Guelph Police Services Board PO Box 31038, Willow West Postal Outlet, Guelph, Ontario N1H 8K1 Telephone: (519) 824-1212 #7213 Fax: (519) 824-8360 TTY (519)824-1466 Email: [email protected]
OPEN MEETING AGENDA
THURSDAY, JANUARY 17, 2019 2:30 p.m. City Hall Meeting Room C Guelph City Hall, 1 Carden Street
Closed Session: 1:00 p.m. Open Session: 2:30 p.m.
ITEM ACTION
1. Welcome and Introductions
2. Meeting Called to Order
3. Motion to Go Into Closed Meeting Decision
4. Motion to Reconvene in Open Meeting Decision
5. Declaration of Conflict or Pecuniary Interest Information
6. Closed Session Resolutions (if any) Decision
7. Presentations/Delegations - None
8. Approval of Minutes of the Open Meeting, December 13, 2018 Decision
9. Approval of Agenda Decision
PART 1 - CONSENT If the Board wishes to address a specific report in the Consent Agenda, please identify the item. It will be extracted and dealt with separately as part of the Reports for Discussion.
9.1 Headquarters Renovation & Expansion Report Information 9.2 Human Resources Report Decision 9.3 Suspect Apprehension Third/Fourth Quarter Report (2018) Information 9.4 Professional Standards Fourth Quarter Report (2018) Information 9.5 Appointment of Acting Chief and Deputy Chief for 2019 Decision 9.6 Budget Signing Authority Information 9.7 Community Account Fourth Quarter Report (2018) Information Open Meeting Agenda Thursday, January 17, 2019 Page 2
ITEM ACTION
9.8 Board member Mileage and Conference Expenses Report Information (2018) 9.9 Board Correspondence Report Information 9.10 Annual Membership Fees 9.10.1 Ontario Association of Police Boards - Zone 5 ($250) Decision 9.10.2 Ontario Association of Police Services Boards Decision ($6,339.17) 9.10.3 Canadian Association of Police Governance ($1,461) Decision
PART 2 - DISCUSSION 9.11 Operating Budget Reserve Strategy Report Decision 9.12 2015-2018 Business Plan Semi-Annual Pillar Report Information 9.13 Use of Force Fourth Quarter Report (2018) Information 9.14 Chief’s Monthly Report Information 9.15 New Business
10. Information Items Information • Next Open Meeting: Thursday, February 21, 2019, 2:30 p.m., Guelph City Hall, Meeting Room C • Canadian Association of Police Governance: Governance Summit – Thursday, February 14, 2019, London, ON • Ontario Association of Police Services Boards Spring Conference and AGM – May 22-25, 2019, Windsor, ON • Canadian Association of Police Governance Conference and AGM – August 8-11, 2019, Calgary, AB
11. Adjournment Decision
Page 3
Guelph Police Services Board PO Box 31038, Willow West Postal Outlet, Guelph, Ontario N1H 8K1 Telephone: (519) 824-1212 #7213 Fax: (519) 824-8360 TTY (519)824-1466 Email: [email protected]
OPEN MEETING
MINUTES – DECEMBER 13, 2018
An Open meeting of the Guelph Police Services Board was held on December 13, 2018.
Present: D. Drone, Chair J. DeRuyter, Chief of Police L. Griffiths, Member P. Martin, Deputy Chief of Police C. Guthrie, Member J. Sidlofsky Stoffman, Legal Services C. Billings, Member S. Purton, Financial Services Manager C. Polonenko, Executive Assistant T. Harris, Human Resources Manager
Guests: Dale Gauley, Community Volunteer Patrol Guelph Police Service: Inspector S. Green, Inspector A. Ninacs, Staff Sergeant S. Grover, Constable M. Jotham, J. Abra, J. Robinson, J. Smith
1. WELCOME AND INTRODUCTIONS 2. MEETING CALLED TO ORDER
Chair Drone called the meeting to order at 1:15 p.m. in Meeting Room C, Guelph City Hall, 1 Carden Street, Guelph.
3. MOTION TO GO INTO CLOSED SESSION
Moved by L. Griffiths Seconded by C. Guthrie THAT the Guelph Police Services Board convene in closed session to discuss matters that it is of the opinion falls under Section 35(4) (a) or (b) of the Police Services Act. -CARRIED-
4. MOTION TO RECONVENE IN OPEN SESSISON
Moved by L. Griffiths Seconded by C. Billings THAT the Guelph Police Services Board reconvene at 2:18 p.m. in Open Session. -CARRIED-
5. DECLARATION OF CONFLICT OR PECUNIARY INTEREST
There were no declarations of conflict or pecuniary interest.
Page 4 Open Meeting Minutes December 13, 2018 Page 2 of 4 6. CLOSED SESSION RESOLUTIONS - There were no closed session resolutions. 7. PRESENTATIONS/DELEGATIONS
7.1 Community Volunteer Patrol Annual Report and 2019 Budget Funding Request – Dale Gauley
Chief DeRuyter introduced Dale Gauley, leader of the Community Volunteer Patrol and thanked him for the work the Patrol does to assist the police. Mr. Gauley presented the Annual Report. To date, they have had 58 patrols out, 8 of which resulted in a call to the station. They have put on 4,358 miles, 223 hours and 100 miscellaneous hours for Safe Semester, Canada Day, and the Multicultural Festival. 198 bikes have been picked up from 285 attempts. Currently they have 19 members. The financial statement was provided and reviewed by the Board.
Moved by L. Griffiths Seconded by C. Billings THAT the Guelph Police Services Board support the Community Volunteer Patrol in the amount of $2,500.00 with funds to be paid from the Community Account. - CARRIED -
C. Guthrie reported that the City is embarking on a one-year pilot project for the disposal of surplus assets. Community groups will be able to apply obtain office equipment and other items that the City would normally dispose of. He encouraged the CVP to engage sponsorship from the private sector and offered to provide information on the City’s surplus assets policy.
D. Drone thanked Dale Gauley for his time and his commitment and asked him to convey the Board’s appreciation to the Community Volunteer Patrol members.
Dale Gauley left the meeting at 2:32 p.m.
7.2 Presentation by Cst. Matt Jotham to Len Griffiths
Cst. Matt Jotham, President of the Guelph Police Association, and Jessica Abra, an Association director, presented Len Griffiths with a token of the Association’s appreciation for his service to the Guelph Police Service and the Community of Guelph. D. Drone also presented Len Griffiths with a token of appreciation for his 7 years of work on the Board. He noted that in the time that he has worked with Len, he has learned a great deal from him. He has added invaluable information and expertise, and is a person of great integrity.
Len Griffiths thanked the current and past Mayors and Councils for the appointment he has received for this position. He thanked the Chief and Deputy and Management support team for providing all the information over the years. He also thanked the current and past Board members he has served with. He has
Page 5 Open Meeting Minutes December 13, 2018 Page 3 of 4 been privileged to work with Chair Drone and thanked him for his leadership and support. He also thanked the Executive Assistant for her support over the years. It has been a great opportunity which he has enjoyed immensely.
8. APPROVAL OF MINUTES
Moved by C. Billings Seconded by C. Guthrie THAT the Minutes of the Open Meeting held Thursday, November 15, 2018 be approved as presented. - CARRIED –
9. APPROVAL OF AGENDA
Moved by C. Billings Seconded by L. Griffiths THAT the Guelph Police Services Board approve the Open Meeting agenda. - CARRIED –
Moved by C. Billings Seconded by L. Griffiths THAT the Guelph Police Services Board adopt Part 1 – Consent Agenda as identified below. - CARRIED –
9.1 Board Correspondence Report That the report titled “Open Meeting – December 13, 2018 Board Correspondence Report” be received for information.
9.2 Meeting Dates for 2019 That the report titled “2019 Guelph Police Services Board Meeting Dates” be received for information.
9.3 Towing and Storage Contract That the report titled “Towing and Storage Contract Award” be received for information.
Part 2 – Discussion Agenda
9.4 Appointment of Board Chair for 2019
Moved by C. Billings Seconded by C. Guthrie THAT the Guelph Police Services Board appoints Don Drone to the position of Chair of the Guelph Police Services Board for 2019. - CARRIED –
Page 6 Open Meeting Minutes December 13, 2018 Page 4 of 4 9.5 Appointment of Board Vice-Chair for 2019
This matter was deferred to a future meeting.
9.6 Headquarters Renovation and Expansion Report
Deputy Chief Martin presented some photographs of the current progress of the project, which started in 2016 and provided a verbal update. He thanked Inspector S. Green for his work in keeping excellent records of the stages of the project.
Insp. S. Green and S/Sgt. S. Grover left the meeting at 2:50 p.m.
9.7 Chief’s Monthly Report
Chief DeRuyter provided his schedule of upcoming internal and external community events and meetings. He highlighted the 7th annual Emergency Services Fundraiser for the Food Bank at the Paisley Road Zehrs store on Saturday, December 14, 2018.
9.8 New Business – There was no new business noted.
10. INFORMATION ITEMS
. Next Open Meeting: Thursday, January 17, 2019, 2:30 p.m., Guelph City Hall, Meeting Room C . Canadian Association of Police Governance: Governance Summit, Thursday, February 14, 2019, London, Ontario . Ontario Association of Police Services Boards Spring Conference and AGM – May 22-25, 2019, Windsor, Ontario . Canadian Association of Police Governance Conference and AGM – August 8-11, 2019, Calgary, Alberta
11. ADJOURNMENT
Moved by C. Guthrie Seconded by L. Griffiths THAT the Open meeting of the Guelph Police Services Board adjourn as at 3:00 p.m. - CARRIED –
D. Drone , Chair C. Polonenko, Executive Assistant
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GUELPH POLICE SERVICES BOARD Pride ● Service ●Trust ●
OFFICE OF THE CHIEF OF POLICE
TO: Chair Don Drone and Members of the Guelph Police Services Board
DATE: Thursday, January 17, 2019
SUBJECT: POLICE HEADQUARTERS RENOVATION AND EXPANSION PROJECT
PREPARED BY: Paul Martin – Deputy Chief
APPROVED BY: Jeff DeRuyter - Chief
RECOMMENDATION:
For information only.
SUMMARY:
To provide the Board with an update on the Police Headquarters Renovation and Expansion project
STATUS REPORT FOR THE MONTH OF JANUARY 2019:
Our Project Manager reports that work progress is consistently moving well towards overall completion. Recurring high level meetings will be held with the owner of Jasper and CS&P(Contract Administrator) to closely monitor the progress of overall work on an as needed basis. The Contractor has provided revised timelines for completion of work and overall completion is expected by December 2019. These dates will be monitored closely for completion by the Project Manager.
Over the Christmas holidays, most trades were not on site and this provided GPS Facilities staff an opportunity to provide enhanced cleaning to operational areas of the building.
STEERING COMMITTEE
The Steering Committee continues to meet to provide ongoing oversight of the project. The Project Manager is arranging a site walk-through for the committee in late January/early February to assess progress and identify any issues.
FINANCIAL REPORT:
The total budget for the Headquarters Renovation and Expansion project (PS0033) is $34.1M. The project continues to be projected within budget. Page 1 of 2 Page 8
CORPORATE BUSINESS PLAN:
OBJECTIVE ELEVEN: Successfully complete the renovation and expansion of the Guelph Police Service headquarters building. 1. Complete the police headquarters renovation and expansion on time and on budget in partnership with the City of Guelph. 2. Ensure business continuity during the project, including having new procedures and practices in place for the completed headquarters building. 3. Develop a communications plan regarding the Guelph Police Service headquarters renovation targeting the public and Guelph Police Service members.
FINANCIAL IMPLICATIONS:
The Project Team is working to complete the project within the approved budget of $34.1M (PS0033).
ATTACHMENTS:
• NIL
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GUELPH POLICE SERVICES BOARD Pride ● Service ●Trust ●
OFFICE OF THE CHIEF OF POLICE
TO: Chair Donald Drone and Members of the Guelph Police Services Board
DATE: Thursday, January 17th, 2019
SUBJECT: MEMBER APPOINTMENTS
PREPARED BY: Sergeant Angela Grover, Professional Development and Recruiting Unit Tracey Harris, Human Resource Services Manager
APPROVED BY: Paul Martin, Deputy Chief
RECOMMENDATION: THAT the Guelph Police Services Board review and approve member appointments as reported.
SUMMARY: A proposal for staff appointments is presented to the Guelph Police Services Board for review and approval.
REPORT: A board motion is required to appoint Abigail Campbell, Thomas Lecomte and Kent Schneider as full-time members of this Service. They have accepted Cadet in Training positions and are attending the Basic Constable Training Program at the Ontario Police College for twelve weeks commencing January 9, 2019.
Ms. Abigail Campbell is a resident of Orangeville, a graduate of the University of Detroit Mercy, and was previously employed as a Police Officer with the Detroit Police Service for two years prior to moving to Canada earlier this year. Abigail left her position as a Landscape Technician with John Campbell Landscaping to join our Service.
Mr. Thomas Lecomte is a resident of Goderich, a graduate of Lampton College and was an Ontario Provincial Police Auxiliary Officer since 2010. Thomas left his position as a Residential Counselor at Betamarsh Incorporated to join our Service.
Mr. Kent Schneider is a resident of Milton and a graduate of Everest College and the International Career School of Canada. Kent left his position as a Special Constable – Court Officer with the Ontario Provincial Police to join our Service.
Page 1 of 2 Page 10
MOVED THAT:
• Abigail Campbell, Thomas Lecomte and Kent Schneider be appointed as a full-time members of this Service effective December 27, 2018.
FURTHER: A board motion is required to appoint University of Guelph students Sebastian Bertola and Kevin Stevens as temporary civilian members of this Service.
Sebastian was the successful candidate for a paid co-op placement in the Information Systems Services Unit.
Kevin was the successful candidate for a paid co-op placement in the Executive Services Division assisting the Public Information Officer.
Sebastian and Kevin commenced their placements on January 7, 2019.
MOVED THAT:
• Sebastian Bertola and Kevin Stevens be appointed as temporary civilian members of this Service effective January 7, 2019.
ORPORATE BUSINESS PLAN: Objective 8 (Research and implement optimal staffing practices for the Guelph Police Service)
FINANCIAL IMPLICATIONS: The compensation and benefit costs for this position will be contained within the overall budget.
ATTACHMENTS: Nil
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GUELPH POLICE SERVICES BOARD Pride ● Service ●Trust ●
OFFICE OF THE CHIEF OF POLICE
TO: Chair Donald Drone and Members of the Guelph Police Services Board
DATE: January 17, 2019
SUBJECT: SUSPECT APPREHENSION PURSUITS June 28 – December 31, 2018
PREPARED BY: S/Sgt Tim Griffiths, Professional Development and Recruiting Unit Tracey Harris, Human Resource Services Manager
APPROVED BY: Paul Martin, Deputy Chief of Police
RECOMMENDATION: For information only.
SUMMARY: The purpose of this report is to provide the Guelph Police Services Board with the current suspect apprehension pursuit statistics for the period of June 28 to December 31, 2018.
The restrictions and requirements regarding suspect apprehension pursuits are located under Ontario Regulation 266/10 of the Police Services Act.
REPORT:
Before initiating a suspect apprehension pursuit, an officer shall determine whether the immediate need to apprehend an individual in a fleeing vehicle or identify the vehicle or driver, outweighs the risk to public safety that may result from the pursuit. The officer shall continually reassess the risk to public safety during a pursuit.
The type of offences for which an officer may pursue, the requirement for supervisory involvement, the tactics used during the pursuit, and the training the officers receive is included in the pursuit legislation and Guelph Police Service policy.
Officers who initiate a pursuit are required to complete a vehicle pursuit report, and the appropriate quality assurance is in place to ensure compliance with the legislation, policy and training. All officers re-qualified in 2018 through an on-line training course.
In this period, there were seven suspect apprehension pursuits. There were six suspect apprehension pursuits in the same period of 2017.
Page 1 of 4 Page 12
CORPORATE BUSINESS PLAN: Maintain community trust, confidence and satisfaction by sharing information and delivering quality services.
ATTACHMENTS:
Appendix “A” - Summary of SAP Incidents for June 28 – December 31, 2018
Page 2 of 4 Page 13
Appendix “A”
SUMMARY OF SAP INCIDENTS FOR June 28 – December 31, 2018
Incident #1: (Late file from Q1)
In late June of 2018, an officer following a Dodge Ram pickup truck noted the vehicle weaving within the roadway. The officer activated the emergency lights on the police vehicle and the pickup accelerated to 100km/h in a 50km/h zone on a four-lane roadway. The officer pursued for approximately 1km and then due to the speed, discontinued the pursuit. The vehicle travelled through a red light onto private property and the driver and passenger abandoned the vehicle. The entire incident lasted approximately four minutes prior to the abandonment of the vehicle.
The suspects were located a short distance from the vehicle and were arrested for ten criminal offences and four highway traffic act offences. As the subject travelled onto private property the driver proceeded through a security arm and a security gate causing damage to both. No other damage occurred.
