CSCS - 2012 Annual Report - City of Kamloops

City of Kamloops

CORPORATE SERVICES AND COMMUNITY SAFETY

2012 Annual Report

City of Kamloops | March 2013

2012 Annual Report Corporate Services and Community Safety Department

Message from the Director On behalf of all 244 Corporate Services and Community Safety (CSCS) Department employees, I am pleased to present the 2012 Annual Report. 2012 was a year of considerable change, including: •

A new department name;

•

A new Director; and

•

The realignment of the Information Technology Division from the former Finance and Information Technology Department to CSCS.

Through these changes, the dedicated employees of CSCS Department continued to work hard on a daily basis to ensure that our community was safe and well-protected and internal corporate services were performed in a professional and effective manner. We look forward to working with Council and the community in 2013 to continue to Make Kamloops Shine.

David Duckworth, P.Eng., MBA Corporate Services and Community Safety Director

2012 CSCS Annual Report

Page 1

COMMUNITY SAFETY AND ENFORCEMENT

OVERVIEW The Community Safety and Enforcement Division is comprised of two distinct sections: • •

Crime prevention and public safety awareness; and Bylaw enforcement services.

KEY SERVICES The key services performed by the Community Safety and Enforcement Division include: • • • •

Community safety Bylaw enforcement Parking control Bylaw court administration

2012 HIGHLIGHTS - COMMUNITY SAFETY Community Safety operates several core volunteer programs for crime prevention, including Citizens on Patrol and Speed Watch. In 2012, Community Safety focused on: • • • •

Volunteer recruiting; Maintaining service levels for core programs such as Citizens on Patrol and Speed Watch; Maintaining programs for key demographics at risk (seniors, kids, and neighbourhoods); and Expanding programs that target theft from vehicles.

Key highlights included: •

Mandatory retirement and other factors reduced volunteer numbers to 38 early in 2012. Recruiting resulted in a 16% increase up to 44, with three new volunteers being interviewed for January 2013.

•

Citizens on Patrol maintained a consistent patrol count of 83 shifts, providing 765 hours for crime prevention, resulting in the recovery of three stolen vehicles and 18 suspicious/criminal incidents being reported to the RCMP.

•

Speed Watch monitoring of high-speed/crash locations checked 109,625 vehicles for speed during 24/7 shifts, and over 610 volunteer hours contributed to public safety in the community.

M:\Pdezeeuw\FINAL CSCS ANNUAL REPORT 2.docx


Page 2

•

Project HEAT (Help Eradicate Auto Theft), one of the City's theft from auto prevention programs was conducted from July to October and resulted in volunteers engaging and discussing prevention information with over 3,700 residents.

•

Safe for the Season, a seasonal theft from auto prevention program targeted at large retailers, conducted seven parking lot audits of two to four hours each during Christmas shopping and provided approximately 5,000 tip cards to residents.

•

Out of Sight, a seasonal theft from auto prevention program targeted to small retail and service businesses, expanded substantially from the year prior, engaging 43 small businesses in providing 20,000 prevention stickers for awareness and linking residents back to crime prevention messaging on the City's website.

•

In total, Community Safety volunteers contributed 1,850 hours of support to crime prevention and public safety awareness.

•

Key demographics Community Safety focuses on include seniors, children, and neighbourhoods for crime prevention seminars, topic-specific prevention, and to support community events. Coordinators and volunteers attended over 70 such functions, including: -

Alzheimer Society Walk for Memories Kamloops Central Business Improvement Association (KCBIA) Annual General Meeting Kamloops Scooter Rodeo Santa Parade Downtown Lights in the Night Crime Prevention/Safety Awareness Chamber of Commerce BC Crime Prevention Symposium TRU Back to School Barbecue Costco Safety Week Homelessness Action Week Homeless Count Home Show Crime Prevention/Safety Awareness Community Association Forum Out of Sight Campaigns Safe For The Season Campaigns Coordinated patrols with RCMP Auxiliaries Operation Red Nose Hosted CPTED Level 1 training


-

Seniors' Expo Fraud Awareness Sessions Seniors "Safe Tea" Talks Health Fair - BC Public Service Agencies BC Law Day Kamloops Home Show Crime Prevention/Safety Awareness - St. John Ambulance Neighbourhood Patrol Campaign with RCMP Auxiliary members Walmart Safety Week Project HEAT Elementary school talks - child safety Senior safety talks with care homes Peer assistance to other local government crime prevention programs Kids Printz Tk'emlúps te Secwépemc CPTED review with RCMP Ribfest/Hot Nite in the City


Page 3

2012 HIGHLIGHTS - BYLAW ENFORCEMENT Bylaw Enforcement operates 362 days per year and provides public education and compliance-focused enforcement of municipal bylaws. In 2012, Bylaw Enforcement focused on: • • • • • •

Recruiting and engaging a new supervisor within the division; Maintaining existing service levels for general enforcement programs; Continuing to manage priority areas for public safety; Identifying options to address parking challenges downtown; Maintaining and improving service delivery within the community; and Maintaining collaborative approaches to issues with community partners.

The Bylaw Enforcement Officers, excluding parking control, provide a wide array of services, incorporating traditional roles dealing with animal control, parking enforcement (outside of downtown), property standards, noise complaints, etc. This team has also taken on a larger role in public safety through parks patrols, foot patrols, and compliance monitoring of public spaces such as the transit exchanges. Key highlights included: •

17% increase in public inquiries to Bylaw Enforcement.

