Guelph Police Service Annual Report 2014

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1 Guelph Police Service Annual Report 2014

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

4 Your Police Service Mission Through partnerships, we are dedicated to enhancing the quality of life and ensuring the safety of all who live, work and play in our safe and diverse community. Vision To contribute to the positive growth and development of our members and our community by providing leadership and innovative policing that is effective, efficient, economical and environmentally responsible. Values We, the members of the Guelph Police Service, believe in: Pride in ourselves, our work, and our community Service with compassion and accountability Trust shared through integrity and mutual respect 4 Annual Report 2014

5 Your Police Service Organizational Structure Guelph Police Services Board Inspector Executive Services Professional Standards Public Information Chief of Police Deputy Chief of Police Legal Counsel Legal Services and Access to Information Research and Development Inspector Neighbourhood Services Patrol Inspector Neighbourhood Services Field Support Inspector Investigative Services Inspector Administrative Support Services Manager Human Resource Services Manager Financial Services Manager Information System Services Community Mobilization Canine Domestic Violence High Risk Court Services Human Resource Services Facilities Information System Services Crime Analysis Communications Drug Enforcement Data Services Payroll Financial Services Neighbourhood Teams Emergency Management Forensic Identification and Tech Crime Property and Firearms Professional Development and Recruiting Fleet Materials Management Labour Relations Tactics and Rescue General Investigations, Special Projects and Fraud Traffic and School Safety Intelligence Youth and Crime Prevention Serious Crime Sexual Assault, Child Abuse and Internet Child Exploitation Annual Report

6 Your Police Service LETTER FROM THE Board Chair It is my pleasure to introduce you to the 2014 Guelph Police Service Annual Report. Our goal through this report is to present the outcomes of the previous year s work and examine 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 engage the public on issues affecting public safety in Guelph. Input from and dialogue with our community is a key aspect of policing, as we continually seek ways to improve service delivery. The year 2014 marked the midpoint of the Service s Strategic Business Plan. During the mandate of this Plan, the members of the Guelph Police Service have accomplished many goals through their excellent work, such as the creation of the Youth Engagement Program and educating the public on senior related fraud and internet crimes. Social media has been an excellent tool that we have utilized to reach our community and provide updates in relation to Open House events, criminal incidents, and crime prevention tips. We continue to search for ways to improve our efficiency and effectiveness, as evidenced through administrative reviews, careful monitoring of the Service s headquarters renovation and expansion project, and a trend of reductions in operating budget increases. Overall crime rates in 2014 did not significantly change, although we did see a reduction in violent crime, which included sexual assaults and robbery. However, we must not forget the impact that these crimes have on victims and their loved ones, as demonstrated by the three homicides that occurred during Property crime slightly increased in 2014, and as such our officers have been working with the community to implement measures to prevent these crimes from reoccurring. In 2014 we also saw a renewed commitment to traffic enforcement, as both criminal and Highway Traffic Act violations rose during the year. One area we continually hear from our community about is in relation to road safety, therefore we are committed to improving this aspect of our operations. New in this report is a figure providing some insight into the amount of work done by our members that does not involve a criminal element. Approximately 12% of Guelph Police Service calls for service were criminal, however the majority of the work done by officers is not related to crime. Along the service and quality indicators and Strategic Business Plan accomplishments highlighted in this report, a glimpse of the large and varied workload undertaken by this Service to date can be appreciated. As seen in our Human Resources pillar of our Strategic Business Plan, we are pursuing training activities and other efficiencies, as well as building our community partnerships, to look for better ways to deal with the demands placed on our Service. On behalf of the Guelph Police Services Board, I thank our community who continues to work with us to ensure that we have a very good quality of life within our City. Public safety is a shared police and community responsibility and it is important that we continually work together to identify issues and find solutions that help Guelph remain one of the safest communities in Canada. Judy Sorbara, Chair Guelph Police Services Board 6 Annual Report 2014

