Chair 2 Message from the Chief of Police 2 Kingston Police Mission Statement 3 Kingston Police Corporate Values 3 Business Planning Process 4 Environmental Scan 5 Consultations 6 Focus Groups 6 Online Survey 7 Facilitated Staff Focus Groups and Survey 7 Focus Group Findings 7 Summary 8 Strategic s Community Safety and Law Enforcement Road Safety 9 Safety of Persons and Property 10 Vulnerable Sector Safety 11 Community Engagement and Mobilization Multidisciplinary Approach to Community Issues 12 Community Outreach 13 Promotion of Community Mobilization 14 Organizational Excellence Professional Development and Succession Planning 15 Human Resources and Recruitment 16 Information Technology and Infrastructure Business Intelligence 17 Infrastructure Maintenance 18 Budget Forecast 19 Acknowledgments 19 Contact Information 19 Kingston Police Vision 20 Kingston Police Core Values 20 Serving Our Community Since COPYRIGHT 2012 KINGSTON POLICE All Rights Reserved. This publication is protected by copyright, and permission should be obtained by the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permission, write to the Kingston Police at 705 Division Street, Kingston ON K7K 4C2. 1 Kingston Police Business Plan

3 MESSAGE FROM THE BOARD CHAIR It gives me great pleasure to offer, on behalf of my colleagues on the Kingston Police Services Board, the Kingston Police Business Plan for the period 2012 to By necessity, the period covered by the two most recent business plans focussed on the force s transition to a new state-of-the-art facility and on increasing the force complement to address historic and newly emerging staffing needs. Both represented major undertakings that have firmly positioned the Kingston Police to pursue even more innovative and community-based methods of police service delivery in the years to come. This business plan has incorporated a framework to address traditional public safety concerns as well as ways to resolve recurrent problems as they relate to a sense of personal safety and thus quality of life. It also acknowledges the ever-increasing need to ensure the well-being of the most vulnerable members of our society. We remain extremely proud of our police force and what its members have accomplished over the years, and we know that the goals outlined in this plan will serve the community well. Sincerely, Andrea Risk Chair, Kingston Police Services Board MESSAGE FROM THE CHIEF OF POLICE It is my pleasure as your Chief of Police to present, in conjunction with the Kingston Police Services Board, the Kingston Police Business Plan. The development of this plan has truly been an extensive and collaborative effort that has involved our community, our members, various stakeholder groups, and the Board. With our in-depth environmental scan, our extensive surveys of members and citizens, and our series of focus groups, we have diligently examined what our community wants from us and have drawn upon the extensive knowledge and expertise of our front-line members, who serve our community on a daily basis. In bringing all of this very important information together and prioritizing our activities over the next three years I see this very much as a back to the future plan. While we will strive to develop new and innovative programs and further commit to crime prevention and proactive activities, we will also maintain our investigative and reactive excellence and retain all that is important from our extremely rich history and past record of success. I would also like to express a very special thank-you to all who took part in this lengthy business planning process. My commitment as Chief of Police is to listen to your concerns and suggestions and to work with you to make our police force the very best it can be. Only through working closely together and with our community will we achieve our greatest successes. Yours truly, S.J. (Steve) Tanner Chief of Police Kingston Police Business Plan

4 KINGSTON POLICE MISSION STATEMENT The Kingston Police endeavour to enhance safety and to protect the quality of life of everyone in the city of Kingston, whether resident, worker, or visitor. KINGSTON POLICE CORPORATE VALUES In the conduct of their services, the members of the Kingston Police value: the right of all individuals in the community to be treated with understanding, compassion, dignity, and respect; the rule of law and its fair, impartial, and sensitive application; a work environment that recognizes the contribution of all employees and promotes respect, understanding, accessibility, communication, cooperation, and trust; a commitment to working with and in the community to identify and solve problems, prevent crime, and resolve conflict; the importance of providing assistance to victims of crime; continuous improvement and a desire to provide consistently more effective services; effective, efficient, and sound economical management of human, physical, technological, and financial resources; and a timely response to enquiries and emergency situations. 3 Kingston Police Business Plan

