PRIDE • SERVICE • TRUST

Guelph Police Service Annual Report 2012 MISSION Through partnerships, we are dedicated to enhancing the quality of life and ensuring the safety of all who live, work and play in our safe and diverse community.

VISION To contribute to the positive growth and development of our members and our community by providing leadership and innovative policing that is effective, efficient, economical and environmentally responsible.

VALUES We, the members of the Guelph Police Service, believe in: PRIDE in ourselves, our work, and our community SERVICE with compassion and accountability TRUST shared through integrity and mutual respect GUELPH POLIC20E12

CONTENTS

Organizational Structure ...... 01 Letter from the Board Chair ...... 03 Letter from the Chief of Police ...... 04 Crime in Guelph ...... 05 Traffic Offences ...... 06 Cyber and Hate Crime ...... 07 Ten Year Trends ...... 09 2010 – 2012 Business Plan Achievements ...... 11 Neighbourhood Policing ...... 11 Downtown ...... 15 Drug Prevention and Response ...... 18 Traffic Safety ...... 21 Social Responsibility ...... 23 Human Resources ...... 29 Human Resources - Year End ...... 31 Human Resources Highlights ...... 33 Personnel Complement ...... 35 Service Activity and Quality Indicators ...... 37 Calls for Service ...... 39

NOTES: • Some statistics presented in this report may vary from previously published reports • All rates are per 100,000 population rounded to the nearest whole figure; variances are calculated using unrounded figures • Clearance rates are for all occurrences cleared that year regardless of the year in which they originally occurred, which may result in clearance rates of greater than 100% 2012 ORGANIZATIONAL STRUCTURE

GUELPH POLICE SERVICES BOARD

CHIEF OF POLICE

LEGAL SERVICES

NEIGHBOURHOOD SERVICES CORPORATE SERVICES DEPUTY CHIEF DIRECTOR

NEIGHBOURHOOD INVESTIGATIVE PROFESSIONAL NEIGHBOURHOOD HUMAN CORPORATE INFORMATION SUPPORT SUPPORT FINANCE STANDARDS SERVICES RESOURCES SERVICES SYSTEMS SERVICES SERVICES MANAGER INSPECTOR INSPECTOR MANAGER INSPECTOR MANAGER INSPECTOR INSPECTOR

NEIGHBOURHOOD DOWNTOWN/ CRIMINAL RECRUITMENT MATERIALS COMMUNITY TEAMS TACTICAL TEAM INVESTIGATIONS MANAGEMENT RELATIONS BRANCH BIKE PATROL DOWNTOWN HUMAN DATA LIAISON FORENSIC RESOURCE SERVICES INVESTIGATIONS SERVICES COORDINATED ENFORCEMENT TRAFFIC TEAM DRUGS & PAYROLL COMMUNICATIONS INTELLIGENCE CANINE CRIME ANALYSIS COURT COMMANDERS SERVICES & NEGOTIATORS

RESEARCH & STRIKE LIAISON DEVELOPMENT

FACILITIES & FLEET

FOUND & SEIZED PROPERTY & FIREARMS

TRAINING

1 GUELPH POLICE SERVICE 2012 ORGANIZATIONAL STRUCTURE

Every municipal police service in Ontario is required to have a police services board responsible for providing adequate and effective policing for the municipality. The Guelph Police Services Board is composed of five members, three municipal appointees and two provincial appointees. The Chief of Police is accountable to the Police Services Board for the daily operation of the police service, which includes both operational and administrative functions.

As of 2012, the Guelph Police Service was divided into Neighbourhood Services and Corporate Services. The Neighbourhood Services division, supervised by the Deputy Chief of Neighbourhood Services, comprised services including Community Policing and Response, Traffic, Tactics and Rescue, Investigations, and specialized services such as the Canine Unit. Corporate Services, headed by the Director of Corporate Services, provided services to support policing functions, including Data Services, Communications, Training, Financial and Human Resources Coordination, Court Services, and Community Relations.

ANNUAL REPORT 2012 2 LETTER FROM THE BOARD CHAIR

2012 was a year signalling change for both the Guelph Police Services Board and the Guelph Police Service. The Board was pleased to appoint a new Chief of Police, Chief Bryan M. Larkin, following the retirement of Chief Robert Davis after 40 years of dedicated service. Also welcomed was new Deputy Chief Jeff DeRuyter, rounding out the Service’s Executive Leadership Team.

Along with personnel changes, the strategic direction of the Service underwent a review throughout 2012. As this year was the last of the 2010-2012 Business Plan, development of a new plan to guide both the Board and the Service through 2013 to 2015 commenced. There will be a transition period between these two plans as some of the work initiated during the 2010-2012 plan and described in the following pages will be carried on through the objectives devised for the new strategic business plan. In addition to strategic planning, organizational restructuring of the Service’s operational units took place as assessments were made to increase the efficiency and effectiveness of our service provision. This restructuring was done with the goal of making the best possible use of resources while ensuring the continued provision of the highest level of policing to the citizens of Guelph.

The statistics displayed in the following pages tell us that we have experienced many successes within Guelph, such as an increasing rate of crime clearance, enhanced response times to Priority One calls for service, and fewer youths charged and more diverted in response to youth crime. We also face challenges as indicated by an overall increase in crime, including violent and drug crime, rising calls for service, and growth in areas such as cybercrime.

The ongoing economic challenges faced by Canadian communities and governments are well known to us all. The Board recognizes these challenges and the need to make careful use of public funds, and strives to ensure that efficiency and effectiveness are key determinants of our decisions. Initiatives such as the CopLogic online reporting system, online training for members, and the proactive Project Safe Semester plan are all testaments to this commitment. Although the dollar amount of police spending in Guelph has risen over the past ten years, the rate of that increase has decreased dramatically, further evidence of our regard for economic prudence while keeping our citizens safe.

Our strong commitment to our community remains our number one priority as our community continues to grow and diversify. The cooperative partnerships that make up our community are key to keeping it safe and strong; as such, the Board lends its full support to our partners, including our neighbourhoods and schools and numerous organizations and agencies. We also recognize the need to stay abreast of emerging trends, such as the impact of mental health on police service provision, the expanding role of social media in law enforcement and crime, and changes in legislation. We look forward to working with our partners as we endeavour to meet these needs and strengthen the excellent quality of life in our vibrant city.

On behalf of the Board, I would like to take this opportunity to recognize the tremendous work of our community partners and members of the Police Service for their outstanding contributions to building a safe, secure and healthy Guelph.

Judy Sorbara, Chair Guelph Police Services Board

3 GUELPH POLICE SERVICE LETTER FROM THE CHIEF OF POLICE

Chair Sorbara and Members of the Guelph Police Services Board:

On behalf of the members of the Guelph Police Service, it is my pleasure and an honour to present the 2012 Annual Report to the citizens of Guelph.

The Annual Report serves as an integral component for our Police Service to communicate with our many diverse community partners, stakeholders and citizens on our policing activities throughout the year. The report also provides a comprehensive statistical overview for demand on service, crime reduction, human and financial resource allocation as well as highlighting the outcomes of the 2010-2012 Business Plan.

The Guelph Police Service aims to provide the highest level of policing to the city of Guelph. As our community grows and changes, we are committed to meeting the demands of our diverse neighbourhoods that we serve. We want to ensure that our delivery of services is innovative, effective and efficient while supporting a high quality of life for all. To achieve this, it is important for our members to work in collaboration with our community to identify priorities and build long-term community safety plans that solve problems at the neighbourhood level.

Over the last three years, we have been working diligently to increase our contribution to the feeling of safety in Guelph. In 2012, more than 79% of residents felt a strong sense of safety walking alone – representing an increase of more than 3% since 2010. In 2012, the Service in partnership with the Police Services Board launched an aggressive Strategic Business Plan (2013-2015) that will continue to shape our future and guide our policing activities as we aim to make a difference for all people.

In 2012, our members through their commitment to excellence increased the overall crime clearance rate to 50.2% from the previous year of 47.4%. Since 2010, our violent crime rate has increased slightly by 1.5% and our property crime rate has declined by 4.2%.

As we prepare for the road ahead, our Service is actively reviewing its operational and administrative deployment to ensure our Neighbourhood Policing service delivery model remains focused on community engagement, proactive policing and improves our overall front-line service to the community.