7 Your Police Service LETTER FROM THE Chief of Police On behalf of the members of the Guelph Police Service, it is my honour to present the 2014 Guelph Police Service Annual Report to our community. The Annual Report provides an overview of the policing services we deliver, highlighting the excellent work of our members over the year, but also showing the challenges we face in our community. This reports highlights key issues and assists us in measuring our effectiveness, helping determine policing strategies and priorities. There are some noticeable positive trends in this report. We experienced a reduction in violent crime occurrences, sexual violations, criminal harassment and robberies. Some negative trends we see are an increase in break and enters, traffic Criminal Code offences, and offences of human trafficking. Despite some challenges, Guelph continues to be a very safe and vibrant community. The analysis of statistical data is a necessary and valuable exercise, but it does not show the valued relationships we have with our community and many local agencies and organizations. Our Safe Semester Project was again successful in 2014 due to excellent collaboration with many stakeholders. As we continue to work diligently to keep our city safe, we explore new opportunities and programs. In 2014 we launched the Guelph Situation Table with our partner agencies to respond to community members who are facing elevated risk. Again with key partners, we ran our first and highly successful Youth Engagement Program, an 11-week course on policing and community issues, with representation from all of our high schools brought about unexpected change in leadership with the departure of Chief Larkin. Despite the change in leadership, our members continued to provide outstanding service to our community. The strength of our organization is our members, how we work together, and how we maintain a positive relationship with our citizens. In July 2014 we received the final budget approval on our new headquarters and the planning and work is underway. This project is significant, and we are committed to delivering a building that meets the needs of our members and the public. We are very fortunate to have a dedicated and engaged Police Services Board who have led us through the challenges of 2014 and have offered their ongoing support to our members. Thank you to Chair Judy Sorbara and the Board for their leadership. I am extremely proud of our members and their accomplishments throughout the year. Whether it has been in providing quality customer service, by supporting our operations, through our youth and school programs, responding to calls for service, in completing complex criminal investigations, by successfully resolving tactical calls, or investigating major collisions, we have seen excellent work by our members. We are most privileged to live and work in a community which is very supportive of our Service. I am humbled to have the opportunity to lead the Guelph Police Service and together with all of our members am honoured to serve our citizens with Pride, Service and Trust. Jeff DeRuyter Chief of Police Annual Report

8 Overview of Offences in Guelph Violent crime down by 17.2% Overall criminal code offences (excluding traffic crime) in Guelph increased marginally in 2014, by only 0.3% to a rate of 4,359 per 100,000 population. Clearance of these crimes fell slightly during the year, decreasing by 3% to an overall clearance 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 population. 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 by 3.6% to a rate of 2,728 per 100,000 population, with increases seen in fraud (19.8%), thefts of $5,000 or under (17%), and break and enters (7.5%). Property crime clearance decreased slightly by 0.6% to a clearance rate of 32% overall for these crimes in Other criminal occurrences, which include offences such as failure to comply with conditions and offensive weapons, rose by 8.1% in Reported Controlled Drugs and Substances Act offences fell by 14.7% in 2014, and Youth Criminal Justice Act occurrences by 9.4%. 8 Annual Report 2014

9 Overview of Offences in Guelph Criminal Offences Total Criminal Code (excluding Traffic) % Variance Occurrences Clearance Occurrences Clearance Occurrence Number Rate Number Rate Number Rate Number Rate Rate Clearance Rate 5,588 4,346 3, ,627 4,359 3, Total Violent Crime 1, , Murder 1st Degree Murder 2nd Degree Attempted Murder Sexual Violations Assaults Deprivation of Freedom Violations (e.g., kidnapping, forcible confinement) Robbery Criminal Harassment Utter Threats to Person Total Property Crime 3,386 2,634 1, ,521 2,728 1, Arson Break and Enter Theft over $5, Motor Vehicle Theft Theft $5,000 or under Theft $5,000 or under from a motor vehicle Shoplifting $5,000 or under Fraud Identity Theft/Fraud Mischief Total Other Criminal Code 1, , , , Prostitution Offensive Weapons Failure to Comply with Conditions Production/Distribution of Child Pornography Failure to Attend Court Breach of Probation Controlled Drugs and Substances Act Youth Criminal Justice Act 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

