REGIONAL MUNICIPALITY OF WATERLOO POLICE … · REGIONAL MUNICIPALITY OF WATERLOO POLICE SERVICES BOARD MEETING Wednesday, February 21, 2018 Board Room – Police Headquarters Closed

REGIONAL MUNICIPALITY OF WATERLOO POLICE SERVICES BOARD MEETING

Wednesday, February 21, 2018 Board Room – Police Headquarters Closed Session: 8:30 a.m. Open Meeting: 10:30 a.m.

OPEN MEETING AGENDA

1.0 Meeting Called to Order

2.0 Motion to Go Into Closed Session 3.0 Motion to Reconvene in Open Session

4.0 Declarations of Pecuniary Interest under the Municipal Conflict of Interest Act

5.0 Closed Session Recommendations (if any)

6.0 Confirmation of Minutes: January 17, 2018

7.0 Business Arising from the Minutes

8.0 Correspondence

8.1 Regional Municipality of Waterloo Approval of Police Service 2018 Operating

and Capital Budgets (attached)

8.2 Regional Municipality of Waterloo re: Downtown Core Regional Development Charge Exemptions Funding Strategy (attached)

8.3 Senior Officers’ Association re: 2018 Election of Executive Team (attached)

8.4 Letter from Ministry of the Attorney General re: Public Release of Past SIU Director Reports (attached)

8.5 Ontario Association of Police Services Board re: Request for Funding - Legal Review of Bill 175 – The Safer Ontario Act (attached)

9.0 Police Services Board Reports

9.1 2018-020, Canadian Association of Police Governance Membership Fees 2018/19 (attached)

9.2 Waterloo Regional Police Services Board Strategic Priorities 2018-2020

(attached)

1 24 26 28 29 31 33 47

10.0 Chief of Police Reports

10.1 Introduction of Kate Richardson, Director of Administrative Support 10.2 Waterloo Regional Police Service Operational Plan 2018-2020 (attached) 10.3 2018-021, Unmanned Aerial Vehicle (attached) 10.4 2018-017, Annual Supply of Conducted Energy Weapons and Supplies (attached) 10.5 2018-028, 2017 Annual Report on Intelligence Notes (attached) 10.6 2018-029, Regulated Interactions – 2017 Q4 and Annual Review (attached) 10.7 2018-037, Annual Report: 2017 Suspect Apprehension Pursuits (attached) 10.8 2018-038, Annual Report: 2017 Collisions Involving Service Vehicles (attached) 10.9 2018-019, Annual Report: 2017 Chief and Public Complaints (attached) 10.10 2018-023, Annual Report: 2017 Letters of Appreciation (attached) 10.11 Communications Infographic – Q3 (attached), (attached) 10.12 2018-033, Agreement with Peel Regional Police Service - Public Safety Unit (attached) 10.13 2018-032, Annual Report: 2017 Use of Force Statistics (attached) 10.14 Presentation: Women in Policing Symposium 10.15 Presentation: Monthly Chief of Police Operational Update

11.0 New Business

12.0 Future Agenda Items 13.0 Information Items

13.1 Ontario Association of Police Services Board (OAPSB) Zone 5 Meeting. Tuesday March 6, 2018, 9:00 a.m. – 1:00 p.m., Guelph

13.2 New Recruit Badge Ceremony, 1:00 p.m., Friday, April 20, 2017, KidsAbility Centre for Child Development, Waterloo

13.3 Letter from Ministry of Health and Long-Term Care re: Chief Larkin’s Service on the Waterloo Wellington Local Health Integration Network Board

14.0 Adjournment

53 82 85 87 91 95 99 102 109 133 139 141 151

MINUTES REGIONAL MUNICIPALITY OF WATERLOO

POLICE SERVICES BOARD

OPEN MEETING Wednesday, January 17, 2018 Board Room, Headquarters

_________________________________________________________________________________________________________ In Attendance: Tom Galloway Chair Rosemary Smith Vice-Chair Philip Huck Member Karl Kiefer Member Peter Ringrose Member Ken Seiling Member Rosita Tse Member Bryan Larkin Chief of Police Kevin Chalk Deputy Chief Jill Eggleton Recording Secretary Regrets: Kevin Thaler Deputy Chief 1.0 Meeting Called to Order

Chair T. Galloway called the Meeting to order at 8:30 a.m. in the Board Room at Police Headquarters.

2.0 Motion to Convene in Closed Session

Moved by K. Kiefer Seconded by P. Huck That the Board Convene in Closed Session to discuss matters that it is of the opinion falls under Section 35 (a) or (b) of the Police Services Act. Carried.

3.0 Motion to Reconvene in Open Session

Moved by R. Smith Seconded by K. Kiefer That the Board reconvene at 10:50 a.m. in Open Session. Carried.

4.0 Election of Chair

J. Eggleton, Executive Assistant, assumed the Chair and called for nominations for the position of Chair. Moved by K. Seiling Seconded by K. Kiefer That Tom Galloway be nominated for the position of Chair of the Waterloo Regional Police Services Board for 2018. Carried.

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Moved by K. Seiling Seconded by P. Ringrose That nominations for Chair of the Police Services Board be closed. Carried. T. Galloway accepted the nomination and was declared re-elected to serve as Chair of the Waterloo Regional Police Services Board for the 2018 year. T. Galloway assumed the Chair for the remainder of the meeting.

5.0 Election of Vice Chair

Chair T. Galloway called for nominations for the position of Vice-Chair. Moved by R. Smith Seconded by K. Kiefer That Phil Huck be nominated for the position of Vice-Chair of the Waterloo Regional Police Services Board. Carried. Moved by K. Seiling Seconded by P. Ringrose That nominations for Vice-Chair of the Police Services Board be closed. Carried. P. Huck accepted the nomination and was declared elected to serve as Vice-Chair of the Waterloo Regional Police Services Board for the 2018 year.

6.0 Declaration of Pecuniary Interest

There were none declared. 7.0 Closed Session Recommendations There were no closed session recommendations. 8.0 Confirmation of Minutes of December 6, 2017

Moved by K. Kiefer Seconded by R. Tse That the minutes of the meeting of December 6, 2017 be approved. Carried.

9.0 Business Arising from the Minutes

There was no business arising. 10. Correspondence 10.1 R. Anderson, Durham Regional Police Services Board to the Hon. Marie-France

Lalonde, Minister of Community Safety and Correctional Services

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10.2 B. Gale, Niagara Police Services Board to R. Anderson, Durham Regional Police Services Board

10.3 A. Ekbald, Stonehenge Therapeutic Community to Chief B. Larkin 11.0 Police Services Board Reports 11.1 K-W Area Survey 2016: Perceptions and Fear of Crime in Waterloo Region

(presentation by the Waterloo Region Crime Prevention Council)

Elin Moorlag Silk, of the Waterloo Region Crime Prevention Council, provided a presentation (attached) on the results of a 2016 survey on the perceptions of fear and crime in Waterloo Region. A summary of the results was also tabled for the Board members’ information (attached). Below are highlights from the presentation:

• In Waterloo Region, trust in people has increased 16% from 2013, with 76% of respondents indicating that most people can be trusted.

• When asked if respondents felt safe walking in their area after dark, 91% of people responded that they felt “very safe” or “reasonably safe”. Trends over time show that feelings of safety are steadily rising. Respondents living in the townships felt safer than those living in Kitchener, Waterloo and Cambridge and males felt safer than females.

• When asked if respondents felt safe in their downtown area at night, this question showed that respondents felt a significant difference in safety between the respondents own neighbourhoods and their downtown cores. 62% of respondents reported to feeling either “very safe” or “somewhat safe” in their downtown area at night (this includes Kitchener, Waterloo and Cambridge only) and males felt safer than females.

• For those who perceive the downtown as “very safe” at night, 90% report that they visit the downtown at night at least a few times per year, whereas for those who perceive the downtown as “very unsafe” at night, 51% report that they never go downtown at night. Other correlations of safety were also seen in income and education levels. Perceptions of safety went up with higher levels of income and education.

• When asked for specific characteristics that make up a safe downtown, the top responses included: lights/street lights/area being well lit, having people around, police presence, stores being open, car traffic, and having no history or experience with crime.

It was noted that the results received from Cambridge respondents related to their downtown area were not broken down by the three downtown cores (i.e. Galt, Preston and Hespeler). A copy of the full report is available and can be requested through the Waterloo Region Crime Prevention Council.

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Chair T. Galloway thanked E. Moorlag Silk for the presentation and noted that the information provided is valuable for policing and planning purposes.

11.2 2018-003, 2017 Conference Expenses – Police Services Board Members

Report 2018-003, 2017 Conference Expenses – Police Services Board Members was received, for information. No further direction was provided by the Board.

11.3 2018-004, 2018 Conferences for Police Services Board Member Attendance

Report 2018-004, 2018 Conferences for Police Services Board Member Attendance was received, for information. No further direction was provided by the Board.

11.4 2018-005, 2018 Membership Fees: OAPSB and OAPSB Zone 5 Moved by R. Smith Seconded by P. Huck

That the Waterloo Regional Police Services Board approve the 2018 Ontario Association of Police Services Boards (OAPSB) Membership Fee in the amount of $6,154.53; and That the Waterloo Regional Police Services Board approve the 2018 OAPSB Zone 5 Membership Fee in the amount of $250.00. Carried.

12.0 Chief of Police Reports 12.1 2018-006, Disposition of Money

The Police Services Act, R.S.O. 1990, Chapter P.15 sets out how a Police Service must deal with property that comes into its possession. Section 133 deals with money that comes into the possession of the Police Service under the following conditions:

1. The property was stolen from its owner or was found abandoned in a public

place, and the Chief of Police is unable to determine who owns it. 2. The property was seized by a member of the police force in the lawful

execution of his or her duties, all legal proceedings in respect of the property have been completed, there is no court order for its disposition and there is no legal requirement, apart from this section, that it be retained or disposed of.

If three months have elapsed after the day the money came into the possession of the police force and the owner has not claimed it, the Board may use it for any purpose that it considers in the public interest. An audit of the Evidence Management records has identified a total of $5,585.57 that is subject to this section and which is available to be used in the public interest. This money has been seized and/or found during an investigation and all efforts have been made

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to locate a lawful owner and no one has made a claim for the money. There are no outstanding court proceedings or orders and the Chief of Police is unable to determine who owns it. In addition to being asked to approve the transfer of $5,585.57, the Board is also being asked to consider that, on an on-going basis, where the Chief of Police is unable to determine who owns it in accordance with the Police Services Act, the transfer of abandoned or found monies to the Police Equipment Reserve fund. It was noted that funding from the Police Equipment Reserve fund would be used in accordance with the Board approved capital budget. Moved by P. Ringrose Seconded by K. Kiefer That the Waterloo Regional Police Services Board approve the transfer of $5,585.57 from the Proceeds of Crime Liability Account to the Police Equipment Reserve Fund to be used in funding of lifecycle replacement of equipment and selected facility projects, and; That the Waterloo Regional Police Services Board approve on an on-going basis the transfer of abandoned or found monies where the Chief of Police is unable to determine who owns it in accordance with the Police Services Act from the Proceeds of Crime Liability Account to the Police Equipment Reserve fund. Carried.

12.2 2018-007, Purchasing Contracts – Q4 Report

Report 2018-007, Purchasing Contracts – Q4 Report, was received for information. The Purchasing Contracts Q4 Report provided to the Board summarizes new contracts through direct bidding opportunities or via the Police Cooperative Purchasing Group (PCPG), Region of Waterloo (RofW), Grand River Cooperative Procurement Group (GRCPG), Ontario Education Collaborative Marketplace (OECM) and other cooperative purchasing groups. No further direction was provided by the Board.

12.3 2018-013, Neighbourhood Policing – Q4 Report

Report 2018-013, Neighbourhood Policing – Q4, was received for information. The report monitors changing demands and deployment in Neighbourhood Policing to highlight trends in citizen generated calls for service, travel times, and emergency response times by division and zone. Ms. M. Gloade, Research Analyst in the Strategic Services Branch provided the following highlights from the report:

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• Citizen generated calls for service increased almost 5.0% in the fourth quarter of 2017 compared to Q4 in 2016. Fourth quarter increases are most notable in the Central Division at 8.3%.

• For the year-to-date, the volume of citizen generated calls increased by 1.3% compared to 2016. Year-to-date call increases are most notable in the North Division at 1.9% overall.

• The percentage of calls requiring more than one unit to be dispatched has increased year-to-date by 5.8%, with increases in all urban divisions. The most significant increase of 7.9% was recorded in the North Division which dispatched more than one unit to 45% of their calls.

• For the year-to-date 2017, emergency response times have shown an increase in all urban divisions. Although emergency response times are generally higher in the rural area due to the increased travel time, the fourth quarter and the year-to-date emergency response times in the rural area have decreased slightly, likely related to the decrease in volumes of calls from rural areas.

• Compassionate to locate calls remain the most frequent citizen generated call, however they continue to decrease in volume and year-to-date were down by 10.4% from 2016. The decrease is related to ensuring that these calls are more accurately recorded.

• Bylaw complaints remain the second most frequent citizen generated call. It was noted that the majority of these calls were handled solely by Bylaw and a small percentage (1.57%) remained or were dealt with by dispatch.

• Unwanted person calls continue to show the most significant increase in volume, now up by 16.9% year-to-date.

• Provided in the report, are the top ten most frequent types of calls. It was noted that eleventh place, which did not make the list, were calls related to mental illness.

The reduction in compassionate to locate calls were noted to be as a result of more accurately recording calls. The Board requested information on what procedural changes were made in order to see the improved recording and reduction in calls. This information will be provided to the Board at the February 21, 2018 Board meeting.

12.4 2018-002, OPC Secondment Extension: Hallman

Moved by R. Smith Seconded by P. Ringrose That the Board approve an extension of the secondment of Constable Ronald Hallman as an instructor in the recruit training program at the Ontario Police College from December 1, 2017 to April 6, 2018;

And that, as an instructor, Constable Hallman’s rank will continue to be that of an Acting Sergeant and he will be compensated accordingly for the duration of the secondment. Carried

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12.5 2018-011, Secondment Agreement: Tout Moved by P. Ringrose Seconded by R. Tse That the Board enter into a new Secondment Agreement with the Ministry of Community Safety and Correctional Services regarding the secondment of Inspector Sean Tout as the Ministry representative on the Serious Fraud Inter-ministerial portfolio and the Secretariat on Renewal and Transformation of Community Safety and Well-Being for a term commencing January 1, 2018 and ending December 31, 2019 (with an option for an additional 12 months). Carried.

12.6 2018-008, Special Constable Appointment

Report 2018-008, Special Constable Appointment was received, for information. No further direction was provided by the Board.

12.7 2018-010, Carizon Lease Agreement

In November 2005, the Board approved the creation of the Domestic Violence Unit (DVU) and approved, in principle, that the DVU would be located within the building owned by Mosaic Counseling and Family Services (name now changed to Carizon Family and Community Services) at 400 Queen Street South, Kitchener. The lease agreement entered into at that time was for 1200 square feet. The DVU has expanded over the years, in response to its successful operation, causing there to be increases in the square footage occupied. The previous lease that expired December 31, 2017 was for the use of 1,903 square feet. The current renewal is for the continued use of 1,903 square feet of office space located on the second floor of 400 Queen Street South plus, in addition to the existing employee parking, the use of four reserved parking spaces in the Queen Street Lot. Two additional reserved parking spaces can be rented for a cost of $300.00 (plus HST) per space per month. Moved by R. Smith Seconded by P. Huck That the Board enter into a new lease agreement with Carizon Family and Community Services for a term commencing January 1, 2018 and ending September 31, 2021 for the use of 1,903 square feet located on the second floor at 400 Queen Street South, Kitchener and four reserved parking spaces for the Domestic Violence Unit, at the monthly rate of $4,678.21, including HST, for the period commencing January 1, 2018 and ending September 30, 2020 and the monthly rate of $4916.08, including HST, for the period commencing October 1, 2020 and ending September 30, 2021. Carried.

