guelph police service 2015 annual report · 2019-02-13 · guelph police service 8 annual report...

Guelph Police Service

ANNUAL REPORT 2015

3 Annual Report 2015Guelph Police Service

ContentsYour Police Service .............................4Mission ................................................................ 4Organizational Structure ..................................5Letter from the Board Chair ........................... 6Letter from the Chief of Police .......................7

Overview of Offences in Guelph ...... 8Criminal Offences ............................................. 9Traffic Offences ............................................... 10Cyber and Hate Crime ....................................11Ten-Year Trends ...............................................12

Guelph Police Service Activity ....... 14Calls for Service ..............................................14Service Activity and Quality Indicators ........17

2013–2015 Strategic Business Plan Pillar Highlights ...................... 18Neighbourhood Policing ............................... 19

Emergency Calls for Service..................... 19Community Patrol ...................................... 19Community Based Crime Prevention Through Youth Outreach .......................... 19

Assistance to Victims ..................................... 20Criminal Investigations .................................. 20

Violent Crime .............................................. 20Property Crime ........................................... 20Drugs .............................................................21

Road Safety .......................................................21Community and Organizational Communication .............................................. 22

Community Communication ................... 22Organizational Communication .............. 22

Human Resources .......................................... 23Information Technology Plan ....................... 23Finance and Administration .......................... 24Headquarters Expansion and Renovation.. 25

Human Resources and Administration ..........................26Personnel Complement ................................ 28Human Resources Highlights ...................... 30Awards .............................................................. 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%.


Your Police Service

Your Police Service

MissionThrough partnerships, we are dedicated

to enhancing the quality of life and

ensuring the safety of all who live,

work and play in our safe and diverse

community.

VisionTo contribute to the positive growth

and development of our members

and our community by providing

leadership and innovative policing that

is effective, efficient, economical and

environmentally responsible.

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

Pridein ourselves, our work, and our community

Servicewith compassion and accountability Trust

shared through integrity and mutual respect


Organizational Structure

Guelph Police Services Board

Chief of PoliceInspectorExecutive Services

ProfessionalStandards

Public Information

Research andDevelopment

Legal Counsel

Legal Services and Access to Information

Deputy Chief of Police

InspectorNeighbour-

hoodServices

Patrol

Inspector Neighbour-

hoodServices

Field Support

InspectorInvestigative

Services

InspectorAdminis-

trativeSupport Services

ManagerHuman

ResourceServices

ManagerFinancial Services

ManagerInformation

SystemServices

Community Mobilization Canine

Domestic Violence High Risk

Court Services

Human Resource Services

FacilitiesInformation

System Services

Crime Analysis

Communi-cations

Drug Enforcement Data Services Payroll Financial

Services

Neighbour-hood Teams

Emergency Management

Forensic Identification

and Tech Crime

Property and Firearms

Professional Develop-ment and Recruiting

Fleet

Materials Management

Labour Relations

General Investiga-

tions, Special Projects

and FraudTactics

and Rescue

Traffic and School Safety Intelligence

Youth and Crime

Prevention

Serious Crime

Sexual Assault, Child

Abuse and Internet Child Exploitation

Your Police Service

Trust

6 Annual Report 2015Guelph Police Service Guelph Police Service

LETTER FROM THE

Board Chair

O n behalf of the Guelph Police Services Board, it is my pleasure to

invite you to read the 2015 Guelph Police Service Annual Report. The Police Services Board is responsible for the overall governance of the Service and for the provision of adequate and effective policing within the City of Guelph. I am proud to share some of the excellent work that has been accomplished by the members of our Service in the past year.

This report examines internal and external statistical trends in relation to crime and police service delivery. We share this information with you to provide insight into our activities and connect with you on issues affecting public safety in Guelph. Inviting discussion and input from our community is a key aspect of policing, as we continually seek ways to improve service delivery.

2015 was the final year of the Guelph Police Services Board’s 2013–2015 Strategic Business Plan. Many goals set out in this Plan have been accomplished through the outstanding work of the members of the Guelph Police Service. The service and quality indicators, along with the accomplishments highlighted in this report, provide a glimpse of the large and varied workload undertaken by this Service to date. As we continue into our 2016–2018 Strategic Business Plan, the Board is committed to providing continued excellence to the community while making effective use of the resources we are provided by the community.

Also highlighted in these pages are the considerable efforts made by our community partners as we all work together to enhance the quality of life enjoyed in Guelph. There are many issues at the root of crime. In order to address those issues, the Service is dedicated to reaching out to and working with the many community agencies in Guelph. At the same time, the Service also works in partnership with our schools, neighbourhoods, and other law enforcement agencies to address and prevent crime. Public safety is a shared police and community responsibility, and it is important that we continually work together to

identify issues and find solutions to ensure that we maintain a very good quality of life within our City.

On behalf of the Guelph Police Services Board, I thank the citizens of Guelph for continuing to work with us to ensure that Guelph remains one of the safest communities in Canada.

Judy Sorbara, Chair Guelph Police Services Board

Your Police Service Your Police Service


LETTER FROM THE

Chief of Police

O nce again, I am pleased to present the Guelph Police Service Annual

Report. Through the reporting of statistics and highlighting the work our members have completed in support of the Service’s Strategic Business Plan, the 2015 Annual Report is meant to share the story of our work in support of community safety with our community members.

There are many different ways to look at the statistics created by a police service. For instance, we can see that although our crime rates have increased between 2014 and 2015, the clearance of those crimes has improved during that time. Overall, our calls for service fell slightly between these two years, however priority one and two status calls for service increased — calls that take a great deal of time to investigate and prepare for court, using a great deal of officer resources.

We also see that a great deal of the calls for service we receive are not criminal at all. Taken together, these numbers paint a picture of the complexities involved in policing in today’s environment.

