OPEN AGENDA
Date: April 21, 2021, 10:30 AM
Location: Electronic Meeting Click here to access meeting via YouTube 1.0 Meeting Called to Order
2.0 Closed Session Recommendations (if any)
3.0 Motion to Go Into Closed Session
4.0 Motion to Reconvene in Open Session
5.0 Territorial Acknowledgement
6.0 Declarations of Pecuniary Interest under the Municipal Conflict of Interest Act
7.0 Consent Agenda Items
Items on the Consent Agenda can be approved in one motion. Prior to the motion being voted on, any member of Board may request that one or more of the items be removed from the Consent Agenda and moved to the regular part of the agenda.
7.1 Confirmation of Minutes: March 10, 2021 (attached - page 1)
7.2 2021-064, Summary of Purchasing Awards – Q1 2021 (attached – page 9)
7.3 2021-066, COVID 19 – Financial Update (attached - page 16)
7.4 2021-068, Administrative Review of SIU Investigation (20-OCI-163) (attached – page 18)
7.5 2021-069, Administrative Review of SIU Investigation (20-OCI-188) (attached – page 20)
Page 1 of 3 7.6 2021-070, Administrative Review of SIU Investigation (20-OCI-201) (attached - page 23)
7.7 2021-071, St. Patrick’s Day 2021 (attached - page 25)
7.8 2021-072, Q1 2021 Frontline Call Reduction Strategies (attached - page 27)
7.9 2021-075, Delegation of Authority (attached – page 29)
7.10 2021-081, Special Constable Appointments – Approval (attached – page 32)
7.11 2021-094, Staff Superintendent Promotion (attached – page 34)
8.0 Business Arising from the Minutes
9.0 Correspondence
9.1 Ontario Association of Police Services Board re: Notice of the 2021 Annual General Meeting and Call for Resolutions (attached – page 35)
9.2 Canadian Association of Police Governance re: Call for Resolutions (attached page 39)
9.3 Canadian Association of Police Governance re: Sponsorship Request Governance Summits 2021 (attached – page 45)
9.4 Canadian Association of Police Governance re: 2021 Canadian Association of Police Governance Membership Fees (attached – page 50) 10.0 Police Services Board Reports
11.0 Chief of Police Reports
11.1 2021-073, WRPS COVID-19 Emergency Operations Centre (attached – page 51)
11.2 2021-074, 2020/21 Road Safety Update (attached – page 70)
11.3 2021-083, Police-Reported Hate Crimes in Canada, 2019 (attached – page 86)
11.4 2021-084, 2021-2023 Strategic Business Plan - Update (attached – page 91)
Page 2 of 3 11.5 2021-065, December 2020 Financial Variance Report (attached – page 96)
11.6 2021-080, T2021-04 Supply and Delivery of 9mm Glock Handguns (attached – page 107)
11.7 2021-095, 2021 Quarterly Use of Force Statistical Report - Q1 (attached – page 110)
11.8 Monthly Chief of Police Operational Update (verbal) 12.0 New Business
13.0 Future Agenda Items
14.0 Information Items
15.0 Adjournment
Page 3 of 3 001
OPEN MINUTES
Date: March 10, 2021 Location: Electronic Meeting
In Attendance:
Karen Redman Chair Karl Kiefer Vice-Chair Tony Giovinazzo Member Ian McLean Member Karin Schnarr Member Sandy Shantz Member Rosita Tse Member Bryan Larkin Chief of Police Mark Crowell Deputy Chief Shirley Hilton Deputy Chief Jill Eggleton Recording Secretary
1.0 Meeting Called to Order
Chair K. Redman called the Meeting to order at 8:43 a.m.
2.0 Closed Session Recommendations
There were no closed session recommendations.
3.0 Motion to Go Into Closed Session
Moved by K. Kiefer Seconded by K. Schnarr That the Board Convene in Closed Session to discuss matters that it is of the opinion falls under Section 35 (a) or (b) of the Police Services Act. Carried.
4.0 Motion to Reconvene in Open Session
Moved by I. McLean
Page 1 of 8 002
Seconded R. Tse That the Board reconvene at 10:30 a.m. in Open Session. Carried.
5.0 Territorial Acknowledgement
6.0 Declarations of Pecuniary Interest
There were none declared.
7.0 Consent Agenda Items
7.1 Confirmation of Minutes: February 17, 2021
Moved by K. Schnarr Seconded by I. McLean That the minutes of the Open meeting of February 17, 2021 be approved. Carried.
7.2 2021-052, COVID 19 – Financial Update
Report 2021-052, COVID 19 – Financial Update, was provided to the Board for information.
7.3 2021-055, Missing Persons Act, Annual Report
Report 2021-055, Missing Persons Act, Annual Report, was provided to the Board for information.
7.4 2021-061, 2021/22 Membership Fees – Canadian Association of Police Governance
Concern was raised that the 2021/22 membership fees for the Canadian Association of Police Governance (CAPG) went up 20% over last year’s fees. In the past, fees have increased by approximately 2-3% year over year. CAPG did indicate that their Board of Directors decided that this year’s increase for membership fees would provide sufficient revenue to cover operating expenses without having to rely on a certain amount of revenue from conferences, webinars and governance summits. The Board acknowledged that the Pandemic would have affected their ability to host in-person conferences, which would have had a negative impact on their revenue, but noted that once in-person conferences resume, revenues should increase. Members did request that a letter be sent to the CAPG noting that once in-person conferences resume, consideration be given to reducing the membership fees.
Moved by K. Schnarr Seconded by I. McLean
Page 2 of 8 003
That the Waterloo Regional Police Services Board approve the 2021/22 Canadian Association of Police Governance membership fee in the amount of $7,500.00. Carried.
7.5 University of Waterloo Police Service: 2020 Annual Report
The University of Waterloo Police Service: 2020 Annual Report, was provided to the Board for information.
8.0 Business Arising from the Minutes
There was no business arising.
9.0 Correspondence
9.1 Ontario Association of Police Services Board’s re: Request for Nominations 2021-2022 OAPSB Board of Directors
The Ontario Association of Police Services Board (OAPSB) has put out their annual call for nominations for the 2021-2022 OAPSB Board of Directors. As noted in request, the OAPSB Board of Directors includes four representatives from the Big 12 police service boards. Any Board member that was interested in putting their name forward for one of these positions was asked to notify J. Eggleton. It was noted that nominations must be received by April 30, 2021.
9.2 Ontario Association of Police Services Board re: Request for Conference Sponsorship
Moved by R. Tse Seconded by K. Kiefer That the Waterloo Regional Police Services Board sponsor the Ontario Association of Police Services Board 2021 Spring Conference and AGM in the amount of $1500. Carried.
10.0 Police Services Board Reports
10.1 2021-006, Delegation of Authority
The Board recognized that there may be times during the COVID-19 Pandemic Emergency where urgent Board action is required to ensure the continuity of adequate and effective policing services. As such, the Board approved a motion at their April 2, 2020 Board meeting, delegating its authority to the Chair and Vice-Chair. This delegated authority is time-limited and will be repealed by the Board once it is deemed no longer required.
It was noted that since this motion has been passed, the Chair and Vice-Chair have not been required to exercise this delegation of authority.
Page 3 of 8 004
Moved by T. Giovinazzo Seconded by I. McLean That, starting at the April 21, 2021 Police Services Board meeting, the delegation of authority agenda item be included in the consent portion of the agenda and include a motion for the Board’s consideration, to extend the delegation of authority, as approved by motion on April 2, 2020. Carried.
Moved by S. Shantz Seconded K. Kiefer That the Police Services Board confirm that the delegated authority to the Chair and Vice-Chair, as approved by motion on April 2, 2020, remain in place; and That the Police Services Board review this delegated authority at their next regularly scheduled Board meeting to confirm whether it continues to be required or whether it can be repealed. Carried.
11.0 Chief of Police Reports
11.1 2021-056, Statistics Canada Selected Police-Reported Crime and Calls for Service during the COVID-19 Pandemic, March to October 2020
Report 2021-056, Statistics Canada Selected Police-Reported Crime and Calls for Service during the COVID-19 Pandemic, March to October 2020, was provided to the Board for information. M. Gloade, Manager, Strategic Services, provided highlights from the report.
Between March and October 2020, “19 police services across Canada reported that selected criminal incidents were down by almost one-fifth (18%) compared with the same period a year earlier. In contrast, the number of calls for service, particularly wellness checks, mental health calls and calls to attend domestic disturbances, rose 8%.” Changes in the selected calls for service and criminal incidents increased in the summer months as lockdown restrictions were eased and volume peaked in July. Between August and October, the volume of both selected calls for service and criminal incidents decreased again but remained above what was seen at the beginning of the pandemic.
With the noted increase in wellness checks, mental health calls and domestic disturbances, the question was raised as to how WRPS can be supported to manage this influx. Chief B. Larkin noted that in addition to an increase in wellness checks, mental health calls and domestic disturbance calls, WRPS is also seeing an increase in overdoses. With respect to the need for additional mental health supports, the Canadian Mental Health Association (CMHA) of Waterloo Wellington has received $250K in funding from Ontario Health, which will provide additional resources to the IMPACT program. WRPS is anticipating some funding to support a new system for triaging mental health calls by the WRPS Communications Centre. WRPS is also restructuring neighbourhood policing to include a team that can support the work of IMPACT. Chief B. Larkin noted that any investment in upstream programs (e.g. housing, restorative
Page 4 of 8 005
justice, shelter care), will better support those in need and will ultimately take demand off police.
11.2 2021-062, WRPS 2021 Modernization Project: Body Worn Video, In-Car Video, Digital Evidence Management System & Mobile Smart Phone Strategy
Report 2021-062, WRPS 2021 Modernization Project: Body Worn Video, In-Car Video, Digital Evidence Management System & Mobile Smart Phone Strategy, was provided to the Board for information. Inspector S. Morris provided a presentation with an update on the modernization project, which is centered around the capture, storage and disclosure of digital evidence. This project includes four separate but interrelated technology systems, including Body Worn Video (BWV), In-Car Video (ICV), a Digital Evidence Management System (DEMS), and a Mobile Smart Phone Strategy.
The question was raised whether any technologies that will be implemented through this project will have an impact on the budget through operational efficiencies. Chief B. Larkin noted that there are costs to infrastructure and software and licensing costs to employ these technologies. There is some expected return on investment, but the impact on efficiencies and the budget will be better understood at the conclusion of the pilot project. Ultimately, WRPS would like any financial impacts related to the potential ongoing use of these technologies built into the 2022 budget.
The question was raised as to what considerations are being given to data security. Inspector S. Morris noted the ensuring proper data security is an important part of this project. The technology must provide proper data security and audit capabilities. Ensuring proper data security also includes appropriate and secure access of users.
It was noted that WRPS will be engaging in stakeholder consultations as part of this project. Police Service Board members will be invited to participate in the consultation process. WRPS was encouraged to develop an engagement strategy that includes consultation with a broad range of stakeholders and community groups.
Chief B. Larkin noted that the Board will continue to receive updates on the implementation of the BWV, ICV, DEMS and Mobile Smart Phone projects.
11.3 2021-063, External Use of Force Analysis and External Criminal Investigation
Report 2021-063, External Use of Force Analysis and External Criminal Investigation, was provided to the Board for information. Chief B. Larkin provided highlights from the report.
Page 5 of 8 006
On July 5, 2020, WRPS officers were involved in a dynamic encounter with a male driver in the City of Kitchener. The driver was a middle-aged male resident of Kitchener who originates from Somalia. The circumstances surrounding the manner by which this driver was arrested by police drew significant public attention. As a commitment to the principles of transparency and accountability, Chief B. Larkin directed two independent external investigations be conducted. Mr. Chris Butler was requested to conduct an independent review of the incident to provide an expert use of force opinion in relation to the arrest of the driver. Mr. Butler is a retired Inspector from the Calgary Police Service and has no connection with the WRPS. The Peel Regional Police Service was requested, and had the capacity, to conduct an independent criminal investigation into the involved officers’ conduct during their interaction with the driver following his initial arrest. This investigation was led by a Detective within their Professional Standards, Internal Affairs Bureau.
Chief B. Larkin noted that in consideration of the totality of the circumstances, both the external Use of Force Analysis and the External Criminal Investigation found the involved officers’ conduct on July 5, 2020 to be reasonable, appropriate and lawful.
Chief B. Larkin noted that, although both the External Use of Force Analysis and the External Criminal Investigation provided clear findings, they did not provide recommendations for changes to internal policies or practices. On March 3, 2021, Chief B. Larkin and three Senior Leaders met with members from the Somali-Canadian Association of Waterloo Region to share a number of internal actions, lessons learned and commitments stemming from this incident. These include: review of WRPS procedures; WRPS Training and Education Branch – review of curriculum and outcomes; review of supervision and internal reporting mechanisms; post-investigation opportunities for resolution/reconciliation and restorative justice; gaps in mental health system and community supports; and trust-building and relationship-building with the Waterloo Region Somali Community.
The question was raised as to why the Special Investigations Unit (SIU) was not notified to investigate this incident. Chief B. Larkin noted that this incident did not meet the mandate of SIU or involve the Office of the Independent Review Director (OIPRD). That said, under the Police Services Act, the Chief of Police can initiate investigations. Chief B. Larkin did initiate the two investigations to look for opportunities for growth and change.
With respect to the ongoing dialogue with the local Somalian community, the question was raised as to how these conversations will affect change. Chief B. Larkin noted that in discussions, like those with the Somalian community, WRPS wants to make connections with the diverse communities within the Region and to build trust. These discussions provide insight on barriers and cultural issues that could affect our relationship. As part of the Equity, Inclusion and Diversity
Page 6 of 8 007
Plan, WRPS wants to connect with the various diverse groups within the Region to build these relationships, build trust and support a diverse workforce.
Given the importance of having a Service that is reflective of its community, the question was raised as to how WRPS is encouraging those from diverse backgrounds to consider policing as a career. Chief B. Larkin noted that WRPS is seeing an increase in applications, including more gender balance and applicants with diverse backgrounds. That said, WRPS is committed to increase the promotion of policing as a career to those from diverse backgrounds. Neighbourhood Policing is committed to a more community-based policing model that promotes proactive work in the community, particularly with youth. In addition, WRPS is looking at a summer employment program that would encourage youth from our BIPOC community to participate in the program and to create mentorship opportunities. WRPS also wants to remove some of the barriers from the application process that may discourage people from applying to the Service.
Board members commended Chief B. Larkin for initiating the investigations and for the Service’s commitment to transparency. The Board also commended the Service for their engagement with the Somalian community, identifying lessons learned and their ongoing commitments stemming from this incident. The Board did request a report at their September 8, 2021 Board meeting to provide an update on the Service’s actions related to the lessons learned from this incident.
11.4 Monthly Chief of Police Operational Update
Chief B. Larkin provided the following operational update:
• At the April 21, 2021 Board meeting, reports will be provided that highlight the work of the Emergency Operations Centre and road safety efforts. • As a result of the COVID-19 outbreak at the Ontario Police College, three WRPS members tested positive, bringing the total number of positive cases to 14. • 452 frontline police officers will be eligible to receive the COVID-19 vaccine as part of Phase one of the vaccination rollout. • WRPS is working with all levels of government to address the issue of human trafficking. • Chief B. Larkin, as well as Chair K. Redman and S. Shantz, participated in dialogue with the federal government related to firearm legislation. • The first meeting was held on the development of the 2022 budget. Timelines for the 2022 budget process will be coming to the Board at a future meeting. • March 11, 2021 will be a National Day of Observance where we will honour the lives lost due to COVID-19, including the 236 lives lost in Waterloo Region. It is also an opportunity to acknowledge the commitment of our healthcare workers, Public Health and essential workers.
Page 7 of 8 008
12.0 New Business
There was no new business identified.
13.0 Future Agenda Items
No future agenda items identified.
14.0 Information Items
There were no items for information.
15.0 Adjournment
Moved by R. Tse Seconded by I. McLean That the meeting be adjourned at 12:30 pm. Carried.
______Executive Assistant
Page 8 of 8 009 Report: 2021-064
Subject: Summary of Purchasing Awards – Q1 2021
From: Materials Management and Fleet Unit Finance and Assets Branch
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only. Summary
This report provides an update for Q1 2021 for new contracts through direct bidding opportunities or via the Police Cooperative Purchasing Group (PCPG), Grand River Cooperative Procurement Group (GRCPG), Region of Waterloo (ROW), Ontario Education Collaborative Marketplace (OECM) and other cooperative purchasing groups. Report
On September 12, 2018 the Waterloo Regional Police Services Board approved an updated Purchasing By-law through report #2018-142. The by-law, which came into effect on November 1, 2018 authorizes the Chief of Police and Chief Procurement Officer (CPO) to award certain Request for Tenders (RFTs), Request for Proposals (RFPs) and Consultant Proposals based on specified criteria. Administrative awards allow for an efficient and timely procurement process. A summary report is submitted on a quarterly basis to the Waterloo Regional Police Services Board outlining all RFTs, RFPs and Consultant Proposals approved by the Chief of Police and Chief Procurement Officer (CPO). The criteria for approval levels are set out below:
ACQUISITIONS Up to $25,000 the Chief Purchasing Officer (CPO) or an authorized employee may acquire the goods or services on his or her own authority. $25,001 - $150,000: the CPO may acquire the good or services on his or her own authority, where reasonably possible at least three quotes were obtained.
Page 1 of 7 010 Report: 2021-064
$150,001 - $1,000,000: the CPO shall advertise for tenders and the Chief shall have the authority to accept a tender provided it is compliant and it has the best overall cost. Notwithstanding subsection (2) of this section, only the Board shall have the authority to accept a tender if,
a) two (2) or less tenders are submitted in response to a call for tenders; or b) the tender with the best overall cost that is compliant exceeds the budget for the acquisition of the goods or services and approval from the Board to increase the budget is desired. $1,000,001 in value and greater, the CPO shall acquire the goods or services by advertising for tenders and the Board shall have the authority to accept the tender provided it is compliant and has the best overall cost. REQUEST FOR PROPOSALS Up to $150,000 the CPO may approve a Request for Proposal (RFP) provided it is compliant and best meets the criteria of 12(1) of this By-law. $150,001 - $1,000,000: the Chief shall have the authority to accept a RFP provided it is compliant and best meets the criteria of 12(1) of this By-law. Over $1,000,001: the Board shall have the authority to accept a RFP provided it is compliant and best meets the criteria of 12(1) of this By-law. CONSULTANT PROPOSALS Up to $150,000 the CPO may acquire the services of a Consultant on his or her own authority that in his or her judgement is in the best interests of the Board. $150,001 - $500,000: the Deputy Chief and/or Chief shall have the authority to accept a consultant proposal if it is compliant and best meets the criteria of 18(1) (a) of this section. Over $500,001 the Board shall have the authority to accept a consultant proposal if it is compliant and best meets the criteria of 19(1) (a) of this section. PURCHASE BY NEGOTIATION Notwithstanding subsection (1) of this section, the Chief Purchasing Officer shall submit any negotiated acquisition to the Board for approval if the value of the acquisition exceeds $150,000. ACQUISITION OF GOODS AND SERVICES FROM GOVERNMENT BODIES The CPO may acquire any goods or services from a federal, provincial or municipal body, ministry, agency, board, corporation or authority when similar goods or services are not available from other sources. CO-OPERATIVE PURCHASING
Page 2 of 7
011 Report: 2021-064
The CPO may enter into arrangements with any government body, ministry, agency, board, corporation or authority on a co-operative or joint basis for the acquisition of goods or services where there are economic advantages in so doing that are in the best interests of the Board and the method of acquisition to be used is a public and competitive method.