10 Overview of Offences in Guelph Traffic Offences After falling by almost 25% in 2013, criminal traffic offences in Guelph increased by 13% in 2014 to a rate of 177 per 100,000 population. Driving while prohibited and dangerous operation were chief among these, increasing by 52.7% and 20.6% respectively. Highway Traffic Act (HTA) offences increased by 21.5% in 2014 after seeing a significant drop in 2013, although still falling a few thousand below the number seen in There were no fatal motor vehicle collisions in 2014, and a 2.5% decrease in the number of collisions resulting in personal injury. Collisions causing property damage rose by 4%. Criminal Code Traffic Offences Total Criminal Code Traffic Crime % Variance Occurrences Clearance Occurrences Clearance Occurrence Number Rate Number Rate Number Rate Number Rate Rate Clearance Rate Dangerous Operation Total Impaired Driving While Prohibited Not all crimes are shown; all crimes are accounted for in the totals. Source: Guelph Police Service Records Management System Highway Traffic Action Violations % Variance Number Rate Number Rate in Rate Total Highway Traffic Action (HTA) Violations 6,656 5,177 8,118 6, Drive motor vehicle, no currently validated permit Drive motor vehicle, no validation on plates Drive motor vehicle, no licence Drive under suspension Drive, hand-held communication device Seat belt violation Speeding 2,337 1,818 3,111 2, Careless driving 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

11 Overview of Offences in Guelph Motor Vehicle Collisions % Variance Motor Vehicle Collisions Number Rate Number Rate in Rate Fatality Personal Injury Property Damage 3,154 2,453 3,292 2, Source: Guelph Police Service Records Management System and Accident Support Services International Cyber and Hate Crime Both cyber and hate crimes fell between 2013 and There were 70 occurrences of cyber crime in 2014, the majority of these involving fraud, with luring and child pornography composing most of the remainder. There was one hate crime occurrence, which was hate-related graffiti % Variance Occurrences Clearance Occurrences Clearance Occurrence Rate Number Rate Number Rate Number Rate Number Rate Clearance Rate Cyber Crime Hate Crime 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 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 Uniform Crime Reporting Incident-Based Survey. Ottawa.) Source: Guelph Police Service Records Management System Annual Report

12 Overview of Offences in Guelph Ten-Year Trends The city s population-to-police ratio decreased in 2014, with the addition of 1.5 FTE officers counterbalancing the 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 operating 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 Annual Report 2014

13 Overview of Offences in Guelph Year Average Population, City of Guelph1 117, , , , , , , , , ,079 Authorized personnel (FTEs) Authorized police officers (FTEs) Population per police officer Net operating expenditures ($millions) Policing cost per capita ($) Median response time (mins), Priority One calls 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 rate 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 rate n/a Violent crime clearance rate n/a Property crime clearance rate n/a Traffic Crime Rate n/a Sick time per member (hours)5 Overtime per member (hours) n/a Population figures from 2001 to 2009 and 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 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, 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

14 Guelph Police Service Activity Calls for Service Police calls for service are a good indicator of the volume of work carried out by police, as 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-andfound property, and dropped 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 calls are removed from the total, the number of calls remaining is 51,485. The Criminal Offences table includes 6,362 Criminal Code, Controlled Drugs and Substances Act and Youth Criminal Justice Act offences in 2014, meaning that only 12.4% of those calls for service are criminal in nature. In addition, given that one call for service may have more than one criminal offence attached to it, 12.4% is a slight overestimate of the volume of criminal calls for service. This figure speaks to the large volume of work that officers conduct on a daily basis that is not related to crime. 14 Annual Report 2014