•

80% of complaints resolved through voluntary compliance.

•

Routine patrols and monitoring of both the Lansdowne and North Shore Transit Exchanges continued throughout the year. Minimal problem activity was observed other than relatively minor issues from smoking, skateboards, and bicycles in these areas, accounting for approximately 85% of violations observed by officers.

•

Significant increases in calls relating to dogs occurred throughout the year. Some related to variance applications prompted by fee waivers approved by Council, while others were more serious relating to aggression from dogs: -

•

With a continued focus on dog licensing, Bylaw Enforcement met its performance goal of increasing dog licence sales by 5% more than the year prior. -

•

75 complaints for too many dogs versus 23 in 2010; 21 applications for more than two dogs were processed; and 25% increase in calls relating to dogs bites to humans (40 versus 30 in 2011).

7,813 dog licences were issued versus 7,389 in 2011; and 15% increase in dog licence revenue due to fee increase implemented partway into 2012.

Public complaints and safety concerns relating to nuisance panhandling and loitering prompted increased frequency of foot patrols in the downtown area. Foot patrols will be continued into 2013 as part of operational planning. -

68 calls in 2012 versus 18 in 2011.


2012 CSCS Annual Report •

With the City implementing the "MyCity" app for problem reporting, complaints relating to graffiti increased significantly and staff have effectively managed the additional call volume while working with the Graffiti Task Force on this issue. -

•

Graffiti reported on private property nearly doubled (60 in 2011 versus 116 in 2012); and Graffiti reported on public property doubled (75 in 2011 versus 150 in 2012).

Since 2009, Bylaw Enforcement has observed water violation complaints gradually decline from close to 350 down to approximately 150 per year in 2011 and 2012. This may be due in part to greater public awareness of water restrictions and the pending implementation of water meters. -

•

Page 4

40 violations issued in 2012 versus 33 in 2011.

Nuisance property complaints increased due in part to proactively patrolling areas in high visibility corridors as well as from complaints from the public. -

33% increase in files relating to nuisance/unsightly private property; and Similar increases were observed in files relating to weed, boulevard issues, and cleaning required by property owners for public boulevards adjacent to their private property.

2012 HIGHLIGHTS - PARKING CONTROL Parking Control manages the flow of parking in the downtown business area for on-street meters, off-street parking lots, and City facilities. Effective parking management is critical to maintaining a healthy and vibrant downtown. Key highlights included: 

Overall parking revenue for 2012 was down 2% from 2011 for a total of $1,418,851. This decline in revenue relates primarily to the period of time spent servicing and recalibrating meters in 2012, as noted below.

•

Recalibration of 850 on-street parking meters due to changes in coin weight and measure by the Royal Canadian Mint. Coin recalibration had an impact on meter revenue, violations issued, and ticket revenues as follows: -

•

Changes to coin weight and measure resulted in increased calls for service due to meters not recognizing coins deposited and affecting public confidence in function of meters. -

•

9% reduction in tickets issued (2,427) 9% reduction in ticket revenue ($29,239) 5% reduction in meter revenue ($26,239)

23% increase in faulty meter complaints over year prior.

The Traffic Control Bylaw was amended to address abuse of parking restrictions for metered space and time restricted areas by implementing block face and metered space restrictions to support Automated Licence Plate Recognition (ALPR) enforcement.



ALPR operation has, in its second year, fully recovered more than the initial cost of the purchase of the equipment, even though 71% was previously recovered in 2011. -

•

Page 5

Over $56,000 in fine revenue for 2,699 violations of exceeding posted time limit or failing to move from block face (two-hour zones); Over $8,000 in fine revenue for 205 violations for repeat metering; and Over $21,000 in fine revenue for 546 extended duration violations.

Significant involvement in 2012 with the Kamloops Central Business Improvement Association (KCBIA), specifically its Parking Solutions Group, to: -

Discuss and identify existing parking challenges; Identify and consider options for long- and short-term solutions to parking challenges downtown; and Participated in KCBIA open houses and Kamloops Voters Society review of recommendations.

•

Reviewed off-street parking lot signs and drafted new signs to be installed in 2013 for improved and concise messaging for requirements of parking in the lots.

•

Semi-annual taxi inspections continue to be conducted for all taxis in the local fleets and random inspections have been increased to address night time taxi activity. Generally, improvements have been noticed within the fleet during pre-scheduled inspections, while random inspections are less compliant.

2012 HIGHLIGHTS - BYLAW COURT ADMINISTRATION Bylaw Court Administration manages the payment of fines, disputes, and files referred for legal action within the Provincial Court system. In 2012, key highlights included: •

30 disputed fines out of over 21,000 issued fines, representing less than 0.001%.

•

Of the disputed fines that went to court, the City successfully prosecuted 83% of these files.

•

Staff continue to engage disputants in reviewing files before referral to court to assist in a resolution if possible and to maintain a reduction in the overall number of files referred to court that otherwise necessitate staff time away from regular duties.



