G ue ce lph P Servi An olice 3 nual Report 201

Contents

Your Police Service...... 4 Assistance to Victims...... 19 Mission, Vision, Values...... 4 Criminal Investigations...... 19 Organizational Structure...... 5 Violent Crime...... 19 Letter from the Board Chair...... 6 Property Crime...... 20 Letter from the Chief of Police...... 7 Drugs...... 20 Road Safety...... 21 Overview of Offences Community and Organizational in Guelph...... 8 Communication...... 22 Criminal Offences...... 9 Community Communication...... 22 Traffic Offences...... 10 Organizational Communication...... 23 Cyber and Hate Crime...... 11 Human Resources...... 24 Ten-Year Trends...... 12 Information Technology Plan...... 25 Calls for Service ...... 14 Finance and Administration...... 26 Service Activity and Quality Indicators...... 15 Human Resources...... 28 Personnel Complement ...... 30 2013–15 Strategic Business Promotions & Retirements...... 32 Plan — Pillar Highlights...... 16 Awards...... 32 Neighbourhood Policing...... 17 In Memoriam...... 33 Emergency Calls for Service...... 17 Paula O’Hanlon...... 33 Community Patrol...... 17 Constable Jennifer Kovach...... 34 Community Based Crime Prevention Through Youth Outreach...... 18

Notes: • Some statistics presented in this report may vary from previously published reports. • All rates are per 100,000 population and rounded; 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%.

Cover photos: Guelph Police Service except middle right, Thai [email protected], and bottom, shutterstock.

Annual Report 2013 3 Your Police Service

Mission Vision Through partnerships, we are To contribute to the positive dedicated to enhancing the quality growth and development of our of life and ensuring the safety of all members and our community by who live, work and play in our safe providing leadership and innovative and diverse community. policing that is effective, efficient, economical and environmentally responsible.

Values We, the members of the Guelph Police Service, believe in:

Pride Service Trust in ourselves, our with compassion shared through work, and our and accountability integrity and community mutual respect

4 Guelph Police Service Your Police Service

Organizational Structure

Guelph Police Services Board

Inspector Executive Services Chief of Police Legal Counsel

Professional Legal Services Standards and Access to Information Research and Deputy Chief of Police Development

Public Information

Inspector Inspector Inspector Neighbour- Neighbour- Inspector Adminis- Manager Manager Manager hood hood Investigative trative Human Financial Information Services Services Services Support Resource Services System Patrol Field Support Services Services Services Investiga- Neighbour- Tactics and tions, Special Human Financial Information hood Teams Rescue Projects Data Services Resource Services System and Fraud Services Services Crime Traffic and Communi- Materials Analysis School Safety Intelligence cations Payroll Management Professional Community Youth and Drug Court Develop- Mobilization Crime Enforcement Services ment and Prevention Recruiting Property and Canine Serious Crime Firearms Forensic Emergency Identification Management and Tech Facilities Crime Sexual Assault, Child Labour Abuse and Fleet Relations Internet Child Exploitation Domestic Violence High Risk

Annual Report 2013 5 Your Police Service

LETTER FROM THE Board Chair

s the Chair of the members through our Length Guelph Police Services of Service Awards program A Board, I am delighted to and through our Rewards and have the opportunity to share Recognition Program. We our 2013 Annual Report. This also celebrate the community report is an account of the relationships that our mem- excellent work that the Guelph bers build by honouring our Police Service is committed to collaborators with Community providing our community on a Partner Awards. Our members continuous basis. I invite you are actively engaged with our to flip through the pages of this community, and together, we report to review the progress are all working to make our that we have made in achieving community stronger. the goals established in our 2013–2015 Strategic Business On behalf of the members of Plan, to learn about the positive Guelph continues to experience the Guelph Police Services trends in our city’s crime rates low crime rates, and it is inspir- Board, I appreciate your interest and to reflect on the accom- ing to review the crime statistics in our Annual Report and thank plishments of the members of for our community. The 2013 you for your continued support. the Guelph Police Service. statistics display decreases We are committed to keeping in multiple areas, including our community well-informed Throughout 2013, the Board violent crime, arson, motor as we work with you to build was pleased to support vehicle thefts and mischief. The the safest and healthiest the members of the Senior increase in Controlled Drugs community in Canada. Leadership Team as they and Substances offences shows implemented the 2013–2015 the benefits of the organiza- Judy Sorbara, Chair Strategic Business Plan. tional restructuring that the Guelph Police Services Board All members of the Senior Service initiated in 2012, which Leadership Team are involved increased the effectiveness of with the Strategic Business Plan the Service’s Drug unit. I am also and they manage the objectives proud to highlight the median that fall within their areas of response time to Priority One expertise; areas which we calls, a number that held steady refer to as “Pillars.” Beginning with the 2012 response time in 2013, the Board established and our fastest response time a new reporting structure to in history. provide a mechanism for “Pillar Champions” to share their prog- The final section of the Annual ress and to provide feedback on Report focuses on our human their activities during Guelph resources and our calls for Police Services Board meetings. service. This section illustrates The Board appreciates this the commitment of our opportunity to measure the members to our Service and Service’s progress and evaluate our community. Once again, the Service’s policing activities. we are celebrating numerous

6 Guelph Police Service Your Police Service

LETTER FROM THE Chief of Police

n behalf of the members the tragic on-duty death of of the Guelph Police Constable Jennifer Kovach in OService, it is with pride March. In our pain and profound that I present the 2013 Guelph loss, we were strengthened by Police Service Annual Report to the overwhelming support of the citizens of Guelph. our citizens and our colleagues in emergency services. In The Annual Report is an oppor- September we also suffered tunity for our police service to further loss with the passing share the results of our 2013 of Paula O’Hanlon, one of our efforts with our community. long-serving Communicators, The report highlights how after a most valiant battle every single day of the year, against cancer. Again, in a our Service is working with our difficult time, we were lifted by community partners, stake­ the support of our community. holders and citizens to ensure change in our clearance rates. we thrive in a safe community. The clearance rates speak to The Guelph Police Service is We also use this report to cele- the abilities of our members and an excellent organization with brate the members of our police they show our commitment to civilian and police members service and recognize their solving crimes. I also commend alike who are committed to value within our community. our citizens’ commitment to the profession of policing and crime prevention strategies are committed to serving our The City of Guelph is a safe, as your efforts help to ensure community. I am proud of our vibrant and diverse community, that our city maintains low members as they endeavour to and we are proud to collaborate crime rates. maintain our outstanding repu- with our numerous community tation, and I extend my personal partners as we maintain our As I present this report, I would gratitude for your profession- commitment to the safety of like to express my sincere alism in responding to calls, our community. For the 7th appreciation to the Guelph interacting with our community consecutive year, the City of Police Services Board and and assisting each other. Thank Guelph ranked as one of the all members of our police you for your hard work, your safest communities in Canada, service. To Chair Sorbara and effort to maintain the trust of and we strive to continue the members of the Guelph our citizens and for building on this trend by enhancing our Police Services Board, thank the strong relationships we have proactive policing strategies, you for your ongoing support with our community and our focusing on our community of our Strategic Business partner agencies. relationships and responding Plan and our police service to our citizens’ calls. as a whole. Thank you to our It is an honour to serve our senior leadership team and all community with “Pride, Service The statistical information mid-managers for your leader- and Trust.” provided in this report shows ship throughout 2013. positive trends in our crime and Bryan M. Larkin clearance rates. When I review 2013 was also a tremendously Chief of Police our 2013 statistics, I am partic- challenging year for our Service ularly proud of the significant and our city as we experienced