The CPO shall submit any co-operative purchasing to the Board for approval if the budget is exceeded for the acquisition of the goods or services.
Please reference Appendix A for a list of all formal bids lead by the Waterloo Regional Police Service or where the Waterloo Regional Police Service participated. Strategic Priorities and/or Operations Plan
This report supports the Strategic Business Plan goal to proactively plan for long-term organizational growth and its financial requirements, aligned with the objective of responsible spending and accountability Financial and/or Risk Implications
All of the below contracts will be contained within the 2021 Operating or Capital budget as required. Attachments
• Appendix A – List of Awarded Bids
Prepared By: Scott Agnello, Manager, Materials Management & Fleet Kirsten Hand, Director of Finance and Assets
Approved By: Bryan M. Larkin, Chief of Police
Page 3 of 7
012 Report: 2021-064
Appendix A – List of Awarded Bids (January 1, 2021 to March 31, 2021) List of Bidders Bid Price Bid Number, Name & Financial Implications Description (Successful Bidder (Excludes Indicated in Bold) HST)
2019-564P Supply and Delivery Tyr Tactical Canada $71,604.00 Cost including net HST: of Tactical Body Armour Level $72,864
IIIA for Peel Regional Police Funding source: Capital Budget This Request for Proposal (RFP) (Project #50048 Equipment) is for the supply and delivery of Tactical Body Armour Level IIIA and the Peel Regional Police was the lead for this cooperative procurement process. The WRPS utilized this contract to procure eighteen (18) system for the Emergency Response Team (ERT). The contract is in place from January 1, 2021 to December 31, 2021 with three (3) optional years to renew.
T2021-01 Supply and Delivery MD Charlton Company - $35,254.56 Cost including net HST: of Riot and Ballistic Shields Submission #5 $35,875
This Request for Tender (RFT) is MD Charlton Company – $35,364.56 Funding source: Capital Budget supply and delivery of assembled Submission # 6 (Project #50048 Equipment) Riot and Ballistic Shields to
Page 4 of 7
013 Report: 2021-064
List of Bidders Bid Price Bid Number, Name & Financial Implications Description (Successful Bidder (Excludes Indicated in Bold) HST)
WRPS Headquarters. This is a Rampart International Corp. $42,775.00 co-operative contract and members of the Police MD Charlton Company – $63,499.44 Cooperative Purchasing Group Submission # 3 (PCPG) participated with WRPS being the lead agency. MD Charlton Company – $63,609.44 Participating in this contract are: Submission # 4 Waterloo Regional Police Service and the Brantford Police Service. Kehoe Law Enforcement $70,235.00 The contract is for one (1) year Distributors Inc. commencing February 1, 2021 and ending January 31, 2022, MD Charlton Company – $84,102.96 with an option to renew for four Submission # 1 (4) additional one (1) year periods. MD Charlton Company – $84,212.96 Submission # 2
PRE Labs Inc. $89,616.92
Urban Tactical Brantford Ltd. $91,051.46
Professional Security Products $100,372.80 Corp.
Page 5 of 7
014 Report: 2021-064
List of Bidders Bid Price Bid Number, Name & Financial Implications Description (Successful Bidder (Excludes Indicated in Bold) HST)
T2021-02 Supply and Delivery Dent-X Canada – Medical $10,000.00 Cost including net HST: of Personal Protective Masks $66,121 Equipment Bunzl Canada – Respirators $5,893.00 Funding source: Operating This Request for Tender (RFT) is and Cartridges Budget for the supply and delivery of
Personal Protective Equipment Hazmasters Inc – $6,519.58 (PPE) to WRPS Headquarters. Disposable Coveralls and The term of the contract is for one Booties (1) year commencing February
15, 2021 and ending February 14, Heritage Safety Products $3,416.00 2022, with an option to renew for Ltd. - Safety Glasses, four (4) additional one (1) year Goggles, and Hard Hats periods. The tender was split into six (6) price schedules: Medical MD Charlton Company – $10,336.60 Masks, Hand Sanitizer, Safety Hand Sanitizer Glasses, Goggles and Hard Hats,
Disposable Coveralls and SB Simpson Group Inc – $28,812.95 Booties, Respirators and Disinfecting Products and Cartridges, and Disinfecting Wipes Products and Wipes. Bidders could bid on one (1) or more price *** Note thirty nine (39) schedules. vendors bid on at least one price schedule***
Page 6 of 7
015 Report: 2021-064
List of Bidders Bid Price Bid Number, Name & Financial Implications Description (Successful Bidder (Excludes Indicated in Bold) HST)
T-20-45 Supply & Delivery of Fundy Tactical and Uniform $5,000.00 Cost including net HST: 5.11 Tactical Polos and Stryke $5,088 Pants (York Regional Police Service) Funding source: Operating Budget This Request for Tender (RFT) is for the supply and delivery of 5.11 Tactical Polos and Stryke Pants and the Peel Regional Police was the lead for this cooperative procurement process. The WRPS utilized this contract to procure black tactical uniforms for members in Special Response Canine, Drugs and Firearms, Criminal Intelligence, and Property and Financial Crime. The contract is in place from December 15, 2020 to December 14, 2022 with two (2) and one (1) year options to renew.
Page 7 of 7
016 Report: 2021-066
Subject: COVID-19 – Financial Impacts
From: Finance Unit Finance and Assets Branch
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only. Summary
This report provides the Board with information regarding the financial impacts as a result of the Coronavirus (COVID-19) pandemic to the Waterloo Regional Police Service (WRPS). Report
The Finance Unit has been reporting on and monitoring the costs as a result of the COVID-19 pandemic since its onset. The reporting of the cost to respond to COVID-19 has been broken into two components. First, direct costs that will have a direct impact on the Operating or Capital budget. Secondly, indirect costs, which are defined as the cost associated to loss of productivity to the organization, which could result in impacts to the budget. This includes members redeployed to COVID-19 activities and/or members not able to work but who remain being paid.
As of March 27, 2021, $3,744K has been incurred life to date in the response to the COVID-19 pandemic. Of this, $2,916K related to 2020 and $828K to 2021.
For 2021, $73K have been spent thus far on direct costs, including both personal protection equipment (PPE) and facility expenses. $755K of indirect costs have been realized representing compensation for redeployed members to the Emergency Operations Centre (EOC), Information Technology support and/or members being paid but not able to work due to self-isolation requirements from on-duty or off-duty exposure precautions.
In addition, support is being provided to the Region’s Vaccine Distribution Task Force by WRPS members in order to ensure community safety. In December 2020, there was
Page 1 of 2 017 Report: 2021-066 participation in the Task Force of approximately 2.7 FTE, including support from Deputy Chief, Inspector, Corporate Communications and Emergency Planning and Business Continuity personnel. For 2021 this has been reduced to approximately 2 FTE or valued at $99K of in-kind contribution to date.
In 2021, various expenditures estimating $188K have been budgeted for pandemic related activities including: • PPE – Personal Protection Equipment (PPE) including hand sanitizer, masks, wipes, thermometers, gloves and eye protection • Facility Costs - Increased cleaning at facilities
It is projected that $535K of direct cost will be incurred in 2021, which is greater than the budget due to enhanced cleaning activities implemented and a short-term leased facility site to support training and recruitment activities during pandemic restrictions. Indirect costs are more difficult to forecast but this could reach $3,320K in 2021 including vaccine distribution task force participation. The total direct and indirect costs as a result of the pandemic is currently projected in 2021 at $3,668K.
The Region of Waterloo received Safe Restart Phase I Funding from the province and has allocated $500K to the WRPS to offset COVID-19 related expenses and revenue losses incurred. This funding was deferred to 2021 and will offset pandemic related costs.
Members that are eligible are working from home. Facility entrances continue to be locked with public interaction initially occurring through intercom technology. The Police Reporting Centre (PRC) continues to operate with existing technology to safely admit necessary entrance to the facility. Strategic Priorities and/or Operations Plan
This report supports the Strategic Business Plan goal to proactively plan for long-term organizational growth and its financial requirements, aligned with the objective of responsible spending and accountability. Financial and/or Risk Implications
The financial position and the impacts from COVID-19 will continue to be monitored by the Finance Unit throughout the pandemic. Attachments
Nil
Prepared By: Kirsten Hand, Director, Finance and Assets Branch
Approved By: Bryan M. Larkin, Chief of Police
Page 2 of 2
018 Report: 2021-068
Subject: Administrative Review of SIU Investigation (20-OCI-163)
From: Professional Development Division Professional Standards Branch
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only. Summary
On July 4, 2020, uniform members of the Waterloo Regional Police Service (WRPS) responded to an apartment building in the City of Waterloo following a report of a woman in distress. When the officers attended the unit, they observed evidence of a disturbance in the residence and entered the unit to assess the well-being of the occupants.
The officers encountered the Complainant (“A Complainant is an individual who was involved in some form of interaction with police, during the course of which she or he sustained serious injury, died or is alleged to have been sexually assaulted”) as defined by the Special Investigations Unit (SIU). He demanded the officers leave the residence. An altercation ensued and the Complainant was arrested and charged with criminal offences. The Complainant was taken to hospital where he was diagnosed with injures requiring the SIU to be notified.
The SIU was notified and they invoked their mandate, designating four witness officers and two subject officers. Both officers remained on active duty.
The SIU closed their investigation citing no grounds in the evidence to proceed with criminal charges against the two subject officers. Report
On July 4, 2020, uniform members of the WRPS responded to an apartment building in the City of Waterloo following a report of a woman in distress. When the officers attended the unit, they observed evidence of a disturbance in the residence and entered the unit to assess the well-being of the occupants.
Page 1 of 2 019 Report: 2021-068
The officers encountered the Complainant (“A Complainant is an individual who was involved in some form of interaction with police, during the course of which she or he sustained serious injury, died or is alleged to have been sexually assaulted”) as defined by the Special Investigations Unit (SIU). He demanded the officers leave the residence. An altercation ensued and the Complainant was arrested and charged with criminal offences. The Complainant was taken to hospital where he was diagnosed with injures requiring the SIU to be notified.
The SIU was notified and they invoked their mandate, designating four witness officers and two subject officers. Both officers remained on active duty.
On February 24, 2021, the SIU reported to WRPS in a letter, from Director Joseph Martino, that they had closed their investigation and no further action was being taken. There were no grounds in the evidence to proceed with criminal charges against the two subject officers.
O. Reg. 267/10, s. 11 of the Ontario Police Services Act requires the Chief of Police to cause an investigation into any incident with respect to which the SIU has been notified. The purpose of this investigation is to determine if any changes are required to the policies or procedures of the service. The regulation also requires the police service to report the findings to the Police Services Board.
The Professional Standards Branch undertook a review of the incident including a review of the WRPS Arrest and Release and Use of Force procedures. There are no recommendations for any changes to the Service’s policies and/or procedures as a result of the internal review. Strategic Priorities and/or Operations Plan
The Professional Standards Branch advances “Integrity and Respect” while by supporting "Accountability" and transparency through the maintenance of a disciplined, professional and ethical workforce. Financial and/or Risk Implications
Nil Attachments
Nil
Prepared By: Sloden Lackovic, Inspector, Professional Standards
Approved By: Bryan M. Larkin, Chief of Police
Page 2 of 2
020 Report: 2021-069
Subject: Administrative Review of SIU Investigation (20-OCI-188)
From: Professional Development Division Professional Standards Branch
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only. Summary
On June 2, 2020, uniform members of the Waterloo Regional Police Service (WRPS) attended a business on Union Street East, in the City of Waterloo to assist paramedics with the Complainant (“A Complainant is an individual who was involved in some form of interaction with police, during the course of which she or he sustained serious injury, died or is alleged to have been sexually assaulted”) as defined by the Special Investigations Unit (SIU). The Complainant appeared to be intoxicated and refused medical attention from paramedics.
Uniform members transported the Complainant to her residence in the City of Waterloo. She did not have keys to enter her residence. Officers attempted to find another entrance to the building and the Complainant followed them. She stepped down the cement stairs at the front of the building, rolled her ankle and fell to the ground.
The Complainant was unable to care for herself and there was no one present to take custody of her at her residence. She was arrested for public intoxication. The Complainant complained of a sore leg and had a visibly swollen ankle. She was released into the care of paramedics for further assessment.
The Complainant was seen at the hospital and diagnosed with a fractured foot.
The SIU was notified and invoked their mandate, designating one subject officer, who remained on active duty. Five other officers were designated as witness officers.
The SIU closed their investigation as there were no grounds in the evidence to proceed with criminal charges against the subject officer.
Page 1 of 3 021 Report: 2021-069
Report
On June 2, 2020, uniform members of the WRPS attended a business on Union Street East, in the City of Waterloo to assist paramedics with the Complainant (“A Complainant is an individual who was involved in some form of interaction with police, during the course of which she or he sustained serious injury, died or is alleged to have been sexually assaulted”) as defined by the Special Investigations Unit (SIU). The Complainant appeared to be intoxicated and refused medical attention from paramedics.
Uniform members transported the Complainant to her residence in the City of Waterloo, at her request. She did not have keys to enter her residence. Officers attempted to find another entrance to the building and the Complainant followed them. She attempted to step down the cement stairs at the front of the building, missed a step, rolled her ankle and fell to the ground.
The Complainant was unable to care for herself and there was no one present to take custody of her at her residence. She was arrested for public intoxication. The Complainant complained of a sore leg and had a visibly swollen ankle. She was released into the care of paramedics for further assessment.
On July 7, 2020, the Complainant was at WRPS for fingerprinting and photographs for an unrelated matter. She reported to the civilian technician that during her arrest, a police officer stomped on her foot, causing the fracture. The allegation involved injuries significant enough to require the SIU to be notified.
The SIU was notified and invoked their mandate designating one subject officer, who remained on active duty. Five other officers were designated as witness officers.
On February 11, 2021, the SIU reported to the WRPS, in a letter from Director Joseph Martino, they had closed their investigation and no further action was being taken. There were no grounds in the evidence to proceed with criminal charges against the subject officer.
O. Reg 267/10, s. 11 of the Police Services Act requires the Chief of Police to cause an investigation into any incident with respect to which the SIU has been notified. The purpose of this investigation is to determine if any changes are required to the policies or procedures of the Service. The regulation also requires the Police Service to report the findings to the Police Services Board.
The Professional Standards Branch undertook a review of the incident including a review of the WRPS Arrest and Release and Prisoner Care and Control procedures. There are no recommendations for any changes to the Service’s policies and/or procedures as a result of the internal review.
Page 2 of 3
022 Report: 2021-069
Strategic Priorities and/or Operations Plan
The Professional Standards Branch advances “Integrity and Respect” while by supporting "Accountability" and transparency through the maintenance of a disciplined, professional and ethical workforce. Financial and/or Risk Implications
Nil Attachments
Nil
Prepared By: Julie Sudds, Staff Sergeant, Professional Standards
Approved By: Bryan M. Larkin, Chief of Police
Page 3 of 3
023 Report: 2021-070
Subject: Administrative Review of SIU Investigation (20-OCI-201)
From: Professional Development Division Professional Standards Branch
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only. Summary
On August 16, 2020, uniform members of the Waterloo Regional Police Service (WRPS) attended a shelter in the City of Cambridge to arrest the Complainant (“A Complainant is an individual who was involved in some form of interaction with police, during the course of which she or he sustained serious injury, died or is alleged to have been sexually assaulted”), as defined by the Special Investigations Unit (SIU), for an assault that happened the previous day. The Complainant was uncooperative with the officers during the arrest and was taken to the ground in an attempt to gain control of him.
He complained of pain to his shoulder and was taken to Grand River Hospital (GRH) where he was diagnosed as having suffered a fractured clavicle. His injuries were significant enough to require the SIU to be notified.
The SIU was notified and invoked their mandate designating one subject officer, who remained on active duty. Two other officers were designated as witness officers.
The SIU closed their investigation as there were no grounds in the evidence to proceed with criminal charges against the subject officer. Report
On August 16, 2020, uniform members of the WRPS attended a shelter in the City of Cambridge to arrest the Complainant (“A Complainant is an individual who was involved in some form of interaction with police, during the course of which she or he sustained serious injury, died or is alleged to have been sexually assaulted”), as defined by the Special Investigations Unit (SIU), for an assault that happened the previous day. The
Page 1 of 2 024 Report: 2021-070
Complainant was uncooperative with the officers during the arrest and was taken to the ground in an attempt to gain control of him.
He was transported to Central Division and lodged into a cell. He complained of pain in his shoulder and was taken to GRH where he was diagnosed as having suffered a fractured clavicle. He was released from hospital, after receiving treatment, back into the custody of WRPS. His injuries were significant enough to require the SIU to be notified.
The SIU was notified and invoked their mandate designating one subject officer, who remained on active duty. Two other officers were designated as witness officers.
On February 11, 2021, the SIU reported to the WRPS, in a letter from Director Joseph Martino, that they had closed their investigation and no further action was being taken. There were no grounds in the evidence to proceed with criminal charges against the subject officer.
O. Reg 267/10, s. 11 of the Police Services Act requires the Chief of Police to cause an investigation into any incident with respect to which the SIU has been notified. The purpose of this investigation is to determine if any changes are required to the policies or procedures of the Service. The regulation also requires the Police Service to report the findings to the Police Services Board.
The Professional Standards Branch undertook a review of the incident including a review of the WRPS Arrest and Release and Use of Force procedures. There are no recommendations for any changes to the Service’s policies and/or procedures as a result of the internal review. Strategic Priorities and/or Operations Plan
The Professional Standards Branch advances “Integrity and Respect” while by supporting "Accountability" and transparency through the maintenance of a disciplined, professional and ethical workforce. Financial and/or Risk Implications
Nil Attachments
Nil
Prepared By: Julie Sudds, Staff Sergeant, Professional Standards
Approved By: Bryan M. Larkin, Chief of Police
Page 2 of 2
025 Report: 2021-071
Subject: St. Patrick’s Day 2021
From: Operational Support Division Emergency Services & Public Safety Branch
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only. Summary
St. Patrick’s Day was on Wednesday March 17, 2021. No unsanctioned public gathering occurred in the Ezra Avenue Corridor of Waterloo. Overall activity in the University District was marked by a high level of compliance with provincial regulations and local by-laws. Report
As experienced at both St. Patrick’s Day 2020 and Homecoming 2020, the community continued to recognize the importance of supporting public health measures in place due to the COVID-19 pandemic and subsequently stayed away from the Ezra Avenue Corridor. The mild weather on the date, peaking at 12 degrees Celsius by early afternoon, did contribute to some outside house party activity in the University District. A total of 15 individual Liquor Licence Act charges were laid for open liquor and underage consumption offences.