15 Guelph Police Service Activity % Variance Total 62,888 63, Violent 4,976 5, Homicide 0 2 Attempt Homicide Sex Offence Threatening Assault Robbery Offensive Weapon Arson Unwanted Contact Neighbour Dispute Landlord/Tenant Dispute Civil Dispute Domestic Dispute 1,376 1, Unwanted Person Arrest Human Trafficking 0 14 Other Domestic Dispute Elder Abuse Property 3,020 3, Break and Enter Theft of Motor Vehicle Fraud Institutional, General, Personal Property Damage Theft Under $5,000 1,569 1, Public Disorder 5,814 4, Drugs Disturbance Intoxicated Person Youth Complaint Noise Complaint 2,328 1, Animal Complaint Bylaw Urinating in Public % Variance Traffic 4,182 4, MVC Property Damage 1,619 1, MVC Personal Injury MVC Hit and Run MVC Fatality Driving Complaint 1,022 1, Impaired Driver Community Safety 8,039 8, Missing Person Fire Accidental or Undetermined Compassionate to Locate ,344 2, Dangerous Condition Check/Insecure Premises Suspicious Person 1,630 1, Suspicious Vehicle Injured/Sick Person Compliance Checks Other 24,498 26, Sudden Death Attempt Suicide Alarm 1,269 1, Assist Other Service 1,127 1, Mentally Ill Lost and Found Property 1,645 1, Breach Judicial Order Paid Duty Person Stop Vehicle Stop 8,272 9, Dial Error, Drop Off, Mistake or Misuse 7,880 8, Administrative 12,359 12, Source: Guelph Police Records Management System and Crime Analyst Annual Report

16 Guelph Police Service Activity Service Activity and Quality Indicators % Variance Response Time Priority One Calls Number of Priority One Calls 1,516 1, Median Response Time, Priority One Calls (minutes) Use of Force Number of Incidents Levels of Force Used Public Complaints Investigations Total Complaints by Type Police Officer Conduct Services of the Police Service 0 0 Policies of the Police Service 0 0 Public Complaints Resolutions Withdrawn Unsubstantiated Customer Service Resolution Informal Resolution 0 0 Informal Discipline 0 0 Misconduct Hearing 0 0 Not Proceeded with Section 60 PSA OCCPS/OIPRD Appeals 0 1 Internal Investigations Drug Enforcement Value of Drugs Seized $911,554 $1,517, Cash Seized $111,551 $108, Joint Forces Operations and Internal Task Forces* Projects Resulting in Charges Freedom of Information (FOI) Requests Data Services Number of Record Checks 8,641 6, Employment Clearance (fee for service) 3,472 3, Volunteer Clearance 5,169 2, Source: Units of the Guelph Police Service 16 Annual Report 2014

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18 Strategic Business Plan Pillar Highlights Two thousand and fourteen marked the midpoint for the Guelph Police Service Strategic Business Plan. The Plan is composed of 8 pillars, some with sub-pillars, with an additional pillar for the Service s Headquarters Renovation being added just recently. Each pillar has a Pillar Champion responsible for overseeing how the objectives in those pillars are addressed, and how their success will be measured. The members of the Service have made great strides in their work to accomplish the objectives set out in that plan. Some highlights of that work are presented below. Neighbourhood Policing Emergency Calls for Service OBJECTIVE: Ensure the technical response to major incidents is at peak efficiency and quickly deployable, supported by: i) a formally defined process for technology management; ii) a debrief implementation protocol for major incidents and training exercises. The Service s Tactics and Rescue Unit (TRU) is primarily responsible for organizing appropriate responses to major incidents in the city. To improve the Service s response to critical incidents, a rescue phone system and digital video recorder were purchased. The Service s new command vehicle, to be shared with the Guelph Fire Department, is currently being built and will be completed in In addition, the TRU continues to have ongoing training on its robot, and the robot is being 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 current standard practice while a formal debrief process continues to be researched. 18 Annual Report 2014