Annual Report 2013 7 Overview of Offences in Guelph

Crime down by 5%

fter increasing between 2011 and 2012, the rate of all Criminal Code A occurrences (excluding traffic occurrences) in Guelph fell by just over 5% between 2012 and 2013, from 4,560 to 4,328 occurrences per 100,000 population. Of the major crime categories, property crime decreased the most, by 8.7%. After already declining significantly during the previous reporting period, mischief fell steeply again. Arson occurrences also fell, as did motor vehicle thefts. Violent crimes came down by 6.6% between 2012 and 2013. Almost all types In addition to the positive trend seen in of violent occurrences were reduced, such as crime rates for Guelph, crime clearance also all types of assault which declined by nearly improved, with the clearance, or “solve” rate, 13%. Going against this trend were occur- for all the major categories of crime increas- rences of criminal harassment, up by 38%, ing. Overall, crime clearance increased to 57% and sexual violations, which rose by approxi- from 51.2%, an increase of over 11% year to mately 5%. Controlled Drugs and Substances year. The clearance of violent crime was over Act offences increased, while Youth Criminal 95% in 2013, up by 8.2% from the previous Justice Act offences fell once again. year. This increase was seen particularly in sexual violations, the clearance of which improved by 52.1%. Property crime clearance increased by 13.1% to 32.4%; improvements were especially notable for arson and motor vehicle theft.

8 Guelph Police Service Overview of Offences in Guelph

Criminal Offences

2012 2013 % Variance Occurrences Clearance Occurrences Clearance Occurrence Clearance # Rate # Rate # Rate # Rate Rate Rate Total Criminal Code 5,794 4,560 2,967 51.2 5,564 4,328 3,172 57.0 -5.1 11.3 (excluding Traffic)1 Total Violent Crime1 1,179 928 1,036 87.9 1,114 866 1,059 95.1 -6.6 8.2 Violations Causing Death 0 0 0 — 0 0 0 — — Attempted Murder 0 0 0 — 1 1 1 100.0 — — Sexual Violations 150 118 106 70.7 160 124 172 107.5 5.4 52.1 Assaults 577 454 536 92.9 510 397 473 92.7 -12.6 -0.2 Deprivation of 24 19 22 91.7 19 15 19 100.0 -21.8 9.1 Freedom Violations Robbery 41 32 26 63.4 35 27 21 60.0 -15.6 -5.4 Criminal Harassment 116 91 98 84.5 162 126 145 89.5 38.0 5.9 Utter Threats to Person 225 177 219 97.3 202 157 208 103.0 -11.3 5.8 Total Property Crime1 3,643 2,867 1,042 28.6 3,365 2,617 1,089 32.4 -8.7 13.1 Arson 41 32 4 9.8 32 25 5 15.6 -22.9 60.2 Break and Enter 436 343 86 19.7 389 303 62 15.9 -11.8 -19.2 Theft over $5,000 14 11 6 42.9 10 8 1 10.0 -29.4 -76.7 Motor Vehicle Theft 105 83 11 10.5 83 65 18 21.7 -21.9 107.0 Theft $5,000 or Under 1,064 837 26 2.4 1,048 815 25 2.4 0.1 -0.5 Shoplifting $5,000 or Under 375 295 282 75.2 390 303 342 87.7 2.8 16.6 Fraud 260 205 104 40.0 247 192 127 51.4 -6.1 28.5 Mischief 929 731 282 30.4 723 562 241 33.3 -23.1 9.8 Total Other Criminal Code1 972 765 889 91.5 1,085 844 1,024 94.4 10.3 3.2 Offensive Weapons 88 69 78 88.6 88 68 88 100.0 -1.2 12.8 Failure to Comply 301 237 295 98.0 323 251 323 100.0 6.1 2.0 with Conditions Child Pornography 9 7 3 33.3 19 15 14 73.7 108.6 121.1 Failure to Attend Court 101 79 101 100.0 110 86 110 100.0 7.6 0.0 Breach of Probation 255 201 248 97.3 303 236 303 100.0 17.4 2.8 Controlled Drugs 397 312 382 96.2 433 337 432 99.8 7.8 3.7 and Substances Act Youth Criminal Justice Act 118 93 117 99.2 100 78 101 101.0 -16.2 1.9 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; population estimate from Statistics Canada.

Annual Report 2013 9 Overview of Offences in Guelph

Traffic Offences

riminal Code traffic occurrences this same period. The number of recorded fell between 2012 and 2013 after provincial Highway Traffic Act occurrences Cincreasing during the previous decreased significantly between 2012 and period. Property damage collisions was the 2013, especially speeding and hand-held only category of collisions that rose during communication device offences.

2012 2013 % Variance Occurrences Clearance Occurrences Clearance Occurrence Clearance # Rate # Rate # Rate # Rate Rate Rate Total Criminal Code Traffic Crime1 263 207 266 101.1 201 156 205 102.0 -24.5 0.8 Impaired Operation/ 203 160 204 100.5 156 121 159 101.9 -24.1 1.4 Related Violations Dangerous Driving 311 245 311 100.0 283 220 283 100.0 -10.1 0.0 Without Due Attention Driving While Disqualified 275 216 275 100.0 262 204 262 100.0 -5.8 0.0 or Licence Suspended 1Not all crimes are shown for each crime category; all crimes are accounted for in the totals. Source: Guelph Police Service Records Management System

2012 2013 % Variance Number Rate Number Rate in Rate Total Highway Traffic Action (HTA) Violations2 11,867 9,339 6,649 5,171 -44.6 Drive Motor Vehicle, No Currently Validated Permit 699 550 525 408 -25.8 Drive Motor Vehicle, No Validation on Plates 571 449 518 403 -10.3 Drive Motor Vehicle, No Licence 196 154 160 124 -19.3 Drive Under Suspension 302 238 296 230 -3.1 Drive, Hand-held Communication Device 744 586 354 275 -53.0 Seat Belt Violation 337 265 246 191 -27.9 Speeding 6,282 4,944 2,337 1,818 -63.2 Careless Driving 313 246 287 223 -9.4 2 Not all occurrences are shown in breakdown; all occurrences accounted for in the totals. Source: Guelph Police Service Records Management System