12.8 2018-012, 2017 Overdose Report

Report 2018-012, 2017 Overdose Report, was received for information.

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Chief B. Larkin noted that Waterloo Region continues to see an increase in the number of opioid overdoses. In 2017, Waterloo Region saw 71 deaths related to an opioid overdose. It is expected that the opioid overdose trend will continue to rise in 2018. Data indicates that overdoses in Waterloo Region are spread out across the Region and are not tied to specific cities, neighbourhoods and/or downtown cores, with the majority of deaths occurring in private residences and not public areas. One police seizure of 1.5 kg of Fentanyl, made in October 2017, led to a noticeable decrease in overdoses with no fatalities, for the following two-week period. Overdose rates returned to the trend but indicated we can make significant disruptions and dents in the supply chain, temporarily. The decision of the Waterloo Regional Police Services Board to support equipping front-line members with Naloxone has resulted in a number of successful deployments by police officers. The Provincial government, through Public Health, has done a good job at making Naloxone kits accessible provincially. Chief B. Larkin further noted that there has been good coordination among stakeholders to address this issue at a local level. Waterloo Regional Police Service is working closing with Waterloo Region Emergency Medical Services (EMS), Public Health, the Waterloo Wellington Local Health Integration Network, Waterloo Region Crime Prevention Council and others to address this issue. The Service is committed to continuing its partnerships with stakeholders to address the issue. Going forward, the Waterloo Regional Police Services Board will receive quarterly reports with overdose statistics.

12.9 Presentation: Updated Waterloo Regional Police Service Website

Inspector M. Haffner provided a presentation on the newly designed website for the Waterloo Regional Police Service, which was launched in October 2017. The new design, which has received positive feedback and is AODA approved, was developed by eSolutions in Waterloo. Prior to designing the new site, eSolutions conducted a number of townhall meetings with both internal and external stakeholders. The site is compatible with all platforms and includes the ability to analyze use (i.e. number of views, most popular areas of the website, user demographics). There are a number of videos shared on the website. One of the videos was developed, in partnership with Waterloo Regional EMS, on the dangers of fentanyl. Through the website and social media, this video has been viewed more than 240,000 times. A major pharmaceutical company has asked if they could provide the financial support to roll out the video nation-wide. The new website provides translation in over 100 languages. At this point, 99% of users are English speaking. Board members encouraged staff to ensure that the community is aware that the site is available in over 100 languages.

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13.0 New Business

There was no new business. 14.0 Future Agenda Items

There were no future agenda items identified. 15.0 Information Items 15.1 OIPRD Annual Report 2016-2017 A copy of the OIPRD Annual Report 2016-2017 was provided for information. It

was noted that a report will be provided to the Board at the February 21, 2018 meeting which will include localized OIPRD data.

16.0 Adjournment

Moved by R. Smith Seconded by R. Tse That the meeting be adjourned at 12:00 p.m. Carried.

_______________________________ Executive Assistant

009

Perceptions of Community Safety: Highlights from the Waterloo Region Area Survey 2017

www.PreventingCrime.ca

Presentation to Waterloo Police Services Board 17 January 2018 Elin Moorlag Silk Community Development & Research Coordinator Waterloo Region Crime Prevention Council

010

The Waterloo Region Area Survey

• 404 responses throughout the Region

• Telephone and online methods

• 54% Female, 46% Male • Age Range 19 – 92 • Average age 58

25%

44%

20%

11%

WRAS Sample Demographics 2017

Cambridge

Kitchener

Waterloo

Townships

011

Trust in Waterloo Region

65% 60%

76%

0%

20%

40%

60%

80%

100%

2012 WRAS 2013 WRAS 2017 WRAS

Percentage of respondents who chose "Most people can be trusted"

012

Feelings of Safety walking alone after dark in your own neighbourhood

82% 84% 86% 88% 90% 92%

WRAS 2017

WRAS 2013

WRAS 2012

WRAS 2011

How safe do you fee from crime walking alone in your area after dark? Very safe or Reasonably safe

013

Feelings of Safety in your Downtown at Night

15%

47%

28%

10%

Feelings of safety in your downtown area at night (overall CKW data N = 343)

Very safe

Somewhat safe

SomewhatunsafeVery unsafe

52% of women feel safe in their downtown at night

79% of men feel safe in their downtown at night

014

Other factors related to feelings of safety in the downtown at night

• Income • Trust • Education • Frequency of

visits to the downtown

33%

77%

69%

62%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Those who never visit thedowntown (N=69)

Those who visit the downtownDaily, Weekly or Monthly (N=119)

Those who visit the downtown atany frequency (N= 279)

Overall CKW Data (238)

Those who report feeling "very safe" or "reasonably safe" in their downtown area at

night (CKW data only)

015

What helps make a downtown feel safe? 016

Questions?

www.PreventingCrime.ca

017

Document Number: 2528218 Document Author: MELIN

Page 0 of 5

Perceptions of

Safety in Waterloo

Region Community Summary 2017

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Page 1 of 5

Perception of Safety in Waterloo Region

Elin Moorlag Silk Coordinator, Community Development & Research

Waterloo Region Crime Prevention Council

With support from:

Christiane Sadeler Executive Director


David Siladi Research & Knowledge Mobilization Coordinator


Published by the Waterloo Region Crime Prevention Council

October 2017

All rights reserved. The context of this publication may be reproduced, in whole or in

part, and by any means, without further permission from the Waterloo Region Crime

Prevention Council, subject to the following conditions: that it may be done solely for the

purpose of private study, research, criticism, review or newspaper summary, and/or for

commercial purposes; and that the Waterloo Crime Prevention Council be fully

acknowledged.

Accessible formats of this document are available upon request.

Access to the full comprehensive data report is available at www.preventingcrime.ca

Region of Waterloo Document Number 2528218

For more information contact Elin Moorlag Silk at [email protected]

019

http://www.preventingcrime.ca/


Page 2 of 5

The Waterloo Region Area Survey

The Waterloo Regional Area Survey

(WRAS) is an annual survey run out the

Research Data Centre at the University

of Waterloo. The WRAS was launched

in early 2017, whereby 404 responses

were collected using both telephone and

online methods. Respondents from all

cities and townships within the Region

were selected for the survey, allowing for

a representative sample.

54 percent of the respondents were

female, and were 46% male. The age

range for respondents was 19 to 92; the

average age was 58.3. Given the

average age of adults over 19 in

Waterloo Region is 47.8, statistical

adjustments were applied to the survey

data in order to provide results that better

represent the wider population.

One section of the WRAS included

several questions developed by the

Waterloo Region Crime Prevention

Council research team related to trust,

perceptions of community safety and

crime, perceptions of the downtown core,

frequency of visits the downtown, and

understanding of the phrase “smart on

Crime.”

Trust in Waterloo Region

Trust in the Waterloo Region is on the

rise. When asked the about trust, 76% of

respondents chose the option “most

people can be trusted.” Results were not

consistent across gender – male

respondents reported to be more trusting

than female – nor were they consistent

across city/township, though these

differences did not prove statistically

significant.

Looking at trends over time, this 76%

overall result is a departure from the

results reported from previous years,

representing a 16% increase from the

2013 WRAS results and indicating a

possible shift in attitudes in the Waterloo

Region over the past 4 years.

25%

44%

20%

11%

WRAS Sample Demographics 2017

Cambridge

Kitchener

Waterloo

Townships

65% 60%

76%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012 WRAS 2013 WRAS 2017 WRAS

Percentage of respondents who chose "Most people can be trusted"

Respondents revealed a

remarkably trusting attitude

towards other people, with

76% choosing the option “most

people can be trusted”

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Walking alone in your area after dark

“How safe do you feel from crime walking alone in your area

after dark?” Results from this question reveal that 91% of

respondents feel either “very safe” or “reasonably safe,” and

trends over time show that feelings of safety are steadily

going up, despite consistent population growth.

Comparative analysis by city and township indicate

some differences in perceptions of safety, particularly

between the townships (where 97% of respondents

report feeling safe after dark), and the three major cities

(where 90% of respondents report feeling safe after

dark). Results also show that men feel significantly safer

than women (95% for male, 87% for female).

Feelings of safety in the downtown at night

“In thinking about your feelings of safety in your

downtown area at night, do you feel: very safe,

somewhat safe, somewhat unsafe, or very unsafe?”

Overall results for this question show a marked

difference in feelings of safety between respondents’

downtown core and respondents’ own neighborhoods.

62 percent of respondents reported to feeling either

“very safe” or “somewhat safe” in their downtown area

at night (Cambridge-Kitchener-Waterloo only).

When looking at the comparisons between cities, a

marked difference can be seen between respondents

residing in Waterloo (77% feel safe), and those in

Kitchener (where 58% reported to feel safe).

82% 84% 86% 88% 90% 92%

WRAS 2017

WRAS 2013

WRAS 2012

WRAS 2011

How safe do you fee from crime walking alone in your area after dark? Very safe or Reasonably safe

How Safe to you feel?

91% of people report

feeling safe from crime in

their own neighbourhood

after dark

62% of people report

feeling safe in their

downtown at night.

Perceptions of Safety in

the Downtown at Night

91%

62%

Feel safe in

their neighbourhood

Feel safe in

their

downtown

52% of women

feel safe in their

downtown at night

79% of men feel safe in

their downtown at night

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What helps make a downtown feel safe?

The more often people visit the downtown at night, the safer

they perceive the downtown to be at night OR the safer people

perceive the downtown to be at night, the more often they visit

at night. Either way, there is a direct relationship between

frequency of visits and feelings of safety.

For those who perceive the downtown as “very safe” at night,

90% report that they visit the downtown at night at least a few

times per year, whereas for those who perceive the downtown

as “very unsafe” at night, 51% report that they never go

downtown at night.

When asked to elaborate on the specific characteristics that

make up a safe downtown, the top responses were: lights/street

lights/area being well lit, having people around, police presence,

stores being open, car traffic, and having no history or

experience with crime.

Characteristics of an Unsafe Downtown

For the 38% of respondents who perceived their downtown to

be unsafe, the most frequent reasons provided when asked to

elaborate included “shady or scary” people loitering, followed by

the presence of “homeless people,” “people on drugs or drunk,”

and “darkness

“What about your

downtown area at night

makes you feel safe?”

Lights

People

Police presence

5

7

14

19

8

8

18

23

33

56

56

40

51

30

11

10

0% 20% 40% 60% 80% 100%

Very Unsafe

Somewhat Unsafe

Somewhat Safe

Very Safe

Reported percent of visits to the downtown for each level of safety

Feelings of Safety in the downtown at night by frequency of visits to downtown at night

Weekly

Monthly

Few times/year

Never

Lights

People

Stores open

Car Traffic

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Smart on Crime

Respondents were asked “in your own

words, what does being ‘smart on crime’

mean?” Responses provided for this

question varied considerably, though the

most frequently cited definition (49%) was

being vigilant and/or aware of either

surroundings or people. Beyond this, other

responses provided include taking safety

measures such as locking doors/car/home or

traveling in groups, focusing on crime

prevention or root causes of crime, avoiding

dangerous or criminal areas, being or

remaining educated on crime, utilizing a

strong police presence, and focusing on

community rehabilitation and supports.

Despite the variation of responses, many

definitions provided do touch on the main

elements of the “Smart on Crime” community

plan outlined by the Waterloo Region Crime

Prevention Council, such as focusing on

prevention and root causes, education, and

rehabilitation/community supports.

What does being ‘smart on crime’ mean?

Vigilance/Awareness of surroundings

Lock doors/car/home, travel in groups

Focus on prevention/root causes

Avoid dangerous/criminal areas

Be/remain educated on crime

Have a strong police presence

Focus on rehabilitation

Smart on Crime in Waterloo

Region is our community plan for

engaging the entire region, from

the grassroots to the highest levels

of decision making. Everyone can

contribute to the health and safety

of our community. (WRCPC)

Visit www.preventingcrime.ca to learn more

about Smart on Crime in Waterloo Region

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2600892 … /2

January 4, 2018

F05-30

Bryan Larkin, Chief of Police

Waterloo Regional Police Service

PO Box 3070, 200 Maple Grove Road

Cambridge, ON N3H 5M1

sent via e-mail: [email protected]

Dear Chief Larkin:

Re: Waterloo Region Police Service 2018 Tax Operating Budget Waterloo Region Police Service 2018 Tax Capital Budget

Please be advised that the Council of the Regional Municipality of Waterloo at their

regular meeting held on December 13, 2017, approved the following motions:

That the Regional Municipality of Waterloo approve the Waterloo Region Police Service 2018 Tax Supported Operating Budget with a property tax levy of $161,193,151 as recommended by the Police Services Board on December 6, 2017.

That the Regional Municipality of Waterloo approve the Waterloo Regional Police Service 2018 Tax Supported Capital Budget and 2019-2027 Tax Supported Capital Forecast as recommended by the Police Services Board on December 6, 2017, subject to final adjustments for 2017 carry-forwards.

Please accept this letter for information purposes only. If you have any questions

concerning this resolution, please contact Craig Dyer, Commissioner, Corporate

Services/Chief Financial Officer at 519-575-4545.

024

Regards,

Kris Fletcher

Regional Clerk/Director, Council and Administrative Services

KF/tp

cc (via e-mail):

T. Galloway, Chair, Police Services Board

J. Eggleton, Executive Assistant, Police Services Board

K. Hand, Director, Finance and Property Maintenance, Waterloo Regional

Police Service

C. Dyer, Commissioner, Corporate Services/Chief Financial Officer

A. Hinchberger, Director, Treasury Services/Deputy Treasurer

025

2609136 … /2

January 4, 2018

F27-20

Sent to:

T. Galloway, Chair, Police Services Board

Michael Di Lullo, City Clerk, City of Cambridge

Christine Tarling, Director of Legislative Services/City Clerk, City of Kitchener

Olga Smith, City Clerk, City of Waterloo

sent via e-mail

Re: Downtown Core Regional Development Charge Exemptions Funding Strategy

Please be advised that the Council of the Regional Municipality of Waterloo at their

regular meeting held on December 13, 2017, approved the following motion:

That the Regional Municipality of Waterloo take the following action with regard to funding the cost of Downtown Core Regional Development Charge exemptions arising in 2017 that are in excess of 2017 budget provisions, arising in 2018, and arising in 2019 up to and including February 28, 2019 as set out in Report COR-FSD-17-33 dated November 22, 2017, subject to annual budget deliberations:

a) Fund the cost of such exemptions over a 10-year period;

b) Fund the cost of all service components of such exemptions other than Transit Services and Police Services in the form of a transfer from the Region’s annual operating budget to the associated

Development Charge Reserve Fund;

c) Fund the cost of the Transit Services component in the form of a transfer from the Regional Transportation Master Plan Reserve Fund to the Transit Services Development Charge Reserve Fund;

026

d) Request the Waterloo Region Police Services Board to include a provision for the funding of the Police Services component of Regional Development Charge exemptions in its 2018 and future operating budgets;

e) Direct staff to provide updates on Downtown Core Regional Development Charge exemptions to the Administration & Finance Committee through Periodic Financial Reports in 2018, along with any recommended adjustments to the funding strategy; and

f) Forward this report to the Waterloo Region Police Services Board and the Councils of the Cities of Cambridge, Kitchener and Waterloo.

Please accept this letter for information purposes only. If you have any questions

concerning this resolution, please contact Craig Dyer, Commissioner, Corporate

Services/Chief Financial Officer at 519-575-4545.