Incident #2:
In July, an officer noted a “sport model” motorcycle with plates not authorized for that vehicle. The officer activated the emergency lights and siren. The motorcycle immediately accelerated to a very high rate of speed. The officer immediately discontinued the pursuit. The subject and vehicle were not identified or located.
Incident #3:
Also in July, an officer noted a Nissan Maxima travelling at 72 km/h in a 50 km/h zone. The officer activated lights and siren and the vehicle accelerated to 90 km/h and travelled through a four-way intersection and out of sight of the officer. The officer immediately discontinued the pursuit. The driver and vehicle were not located. The pursuit travelled less than 300m prior to being discontinued.
Incident #4
In August of 2018, an officer was patrolling when she noted a stolen white pick-up truck. The vehicle was followed for a short distance prior to the officer activating the emergency lights and siren. The vehicle accelerated to 120km/h on a city street heading toward the city limits. The officer pursued for two kilometers prior to the road supervisor requesting the pursuit be discontinued due to speed, time of day and leaving the city jurisdiction. The driver was not identified.
Incident #5:
In September, an officer observed a black Dodge Dakota that had been involved in a theft of gasoline. The vehicle was driving in a very aggressive manner. The officer attempted to stop the vehicle using lights and siren however, the vehicle attempted to evade police travelling on several
Page 3 of 4 Page 14
downtown streets. The vehicle entered a construction zone where workers, noting the vehicle trying to flee from police, placed a large front-end loader in front of the suspect vehicle. The pursuit ended immediately when the suspect vehicle struck the bucket attached to the loader. The driver and passenger were arrested and charged with eleven criminal charges. The pursuit lasted approximately 1 minute, travelled .5 km and reached speeds of 60-70 km/h.
Incident #6:
In November, an officer noted a Chrysler 300 being operated by a possible wanted party. The officer noted a traffic infraction and attempted to stop the vehicle using emergency lights and siren. The vehicle was followed until it stopped at a red light. When the officer pulled in behind the vehicle, it immediately accelerated away from the officer through the red light. The vehicle accelerated to approximately 140km/h on an expressway. The vehicle continued on the expressway travelling through a second red light when the officer was advised to discontinue the pursuit. The suspect and vehicle were not located. The pursuit travelled .75km and lasted two minutes.
Incident #7:
In December of 2018, an officer on patrol noted a vehicle travelling well below the speed limit. The officer believed the driver might be distracted and pulled beside the vehicle noting a male driver and female passenger. They appeared to be driving without distraction, however when the officer activated lights and siren the driver immediately accelerated through a red light and then a second red light a short distance away. The officer did not pursue for safety reasons. The incident lasted one minute and travelled 200 metres. The estimated maximum speed of the fleeing vehicle was 80 km/h.
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GUELPH POLICE SERVICES BOARD Pride ● Service ●Trust ●
OFFICE OF THE CHIEF OF POLICE
TO: Chair Don Drone and Members of the Guelph Police Services Board
DATE: Thursday January 17 2019
SUBJECT: PROFESSIONAL STANDARDS FOURTH QUARTER REPORT 2018
AUTHORIZATION FOR OPEN SESSION: Pursuant to the Police Services Act, Subsection 35. (4) (a) and (b)
PREPARED BY: Cate Welsh, Inspector, Executive Services Lester Tang, Sergeant, Professional Standards Bureau
APPROVED BY: Paul Martin, Deputy Chief
RECOMMENDATION:
Information only.
SUMMARY:
The following statistics encompass complaints and investigations that have been undertaken, during the period from October 1st to December 31st, 2018.
REPORT -FOURTH QUARTER:
PUBLIC COMPLAINTS - O.I.P.R.D. UPDATE:
In the fourth quarter of 2018 the Guelph Police Service (G.P.S.) received 7 new public complaints through the Office of the Independent Police Review Director (O.I.P.R.D.). 2 were screened-out and 5 are ongoing investigations. The yearly total is 20 public complaints of which 6 were screened-out at the outset by the O.I.P.R.D.
S.I.U. UPDATE:
There are 3 new Special Investigations Unit (S.I.U.) investigations initiated in the fourth quarter of 2018, all of which remain ongoing. From the first quarter, there are 2 ongoing investigations. From the second quarter there is 1 ongoing investigation. From the third quarter there is 1 ongoing investigation. The total S.I.U. investigations in 2018 of G.P.S. members is 11.
INTERNAL UPDATE:
There were 4 internal investigations initiated in the second quarter of 2018 and 1 initiated in the Page 1 of 2 Page 16 CLOSED REPORT FOURTH QUARTER 2018 fourth quarter of 2018. The yearly total is 5 (3 investigations have been closed and 2 remain open).
CORPORATE BUSINESS PLAN:
Champion our community and our members which will assist with community satisfaction with Guelph policing services.
FINANCIAL IMPLICATIONS:
At the present time, the costs are contained within the 2018 Guelph Police operating budget.
ATTACHMENTS:
Appendix A – Statistical comparison of the previous five years.
Appendix “A”
FOURTH QUARTER-FIVE YEAR COMPARABLES
2014 2015 2016 2017 2018 Public Complaints*1 1 6 9 3 5 Local Resolutions *2 0 0 0 0 0 Local Inquiries *3 0 0 0 0 0 Customer Service Resolution *4 0 1 0 1 0 Internal Investigations 1 2 0 0 1 SIU Investigations 1 4 1 0 3
*1 Public Complaints – does not include those screened out by the Office of the Independent Police Review Director (O.I.P.R.D.) *2 Local Resolution – under the Office of the Independent Police Review Director (O.I.P.R.D.) legislation which commenced in October 2009, complaints which are not part of the public complaints system and where agreement is reached to resolve less serious complaints between the police service and the complainant.
*3 Local Inquiry - under the Office of the Independent Police Review Director (O.I.P.R.D.) legislation which commenced in October 2009, where the complainant attends to police service for a local resolution matter but refuses to complete or sign the local resolution form.
*4 Customer Service Resolution- under the Office of the Independent Police Review Director (O.I.P.R.D.) legislation CSR is a confidential process where the parties exchange perspectives to understand what happened, discuss their concerns and take an active part in resolving the issues. CSR is an option for less serious complaints.
17 January 2019
Page 2 of 2 Page 17
GUELPH POLICE SERVICES BOARD Pride ● Service ●Trust ●
OFFICE OF THE CHIEF OF POLICE
TO: Chair Don Drone and Members of the Guelph Police Services Board
DATE: Thursday, January 17, 2019
SUBJECT: APPOINTMENT OF ACTING CHIEF AND ACTING DEPUTY CHIEF OF POLICE
PREPARED BY: Jeff DeRuyter, Chief of Police
APPROVED BY: Don Drone, Chair of the Board
RECOMMENDATION:
THAT the Guelph Police Services Board approve the recommended lists for 2019 as presented for the appointments of Acting Chief and Acting Deputy Chief of Police.
SUMMARY:
Pursuant to Police Services Board Policy, BD 02-004 which provides direction related to the appointment of an Acting Chief of Police and Deputy Chief of Police as the needs of the Service arise.
REPORT:
In compliance with Article 1 of Board Policy, BD 02-004, the following is a recommended list of candidates who possess the knowledge, skills and abilities to act in the capacity of Acting Chief of Police and Acting Deputy Chief of Police if so required due to organizational exigencies.
Acting Chief of Police
• Deputy Chief Paul Martin
Acting Deputy Chief – Neighbourhood Services
• Inspector Scott Green • Inspector Howard McGarr • Inspector Pat Milligan • Inspector Andrea Ninacs • Inspector Cate Welsh
Page 1 of 2 Page 18
CORPORATE BUSINESS PLAN: Support adequate and effective police services
FINANCIAL IMPLICATIONS:
Nil
Page 2 of 2 Page 19
GUELPH POLICE SERVICES BOARD Pride ● Service ●Trust ●
FINANCIAL SERVICES
TO: Chair Donald Drone and Members of the Guelph Police Services Board
DATE: Thursday, January 17, 2019
SUBJECT: BUDGET SIGNING AUTHORITY
PREPARED BY: Sarah Purton, Manager, Financial Services
APPROVED BY: Paul Martin, Deputy Chief of Police
RECOMMENDATION: For information
SUMMARY: In accordance with the Board’s Financial Policy BD-01-001, section 7.1, the Chief of Police is required to submit to the Board a copy of the signing authority for the Guelph Police Service budget when changes are made to the document. Furthermore the Board reporting schedule includes a Budget signing authority report in the month of January.
REPORT: Please find the attached signing authorizations by program area for the year 2019. The signing authority list identifies the signing limit dollar amount by business unit or capital project for specific positions within the Guelph Police Service. This ensures appropriate segregation of duties between the requestor and the approver of expenditures and encourages fiscal accountability. This information has also been supplied to the City Finance department.
This document was updated from last year to include: • Increase the Manager of Information System Services signing authority to $100,000 (from $25,000) for both operating and capital purchases under their responsibility. This change is made in recognition of the value of purchases being made for IT licensing and equipment and creates efficiencies within the organization by better aligning signing authority under the individual who has the expertise and knowledge of the procurement. • Remove capital projects that have been closed since last year’s update. All year over year changes are highlighted in red.
CORPORATE BUSINESS PLAN: Objective 10: Ensure fiscal responsibility while supporting community safety and the needs of our members. Strategy 1: Implement long-term planning practices to ensure effective and efficient operations and administration.
Page 1 of 2 Page 20
FINANCIAL IMPLICATIONS AND/OR RISKS: A signing authorization list is one effective tool to assist in maintaining proper internal controls and ensure expenditures are within budget in an organization.
ATTACHMENTS: Guelph Police Services Signing Authorities
Page 2 of 2 Page 21
Guelph Police Service Signing Authorities 17-Jan-19
Cost Centre Business Unit Authority Signing Limit All Cost Centres Chief of Police Up to and more than note 1, 2 $1,500,000 All Cost Centres Deputy Chief of Police Up to and more than note 1, 2 $1,500,000 712-0100, 712-0200, Executive Assistant, Chief of Police $5,000 712-0410, 712-0460, 712-0585, 712-0600 712-0100 Legal Counsel $25,000 712-0410, 712-0460, Inspector, Executive Services $25,000 712-0585 712-0420, 712-0500, Administrative Services Assistant $1,500 712-0565 712-0210 to 712-0224, Inspector, Neighbourhood Services Patrol $25,000 712-0270, 712-0350, 712-0521, 712-0522, Inspector, Neighbourhood Services Field Support $25,000 717-0100 712-0210 to 712-0224, Administrative Assistant - Neighbourhood Services Patrol, $1,500 712-0270, 712-0350, Neighbourhood Services Field Support 712-0521, 712-0522, 717-0100 712-0220 Sergeant, Tactics and Rescue $5,000
712-0270, 712-0521, Sergeant, Traffic amd School Safety $5,000 717-0100 712-0300 to 712-0330 Inspector, Investigative Services $25,000
Staff Sergeant, Investigative Services $10,000
712-0320, 712-0321 Sergeant, Drugs $10,000
Sergeant, Intelligence $10,000
712-0340 Staff Sergeant, Court Services $5,000
712-0420 Manager, Information System Services $100,000
712-0450 Manager, Data Services $25,000
All Cost Centres Inspector, Administrative Support Services $150,000 712-0520, 712-0550 Staff Sergeant, Professional Development and Recruiting $5,000 Sergeant, Professional Development and Recruiting
712-0510, 712-0520, Manager, Human Resource Services $25,000 712-0550, 712-0560 712-0500, 712-0520, Manager, Financial Services $25,000 Note 1 712-0540, 712-0580 712-0570, 712-0571 Facilities Coordinator $25,000
712-0600 Chair, Guelph Police Services Board $10,000
712-0600 Executive Assistant, Guelph Police Services Board $5,000
717-0100 School Safety Officer $600
712-0520 training object All Inspectors and Civilian Managers $25,000 codes: 3405-3410, 3412 Page 22
Capital Project Business Unit Authority Signing Limit All Capital Projects Chief of Police Up to and more than note 2 Deputy Chief of Police $1,500,000 All Capital Projects Inspector, Administrative Support Services $150,000 Manager, Financial Services $25,000 Headquarter Renovations Inspector, Administrative Support Services $150,000 (PS0033) Deputy CAO, Infrastructure, Development and Enterprise Up to and more than Services, City of Guelph $100,000 Project Manager, City of Guelph $100,000 Construction Manager, City of Guelph $50,000 Headquarter IT Manager, Information System Services $100,000 Equipment, Radio System, Telecom Equipment, E-Ticketing Project, Fibre to Superior Court Computer Software Inspector, Executive Services $25,000 Manager, Information System Services $25,000 Computer Hardware Inspector, Investigative Services $25,000 Manager, Information System Services $100,000 Administrative Services Assistant $1,500 Fleet Capital Projects, Inspector, Administrative Support Services $150,000 Facility Upgrades Tactical Equipment Inspector, Neighbourhood Services Patrol $25,000 Inspector, Neighbourhood Services Field Support $25,000 Sergeant, Tactics and Rescue $5,000 Police Equipment All Inspectors and Civilian Managers $25,000
Notes: 1. For payroll and government remittances that impact the balance sheet accounts, the Financial Services Manager has unlimited signing authority (in the absence of the Financial Services Manager, the Chief or Deputy Chief or the designate will assume this responsibility). 2. The Board must approve purchases greater than $500,000 that have been budgeted but have not been assigned a specific capital project number with an exclusive description that clearly defines the scope of procurement or a specific operating budget business unit and object code.
Chief of Police Date Page 23
GUELPH POLICE SERVICES BOARD Pride ● Service ●Trust ●
EXECUTIVE ASSISTANT TO THE GUELPH POLICE SERVICES BOARD
TO: Chair Don Drone and Members of the Guelph Police Services Board
DATE: January 17, 2019
SUBJECT: COMMUNITY ACCOUNT QUARTERLY REPORT (October 1 – December 31, 2018)
PREPARED BY: Cheryl Polonenko, Executive Assistant to the Guelph Police Services Board
APPROVED BY: D. Drone, Chair
RECOMMENDATIONS: For information only.
REPORT:
As of December 31, 2018 the Community Account balance was $12,157.75.
During the fourth quarter of 2018, there were the following community account transactions:
Receipts: Disbursements: Interest 1.85 Community and/or police groups1 3,300.00 Police Auctions 7,739.26 Bank Service Charges 0.00
Total Receipts: $7,741.11 Total Disbursements: $3,300.00
1 Groups receiving funds: Cops and Kids 2018 Christmas Campaign ($800) Community Volunteer Patrol ($2,500)
Investments:
The following are the Guelph Police Services Board current investments:
Page 1 of 2 Page 24 COMMUNITY ACCOUNT QUARTERLY REPORT (October 1 – December 31, 2018)
Investment Interest Maturity Date Principal Interest % Amount Maturity Date Amount
Feb. 13, 2018 $ 1,565.92 1.2% per year $ 18.79 Feb. 13, 2019 $ 1,584.71
Apr. 1, 2016 $ 4,587.13 1.55% per year $ 216.62 Apr. 1, 2019 $ 4,803.75 (GPA/SOA Thompson estate funds)
May 17, 2018 $ 5,745.02 1.5% per year $ 86.18 May 16, 2019 $ 5,831.20
Nov. 30, 2018 $ 20,000.00 2.35% per year $ 231.78 May 29, 2019 $ 20,231.78
In November, since there was a significant balance in the Community Account, the Chair authorized another GIC purchase in the amount of $20,000 for a six-month term. For unknown reasons, there has been a significant drop in the number of requests for financial assistance from the Community Account and an increase in the amount of revenue from Police Auctions. Perhaps the Board can have a discussion on other ways the funding could be utilized that would be in keeping with the board policy BD-01-002 Community Account Policy.
In November 2017, the Board accepted the proposal of Tonin & Co. LLP to perform the audit on the Community Account for a three-year period (2017-2019), thus they will be auditing the account this year.
ATTACHMENTS: Community Account Bank Statement November 2 – December 3, 2018
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GUELPH POLICE SERVICES BOARD Pride ● Service ●Trust ●
TO: Chair Don Drone and Members of the Guelph Police Services Board
DATE: January 17, 2019
SUBJECT: Board Member Mileage and Conference Expenses Report - 2018
PREPARED BY: Cheryl Polonenko, Executive Assistant, Guelph Police Services Board
APPROVED BY: Don Drone, Chair
RECOMMENDATION: For Information.
SUMMARY: Pursuant to the provisions of Board Policy BD-001-05, Board Member and Board Staff Reimbursement of Expenses, the following is a list of conference attendance by Board Members and the expenses incurred, as well as the mileage costs incurred in 2018: (CAPG – Canadian Association of Police Governance, OAPSB – Ontario Association of Police Boards).