2012 2013 % Variance Motor Vehicle Collisions Number Rate Number Rate in Rate Fatality 5 4 1 1 -80.2 Personal Injury 436 343 431 335 -2.3 Property Damage 2,806 2,208 3,149 2,449 10.9 Source: Guelph Police Service Records Management System and Accident Support Services International

10 Guelph Police Service Overview of Offences in Guelph

The number of hand-held commu- nication device offences decreased Cyber crime fell between 2012 and 2013 significantly. by almost 23%. Cyber and Hate Crime

yber crime fell between 2012 and Hate crimes rose slightly between these 2013 by almost 23%, while clearance two time periods, but unlike 2012, 2013 saw Cof these crimes increased a great deal, greater success in clearance of hate crimes. from 12.5% to 27.5% cleared. The majority of Graffiti is the most common form of hate these crimes were internet fraud, followed by crime in Guelph. child pornography and child luring.

2012 2013 % Variance Occurrences Clearance Occurrences Clearance Occurrence Clearance Rate Rate # Rate # Rate # Rate # Rate Cyber Crime1 88 69 11 12.5 69 54 19 27.5 -22.5 120.3 Hate Crime2 5 4 0 0 7 5 1 14.3 38.4 — 1 A 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.) 2 A 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.)

Annual Report 2013 11 Overview of Offences in Guelph

Ten-Year Trends

he Service’s ten-year trends show that Despite this fact, the Service’s response time Guelph’s police to population ratio to Priority One calls for service remained Thas increased over the last two years. at its best level for the last ten years, and A continued increase in this ratio can be crime clearance improved for the third year expected as Guelph’s population continues in a row. Another indicator of the Service’s to grow while the Service’s complement commitment to financial prudence is the remains relatively stagnant as it works within reduction in overtime per member for the its budget restrictions. third year running.

10-Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Average Population, City of Guelph1 115,670 117,654 119,949 120,753 121,970 123,099 124,856 126,105 127,068 128,573 — Authorized personnel (FTEs) 232.97 246.47 251.62 261.62 269.62 274.67 274.67 282.17 284.42 284.42 266.265 Authorized police 173 178 179 186 190 192 191 195 195 196 187.5 officers (FTEs) Population per police officer 669 661 670 649 640 641 654 647 652 656 654 Net operating expenditures 20.1 21.6 23.7 25.7 27.2 28.7 30.1 31.3 32.4 34.0 27.5 ($millions) Policing cost per capita ($) 173 184 198 213 224 233 241 248 255 264 223 Median response time — — 5.7 6.6 8 4.5 5.3 4.5 4.3 4.3 5.4 (mins), Priority One calls2 Total crime rate3,4 5,200 4,675 4,458 4,809 4,822 5,317 4,807 4,402 4,560 4,328 n/a Violent crime rate4 671 652 786 811 807 829 915 841 928 866 n/a Property crime rate4 4,051 3,558 3,113 3,483 3,528 3,613 2,963 2,739 2,867 2,617 n/a Crime clearance rate4 32.4 33.3 37.5 39.9 37.5 45.3 55.6 47.4 51.2 57.0 n/a Violent crime clearance rate4 79.1 76.3 70.4 89.6 76.7 83.6 86.6 78.1 87.9 95.1 n/a Property crime 17.6 17.5 19.6 20.4 21 25.2 33.2 25.2 28.6 32.4 n/a clearance rate4 Traffic crime rate4 227 172 214 176 192 214 198 212 207 156 n/a Sick time per 49.4 46.6 45.5 53.4 48.4 66.6 59.5 64.0 67.6 72.4 n/a member (hours)5 Overtime per member (hours) 163 147 108 116 123 100 106 98 87 82 113 1 Population figures from 2004 to 2009 and 2011–2013 from Canadian Centre for Justice Statistics UCR 2 aggregate data; 2010 population estimate derived by the Guelph Police Service. 2 Beginning 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 has impacted on the resulting median response time after 2008. 3 Total Criminal Code Occurrences excluding traffic violations. 4 Beginning 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. 5 Figure derived using new calculations starting with 2011; therefore statistics from 2011 on are not comparable with previous years.

12 Guelph Police Service

Guelph Police Service Activity

Calls for Service

2012 2013 % Variance 2012 2013 % Variance GRAND TOTAL 67,515 63,222 -6.4 Liquor Complaint 590 426 -27.8 Total excluding 41,471 38,399 -7.4 Noise Complaint 2,924 2,328 -20.4 administrative calls Suspicious Person/ 2,300 2,196 -4.5 Violent 4,999 5,026 0.5 Vehicle Homicide 0 1 Traffic 3,569 3,938 10.3 Arrest/Arrest on Warrant 497 572 15.1 Driving/School 1,008 994 1.5 Arson 43 35 -18.6 Bus Complaint Assault 348 270 -22.4 Impaired Driving 188 139 -26.1 Domestic Dispute 1,285 1,341 4.4 MVC — Fatality 4 1 -75.0 Domestic Other 643 610 -5.1 MVC — Hit and Run 172 193 12.2 Elder Abuse 13 15 15.4 MVC — Personal Injury 445 429 -3.6 Landlord/Tenant Dispute 261 218 -16.5 MVC — Property Damage 1,032 1,619 56.9 Neighbour Dispute 352 365 3.7 Community Safety 5,803 6,495 11.9 Offensive Weapons 72 74 2.8 Animal Complaint 605 569 -6.0 Robbery 47 33 -29.8 Assist Citizen 1,085 1,330 22.6 Sex Offence 136 120 -11.8 Assist Other Service 857 1,072 25.1 Threatening 226 182 -19.5 Bylaw Complaint 432 385 -10.9 Unwanted Person 436 504 15.6 Check/Insecure Premise 743 1,160 56.1 Property 3,386 3,334 -1.5 Missing Juvenile/Person 267 187 -30.0 Break and Enter 422 384 -9.0 Sick/Injured Person 869 716 -17.6 Fraud/Counterfeit Money 381 401 5.2 Dangerous Condition 333 625 87.7 Graffiti 101 58 -42.6 Other 15,875 12,998 -18.1 Property Damage 560 484 -13.6 Alarm 1,534 1,514 -1.3 Shoplifting 385 411 6.8 Drugs 286 282 -1.4 Theft from Vehicle 604 613 1.5 Juvenile Complaint 518 370 -28.6 Theft Motor Vehicle 118 103 -12.7 Mentally Ill Person 645 895 38.8 Theft Under 710 782 10.1 Person Stop 591 525 -11.2 Public Disorder 7,839 6,608 -15.7 Vehicle Stop 11,340 8,272 -27.1 Disturbance 835 696 -16.6 Administrative 26,044 24,823 -4.7 Intoxicated Person 1,181 953 -19.3 Source: Guelph Police Service Crime Analyst

