Guelph Police Service Annual Report 2014

Contents

Your Police Service...... 4 2013–15 Strategic Business Plan Organizational Structure...... 5 Pillar Highlights...... 18 Letter from the Board Chair...... 6 Neighbourhood Policing...... 18 Letter from the Chief of Police...... 7 Emergency Calls for Service...... 18 Community Patrol...... 19 Overview of Offences in Guelph.... 8 Community Based Crime Prevention Criminal Offences...... 9 Through Youth Outreach...... 19 Traffic Offences...... 10 Assistance to Victims...... 20 Cyber and Hate Crime...... 11 Criminal Investigations...... 20 Ten-Year Trends...... 12 Violent Crime...... 20 Property Crime...... 21 Guelph Police Service Activity... 14 Drugs...... 21 Calls for Service ...... 14 Road Safety...... 22 Service Activity Community and Organizational and Quality Indicators...... 16 Communication...... 22 Community Communication...... 22 Organizational Communication...... 22 Human Resources...... 23 Information Technology Plan...... 23 Finance and Administration...... 24 Headquarters Expansion and Renovation...... 25

Human Resources...... 26 Personnel Complement...... 28 Human Resources Highlights...... 30 Awards...... 30

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%

Annual Report 2014 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 work, with compassion and shared through and our community accountability integrity and mutual respect

4 Annual Report 2014 Your Police Service

Organizational Structure

Guelph Police Services Board

Inspector Legal Counsel Executive Services Chief of Police

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

Research and Development

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

Youth and Serious Crime Crime Prevention Sexual Assault, Child Abuse and Internet Child Exploitation

Annual Report 2014 5 Your Police Service

LETTER FROM THE Board Chair

t is my pleasure to introduce New in this report is a figure you to the 2014 Guelph providing some insight into Police Service Annual Report. the amount of work done by I our members that does not Our goal through this report involve a criminal element. is to present the outcomes of Approximately 12% of Guelph the previous year’s work and Police Service calls for service examine internal and external were criminal, however the statistical trends in relation to majority of the work done crime and police service deliv- by officers is not related to ery. We share this information crime. Along the service and with you to provide insight into quality indicators and Strategic our activities and engage the Business Plan accomplishments public on issues affecting public highlighted in this report, a safety in Guelph. Input from and glimpse of the large and varied dialogue with our community a trend of reductions in operat- workload undertaken by this is a key aspect of policing, as ing budget increases. Service to date can be appre- we continually seek ways to ciated. As seen in our Human improve service delivery. Overall crime rates in 2014 Resources pillar of our Strategic did not significantly change, Business Plan, we are pursuing The year 2014 marked the although we did see a reduction training activities and other midpoint of the Service’s in violent crime, which included efficiencies, as well as building 2013–2015 Strategic Business sexual assaults and robbery. our community partnerships, Plan. During the mandate of However, we must not forget to look for better ways to deal this Plan, the members of the the impact that these crimes with the demands placed on our Guelph Police Service have have on victims and their loved Service. accomplished many goals ones, as demonstrated by the through their excellent work, three homicides that occurred On behalf of the Guelph Police such as the creation of the during 2014. Property crime Services Board, I thank our Youth Engagement Program slightly increased in 2014, and community who continues to and educating the public on as such our officers have been work with us to ensure that we senior related fraud and internet working with the community to have a very good quality of life crimes. Social media has been implement measures to prevent within our City. Public safety is an excellent tool that we have these crimes from reoccurring. a shared police and community utilized to reach our community In 2014 we also saw a renewed responsibility and it is import- and provide updates in relation commitment to traffic enforce- ant that we continually work to Open House events, criminal ment, as both criminal and together to identify issues and incidents, and crime prevention Highway Traffic Act violations find solutions that help Guelph tips. We continue to search for rose during the year. One area remain one of the safest com- ways to improve our efficiency we continually hear from our munities in Canada. and effectiveness, as evidenced community about is in relation through administrative reviews, to road safety, therefore we are Judy Sorbara, Chair careful monitoring of the committed to improving this Guelph Police Services Board Service’s headquarters renova- aspect of our operations. tion and expansion project, and

6 Annual Report 2014 Your Police Service

LETTER FROM THE Chief of Police

n behalf of the members we are committed to delivering of the Guelph Police a building that meets the needs Service, it is my honour of our members and the public. Oto present the 2014 Guelph Police Service Annual Report We are very fortunate to have a to our community. The Annual dedicated and engaged Police Report provides an overview of Services Board who have led us the policing services we deliver, through the challenges of 2014 highlighting the excellent work and have offered their ongoing of our members over the year, support to our members. Thank but also showing the challenges you to Chair Judy Sorbara and we face in our community. the Board for their leadership.