Board Member Conference/Expense Date Cost Don Drone Mileage incurred as January – December $317.77 Chair of the Board (pursuant to guidelines in Board Policy) Law of Policing May 1-2, 2018 $1,976.47 Conference (registration, accommodation and mileage) Judy Sorbara Mileage incurred as January – December 48.99 Vice-Chair of the Board (pursuant to guidelines in Board Policy) Len Griffiths Mileage incurred (pursuant January – December $373.12 to guidelines in Board Policy)
Financial Implications: Expenses set out above are included in the Police Services Board Budget.
Attachments: Nil.
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GUELPH POLICE SERVICES BOARD Pride ● Service ●Trust ●
TO: Chair Don Drone and Members of the Guelph Police Services Board
DATE: January 17, 2019
SUBJECT: CAPG, OAPSB and ZONE 5 Membership Renewal
PREPARED BY: Cheryl Polonenko, Executive Assistant, Guelph Police Services Board
APPROVED BY: Don Drone, Chair
RECOMMENDATION: THAT the Guelph Police Services Board renew its membership for 2019 in the Canadian Association of Police Governance at a cost of $1,461.00, the Ontario Association of Police Services Boards at a cost of $6,339.17 and OAPSB Zone 5 at a cost of $250.00, to be paid from the tax supported budget.
SUMMARY: For 2019, the fee for Zone 5 remains the same as last year, and the CAPG membership has only increased by $36. However, the Ontario Association of Police Boards fee increased by $916.39 due to the membership numbers. This year, the Guelph Police Service has over 300 sworn officers and civilian members and falls into the higher category of fees. Pursuant to the resolution passed at the January 2014 OAPSB Board of Director’s Meeting, to be a member of Zone 5, the Guelph Police Services Board must maintain membership in the OAPSB.
CORPORATE BUSINESS PLAN: n/a
FINANCIAL IMPLICATIONS: $9,050.17
ATTACHMENTS: 2019 membership dues for Zone 5, OAPSB and CAPG
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Canadian Association of Police Governance 2019 - 2020 Membership Benefits Page 40
What Members are saying about CAPG
CAPG is a strong, relevant national voice for civilian governance of policing. It works collaboratively and proactively with members and partners to enhance civilian governance of policing in Canada. The CAPG represents its members’ views to the federal government, through members’ resolutions and federal lobby days. It facilitates information exchange, education and advocacy for municipal police governing bodies and First Nations police governing authorities.
A significant recent CAPG initiative, for example, is the development of the CAPG First Nations Police Governance Council which should have an impact on the shaping of a new First Nations Policing Program in collaboration with Public Safety Canada.
The CAPG collaborates with other police services sector stakeholders across the nation, including police leaders, police sector associations, provincial, federal and municipal governments and their departments, police learning organizations, and business partners.
The Vancouver Police Board has been a member of the CAPG since its inception. Our Board members derive significant value from the various CAPG services. I believe CAPG is the collective voice of its members and partners in Ottawa on policing and public safety.
Barj Dhahan, Vancouver Police Board, Past CAPG Board Member
Page 41
A Brief History
2013 2015 Name change to Canadian Expansion of services to Association of Police include Governance Summits Governance (CAPG) and Online Webinar Training
1989 2014 2018 Canadian Association of Police Celebration of the 25th Representation of over 75% of Boards (CAPB) Anniversary of the Organization. civilian governors of municipal Founded by Dr. Zaheer M. Annual Conference in Halifax, NS police services in Canada Lakhani, Chair of the Edmonton Police Commission
Canadian Association of Police Governance Page 42
Core Values
Mission Vision
The Canadian Association of Police The Canadian Association of Police Governance works collaboratively and Governance is a strong, national voice proactively with members and partners and resource for civilian governance of to enhance civilian governance of policing in Canada. policing in Canada. Page 43
Strategic Directions Updated at the CAPG Board Retreat in 2015
Ensure members have independent access to the information and insights INFORM needed to be effective as police governance organizations.
Bring members and partners together on a regular basis to share knowledge and CONNECT develop deeper connections.
Articulate a common national voice on priority issues in police governance and FOCUS community safety, and advocate for change.
BUILD Stimulate thought leadership and contribute to evidence-based research and initiatives that fill gaps in our current knowledge on police governance.
Canadian Association of Police Governance Page 44
The CAPG will:
collect, assemble, synthesize, and disseminate best practices as a 1 tool kit/resources for members;
convene groups to knowledge share and build common perspectives 2 on civilian governance;
be a national voice to influence public policy on civilian governance 3 of policing and community safety;
partner with thought-leaders to further the discussion on emerging 4 evidence-based community safety and policing issues.
Canadian Association of Police Governance Page 45
CAPG Membership
Municipal police service oversight bodies 75% throughout Canada.
65 Police Boards/Commissions/Advisory Committees 11 Non-Police Board Organizations
Canadian Association of Police Governance Page 46
Member Benefits
Content-Rich Communications and Networking
Up-to-date news, research, events and opportunities from the police governance sector.
Canadian Association of Police Governance Page 47
The CAPG Learning Portal
Exclusively for CAPG Members
SEARCHABLE DATABASE The library of reports, studies, and learningportal.capg.ca presentations can be searched using keywords.
POLICY LIBRARY The Policy Library contains a collection of policies used by police governance authorities across Canada.
DOCUMENT UPLOADS Members can share their policies and other resources by uploading directly to the Learning Portal.
DISCUSSION FORUM Members are able to pose questions and engage with other CAPG members through the discussion forum.
Canadian Association of Police Governance Page 48
Online Webinars
Accessible online training based on needs assessment survey from CAPG membership
Past topics include The Evolution of Police Governance Citizen Engagement Evaluating Chiefs and Deputy Chiefs Best Practices in Police Board Policy Development Understanding Police Budgets and What it all Means for Police Governance Bodies
Canadian Association of Police Governance Page 49
Annual Conferences & Governance Summits Police Governance Learning & Networking Opportunities
Images from CAPG Conference 2014 held in Halifax, NS
Police Governance Summits Annual Conferences
A one-day comprehensive workshop Held over a four day period with engaging style forum to engage, network and plenary and group discussions led by discuss burning issues related to thought leaders and field experts as well as policing and police governance. skill building workshops to help delegates develop concrete skills in the field of police governance.
Canadian Association of Police Governance Page 50
Advocacy Representing the Voice of Police Governance in Canada
2018 Advocacy Issues
Ø DEVELOP NATIONAL TRAINING AND EDUCATION FOR POLICE BOARDS/ COMMSSIONS AND ADVISORY COMMITTEES
Project 5 TRAINING MODULES FOR FIRST NATIONS POLICE GOVERNANCE AUTHORITIES
Ø CAPG MEMBERS' RESOLUTIONS
Canadian Association of Police Governance Page 51
GUELPH POLICE SERVICES BOARD Pride ● Service ●Trust ●
FINANCIAL SERVICES
TO: Chair Donald Drone and Members of the Guelph Police Services Board
DATE: Thursday, January 17, 2019
SUBJECT: 2019 OPERATING BUDGET RESERVE STRATEGY
PREPARED BY: Sarah Purton, Financial Services Manager
APPROVED BY: Paul Martin, Deputy Chief of Police
RECOMMENDATION: WHEREAS the Guelph Police Services Board is committed to the corporate goals from the 2016- 2018 business plan and to its responsibility for the provision of adequate and effective policing for the City of Guelph; and WHEREAS the Guelph Police Services Board presented its budget to the public on October 25, 2018 and provided an opportunity for feedback; and WHEREAS the Guelph Police Services Board had previously conducted a comprehensive review of the 2019 operating budget as prepared by the Chief and Guelph Police Service staff and approved a budget in the amount of $42,665,900; therefore BE IT RESOLVED that the Guelph Police Services Board approves a reduction to the Guelph Police Services 2019 Operating Budget in the amount of $396,000; and THAT the Guelph Police Services Board approve a revised 2019 operating budget in the amount of $42,269,900; and THAT the Board forwards this information to the City of Guelph Council.
SUMMARY: Section 39 of the Police Services Act requires that a municipal Police Services Board submit operating and capital estimates to the municipal council that will show amounts required to maintain the police service and provide it with infrastructure and administration necessary to provide policing services. At the direction of the Guelph Police Services Board, a 2019 operating budget estimate was prepared by senior management and approved by the Guelph Police Services Board on October 25, 2018. Subsequent to this approval, the City of Guelph’s Executive Team requested that City Finance staff meet with GPS staff in order to find reductions to GPS’ operating budget via the use of reserves. Through these conversations, opportunities were identified and are before the Board for discussion and approval.
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REPORT:
BUDGET OVERVIEW: The amended 2019 operating budget is $42,269,900 and represents an increase of 4.88% over the 2018 budget. This reflects $396,000 in reductions compared to what was previously approved by the Board as a result of adjustments to GPS’ Workplace Safety and Insurance Board (WSIB) budget for 2019 and utilization of City reserves to fund the Sergeant currently seconded to the headquarters renovation and expansion project. Included in this amount is the 6.0 additional FTEs previously approved by the Board for 2019.
Both the approved and amended 2019 budgets can be divided between impacts related to base budget adjustments, expansions and impacts from capital as shown in the two charts below:
2019 Board Approved Budget:
2018 BUDGET $ 40,301,300
Base Budget Adjustments 1,708,300 4.24%
Expansions 562,300 1.40%
Impact from Capital 94,000 0.23%
2019 BUDGET ESTIMATE $ 42,665,900 5.87%
2019 Amended Budget:
2018 BUDGET $ 40,301,300
Base Budget Adjustments 1,316,400 3.27%
Expansions 558,200 1.39%
Impact from Capital 94,000 0.23%
2019 BUDGET ESTIMATE $ 42,269,900 4.88%
Refer to Appendix A for comparative year over year statements.
BUDGET ADJUSTMENTS As mentioned previously, reductions to the Board approved 2019 operating budget were achieved via a reduction in the amount budgeted for WSIB costs and the use of a City reserve to fund the costs associated with the Sergeant currently seconded to the headquarters project. These are discussed in further detail below.
WSIB Budget: WSIB costs for GPS are budgeted for in the benefit mark-up and are represented as a percentage of average salaries for each employee group in order to budget for the anticipated annual cost. As part of the budget process, staff review actual WSIB costs incurred over a period of time, historical trending, as well as consider legislative or other changes that may impact these costs on a go-forward basis.
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Historically, GPS’ WSIB costs have been as follows (rounded to the nearest 100): 2015: $290,800 2016: $362,900 2017: $545,500 2018 (Nov YTD): $847,600
As shown, WSIB costs have been increasing annually with a significant increase being experienced in 2018 as a result of the presumptive post-traumatic stress disorder (PTSD) legislation that was introduced in 2017. Conversations with other police services as well as a review of the cases that comprise GPS’ 2018 costs indicate that 2018 is not an unusual year and in the short to mid-term costs are expected to continue to rise. As a result, in the original 2019 budget, GPS had included in its benefit mark-up a WSIB budget of $893K which was felt to be reflective of actual costs. This represented a significant increase compared to what was budgeted in 2018.
Through discussions with City Finance it was requested that GPS staff review the WSIB budget and consider if there were opportunities to phase in this increase and offset any deficits via surpluses in other compensation lines, GPS’ overall year end surplus or, as a last resort, via funding from the WSIB reserve, a shared reserve between the City and GPS. As a result, GPS staff are recommending that the WSIB budget be reduced by $236K to a total budget $657K. While this is not felt to reflect anticipated actual costs, benefits of this approach are that it provides an additional year to gain experience in terms of how our costs may trend, as well as work collaboratively with the City in order to assist in mitigating GPS’ impact on the overall tax supported operating budget.
Risks of this approach include: • By reducing our 2019 budget, it will take longer to phase up to anticipated full costs. As a result, surpluses in other budget lines may be relied on over a longer period of time, reducing GPS’ ability to contribute to other reserves. • Similarly, this reduction will mean a longer term impact on the Services budget as the forecasted WSIB budget increase will be phased in over a longer period of time. This could impact the Services’ ability to move forward with more strategic initiatives.
Reserve Funding for Secondment: As discussed during previous budgets presentations, GPS has a Sergeant seconded to the HQ Renovation and Expansion project. In 2019, the total budgeted cost for this position is $160K for which the City has identified reserve funding from reserve #131 Compensation Contingency Reserve. Pending Council approval to utilize this reserve, the position will be funded in 2019 for the full year and then for part of 2020. Risks associated with this reduction are minimal unless the secondment runs beyond mid-2020.
CONCLUSION: In summary the amended 2019 operating budget estimate is $42,269,900 and represents a 4.88% increase over the 2018 budget. The amended budget represents a $396,000 reduction over the Board approved 2019 budget.
CORPORATE BUSINESS PLAN: Objective 10: Ensure fiscal responsibility while supporting community safety and the needs of our members. Strategy 1: Implement long-term planning practices to ensure effective and efficient operations and administration.
FINANCIAL IMPLICATIONS AND/OR RISKS: Page 3 of 4 Page 54
As previously discussed, risks to the 2019 budget include contractual agreements, benefit costs, Workplace Safety and Insurance Board (WSIB) costs, legislative impacts, technology changes, grant values and grant continuance and the actual impact of the new Headquarters building as it becomes operational. Assumptions were made in the budget related to inflation and the rate of crime which could impact workload driven costs (i.e. overtime, project costs). Lastly the financial health of the City and the overall tax supported budget could have implications on the police budget.