Page 6

2012 STATISTICS Chart 1: Community Safety Community Safety Volunteers Total Volunteer Total Volunteer Hours Citizens on Patrol Volunteers Operational Volunteer Hours Patrols Incidents Acted Upon by RCMP Speed Watch Volunteers Volunteer Hours Speed Watch Operations Seatbelt Surveys Number of Vehicles Checked Chart 2: Bylaw Enforcement


2009

2010

2011

2012

31 2,321

43 2,357

51 1,933

44 1,850

9 567 62 17

7 725 67 16

15 775 83 23

16 765 83 18

6 578 182 127 101,743

17 846 253 151 153,630

13 842 484 166 91,289

12 610 247 24 109,625


Page 7

Chart 3: Bylaw Tickets

Chart 4: Animal Control Licences Issued Dogs Impounded Dogs Euthanized Dogs Claimed/Sold Dog Licence Revenue

2008 6,392 530 33 497

2009 7,149 493 25 410

2010 7,517 483 18 382

2011 7,389 418 7 376

2012 7,813 411 10 326

$122,733

$136,097

$141,034

$144,908

$168,747

Chart 5: Parking Ticket Administration Tickets Issued Tickets Cancelled 2008 17,528 751 2009 23,097 *1,540 2010 20,967 1,818 2011 22,665 1,891 2012 20,238 1,610 * Electronic ticketing began in 2009


2012 CSCS Annual Report Chart 6: Parking Revenues

Chart 7: Bylaw Court

NOTE: "Paid Before Court" is shown starting in 2009 to better explain how the overall number of files were concluded.


Page 8


Page 9

PERFORMANCE MEASURES Measure Dog licence renewals percentage of previous year Initial response within 24 hours for a public complaint Conduct regular staff meetings Conduct regular senior staff meetings (new in 2009) Successful prosecutions/court actions

2008

2009

2010

2011

2012

110%

112%

105%

98%

105%

99%

99%

99%

99%

99%

7

6

8

8

8

-

3

5

4

4

91%

89%

81%

95%

83%

2013 PRIORITIES 1.

Implement short-term downtown parking solutions.

2.

Enhance public awareness tools for Parking Control, Bylaw Enforcement, and Community Safety.

3.

Enhance communications with partner agencies for effective response and solutions within community.



Page 10

KAMLOOPS FIRE RESCUE OVERVIEW In addition to fire incidents, the 128 career members and 40 auxiliary members of Kamloops Fire Rescue (KFR) are the first responders to many emergency and non-emergency incidents. In addition to responding to fire and medical incidents, KFR teaches fire prevention and fire safety courses. KFR operates through seven fire stations and one training facility. KEY SERVICES DELIVERED • • • • •

Medical response and assistance Fire suppression Fire prevention Emergency operations Dispatch operations

2012 HIGHLIGHTS KFR achieved two milestones in the implementation of its long-term strategic plan to enhance emergency response within our growing community: • •

The completion of the new Aberdeen Fire Station; and The implementation of a new 911 dispatch and records management system.

Key highlights included: •

KFR's FireFit team was once again Canadian FireFit Champions, making this the fourth year in a row as Canadian champions. The team also successfully defended its world championship title for a second year in Myrtle Beach.

•

KFR members sent two containers and three sets of fire apparatus to Nicaragua in its ongoing support of the Nicaraguan fire community and the children of Nicaragua. The community centre in Chinandega had its grand opening in 2012, supporting the children with a school, medical facility, and feeding centre.

•

KFR members continue to support our community with numerous projects in 2012, raising money for Royal Inland Hospital; supporting the BC Professional Firefighters Burn Camp; and supplying, cooking, and serving lunch at the New Life Mission.

•

2012 was an extremely busy year for the KFR Training Section: -

Training was provided for New Gold (former Afton Mine), Domtar, and several fire departments; Net revenue from the training center in 2012 was approximately $70,000; and Completed annual FIT testing of all full-time members and auxiliaries with their SCBA masks.



Page 11

•

The beginning of 2012 for KFR Fleet Services had a backlog of maintenance that had not been done in 2010/2011. This backlog was not addressed in any significant way in 2012. All maintenance and repair has been in reaction to breakdowns. Contracting out repair work did not alleviate the issue as local repair facilities have no capabilities to work on KFR on-board V-Mux/Class 1 electrical systems or on pumping and foam systems. The situation degraded further as there was only one emergency vehicle technician (EVT) performing repairs for the last six months of the year. The aerial equipment was tested by Inter-Mountain Testing in November, and both trucks passed inspection. There was no pump testing done on any of the KFR trucks in 2012. In the fall of 2012, KFR fleet services was required to become a standalone preventative maintenance (PM) facility. This was mandated on KFR by Commercial Vehicle Safety and Enforcement (CVSE) due to City repair facilities failing their annual PM audit. KFR will now have annual audits by CVSE area inspectors on repairs, record keeping, and vehicle condition. All KFR rescue tools were serviced in December by KGC Fire Rescue. There has been a large turnover of units in the KFR Fleet in 2012, which has impacted the PM and repairs, as well, the changeover requirements and warranty issues on new units have been taking a lot of shop time.

•

With regard to improving customer service in 2012: -

•

With the opening of Fire Station No. 7, response zones within the city were reviewed and adjusted to decrease response times; The dispatch centre expanded from two to three fully functional workstations; the additional station now provides much-needed increased dispatch capacity and logistic support of large scale or multiple events; and The third dispatch station also provides a fully operational spare station should any technical problem occur with one of the other two, allowing for zero downtime during repair.

Energy Sustainability As winners of the "Turn it Off" challenge with the RCMP, the members of KFR have a heightened awareness of the energy that is used at the fire stations. 2012 saw the upgrade of lighting in the older buildings and installation of LED lighting where practical.