Primary responsibility for the investigation and enforcement of complaints regarding the Reopening Ontario Act or local by-laws are the responsibility of the City of Waterloo Municipal Enforcement Services (MES), as per established inter-agency protocols. All locations attended by Waterloo Regional Police Service officers, either due to proactive patrol or in support of MES, were found to be in compliance with the gathering limits in place for the existing red control zone of the COVID-19 response framework. Any charges laid independently by Municipal Enforcement Services are tabulated and reported publicly by the City of Waterloo.
Page 1 of 2 026 Report: 2021-071
Police deployment for the event was effectively managed by on duty resources only for both the day and evening shifts. Strategic Priorities and/or Operations Plan
Effective and coordinated major event planning supports the goal of targeting crime and disorder issues at the neighbourhood, divisional and regional levels. Financial and/or Risk Implications
No overtime or other incremental policing costs were accrued as part of the event deployment for the day. Attachments
Nil
Prepared By: Tom Berczi, Superintendent, Operational Support Division
Approved By: Shirley Hilton, Deputy Chief, Neighbourhood Policing & Investigations Bryan M. Larkin, Chief of Police
Page 2 of 2
027 Report: 2021-072
Subject: Q1 2021 Frontline Call Reduction Strategies
From: Operational Support Division Field Support Branch
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only. Summary
Alternative police service delivery models improve customer service for residents of the Region and provide an increased capacity for patrol officers to focus on providing essential policing services. For the first quarter of 2021, frontline call reduction initiatives resulted in a total of 6598 incidents being diverted from frontline patrol response. Report
For Q1 2021, incidents handled via an alternative service delivery option decreased by 18.8 percent from the same period in 2020 and is comparable to the decrease also observed in Q4 2020. This decrease is reflective of trends observed since the onset of the pandemic, which have significantly lowered the number of self-reported collisions and driving complaints. Text Blue usage by the Communications Unit is directly correlated to the number of dropped 911 calls received, which also resulted in a reduction year over year.
Q1 2021 Q1 2020 Online Reporting 915 932 Theft Under $5000 725 846 Driving Complaints 104 201 Lost/Found Property 183 233 Fraud and Identity Theft 360 259 Other Incident Types 804 927 Text Blue-Communications Unit 1361 2088 Self-reported Collisions 2146 2641 TOTAL 6598 8127
Page 1 of 2 028 Report: 2021-072
Strategic Priorities and/or Operations Plan
Frontline call reduction strategies directly support the Operations Plan objective of establishing and implementing alternative service delivery options. Financial and/or Risk Implications
Nil Attachments
Nil
Prepared By: Tom Berczi, Superintendent, Operational Support Division
Approved By: Bryan M. Larkin, Chief of Police
Page 2 of 2
029 Report: 2021-075
Subject: Delegation of Authority
From: Chair’s Office Executive Assistant
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
That the Police Services Board confirm that the delegated authority to the Chair and Vice-Chair, as approved by motion on April 2, 2020, remain in place; and
That the Police Services Board review this delegated authority at their next regularly scheduled Board meeting to confirm whether it continues to be required or whether it can be repealed. Summary
Given that we are currently in the midst of an unprecedented public health emergency, the Board recognized that there may be times during the COVID-19 Pandemic Emergency that urgent Board action is required to ensure the continuity of adequate and effective policing services. As such, the Board approved the following motion at their April 2, 2020 Board meeting, which provided a mechanism that allows for responsive and informed decision-making by the Board related to urgent matters when they need to be made in between regularly scheduled Board meetings.
In response to the COVID-19 Pandemic Emergency, as declared by the Province of Ontario and the Regional Chair of the Regional Municipality of Waterloo under the Emergency Management and Civil Protection Act, and to ensure the continuity of adequate and effective policing services in Waterloo Region, the Waterloo Regional Police Services Board:
1. Delegates its authority to the Chair and Vice-Chair to authorize, approve, award, execute agreements or otherwise permit requests from the Chief of Police within the parameters that are described below where such authorization, approval, award, execution or permission is deemed, by the Chair and Vice-Chair, to be urgent and operationally necessary to ensure the ongoing operation of the
Page 1 of 3
030 Report: 2021-075
Waterloo Regional Police Service, and cannot wait until the next regularly scheduled Board meeting: a. the acquisition of goods or services in accordance with the Purchasing Bylaw, including non-competitive procurements, where the value of the goods or services exceeds the authority of the Chief of Police under the Purchasing Bylaw; b. agreements, including indemnification clauses; and c. appointments made under the Police Services Act and any agreements or authorizations required to facilitate those appointments;
2. That the Chair and Vice-Chair are required to report, in writing, the exercise of their delegated authority by immediate email to the Board, followed by a report at the next regularly scheduled meeting of the Board; and
3. That the Board’s delegation of authority, as set out in items 1 and 2 of this motion, be in place until such time that the delegation of authority is repealed by the Board. Carried. Report
The Police Services Act (Act) does allow the Board to delegate its authority to the Chair and Vice-Chair. Section 34 of the Act states that a “board may delegate to two or more of its members any authority conferred on it by this Act.” Given the unprecedented public health emergency we are currently facing, the Board passed the motion above to provide such a delegation during the COVID-19 Pandemic Emergency to address urgent matters when they need to be made in between regularly scheduled Board meetings.
The delegated authority is time-limited and will be repealed by the Board once it is no longer required. At each regularly scheduled Board meeting, the Board will be asked to review and confirm whether the delegation of authority continues to be required to address urgent operational matters or whether it is no longer required and can be repealed. Note that orders made under the Reopening Ontario (A Flexible Response to COVID-19) Act, 2020 (ROA) and the Emergency Management and Civil Protection Act remain in force. In addition, on April 7, 2021 the Ontario government declared a third provincial emergency under s 7.0.1 (1) of the Emergency Management and Civil Protection Act (EMPCA). The emergency declaration is valid for up to 14 days and can be extended once for up to another 14 days, and then must receive approval by the Legislature to be extended further. The Legislature can extend the emergency declaration for additional periods of no more than 28 days for each extension.
Since this motion has been passed, the Chair and Vice-Chair have not been required to exercise this delegation of authority.
Page 2 of 3
031 Report: 2021-075
Strategic Priorities and/or Operations Plan
As the civilian governance body for the Waterloo Regional Police Service, the Police Services Board provides governance, oversight and guidance with a view to ensuring effective service delivery to the community. Financial and/or Risk Implications
Nil Attachments
Nil
Prepared By: Jill Eggleton, Executive Assistant to the Board Debra Arnold, Solicitor to the Board
Approved By: Karen Redman, Board Chair
Page 3 of 3
032 Board Report: 2021-081
Subject: Special Constable Appointments – Approval
From: Member Services Division Human Resources Branch
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
That the Waterloo Regional Police Services Board approve the following Special Constable appointments pursuant to section 53 of the Police Services Act:
University of Waterloo 1. Alysha DOEDE 2. Feizal RHAB 3. Yalkun SAKIR 4. Isa YOUSIF
Wilfrid Laurier University 1. Kevin CHOI Summary
The Ministry of the Solicitor General has received the applications for appointments for Alysha Doede, Feizal Rhab, Yalkun Sakir, and Isa Yousif with the University of Waterloo; and the application for the appointment of Kevin Choi with Wilfrid Laurier University.
The candidates have successfully completed and maintained all required training for the position, and meet all professional qualifications required for the position of Special Constable. The candidates have successfully passed security screening and a thorough background investigation. The Ministry has approved the above-noted applications contingent on the Board’s approval.
Based on the information we have, the above candidates are recommended to be appointed as Special Constables as set out in the approved application.
Page 1 of 2 033 Board Report: 2021-081
Strategic Priorities and/or Operations Plan
Nil Financial and/or Risk Implications
The salary and benefit costs associated with the appointment of University Special Constables will be covered by their respective university. Attachments
Nil
Prepared By: Alexis Richards, Human Resources Advisor
Approved By: Bryan M. Larkin, Chief of Police
Page 2 of 2
034 Report: 2021-094
Subject: Staff Superintendent Promotion
From: Office of the Chief of Police
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only. Report
The following promotion was effective on Friday, March 26, 2021:
To the rank of Staff Superintendent: Superintendent John Goodman Financial and/or Risk Implications
The salary and benefits costs associated with this promotional increase are included in the 2021 Operating budget. Attachments
Nil
Prepared By: Stephanie Weber, Executive Team Lead, Office of the Chief of Police
Approved By: Bryan M. Larkin, Chief of Police
Page 1 of 1 035
From: Holly Doty To: Holly Doty Subject: Call for Resolutions - OAPSB NOTICE OF THE 2021 ANNUAL GENERAL MEETING Date: Wednesday, March 10, 2021 1:04:36 PM Attachments: Proposing AGM Resolutions.pdf
Dear Fellow OAPSB Members,
Pursuant to Section 11.04 of the General By-law of the Ontario Association of Police Services Boards, this is formal notice of the 2021 Annual General Meeting of the Association’s membership. The 2020 Annual General Meeting will be held at Virtually on Friday, May 27, 2021 commencing at 10:30 a.m. or shortly thereafter for the purpose of:
1 Confirming the Minutes of the 2020 Annual Meeting held on Friday, May 29th, 2020
2. Receiving the Financial Statements and Auditor’s Report for the 2020 Fiscal Year.
3. Appointment of an Auditor for the 2021 Fiscal Year.
4. Ratification of the Board of Directors for the term 2021 - 2022 as submitted by the Zones
5. Consideration of proposed Resolutions
6. Eligible resolutions must originate from member boards only (not municipalities / towns)
Please forward any Proposed Resolutions, in WORD format, [email protected] no later than the cut-off date of May 1, 2021.
Please see attached Guidance document when proposing a Resolution.
Looking forward to seeing you in May!
Holly Doty Ontario Association of Police Services Boards 180 Simcoe Street, London Ontario N6B 1H9 036
T: 1-800-831-7727 | C: 519.636.7707 [email protected]
037
Proposing Resolutions for the Annual General Meeting (AGM)
What are AGM Resolutions?
AGM Resolutions are the decisions made by members at an AGM, which direct the OAPSB Board of Directors. Generally speaking, resolutions address either:
• Members’ advocacy interests (such as proposed legislative changes); or
• Internal Association matters (like By-law changes).
How do I Propose a Resolution?
1. A member board or zone (or the OAPSB Board of Directors) may propose a resolution electronically in WORD format, complete with any relevant background information, to the OAPSB office by the posted deadline (if any) for an AGM.
2. OAPSB staff collate all proposed resolutions, and provide them to every AGM delegate prior to the AGM.
3. When called upon during the AGM, the originator introduces the proposed resolution. Following discussion, voting delegates are called upon to vote for or against the proposed resolution.
4. The OAPSB Board of Directors acts upon all resolutions that are carried at the AGM.
How do I Prepare a Proposed Resolution?
A good resolution addresses three questions:
A. What is the problem?
B. What is causing the problem?
C. What is the best way to solve the problem?
1/2
038
All resolutions contain a preamble and an operative clause. The preamble describes the issue, and the operative clause outlines the action being requested.
The Preamble The preamble starts with a recital, “WHEREAS” clause. Each clause is a separate but concise paragraph describing the problem and/or reason corrective action is being requested. Ideally the preamble does not contain more than four “WHEREAS” clauses.
The Operative Clause The operative clause begins with the words “THEREFORE BE IT RESOLVED”. This clause should be as short as possible, clearly describe the corrective action being requested to solve the problem identified in the preamble, and identify the agency that is being asked to implement the proposed solution.
The clearer the solution is stated in the operative clause, and the better that the preamble describes the problem that needs fixing, the more likely that the resolution will be understood and acted upon in a meaningful way.
Identification The proposed resolution also needs:
• a title that describes the topic and/or the proposed solution • the name of the member board or zone that is proposing the resolution
This allows the AGM Chair to call identify the proposed resolution to the members present, and to request the proposing board/zone to introduce the proposal to those members.
Some Keys to Successful Resolutions:
• The language of the resolution should be simple, action-oriented and easily understood
• Each resolution should address only one specific subject
• Resolutions should be accompanied by supporting facts/evidence
• Resolutions should be properly titled
• Resolutions should deal with issues relevant to police service boards
2/2
039
From: Canadian Association of Police Governance (CAPG) To: EGGLETON, JILL Subject: 2021 Call for Resolutions Date: Tuesday, March 16, 2021 10:59:33 AM
View this email in your browser The following message is an exclusive CAPG member communication sent solely to the designated CAPG liaison. Kindly distribute this email to all members of your organization.
CAPG CALL FOR RESOLUTIONS CAPG’s 32nd Annual Meeting - Ottawa, ON (Virtual) DATE TBA
BEFORE YOU SUBMIT YOUR RESOLUTION PLEASE ENSURE THAT IT IS A MATTER WITHIN THE SPHERE OF POLICE GOVERNANCE. IF YOU ARE NOT SURE YOU CAN CONTACT CAPG TO VERIFY.
An important part of each Annual Meeting of the Canadian Association of Police Governance (CAPG) is the consideration of Resolutions brought forward by our members.
Members are invited to submit Resolutions in writing to the CAPG office any time before June 30, 2021.
Please review the attached Resolutions Guidelines and Tips on Presenting Resolutions that will assist you in preparing Resolutions for submission.
Following review by the Resolutions Committee and the CAPG Board, resolutions approved will be sent to all members well in advance of the Annual General Meeting.
Voting on the Resolutions will take place at CAPG’s 32nd Annual General Meeting. This meeting will take place virtually. We are currently deciding if there will be an in-person option as well.
If you have any questions on the guidelines or would like background on a certain issue, please get in touch with Jennifer Malloy, Executive Director, at [email protected]
THIS IS YOUR CHANCE TO ENSURE YOUR VOICE IS HEARD! Email your Resolutions by June 30, 2021 to: [email protected] 040
2021 Resolution Guidelines
Copyright © 2021 Canadian Association of Police Governance, All rights reserved. You are receiving this email because you are a Member of CAPG.
Our mailing address is: Canadian Association of Police Governance 78 George Street Suite 204 Ottawa, ON K1N 5W1 Canada
Add us to your address book
Want to change how you receive these emails? You can update your preferences or unsubscribe from this list. 041
CAPG CALL FOR RESOLUTIONS CAPG’s 32nd Annual Meeting - Ottawa, ON (Virtual) DATE TBA
BEFORE YOU SUBMIT YOUR RESOLUTION PLEASE ENSURE THAT IT IS A MATTER WITHIN THE SPHERE OF POLICE GOVERNANCE. IF YOU ARE NOT SURE YOU CAN CONTACT CAPG TO VERIFY.
An important part of each Annual Meeting of the Canadian Association of Police Governance (CAPG) is the consideration of Resolutions brought forward by our members.
Members are invited to submit Resolutions in writing to the CAPG office any time before June 30, 2021.
Please review the attached Resolutions Guidelines and Tips on Presenting Resolutions that will assist you in preparing Resolutions for submission.
Following review by the Resolutions Committee and the CAPG Board, resolutions approved will be sent to all members well in advance of the Annual General Meeting.
Voting on the Resolutions will take place at CAPG’s 32nd Annual General Meeting. This meeting will take place virtually. We are currently deciding if there will be an in-person option as well.
If you have any questions on the guidelines or would like background on a certain issue, please get in touch with Jennifer Malloy, Executive Director, at [email protected]
THIS IS YOUR CHANCE TO ENSURE YOUR VOICE IS HEARD! Email your Resolutions by June 30, 2021 to: [email protected] 2 042
CAPG Resolutions
1. RESOLUTIONS COMMITTEE
a) The Resolutions Committee will consist of a Chair who shall be a member of the CAPG Boardof Directors plus three additional CAPG members, ideally one each from Eastern, Western and Central Canada so that there is a balanced geographic representation.
b) Every year, the Executive Director of CAPG will send out a call asking members to consider the development and sponsorship of resolutions for consideration at the Annual General Meeting (AGM).
c) The deadline for submitting resolutions to the CAPG Resolutions Committee will be June 30, 2021. Detailed information will be announced soon with respect to the date of the AGM.
d) The Executive Director will ensure that all resolutions are in the proper form and content and that the wording and grammar are correct. The resolutions will then be sent to the Resolutions Committee for their review. A teleconference call meeting will be set up to discuss and review the resolutions in light of the guidelines to determine their eligibility in moving forward.
e) The Resolutions Committee will ask the following questions when considering whether or not to endorse a proposed resolution: ▪ Is the matter within the sphere of interest of CAPG (that being police governance and public safety on a national perspective)? Is the proposed resolution well supported? Is the action to be taken clear? Has the matter been considered in a previous resolution and if so is there sufficient reason to put it forward to the membership?
f) In the event that the Resolutions Committee disagrees with a legitimate proposed resolution, the Resolutions Committee may choose not to endorse a proposed resolution for one of the following reasons: The proposed resolution is not adequately supported; The proposed resolution is contrary to a current policy, practice or position of the CAPG and/or its Board of Directors; The proposed resolution is considered immoral or imprudent.
g) The Resolutions Committee shall inform the board/commission which proposed a resolution as to its decision and actions of Committee regarding that proposal, prior to the AGM.
2021 CAPG CALL FOR RESOLUTIONS and GUIDELINES FOR DRAFTING 3 043
2. SUBMISSION REQUIREMENTS a) Resolutions submitted to the CAPG for consideration shall be submitted as follows:
Sent in electronic format in a word document in order to facilitate ease of circulation and amendments Does not contain more than four preamble “(WHEREAS”) clauses Is accompanied by background documentation explaining the nature of the issue or concern being addressed Clearly identifies the action A copy of all resolutions must be received by the deadline date of JUNE 30, 2020. b) The Resolutions Committee will assist the submitting board/commission in ensuring that the proposed resolution is clear, concise, brief, appropriately supported and presented in context.
3.RESOLUTIONS TO BOARD OF DIRECTORS
The Chair of the Resolutions Committee returns the draft resolutions to the Executive Director by the 1st week of August for distribution to the CAPG Board of Directors at their next teleconference board meeting. The Board either approves the draft submission to be presented to the membership at the AGM or requests that the resolution is withdrawn or amended to meet the appropriate guidelines.
4. RESOLUTIONS TO MEMBERS
The CAPG Board of directors will approve the resolutions to be distributed to the members by September 15, 2021. Upon the resolutions being approved at the CAPG board of directors meeting the approved resolutions are included in the electronic package of information and documents sent to CAPG members prior to the Annual General Meeting.
5. EMERGENCY RESOLUTIONS a) Unless deemed an emergency resolution as outlined below in (b), resolutions submitted after the JUNE 30, 2021 deadline will be considered late and will not be accepted by the Resolutions Committee.
b) Emergency resolutions are defined as any resolution that clearly speaks to an emergency of immediate nature that occurred between the time of the original resolution deadline and the commencement of the resolutions session. The Resolutions Committee will have the discretion to determine if the resolution as submitted will go forward to the voting delegates for consideration. If the Committee agrees that the resolution should go forward, the Committee shall ask the voting delegates, by motion, to vote on whether the emergency resolution should be debated on the floor.
c) To debate an emergency resolution will require support from at least two-thirds of the voting delegates present
d) A member of CAPG, the Board of Directors, the Executive Committee or the Resolutions Committee may submit emergency Resolutions.