I would like to express my sincere appreciation to Chair Sorbara and the members of the Police Services Board for their vision and commitment to community safety as well as ongoing support of our Police Service. Thank you to Deputy Chief Jeff DeRuyter, the senior leadership team, and mid-management teams for your leadership throughout 2012. Special thanks to every member of our Service for your community leadership, your commitment to promoting a safe and healthy Guelph.

Together in partnership with our community - we are making a difference.

It is an honour to serve with such a dedicated team of police professionals who through your deeds truly exemplify our motto “ Pride, Service and Trust .”

Bryan M. Larkin, Chief of Police

ANNUAL REPORT 2012 4 CRIME IN GUELPH – CRIMINAL OFFENCES

2011 2012 % Variance Occurrences Clearance Occurrences Clearance Occurrence Clearance # Rate # Rate # Rate # Rate Rate Rate Total Criminal Code (excluding traffic) 1 5,551 4,402 2,631 47.4 5,749 4,524 2,888 50.2 2.8 6.0 Total Violent Crime 1 1,060 841 828 78.1 1,180 929 959 81.3 10.5 4.0 Murder (1st degree) 111100.0 000 - -100.0 -100.0 Attempted murder 111100.0 000 - -100.0 -100.0 Sexual assault 86 68 52 60.5 97 76 63 64.9 11.9 7.4 Sexual violations against children 32 25 21 65.6 47 37 39 83.0 45.8 26.4 Aggravated assault 869112.5 13 10 11 84.6 61.3 -24.8 Assault with a weapon/cause bodily harm 104 82 91 87.5 81 64 70 86.4 -22.7 -1.2 Assault 438 347 352 80.4 437 344 371 84.9 -1.0 5.6 Robbery 31 25 11 35.5 41 32 26 63.4 31.3 78.7 Criminal harassment 69 55 61 88.4 116 91 98 84.5 66.8 -4.4 Utter threats to person 181 144 156 86.2 225 177 180 80.0 23.4 -7.2 Total Property Crime 1 3,454 2,739 869 25.2 3,607 2,839 1,023 28.4 3.6 12.7 Arson 39 31 4 10.3 41 32 4 9.8 4.3 -4.9 Break and enter 397 315 63 15.9 432 340 85 19.7 8.0 24.0 Motor vehicle theft 134 106 23 17.2 105 83 12 11.4 -22.2 -33.4 Theft $5,000 or under 737 584 123 16.7 762 600 145 19.0 2.6 14.0 Theft $5,000 or under from a motor vehicle 506 401 24 4.7 586 461 41 7.0 14.9 47.5 Shoplifting $5,000 or under 311 247 262 84.2 374 294 282 75.4 19.3 -10.5 Fraud 181 144 77 42.5 239 188 104 43.5 31.0 2.3 Mischief 1,030 817 230 22.3 927 730 262 28.3 -10.7 26.6 Total Other Criminal Code 1 1,037 822 934 90.1 962 757 906 94.2 -7.9 4.6 Offensive weapons 78 62 58 74.4 85 67 77 90.6 8.1 21.8 Failure to comply with conditions 324 257 319 98.5 300 236 295 98.3 -8.1 -0.1 Indecent acts 29 23 8 27.6 20 16 12 60.0 -31.6 117.5 Production/distribution of child pornography 54240.0 97333.3 78.6 -16.7 Failure to attend court 113 90 113 100.0 101 79 101 100.0 -11.3 0.0 Breach probation 283 224 281 99.3 254 200 266 104.7 -10.9 5.5 Youth Criminal Justice Act Offences 2 129 102 130 100.8 118 93 117 99.2 -9.2 -1.6 Controlled Drugs and Substances Act Offences 2 337 267 328 97.3 391 308 382 97.7 15.1 0.4 1 Not all crimes are shown for each crime category; all crimes are accounted for in the totals 2 Federal Offences Source: Guelph Police Service Records Management System In contrast to the changes in crime observed in Guelph during 2011, almost all categories of crime increased in 2012. Violent crime increased the most, by 10.5%. Violent crimes that rose in 2012 include criminal harassment, sexual violations against children, robbery, uttering threats, and sexual assault. Property crime also increased, by nearly 4%. Break and enters were up, as well as thefts from motor vehicles, fraud, and shoplifting under $5,000. However, mischief and thefts of motor vehicles declined. The only major crime category that fell was other crime, falling by almost 8%. Youth Criminal Justice Act offences fell by approximately 9%, while Controlled Drugs and Substances Act charges increased by 15%.

5 GUELPH POLICE SERVICE TRAFFIC OFFENCES

2011 2012 % Variance Occurrences Clearance Occurrences Clearance Occurrence Clearance # Rate # Rate # Rate # Rate Rate Rate Total Criminal Code Traffic Crime 1 267 212 262 98.1 263 207 266 101.1 -2.2 3.1 Dangerous operation 17 13 17 100.0 27 21 28 103.7 57.6 3.7 Total impaired 213 169 210 98.6 203 160 204 100.5 -5.4 1.9 Driving while prohibited 25 20 24 96.0 11 9 12 109.1 -56.3 13.6

2011 2012 % Variance # Rate # Rate in Rate Total Highway Traffic Action (HTA) Violations 2 13,815 10,955 11,862 9,335 -14.8 Drive motor vehicle, no currently validated permit 795 630 699 550 -12.7 Drive motor vehicle, no validation on plates 557 442 569 448 1.4 Drive motor vehicle, no licence 185 147 196 154 5.1 Drive under suspension 406 322 302 238 -26.2 Drive, hand-held communication device 515 408 744 586 43.4 Seat belt violation 552 438 390 307 -29.9 Speeding 8,015 6,356 6,281 4,943 -22.2 Careless driving 370 293 313 246 -16.0

1 Not all crimes are shown for each crime category; all crimes are accounted for in the totals Source: Guelph Police Service Records Management System; CROMS/ASSI

2011 2012 % Variance Motor Vehicle Collisions # Rate # Rate in Rate Fatality 4354 24.1 Personal injury 461 366 436 343 -6.1 Property damage 2,256 1,789 2,806 2,208 23.4

Criminal Code traffic occurrences overall declined between 2011 and 2012, and their clearance increased. The number of recorded Highway Traffic Act (HTA) offences also decreased, although increases were seen in some violations such as driving with a hand-held communication device. While there were fewer personal injury collisions in 2012, property damage collisions saw an increase; some of this gain may be due to Guelph’s Collision Reporting Centre (CRC) being open throughout 2012 while it was only open for part of 2011; collisions may be more likely to be reported with the existence of the CRC. There was one more fatal collision in 2012 than there was in 2011.

ANNUAL REPORT 2012 6 CYBER AND HATE CRIME

2011 2012 % Variance Occurrences Clearance Occurrences Clearance Occurrence Clearance # Rate # Rate # Rate # Rate Rate Rate

Cyber crime 1 54 43 15 27.8 88 69 11 12.5 61.7 -55.0 Hate crime 2 86112.5 5400 -38.0 -100

1A Cyber Crime is “a criminal offence involving a computer as the object of the crime or the tool used to commit a material component of the offence.” (Canadian Police College as quoted in Canadian Centre for Justice Statistics – Statistics Canada. 2010. Uniform Crime Reporting Incident-Based Survey. Ottawa.) 2A Hate Crime is “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 any other similar factor.” (Canadian Centre for Justice Statistics – Statistics Canada. 2010. Uniform Crime Reporting Incident-Based Survey. Ottawa.)

Cyber crime increased substantially between 2011 and 2012, while the clearance of those crimes fell. The majority of cyber crimes in Guelph included internet fraud, luring children via computer, and child pornography. Hate crimes decreased during this time period, as did clearance of those crimes. Graffiti incidents made up the majority of these crimes.