•

Process Improvement KFR underwent a fire station communications modernization. In support of firefighter health and wellness, single hall tones are now the norm during rest hours. This initiative went hand in hand with a department-wide fire station internal communications upgrade. These upgrades were necessary as many of the halls were using communication equipment that was well beyond its expected life cycle. All staffed KFR fire stations now have the same mission critical internal communication systems, allowing for a smaller spare inventory and expedited repair.



Page 12

Interoperations Frequency In co-operation with the Thompson-Nicola Regional District (TNRD), KFR applied for an inter-operations command and control frequency. Should a large-scale event occur, command level inter-agency communications will use this new frequency. This frequency has been programmed into KFR's radio fleet. The frequency has been programmed into many other responding agencies radios, including the RCMP and BC Ambulance Service (BCAS). The implementation of new FDM computer-aided dispatch and records management software was a major milestone in 2012. The new software will provide much greater use of data analytics to make informed decisions to better serve the citizens of Kamloops. In support of the new software, many of the work processes at KFR were looked at and modified to ensure streamlined and efficient workflow.

•

Innovation For better communication system integrity and firefighter safety, MDS 1200 signaling was designed and implemented into the fire department's radio system. Unique radio identifiers are now transmitted by all KFR radios. This provides a quick means of identifying a problem radio, and more importantly, it provides a means of quickly identifying a firefighter in distress. KFR has also taken advantage of this new capability and now have a means of transmitting covert distress signals to the dispatch centre offering another level of safety to the responders. The new Aberdeen fire station required data connectivity to the municipal network. Working closely with the Information Technology (IT) Division, a solution utilizing the 4.9 GHz Public Safety band was identified as the best option. This is the first utilization of the new Public Safety band for this purpose in Western Canada. The licenced frequency band provides a secure, highly reliable, City-owned telephone and data connection that can be quickly repaired by City staff and contractors should the need arise.



Page 13

2012 STATISTICS Chart 8: Emergency Calls by Type Emergency Calls Reported structure fires

2009

2010

2011

2012

636

576

562

426

Actual structure fires

90

84

67

84

Vehicle fires

56

65

78

48

129

64

56

73

31

27

33

28

Wildland/interface fires Garbage/recycle bin fires Chimney fires

10

4

12

8

Fires - other

107

107

108

105

Burning violations

157

125

104

81

4,003

4,088

4,269

4,140

Medical aid Motor vehicle incidents

576

539

562

547

Rescue vehicle - regional

129

125

115

76

Rescue - water

15

13

15

14

Rescue - rope

3

4

1

1

Rescue - other

13

15

7

10

Haz-mat

10

10

9

3

126

124

139

172

Fuel spills

14

15

16

7

Utilities

52

60

52

34

Miscellaneous

82

91

90

100

6,149

6,052

6,228

6,089

Public service

Total Calls

Chart 9: Emergency Responses vs. Population



Page 14

Chart 10: Fire Prevention Outputs Activities 2007 2008 Inspections Re-inspections

2009

2010

2011

2012

3,254

2,732

2,673

2,840

2,884

2,753

488

183

84

26

30

85

Business licence 252 188 143 225 161 259 Development 332 338 285 211 215 199 reviews Public education 85 115 329 499 381 379 events Fire 227 192 204 208 249 223 investigations Dollar loss $4,451,353 $9,038,695 $4,192,925 $4,017,530 $2,649,392 $9,901,250 Permits issued

1,375

1,359

1,074

661

512

243

Inquiries

2,711

2,797

2,874

3,248

3,546

3,341

Chart 11: Fire Dispatch Activities

PERFORMANCE MEASURES Measure Answer 911 service calls within 15 seconds Answer 911 service calls within 40 seconds Number of first aid injuries - no medical assistance required Number of medical aid injuries Number of lost time injuries Hours lost due to injuries Fire inspections Fire re-inspections Number of IAFF/Management meetings M:\Pdezeeuw\FINAL CSCS ANNUAL REPORT 2.docx

2008

2009

2010

2011

2012

95%

96%

96%

96%

96%

100%

100%

100%

99.6%

99.5%

12

9

22

23

23

2

7

3

3

12

1

1

2

1

4

28

86

856

62

106

2,916

2,673

2,840

2,884

2,753

184

84

26

30

85

10

10

10

10

11


Page 15

2013 PRIORITIES 1.

Renew Fire Protection Agreement with Tk'emlúps te Secwépemc.

2.

Renew Dispatch Service Agreement with TNRD.

3.

Seek Council approval of Updated Fire Prevention Bylaw No. 10-37.

4.

Continued contract talks with IAFF Local 913.

5.

Work with both business and the public with the implementation of the new Fire Prevention Bylaw.

6.

Reduce response times through technology, mobile cad, and a new CAD system.

7.

Target the youth, seniors, and socio-economic areas of Kamloops with the smoke alarm program.

8.

Complete training centre expansion with TRU Trades and Technology. Once complete, KFR can implement its marketing plan and explore new revenue opportunities.



Page 16

LEGISLATIVE SERVICES OVERVIEW Legislative Services provides legislative support and advice to City Council, staff, and the general public. KEY SERVICES • • • • •

Council meeting agendas and minutes Freedom of Information (FOI) Civic elections and referendums Municipal bylaws and legal agreements Local Area Services (LAS)

2012 HIGHLIGHTS •

Prepared a parcel tax bylaw for the Highway 5A water project, which charged four properties for the installation of a water delivery service through the LAS program.

•

Rewrote the Fire Prevention Bylaw to reflect current practices and introduce amendments directed by Council.

•

Worked with the Approving Officer to reformat the Subdivision and Control Development Bylaw and incorporate the Design Criteria Manual as a schedule.

•

Completed Phase One (Setting the Framework) of the Electronic Records and Documents Management System (ERDMS) project.

•

Prepared agendas and recorded the minutes for seven Council Workshops, 60 Council meetings, 16 Public Hearings, three Council budget meetings, and three public consultation budget meetings.

•

For the 16 Public Hearings held during the year, a total of 60 bylaws were drafted.

•

Another 22 bylaws were processed and adopted.

2012 STATISTICS Chart 12: Legislative Outputs Activites Correspondence received Bylaws processed

2008

2009

2010

2011

2012

1,501

1,195

1,007

1,019

982

111

92

95

94

82

Council Meetings - agendas and minutes

72

68

63

65

73

Public Hearings - agendas and minutes Freedom of Information (FOI) requests received

19

13

15

14

16

26

31

34

40

42



Page 17

PERFORMANCE MEASURES Measures Council directives distributed within 48 hours of meeting Post meetings minutes on web within two weeks of meeting Process and distribute incoming correspondence within three days Conduct local service area initiatives within 120 days Number of divisional staff meetings per year Freedom of Information requests completed within 30 days * No requests received.

2008

2009

2010

2011

2012

100%

98%

100%

100%

100%

84%

96%

100%

100%

100%

99%

99%

99%

100%

100%

n/a*

100%

n/a*

100%

n/a*

33

35

31

28

34

100%

97%

87%

97.5%

86%

2013 PRIORITIES 1.

Freedom of Information (FOI) presentations to all City departments to ensure the City is open and accountable by providing the public with access to records while protecting personal privacy by preventing the unauthorized collection, use, or disclosure of personal information.

2.

Implement electronic Council agendas to reduce the number of paper agenda copies and improve production efficiency.

3.

Migrate files to ERDMS to ensure the timely destruction of records and improve document searching capabilities.

4.

Administer the Alternative Approval Process for the North Shore Business Improvement Area (NSBIA) that is expiring in 2013.

5.

Work with the Finance Department for permissive tax exemption bylaws to be presented to Council for the three-year renewal cycle to receive new and renewal applications from qualifying non-profit societies and places of worship for property tax exemptions.



Page 18

RCMP OVERVIEW Police services in the City of Kamloops are provided by the RCMP. City of Kamloops staff provide all necessary support for the RCMP, including front line client interaction, records management assistance, and administrative duties. City support staff work closely and have a very good relationship with the RCMP. The support they provide is vital and integral to the service the police provide to the community. KEY SERVICES DELIVERED • • •

Maintain public safety Uphold the rule of the law Prevent crime

2012 HIGHLIGHTS Customer Service •

Policy improvements have been implemented to assist front counter clerks in providing customer service excellence. Front counter clerks are now able to assist the Information Officers in conducting criminal name index checks when a client is looking to apply for a visa or foreign travel work permit. This improvement now provides customers with a wait time in minutes for the results as opposed to leaving and having to come back to the detachment for the results.

•

A concern was brought to staff's attention regarding the non-emergency voice messaging system. Messages were being left for switchboard staff to return that should have been directed to Operational Communications Centre (OCC) for a quicker response. This issues was addressed in two ways: -

The voice recording on non-emergency line voice messaging system was revised to provide a simpler message to customers calling in to direct them appropriately; and The numbering options were switched where '1' now transfers the customer to OCC dispatch and '2' now transfers the customer to leave a voice message for our switchboard.

Our switchboard has since noticed a difference in the amount of messages left that should have originally been directed to OCC for member response. •

Automated external defibrillator (AED) units have been allocated on the main floor and the guardroom in the detachment for public and staff use. The custodial guards will receive training from the City to operate these units properly and to conduct the proper checks on the units. All other City staff in the detachment will be given the opportunity to receive training on how to operate the units.



Page 19

•

With the purchase of LiveScan, an electronic fingerprinting system, the turnaround time from six months to five days for fingerprints taken for those individuals that work with the vulnerable sector (mostly volunteer organizations in the city) has had a tremendous impact.

•

As a result of legislation, new closed-circuit video equipment (CCVE) was installed in the detachment. 55 digital cameras are now strategically placed throughout the building to ensure the safety of officers, detainees, and the general public. Further, the Kamloops detachment is the first in Canada to connect a CCVE system to the National Police Services Network, which allows identified desktop workstations to connect to the CCVE system instead of having to use a stand-alone computer.

Fiscal/Financial Improvements •

As a result of costs associated with all the different ways mail was being sent out at the detachment, a more streamlined process was put in place whereby all mail was sent out in one of three ways: regular mail, Expresspost, or Expedited Parcel. A checklist was put in place to determine whether or not mail required overnight delivery, a signature, or tracking, which determined the packaging process. It is anticipated the cost of mailing will be reduced significantly.

•

Relief staff are no longer being provided for departments that have three full-time staff working the same shift when one employee goes on holiday or is sick.

•

It was identified in previous budgets that the resurfacing of the flooring needed to be done in the cell block area at a cost of $35,000. A $3,000 floor cleaning machine was purchased and, as a result, staff were able to clean the floor to the appropriate standard level and resurface those areas too damaged to clean, thus creating a savings of $21,000.

•

Plumbed-in water coolers were brought in to replace the bottled water being purchased at a cost savings of $3,500 per year.

Energy Sustainability •

The staff at the RCMP detachment participated in the energy challenge and competed against KFR Fire Station No. 1. The RCMP building reduced power consumption by 1,200 kWhrs during the challenge. One way in which individuals reduced power consumption included going around the detachment in the evening turning off lights, fans, and heaters. Recent lighting upgrades in the cell block should help the detachment with its energy usage, and staff are continually looking for other ways to reduce energy consumption.

•

We are currently working with BC Hydro to have an energy audit completed.

•

Changes were made to the lights in the parking lot and all were switched to LED.

•

Every year, arrangements are made to ensure the coating on the windows not previously identified are completed to help reduce air conditioning requirements.

•

Management at the detachment worked with the appropriate departments to identify problem areas and to remove heaters, limit access to thermostats, and set the building at one temperature.



Page 20

Process Improvement •

The front counter staff at the detachment have now all been made Special Constables. With this provincial designation, the process of serving subpoenas by municipal employees has greatly reduced the need for regular members to attend the detachment, allowing them to be on the road more.

•

Working hand in hand with IT Business Analysts, plans are underway to streamline the billing process for false alarms by businesses in the city. Plans are underway to determine whether or not JD Edwards or Tempest can be used to meet the needs of billing by the City and data entry by the RCMP support staff.

•

As of March 2013, the RCMP will be moving to Microsoft Office Word and Excel for all documentation. Starting in December 2012, the City provided staff with basic training in these programs so that they feel comfortable in using these applications. Half of the City staff were trained in December and the other half were trained in January 2013. Staff whose positions require Excel also received training in early 2013.

Innovation The RCMP has started to stockpile parts from previously damaged police cars. This eliminates the need to order in new parts and reduces wait time, which ensures the vehicle is back out on the road as quick as possible. Staffing •

A new Client Support Services Supervisor was hired in 2012 to provide support to the municipal management team. Alisha Statsmann has been with the City since 2008 and moved over to the detachment in September.

•

A total of 15 CUPE positions were filled throughout 2012. Many of the positions comprised of internal transfers with a few temporary positions to provide support services to the RCMP.

Cell Block Operations •

In 2012, 3,058 prisoners were processed. Although the prisoner count is down from 2011, it has been noticed that the types of prisoners now being lodged require greater supervision, which requires additional manpower. Management will continue to monitor this and provide training to assist the guards in dealing with these higher risk prisoners and continue with mandatory recertifications and ongoing training.

•

The E Division cell retrofit will continue for an additional two years. The lighting replacement requirement has been completed this fiscal year end.

Auxiliary Constable Program •

Recruitment and training of ten new Auxiliary Constables was completed in 2012, for a total contingency of 40 Auxiliaries. Recruiting will commence in 2013, with another ten recruits slated for 2014.

•

Auxiliaries will continue providing assistance at events such as the annual Bike Rodeo and Blazers hockey games and education and prevention through meetings and seminars in areas such as counterfeit currency and fraud protection.



Page 21

Victim Services The Victim Services volunteer complement remains at 24; however, plans are underway to train several new Victim Support Workers in 2013. Victim Services assisted the RCMP Violence in Relationships Coordinator to establish a Kamloops Integrated Case Assessment Team (KICAT) to deal with "highest risk" domestic violence cases. An application was successful for a $5,000 grant from the release of civil forfeiture funds, resulting in Victim Services hosting an Intimate Partner Violence Workshop for community agencies and criminal justice professionals to introduce initiatives regarding domestic violence. The Intimate Partner Violence Workshop was held in November 2012 with 102 participants. Crime There was a 5.2% decrease in actual offences in 2012. Further, there was a 7% decrease in strictly Criminal Code Offences. 2012 STATISTICS Chart 13: Police Outputs Output Total detachment files Phone calls - Switchboard Phone calls - Information Office Phone calls - Front Counter Number of police records checks performed Volunteer office hours at the North Shore Community Policing office Victim Services client files completed by volunteer staff Victim Services volunteer hours Chart 14: Prisoner Count


2008 38,961 49,306 15,423 18,252

2009 35,343 67,797 13,769 16,996

2010 35,990 86,639 14,991 21,212

2011 35,881 80,430 14,781 20,823

2012 37,914 70,137 13,360 20,721

5,877

6,064

6,311

2,852

5,466

1,159

1,058

900

424

264

1,161

1,132

1,105

991

980

15,812

15,716

16,520

16,255

16,668


Chart 15: Daily Prisoner Count

Chart 16: Dispatched Files vs. Time of Day


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2012 CSCS Annual Report Chart 17: Crime and Violation Statistics Crimes and Violations Crimes Against Person Crimes Against Property Other Criminal Code Violations Controlled Drugs and Substance Act Other Federal Statute Violations Provincial Statute Violations Traffic Violations Grand Totals

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2011 2,018 5,948 2,245 813 78 2,020 964 14,086

2012 1,863 5,510 2,126 913 142 1,969 835 13,358

% Change -7.7% -7.4% -5.3% 12.3% 82.1% -2.5% -13.4% -5.2%

Chart 18: Police Cost Comparisons

*Denotes municipal police force PERFORMANCE MEASURES Metrics - City Crime rate per 1,000 population Number of serious injuries or deaths in cells Number of sectional staff meetings per year Average word processing turnaround, General Duty (days) Average word processing turnaround, General Investigations (days) Police officer ratio to municipal support staff 2013 PRIORITIES - CITY M:\Pdezeeuw\FINAL CSCS ANNUAL REPORT 2.docx

2008 118

2009 126

2010 127

2011 108

2012 n/a

0

2

0

0

1

2

3

3

2

3

14.36

9

8.48

11.75

21

12.5

16.5

4.2

12.6

2.14

2.14

2.19

2.19

2.19

10.86


1.

2.

3.

4.

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Customer Service •

More staff members from the detachment will be participating in the customer service workshops that are offered by the City.

•

Benchmarking will be complete on similar size municipal detachment front counter. We will be looking at other municipalities' service levels and processes. This benchmarking exercise will ensure that we are giving the best possible customer service to our clients.

•

Internal policies at the front counter are being reviewed to ensure that we are meeting all legislated requirements.

•

City management will be working with the RCMP to put a plan together to help manage growth in the detachment.

Fiscal/Financial Improvement •

Standardizing all contracts to make them more in line with other City departments will be undertaken. We will be looking at making improvements to tracking systems and audit processes.

•

Management will be looking at all detachment full-time and on call positions with the hope of improving retention and reducing recruitment and hiring costs.

Energy Sustainability •

Complete energy audit with BC Hydro will be initiated.

•

We will be working with City HVAC staff to improve problem areas in the detachment to limit the need for heaters and fans.

•

Additionally, staff will be encouraged to recycle everything from file folders to CD covers.

Process Improvement •

Staff are working with the Corporate Records Management department to make improvements to current City recordkeeping. We will be working to develop a new file plan to help increase efficiency and ensure that we are meeting all legislative requirements and safeguarding City records.

•

We are working to improve our detachment fire protection procedures to ensure the safety of all staff at the detachment.

•

The orientation process at the detachment level will be improved to make sure it is aligned with the new corporate orientation process.



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2013 PRIORITIES - RCMP In 2013, the RCMP will strive to create the safest community possible for Kamloops through: •

Reducing the occurrence of property related offences by 5%, including theft from vehicles, theft of vehicles, break and enters to homes and businesses, and attempted thefts of motor vehicles. The RCMP will do this through a continued commitment to the Priority Prolific Offender Program, which includes enforcing all curfews and conditions imposed by the courts. Further, the RCMP will continue to conduct street checks and maintain close partnerships with agencies that support the program.

•

Reducing the abuse of drugs. The RCMP commits to conducting enforcement related to street-level drug use and organized crime to ensure gangs are minimally represented in Kamloops. Further, the RCMP commit to providing education to youth to provide positive assets in their lives and lessen the use of drugs.

•

Improving road safety. The RCMP commits to targeted enforcement, prevention, and education initiatives related to road safety to reduce the number of fatal and serious injury collisions.



Page 26

INFORMATION TECHNOLOGY OVERVIEW The Information Technology Department (IT) promotes and facilitates the use of information by employees and citizens of Kamloops. We provide a high performance computing and communications environment that supports almost every business and decision making process. KEY SERVICES The IT department installs, maintains and builds along with our vendors, the complex computing equipment and switching networks that interconnect all our employees and the locations where they work. We provide data, voice and video services to over 24 different locations and more than 750 staff. We investigate new systems and technology and provide many services to ensure the most appropriate solutions are matched with requirements. IT is comprised of the following sections:     

Client Services Section – maintains and acquires all computers, servers, phones and provides helpdesk services Records Section – ensures corporate records are secure, retrievable and destroyed according to policy Business Analysis Services – provides analysis of technology and solutions to ensure they are appropriate and cost effective Database Services – provides and maintains all high performance structured data systems, and supports the core financial, land and recreation applications Geographic Information Services – provides high quality mapping services and corporate asset collection repository

2012 HIGHLIGHTS •

Added webcams for Olympic and NHL rinks at McArthur Island.

•

Computer upgrades including over 250 new Windows 7 machines and 30 existing computers upgraded from XP to Windows 7.

•

Continued implementation of Corporate Asset Management Program (CAMP).

•

Fire Dispatch system upgraded to FDM from AvelCad.

•

Increased firewall protection to detect viruses and malware from website visitors.

•

Upgraded to the latest version of the GroupWise email software.

•

Upgraded to the latest version of Livetime helpdesk software.

•

Completed the upgrade of all staff to secret security status.



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•

Upgraded the network core switch infrastructure and 60% of the remote site switches from 1Gbps to 10Gbps.

•

Upgraded the Storage Area Network (SAN) system, doubling its capacity.

•

Upgraded servers and capacity on VMware cluster to improve redundancy and support projects such as CAMP

•

Migrated more physical servers to VMWare virtual servers to reduce costs

•

Purchased new software licences and infrastructure as part of the disaster recovery site implementation. Work will coincide with Stage 2 of the network storage project.

•

Standardized all certificates for web services for ease of administration, security, and reduced cost.

•

Security access to servers modified to restrict root access and new Lightweight Directory Access Protocol (LDAP) access added to simplify staff access.

•

Upgraded ZENworks system management tools to the latest release.

•

Purchased Novells ZENworks Mobility Device Management (MDM) as a lower cost more capable product than was previously used, and migrated all smartphones over to it.