Regards,

Kris Fletcher

Regional Clerk/Director, Council and Administrative Services

KF/tp

cc (via e-mail):

J. Eggleton, Executive Assistant, Police Services Board

C. Dyer, Commissioner, Corporate Services/Chief Financial Officer

A. Hinchberger, Director, Treasury Services/Deputy Treasurer

C. Deschamps, Director, Financial Services/Development Financing

027

028

029

030

1/2

13December2017

DearFellowBig12Chairs,

I’mwritingyouconcerningournextstepsregardingBill175–TheSaferOntarioActandtosolicityourBoard’ssupport.

TheBillishugeandcomplexanditlendsitselftodifferentinterpretations.Therefore,toassistallofourBoard’sinobtainingacommonandsharedunderstandingoftheimplicationsofthisBillonourgovernanceroles,Ithinkacommissionedlegalreviewfromtheperspectiveofpoliceboardswouldbehelpfulforallofusaswemoveinto2018andbegindiscussionsonthependingregulations.ThiswillreducetheneedforeachofourBoardstosecuretheirownrevieworrelysolelyontheinterpretationfromtheirrespectivepoliceservice.

Also,tostrengthenouradvocacyeffortsandamplifythecollectivevoiceofourboards,Ithinkweshouldcontinuetoleveragethemedia(aswedidin2017)toensureourconcernsandviewsaregivenequalconsiderationindiscussionsconcerningpolicingareaswearelegislativelyresponsibleforoverseeing.

Tothatend,IamlookingtoeachBig12boardtocontributeaminimumof$2,000towardstheseefforts.Anyadditionalfundswillbeearmarkedforfollow-uponBill175endeavours.IstronglybelievethiswillpositivelypositionourBoardsforthenewActandassuch,Iwillstartbycontributing$3,000fromtheOttawaPSB.FurtherdetailsonwhatyourBoard’ssupportwillhelpusaccomplishcanbefoundbelow.

LegalReview

Johnstone&Cowling(thelawfirmthatsponsoredourlastfourlabourseminars)hasbeenengagedtobeginalegalreviewusing$5,000ofunbudgetedOAPSBfunds.Theirreviewisintendedtoprovideuswithlegalopinionsandincreasedclarityon:

1) Boardauthorityandlimitationsregardinggovernanceofpoliceoperations2) Boardmemberattendanceinthecollectivebargainingsessions–mandatoryoroptional3) AlternateServiceDelivery–optionsandlimitations

Providedwecansecureadditionalfunding,theywillalsobeabletoassistuswiththefollowingareas:

4) Whatarethelimitsontheboard’sabilitytodelegateoroutsourcesomeofitswork,suchasthestrategicplanorelementstherein

5) Whatabilitydoesaboard,ontherecommendationofmanagement,havetosuspendwithoutpayorterminateemploymentofpolice,specialconstablesorcivilianswhodonotviolatetheirrespectivecodeofconduct,buthaveshowncausefordiscipline/terminationundergenerallabourlawprovisions

Theyhavereducedtheirratesconsiderablyforustoanestimateof$10k-$15k.

031

2/2

Media

We’vehadalotofpositiveuptakeinthemediathelastfewyears.ThisyearKaur&AssociateshelpedusproducethefollowingOpinionEditorials(OpEds):

• 12Oct2017-https://www.thestar.com/opinion/commentary/2017/10/12/police-services-act-changes-must-be-made-before-its-too-late.html

• 19Apr2017-http://ottawacitizen.com/opinion/columnists/el-chantiry-heres-how-to-reform-policing-in-ontario

Kaur&Associatesgivesusareducedrateof$100perhour.EachOpEdcostsabout$5,000todevelop,refine,andpublish.WithyourBoard’sfinancialsupport,wewouldliketoproducetwomoreearlyintheNewYear,coveringthetopicsdiscussedabove.

Thisyear’smediaeffortspurposefullyputusinaplanneddeficitposition–apositiontheOAPSBboardacceptedasuniqueto2017giventheforthcominglegislation.Inordertoavoidrepeatingthissituation,weareseekingyoursupportinadvance.

Goingforward

ThereareanumberofareasintheBillthatwillrequiremoredetailintheformofRegulations.Thoseareasinclude:

• OPPDetachmentBoards;• Boardcompetencies;• Boardtraining;• Boardevaluations;• InspectorGeneral;• Andsoon.

WewillremainengagedwiththeMinistryinthedevelopmentofthoseRegulations,inaccordancewiththeMemberSurveyresultsof2016.

LastweekwereceivedindicationsfromtheMinister’sofficethatthecommitteehearingswilllikelybeinFebruary2018.BycoordinatingoureffortsandharmonizingourunderstandingofBill175,wewillbewellpositionedtotackletheupcomingchanges.

Thanksinadvanceforyourcontinuedsupport.Itisinvaluable,andtrulyappreciated!

EliEl-Chantiry ChairOAPSB [email protected]

032

https://www.thestar.com/opinion/commentary/2017/10/12/police-services-act-changes-must-be-made-before-its-too-late.html

https://www.thestar.com/opinion/commentary/2017/10/12/police-services-act-changes-must-be-made-before-its-too-late.html

http://ottawacitizen.com/opinion/columnists/el-chantiry-heres-how-to-reform-policing-in-ontario

http://ottawacitizen.com/opinion/columnists/el-chantiry-heres-how-to-reform-policing-in-ontario

mailto:[email protected]

Report: 2018-020

Page 1 of 2

WATERLOO REGIONAL POLICE SERVICES BOARD People Helping People

CHAIR’S OFFICE Executive Assistant To: The Chair and Members of the Waterloo Regional Police Services Board Date: February 21, 2018 Subject: Canadian Association of Police Governance Membership Fee – 2018-19 Recommendation: That the Waterloo Regional Police Services Board approve the 2018-19 Canadian Association of Police Governance (CAPG) membership fee in the amount of $5,945. Summary: The Canadian Association of Police Governance (CAPG) is a national non-profit association formed in 1989 in response to a need for information exchange, education and advocacy for members of Canadian municipal police governing bodies, including First Nations police governing authorities. The CAPG provides a vehicle for the collection and sharing of information, and a forum for the discussion of matters relevant to policing in Canada. As the voice of police boards and commissions across the country, the CAPG also represents its members’ views to the Federal government. Report: The Waterloo Regional Police Services Board has consistently maintained a membership in the CAPG. The following are the 2018-19 membership dues:

Service Size* Annual Fee up to 10 $297 11 to 25 $472 26 to 100 $743 101 to 250 $1,097 251 to 400 $1,425 401 to 1,000 $4,162 1,001 and up $5,945

*total of both civilian and sworn

033

Report: 2018-020

Page 2 of 2

Financial Implications: The membership fee has been included in the 2018 Police Services Board Budget. Attachments:

• CAPG Membership 2017-18 Membership Package Prepared By: Jill Eggleton, Executive Assistant Approved By: Tom Galloway, Chair

034

2017 - 2018 Membership Package

Canadian Association of Police Governance

035

What Members are saying about CAPG

CAPG is a strong, relevant national voice for civilian governance of policing. It works collaboratively and proactively with members and partners to enhance civilian governance of policing in Canada. The CAPG represents its members’ views to the federal government, through members’ resolutions and federal lobby days. It facilitates information exchange, education and advocacy for municipal police governing bodies and First Nations police governing authorities.

A significant recent CAPG initiative, for example, is the development of the CAPG First Nations Police Governance Council which should have an impact on the shaping of a new

First Nations Policing Program in collaboration with Public Safety Canada.

The CAPG collaborates with other police services sector stakeholders across the nation, including police leaders, police sector associations, provincial, federal and municipal governments and their departments, police learning organizations, and business partners. The Vancouver Police Board has been a member of the CAPG since its inception. Our Board members derive significant value from the various CAPG services. I believe CAPG is the collective voice of its members and partners in Ottawa on policing and public safety.

Barj Dhahan, Vancouver Police Board, Director CAPG

036


A Brief History

2014 Celebration of the 25th

Anniversary of the Organization.

Annual Conference in Halifax, NS

1989 Canadian Association of Police

Boards (CAPB) Founded by Dr. Zaheer M.

Lakhani, Chair of the

Edmonton Police Commission

2015 Expansion of services to

include Governance Summits

and Online Webinar Training

2017Representation of over 75% of

civilian governors of municipal

police services in Canada

2013 Name change to Canadian

Association of Police

Governance (CAPG)

037

Core Values

Vision

The Canadian Association of Police Governance is a strong, national voice and resource for civilian governance of

policing in Canada.

Mission

The Canadian Association of Police Governance works collaboratively and proactively with members and partners

to enhance civilian governance of policing in Canada.

038


Strategic Directions Updated at the CAPG Board Retreat in 2015

INFORM

CONNECT

FOCUS

BUILD

Bring members and partners together on a regular basis to share knowledge and

develop deeper connections.

Articulate a common national voice on priority issues in police governance and

community safety, and advocate for change.

Stimulate thought leadership and contribute to evidence-based research and

initiatives that fill gaps in our current knowledge on police governance.

Ensure members have independent access to the information and insights

needed to be effective as police governance organizations.

039


The CAPG will:

collect, assemble, synthesize, and disseminate best practices as a

tool kit/resources for members; 1

convene groups to knowledge share and build common perspectives

on civilian governance; 2

be a national voice to influence public policy on civilian governance

of policing and community safety; 3

partner with thought-leaders to further the discussion on emerging

evidence-based community safety and policing issues. 4

040


Non-Police Board Organizations

Municipal police service oversight bodies throughout Canada.

75%

CAPG Membership

Police Boards/Commissions/Advisory Committees 65

11

041


Up-to-date news, research, events and opportunities from the police governance sector.

Content-Rich Communications and Networking

Member Benefits

042


The library of reports, studies, and

presentations can be searched using keywords.

SEARCHABLE DATABASE learningportal.capg.ca

The CAPG Learning Portal

Members are able to pose questions and

engage with other CAPG members through the

discussion forum.

DISCUSSION FORUM

Members can share their policies and other

resources by uploading directly to the Learning

Portal.

DOCUMENT UPLOADS

The Policy Library contains a collection of

policies used by police governance authorities

across Canada.

POLICY LIBRARY

Exclusively for CAPG Members

043


Past topics include The Evolution of Police Governance

Citizen Engagement

Evaluating Chiefs and Deputy Chiefs

Best Practices in Police Board Policy Development

Understanding Police Budgets and What it all Means for Police

Governance Bodies

Online Webinars

Accessible online training based on needs assessment survey from CAPG membership

044


Annual Conferences & Governance Summits Police Governance Learning & Networking Opportunities

Police Governance Summits

A one-day comprehensive workshop

style forum to engage, network and

discuss burning issues related to

policing and police governance.

Annual Conferences

Held over a three day period with engaging

plenary and group discussions led by

thought leaders and field experts as well as

skill building workshops to help delegates

develop concrete skills in the field of police

governance.

Images from CAPG Conference 2014 held in Halifax, NS

045


Project 5

Advocacy Representing the Voice of Police Governance in Canada

2017 Advocacy Issues

Ø DEVELOP NATIONAL TRAINING AND EDUCATION FOR POLICE BOARDS/COMMSSIONS AND ADVISORY COMMITTEES

TRAINING MODULES FOR FIRST NATIONS POLICE GOVERNANCE AUTHORITIES

Ø CAPG MEMBERS' RESOLUTIONS

046

Waterloo Regional Police Service Police Services Board

2018-2020 Strategic Priorities

(February 2018 —Final Draft for PSB Review)

047

WRPS PSB Strategic Priorities 2

Preamble As the civilian governance body for the Waterloo Regional Police Service (WRPS), the Police Services Board provides governance, oversight and guidance with a view to ensuring effective service delivery to the community. Working with WRPS members, under the operational leadership of the Chief of Police, the Board is committed to the mission of strengthening public safety and quality of life by working in partnership with the community in crime prevention, law enforcement, and providing assistance to all those who need our help.

Underlying the Police Services Board priorities described below — and related WRPS initiatives — is a shared and deep-rooted commitment to enhance community safety. This is integral to a thriving population, and realizing community aspirations and individual potential. Simply put, the goal is a community that is safe and feels safe.

The WRPS has an essential role in community safety — whether it’s through: sharing safety-related tips and information, crime prevention, the apprehension of criminals, positive relationship building, or through simply being a valued partner working with others to improve quality of life in the region. The police exist to serve the public and make things better for the community. The Police Services Board priorities are in support of assisting the WRPS to deliver even greater community value and effectiveness.

This document describes Police Services Board priorities for the next few years — in essence, areas of focus and key initiatives that will:

• Serve as a touchstone, guiding Board issue emphasis and decision-making; • Further engage board members in the critical role of providing civilian oversight; • Inform future updates to the WRPS Strategic Business Plan; • Provide direction to the Chief of Police and through the Chief of Police, provide direction to

other members of the senior leadership team; • Facilitate alignment between Board aspirations and operational implementation — and

provide a clear mandate to the WRPS executive to lead, shape and manage the organization; • Establish imperatives against which to better gauge performance and success; and • Contribute to the WRPS vision in which: every person contributes to a safe Waterloo Region

where current and future generations thrive.

As the overarching document that sets the foundation and direction to the WRPS Operational Plan, this priorities framework will guide Board workflow and help ensure an emphasis on advancing timely and essential initiatives.

Areas of Focus The Police Services Board will continue to fulfill all of its responsibilities inherent in its role as a governance oversight body. Among this constellation of activities, three key areas of focus have been identified: People; Performance and Progress; and Principled Planning. Within these areas of focus, a number of priorities for the next few years have also been identified. While the Police Services Board will provide guidance and actively gauge success in each area, the WRPS executive will be responsible for developing and implementing initiatives to foster progress and achievement.

Please note that the areas of focus and related initiatives are listed in no particular order. All are vital.

048


Areas of Focus

Challenges and Opportunities

Core Initiatives for

2018-2020

People

• Recruit and retain the best and the brightest talent through progressive, fair and equitable recruiting strategies while ensuring the WRPS reflects the community we serve;

• Inspire passion for policing within Waterloo Region that promotes the values of the Police Services Board and WRPS;

• Ensure that member skills, competencies and historical knowledge are carried forward through mentorship and succession planning;

• Continue to promote a bias free work culture;

• Encourage a community reflective Board composition;

• Explore the potential for further civilianization of policing;

• Negotiate strategically, fairly and effectively with members;

• Re-engage absent and underperforming employees — and act decisively in areas of ongoing under-performance; and

• Implement updated policies.

• Develop a comprehensive WRPS human resource, employee engagement and succession planning strategy that maximizes operational effectiveness, supports member wellbeing and a bias free workplace and that is right for the new era of policing in Waterloo region.

Performance and Progress

• Engage and mobilize the community to collaboratively share responsibility for keeping our region safe with a renewed focus on community policing;

• Collaborate with all sectors of our community, our municipal partners and other law enforcement agencies in the prevention and solving of crime.

• Work with others to identify and address the underlying root causes of crime;

• Identify and apply leading crime prevention tactics and approaches;

• Reduce and redistribute calls for service that do not require WRPS as a priority response as well as examine best practices that enhance citizen-centered service delivery; and

• Foster a technology-embracing culture and capitalize on expertise found within Waterloo Region that also reduces time on task and complexity.

• Focus on essential policing services, and define and clearly communicate the areas for which the Waterloo Regional Police Service is responsible — and help build capacity among other responding organizations.

• Demonstrate leadership by leveraging technology in support of operational effectiveness and innovation.

• Participate in the region-wide community wellbeing initiative currently being developed and other strategic partnerships that further crime prevention and safety.