7 GUELPH POLICE SERVICE

TEN YEAR TRENDS

10 Year 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Average Population, City Of Guelph 1 113,780 115,670 117,654 119,949 120,753 121,970 123,099 124,856 126,105 127,068 - Authorized personnel (FTEs) 223.47 232.97 246.47 251.62 261.62 269.62 274.67 274.67 282.17 284.42 260.17 Authorized police officers (FTEs) 164 173 178 179 186 190 192 191 195 195 184 Population per police officer 694 669 661 670 649 640 641 654 647 652 658 Net operating expenditures ($millions) 17.9 20.1 21.6 23.7 25.7 27.2 28.7 30.1 31.3 32.4 25.9 Policing cost per capita ($) 157 173 184 198 213 224 233 241 248 255 213 Median response time (mins), Priority 1 calls 2 ---5.7 6.6 8 4.5 5.3 4.5 4.3 5.6 Total crime rate 3,4 5,744 5,200 4,675 4,458 4,809 4,822 5,317 4,807 4,402 4,524 n/a Violent crime rate 4 623 671 652 786 811 807 829 915 841 929 n/a Property crime rate 4 4,590 4,051 3,558 3,113 3,483 3,528 3,613 2,963 2,739 2,839 n/a Crime clearance rate 4 28.2 32.4 33.3 37.5 39.9 37.5 45.3 55.6 47.4 50.2 n/a Violent crime clearance rate 4 74.9 79.1 76.3 70.4 89.6 76.7 83.6 86.6 78.1 81.3 n/a Property crime clearance rate 4 15.0 17.6 17.5 19.6 20.4 21.0 25.2 33.2 25.2 28.4 n/a Traffic crime rate 4 207 227 172 214 176 192 214 198 212 207 n/a Sick time per member (hours) 5 45.7 49.4 46.6 45.5 53.4 48.4 66.6 59.5 64.0 67.6 n/a Overtime per member (hours) 158 163 147 108 116 123 100 106 98 87 121

1Population figures from 2001 to 2009 and 2011-2012 from Canadian Centre for Justice Statistics UCR 2 aggregate data; 2010 population estimate derived by the Guelph Police Service 2Beginning in 2006 the average response time is based on the median instead of the mean to reduce the effect of a small number of outliers; in addition, a change in the types of calls classified as Priority One impacted the median response time after 2008 3Total Criminal Code Occurrences excluding traffic violations 4Beginning with 2009 data these figures are calculated using Guelph Police Service records only; data prior to 2009 are from a website extract from Canadian Centre for Justice Statistics UCR 2 aggregate data, extracted July 20, 2010. Due to differing methods for calculating crime figures used for these two sources, the data presented for periods prior to 2009 are not comparable with data presented for 2009 and later 5Figure derived using new calculations starting with 2011; therefore, statistics from 2011 and later are not comparable with previous years

9 GUELPH POLICE SERVICE TEN YEAR TRENDS

Turning to some of the Service’s ten year trends, the police to population ratio increased between 2011 and 2012, but remained low when looking over the previous decade. Despite there being more persons for each officer, the Service’s response time to Priority One calls for service fell to its lowest figure over the past seven years, a significant achievement.

Although cost per capita has grown over the past ten years, the rate of that growth has slowed markedly during that time. For example, the growth in operating expenditures between 2003 and 2004 was 12.3%, while growth between 2011 and 2012 was down dramatically to 3.5%. The Service has taken great care to be responsible in its budget requests and the use of those funds as it strives to be efficient and effective. That stance and its associated outcomes are reflected in the chart below.

Rate of Change in GPS Operating Expenditures

14

12

10

t 8 n e c r e

P 6

4

2

0 2004 2005 2006 2007 2008 2009 2010 2011 2012

Year

ANNUAL REPORT 2012 10 2010–2012 BUSINESS PLAN ACHIEVEMENTS

NEIGHBOURHOOD POLICING

Increase our contribution to the feeling of safety in Guelph.

Violent Crime Rate Objectives and Performance Measures • 2010: 915 per 100,000 population 1. Review cruiser, foot and bike patrol patterns and • 2012: 929 per 100,000 population resources available for community policing • 1.5% increase efforts along with an exploration of alternative scheduling and staffing models. Property Crime Rate • 2010: 2,963 per 100,000 population a) Review of patrol and community policing • 2012: 2,839 per 100,000 population patterns and demands. • 4.2% decrease During the development of the 2013-2015 GPS Strategic Business Plan, the goal to “implement a Perception of Safety in Guelph* new neighbourhood deployment model to The 2009 and 2012 GPS community surveys found enhance service provision” was set. The the following percent of citizens felt very safe when development of this new model will consist of a asked how safe they felt during these three patrol zone review that will assess the workload scenarios, the results indicating the majority of of front line officers and calls for service patterns Guelph’s citizens feel safe in the community: in Guelph’s neighbourhoods. 2009 2012 Variance b) Strategies allowing for enhanced patrol and Walking alone 76.7% 79.3% 3.4% community policing initiatives implemented and Home in the day 92.3% 93.5% 1.3% evaluated. Home at dark 78.3% 80.3% 2.6% * denotes that the provided information is unchanged from the Guelph Police Service 2011 During 2012 decisions to realign units of the Annual Report organization were made with the aim of Crime Severity Index enhancing service provision, including patrol and • 2011: 47.8 community policing. Beginning in January 2013, • 2012: 50.5 a Community Mobilization Unit came into being, • 5.6% increase including a High Enforcement Action Team and (Source: Statistics Canada, 2013.) Community Resource Officers, with the mandate of supporting patrol initiatives in high priority Calls for Service neighbourhoods and working with community • 2011: 29,626 stakeholders in crime prevention. A Youth and • 2012: 29,275 Crime Prevention Unit was also created to • 1.2% decrease address youth crime, and will liaise with community stakeholders. Due to the recent nature of these changes, an evaluation of their impact is not yet possible, but will occur within the coming years.

* denotes that the provided information is unchanged from the Guelph Police Service 2011 Annual Report

11 GUELPH POLICE SERVICE 2010–2012 BUSINESS PLAN ACHIEVEMENTS

The Service also continued with proven 2. Maintain or improve violent and property crime community policing strategies, such as Project clearance rates. Safe Semester, and enhanced targeted patrol a) Percent of members trained in investigations. during special events such as St. Patrick’s Day and Homecoming to address community and 83% of the Service’s officers had received some public disorder issues. These activities were type of investigative training by the end of 2012. altered based on past assessments of their That training included topics such as domestic effectiveness to further improve the Service’s violence, fraud, and sexual assault investigations. response. b) Resources available for investigations. Amount of overtime hours. c) The following resources were available for The Neighbourhood Services Division investigations in 2012: (Neighbourhood Teams, the Coordinated • The Investigative Services Division was Enforcement Team, and the Tactical and Traffic reorganized to improve the efficiency and Units) worked the following amount of overtime effectiveness of investigations hours during the past four years: • Additional positions were added to the Drugs and 2009-2012 Intelligence Units 2009 2010 2011 2012 Variance • A second Internet Child Exploitation investigator 12,301 16,405 14,593 12,685 3.1% position was filled • A mentoring program for Scenes of Crime d) Number and quality of community policing Officers (SOCO) was initiated initiatives. • The Forensic Identification Unit implemented numerous efficiencies, including updating A number of community policing initiatives are procedures difficult to monitor due to their informal nature • Training was completed in domestic violence, (e.g., enhancing community interaction and DNA collection, death investigations, and major relationship building through attending community case management, among other areas events). The following more formal community • Successful grant applications allowed for the policing initiatives were carried out in 2012: purchase of enhanced investigative equipment, • Project Safe Semester – resulted in numerous training, and continuation of an officer dedicated successful outcomes for the community and the to gang investigations Service • Information exchange was improved by having • St. Patrick’s Day, Homecoming, Halloween, and investigators attend front line officer briefings New Year’s initiatives – numerous charges laid • Five active Problem Oriented Policing initiatives – two closed in 2012 • Numerous education and awareness presentations carried out on topics such as fraud, internet safety, drugs, and bullying - well received