ATTACHMENTS: Appendix A: Detailed 2019 Operating Budget Report (Amended)
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Appendix A: Detailed Operating Budget Report (AMENDED)
GUELPH POLICE SERVICE
2015 2016 2017 2018 2019 Actuals Actuals Actuals Budget Base Budget Expansions Impact from Impact from Total Budget Variance Variance % Adjustments Capital PS0033 Estimate Revenue User Fees & Service Charges -546,907 -518,857 -480,376 -459,700 -39,000 0 0 0 -498,700 -39,000 8.5% Product Sales -15,336 -11,652 -1,649 -800 0000-800 0 0.0% Licenses & Permits -55,350 -53,630 0 0000000#DIV/0! External Recoveries -136,279 -66,667 -73,953 -56,600 400 0 0 0 -56,200 400 (0.7%) Grants -1,824,390 -1,955,013 -2,013,866 -2,121,800 0000-2,121,800 0 0.0% Total Revenue -2,578,262 -2,605,819 -2,569,844 -2,638,900 -38,600 0 0 0 -2,677,500 -38,600 1.5%
Expense
Salary & Wages Permanent Salaries 26,201,855 26,553,260 27,077,977 28,961,500 648,600 339,900 0 0 29,950,000 988,500 3.4% Temporary Salaries 142,080 370,546 282,638 96,100 1,300 0 0 0 97,400 1,300 1.4% Overtime 885,244 1,479,613 1,805,421 899,200 56,300 0 0 0 955,500 56,300 6.3% Special Duty 196,061 158,329 108,065 100,000 5,200 0 0 0 105,200 5,200 5.2% Total Salary & Wages 27,425,240 28,561,748 29,274,101 30,056,800 711,400 339,900 0 0 31,108,100 1,051,300 3.5% Employee Benefits 7,494,363 7,793,291 8,299,745 8,708,800 682,700 107,200 0 0 9,498,700 789,900 9.1% Other Compensation (Sick Leave Payout) 389,264 90,352 448,817 300,000 100,000 0 0 0 400,000 100,000 33.3% Total Salary, Wage & Benefits 35,308,867 36,445,391 38,022,663 39,065,600 1,494,100 447,100 0 0 41,006,800 1,941,200 5.0%
Purchased Goods Administration & Office Expenses 83,227 84,150 91,059 85,000 -8,000 0 0 0 77,000 -8,000 (9.4%) Fleet, Equipment & Vehicle 88,947 90,289 83,477 102,400 4,900 2,000 2,000 100 111,400 9,000 8.8% Utilities & Taxes 230,165 208,605 216,359 241,000 12,500 0 0 0 253,500 12,500 5.2% Operating 148,500 151,973 181,124 243,100 1,500 0 200 11,400 256,200 13,100 5.4% Personnel Supplies 125,302 111,081 117,317 157,700 -6,200 17,800 0 3,000 172,300 14,600 9.3% Computer Software 243,077 222,097 309,331 398,800 0 62,900 0 0 461,700 62,900 15.8% Total Purchased Goods 919,218 868,195 998,667 1,228,000 4,700 82,700 2,200 14,500 1,332,100 104,100 8.5%
Purchased Services Repairs & Maintenance 291,228 261,128 247,486 304,800 14,000 0 2,000 54,000 374,800 70,000 23.0% Communications 167,644 372,434 429,686 438,800 21,800 2,400 0 0 463,000 24,200 5.5% Training/Travel 424,946 483,595 467,426 535,600 -13,500 6,000 0 0 528,100 -7,500 (1.4%) Consulting & Professional Services 1,263,175 1,350,830 1,221,480 1,224,400 75,300 20,000 0 21,000 1,340,700 116,300 9.5% Contracted Services 2,781 2,237 1,110 2,200 1,800 0 0 0 4,000 1,800 81.8% Rental/Leases 69,352 110,820 120,607 128,800 15,200 0 0 2,500 146,500 17,700 13.7% Total Purchased Services 2,219,126 2,581,044 2,487,795 2,634,600 114,600 28,400 2,000 77,500 2,857,100 222,500 8.4% Financial Expenses 5,196 4,407 12,773 7,500 8,500 0 0 0 16,000 8,500 113.3% Total Expense 38,452,407 39,899,037 41,521,898 42,935,700 1,621,900 558,200 4,200 92,000 45,212,000 2,276,300 5.3%
Internal Charges Internal Charges 529,288 559,083 579,289 655,100 4,300 0 17,800 0 677,200 22,100 3.4% Internal Recoveries -686,108 -404,887 -776,702 -650,600 -271,200 0 0 -20,000 -941,800 -291,200 44.8% Total Internal Charges -156,820 154,196 -197,413 4,500 -266,900 0 17,800 -20,000 -264,600 -269,100 (5,980.0%)
Net Budget 35,717,325 37,447,414 38,754,641 40,301,300 1,316,400 558,200 22,000 72,000 42,269,900 1,968,600 4.88%
Full Time Equivalents (FTE) 285.92 286.67 286.67 296.91 0.00 5.00 0.00 0.00 301.91 5.0 1.7% Page 56
2016 – 2018 Guelph Police Service Strategic Business Plan Final Pillar Report January 2019 Page 57
Contents Summary ...... 3
OBJECTIVE ONE: Campaign for an improved local mental health and addictions response...... 4
OBJECTIVE TWO: Implement proactive approaches to address violent crime...... 6
OBJECTIVE THREE: Develop and implement a strategy focusing on property and drug-related crime...... 11
OBJECTIVE FOUR: Promote and enhance road safety in partnership with the public and community agencies...... 19
OBJECTIVE FIVE: Support victims of crime and tragic circumstance by engaging community partners...... 23
OBJECTIVE SIX: Mutually engage with youth in Guelph's communities...... 25
OBJECTIVE SEVEN: Champion our community and our members...... 29
OBJECTIVE EIGHT: Research and implement optimal staffing practices for the Guelph Police Service...... 35
OBJECTIVE NINE: Utilize business intelligence tools to make evidence-based decisions...... 44
OBJECTIVE TEN: Ensure fiscal responsibility while supporting community safety and the needs of our members...... 46
OBJECTIVE ELEVEN: Successfully complete the renovation and expansion of the Guelph Police Service headquarters building...... 48
INFORMATION TECHNOLOGY PLAN ...... 51
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Final Summary
safety in safety
related crime. related
-
Measure Status Measure
lly complete the renovation and and renovation the complete lly and implement optimal staffing staffing optimal implement and
Status
based decisions. based
- 8
201
y ul Performance mental local improved an for Campaign 1. response. addictions and health to approaches proactive Implement 2. crime. violent address focusing a strategy implement and Develop 3. drug and property on road enhance and Promote 4. community and public the with partnership agencies. tragic and crime of victims Support 5. community engaging by circumstance partners. in Guelph's youth with engage 6. Mutually communities. our and community our Champion 7. members. Research 8. Service. Police Guelph the for practices make to tools intelligence business 9. Utilize evidence while responsibility fiscal 10. Ensure needs the and safety community supporting members. our of Successfu 11. Service Police Guelph the of expansion building. headquarters Plan Technology Information Total J Green 76 No 5 4 9 3 3 4 10 14 4 5 6 9 80.9% (80.9%) change Yellow 16 1 4 1 5 2 2 1 Decrease 18.1% (17.0%) Red 2 1 1 Increase 1.0% (2.1%) Total 94 6 5 13 3 3 5 10 19 6 5 9 10 (100%)
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OBJECTIVE ONE: Campaign for an improved local mental health and addictions response. Champions: Deputy Chief Inspector - Patrol
STRATEGY: 1. Implement a mental health IMACT (Integrated Mobile Police and Crisis Team) to support our community.
Performance Measure Fifth Report (Mar 2018) Sixth Report (Oct 2018) 1. Reduce the number of The Service and IMPACT continues to see positive When IMPACT are called by officers to the scene, apprehensions significantly. results that benefit both these partners and clients the apprehension rates increase and the quality of as well. the apprehension is improved, as shown in the percentage of clients formed (see below). 2. Increase the ratio of formed The diversion rate as of February 2018 was 84.7% As of October 30, 2018, the diversion rate was (involuntary assessment) persons when IMPACT was involved. From April 2017 to 72.2 %, when IMPACT was involved with the call. to apprehended persons. February 2018, the diversion rate was 81.6%. Year to date, there have been 1,329 live calls with police and 521 referrals. The Form rate was 40.7% In February 2018, there were: when IMPACT was involved). -195 Referrals and Live Calls -a 45.5% Form rate when IMPACT was involved 3. Reduce officer time spent with Officer wait time has changed as follows: Officer wait times have decreased as follows: apprehensions/occurrences -2016 - 84 minutes 2016 - 84 minutes involving mental health. -2017 - 69 minutes 2017 - 69 minutes -2018 - 62 minutes (for first 30 shifts after the 2018 for first 30 shifts after Health IM App was HealthIM App/screening was introduced) introduced - 62 minutes 2018 year to date - 53 minutes
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OBJECTIVE ONE: Campaign for an improved local mental health and addictions response. Champions: Deputy Chief Inspector - Patrol
STRATEGY: 2. Continue to work with key community stakeholders to address ongoing mental health and addiction issues that affect Guelph.
Performance Measure Fifth Report (Mar 2018) Sixth Report (Oct 2018) 1. Continue to look at The HealthIM app has been implemented. This is an The Health IM app is being used across all units and strategies that will improve automated tool with built-in algorithms. It has visual is working well. Monthly statistical reports are our coordinated responses flags for officers, GGH and IMPACT. There is clinical generated and posted on SharePoint. These reports for community members in terminology for all using it with reminders for police. provide a comparison across each work unit/platoon crisis. GGH receives information about an occurrence prior on the number of IMPACT referrals and live calls to officer arrival via the app. Client history is graphed attended. Reviewing these reports ensures we are and the form is electronically uploaded. This is a providing consistent service. The reports also provide more detailed and efficient referral to IMPACT as the number of times GPS members are consulting well. All members are now trained and the app went live on January 17th. with IMPACT on a personal basis. The dashboard reporting provided by the app allows for real time, easily accessed, accurate data to help identify trends and training opportunities. It also allows information sharing and planning with partner agencies while improving care for clients. 2. Explore alternative, The Supported Recovery Rooms (SRR) January 2018 As per previous update. community coordinated Pilot project has begun. The rooms provide a safe resources, solutions and place to sleep and recover from substance abuse and prevention measures for a place to connect clients with supports. It is staffed community members with by paramedics. At this point police contact with SRR ongoing mental health and is through IMPACT. addiction issues. 3. Continue to support the The Connectivity Table has been suspended. The Connectivity Table is still suspended. Connectivity Table initiative to address situations of elevated risk.
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OBJECTIVE TWO: Implement proactive approaches to address violent crime. Champion: Inspector - Investigative Services
STRATEGY: 1. Collaborate with community partners regarding the prevention and enforcement of: a. human trafficking; b. domestic violence; and c. sexual assault.
Performance Measure Fifth Report (Jan 2018) Sixth Report (Nov 2018) 1. Increase the number and The SACA Unit has maintained and enhanced Relationships have been well maintained with all of quality of the Service's relationships with some of our partners including the involved stakeholders on an ongoing basis working relationships with WIC, the GGH Sexual Assault Unit and F&CS through throughout the last year. This has proven successful community partners on these discussion and sharing of information. as measured by the continuous referrals that are topics. Through these discussions SACA has agreed to brought to the unit as well as the referrals that our consider off site victim interviewing for “trauma unit provides to them. The stakeholders continue to informed’ interviews on a case by case basis. enhance communication by sharing items of interest In November 2017, Sgt. Clark in collaboration with amongst to provide continued learning. The Crime Stoppers organized the “It Takes a Village” members of the SA team at GGH have on numerous event designed to stop young persons from falling occasions talked very highly of the officers within the victim to human trafficking, child pornography and SACA unit at the GPS. child exploitation, and met with F&CS to discuss All members of the SACA unit met with FCS members partnership relations and other administrative issues. to become familiar with their facility and equipment The Investigative Staff Sgts. attended the inaugural in early 2018. The meeting allowed parties to Sexual Assault Provincial working group meeting. communicate some experiences between our GPS was notified in November 2017 that we were agencies and assisted with sections of our joint successful in a Civil Remedies Grant for $24 000 for Protocol as it was being updated. We will continue the Educating Youth Stakeholders and Service this open dialogue in the future. Providers to Prevent and Response Collaboratively to Human Trafficking project. In September 2018, the Child Abuse Protection Also during this time period, 15 presentations to 301 Protocol between GPS and FCS was completed. persons (service providers and volunteers) were Human trafficking procedures have been written into this document. It is currently awaiting signatures and
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Performance Measure Fifth Report (Jan 2018) Sixth Report (Nov 2018) made; there were 5 meetings with service providers, will be disseminated to both services in the near and 25 referrals. future.
The High Risk Domestic Violence Coordinator attended several action committee meetings and Domestic Violence Committee meeting, involving many community domestic violence and sexual assault groups. 2. Increase the reporting of Since March 1st there have been four human There has been a new member join Women in Crisis. human trafficking, domestic trafficking calls for service. Over that time span and specializing in human trafficking. D/Cst. Pronovost violence, and sexual assault. based on call volume the SACA unit has not been met with this member to discuss our different roles able to take any operational proactive steps in this and to ensure that we are all on the same page. area, staffing being the primary barrier. Proactive D/Cst. Shantz will be assuming some of these roles front line platoon sting efforts have also been with C/Cst. Pronovost leaving the unit to maintain reduced due to the number of constables required what has accomplished over the years, a difficult task along with the need for proper street supervision at times due to the lack of resources within the SACA during these efforts. Not all human trafficking team. We continue to be reactive only with human matters that the Service becomes aware of through trafficking as time does not allow us to be proactive. its partnership with Victim Services Wellington The SACA unit continues to understand and originate as police calls for service. However, implement ‘Trauma Informed’ interviewing practices, referrals through partner agencies continue to come which assists greatly when maintaining and the attention of the Human Trafficking Support enhancing our relationships with our community Worker. During this reporting period there were 25 partners as we are all able to talk the same language. referrals (last reported March to June, there were 8 New members of the unit are taking part in one day referrals). 9 of the 25 were for persons 14-17 years training on trauma informed interviewing. of age. Currently through the HT Support Worker all
VSW volunteers are being trained to respond to HT Staffing for HRDVC unit was increased by 0.5 of a calls. position.
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Performance Measure Fifth Report (Jan 2018) Sixth Report (Nov 2018) 3. Create an eventual Domestic Violence: In October 2018, members of SACA partnered with statistical reduction in 2014: 1,289 the HT team of Waterloo Regional Police Service to domestic violence, sexual 2015: 1,468 participate in Operation Northern Spotlight. This is a assault and human trafficking 2016: 1,511 national initiative that will focus on the identification (may be an initial spike due to 2017: 1,635 and recovery of young women and girls who have increased reporting). Sexual Assault Level One: been sexually exploited for profit at the hands of 2014: 47 their controller or pimp. This one week initiative is a 2015: 46 cooperative effort bringing police agencies together 2016: 126 in an effort to free these women and children from 2017: 104 the cycle of abuse and violence. Sexual Assault All: The Guelph Police Service has taken a more proactive 2014: 78 role in this year’s operation by dedicating a team of 2015: 79 officers from different GPS work units, including 2016: 126 SACA and Patrol to team with members of the 2017: 154 Waterloo Regional Police Service. Although no Human Trafficking: charges were laid in Guelph, police were able to 2014: 14 speak with females involved in the sex trade and 2015: 14 offer them numerous support and community 2016: 19 resources. This project has enhanced our relationship 2017: 4 with the WRPS Human Trafficking team.
For 2018, as of November 30, the following number of reports were made: Domestic Violence: 1,470 Sexual Assault Level One: 103 Sexual Assault All: 163 Human Trafficking: 4
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OBJECTIVE TWO: Implement proactive approaches to address violent crime. Champion: Inspector - Investigative Services
STRATEGY: 2. Educate the public, including appropriate youth, about human trafficking.
Performance Measure Fifth Report (Jan 2018) Sixth Report (Nov 2018) 1. Create/procure The HT Support Worker has spearheaded an ongoing In the spring of 2018, the Guelph Wellington Care educational materials on project with regard to HT related material. A guide Path map and guide to services available in our human trafficking. booklet and Care Path document has been region for victims/survivors of human trafficking was developed that describes the services available to HT completed. During its creation, it was recognized victims/survivors and provides contact information. that some services required training, which was The final guide identifies the service providers in the provided prior to the guide being distributed. This Guelph-Wellington region who are willing and able to resource is distributed to all social agencies that may serve victims of sex trafficking. The guide will be encounter HT victims. available for distribution at the February Youth provider’s one day conference. A grant application was submitted to create online information about sexual assault/HT. This website planning is ongoing and we currently have IT reviewing it. This website will be a ‘one stop’ location for members of the public to go to obtain information of how to report such incidents to police, what does the investigative process entail, explanations of what the court process looks like and other frequently asked questions. It will then have police contact information if they do want to report. We are still waiting on the outcome of the grant application.
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Performance Measure Fifth Report (Jan 2018) Sixth Report (Nov 2018) 2. Increase awareness among Currently through the HT Support Worker all new Victim Services Wellington members are trained in the public and youth VSW volunteers have been and will continue to be HT. They receive a three hour training session and an regarding human trafficking. trained to respond to HT calls. Along with the on-line module. Further, the member of WIC that training, there are tools that will allow volunteers to specializes in HT provides an evening training session identify and support victims of HT in crisis calls. for VSW members to enhance the training they already have. Along with the training are tools that will allow volunteers to identify and support victims of HT in crisis calls.
The SACA team continues to assist our High School Resource Officers with their youth programs. We provide a presentation to groups of youths with respect to sexual assault and human trafficking.
In November 2018, we will be participating in the communication (dispatch) training day. We will be doing a presentation on human trafficking for all of the dispatchers/call takers to help them having a better understanding of HT.
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OBJECTIVE THREE: Develop and implement a strategy focusing on property and drug-related crime. Champion: Inspector - Investigative Services
STRATEGY: 1. Engage the public on strategies to address drugs and protect property.
Performance Measure Fifth Report (Jun 2018) Sixth Report (Dec 2018) 1. Continue to explore • The HSROs have delivered 14 drug presentations in The Detective Sgt. in charge of Drug Unit sits on the methods for addressing drug Guelph high schools since January of 2018; they Wellington-Guelph Drug Strategy committee, a issues with other community delivered 10 between October and December of multi-discipline team that strategizes in relation to agencies. 2017. drug issues and trends in our community. The IS • The Drug Treatment Court is currently serving four Inspector sits on Wellington-Guelph Drug Strategy clients. Ontario Works has joined the group. Housing Management Board. continues to be an issue for clients. The revised The Drug Treatment Court (DTC) is currently serving program overview has been completed and will be 5 clients as of December 27, 2018. Housing is still an distributed soon. issue for the clients. The DTC Steering committee • Detective Sgt. Bair attended the OACP discussion met on Sept 10 to discuss proposed changes to the on the opioid crisis in May 2018. program, and is meeting again on January 15. 2. Deliver new methods to • The Service continues to deliver education on Project BEAT (Break and Enters and Auto Thefts) is a educate the public on protective measures to the public, including through strategic response through a newly formed team protection measures. the HSROs, the overall Youth Crime Prevention Unit, made up of members of various work units within and the Drug Unit. This work includes presenting to the Service to combat stolen vehicles, break and the participants of the Service's Youth Engagement enters and street level drug crime. This project Program, joining the Provincial Fentanyl Working partners with Cooperators Insurance and will include Group, continuing to participate with the Wellington a public education component focused on educating Guelph Drug Strategy, working with the Wellington members of the community to take steps to lessen Dufferin Guelph Public Health Unit on fentanyl, and the risk of having a vehicle stolen. The campaign will presenting to the Waterloo Wellington Addictions stress the fact that a stolen vehicle becomes a crime and Mental Health Network. vehicle and as such increases the risk to public safety as well as being used to further criminal activity.