Principled Planning

• Consider long-term operational and capital issues, reserve funding strategy as well as sustainability including facilities planning;

• Appropriately plan and sequence budget priorities; and

• Develop a multi-year financial framework that realizes current goals, ensures long-term sustainability and allows for flexibility.

049


• Identify options for additional funding and partnering.

Core Initiative Action Plans The table below identifies key actions to be undertaken as 2018-2020 Board Strategic Priorities to support the five identified core initiatives. WRPS Senior Leadership Team have identified these as foundational initiatives that will help pave the way for substantive future success of the WRPS.

Core Initiative: Develop a comprehensive WRPS human resource, employee engagement and succession planning strategy that maximizes operational effectiveness, supports member wellbeing and a bias free workplace and that is right for the new era of policing in Waterloo region. Lead: Senior Director Penny Smiley Executive Champion: Deputy Chief Kevin Chalk

Key actions and timelines Anticipated outcomes of the collective actions • Conduct a skills-based position

review throughout the Service. [To be completed by: 2019]

• Review the transfer and career development processes. [To be completed by: 2020]

• Establish additional initiatives to enhance a bias free workplace [To be completed by: 2019]

• Complete a service-wide civilianization opportunity review. [To be completed by: 2019]

• Develop a strategy to re-engage absent and under-performing employees. [To be completed by: 2020]

• An up-to-date and comprehensive catalogue of skills that facilitates the more effective deployment of resources and enhanced service to the community.

• An improved ability to access expertise and diverse skill sets from across the organization.

• Identification of skill/competency gaps and plans for addressing them.

• Enhanced mentoring and succession planning that ensures qualified candidates to fill specialized and leadership roles throughout WRPS.

• Increase in the number of WRPS members/staff participating in the career development process — and an improved collective organizational ability to meet the future demands of policing.

• Bolstering of the Service’s ability to better place well qualified civilian personnel into roles more typically performed by police officers.

• Improved levels of employee community reflection, participation, engagement and satisfaction.

Core Initiative: Focus on essential policing services, and define and clearly communicate the areas for which the Waterloo Regional Police Service is responsible — and help build capacity among other responding organizations. Lead: Inspector Jennifer Davis Executive Champion: Deputy Chief Kevin Thaler

Key actions and timelines Anticipated outcomes of the collective actions • Conduct a call management review.

[To be completed by: 2018] • Clearly define/redefine core WRPS

roles and responsibilities.

• Identified opportunities for directing calls currently being handled by the WRPS to more appropriate organizations/agencies.

• A better educated public regarding whom to

050


[To be completed by: 2018] • Develop and share decision-making

tools/matrices to assist the community in better understanding when to contact the police or an alternative agency. [To be completed by: 2018]

contact for selected issues — and a reduction in the number of inappropriate calls to the WRPS.

• Improved liaison and coordination with community organizations/agencies re: meeting community needs.

• Enhanced utilization of WRPS resources, including a more purposeful focus on essential roles.

• Smarter and more effective policing — including enhanced WRPS service and responsiveness to police-appropriate calls.

• Improved understanding of implications for WRPS staffing and resourcing.

Core Initiative: Demonstrate leadership by leveraging technology in support of operational effectiveness and innovation. Lead: Deputy Chief Kevin Chalk and IT Consultant Executive Champion: Chief Bryan Larkin

Key actions and timelines Anticipated outcomes of the collective actions • Conduct a comprehensive

information technology (IT) infrastructure review. [To be completed by: 2020]

• Develop an enhanced suite of Business Intelligence (BI) tools. [To be completed by: 2020]

• Improved understanding of notable technology-related strengths, gaps and opportunities.

• IT systems and tools that more proactively and strategically meet the current and future demands of policing.

• Greater ability to work smarter, faster and better — including enhanced effectiveness and efficiency, and overall organizational awareness.

• Enhanced resource deployment and decision-making regarding staffing.

• Enhanced ability to generate metrics to inform corporate decision-making, gauge success and do ten-year capital planning.

Core Initiative: Participate in the region-wide community wellbeing initiative currently being developed and other strategic partnerships that further crime prevention and safety. Lead: Superintendent Shirley Hilton Executive Champion: Deputy Chief Kevin Thaler

Key actions and timelines Anticipated outcomes of the collective actions • Participate in Wellbeing Waterloo

Region planning meetings and define the WRPS role in the initiative as it moves forward.

• Create a joint Board and WRPS sub-committee to support the work of Wellbeing Waterloo Region while ensuring ongoing

• A strategic and complementary role for the WRPS in the Wellbeing Waterloo Region initiative.

• The most effective application of police skills, competencies and services in pursuit of shared community goals — and an enhanced ability to ‘plug-into’ mutually supportive activities.

• Alignment of WRPS initiatives with broader region-wide focuses.

051


community engagement. [To be completed by: 2019]

Core Initiative: Develop a multi-year financial framework that realizes current goals, ensures long-term sustainability and allows for flexibility. Lead: Director Kirsten Hand Executive Champion: Deputy Kevin Chalk

Key actions and timelines Anticipated outcomes of the collective actions • Complete the multi-year financial

framework and implement key recommendations.

• Explore partnership with external agencies, partners and consultants to maximize WRPS financial performance. [To be completed by: 2019]

• Improved financial awareness and literacy throughout the organization.

• Improved planning certainty and forecasting precision (and reduced vagueness/unknowns).

• More reliable/accurate budgeting. • Reduced waste and inefficiency. • Elimination of outdated and ineffective practices.

052

Approved December 6, 2017

1

WRPS Operations Plan 2018-2020 OFFICE OF THE CHIEF OF POLICE CHIEF BRYAN LARKIN

GOAL OBJECTIVE PERFORMANCE INDICATORS POSITION ACCOUNTABLE

COMPLETION DATE

OC 1. To enhance community trust and confidence in police

1. By effecting citizen-driven service delivery suggestions towards building community trust and confidence in police.

• Community trust in police is benchmarked using statistically valid measures

• Opportunities are identified and implemented for community members to provide feedback to the Service on at least a quarterly basis

• The level of community trust and confidence is increased based on an established benchmark

Inspector, Strategic Services

2020

2. By working towards preventing and addressing issues of systemic discrimination.

• A Diversity, Inclusivity and Equity Plan is developed and implemented

• All Service members receive training in implicit bias and supports to overcome

Senior Director, Member Services

2019

053


2

those bias are put in place

• Local community leaders are invited to watch or participate in WRPS training

• WRPS hosts annual Women in Policing Forum

3. By enhancing our education about the cultural diversity of Waterloo Region.

• Community partners are identified who can help direct the nature and content of cultural diversity education campaigns

• Monthly educational campaigns are implemented and also made available to the public

Inclusion and Equity Officer

2019

4. By implementing the calls to action specific to police systems from the Truth and Reconciliation Commission.

• A working group is established to identify and implement police specific Truth and Reconciliation recommendations

• All members are provided education on the history of Indigenous people

• Our Service works with Indigenous stakeholders to develop victim

Inclusion and Equity Officer

2019

054


3

advocacy initiatives • Appropriate

evaluation mechanisms are implemented

OC 2. To further develop strategic community partnerships ensuring all partnerships are mutually beneficial

1. By evaluating all current partnerships and identifying and supporting future strategic partnerships.

• An inventory of all partnerships is created

• Police resources dedicated to supporting partnerships are measured

• Criteria are set with which to evaluate the importance and priority of each partnership

• A policy on strategic partnerships is approved

• Memorandums of understanding with current community partners are reviewed and updated as needed

• Partnerships that are not mutually beneficial are either improved or terminated

• Resources and information about

Executive Officer 2020

055


4

community partners are shared with WRPS members

• Resources dedicated to strategic partnerships increase

• Strategic partners report high levels of satisfaction in partner survey

OC 3. To support a culture of innovation

1. By delivering a framework for innovation and implementing innovative ideas.

• All managers receive training on innovation

• Optional training on innovation and on writing and presenting business cases is delivered to all members

• “Pitch nights” are scheduled twice annually where members can present innovative ideas directly to senior leaders

• A program to recognize and reward innovative ideas is implemented

• Members are involved in the implementation of their ideas

• Internal surveys show that members are

Deputy Chief, Neighbourhood Policing and Investigations

2020

056


5

more engaged, feel that their ideas are important and overall job satisfaction improves

OC 4. To align our staffing with workload and community expectations for policing services

1. By establishing and implementing alternative service delivery options.

• Alternative options (e.g. civilianization, call management, online reporting) are identified and implemented

• Cost savings/cost avoidance per option are implemented

• Call types available for online reporting are expanded

• Criteria or guidelines for more effective call management are established

• An education campaign is delivered to the public


2019

2. By conducting a staffing review and needs assessment.

• Staffing review is completed

• Shift schedules are evaluated

• Recommendations are implemented

• Comparison between WRPS and similar municipalities is done


2018

057


6

with alignment targets

OC 5. To commit to continuous improvement projects

1. By conducting a Project Process Review.

• The Project Process is reviewed

• Recommendations are made and implemented

• Any changes to the Project Process are evaluated


2018

2. By conducting a Senior Officer Duty Rotation Review.

• The Senior Officer Duty Rotation is reviewed


• Any changes to the Senior Officer Duty Rotation are evaluated


2020

3. By conducting a Communications Centre Review.

• The Communications Centre is reviewed


• Any changes to the Communications Centre are evaluated


2020

4. By conducting a Court Services Review.

• Court Services is reviewed


• Any changes to Court


2020

058


7

Services are evaluated

5. By conducting an Evidence Management Review.

• Evidence Management is reviewed


• Any changes to Evidence Management are evaluated


2020

6. By conducting a Traffic Services Review.

• Traffic Services is reviewed


• Any changes to Traffic Services are evaluated


2020

7. By conducting a Forensic Identification Review.

• Forensic Identification is reviewed


• Any changes to Forensic Identification are evaluated


2020

059


8

CORPORATE COMMUNICATIONS EXECUTIVE OFFICER MIKE HAFFNER

GOAL OBJECTIVE PERFORMANCE INDICATORS

POSITION ACCOUNTABLE COMPLETION DATE

CC 1. To enhance transparent and timely communication with our members

1. By hosting an interactive employee town hall meeting with the Chief every four months.

• Three sessions are held each year

• Attendance increases across the first year

• Member Survey shows improved levels of satisfaction with communication

Special Events Coordinator 2018

2. By developing monthly video messaging from the Chief.

• Video messages are launched monthly

• Analytics increase across the first year (views, time spent)

• Members who submit feedback receive a response within 30 days

• Member Survey shows improved levels of satisfaction with communication

Corporate Communications Coordinator

2018

CC 2. To enhance the number of education opportunities for the

1. By hosting a #WRPSTalks session once every

• Four sessions are held each year

• Session

Media Relations Coordinator

2020

060


9

community. three months for community members.

evaluations show satisfaction with communication

CC 3. To enhance targeted communication with community groups.

1. By developing a collaborative communications strategy that connects regularly with specific community groups to address their information needs.

• Group and representative contact lists are maintained

• Topics and mediums as recommended by representatives are addressed and implemented

• Community Survey shows improved levels of satisfaction with communication


2019

CC 4. To enhance communication and engagement with the community

1. By developing a Communications Strategic Plan.

• A Communications Strategic Plan is implemented


2018

061


10

FINANCE AND PHYSICAL ASSETS DIRECTOR KIRSTEN HAND



F 1. To develop an efficient and effective materials management system

1. By creating a fleet management plan that will meet functional needs of all areas.

• A Business Need and Functional Requirement form is completed for all vehicle types

• A ten year replacement forecast is completed annually

• Fleet and equipment survey shows improved levels of satisfaction

Manager, Materials Management and Fleet

2020

2. By reviewing and improving the procurement process.

• An annual inventory of supplies and uniform count is completed

• An annual review of the inventory churn ratio is completed

• Procurement survey shows improved levels of satisfaction with the procurement

Manager, Materials Management and Fleet

2019

062


11

process • Procure to pay

time period is reduced from current levels

F 2. To improve financial management

1. By educating members on financial reporting and budgeting processes.

• All mid-managers complete annual budget training and Budget, Finance, and Procurement training is provided to all new supervisors

Manager, Finance 2018

2. By establishing and implementing an operating budget forecasting model.

• An operating budget forecasting model is completed

• Forecasting accuracy improves

Manager, Finance 2018

F 3. To provide safe and accessible facilities which meet current and future operational needs

1. By conducting an annual needs and satisfaction evaluation of all buildings and prioritizing and implementing defined recommendations.

• Facilities survey shows improved levels of satisfaction

• High priority recommendations are implemented

Supervisor, Facilities 2020

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12

2. By completing the renovation of the new Central Division (200 Frederick Street) and accomplishing occupancy within the established time frame.

• Occupancy of the facility is completed

• The project has remained within budget

Supervisor, Facilities 2020

3. By completing a Security Threat Risk Vulnerability Assessment of all buildings and prioritizing and implementing defined recommendations.

• Security Threat Risk Vulnerability Assessments are completed for all WRPS facilities

• A plan is finalized to implement the recommendations

• Facilities survey shows improved feelings of safety in WPRS facilities

Emergency Planner 2020

064


13

INFORMATION TECHNOLOGY DIRECTOR BOB HILHORST



IT 1. To focus the direction of Information Technology (IT)

1. By conducting an audit of IT processes, systems, and staffing.

• A 10-year IT plan is developed

• A 3-year IT list of priority projects is identified and initiated

• IT time-bound project completion rates increase

Deputy Chief, Administration and Member Services

2020

2. By establishing a support-focused IT service delivery model.

• Users report satisfaction with IT implementation support

• Measures are established to track unit productivity

• Unit productivity increases

Deputy Chief, Administration and Member Services

2020

IT 2. To enhance the efficiency of our organization through the automation of processes

1. By identifying, prioritizing and implementing opportunities for automation.

• Manual processes are identified and prioritized

• Current state process mapping is conducted based on priority

• Desired state changes are implemented

Client Services Coordinator 2020

065


14

• Resource savings in time and materials are tracked

IT 3. To leverage new and existing technology

1. By implementing an instant communication platform for all members that supports operations and administration.

• A needs assessment is conducted

• A platform is implemented with features that meet the needs of our members

• Satisfaction with the platform is evaluated by surveying users

Manager, Infrastructure 2019

2. By evaluating the deployment of mobile devices and access to applications.

• A review to prioritize the deployment of mobile devices and access to applications is conducted

• The value added deployment is expanded based on the review

Manager, Infrastructure 2019

3. By implementing the next generation voice radio system.

• The next generation voice radio system is implemented

• Members are trained in the use of the new radio

Special Project Secondment (currently Inspector of Voice Radio)

2020

066


15

system

IT 4. To foster existing and develop new technology partners

1. By exploring innovation opportunities with technology partners.

• The number of synergetic relationships within our academic and technology hub increase

• Innovative technology ideas are implemented

• The successes of the partnerships are highlighted to our membership

Client Services Coordinator 2019

2. By implementing a shared Computer Aided Dispatch System with municipal fire departments.

• Municipal police and fire departments are dispatched using a shared Computer Aided Dispatch System

Special Project Secondment (currently Inspector of Voice Radio)

2020

067


16

INVESTIGATIONS AND YOUTH SUPERINTENDENT PAT DIETRICH

GOAL OBJECTIVE PERFORMANCE INDICATORS POSITION ACCOUNTABLE COMPLETION DATE

IS 1. To develop and implement a police specific drug strategy that addresses harm reduction and enforcement and complements the Waterloo Region Integrated Drug Strategy

1. By updating our drug strategy in partnership with our community and clearly defining our role and commitment to harm reduction and our investigative approach.