ANNUAL REPORT 2012 12 2010–2012 BUSINESS PLAN ACHIEVEMENTS

c) Clearance rates. 4. Enhance our collaboration with neighbourhood 2009-2012 stakeholders on crime prevention, including 2009 2010 2011 2012 Variance Problem Oriented Policing (POP) initiatives. Total crime 45.3% 55.5% 47.4% 50.2% 10.8% Violent crime 83.6% 86.4% 78.1% 81.3% -2.8% a) Number of members on committees. Property crime 25.2% 33.1% 25.2% 28.4% 12.7% The Service has discontinued the practice of 3. Maintain or improve response times for Priority formally tracking committee membership; One calls for service. however, members do continue to sit on a wide variety of committees such as the Wellington a) Percent of Priority One calls in queue. Guelph Drug Strategy, the Youth Justice A re-examination of this measure found that the Committee, and the Project Wisdom Advisory Service is not able to provide this particular Committee (for intercultural awareness of elder measure at this time. The feasibility of providing abuse). it in the future may be explored as the Service begins to leverage new software to analyze its b) Number of successful POPs. data. Two Problem Oriented Policing initiatives were b) Response times. successfully closed in 2012. Three more are The following median response times were ongoing into 2013. observed for Priority One calls for service from c) Number of successful strategies implemented 2009 to 2012 (in minutes): through partnerships. 2009-2012 2009 2010 2011 2012 Variance The Service continued with crime prevention 4.5 5.3 4.5 4.3 -4.4% strategies with proven past success. Those strategies included: Alternative response strategies implemented c) • Project Safe Semester and evaluated as appropriate. • Special Event Policing (e.g., St. Patrick’s Day, The launch of the CopLogic online reporting Homecoming) system occurred in December of 2012, providing • Youth engagement through activities such as members of the public an alternative route to coaching, breakfast clubs and attending report certain types of minor crimes. Project community events Safe Semester continued in 2012; this proactive • Presentations provided by the Fraud, strategy has proven successful in managing Technological Crimes, and Community Relations police involvement in post-secondary students’ Units, as well as the Youth Office return to school. The Collision Reporting Centre had been operating for over a full year as of the end of 2012, continuing to provide citizens with another avenue for reporting collisions.

13 GUELPH POLICE SERVICE 2010–2012 BUSINESS PLAN ACHIEVEMENTS

5. Continue to improve the efficiency and c) Amount of resources, including officer time, effectiveness of officer involvement with mental spent at hospitals. health patients. The following number of mental health calls for a) Number of successful strategies developed by service at Guelph’s hospitals were received from mental health partnerships. 2009 to 2012, with the accompanying average amount of time spent at those hospitals on those The Service continued its partnership with calls: Wellington County OPP, Victim Services 2009-2012 Wellington, and Project Lifesaver Canada to 2009 2010 2011 2012 Variance Number of calls deliver Project Lifesaver locally (outfitting 114 129 149 131 14.9% for service persons with cognitive disabilities with a radio Average time spent 68.5 66.0 72.3 57.1 -16.6% transmitter to assist in locating them in the event on calls (minutes) they go missing); new clients continued to be Note that these figures account only for those registered throughout the year. The Youth Office calls for service which originated at one of the assisted Trellis with case assessments, and this hospitals. Many other mental health calls for information was shared with other officers to service originate at other locations and are later enhance police response. In addition, a High Risk transferred to a hospital setting. As such, these Team for Youth (HRTY) was developed by the figures represent the bare minimum of time spent Youth Office and community partners for a on mental health calls for service. coordinated and improved response to youths at risk. 6. Ensure the Guelph Police Service has excellent b) Percent of members trained in mental health Risk Management and Emergency Preparedness issues. procedures and processes in place.

Nearly all officers had completed some form of a) Feedback received by the Risk Management mental health training by the end of 2012. This Committee. training has included topics such as the local Despite continued attempts to raise the profile of Assertive Community Treatment Team (ACTT), the this committee within the Service, input into risk Trellis Mobile Crisis Team, Suicide Intervention management issues has not been received from Skills, and Mental Health Screening. In addition, Service members on a regular basis. the majority of the Service’s dispatchers have been trained on Suicidal Caller Intervention.

ANNUAL REPORT 2012 14 2010–2012 BUSINESS PLAN ACHIEVEMENTS

DOWNTOWN

Work with partners to improve the feeling of safety in Downtown Guelph.

Perception of Safety in Downtown Guelph* Calls for Service to Downtown Guelph Those respondents to the Service’s 2012 community • 2011: 5,922 survey who frequent the downtown were asked how • 2012: 6,098 safe they felt downtown during the daylight hours • 3.0% increase and when it is dark, with the following results: Guelph Police Service Resources Allocated to Somewhat Downtown Guelph Very Safe Safe Unsafe Daylight 71.6% 25.8% 2.7% During 2012, the Service continued to employ a 12 After dark 22.2% 53.3% 24.4% constable, 2 sergeant Tactical/Downtown Team and a Downtown Liaison Officer. Starting January 2013, Crime Rate in Downtown Guelph the Downtown Liaison Officer position was Number of Offences 2010-2012 redeployed as the Community Resource Officer for Variance the Downtown, while the Tactical/Downtown Team 2010 2012 (%) became a tactical team exclusively. Members of the Total Criminal Code** 954 760 -20.3 Violent crime 210 166 -21.0 Service continue to participate on downtown Property crime 359 304 -15.3 committees and address downtown issues. These Other crime 382 290 -24.1 efforts are most often carried out in partnership with Controlled Drugs & stakeholders. Substances Act 71 77 8.5 (CDSA) Youth Criminal 23 13 -43.5 Justice Act (YCJA)

**excludes traffic crimes Note: actual numbers are shown instead of rates

15 GUELPH POLICE SERVICE 2010–2012 BUSINESS PLAN ACHIEVEMENTS

Objectives and Performance Measures 1. Strengthen existing and explore new partnerships to support the shared responsibility of managing Guelph’s Downtown. a) Number of partnerships; and b) Number of successful strategies implemented through partnerships

The Service engaged in 18 partnerships specific to the downtown. Many of these partnerships continued from previous years. As with 2011, Project Safe Semester was the primary successful strategy carried out through partnership. Other downtown strategies included: • The Downtown Liaison Officer assisting in the development of a network of support services • The Tactical Unit assisting with a draft Public Nuisance bylaw • Relationship building with downtown merchants • Targeted enforcement initiatives

2. Explore alternative resource deployment options for both day and night in the Downtown to increase efficiency and effectiveness. a) Identification and testing of alternative options for resource deployment in the downtown.

Organizational restructuring that took effect in January 2013 eliminated the downtown component of the Tactics and Rescue Team’s mandate. The Downtown Liaison Officer position was modified into the Community Resource Officer for the downtown. Further changes to the deployment of officers to the downtown will result from the patrol zone review that will occur as part of the mandate of the 2013-2015 Strategic Business Plan.

ANNUAL REPORT 2012 16

2010–2012 BUSINESS PLAN ACHIEVEMENTS

DRUG PREVENTION AND RESPONSE

Continue to work with partners to reduce drug and drug-related activity.

Drug Crime (Controlled Drugs and Substances The Service is one of the partners in the Act charges) and Clearance Rates Wellington Guelph Drug Strategy Committee, • 2010: 320 per 100,000 population; 100% which consists of over 30 community partners. clearance rate Members of the Service are also involved in at • 2012: 308 per 100,000 population; 98% least five other partnerships: the John Howard clearance rate Society; PAVIS grant participants; Guelph’s two school boards; The Co-operators and Kiwanis; and • 3.8% decrease in rate, and 2% decrease in service providers who partnered in the clearance development of a drug treatment court. These Resources Dedicated to Drug Prevention and partnerships have led to the use of extrajudicial Response measures for youth involved with drugs; Starting January 2013, the Drug Unit’s complement increased enforcement efforts; more presentations for youth regarding drugs, and the was increased, including a separate sergeant for introduction of a drug treatment court to assist supervision, enhancing the Service’s ability to offenders with drug dependence issues. address Guelph’s drug issues, both proactively and reactively. Officers continue to be trained in drugs, 2. Enhance drug prevention and awareness programs and members of the Service remain involved in provided to the community, including partnering committees such as the Wellington Guelph Drug with educational institutions and the media . Strategy Committee to address drug prevention and a) Number of prevention and awareness programs; and enforcement. Officers continue efforts to educate the community about drugs, including working with b) Number of methods used to educate the the City’s students. community. The Service continued with its five main drug Drug Use prevention and awareness activities. Those are: Updated statistics are not available for this measure. • The VIP (Values, Influences and Peers) and VIP Plus programs carried out at Guelph’s elementary Objectives and Performance Measures schools for grade 6, 7, and 8 students 1. New and ongoing partnerships with the • The High School Resource Officers’ drug presentations to students community, including the Wellington Guelph • Information about drugs carried on the Service’s Drug Strategy Committee, social services and online platforms others to continue addressing drug activity. • The youcanbereal.com website aimed at youth a) Number and quality of partnerships; and • Community presentations The Service also continued with committee b) Number of successful strategies implemented memberships and media releases as part of its through partnerships. educational efforts.