14 Guelph Police Service Guelph Police Service Activity

Service Activity and Quality Indicators

2012 2013 % Variance Response Time – Priority One Calls Number of Priority One Calls 1,744 1,516 -13.1 Median Response Time, Priority One Calls (minutes) 4.27 4.26 -0.2 Use of Force Number of Incidents 46 46 0.0 Levels of Force Used 97 141 45.4 Public Complaints — Investigations Total Complaints by Type 24 8 -66.7 Police Officer Conduct 24 8 -66.7 Services of the Police Service 0 0 — Policies of the Police Service 0 0 — Public Complaints — Resolutions Withdrawn 0 1 — Unsubstantiated 4 2 -50.0 Informal Resolution 1 0 -100.0 Informal Discipline 0 0 — Misconduct Hearing 0 0 — OCCPS/OIPRD Appeals 0 0 — Internal Investigations 10 5 -50.0 Drug Enforcement Value of Drugs Seized $1,770,577 $730,613 -58.7 Cash Seized $57,106 $123,991 117.1 Joint Forces Operations and Internal Task Forces* 7 53 — Projects Resulting in Charges 7 29 — Freedom of Information (FOI) Requests Processed 336 334 -0.6 Data Services Number of Record Checks 9,618 9,088 -5.5 Employment Clearance (fee for service) 3,451 3,472 0.6 Volunteer Clearance** 5,691 5,169 -9.2 Record Checks — Other Agencies 476 447 -6.1 Active Alarm Registrations at Year End 2,680 2,580 -3.7 *Changes in the way these statistics were measured between 2012 and 2013 do not allow for comparison **Beginning in September of 2013, some volunteer checks were no longer free of charge Source: Units of the Guelph Police Service

Annual Report 2013 15 2013–15 Strategic Business Plan

Pillar Highlights

very three years the Guelph Police Services Board, in partnership with Emembers of the Guelph Police Service, develops a new Strategic Business Plan to guide the Service’s future activities. Planning helps the Service anticipate challenges and create forward-thinking initiatives to address them. This practice helps the Service improve the services we provide, strengthen the organization for our members, and make the best use of our resources.

The Plan is developed by “Pillar Champions” who oversee the Pillars, or areas of focus, of the Strategic Business Plan. Each pillar has a series of objectives that address the information gathered during consultations with the community and members of the Service. A full listing of the Service’s work to meet these objectives is available in the Guelph Police Service Strategic Business Plan Year 1 Pillar Report, available on the Service’s website along with the 2013–2015 Strategic Business Plan itself. Some high- lights of that work are presented below.

16 Guelph Police Service 2013–15 Strategic Business Plan Pillar Highlights — Neighbourhood Policing

Neighbourhood Policing Emergency Calls for Service Community Patrol

OBJECTIVE: OBJECTIVES: • Further investigate the possibility of • Create a detailed mandate for the High shared technologies between local Enforcement Action Team (HEAT) of the municipal emergency responders for Community Mobilization Unit (CMU). the most efficient response possible to • Reduce repetitive calls for service. emergencies. through crime analysis, community engagement, planned response, and The Tactics and Rescue Unit (TRU) of the problem solving. Service responds to major emergencies in Guelph, often in concert with other first Community policing is becoming increasingly responders. To improve the response of the important in policing today. In recognition of Unit to emergencies, TRU made a number this fact, during 2013, organizational restruc- of enhancements to its equipment and turing of the Service’s operational units resulted processes. The Unit updated the Touratech in the creation of the Community Mobilization Search Manager software on its laptops used Unit (CMU). This Unit consists of the Service’s to manage searches for missing persons. In High Enforcement Action Team (HEAT) and addition, TRU upgraded its GPS units, ensur- Community Resource Officers (CROs). The ing they are compatible with the Waterloo mandate of this Unit includes liaising with com- Regional Police Service’s and the OPP’s sys- munity members and organizations, addressing tems. These two items make searches more ongoing downtown issues, conducting com- effective and efficient, for instance allowing pliance checks, and generating intelligence. more area to be covered within a shorter The Unit also provides additional Bicycle Unit timeframe. A new Tactics and Rescue robot resources and regularly supports and backfills was purchased to replace the Unit’s obsolete the front line for both patrol and call for service robot. This piece of equipment is used for assistance, as well as allowing for an additional remote entry into premises. The robot aids supervisor on the road. The Community in public and officer safety when responding Resource Officers have greatly reduced repet- to occurrences such as bomb threats as the itive calls for service, particularly in regards to need for a person to be involved in close several individual cases that in 2012 collectively proximity to a suspected bomb is eliminated, generated in excess of 1,000 calls for service. for example. Finally, a review of the TRU’s The development of the CMU highlights how equipment and fleet was conducted. As the Service is responding to the needs of the a result, two vans were introduced to the community and working with other organiza- Unit, allowing the Unit to have three vehi- tions to problem solve and to develop capacity cles equipped for major incidents that can to deal with issues beyond those which the respond instantly to multiple calls for service. police would traditionally handle.

Annual Report 2013 17 2013–15 Strategic Business Plan Pillar Highlights — Neighbourhood Policing

based on the story of Rachel Scott, the first Community Based Crime victim of the Columbine High School tragedy. Prevention Through Through Rachel’s example, students are Youth Outreach challenged to examine their own lives and to demonstrate positive behaviours, including OBJECTIVES: kindness and acceptance. This program • Through collaboration of the Youth and consisted of one presentation and one train- Crime Prevention Unit, Internet Child ing session for each of the eight participating Exploitation Unit, and external partners, schools, resulting in the program being provide appropriate presentations and delivered to approximately 5,800 students. programming. • Create and manage a team of internal Also in 2013, the Alliance for At Risk Youth and external partners to oversee a High (AARY) committee was formed. AARY Risk Youth Offender Management consists of members from the Guelph Police program. Service, the OPP, the Crown Attorney’s Office, Probation and Parole, Family and Crime prevention philosophies need to be Children’s Services, the John Howard Society, introduced in children’s lives to maximize the Community Mental Health Association their impact on the community. The Service and Lutherwood, and works to identify and has undertaken many activities using this manage youth who are at risk in our com- approach. For example, Rachel’s Challenge munity. Included in this work is information was brought to the City of Guelph through sharing, the development of safety plans, the facilitation of the Youth and Crime the creation of a consistent and coordinated Prevention Unit in 2013. The Challenge is response, and follow up across partners.