This reports highlights key I am extremely proud of our issues and assists us in measur- members and their accomplish- ing our effectiveness, helping programs. In 2014 we launched ments throughout the year. determine policing strategies the Guelph Situation Table with Whether it has been in provid- and priorities. There are some our partner agencies to respond ing quality customer service, noticeable positive trends in to community members who by supporting our operations, this report. We experienced are facing elevated risk. Again through our youth and school a reduction in violent crime with key partners, we ran our programs, responding to calls occurrences, sexual violations, first and highly successful for service, in completing criminal harassment and rob- Youth Engagement Program, complex criminal investigations, beries. Some negative trends an 11-week course on policing by successfully resolving tacti- we see are an increase in break and community issues, with cal calls, or investigating major and enters, traffic Criminal representation from all of our collisions, we have seen excel- Code offences, and offences of high schools. lent work by our members. human trafficking. Despite some challenges, Guelph continues 2014 brought about unexpected We are most privileged to live to be a very safe and vibrant change in leadership with and work in a community which community. the departure of Chief Larkin. is very supportive of our Service. Despite the change in leader- I am humbled to have the The analysis of statistical data is ship, our members continued to opportunity to lead the Guelph a necessary and valuable exer- provide outstanding service to Police Service and together cise, but it does not show the our community. The strength of with all of our members am valued relationships we have our organization is our mem- honoured to serve our citizens with our community and many bers, how we work together, with “Pride, Service and Trust.” local agencies and organiza- and how we maintain a positive tions. Our Safe Semester Project relationship with our citizens. Jeff DeRuyter was again successful in 2014 Chief of Police due to excellent collaboration In July 2014 we received the with many stakeholders. As final budget approval on our we continue to work diligently new headquarters and the to keep our city safe, we planning and work is underway. explore new opportunities and This project is significant, and

Annual Report 2014 7 Overview of Offences in Guelph

Violent crime down by 17.2%

verall criminal code offences (exclud- ing traffic crime) in Guelph increased marginally in 2014, by only 0.3% Oto a rate of 4,359 per 100,000 population. Clearance of these crimes fell slightly during the year, decreasing by 3% to an overall clear- ance rate of 54.4%. Violent crime fell sharply however, by 17.2%, despite there being three murders during the year. The violent crime rate in 2014 was 720 per 100,000 popula- tion. Reported sexual violations decreased by 25.1%, robbery by 31.7%, and criminal harassment by 29.3%, all contributing to the overall violent crime decrease. Violent crime clearance also decreased slightly, by 1.7% to a clearance rate of 90%.

Overall property crime in the city increased Other criminal occurrences, which include by 3.6% to a rate of 2,728 per 100,000 pop- offences such as failure to comply with ulation, with increases seen in fraud (19.8%), conditions and offensive weapons, rose by thefts of $5,000 or under (17%), and break 8.1% in 2014. Reported Controlled Drugs and and enters (7.5%). Property crime clearance Substances Act offences fell by 14.7% in 2014, decreased slightly by 0.6% to a clearance rate and Youth Criminal Justice Act occurrences of 32% overall for these crimes in 2014. by 9.4%.

8 Annual Report 2014 Overview of Offences in Guelph Criminal Offences

2013 2014 % Variance Occurrences Clearance Occurrences Clearance Occurrence Clearance Number Rate Number Rate Number Rate Number Rate Rate Rate Total Criminal Code 5,588 4,346 3,135 56.1 5,627 4,359 3,061 54.4 0.3 -3.0 (excluding Traffic) Total Violent Crime 1,117 869 1,023 91.6 929 720 836 90 -17.2 -1.7 Murder 1st Degree 0 0 0 — 2 2 0 0 — — Murder 2nd Degree 0 0 0 — 1 1 2 200 — — Attempted Murder 1 1 1 100 0 0 0 -100 -100 Sexual Violations 161 125 172 106.8 121 94 99 81.8 -25.1 -23.4 Assaults 511 397 457 89.4 456 353 427 93.6 -11.1 4.7 Deprivation of Freedom 19 15 19 100 12 9 12 100 -37.1 0.0 Violations (e.g., kidnap- ping, forcible confinement) Robbery 35 27 21 60 24 19 16 66.7 -31.7 11.1 Criminal Harassment 162 126 145 89.5 115 89 99 86.1 -29.3 -3.8 Utter Threats to Person 202 157 188 93.1 171 132 165 96.5 -15.7 3.7 Total Property Crime 3,386 2,634 1,088 32.1 3,521 2,728 1,125 32 3.6 -0.6 Arson 32 25 5 15.6 20 15 4 20 -37.7 28.0 Break and Enter 389 303 62 15.9 420 325 71 16.9 7.5 6.1 Theft over $5,000 6 5 0 0 18 14 4 22.2 198.8 — Motor Vehicle Theft 83 65 18 21.7 89 69 22 24.7 6.8 14.0 Theft $5,000 or under 790 614 151 19.1 928 719 164 17.7 17 -7.5 Theft $5,000 or under 558 434 35 6.3 523 405 25 4.8 -6.6 -23.8 from a motor vehicle Shoplifting $5,000 or under 390 303 342 87.7 391 303 323 82.6 -0.1 -5.8 Fraud 261 203 126 48.3 314 243 162 51.6 19.8 6.9 Identity Theft/Fraud 58 45 25 43.1 49 38 23 46.9 -16 8.9 Mischief 724 563 241 33.3 659 511 217 32.9 -9.3 -1.1 Total Other Criminal Code 1,085 844 1,024 94.4 1,177 912 1,100 93.5 8.1 -1.0 Prostitution 5 4 2 40 8 6 7 87.5 59.4 118.8 Offensive Weapons 88 68 88 100 105 81 106 101 18.9 1.0 Failure to Comply 323 251 323 100 338 262 336 99.4 4.2 -0.6 with Conditions Production/Distribution 19 15 14 73.7 17 13 11 64.7 -10.9 -12.2 of Child Pornography Failure to Attend Court 110 86 110 100 122 95 121 99.2 10.5 -0.8 Breach of Probation 303 236 303 100 345 267 343 99.4 13.4 -0.6 Controlled Drugs and 433 337 432 99.8 371 287 361 97.3 -14.7 -2.5 Substances Act Youth Criminal Justice Act 100 78 101 101 91 70 91 100 -9.4 -1.0 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 2014 9 Overview of Offences in Guelph Traffic Offences