ANNUAL REPORT 2012 18 2010–2012 BUSINESS PLAN ACHIEVEMENTS

c) Community awareness of drugs.* 3. Provide referrals to the appropriate agencies to In the 2012 Guelph Police Service community persons involved in drug use. survey, only two mentions were made about drug a) Percent of members trained in referrals. programs in response to a question asking about knowledge of programs run by the Guelph Police All officers continue to learn the referral process Service. 9.2% of respondents indicated that through the course of their duties, including drugs are a policing priority. In addition, the learning about referral processes and options. average satisfaction rating for the Service’s work b) Number of referrals; and on drugs was 3.65 on a scale of 1 to 5, where 1 equals “very dissatisfied” and 5 “very satisfied.” c) Percent of members making referrals. d) Alternative response strategies implemented The Coordinated Enforcement Team made 40 and evaluated as appropriate. referrals to Community Addiction Services The launch of the CopLogic online reporting (CADS) at Homewood. CADS also offers a once a system occurred in December of 2012, providing week drop-in time for assistance. 19 youths were members of the public an alternative route to referred to the John Howard Society’s Drug and report certain types of minor crimes. Project Alcohol Awareness program in 2012, and all 19 Safe Semester continued in 2012; this proactive completed the program. Due to the informal strategy has proven successful in managing nature of many of the referrals made by officers, police involvement in post-secondary students’ it is not possible to determine the percentage of return to school. The Collision Reporting Centre officers making referrals. had been operating for over a full year as of the d) Percent of repeat offenders. end of 2012, continuing to provide citizens with another avenue for reporting collisions. 13 (3.3%) of the 391 Controlled Drug and Substances Act offences that occurred in 2012 e) Number of partnerships with media and were associated with a Judicial Order Breach call educational institutions. for service, meaning a repeat offender was The Service partnered with the local Public and involved (down from 4.8% in 2011). Catholic school boards in delivering the High School Resource Officer, VIP (Values, Influences and Peers), and School Safety programs. The Service continued its work with its media partners in 2012 (e.g., the Guelph Mercury, Rogers TV, CTV, Magic 106.1, and CJOY 1460), including publicizing educational information regarding drugs as well as the Service’s successes in its drug enforcement efforts.

19 GUELPH POLICE SERVICE 2010–2012 BUSINESS PLAN ACHIEVEMENTS

4. Review the deployment and mandates of Guelph 5. Continue educating front line members on Police Service specialized teams that address procedures for drug incidents and drug activity. investigations. a) Recommendations implemented. a) Percent of members trained. As mentioned, an organizational restructuring 30% of officers had received some drug related exercise was carried out on the operational units training beyond that provided to all officers by of the Service in 2012. As a result of that the end of 2012. exercise, it was determined that the Drugs and 6. Monitor gang activity within the city and be Intelligence Units would be separated and their prepared to respond appropriately. complements increased. In addition, it was decided that the Coordinated Enforcement Team a) Number of contact cards submitted. would be replaced by a Community Mobilization The following number of contact cards were Unit with the mandate of assisting front line submitted during the previous three years: officers with high priority areas and working with 2010-2012 stakeholders to carry out crime prevention 2010 2011 2012 Variance activities. These changes were implemented in 1,712 1,443 1,197 -30.1% January of 2013. b) Quality of investigative and enforcement b) Number of members trained in gang awareness. activity.* 20% of front line officers had completed training The 2009 member survey question asking about related to gangs by the end of 2012. officer satisfaction with the resources allocated to addressing illegal drugs resulted in a score of 2.15 (on a scale of 1 to 4 where 1 was “strongly disagree” and 4 “strongly agree”), just over the mid-point mark. There was no difference in the result when this question was asked again in the 2012 member survey. c) Quality of training and communication regarding the mandates of these specialized teams.

In the fall of 2012, messaging was put out to all members regarding the changes to these units. All members of the new and expanded units will be required to complete the training necessary to carry out their duties if they have not already undertaken that training.

ANNUAL REPORT 2012 20 2010–2012 BUSINESS PLAN ACHIEVEMENTS

TRAFFIC SAFETY

Contribute to Guelph’s traffic safety by enhancing traffic prevention and enforcement measures.

Traffic Crime Rate The recently opened Collision Reporting Centre also • 2010: 198 per 100,000 population frees officer time for other traffic initiatives. • 2012: 207 per 100,000 population Objectives and Performance Measures • 4.5% increase 1. Continue to engage community and internal Traffic Calls for Service partners to educate the public about traffic • 2011: 4,298 safety and Guelph Police Service traffic safety • 2012: 3,492 programs. • 18.8% decrease Number of traffic safety education Resources Dedicated to Traffic Initiatives a) presentations and initiatives. In 2012 there were two sergeants and 12 constable The Traffic Unit conducted 22 RIDE checks in positions in the Traffic Unit, two of which conducted 2012, the same number as conducted in 2010 but selective enforcement. As of January 2013, the Unit down from the 43 carried out in 2011. This Unit was resized to one sergeant and 8 constables to also undertook multiple traffic safety education create efficiencies. In concert with the resizing, front measures: line officers received additional traffic training to • “Share the Road, Share the Rewards” safety carry out traffic enforcement. Officers use program which rewarded good driving habits with specialized equipment such as LIDAR and Intoxilyzers a gift card for enforcement purposes, and take part in a variety • School bus driver education of prevention and enforcement initiatives, such as • Canada Road Safety Week Canadian Road Safety Week and School Bus Safety. • Taxi cab inspections

21 GUELPH POLICE SERVICE 2010–2012 BUSINESS PLAN ACHIEVEMENTS

• Aggressive driving campaign (Operation Impact) • Seatbelt and handheld device campaign 2. Increase traffic enforcement levels over • Media releases regarding traffic safety initiatives baseline. and tips, some in conjunction with some of the a) Enforcement hours. above-mentioned initiatives Members of the Traffic Unit logged 4,283 hours of b) Number of traffic safety partnerships general patrol in 2012; enforcement activities are The Traffic Unit recorded six partnership aimed at a large component of general patrol for the improving traffic safety. Those partnerships were Traffic Unit. internal and external, and included: b) Percent of members trained in traffic • Front line officers enforcement. • Tactics and Rescue Unit • Wellington-Dufferin-Guelph Public Health Unit 66% of officers had received traffic related • City of Guelph Traffic Operations training by the end of 2012. Topics included • School Bus Drivers collision investigation and radar training. • Media partners c) Number of traffic complaints. c) Number of media sources used for traffic safety The following number of driving complaints were education. received from 2009 to 2012:

At least seven media sources were used to 2009-2012 2009 2010 2011 2012 Variance communicate traffic safety messaging, including 888 1,052 1,063 1,063 19.7% the following: • Guelph Police Service website d) Traffic enforcement statistics. • Guelph Police Service Facebook page • Guelph Police Service Twitter account The following table provides reported traffic • Guelph Mercury offences from 2010 to 2012: • Magic 106.1/CJOY radio 2010-2012 2010 2011 2012 Variance • Guelph Police Service YouTube channel Occurrences Criminal Code Traffic 247 267 263 6.5% • Presentations (e.g., to students by School Safety Highway Traffic Act (HTA) 12,327 13,815 11,862 -3.8% officers)

ANNUAL REPORT 2012 216 2 2010–2012 BUSINESS PLAN ACHIEVEMENTS

SOCIAL RESPONSIBILITY

Carry out activities that have a positive social impact on our community.