2021 CAPG CALL FOR RESOLUTIONS and GUIDELINES FOR DRAFTING 4 044
6. AGM RULES OF PROCEDURE REGARDING RESOLUTIONS a) Except where otherwise provided, the generally accepted rules applicable to the conduct of meetings shall prevail. b) The Chair of the Resolutions Committee, in presenting a resolution, may introduce the matter by reading the number and title, and if deemed desirable, may provide a brief explanation as to the intent or purpose of a resolution or an amendment submitted by the Resolutions Committee. c) After the Chair has introduced a resolution and presented the recommendation of the Resolutions Committee, a representative from the sponsor submitting the resolution shall be given the first opportunity to speak. d) Delegates participating in discussion on a resolution shall announce their name and which board or commission they represent each time they rise to speak – delegate shall confine their remarks to a maximum of three (3) minutes. e) No delegate shall be permitted to speak more than once on any one resolution or amendment, except in the case of a mover of an amendment who shall have the additional opportunity to conclude debate on the amendment. f) All motions submitted from the floor of the meeting shall be seconded before being discussed. g) When a motion is made to refer, the mover shall introduce the motion by these words: “I move to refer the matter…because…” h) The Chair shall then allow one speaker, preferably a representative from the Board or Commission submitting the resolution, to address the motion of referral. i) Appeals for ruling shall be made to the Chair of the Resolutions Committee. j) The Chair of the Resolutions Committee shall have the right to conclude the debate on each resolution, amendment, or motion of referral. k) Only regular members of the Association who have registered for the General Meeting will be permitted to vote on questions. l) Delegates will vote on the resolution, not on the recommendation of the Resolutions Committee. m) Voting shall be made by a show of hands or an alternative method of identification if provided. A standing vote may be requested. The ruling of the Chair of the Resolutions Committee as to whether a vote was won or lost shall be final. In the case of a tie vote, a standing vote shall be taken. In the further case of a tie, the motions shall be deemed lost.
2021 CAPG CALL FOR RESOLUTIONS and GUIDELINES FOR DRAFTING 045
From: Canadian Association of Police Governance To: EGGLETON, JILL Subject: A Unique Sponsorship Opportunity for our Members Date: Thursday, April 1, 2021 2:59:45 PM
View this email in your browser
The following message is an exclusive CAPG membership communication sent solely to the designated CAPG liaison. Please distribute this email to all members of your organization.
SPONSORSHIP OPPORTUNITY 2021 GOVERNANCE SUMMITS
Dear Waterloo Regional Police Services Board,
It is thanks to your contributions like yours that we are able to keep registration fees low in order to encourage even the smallest of police boards and commissions to participate in our unique events.
All packages include complimentary registration for up to 10 individuals. Pricing is PER EVENT (April or June) and dependant upon availability.
SPONSORSHIP STREAMS
Official Governance Summit Sponsor 2 available, choose between April or June - $10,000
Inclusions:
your logo + hyperlink + blurb in pre-event email and Summit web page 046
verbal recognition of sponsor during opening and closing remarks 3-minute video looped before and after sesssions logo or banner on login screen dedicated social media shoutout during event
CAPG Supporter Package - $500+ Choose between April or June
Your board's logo in rotation on the main event page and related Summit emails to subscribers
Sponsor a Session - $2,500 2 available, choose between April or June
Display your organization's name and logo with hyperlink alongside your chosen session in the agenda, the Summit webpage and throughout the event platform.
Lobby Video - $1,500 2 available, choose between April or June
Play a message or promotional video on the lobby splash page (3-4 minutes with audio)
OUR POLICE GOVERNANCE SUMMITS: Two one-day comprehensive workshop-style events designed to allow attendees to engage, network and discuss challenges related to policing and police governance.
Please contact [email protected] to register as a sponsor! 047
Governance 101 A Refresher for Police Boards and Commissions Date: April 27, 2021 Time: 11:00 AM - 3:00 PM EST | Register up to 10 people for a single low rate!
We have gathered Executive Directors from across Canada to share their own insights, best practices and real-world experiences. These four key areas will be explored by our seven experts, highlighting case studies and lessons learned:
1. Orientation and Roles and Responsibilities 2. Assessing Board Effectiveness 3. Communication 4. Board – Chief Relations 048
The 4-hour session will include a Q&A session so we ask participants to send their questions in advance.
Facilitator Barb Mantello will be joined by:
Ryan Teschner, Toronto Police Services Board Fred Kaustinen, Ontario Association of Police Services Boards Mafalda Avellino, Regional Municipality of York Police Services Board Heather Spicer, Calgary Police Commission Matt Barker, Edmonton Police Commission Krista Ferraro, Ottawa Police Services Board Stephanie Johanssen, Vancouver Police Board - newly added
Prices are per organization. Up to 10 organization members may attend under a single registration. You will be prompted to provide contact information for your chosen attendees upon registration.
We hope you can join us for this unique collaboration between Police Governance leaders!
Register Now
Mark your calendar! CAPG Governance Summits 2021
April 27th Governance 101: A Refresher for Police Boards and Commissions
June 30th Policy Development in Police Governance
Add event to calendar
049
Adjusting to a Virtual Format
This virtual event delivers the same access to Police Governance knowledge, resources and community we have spent decades building and cultivating only in a broader, more accessible and safer format.
We do know, however, that there can be bumps along the way when it comes to adjusting to a new method of learning. The following video gives an in-depth overview of our virtual event platform - Pheedloop.
If you have specific questions or concerns, please feel free to reach out to us. We are here to help!
Copyright © 2021 Canadian Association of Police Governance, All rights reserved. You are receiving this email because you are a Member of CAPG.
Our mailing address is: Canadian Association of Police Governance 78 George Street Suite 204 Ottawa, ON K1N 5W1 Canada
Add us to your address book
Want to change how you receive these emails? You can update your preferences or unsubscribe from this list. 050 051 Report: 2021-073
Subject: WRPS COVID-19 Emergency Operations Centre
From: Operational Support Division Emergency Services & Public Safety Branch
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only. Summary
The Waterloo Regional Police Service (WRPS) COVID-19 Emergency Operations Centre (EOC) was launched in March 2020 and is responsible for all aspects of the Service’s pandemic response. The EOC continues to operate on a full-time basis over a year after its initial launch. Report
The COVID-19 EOC is based at WRPS Headquarters and is a part of the Operational Support Division, Emergency Services & Public Safety Branch. It is operated in accordance with the principles of the Incident Management System (IMS). IMS is a standardized approach to emergency management that provides standardized organizational structures, functions, processes and terminology for emergency response in Ontario.
Eight members are assigned to the EOC on a full-time basis, led by an Inspector seconded to this role. Members from Emergency Planning, the Major Events Unit, the Human Resources Branch and Patrol fulfill the key IMS positions. Additional part-time support is provided by members from the Finance & Assets Branch, Public Information Unit and the Strategic Services Branch. The EOC operates 7 days per week, including 24/7 after hours on-call coverage by a designated EOC Safety Officer.
The key responsibilities of the COVID-19 EOC are: • In consultation with the Service’s Executive Leadership Team, setting overall policy and direction for the Service’s COVID-19 response; • Providing member support and guidance in cases of exposure, potential exposure or positive test result;
Page 1 of 2 052 Report: 2021-073
• Developing and disseminating internal information bulletins and directives to update members on new and amended procedures and best practices as a result of the pandemic; • Interpreting and disseminating information to members regarding COVID-19 legislation & regulations; • Serving as the primary point of contact with regional, provincial and federal public health departments and external agencies involved in pandemic-related education & enforcement activities; and • Coordinating the Service’s enforcement responsibilities under the Quarantine Act and Reopening Ontario Act.
Since the launch of the COVID-19 EOC, the team has completed over 250 objectives. The EOC has also launched a number of successful initiatives, such as a cellphone based application for daily member screening that immediately connects a member screening positive with an EOC Safety Officer to ensure that the appropriate supports are immediately put into place. A second cellphone application was also developed to assist frontline members in understanding and applying the numerous provisions of Ontario’s COVID-19 Response Framework.
Through membership in the Ontario Association of Chiefs of Police (OACP) Pandemic Subcommittee and other similar groups, the WRPS COVID-19 EOC ensures that all members benefit from pandemic-related best practices, including the optimal use of all available personal protective equipment. Strategic Priorities and/or Operations Plan
The EOC’s mandate directly supports the Service’s goal of effectively promoting health and safety. Financial and/or Risk Implications
Internal financial implications of the pandemic are reported on separately by the Finance & Assets Branch. Attachments
• COVID-19 Emergency Operations Centre PowerPoint Presentation
Prepared By: Tom Berczi, Superintendent, Operational Support Division
Approved By: Bryan M. Larkin, Chief of Police
Page 2 of 2
053
COVID-19 EMERGENCY OPERATIONS CENTRE April 21, 2021 Emergency Services & Public Safety Branch
Emergency Operation Centre, Page. 1 / 17 054 COVID-19 EOC
• Established in March 2020 to provide a coordinated Service response to the evolving pandemic
• EOC located at WRPS Headquarters
• Part of the Operational Support Division, Emergency Services Branch
Emergency Operation Centre, Page. 2 / 17 055 THE INCIDENT MANAGEMENT SYSTEM
• The Covid-19 EOC is operated in accordance with the principles of the Incident Management System (IMS) • IMS is a standardized approach to emergency management • Provides standardized organizational structures, functions, processes and terminology for emergency response in Ontario
Emergency Operation Centre, Page. 3 / 17 056 EOC OPERATIONAL STRUCTURE
Members seconded full-time to the EOC: EOC COMMANDER Inspector: EOC Commander Emergency Planning LIAISON OFFICER Major Events Unit Human Resources EMERGENCY INFORMATION OFFICER Patrol SAFETY OFFICER
Part-time support: Finance & Assets OPERATIONS PLANNING LOGISTICS FINANCE Public Information Strategic Services FACILITIES MATERIALS
Emergency Operation Centre, Page. 4 / 17 057 PRIMARY RESPONSIBILITIES • Develop and distribute internal information bulletins and directives: • COVID-19 legislation & regulations • New and amended procedures as a result of the pandemic • Weekly status updates to WRPS membership Public Health Agency of Canada Ontario Solicitor General • Primary point of contact with regional, provincial and federal public health departments & external Collaboration agencies involved in pandemic-related enforcement
Emergency Operation Centre, Page. 5 / 17 058 PRIMARY RESPONSIBILITIES
• Support and guidance for members who have experienced an exposure, potential exposure or positive test
• EOC provides a safety officer 7 day a week during business hours and is available 24 hours per day to provide member support
Emergency Operation Centre, Page. 6 / 17 059 INTERNAL COMMUNICATION STRATEGIES WEB PAGE WRPS EXPRESS E-BRIEFINGS
Emergency Operation Centre, Page. 7 / 17 060 INTERNAL COMMUNICATION STRATEGIES WRPS TV POSTERS BANNERS
VIDEOS
Emergency Operation Centre, Page. 8 / 17 061 EOC OPERATIONS • Since March 2020, the DOCUMENTATION EOC has created and QUARANTINE ACT published over 340 700 Flow Charts, documents, completed 600 9 over 240 Objectives and 500 Directives, 400 reviewed and processed 127 52 300 over 5000 emails 600 200 Bulletins, 400 66 • Conducted over 600 100
Quarantine Act Checks 0 Quarantine CAD Entries Act Checks + Over 240 Objectives completed
Emergency Operation Centre, Page. 9 / 17 062 ADMINISTRATIVE SAFETY MEASURES PHYSICAL DISTANCING SANITIATION STATIONS Administrative measures implemented for members safety • Physical distancing of workspaces, meeting areas and common areas • Room capacities, restricted access Over 50 installed and physical distancing signs • Sanitization stations with cleaning supplies and hand sanitizer, increased cleaning supplies and hand sanitizer made available to all areas of the service
Emergency Operation Centre, Page. 10 / 17 063 ENGINEERING SAFETY MEASURES Engineering Controls implemented QUEUING SYSTEM PHYSICAL BARRIERS to ensure that public-facing members are safe when interacting with members of the public • Plexiglas barriers installed for all public facing services • A new queuing system installed for the PRC
Emergency Operation Centre, Page. 11 / 17 064 COVID-19 SCREENING APP • Screening App introduced SCREENING QUESTIONS • Upon completing the screening questions, members receive an email and a visual screen of their results with direction to members NEGATIVE SCREEN • An EOC Health & Safety officer immediately follows up with any positive screens POSITIVE SCREEN
Auditing • Results are kept for 30 days and audited by the EOC. Emergency Operation Centre, Page. 12 / 17 065 COVID-19 SCREENING APP
• Screening stations were added to all WRPS buildings
• All paper-based screening eliminated
Emergency Operation Centre, Page. 13 / 17 066 WORK FROM HOME PLAN
• Successfully implemented for workforce risk aversion and members safety
• Agile plan-quickly adaptable to changes in Province’s response framework
Emergency Operation Centre, Page. 14 / 17 067 THE COVID-19 EXPOSURE TRACKING SHEET • Live document that has evolved over the course of the pandemic • Tracks members exposures, on-duty, off-duty, risk-level, causes by type and by exposure status • Exports information in graphical format to senior leadership-consistent with Waterloo Region Public Health's reporting dashboard. • The EOC maintains historical tracking of the database for future analysis
Emergency Operation Centre, Page. 15 / 17 068 THE COVID-19 EXPOSURE TRACKING SHEET
• The tracking sheet data is exported to the internal WRPS Intranet as well as externally on the WRPS Website, WRPS Express and various social media accounts for full public transparency
Emergency Operation Centre, Page. 16 / 17 069
QUESTIONS/COMMENTS COVID-19 EOC April 21, 2021 Emergency Services & Public Safety Branch
Emergency Operation Centre, Page. 17 / 17 070 Report: 2021-074
Subject: 2020/21 Road Safety Update
From: Operational Support Division Field Support Branch
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only. Summary
A total of 26,180 road safety charges were laid in 2020. 2020 also marked the introduction of special enforcement teams operated by the Traffic Services Unit (TSU). Overall Fatal Four Offence enforcement (impaired operation, distracted driving, speeding and seatbelts) increased by 30% over 2019 levels.
2020 was also marked by a record high number of fatal motor vehicle collisions, along with substantial increases in stunt driving offences and impaired operation offences where the impairment was attributed to drug use.
The 2021 Road Safety Plan has been designed as an evidence-based response to address the trends identified over the past year and to further leverage increased proactive enforcement efforts across the Region. Report
The first quarter of 2021 saw a significant increase in road safety enforcement results compared to the same period in 2020. 9446 total charges were laid, up 63% from the same period in 2020. Speeding enforcement was up 224% and distracted driving enforcement increased 128%.
In the context of overall collision numbers falling by 34% in 2020 compared to 2019, fatal injury collisions increased by 19% and reached a 12-year high. In 2020, 19 fatal injury collisions claimed 20 lives. 89% of these collisions were attributable to a Fatal Four Offence and eight of these were as a result of impaired operation.
Page 1 of 3 071 Report: 2021-074
Although total impaired operation charges were relatively unchanged (782 charges in 2020 compared to 803 charges in 2019), impaired operation by drug offences increased significantly, up 39% in 2020 from the year prior. The number of stationary RIDE programs and vehicles checked decreased significantly during the year due to COVID- 19 restrictions.
One of the unique trends identified in 2020 was the rise in the number of stunt driving offences. 2020 saw a 100% increase in these offences, doubling from 143 in 2019 to 285. Stunt driving includes driving a motor vehicle at a rate of speed that is 50 km/h or more over the speed limit, and accounted for virtually all of these offences in 2020.
Speeding enforcement increased significantly in 2020, up 40% over 2019. 10,189 speeding charges were laid in 2020 compared to 7253 in 2019.
2020 marked the first year of operation for the Traffic Services Unit’s Special Enforcement Teams. These teams are comprised of 4 officers: one from TSU and three additional officers seconded on a monthly basis from each of the 3 Neighbourhood Policing Patrol Divisions. The team operated for 7 months, laying a total of 2712 charges, with over 1200 hours of enforcement time spread across all the municipalities and townships within the Region.
The 2021 Road Safety Plan has identified a number or priorities based on an analysis of 2020 data:
• Further increased enforcement of the Fatal Four Offences, with a goal to increase enforcement another 10% above 2020 levels; • With 53% of all fatal injury collisions and 44% of all major injury collisions having occurred at a rural location, increased enforcement efforts in rural areas and on regional roads; • Increased enforcement at the key locations identified at risk for stunt driving; • As pandemic conditions allow, an increase in the number of RIDE initiatives and vehicles checked and further expansion of capacity to detect impaired by drug operation; • The expansion of the use of special enforcement teams to a minimum of 8 months of the year; • The introduction of an updated system to track, respond to and report on driving complaints received from the community; and • Increased use of social media and public education campaigns to support overall road safety in the Region. Strategic Priorities and/or Operations Plan
A coordinated and evidence-based approach to road safety education and enforcement supports the Operations Plan goal of fostering an environment where the public feels safe on the roadways.
Page 2 of 3
072 Report: 2021-074
Financial and/or Risk Implications
Nil Attachments
• Road Safety Update PowerPoint Presentation
Prepared By: Tom Berczi, Superintendent, Operational Support Division
Approved By: Bryan M. Larkin, Chief of Police
Page 3 of 3
073
ROAD SAFETY Traffic Services
April 2021 074 Key Statistics Learned from 2020 075 What We Know About Our Fatals
• Fatal Collisions increased 19% to 19 Collisions with 20 Fatalities • 89% of those Fatalities were linked to the Fatal Four • Impaired Driving a factor in eight • Speeding a factor in seven • Seatbelts a factor in four • Major Injury Collisions down 28% 076 How We Did For Enforcement
• Impaired Driving charges stayed relatively flat • DRE increased 39% to 142 evaluations completed • Stunt Driving charges doubled to 285 charged • Fatal Four charges increased 29% to 12 163 charges 077
Charge Increase/Decrease Q1 2020 Q1 2021 in Q1 2021 Impaired Driving 185 180 -3% Speeding* 1450 4700 224% Dangerous Driving 39 57 46% Seatbelts 93 153 65% Distracted Driving 127 315 148% Other HTA charges 3379 3189 -6% CAIA 531 852 60% Total Charges by Municipality 5804 9446 63% 078 2021 Priorities Enforcement Teams Continuing • Three Patrol Members with One TSU member 30 Day Complaints • Dedicated response to complaints Monthly Traffic Safety Plans • Aligning with our monthly goals to be distributed via E-Briefing 079 30 Day Complaints
• When a chronic or high priority complaint is identified, the TSU Staff Sergeant will assign it to a Sergeant • That team connects with the complainant, develops a plan and implements the plan • The results are collected at the end of the period • Results delivered back to complainant by the Staff Sergeant 080 Impaired Driving
• COVID has changed R.I.D.E. deployment • Drugged Driving detection • Mandatory Alcohol Screening 081 Special Enforcement Teams
• 2712 Charges laid in 2020 • 1225 hours of enforcement in 2020 • Responsible for 10% of WRPS overall road safety charges laid in 2020 • Key in delivering goals of the plan 082 Rural Focused
• Majority of Fatal and Serious injuries 083
North Wilmot Wellesley Woolwich Dumfries Total 2019 1099 585 1474 1163 4321 2020 1116 661 1577 1041 4395 Increase/Decrease 2% 13% 7% -10% 2% 084
Fatal Four 2019 2020 Impaired Driving 803 782 Speed 7253 10189 Seatbelts 651 555 Distracted Driving 711 637 Total 9418 12163 085 086 Report: 2021-083
Subject: Police-Reported Hate Crime in Canada, 2019
From: Office of the Chief of Police Strategic Services Branch, Planning and Project Management Unit
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only. Summary
The annual Statistics Canada Juristat Police-reported hate crime in Canada, 2019, was released on March 29, 2021. Click here to access the full report, data, and other related information. This Police Services Board report highlights findings from Statistics Canada’s Juristat and includes local insight on hate crime from 2019 in the Kitchener- Cambridge-Waterloo Census Metropolitan Area (CMA).