fter falling by almost 25% in 2013, increased by 21.5% in 2014 after seeing a criminal traffic offences in Guelph significant drop in 2013, although still falling a increased by 13% in 2014 to a rate few thousand below the number seen in 2012. Aof 177 per 100,000 population. Driving while There were no fatal motor vehicle collisions prohibited and dangerous operation were chief in 2014, and a 2.5% decrease in the number of among these, increasing by 52.7% and 20.6% collisions resulting in personal injury. Collisions respectively. Highway Traffic Act (HTA) offences causing property damage rose by 4%.

Criminal Code Traffic Offences 2013 2014 % Variance Occurrences Clearance Occurrences Clearance Occurrence Clearance Number Rate Number Rate Number Rate Number Rate Rate Rate Total Criminal Code 201 156 774 385.1 228 177 714 313.2 13.0 -18.7 Traffic Crime Dangerous Operation 19 15 19 100.0 23 18 23 100.0 20.6 0.0 Total Impaired 156 121 159 101.9 169 131 169 100.0 7.9 -1.9 Driving While Prohibited 15 12 15 100.0 23 18 22 95.7 52.7 -4.3 Not all crimes are shown; all crimes are accounted for in the totals. Source: Guelph Police Service Records Management System

Highway Traffic Action Violations

2013 2014 % Variance Number Rate Number Rate in Rate Total Highway Traffic Action (HTA) Violations 6,656 5,177 8,118 6,289 21.5 Drive motor vehicle, no currently validated permit 525 408 657 509 24.7 Drive motor vehicle, no validation on plates 519 404 635 492 21.9 Drive motor vehicle, no licence 160 124 121 94 -24.7 Drive under suspension 296 230 253 196 -14.9 Drive, hand-held communication device 354 275 430 333 21.0 Seat belt violation 246 191 157 122 -36.4 Speeding 2,337 1,818 3,111 2,410 32.6 Careless driving 293 228 254 197 -13.7 Not all occurrences are shown in breakdown; all occurrences accounted for in the totals. Source: Guelph Police Service Records Management System

10 Annual Report 2014 Overview of Offences in Guelph

Motor Vehicle Collisions 2013 2014 % Variance Motor Vehicle Collisions Number Rate Number Rate in Rate Fatality 1 1 0 — -100.0 Personal Injury 428 333 419 325 -2.5 Property Damage 3,154 2,453 3,292 2,550 4.0 Source: Guelph Police Service Records Management System and Accident Support Services International

Cyber and Hate Crime

oth cyber and hate crimes fell with luring and child pornography composing between 2013 and 2014. There were most of the remainder. There was one hate 70 occurrences of cyber crime in crime occurrence, which was hate-related B2014, the majority of these involving fraud, graffiti.

2013 2014 % Variance Occurrences Clearance Occurrences Clearance Occurrence Clearance Rate Rate Number Rate Number Rate Number Rate Number Rate Cyber Crime1 84 65 17 20.2 70 54 13 18.6 -17.0 -8.2 Hate Crime2 8 6 1 12.5 1 1 0 0.0 -87.5 -100.0 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.) Source: Guelph Police Service Records Management System

Annual Report 2014 11 Overview of Offences in Guelph Ten-Year Trends

he city’s population-to-police ratio decreased in 2014, with the addition of 1.5 FTE officers counterbalancing Tthe city’s population growth. The Service’s median response time to Priority One calls for service rose only slightly in 2014, however, remaining under five minutes. Overtime rose in 2014 but was still below the average for the last 10 years, as efforts have been made to reduce overtime Service-wide. Sick time decreased, however. The Service’s crime clearance rates remain strong compared to previous years, as do the reported crime rates. In addition, note that while net oper- ating expenditures have increased every year during the last 10 years, the chart below clearly shows that the rate of those increases has fallen significantly during that time as the Service looks to improve cost efficiencies.