18 Guelph Police Service 2013–15 Strategic Business Plan Pillar Highlights — Assistance to Victims · Criminal Investigations

Assistance to Victims

OBJECTIVE: • Safety Plans — 80 • Provide relevant and appropriate • Victim Impact Statements — 29 materials to victims of crime. • Bail Notifications — 89 • Project Lifesaver Clients Enrolled– 19 Providing support to victims is essential to • Office Visits — 112 their coping with traumatic events such as • On Scene Responses — 159 being subject to a criminal occurrence. Victim • Initial Telephone Calls — 402 Services Wellington (VSW) continued its work • Total Crime-Related Referrals — 466 with victims of crime throughout 2013. VSW • Total Tragic Circumstance Referrals — 179 has a number of supports available that it provides to victims as appropriate, including the distribution of 869 support materials throughout 2013. In addition, VSW carried out the following activities during 2013:

Criminal Investigations

Violent Crime violent crime. Of note is the 436 compliance checks that were carried out by officers OBJECTIVES: during 2013. These checks are completed • Implement more formalized to ensure that offenders are abiding by any management of high risk offenders. conditions they may have (e.g., not to asso- • Prioritize monitoring of sex offenders. ciate with certain persons, not to visit certain locations) and to reduce the likelihood that Units of the Investigative Services Division they will reoffend, thus reducing violent crime worked to improve internal processes and and victimization. In addition, a detective partnerships internally and externally to from the Sexual Assault and Child Abuse Unit provide a better response to violent crime in is assigned to oversee the local Sex Offender our community, of which offender manage- Registry (SOR). In 2013, 100% compliance for ment is a key part. To this end, a detective all persons on this registry (required to check from the Serious Crime Unit was assigned in with the Service) was achieved. The Service to maintain the High Risk Offender database also participates on the Guelph Wellington and liaise with Probation and Parole, the Action Committee for Domestic Violence and Crown Attorney, and other Guelph Police Sexual Assault, which represents over 20 local Service units to improve monitoring of high agencies with the aim of reducing both risk offenders. The Service also belongs to a domestic violence and sexual assault. committee of justice partners to help address

Annual Report 2013 19 2013–15 Strategic Business Plan Pillar Highlights — Criminal Investigations

Property Crime addictions, left unchecked, regularly lead to ongoing contact with police as they OBJECTIVE: continue to use drugs and commit crimes to • Participate in graffiti eradication feed their habits. In recognition of this fact, strategies with external partners. various community partners came together to develop and implement a local drug In addition to often being a blight on the treatment court. Based on drug treatment appearance of the community, graffiti is courts in operation elsewhere, the purpose often associated with gang activity and can of this initiative is to divert persons who are victimize persons when it takes the form of suitable candidates from the judicial system a hate crime, depending on the content of and into treatment instead of being incar- the graffiti. The Youth and Crime Prevention cerated and left untreated, thus increasing Unit spearheaded work on this objective to the likelihood they will offend again. This counteract this issue. The Unit undertook program has achieved support from local outreach and awareness activities aimed at justice partners, social services, and treatment educating the public and potential victims of providers, and includes: the Wellington graffiti about ways to prevent this crime and Guelph Drug Strategy; the OPP; Probation how to address it. Crime Prevention Through and Parole; the Crown Attorney; Homewood Environmental Design (CPTED) audits were Human Solutions; Legal Aid; and Stonehenge also carried out by officers on various loca- Therapeutic Community. This court has tions. These audits help people learn ways to now been in operation since January 2013. reduce the likelihood that their property will Several offenders are doing well in the be targeted for this crime, such as increased program, exhibiting signs of success such as visibility by introducing more lighting and compliance with the program directives and removing visual barriers. Local statistics indi- reduced offending, which has in turn reduced cate that these efforts are having the intended the amount of judicial resources required effect. In 2012, the Service recorded 118 to enforce drug and drug related crime. As graffiti calls for service; in 2013, that number such, the drug treatment court has shown its dropped drastically to 65. benefits to the judicial system, to the program participants as they have an enhanced quality Drugs of life, and to the community as there is reduced victimization and freed community OBJECTIVE: resources to be diverted to other issues. • In partnership with stakeholders, maintain leadership of the development of a drug treatment court.

Persons addicted to drugs often come into contact with the judicial system, drawing upon the resources of the police, the court system, and numerous others. These persons’

20 Guelph Police Service 2013–15 Strategic Business Plan Pillar Highlights — Road Safety

Road Safety

OBJECTIVE: last for 10 to 12 years, whereas cruisers typ- • Establish and implement a police ically last only two years. In June 2013 three motorcycle program. officers were trained on the motorcycles, and the bikes were out on the road shortly thereaf- Guelph was the first police service in Canada ter. The Service is in the process of developing to use motorcycles. However, the Service’s finalized motorcycle procedures to be added fleet has been without this mode of transpor- to overall traffic management procedures. In tation for quite some time. As such, and due to addition to carrying out traffic enforcement the benefit to road safety they provide as they activities, the motorcycles have been used handle moving violations better than cruisers, to engage with the public at community it was decided to reintroduce motorcycles events. For instance, in 2013 the motorcycles to the Service. This addition was done in May were at the “Hot Summer Nights” event, the 2013, using a surplus from the capital budget “Ride for Dad,” the 911 Ride, the Toronto and to fund it. Two motorcycles were purchased Ottawa police memorials, and the Guelph for the same cost as one cruiser, and they will Remembrance Day parade.

Annual Report 2013 21 2013–15 Strategic Business Plan Pillar Highlights — Community and Organizational Communication

Community and Organizational Communication

Community Communication having difficulties maintaining the website to address these concerns. As a result, although OBJECTIVES: the website was to be a vehicle for com- • Enhance our online presence by munity mobilization on crime prevention, a redesigning the Guelph Police Service way for members of the public to interact website to ensure the community with the Service, and a point of contact for has access to current and dynamic the services provided by the Guelph Police information. Service, these objectives were not being fully • Continue to use social media to engage achieved. It was decided that the Service with the community. needed to revamp its website, although the funds for such a project were not available The Service’s website had become outdated, at the time. The Service took advantage of and a lot of feedback was being received a grant opportunity and made a successful saying the site was not functional, current, application to secure funds to enhance its or engaging. In addition, the Service was crime prevention efforts through online

22 Guelph Police Service 2013–15 Strategic Business Plan Pillar Highlights

mediums. Some of these funds were used Organizational Communication to design and develop a new website. The development included distributing a Request OBJECTIVE: for Proposals for a vendor, community • Design, implement and promote an consultations to determine the content and internal information portal that is format of the new website, and training for content-rich, searchable, accessible, the members of the Service who would be straightforward, and practical. responsible for maintaining the new website. Most of these activities took place throughout The Guelph Police Service has been using 2013. On April 25th, 2014, the new website a variety of mediums to share information was successfully unveiled, and feedback to such as schedules, forms, and procedures, date indicates that it is being well received by across the Service. As a result, members the community. were at times unsure where to locate certain information, causing some communication The Guelph Police Service also continued to breakdowns. To remedy this situation, the expand its social media presence throughout decision was made to create a common 2013. Work in this area included improved information portal, accessible through the use of the Service’s Facebook, Twitter, and Service’s internal computer network, which all YouTube accounts. Chief Larkin also maintains units of the Service could use to share infor- a Twitter account. Together, the Chief and mation that should be accessible to others. the Service have approximately 11,600 Twitter Microsoft SharePoint software was purchased followers. The Service has received approx- for this purpose, and was recently upgraded. imately 3,200 “likes” to its Facebook page, Throughout 2013 the internal SharePoint and there are now 36 videos on the Service’s site was increasingly used, and is quickly YouTube channel that have been viewed over becoming the main source of information 12,000 times. for members. Future plans include improving the layout and design of the site to make it easier for members to navigate and upload information.