Hate crime is defined as a criminal violation motivated by hate, based on race, national or ethnic origin, language, colour, religion, sex, age, mental or physical disability, sexual orientation or gender identity or expression or any other similar factor. Suspected hate crime is a criminal offence against a person or property with reasonable suspicion that it is motivated by hate, bias, or prejudice, and cannot be proven to be solely motivated by hate. These are flagged in our records, attached to violations in contravention of the Criminal Code or other federal or provincial statutes that are given a Uniform Crime Reporting (UCR) code. Report
Hate Crime in Canada According to the Statistics Canada Juristat Police-reported hate crime in Canada, 2019, hate crime accounted for less than 0.1% of the over 2.2 million police-reported crimes in 2019 (excluding traffic offences). In 2019, there were 1,946 police-reported hate crime incidents in Canada, up by 7% or 129 more incidents from 2018 levels. 2019 had the second highest police-reported hate crime in the last five years.
In 2019, 46% of all hate crime in Canada were motivated by hatred of a race or ethnicity. While the proportion of crime motivated by the hatred of a race or ethnicity
Page 1 of 4 087 Report: 2021-083
stayed the same, by volume, there was a 10% (or an additional 83 incidents) increase of this type of hate crime. Individuals who identify as ‘Black’ were most often the target, accounting for 18% of this type of hate crime.
Hate Crime Motivation 2017 2018 2019 Race or ethnicity 43% 44% 46% Religion 41% 37% 32% Sexual orientation 10% 10% 14% Other 6% 9% 8%
Other hate crime in the top three include: crime motivated by hatred of religion (32%) and crime motivated by hatred of sexual orientation (14%). Despite the lower proportion of crime motivated by sexual orientation, by volume this type of hate crime rose by 41%, from 186 incidents to 263 incidents. The top three motivators made up 90% of all hate crime in Canada and have remained relatively stable through the past three year period.
By violations, non-violent violations (most commonly mischief), are the dominant type of hate crime offences across Canada. The most common violent violation is “common assault”. The chart below summarizes hate crime by violation type.
Hate Crime by 2017 2018 2019 Violation Count Percent Count Percent Count Percent Non-violent 1239 62% 1019 56% 1085 56% Violent 755 38% 798 44% 861 44% Total 1994 100% 1817 100% 1946 100%
Hate Crime in the Kitchener-Cambridge- Waterloo CMA1 In 2019, the rate of police-reported hate crime in the Kitchener-Cambridge-Waterloo CMA was 2.5 incidents per 100,000 population, well below the national average rate of 5.2. The Kitchener-Cambridge-Waterloo CMA ranked 25th nationally of the 35 other CMAs across Canada. Provincially, Kitchener-Cambridge-Waterloo CMA ranked 12th and is also below the provincial average rate of 5.8.
1 The boundaries of the Kitchener-Cambridge-Waterloo CMA do not align with the boundaries of the Region of Waterloo (excludes the Township of Wellesley). However, for this Juristat population information on CMAs has been adjusted to reflect policing boundaries. Page 2 of 4
088 Report: 2021-083
18 Rate of Police-Reported Hate Crime by Census Metropolitan Area, 2019 16 14 12 10 8 6 Average = 5.2 Rate per per 100,000Rate 4 2.5 2 0 Barrie Regina Halifax Guelph Calgary Ottawa London Victoria Québec Niagara Mission Toronto Windsor Kelowna Kingston Belleville – – Gatineau Moncton Hamilton St. John's Montréal Waterloo Winnipeg Brantford Saint John Saskatoon Edmonton Vancouver – Lethbridge Sherbrooke Thunder Bay Trois-Rivières Peterborough Greater Sudbury Abbotsford Cambridge St. Catharines St. –
Census Metropolitan Area (CMA) Kitchener Source: Statistics Canada, Canadian Centre for Justice and Community Safety Statistics, Incident-based Uniform Crime Reporting Survey. Table: 35-10-0191-01
Within the Kitchener-Cambridge-Waterloo CMA, police-reported hate crime reached its lowest level in 2019, with 15 reported hate crime incidents. This represents a 62% decrease from 2018. Since 2014, the Kitchener-Cambridge-Waterloo CMA has reported an average of 31 hate crime incidents a year.
Police-Reported Hate Crime by Year, for the Kitchener-Cambridge- Waterloo CMA 60 51 53
39 40 28
19 20 15 Number of Incidents
0 2014 2015 2016 2017 2018 2019 Source: Statistics Canada, Canadian Centre for Justice and Community Safety Statistics, Incident-based Uniform Crime Reporting Survey. Table: 35-10-0191-01.
Locally, the majority of police-reported hate crime was non-violent in nature. Just over half of the police-reported hate crimes in our area in 2019 were mischief offences.
Page 3 of 4
089 Report: 2021-083
Similar to the national trends, the hate crime motivated by race and ethnicity accounted for 60% of all the hate crime in the Region; this is followed by hate crime motivated by sexual orientation at 27% and religion at 13%.
Fluctuations in reported statistics is often influenced by community members being more comfortable reporting to police or not reporting due to distrust or the belief that it is irrelevant and nothing will be done. WRPS hate crime investigators are working with the Inclusivity Unit to improve monitoring incidents of hate in our community, which may not reach the threshold of a criminal violation but may be equally victimizing. Strategic Priorities and/or Operations Plan
Awareness and reporting of hate crime in Waterloo Region will help advance the WRPS vision that “every person in Waterloo Region is safe and feels safe”. Financial and/or Risk Implications
Nil Attachments
• Police-Reported Hate Crime in Canada, 2019, Infographic
Prepared By: Denise Lo, Strategic Planner, Strategic Services Branch Margaret Gloade, Manager, Strategic Services Branch
Approved By: Bryan M. Larkin, Chief of Police
Page 4 of 4
POLICE-REPORTED 090
IN CANADA, POLICE HATE CRIME2019
2,073 1,946 The number of police-reported 1,817 hate crimes increased 7% in 2019. The 1,482 1,401 1,414 1,409 1,332 1,295 1,362 increase was mostly due to more 1,167 incidents targeting race or ethnicity, as well as sexual orientation. 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
In 2019, 46% of all police-reported hate crimes In 2019, 32% of hate crimes were were motivated by race or ethnicity. motivated by religion.
+14% 350 TOTAL -20% 2018 793 400 300 2019 876 350 TOTAL % CHANGE 250 +10% 300 2018 657 2019 608 200 -8% 250 % CHANGE +9% -7% Number +38%
150 Number 200
-5% 100 +13% 150 +17% -23% +112% 100 +15% 50 +18% -17% 50 0 Black East South Arab Indigenous White Other1 Not 0 or Asian or specified 1 Southeast West Jewish Muslim Catholic Other Religion Asian Asian not specified 1 Motivations based on race or ethnicity not otherwise stated and those which 1 Motivations based on religions not otherwise stated. target more than one group.
In 2019, 14% of hate crimes were motivated by sexual In 2019, almost all provinces and all orientation. territories reported increases.
NUMBER OF 2018 2019 HATE CRIMES, 2019 Sexual orientation % change 2 CHANGE IN NUMBER +1 OF HATE CRIMES, 2018 6 TO 2019 186 263 +41% 5 Y.T. +5 +3 1,946 N.W.T. CANADA Nvt. +129 Sex or gender 308 6 207 54 53 -2% +49 +4 -38 402 56 +23 B.C. 32 850 N.L. Alta. +2 +14 +43 Que. 7 Other1 P.E.I. Man. Sask. Ont. N.B. +5 105 99 -6% N.S. 32 33 0 +18 1 Includes mental or physical disabilities, language, age and other similar factors.
The majority of police-reported hate crimes were non-violent offences.
Non-violent offences 56% Violent offences 44%
Common assault (level 1) All mischief 45% 15%
Uttering threats 15% Other non-violent offences 11% Other violent offences 14%
Note: Hate crimes whose type was unknown have been excluded. Therefore, the totals for each type of hate crime shown © Her Majesty the Queen in Right of Canada, will not add up to the overall total for 2018 and 2019. as represented by the Minister of Industry, 2021 Source: Statistics Canada, Canadian Centre for Justice and Community Safety Statistics, Uniform Crime Reporting Survey. ISBN: 978-0-660-37505-2 | Catalogue number: 11-627-M
www.statcan.gc.ca 091 Report: 2021-084
Subject: 2021-2023 Strategic Business Plan – Update
From: Office of the Chief of Police Strategic Services Branch, Planning and Project Management Unit
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only. Summary
In February 2021, the Board approved 20 goals and their corresponding objectives that fit within the Board’s strategic framework, making up the content of the 2021-2023 WRPS Strategic Business Plan. The next stage of development was to apply a consistent level of specificity to the strategy layer under the objectives and to apply SMART principles. To this end, Strategic Services distributed an Action Plan template to Goal Champions which was completed for all 84 final objectives. Report
Objectives Actioned with Strategies With the Goals and Objectives already set, developing the strategy layer became the focus across March 2021. Members were directed to the “GOST” acronym commonly cited in planning, referring to:
G Goals O Objectives S Strategies T Tactics
Strategies are even more specific than objectives and are operational. Therefore, internally, Goal Champions and Positions Accountable (further defined later in the report) were to consider which 4-6 high-level actions it would take to achieve a particular objective. This is akin to the “P” for “process” in project management SIPOC diagrams (Suppliers, Inputs, Process, Outputs, Customers). At the end of March, the Chief’s Strategic Advisory Council reviewed the Action Plans for the value added of each step and the appropriate layer of specificity. Actions that were deemed too specific
Page 1 of 5 092 Report: 2021-084 were reserved as Tactics (the most specific layer), primarily of use for individuals doing the hands-on work but not required for documentation in the Action Plans.
SMART Principles Applied in the Action Plans Completing one Action Plan template for each of the final 84 objectives additionally ensured that “SMART” principles were universally applied (see Figure 1). Depending on the source consulted, there may be variations to the acronym, but considered as a whole the concepts remain the same. Members were guided with these definitions:
S Specific M Measurable A Assignable R Realistic, Relevant, Resourced T Time-bound
Figure 1 – Fillable Sections of Action Plan Template
Filling in 4-6 rows of Strategies in the Action Plan satisfied the “S”. To satisfy the “M”, members were challenged to cite one or more measurable indicators to give some sense as to how much have we made a difference and in which direction. Ultimately these tangible metrics will help answer whether the objective has been accomplished overall. This is where articulating the original problem and applying the theory of change was valuable (recall: if we do x, we expect y, so than n will change for the better). In this sense, the “S” is like the x variable and the “M” is like the y variable in this equation.
Page 2 of 5
093 Report: 2021-084
Common metrics include counts, time, dollars, rates, satisfaction ratings, etc. and the amounts can be benchmarked against past WRPS performance, other law enforcement/public sector metrics, or baselines that have been gathered as part of the internal and external scanning process.
The “A” was achieved by assigning Goal Champions and Positions Accountable (further defined later in the report). There may be one Position Accountable responsible for the whole objective/all Strategies, but there may also be other contributors named in the plan (someone else providing a product or service) that the Position Accountable will need to liaise with.
Framing the Strategies as relevant for “R” was meant to be a consideration throughout the exercise. Does the action fit with the spirit of the objective and contribute to the outcome? Flagging the Strategies as being realistically achievable, with or without requiring resources, was another application of “R”. Strategic Services will continue to review/refine the Action Plans from a high-level, Service-wide perspective, liaise internally to clarify people, technology, and financial impacts, and identify supporting workload required of various units for planning purposes.
The “T” is realized both in the bottom section, where Positions Accountable gave thought to the timeframe of each Strategy step, and expressed in the top section where the Action Plan specifies the end date of an objective (see Figure 2). Members were encouraged to consider building some space into the schedule to account for contingencies, and note that some tasks will be progressing at the same time whereas other tasks will be like a waterfall, where one needs to finish before the other can start. Members were also encouraged to set end timelines based on when the objective could be considered to be in monitoring mode, similar to time-bound projects. Many actions remain ongoing (i.e. we don’t stop doing _____), but at some point there is confidence that the processes to maintain these actions are in place. Only when there is drift would intervention be required. As can be seen below, many objectives are set to be achieved by Year 3 of the plan, and this has been a typical trend.
Page 3 of 5
094 Report: 2021-084
Figure 2 – Objective Timelines by Year
Strategic Business Plan - Objective Timelines 50 45 43 40 35 33 30 25 20 15 10 8 Number of Objectives Due 5 0 Year Due
2021 2022 2023
Goal Champions and Positions Accountable According to the recent Member Survey, more individuals are endorsing that the Strategic Business Plan influences their daily work and decisions (45%, +12 points since 2014). One way to meet and exceed that rating throughout this cycle is to continue to involve a number of members from various units and ranks/positions across the Service. At this point, 15 unique Goal Champions have been assigned to the goals based on their position and association to the goal content, and 69 unique Positions Accountable have been assigned to the objectives. This structure is conducive to the plan being achievable.
Progress Reporting Tool The Service has a web-based tool that organizes the goals, objectives, responsible persons, and timelines of the Strategic Business Plan into a reportable format. Positions Accountable will access the tool on a monthly basis using a link. They will provide short text updates on the progress of their objective. Their latest entry will be displayed in the report. Ever current, this tool makes it easier for progress to be reviewed in a timely manner by the Senior Leadership Team and by the Police Services Board. This tool is conducive to staying results-oriented.
Goal Champions are providing the oversight. They will i) monitor that their Positions Accountable have made a monthly entry, ii) assess whether the entry is of appropriate detail, length, and relates to the performance indicators (with the ability to edit as needed), and iii) will gauge overall completion, with the ability to change the status of an
Page 4 of 5
095 Report: 2021-084 objective from ongoing to achieved. The communication that happens during these monthly reporting cycles will also cue the Champions as to whether they need to revisit the Action Plan.
Next Steps Members are now to take action in accordance with the Strategies and anticipated timelines. However, note that the Action Plans are living documents that will require attention throughout the Strategic Business Plan’s cycle, meant to be regularly reviewed and amended as required. Strategic Services will program the online reporting tool with the first cue for Positions Accountable to make a progress entry in May 2021 and the first progress report available June 2021.Internal and external communication of the plan will proceed according to the previously submitted attachment “Publicizing the Plan” (PSB Report #2021-030). Strategic Priorities and/or Operations Plan
As the civilian governance body for the Waterloo Regional Police Service, the Police Services Board provides governance, oversight and guidance with a view to ensuring effective service delivery to the community in accordance with the Ontario Police Services Act. Financial and/or Risk Implications
Nil Attachments
Nil
Prepared By: Amanda Franceschini, Strategic Planner, Strategic Services Branch Marg Gloade, Manager, Strategic Services Branch
Approved By: Bryan M. Larkin, Chief of Police
Page 5 of 5
096 Report: 2021-065
Subject: December 2020 Financial Variance Report
From: Finance Unit Finance and Assets Branch
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only. Summary
This report provides the Board with the Operating and Capital variance results as of December 31, 2020. Report
Attached to this report in Appendix A is the December 2020 Operating variance report for the Waterloo Regional Police Service (WRPS). Total expenditures for 2020 are $195,305K or 97% of the approved budget while revenues are $18,359K or 87%. The total net levy for December 2020 is $176,946K or 98% of the budget. The positive variance was largely driven through staffing vacancies.
Appendix A provides the Operating variance information for 2019, while Appendix B provides details of the revenue amounts received and accrued to date.
In order for the Region of Waterloo to complete the 2020 financial statements, direction was provided to the Region to transfer the Operating positive variance to the Capital Reserve which is within the authority of the Finance and Assets Director in the Reserve and Reserve Fund Management Policy to facilitate the year-end closing in advance of the Board report. The Region Finance Department presented to Regional Council on March 24 to approve the preliminary results for the purposes of preparing the audited financial statements. The General Reserve, which serves as a stabilization reserve is at its targeted balance of $2,000K. Given this, the Operating positive variance was transferred to the Capital Reserve, which can be used to offset future debentures for Capital projects. The Capital Reserve balance, including the 2020 Operating positive variance, was $13,200K as at December 31, 2020. A report will be presented to the Board in May for a Reserve and Reserve Funds Update. The report will include all
Page 1 of 11 097 Report: 2021-065
WRPS Reserve and Reserve Funds balances with a comparison to target and will review whether transfers between reserves are recommended.
For the Operating budget, the following comments address expenditure and revenue variances of plus or minus $100,000 for 2020. Staffing Costs
Since staffing cost expenditures account for over 90% of the total budget, a summary of full time equivalents (FTE) as at December 31, 2020 is shown below:
Positions 2020 Funded Actuals Authorized Variance Above
Sworn 770 788 18 8
Civilian 359 380 21 0
Total Full Time Permanent 1,129 1,168 39 8
Permanent Part Time Civilians 18 24.8 *
Temporary Full Time Civilians 18 16.1 (1.9)
*For permanent part-time the actuals are based upon headcount, whereby, the authorized is based upon a full time equivalent (FTE) so a direct variance cannot be done. There are currently eight positions funded above authorized sworn complement due to secondments to other agencies such as the Ontario Police College (OPC), and Provincial task forces.
The sworn actuals are below authorized strength by eighteen (18), due to vacant expansion positions, retirements, and resignations. There are twelve (12) new recruits included in the actuals that are currently attending OPC.
Civilians are under authorized complement by twenty-one (21), due to positions unfilled, retirements, resignations and sworn positions not yet transitioned to civilianization. Temporary full-time civilian members are above authorized by two (2) positions and thereby over budget to date as they backfill permanent civilian position vacancies or members that are absent from work due to medical reasons or other approved leaves. Permanent part-time civilians are under budgeted dollars to date by approximately $983K due partly to lower hours required as a result of the pandemic.