• A Working group is established

• A drug strategy that clearly addresses the balance between harm reduction and investigative approach is developed

• The new drug strategy is implemented

Staff Sergeant, Drugs and Firearms

2018

2. By developing and implementing internal training and external communication to share the WRPS drug strategy.

• All WRPS members are made aware of the WRPS drug strategy

• Community stakeholders are informed of the new WRPS drug strategy

• Internal training programs are delivered including specific training addressing the legalization of marihuana

Staff Sergeant, Drugs and Firearms

2018

068


17

IS 2. To develop positive relationships with youth

1. By reexamining the role of Secondary School Resource Officers and increasing their supportive role in our schools.

• A working group is established to review current statistics and annual surveys to gain a true picture of our responses

• Recommendations from the review are made and implemented.

• An evaluation of program changes is conducted.

Director, School Support Services

2018

2. By partnering with youth to improve two-way communication through social media.

• A youth social media advisory committee is formed to get feedback and ideas

• Ideas are shared across the service

Sergeant, Cybercrime 2018

3. By promoting officers’ proactive connection with youth.

• Use of the common positive youth interaction call type is expanded and tracked

• Youth interactive time is tracked and reported

• Participation by members at youth events increases

Director, School Support Services

2018

IS 3. To conduct victim centered investigations

1. By developing and implementing training for all

• Educational programming is created addressing

Staff Sergeant, Special Victims

2018

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18

officers related to trauma informed interviewing and interviewing child victims and witnesses.

trauma informed interviewing and relating with children.

• Program is delivered • All officers trained in

trauma informed investigations

2. By developing a call management strategy that ensures all victims of crime receive timely service.

• Audit of current wait times/priority indicators is completed

• Recommendations of audit are implemented

• New strategy is evaluated

Inspector, Criminal Investigations

2019

3. By auditing and addressing gaps in our current victim assistance response service-wide.

• Audit current victim assistance response service (post-call) is completed

• Services are enhanced and gaps are eliminated

Inspector, Criminal Investigations

2019

IS 4. To implement new internal investigative information sharing platforms

1. By developing an innovative internal information sharing platform.

• Working group is created

• Recommended strategy of internal news feed is identified and implemented

Inspector, Intelligence Services

2020

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19

IS 5. To enhance our ability to investigate crime

1. By creating a cybercrime strategy to manage increasing demand.

• Workload analysis is conducted

• Partnerships and opportunities are researched and established

• A cybercrime strategy is created and implemented

• Technological crime investigations increase


2019

2. Implement a standardized approach to the investigative use of social media.

• A procedure is implemented that ensures the lawful use of social media in investigations

• A service wide structure and work-flow for social media requests is established

• The number of requests for social media investigative assistance increases


2019

3. By implementing a victim focused and community based case review model for sexual assault investigations.

• Model is developed • Members are

educated in the new model

• Case review recommendations are actioned

• Sexual assault reporting increases

Staff Sergeant, Special Victims

2018

071


20

4. By researching violent crime to increase our understanding of trends and inform investigative strategies.

• Academic partnerships are established

• Our understanding of local trends and contributing factors increases

• New evidence based strategies are implemented

Inspector Criminal Investigations

2020

5. By exploring a local investigative hub strategy to develop and implement investigative partnerships.

• Outreach occurs and partnerships are established

• A process of information sharing is developed

• An investigation piloting the investigative hub is conducted

• The investigative hub strategy is evaluated and recommendations are implemented

Inspector Intelligence Services

2019

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21

NEIGHBOURHOOD POLICING AND ROAD SAFETY SUPERINTENDENT DARYL GOETZ


NP 1. To foster an environment where the public feels safe on the roadways

1. By educating the public on the “fatal four” (distracted driving, impaired driving, seatbelts and speeding) and their respective dangers, costs associated to charges, insurance implications, and other consequences.

• A benchmark of how safe people feel on our roads is established

• Education on the “fatal four” is delivered to the public

• Survey results show improved feelings of road safety

• Collisions are reduced by 5% per capita from the five year average

Staff Sergeant, Traffic 2020

2. By educating our officers about the “fatal four”, emphasizing the road safety value of visibility and enforcement.

• Training is delivered to officers on the “fatal four” and the importance of enforcement

• Selective Traffic Enforcement Program (STEP) location time increases by 10%

Staff Sergeant, Traffic 2020

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3. By redesigning the Selective Traffic Enforcement Program (STEP).

• The optimal frequency for updating STEP locations is identified and utilized

• Front line officers are solicited for STEP locations in each patrol division monthly via online surveys

Inspector, Field Support 2018

4. By improving safety for pedestrians, cyclists and drivers.

• Evidenced-based strategies to address road safety are identified, implemented and evaluated

• Annual public campaigns are run to educate drivers, cyclists and pedestrians on road safety

• Enforcement hours at roundabouts increase by 5%

• Collisions at roundabouts decrease by 10%

Superintendents, Neighbourhood Policing

2019

074


23

NP 2. To improve officer deployment to maximize service to the community

1. By revisiting urban zone and divisional boundary alignments with consideration to occupancy in the new Central Division.

• An assessment of zone and divisional boundaries is completed

• Any zone or divisional boundaries recommendations are implemented


2020

2. By researching and recommending a rural deployment model to meet the current and future needs of Woolwich, Wellesley, and Wilmot townships.

• A committee is established to recommend a rural deployment model

• Recommendations for a rural facility location are made


2020

NP 3. To reduce crime 1. By targeting crime and disorder issues at the neighbourhood, divisional, and Regional levels, and identifying opportunities for crime prevention.

• Divisional project plans are authored, implemented, and tracked

Divisional Inspectors, Neighbourhood Policing

2020

075


24

NP 4. To enhance our emergency preparedness for major events at schools

2. By implementing a school/police emergency action response plan.

• Partnerships are established between schools, police and other emergency responders

• An electronic means of sharing emergency management information is created and populated

• School tactical evaluation plans are created

• All officers receive training in the emergency action response plan

Emergency Planner 2019

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OUR MEMBERS SENIOR DIRECTOR PENNY SMILEY


OM 1. To better reflect the community we serve

1. By obtaining data on the current diversity profile.

• Internal diversity census is conducted

Research Analyst/Planner 2018

2. By developing a future workforce strategy that addresses Human Resource systems and processes to ensure inclusivity and equity and is free from systemic barriers.

• Best practice review and gap analysis of current Human Resource systems and processes is conducted

• 5 outreach focus group meetings are conducted to consult with our community on how we could improve our applications from diverse groups in the community

• A workforce strategy on inclusivity and equity, including an outreach component, is developed

Sergeant, Recruitment 2019

OM 2. To enhance a culture of employee wellness

1. By creating an organizational strategy including but not limited to wellness

• Member needs survey on our wellness programs is conducted and results are analyzed

Staff Sergeant, Wellness 2020

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26

assessment, member needs survey, and continued training.

• Key needs of our members regarding workplace wellness are identified

• A training component on wellness for sworn and civilian members is delivered

• A plan is established towards completing annual psychological wellness checks for members

OM 3. To ensure that the skills and abilities of our workforce meet current and future needs of the Service

1. By developing a succession plan including a needs assessment to create a mentoring and skills development training plan and process.

• A needs assessment to determine the skill and resource gaps in our future workforce is conducted

• A succession plan to meet the skills and leadership needs of our future workforce is implemented

• A career development and mentoring tool kit for mid-managers to develop others is created

Manager, Organization and Culture Development

2019

OM 4. To effectively promote health and safety

1. By developing a timely communications strategy regarding current health and safety topics

• A report template for quarterly Health and Safety meetings is created regarding injury type, incident type and frequency

Health & Safety Advisor 2020

078


27

between members, joint health and safety committee, and mid-managers.

• A Health and Safety communications strategy is implemented to ensure flow from members to supervisors to the committee

2. By evaluating and improving the Safe Driving Program for our members.

• An evaluation of the current Safe Driving Program is conducted and recommendations are implemented

• All members receive the new driver training

• Member involved on-duty collisions are reduced by 10 per cent

Health & Safety Advisor 2020

OM 5. To improve the efficiency and effectiveness of HR processes

1. By reviewing the Transfer process.

• A steering committee for the Transfer process review is formed

• The Transfer process is reviewed

• Recommendations are made

• A new Transfer process is implemented

• The new Transfer process is evaluated by surveying our


2020

079


28

members 2. By reviewing the

Return to Work (RTW) process.

• The RTW process is reviewed

• Recommendations from the review are implemented

• The number of members on sick leave and the length of the sick leave decreases

Occupational Health Nurse

2020

3. By reviewing the Job Evaluation process.

• The Job Evaluation process is reviewed as per the Letter of Understanding with the Waterloo Regional Police Association

• Where changes to improve the efficiency and effectiveness are agreed upon by the WRPS and the WRPA, such changes are implemented

Senior Director, Member Services

2019

OM 6. To enhance and promote a culture of learning

1. By engaging with our members to develop and implement a Learning, Education, and Training Strategic Plan

• A Training Advisory Group is formed and provides input on the development of the Strategic Plan

• A review of the current training and education methodology is conducted and recommendations for


2020

080


29

change in methodology and in innovative delivery models are developed, including where, when, and how logistics

• Annual training programs are developed and offered, specifically for civilian members

• Civilianization is explored with respect to curriculum design and delivery in the Training and Education Unit

• Strategies are developed and opportunities are made available to enable members to engage in and self-direct their own professional development and education

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Report: 2018-021

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FINANCE AND ASSETS BRANCH Materials Management/Fleet To: The Chair and Members of the Waterloo Regional Police Services Board Date: February 21, 2018 Subject: Unmanned Aerial Vehicle (UAV) Recommendation: For information. Report: UAV’s have been acquired by many police services in Ontario and have proven to be invaluable tools for improving the efficiency and effectiveness of investigations. Areas where UAVs have been successful include collision investigations, missing person searches, crowd management and critical incident response. WRPS began to research the viability of a local UAV program and a business case was presented to the Senior Leadership Team (SLT) on November 9, 2017. Following the SLT presentation, approval was given to develop a Request for Proposal (RFP). An operational UAV program will:

• Reduce investigative time at collision scenes and road closure delays; • Expedite missing person searches, reducing human error and officer deployment,

especially important during inclement weather or vulnerable persons searches; • Gather intelligence in real time during tactical situations, where the UAV can scan

properties ahead of a tactical team response; and • Provide crowd management overviews for incident commanders at large events.

An RFP for purchase and training of five (5) members for an UAV was issued by the WRPS on December 18, 2017. The Aeryon Labs Inc. RFP was opened in the presence of Susan Wilson, Jennifer Chang and Peter Penlington. RFPs were also requested by and sent to:

Draganfly Innovations Inc. Gap Wireless Ltd. Gyrfalcon UAF Systems Inc. OmniView Tech.

The listed vendors did not respond to the bid calling.

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Report: 2018-021

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The RFP evaluation team included Inspector Bishop, Cst. Forde (SRU), Cst. Green (Traffic), Cst. Kay (Intelligence) and Peter Penlington (Materials Management). Purchasing By-law Section 13 of the Purchasing By-law allows the Chief Purchasing Officer the authority to accept a proposal that has a value not in excess of $150,000 provided that the proposal is compliant and that it best meets the criteria as established pursuant to subsection 12(1) of this By-law. This proposal would normally be shared as part of the quarterly reporting of purchases to the Board. However, given the subject-matter of the purchase, there is a need to ensure that the Board and the community are aware of the acquisition and intended use of the UAV, thus a separate report was prepared. Privacy and Procedure Similar to the Automated License Plate Reader (ALPR) system, prior to active deployment, a Privacy Impact Assessment (PIA) will be completed. A draft of the PIA will be submitted to the Information and Privacy Commissioner for comment and approval. In addition, the use of the UAV will be governed by a Chief’s Procedure, which will also include the operational elements of the PIA and the requirement for information to be available for the public on its use on our internet. Strategic Business Plan: This report supports the Operational Plan goals to enhance the efficiency of our organization through the automation of processes, to leverage new and existing technology and to support a culture of innovation. Financial Implications: The cost from Aeryon for the UAV as detained in the RFP, including the training of five members on its use, Train the Trainer of two members so we can then train more staff as required over time, plus additional Insurance that WRPS would need to have added to our policy is outlined below. There is also training estimates provided for ground school at the Waterloo Wellington Flight Centre for five pilots. There is also an extended warranty program that WRPS approved to purchase in 2019 and 2020. These costs would be covered through the approved Operating Budget to the WRPS. UAV with Training & 1 year full warranty: 83,699.00 Insurance (through Regional Pool): 7,679.00 Training (Waterloo Wellington Flight Centre): 2,745 94,123.00 + HST 2nd Year Extended Warranty in 2019 7,500.00 + HST 3rd Year Extended Warranty in 2020 7,500.00 + HST A purchase order has been issued to initiate the building of the WRPS UAV and to allow time for training of members in 2018.

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Report: 2018-021

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Attachments: Nil Prepared By: Peter Penlington, Materials Management/Fleet Manager Kirsten Hand, Director of Finance and Assets Approved By: Bryan M. Larkin, Chief of Police

084

Report: 2018-017

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FINANCE AND ASSETS BRANCH Materials Management/Fleet To: The Chair and Members of the Waterloo Regional Police Services Board Date: February 21, 2018 Subject: Annual Supply of Conducted Energy Weapons and Supplies Recommendation: That the Waterloo Regional Police Services Board accept the following Vendor of Record for the annual supply and delivery of Conducted Energy Weapons (CEW) and CEW Supplies for the Waterloo Regional Police Service (WRPS) as a single source supplier for a period of four (4) years beginning in 2018 and expiring December 31, 2021: M. D. Charlton Report: In 2014 the Waterloo Regional Police Service (WRPS) submitted two Board reports (2014-037 and 2014-106) on CEWs which were approved with respects to the issuance of CEWs to frontline members. In 2016, WRPS expanded the CEW program for frontline members as approved by the Board. Part of that plan was the lifecycle plan for replacing the CEWs every five (5) years based on the extended warranty plan purchased. At that time, it was confirmed and remains in effect that “Taser” was the only approved CEW for Police use by the Province and that M. D. Charlton is the only Manufacturer authorized dealer for this CEW in Ontario. As part of the Provincial Training Mandate for members that carry a CEW, they must complete mandatory training for new users and annual requalification, which includes deploying the CEW seven times for new users and four times for requalification. The annual cost for this is accounted for in the annual Operating Budget for the CEW in supplies. The WRPS owns 207 CEWs and has 507 members that are qualified to carry a CEW. The WRPS will report to the Board if there any changes by the Province to the approved CEW that Police carry or if changes occur for the approved authorized dealer in Ontario during this time frame. The WRPS will report to the Board before the next phase of CEW replacements occurs in 2021 with recommendation options.