2015 was the last year of the Services 2013–2015 Strategic Business Plan, and the focus of work during this year was ensuring that we did our utmost to achieve the goals and objectives we set for ourselves. A full account of the work done under that plan is available through Guelph Police Services Board meeting minutes; the information shared within this report touches on just a few of the highlights of that work. For instance, the implementation of IMPACT (Integrated Mobile Police and Crisis Team) was a great success, and one that we continue to build on as we hone our response to mental health occurrences in Guelph. In addition, the Service successfully partnered with Stonehenge, the Wellington Guelph Drug Strategy and others to carry out a successful project made possible through Ministry of Community Safety and Correctional Services grant funding to assist persons struggling with addictions and criminality as a result of the use of crystal meth.

We also worked on many significant internal projects during 2015. Throughout much of the year, behind-the-scenes work was carried out to ensure a successful 2016 Special Olympics Spring Games, in partnership with many volunteers and corporate sponsors. Work continued in preparation for the renovation and expansion of the Service’s Headquarters Building, and members began the exploration of changing the Service’s shift schedules to support member health and wellness, community safety, and to enhance the efficiency and effectiveness of our service provision.

As always, I feel privileged to work alongside our exceptional police service members who are dedicated to serving each other and this community, as seen by the long hours and difficult conditions under which our members work. We are all extremely fortunate to work in a community that is supportive of our work and are eager to partner with us to enhance the quality of life in our city. We continue to look forward to working with each other and you in making Guelph a great place to live, work and play.

Jeff DeRuyter Chief of Police

Your Police Service


Overview of Offences in Guelph


Total Crime Up by 5.6%; Crime Clearance Up by 4%

T he rate of Criminal Code occurrences (excluding traffic crime) in Guelph increased by 5.6% between 2014 and

2015, up from 4,381 to 4,624 occurrences per 100,000 people. Violent crime was up by 3.8% to a rate of 749 per 100,000 people. The majority of this increase appears to have been driven by deprivation of freedom violations (e.g., forcible confinement), utter threats, and assaults. There were two occurrences of first degree murder in both years, and one instance of criminal negligence causing death in 2015.

Total property crime rose very slightly, by 0.8%, or 66 occurrences to a rate of 2,769 per 100,000 people. Increases in some types of property offences countered decreases in others. For instance, while theft $5,000 or under from a motor vehicle was up by 14.6% and identity thefts and frauds increased by 47.5%, theft over $5,000 fell by 17.5% and general fraud by 11.3%. Other Criminal Code occurrences rose significantly, by 21.2%,

between 2014 and 2015. Production and distribution of child pornography increased by 121.2%, or from 17 occurrences in 2014 to 38 in 2015. Offensive weapons occurrences rose by 15%, and various secondary offences also increased, such as failure to attend court, which rose by 43.6%.

Controlled Drugs and Substances Act offences were up by 5.1% between 2014 and 2015 to a rate of 304 per 100,000 population, while Youth Criminal Justice Act occurrences decreased by just over 40% to a rate of 42 per 100,000 population. 2015 also saw a federal Human Trafficking offence. Along with increases in crime, Guelph also saw increases in its crime clearance, or crime “solved,” rate. Overall, crime clearance was up by almost 4% to 54.9% in 2015. Violent crime clearance increased marginally to 84.1% of occurrences cleared, and property crime clearance rose by 1.4% to 31.8% of occurrences cleared.



Criminal Offences 2014 2015 % Variance

Occurrences Clearance Occurrences Clearance Occurrence Rate

Clearance Rate Number Rate Number Rate Number Rate Number Rate

Total Criminal Code (excluding Traffic)

5,655 4,381.0 2,988 52.8 6,032 4,624.3 3,312 54.9 5.6 3.9

Total Violent Crime 931 721.3 781 83.9 977 749.0 822 84.1 3.8 0.3

Murder 1st Degree 2 1.5 1 50.0 2 1.5 3 150.0 -1.0 200.0

Murder 2nd Degree 1 0.8 2 200.0 0 – 0 – -100.0 -100.0

Criminal Negligence Causing Death

0 – 0 – 1 0.8 1 100.0 – –

Attempted Murder 0 – 0 – 2 1.5 2 100.0 – –

Sexual Violations 121 93.7 99 81.8 97 74.4 64 66.0 -20.7 -19.4

Assaults 457 354.0 399 87.3 487 373.4 432 88.7 5.5 1.6

Deprivation of Freedom Violations (e.g., kidnapping, forcible confinement)

12 9.3 12 100.0 25 19.2 25 100.0 106.2 0.0

Robbery 24 18.6 16 66.7 25 19.2 14 56.0 3.1 -16.0

Criminal Harassment 115 89.1 92 80.0 112 85.9 102 91.1 -3.6 13.8

Utter Threats to Person 172 133.3 146 84.9 202 154.9 163 80.7 16.2 -4.9

Total Property Crime 3,546 2,747.2 1,112 31.4 3,612 2,769.1 1,148 31.8 0.8 1.4

Arson 20 15.5 4 20.0 23 17.6 6 26.1 13.8 30.4

Break and Enter 420 325.4 71 16.9 388 297.5 95 24.5 -8.6 44.8

Theft over $5,000 18 13.9 4 22.2 15 11.5 2 13.3 -17.5 -40.0

Motor Vehicle Theft 89 69.0 22 24.7 101 77.4 27 26.7 12.3 8.1

Theft $5,000 or Under 928 718.9 159 17.1 952 729.8 152 16.0 1.5 -6.8

Theft $5,000 or Under from a Motor Vehicle

524 406.0 25 4.8 607 465.3 20 3.3 14.6 -30.9

Fraud 328 254.1 160 48.8 294 225.4 133 45.2 -11.3 -7.3

Identity Theft/Fraud 55 42.6 23 41.8 82 62.9 50 61.0 47.5 45.8

Mischief 663 513.6 211 31.8 633 485.3 229 36.2 -5.5 13.7

Total Other Criminal Code 1,178 912.6 1,095 93.0 1,443 1,106.3 1,342 93.0 21.2 0.1