Page 2 of 11
098 Report: 2021-065
Salaries and wages are $5,057K under budget year to date due primarily to savings in full-time salaries as a result of positions not filled, maternity/paternity leaves, and retirements/resignations. As noted above, for both sworn and civilian, the actual complement is lower than authorized by thirty-nine (39) positions resulting in significant savings. Although vacancies have reduced from 2019 levels of fifty-four (54). The number of retirements continue to be higher than previous years causing ongoing natural vacancies despite the new recruit classes. Due to the pandemic, recruitment was temporarily delayed except for critical positions. Although recruitment has returned to pre-pandemic levels, there continues to be increased savings from continued vacancies. An allocation has been included in the 2020 results for an estimated salary increase given the collective agreement expired in 2019.
Overtime is over budget by $1,010K, however, has reduced from 2019 levels by 48% or 74,390 hours primarily due to the new shift schedule in 2020. Overtime continued to be impacted by vacancies, the need to double up officers responding to calls during to the Voice Radio contingency plan, which ended in October, and the OPC revised summer schedule for the new recruit class. Effective 2020, any banked overtime was accrued in the financial results to be in accordance with accounting standards.
Recoverable paid duty compensation is under budget by $608K to date due to the pandemic, which paused the provision of paid duty services for a period of time. Paid duty request prioritization continues to be assessed before they are proceeding.
Benefits are $364K over budget due primarily to actual discretionary medical and dental benefits rates being higher than budgeted rates, higher workplace safety and insurance board (WSIB) costs offset by staffing vacancies.
Other Allowance and Benefits Other Allowance and Benefits are net overspent by $250K. This overspending is primarily due to eligible retired member’s lump sum payments or salary continuance sick leave payments being higher than anticipated and unbudgeted employee settlement agreements offset by lower than planned training expenses.
Materials and Supplies Materials and Supplies are lower than budget by $615K mainly due to fuel savings from reduced consumption as a result of the Voice Radio Contingency Plan requiring officers to double up in vehicles, reduced administrative fleet use due to the pandemic, lower than budgeted gasoline rate, and lower uniform purchases to date.
Maintenance and Repairs Maintenance and Repairs are under budget to date by $248K as a result of timing of the new Voice Radio system maintenance costs, Service-wide equipment maintenance and limited facility renovations to date.
Small Equipment (PRIDE, Fire and Grants) Small Equipment purchased for cost recovery programs only (PRIDE, Fire Services CAD, Voice Radio, grants) is lower than planned by $144K. All other equipment
Page 3 of 11
099 Report: 2021-065 purchases are captured in the Capital Budget. This will be offset by lower revenue for a net impact of only the WRPS component for PRIDE and Voice Radio.
Fees Fees year to date net underspending of $223K is a result of lower external consultation usage for internal projects, lower software maintenance fees for PRIDE and the Fire Services CAD project. This is offset by higher legal fees.
Rents Rent expenses were lower than budget by $127K due to various expenses being lower than budget including equipment, parking, voice radio land leases and vehicle rentals.
Financial Expenses There was a spring debenture for the New Central (200 Frederick Street) project to take advantage of lower rates expected to increase in the future which caused an overall negative variance to budget of $148K. $58K relates to Regional Development Charge (RDC) debenture issues which is offset in revenue as a recovery from the reserve for a net impact of zero.
Communication Costs Communication Costs are under budget by $307K due primarily to savings realized from lower promotion expenditures than planned due to the pandemic, telephone, PRIDE NG911 and cellular contracts.
Meetings and Travel Meetings and Travel are underspent by $477K compared to plan due to lower expenditures on meeting, event and training conference expenses, which have been severely reduced due to the pandemic.
Interdepartmental Charges From Interdepartmental charges from the Region of Waterloo are under budget by $222K. This was primarily due primarily to lower fleet maintenance expenses which is impacted by lower vehicle usage from the Voice Radio contingency plan, which required officers to double up per vehicle which was in place until October, as well as lower vehicle use due to the pandemic.
Interfund Transfers (Reserves) Interfund Transfers (Reserves) show a negative variance to budget by $846K which represents the positive variance from the Voice Radio chargeback model being transferred to the Voice Radio reserve. In 2020, the new Regional wide P25 Voice Radio system is now managed by WRPS and each agency that utilizes the system is charged a rate quarterly. As per the Voice Radio draft agreement, any positive variance will be put in a reserve that could be utilized towards future replacement of the system. There is no impact on the net levy of the WRPS.
Page 4 of 11
100 Report: 2021-065
Revenue Overall revenue is under budget by $2,695K or 13%. Sale of Police reports is under budget by $304K due to the pause of record check sales, with the exception of essential workers, during the initial stages of the pandemic. Alarm revenues are under budget by $137K due a reduction in the number of false alarms requiring attendance by an officer. Sales of Police Services (Paid Duty) is also under budget by $925K due to the pandemic, although this is offset by savings on compensation paid to provide these services. Community Policing grants are under budget by $174K due to the timing of the spend of our grant agreements in 2020. Cost recovery was less than budget for PRIDE by $9K and the Fire Services Computer Aided Dispatch (CAD) project by $392K partly due the vacancy of one position throughout 2020. Miscellaneous Revenue is under budget due to a Ministry secondment ending (net impact is zero). Lastly, due to the overall Operating budget positive variance, a transfer from the benefit stabilization reserve to phase in benefit cost increases was not completed causing the Interfund Contributions (Reserves) to be under budget by $715K.
Capital Variance Results
The Capital variance results can be found in Appendix C. This report identifies the 2019 budget carry forward, 2020 Budget and final expenditures for each project.
As of December 31, $9,795K has been spent year to date on capital expenditures including fleet replacements, facility costs, the voice radio system and the procurement of equipment and furniture. 34% of the capital budget was spent by year-end. An additional $16,946K of budget will be carried forward to 2021.
Fleet: For Project 50000, which includes regular lifecycle replacement of fleet and the associated outfitting costs, fifty-three (53) vehicles were replaced in 2020 and two (2) vehicles have been ordered and will arrive in 2021. A budget amount of $733K is carried forward to 2021 for the two remaining vehicles and associated outfitting costs that still need to be completed. This resulted in savings to the budget of $297K in 2020. Through utilization reviews, two (2) vehicles have been reduced from the fleet. For Project 50004, an additional eight (8) vehicles were identified as needed to support the expansion positions in the 2019 budget. All of the vehicles and the associated outfitting costs have been completed resulting in a $28K savings.
Information Technology and Voice Radio: Expenditures to date relate to the administrative phone system replacement, internal communication platform (WRPS TV), remote access/security and business intelligence tool projects. Monies ($1,224K) related to enhancements to the Human Resource Information System (HRIS), the Body-Worn Video (BWV), In-Car Video (ICV), Disaster Recovery and Mobile Strategy were carried forward to 2021.
Credits were received for end user gear equipment (50011) in 2020 and remaining $365K will be completed and carried forward into 2021. The implementation of the new
Page 5 of 11
101 Report: 2021-065
P25 system across the Region continues to be in progress (50045) and $3,360K of budget will be carried forward into 2021, where this project is expected to conclude.
Equipment and Furniture: In 2020, $87K of furniture expenses were recognized in 2020 and $132K was carried forward to 2021. $1,811K has been spent to date on equipment which includes lifecycle replacement of IT, soft body armour, use of force, Emergency Response Team and Criminal Intelligence equipment. $392K of budget will be carried forward to 2021 for outstanding commitments.
Facilities Program Area: To date, $3,151K has been spent in 2020 on program area building renovations/additions.
The 2020 budget included monies outstanding for North Division facility window deficiencies (50022) and this work is now scheduled for completion in 2021 so the unused budget of $395K will be carried forward. Budget overruns have been funded by facility renewal budgets (75014).
The re-design of the Headquarters building front entrance area (50044) to enhance security construction will be complete in the spring of 2021. It is anticipated that the project will close with $62K of savings.
The construction of a new Central Division (50046) has completed the design phase and the construction contract was awarded and will commence in the spring of 2021. All unused budget ($7,336K) has been carried forward to 2021. The anticipated completion date is 2022.
The expansion of parking, implementation of sidewalks and crossing areas at the Headquarters campus (50052) has now received site plan approval and construction will occur in phases over 2021 and 2022. All budget not spent in 2020 ($409K) will be carried forward to 2021.
Implementation of an electric vehicle charging station at Headquarters (50063) has been completed at the cost of $59K in 2020. This included both the charging station equipment and increasing the electrical capacity in the Headquarters building to support the system.
Project 50068 includes security upgrades to the Investigative Services building and select areas of the Headquarters building, including card access system upgrades, paging system and implementation of security cameras. There will be carry forward of $166K positive variance budget from 50048 Equipment for the completion of the project in 2021. A ten-year plan has been developed to implement prioritized recommendations from security assessments at all of the facilities.
Page 6 of 11
102 Report: 2021-065
Lastly, Evidence Management facility upgrades (50069) at Headquarters and South Division were not completed in 2020 and $160K will be carried forward to 2021. This project is to address internal audit recommendations to improve the existing internal controls over collection, preservation and disposition of property and evidence. Consultation work commenced, but due to lack of capacity of the WRPS Facilities Unit, this project was deferred to 2021.
Facilities Managed Capital Renewal: Regional Facilities owns and maintains WRPS buildings and required lifecycle replacement to existing building envelopes are funded from Facilities Renewal projects.
Completed projects included exterior signage replacement at South Division, stair tread replacement at Headquarters and Investigative Services buildings, HVAC work at Headquarters and the Police Reporting Centre and other general painting and refresh projects at various facilities. Budget carryforward to 2021 totals $1,343K to conclude projects that had not yet concluded. Strategic Priorities and/or Operations Plan
This report supports the Strategic Business Plan goal to proactively plan for long-term organizational growth and its financial requirements, aligned with the objective of responsible spending and accountability Financial and/or Risk Implications
The financial position will continue to be monitored by the Finance team throughout 2021.
Attachments
• Appendix A – Statement of Expenditure and Revenue for the period ending December 31, 2020 • Appendix B – Statement of Revenue Details for the period ending December 31, 2020 • Appendix C – Capital Variance Report for the period ending December 31, 2020
Prepared By: Kirsten Hand, Director, Finance and Assets Branch Susan Wilson, Manager, Finance Unit
Approved By: Bryan Larkin, Chief of Police
Page 7 of 11
103 Report: 2021-065
Appendix A: Statement of Expenditure and Revenue for the period ending December 31, 2020
2020 2020 2020 % 2020 2019 YTD YTD Variance Variance Annual YTD Actuals Budget (over) / under (over) / under Budget Actuals EXPENDITURES Salaries & Wages 125,157,079 130,213,583 5,056,504 3.9% 130,213,583 125,260,440 Benefits 36,353,475 35,989,211 (364,264) (1.0%) 35,989,211 31,295,159 Staffing Costs 161,510,554 166,202,794 4,692,240 2.8% 166,202,794 156,555,599
Other Allowances & Benefits 4,190,846 3,940,793 (250,053) (6.3%) 3,940,793 4,358,684 Office Supplies 120,046 208,439 88,393 42.4% 208,439 146,278 Materials & Supplies 2,530,290 3,145,359 615,069 19.6% 3,145,359 2,544,463 Maintenance & Repairs 944,654 1,192,404 247,750 20.8% 1,192,404 589,535 Minor Vehicle Equipment 12,048 12,894 846 6.6% 12,894 3,052 Small Equipment (PRIDE, Fire and 754,630 898,683 144,053 16.0% 898,683 1,695,591 Grants) Services 1,763,775 1,735,803 (27,972) (1.6%) 1,735,803 1,275,997 Fees 4,954,839 5,178,197 223,358 4.3% 5,178,197 4,483,046 Rents 734,642 861,561 126,919 14.7% 861,561 606,659 Financial Expenses 4,580,524 4,432,064 (148,460) (3.3%) 4,432,064 4,921,516 Communication Costs 1,351,700 1,658,335 306,635 18.5% 1,658,335 1,348,120 Meetings & Travel 130,212 607,273 477,061 78.6% 607,273 436,284 Interdepartmental Charges From 5,030,251 5,252,713 222,462 4.2% 5,252,713 4,628,308 Interfund Tranfers (Reserves) 5,879,440 5,033,449 (845,991) (16.8%) 5,033,449 4,956,207 Interfund Tranfers (Insurance) 816,407 816,407 0 0.0% 816,407 747,603 Other Operating 33,794,304 34,974,374 1,180,070 3.4% 34,974,374 32,741,343
Total Expenditures 195,304,858 201,177,168 5,872,310 2.9% 201,177,168 189,296,942
REVENUES General Police Revenue 2,118,026 3,438,102 (1,320,076) (38.4%) 3,438,102 3,831,021 Ministry Grants 3,443,605 3,563,854 (120,249) (3.4%) 3,563,854 2,915,967 Court Security Upload Funding 5,331,128 5,424,559 (93,431) (1.7%) 5,424,559 5,424,559 PRIDE Revenue 2,232,841 2,242,159 (9,318) (0.4%) 2,242,159 2,020,363 Fire Services Revenue 403,344 795,838 (392,494) (49.3%) 795,838 1,235,248 Miscellaneous Revenue 3,940,700 4,041,976 (101,276) (2.5%) 4,041,976 2,462,806 Interfund Contributions (RDC) 889,639 832,010 57,629 6.9% 832,010 832,117 Interfund Contributions (Reserves) 0 715,494 (715,494) (100.0%) 715,494 0 Total Revenue 18,359,283 21,053,992 (2,694,709) (12.8%) 21,053,992 18,722,081
NET LEVY 176,945,575 180,123,176 3,177,601 1.8% 180,123,176 170,574,861
Page 8 of 11 104 Report: 2021-065
Appendix B: Statement of Revenue Details for the period ending December 31, 2020
2020 2020 2020 % 2020 2019 YTD YTD Variance Variance Annual YTD Actuals Budget over / (under) (over) / Budget Actuals under
REVENUES
FOI Fees 15,104 39,000 (23,896) (61.3%) 39,000 26,064 Sale of Police Reports 996,085 1,299,700 (303,615) (23.4%) 1,299,700 1,277,419 Alarm Revenue 78,345 215,127 (136,782) (63.6%) 215,127 539,039 Reclaimed Witness Fees 197 1,000 (803) (80.3%) 1,000 318 Sale of Police Services 675,451 1,600,073 (924,622) (57.8%) 1,600,073 1,373,645 Reclaimed Costs Prisoners 4,530 15,000 (10,470) (69.8%) 15,000 21,446 Police Miscellaneous 322,047 226,202 95,845 42.4% 226,202 367,489 Reporting Centre Reports 5,380 12,000 (6,620) (55.2%) 12,000 84,520 Found Monies 0 0 0 #DIV/0! 0 105,027 Donations 0 0 0 #DIV/0! 0 200 Auction of Unclaimed Property 20,887 30,000 (9,113) (30.4%) 30,000 35,854 General Police Revenue 2,118,026 3,438,102 (1,320,076) (38.4%) 3,438,102 3,831,021
Cannabis Legalization Implementation 350,000 350,000 0 0.0% 350,000 0 Victim Services Program 127,881 127,884 (3) (0.2%) 127,884 124,550 RIDE Program 58,843 45,000 13,843 30.8% 45,000 18,729 Community Policing Grants 2,704,523 2,878,396 (173,873) (6.0%) 2,878,396 2,622,532 Civil Remedies Grant Program 48,221 0 48,221 #DIV/0! 0 0 Area Firearms Officer Grant 154,137 162,574 (8,437) (5.2%) 162,574 150,156 Ministry Grants 3,443,605 3,563,854 (120,249) (3.4%) 3,563,854 2,915,967
Court Security Upload Funding 5,331,128 5,424,559 (93,431) (1.7%) 5,424,559 5,424,559 PRIDE Revenue 2,232,841 2,242,159 (9,318) (0.4%) 2,242,159 2,020,363 Fire Services Revenue 403,344 795,838 (392,494) (49.3%) 795,838 1,235,249 Miscellaneous Revenue 3,940,700 4,041,976 (101,276) (2.5%) 4,041,976 2,462,805 Interfund Contributions (RDC) 889,639 832,010 57,629 6.9% 832,010 832,117 Interfund Contributions (Reserves) 0 715,494 (715,494) (100.0%) 715,494 0 Total Revenue 18,359,283 21,053,992 (2,694,709) (12.8%) 21,053,992 18,722,081
Page 9 of 11
105 Report: 2021-065
Appendix C: Capital Variance Report for the period ending December 31, 2020
2019 Budget Percent Budget Carry Carry 2020 Total Budget Remaining Forward to Project Description Forward Budget Budget Actuals Remaining % 2021
PROGRAM AREA CAPITAL Fleet:
50000 Police Vehicles and Equipment 343,819 2,991,000 3,334,819 2,304,713 1,030,106 30.9% 733,000
50004 Police Vehicles - Growth 338,667 - 338,667 310,787 27,880 8.2% - Information Technology:
50003 PRIDE - - - - - #DIV/0! -
50005 Information Technology 1,648,000 2,009,367 3,657,367 725,490 2,931,877 80.2% 1,224,000
50016 Business Intelligence Tool 486,500 1,000,000 1,486,500 650,446 836,054 56.2% 836,054 Voice Radio:
50011 Voice Radio Equipment (122,000) 122,000 - (405,046) 405,046 #DIV/0! 365,000
50045 WRPS Voice Radio Infrastructure 2,850,813 1,070,000 3,920,813 560,501 3,360,312 85.7% 3,360,312 Equipment and Furniture:
50047 Police Furniture 206,317 206,317 72,207 134,110 65.0% 132,000
50060 Police Furniture - Growth 12,344 - 12,344 15,064 (2,720) -22.0%
50048 Police Equipment 310,956 2,210,573 2,521,529 1,761,127 760,402 30.2% 392,000
50061 Police Equipment - Growth 78,657 - 78,657 49,790 28,867 36.7% Facilities:
50022 Replacement of North Division 415,615 - 415,615 20,998 394,617 94.9% 394,617
50044 Headquarters Security Upgrades 602,694 406,805 1,009,499 851,638 157,861 15.6% 96,000 50046 New Central Division (200 Frederick St.) 4,150,123 5,000,000 9,150,123 1,814,315 7,335,808 80.2% 7,335,808
Page 10 of 11
106 Report: 2021-065
2019 Budget Percent Budget Carry Carry 2020 Total Budget Remaining Forward to Project Description Forward Budget Budget Actuals Remaining % 2021 2019 Budget Percent Budget Carry Carry 2020 Total Budget Remaining Forward to Project Description Forward Budget Budget Actuals Remaining % 2021
50052 Headquarters Parking Upgrades 450,000 450,000 41,461 408,539 90.8% 408,539
50063 Electric Vehicle Charging Stations 24,331 32,000 56,331 58,668 (2,337) -4.1%
50068 Facility Security Upgrades 250,000 100,000 350,000 364,162 (14,162) -4.0% 165,925 50069 Evidence Management Facilities Upgrades 160,000 160,000 - 160,000 100.0% 160,000
Total Program Area Capital 11,390,519 15,758,062 27,148,581 9,196,321 17,952,260 66.1% 15,603,255 FACILITIES MANAGED CAPITAL RENEWAL 75011 Police Central Division Renewal - - - - #DIV/0! 75012 Firearms Training Facility Renewal 25,850 25,850 39,214 (13,364) -51.7% - 75013 Police South Division Renewal 10,000 153,010 163,010 79,598 83,412 51.2% 83,000 75014 Police North Division Renewal 11,000 185,966 196,966 31,778 165,188 83.9% 165,000 75016 Police Headquarters Renewal 353,000 623,810 976,810 397,077 579,733 59.3% 579,000 75017 Police Investigative Services Renewal 500,225 500,225 32,071 468,154 93.6% 468,000 75018 Police Reporting Centre Renewal 15,000 53,350 68,350 19,431 48,919 71.6% 48,000
Total Facilities Managed Capital Renewal 389,000 1,542,211 1,931,211 599,170 1,332,041 69.0% 1,343,000
Total 11,779,519 17,300,273 29,079,792 9,795,491 19,284,301 66.3% 16,946,255
Page 11 of 11
107 Report: 2021-080
Subject: T2021-04 Supply and Delivery of 9mm Glock Handguns
From: Materials Management and Fleet Unit Finance and Assets Branch
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
That the Waterloo Regional Police Service Board accept the tender of Rampart Corporation for T2021-04 Supply and Delivery of 9mm Glock Handguns for a contract period of five (5) years commencing from May 1, 2021 to April 30, 2026 with the option to renew for one (1) additional five (5) year period in the amount of $353,910.00 plus all applicable taxes as set out in report # 2021-080 dated April 21, 2021. Summary
The Equipment and Use of Force Regulation 926, under the Police Services Act, sets out requirements in relation to the use of force, including use of approved weapons, training, reporting and use/technical specifications for handguns. After a careful study of various handguns and manufacturers, between 2003 and 2006 the Service completed a transition from a .40cal Beretta to a .40cal Glock handgun. These handguns have reached the end of their service life and must be replaced. Over the last several years, Canadian police agencies have been transitioning away from .40cal to 9mm handguns. As such, procurement of the .40cal model and its ammunition has become increasingly challenging. There is a reduced cost associated with the 9mm ammunition, which is more environmentally friendly. It is anticipated that as agencies continue a transition away from the .40cal model, this ammunition cost differential will continue to increase.