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

20 Strategic Business Plan Assistance to Victims OBJECTIVE: Provide relevant and appropriate materials to victims of crime (e.g., safety planning documents). This pillar is overseen by Victim Services Wellington (VSW), one of the major partners of the Guelph Police Service in addressing the needs of victims of crime and tragic circumstance. VSW provides support to victims through a number of avenues. The provision of this support is being challenged by recent government funding cuts to VSW, leading to the exploration of other means of funding. During 2014, VSW carried out the following activities: Safety Plans 55 Victim Impact Statements 54 Bail Notifications 135 Project Lifesaver Clients Enrolled 34 Referrals to Community Agencies 231 Criminal Investigations Violent Crime OBJECTIVE: Earlier intervention, education and referral through risk factor identification. Members of the Service have undertaken a number of activities aimed at preventing violent crime through education and awareness. The Internet Child Exploitation Unit made presentations to parent/teacher groups, to youths at the Service s Youth Engagement Program, to youths involved with the John Howard Society, and during a Public Health Unit presentation. The Service s High Risk Domestic Violence Coordinator provided 20 Annual Report 2014

21 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 to increase contact with potential targets of fraud and reducing fraud incidents. The Service s Fraud Unit conducted 10 outreach/ proactive presentations through 2014, reaching approximately 1,000 people. Four presentations specific to elderly populations were held, as well as radio interviews regarding seniors and fraud. It has been noted that victims are beginning to report their victimization earlier than was seen previously due to the Service s educational efforts, fraud alerts made through financial institutions, and through messaging conveyed through the media. Drugs OBJECTIVES: Continue involvement in all levels of the Wellington Guelph Drug Strategy. Meaningfully participate in the Wellington Guelph Prevention Strategy. The Service is now involved in a strategy to reduce the misuse of Fentanyl. This strategy includes an educational video, public awareness campaign and the Patch for Patch program in partnership with area pharmacies. Front line officers have also been provided 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

22 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 speed data using the Service s mobile speed sign. A STEP spreadsheet has been posted on the Service s internal network and is updated daily. The Traffic Unit is also in the planning stages of developing a collaborative response plan to traffic issues that emerge and are ongoing in the City of Guelph. Community and Organizational Communication Community Communication OBJECTIVE: Strengthen our public engagement, including education and outreach regarding our areas of concern and programs that we offer. The Service s Public Information Officer has taken on many of the activities associated with this objective during This officer conducted 16 interviews on Rogers TV to discuss various policing issues during 2014, as well as conducting 20 presentations to members of the community. The Service continued to make use of social media and its website to interact with the public, sending out messages from specific units of the Service as well as tips and warnings. Other members of the Service, including the Chief, participate in various community events, such as the Multicultural Festival and Kickz Soccer, to promote positive relationships with community members and organizations. Organizational Communication OBJECTIVE: Ongoing reinforcement of the values of our Service and expectations for service provision. The Service s management team carries out various activities in conjunction with members to support this objective. Each year, members of the Service are recognized through the Rewards and Recognition event, where years of service and outstanding achievements 22 Annual Report 2014

23 Strategic Business Plan are honoured. In 2014, 55 members were recognized for their work as were nine community members, while 28 members received long service awards. Also in 2014, officers received 90 minutes of Special Investigations Unit training from the Service s Professional Standards Branch as part of the winter training days. In addition, messages supporting this objective are provided to new members during their orientation, and the Service provides organizational messages as appropriate. Human Resources OBJECTIVE: Work with a joint committee comprised of representative members of the Senior Leadership Team and the Guelph Police Association to review the promotional and performance appraisal processes and present recommendations to the Executive Leadership Team. A new promotional process was developed in 2013 by the joint committee that was formed. This process was used during the most recent promotional competition that took place during 2014 and That new process is being evaluated now that it has been used once, and additional modifications to the process may occur based on the results of that evaluation. This same committee met twice in 2014 to address the Service s performance appraisal template. Discussion and work on a new draft template occurred during these meetings, with a template being finalized in Training has occurred on that template, and along with an updated performance appraisal procedure, is now in use across the Service. Information Technology Plan OBJECTIVE: Implement the technology required for an internal information portal that is a single point of contact for internal information sharing and a document repository. The Service s intranet system, which had been in use for some time, required updating to meet the current needs of members. SharePoint software was purchased for the platform for the new internal information portal. A Request for Proposals was conducted for this project, and it was awarded to NetDexterity. Internal stakeholders were consulted to determine what was required from the new portal in terms of functionality, and a new portal was designed. The portal was launched in December 2014, with content from the old intranet system migrated to the new portal along with the posting of new information. This system is now in use, with continued upgrades and expansions being made as required. Annual Report