5 BUSINESS PLANNING PROCESS In determining adequate and effective police services to communities, Ontario s Police Services Act stipulates that service delivery must include, at a minimum, the core functions of crime prevention, law enforcement, assistance to victims of crime, public order maintenance, and emergency response. The Adequacy Standards Regulation under the Police Services Act provides direction to Ontario police services boards and police forces on how to provide adequate and effective police services, which includes a requirement for police services boards to engage in a business planning process to review the public safety needs of their communities and to outline objectives for their police forces. In developing the Kingston Police Business Plan, a variety of qualitative and quantitative tools were used to welcome diverse perspectives on local police services, as well as priorities for how they should be delivered in the future. The survey data and documented focus group feedback were gathered through August, September, and early October The process that led to the formulation of this business plan included extensive consultations with key stakeholders who represent the citizens of Kingston in several important capacities, including Council members; the City of Kingston and its agencies; community partners; local social service agencies; partners in the justice system; and local ethnic and cultural groups. Outreach also included feedback from more than 750 residents who responded through social media and an online community survey. Internal focus groups were also conducted as part of the environmental scan, together with a separate, internal online survey that attracted significant input from members of the Kingston Police. The survey data and documented feedback from the focus group consultations have indicated a healthy level of satisfaction with and support for the Kingston Police. There was also a general recognition of the unique challenges faced by officers doing their work in an increasingly complex social, technological, and community environment. Kingston Police Business Plan

6 ENVIRONMENTAL SCAN In keeping with its goal to be Canada s most sustainable city, the City of Kingston has adopted the Sustainable Kingston Plan, which uses a four-pillar approach to sustainability: cultural vitality, economic health, environmental responsibility, and social equity. The Plan further states that the fundamental objective of any sustainable community is the promotion of human well-being through enhancing both quality of life and quality of place. A sense of personal safety and security directly impacts on a community s quality of life and quality of place, and thus the Kingston Police have an integral role to play in Kingston becoming Canada s most sustainable city. With respect to perceptions of crime in Kingston, the response to the online community survey would indicate that there has been an increased sense of personal safety in recent years. When survey respondents were asked their opinion as to whether crime had increased, decreased, or remained the same for the period, 26.5 percent believed that crime had increased, but 52.7 percent believed that crime had remained the same and 20.8 percent believed that crime had decreased. The following table compares the 2011 responses to this question with the perceptions of crime for the period collected in a similar survey conducted in Perception of Crime 2007 Survey 2011 Survey Increased 44.0% 26.5% Remained the Same 43.4% 52.7% Decreased 12.5% 20.8% Crime statistics as reported by Statistics Canada continue to portray Kingston as a relatively safe city. In fact, while there was a national decline of 17 percent in the crime rate between 2004 and 2009, Kingston s crime rate decreased 25 percent in that same period. Criminal Code statistics kept by the Kingston Police indicate that this overall trend is continuing. Criminal Code Offences Kingston Police Business Plan