Education via High School Resource (HSRO):
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Performance Measure Fifth Report (Jun 2018) Sixth Report (Dec 2018) -Jul 9th delivered a drug and alcohol presentation to approx. 30 summer school students -Oct 2nd Drug officers delivered presentation to 39 YEP students -Dec 6th Supervisor and 1 HSRO attended to a Cannabis Conversation Student Workshop and presented to 38 high school students on new Cannabis legislation -Dec 11th HSRO delivered 1 drug presentation in high school
Educating the Public via the Drug Unit included: Youth Engagement Program Local Drug Trends and Engagement Wellington County Fire Department Training Day The Opioid Crisis Optimal Management of Inpatients with Substance Use Disorders Guelph General Hospital & Homewood Health Centre Presentation to Staff at Stonehenge Therapeutic Community Presentation to Residence Staff at University of Guelph Presentation to Bishop Mac High School students Presentation to Wellington Dufferin Guelph Public Health Presentation to Ontario Works Staff The Fentanyl Crisis – Where are we? What’s next? Is there anything we can do about it?
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Performance Measure Fifth Report (Jun 2018) Sixth Report (Dec 2018) 3. Increase public knowledge •The General Investigations and Special Projects Project BEAT (see above) is a major initiative being regarding strategies to (GISP) Unit is continuing its social media public taken to increase public knowledge in this area. reduce property crime. education program. Fraud Unit: • The Fraud Unit continues prevention efforts such as presentations, media releases, and "protect Media continued to run Fraud Fridays on Social yourself" fraud tips. Media. • The Service's Downtown Liaison Officer has done The GPS website contains fraud tips and recent several Crime Prevention Through Environmental scams, which is updated as the unit becomes Design site visits to various locations, including many aware of new scams. in the downtown. On December 18th, 2018 a Fraud officer did a media release on CBC Radio regarding fraudulent payment card transactions and ways for businesses to protect themselves from chargebacks and fraudulent transactions. Presentations included: March 28, 2018 – YMCA July 31, 2018 – Torchlight August 22, 2018 – Acquired Brain Injury Program October 15, 2018 – Harcourt Church November 2, 2018 – St. George’s Church November 21, 2018 – Parkview Church The new schedule being piloted in 2019 for Fraud Unit has increased the coordinated working time of our unit. In addition, an officer was added to the unit in January of 2018, which has assisted with being more available to accommodate community service groups for presentations.
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Performance Measure Fifth Report (Jun 2018) Sixth Report (Dec 2018) Community Mobilization Unit: Members of CMU have conducted several presentations to newcomers to Canada through Immigrant Services to assist these newcomers with the role of the Police. Advice was given on strategies to protect themselves from being victims of property crimes. The Sgt. of the unit was involved with a Town Hall meeting with neighbours in Neighbourhood Two involving concerns about property crimes. The Downtown Liaison Officer’s services involving CPTED are used routinely with downtown businesses. 4. Reduce property crime. Total property crime increased by 6.9% between 2018 crime statistics are not yet available. The 2016 and 2017. The Service continues its property Service continues to pursue strategies to reduce crime enforcement efforts, including a project that property crime, such as having eight Frontline led to arrests and charges regarding trafficking and officers and one HEAT officer trained on the Police stolen property. Eight frontline officers will receive Bicycle course in 2018, resulting in an increase of the police bicycle course to assist in the targeting of bicycle and foot patrols in targeted areas. property crime and drug use in areas such as parks.
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OBJECTIVE THREE: Develop and implement a strategy focusing on property and drug-related crime. Champion: Inspector - Investigative Services
STRATEGY: 2. Engage the Community Volunteer Patrol (CVP) to assist with property crime deterrence.
Performance Measure Sixth Report (Jun 2018) Sixth Report (Dec 2018) 1. Increase in GPS presence • CVP has received Fraud and Crime Stoppers CVP has conducted Recruiting and Project with CVP members and presentations thus far in 2018. Lifesaver presentations. functions to address property • CVP members took part in the Guelph Green and They have 3 new applicants to process and have crime. Clean cleanup in April, and had a display at the been trying to recruit more new members. Police Week open house. • There have been 30 patrols thus far in 2018, along with 21 bicycle pick-up patrols. • Four new CVP members have started since January 2018, with more slated to be hired. 2. Increase member awareness The Service intends to use CVP to enter found Ongoing. of the utility of CVP resources bicycles into the Service's new bicycle registry for property crime prevention. program. They will also assist in distributing a survey at the upcoming Multicultural Festival.
3. Reduce property crime. Total property crime increased by 6.9% between 2018 crime statistics are not yet available. 2016 and 2017. The Service continues its property crime enforcement efforts, including a project that led to arrests and charges regarding trafficking and stolen property. Eight frontline officers will receive the police bicycle course to assist in the targeting of property crime and drug use in areas such as parks.
OBJECTIVE THREE: Develop and implement a strategy focusing on property and drug-related crime. Champion: Inspector - Investigative Services
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STRATEGY: 3. Create strategies to address bicycle thefts, including exploring the feasibility of an on-line bicycle registry hosted by the Guelph Police Service.
Performance Measure Sixth Report (Jun 2018) Sixth Report (Dec 2018) 1. Research and deliver new The Service implemented a new bicycle registration Since July 2018, 390 bikes have been registered. 11 strategies to prevent bicycle system, the Garage 529 application, for the public to were stolen, none yet returned. thefts. use. Once the app is downloaded, members of the public can register their bicycle. They can later The HEAT unit continues to use the Bait Bike to indicate if it has been stolen, which will prompt an address bicycle thefts. alert of the theft with a description. The next phase of this project is officer training.
2. Identify processes and See above update. An officer with the Community Evaluation of Garage 529 in ongoing. resources required to Mobilization Unit is also soliciting ideas and opinions maintain such a registry and on the registration program. make a decision regarding its implementation. 3. Reduce the number of The Service continues to educate the community on Ongoing. reported bicycle thefts. preventing bicycle theft, including use of the new registry. This campaign has included the Public Information Officer and school officers. The High Enforcement Action Team deployed a "bait bike" in the downtown area in May of 2018. 4. Increase the number of In 2017 556 bicycles were stolen. 50 were recovered. Comparative figures are not available. The figures recovered bicycles returned 106 were seized. 400 were found while 4 were are being tracked under the new registry. to owners. reported as lost.
OBJECTIVE THREE: Develop and implement a strategy focusing on property and drug-related crime. Champion: Inspector - Investigative Services
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STRATEGY: 4. Conduct a needs assessment for alternative strategies to address property and drug-related crime from a Guelph Police Service and community standpoint.
Performance Measure Fifth Report (Jun 2018) Sixth Report (Dec 2018) 1. Develop and execute and The survey results have been collected and broken March 2017, Inspector McGarr met with Research necessary alternative down into an external and internal survey report. (Jess and Nadia) to commence a needs assessment. strategies based on the needs The results have been sent to the Executive Team. A In conjunction with the needs assessment that assessment and existing GPS subsequent meeting will determine next steps. indicated a strong belief that members felt a “street resources. team” response was required to combat property and drug related crime a business plan was created by A/D/S/Sgt Gale for project BEAT described above. 2. Reduce property and drug The Service is continuing to respond to a significant 2018 crime statistics are not yet available. However, crime. rise in overdose calls for service. These statistics are there are continuing efforts by the Drug Unit to being shared with the Wellington Guelph Drug investigate and prosecute drug crime. Opiate Strategy. A number of enforcement initiatives to addiction and abuse continues to plays a significant address drug crime have been undertaken, resulting role in community addiction and overdose problems. in arrests. The fentanyl crisis seems to spare few and the Service continues to respond to a significant rise in overdose calls. This is not unique to Guelph and is currently plaguing Canada, the USA and other countries. Detective/Sgt. Bair is continuing to share overdoes numbers with the Wellington-Guelph Drug Strategy.
The Drug Unit conducted 11 fentanyl projects in 2018. These projects resulted in the arrest of 17 drug traffickers and the seizure of $19,298.40 worth of fentanyl and fentanyl analogues (including almost $3,000.00 worth of carfentanil). These investigations also resulted in substantial seizures of approximately $19,000.00 worth of methamphetamine, approximately $17,000.00 worth of cocaine, approximately $11,225.00 worth of heroin, as well as
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Performance Measure Fifth Report (Jun 2018) Sixth Report (Dec 2018) approximately $1,600.00 worth of prescription pills. Along with these seizures the Drug Unit has also removed 3 firearms from the streets including 2 shotguns and a handgun in 2018. In total 12 CDSA search warrants were completed for residences in 2018 along with numerous CDSA search warrants for other items.
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OBJECTIVE FOUR: Promote and enhance road safety in partnership with the public and community agencies. Champion: Inspector - Field Support
STRATEGY: 1. Create a joint task force with the City of Guelph to address road safety issues, included but not limited to: a. infrastructure; b. enforcement; and c. public education.
Performance Measure Sixth Report (May 2018) Seventh Report (Dec 2018) 1. Increase the number and City and GPS Joint Traffic Committee: City and GPS Joint Traffic Committee: quality of traffic initiatives in Meets approximately 4 times per year. Meets approximately 4 times per year. Guelph. Topics generally speak to higher level initiatives. The committee has become more representative The group spoke at length about “Project Corridor” with traffic based staff (GPS NSFS Insp, Traffic Sgt., and how City by-law and traffic staff can assist if Director of Public Works, Manager of By-Law, City another Project Corridor is undertaken. Engineer, Manager of Transportation, and The focus is on City wide issues; neighbourhood Supervisor of Traffic Engineering. street specific issues are addressed separately. Met twice this year, next meeting in early 2019. Traffic Sergeant has had meetings regarding red Guelph Road Safety Coalition: light cameras. Meets bi-monthly. This is a working group involving Guelph Police, University Campus Police, Guelph Road Safety Coalition: Wellington Dufferin Guelph Public Health, City Meets bi-monthly. This is a working group traffic, and City transportation demand involving Guelph Police, University Police, Guelph- management. Wellington Public Health, City Traffic and City This committee focuses on public safety and public Transportation Demand Management. safety initiatives, with topics more specific than This committee focuses on public safety and is those discussed by the Joint Traffic Committee. more specific than the Joint Traffic Committee. Recent discussions have centered on aligning our Recent discussions have centred on aligning messaging and resources, and identifying upcoming messaging and resources and identifying upcoming projects. projects. Sgt. Caron reports these meetings have declined in Adult School Crossing Guard Program – Working frequency due to scheduling demands and being Group: deemed not necessary. The next meeting is in January 2019.
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Performance Measure Sixth Report (May 2018) Seventh Report (Dec 2018) Meets 3-4 times per year. This is a working group At a recent meeting of the City and GPS Joint Traffic involving Guelph Police, the Upper Grand District Committee, the following items were discussed: School Board, Wellington Catholic District School Red light cameras Board, Student Transportation, and Guelph traffic Pedestrian Crossover implementation staff. Heavy Trucks Bylaw This committee focuses on student (primarily Speed Limits in construction zones grades 6 and under) matters. Speed Radar Boards
Bicycle Safety: In the fall of 2017, the Guelph Police Service purchased a device to measure the space between a bicycle and a passing motor vehicle. Only one officer was trained on the use of the device and that officer has retired. Another Traffic officer has been trained and the device will be integrated into the GPS bicycle patrol unit. The newly trained officer will train the bicycle officers. The bicycle officers can use the device as an education or enforcement tool as they see best fit.
Approved Drug Screening Equipment: The Ministry of Public Safety and Public Safety Training are providing grant monies for Approved Drug Screening Equipment. The Guelph Police Service has requested two devices under a federal government national budget allocation. Waiting for results of the application for the devices. 2. Reduce the number of Personal injury collisions for 2017 totaled 355, 44% Non-fatal personal injury for the period of January personal injury collisions. lower than 2016. Personal injury collisions accounted to September for the past two years are: for 34.5% of all collisions, which is a reduction of 2.2% 2017 – 262 from 2016. Fatal injury events increased to 5 in 2017, 2018 – 228 – down 13% from the previous year. from 1 in 2016. In the first four months of 2018, personal injury collisions have been reduced, from 99
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Performance Measure Sixth Report (May 2018) Seventh Report (Dec 2018) in 2017 to 98. There have been no fatal collisions in There were 4 fatal collisions during this time period 2018. in 2017, and 1 in 2018.
OBJECTIVE FOUR: Promote and enhance road safety in partnership with the public and community agencies. Champion: Inspector - Field Support
STRATEGY: 2. Identify high risk road use practices and areas for road safety and develop mitigation strategies suitable to those practices and areas.
Performance Measure Sixth Report (May 2018) Seventh Report (Dec 2018) 1. Reduce the number of Personal injury collisions for 2017 totaled 355, 44% Last Drink Program: personal injury collisions lower than 2016. Personal injury collisions There was a November meeting with the Alcohol and involving those high risk accounted for 34.5% of all collisions, which is a Gaming Commission of Ontario regarding the Last areas and road use practices. reduction of 2.2% from 2016. Fatal injury events Drink Program with Key Principles: enhance public increased to 5 in 2017, from 1 in 2016. In the first safety, combat impaired driving, reduce over-service, four months of 2018, personal injury collisions have identify impaired driving links to licensed been reduced, from 99 in 2017 to 98. There have establishments, proactive partnership with local law been no fatal collisions in 2018. enforcement, education and awareness, and promote compliance. GPS has been provided access to their online sites which provides information on Special License permits and new licensed premises in each city. AGCO is looking to enhance the receipt of police reports to support their goals.
Federal Campaign - Operation Impact: Over the Thanksgiving weekend, Guelph Police took part in Operation Impact. This national campaign is designed to make Canada’s roads the safest in the world. Police efforts focused on driving behaviours that put drivers, passengers and users of the road at
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Performance Measure Sixth Report (May 2018) Seventh Report (Dec 2018) risk. During the 4 day campaign Guelph Officers issued the following charges: 1 Prohibitive driving (Criminal Code suspension) 1 3 day driver’s license suspension 1 seatbelt violations 14 Aggressive Driving – Speeding 1 Aggressive Driving – Unsafe lane change 2 Aggressive Driving - Fail to yield 3 Aggressive Driving – Careless Driving 1 no insurance violation
Festive RIDE: A kick off meeting was held with OPP on November 15th, 2018. The RIDE grant was approved on November 2nd, 2018 - $34,090 for April 1, 2018 to March 17th, 2019. The first RIDE was conducted the weekend of December 1st, 2018. Four additional RIDES are scheduled for 2018.
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OBJECTIVE FIVE: Support victims of crime and tragic circumstance by engaging community partners. Champions: VSW/VCAO Inspector - Patrol
STRATEGY: 1. Examine the process for victim referrals from the Guelph Police Service to determine if they could be improved, and if so, how.
Performance Measure Sixth Report (Apr 2018) Seventh Report (Sep 2018) 1. Review of the GPS/VSW The review is complete. As per previous report. victim referral process completed, including an environmental scan of best practices at comparable police and victim service agencies.
2. Recommendations from The new NICHE tasking for referrals was The new NICHE tasking for referrals continues to the review and implemented in mid-October 2017 with one platoon show success. In addition to increased referrals, environmental scan on a pilot basis, with good results. In mid-January there was also an unexpected increase in on scene implemented. 2018, this tasking was rolled out to the rest of the calls from April 1st to September 15th, 2018 of 66 platoons. Detectives are using this new process as calls. There is now an exploration into changing the well. Although slow to be up taken, referrals have systems for bails and victim impact statements for increased and greater adoption of this process is non-violent occurrences to further improve victim expected with time. Work to support wider adoption services, as well as into changing how officers offer is in process. This project has also lead to increased VSW callouts on scene, an unanticipated beneficial victim services on scene. result.
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Performance Measure Sixth Report (Apr 2018) Seventh Report (Sep 2018) 3. Increase the number of Referrals: Referrals: referrals. 2016/2017 - 449 2016/2017 - 449 2017/2018 - 571 2017/2018 - 571 April 1st to September 15th 2018: 1,066 New clients:
2016/2017 - 689 New clients: 2017/2018 - 879 2016/2017 - 689 2017/2018 - 879 April 1st to September 15th 2018: 550
Follow-up calls to clients: 2016/2017: 513 2017/2018: 1,191
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OBJECTIVE SIX: Mutually engage with youth in Guelph's communities. Champion: Inspector - Field Support
STRATEGY: 1. Bring participants from youth programs, both community based and internal, to speak with officers.
Performance Measure Sixth Report (Mar 2018) Seventh Report (Sep 2018) 1. Improve police and youths' The survey has been completed along with eight Agencies who were sent the survey were advised perceptions of each other. recommendations. The survey had input from that the Service would speak to them about results community stakeholders, youth, and police officers. but only one person responded with interest. The results of the survey are very positive towards May 12: YCPU display at Police week. YCPU the HSRO program. members also attended Special Olympics Track & Field event at St. James. May 2: VIP officer presented to 1,150 grade 5/6 students during Emergency Preparedness Day.