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

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

26 Human Resources Financial and 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 $269 Human Resources Population, City of Guelph 128, ,079 Authorized Personnel (FTEs) Actual Personnel (FTEs) Authorized Police Officers (FTEs) Police Officer: Population Ratio (authorized FTEs) 1:659 1:657 Authorized Constables Actual Constables Overtime (hours) 23,250 24,805 Overtime per Member (hours) Overtime Paid (hours) 13,079 14,631 Overtime Paid (%) Cost of Overtime Paid ($) $533,507 $645,008 Number of Police Vehicles Patrol Traffic 3 5 Canine 3 3 Investigative Services Courts 4 4 Other Patrol 3,112 3,281 Traffic 2,571 1,884 Canine 2,489 2,133 Investigative Services 1,163 1,202 Courts Other Police Vehicles Total Kilometres Traveled 1,526,483 1,604,412 Sick Time (hours) 20,462 19,243 Sick Time per Member (FTEs) (hours) Injured on Duty (hours) 1,878 1,752 Injured on Duty per Member (FTEs) (hours) Selected Cost Recovery Alarm Fees $153,758 $96,446 Police Record Check Fees $143,136 $198, Annual Report 2014

27 Human Resources Authorized and Actual Personnel % Variance Authorized Actual Authorized Actual (Authorized) Police Complement Total Chief of Police Deputy Chief Inspectors Staff Sergeants Sergeants Constables Civilian Complement Total Senior Management Special Constables Maintenance Administration Total (FTEs) Annual Report

28 Human Resources Personnel Complement PERMANENT EMPLOYEES AS OF DECEMBER 31, 2014 Police Civilian Male Female Male Female Full Time Chief of Police Executive Assistant 1 1 Part Time/ Job Share Legal Counsel; Legal Services and Access to Information Executive Services Inspector 1 1 Professional Standards Sergeant 1 1 Research Analyst; Research Assistant 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 Neighbourhood Teams Sergeant Neighbourhood Teams Constable Neighbourhood Teams Special Constable Community Mobilization Sergeant 1 1 High Enforcement Action Team Constable 3 3 Community Resource Officer Constable Neighbourhood Services Field Support Inspector 1 1 Tactics and Rescue Sergeant 2 2 Tactics and Rescue Constable Traffic and School Safety Sergeant 1 1 Traffic Constable 8 8 School Safety Constable Youth and Crime Prevention Sergeant 1 1 High School Resource Officer Constable Youth Detective Constable VIP Constable 1 1 Canine Constable 3 3 Investigative Services Inspector 1 1 Investigative Services Clerk 1 1 Investigative Services Staff Sergeant Serious Crime Sergeant 1 1 Serious Crime Constable Sexual Assault and Child Abuse Sergeant 1 1 Sexual Assault and Child Abuse Constable Internet Child Exploitation Constable 2 2 General Investigations and Special Projects Sergeant 1 1 General Investigations and Special Projects Constable 5 5 Fraud Constable Annual Report 2014