Percentage Increase in Guelph Police Service Net Operating Expenditures 12

10 9.7 8.4 8

6 5.8 5.5 4.9 4.9 4 4.0 3.5 2 2.1

0 2006 2007 2008 2009 2010 2011 2012 2013 2014

12 Annual Report 2014 Overview of Offences in Guelph

10-Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Average Population, City of Guelph1 117,654 119,949 120,753 121,970 123,099 124,856 126,105 127,068 128,573 129,079 — Authorized personnel (FTEs) 246.47 251.62 261.62 269.62 274.67 274.67 282.17 284.42 284.42 284.92 271.46 Authorized police 178 179 186 190 192 191 195 195 195 196.5 189.8 officers (FTEs) Population per police officer 661 670 649 640 641 654 647 652 659 657 653.0 Net operating 22 24 26 27 29 30 31 32 34 35 28.9 expenditures ($millions) Policing cost per capita ($) 184 198 213 224 233 241 248 255 264 269 232.9 Median response time — 5.7 6.6 8.0 4.5 5.3 4.5 4.3 4.3 4.5 5.3 (mins), Priority One calls2 Total crime rate3 4 4,675 4,458 4,809 4,822 5,317 4,807 4,402 4,560 4,346 4,359 n/a Violent crime rate4 652 786 811 807 829 915 841 928 869 720 n/a Property crime rate4 3,558 3,113 3,483 3,528 3,613 2,963 2,739 2,867 2,634 2,728 n/a Crime clearance rate3 4 33 38 40 38 45 56 47 51 56 54 n/a Violent crime clearance rate4 76 70 90 77 84 87 78 88 92 90 n/a Property crime 18 20 20 21 25 33 25 29 32 32 n/a clearance rate4 Traffic Crime Rate4 172 214 176 192 214 198 212 207 156 177 n/a Sick time per 47 46 53 48 67 60 64 68 72 69 n/a member (hours)5 Overtime per 147 108 116 123 100 106 98 87 82 89 105.6 member (hours) 1 Population figures from 2001 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.

Annual Report 2014 13 Guelph Police Service Activity

Calls for Service

olice calls for service are a good indicator of the volume of work carried out by police, Pas these calls include occurrences that are both criminal and non-criminal in nature. Non-criminal calls include those involving mentally ill persons, noise complaints, missing persons, lost-and- found property, and dropped 9-1-1 calls. Note that the number of calls is only a small glimpse of police workload, as this number does not indicate the amount of time each of these calls takes, the administrative workload involved with each call (e.g., reports) or the complexity of any associated investigations.

Police calls for service increased slightly by 1.7% between 2013 and 2014 to 63,978 calls. Violent calls for service, such as various forms of dispute, as well as administrative occurrences, accounted for much of this increase. When administrative service are criminal in nature. In addition, calls are removed from the total, the number given that one call for service may have more of calls remaining is 51,485. The Criminal than one criminal offence attached to it, 12.4% Offences table includes 6,362 Criminal Code, is a slight overestimate of the volume of crimi- Controlled Drugs and Substances Act and nal calls for service. This figure speaks to the Youth Criminal Justice Act offences in 2014, large volume of work that officers conduct on meaning that only 12.4% of those calls for a daily basis that is not related to crime.

14 Annual Report 2014 Guelph Police Service Activity

2013 2014 % Variance 2013 2014 % Variance Total 62,888 63,978 1.7 Traffic 4,182 4,007 -4.2 Violent 4,976 5,090 2.3 MVC – Property 1,619 1,261 -22.1 Damage Homicide 0 2 — MVC – Personal Injury 428 457 6.8 Attempt Homicide 1 0 -100.0 MVC – Hit and Run 193 187 -3.1 Sex Offence 145 101 -30.3 MVC – Fatality 1 0 -100.0 Threatening 182 161 -11.5 Driving Complaint 1,022 1,018 -0.4 Assault 262 260 -0.8 Impaired Driver 157 174 10.8 Robbery 33 24 -27.3 Community Safety 8,039 8,214 2.2 Offensive Weapon 74 80 8.1 Missing Person 392 326 -16.8 Arson 35 24 -31.4 Fire – Accidental or 58 88 51.7 Unwanted Contact 232 256 10.3 Undetermined Neighbour Dispute 365 444 21.6 Compassionate 2,344 2,480 5.8 Landlord/Tenant 211 203 -3.8 to Locate Dispute Dangerous Condition 625 388 -37.9 Civil Dispute 69 103 49.3 Check/Insecure 707 758 7.2 Domestic Dispute 1,376 1,306 -5.1 Premises Unwanted Person 503 510 1.4 Suspicious Person 1,630 1,755 7.7 Arrest 572 617 7.9 Suspicious Vehicle 566 570 0.7 Human Trafficking 0 14 — Injured/Sick Person 716 790 10.3 Other Domestic Dispute 599 653 9.0 Compliance Checks 433 336 -22.4 Elder Abuse 15 11 -26.7 Other 24,498 26,412 7.8 Property 3,020 3,029 0.3 Sudden Death 126 101 -19.8 Break and Enter 378 411 8.7 Attempt Suicide 277 257 -7.2 Theft of Motor Vehicle 155 166 7.1 Alarm 1,269 1,022 -19.5 Fraud – Institutional, 348 422 27.0 Assist Other Service 1,127 1,230 9.1 General, Personal Mentally Ill 896 843 -5.9 Property Damage 437 387 -11.4 Lost and Found Property 1,645 1,641 -0.2 Theft Under $5,000 1,569 1,487 -5.2 Breach Judicial Order 428 443 3.5 Public Disorder 5,814 4,733 -18.6 Paid Duty 263 348 32.3 Drugs 282 245 -13.1 Person Stop 525 526 0.2 Disturbance 696 634 -8.9 Vehicle Stop 8,272 9,397 13.6 Intoxicated Person 954 845 -11.4 9-1-1 Dial Error, Drop 7,880 8,725 10.7 Off, Mistake or Misuse Youth Complaint 370 301 -18.6 Administrative 12,359 12,493 1.1 Noise Complaint 2,328 1,928 -17.2 Source: Guelph Police Records Management System Animal Complaint 368 289 -21.5 and Crime Analyst – Bylaw Urinating in Public 230 130 -43.5