Over the summer the following activities took place: - YIPI engagement - 4 presentations to Muslim Society of Guelph camp - 1 presentation to the Apraxia camp - booth at Shelldale picnic - 3 Hot Summer Nights events at various schools - 1 substance abuse presentation at Bosco summer school program - presentation at YMCA Camp Conestogo - presentation YMCA FA Hamilton PS Child Care Centre - ran booth and interacted with public at Guelph soccer Junior Gryphon Fun Night 2. Improve relationships The Youth Engagement Program (YEP) will run again A youth investigator was assigned to GISP for the between police and youth. in 2018. Information packages have been distributed summer to support staff in that area. and interest is strong. Eight applications have been Training and Presentations: received so far and it is still early. The Service also
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Performance Measure Sixth Report (Mar 2018) Seventh Report (Sep 2018) continued the KICKZ Soccer program and the April 12/18 - Recovering drug addict turned Shelldale Breakfast program. outreach worker gave two lived experience presentations to College Heights. April 17: approximately 1,500 grade 8 students attend the annual Youth Symposium at Galaxy Theater. Topics include human trafficking, consent, domestic violence and heathy relationships. YCPU officers attended and greeted students. May and June: 11 presentations to elementary schools with VIP and Canine. The Youth Engagement Program commenced in September, 40 Guelph students registered April 5: YCPU member attended YouthTALK conference in support of mental health. 200 youth in attendance. May 1: YCPU members presented seatbelt and airbag safety to 200 grade 11/12 Bishop MacDonnell students. 10 stations set up by CAA for various driver safety topics May 11: YCPU members had a display at the Mental Health Wellness Day at GCVI with other community members. May 29: HSRO attended ED-UCAST Fishing Day with approximately 30 students from the Catholic School Board in St. Thomas.
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OBJECTIVE SIX: Mutually engage with youth in Guelph's communities. Champion: Inspector - Field Support
STRATEGY: 2. Consult youth stakeholders and justice system representatives to develop new ways to meaningfully interact with youth at risk.
Performance Measure Sixth Report (Mar 2018) Seventh Report (Sep 2018) 1. Improve relationships with See update provided for Strategy 1.1 for Objective 6. May 3rd: the YCPU supervisor met with UGDSB and perceptions of police as Equity and Inclusivity Lead to discuss working reported by police, youth together. Requesting presentation for International stakeholders, and other students about Canadian Law. The Youth officer is to justice system begin presentations in the Fall 2018. HSROs also representatives. preparing presentations for fall on Sexual Assault, Domestic Violence, and Consent for the Fall 2018.
The Youth Justice Committee continues to be active, and includes the John Howard Society, OPP, Defense Bar, Crown, Probation and GPS. Meeting in September.
May 9: YCPU members attended Avalon Horizons for a proactive visit with staff from all of the Guelph group homes. Positive feedback from youth workers with regard to how officers and youth related at facilities. Future visits are to continue.
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Performance Measure Sixth Report (Mar 2018) Seventh Report (Sep 2018) 2. Increase engagement with See update provided for Strategy 1.1 for Objective 6. On April 12, 2018, a recovering drug addict turned at-risk youth. outreach worker gave two lived experience presentations to College Heights.
September 2018: A YCPU officer attended a breakfast event at New Way school at Royal City Church. 3. Reduce youth crime. Sgt. Keller continues to liaise with the Crown. The As of September 1st, 2018: John Howard Society has been providing training Charged – 93 during the most recent training days around their Referral Submitted – 38 programs and diversion options. The referral Police Warning – 79 numbers for 2017 have not changed and have No Further Action – 31 increased significantly over 2016. Total - 241
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OBJECTIVE SEVEN: Champion our community and our members. Champions: Chief of Police Inspector - Executive Services Legal Counsel
STRATEGY: 1. Continue to engage our current community partners and identify new partners to collaboratively assess trends in relation to diverse groups.
Performance Measure Fifth Report (Jun 2018) Sixth Report (Dec 2018) 1. Complete a needs A committee was formed between the GPS and Further work on this issue is being completed under assessment regarding Shelldale for this assessment. Questions had been Pillar 8. See update for Strategy 6.1 under Pillar 8 for policing and diversity within developed and had been approved to be more information. Guelph. implemented by Research and Development. A follow up meeting was scheduled for the end of May 2018. A member of Research and Development has since resigned therefore this measure is on hold. The 2019-2021 Strategic Plan working group on diversity will be working with Shelldale to move this forward.
2. Complete a best practices As per the above update. Community consultations were completed for the environmental scan of development of the new 2019-2021 Strategic Plan. In comparable police services addition, further work was done on this item under and municipalities. Pillar 8, Strategy 6.2 (see below).
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Performance Measure Fifth Report (Jun 2018) Sixth Report (Dec 2018) 3. Increase satisfaction with Sgt. Keller and Sgt. Hasham attended an Equity The Chief has attended a number of cultural events Guelph Police Service Conference at Centennial High School on Jan. 27th. throughout the city since the last update. practices regarding diversity. Sgt. Gale was nominated by Immigrant Services and
received an award at this year’s GPS Awards event. Planning for the Youth Engagement Program is underway, 40 students from various ethnic groups attended this program. Sgt. Keller represents the GPS on the OACP Diversity and Inclusion working group. The group meets every other month to discuss diversity-related topics and trends in communities. One youth engagement officer has delivered three law presentations to adult ESL students at the St George Centre. These presentations are ongoing through the year. YCPU members represented the GPS for two days at the Multicultural Festival on June 9th and 10th. GPS members with the assistance of CVP members administered a diversity survey with 192 being completed by citizens at the festival. YCPU members sit on an anti-hate committee with other GPS units. The committee is in the planning stage and may have a poster/video contest. The YCPU is meeting with the Upper Grand District School Board inclusivity lead and superintendent to discuss developing a presentation for international students to cover domestic violence, consent and other topics to keep them safe. Members of the Service attended the June 6, 2018 diversity event at Willow Road School. The event was hosted by the Parent Council to celebrate cultural diversity in the neighbourhood.
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OBJECTIVE SEVEN: Champion our community and our members. Champions: Chief of Police Inspector - Executive Services Legal Counsel
STRATEGY: 2. Adopt an internal rollup of organizational highlights and distribute the results on a monthly basis.
Performance Measure Fifth Report (Jun 2018) Sixth Report (Dec 2018) 1. Develop and implement Building renovation updates continue to be the main Inspector Green posts regular messages on the format and content of the reported highlights on a weekly basis. SharePoint with renovation updates. Other organizational highlights. GPS award highlights were provided through the messages are posted on SharePoint or sent via email working committee and shared through a Chief’s as needed. Order to GPS members. 2. Hold annual Town Hall A town hall session is set for July 10, 2018. A Town Hall with members was held in July 2018. A sessions led by the Executive Mid Managers Meeting was held on October 17, and Senior Leadership Teams. 2018, and actionable issues from that meeting are being prioritized by the group. 3. Increase member No update. During the 2018 Member Survey for the Strategic satisfaction with internal Plan, members were asked about their satisfaction communication processes. with communications processes and ways to improve those processes. That information will be used to inform activities carried out under the new plan. 4. Cultivate a culture of A number of town hall events have been held within The GPS Lip Sync video was a big hit internally and quality service provision and various neighbourhoods and attended by the Chief, externally. The Public Information Officer has been trust internally and with our the Neighbourhood Services – Neighbourhood Patrol in contact with all GPS units, and continues to community members. Inspector and Sgt. Hasham in relation to ongoing receive feedback on daily media releases. community concerns. Very positive comments were
received from the attendees recognizing the officers for their ongoing support.
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Performance Measure Fifth Report (Jun 2018) Sixth Report (Dec 2018) Officers played a large role in the operational planning for St. Patrick's Day. Extensive preplanning within the south end community proved to be very beneficial, including town halls and working closely with University of Guelph Student Housing in delivering community messages.
The 2018 Bike program has been increased from four to twelve officers, and they have been deployed in the downtown. Community comments received from downtown businesses and residents about this initiative has been very positive.
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OBJECTIVE SEVEN: Champion our community and our members. Champions: Chief of Police Inspector - Executive Services Legal Counsel
STRATEGY: 3. Create a proactive, positive marketing plan to promote our Service internally and externally.
Performance Measure Fifth Report (Jun 2018) Sixth Report (Dec 2018) 1. Develop and implement The following activities have occurred since the The Public Information Co-op student was hired on the marketing plan. previous update: part-time to complete a social media strategy. The GPS Police Week Open House marketing strategy is complete and will be utilized by the new Changes to our Twitter and other social media student as of January 2019 upon approval at the accounts Executive level. Highlighting diversity in the community Participation in community events such as Shelldale events, Kickz Soccer, and the Law Enforcement Torch Run for Special Olympics GPS Awards night recognizing members’ good work during the previous 12 months 2. Increase community Community satisfaction will be reassessed shortly We have implemented #SUSPECT SUNDAY. A photo satisfaction with Guelph through the community survey being undertaken to is released to the public every Sunday at 11:00 a.m. policing services. support the development of the GPS 2019-2021 asking for assistance in identifying a person Strategic Plan. responsible for a crime. This initiative has been a huge success with the community.
We have begun to use video media releases to alert and educate the public about issues in the community, such as abductions and the opiate crisis, which has led to more engagement with these issues.
A plan was developed and executed by the PIO for Project Safe Semester. Messages went out to the
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Performance Measure Fifth Report (Jun 2018) Sixth Report (Dec 2018) public before and during the day with several social media posts and interviews. Follow up reporting was also done regarding outcomes/stats for the day released.
A move toward "marketing" the GPS in a more human environment...Canada Day video, National Days, Halloween, showing officers and civilian members as more relatable has been used. We have received great feedback from the public with a positive response reported. 3. Increase member Member satisfaction will be reassessed shortly The Public Information Office continues assisting satisfaction with Guelph through the member survey being undertaken to units with creating marketing policing services. support the development of the GPS 2019-2021 posters/videos/material that promotes their unit Strategic Plan. within GPS (YEP, YIPI, Recruiting, Serious Crime).
During the first meeting of the Rewards and Recognition Committee, a new award was established in relation to mental health calls. The Long Service award is now calculated by calendar year.
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OBJECTIVE EIGHT: Research and implement optimal staffing practices for the Guelph Police Service. Champions: Manager - Human Resource Services Inspector - Patrol Manager - Financial Services Inspector -Administrative Support Services
STRATEGY: 1. Review work accommodation procedures and Guelph Police Service mental health supports to ensure members are supported in accommodation needs, return to work processes, and mental health resources.
Performance Measure Eighth Report (May 2018) Ninth Report (Nov 2018) 1. Develop and implement Project Plan Complete: The project continues to be carried out. We have strategies in partnership with -MOU - signed agreement April 1/18-March 31/19 (1- now received two quarterly reports received from the Police Associations and year pilot) the TRAC Group. supervisory staff to address -Procedure edits completed identified accommodation -Information sessions completed in April/18 issues. -Communications completed to all members -Set up SharePoint site - access to Agreement, contact information, link to website, all forms -In process of transferring all legacy GPS files 2. Implement Completed Completed recommendations from an environmental scan of best practices concerning employee mental health. 3. Improve satisfaction with The ARU report to the Executive has been submitted; The Committee will be approaching Research to accommodation practices. a standalone unit is not recommended at this time create a survey for distribution by December 2018. based on the research committee has completed (May 6, 2018).
4. Improve satisfaction with The Committee will be approaching Research to The Committee will be approaching Research to available mental health create a survey for distribution by December 2018. create a survey for distribution by December 2018. resources.
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OBJECTIVE EIGHT: Research and implement optimal staffing practices for the Guelph Police Service. Champions: Manager - Human Resource Services Inspector - Patrol Manager - Financial Services Inspector -Administrative Support Services
STRATEGY: 2. Re-examine the current neighbourhood deployment model to enhance service provision and distribute workload among officers more effectively.
Performance Measure Eighth Report (May 2018) Ninth Report (Nov 2018) 1. Complete a workload It was determined that updated reports are Determined that updated reports are required given assessment using business required given that the Service is piloting 12 hour that the Service is piloting 12-hour shifts. analytics. shifts. The Committee will inquire with the Shift Committee will inquire with Shift Committee/Research if the business analytics report Committee/Research if the business analytics report from the Shift Committee can be shared with the from the Shift Committee can be shared with the Pillar Team. Pillar Team - MAY follow up at SLT.
2. Assess potential deployment As above. As above. Shift Committee meeting was scheduled options based on current for Oct 10/18. Evaluation to be completed resources and workload pressures.
3. Make and carry out a As above - report back at next Pillar update. As above - report back at next Pillar update. Shift decision regarding the Committee meeting was scheduled for Oct 10/18. implementation of a new or Evaluation to be completed. modified deployment model.
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OBJECTIVE EIGHT: Research and implement optimal staffing practices for the Guelph Police Service. Champions: Manager - Human Resource Services Inspector – Patrol Manager - Financial Services Inspector -Administrative Support Services
STRATEGY: 3. Complete a review of the current court security model.
Performance Measure Eighth Report (May 2018) Ninth Report (Nov 2018) 1. Consult with internal and The Court Security audit has been completed The staffing proposal for courts was done for 2019 external court security (Sept/17) and was submitted to the Executive for after a strategic staffing meeting prior to budget. stakeholders to complete a review. There were 25 observations and 35 review of the current model, recommendations to address. A Court Security Audit including a needs assessment Response Plan has been developed. It was decided and scan of current available to share the audit report with the Ministry of the resources. Attorney General (MAG) (in charge of courts). The Attorney General (AG) is coming to Guelph to review court locations. A meeting with AG and stakeholders was attended by the Chief, courts Inspector and courts Staff Sergeant, who provided an overview on prisoner management. In May the Chief, Deputy, Inspector and Staff Sergeant will meet to review the original Court Security Audit response plan to determine if it remains relevant due to the delay in attending to it. After that meeting the audit report and response plan will be shared with MAG which will initiate future discussions and actions. The staffing proposal for courts will be done for 2019.
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Performance Measure Eighth Report (May 2018) Ninth Report (Nov 2018) 2. Modify the court security Contingent upon the approval of the report by the Status unchanged. model to address identified Executive and the implementation of any needs and implement the recommendations as approved. model.
OBJECTIVE EIGHT: Research and implement optimal staffing practices for the Guelph Police Service. Champions: Manager - Human Resource Services Inspector - Patrol Manager - Financial Services Inspector -Administrative Support Services
STRATEGY: 4. Assess the long term skill set needs of the Guelph Police Service and develop a plan to ensure the development of members will meet those needs.
Performance Measure Eighth Report (May 2018) Ninth Report (Nov 2017) 1. Update the Guelph Police This work is completed and career development We will be reviewing the amended procedure at our Service Skills Development tools are on SharePoint and accessible to all next committee meeting. and Learning Plan. members. Proposed amendments to procedure were sent by HR to Research in December 2017. The police resources matrix in the procedure, which includes courses for all divisions at GPS, needs updating. A meeting for this task was held in April 2018. 2. Complete benchmarking of The transfer of Inspectors has delayed this process. A The matrix is developed and we are currently the membership's skill set new Inspector is working with administration/IT to reviewing gaps in skill sets. against the GPS Skills determine tools to conduct our gap analysis for Development and Learning discussion at our next meeting. Plan. 3. Eliminate identified skill As above - will review at our next meeting before the As above - will review at our next meeting before the set gaps. summer. summer. The matrix is developed and we are currently reviewing gaps in skill sets. Will be completed in 2019.
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OBJECTIVE EIGHT: Research and implement optimal staffing practices for the Guelph Police Service. Champions: Manager - Human Resource Services Inspector - Patrol Manager - Financial Services Inspector -Administrative Support Services
STRATEGY: 5. Identify methods for expanding training opportunities and mentorships.
Performance Measure Eighth Report (May 2018) Ninth Report (Nov 2018) 1. Evaluate existing The Coach Officer procedure is being reviewed The Inspector has confirmed that the Coach Officer mentorship and succession (April). The field training manual is being updated to procedure is being reviewed; minor revisions are planning programs for reflect changes in procedure. All reference materials being made and will be reviewed by Legal Services. effectiveness and shortfalls. and forms will be stored on SharePoint so all One change is that the field training manual is being supervisors can access the most up-to-date updated to reflect changes in procedure. documents for tracking purposes. Next steps in June will include: review of executive succession plan All reference materials and forms will be stored on document and process; review of job shadowing and SharePoint so all supervisors can access the most up- cross training programs; considering broadening to-date documents for tracking purposes. training for new recruits to include enhanced training for ethics, court services, traffic, high school and Next steps in 2019 will include: youth (6-12 months after but prior to end of the - review of executive succession plan document and probationary period). The Neighbourhood Services - process Patrol Inspector is meeting with front line Staff - review of job shadowing and cross training Sergeants to discuss needs for front line programs mentoring/training. - also considering broadening training for new recruits to include enhanced training for: ethics; court services; traffic; and high school and youth (6- 12 months after but prior to end of probationary period)
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Performance Measure Eighth Report (May 2018) Ninth Report (Nov 2018) - Inspector is meeting with Staff Sergeants to discuss contents of the agenda/needs for front line mentoring/training
2. Develop methods to 2018 initiative (last quarter) - next steps after the This work will occur in 2019. improve opportunities based above is completed. on that evaluation.