Prostitution 9 7.0 8 88.9 10 7.7 10 100.0 10.0 12.5

Offensive Weapons 105 81.3 102 97.1 122 93.5 107 87.7 15.0 -9.7

Production/Distribution of Child Pornography

17 13.2 11 64.7 38 29.1 10 26.3 121.2 -59.3

Failure to Comply with Conditions

338 261.9 335 99.1 393 301.3 386 98.2 15.1 -0.9

Failure to Attend Court 122 94.5 121 99.2 177 135.7 178 100.6 43.6 1.4

Breach of Probation 345 267.3 343 99.4 447 342.7 441 98.7 28.2 -0.8

Controlled Drugs and Substances Act

373 289.0 363 97.3 396 303.6 404 102.0 5.1 4.8

Youth Criminal Justice Act 91 70.5 91 100.0 55 42.2 55 100.0 -40.2 0.0

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.


Overview of Offences in GuelphOverview of Offences in Guelph

Traffic Offences

T raffic crime fell slightly between 2014 and 2015, by 0.6% to a rate of 176 per 100,000 population. Traffic crime

clearance remained virtually unchanged from year to year. Driving while prohibited was one of the offences that saw a large decrease, falling 35.5%.

There was one fatal motor vehicle collision in Guelph in 2015. There were 410 personal injury collisions, down 3.2% from 2014. Property damage collisions also fell by 21.4% to 2,616 of these collisions in 2015.

Highway Traffic Act (HTA) violations fell by 12.4% in 2015, down by 935 to 7,189 violations recorded. Speeding violations were virtually unchanged between the two years. Driving a motor vehicle with no currently validated permit or validation on plates were both down, by 37.6% and 15.4% respectively. Drive with a hand-held com-munication device offences were also down, by 38.3%, while seat belt violations were down by 28.8%. Careless driving did increase, however, by 20.7%.

Criminal Code Traffic Offences2014 2015 % Variance


Clearance RateNumber Rate Number Rate Number Rate Number Rate

Total Criminal Code Traffic Crime

228 176.6 227 99.6 229 175.6 228 99.6 -0.6 0.0

Dangerous Operation 23 17.8 223 969.6 23 17.6 22 95.7 -1.0 -90.1

Total Impaired 169 130.9 169 100.0 170 130.3 170 100.0 -0.5 0.0

Driving While Prohibited 23 17.8 22 95.7 15 11.5 16 106.7 -35.5 11.5

Not all crimes are shown; all crimes are accounted for in the totals.

Source: Guelph Police Service Records Management System

Motor Vehicle Collisions2014 2015 % Variance

in RateMotor Vehicle Collisions Number Rate Number Rate

Fatality 0 – 1 1 –

Personal Injury 419 325 410 314 -3.2

Property Damage 3,292 2,550 2,616 2,006 -21.4

Source: Guelph Police Service Records Management System and Accident Support Services International



Highway Traffic Act Violations2014 2015 % Variance

in RateNumber Rate Number Rate

Total Highway Traffic Action (HTA) Violations 8,124 6,293.8 7,189 5,511.3 -12.4

Drive Motor Vehicle, No Currently Validated Permit 657 509.0 414 317.4 -37.6

Drive Motor Vehicle, No Validation on Plates 635 491.9 543 416.3 -15.4

Drive Motor Vehicle, No License 121 93.7 120 92.0 -1.9

Drive Under Suspension 253 196.0 273 209.3 6.8

Drive, Hand-Held Communication Device 430 333.1 268 205.5 -38.3

Seat Belt Violation 157 121.6 113 86.6 -28.8

Speeding 3,118 2,415.6 3,150 2,414.9 0.0

Careless Driving 255 197.6 311 238.4 20.7

Not all occurrences are shown in breakdown; all occurrences accounted for in the totals.


Cyber and Hate Crime

C yber and hate crime rates fell between 2014 and 2015, by 7.2% and 1.0% respectively. There was only

one hate crime occurrence both years; in 2014, it was related to graffiti, and in 2015 to being in association with a hate group.

Looking at cyber crime, there was a shift in the occurrences making up these crimes. In 2014, 81% of these occurrences were related to fraud; in 2016, this percentage fell to 61%. In 2015 there was greater use of technology to harass or threaten than was seen in 2014.

2014 2015 % Variance


Clearance RateNumber Rate Number Rate Number Rate Number Rate

Cyber Crime1 80 62.0 13 16.3 75 57.5 21 28.0 -7.2 72.3

Hate Crime2 1 0.8 0 – 1 0.8 0 – -1.0 –

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.)



Overview of Offences in GuelphOverview of Offences in Guelph

Ten-Year Trends

E xamining some of the ten-year trends, it can be seen that the Service’s authorized complement

has increased, with this growth occurring in civilian positions. The number of authorized police officers employed by the Service decreased by one between 2014 and 2015 due to the civilianization of an officer position. As a result, Guelph’s police

officer to population ratio increased as the population has continued to grow during this decrease in police officer complement. Sick time decreased again in 2015, to the lowest average seen in the last seven years. Injured on duty hours rose by over double between 2014 and 2015. Overtime increased dramatically however, to the highest it has been since 2010.



2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 10-Year Average

Population, City of Guelph1 119,949 120,753 121,970 123,099 124,856 126,105 127,068 128,573 129,079 130,440 –

Authorized personnel (FTEs) 251.62 261.62 269.62 274.67 274.67 282.17 284.42 284.42 284.92 285.92 275.4

Authorized police officers (FTEs)

179 186 190 192 191 195 195 195 196.5 195.5 191.5

Population per police officer 670 649 640 641 654 647 652 659 657 667 653.6

Net operating expenditures ($millions)

23.7 25.7 27.2 28.7 30.1 31.3 32.4 34.0 34.7 35.7 30.4

Policing cost per capita ($) 198 213 224 233 241 248 255 264 269 274 241.9

Median response time (mins), Priority One calls2

5.7 6.6 8.0 4.5 5.3 4.5 4.3 4.3 5.6 5.6 n/a

Total crime rate3,4 4,458 4,809 4,822 5,317 4,807 4,402 4,560 4,346 4,381 4,624 n/a

Violent crime rate4 786 811 807 829 915 841 928 869 721 749 n/a

Property crime rate4 3,113 3,483 3,528 3,613 2,963 2,739 2,867 2,634 2,747 2,769 n/a

Crime clearance rate4 38 40 38 45 56 47 51 56 53 55 n/a

Violent crime clearance rate4 70 90 77 84 87 78 88 92 84 84 n/a

Property crime clearance rate4

20 20 21 25 33 25 29 32 31 32 n/a

Traffic Crime Rate4 214 176 192 214 198 212 207 156 177 176 n/a

Sick time hours per member5 46 53 48 67 60 64 68 72 69 57 n/a

Average injured on duty hours per member

11 5 5 3 5 2 3 7 6 13 6

Overtime hours per member 108 116 123 100 106 98 87 82 89 103 101.2

1 Population figures from 2001 to 2009 and 2011 to 2013 from Canadian Centre for Justice Statistics UCR 2 aggregate data; 2010 population estimate derived by the Guelph Police Service.

2 A change in the types of calls classified as Priority One has impacted on the resulting median response time after 2008; elimination of false alarms affected this measure from 2014 onward.

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.


Guelph Police Service Activity


Calls for Service

C alls for service statistics provide a measure of demand on police and are one indicator among many

of police workload. What the statistics do not reveal is the administrative workload associated with these calls or the time and complexity associated with investigations. Many calls also tend to take a significant amount of time, such as mental health calls where an officer may be with someone at the hospital for an extended period while waiting for care for that person. Calls for service include criminal and non-criminal activity, and can be initiated either by a community member or by an officer.

Between 2014 and 2015, overall calls for service were down by 3.7%, with 61,356 calls for service recorded in 2015. Violent calls for service rose by 15.5% to 5,881, driven pri-marily by increases in unwanted person calls, arrests, disputes, sexual offenses and offen-sive weapons offenses. Property calls were down minimally, by 1.1% to 2,995 calls. Public disorder calls remained virtually unchanged, while traffic calls fell slightly, by 3.1% to 3,883 calls in 2015. Community safety calls for service rose by 7.1%, especially suspicious

person and suspicious vehicle calls, as well as compassionate to locate calls for service. Among the other service types, mental illness calls increased by 17.4% to 990 calls in 2015 from 843 in 2014. Vehicle stops declined, as did calls dialled to 911 in error or through misuse (by 22.2%).

Not included in these figures are occurrences that are generated through the police ser-vice’s online reporting system, CopLogic. Currently, the following types of occurrences can be reported online:

• Damage/mischief to a vehicle other than by a collision and under $5,000

• Damage/mischief to property under $5,000

• Theft under $5,000• Theft from vehicle under $5,000• Lost property under $5,000

In 2014, 663 CopLogic reports were made; that number increased by 23.4% in 2015 to 818 reports. The majority of these reports are for theft under $5,000 (66% of reports made in 2015), followed by property damage (12.2% of reports in 2015) and general lost property (21.6% of reports in 2015).



When comparing the number of calls for service (removing administrative calls) against the number of criminal offences, 12.2% of calls for service in 2015 resulted in criminal offences. This figure provides some insight into the large volume of work which does not involve a criminal element that officers undertake in their goal to preserve community safety.

Another way to examine calls for service is by priority type. In general, what can be seen when examining calls this way is that while overall calls for service were down between 2014 and 2015, those calls that are more often citizen generated have almost all increased, while calls that are officer initiated have decreased. It may be that officers do not have the same amount of time or resources to initiate calls due to increases in the demand created by citizen generated calls. There may be other factors at work as well that cannot be distinguished by viewing these figures. It should also be noted that the higher priority calls are those that tend to take longer to investigate, with the length of investigations growing over time with their increasing complexity due to factors such as new legislation and technology.

Some of the increases among calls that are priority 1 through 4, those most often citizen generated, include possession of weapons, disturbances, suspicious persons, suspicious vehicles, unwanted persons, domestic disputes, theft under $5,000, and check wellbeing. The decrease in differential police response calls (priority 5) may be related to the increases seen in the use of online report-ing (online reports are priority 5 calls but were not included in this analysis). For instance,

while general property lost calls were down in 2015 as a call for service, CopLogic general lost property reports, not included in the calls for service figures, increased. Calls for service referred to the collision reporting center also fell, which may be due to citizens being more aware of the collision reporting center and the ability to report collisions to the center directly instead of through police under certain circumstances. Officer initiated calls declined between 2014 and 2015; the calls that fell in this category include vehicle stops, person stops, compliance checks, and com-munity contacts. Proactive calls for service did increase, due to both RIDE programs and speed enforcement rising in 2015. Finally, administrative calls for service fell in 2015, the primary reason being a decrease in cell phone dialing errors, as mentioned.

Calls for Service by Priority Status


1 Immediate 1,335 1,398 4.7

2 Urgent 9,041 10,016 10.8

3 Prompt 5,844 5,835 -0.2

4 As Zone Officer Becomes Available

12,260 12,748 4.0

5 Differential Police Response

1,624 1,496 -7.9

6 Collision Reporting Centre

1,364 1,132 -17.0

7 Officer Initiated 11,900 9,778 -17.8

8 Proactive 329 366 11.2

9 Administrative (Communications Alert)

19,988 18,587 -7.0

Total 63,685 61,356 -3.7


Guelph Police Service ActivityGuelph Police Service Activity

Calls for Service


Violent 5,090 5,881 15.5

Homicide 2 2 0.0

Sex Offence 138 155 12.3

Threatening 161 156 -3.1

Assault 260 254 -2.3

Robbery 24 28 16.7

Offensive Weapon 55 62 12.7

Arson 24 32 33.3

Unwanted Contact 256 235 -8.2

Neighbour Dispute 444 456 2.7

Landlord/Tenant Dispute 203 248 22.2

Civil Dispute 103 123 19.4

Domestic Dispute 1,322 1,485 12.3

Unwanted Person 602 809 34.4

Arrest 617 800 29.7

Human Trafficking 14 14 0.0

Other Domestic Dispute 653 686 5.1

Elder Abuse 11 12 9.1

Property 3,029 2,995 -1.1

Break and Enter 422 412 -2.4

Theft of Motor Vehicle 166 180 8.4

Fraud – Institutional, General, Personal

422 417 -1.2

Property Damage 387 337 -12.9

Theft Under $5,000 1,487 1,550 4.2

Public Disorder 4,733 4,737 0.1

Drugs 244 207 -15.2

Disturbance 635 675 6.3

Intoxicated Person 845 842 -0.4

Youth Complaint 301 289 -4.0

Noise Complaint 1,928 1,981 2.7

Animal Complaint – Bylaw

289 309 6.9

Urinating in Public 131 88 -32.8

Traffic 4,008 3,883 -3.1


MVC – Property Damage 1,261 1,128 -10.5

MVC – Personal Injury 457 444 -2.8

MVC – Hit and Run 187 179 -4.3

MVC – Fatality – 2 –

Driving Complaint 1,018 1,117 9.7

Impaired Driver 175 170 -2.9

Community Safety 8,433 9,035 7.1

Missing Person 328 326 -0.6

Fire – Accidental or Undetermined

83 78 -6.0

Compassionate to Locate

2,499 2,940 17.6

Dangerous Condition 388 359 -7.5

Check/Insecure Premises

757 749 -1.1

Suspicious Person 1,754 2,082 18.7

Suspicious Vehicle 569 724 27.2

Injured/Sick Person 790 755 -4.4

Compliance Checks 337 279 -17.2

Other 26,193 22,184 -15.3

Sudden Death 101 98 -3.0

Attempt Suicide 257 274 6.6

Alarm 1,022 935 -8.5

Assist Other Service 1,230 1,382 12.4

Mentally Ill 843 990 17.4

Lost and Found Property 1,641 1,507 -8.2

Breach Judicial Order 442 446 0.9

Paid Duty 348 305 -12.4

Person Stop 526 524 -0.4

Vehicle Stop 9,397 7,326 -22.0

9-1-1 Dial Error, Drop Off, Mistake or Misuse

8,726 6,786 -22.2

Administrative 12,199 12,641 3.6

Total 63,685 61,356 -3.7

Note: Calls for Service types may later be reclassified during further investigation of the occurrence.



Service Activity and Quality Indicators

T he Service’s response time to Priority One calls for service remained virtually unchanged

between 2014 and 2015. Both the number of use of force incidents and levels of force used increased between these years. Public complaints were up, as were Freedom of

Information requests. The number of records checks processed by the Service fell slightly; of the two types of checks, employment checks were up nearly 17%, while volunteer clearance checks fell by nearly 23%, which may be due to a change in practice regarding these types of checks.


Priority One Calls for Service Number of Priority One Calls 1,335 1,398 4.7

Median Response Time, Priority One Calls (minutes) 5.57 5.56 -0.2

Use of Force Number of Incidents 46 62 34.8

Levels of Force Used 135 171 26.7

Public Complaints — Investigations Total Complaints 9 19 111.1

Police Officer Conduct 9 19 111.1

Services of the Police Service 0 0 –

Policies of the Police Service 0 0 –

Public Complaints — Resolutions Withdrawn 0 3 –

Unsubstantiated 8 7 -12.5

Customer Service Resolution 1 1 0.0

Informal Resolution 0 1 –

Informal Discipline 0 1 –

Misconduct Hearing 0 0 –

Not Proceeded with Section 60 PSA 16 9 -43.8

OCCPS/OIPRD Appeals 1 0 -100.0

Internal Investigations 4 7 75.0

Drug Enforcement Value of Drugs Seized $1,517,870 $344,573 -77.3

Cash Seized $108,953 $31,467 -71.1

Joint Forces Operations and Internal Task Forces* 59 4 –

Projects Resulting in Charges 23 3 –

Freedom of Information (FOI) Requests 392 492 25.5

Data Services

Total Record Checks 6,334 6,239 -1.5

Employment Clearance (fee for service) 3,423 3,994 16.7

Volunteer Clearance 2,911 2,245 -22.9

Source: Units of the Guelph Police Service

*Changes in definitions of Joint Forces Operations and Internal Task Forces make year-to-year comparisons unavailable.


2013–2015 Strategic Business Plan Pillar Highlights


T wo thousand and fifteen was the final year of the Service’s 2013–2015 Strategic Business Plan. As such, work

in 2015 focussed on completing outstanding items from that plan, as well as preparing

to implement a new Strategic Plan for 2016–2018. Some highlights of the work that was completed during the mandate of the 2013–2015 Strategic Plan are provided in the following pages.



Neighbourhood PolicingEmergency Calls for Service

OBJECTIVE:Further investigate the possibility of shared technologies between local municipal emergency responders for the most efficient response possible to emergencies (e.g., search management software).

Under this objective, a joint training program for high-angle rescue was initiated in col-laboration with the Guelph Fire Department, including cross training with the potential for equipment sharing in the future. In addition, one member of the Service’s Tactics and Rescue unit is a member of a Search and Rescue Coordinators group. Training on the unit’s search software (Touratech) is ongoing, and standardized search and rescue docu-mentation was obtained at an annual Search and Rescue workshop.

Community Patrol

OBJECTIVE:Reduce repetitive calls for service through crime analysis, community engagement, planned response, and problem solving.

Two major projects have been underway as part of the Service’s work on this objective. First, the Service’s Community Mobilization Unit is a participant of the Guelph Enterprise HUB/Situation Table, where community stakeholders meet to streamline services for those most at risk in our community. This work aims to intervene in the situations of

individuals at an elevated risk for harm before a crisis occurs, thus reducing demand on services.

The second project is the implementation of the IMPACT Team (Integrated Mobile Police and Crisis Team). There are currently two IMPACT workers, who have offices at the Guelph Police Service, that assist officers with calls for service involving mental health issues. The aim of this team is to improve service provision to persons who need such services, and to reduce the need for officer involvement in mental health occurrences. These workers are also available to officers who require assistance for their own mental health.

Community Based Crime Prevention Through Youth Outreach

OBJECTIVE:Engage community stakeholders to examine and strategize about police involvement with youth who have mental health and addiction concerns.

An addictions counsellor from the Homewood Health Centre has delivered training to the Service’s Youth and Crime Prevention unit about what mental health services are available to youth in the com-munity. This unit is also engaged with a variety of youth stakeholders such as the Committee of Youth Officers for the Province of Ontario and the Alliance for At Risk Youth group. Members of the unit participated in the Community Response to Crystal Meth


2013–2015 Strategic Business Plan Pillar Highlights2013–2015 Strategic Business Plan Pillar Highlights

planning group, and the Sergeant of this unit is a member of the Growing Greater Generations Youth Mental Health Working

Group, the Drug Strategy Prescription Working Group, and the Community of Practice working group.

Assistance to VictimsOBJECTIVE:Provide relevant and appropriate materials to victims of crime (e.g., safety planning documents).

This pillar was overseen by Victim Services Wellington (VSW). During 2015, VSW carried out the following activities:

• Safety Plans – 55• Bail Notifications – 47• Project Lifesaver Clients Enrolled – 35• Victim Impact Statements – 30

Note: VSW is no longer doing victim impact statements for crimes that are the focus on the Victim-Witness Assistance Program (VWAP), such as domestic vio-lence and homicide.

Criminal InvestigationsViolent Crime

OBJECTIVE:Enhance partnerships through education and outreach programs (re: preventing sexual assault victimization).

One area of sexual assault victimization that has increasingly called for attention is victim-ization resulting from human trafficking. The Service’s Sexual Assault and Child Abuse unit has undertaken many activities to increase awareness of and provide enforcement against this and associated crimes. The unit has provided training for other Guelph Police officers, made public presentations, issued media releases, and liaised with other service providers such as Public Health on this issue. The unit has also taken part in enforcement projects such as “Northern Spotlight” to

combat human trafficking, and has sought grant funds to further enhance enforcement efforts.

Property Crime

OBJECTIVE:Advocate for stricter bail conditions and more intensive monitoring/supervision.

To help with progress on this objective, the Investigative Services Case Manager assigns members of the Investigative Services division to attend bail hearings for high risk cases. There has also been increased com-munication with the Crown and Probation and Parole regarding release conditions, in addition to enhanced internal communica-tions and compliance checks. Work on this objective is ongoing.



Drugs

OBJECTIVE:Drug unit partners with HEAT (High Enforcement Action Team) and the Youth and Crime Prevention unit to address local community issues.

Regular meetings were scheduled for the supervisors of the Drugs, Intelligence, Youth and Crime Prevention, and HEAT units to develop mitigation strategies for hot spot drug locations, as well as to

develop methods to act earlier in prevention efforts. The Drug unit is also continuing to work with the HEAT unit and High School Resource Officers regarding information sharing. Members of the Drug unit have also been involved in providing information for the Community Response to Crystal Meth project, as well as continuing to work with the Wellington Guelph Drug Strategy Committee and providing community presentations to raise awareness and educate the community on drug issues.

Road SafetyOBJECTIVE:Continue leading local road safety initiatives and provincial and national campaigns (RIDE, taxicab inspections, school bus safety, commercial vehicle inspections).

The Service’s Traffic unit remains committed to traffic safety, include prevention and enforcement efforts, RIDE programs, taxi inspections, “Wreck Checks,” commercial vehicle inspections, and spot-compliance checks are ongoing. Training for members to enhance enforcement and investigations, such as in commercial vehicle inspections and collision reconstruction, continues to occur, as well as train-the-trainer courses to increase training efficiency through in-house training. Equipment to assist with enforcement, such as commercial motor vehicle scales and the exploration of Automated License Plate Recognition is occurring to further enhance traffic safety and enforcement initiatives.



Community and Organizational Communication

Community Communication

OBJECTIVE:Continue to use social media to engage with the community.

The Service’s use of social media has grown to include Facebook, Twitter, YouTube, Instagram, and Periscope, as well as CopLogic online reporting and EMessaging of media releases and important alerts. The following statistics summarize the Guelph Police Service’s online presence at the end of 2015:

• Twitter – @gpsmedia had 13,549 follow-ers, Chief DeRuyter’s account had 1,562, followers and Deputy Chief Martin had 248 followers

• Facebook – 6,293 “likes,” and each GPS Facebook post is viewed 2,000 to 4,000 time on average

• YouTube- 41 videos viewed 17,951 times• Instagram – 1,225 followers (account

created April 2015)• CopLogic Online Reports – 816 reports,

averaging 68 per month• Emessaging – 717 subscribers• Website Daily News – 337 subscribers

Organizational Communication

OBJECTIVE:Explore alternative approaches to internal messaging and briefing.

As an alternative to paper messaging, a SmartBoard was installed in the lineup room where frontline officers meet before their shift begins. At this point it is not being used for electronic briefings, but it is being used for training and information sharing. The SmartBoard has also been used for staff sergeant meetings, missing persons meetings and briefings, and tactical grid search infor-mation sharing.



Human ResourcesOBJECTIVE:Work in conjunction with the City of Guelph to implement an updated time and attendance system that produces electronic pay statements and decentralizes time and attendance reporting.

Electronic pay statements were implemented in March 2013. The Human Resource Services division has been working with

the vendor Kronos on implementing the time and attendance system. The system was configured for manager and employee access and went through testing. A train-ing plan for the new system, along with a pilot with a smaller user group have been developed. Training for electronic time and attendance keeping will begin in 2016 after technology upgrades are implemented and resource planning has been completed.

Information Technology PlanOBJECTIVE:Introduce E-disclosure to reduce waste and duplication and make the disclosure process timelier.

The first step in this process was to ensure that the documentation required for disclosure was available in an electronic format. Service wide internal business processes were then updated to support the e-disclosure project. In addition, a new Case File Coordinator position was implemented at the Service to facilitate the e-disclosure process. Discussions with the Crown Attorney’s office were planned to work toward a smooth transition and project partner support. Accountability components were added using technology throughout the steps of the process. Work to begin disclosing to the Ministry of the Attorney General has occurred with an anticipated 2016 implementation date.



Finance and AdministrationOBJECTIVE:Continue to improve budget accuracy and effectiveness while ensuring a strong internal control system.

In support of this objective, quarterly vari-ance reports are provided to the Guelph Police Services Board and monthly financial dashboards are reviewed by the Service’s Senior Leadership Team. Financial reports are

also distributed to areas responsible for unit budgets. Ongoing internal quality assurance practices are in place, such as partnering with the City of Guelph to utilize their automated CLASS collection software that improved the Service’s cash management process. An internal audit of the Service’s purchasing card process was completed by the City of Guelph in late 2015, and a review of the Service’s financial procedure is underway.



Headquarters Expansion and RenovationOBJECTIVE:Provide frequent updates to the Guelph Police Services Board, our community, and our membership.

A Project Integrator position was developed to assist with the headquarters expansion and renovation project. Among the duties of this position are assisting the project team in reporting and communicating about the project schedule and budget. The Guelph Police Services Board continues to receive

updates on the project at its monthly Board meetings, and members are kept up to date through internal memos. In addition to the information provided at the public Board meetings, information about the project is being shared with the community through both the Guelph Police Service and City of Guelph websites. The Service’s commitment to this objective is seen in the continuation of the objective in the Service’s 2016–2018 Strategic Business Plan.


Human Resources and Administration


Human Resources 2014 2015

Population, City of Guelph 129,079 130,440

Authorized Personnel (FTEs) 285.92 285.92

Actual Personnel (FTEs) 278.035 278.42

Authorized Police Officers (FTEs) 196.5 195.5

Police Officer: Population Ratio (authorized FTEs)

1:657 1:667

Authorized Constables 155.5 154.5

Actual Constables 151.5 151.5

Overtime (hours) 24,805 28,676

Overtime per Member (hours) 89.2 102.9

Overtime Paid (hours) 14,631 16,645

Overtime Paid (%) 59.0 58.0

Cost of Overtime Paid ($) $645,008 $721,180

Sick Time (hours) 19,243 16,035

Sick Time per Member (FTEs) (hours) 69.2 57.4

Injured on Duty (hours) 1,752 3,721

Injured on Duty per Member (FTEs) (hours)

6.3 13.4

Selected Cost Recovery 2014 2015

Alarm Fees $96,446 $100,824

Police Record Check Fees $198,405 $208,790

Financial and Material Resources 2014 2015

Net Approved Budget $35,283,200 $36,443,100

Net Operating Expenditures $34,720,482 $35,717,325

Policing Cost per Capita $269 $274

Number of police vehicles – (Total)

71 71

Patrol 23 23

Traffic 5 5

Canine 3 3

Investigative Services 23 23

Courts 4 4

Other 13 13

Average Kilometres Traveled per Vehicle per Month (All Vehicles)

1,883 1,844

Patrol 3,281 3,117

Traffic 1,884 1,918

Canine 2,133 1,754

Investigative Services 1,202 1,318

Courts 713 655

Other 917 879

Police Vehicles – Total Kilometres Traveled

1,604,412 1,570,848



Authorized and Actual Personnel2014 2015 % Variance

(Authorized)Authorized Actual Authorized Actual

Police Complement Total 196.5 192.5 195.5 193.5 0.5

Chief of Police 1 0 1 1 –

Deputy Chief 1 1 1 1 0.0

Inspectors 5 5 5 5 0.0

Staff Sergeants 9 10 9 9 -10.0

Sergeants 25 25 25 26 4.0

Constables 155.5 151.5 154.5 151.5 0.0

Civilian Complement Total 89.42 85.535 90.42 84.92 -0.7

Senior Management 8 8 8 8 0.0

Special Constables 12.7 11.7 12.7 12.7 8.5

Maintenance 4.77 4.385 4.77 4.77 8.8

Administration 63.95 85.535 64.95 59.45 -30.5

Total (FTEs) 285.92 278.035 285.92 278.42 0.1


Human Resources and AdministrationHuman Resources and Administration

Personnel ComplementPERMANENT EMPLOYEES AS OF DECEMBER 31, 2015

Police CivilianMale Female Male Female Full

TimePart Time/Job Share

Chief of Police 1 1

Executive Assistant 1 1 Legal Counsel; Legal Services and Access to Information 2 2 Executive Services Inspector 1 1 Professional Standards Sergeant 1 1 Research Analyst; Research Assistant 1 2 2 1Public Information Officer (Constable) 1 1

Deputy Chief of Police 1 1

Neighbourhood Services – Patrol Inspector 1 1

Administrative Assistant 1 1Crime Analyst 1 1 Neighbourhood Teams Staff Sergeant 4 1 5

Neighbourhood Teams Sergeant 9 1 10 Neighbourhood Teams Constable 54 20 72 2Neighbourhood Teams Special Constable 2 3 5

Community Mobilization Sergeant 1 1 High Enforcement Action Team Constable 2 1 3 Community Resource Officer (Constable) 2 2

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 7 1 8 School Safety Constable 1 1 1 1