Annual Report 2014 15 Guelph Police Service Activity Service Activity and Quality Indicators

2013 2014 % Variance Response Time – Priority One Calls Number of Priority One Calls 1,516 1,568 3.4 Median Response Time, Priority One Calls (minutes) 4.26 4.48 5.2 Use of Force Number of Incidents 46 46 0.0 Levels of Force Used 141 135 -4.3 Public Complaints — Investigations Total Complaints by Type 8 9 12.5 Police Officer Conduct 8 9 12.5 Services of the Police Service 0 0 — Policies of the Police Service 0 0 — Public Complaints — Resolutions Withdrawn 1 0 -100.0 Unsubstantiated 2 8 300.0 Customer Service Resolution 1 1 0.0 Informal Resolution 0 0 — Informal Discipline 0 0 — Misconduct Hearing 0 0 — Not Proceeded with Section 60 PSA 8 16 100.0 OCCPS/OIPRD Appeals 0 1 — Internal Investigations 5 4 -20.0 Drug Enforcement Value of Drugs Seized $911,554 $1,517,870 66.5 Cash Seized $111,551 $108,953 -2.3 Joint Forces Operations and Internal Task Forces* 53 59 11.3 Projects Resulting in Charges 29 23 -20.7 Freedom of Information (FOI) Requests 334 392 17.4 Data Services Number of Record Checks 8,641 6,334 -26.7 Employment Clearance (fee for service) 3,472 3,423 -1.4 Volunteer Clearance 5,169 2,911 -43.7 Source: Units of the Guelph Police Service

16 Annual Report 2014

2013–15 Strategic Business Plan

Pillar Highlights

wo thousand and fourteen marked Champion responsible for overseeing how the midpoint for the Guelph Police the objectives in those pillars are addressed, Service 2012–2015 Strategic Business and how their success will be measured. The TPlan. The Plan is composed of 8 pillars, some members of the Service have made great with sub-pillars, with an additional pillar for strides in their work to accomplish the objec- the Service’s Headquarters Renovation being tives set out in that plan. Some highlights of added just recently. Each pillar has a Pillar that work are presented below.

Neighbourhood Policing

Emergency Calls for Service The Service’s Tactics and Rescue Unit (TRU) is primarily responsible for organizing appro- OBJECTIVE: priate responses to major incidents in the Ensure the technical response to major city. To improve the Service’s response to incidents is at peak efficiency and critical incidents, a rescue phone system and quickly deployable, supported by: digital video recorder were purchased. The Service’s new command vehicle, to be shared i)  a formally defined process for with the Guelph Fire Department, is currently technology management; being built and will be completed in 2015. In addition, the TRU continues to have ongoing ii)  a debrief implementation protocol for training on its robot, and the robot is being major incidents and training exercises. used on calls. Currently four members of the Service are responsible for managing all the relevant technology used by the unit. An “after action” report has been added to cur- rent standard practice while a formal debrief process continues to be researched.

18 Annual Report 2014 2013–15 Strategic Business Plan

Community Patrol Community Based Crime Prevention Through OBJECTIVE: Youth Outreach Optimize the use of the Service’s records management system OBJECTIVE: for processing prisoners. Explore the establishment of a Police/ Youth advisory committee. An administrative review of the procedures for prisoner processing was conducted with This objective took the form of the creation of the aim of making this system more efficient. the Guelph Police Service Youth Engagement New workflows were developed as part of the Program. This 11-week program was new processes that were created to enhance launched in the fall of 2014 with the goal of the productivity and efficiency of the work improving police and youth relations, helping units involved in prisoner processing. Those develop youth, and educating youth about workflows have since been implemented, the role of the police service in the commu- and adjustments are being made as they are nity. Topics that were covered included drug put into use to ensure they are working as awareness, sexual assault, criminal justice, efficiently as possible. and forensic identification. Weekly presenta- tions with guest speakers were held, and the students prepared group presentations on topics they researched. Twenty-eight stu- dents completed the program, with positive reviews received from both the students and their parents. This program will be continuing in 2015.