OBJECTIVE EIGHT: Research and implement optimal staffing practices for the Guelph Police Service. Champions: Manager - Human Resource Services Inspector - Patrol Manager - Financial Services Inspector -Administrative Support Services
STRATEGY: 6. Develop a mentorship and recruitment program focused on minority groups.
Performance Measure Eighth Report (May 2018) Ninth Report (Nov 2018) 1. Complete a local needs In March 2018 a request to review this Pillar was The PDRU Sgt. met with Research to develop a plan assessment and sent to the PDRU supervisors. A meeting is scheduled for the local needs assessment and environmental environmental scan of best with them to discuss a project plan in May. Will scan. practices regarding minority report back at next update regarding group employment and plan/accomplishments. Plan: recruitment. Reach out to other police services and community groups to see what they have done to work on the diversity of their organizations, and use this information to identify potential opportunities and guide us as we develop a survey for the needs assessment.
Needs Assessment:
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Performance Measure Eighth Report (May 2018) Ninth Report (Nov 2018) Develop an online survey for the public (media outreach on social media; survey on GPS website) and community agencies (e.g. immigration services). Feedback will be sought about perceived diversity/representativeness of the service, suggestions to promote policing as a career to people from a variety of backgrounds, etc. May begin with groups and organizations that we know of/are familiar with; can potentially have these groups suggest additional groups for us to contact. Similarly, we may suggest to individual respondents from the public to send the survey link to others who they think should fill it out. The Public Information Officer will be notified when we are ready to post the survey online so we can “recruit” respondents through social media.
Other steps: Sergeant is/has: -reviewing best practices information from courses attended and preparing a plan simultaneously -met with several individuals of minority groups to speak to careers in policing -attended a variety of recruitment seminars in areas with a larger diverse population with the goal to make them aware of our Service and present it as an option for careers -attended a new event (Heroes Festival) for two days in June of 2018 -planned for a new minority group community stakeholder to attend one of the officer Swearing In Ceremonies for our recruits this year, with the
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Performance Measure Eighth Report (May 2018) Ninth Report (Nov 2018) intention to build relationships and good will for future contacts.
The plan is for the Sgt. to talk with another community stakeholder with a minority group focus before the end of December for some input and connection. A High School Resource Officer attended in the past, and will be attending with Sgt again to recruiting events aimed at grade 8 students and high school students.
2. Develop and implement a As above. As above. mentorship and recruitment program. 3. Increase diversity at the The HR manager will discuss this item with the PDRU We continue to focus on the diversity of applicants, Guelph Police Service and supervisors at a fall planning meeting. and hires have increased as part of a longer term among Guelph Police Service strategy. job applicants.
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OBJECTIVE EIGHT: Research and implement optimal staffing practices for the Guelph Police Service. Champions: Manager - Human Resource Services Inspector - Patrol Manager - Financial Services Inspector -Administrative Support Services
STRATEGY: 7. Engage High School Resource Officers (HSROs) to promote policing as a career with students.
Performance Measure Eighth Report (May 2018) Ninth Report (Nov 2018) 1. Complete enhanced In March 2018 a request to review this Pillar was Refer the update for Strategy 6.1. training for HSROs on the sent to the PDRU supervisors. A meeting is scheduled topic of recruitment practices with them to discuss a project plan in May. Will among students. report back at next update regarding plan/accomplishments.
2. Increase the number of As above. The Public Information Officer will be notified when students expressing an we are ready to post the survey online so we can interest in policing as a “recruit” respondents through social media. career.
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OBJECTIVE NINE: Utilize business intelligence tools to make evidence-based decisions. Champions: Deputy Chief Manager - Information System Services Manager - Data Services
STRATEGY: 1. Develop business intelligence tools and conduct a risk/benefit analysis of using these tools.
Performance Measure Fifth Report (April 2018) Sixth Report (Dec 2018) 1. Determine the information PRIDE staff have moved forward with development Complete. needs of the Service through of BI tools for the front line based on internal consultation. demand from Waterloo. GPS IT staff have developed a variety of dashboards to support supervisors in performance management. 2. Assess and prioritize the Based on discussions at the PRIDE Deputy meetings, This is an ongoing process. GPS is currently information needs. PRIDE staff have continued to develop BI Tools for implementing an e-briefing tool. senior and mid-management staff.
3. Conduct an assessment of This assessment process has not been determined as No further action at this time. available resources to of yet. support business intelligence creation and use/engagement.
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OBJECTIVE NINE: Utilize business intelligence tools to make evidence-based decisions. Champions: Deputy Chief Manager - Information System Services Manager - Data Services
STRATEGY: 2. Develop and implement business analytics/business intelligence tools and processes in consultation with users of those tools and processes.
Performance Measure Fifth Report (April 2018) Sixth Report (Dec 2018) 1. Create and launch business PRIDE BI Tools were presented to Inspectors in BI process changes are ongoing. An E-briefing model intelligence tools in March by PRIDE staff. PRIDE is looking for feedback is currently being piloted by a front line platoon. collaboration with the on the usefulness of the options. regional PRIDE group and end users.
2. Increase mid-manager and PRIDE staff continue to develop tools for front line BI tools such as platoon dashboards for Provincial front line use of business deployment decision making as well as performance Offence Notice activity and tasking are available for intelligence tools as part of management. Further updates are expected by the front line supervisors. E-briefing will improve daily activities and 3rd quarter. operational information sharing across the deployment/decision making. organization. More training and information sessions need to be planned with mid-managers to demonstrate the effectiveness of tools.
3. Increase member Once the initial BI tools have been assessed by the More training needs to be implemented so the tools satisfaction with information Inspector group, and the front line tools have been can be effectively used prior to assessing satisfaction resources at the Guelph released for use, feedback will be sought from the levels. Police Service. various user groups.
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OBJECTIVE TEN: Ensure fiscal responsibility while supporting community safety and the needs of our members. Champions: Chief Manager - Financial Services
STRATEGY: 1. Implement long-term planning practices to ensure effective and efficient operations and administration.
Performance Measure Fifth Report (Mar 2018) Sixth Report (Sep 2018) 1. Complete a three year The 2018 operating budget was approved by City The 2019 operating budget has been received and staffing and operating budget Council on December 5th, 2017. The 2019 operating reviewed by SLT. The budget will then be forwarded plan. budget process has not yet started. Staff intend on to the Board for approval in October 2018 and City revisiting the strategic staffing plan in Q2 2018. Council in March 2019. It is expected that a 2-year forecast will be required but no direction has been provided by the City at this time. A strategic staffing review was completed by SLT in June 2018 to assess the staffing needs of the organization. It is expected that staffing will also be a topic of discussion at the Mid-Managers meeting in October. 2. Complete a ten-year The 2019 capital budget process has not started. The The 2019 - 2028 capital budget was approved by the capital forecast. schedule will be based on the City's budget direction Board in July 2018. The required information has which is not yet available. been forwarded to the City for inclusion in the presentation for City Council scheduled for January 2019. 3. Assess the implementation See previous update. See previous update. of earlier administrative review recommendations and other program changes.
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Performance Measure Fifth Report (Mar 2018) Sixth Report (Sep 2018) 4. Number of service Service initiatives implemented: Service initiatives implemented: initiatives implemented. SCOPE Project for Case File Management - SCOPE Project for Case File Management program program has been implemented has been implemented Addition of two additional IMPACT members to - Addition of two additional LHIN members to the the team IMPACT team Court Security Audit is complete - Court Security Audit is completed HealthIM application implemented -HealthIM Application for mental health screening Work in Progress: Work in Progress Initiatives: Office 365 Implementation -Office 365 implementation Time and Attendance -Time and Attendance 5. Meet budget targets. Completed 2017 in a surplus position equal to 0.8% Currently projecting a surplus for fiscal year 2018. of budget. It is too early in the year to report on 2018
projections.
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OBJECTIVE ELEVEN: Successfully complete the renovation and expansion of the Guelph Police Service headquarters building. Champions: Administrative Support Services Inspector Police Headquarters Renovation Officer Inspector - Executive Services
STRATEGY: 1. Complete the police headquarters renovation and expansion on time and on budget in partnership with the City of Guelph.
Performance Measure Sixth Report (Feb 2018) Seventh Report (Nov 2018) 1. Meet budget targets. The HQ renovation project budget remains in the The HQ renovation project remains in the green. As of green. As of December 2017, approximately 61% of the October Project Team meeting, projections of the work has been completed. Cash flow is at total cost indicates 98.6% of the budget will be approximately 59% of the budget, with used. Contingency is intact, but any significant changes approximately 50% of the contingency budget will adversely affect the fund. intact. 2. Meet project schedule. The Phase 1 (east end General Office) move-in date Partial occupancy has been obtained in the east end has been extended to the end of April 2018. At the addition. Occupancy was gained in the first floor men's present time, the General Contractor has supplied a locker room and the exercise room. Second floor move-in date for Phase 2 (west end cell block and occupancy has been gained to the Community Room, garage) for the end of June 2018. The General which is being used as the officers’ lounge area, until Contractor is due to provide an update on this date, the end of the project. The exercise room is being but it has not yet been supplied. Realistically this used as the Uniform line up room and report date is not likely to be until September 2018. With room. Occupancy has been gained on the east end these delays the completion date of Spring 2019 is third floor, Ident and SACA offices. The contractor has in jeopardy. supplied a new project timetable, indicating occupancy of Phase 2 in May 2019 and project completion of October 2019. This is admittedly a very aggressive schedule, which does not provide for several weeks of work that GPS IT staff require, at the end of Phase 2.
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OBJECTIVE ELEVEN: Successfully complete the renovation and expansion of the Guelph Police Service headquarters building. Champions: Administrative Support Services Inspector Police Headquarters Renovation Officer Inspector - Executive Services
STRATEGY: 2. Ensure business continuity during the project, including having new procedures and practices in place for the completed headquarters building.
Performance Measure Sixth Report (Feb 2018) Seventh Report (Nov 2018) 1. Community satisfaction Service delivery to the public has not been affected. Service delivery to the public has not been with services maintained Members have adjusted to the change in affected. Members have adjusted to the change in throughout the project. procedures and there appears to be very few procedures and there appears to be very few complaints. complaints. 2. Needs assessment for No further updates have yet been required. Further updates have not yet been required. new/updated procedures and practices completed. 3. New/updated procedures Procedures remain the same until such time as the Occupancy of the new General Office is most likely to and practices developed. prisoner tunnel moves again. be gained early 2019. This move will result in a change in our cell supervision model. Procedures will be developed to reflect this change. 4. New/updated procedures Not yet required. Not yet required. and practices implemented.
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OBJECTIVE ELEVEN: Successfully complete the renovation and expansion of the Guelph Police Service headquarters building. Champions: Administrative Support Services Inspector Police Headquarters Renovation Officer Inspector - Executive Services
STRATEGY: 3. Develop a communications plan regarding the Guelph Police Service headquarters renovation targeting the public and Guelph Police Service members.
Performance Measure Sixth Report (Feb 2018) Seventh Report (Nov 2018) 1. Develop a communication The Communication Plan continues to be followed. The Communication Plan has fallen off. The City has plan in partnership with the Quarterly reports are released by the City of not released a quarterly report since early in the City of Guelph Guelph. These reports are posted on the GPS year. City of Guelph Communications staff appear to communications department SharePoint site. Regular bi-weekly reports are change regularly and their attendance at Project Team regarding the headquarters posted on SharePoint after each site meeting to meetings is not consistent. GPS bi-weekly reports are renovation. update GPS members on progress and upcoming posted on SharePoint, after each Site Meeting, to events. update GPS members on progress and upcoming construction events. 2. Ensure community Time lapse photography continues on both the east Time lapse photography of the exterior is no longer knowledge of and satisfaction end and west end sites. The cameras are now taking place. Two of the cameras have failed and one with the communication posted to provide photography of the east end, is no longer in existence. The exterior appearance plan. from both the north and south sides, as well as the changes at a very slow pace. GPS Ident staff have been west end, only from the south side. Cumulative taking exterior photos every two weeks. videos are posted every six months on the City of
Guelph website. 3. Ensure member Regular updates continue to be posted on the GPS Regular updates continue to be posted on the GPS satisfaction regarding the SharePoint site. More urgent messages are SharePoint site. More urgent internal messages are communication plan. distributed by email. distributed by email.
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INFORMATION TECHNOLOGY PLAN Champion: Manager - Information System Services
Item Fifth Report (Apr 2018) Sixth Report (Sep 2018) 1. E-disclosure - work with Successfully transitioned to SCOPE e-disclosure in Work has begun to start electronic disclosure with local crown attorneys and the 2017. the Federal Crown using evidence.com. Ministry of the Attorney Large media disclosure direct to the Crown’s office is Demonstration/meeting is scheduled for September. General to design and being done by Forensic Video, Communications, POA disclosures are now being done electronically. implement e-disclosure. Identification and Technological Crimes. Need to work with the Federal Crown to investigate potentials around the same efficiencies gained in the provincial process. Starting the process on POA disclosure, the goal is to have it in place for mid-May 2018. 2. NICHE Custody Module - A PRIDE custody working group has been formed but The PRIDE custody working group has been formed revamp the administrative Guelph is driving the process. but Guelph is driving the process. Timelines see the processing of prisoners by Several trips to neighbouring communities have been project being implemented with opening of the new going "paperless," including made to review business processes. cell block area. Currently at the mercy of Niche to assessing and meeting Timelines see the project being implemented with make appropriate changes to the Custody Module. staffing and training needs to the new cell block area. PRIDE is hopeful changes will be made by November. coincide with the opening of the newly renovated headquarters building. 3. Headquarters renovation IS continues to work with contractors to maintain We continue to work with contractors to maintain support - maintain Guelph “normal” operations, and continues to work with the “normal” operations, and with the governance group Police Service processes governance group in order to schedule the to schedule the implementation of new building throughout the headquarters implementation of new building technology, technology, including data connectivity and security renovation to ensure including data connectivity and security measures. measures. There have been challenges with the new business continuity. The Unit is working with vendors on multi-media security access cards. Data Closets are coming online. rooms and preparing capital budget submissions to Multimedia in the community room is installed. move the data center in 2019.
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Item Fifth Report (Apr 2018) Sixth Report (Sep 2018) 4. Annual maturity A penetration test was conducted by an external Continuing to work on remedial measures based on assessment - conduct an IT vendor in May 2017. All of the PRIDE services were the Threat, Risk Assessment completed in 2017. security analysis that includes compromised in some manner. We are waiting for a Currently working with PRIDE to install Carbon Black documentation of internal debrief and corrective actions discussion. No whitelisting tool to secure endpoints. processes and benchmarking progress since last update. Exploring options with PRIDE to implement SIEM against similar organizations, (Security Incident and Event Management). and implement plans to improve any deficient areas that are identified. 5. E-ticket data transfer - The eticketing data transfer was successfully Completed. Seeing increased use of etickets from eliminate the need for implemented in February 2018. We are now working newer officers. printing hard copies of e- on further disclosure in conjunction with POA court tickets and officer notes by disclosures. implementing an electronic data transfer option with the City of Guelph. 6. Front-line engagement - O365 training for email/SharePoint was completed. PKI Entrust certificates are being issued to all improve members' Training for front line supervisors on dashboards is in officers. Training on encrypted email will start shortly knowledge and adoption of the planning stage. after they are issued. technology, especially of the records management system (NICHE). 7. Officer availability Officer availability has been rolled out and is in Officer availability has been rolled out and is in software - implement common use. It is deployed on City computers, but common use. It needs to be installed at the Crown’s software to assist scheduling needs to be installed at the Crown's office. Officer office. It remains a guideline only, attorneys and officers for court availability remains a guideline only, attorneys and judges continue to take priority for scheduling appearances in a way that judges continue to take priority regarding court purposes. minimizes disruption to scheduling. officers' schedules and improves the efficiency of scheduling.
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Item Fifth Report (Apr 2018) Sixth Report (Sep 2018) 8. Time and attendance No progress, considering approaching Human No progress. decentralization - implement Resources on an interim solution. software that will provide supervisors more tools to effectively manage officer schedules. 9. Information Systems IT has transitioned to the new footprints system. We continue to develop dashboards and reporting staffing assessment - use the Self-service ticketing has been removed in favour of tools. IT ticketing process for IT emailing tickets into the system. Continuing to requests to determine develop dashboards and reporting tools. demands on Information Systems staff and develop methods to address those demands. 10. Self-service kiosk - plan Preliminary pricing has been received. Currently As per previous update. and implement a self-service evaluating use cases to product selection. kiosk in the newly renovated headquarters building for services such as CopLogic.
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GUELPH POLICE SERVICES BOARD Pride ● Service ●Trust ●
OFFICE OF THE CHIEF OF POLICE
TO: Chair Donald Drone and Members of the Guelph Police Services Board
DATE: January 17, 2019
SUBJECT: QUARTERLY USE OF FORCE REPORT –October 1 to December 31, 2018
PREPARED BY: Staff/Sergeant Tim Griffiths, Professional Development and Recruiting Unit Tracey Harris, Human Resource Services Manager
APPROVED BY: Paul Martin, Deputy Chief
RECOMMENDATION: For information only
SUMMARY: The purpose of this report is to provide the Guelph Police Services Board with the current Use of Force statistics for the period of October 1st to December 31, 2018.
This report contains an overview of Use of Force incidents that members of the Guelph Police Service were involved in and as a result had to use an approved level of force during the course of their tour of duty. Because of the challenges that the officers face, they assess each situation and select one or more force options appropriate in response to the situation. This assisted them in bringing the situation to a safe resolution.
REPORT:
During the fourth quarter of 2018 (September 30 to December 31st) Guelph Police officers attended 24 incidents where either one or more levels of force were required to resolve the situation. Members of the Guelph Police Service used 50 levels of force during these incidents
The Use of Force reports submitted were reviewed for accuracy and in all of the incidents; the officers were justified in using the force that was outlined in their report. Officers are instructed to assess each situation and respond with the most appropriate force option taking into account officer safety, public safety and subject safety.
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Often, front line officers are faced with incidents of a serious and potentially dangerous nature. By providing multiple Use of Force options to our officers, we allow them opportunities and choices in how to deal with ever-changing circumstances. Officers can select and transition between their Use of Force options thereby achieving the most effective outcomes.
Our operational officers continue to demonstrate that common sense, good judgment, and effective training procedures are the key to our success in policing the City of Guelph. There were no concerns identified in this review of the Use of Force Reports and they highlight the fact that our officers are performing at a high standard.
CORPORATE BUSINESS PLAN: Support effective policing that exemplifies our values of pride, service and trust. Maintain community trust, confidence and satisfaction by sharing information and delivering quality services.
FINANCIAL IMPLICATIONS AND/OR RISKS: The associated training and equipment costs are contained within the 2018 Guelph Police operating budget.
ATTACHMENTS:
Appendix “A” - Summary of Use of Force Incidents for October 1st to December 31st, 2018
Appendix “B” – Quarterly Use of Force Statistics 2014 – 2018
Appendix “C” – Third Quarter CEW Deployments
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Appendix “A”
SUMMARY OF USE OF FORCE INCIDENTS October 1, 2018 TO December 31, 2018
Incident 1: Firearm pointed with “Police Challenge”
An officer attended to a Break and Enter in progress in the south end of Guelph. The officer encountered two male suspects attempting to flee from the scene in a stolen motor vehicle. The officer placed his marked police vehicle in a position to prevent the subjects from fleeing, however the driver then crashed into a parked vehicle in an effort to flee. The officer drew and pointed his firearm believing his safety was in jeopardy. The police challenge was issued and the driver ordered to stop and get out of the vehicle. The driver ignored police commands and fled the scene across the front lawn of the residence.
Reasons (Protect self and others)
Incident 2: Conducted Energy Weapon-Full dart deployment (CEW-FDD) and Empty hand techniques both soft and hard
Police attended to a report of a male who had reportedly, “Bear sprayed” an apartment door. The subject was also reported to have a knife. The location is well known for drug use. The subject was located and the CEW was drawn however the subject backed up and fell over a bicycle. Police went “hands on” and a struggle ensued where several strikes were delivered to the subject before he was arrested. Neither the subject nor police were injured during this incident.
Reasons (Protect self, others and effect arrest)
Incident 3: Firearm pointed CEW-Full dart deployment (FDD)
Members of the Tactics and Rescue Unit (TRU) attended to the downtown area to investigate a subject armed with a metal bar, smashing bank and vehicle windows. The subject was located in a bank vestibule. While approaching the vestibule a person left and was ordered to the ground at gunpoint however, they were not involved in the original incident. The subject was still inside with the metal pipe. The subject was told to not move as officers approached to arrest. The subject had a bloodied face and moved toward the metal pipe. As a result, the CEW was deployed and the subject incapacitated. The subject was arrested without further incident. The subject was treated for minor injuries.
Reasons (Protect self, others and effect arrest)
Incident 4: CEW-Demonstrated force presence (DFP)
An officer attended to a report of a subject with their face concealed and telling witnesses that he has a knife. The officer located a subject with a concealed face in the apartment hallway. The officer drew his CEW and pointed it away from the subject. The subject ignored the officer’s commands but had no visible weapon. The officer decided to de-escalate the situation and took physical control of the subject. No injuries.
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Reasons (Protect self and others)
Incident 5: Firearm Discharged
A severely injured deer was humanely dispatched.
Incident 6: CEW-DFP
An officer recognized an individual entering a coffee shop as a wanted person. The officer noted that the person had a hot coffee in his hand and was known to be uncooperative with police. The officer was concerned the coffee may be a weapon of opportunity and as a result drew the issued CEW. The officer used tactical communication and re-holstered the CEW and the subject was arrested without further incident.
Reasons (Protect self)
Incident 7: Firearm Drawn, Firearm Pointed
Officers were investigating a report that a subject was observed in a vehicle outside a bank holding a revolver style gun. A passenger got into the vehicle quickly and the vehicle sped from the bank. Officers located the vehicle and conducted a high-risk vehicle stop. Two officers drew their issued firearms and ordered the occupants from the vehicle. One subject was taken into custody and the driver then exited the vehicle at gunpoint. The weapon was found to be a toy. No injuries.
Reasons (Protect self, others and effect a safe arrest)
Incident 8: Firearm Discharged
A severely injured deer was humanely dispatched.
Incident 9: CEW-DFP
Officers were sent to investigate a male in a wheelchair wielding a metal bicycle handlebar. The male was smashing drywall and threatening staff in a community health clinic. The subject threatened officers as they arrived. After efforts to de-escalate with verbal direction, the officer drew their issued CEW which distracted the subject long enough to allow a second officer to arrest the subject. The demonstrated force presence was successful in taking control of the subject and stopping the threat of violence and further offences. No injuries.
Reasons (Protect self, others and effect a safe arrest)
Incident 10: CEW-DFP and Firearm pointed
Officers of the TRU attended to assist uniform officers with a barricaded person in a local motel room. The subject was wanted on numerous warrants. On attempting to arrest, the subject had held a knife to his own throat when officers attempted to arrest him. TRU officers set up containment of the unit and then negotiated with the subject in an effort to safely arrest him. Officers had both the CEW and issued rifles pointed at the subject when he surrendered to police without incident.
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Reasons (Protect self, others and effect a safe arrest)
Incident 11: Firearm pointed (twice) CEW-FDD, Physical control both soft and hard methods.
Officers from TRU, Uniform and Intelligence were conducting surveillance on a stolen vehicle that had been parked in an apartment complex within the City. The subject returned to the vehicle and attempted to flee when officers boxed in the vehicle. The subject drove in a highly dangerous manner striking several police vehicles in the process. The subject only stopped when his vehicle was immobile due to the collisions. At gunpoint, the subject was told to get out of the car, however; he became combative during the arrest attempt. The subject was physically removed from the vehicle using several techniques but continued to fight with officers until a CEW was fully deployed and the subject could be handcuffed. The subject received minor injuries; one officer was injured as a result of the stolen vehicle colliding with his stopped police vehicle.
Reasons (Protect self, others and effect arrest)
Incident 12: CEW-FDD, Physical control soft.
Officers of the TRU stopped a vehicle in the city on the belief that a wanted person was inside the vehicle. The subject was located in the trunk of the vehicle. Officers used tactical communications to talk the individual out however they did not comply. Soft hand techniques were used without success. The subject would not release his grip on the inside of the trunk, as a result, the CEW was deployed, and the subject was arrested without further incident or injury.
Reasons (effect arrest)
Incident 13: Firearm pointed, CEW-DFP
Officers sent to investigate a person with mental health issues. CEW had been deployed on a previous call with this individual. An officer was about to step off the elevator and was confronted by the subject in a hall way armed with a large butcher knife. The officer drew his firearm and challenged the subject. The subject dropped the knife as the officers spoke to him but continued to yell and clench his fists. The CEW was then drawn and pointed at the subject. Further officers arrived and the subject became co-operative.
Reasons (Protect self, others, and effect arrest)
Incident 14: Empty hand techniques soft and hard
Officers investigating an intoxicated male that called 911, enter the residence to check on the well-being of the subject. As the officer enters the bedroom, the officer is punched. The subject was grounded and attempts to grab knives and forks within his reach. Soft and hard empty hand techniques are used to control the subject. These techniques are effective and the subject is arrested and taken to hospital for medical attention. The subject suffered a black eye and swollen face. The officer was uninjured.
Reasons (Protect self, effect arrest)
Incident 15: Firearm Pointed, Police challenge
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Officers attended to a residence to investigate a subject with a knife to his throat. There was also an allegation of assault and threats. Concerned about a possible armed subject, the officer drew their firearm and encountered the subject in the kitchen with a female wrapped in his arms. There was blood on both the male and the female. The officer believed the male was still holding the knife and gave the police challenge while covering the subject. The male and female were yelling and other officers then removed her from the situation. The male had suffered a cut to his finger at the time the knife was removed (prior to police arrival) the male was apprehended and taken to hospital for assessment.
Reasons (Protect self and others)
Incident 16: Firearm pointed, CEW-DFP, Empty hand techniques both soft and hard.
TRU officers were investigating a disturbance in the downtown area when it was reported that possibly armed suspects had left the fight and one of them was in possession of a gun. The officers quickly located the vehicle and a high-risk stop was performed. A rifle and CEW were pointed at the passenger as the subject exited the vehicle while being directed by officers. The passenger initially refused to get out of the car. Once out the subject did not follow officer’s directions and started to walk away. The subject was taken down by officers and after a struggle that involved distraction strikes and grounding techniques the subject was taken into custody. No firearm was located.
Reasons (Protect self, others and effect arrest)
Incident 17: Firearm pointed (three times) Firearm Drawn, Police challenge
Officers were sent to a residence to investigate reports of a disturbance involving subjects armed with baseball bats and a machete. Officers contained the residence and ordered the subjects out of the home one at a time at gunpoint. No injuries were sustained by anyone involved. Multiple arrests related to weapons offences, break and enter occurred.
Reasons (Protect self, others and effect arrest)
Incident 19: Firearm pointed
Officers were investigating a reported that a male subject was waving a gun around in a hotel parking lot. The subject then got into a waiting taxi and left the area. The taxi was located and a high-risk vehicle stop was conducted. The subject was arrested without incident. The subject was charged with weapon and drug offences.
Reasons (Protect self, others, effect arrest)
Incident 20: Firearm drawn (twice), Firearm pointed.
(Related to Incident 19) Officers investigating a subject armed with a firearm contained a hotel room where it was reported there were multiple subjects and one of them may be armed. The subjects were removed from the hotel room without incident. Two officers had drawn their firearms while containing the hotel room; one officer covered a subject as they were arrested. No injuries reported.
Reasons (protect self, others and effect arrest)
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Incident 21: CEW-DFP
Officers in the downtown area were investigating a disturbance in front of a building notorious for drug abuse. The officer drew the CEW in an effort to have the subjects comply with their requests. The subjects complied and were arrested following the investigation.
Reasons (Protect self, effect arrest)
Incident 22: CEW-FDD (three times) Empty hand hard techniques
Officers were investigating a person reported to be having a “psychotic breakdown”. Two officers were involved with the subject when he became violent. The officers fought with the subject and one officers was struck and suffered serious facial injuries, the other officer was struck in the head and suffered a concussion. Both officers deployed their CEW’s at the subject with limited effect due to layered clothing. Officers from TRU attended and the subject was combative and again the CEW was deployed at the subject and he became compliant. The subject was then arrested and suffered only minor injuries.
Reasons (protect self, others, effect arrest.)
Incident 23: Firearm pointed, CEW-DFP, Empty hand soft.
Officers from TRU were investigating an assault downtown where a metal bar or crowbar had been used. The subject had assaulted a person that now required medical attention. The subject fled in to an apartment building in the downtown area. The building was contained and the TRU searched the building locating the subject hiding on the roof. The subject was arrested without incident at gunpoint, and with the CEW armed and pointed.
Reasons (Protect self, effect arrest)
Incident 24: Firearm Pointed, Police Challenge, CEW-DFP
An officer entered a wooded area at night searching for a subject who was suicidal and may be armed with a firearm. The subject was located with his hands in his pockets walking toward the officer. The officer drew and pointed his firearm at the subject however, the subject continued to walk toward the officer. The subject showed the officer his hands and then immediately put them back in his pockets. The officer transitioned to CEW and continued to speak to the subject until other officers arrived and the subject was then apprehended without further incident.
Reasons (Protect self, effect arrest)
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Appendix “B”
Use of Force Statistics 2014 – 2018
TYPE OF 2018 2018 2018 2018 2014 2015 2016 2017 FORCE Q1 Q2 Q3 Q4 Firearm 0 1 3 3 0 2 0 2 Discharged Firearm Pointed 12 19 18 26 5 6 5 17
Firearm Drawn 1 5 11 14 2 0 2 4
CEW – DFP * 3 7 16 24 7 12 11 9
CEW – DSM ** 0 0 1 0 0 0 0 0
CEW – FDD *** 1 0 9 7 0 3 0 6 Aerosol 0 1 3 3 0 2 0 0 Weapon Empty Hand – 0 4 5 3 1 6 2 12 Soft/Hard Impact Weapon 0 0 1 1 0 1 0 0
Canine 0 0 0 0 0 0 0 0
Tear Gas 0 0 0 0 0 0 0 0 Total Levels of 17 37 67 81 16 32 20 50 Force Total # of 5 14 22 27 11 23 10 24 Incidents
*CEW – DFP Demonstrated Force Presence **CEW – DSM Drive Stun Mode ***CEW – FDD Full Dart Deployment
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Appendix “C”
Fourth Quarter Use of Force Comparison 2014 - 2018
Tear Gas
Canine
Impact Weapons
Empty Hand
OC Oct 1 - Dec 31, 2018 Oct 1 - Dec 31, 2017 CEW - FDD Oct 1 - Dec 31, 2016 Oct 1 - Dec 31, 2015 CEW - DSM Oct 1 - Dec 31, 2014
CEW- DFP
Firearm Drawn
Firearm Pointed
Firearm Discharged
0 5 10 15 20
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Appendix “C”
Fourth Quarter CEW Totals
CEW Deployments Oct - Dec 2018
Full Deployment with Darts, 6 Demonstrated Force Presence, 9
CEW Deployments Comparison 2014- 2018
DFP FDD 2018 DSM DFP FDD 2017 DSM DFP FDD 2016 DSM DFP FDD 2015 DSM DFP FDD 2014 DSM DFP
0 5 10 15 20 25 30
FDD DSM DFP
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OFFICE OF THE CHIEF OF POLICE
To: Mr. Don Drone, Chair And Members of the Guelph Police Services Board
From: Jeff DeRuyter Chief of Police
Date: Thursday, January 17, 2019
Re: Upcoming Internal and External Community Events and Meetings
The following represents internal and external community events and meetings for the months of January and February 2019.
Jan 17 Police Services Board Meeting City Hall Jan 18 Meeting with M.P. Lloyd Longfield City Hall Jan 22 Senior Leadership Meeting GPS Jan 23 Rotary meeting Cutten Fields Jan 24 Mayor’s Task Force Meeting City Hall Jan 28 Guelph Puslinch Leadership table Public Health Jan 28 HQ Steering Committee Meeting City Hall Jan 30 Capital Budget Deliberations City Hall Feb 5 Senior Leadership Meeting GPS Feb 5 IODE Meeting Dublin United Feb 5 Review - Air Cadets Armoury Feb 13 Operating Budget for Local Boards City Hall Feb 14 GNSC Board Meeting FCS Feb 21 Winter Warm-up Shelldale
Should you be interested in more information regarding the above meetings and events, please do not hesitate to contact me.
Yours truly,
Jeff DeRuyter Page 120 Page 121 Page 122 Page 123 Page 124 CAPG CONFERENCE 2019
HOTEL RESERVATIONS REGISTRATION
AUGUST 8 – 11, 2019 Calgary, Alberta CAPG Conference 2019 The CAPG Conference is a leading event in the police governance sector. Now entering it’s 30th year, the Annual CAPG Conference is held over a three day period during which delegates are encouraged to network, discuss, engage, and discover the rich community we continue to foster. Don't miss out on the 2019 CAPG Conference, taking place August 8 – 11 at the Westin Hotel in Calgary, Alberta.
INSPIRING ENGAGING SKILL 1 SPEAKERS 2 PLENARY 3 BUILDING AND AND GROUP
NETWORKING DISCUSSIONS WITH WORKSHOPS TO HELP RECEPTION THOUGHT LEADERS DELEGATES DEVELOP AND FIELD EXPERTS CONCRETE SKILLS
WHAT PEOPLE ARE SAYING ABOUT THE CAPG CONFERENCE