Annual Report 2013 23 2013–15 Strategic Business Plan

Human Resources

OBJECTIVE: variances. As a result there will be increased • Work with Finance to develop a model training opportunities for members and the to strategize and prioritize legislated Leadership Team will be satisfied that there are training requirements as well as sufficient funds to access the courses needed developmental training and mentoring to develop the skills required to take the opportunities, including succession Service into the future. planning. • Meet the training needs that have been In addition, during the development of the identified during the 2013–2015 strate- 2013–2015 Strategic Business Plan, a list of gic business planning process. training priorities outside of legislated train- ing was developed based on the feedback Financial Services and Human Resource received during consultations. Throughout Services in consultation with the Senior 2013 the Service maintained steady progress Leadership Team developed a method to effec- on meeting these needs. Courses completed tively meet legislated training requirements include drug enforcement, gang investi- and member development. The centralized gations, collision investigation, and arson training model has been implemented and the investigation. During the year the Professional Senior Leadership Team met in the first quarter Development and Recruiting Unit also worked of 2014 to collectively review the Service’s with the Canadian Police Knowledge Network organizational training priorities based on the to develop a learning portal specific to the Strategic Business Plan. When there are training Guelph Police Service to increase training surpluses projected, the organizational training opportunities at a reduced cost. This portal is priority list will be used to minimize year end now online and in use.

24 Guelph Police Service 2013–15 Strategic Business Plan

Information Technology Plan

OBJECTIVE: allows for significant auditing of calls that • Provide technological support for the come in to the Communications Center. In logging of activity to enhance our audit- an effort to improve officer safety, a speed ing capabilities. management program is currently being implemented in Guelph Police Service vehi- The Service has recognized that strength- cles. Audit logs and exception reports for the ening the auditing functions of the Guelph Service’s records management system are Police Service will help improve the provision under development, with the goal of improv- of services to the community. As a result, ing the quality of data that are maintained. a plan to improve the Service’s auditing Future plans to further the Service’s auditing capabilities was developed and a number of capabilities include the introduction of new projects to support this plan are in progress. voice logging equipment that will support In October of 2013 software was imple- next generation radio, telephone, and dis- mented in the Communications Center that patching systems.

Annual Report 2013 25 2013–15 Strategic Business Plan

Finance and Administration

OBJECTIVE: toward improved processes; a review of • Continue to improve procurement administrative functions is now in progress processes to increase quality and cost and will result in further efficiencies for the effectiveness, and demonstrate strong Service and community, such as increasing asset management. automation. Specific to Financial Services, • Continue to improve budget accuracy procurement of materials was enhanced and effectiveness while ensuring a throughout the year, including bringing in a strong internal control system. new poly-wool uniform with name tags sewn on for officers and special constables. These The Guelph Police Service, like other police uniforms are of superior quality, are more services in the province, is under increasing professional looking, and more cost efficient. pressure to make more efficient and effective Improvements were also made to the budget use of the resources it is allotted. The Service and variance reporting format to ensure that recognizes the need for fiscal restraint and the information in those reports is meaningful the need to find new ways of providing and easy to understand. These improvements service that will produce an increased include the creation of more visual dashboard return for taxpayer dollars. The restructuring reports including pictorial charts to improve of operational units was one major step communication of financial information

26 Guelph Police Service 2013–15 Strategic Business Plan

internally and externally. An efficiency report These funds have allowed the Service to was also created to highlight and share with improve the quality of its investigations, run members of the Service and the community RIDE programs, complete enhanced training the successes of and innovative projects for officers, improve its crime prevention implemented by the Service. efforts, and maintain its staffing complement.

The 2013 year-end financial outcomes for The renovations of the Guelph Police the Service speak to the results being realized headquarters building has been the largest by the efforts the Service is making into financial project for the Service for quite finding improved efficiencies. The Service some time. This building, and the Service experienced an operating surplus of $153,314 itself, are critical parts of the City of Guelph’s in 2013. These unused funds were a result infrastructure and thus need to be adequately of numerous factors, such as a surplus in supported. The current building has a number the overtime budget, the first time in five of deficiencies that need to be addressed as years that a surplus in this area has been soon as possible, including a leaking roof, experienced. The reduction in overtime is due inadequate prisoner detention and forensic primarily to improved scheduling, lower court identification laboratory, and numerous other attendance by officers, and restructuring in health and safety and security issues. Fixing the Drug Unit which has led to a reduced these concerns are all operational, and some reliance on overtime to meet the Unit’s also legislatively mandated, requirements of demands. The Service also continues to take the Service. Despite these shortcomings, the advantage of grant funding opportunities, location of the current building is ideal due to which allow the Service to implement proj- its centrality, the proximity of other munic- ects and fund salaries that otherwise would ipal services, and its accessibility via public be out of its reach. During 2013 the Service transportation. received a total of $1,510,914 in funding through the following programs: At the time of this writing, the meeting seek- ing approval of the headquarters renovation • Civil Remedies; was yet to occur. The Service and consultants • Proceeds of Crime — Front Line Policing; have, after assessing all available options, • Court Security; come to the conclusion that the renovation • Provincial Anti Violence Intervention and expansion of the current headquarters Strategy; building, using the design approved in the • Community Policing Partnerships; report that will be presented, will meet the • Reduce Impaired Driving Everywhere; Service’s long term needs while at the same • Safer Communities — 1,000 Officers time exercising fiscal responsibility. Partnership Program; • Youth in Policing Initiative; and • Provincial Strategy to Protect Children from Sexual Abuse and Exploitation on the Internet.