Annual Report 2014 19 2013–15 Strategic Business Plan

Assistance to Victims

OBJECTIVE: government funding cuts to VSW, leading to Provide relevant and appropriate the exploration of other means of funding. materials to victims of crime (e.g., safety planning documents). During 2014, VSW carried out the following activities: This pillar is overseen by Victim Services Wellington (VSW), one of the major partners • Safety Plans – 55 of the Guelph Police Service in addressing the • Victim Impact Statements – 54 needs of victims of crime and tragic circum- • Bail Notifications – 135 stance. VSW provides support to victims • Project Lifesaver Clients Enrolled – 34 through a number of avenues. The provision • Referrals to Community Agencies – 231 of this support is being challenged by recent

Criminal Investigations

Violent Crime violent crime through education and aware- ness. The Internet Child Exploitation Unit OBJECTIVE: made presentations to parent/teacher groups, Earlier intervention, education and referral to youths at the Service’s Youth Engagement through risk factor identification. Program, to youths involved with the John Howard Society, and during a Public Health Members of the Service have undertaken Unit presentation. The Service’s High Risk a number of activities aimed at preventing Domestic Violence Coordinator provided

20 Annual Report 2014 2013–15 Strategic Business Plan

internal training on risk factor identification. High School Resource Officers continued to provide presentations to students on topics such as sexting and drugs, and youths in the Service’s Youth Engagement Program learned about issues relating to violent crime. Referrals are made by members of the Service to agencies such as the John Howard Society, Community Addiction Services, and mental health organizations.

Property Crime

OBJECTIVE: Work with financial institutions to reduce potential targets.

This scope of this objective was expanded Drugs to increase contact with potential targets of fraud and reducing fraud incidents. The OBJECTIVES: Service’s Fraud Unit conducted 10 outreach/ • Continue involvement in all levels of proactive presentations through 2014, the Wellington Guelph Drug Strategy. reaching approximately 1,000 people. Four • Meaningfully participate in the presentations specific to elderly popula- Wellington Guelph Prevention Strategy. tions were held, as well as radio interviews regarding seniors and fraud. It has been noted The Service is now involved in a strategy to that victims are beginning to report their reduce the misuse of Fentanyl. This strategy victimization earlier than was seen previously includes an educational video, public aware- due to the Service’s educational efforts, fraud ness campaign and the “Patch for Patch” alerts made through financial institutions, and program in partnership with area pharmacies. through messaging conveyed through the Front line officers have also been provided media. Naloxone training by Sanguen Health Centre staff to prevent overdose deaths. The Service has also continued to hold “Prescription Drop Off days” during its police week open house. In addition to this work, the Service’s Drug Unit supervisor made presentations to Wellington Guelph Drug Strategy members, and the Drug Unit supervisor, the Youth and Crime Prevention Unit supervisor, and the Inspector of Investigative Services are all actively involved in all levels of the Drug Strategy.

Annual Report 2014 21 2013–15 Strategic Business Plan

Road Safety

OBJECTIVE: Create a traffic enforcement program that includes the City of Guelph and the collision reporting center to enhance our methods of tracking and responding to road safety concerns.

Work toward this objective has primarily taken the form of the Service’s Selective Traffic Enforcement Program (STEP). This program is ongoing, with traffic officers dealing with neighbourhood complaints and compiling daily. The Traffic Unit is also in the planning speed data using the Service’s mobile speed stages of developing a collaborative response sign. A STEP spreadsheet has been posted on plan to traffic issues that emerge and are the Service’s internal network and is updated ongoing in the City of Guelph.

Community and Organizational Communication

Community Communication Chief, participate in various community events, such as the Multicultural Festival and Kickz OBJECTIVE: Soccer, to promote positive relationships with Strengthen our public engagement, including community members and organizations. education and outreach regarding our areas of concern and programs that we offer. Organizational Communication

The Service’s Public Information Officer has OBJECTIVE: taken on many of the activities associated with Ongoing reinforcement of the values this objective during 2014. This officer con- of our Service and expectations ducted 16 interviews on Rogers TV to discuss for service provision. various policing issues during 2014, as well as conducting 20 presentations to members of the The Service’s management team carries out community. The Service continued to make use various activities in conjunction with members of social media and its website to interact with to support this objective. Each year, members the public, sending out messages from specific of the Service are recognized through the units of the Service as well as tips and warnings. Rewards and Recognition event, where years Other members of the Service, including the of service and outstanding achievements

22 Annual Report 2014 2013–15 Strategic Business Plan

are honoured. In 2014, 55 members were Professional Standards Branch as part of the recognized for their work as were nine winter training days. In addition, messages community members, while 28 members supporting this objective are provided to new received long service awards. Also in 2014, members during their orientation, and the officers received 90 minutes of Special Service provides organizational messages as Investigations Unit training from the Service’s appropriate.

Human Resources

OBJECTIVE: during 2014 and 2015. That new process is Work with a joint committee comprised being evaluated now that it has been used of representative members of the Senior once, and additional modifications to the Leadership Team and the Guelph Police process may occur based on the results Association to review the promotional of that evaluation. This same committee and performance appraisal processes met twice in 2014 to address the Service’s and present recommendations to performance appraisal template. Discussion the Executive Leadership Team. and work on a new draft template occurred during these meetings, with a template being A new promotional process was developed in finalized in 2015. Training has occurred on 2013 by the joint committee that was formed. that template, and along with an updated This process was used during the most recent performance appraisal procedure, is now in promotional competition that took place use across the Service.