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Report: 2018-017

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Purchasing By-law Section 21(1)(a) of the Purchasing By-law allows for acquisition by negotiation where there is only one known source of supply. Strategic Business Plan: This report supports the Strategic Business Plan goal to proactively plan for long term organizational growth and its financial requirements, aligned with the objective of responsible spending and accountability. Financial Implications: The WRPS has budgeted approximately $26,000 for CEW’s in the capital budget as well as approximately $307,000 in the operating budget for CEW supplies. It is necessary to approve this report to ensure the continued supply of CEW and supplies for the WRPS for 2018-2021. The annual purchasing of CEWs and Supplies for the WRPS will be done within approved budget limits for each year. Attachments: Nil Prepared By: Peter Penlington, Materials Management/Fleet Manager Kirsten Hand, Director of Finance and Assets Approved By: Kevin Chalk, Deputy Chief, Administration and Member Services Bryan M. Larkin, Chief of Police

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Report: 2018-028

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STRATEGIC SERVICES BRANCH

To: The Chair and Members of the Waterloo Regional Police Services Board Date: February 21, 2018 Subject: 2017 Annual Report on Intelligence Notes Recommendation: For Information Summary: Service Procedure requires that a review be conducted at least annually of the intelligence notes database. The purpose of this review is to determine whether it appears that Section 5 (limitations on collection of information), Section 6 (duties to inform of rights and reasons before collecting, with exceptions), or Section 7 (document for individual – with exceptions), of Ontario Regulation 58/16- Collection of Identifying Information in Certain Circumstances-Prohibitions and Duties, were complied with. This report provides the findings of the annual review for 2017. Report: An intelligence note is the documentation of an officer’s observations or information of person(s) and/or activities for the purpose of intelligence gathering and crime prevention where there is no interaction with the person, the interaction with the person was first lawful where an unrelated passive observation is made and warrants recording for intelligence purposes, or the identifying information is derived from a third party source or already known by the officer (WRPS Regulated Interactions and Intelligence Notes Procedure). During 2017, 1747 intelligence notes were entered into the Service’s Niche database. Identifying information (where a subject’s surname and given name were both recorded), was collected from 13751 individuals.

1 This count may include names where multiple spellings of the surnames and/or given names may have been recorded. As the information has not been altered, this may result in the same individuals being counted multiple times despite being the same individual. The final count may be more or less than what has been reported.

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Report: 2018-028

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By age group, the intelligence notes were categorized as follows:

Age Total 0-9 3

10 - 19 108 20-29 556 30-39 498 40-49 271 50-59 123 60-69 34 70-79 2 80+ 1 Null 151 Total 1747

By race, the intelligence notes were categorized as follows:

Perceived Race Total Aboriginal 21

Arab 28 Black 160

Chinese 4 Filipino 4

Japanese 0 Korean 4

Latin American 27 South Asian 20

Southeast Asian 15 West Asian 10

White 1286 Multiple Ethnicity 2

Visible Minority, Not Included 25 Not Specified 141

Total 1747 In 2017, 71.7% of the intelligence notes completed were with perceived males and 24.1% were with perceived females. The remaining 4.2% of intelligence notes did not indicate a perceived gender. By zone, WS6 recorded the highest amount of intelligence notes at 93 for the year (map attached for reference). This was followed closely by zone WN3 at 91 and WN2 at 87. 106 intelligences notes were recorded in Core zones. Rural zones recorded 26 notes, with the highest in zone WR2. By division, North recorded the highest amount of notes at 374 (35%) followed by South at 342 (32%), and then Central at 284 (26%). 72 (7%) of the intelligence notes did not record any zonal information. A number of data integrity and data verification issues were identified during the first quarter of the regulated interactions review. This resulted in a subsequent review of

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Report: 2018-028

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intelligence notes being completed for the first quarter to determine if these issues existed with intelligence notes data as well. Similar issues of data integrity were identified and since that time, the Intelligence Analyst within the Intelligence Branch has been reviewing each intelligence note for quality control purposes. As is being done with regulated interactions, any incorrect intelligence notes are also being rejected and are re-submitted once corrections have been made. Strategic Business Plan: A annual review of intelligence notes and the subsequent reporting of findings are in alignment with legislative requirements as well as with the Service’s Core Value of Accountability. Financial Implications: Nil Attachments:

• Map of WRPS Zones Prepared By: Jennifer Davis, Inspector, Strategic Services Branch Approved By: Bryan M. Larkin, Chief of Police

089

Report: 2018-028

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090

Report: 2018-029

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STRATEGIC SERVICES BRANCH

To: The Chair and Members of the Waterloo Regional Police Services Board Date: February 21, 2018 Subject: Regulated Interactions – 2017 Q4 and Annual Review Recommendation: For Information Summary: Service Procedure requires that a review be conducted at least quarterly of the entire regulated interaction database. The purpose of this review is to determine whether it appears that Sections 5 (limitations on collection of information), 6 (duties to inform of rights and reasons before collecting, with exceptions) or 7 (document for individual – with exceptions) of Ontario Regulation 58/16- Collection of Identifying Information in Certain Circumstances-Prohibitions and Duties, were complied with. This report provides the findings of the review for the fourth quarter and annual review of 2017. Report: A regulated interaction is the interaction and documentation of such by an officer regarding an attempt to collect identifying information about an individual from the individual by asking the individual. During the fourth quarter of 2017, three regulated interactions were entered into the Service’s Niche database. There were 43 regulated interactions where identifying information was collected in 2017. By way of comparison, 263 intelligence notes were entered into the database in the fourth quarter. In 2017, there were a total of 1747 intelligence notes. An intelligence note is the documentation of officer observations or information of person(s) and/or activities for the purpose of intelligence gathering and crime prevention where there is no interaction with the person, the interaction with the person was first lawful where an unrelated passive observation is made and warrants recording for intelligence purposes, or the identifying information is derived from a third party source or already known by the officer (WRPS Regulated Interactions and Intelligence Notes Procedure, 2017).

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Report: 2018-029

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By age group, the regulated interactions were categorized as follows:

Q4 Total 0-9 0 0

10 - 19 0 1 20-29 2 18 30-39 0 17 40-49 1 5 50-59 0 2 60-69 0 0 70-79 0 0 80+ 0 0

Total 3 43 By race, the regulated interactions were categorized as follows:

Perceived Race Q4 Total Aboriginal 0 0

Arab 0 4 Black 0 6

Chinese 0 0 Filipino 0 0

Japanese 0 0 Korean 0 0

Latin American 0 1 South Asian 0 0

Southeast Asian 0 2 West Asian 1 2

White 2 28 Multiple Ethnicity 0 0

Visible Minority, Not Included 0 0 Not Specified 0 0

Total 3 43 For the fourth quarter, 100% of the regulated interactions were with perceived males. In 2017, 72% of the regulated interactions were with perceived males and 28% were with perceived females overall. The regulated interactions of the fourth quarter of 2017 were spread across three Neighbourhood Policing patrol zones (WN6, WR2 and WS6). In 2017, regulated interactions were conduced in 14 zones, with the highest at 10 in WN3. By division, North had the highest with 20 regulated interactions. Central had 9 and South had two. For the fourth quarter, the review found that 100% of the regulated interactions entered into the database captured all the required information under Sections 5-7 of the Regulation, including information that was redundantly entered. Accounting for any updates made throughout the entire year, 93% of the regulated interactions captured all the information required.

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A number of data integrity and data verification issues were identified during the review (specifically the first quarter). Since that time, the Intelligence Analyst within the Intelligence Branch has been reviewing each regulated interaction for quality control purposes. Incorrect regulated interactions are rejected and are re-submitted once corrections have been made. Strategic Business Plan: A quarterly review of regulated interactions and the subsequent reporting of findings exceeds legislative requirements and aligns with the Service’s Core Value of Accountability. Financial Implications: Nil Attachments:

• Map of WRPS Zones Prepared By: Jen Davis, Inspector, Strategic Services Branch Approved By: Bryan M. Larkin, Chief of Police

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094

Report: 2018-037

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PROFESSIONAL DEVELOPMENT BRANCH Training and Education

TO: The Chair and Members of the Waterloo Regional Police Services Board DATE: February 21, 2018 SUBJECT: 2017 Suspect Apprehension Pursuits Recommendation: This report is for informational purposes only. Summary: In 2017, 42 Suspect Apprehension Pursuit Reports were filed (*One report will be filed upon completion of ongoing S.I.U. Investigation). For analysis and comparison, please see the following report. Report: This chart depicts the overall number of traffic stops, fail to stops and pursuits for 2016 and 2017:

While there was a substantial increase in the amount of pursuits initiated in 2017 over 2016 overall, if you consider the number of times a subject failed to stop for police, officers actually initiated fewer pursuits by percentage. Meaning officers engaged in a pursuit 35% of the time that a subject failed to stop in 2017 while in 2016 they engaged in a pursuit 49% of the time. There were 136% more instances of subjects failing to stop in 2017 over 2016. It is difficult to assess why there has been such a dramatic increase in subjects failing to stop for the police. Officers chose not to pursue 65% of the time they were confronted with a suspect failing to stop in 2017 vs. 59% of the time in 2016.

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This chart depicts the reasons pursuits were initiated and the charges resulting from pursuits where subjects were eventually arrested and/or identified:

Oversight Every time an officer encounters a subject who fails to stop for them, they must start a fail to stop occurrence number which automatically triggers a mandatory fail to stop report. This report is filled out by the officer and must be approved by their immediate supervisor and the senior officer in charge of their respective division to ensure that all procedural requirements have been adhered to. From there, the fail to stop reports are forwarded to the Training and Education Unit for further review and statistical analysis to ensure there are no procedural breaches or training requirements arising from the incident. It should be noted based on the chart above that initiating a pursuit for a Highway Traffic Act Offence is only permitted to identify the motor vehicle and/or any occupant therein, and then must be discontinued immediately. This occurred in all but two instances which were found to be in contravention of our procedure and the officers involved were counselled and documented to prevent a reoccurrence. Reasons pursuits were terminated:

• Discontinued by police (involved officers and/or supervisors) - 33 • Suspect stopped voluntarily - 5 • Ended due to mechanical failure of the suspect vehicle - 2 • Officers using termination methods (rolling block, tandem stop, pin) - 3

Collisions: In 2017, 12 collisions occurred in relation to Suspect Apprehension pursuits compared to 0 in 2016:

• One pursuit ended in a collision that resulted in the death of both occupants in the

suspect vehicle (S.I.U. investigation is ongoing).

• One pursuit ended in a collision in which two uninvolved citizens suffered serious injuries.

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• Seven of the collisions were very minor in nature and were caused by a WRPS

vehicle coming into intentional contact with a subject vehicle in order to “pin” or “block” in the subject vehicle.

Trends and Initiatives: In 62% of the initiated pursuits in 2017, the officers involved discontinued the pursuit themselves showing a heightened awareness of public safety and procedure as a priority. Pursuit refresher training was provided to sworn members and communicators through e-learning in 2017. A new practical component “Suspect Apprehension Pursuit Alternatives” was provided for frontline officers and communicators in 2017 and has already had a positive impact. This Chart Depicts Suspect Apprehension Pursuits year-to-year (2012-2017) These charts indicate the ages and genders of drivers involved in pursuits in 2017:

Gender Number Percentage Unknown 13 30.2%

Male 25 58.1% Female 5 11.6%

Strategic Business Plan: The information contained within is part of the annual reporting to the community and contains a summary of all the information collected for 2017. Open and accountable reporting to the community is an integral part of our business planning process.

Year Number of Suspect Apprehension Pursuits 2012 38 2013 19 2014 24 2015 11 2016 21 2017 43

Age Range Number Percentage Unknown 14 32.5%

12-15 0 - 16-17 1 2.3% 18-25 7 16% 26-35 16 37.2% 36-45 2 4.6% 46-55 2 4.6% 56+ 1 2.3%

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Financial Implications: Nil Attachments: Nil Prepared By: Sergeant Ed Jermol, Training and Education, Professional Development Branch Approved By: Kevin Chalk, Deputy Chief, Administration and Member Services Bryan M. Larkin, Chief of Police

098

Report: 2018-038

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TO: The Chair and Members of the Waterloo Regional Police Services Board DATE: February 21, 2018 SUBJECT: 2017 Annual Report on Collisions Involving Service Vehicles Recommendation: This report is for informational purposes only. Summary: In 2017, there were 66 Waterloo Regional Police Service vehicles involved in motor vehicle collisions, compared to 59 in 2016. For analysis and comparison, please see the following report. Report: In 2017, Waterloo Regional Police Service vehicles were involved in 66 collisions. 56 of these collisions involved Patrol vehicles; two were Special Response Unit vehicles; two were Canine vehicles; two Forensic Identification vehicles; and four were Detective vehicles. The 5 year average for collisions involving service vehicles is 91, broken down as follows:

Year

Number of Collisions

2012 102 2013 117 2014 97 2015 80 2016 59

Two collisions resulted in minor injuries (involved WRPS members were not-at-fault in these cases). WRPS Members were deemed to be at fault in 41% of the 2017 collisions, compared to being at fault in 70% of the 2016 collisions.

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Members were charged under the Ontario Highway Traffic Act in three of 2017 collisions, compared to five in 2016. Of the 27 collisions where members were at fault in 2017, 21 occurred on private property therefore the Highway Traffic Act did not apply, three resulted in the officer being charged under the Highway Traffic Act and three were reviewed with a provincial prosecutor who recommended no charges due to the minor nature of the collision. Break down of officers’ action at time of collision for at fault collisions: Action Number Percentage Reversing (roadway) 1 3 Roadside object 3 11 Hit object in Parking lot 16

(9 while reversing)

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Rear-ended other vehicle 3 11 Curb 2 7 Changing lanes 2 7 Break down of driving action for all collisions involving service vehicles:

*(4 of these 10 were the result of preventing a Suspect Apprehension Pursuit- Tandem Stop, Rolling blocks, Pin). Initiatives: The Waterloo Regional Police Service is committed to strengthening public safety and the safety of all members. Starting in January 2017, all new recruits receive enhanced driver training: “Drive for Life” (simulator training) and “On the Road to Safety” awareness training. Suspect Apprehension Pursuit Alternatives practical training was provided to frontline members/communicators to compliment the e-learning Suspect Apprehension Pursuit

Mode

Number of Collisions

Percentage

(approx.) Parked 7 10 Stopped 12 18 Reversing 10 15 Destination Driving (to calls etc.)

22 33

Suspect Apprehension Pursuits

5 8

Subject Stop 10*

15

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training mandatory for all sworn members and communicators. As of December 2017, the Safe Driving Committee has reconvened and will promote safe driving awareness to all members as part of the effort to enhance the organizational culture of safety. Strategic Business Plan: The information contained within is part of the annual reporting to the community and contains a summary of all the information collected for 2017. Open and accountable reporting to the community is an integral part of our business planning process. Financial Implications: Cruiser Damage Reports estimate $94,454.00. Attachments: Nil Prepared By: Sergeant Ed Jermol, Training and Education Approved By: Deputy Chief Kevin Chalk, Administration and Member Services\ Bryan M. Larkin, Chief of Police

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Report: 2018-019

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PROFESSIONAL STANDARDS Chief’s Complaints and Public Complaints To: The Chair and Members of the Waterloo Regional Police Services Board Date: February 21, 2018 Subject: Annual Report: 2017 Chief and Public Complaint Statistics Recommendation: For Information. Summary: Pursuant to the Provincial Adequacy Standards legislation and Waterloo Regional Police Service policy, it is the responsibility of the Police Service to provide an annual report to the Board on complaints. This report contains a summary of Chief’s Complaints (including red light infractions), Public Complaints and dispositions for the period of January 1 to December 31, 2017. The total number of complaints of all types increased from the same period last year, from a total of 66 in 2016 to 94 in 2017. The number of contacts (concerns brought forward by the public that did not reach complaint level) decreased from 96 to 58. Complaints which were submitted to the Office of the Independent Police Review Director (OIPRD) which they decided would not be investigated for such reasons as frivolous, vexatious, not in the public interest, etc., decreased from 52 to 35. Analysis:

Chief’s Complaints- Chief’s Complaints regarding Red Light Infractions are at 10 in 2017, which is down from 14 in 2016 but in line with the four year average which is 9.5.

Chief’s Complaints excluding Red Light Infractions are at 17 for 2017 which is more than double the number reported for 2016 which was eight. However, the number is not significantly out of the range of the four year average for this type of Chief’s complaint which is 15. In the last half of 2017 there were four sexual assault allegations made against officers that were referred to the SIU who is still investigating them at the writing of this report. Those four allegations

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automatically instigate Chief’s complaints which accounts for some of the increase that is out of the norm of what is historically observed.

Public Complaints (OIPRD) – Public Complaints saw a substantial increase in 2017 at 67 compared to 44 in 2016. Even when looking at the four year average which is 52, we are about 15 over the average.

One potential explanation may be the decrease in the rates at which the OIPRD screened complaints out in 2017. In 2016 the OIPRD screened out just over 54% of all complaints received against the WRPS. However, in 2017 they only screened out just over 34% of all complaints received. If you factor in total complaints received whether screened out or in, the total numbers for 2017 are 102 compared to 96 in 2016.

The increase in public complaints can also be attributed to OIPRD attempting to resolve complaints by way of mediation or customer service resolution, however, if that method fails, the OIPRD often screens the complaint in as a formal complaint. The Service also saw an increase in the number of OIPRD complaints assigned to our Service for investigation involving another police service.

While there is no way in which to accurately quantify the number of contacts members of the Service have with community members, many of which are in trying circumstances, the number is in the millions. This helps put the number of complaints in context and paints a picture of a well-disciplined and professional workplace. Report:

Public Complaints and Chief’s Complaints January 1, 2017 to December 31, 2017

1. DEFINITIONS

a. Chief’s Complaint – Chief’s Complaints cover all scenarios where potential misconduct

comes to the attention of the Chief of Police outside of the Office of the Independent Police Review Director (OIPRD) process. In some cases, a complainant will advise the Service of a complaint, but may be unwilling to pursue their complaint with the OIPRD. In such cases, the complaint is reviewed and a Chief’s Complaint may be initiated.

b. Public Complaint – The Office of the Independent Police Review Director (OIPRD)

is an independent civilian body tasked with the intake, classification and investigation of public complaints against police officers in Ontario. The OIPRD receives and reviews all complaints from the public to determine whether they are policy, service or conduct complaints and makes decisions on whether the complaints will be accepted and merit further investigation. Once accepted, the OIPRD may assign the involved Service to investigate (in most cases), or alternatively, they can assign their own

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investigators or an outside Police Service to investigate. c. Screened out Public Complaints - OIPRD has the option of “screening out” formal

complaints. Public Complaints may be screened out if it is more than six months since the date of the incident, the Director feels it is better dealt with under another act or the complaint is frivolous in nature.

d. Customer Service Resolution - The OIPRD’s Customer Service Resolution (CSR)

program provides an opportunity for complainants and respondent officers to voluntarily resolve complaints before they are formally screened under the Police Services Act. CSR is an option for less serious complaints, i.e. incivility, miscommunication, aggression. It is a confidential process where the parties exchange perspectives to understand what happened, discuss their concerns and take an active part in resolving the issues.

e. Local Resolution (OIPRD) – The complainant initiates their concerns directly with

the Service (after having been informed of options with the OIPRD) and an agreement on how to resolve the concerns locally is entered into. If an agreement is reached, a Local Resolution Agreement is executed and filed with the OIPRD. This averts a formal Public Complaint.

f. Enhanced Mediation Program (OIPRD) -- OIPRD will recommend a complaint for

informal resolution via the Enhanced Mediation Program after the complaint has been screened in for investigation, but before the start of the investigation. The EMP will proceed once consent from the complainant and respondent officer is received.

g. Contact Sheets – Contact Sheets are a discussion or exchange with a potential

complainant who, after being informed of local complaint and public complaint options, wishes only to express a concern, seek explanation and/or information or discuss a customer service issue.

h. Police Services Act Hearing - Refers to misconduct which the Chief of Police

deems to be serious in nature and a hearing is warranted. The OIPRD can also direct a Police Services Act Hearing be held at the conclusion of an OIPRD investigation.

i. Informal Resolution - A form of resolution with respect to Chief’s Complaints and Public

Complaints (deemed less serious), which may include PSA reprimands, forfeiture of hours, a discussion with the officer and complainant, facilitating an apology from the officer, additional training, counselling or referring the matter to Alternative Dispute Resolution.

j. Otherwise Resolved - Chief’s Complaints and Public Complaints that are found to

be unsubstantiated in which a final report is completed or the complaint itself was withdrawn or abandoned.

k. PSA Reprimand / Performance Tracking - A written documentation for less serious

misconduct.

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l. Disposition Without a Hearing - Refers to complaints in which a Notice of Hearing

was issued, however the matter was resolved prior to a formal hearing. It can be resolved by way of a reprimand, forfeiture of hours, training, counseling, etc. This also refers to complaints where an Informal Resolution of the matter is attempted, but not achieved, resulting in the imposition of a penalty by the Chief of Police.

2. CHIEF’S COMPLAINTS

Chief’s Complaints 2017 2016 2015

Chief’s Complaints 17 8 13 Chief’s Complaints – Red Light Infractions 10 14 6

Total Chief’s Complaints 27 22 19

Status of Chief’s Complaints 2017 2016 2015

Substantiated 12 14 10 Unsubstantiated 5 0 1 Under Investigation 10 8 8

Total Status re: Chief’s Complaints 27 22 19 The table below, “Allegations by Type of Misconduct”, identifies all allegations for each Chief’s Complaint as it relates to the total number of completed investigations. Complaints frequently include multiple allegations.

Allegations by Type of Misconduct

2017 2016 2015 Deceit 0 2 0 Discreditable Conduct 17 14 7 Insubordination 3 1 3 Neglect of Duty 4 1 2

Total Allegations re Chief’s Complaints 24 18 12

The table below, “Dispositions”, identifies the disposition of completed Chief’s Complaints.

Dispositions

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2017 2016 2015 Police Services Act Hearing 1 1 0 Informal Resolution 11 10 10 Otherwise Resolved (i.e. unsubstantiated, withdrawn, no jurisdiction) 5 2 1

Performance Tracking 1 2 0

Disposition Without a Hearing 0 0 0 Total Dispositions re Chief’s Complaints (Total does not include PSA Hearings) 17 15 11

4. PUBLIC COMPLAINTS (OIPRD)

Types of Public Complaints

2017 2016 2015

Conduct 46 36 44

Policy/Service 1 3 1

Customer Service Resolution 10 5 5

Enhanced Mediation Program 10 N/A N/A

Local Resolution 0 0 1 Total Public Complaints 67 44 51

Note: Included in the conduct complaints, one (1) investigation was retained by OIPRD and one (1) investigation was assigned to Guelph Police Service for investigation; WRPS was assign five (5) investigations involving other Police Services (Woodstock, Guelph, Stratford (2), and London).

Status of Public Complaints 2017 2016 2015 Substantiated (re Conduct or Policy Service) 0 3 1 Unsubstantiated (re Conduct or Policy Service) 32 25 30 Terminated (re CSR, Mediation or Local Resolution) 12 2 3 Resolved (re CSR, Mediation or Local Resolution) 5 3 3 Under Investigation 18 8 1

Total Status 67 41 38

The table below, “Allegations by Type of Misconduct”, identifies all misconduct allegations for each Public Complaint (conduct only) as it relates to the total number of completed investigations. Complaints frequently include multiple allegations.

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Allegations by Type of Misconduct 2017 2016 2015

Corrupt Practice 1 4 0 Discreditable Conduct 58 26 36 Insubordination 0 1 4 Neglect of Duty 44 12 6 Unlawful or Unnecessary Exercise of Authority 11 24 24 Total Allegations 114 67 70

Dispositions

2017 2016 2015 Police Services Act Hearing 0 2 0 Informal Resolution Agreement (OIPRD) 6 3 0 Informal Resolution (PSA) 0 2 0 *Otherwise Resolved 25 22 30 Performance Tracking 0 0 0 Disposition Without a Hearing 0 1 1

**Total Dispositions 31 28 31 *Otherwise Resolved includes investigative reports (unsubstantiated), withdrawn, no jurisdiction.

**Total Dispositions do not include Police Service Act Hearings, Customer Service

Resolutions, Policy/Service Complaints, Enhanced Mediation Program or Local Resolutions.

At the completion of an OIPRD investigation, the Complainant has the option of requesting OIPRD to review the investigation. Complaints retained by OIPRD for investigation are not eligible for a review.

OIPRD Reviews 2017 2016 2015

Decisions Upheld by OIPRD 0 5 3 Decisions Overturned by OIPRD 0 0 1 Reviews Outstanding 2 1 0 Total OIPRD Reviews 2 6 4

Contact Sheets and Screened Out OIPRD Complaints

2017 2016 2015

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Contact Sheets 58 96 119 Screened Out OIPRD Complaints 35 52 52 Total Contact Sheets 93 148 171

5. POLICE SERVICES ACT HEARINGS Outstanding Police Services Act Hearings currently scheduled as of December 31, 2017, are:

a. Resulting from a Chief’s Complaint commenced in 2010 – 1 b. Resulting from a Chief’s Complaint commenced in 2014 – 1 c. Resulting from a Chief’s Complaint commenced in 2016 – 2 d. Resulting from a Chief’s Complaint commenced in 2017 – 1

Strategic Business Plan: The Professional Standards Branch strives to advance organizational accountability, integrity and respect by supporting the maintenance of a disciplined, professional and ethical workplace. By conducting thorough investigations and reviews of police policies and procedures, we instill community confidence and trust through our effective management of public and internal complaints. Financial Implications: Nil Attachments: Nil Prepared By: Inspector Eugene Fenton Approved By: Kevin Chalk, Deputy Chief Bryan M. Larkin, Chief of Police

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EXECUTIVE OFFICE Deputy Chief To: The Chair and Members of the Waterloo Regional Police Services Board Date: February 21, 2018 Subject: Annual Report: 2017 Letters Of Appreciation Statistics Recommendation: For Information. Report: The Waterloo Regional Police Service received an approximate total of 171 letters and e-mails expressing appreciation during the year 2017: 102 from organizations (including other police agencies) and 69 from individuals. The total letters of appreciation are lower than in previous years. In 2016, the Service received 178 letters and e-mails from the community. There has been a noticeable increase in accolades and positive messages of appreciation from members of the community via social media, ie: twitter/facebook. In addition, the WRPS website allows members of the community to provide compliments through an online portal directly to Office of the Chief of Police. Strategic Business Plan: To recognize our members and promote effective partnerships within our community as we strive to achieve excellence in every aspect of policing. Financial Implications: Nil. Attachments:

• 20 Samples from the 171 Letters and E-mails Prepared By: Kevin Chalk, Deputy Chief, Administration and Member Services Approved By: Bryan M. Larkin, Chief of Police

109

110

111

112

113

114

115

116

117

118

119

120

121

122

123

124

125

126

127

128

129

130

131

132

133

134

135

Time (AM) Calls Offered

Service Level

12:00 - 12:30 192 85.9%

12:30 - 1:00 168 88.1%

1:00 - 1:30 171 82.5%

1:30 - 2:00 134 88.8%

2:00 - 2:30 157 90.4%

2:30 - 3:00 125 80.8%

3:00 - 3:30 128 83.6%

3:30 - 4:00 107 90.7%

4:00 - 4:30 63 92.1%

4:30 - 5:00 77 93.5%

5:00 - 5:30 81 91.4%

5:30 - 6:00 92 76.1%

6:00 - 6:30 86 86.0%

6:30 - 7:00 125 84.0%

7:00 - 7:30 139 84.9%

7:30 - 8:00 172 82.6%

8:00 - 8:30 190 82.1%

8:30 - 9:00 216 82.9%

9:00 - 9:30 245 80.4%

9:30 - 10:00 218 73.9%

10:00 - 10:30 256 80.5%

10:30 - 11:00 249 81.5%

11:00 - 11:30 233 73.8%

11:30 - 12:00 252 79.8%

Time (PM) Calls Offered

Service Level

12:00 - 12:30 299 76.9%

12:30 - 1:00 256 79.7%

1:00 - 1:30 255 83.1%

1:30 - 2:00 280 78.6%

2:00 - 2:30 281 74.7%

2:30 - 3:00 309 83.8%

3:00 - 3:30 330 79.7%

3:30 - 4:00 316 72.2%

4:00 - 4:30 349 78.5%

4:30 - 5:00 339 75.8%

5:00 - 5:30 361 78.9%

5:30 - 6:00 355 82.3%

6:00 - 6:30 303 80.9%

6:30 - 7:00 300 80.3%

7:00 - 7:30 335 81.8%

7:30 - 8:00 272 81.6%

8:00 - 8:30 245 79.6%

8:30 - 9:00 266 81.6%

9:00 - 9:30 235 81.3%

9:30 - 10:00 220 82.3%

10:00 - 10:30 222 80.2%

10:30 - 11:00 208 85.1%

11:00 - 11:30 195 87.7%

11:30 - 12:00 186 89.8%

Date: Oct 2017

Legend

Above Average ( >= 90% )

Average ( >= 75% and < 90% )

Below Average ( < 75% )

Emergency 911 Service Level

Operational Support Communications


136


Service Level

12:00 - 12:30 170 84.7%

12:30 - 1:00 125 89.6%

1:00 - 1:30 142 83.8%

1:30 - 2:00 123 91.1%

2:00 - 2:30 128 82.8%

2:30 - 3:00 120 85.0%

3:00 - 3:30 118 89.8%

3:30 - 4:00 114 88.6%

4:00 - 4:30 91 87.9%

4:30 - 5:00 80 88.8%

5:00 - 5:30 66 87.9%

5:30 - 6:00 84 85.7%

6:00 - 6:30 98 90.8%

6:30 - 7:00 126 87.3%

7:00 - 7:30 158 88.0%

7:30 - 8:00 162 84.0%

8:00 - 8:30 178 80.3%

8:30 - 9:00 210 81.9%

9:00 - 9:30 216 80.6%

9:30 - 10:00 209 75.6%

10:00 - 10:30 213 75.6%

10:30 - 11:00 224 80.4%

11:00 - 11:30 259 78.0%

11:30 - 12:00 271 74.9%


Service Level

12:00 - 12:30 242 74.4%

12:30 - 1:00 258 77.5%

1:00 - 1:30 321 75.7%

1:30 - 2:00 253 78.3%

2:00 - 2:30 271 81.2%

2:30 - 3:00 309 87.4%

3:00 - 3:30 283 88.0%

3:30 - 4:00 304 83.2%

4:00 - 4:30 310 85.8%

4:30 - 5:00 310 80.3%

5:00 - 5:30 314 81.5%

5:30 - 6:00 341 83.9%

6:00 - 6:30 318 77.7%

6:30 - 7:00 368 75.3%

7:00 - 7:30 278 82.4%

7:30 - 8:00 298 82.2%

8:00 - 8:30 255 82.0%

8:30 - 9:00 260 84.2%

9:00 - 9:30 208 79.8%

9:30 - 10:00 237 82.7%

10:00 - 10:30 229 81.2%

10:30 - 11:00 179 86.6%

11:00 - 11:30 197 89.3%

11:30 - 12:00 201 90.0%

Date: Nov 2017

Legend


Average ( >= 75% and < 90% )





137


Service Level

12:00 - 12:30 191 91.1%

12:30 - 1:00 177 92.7%

1:00 - 1:30 159 84.9%

1:30 - 2:00 154 85.7%

2:00 - 2:30 140 90.7%

2:30 - 3:00 128 88.3%

3:00 - 3:30 136 87.5%

3:30 - 4:00 104 82.7%

4:00 - 4:30 102 89.2%

4:30 - 5:00 83 86.7%

5:00 - 5:30 78 92.3%

5:30 - 6:00 88 86.4%

6:00 - 6:30 98 84.7%

6:30 - 7:00 120 89.2%

7:00 - 7:30 141 90.8%

7:30 - 8:00 155 87.1%

8:00 - 8:30 165 88.5%

8:30 - 9:00 166 83.1%

9:00 - 9:30 209 82.3%

9:30 - 10:00 241 82.6%

10:00 - 10:30 219 82.6%

10:30 - 11:00 251 82.1%

11:00 - 11:30 267 74.9%

11:30 - 12:00 246 83.7%


Service Level

12:00 - 12:30 273 78.8%

12:30 - 1:00 292 84.6%

1:00 - 1:30 308 83.1%

1:30 - 2:00 304 84.2%

2:00 - 2:30 276 82.6%

2:30 - 3:00 310 84.5%

3:00 - 3:30 302 85.8%

3:30 - 4:00 306 84.0%

4:00 - 4:30 310 80.0%

4:30 - 5:00 318 82.1%

5:00 - 5:30 305 82.3%

5:30 - 6:00 381 85.6%

6:00 - 6:30 315 81.0%

6:30 - 7:00 275 85.1%

7:00 - 7:30 299 85.6%

7:30 - 8:00 270 88.5%

8:00 - 8:30 297 85.5%

8:30 - 9:00 267 85.0%

9:00 - 9:30 275 84.7%

9:30 - 10:00 221 85.5%

10:00 - 10:30 213 90.1%

10:30 - 11:00 221 83.7%

11:00 - 11:30 228 91.7%

11:30 - 12:00 212 90.6%

Date: Dec 2017

Legend


Average ( >= 75% and < 90% )





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HEADQUARTERS Legal Services To: The Chair and Members of the Waterloo Regional Police Services Board Date: February 21, 2018 Subject: Public Safety Unit Mutual Shared Services Agreement with The

Regional Municipality of Peel Police Services Board Recommendation: That the Board enter into a mutual Shared Services Agreement with The Regional Municipality of Peel Police Services Board (“Peel”) regarding call out and deployment of the Public Safety Unit of each Service; and further That the Chief of Police be authorized to execute the Agreement, subject to the satisfaction of the Board’s solicitor. Report: Subsection 18(2) of Ont. Reg. 3/99 of Police Services Act, entitled “Adequacy and Effectiveness of Police Services”, provides that two Boards may agree that one Board will provide “Public Order Maintenance” (also known as “Public Safety Unit” or “PSU” or “Crowd Management Unit”) policing services to another Service or on a combined or regional or co-operative basis.