Youth and Crime Prevention Sergeant 1 1 High School Resource Officer Constable 4 4 Youth Detective Constable 1 1 2 VIP Constable 1 1

Canine Constable 2 2

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 3 3 Fraud Constable 1 1 2 Domestic Violence High Risk Coordinator (Constable) 1 1



Police CivilianMale Female Male Female Full

TimePart Time/Job Share

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 2 5 Drugs and Intelligence Clerk 1 1

IS Constable (Training Position) 1 1

Administrative Support Services Inspector 1 1

Data Services Manager 1 1 Quality Assurance Coordinator 1 1 Case File Coordinator 1 1 Information Processor – Platoons 2 8 9 1Information Processor – Day Shift 5 4 1Information Processor – Courts 2 2 Customer Service Clerk 4 1 3

Communications Staff Sergeant 1 1 Communications Sergeant 1 1 2

Communications Trainer/Auditor 1 1 Communicator 1 21 16 6

Court Services Staff Sergeant 1 1 Court Services Constable 1 1 Court Security Special Constable 8 5 12 1Summons/Warrant Special Constable 1 1 Found and Seized Property/Firearms Constable 2 2

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 2 1 1

Financial Services Administrative Assistant 1 1 Materials Management Purchaser 2 2

Facilities Manager 1 1 Custodian 5 3 2

Fleet Manager 1 1

Information Services Manager 1 1

Information Services Technician 2 2 Business Analyst 1 1 Application Support Analyst 1 1

Forensic Video Analyst 1 1 Special Olympics Coordinator (Seconded) 1 1 Headquarters Renovation and Expansion (Seconded) 1 1

TOTALS 154 38 24 72 268 20TOTAL PERMANENT EMPLOYEES 288


Human Resources and AdministrationHuman Resources and Administration

Human Resources Highlights OFFICER PROMOTIONSSergeant Dave CaronSergeant Andrew GoodySergeant Jason GuardieroSergeant Lester TangSergeant Mike TovellStaff Sergeant Steve GillStaff Sergeant Tim GriffithsInspector David PringleDeputy Chief Paul MartinChief Jeff DeRuyter

RETIREMENTSConstable David Allen – 28 years of serviceKelly Aver – 26 years of serviceKathy Chamberlain – 39 years of serviceLynda Edwards – 35 years of serviceSergeant David Elloway – 27 years of serviceStaff Sergeant David Miller – 32 years of serviceSergeant Gordon Mitchell – 28 years of serviceConstable Marlowe Sharp – 28 years of serviceConstable Karl Zorn – 33 years of service

AWARDSMEMBER AND COMMUNITY AWARDSMember of the Year AwardInspector David Pringle

Award for Commitment to Community Based PolicingInspector Garry Male

Award for Excellence in Support ServicesDavid HenryEric Jeeboo

Award for Excellence in Support ServicesLaura Phillips

Award for Excellence in Support ServicesCheryl Lawrence

Chief’s Commendation for Policing ExcellenceConstable James GordonConstable Gregory MacArthurConstable Jennifer Purdy

Chief’s Commendation for Policing ExcellenceConstable Michel Alarie

Chief’s Commendation for Policing ExcellenceSergeant Paul Harding

Chief’s Commendation for Policing ExcellenceSergeant Andrew GoodySergeant Paul HardingSergeant Clifford RussellSergeant Michael Tovell

Chief’s Commendation for Policing ExcellenceConstable Cameron McKeenConstable Daniel McTaggartConstable Matthew Oliver

Chief’s Commendation for Policing ExcellenceSergeant Jason GuardieroSergeant Manfred Hoyer

Citizen of the Year Award

Stefan Haas

Citizen of the Year AwardAdam Green



LENGTH OF SERVICE AWARDS40 Years of ServiceStaff Sergeant Paul Crowe**

35 Years of ServiceLynda EdwardsConstable Attila KorgaSpecial Constable Edward O’HanlonSergeant Derek McNeilly

30 Years of ServiceConstable Theresa Rynn*Constable David Warren*

25 Years of ServiceGeorge DietscheRita GriffithsSergeant Arif HashamConstable Scott HickingbottomSpecial Constable Judy LefneskiMatthew RichmondAndrea Tessier

20 Years of ServiceStaff Sergeant Scott Grover*Sergeant Jeimy Karavelus*Harry Perets

15 Years of ServiceConstable Lisa BenedettiSpecial Constable Mike BoireJoanne BunnamanSergeant David CaronJaime GroffSergeant Angela GroverStaff Sergeant Scott GroverConstable Gregory MacDonaldConstable Jay MartinConstable Sherry PettapieceConstable Jonathan SchleenConstable Christopher SutterConstable Christopher WilsonSpecial Constable Paul Yetman

10 Years of ServiceConstable Amanda AndersonConstable Jay BathijaConstable Kendall BrownConstable Hugh CurrieKatherine DarrahJanet EmbryDebbie HallConstable Jason HallJames HarveyConstable Ashley McArthurConstable Kevin McBrideConstable Bradley McBurneySpecial Constable Matthew MullinConstable Philip PerrinsAnn-Marie PinciveroSpecial Constable Michael PuckettConstable Bradley SaintChristopher SandrinConstable Ian SmithConstable Jeffrey TaylorBrie TiganiJames TurowConstable Derek Vanden EndenMelissa Young

* Police Exemplary Service Medal and Bar** Police Exemplary Service Medal

and Bar plus GPS Service Award

Guelph Police Service 15 Wyndham Street South, Guelph, Ontario N1H 4C6Phone: 519-824-1212 • Fax: 519-763-0516 • TTY: 519-824-1466

www.guelphpolice.ca

http://www.guelphpolice.ca

https://www.facebook.com/gpsmedia

https://twitter.com/gpsmedia

https://www.youtube.com/user/GuelphPoliceService

guelph police service 2015 annual report · 2019-02-13 · guelph police service 8 annual report...

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