Information Technology Plan

OBJECTIVE: was conducted for this project, and it was Implement the technology required for an awarded to NetDexterity. Internal stakehold- internal information portal that is a single ers were consulted to determine what was point of contact for internal information required from the new portal in terms of sharing and a document repository. functionality, and a new portal was designed. The portal was launched in December 2014, The Service’s intranet system, which had with content from the old intranet system been in use for some time, required updating migrated to the new portal along with the to meet the current needs of members. posting of new information. This system is SharePoint software was purchased for now in use, with continued upgrades and the platform for the new internal infor- expansions being made as required. mation portal. A Request for Proposals

Annual Report 2014 23 2013–15 Strategic Business Plan

Finance and Administration

OBJECTIVE: Service Unit was created within the Data Conduct an administrative review of Services Unit, and the new Customer Service the Service to examine shared services, Delivery Model launched in June of 2014. integration, and other internal efficiencies. Following the implementation of this model, information processing carried out by the An administrative review of various functions remaining positions within the Data Services carried out by the Service was conducted Unit was overhauled with the creation of a during 2013. The majority of the focus of this generalist Information Processor position, a review was on the Data Services Unit. During Quality Assurance Coordinator position, and this review, it was decided to streamline a a Court Services Case Coordinator position. number of the processes carried out by this Plans for this organizational change were unit, beginning with functions such as records made through 2015, and these changed checks, alarm registrations, and motor vehicle positions were implemented in May 2015. collision reports. As such, the new Customer

24 Annual Report 2014 2013–15 Strategic Business Plan

An artist’s rendition of the proposed renovations and expansion to the Guelph Police Service Headquarters

Headquarters Expansion and Renovation

OBJECTIVE: were also held with Service units to obtain Provide frequent updates to the feedback about their needs for the updated Guelph Police Services Board, our headquarters building. Other plans to community, and our membership. enhance communication with the public about the project, which have since been The Guelph Police Services Board decided to carried forward during 2015, are the hiring add Headquarters Expansion and Renovation of a Project Integrator who will assist with as a new pillar due to the importance of reporting and communication around sched- this project to the Service. The creation of ule updates, financials, and risk assessment, this pillar itself is supportive of this objective and the installation of a web camera placed concerning communication about the so that the project can be viewed live as it project. Monthly reports containing updates progresses. Such updates will continue as the on the project are provided at each Guelph project moves forward. Police Services Board meeting. Meetings

Annual Report 2014 25 Human Resources

Financial and 2013 2014 Material Resources Net Approved Budget $34,126,700 $35,283,200 Net Operating Expenditures $33,973,386 $34,720,482 Policing Cost per Capita $264 $269

Number of Police Vehicles 68 71 Patrol 23 23 Traffic 3 5 Canine 3 3 Investigative Services 23 23 Human Resources 2013 2014 Courts 4 4 Population, City of Guelph 128,573 129,079 Other 12 13 Authorized Personnel (FTEs) 284.42 284.92 Patrol 3,112 3,281 Actual Personnel (FTEs) 282.535 279.035 Traffic 2,571 1,884 Authorized Police Officers (FTEs) 195 196.5 Canine 2,489 2,133 Police Officer: Population 1:659 1:657 Investigative Services 1,163 1,202 Ratio (authorized FTEs) Courts 772 713 Authorized Constables 155 155.5 Other 883 917 Actual Constables 156 152.5 Police Vehicles — 1,526,483 1,604,412 Total Kilometres Traveled Overtime (hours) 23,250 24,805 Overtime per Member (hours) 82.3 89.2 Overtime Paid (hours) 13,079 14,631 Overtime Paid (%) 56.3 59.0 Cost of Overtime Paid ($) $533,507 $645,008

Sick Time (hours) 20,462 19,243 Sick Time per Member (FTEs) (hours) 72.4 69.2 Injured on Duty (hours) 1,878 1,752 Injured on Duty per 6.6 6.3 Member (FTEs) (hours)

Selected Cost Recovery 2013 2014 Alarm Fees $153,758 $96,446 Police Record Check Fees $143,136 $198,405

26 Annual Report 2014 Human Resources

Authorized and 2013 2014 % Variance Actual Personnel Authorized Actual Authorized Actual (Authorized) Police Complement Total 195 196 196.5 193.5 0.8 Chief of Police 1 1 1 0 — Deputy Chief 1 1 1 1 — Inspectors 5 5 5 5 — Staff Sergeants 9 9 9 10 — Sergeants 24 24 25 25 4.2 Constables 155 156 155.5 152.5 0.3 Civilian Complement Total 89.42 86.535 88.42 85.535 -1.1 Senior Management 8 8 8 8 — Special Constables 17.2 17.2 17.2 17.2 — Maintenance 4.77 4.385 4.77 4.385 — Administration 59.45 56.95 58.45 55.95 -1.7 Total (FTEs) 284.42 282.535 284.92 279.035 0.2