The Service initiated plans to transition to 9mm Glock handguns in 2018 as part of a regular equipment replacement program. The roll-out began in 2020 with emphasis on Training and Education Branch members, the Emergency Response Team and new recruits.
The organizational decision to remain with Glock for this equipment replacement program was based primarily on a cost containment strategy, in addition to our Service’s experience in assessing the model’s durability and reliability since 2003.
Page 1 of 3 108 Report: 2021-080
Glock is the handgun manufacturer for the majority of law enforcement agencies in North America. Remaining with Glock will also have advantage in both the ease and cost of transition. The new handgun fits in the current holster, eliminating the need for further equipment replacement ($125 ea.). The ease of involved training will result in saving both time and ammunition.
It is planned that the remaining officers will be transitioned to the new 9mm model during In Service Training in 2021. Report
Tenders were called for (T2021-04 Supply and Delivery of 9mm Glock Handguns) and were advertised on the Ontario Public Buyers Association website and on the Board’s website. The tenders were received and opened through the e-bidding system and reviewed by Materials Management and program area staff. The following tender was received:
Rampart Corporation Ottawa, ON $353,910.00
The work under this contract includes the supply and delivery of five hundred and two (502) 9mm Glock Handguns in 2021. Parts and accessory pricing was provided as provisional pricing for budget planning purposes. Estimated volumes over the next four (4) years of the contract will vary depending on the number of additional officers hired and the life span of the existing handguns. An estimate of ten (10) units per year was provided as a forecast. Purchasing Bylaw #18-02, Part IV Acquisitions, 9. states:
9. (1) Where a requirement for goods or services is estimated to exceed $150,000, but less than $1,000,001 in value, the Chief Purchasing Officer shall acquire the goods or services by advertising for tenders.
(2) Where tenders are called for under this section, the Chief shall have the authority to accept a tender provided that the tender is compliant and it has the best overall cost.
(3) Notwithstanding subsection (2) of this section, only the Board shall have the authority to accept a tender if,
(a) two (2) or less tenders are submitted in response to a call for tenders; or (b) the tender with the best overall cost that is compliant exceeds the budget for the acquisition of the goods or services and approval from the Board to increase the budget is desired.
Page 2 of 3
109 Report: 2021-080
As only one (1) submission was received we are required to bring this report to the Board for approval.
The final date of acceptance for this tender is July 12, 2021. Strategic Priorities and/or Operations Plan
This report supports the Strategic Business Plan goal to proactively plan for long-term organizational growth and its financial requirements, aligned with the objective of responsible spending and accountability Financial and/or Risk Implications
Costs are as follows:
Glock purchase (502 units) $353,900
Sub-total $353,900
Plus: Applicable Net HST of 1.76% $6,200
Total $360,100
The Board’s approved 2021 Capital Program includes a budget of $395,040 for Equipment (Project #50048) to be funded from the Capital reserve. Anticipated savings associated with 9mm ammunition are estimated to be $12K per year due to lower unit prices. These savings would be reflected in the 2022 Budget, provided that current pricing remains stable. There will be no additional costs associated with new holsters. Further, in achieving compliance with Ministry training standards, there are no additional training costs to facilitate this transition beyond what is required for annual requalification. As outlined in Report 2021-095: 2021 Quarterly Use of Force Statistical Report – Q1, the WRPS Training & Education Branch continues to make significant strides in developing modernized and effective approaches to solidify our Service’s commitment to de-escalation and respectful communication as the cornerstone of all interactions with members of the public.
Prepared By: Scott Agnello, Manager, Materials Management & Fleet Kirsten Hand, Director of Finance and Assets Jason Boutcher, Inspector, Training and Education Branch
Approved By: Bryan M. Larkin, Chief of Police
Page 3 of 3
110 Report: 2021-095
Subject: 2021 Quarterly Use of Force Statistical Report – Q1
From: Member Services Division Professional Development Division Training and Education Branch
To: The Chair and Members of the Waterloo Regional Police Services Board
Date: April 21, 2021
Recommendation
For information only.
Summary
This report provides a statistical summary of interactions with Waterloo Regional Police Service (WRPS) officers and the public where intervention with an individual or individuals met the requirements for the completion of a Use of Force Report by regulation or procedure. This is the first report which adopts quarterly reporting versus semi-annual and is a step towards the alignment of this reporting with race-based data reporting and analysis. Data from Q4 2020 has been extracted and presented for comparative purposes.
This report provides statistics on incidents meeting the reporting requirement outlined in the Police Services Act (PSA), Reg. 926. Additionally, the WRPS significantly expands upon the PSA requirements for reporting in its Use of Force Procedure, criteria for both are set out in Appendix A. This is done in an effort to better capture incidents in which intervention techniques were required in order to evaluate these and determine if there is need for further individual or Service-wide training. The combined total of incidents for which a report is required both by the PSA and WRPS procedure are herein referred to as reportable incidents.
1A reportable incident may generate several Use of Force Reports as multiple officers respond, each of which are required to complete a Use of Force Report. Further, as officers transition from one use of force option to another in response to changes in a subjects profiled behaviour this will further generate an additional use of force ‘incident’ (e.g., transition from a firearm to a CEW will result in a firearms ‘incident’ and a CEW ‘incident’ being generated for this report. The Special Response Unit (SRU) is the only unit permitted to complete a Team Use of Force Report.
Page 1 of 21 111 Report: 2021-095
During the first quarter of 2021, 92 reportable incidents occurred which resulted in 122 Use of Force Reports. Each report is reviewed and the actions of the reporting officer are analyzed by the platoon Staff Sergeant, the Divisional or Branch/Unit Inspector then members of the Training and Education Branch. From this review, officers were found to be utilizing good judgment and de-escalation techniques when required and intervention methods were found to be in compliance with regulation and procedure. The total number of police occurrences in the first quarter of 2021 have decreased slightly relative to the last quarter of 2020; 72,072 versus 74,234. Arrests during this period however have increased from 2,703 to 3,234. Use of Force Incidents are up from 75 to 92 with corresponding Use of Force Reports down from 135 to 122.
Of note, there were 23 team Use of Force Reports completed by the Emergency Response Team for the execution of warrants in this quarter versus 8 in the last quarter of 2020. Seven of these were providing assistance to other police services.
It is important to consider these numbers within the context of legislative or WRPS procedural requirements to complete a report. Reports are required, in the case of firearms and Conducted Energy Weapons (CEWs), for every incident when these are drawn or demonstrated in the presence of a member of the public. Handguns drawn and pointed in this period were very similar to the last quarter while the deployment of CEWs has increased. Further, officers have not discharged their firearms (with the exception of the humane dispatch of animals or in training) during this period. Officer injuries have increased from 3 to 6 with subject injuries decreasing from 10 to 8. There were no injuries reported as serious during this period. Recall that minor injuries increased considerably from 2019 to 2020, primarily due to the removal of CEW probes by Paramedics being classified as a minor injury.
Beginning on January 1, 2020, officer perception of subject race became a reportable category in Use of Force incidents. The collection and analysis of this data is part of the provincial and the WRPS commitment to transparency and accountability and supports our Equity, Inclusion & Diversity Strategic Plan (2019-2022). In time, this data will be integrated into the comprehensive WRPS Race-Based Data Collection Strategy, which is currently under development.
The Training and Education Branch will continue to monitor submissions of Use of Force Reports to ensure the accuracy of our statistics. Further de-escalation training will remain a cornerstone feature of our intervention training.
Page 2 of 21
112 Report: 2021-095
Report
1. Police Response
Officer intervention is governed in the Province of Ontario by the Ontario Use of Force Model (2004). Appendix B provides a copy of the Model and some discussion. This model is the foundation of intervention training provided to officers and officers are tested on it annually. While this model is referred to as the Use of Force Model, it governs all interventions with members of our community and includes officer responses which are present in all interactions, specifically Officer Presence and Communication. These form the foundation of de-escalation. In the period covered by this report, WRPS officers were involved in 72,072 occurrences resulting in 3,234 arrests and, of these, 92 reportable incidents.
While de-escalation has been the cornerstone for police interaction for some time, the WRPS increased the ongoing emphasis on this element in annual In Service Training and associated intervention scenarios. In 2016, the Service purchased a computer aided simulation tool to further reinforce and refine these skills.
Figure 1. Summary of 2021 Q1 Use of Force Reports and incidents.
1 Data provided by WRPS Strategic Services Branch, Planning and Project Management, 2020. 2 Since some incidents require the attendance of more than one officer and each officer must submit their own Use of Force report, there are more reports than there are incidents. 3 Team reports represent specialized teams which submit one Use of Force report for one coordinated incident (e.g. The Special Response Unit)
In comparison to the last quarter of 2020, there were 2,162 fewer police occurrences, and 531 more arrests. It is believed that current public health measures to address the spread of COVID-19 continue have a downward impact on call volume.
Page 3 of 21
113 Report: 2021-095
The number of Use of Force Reports submitted by officers in this quarter has decreased by 13 relative to the last quarter of 2020. Use of Force Reports increased considerably between 2019 and 2020, primarily due to an increased emphasis during In Service Training to complete a Use of Force Report each time the CEW is removed from its holster in the presence of the public, clearing up some ambiguity which may have existed around the procedural language of a ‘demonstrated force presence’ (see Figure 4 for an overview of CEW deployment). While it is believed that these factors affected reporting and incidents, it is important to recognize that during this period, these incidents occurred in only about 0.1% of police occurrences. Due to this small number, it is expected that percentage changes over time may fluctuate, sometimes significantly, for reasons which defy systematic explanation and be attributable solely to the variability of situations encountered during a specified time period.
Use of Force Report Analysis
Officers interacted with members of the public in 72,072 occurrences during the first quarter of 2021. As a result, 3,234 arrests were made. During these interactions, reportable incidents occurred 92 times (patrol and team incidents combined, and not including animal calls).
Figure 2. This graph displays the type of occurrences attended by patrol officers in the first quarter of 2021, which resulted in the generation of a Use of Force Report versus the last quarter of 2020. “Dangerous Weapons” calls for service resulted in the greatest need for use of force in each period, followed by Warrant Executions which increased considerably.
Page 4 of 21
114 Report: 2021-095
2. Use of Force Options
Figure 3. This figure provides a summary of the reported application of each individual use of force option. Special Response Unit Team Reports and the humane destruction of an animal are not included in these numbers.
Figure 4. Includes Conducted Energy Weapon (CEW) statistics.
Page 5 of 21
115 Report: 2021-095
a. Firearms Firearm deployment which includes handguns and carbines rifles remained relatively consistent between the first quarter of 2021 relative to the last quarter of 2020. It was noted in previous reports that 2020 saw a reverse in the decline of the deployment (drawn, pointed) of both handguns and carbine rifles year over year. Although, continued examination of this trend is required over time, it is important to note that there has been a significant increase over the last year of reports coming from Dangerous Weapons calls. Importantly, the number of times that an officer was required to discharge their firearm at a subject remains zero.
b. Oleoresin Capsicum (OC)
The minimal use of OC continues to remain the same as the past three years. In the first quarter of 2021, there was no applications of OC spray. The lack of OC use by patrol officers is expected and directly related to the increased use of the conducted energy weapon (CEW) as an intermediate use of force option.
c. Baton
The baton was not used in the first quarter of 2021. Again, as above, this is expected due to officer preference towards CEW use as an intermediate use of force option.
d. Physical Control
Reported incidents of officers using physical control to effect the arrest of a subject has remained mostly unchanged. This can be attributed to officers using soft physical control techniques (i.e., effective holds and grappling), in conjunction with the use of the CEW to safely control and arrest a subject.
e. Conducted Energy Weapon (CEW)
The use of the CEW is often used as a means to de-escalate a situation and often negates the need to use other use of force options. It also creates safe and advantageous space away from a violent or potentially deadly subject. A marked increase was noted in the reporting of CEWs being drawn from their holster between 2019 and 2020. It is believed that this is due to an increased emphasis during In Service Training to complete a report each time the CEW is removed in the presence of the public, which clears up some ambiguity that may have existed around the procedural language of a ‘demonstrated force presence’.
f. Canine
In the first quarter of 2021, there was one occurrence involving Canine use of force versus three in the last quarter of 2020.
Page 6 of 21
116 Report: 2021-095
3. Injuries During Intervention
Figure 5. Summary of injuries resulting from officers’ intervention.
There were 8 injuries to subjects reported as a result of force being applied in the first quarter of 2021, which is a decrease from 10 in the last quarter of 2020. Officer injuries increased during these periods from 3 to 6. Minor injuries increased considerably from 2019 to 2020 due to instruction from the Training and Education Branch to categorize CEW application where probes are deployed into the subject’s skin as a ‘minor injury’, as ROW Paramedic Services are required to remove the CEW probes. There were no serious injuries of subjects or officers during this reporting period.
4. Officer Perception of Subject Race Figure 6. This figure displays the perceived race of subjects in the Use of Force incidents since January 1st 2020 when the collection of this data began.
Each incident that necessitates the submission of a Use of Force report is evaluated on a case-by-case basis (Appendix C). Figure 2 on page 4 illustrates the type of occurrences in the first quarter of 2021 attended by patrol officers which resulted in the generation of a Use of Force Report versus the last quarter of 2020. As stated previously, it is important to understand that several Use of Force Reports may be generated by one reportable incident.
Page 7 of 21
117 Report: 2021-095
Given that “perception of subject race” has recently been incorporated into this report, coupled with a very small data set, the ability to conduct a detailed comparative or trend analysis on the measure of perceived race is currently limited.
The incorporation of race-based data is part of the provincial and WRPS commitment to the principles of transparency and accountability and the WRPS Equity, Inclusion & Diversity (EID) Strategic Plan (2019-2022).
Future reports will allow for consistent comparisons that will be encompassed in a comprehensive WRPS Race-Based Data Collection Strategy to address the existence of systemic issues and race-based disproportionality.
5. Analysis and Future Action The provincially mandated Use of Force Report, remains a valuable tool in analysing officers’ actions during reportable incidents relative to legislative or procedural requirements.
While aggregate analysis is important and illuminating, it remains crucial for individual encounters to be evaluated on a case-by-case basis. Appendix C provides a catalogue of 2021 Q1 reportable incidents in chronological order. Each row represents a police generated occurrence and lists (a) the subjects’ perceived race (where OR is shown this indicates discrepancy of perceived race by different responding officers) (b) how the occurrence was generated (c) the type of incident (d) the subjects’ behaviour as profiled by the officer (see Appendix B) and (e) the officer response based on this behaviour.
To assist in understanding how officers came to interact with subjects which resulted in a reportable incident, the following chart (Figure 8) is provided. This chart is broken down into four categories. Percentages relative to the last quarter of 2020 are: (i) incidents in which police responded after a complaint by a citizen (65% vs. 77%), (ii) arrest or search warrants for which judicial authorization has been granted (22% vs. 14%), (iii) officer generated incidents which are those which began by an officer observation or action such as a traffic stop (5% vs. 7%), and (iv) assisting other agencies (8% vs. 2%).
Page 8 of 21
118 Report: 2021-095
A number of initiatives directly connected to the Use of Force reporting are currently underway. These include the following:
1. Intervention analysis and reporting will be integrated into the WRPS Equity, Inclusion and Diversity Strategic Plan
2. Anti-Racism Training is being provided in 2021 to support a culture of diversity competent members
3. The Service has provided Implicit Bias training to all of its members (2019-2020). This training will continue to be reinforced and has been integrated into the intervention element of In Service Training to incorporate it into the organizational culture. a. Leadership training currently underway at the Senior and Mid-Leader level will continue to incorporate Implicit Bias training as well.
4. This report will be aligned with the WRPS Race-Based Data Collection Strategy. a. The current tools for data collection and analysis will be examined to identify those more appropriate for our current needs. External academic partnerships are currently being explored.
Strategic Priorities and/or Operations Plan
Consistent with our values of continuous improvement and accountability, our Service is committed to striving to achieve excellence in every aspect of policing. Effective intervention by WRPS officers is a testament to how the Training and Education Branch is offering the tools and training to facilitate a high standard of public service and to support a safe community.
Page 9 of 21
119 Report: 2021-095
Financial and/or Risk Implications
Nil Attachments
• Appendix A: Use of Force Report Requirement • Appendix B: Use of Force Framework • Appendix C: Raw Data for Occurrence Type
Prepared By: Jason Boutcher, Inspector, Training and Education Branch
Approved By: Bryan M. Larkin, Chief of Police
Page 10 of 21
120 Report: 2021-095
Appendix A
Use of Force Report Requirement
Police Services Act, R.R.O. 1990, Regulation 926 states:
14.5(1) A member of a police force shall submit a report whenever the member,
a) draws a handgun in the presence of a member of the public, excluding a member of the police force who is on duty, points a firearm at a person or discharges a firearm; b) uses a weapon other than a firearm on another person; or c) uses physical force on another person that results in an injury requiring medical attention.