Interactions Between the Community and the Police Wisdom Advisory Committee, which works toward Charitable and committee involvement as well as intercultural awareness of elder abuse participation at community events continue to be the • Front line officers continued to be trained in main methods of interaction between the community domestic violence occurrences and the Service. This interaction includes both face • The Fraud Unit continued making presentations to face and online interactions as the Service’s online to seniors as well as citizens living on less presence continues to grow. One of the pillars • An inventory of programs and services offered by comprising the Service’s 2013-2015 Strategic the Guelph Police Service to address community Business Plan is Community and Organizational needs was created to assist members Communication, which contains objectives aimed at • The Service created an Accessibility Plan under improving the Service’s interactions with the public, the Integrated Accessibility Standards of the such as “actively encourage and cultivate Accessibility for Ontarians with Disabilities Act relationships with Guelph’s diverse communities.” b) Percent of members trained in diversity. Community Satisfaction* 32% of officers had received training relating to a The 2009 GPS community survey revealed that on a dimension of diversity, such as on elder care or scale of 1 to 5 where 1 equals very dissatisfied and 5 Project Lifesaver, by the end of 2012. very satisfied, the average satisfaction score was 4.32. This score fell to 3.96 in the 2012 community c) Number of compliments and complaints. survey, a statistically significant decrease. The Service received 24 complaints in 2012, up Objectives and Performance Measures from 20 in 2011. 12 of those 20 complaints were not dealt with as decided by the Office of the 1. Be aware of and provide appropriate responses Independent Police Review Director. 20 to the diverse needs of our community, unsolicited letters of appreciation were recorded including domestic violence, women’s safety, in 2012, down from 36 in 2011. seniors’ concerns, multicultural issues, accessibility concerns and others requiring our 2. Explore and implement ways to enhance services. assistance to victims and reduce a) Number of requests for service and issues revictimization. identified. a) Number of resources available to victims. In addition to the resources already put in place to deal with requests for service and identified Referrals of victims continued to be routinely issues (e.g., bail notification for domestic violence made to Victim Services Wellington (see below), victims, Problem Oriented Policing project for and bail notifications by the Court Services Unit seniors), the following items were carried out to aid victim safety when accused persons were during 2012: released from bail court also continued. • The Deputy Chief participated on the Project

23 GUELPH POLICE SERVICE

2010–2012 BUSINESS PLAN ACHIEVEMENTS

b) Number of victim referrals made. • Initiatives undertaken by the Community From April to March, members of the Service Relations Unit, such as safety patrol training, bike made the following number of referrals to Victim safety, and presentations conducted by the High Services Wellington: School Resource Officers (at least 64 2009/10- presentations to high school students covering 2012/13 topics such as online safety, bullying, the Youth 2009/10 2010/11 2011/12 2012/13 Variance Criminal Justice Act, and alcohol impairment) On scene referrals 65 75 74 20 -69.2% • Various members of the Service are involved in a Total referrals 444 438 419 416 -6.3% number of youth-related activities such as sports c) Feedback from victims and victim agencies; and and breakfast clubs Percent of complaints that are youth-related d) Revictimization rates. b) Issues regarding victimization were explored The following number of youth complaints were during the development of the Service’s 2013- received by the Service from 2009 to 2012: 2015 Strategic Business Plan. Assistance to 2009-2012 Victims is one of the pillars of that plan, and the 2009 2010 2011 2012 Variance objectives within that pillar were informed by the 718 631 536 521 -27.4 feedback the Service received during 4. Build upon and explore new partnerships for consultations for the development of the plan. To preventing and responding to youth crime. ensure continued feedback, Victim Services Wellington was named as the champion of the a) Number of successful strategies developed Assistance to Victims pillar. In addition, there was through partnerships. continued deliberation into the feasibility of determining revictimization rates. The Service was engaged in a minimum of ten partnerships to address youth crime, working on 3. Enhance current police-youth programs in the strategies such as the following: community, including Guelph’s schools • Developing a High Risk Team for Youth (elementary, secondary and post-secondary). • Membership on the Task Force on Youth Violence, Youth Service Providers and Youth Probation a) Number of youth presentations and initiatives. • Referring youths to the John Howard Society for The Service continued with previous and began extrajudicial measures new initiatives in 2012, totalling 7 initiatives, • Internal partnerships to create new extrajudicial including: measure options • A new anti-bullying program (#NoMoreBullies) In addition, the Service was involved in at least 20 • Mentoring of students by different units of the different activities with youth, such as coaching, Service demonstrations, and attending community events • Employing summer students under the Youth in that support the healthy social development of Policing Initiative (YIPI) youth. • Recruitment/career information sessions

25 GUELPH POLICE SERVICE 2010–2012 BUSINESS PLAN ACHIEVEMENTS

b) Youth crime rate. c) Number of follow-ups.

The following table shows the rate per 100,000 The number of follow-ups is not available; population of youths (persons aged 12 to 17 years) however, members of the Neighbourhood Teams, that were charged or diverted as the result of a CET, Traffic, Tactical, High School Resource criminal occurrence from 2010 to 2012. Fewer Officers, and Bike Patrol Units, as well as the youths are being charged, while more are being Downtown Liaison Officer, recorded 79,900 hours diverted, to a treatment program, for example: of follow up in 2012, up from 78,101 hours in 2011. 2010-2012 Rate 2010 2011 2012 Variance d) Percent of members involved in follow-ups. Youths charged 2,610 2,543 2,448 -6.2 Youths not charged 2,947 2,475 3,321 12.7 The units listed in 5. c) consist of 66.3% of Source: website extract from Canadian Centre for Justice Statistics UCR 2 aggregate data, Guelph Police officers; however, there are many extracted July 29, 2012 additional officers from other units who also 5. Provide excellent service to individuals in conduct follow ups. contact with the Guelph Police Service, including operational services offered out of the 6. Educate the community about the proactive station(s) and follow-up. programs and services the Guelph Police Service offers. a) Number of compliments and complaints. See Social Responsibility, 1. c) above. a) Number of community outreach initiatives. b) Quality of operational services. As already The community survey conducted in 2012 asked mentioned, the Guelph citizens if they had contact with the Service’s front Service in the past three years, what the reason line officers for contact was, and to rate their experience of participated in the interaction. Data from the survey were included in reports delivered to stakeholders 20 different participating in the 2013-2015 Strategic Business kinds of Plan development process. In addition, community information regarding quality of operational outreach efforts. The Service also services was gathered during a Service-wide strives to make information middle managers’ meeting at which members available to the community were tasked with identifying specific facets of through media releases, its operations, including those involving contact with website, Facebook, Twitter, and members of the public, that are done well and YouTube. where shortcomings exist.

ANNUAL REPORT 2012 216 6 2010–2012 BUSINESS PLAN ACHIEVEMENTS

In addition, the Service reaches out to the c) Participation in Guelph Police Service programs community in the following ways: and services. • Presentations to educate and raise awareness (e.g., Of those respondents to the 2012 community fraud) survey who said they knew of one of the Service’s • Segments on the Rogers at Noon television program programs, 31% said they had participated in one • Working with sectors of the community to prevent or more of these programs or initiatives. crime (e.g., through Project Safe Semester) Measurement of this item will continue • Police Week activities throughout the mandate of the 2013-2015 • Membership on local committees Strategic Business Plan. • Attending public forums and local community events • Informal interactions with members of the public 7. Take a leading role as a municipal employer on environmental initiatives through partnerships b) Community awareness of initiatives and and member efforts. programs. a) Number of successful initiatives developed 42.2% of respondents knew of a Guelph Police through partnerships. Service program or initiative when asked in the 2009 community survey. This rate fell to 38.6% The Service continues its partnership with the when asked in the 2012 community survey. As a City of Guelph to maintain the environmentally result, strengthening the Service’s public friendly systems in place at the Clair Road engagement to raise awareness of Guelph Police Emergency Services Centre. Service programs and issues of concern became b) Number of internal initiatives. one of the objectives of the Service’s 2013-2015 The Service is continuing to eliminate paper Strategic Business Plan. Also of note is the copies of forms, reduce hard copies of files, and number of followers of the Service’s Twitter work from electronic versus hard copies of account more than doubling and the number of documents in an effort to reduce its ‘likes’ of the Service’s Facebook page also nearly environmental footprint. doubling, both contributing to greater awareness of Service initiatives and programs. c) Percent of members involved in initiatives. This statistic cannot be determined due to the informal nature of many of the environmental practices that are carried out by members.

d) Percent reduction in use of physical resources. The amount of money spent by the Service on paper between 2010 and 2012 is displayed below. The paper ordered by the Service is generally what is used, indicating that paper use has decreased during the past three years:

2010-2012 2010 2011 2012 Variance $9,972 $9,849 $9,084 -8.9%

27 GUELPH POLICE SERVICE

2010–2012 BUSINESS PLAN ACHIEVEMENTS

HUMAN RESOURCES

Support effective policing and member satisfaction through operational efficiencies and career development opportunities.