Annual Report 2014 27 Human Resources Personnel Complement PERMANENT EMPLOYEES AS OF DECEMBER 31, 2014 Police Civilian Male Female Male Female Full Part Time/ Time Job Share Chief of Police 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 4 1 5 Neighbourhood Teams Sergeant 8 2 10 Neighbourhood Teams Constable 53 19 72 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 2 1 1 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 1 1 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 General Investigations and Special Projects Sergeant 1 1 General Investigations and Special Projects Constable 5 5 Fraud Constable 1 1 2

28 Annual Report 2014 Human Resources

Police Civilian Male Female Male Female Full Part Time/ Time Job Share Domestic Violence High Risk Coordinator Constable 1 1 Forensic Identification Sergeant 1 1 Forensic Identification Constable 2 1 3 Technological Crimes Constable 2 2 Drugs Sergeant 1 1 Drugs Constable 5 5 Intelligence Sergeant 1 1 Intelligence Constable 3 1 4 Drugs and Intelligence Clerk 1 1 IS Constable (Training Position) 1 1 Administrative Support Services Inspector 1 1 Data Services Manager 1 1 Data Services Staff 5 5 Transcriptionist 6 4 2 CPIC; CPIC Auditor 2 4 5 1 Customer Service Clerk 5 2 3 Fingerprinting and Online Reporting Special Constable 1 1 Communications Staff Sergeant 1 1 Communications Sergeant 2 2 Communications Trainer/Auditor 1 1 Communicator 1 23 15 9 Court Services Staff Sergeant 1 1 Court Services Constable; Case Management Constable 2 2 Court Security Special Constable 7 4 9 2 Summons/Warrant Special Constable 1 1 Court Services Clerk 3 3 Found and Seized Property/Firearms Constable 2 2 Facilities Manager 1 1 Custodian 6 3 3 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 2 2 Information Services Manager 1 1 Information Services Technician 2 2 Business Analyst 1 1 Application Support Analyst 1 1 Forensic Video Analyst 1 1 TOTALS 157 34 25 74 265 25 TOTAL PERMANENT EMPLOYEES 290

Annual Report 2014 29 Human Resources

Awards LENGTH OF SERVICE AWARDS 35 Years of Service 20 Years of Service 10 Years of Service Inspector Howard McGarr Special Constable Jeffrey Ennis Jessica Abra Sergeant Kevin King** Enzo Baldassini 30 Years of Service Special Constable Angela Mitchell Constable David Collie Sergeant Dave Begin* Constable Andrew Gale Deputy Chief Paul Martin* 15 Years of Service Constable Katherine Hammond Staff Sergeant Daniel Pavlicik* Constable Bryan Dean Constable Mary-Ellen Jones Sergeant David Doxey Denise MacDonald 25 Years of Service Constable Brian Gemin Sergeant Michael Tovell Kelly Aver Constable Paul Hinchliffe Constable Brandy Sonnemann Constable Donald Conibear Constable Gregory Kaut Audra Finoro Constable Frank Kecskemeti *Police Exemplary Service Medal Anne Gaskell Constable Kevin Kerfoot and Bar Staff Sergeant Tim Griffiths Special Constable Lysandra Turner Sergeant David Guest Constable Cheryl McMichan **Police Exemplary Service Medal Sergeant Ross Keller Constable Brian Murphy Inspector Garry Male Constable Mark Pettapiece Inspector Patrick Milligan Constable Christopher Probst Ilona Mitro Tammy Smits Cynthia Murray Constable Gordon Woods Sergeant Douglas Pflug Sandra Varga

30 Annual Report 2014 Human Resources

MEMBER AND COMMUNITY AWARDS

Member of the Year Chief’s Commendation Constable Paul Hinchliffe Award for Policing Excellence Constable Sean Miersma Constable Bryan Dean Constable Andrew Goody Constable Ashley Carr Award for Excellence Constable Derren Gould Constable Kyle Grant in Community Service Constable Stewart Robertson Constable Sean Miersma Sergeant Douglas Pflug Sergeant Michael Tovell Constable Mary-Ellen Jones Award for Excellence in Constable Cameron McKeen Sergeant David Guest Criminal Investigation Constable Joshua Fraser Constable David Caron Constable Patricia Pronovost Constable Julie Meier Constable David Collie Constable Mark Pettapiece Citizen Award Sergeant Tina Ryan Rita Griffiths Paul Schnurr Linda Guest Award for Excellence in James Harvey Junior Citizen Award Support Services Judith Seifert Nick Perozzo Joanne Bunnaman Jonathan Green Constable Scott Charlton Constable Lisa Benedetti Constable Derrin Vanden Enden Sandra Varga Constable Todd Van Iersel

Human Resources Highlights OFFICER PROMOTIONS RETIREMENTS Sergeant Melanie Clark Inspector Harry Schnurr – 42 years of service Sergeant Carrie Kerfoot Constable Bruce Hunter – 27 years of service (13 years Inspector Patrick Milligan with the Guelph Police Service) Anne Gaskell – 25 years of service

Annual Report 2014 31 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