Annual Report 2013 27 Human Resources

Financial and 2012 2013 Material Resources Net Approved Budget $32,927,300 $34,126,700 Net Operating Expenditures $32,434,408 $33,973,386 Policing Cost per Capita $255 $264 Number of police vehicles 67 68 Patrol 22 23 Traffic 4 3 Canine 3 3 Investigative Services 23 23 Courts 4 4 Human Resources 2012 2013 Other 11 12 Population, City of Guelph 127,068 128,573 Average Kilometres Traveled 1,847 1,832 Authorized Personnel (FTEs) 284.42 284.42 per Vehicle per Month Actual Personnel (FTEs) 284.42 282.535 Patrol 3,142 3,112 Authorized Police Officers (FTEs) 195 196 Traffic 3,049 2,571 Police Officer: Population 1:652 1:656 Canine 1,891 2,489 Ratio (authorized FTEs) Investigative Services 1,111 1,163 Authorized Constables 155 155 Courts 927 772 Actual Constables 156 156 Other 681 883 Overtime (hours) 24,839 23,250 Police Vehicles — 1,485,123 1,526,483 Overtime per Member (hours) 87.3 82.3 Total Kilometres Traveled Overtime Paid (hours) 14,730 13,079 Overtime Paid (%) 59.3 56.3 Cost of Overtime Paid ($) $594,326 $533,507

Sick Time (hours) 19,224 20,462 Sick Time per Member (FTEs) (hours) 67.6 72.4 Injured on Duty (hours) 747 1,878 Injured on Duty per 2.6 6.6 Member (FTEs) (hours)

Selected Cost Recovery 2012 2013 Alarm Fees $116,301 $153,758 Police Record Check Fees $150,294 $143,136

28 Guelph Police Service Human Resources

Authorized and 2012 2013 % Variance Actual Personnel Authorized Actual Authorized Actual (Authorized) Police Complement Total 195 196 195 196 — Chief of Police 1 1 1 1 — Deputy Chief 1 1 1 1 — Inspectors 5 5 5 5 — Staff Sergeants 9 9 9 9 — Sergeants 24 24 24 24 — Constables 155 156 155 156 — Civilian Complement Total 89.42 88.42 89.42 86.535 — Director 1 1 — — — Senior Management/Administration 8 8 8 8 — Special Constables 12.7 12.7 12.7 12.7 — Maintenance 4.77 4.77 4.77 4.385 — Administration 62.95 61.95 62.95 60.45 — TOTAL (FTEs) 284.42 284.42 284.42 282.535 —

Annual Report 2013 29 Human Resources

Personnel Complement PERMANENT EMPLOYEES AS OF DECEMBER 31, 2013

Police Civilian Male Female Male Female Full Part Time/ Time Job Share Chief of Police 1 1 Executive Assistant 1 1 Legal Counsel; Legal Services and Access to Information 1 1 1 1 Executive Services Inspector 1 1 Professional Standards Sergeant 1 1 Research Analyst; Research Assistant 1 2 2 1 Public Information Officer (Constable) 1 1 Deputy Chief of Police 1 1 Neighbourhood Services —Patrol Inspector 1 1 Administrative Assistant 1 1 Crime Analyst 1 1 Neighbourhood Teams Staff Sergeant 3 2 5 Neighbourhood Teams Sergeant 9 1 10 Neighbourhood Teams Constable 56 15 71 Neighbourhood Teams Special Constable 2 3 5 Community Mobilization Sergeant 1 1 High Enforcement Action Team Constable 3 3 Community Resource Officer (Constable) 2 1 3 Neighbourhood Services — Field Support Inspector 1 1 Tactics and Rescue Sergeant 2 2 Tactics and Rescue Constable 12 12 Traffic and School Safety Sergeant 1 1 Traffic Constable 8 8 School Safety Constable 1 1 2 Youth and Crime Prevention Sergeant 1 1 High School Resource Officer Constable 3 1 4 Youth Detective Constable 1 1 2 VIP Constable 1 1 Canine Constable 3 3 Investigative Services Inspector 1 1 Investigative Services Clerk 1 1 Investigative Services Staff Sergeant 2 2 Serious Crime Sergeant 1 1 Serious Crime Constable 4 1 5 Sexual Assault and Child Abuse Sergeant 1 1 Sexual Assault and Child Abuse Constable 1 2 3 Internet Child Exploitation Constable 2 2

30 Guelph Police Service Human Resources

Police Civilian Male Female Male Female Full Part Time/ Time Job Share General Investigations and Special Projects Sergeant 1 1 General Investigations and Special Projects Constable 4 4 Fraud Constable 1 1 2 Domestic Violence High Risk Coordinator (Constable) 1 1 Forensic Identification Sergeant 1 1 Forensic Identification Constable 3 3 Technological Crimes Constable 1 1 Drugs Sergeant 1 1 Drugs Constable 5 5 Intelligence Sergeant 1 1 Intelligence Constable 4 1 5 Drugs and Intelligence Clerk 1 1 Investigative Services Constable (Training Position) 1 1 Administrative Support Services Inspector 1 1 Data Services Manager 1 1 Data Services Staff 9 6 3 Transcriptionist 6 5 1 CPIC; CPIC Auditor 2 5 6 1 Fingerprinting and Online Reporting Special Constable 1 1 Communications Staff Sergeant 1 1 Communications Sergeant 2 2 Communications Trainer/Auditor 1 1 Call Taker 1 1 Dispatcher 1 21 15 7 Court Services Staff Sergeant 1 1 Court Services Constable 2 2 Case Management Constable 1 1 Court Security Special Constable 7 4 10 1 Summons/Warrant Special Constable 1 1 Court Services Clerk 3 3 Found and Seized Property/Firearms Constable 2 2 Facilities Manager 1 1 Custodian 5 4 1 Fleet Manager 1 1 Human Resources Manager 1 1 Human Resources Advisor 1 1 Payroll Clerk 1 1 Professional Development and Recruiting Sergeant 1 1 Training Officer (Constable) 2 2 Financial Services Manager; Financial Analyst 1 1 Financial Services Administrative Assistant 1 1 Materials Management Purchaser 1 1 Materials Management Mail Clerk 1 1 Information Services Manager 1 1 Information Services Technician 2 2 Business Analyst 1 1 TOTALS 159 31 24 72 267 19 TOTAL PERMANENT EMPLOYEES 286

Annual Report 2013 31 Human Resources

Promotions & Retirements OFFICER PROMOTIONS RETIREMENTS Staff Sergeant Marino Gazzola Staff Sergeant Neal Young — 34 Years of Service Sergeant Cory Sherratt Janet Erb — 28 Years of Service Awards LENGTH OF SERVICE AWARDS 35 Years of Service 15 Years of Service 10 Years of Service Christina Auliffe Constable Michel Alarie Constable Scott Biser 30 Years of Service Juanita Allsop Constable Matthew Drenters Sergeant Benjamin Bair Constable Joshua Fraser Sergeant Stephen Collins** Brenda German Sergeant Carrie Kerfoot Deputy Chief Jeff DeRuyter** Constable Tracey Guthrie Constable Kevin McCart Paulette Korga Constable Earl Layne Constable Mark O’Connell Staff Sergeant David Miller** Michelle Lochead Evelyn Zeffer Constable Gordon Woods Constable James McMichan (bar only) Constable Daniel Mosey 25 Years of Service Susan Brine Sergeant David Elloway **Governor General of Canada’s Police Exemplary Service Medal and Bar Staff Sergeant Thomas Gill Sergeant Manfred Hoyer Constable Brian Welsh Staff Sergeant Catherine Welsh