The Board/Service already has and has had various mutual shared services agreements with other Police Services, including but not limited to:

• Public Safety Units/crowd management and public order services with Hamilton, Halton, Niagara, Brantford, Guelph and Stratford (2004);

• Call out of “tactical units” with Hamilton, Niagara, Halton, Brantford and Guelph (2000);

• Emergency Response (tactical, hostage rescue, explosive forced entry)/Public Order Maintenance/Technical Investigative Assistance (Part VI interceptions, tracking warrants, etc.)/Investigative Services (forensic identification, polygraph, traffic) with Woodstock, Stratford, Brantford and Guelph; and

• Canine services with Guelph. The Agreement with Peel will provide for the assessment, deployment and inter-Service cooperation regarding our respective Public Safety Units. This will allow for an

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"\"Insert DOCS Number ie., DOCS #69587\"" Page 2 of 2

additional option when large events or protests require multiple Public Safety Units to be available and/or deployed. The Agreement also will provide for the processes by which a request is made by the “Requesting Service” and the approval and supply by the “Providing Service” – all of which is in the exclusive discretion of the respective Chiefs of Police or their authorized delegate and subject to any operational protocols or Procedures of their Service. The Agreement will set out training and standard equipment details. As well, it will provide for: reimbursement for any damage to the Providing Service’s equipment; indemnification of the Providing Service from the Requesting Service except to the extent that such liability was caused, or contributed to, by the negligence or willful act or omission of an employee, servant or agent of the Board of the Providing Service; and, cooperation in the defence of third party claims. Subject to agreement from Peel, it is requested that the Agreement be executed by the Chief of Police, as delegated, and subject to the Board’s Solicitor being satisfied with the Agreement. Strategic Business Plan: The proposed contractual arrangement with the Peel Police Service supports our Service’s Core Value of People and Partnerships. Financial Implications: The Agreement will provide for reimbursement for all salary costs (including call out and overtime, if applicable) for Unit members and Commanders, all costs relating to food and lodging (if necessary) and an administrative fee of 7 per cent, plus any applicable taxes. In recognition of the fact that on occasion the sharing of services may result in a “trade-off” of assistance, the Chiefs of Police will have the discretion to set off in-kind services within any given fiscal year to avoid or lessen the requirement for inter-Service billing that would amount to an effective wash; in such case, the Chiefs of Police shall advise their respective Boards. Prepared By: Kevin Thaler, Deputy Chief Gary V. Melanson, Director of Legal Services and Risk Management Approved By: Bryan M. Larkin, Chief of Police

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TO: The Chair and Members of the Waterloo Regional Police Services Board DATE: February 21, 2018 SUBJECT: 2017 Annual Use of Force Statistical Report Recommendation: This report is for informational purposes only. Summary: To monitor use of force within the Waterloo Region Police Service (WRPS), a report has historically been prepared every quarter to track the number of incidents when use of force is required or authorized; to review whether officers are in compliance with use of force legislation and procedure; and to check whether appropriate judgment and de-escalation techniques are utilized. This report is the culmination of all quarterly statistics into one annual report for 2017. The requirement for an officer to submit a Use of Force Report can be found in Appendix B. For greater clarity, every arrest made by Waterloo Regional Police Service officers involves the use of force of some type; the act of handcuffing a person is a use of force. This report details what will be referred to as “Threshold Use of Force Incidents” meaning that these are the incidents that reached the threshold that required the filing of an actual use of force report, criteria again set out in Appendix B. Starting in 2018, the Waterloo Regional Police Service will be reporting on threshold use of force statistics twice a year at the September meeting for an interim six month report and then an annual report at the February meeting in 2019. The 2017 Threshold Use of Force statistics were reviewed and the use of force options used by the officers analyzed. Officers were found to be utilizing good judgment and de-escalation techniques when required or authorized to use force. Officers were also in compliance with use of force legislation and procedures. During 2017, firearm usage by officers was down in comparison to 2016. Conversely,

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2016

Q1 2017 Q2 2017 Q3 2017 Q4 2017 YTD 2017Annual

Statistics

Use of Force Reports and Incidents compared to Occurrences and ArrestsCAD Occurrences1 69,710 75,666 77,812 74,016 297,204 287,525 Arrests1 3,726 3,607 3,837 3,889 15,059 14,385 Use of Force Reports2 62 83 46 76 267 270 Patrol 43 56 34 55 188 203 Team (Special Response)3 10 17 10 15 52 28 Animals 9 10 2 6 27 39 Use of Force Incidents2 51 62 42 60 215 201 Patrol 32 36 30 39 137 135 Team (Special Response)3 10 17 10 15 52 28 Animals 9 9 2 6 26 39

Figure 1

2017

reported use of the Conducted Energy Weapons (CEW) has increased. Report: 1. Police Response

This report analyzes 267 Threshold Use of Force incidents where use of force reports were submitted by WRPS officers between January 1, 2017 and December 31, 2017. Figure 1 below provides a summary of these Use of Force Reports and incidents2.

1 Data provided by WRPS Strategic Services Branch, Planning and Project Management, 2017. 2 Since some incidents require the attendance of more than one officer and each officer must submit their own Use of Force Report, there are more reports than there are incidents. 3 Team Reports represent specialized teams who submit one Use of Force Report for one coordinated incident (e.g., the Emergency Response Unit). In comparison to 2016, there was a 3.4 % increase in calls for service during 2017 and, most relevant to use of force, an increase of 4.7% in arrests made by officers. However, the number of Use of Force Reports submitted by officers has decreased slightly by 1%, meaning less force was required by officers to affect the arrest of an individual. On a quarterly review for the year, Q3 was the lowest reported quarter for Use of Force Reports and incidents. This is likely a reflection of Q3 reports being submitted after the Q3 report was completed and therefore being captured in Q4 instead. Overall, for 2017, no significant trend was identified on a quarterly basis. Team Use of Force Reports/incidents submitted by the Special Response Unit in 2017

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increased significantly going from 28 in 2016 to 52. However, looking at the average number of team reports from 2014 through to 2017, the number was 43 representing a less stark increase. The majority of calls in 2017 involved barricaded people and operational support. The incidents of officers discharging a firearm for the humane destruction of an animal (most often as a result of a motor vehicle collision) have decreased by 33% in comparison to 2016, which is below the five year average of 39 reports/incidents per year. 2. Use of Force Report Analysis When officers were interacting with members of the public in 2017, during 297,178 occurrences (total calls less animal calls), there were 15,059 arrests made. During these arrests, threshold use of force was only required 189 times (Patrol and Team incidents combined), resulting in threshold use of force being required on average every 79 arrests. Figure 2 below illustrates the type of occurrences in 2017 that patrol officers have attended that have resulted in a Use of Force Report being submitted. As would be expected, “Offensive Weapon” calls for service is the highest use of force occurrence reported.

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Figure 3 below identifies that WRPS officers are using force appropriately. In 59% of the cases, the subject was profiled as someone who was capable of causing serious bodily harm or death (SBHD) to any person, the officer, themselves, or a member of the public. Figure 3 Subject Behaviour The Ontario Use of Force Model details appropriate response options based on the perceived behaviour of the subject (refer to Appendix A for further details). 3. Use of Force Options

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Figure 4 summarizes the reported application of each individual use of force option, with the exception of the Conducted Energy Weapon (CEW), which is broken down into further detail in Figure 5.

4 The humane destruction of an animal is not included in these numbers. a. Firearms In comparing handgun use in 2017 to 2016, there has been a significant decrease not only in situations where officers were required to draw their handgun, but also in situations when their firearm was required to be pointed at a person. In 2017, handguns were drawn 42.5% less and pointed 49% less than in 2016. A handgun was only discharged once in 2017, as was the case in 2016. On a quarterly comparison, the Q2 increase can be attributed to three high risk incidents requiring multiple officers to use their handgun during the arrest of an armed subject. A similar trend to the handgun was observed in 2017, with the carbine rifle. Officers deployed (i.e., weapon was observed by the public in the hands of the officer) their carbine 19% less and pointed the carbine at a person 75% less than in 2016. b. Oleoresin Capsicum (OC)

Another trend identified in the application of force is the lack of OC being administered. There has not been one application in 2017, which is reflected in the increased use of the CEW as an intermediate weapon of choice instead.

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2016

Q1 2017 Q2 2017 Q3 2017 Q4 2017 YTD 2017Annual

Statistics

Conducted Energy Weapons (CEW)Drawn only 1 8 8 1 18 11Pointed only 18 23 11 31 83 41Arc displayed 0 0 1 1 2 2Deployed probes 9 9 6 8 32 26Drive stun 2 3 0 0 5 4Total 140 84

2017

Figure 5

c. Baton A slight decrease in the use of the baton was noted in 2017. However, overall, there were only two reported incidents in which a baton was required to be used by an officer to affect an arrest of a person, in comparison to three in 2016. d. Conducted Energy Weapon Figure 5 summarizes the CEW usage when an officer is confronted with assaultive or serious bodily harm or death behaviour.

The WRPS Professional Development Branch –Training and Education Unit has made significant strides in training all frontline officers on the use of the CEW (approximately 550 officers trained to date). There are approximately 20 officers who remain to be trained in 2018. As was expected, with the greater number of officers trained in and carrying CEW’s, the use of this option has increased by 67%, in comparison to 2016. The use of the CEW is often a means to de-escalate a situation and negating the need to use other more potentially dangerous use of force options. This in part has contributed to the reduction in the number of reported incidents in which officers used their firearms. Analysis of the 2017 Use of Force reports shows that, after an officer profiles a subject as displaying assaultive or SBHD behaviour, there is a significant increase in subject compliance once the officer either draws or points the CEW at the subject. CEW probes are only deployed approximately 23% of the time to gain subject compliance.

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Figure 6 is an illustration of the effectiveness of the CEW when dealing with persons displaying assaultive and SBHD behaviour. Whether the CEW is drawn, pointed, visually displayed (arcing), probes are deployed, or a drive stun is issued, the CEW has been effective 89% of the time in gaining compliance from a subject.

4. Injuries During the Application of Force

In 2017, there has been one minor injury to an officer (scraped throat and knee) and six minor injuries to the subjects (scrapes and minor cuts) against whom force was applied. Strategic Business Plan: Consistent with our values of continuous improvement and accountability, we believe in striving to achieve excellence in every aspect of policing. The effective use of force applications by WRPS officers is a testament to how the Training and Education Unit is offering the tools and training to facilitate a high standard of public service and to support a safe community. Financial Implications: Nil Attachments:

• Appendix A: Use of Force Framework • Appendix B: Use of Force Report Requirement

Prepared By: Sergeant Greg Hibbard, Training and Education, Professional Development Branch

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Approved By: Kevin Chalk, Deputy Chief, Administration and Member Services Bryan M. Larkin, Chief of Police

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Appendix A

Use of Force Framework The Ontario Use of Force Model is a graphical representation of the various elements involved in the process by which a police officer assesses a situation and acts in a reasonable manner to ensure officer and public safety. The Model assists officers and the public to understand why and in what manner an officer may respond with force.

In 2017, Use of Force Reports have been received from officers dealing with subjects they have profiled as:

• Active Resistant • Assaultive; and • Serious Bodily Harm or Death

Use of Force Options available to officers fall into the following categories: Physical Control:

• Soft (joint manipulation) • Hard (Strikes, i.e. punches/kicks)

Intermediate Weapons: • Oleoresin Capsicum (OC) • Baton • CEW • Arwen (ERU)

Lethal Force: • Pistol • Carbine

In addition to Officer Presence and Communication, officers may respond with the following force options based on the behaviour: Active Resistant: Physical Control Soft/Hard, Intermediate Weapon Assaultive: Physical Control Soft/Hard, Intermediate Weapon Serious Bodily Harm or Death: Physical Control Soft/Hard, Intermediate Weapon, Lethal Force

Active Resistant: The subject uses non-assaultive physical action to resist, or while resisting an officer’s lawful direction. Examples would include pulling away to prevent or escape control, or overt movements such as walking toward, or away from an officer. Running away is another example of active resistant.

Assaultive: The subject attempts to apply, or applies force to any person; attempts or threatens by an act or gesture, to apply force to another person, if he/she has, or causes that person to believe upon reasonable grounds that he/she has, present ability to effect his/her purpose.

Serious Bodily Harm or Death: The subject exhibits actions that the officer reasonably believes are intended to, or likely to cause serious bodily harm or death to any person.

The use of Lethal Force is a last resort.

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Appendix B Use of Force Report Requirement Police Services Act, R.R.O. 1990, Regulation 926 states: 14.5(1) A member of a police force shall submit a report whenever the member,

a) draws a handgun in the presence of a member of the public, excluding a member of the police force who is on duty, points a firearm at a person or discharges a firearm; b) uses a weapon other than a firearm on another person; or c) uses physical force on another person that results in an injury requiring medical attention.

WRPS Use of Force Procedure, Q. Use of Force Reporting – Members. In addition to what is stated in the Police Services Act, the Service requires members to submit reports for the following:

1) Deploying a CEW on another person: a. As demonstrated force presence (i.e. overt display of the CEW with the intent to

achieve compliance); and b. In cartridge/probe mode, three point contact, and drive/push stun mode;

2) A police canine has inflicted injury on another person

Officers are exempt from reporting use of force if performed in a training exercise, target practice at an authorized range or ordinary weapon maintenance in accordance with service procedures.

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REGIONAL MUNICIPALITY OF WATERLOO POLICE … · REGIONAL MUNICIPALITY OF WATERLOO POLICE SERVICES BOARD MEETING Wednesday, February 21, 2018 Board Room – Police Headquarters Closed