Member Satisfaction* b) Number of successful resolutions and strategies The 2009 member survey resulted in an average implemented by members of the Service. score of 3.39 (on a scale of 1 to 4 where 1 was Members of the Service came to eight resolutions “strongly disagree” and 4 “strongly agree”) for in 2012, including: agreement with the statement “Overall, I like working • The Coordinated Enforcement Team attended for the Guelph Police Service,” which is a positive line-ups, used memos, and were flexible in their schedule to enhance communication indicator. The 2012 result for this question was not • The Crime Analyst distributed bulletins and alerts different from the 2009 score. to officers externally and internally Operational Efficiencies • Members of Investigative Support Services provided front line officers with guidance on The following efficiencies were created in 2012: investigations and also attended platoon line-ups • Reduced overtime costs, noise complaints, and • The Communications Unit held start of shift faster incident reporting through Project Safe meetings Semester strategies • Recruit training and other training opportunities • Online reporting of certain incidents to make provided avenues for communication more efficient use of officer time 2. Incorporate employee feedback opportunities • Efficiencies through purchasing initiatives into operational and administrative planning. • Succession planning for future human resource a) Regular reviews of feedback mechanisms. needs • Standardization of Forensic Identification Unit Members are afforded the opportunity to provide feedback during the performance appraisal procedures and equipment process. Members were also offered the chance • Online training for members to give input into the development of the 2013- • More information made easily accessible through 2015 Strategic Business Plan, which will guide the electronic means progress of the Service over the next three years. 1. Improve communication and customer service b) Quality of operational and administrative between all units of the Guelph Police Service. planning. a) Frequency of contact between managers and This item has been deferred as it is covered in the members/work units. mandate of the Service’s 2013-2015 Strategic Business Plan. A new method of tracking and Previously employed strategies such as additional reporting on the Service’s performance will be supervisors attending line-ups, training days, and utilized for this new plan, the outcomes of which working on committees continued to be used in will help the Service determine the quality of the 2012. operational and administrative objectives contained within that plan.

29 GUELPH POLICE SERVICE 2010–2012 BUSINESS PLAN ACHIEVEMENTS

3. Develop, implement and evaluate a plan for a) Quality of competition and promotional communication processes between the Clair processes. Road Emergency Services Centre (CRESC) and In 2012 a survey concerning the Service’s Headquarters (HQ). promotional process was conducted to evaluate a) Plan for communication processes between that process. The results were shared with a joint CRESC and Headquarters evaluated and refined. committee, consisting of members of the Service and the Guelph Police Association, that was Communications processes between these two struck to improve performance appraisals and the sites continued to be refined throughout the year. promotional process. Possible recommendations New tools added to aid in these communications for change are to follow. include instant messaging and web based telephone calling, as well as increased use of 6. Maintain or improve wellness supports for scanning and email to deliver documentation. members.

4. Review policies and procedures on career a) Number of wellness supports available. development for officers and civilians, and At least ten wellness supports were available to implement and communicate any members in 2012, including: recommendations. • The Health and Safety Committee • A fitness challenge run by the Training Unit a) Number of opportunities for career • Rewards for achieving the police fitness pin development created and utilized. • A family skate The following career development opportunities • Healthy snacks were used during 2012: • Ergonomic assessments • 122 members completed 246 courses • Information available on the Guelph Police • The Tuition Reimbursement fund was accessed by Service Intranet eleven members • Hard copy resource materials • There were 21 internal civilian position postings • The Employee and Family Assistance Program and nine police transfer opportunities (EFAP) • Online training opportunities were used by • New fitness equipment various members Amount of sick time and injuries. • Academic training days were held on topics such b) as human trafficking Sick and injured on duty hours per member both • The Civilian Career Development Committee increased between 2011 and 2012, as shown created career opportunities such as lunch and below: learn career development sessions and job shadowing opportunities 2011 2012 Variance Sick hours 64.0 67.6 5.6% 5. Evaluate the internal competition and Injured on duty hours 1.8 2.6 44.4% promotional process and implement any recommendations from that evaluation.

ANNUAL REPORT 2012 30 HUMAN RESOURCES AS OF YEAR END 2012

Human Resources 2011 2012 Population, City of Guelph 126,105 127,068 Authorized personnel (FTEs) 282.17 284.42 Actual personnel (FTEs) 273.67 284.42 Authorized police officers (FTEs) 195 195 Police officer: population ratio (authorized FTEs) 1:647 1:652 Authorized constables 155 155 Actual constables 151 156 Overtime Overtime (hours) 26,868 24,839 Overtime per member (hours) 98.2 87.3 Overtime paid (hours) 17,218 14,730 Overtime paid (%) 64.0 59.3 Cost of overtime paid ($) $662,448 $594,326 Sick Time and Injured on Duty Hours

Sick time (hours) 17,511 19,224 Sick time per member (hours) 64.0 67.6 Injured on duty (hours) 500 747 Injured on duty per member (hours) 1.8 2.6 Selected Cost Recovery Alarm registration fees $129,348 $116,301 Police records check fees $107,576 $150,294 Financial and Material Resources Net approved budget $31,801,400 $32,927,300 Net operating expenditures $31,259,332 $32,434,408 Policing cost per capita $248 $255 Police vehicles Number of police vehicles 66 67 Patrol 22 22 Traffic 44 Canine 33 Investigative Services 23 23 Courts 44 Other 10 11 Average kilometres traveled per vehicle (km) Average kilometres traveled per vehicle per month (km) 1,863 1,847 Patrol 3,097 3,142 Traffic 3,094 3,049 Canine 2,062 1,891 Investigative Services 1,091 1,111 Courts 889 927 Other 761 681 Police vehicles – total kilometres traveled 1,475,587 1,485,123

31 GUELPH POLICE SERVICE HUMAN RESOURCES AS OF YEAR END 2012

2011 2012 % Variance Authorized and Actual Personnel Authorized Actual Authorized Actual (Authorized) Police Complement Total 195 191 195 196 - Chief of Police 1111 - Deputy Chief 1111 - Inspectors 5555 - Staff Sergeants 9999 - Sergeants 24 24 24 24 - Constables 155 151 155 156 - Civilian Complement Total 87.17 82.67 89.42 88.42 2.6 Director 1111 - Senior Management/Administration 8888 - Special Constables 12.7 12.7 12.7 12.7 - Maintenance 4.77 4.77 4.77 4.77 - Administration 60.7 56.2 62.95 61.95 3.7 TOTAL (FTEs) 282.17 273.67 284.42 284.42 0.8

ANNUAL REPORT 2012 32 HUMAN RESOURCES HIGHLIGHTS

OFFICER PROMOTIONS RETIREMENTS

Chief Bryan Larkin Chief Robert Davis | 40 Years of Service Deputy Chief Jeff DeRuyter Police Service Dog Magnum | 7.5 Years of Service Inspector Paul Martin Staff Sergeant Scott Grover Staff Sergeant Andrea Ninacs Sergeant Kevin King Sergeant Tina Ryan

LONG SERVICE AWARDS

40 Years of Service 20 Years of Service 10 Years of Service Inspector Harry Schnurr* Constable Sandra Boyd*** Tricia Agocs Constable David Allen 30 Years of Service Mary Jo Milligan Constable Lisa Lakatos**** Constable Paul Cook Inspector Scott Green** Constable Patricia Pronovost Constable Andrew Goody Constable Karl Zorn** Jonathan Green Wendy Thompson 25 Years of Service Constable Jason Guardiero 15 Years of Service Linda Guest Jacquie Dennis Constable Melanie Hoyer Sergeant Gordon Mitchell Lynn Cunningham Constable Helene Hunter Constable James Finoro Constable Kevin Dahl Constable Julie Meier Stephanie Oliver Sergeant Michael Davis Constable James Gordon Constable Sean Miersma Sergeant Raymond Gordon Denise Robertson Constable Craig Jackson Laura Phillips Constable Stewart Robertson Sergeant Jeimy Karavelus Sergeant Paul Harding Constable Rick Towlson Special Constable Joann Pearsall Staff Sergeant David Pringle Constable David Warren

MEMBER AND COMMUNITY AWARDS

Member of the Year Excellence in Criminal Chief’s Commendation for Policing Constable Brandy Sonnemann Investigations Excellence Project “Willow” Team Members: Constable Brent Estabrooks Excellence in Support Services Sergeant Timothy Griffiths Constable David Gambsy Juanita Allsop Sergeant Kevin King Constable Brian Gemin Inspector Paul Martin Constable Andrew Goody Inspector Howard McGarr Sergeant Angela Grover Constable Theresa Rynn Special Constable Tim Jotham Constable Brian Welsh