MEMBER AND COMMUNITY AWARDS Citizen Award Community Raechelle Devereaux — Natalie Black Partner Awards Manager, Wellington Guelph Drug Strategy Winmar: Darrin Drake Rockwood Lions Club: Paul Schmidt Darryl Nichol University of Guelph Campus Roy Burch — Guelph Hydro Community Police: Special Constable Mario Deschamps Elizabeth Kent — Victim Services Special Constable Bryce Kohlmeier Wellington

32 Guelph Police Service Human Resources

MEMBER AND COMMUNITY AWARDS In Memoriam Member of the Year Award for Staff Sergeant Scott Grover Excellence in Community Paula O’Hanlon Excellence in NOVEMBER 10, 1962 Support Services Service Staff Sergeant David Pringle Matthew Richmond TO SEPTEMBER 13, 2013 Chief’s Commendation for Policing Excellence n September 13th, 2013, our Service lost a beloved member of our Communications Project “Chatter” Constable Sandra Boyd O Team Members Constable Scott Bangay family. After a long and hard battle with cancer, Sergeant David Elloway Constable Paula O’Hanlon passed away peacefully in her Constable Rodney Cox Stephen Campbell residence surrounded by her immediate family. Constable Bruce Hunter Constable Matthew Cutting Constable Ralph Neumann Sergeant David Guest Constable Mark Pettapiece Linda Guest Paula had a long and rewarding career in Constable Constable Attila Korga Communications that spanned a 28‑year period. Christopher Probst Sharon Kors The Guelph Police Service quickly became part of Constable Lester Tang Constable her extended family as her enthusiasm for life and Gregory MacArthur Constable James Gordon Constable Einar Mackie magnetic personality touched Constable Richard MacLean all of our lives in some way. Her Constable Ken Dunn Constable Kevin McCord passion for her job was evident Constable David Gamsby Constable Bryan McKean whenever you spoke with her Special Constable Constable Cheryl McMichan Kimberlee-Ann MacPhail April Peters on the phone or listened to Constable Gary Mulder Sergeant Douglas Pflug her on the radio. Paula had a Constable Special Constable presence about her that would Christopher Sutter Thomas Randell always bring out the best in people. A compassion- Constable Constable Dallas Baker Stewart Robertson ate individual who cherished family and friends Constable Scott Srigley dearly, Paula embraced family values and was Rita Griffiths Brie Tigani always the heartbeat of social activities. Whether Linda Guest Project White it was on the soccer field, running a triathlon or Mary Jo Milligan Team Members: simply sipping wine on her patio with friends, Sergeant Ben Bair Constable Daniel McTaggart Paula’s absence is, and always will be, missed. Constable Scott Biser Constable Kendall Brown Constable Crystal Bell Constable Andrew Gale Time will pass Paula, but rest assured that there Constable Trevor Hern Sergeant Stephen Gill won’t be a day that goes by when someone at the Constable Dale Hunt Jonathan Green Guelph Police Service isn’t thinking about you. Constable Kevin Kerfoot Constable Matthew Jotham Constable Andrew Orok Constable Bradley Saint Constable Christopher Wilson

Annual Report 2013 33 Human Resources

In Memoriam Constable Jennifer Kovach SEPTEMBER 10, 1986, TO MARCH 14, 2013

arch 14, 2013, marks services from across Ontario a significant day in and Canada, marched side-by- Mthe history of the side along Wyndham Street in Guelph Police Service and the honour of Constable Jennifer city of Guelph. Members of Kovach, who sacrificed her the Neighbourhood Services life for the common good Division — Patrol donned their and greater cause of society. uniforms with pride, courage, Regardless of the uniform or integrity and a willingness to rank, every officer and emer- make their community a better gency service worker shared place to live. the same goal — a collective desire to offer condolences and The uniforms signified their lead- respect on behalf of their police ership, dedication to community commitment to building strong, service, agency and community service and a commitment to safe and healthy communities. to the Kovach Family, members improving the lives of others. of the Guelph Police Service Working that early morning was a Shortly after commencing her and the citizens of Guelph. young, dynamic and vibrant offi- patrol shift, Constable Kovach cer, Constable Jennifer Kovach, responded to the call of duty As I reflect on the past year, 26 years old, who was fulfilling with selflessness while uphold- I was deeply touched by the her lifelong dream of serving the ing her Oath of Office to ensure many heartwarming acts of citizens of Guelph as a police the safety of all Guelph citizens. kindness as well as condolences officer. That morning, she Jennifer paid the ultimate and sympathies offered by the joined thousands of other police sacrifice in the line of duty and citizens of Guelph. Flags flew officers across Canada who were tragically her family, loved ones, at half-mast, books of condo- patrolling our neighbourhoods, colleagues and our community lences were filled with notes of highways and interacting with have lost a special part of our peace and hope, which pro- citizens of all ages. lives. vided the family with strength and inspiration as they mourned These thousands of officers On March 21, 2013, the skies the loss of their loved one. shared a similar passion and a were grey as light snowflakes common goal with Constable fell upon Guelph as thousands The outpouring of support and Jennifer Kovach — a dedication of police officers, along with well-wishes is a stark reminder to community service and a members of emergency of our tremendous community

34 Guelph Police Service Human Resources

spirit that continues to build a strong, safe and caring Guelph. The Guelph Police Service will be forever thankful and grateful to the community for your incredible support.

While no words or actions can express the grief and sorrow we all continue to feel for the Kovach Family, our collective remembrance of Constable Jennifer Kovach offers hope to the family, her closest friends and colleagues as they continue to cope with the tragic loss.

Equally, on behalf of the Police Service, we extend our sincere thoughts to the Guelph Transit operator and her col- leagues — we are grateful for your public service.

Although time will pass, we shall never forget this dark time for our community. Today, our thoughts are with the Kovach family as we pay tribute to Constable Jennifer Kovach, who shall forever be remembered as a “Hero in Life not Death.”

Yours truly,

Bryan M. Larkin Chief of Police

An open letter to the editor of The Guelph Mercury, March 14, 2014

Annual Report 2013 35 Guelph Police Service 15 Wyndham Street South, Guelph, Ontario N1H 4C6 Phone: 519-824-1212 • Fax: 519-763-0516 • TTY: 519-824-1466 www.guelphpolice.ca