7 Kingston s level of safety and security is also reflected in its standing relative to the Statistics Canada Crime Severity Index, which accounts for both the severity of crimes and the number of crimes reported. The Statistics Canada Juristat article Police-Reported Crime Statistics in Canada, 2010, reported a crime severity index for the Kingston census metropolitan area of 62.3, as compared to a national average of In the Statistics Canada report Police Resources in Canada, 2010, Kingston also ranked highest in Canada amongst the police services serving areas of over 100,000 population in the weighted clearance rate (whereby more serious offences are assigned a higher weight than less serious offences). Nevertheless, it is recognized that not all crimes are reported to police. Over 77 percent of the respondents to the 2011 online community survey indicated that they had been a victim of crime in the previous months, but 32.1 percent of these respondents also indicated that they had not reported this crime to the police. The most common reasons given for not reporting crime were that the incident was not considered important enough to report or that it was assumed that the police would not take action, perceptions that will be addressed within the Community Outreach objectives detailed in the Community Engagement and Mobilization area of this business plan. As well, despite an overall decline in criminal activity reported to the Kingston Police, calls for service in the city of Kingston have remained constant over the past few years. Calls for Service ,483 42,755 42,605 42,062 41,911 CONSULTATIONS Focus Groups An independent facilitator conducted six external focus groups (four stakeholder sessions and two public town-hall sessions) in August and September Participation was invited from 13 justice partners and agencies; 13 councillors and 14 departments from the City of Kingston; 15 ethnic and cultural associations; 27 community partners, social service agencies, and public sector institutions; and members of the general public. Although not all invited stakeholders were able to attend their designated sessions, they were also invited to provide input at their convenience through the public online survey. The town-hall sessions also incorporated a social media component, with discussion highlights being posted in real time on Twitter and online feedback being reported back periodically to the discussion group. More than 150 Twitter responses, comments, and interactions were posted. Representatives of the Kingston Police attended the public sessions as scribes and observers but were not participants in the discussions; steps were taken to ensure that their presence was subtle and unobtrusive. Comment sheets were also provided to participants so that they could provide feedback confidentially to the facilitator if they felt uncomfortable raising an issue with the entire group present. Focus group discussions were framed in terms of the Kingston Police Mission, being to enhance safety and to protect the quality of life of everyone in the city of Kingston, whether resident, worker, or visitor. All addressed five main questions of interest, including the top overall community safety issues in Kingston; future internal and external obstacles that may prevent the Kingston Police from achieving a safer community; the force s strengths and weaknesses as an organization; ideas or suggestions to improve methods of service delivery; and what participants thought Kingston Police priorities should be over the next three years. Participants were also provided with a copy of the Kingston Police 2010 Annual Report for information. As with the online survey, feedback was welcomed on a full and open range of topics, including community satisfaction with police services; police assistance to victims of crime and revictimization rates; communitybased crime prevention initiatives; emergency calls for service; road safety; community patrol; violent crime; property crime; youth crime; criminal investigation services; police facilities; resource planning; and information technology. Kingston Police Business Plan

8 Online Survey From August through September 2011 the 2011 Kingston Police Survey was made available on the force s website and actively promoted through the media. Paper copies of the survey were also made available. More than 750 residents responded to this survey, an increased number from the first online community survey conducted in 2007, which had 613 respondents. To encourage open and honest feedback, input was anonymous. Survey questions covered the perceived incidence of crime; sense of safety; the most important policing issues; level of satisfaction with the Kingston Police in specific areas; preferred types of police presence; personal interactions and experiences with police in both emergency and non-emergency situations; experiences as a victim; perceived characteristics of members of the Kingston Police; and main sources of information on police activities, programs, and services. The sample of citizens who elected to provide online feedback had a balanced, representative mix with respect to male (47 percent) and female (53 percent) respondents, and ages ranged from under 18 years to 85 years and older. A summary of survey findings has been compiled in the Kingston Police 2011 Community Survey Report. Facilitated Staff Focus Groups and Survey Five internal focus groups were also conducted by an independent facilitator in October On average, eight to thirteen members of the Kingston Police, with a mix of both sworn and civilian employees from all areas of the force, participated in these sessions. While the discussions naturally reflected an internal perspective on the issues, the questions covered in these focus groups were consistent with those posed in the public sessions: top overall community safety issues; future internal and external obstacles; strengths and weaknesses of the organization; suggestions to improve methods of service delivery; and what Kingston Police priorities should be over the next three years. Members of the Kingston Police also provided input via an employee online survey towards several topics related to public safety, police operations, work environment, and community interaction and relations. Focus Group Findings The goal of the consultation process was to obtain the insights and opinions of as broad a spectrum of community members and Kingston Police employees as possible. The 11 external and internal focus group sessions, together with the online survey tools, offered opportunities to influence the direction and priorities of the Kingston Police for the next three years. Some of the common themes emanating from these focus groups included: that a community s assessment of safety is influenced by an extensive range of factors; that policing is done in an increasingly complex, demanding environment; that police have to keep pace with changes and advances in technology as they impact on community safety; road safety concerns; community engagement, communications, and interactions; youth issues, the value of working with youth early, and the need for diversion; and the need for regular review of resources to address changing demands in various areas of the force. 7 Kingston Police Business Plan

9 Summary Ontario s Mobilization and Engagement Model of Community Policing emphasizes roles, responsibilities, and philosophies for the community, as opposed to past community policing models that centred on the police role. This most recent business planning process has provided a means for the Kingston Police to take full advantage of this new model of community policing, with community engagement and mobilization forming the cornerstone of the Business Plan. The community-wide input from focus groups and surveys served to form the basis for Kingston Police objectives for the next three years with respect to: community safety and law enforcement (with specific goals related to road safety; safety of persons and property; and vulnerable sector safety); community engagement and mobilization (with specific goals related to a multidisciplinary approach to community issues; community outreach; and community mobilization); organizational excellence (with specific goals related to professional development and succession planning, as well as human resources and recruitment); and information technology and infrastructure (with specific goals related to business intelligence and infrastructure maintenance). Kingston Police Business Plan

10 STRATEGIC OBJECTIVES Community Safety and Law Enforcement Road Safety In most focus group sessions, participants raised concerns related to distracted and aggressive driving, speeding, non-compliance with rules of the road, and dangers to pedestrians and cyclists. The online community survey also ranked speeding / aggressive driving as one of the most serious community safety issues to address. The Kingston Police will pursue an integrated road safety plan that provides specialized traffic management services and concentrated efforts to promote road safety and reduce collisions, injuries, and deaths. The integrated road safety plan will involve the following performance objectives and indicators. Enhance traffic enforcement programs to target aggressive driving and poor driving habits that result in collisions, injuries, deaths, and traffic complaints. Reduction in collisions and driving complaints. Maintain and develop additional strategies to deter and apprehend impaired drivers, as well as to increase public awareness of the tragic consequences of impaired driving. More public awareness campaigns and continued initiatives with community partners in this area. Statistics related to the number of RIDE (Reduce Impaired Driving Everywhere) checks conducted. Crime analysis of impaired driving trends. Target and deter the operation of unsafe motor vehicles. Reports on the number of vehicle inspections conducted. The online community survey... ranked speeding / aggressive driving as one of the most serious community safety issues to address. 9 Kingston Police Business Plan

11 STRATEGIC OBJECTIVES Community Safety and Law Enforcement Safety of Persons and Property Responses to the community online survey indicated that common concerns for residents were break-ins and property damage, including graffiti; in fact, respondents to the online survey indicated the threat of residential break-ins as the most serious safety issue for their neighbourhoods. Although the survey did not indicate an equal fear for personal safety, respondents did convey concern for assaults, domestic violence, and drug trafficking in particular. With a focus on community involvement and education, programs dedicated to improving the safety of persons and property will involve the following performance objectives and indicators. Provide enhanced police visibility in high-crime areas as identified by crime analysis. Targeted projects with committed resources for proactive and preventive measures. Through crime analysis, focus investigative and support resources on existing violent crime problems and emerging trends. Rates of violent crime and clearance rates for violent crime. Through intelligence-led policing, pursue innovative and proactive approaches to combat property crime. Rates of property crime and clearance rates for property crime. Respondents to the online survey indicated the threat of residential break-ins as the most serious safety issue for their neighbourhoods. Kingston Police Business Plan

12 STRATEGIC OBJECTIVES Community Safety and Law Enforcement Vulnerable Sector Safety The force s commitment to investigative excellence will continue, along with its relentless pursuit of those responsible for all forms of victimization. The Kingston Police will continue to work with victims and guide them through the criminal justice system so that they feel comfortable and supported in a dignified manner. Since many victims of crime come from the most vulnerable sectors of society, particular emphasis will be placed on enhancing police assistance to them. Focus groups and the community online survey especially highlighted the many challenges faced by those dealing with domestic violence, aging, or mental health issues. In recent years the Kingston Police have dedicated resources to address newly emerging cyber crimes, including the disturbing proliferation of child pornography. The implementation of a Vulnerable Sector Unit in 2012 will assist in monitoring adequate and effective police assistance to victims of crime, as well as revictimization rates. Programs focussed on enhanced service to victims of crime will include the following performance objectives and indicators. Ensure a consistent and coordinated response to the most vulnerable members of our community through the ongoing development of the Vulnerable Sector Unit. Establishment and implementation of a mandate and comprehensive operational plan for the Vulnerable Sector Unit. January In partnership with community agencies, continue public education on prevention strategies, particularly for vulnerable persons. Development and implementation of a standardized system for all units to track public training/ education and any shortfalls, to establish a baseline in the first year. Increased training with new partners and an increase in the number of community lectures or training sessions conducted by or involving members of the Kingston Police by 10 percent in the second year. Referrals to Victim Services of Kingston and Frontenac through internal mechanisms and dissemination of information brochures. The force s commitment to investigative excellence will continue, along with its relentless pursuit of those responsible for all forms of victimization. 11 Kingston Police Business Plan

13 STRATEGIC OBJECTIVES Community Engagement and Mobilization Multidisciplinary Approach to Community Issues A common theme across all internal and external focus group sessions was that policing is done in an increasingly complex, demanding environment. Participants pointed out the impacts of social context, such as poverty, homelessness, substance abuse, violence in the home, and bullying. Through partnerships with community agencies, initiatives such as interagency training and information sharing serve to attain resolutions to the underlying issues that result in recurring emergency calls for service. As part of this multidisciplinary approach, the Kingston Police will engage in the following endeavours. Continue and enhance existing community partnerships, including youth-related committees and associations, and broaden the spectrum to include areas not currently addressed. Baseline established in the first year and thereafter increased participation annually in working groups or community agencies dedicated to addressing quality of life issues. Increase interagency training and/or information-sharing sessions with community partners to explain legislated parameters for police involvement and to inform members of the Kingston Police as to available community resources. Baseline established in the first year and thereafter an increased number of annual training sessions held with community partners. Complete joint Police / School Board Protocol training for members of the Kingston Police to ensure a more seamless and collaborative response to calls for service related to school issues, which may affect multiple jurisdictions. The Protocol outlines roles and responsibilities for police and school personnel regarding school safety, with a view to ensuring coordinated service delivery. Training completed in the first year and increased front-line investigations into school issues thereafter. December 2012 / annually. Maintain partnerships with Youth Diversion and the St. Lawrence Youth Association, in keeping with the principles of the Youth Criminal Justice Act. Referrals to youth diversion programs. Rates of youth crime and clearance rates for youth crime. Policing is done in an increasingly complex, demanding environment. Kingston Police Business Plan

14 STRATEGIC OBJECTIVES Community Engagement and Mobilization Community Outreach External focus groups noted the merits of building relationships proactively by making connections in ways other than in enforcement or intervention situations. They also pointed out the merits of promoting more awareness of police activities and successes, rights and responsibilities, and crime prevention methods. As well, external focus groups highlighted the importance of promoting awareness of significant accomplishments, crimes solved, enforcement reasons, and information to correct misperceptions. Moreover, police community interaction in positive settings helps to build trust and encourage members of the public to report criminal activity. The following strategies will assist in developing and maintaining outreach initiatives. Enhance information sharing and improve communication between the community and the Kingston Police through traditional and social media. Increased number of media postings, both traditional and through social media. Development of a communications plan. Enhance attendance at special community events and public functions that provide opportunities for positive interaction with the community. Keep the Kingston Police Community Volunteers informed about opportunities for similar participation. Attendance at public functions and the development and dissemination of promotional literature. Solicit feedback on community satisfaction with police services. Satisfaction levels. Police community interaction in positive settings helps to build trust and encourage members of the public to report criminal activity. 13 Kingston Police Business Plan

15 STRATEGIC OBJECTIVES Community Engagement and Mobilization Promotion of Community Mobilization Community engagement involves police actions that encourage participation of neighbours and citizens in increasing not only their own safety, security, and well-being but also that of others. Community mobilization relates to actions and initiatives that police officers take to motivate and support neighbours to deal more effectively with the root causes of crime and insecurity in their neighbourhoods. Through continued police visibility, initiatives undertaken by the Community-Oriented Response and Enforcement Unit, use of the Kingston Police Community Volunteers, and the promotion of neighbourhood groups, members of the community will be encouraged to take an active part in ensuring the safety and security of their neighbourhoods. The Kingston Police will increase community engagement in identifying the root causes of crime and/or insecurity in individual neighbourhoods by undertaking the following strategies. Continue to hold focus groups or public forums and increase community contact in areas with recurrent community issues and/or concerns. Reduction or eradication of recurrent issues. Continue to promote and support neighbourhood groups that are working towards eliminating issues in their community through crime prevention initiatives. Number and depth of community-based crime prevention initiatives. Develop and implement new crime prevention programs by engaging community partners and members of the Kingston Police. Programs implemented. Members of the community will be encouraged to take an active part in ensuring the safety and security of their neighbourhoods. Kingston Police Business Plan

16 STRATEGIC OBJECTIVES Organizational Excellence Professional Development and Succession Planning To ensure continuing development of current staff and a smooth transition for future retirements and operational needs, a performance evaluation and professional development system requires regular review and maintenance. Review the current performance evaluation system and revise accordingly after a process of consultation with managers, supervisors, Association representatives, and employees. Completion of revised evaluation processes for supervisors, constables, civilian members, and members of specialty units. December 2012, with specialty unit performance evaluation system under development. Review the current career planning process and develop a leadership and succession plan for the future after a process of consultation with managers, supervisors, Association representatives, and employees. Completion of a revised career planning process that includes education/training components. Completion of a revised coaching/mentoring program to foster new employee development and leadership growth. Completion of a process to allow for the transfer of corporate memory from retiring members. December Review the current process for promotions and selection of employees for specialty assignments in force deployments. Development of selection, deployment, and promotion processes based on standardized performance evaluation and succession planning. December A smooth transition for future retirements and operational needs Kingston Police Business Plan

17 STRATEGIC OBJECTIVES Organizational Excellence Human Resources and Recruitment Internal focus groups and responses to the employee survey encouraged a continued focus on promoting employee wellness and a positive work environment. They also highlighted the impact on resource requirements due to changes in technology, legislation, and business processes. Review current recruitment tools and processes to ensure a sound and comprehensive recruitment system, including interviews and surveys that meet the needs of the Kingston Police, and incorporate legislation relevant to hiring practices. Completed transition to the OACP Constable Selection System through the provision of training to employees. Expansion of recruitment initiatives to reach traditionally under-represented groups, to ensure that workforce diversity reflects the community. December Promote a positive work environment and employee wellness. Initiatives undertaken by an active Wellness Committee, including educational resources. Employee participation in training surrounding wellness, health, and safety issues. December Align resources to reflect changing workloads. Completion of workload analysis. December Kingston Police Business Plan

18 STRATEGIC OBJECTIVES Information Technology and Infrastructure Business Intelligence Maintaining and keeping up with advances in technology have become important aspects of adequate and effective policing, both in combating new forms of criminal activity and in sharing information. New technology also provides opportunities for interoperability and partnerships with other agencies. The Kingston Police will continue to pursue methods for improving service delivery through information technology. Maximize the use of existing technology and implement enhancements to the electronic records management system. Implementation of standardized orientation training for new members, as well as refresher training for current members. December Review and enhance methods of internal and external dissemination of information. Development and completion of updated and efficient communication processes. December Increase partnerships with the City of Kingston and other stakeholders to streamline use of technology in policing operations. Partnerships/initiatives established. December The Kingston Police will continue to pursue methods for improving service delivery through information technology. 17 Kingston Police Business Plan

19 STRATEGIC OBJECTIVES Information Technology and Infrastructure Infrastructure Maintenance Ministry Guideline AI-001, Framework for Business Planning, pursuant to the Adequacy Standards Regulation, provides for business plans to include an information technology plan and a facilities plan. The Guideline also sets parameters for facility requirements. Although the completion in 2007 of a new police facility addressed these requirements, regular review is required to maintain adequacy standards for the future. Complete a long-term maintenance plan to ensure the continued adequacy of the police facility in accordance with requirements of the Police Services Act and the Adequacy Standards Regulation. Completion of a multiyear forecast of anticipated maintenance or repair items and the process for a report to the Kingston Police Services Board at the conclusion of each three-year business cycle. December Review and document the existing 10-year capital plan to address current and future needs of the Kingston Police in terms of capital acquisitions, including those related to information technology and communications. Completion of a report to the Kingston Police Services Board on the 10-year capital plan. January Review options for enhancing computer-aided dispatch and mobile data capabilities for in-car and mobile devices. Feasibility and cost report to the Kingston Police Services Board. December Although the completion in 2007 of a new facility addressed... requirements, regular review is required.... Kingston Police Business Plan