* Governor General of Canada’s Police Exemplary Service Bar for 40 Years of Service as a Police Officer ** Governor General of Canada’s Police Exemplary Service Bar for 30 Years of Service as a Police Officer *** Governor General of Canada’s Police Exemplary Service Medal for 20 Years of Service as a Police Officer **** Governor General of Canada’s Police Exemplary Service Medal for 20 Years of Combined Service as a Police Officer (completed service at more than one police service)

33 GUELPH POLICE SERVICE

PERSONNEL COMPLEMENT PERMANENT EMPLOYEES AS OF DECEMBER 31, 2012

POLICE CIVILIAN Male Female Male Female Full Time PT/JS* Office of the Chief of Police 11231 Chief of Police; Executive Assistant 112 Legal Counsel; FOI/Legal Assistant 111 1 Neighbourhood Services 140 32 27180 1 Deputy Chief 11 Professional Standards, Inspector 11 Neighbourhood Services, Inspector 11 Neighbourhood Teams, Staff Sergeant 51 6 Neighbourhood Teams, Sergeant (incl. CET) 91 10 Neighbourhood Teams, Constable (incl. CET) 66 16 82 Special Constable (Custody/Reception) 235 Community Resource Officer (Constable) 22 4 Crime Analyst 11 Neighbourhood Support Services, Inspector 11

Canine, Constable 33 (also counted in Neighbourhood Teams) Downtown/Tactical Team, Sergeant 22 Downtown/Tactical Team, Constable 12 12 Neighbourhood Services/ Support Services Admin. Assistant 11 Traffic, Sergeant 1 1 Traffic, Constable 11 11 Investigative Support Services, Inspector 1 1 CIB, Staff Sergeant 22 CIB, Sergeant 21 3 CIB, Constable 15 7 22 CIB, Clerk 1 1 Intelligence/Drugs, Sergeant 11 Intelligence/Drugs, Constable 6 1 7 Intelligence/Drugs, Clerk 11 Identification, Sergeant 1 1 Identification, Constable 33 * PT/JS = Part Time or Job Share

TOTAL PERMANENT EMPLOYEES = 296

POLICE POLICE CIVILIAN CIVILIAN FULL PART TIME MALE FEMALE MALE FEMALE TIME JOB SHARE

160 35 26 75 274 22

35 GUELPH POLICE SERVICE PERSONNEL COMPLEMENT PERMANENT EMPLOYEES AS OF DECEMBER 31, 2012

POLICE CIVILIAN Male Female Male Female Full Time PT/JS* Corporate Services 19 3 23 66 91 20 Director; Administrative Assistant 22 Financial Services, Manager; Analyst 2 11 Materials Management, Purchaser/Mail Clerk 22 Human Resources, Manager; Advisor; Clerk 33 Recruiting, Sergeant 1 1 Corporate Services, Inspector 11 Research & Development, Analyst; Assistant 1221 Community Relations, Sergeant 11 High School Resource Officer, Constable 44 School Safety Officer, Constable 11 2 V.I.P. Officer, Constable 11 Training, Sergeant 11 Training Officer, Constable 22 Fleet Coordinator 11 Facilities Coordinator 11 Custodian 642 Communications, Staff Sergeant; Sergeant 21 3 Trainer/Auditor 11 Call Taker 11 Dispatcher 1 21 16 6 Data Services Manager 11 Data Services Staff 10 73 Transcriptionist 65 1 CPIC; Auditor 256 1 Special Constable, Fingerprinting & 11 Online Reporting Found & Seized Property, Constable 1 1 Provincial Firearms Officer, Constable 11 Court Services, Staff Sergeant 11 Court Services, Constable 11 2 Special Constable (Court Security) 849 3 Special Constable (Summons/Warrants) 11 Case Management, Constable 11 Clerk 33 Information Systems, Manager 11 Business Analyst 11 Technician 22 * PT/JS = Part Time or Job Share

ANNUAL REPORT 2012 36 SERVICE ACTIVITY AND QUALITY INDICATORS

Response Time – Priority 1 calls 2011 2012 % Variance Number of Priority 1 calls 1,673 1,744 4.2 Median response time, Priority 1 calls (minutes) 4.54 4.27 -5.9 % of calls with response time of 5 minutes or less 50.7 54.1 6.7 % of calls with response time of more than 5 minutes 49.3 45.9 -6.9 Use of Force Number of incidents 48 46 -4.2 Levels of force used 107 97 -9.3 Public Complaints - Investigations Total complaints by type 20 24 20.0 Police officer conduct 20 24 20.0 Services of the police service 00- Policies of the police service 00- Public Complaints - Resolutions Withdrawn 00- Unsubstantiated 12 4 -66.7 Informal resolution 110.0 Informal discipline 00- Misconduct hearing 00- Complaints not dealt with by way of decision by the Office of the Independent Police Review Director 7 12 71.4 (OIPRD) (Section 60 of the Police Services Act) OCPC/OIPRD appeals 10-100.0 Internal investigations 7 10 42.9 S.I.U. investigations 20-100.0 Drug Enforcement Value of drugs seized $1,255,083 $1,770,577 41.1 Cash seized $59,278 $57,106 -3.7 Joint Forces Operations & Internal Task Forces 07- Projects resulting in charges 07- Freedom of Information (FOI) Requests Processed 353 336 -4.8 Data Services Number of records checks 10,266 9,618 -6.3 Employment clearance (fee for service) 3,313 3,451 4.2 Volunteer clearance (no fee) 6,058 5,691 -6.1 Records checks - other agencies 895 476 -46.8 Active alarm registrations at year end 2,374 2,680 12.9

Source: Units of the Guelph Police Service

37 GUELPH POLICE SERVICE

CALLS FOR SERVICE

2011 2012 % Variance GRAND TOTAL 67,033 67,516 0.7 Total excluding administrative calls 29,626 29,275 -1.2 Violent 4,456 4,674 4.9 Arrest/arrest on warrant 487 495 1.6 Assault 315 347 10.2 Domestic dispute 1,305 1,287 -1.4 Domestic other 576 643 11.6 Homicide 10-100.0 Landlord/tenant dispute 198 261 31.8 Neighbour dispute 345 351 1.7 Offensive weapons 69 72 4.3 Robbery 36 47 30.6 Sex offence 120 136 13.3 Threatening 200 226 13.0 Unwanted person 446 436 -2.2 Property 3,133 3,284 4.8 Break & enter 384 422 9.9 Counterfeit money/fraud 333 380 14.1 Property damage 598 560 -6.4 Theft from vehicle 534 604 13.1 Theft of motor vehicle 144 118 -18.1 Theft under $5,000 694 720 3.7 Public Disorder 4,410 4,432 0.5 Disturbance 922 835 -9.4 Graffiti 154 101 -34.4 Intoxicated person 1,038 1,178 13.5 Suspicious person/vehicle 2,292 2,309 0.7 Source: Units of the Guelph Police Service

39 GUELPH POLICE SERVICE CALLS FOR SERVICE

2011 2012 % Variance Traffic 4,298 3,492 -18.8 Driving/school bus complaint 990 1,008 1.8 Impaired driving 205 194 -5.4 Motor vehicle collision - fatality 3433.3 Motor vehicle collision - hit & run 320 172 -46.3 Motor vehicle collision - personal injury 473 445 -5.9 Motor vehicle collision - property damage 1,340 1,032 -23.0 Community Safety 8,580 9,038 5.3 Animal complaint 472 603 27.8 Assist citizen 875 1,089 24.5 Bylaw complaint 502 435 -13.3 Check/insecure premise 981 737 -24.9 Dangerous condition 448 333 -25.7 Missing juvenile/person 203 264 30.0 Noise complaint 2,806 2,923 4.2 Other 4,749 4,355 -8.3 Alarm 1,694 1,533 -9.5 Drugs 317 285 -10.1 Juvenile complaint 534 521 -2.4 Liquor complaint 405 590 45.7 Mentally ill person 605 643 6.3 Administrative calls 37,407 38,241 2.2

Source: Units of the Guelph Police Service

ANNUAL REPORT 2012 40 2012

Guelph Police Service 15 Wyndham St. S. Guelph, Ontario N1H 4C6 P 519-824-1212 F 519-763-0516 www.guelphpolice.com