WRPS Use of Force Procedure, Q. Use of Force Reporting – Members. In addition to what is stated in the Police Services Act, the Service requires members to submit reports for the following:
1) Drawing a firearm in the presence of a member of the public, excluding a member of the Service. 2) Deploying a CEW on another person: a. As demonstrated force presence (i.e., overt display of the CEW with the intent to achieve compliance); and b. In cartridge/probe mode, three-point contact, and drive/push stun mode; 3) A police canine has inflicted injury on another person 4) This includes use of the ARWEN (Anti-Riot Weapon Enfield) by SRU
Officers are exempt from reporting use of force if performed in a training exercise, target practice at an authorized range or ordinary weapon maintenance in accordance with service procedures.
Page 11 of 21
121 Report: 2021-095
Appendix B
Use of Force Framework The Ontario Use of Force Model is a graphical representation of the various elements involved in the process by which a police officer assesses a situation and acts in a reasonable manner to ensure officer and public safety. The Model assists officers and the public to understand why and in what manner an officer may respond with force.
Use of Force Reports have been received from officers dealing with subjects they have profiled as:
• Active Resistant • Assaultive; and • Serious Bodily Harm or Death
Use of Force Options available to officers fall into the following categories:
Physical Control:
• Soft (joint manipulation) Active Resistant: The subject uses non- • Hard (Strikes, i.e. punches/kicks) assaultive physical action to resist, or while resisting an officer’s lawful direction. Intermediate Weapons: Examples would include pulling away to prevent or escape control, or overt movements such as walking toward, or • Oleoresin Capsicum (OC) away from an officer. Running away is • Baton another example of active resistant. • CEW • Arwen (SRU) Assaultive: The subject attempts to apply, or applies force to any person; attempts or Lethal Force: threatens by an act or gesture, to apply force to another person, if he/she has, or • Pistol causes that person to believe upon reasonable grounds that he/she has, • Carbine present ability to effect his/her purpose.
In addition to Officer Presence and Serious Bodily Harm or Death: The Communication, officers may respond with subject exhibits actions that the officer the following force options based on the reasonably believes are intended to, or behaviour: likely to cause serious bodily harm or death to any person. Active Resistant: Physical Control Soft/Hard, Intermediate Weapon
Page 12 of 21 Assaultive: Physical Control Soft/Hard, Intermediate Weapon
122 Report: 2021-095
Appendix C
Subject Generated By Occurrence Type Subject Officer Perceived Behavior Response Race 1 White Warrant Domestic – subject Assaultive CEW - pointed, exited residence Soft physical threatening to fight officers. 2 White Citizen Motor Vehicle-Fail to Assaultive CEW-pointed Complaint Remain. Subject located with weapon. 3 White Citizen Disturbance – ERT Assaultive CEW Drive Stun, Complaint conducted exigent entry Hard & Soft regarding possible physical control hostage taking. Subject had weapon. 4 East/South Citizen Weapons Dangerous – SBHD - Pistol - Drawn east Asian Complaint Call re intoxicated male Knife in with knife. Handgun hand drawn to clear residence. Subject not located. 5 White Citizen Weapons Dangerous – SBHD - CEW - Pointed Complaint subject with knife Edged slashing tires of vehicles Weapon at hand 6 White Warrant Drugs and Firearms SBHD - Pistol, Carbine, Firearms CEW, Arwen - believed to Drawn be at residence 7 White (2) Warrant Warrant Active CEW - Pointed, resistant Arwen Drawn 8 White (4) Assist other Warrant – ERU assist SBHD - Pistol, Carbine, service with Out of Region Shotgun Arwen, Caw - warrant. Subject in and Edged Pointed passion of firearm. weapon at hand 9 White Citizen Theft – Stolen motor SBHD - Pistol Drawn Complaint vehicle. Attempts to ram Unknown cruiser Weapons at hand
Page 13 of 21
123 Report: 2021-095
Subject Generated By Occurrence Type Subject Officer Perceived Behavior Response Race 10 Indigenous Citizen Weapons Dangerous – SBHD - CEW - Pointed Complaint intoxicated subject Edged waving knife in public. Weapon at hand 11 White Citizen Emotionally Disturbed Assaultive CEW deployed Complaint Person – subject became assaultive during attempt to apprehend under the Mental Health Act 12 White Citizen Break and Enter – SBHD - CEW - Pointed Complaint clearing building unknown weapon at hand 13 White Warrant CDSA search warrant – Active CEW Arwen - subject found hiding, resistant - Pointed uncooperative. Unknown if weapons present 14 White or Citizen Weapons Dangerous – SBHD - Arwen, Taser - Indigenous Complaint stabbing. edged pointed weapon at hand 15 White Warrant Warrant – ERU SBHD - Carbine - executed, subject Replica Pointed believe to have weapons Firearm and explosives. 16 White Citizen Theft – attempt to steal SBHD - Pistol - pointed Complaint motor vehicle with Edged weapon. Weapon at hand 17 White Citizen Weapons Dangerous – SBHD - Pistol, CEW - Complaint subject entered group Firearm Pointed home threatened (replica) at residence with firearm. hand 18 White Citizen Weapons Dangerous – SBHD - CEW - Pointed Complaint subject had known unknown weapons history, weapon at refused to show hands. hand 19 White (2) Assist Other Warrant – ERU assisted SBHD - Pistol, Carbine, Service with arrest warrant for Semi- Rifle, Arwen suspect wanted for automatic at CEW - Pointed murder. hand
Page 14 of 21
124 Report: 2021-095
Subject Generated By Occurrence Type Subject Officer Perceived Behavior Response Race 20 White Citizen Theft – subject SBHD - CEW - Drive stun Complaint assaultive armed with Weapon in shovel. hand 21 None – Assist other Warrant – related to #19. SBHD - Pistol, Carbine - subject not service ERU assisted other Semi- Drawn located Service with warrant to automatic at arrest murder suspect. hand 22 White Citizen Disturbance – Domestic Assaultive CEW - Pointed Complaint – Subject assaultive 23 White Warrant Disturbance – Other – SBHD – Pistol, Carbine, ERU executed warrant High Risk Arwen, Caw - Warrant Pointed 24 White (2) Warrant CDSA search warrant. Cooperative Arwen, Pistol - ERU executed. drawn Handgun drawn due to aggressive dog. 25 Black Citizen Disturbance – Domestic SBHD - CEW-Pointed Complaint – Subject with knife. Edged Weapon at hand 26 White Citizen Emotionally Disturbed SBHD - Pistol, CEW - Complaint Person – suicidal subject edged pointed with knife comments of weapon at ‘suicide by cop’. hand 27 White (3) Citizen Weapons Dangerous – SBHD - Carbine, Pistol, Complaint ERU assisted with Firearm and Arwen, CEW - disturbance involving Knife at Pointed knife and firearm. hand 28 White Citizen Weapons – victim struck SBHD- Patrol contain Complaint with handgun. Firearm and detain occupants. Carbine and Pistol. Patrol Clear of hotel room 29 White Citizen Suicidal subject – SBHD ARWEN Complaint subject know history of weapons 30 White Citizen Robbery – subject SBHD - Pistol - Pointed Complaint armed with knife and Edged firearm. Weapon concealed
Page 15 of 21
125 Report: 2021-095
Subject Generated By Occurrence Type Subject Officer Perceived Behavior Response Race 31 None – no Assist other Weapons Dangerous – SBHD - Carbine - Drawn subject service ERU assisted other Shots fired located. Service with shooting incident. 32 White Citizen Drugs – subject under SBHD - CEW - Complaint influence of drugs, knife Knife Demonstrated accessible. accessible force 33 White Citizen Weapons Dangerous – SBHD - Carbine - Drawn Complaint subject reported to have Firearm firearm – unfounded. accessible 34 White Citizen Warrant – ERU SBHD- CEW - deployed, Complaint executed for subject with Firearm Carbine, Pistol, firearm. Arwen - pointed 35 White Citizen Emotionally Disturbed SBHD- CEW, Arwen - Complaint Person – barricaded Edged drawn person requiring ERU Weapon and negotiators for apprehension. 36 White (3) Warrant Warrant – ERU SBHD - Carbine, Pistol, executed. Subject Unknown Arwen, CEW - believed to have weapons Pointed weapons. accessible 37 None Citizen Abduction – citizen SBHD - Carbine, Pistol, Complaint complaint of abduction Firearm at Arwen - Drawn with firearm – hand unfounded. 38 Latino Officer Traffic Stop for criminal Assaultive CEW - Initiated offence. Subject Deployment/Drive attempted to bite officer. Stun 39 White Citizen Assault/ Weapons Assaultive CEW Pointed Complaint Dangerous – subject found hiding in residence after serious assault against victim with a knife. 40 White Citizen Assault/ Weapons SBHD- Carbine, Arwen, Complaint Dangerous – ERU and Edged CEW - Drawn K9 track for subject with Weapon knife. 41 White Officer Traffic stop – subject SBHD - CEW - Pointed Initiated armed self with metal Weapon in pipe. hand
Page 16 of 21
126 Report: 2021-095
Subject Generated By Occurrence Type Subject Officer Perceived Behavior Response Race 42 White Citizen Assault – subject struck Assaultive CEW - Complaint officers with metal pipe. Deployment 43 White Citizen Disturbance – Other – Assaultive CEW - Deployed Complaint subject assaultive towards officers. 44 White (2) Warrant Weapons Dangerous – SBHD - Carbine, Pistol, ERU executed related Firearms Arwen, CEW - for firearms. Pointed 45 White Citizen Disturbance – Domestic SBHD - Bat CEW - Complaint – subject armed himself in hand Deployment with bat and struck officers. 46 White (3) Warrant Warrant – ERU Cooperative Arwen, CEW - executed. Drawn 47 White Citizen Break and Enter – SBHD - CEW - Pointed Complaint subject located unknown Unknown weapons. weapons accessible 48 White (2) Warrant Drug Warrant – ERU Potential Arwen, CEW - executed. Subject had Access to Drawn large dog for protection. weapons 49 White Warrant Emotionally Disturbed Suicidal Arwen, CEW - Person – ERU assisted. pointed Subject threatening suicide having psychotic episode. 50 White Citizen Assault/ Weapons Assaultive- K9 apprehension Complaint Dangerous – Subject Fled on foot reported to have assaulted victim with axe. 51 White Citizen Stolen Vehicle – Assaultive CEW - Pointed, Complaint assaulted officers upon Hard Physical arrest. control 52 White Citizen Emotionally Disturbed SBHD - Pistol - pointed Complaint Person – subject suicidal Edged armed with knife. weapon in hand 53 White (2) Warrant CDSA search warrant – Assaultive ARWEN drawn ERU executed, subject know to have weapons
Page 17 of 21
127 Report: 2021-095
Subject Generated By Occurrence Type Subject Officer Perceived Behavior Response Race 54 White (3) Warrant Weapons Dangerous – SBHD - Carbine, Pistol, ERU executed. One shotgun Arwen, CEW - subject known to have accessible Pointed access to firearms. 55 White Warrant CDSA search warrant – SBHD - Pistol - Drawn subject uncooperative Subject would not show hands. known to possess weapons 56 Middle Citizen Disturbance – Domestic SBHD - Arwen - Drawn Eastern Complaint – intoxicated subject Edged with knife. ERU weapon in assisted. hand 57 Black Citizen Weapons Dangerous – SBHD - Carbine, Pistol, Complaint reported shooting – Firearm at CEW - Drawn unfounded. hand 58 White Officer Stolen Vehicle – fled and Active CEW - Pointed Initiated involved in collision. resistant 59 White Citizen Emotionally Disturbed SBHD - CEW pointed, Complaint Person – ERU assisted. Metal pole Arwen Drawn Subject armed with at hand metal pole. 60 White Citizen Emotionally Disturbed Active Physical control Complaint Person – Minor cut resistant soft above eye to subject when arrested. 61 Black Citizen Weapon dangerous – SBHD - Carbine - Complaint subject pointed firearm Firearm at Pointed at victim in road rage hand incident. 62 White (4) Warrant Drugs – ERU executed. Assaultive Arwen - Drawn Subject known to be violent. 63 White (6) Warrant Weapon dangerous – SBHD - Carbine, Pistol ERU executed for Shotgun at CEW - pointed firearms offence. hand 64 Black Assist other Robbery – ERU assisted SBHD - Carbine, Pistol, service other Service with Firearm at Taser Arwen - warrant execution out of hand Pointed Region.
Page 18 of 21
128 Report: 2021-095
Subject Generated By Occurrence Type Subject Officer Perceived Behavior Response Race 65 White Warrant Arrest warrant – breach SBHD - Carbine - Drawn, – ERU Assisted. High Shotgun at Arwen, Taser - risk offender information hand Pointed that subjects had firearm. 66 Black (2) Assist other Robbery – ERU assisted SBHD - Carbine, Pistol, service other Service with Firearm at Taser Arwen - warrant execution out of hand Pointed Region. 67 White Citizen Robbery SBHD - Carbine, Pistol - Complaint Firearm in Drawn hand 68 None Officer Traffic stop – vehicle fled SBHD - Pistol - pointed Initiated later found unoccupied. Unknown Handgun drawn to clear weapons vehicle. possibly accessible 69 South Assist other Robbery – ERU assisted SBHD - Carbine, Pistol, Asian (5) service other Service with Firearm at Taser - Pointed execution of warrant out hand of Region 70 White (4) Citizen Abduction – report of SBHD - Pistol - Pointed Complaint abduction with weapons. Firearm High risk vehicle stop. 71 White (3) Citizen Robbery/Warrant – ERU SBHD - Arwen, Pistol, Complaint executed warrant for Unknown CEW Drawn robbery with weapons. Weapons present 72 White Citizen Emotionally Disturbed SBHD - CEW - deployed, Complaint Person – upon arrest Weapon in Physical control subject struck officer in hand face and attempted to grab weapon. 73 White Citizen Emotionally Disturbed SBHD - Pistol, CEW - Complaint Person – subject armed Edged Pointed with machete. weapon at hand 74 White Citizen Weapon Dangerous – SBHD - Pistol pointed Complaint subject armed with hammer in hammer. hand
Page 19 of 21
129 Report: 2021-095
Subject Generated By Occurrence Type Subject Officer Perceived Behavior Response Race 75 White Citizen Break and Enter – Assaultive CEW - Complaint subject located, Deployment advanced on officers while reaching into waistband. 76 White (1) Citizen Weapon Dangerous – SBHD - Pistol - Drawn Black (1) Complaint citizen call of shots fired. firearms Subjects located later accessible determined to be victims. 77 White Citizen Weapon Dangerous – SBHD - Pistol, CEW Complaint subject located in edged pointed roadway with machete. weapon in hand 78 White (5) Citizen Disturbance - Other – at SBHD - CEW pointed, East/south Complaint residence identified as firearm Pistol Drawn east Asian having firearms. present (1) Indigenous OR Black (1) 79 White Citizen Emotionally Disturbed SBHD - Carbine, Pistol, Complaint Person – ERU assisted. Firearm at Taser Arwen - Subject believed to have hand Pointed firearm. 80 Black Citizen Weapon dangerous – SBHD - CEW - Pointed, Complaint subject armed with Edged Pistol Drawn edged weapon weapon in damaging property. hand 81 Black Citizen Abduction – information SBHD - Carbine - Drawn Complaint from Peel Police that Shotgun subject wanted for accessible abduction and murder located in our Region. Carbine deployed while searching underground parking garage. Subject not located. 82 White Citizen Theft – subject Assaultive CEW pointed Complaint assaultive towards witness.
Page 20 of 21
130 Report: 2021-095
Subject Generated By Occurrence Type Subject Officer Perceived Behavior Response Race 83 Black Citizen Disturbance – Domestic Assaultive CEW pointed Complaint – subject charged officers threatening to assault them.
Page 21 of 21
131
WRPS 2021 QUARTERLY USE OF FORCE STATISTICAL REPORT - Q1
Presented to the Waterloo Regional Police Services Board
April 21, 2021
Jason Boutcher, Inspector, Training and Education Unit
Slide #1 Version #63 07-01-2016 Background 132
• Period of reporting: January 1st to March 31st , 2021 – this is the first Use of Force report provided on a quarterly basis
• Reportable incidents – Those incidents that require a Use of Force Report by legislation and/or WRPS Procedure
• A reportable incident may generate several Use of Force Reports – one for each officer (excludes team reports)
• Each Use of Force Report is subject to 3 layers of scrutiny: • (i) S/Sgt of the platoon/unit; • (ii) Senior Leader of the Unit/Branch/Division; and • (iii) Sgt in Training and Education.
Slide #2 2 Figure 1: Summary of UofF Reports/Incidents133
92 Use of Force Incidents
72,072 3234 Arrests Occurrences
• Occurrences (72,072) down and arrests (3,234) up over 4th quarter 2020. It is believed that Public Health measures due to COVID are impacting the number and type of occurrences. • Use of Force incidents (92) up from previous quarter (72). Significant increase in warrant execution may impact this.
Slide #3 3 Figure 2 – Call Types Resulting in UofF 134
Slide #4 4 Figure 3: UofF Options (excluding CEWs) 135
Reportable incidents occur in approximately 0.1% of all occurrences. Due to this small number, it is expected that incidents over time may fluctuate, sometimes significantly, for reasons which defy systematic explanation and may be attributable solely to the variability of situations encountered during a specific time period. Slide #5 5 136 Figure 4: CEW Use and Canine
• Procedural change now requires a Use of Force Report each time CEW removed from holster • CEW is effective to de-escalate a situation simply through its display • CEWs have greatly reduced the use of other UofF options such as baton and OC Spray
Slide #6 6 Figure 5: Summary of Injuries 137
A procedural change in 2020 requires all incidents where CEW probes were deployed to be recorded as Subject (minor) injuries. Region of Waterloo Paramedic Services are requested and attend to remove deployed probes.
Slide #7 7 Figure 6: Officer Perception of Subject Race138
• Challenges: • UofF report was not designed to collect data at this level intended for comprehensive analysis • Officers’ perception of race can differ from officer to officer and may also differ from self-identified race. • Small data set & lack of historical data • What do we compare this to? (e.g. out of Region subjects) Of the 83 incidents presented in Appendix C, only 4 were classified as ‘officer generated’ Slide #8 8 Conclusions 139 • Despite the frequency of interaction with members of our community (72,072 occurrences and 3,234 arrests in this reporting period), very few (approx. 0.1%) result in a reportable incident • Injuries to both subjects and officers occurring during these incidents remain very low • De-escalation training has been effective and will continue to be the cornerstone of officer intervention training. In 2021 we have enhanced this commitment with officer intervention and EID components. • While the provincially mandated Use of Force Report remains a valuable tool for analyzing officer actions, several deficiencies have been identified which limit comprehensive data analysis. Slide #9 9 140 Commitment to Future Actions
• Use of Force reporting to the Board will continue on a quarterly basis and will be incorporated into the WRPS Race-Based Data Collection Strategy.
• The Training and Education Unit is working collaboratively with the Equity, Inclusion and Diversity (EID) Team to ensure close alignment with principles and actions outlined in the WRPS EID Strategic Plan (2019-2022) • Implicit Bias Awareness & Indigenous Awareness training - COMPLETE • Anti-racism (with emphasis on anti-Black racism) training (2021)
Slide #10 10 141
QUESTIONS?
Slide #11