20 BUDGET FORECAST Whenever possible, in-house resources and expertise will be utilized to implement the Business Plan objectives. To provide adequate and effective policing to the city of Kingston, a 2012 operating budget of $31.5 million has been approved. Annual budget processes will be geared towards meeting community needs and expectations for police service delivery in a sustainable manner, and grant funding will be sought whenever possible. ACKNOWLEDGMENTS This document was developed by the Kingston Police Services Board in collaboration with a Kingston Police business plan working group. Its content reflects a considerable degree of consultation and input from various sources within the organization, as well as throughout the Kingston community. This business plan would not have been possible without the important contributions of many concerned individuals; their time, interest, and input have been greatly appreciated. The Board would also like to acknowledge the invaluable assistance of Robert Wood of 8020Info Inc. in facilitating the various focus group sessions. CONTACT INFORMATION Further information on the Kingston Police Business Plan, including how to participate in the next planning cycle, is available by contacting the Kingston Police at , extension The Kingston Police Business Plan is also posted on the Kingston Police website, 19 Kingston Police Business Plan

21 KINGSTON POLICE VISION The vision of the Kingston Police organization is to be a service that: provides a highly visible presence in the community, with enhanced personal interaction of front-line officers with community groups through collaboration with community agencies; constitutes a model for other police services in terms of leadership, training, clearance rates, communications, and proactive planning; commits itself to educating the public on the role of policing in the community and how the various stakeholders can be involved in preventing and controlling crime; sustains a sharp focus on the prevention of crime through partnership programs with stakeholders, the community, and in cooperation with municipal, provincial, and federal levels of government; is supported with appropriate resources, including required technology and accommodation suitable for its service role in the community; provides a consistently structured approach to dealing with traffic control and violations; provides a safe community through the effective management of traffic-related issues; manages human resources with sensitivity, skill, and respect; provides an effective mixture of generalist and specialist skills; provides a consistently high quality of services across the community; and consults with the public and its representative agencies as a regular feature of service to the community. KINGSTON POLICE CORE VALUES Practise the Golden Rule. Listen to both sides of a dispute. Demand excellence. Care about people. Kingston Police Business Plan

22 Serving Our Com On December 20, 1841, Kingston Town Council passed An Act to Establish a Police Force in the Town of Kingston and appointed Samuel Shaw, the High Bailiff, as the Chief Constable. Initially, Chief Shaw was assisted in this role by four sub-constables. The new police force was housed in the Court House and Gaol located at King and Clarence streets. When Kingston s new Town Hall was opened in November 1844, the police force was allocated a large day room and four cells in the basement. As the force expanded over the years, its requirement for space also increased. By 1906, with 14 officers, it was located on the main floor of City Hall between the Market Building and the main building, with the Police Court across the corridor. By 1919, the force had grown to 15 officers. These officers performed their duties unarmed, without the benefit of telephones, and relied on two bicycles as their only mode of transportation. By 1951, the force had grown to 46 officers and 2 civilian employees. Renovations began on the Island Market building (the wing extending westward from the main area of City Hall), which provided office space on two floors. The holding cells were on the main floor, and the Magistrate s Court and offices were on the second floor. The force worked out of this facility from October 1952 until another City property was modified to create a 50,000-square-foot police headquarters at 11 Queen Street, which building was officially opened and dedicated in January In 1998, local restructuring resulted in the city of Kingston joining with the bordering townships of Pittsburgh and Kingston. With the ensuing staff increase to meet the policing needs of this expanded jurisdiction, the force outgrew its Queen Street accommodations virtually overnight in spite of significant internal renovations, and plans for a new headquarters began. 21 Kingston Police Business Plan

23 munity Since 1841 In October 2007 the Kingston Police moved to their new headquarters at 705 Division Street. Achieving a Gold certification, it was the first police building in Ontario and the first police headquarters in Canada with accreditation under the Leadership in Energy and Environmental Design (LEED ) standard. From humble beginnings and representing one of the oldest Canadian police forces in existence, members of the Kingston Police have established a long and proud tradition of serving the Kingston community. It is a history that has seen the force sustain itself through the prosperous as well as the hard times. It is also an evolving history of steady growth and constant transformation as the force continues to adapt to social changes and embraces developing technology. In December 2011, with a staff complement of 198 sworn officers and 60 civilian employees, the Kingston Police celebrated 170 years of serving the Kingston community. This business plan builds upon those years of service, with the focus of community engagement and mobilization as its cornerstone. BUILDING ON 170 YEARS OF SERVICE Kingston Police Business Plan

24 Kingston Police Non-emergency: Facsimile: Division Street Kingston ON K7K 4C2