•

Replaced old Uninterruptable Power Supply system in computer room to increase capacity and redundancy

•

Completed a testing and alerting process to ensure proper notification of outages and to maintain uptime for all BC Net equipment.

•

Upgraded all the server racks in the computer room to increase total capacity and to better separate the equipment between internal and external services.

•

Assisted in the setup of the traffic network implementation and the waste management disposal systems

•

Inhouse developed and coded the Sewage Hauler Tracking System to produce more automated invoices for trucks using the Sewage Treatment Plant.

•

Upgraded the Computrol fuel system virtualized its server

•

Electronic Records and Document Management changes: -

Added 4,000 active files to Corporate Records Program. Purged 450 boxes of files in 2012 annual destruction. Provided orientation training in records management to 40 staff. Converted 75% of Legislative Services eFile system to Corporate Lifecycle Model. Assisted Legislative Services in purging 400+ pseudo-files. Accessioned 1,800 files to Corporate Records system. Delivered 1,533 files to 76 clients (250 more than in 2011).



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2012 STATISTICS •

System availability - 99.9% uptime.

•

1,216,961 telephone calls lasting 30,572 hours, averaging 39.8 seconds per call.

•

Information Technology Helpdesk resolved 5965 tickets and achieved a Satisfied or Very Satisfied rating of 99.7% on 600 samples.

2013 PRIORITIES 1.

Install digital delegation timer in Council Chambers.

2.

Investigate the addition of a Council voting record to the system.

3.

Upgrade 90 computers left from XP to Windows 7.

4.

Upgrade 60 laptops to Windows 7.

5.

Complete the second phase of Fire Dispatch System project for mobile communications for the fire trucks.

6.

Maintain and improve Helpdesk services.

7.

Complete the install of all phones replacements.

8.

Install all WiFi Access points to replace all OCIS equipment.

9.

Dispose of our existing core switches/routers, phones, and access points.

10.

Maintain system availability: -

99.9% server availability Monday-Friday, 7:00 am-5:00 pm. 99.5% server availability overall.



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DID YOU KNOW . . . •

We maintain data in our Geographic Information System for 171,000 City assets for year end financial reporting?

•

The tickets to the IT Helpdesk have increased by 50% (4,000 to 6,000) since the Helpdesk was brought internal?

•

The City provides all of its old computer equipment to non-profit groups in the city?

•

The City has its own fibre network to provide communications to 24 City buildings and 21 other buildings for the Province, School District No. 73, the TNRD, BCLC, and TRU?

•

The City hosts BCNet for Kamloops? BCNet interconnects research and higher education institutions across British Columbia.

•

The IT Division supports over 400 landline phones, 100 Smartphones, 200 cellphones, 400 computers, 500 monitors and TVs, 130 servers, 150 printers, 100 applications, and other kinds of hardware?

•

Some of the municipal staff at the RCMP Detachment have Special Constable status?

•

The RCMP Detachment generates over 36,000 files per year?

•

The RCMP Detachment receives over 95,211 phone inquiries per year?

•

Over 20,000 clients attend our front counter each year?

•

We house over 3,000 prisoners each year?

•

Staff complete over 5,700 police record checks annually?

•

Forty constable volunteers put in close to 10,000 hours each year, which saves the City approximately $600,000 annually?

•

Council meetings are streamed live and archived on the City website?

•

Devices are available in Council Chambers for those who are hearing impaired?

•

All regular Council meetings are held in City Hall and are open to the public?

•

There is an internal language bank to assist staff with translating 14 languages?

•

2,487 public hydrants were flow-tested by KFR crews in 2012?

•

3,029 fire safety inspections were performed by Kamloops Fire Rescue personnel in 2012?



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•

The KFR Dispatch Centre dispatches 28 fire departments throughout the TNRD?

•

The KFR Dispatch Centre sent or received 121,968 emergency-related radio transmissions and telephone calls in 2012?

•

Nearly all lives saved through CPR and external defibrillation are within 2 km of a Fire Station?

2012 SUPPLEMENTAL ADDITIONS During the 2012 budget deliberations, Council approved the following supplemental additions: 1.

Police - Digital fingerprint machine for $25,000. Results:

2.

This project came in under budget. Prior to the installation of the digital fingerprint machine, it was taking months to get fingerprints returned from Ottawa. The process is now completed in 6 to 10 days.

Police - Installation of mandatory closed-circuit video equipment (CCVE) for $282,000. Results:

Equipment was installed in several identified locations in the Kamloops Detachment, including: • Cells and holding rooms; • The bay and prisoner booking area; • Hallways inside and outside the cellblock; • Interview rooms inside and outside the cellblock area; • Fingerprint rooms; • Breathalyzer test apparatus rooms; and • Any location where the detained person may be taken, including the elevator.

The implementation of the new CCVE has ensured that, to the maximum extent possible, all interaction with or between detained persons while inside the detachment is restricted to areas under surveillance. Further, it has ensured compliance with the Office of the Information and Privacy Commissioner by meeting guidelines regarding privacy and monitoring of persons, as well as access, security, and retention of recordings. Finally, it has increased the safety of officers and the public and provided evidence for any investigation. 3.

Community Safety and Enforcement - Three on-board computers for $21,000. Results:

The equipment was purchased in late 2012 and is in the process of being installed. Based on the one pilot computer purchased in 2011, the benefits of these computers provide officers with immediate access to City records and information, as opposed to having to return to the office to retrieve information. Each computer is expected to provide at least 30 minutes of increased productivity per officer.