29 Human Resources Police Civilian Male Female Male Female Full Time Domestic Violence High Risk Coordinator Constable 1 1 Forensic Identification Sergeant 1 1 Forensic Identification Constable Technological Crimes Constable 2 2 Drugs Sergeant 1 1 Drugs Constable 5 5 Intelligence Sergeant 1 1 Intelligence Constable 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 Part Time/ Job Share Transcriptionist CPIC; CPIC Auditor Customer Service Clerk Fingerprinting and Online Reporting Special Constable 1 1 Communications Staff Sergeant 1 1 Communications Sergeant 2 2 Communications Trainer/Auditor 1 1 Communicator Court Services Staff Sergeant 1 1 Court Services Constable; Case Management Constable 2 2 Court Security Special Constable Summons/Warrant Special Constable 1 1 Court Services Clerk 3 3 Found and Seized Property/Firearms Constable 2 2 Facilities Manager 1 1 Custodian 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 TOTAL PERMANENT EMPLOYEES 290 Annual Report

30 Human Resources Awards LENGTH OF SERVICE AWARDS 35 Years of Service Inspector Howard McGarr 30 Years of Service Sergeant Dave Begin* Deputy Chief Paul Martin* Staff Sergeant Daniel Pavlicik* 25 Years of Service Kelly Aver Constable Donald Conibear Audra Finoro Anne Gaskell Staff Sergeant Tim Griffiths Sergeant David Guest Sergeant Ross Keller Inspector Garry Male Inspector Patrick Milligan Ilona Mitro Cynthia Murray Sergeant Douglas Pflug Sandra Varga 20 Years of Service Special Constable Jeffrey Ennis Sergeant Kevin King** Special Constable Angela Mitchell 15 Years of Service Constable Bryan Dean Sergeant David Doxey Constable Brian Gemin Constable Paul Hinchliffe Constable Gregory Kaut Constable Frank Kecskemeti Constable Kevin Kerfoot Special Constable Lysandra Turner Constable Cheryl McMichan Constable Brian Murphy Constable Mark Pettapiece Constable Christopher Probst Tammy Smits Constable Gordon Woods 10 Years of Service Jessica Abra Enzo Baldassini Constable David Collie Constable Andrew Gale Constable Katherine Hammond Constable Mary-Ellen Jones Denise MacDonald Sergeant Michael Tovell Constable Brandy Sonnemann * Police Exemplary Service Medal and Bar ** Police Exemplary Service Medal 30 Annual Report 2014

31 Human Resources MEMBER AND COMMUNITY AWARDS Member of the Year Award Constable Bryan Dean Award for Excellence in Community Service Sergeant Douglas Pflug Award for Excellence in Criminal Investigation Constable Joshua Fraser Constable Julie Meier Constable Mark Pettapiece Sergeant Tina Ryan Award for Excellence in Support Services Joanne Bunnaman Jonathan Green Constable Lisa Benedetti Sandra Varga Chief s Commendation for Policing Excellence Constable Andrew Goody Constable Derren Gould Constable Stewart Robertson Constable Mary-Ellen Jones Constable Cameron McKeen Constable David Caron Constable David Collie Rita Griffiths Linda Guest James Harvey Judith Seifert Constable Scott Charlton Constable Derrin Vanden Enden Constable Todd Van Iersel Constable Paul Hinchliffe Constable Sean Miersma Constable Ashley Carr Constable Kyle Grant Constable Sean Miersma Sergeant Michael Tovell Sergeant David Guest Constable Patricia Pronovost Citizen Award Paul Schnurr Junior Citizen Award Nick Perozzo Human Resources Highlights OFFICER PROMOTIONS Sergeant Melanie Clark Sergeant Carrie Kerfoot Inspector Patrick Milligan RETIREMENTS Inspector Harry Schnurr 42 years of service Constable Bruce Hunter 27 years of service (13 years with the Guelph Police Service) Anne Gaskell 25 years of service Annual Report

32 Guelph Police Service 15 Wyndham Street South, Guelph, Ontario N1H 4C6 Phone: Fax: TTY: