BL - April 2021

BLUE LINE CANADA’S LAW ENFORCEMENT MAGAZINE

www.BlueLine.ca

APRIL 2021

COVER STORY

Texting for help

Using texting to report crime: a case study p. 10

BEHAVIOURAL SCIENCES

INTERVIEWING & INVESTIGATIONS

Consulting psychics on criminal investigations p. 16

Indigenous policing and cross-cultural interviewing p. 18

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Contents

10 April 2021

Columns

Volume 33 Number 4

4 14 16 18 20 21 24 26 30

Features COVER STORY

10 Texting for help

Texting has been found to increase public engagement and allows transit passengers to contact authorities to report disturbances without forgoing their own safety. A case study into the effectiveness of reporting crime via text. By Sherri St. Cyr.

12 Cybersecurity at the forefront

The increased reliance on surveillance solutions and connected systems allows law enforcement personnel to observe relationships between suspects and victims, view someone’s proximity to a crime, assess a potential escalation before something tragic happens and listen or review recordings of incriminating comments. By Gavin Daly.

22 Decision-making strategies

Editor’s Commentary Case Law Behavioural Sciences Interviewing & Investigations Health & Wellness Holding the Line Guest Column Technology Back of the Book

Departments

5 News 5 By the Numbers 9 Dispatches 9 Calendar 15 Off the Shelf 28 Product Showcase 29 Marketplace 30 Blue Links

COVER PHOTO:DAVIDESPEJO / ADOBE STOCK

Responding to use of force situations often comes with time pressures and an incomplete understanding of the totality of the events. How the Recognition-Primed Decision model can be used to sharpen decision-making in stressful situations. By Jeff Johnsgaard.

16 @Blue_LineMag

18

23 April 2021 | BLUE LINE

3

EDITOR’S COMMENTARY

BY BRIEANNA CHARLEBOIS

www.BlueLine.ca

Adaptability: the key to success

A

daptability. The personality world. Protecting computer systems and trait that determines how well networks from information disclosure, individuals adjust to change to theft of or damage to their hardware, best meet the needs of the software, or electronic data has become a situation or environment. Adaptability is hot topic among law enforcement services made up of two main components: flex- worldwide. Contributor Gavin Daly adibility and versatility. Flexibility refers to dresses the issue of cybersecurity, embraattitude (how willing one is to adapt), cing the old adage that “the best offence while versatility refers to ability is a good defence”. (how capable one is to change in “Adaptability In the Back of the Book, retired allows for more Inspector Lance Valcour provides the face of adversity).

While all Canadians were seamless tips for implementing new techforced to adapt in response to adoptions of nology successfully. The most COVID-19, this was not a new technology, important aspect of the process, skill for law enforcement offi- easier he writes, is putting an informacers. From reacting quickly to transitions into tion management strategic plan changing (and often high-risk) new roles and in place first. He provides an circumstances while on shift to allows us to eight-step check-list for success. adjusting to new assignments or bounce back While being adaptable may units, adaptability is built into faster in the not come naturally for some, we face of the job description. can consciously decide to be Interestingly, this month’s adversity.” flexible in our ideas and expecttheme is mobile communicaations. Eventually, this shift in tions and IT in policing. It focuses on how attitude will allow us to better adjust to officers readily adapt to new technologic- inevitable life changes. Isabelle al advancements to streamline and aid in Sauvé tackles this subject in her column. police work. A recent example is the Failure is opportunity, she writes. It allows adoption of the Child Search Network as for personal and professional growth and an official component of Canada’s nation- encourages adaptability when faced with al strategy for missing children. The im- similar situations in the future. plementation of the ‘Rescu’ app aims to It is clear that adaptability is key—maybe aid in missing children investigations for more now than ever before. It makes us cases that don’t meet the strict criteria for better leaders and teammates. Adaptabilthe Amber Alert. Featured in this month’s ity allows for more seamless adoptions of technology section, the Child Search technology, easier transitions into new Network was endorsed by the Canadian roles and allows us to bounce back faster Association of Police Chiefs on Feb. 25. in the face of adversity. When it comes to An ever-evolving field, technology can development opportunities, focusing on both aid and challenge new users. For this the two key areas of adaptability showmonth’s cover story, contributor Sherri St. cased in this issue (new technology and Cyr, an 11-year member with the Metro leadership/ people skills) can result in Vancouver Transit Police, uses her depart- tangible benefits. ment as a case study to assess the merits Working to develop your understanding of texting as a means to communicate with of new technology and learning how to use police. The benefits and challenges it it can increase effectiveness and productivposes exemplify the many issues depart- ity. Communication is a critical component ments must consider when implementing in proactively engaging with your team and new technology. the public. While technology automates Technological advancements and the certain processes, the more complex, ‘huincreased reliance on these connected man’ elements of project management is systems has pushed the topic of cyberse- where you, as law enforcement professioncurity to the forefront in the policing als, add real value.

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NEWS

Federal government responds to 2020 opioid statistics. PH0TO: VEPAR5N / ADOBE STOCK CANADA

Opioid crisis worsens

As Canada battles the ongoing COVID-19 pandemic, overdose numbers across the country continue to climb. Many provinces and territories have cited the pandemic for exacerbating the opioid crisis and leading to an increase in opioid-related deaths.

“While everyone in Canada is working hard in the fight against COVID-19, there is an increasing concern about a range of unintended negative consequences of the pandemic response,” Dr. Theresa Tam, Canada’s chief public health officer, said in a press conference last May. “Among these is the impact on the ongoing public health crisis of opioid-related overdose deaths and problematic substance use in Canada more broadly.”

Increased opioid overdose numbers have been cited in jurisdictions across the country.

In British Columbia, chief coroner Lisa Lapointe reported 1,716 people died from toxic street drugs in 2020, marking the worst

year on record for the province. A total of nearly 7,000 people have died since the province declared the opioid crisis a public emergency five years ago, in April 2016. In a press conference earlier this year, Lapointe said the toxic illicit drug supply has claimed more lives in British Columbia than motor vehicle crashes, homicides, suicides and prescription drug-related deaths combined.

In January alone, 165 people died from suspected overdoses. The coroner’s office said the deaths come amid a rise in drug toxicity, with almost one in five of the deaths involving extreme levels of fentanyl concentration—the largest number recorded to date.

While Western Canada remains the most impacted region of the country, increased rates have also been observed in other regions as well. Available information indicates at least five provinces and territories observed record-breaking numbers of deaths between April and June 2020. Between January and June 2020, 86

per cent of all opioid toxicity deaths occurred in British Columbia, Alberta or Ontario.

Several harm reduction measures, such as overdose prevention sites, were implemented in 2019, but experts, including Lapointe, suggest the COVID-19 pandemic drove people back inside their homes where they use drugs alone (meaning there is no one to call for help should an overdose occur).

At a press conference on Jan. 29, Bryan Larkin, the head of the National Association of Chiefs of Police, mirrored Lapointe’s sentiment, when he said overdose deaths are outpacing those of COVID-19 and homicides in both British Columbia and likely Ontario.

“Over the last six years, 18,000 Canadians have lost their lives to drug addiction,” Larkin said. “If 18,000 people lost their lives in traffic collisions, our country and our communities would not accept that. There would be outcry.”

In response to these troubling statistics, some advocates have begun calling for the decriminalization of drug possession. In February, the federal government introduced a bill that would repeal mandatory minimum penalties for drug offences and some gun-related crimes that it said unfairly affect Indigenous and Black offenders. The proposed legislation also supports police discretion and the notion that resources should target organized crime groups and individuals who import, produce or distribute illegal drugs.

In March, the federal government also announced it is providing nearly $3.5 million in funding for vending machines that will dispense a medical-grade opioids to drug

BY THE NUMBERS For the third consecutive year, the overall rate of police-reported family violence in Canada increased in 2019. Statistics Canada released the Juristat article, “Family violence in Canada: A statistical profile, 2019” on March 2. It presents an overview of police-reported family violence against children and youth, intimate partners and seniors. While the latest annual police-reported data on family violence predate the pandemic, Statistics Canada has launched an initiative to collect data on selected types of crime during the first eight months of the COVID-19 pandemic. For more information, visit statcan.gc.ca.

7%

increase in the rate of police-reported family violence was reported in 2019 when compared to 2018.

Between 2018 and 2019, the rate increased by 10 per cent for men and boys and increased six per cent for women and girls.

@Blue_LineMag

26%

of victims of police-reported violence in Canada were victimized by a family member in 2019, representing a total of 102,316 victims.

71%

of the reported family violence cases included physical assault. More than half (54 per cent) of child and youth victims of family violence, 72 per cent of senior and 75 per cent intimate partner victims of violence reported being physically assaulted.

17%

of victims were assaulted with a weapon present, such as a knife, club or firearm. Nearly half (46 per cent) of victims of family violence suffered a physical injury, somewhat higher than those who experienced non-family violence (42 per cent).

April 2021 | BLUE LINE

5

NEWS users in four cities in an effort to prevent overdose deaths.

ONTARIO

Barrie Police to implement body cameras

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BLUE LINE | April 2021

Barrie to implement about 150 body cameras for front-line officers.

ONTARIO

Officers recognized for work in fraud case

A group of Toronto police fraud and financial crimes investigators were recognized with Investigative Partnership of the Year awards, presented by International Association of Financial Crimes Investigators in March. The officers were part of Project Switch, which also involved Peel Regional Police and various financial companies.

The investigation targeted taxi drivers who would use a payment machine to capture a customer’s PIN number. Once the number was captured using the rigged terminal, a fake debit card would be switched with the real one and returned to the customer. The scammers, armed with the real card and pin number, would then deplete the victim’s bank account.

Since 2016, Toronto Police Services reported that scammers defrauded a total amount of nearly $4 million.

“This was a team effort with officers from

our other divisions using their investigative skills and training to net results,” said Det. John Maciek, one of the lead investigators.

“Our members gathered information and shared occurrences among divisions. If we had something that was important, we called each other.”

The other Toronto Police officers recognized were D/Consts. Jas Chahal and Mickael Ferreira of 14 Division, Phillip Gayle of 52 Division, Francis Young of 55 Division and Elliott Lee of 51 Division.

Maciek noted the work in this fraud investigation has continued under Division 52 with the help of D/Consts. Nicole Ozretic and David Byun.

ALBERTA

New police facility opens in Edmonton

Edmonton Police Service opened the doors to its new Northwest Campus facility on

IAFCI award winners D/Const. Philip Gayle, Det. John Maciek, and D/Consts. Jas Chahal, Mickael Ferreira, Francis Young and Elliott Lee. www.BlueLine.ca

CREDIT: (TOP) AXON BODY CAMERA/ BARRIE POLICE SERVICES (LEFT) TORONTO POLICE SERVICES

Local police in Barrie, Ont., tested body-worn cameras on 25 front-line officers on four platoons from October 2020 until February 2021 to determine their effectiveness.

The department said the officers found the presence of cameras helped keep people—public and officer alike—civil and on their best behaviour.

“We do notice that people act differently and that it creates a better interaction for us,” Staff Sgt. Dave Goodbrand told members of the Barrie Police Services Board on Feb. 18.

Because participants found cameras beneficial, the force is planning to purchase cameras for about 150 front-line officers.

Goodbrand said that, if all goes well and if the budget allows, Barrie police officers hope to start wearing cameras this spring with an eye to having all front-line officers outfitted by the end of the year. Add-ons include automated activation of the cameras when the lights of the police cruisers are turned on, and when a Taser or side arm are drawn.

Surveys are also being distributed to the officers who have worn them to get an evaluation of the equipment and their use, but Goodbrand said the early indications are positive.

“They wouldn’t want to go without them now that they’ve had them,” Goodbrand told board members. “From preliminary discussions with the officers, they felt it was a very valuable too. They felt they were treated differently, better.”

Though cameras do tend to generate more work, they also have evidentiary value.

Goodbrand said he thinks this “actual proof” will result in more guilty pleas, reducing the need for some cases to go to trial. Video captured from a 12-hour shift could consume two to three gigabytes of memory.

The cameras will also work in tandem with their digital evidence management system.

Barrie is not the first to implement the cameras. Police forces in Fredericton and Calgary having adopted them, Toronto and Peel Region are in the midst of employing cameras and Durham Region, Thunder Bay, Guelph and Stratford also launching pilot programs.

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NEWS March 1. The campus was purpose-built for the operational needs of policing as well as the well-being of the essential employees who will be working in the facility around the clock.

“The new Northwest Campus gives us more opportunities to improve public and officer safety,” says EPS Chief Dale McFee. “While we can respond more effectively to crime in northwest Edmonton, we can also give our newest officers additional opportunities to train in an integrated community policing environment. We can create new synergies between staff and have a more comprehensive approach to the service we provide to the public.”

The facility’s design is based on a hub model with shared amenities to optimize building space, reduce costs and allow for future expansion if required.

EPS said the move to the new campus facility is crucial, as existing facilities no longer provide adequate functionality or space, need significant upgrades and/or are at the end of their lease or lifespan. Since 2005, EPS has used a former Canadian Armed Forces building in Griesbach as a training facility. While the older building served its purpose, the new facility at Northwest Campus will be a vast improvement as it brings together Recruit Training and Professional Development under one roof. It will also improve the police service’s ability to deliver training to its membership.

The Detainee Care facility has also seen significant upgrades over the previous location. Designed for increased safety and security, the open layout and additional holding cells aim to help prevent overcrowding (especially necessary during the pandemic), and enhanced monitoring systems will ensure individuals are provided with a greater level of care while in custody.

ONTARIO

Human trafficking legislation

Ontario recently introduced sweeping legislative changes to fight human trafficking by giving law enforcement officers quicker access to information and impose requirements on businesses that come into contact with suspected victims.

When proposing the changes on National Human Trafficking Awareness Day on Feb 15, Premier Doug Ford said the province has become a hub for human trafficking.

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BLUE LINE | April 2021

Edmonton Police Service opened their new Northwest Campus facility in March.

“We will not allow this to continue here in Ontario,” Ford said.

A Statistics Canada report published last year found that Ontario accounted for 68 per cent of all police-reported human trafficking incidents between 2009 and 2018.

The bill, if passed, would impose new requirements on hotels and short-term rentals to help police with investigations by allowing law enforcement to view guest information without a required order from a judge if the officer reasonably believes a victim would be harmed or if the information might be destroyed before an order is issued.

Short-term rental units would be required to maintain a guest registry.

Companies or guests could be fined up to $5,000 for non-compliance, for willfully entering a false statement into the registry or failing to comply with a police request to view a guest register. The bill would require companies that sell sexual services to publish their contact information and respond to law enforcement within a set time frame. It would also increase penalties for those involved in human trafficking cases that interfere with a child in protective custody, with possible fines of up to $50,000 or two years in jail.

Ontario’s government would have to review its anti-human trafficking strategy every five years under the new legislation.

This would include consultations with the public, human trafficking survivors and other stakeholders.

CANADA

Security • Police • Fire Career Expo

The annual Security • Police • Fire Career Expo took place virtually on March 3. It hosted expert speakers and industry experts from across Canada through live and on-demand sessions. It also included a virtual exhibit hall area featuring booth sponsors. For those who missed the event, sessions became available on-demand immediately afterwards.

Over 440 people registered for the event, with more than 260 attending live. The keynote address featured Chris Lewis, a retired OPP officer and current CTV analyst. The event then hosted a “Words of Wisdom” panel discussion with Anthony Paoletta, Inspector with the Toronto Police Service, representing the police sector and a Interview and Resume Clinic, with Monique Rollin, retired Inspector of the Sault Ste. Marie Police Service. Eight on-demand sessions were also offered. The police on-demand speakers were Const. Dennis Walton of the York Regional Police Service in Ontario, who discussed hiring preparation and best practices, and Const. Kevin Goodmurphy, media relations officer for the West Vancouver Police, who discussed the value of community engagement in police recruitment.

Thank you to all of our speakers for sharing their insights and expertise with potential law enforcement recruits. Blue Line would also like to thank the event’s registration sponsor Wilfrid Laurier University, the keynote sponsor Commissionaires and all of our event exhibitors for their contribution to the event. www.BlueLine.ca

NEWS DISPATCHES After 37 years of policing, Superintendent Brent Mackey retired from the Moose Jaw Police Service in Saskatchewan. Mackey began his policing career in 1983. Since then, he has worked in various units including community policing, criminal investigations, support services and information management. He officially retired in February.

Kingston, Ont., Deputy Police Chief Chris Scott retired in February. Prior to joining the Kingston police force in 1998, Scott served with the Toronto and Ottawa police services.

He worked in several units, the most recently of which was quality assurance. He was named deputy chief in November 2018 and assumed the role in January 2019.

Sheryl Sutton was recently promoted to the rank of inspector at the South Simcoe Police Service. Sutton brings 33 years of experience to the role. She joined the Toronto Police Service as a cadet in 1988 and attended the Ontario Police College in May 1989. She joined the Innisfil Police Service in Ontario in June 1995 and was a member when the Innisfil Police and Bradford Police amalgamated in January 1997 to become South Simcoe Police. She was promoted to sergeant in 2006, moved into the role of supervisor of the Courts Unit from 2013 to 2014 and served as an administrative sergeant from 2015 to 2016. Sutton became a staff sergeant in 2018 and took over as manager of Support Services. In 2019, she was moved to the Investigative Services and the Courts branch. She assumed her new role of inspector in late February.

Retired Kingston, Ont., Police Chief Bill Hackett passed away Jan. 28 at the age of 90.

Hackett joined the Kingston Police in 1951 and held several key senior positions, including 13 years as Deputy Chief, before being appointed Chief of Police in 1994. He retired after 44 years of service, the lengthiest service ever recorded by an officer with the Kingston Police. After his retirement, Hackett served on the Kingston Police Services Board for 14 years (until @Blue_LineMag

CALENDAR 2019). He received a Distinguished Service Award from Queen’s University for outstanding service to the university in his law enforcement role. He was also a recipient of the Police Exemplary Service Medal in recognition of 40 years of loyal and exemplary service as well as a Queen Elizabeth II Diamond Jubilee Medal.

After 34 years in policing, Chief Constable Len Goerke of the West Vancouver Police Department retired on Feb. 26. He has been a police officer since 1987. Prior to joining WVPD, he was deputy chief constable of the Abbotsford Police Department. Goerke is also a member of the Board of Directors of the Canadian Association of Chiefs of Police (CACP), a past President of the BC Association of Chiefs of Police, past co-chair of the CACP Labour Relations Committee, and is an active member of both organizations.

Former Toronto Police Chief Mark Saunders will be taking on a new role in the redevelopment of Ontario Place in Toronto. Saunders announced his retirement from the Toronto Police Service in June 2020. He held the top title there from April 2015 until July 31, 2020. Prior to being named the first-ever Black chief, Saunders worked in several units of the service, including homicide, professional standards and emergency task force. In December 2020, he was appointed to the provincial government’s COVID-19 vaccine task force, advising on the planning and execution of Ontario’s immunization program. Saunders was then appointed special advisor of the renewal project in March.

Honoured for 20 years of exemplary service, Det.-Sgt. Janet Kaus of the Dryden Police Service in Ontario received the Governor-General’s Police Exemplary Medal from police Chief Doug Palson. Kaus began her career with DPS on Feb. 7, 2000.

PROMOTIONS, RETIREMENTS, RECOGNITION • If you have an officer in your agency recently promoted or retiring or an individual you wish to have recognized (major award or recently deceased) you can let Blue Line magazine know by emailing: bcharlebois@annexbusinessmedia.com.

NOTE TO READERS: check with all organizers as COVID-19 continues to affect events.

Bi-weekly Laurier Webinar Series Apr. 13- June 22, 2021 Virtual online.wlu.ca/webinars Blue Line Expo International April 22, 2021 Virtual blueline.ca TACCOM 2021 Show Apr. 23-25, 2021 Mississauga, Ont. osgoodepd.ca Fourth International VPD Police Judo Clinic Apr. 27-30, 2021 Vancouver, B.C. policejudo.ca HK Memorial Hockey Tournament 2021 Apr. 29-30, 2021 Brampton, Ont. hkmemorial.com 12th Annual Law of Policing Conference (East Coast edition) May 6-7, 2021 Virtual canadianinstitute.com FutureCon: Toronto CyberSecurity Conference May 12, 2021 Toronto, Ont. futureconevents.com CANSEC 2021 June 2-3, 2021 Ottawa, Ont. defenceandsecurity.ca Canada’s 911 Ride – Atlantic 2021 June 12-13, 2021 Truro, N.S. canadas911ride.com International Association of Directors of Law Enforcement Standards and Training 2021 Conference June 13-16, 2021 Fort Worth, Texas www.iadlest.org Find more calendar events online at blueline.ca/events.

April 2021 | BLUE LINE

9

COVER STORY

Using texting to report crime: a case study By Sherri St. Cyr

O

n an early Wednesday morning in April 2015, dispatchers at Metro Vancouver Transit Police received a text message, “Going commercial between Renfrew and commervial(sp) guy holding knife drunk. Plz send someone”. A man experiencing a drug-induced psychosis was threatening passengers with a knife. Officers immediately responded to the text and he was quickly apprehended.

This method of reporting was made possible by Transit Police’s texting program called Chatterbox.

Launched in December 2013, the program allowed passengers to discretely report social disorder and criminal offences on the Metro Vancouver transit system without forgoing their own safety.

A Case Study

The origin of Transit Police’s texting program was conceived as part of a 2013 awareness campaign that focused on sexual offending on the transit system. Transit Police partnered with the Abbotsford Police Department to implement the program which consisted of an intermediary program that allowed the users of various wireless service providers to send and receive messages with Transit Police dispatchers. The number, 87-77-77, was selected to reflect the letter and corresponding number of the Transit Police’s “See Something, Say Something” program.

Using both qualitative and quantitative methods, interviews with

dispatchers, focus groups with police officers and evaluated statistics from an online survey and existing police files were used to evaluate its effectiveness. The texting program was found to be a viable option for contacting the police. Between May 2014 and November 2015, 72 per cent of the texting conversations with Transit Police dispatchers were converted to police files. This accounted for 10 per cent of the department’s overall files for service.

The results from the online survey provided invaluable information about the users of the texting programs. The gender of the participants was split nearly equal between female (51 per cent) and male (47 per cent), with an average age of 35.

The survey found that over 80 per cent had used the program at least once in the previous 12 months. The majority reported an obnoxious or intoxicated passenger (54 per cent) or a crime against a person or property (20 per cent).

72%

of the texting conversations with Transit Police dispatchers between May 2014 and November 2015 were converted to police files.

“The ability to connect and respond to those who need help remains a priority to law enforcement.”

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BLUE LINE | April 2021

The Future of Crime Reporting

The concept of reporting crime through non-traditional means (i.e. texting, mobile applications or websites) is not new, but it is quickly growing. Police agencies have adopted texting programs, with some including the option of receiving media files. For example, the Metropolitan Police Department in Washington, D.C., allows residents to send anonymous texts messages to 5-0-4-1-1 along with photographs or videos. The Chicago Police Department has also adopted a texting program called www.BlueLine.ca

PHOTO: ASTROSYSTEM / ADOBE STOCK

Texting for help

There were two findings of interest from the survey: when asked if respondents would use an alternative method to the texting program, a quarter of all respondents indicated that they would not have made a report and 26 per cent believed that texting was easier than other reporting methods.

One of the most common complaints from both dispatchers and officers was the length of time it took to elicit information from the texter. On average, conversations lasted just over 29 minutes, which often left officers attending to a call with very few details. Another issue was the perception of the public that the texting process was anonymous. Several users stopped responding altogether to the dispatchers’ requests for personal information. This prevented officers from contacting the user to obtain additional information or arrange an interview for a statement.

The texting program was responsible for the reporting of 47 sexual assaults between 2014 and 2016.

This was substantial enough to be mentioned by several of the dispatchers during the individual interviews.

Statistics Canada’s 2014 General Social Survey on victimization found that sexual assault is one of the most underreported types of crime, with only five per cent of sexual assaults being reported to police.

Transit Police made some leeway by providing transit users a viable alternative to reporting such crimes.

“TXT2TIP” which allows users to text information including pictures, video or audio clips.

Since the conclusion of the research project in 2018, Transit Police has updated their texting program to permit users to send an image or video. That said, the ability to receive media files generates other issues for police leaders regarding policies and procedures on collecting and handling of potential evidence, as well as implementing a data infrastructure to facilitate such functions. As it is plausible that a photograph or video still could be used to identify a suspect or provide evidence to support a criminal charge, it is imperative that media files are processed and stored appropriately to avoid potential court challenges. This may require a review and modification of existing exhibit handling policies to account for

47

sexual assaults were reported through the texting program between 2014 and 2016.

downloading files from texts.

There is also concern that longterm exposure of violent videos and images could impact the mental health of police. The Canadian Interoperability Technology Interest Group told the Canadian government that viewing media files containing traumatic events could have a significant impact and the lack of policies could be a detriment to the well-being of police employees, such as dispatchers or officers. This was exemplified by a 2015 British study that exposed 189 participants to violent online news videos and measured signs of Post-Traumatic Stress Disorder (PTSD). Despite having no previous diagnosis of PTSD, 22 per cent of participants began exhibiting PTSD symptoms.

The Canadian Radio-television and Telecommunications Commission has long advocated for

Next-generation 9-1-1 (also known as NG9-1-1) services that include the ability to connect with emergency call centers through voice and text messages.

In most provinces, the deaf, deafened, hard of hearing and speech-impaired community already use a pre-registered cell phone to text 9-1-1.

The ability to connect and respond to those who need help remains a priority to law enforcement. A significant number of police agencies have introduced corporate websites, mobile applications or social media platforms to allow for the reporting of non-emergency criminal incidents. But, regardless of the adopted advancements in crime reporting methods, it remains imperative that members of the public can easily report crime in their communities.

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April 2021 | BLUE LINE

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2021-03-10 3:27 PM

CYBERSECURITY

By Gavin Daly

T

he use of surveillance solutions is growing in law enforcement as departments tap into the vast amounts of data these devices create. The increased reliance on connected systems allows law enforcement personnel to observe relationships between suspects and victims, view someone’s proximity to a crime, assess a potential escalation before something tragic happens and listen or review recordings of incriminating comments.

“Like all effective security, cybersecurity is about the depth of your defence.”

This information is collected, stored and retained through the Internet of Things (IoT) for indefinite periods of time to help police in their jobs. With our increased reliance on connected systems, it’s essential that officers work with other professionals to implement security policies that harden all surveillance systems and protect the data being captured.

Hackers are becoming increasingly clever, finding new ways into IoT devices. If there’s an Internet Protocol (IP) end point, like an IP surveillance camera, speaker/audio system, radar or access control unit and it’s running on an unsecured network, it is 12

BLUE LINE | April 2021

susceptible to cyberattacks. According to IBM, the more connected we are, the more data breaches we have. With the global average cost of a breach in 2020 totaling US $3.86 million.

Data security management

Security management in law enforcement is about the implementation and ongoing maintenance of fortified cybersecurity policies and technologies. These range from the most simplistic approaches, like not allowing devices to run at factory default settings, to more complex strategies such as fully encrypting traffic between the surveillance edge devices and the rest of the network.

Tools that strengthen cybersecurity measures are key in implementing policies quickly and easily. Being able to patch firmware, change passwords, push out HTTPS certificates, for example, historically took a lot of time and manual configuration. New tools have allowed us to implement these important changes quickly and easily, with less human effort while minimising any potential downtime. It starts with having surveillance products that have built-in protection by design (not included as an after thought).

Prevent vulnerabilities by hardening systems

Law enforcement surveillance technologies are not that much different than the systems large private entities use to

protect assets, but there may be different levels of risk to a law enforcement agency.

Police agencies may have databases that serve the department in a large region and at a national level. This could make them a high value target for ransomware and a portal to access personal identifiable information of the public, employees and the police department. Access to this information could have a series of troublesome implications. Technologies like HTTPS, 802.1X, signed firmware and secure boot can assist (if implemented correctly) to mitigate the risk of a vulnerability or exploit being taken advantage of through the security system. Ideally, these technologies are implemented across the system, not solely on the edge of security devices.

Vulnerability management comes down to risk. The question is not if a product will have a vulnerability but rather, what the potential risk of that vulnerability is to the system, the company or the people. A discovered vulnerability doesn’t automatically mean an organization is at risk. A risk threat/risk analysis should be performed. Look at the surveillance vendors security advisory for that vulnerability and check the CVE (Common Vulnerabilities and Exposure) database where there is a scoring system to be sure. Major vulnerabilities that are high risk are typically patched quickly by the vendor and fixes applied by firmware updates. Minor low scoring vulnerabilwww.BlueLine.ca

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Cybersecurity at the forefront

ities may not likely be patched if they are considered low or very low risk.

Collaborate for better results

Now more than ever, various organizations and departments within law enforcement need to collaborate. Education and knowledge sharing are key. The primary departments are IT and cyber teams working with those that are responsible for electronic and physical security.

However, a good cyber policy is not solely an IT function and needs to be effectively communicated to all departments and organizations. It’s about similar organizations, like police departments at municipal and federal levels, collaborating and sharing knowledge with each other on best practices. All employees, from frontline workers to C-Suite executives, should be onboard to foster the importance of a good cybersecurity program.

They can do this by working closely with surveillance vendors in terms of education and understanding industry best practices. For example, a manufac-

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turer developing software and firmware may collaborate with other software developing organizations using BSIMM (Building Security in Maturity Model) best practices around code reviews and testing to know which vulnerabilities are conducted. Sharing the results and being able to implement changes to correct them is how we improve.

Wearable tech can be manipulated

Cyber protection is no different for wearable surveillance. Law enforcement should look to vendors that provide a wearable tech solution versus flashy products. Take a body worn camera for example. Video needs to be encrypted end-to-end using industry standards such as TLS and AES256.

Video should be watermarked and should be integrated with a case management system for continuity of evidence, tracking and auditing purposes. Using an end-to-end system that provides this will drastically minimize the likelihood of technology being compromised by a hacker or accidentally misused by an opportunistic threat actor. Only very specific users within an

organization, whom have the necessary hardware/applications and permissions, should have access to the stored video.

Three layers of cyber protection

In the end, effective cybersecurity is about assessing risks and consequences and taking appropriate steps through a three-layer approach: 1. security management, 2. vulnerability management, 3. learning and collaboration among the departments, organizations and vendors and or manufacturers.

It’s about products, people, technology and ongoing processes. One of the biggest oversights made is not considering these three factors together. Like all effective security, cybersecurity is about the depth of your defence. It’s about appropriately protecting your IP camera network at every level.

Gavin Daly is the architect and engineering manager at Axis Communications. He provides technical expertise and personalized advice for both internal and external customers.

April 2021 | BLUE LINE

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2020-11-16 1:29 PM

CASE LAW

BY MIKE NOVAKOWSKI

Peace officer undertaking enforceable upon issue

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“If an undertaking did not take effect until an Information was laid, then police would be inclined to hold the accused and parade him/her before a Justice of the Peace for a bail hearing.”

Under s. 145(4)(a) C.C., a person commits an offence who “is at large on an undertaking and who fails, without lawful excuse, to comply with a condition of that undertaking”. This provision does not require the undertaking be confirmed before a justice, unlike such a requirement for a charge under s. 145(4)(b) C.C. of failing to attend court or for fingerprinting.

“I find there is sound policy reason behind the enforceability of an undertaking at the time it is issued,” said Groves. “First, it supports the basic tenet that accused should be released at the earliest opportunity. If an undertaking did not take effect until an Information was laid, then police would be inclined to hold the accused and parade him/her before a Justice of the Peace for a bail hearing. This would necessarily delay an accused being released from custody.”

Conditions of an undertaking may also be varied under s. 502 C.C. with the written consent of an accused and the prosecutor, or the undertaking may be replaced

by a judicial release order on application by the accused or the prosecutor where mutual consent cannot be obtained.

Groves also examined at what point an accused would no longer be bound by the conditions of an undertaking. She summarized three instances where an undertaking issued by a peace officer would no longer continue to bind an accused: • There was a successful application under s. 502 of the C.C. to vary the conditions of the undertaking; • The undertaking is cancelled by a justice under s. 508 of the C.C.; or • An information was not sworn by the time the accused made their initial court appearance. Without a valid information, the court loses jurisdiction over both the accused and the offence, and the undertaking ceases to exist.

In this case, Gladue allegedly breached his undertaking prior to his initial court appearance. The charge for the substantive offence of assault was also sworn before his first court appearance, but after the alleged breaches no application was brought under s. 502 C.C. to vary any of the undertaking’s conditions. Thus, Gladue was bound by the conditions of his undertaking at the time of the breach allegations.

Mike Novakowski is Blue Line’s case law columnist.

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hen do the conditions of an undertaking given to a peace officer come into effect?

A judge of the Alberta Provincial Court has found that such conditions come into effect, and are therefore enforceable, when the undertaking is issued. In R. v. Gladue, 2021 ABPC 50, the accused was arrested for assault. He was released by police on an undertaking with conditions. These conditions included abiding by an area restriction and having no contact with a named complainant. About two weeks later, he allegedly breached the conditions of his undertaking. A few days later, the information for the assault charge was sworn and Gladue subsequently appeared in court.

In Alberta Provincial Court, Gladue argued that the undertaking he breached was void because the information for the assault charge had not been yet laid at the time of the alleged breaches. The Crown, on the other hand, submitted that Gladue was bound by the conditions of the undertaking, even though no information had been sworn at the time of the alleged breaches.

Judge Groves noted that the release provisions under the Criminal Code (C.C.) were amended in 2019. A police officer may now release an accused individual by issuing an appearance notice, releasing on an undertaking or later compelling court appearance by way of a summons. Release on a promise to appear is no longer an option as it was abolished when the C.C. was amended.

An undertaking compels an accused to attend court at the time and place specified, and for the accused to abide by conditions. These conditions must be “reasonable in the circumstances of the offence and necessary, to ensure the accused’s attendance in court or the safety and security of any victim of or witness to the offence, or to prevent the continuation or repetition of the offence or the commission of another offence”. Such conditions can require an accused to “abstain from communicating, directly or indirectly, with any victim, witness or other person identified in the undertaking” or “abstain from going to any specified place”.

OFF THE SHELF

One Foot in Front of the Other: The journey of a million steps

By Mike Duhacek; 2020, 144 pages ISBN: 978- 0228837459

Mike Duhacek is one of the most generous people I know. He’s a proud member of the Halton Regional Police Service, a proud Canadian and a humble and genuine family man.

One Foot in Front of the Other is his story, an emotional work of non-fiction that will undoubtedly bring you to tears.

Throughout his life, Duhacek lost family and friends to cancer. In the book, he writes about how he is frustrated as he watches and supports his mother through her battle and decides he wants to make a difference in the lives of other cancer patients and survivors. An idea is born. He decides to “pull cancer across the entire province and then, he wants to bury cancer”. In the book, he takes us

through the development and preparation stages of his “Help me bury cancer” journey.

His plan was to take a month and walk across Ontario—from Windsor to Ottawa—pulling a sled heavy enough to represent the weight of the burden cancer patients feel.

Duhacek starts his venture in early February and very quickly realizes the elements of winter in southern Ontario make it nearly impossible to completely prepare for the journey. Although he was expecting to trench through snow, he soon struggles with issues with his feet and the weight of the sled begins to take a toll on his body. He perseveres, pushing himself to new limits. As he makes his way across the province, going through several small towns and various cities, he encounters people from all walks of life.

This book is predominantly about the people he met, the support of many police services and his perseverance to complete his journey.

He shares stories of strangers, family, friends, cancer survivors and their family members who came out to see him as travelled through their community. He says it’s these people that motivate him to carry on. The generosity that is shown to Duhacek and the donations made to

the Canadian Cancer Society are incredible. The support from the police services along the way, the media, the various communities’ businesses and the public is tremendous and overwhelming at times. Despite an aching body, he pushes himself to forge on.

“Nothing compared to what cancer patients deal with,” he writes.

One of my favourite parts of the book is, as Duhacek is travelling through Stoney Point, three residents approach him to show him a newspaper, which features his story and includes his photo. Duhacek responds, “I recognize that guy.” He then proceeds to have an easy, free-flowing conversation with them.

With bits of humour throughout, One Foot in Front of the Other is a wonderful, heartfelt story showing the kindness and goodness of strangers across Ontario, supporting an individual in his dreams to make a difference in the lives of cancer patients and their families. Have your tissues ready.

- Carol Guilfoyle, Halton Regional Police Service

(Visit www.helpmeburycancer.com for more details on where to purchase the book.)

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April 2021 | BLUE LINE

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2021-03-11 1:33 PM

BEHAVIOURAL SCIENCES

BY PETER COLLINS

Consulting psychics on criminal investigations

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“Over the past three decades, whenever I’ve consulted on cases that are considered by the media to be a high-profile investigation, psychics start crawling out of the woodwork.”

psychic detectives. Dr. Karen Stollznow, an anthropology professor at the University of California, Berkeley, attended the school in 2011. The instructor stated that she only works for police if invited but said that “sometimes the deceased won’t wait and come to her, such as the man who was killed in a car accident outside [her] home and proceeded to walk straight into her office”. The instructor also claimed she could determine whether the missing person is alive or dead by gazing in their eyes in a photograph and that she can converse with them after finding them through “astral travel”.

In 2016, when I was training the South African Police Service, I was asked to consult on a missing person case. The missing person was a graduate student who had been missing for a week. The family assumed he was victim of a carjacking

(not an uncommon crime in that country).

My South African counterpart and I conducted a “no body” equivocal death analysis in an effort to determine if the subject was murdered, died by suicide or died as a result of a misadventure. We quickly discovered he had been lying to his family.

Instead of being in graduate school, he was in his seventh year of a fouryear undergraduate program. He had to complete a practical exam in order to graduate but had disappeared on the day of the test. We believed it was suicide.

The family consulted a psychic. I commented to my colleague that, in Canada, psychics usually tell police that the body is either by a tree or near water. That evening, we were informed that the South African psychic, hired by the family, believed that the murdered body of their son was near a tree or near water. The www.BlueLine.ca

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I

believe in evidence-based medicine and, by extension, evidence-based policing.

Over the past three decades, whenever I’ve consulted on cases that are considered by the media to be high-profile investigations, psychics start crawling out of the woodwork. They prove to be an unwanted, annoying, prying and persistent distraction. On certain cases, including the Green Ribbon Task Force (the Paul Bernardo investigation), we even appointed a designated team member to field all calls and communiqués from psychics.

In conversations had throughout my career, members of both the Federal Bureau of Investigation and the Center for Missing and Exploited Children (headquartered in Alexandria, VA) have all said they’ve never had a missing person case solved by a psychic.

But, if you consult the websites of “psychic detectives”, they claim to have been consulted by police on a regular basis with a high success rate. Sylvia Browne is one such example.

When she was alive, Browne claimed she had been consulted by various police agencies, including the FBI, and to having contributed to solving many of their investigations. Browne died in 2013. In 2014, Dr. Ryan Shaffer obtained her file from the FBI through a freedom of information request.

According to Shaffer’s findings, the FBI file showed that the only interest the agency had in Browne was investigating her for fraud.

One retired FBI agent did endorse her psychic abilities but he later gained notoriety after his retirement by investigating extra-terrestrials abductions of children, satanic cults and murders of children “carried out by the CIA”. He also believed the CIA was responsible for the Oklahoma City Federal Building bombing.

Another woman in the United States, who claims to have millions of followers, runs a school to train

body was found two days later. He had shot himself.

It begs the question: Do psychics cause harm to families? I believe they can. A tragic example of this was exemplified in the disappearance of Amanda Berry, who went missing on April 21, 2003, the day before her 17th birthday. Desperate to find her daughter, Amanda’s mother, Louwana Miller, consulted Sylvia Browne on a syndicated daytime talk show in 2004. On the show, Browne told the grief-stricken mother that her daughter was “not alive” and, when asked if she would ever see her daughter again, Browne replied, “Yeah, in heaven, on the other side”.

After Miller died in 2006, Regina Brett, a renowned author and reporter who was then working for the Cleveland Plain Dealer, wrote that Browne had actually been more specific. She had told Miller that her daughter died on her birthday, did

“It’s important to remember that intuition is not the same as having psychic abilities.”

not suffer and that her “black hooded jacket was in a dumpster with DNA on it”. Brett wrote that Louwana had been full of hope before the psychic took it away.

On May 6, 2013, 10 years after her abduction, Berry escaped from her kidnapper. Ariel Castro (who had also abducted two other girls in 2000 and 2004) was in his early 40s when he abducted Amanda Berry, not aged “20, 21 or 22” as Browne predicted and, contrary to what Browne stated, he acted alone.

A similar case occurred in 1991 when 11-year-old Jaycee Dugard went missing. Literally hundreds of psychics gave information about Dugard’s location while she was missing. Every single one was wrong.

Dugard was discovered 18 years later, living in a virtual prison in the backyard of a couple’s home in Antioch, California. She had been

confined, physically and sexually abused and had given birth to her male captor’s children.

In conclusion, it is important to remember that intuition is not the same as having psychic abilities and, as Canadians, we all live near a tree or a body of water.

References: • Brett, Regina. (2006). On her heart: missing Mandy. Cleveland Plain Dealer (March 5).

• Shaffer, R. (2015). Sylvia Browne’s FBI file: examining her alleged detective work and a federal criminal investigation. Skeptical Inquirer 39, No. 1, pp 12-15.

• Stollznow, K. (2011). Psychic school: teaching psychics to be psychic detectives. https:// skepticalinquirer.org/exclusive/psychic-school/

Dr. Peter Collins is the operational forensic psychiatrist with the Ontario Provincial Police’s Criminal Behaviour Analysis Section. He is also a member of the crisis/hostage negotiation team of the Toronto Police Service Emergency Task Force. Dr. Collins’ opinions are his own.

Contact him at peter.collins@utoronto.ca.

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April 2021 | BLUE LINE

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INTERVIEWING & INVESTIGATIONS

BY DAVUT AKCA

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ndigenous people are overrepresented both as victims of crime and within the incarcerated population in Canada. It can, therefore, be assumed that Indigenous people represent a disproportionate number of police-citizen interactions in Canada—including in investigative interviews. Although the extent to which current interview practices may contribute to the overrepresentation problem is not known, research sheds light on the need to pay more attention to cross-cultural interviewing, specifically among Indigenous communities.

Within the process of reconciliation with Indigenous peoples, Indigenous policing has become an important component of the departmental priorities of Public Safety Canada and the RCMP over the past few years. This new concept refers to an institutional transformation and a change in the Canadian policing perspective, based on the recognition of rights, respect, cooperation, partnership and reconciliation.

In this context, Canadian police departments, specifically the RCMP, aim to develop practical and culturally-responsive policing services for Indigenous communities.

Police interview practices should not be an exception. One of the 231 “Calls for Justice” within the National Inquiry into Missing and Murdered Indigenous Women and Girls urged Canadian police departments to develop investigative tools, including specialized and trauma-informed questioning techniques for Indigenous people.

In a recent study conducted by Kate Chenier and colleagues from the Centre of Forensic Interviewing, the interview practices of 37 Canadian police officers working in a predominantly Indigenous region in northern Canada were examined through surveys with the officers and analysis of their victim and witness interviews. One key finding was that the officers reported that cultural differences impacted their interviewing performance. Police 18

BLUE LINE | April 2021

reported only ‘sometimes’ (50 per cent) or ‘rarely’ (21 per cent) successfully eliciting a full account from interviewees. Half of the officers attributed their difficulties in obtaining the full accounts of victims and witnesses to the problems with language barriers and communication. One-third of the officers also believed this relative failure was due to general mistrust of the police resulting from past negative experiences and racism associated with police-Indigenous interactions.

The key to success in cross-cultural interviewing is understanding how cultural norms and perceptions influence the interview process. The fact that Indigenous cultures are relational and collective rather than individualistic has important implications in terms of the dynamics of the interview room. Chenier and colleagues discussed two specific impacts of collectivist cultures on the interviewing practices: (1) Communication differences and (2) Memory/ attention differences. For example, collectivist cultures differ from individualistic cultures in how important they deem community life, unity among community members and selflessness. These differences can directly affect the way the interviewee discloses information about other people and events. For instance, a person from a collectivist community might be more likely to falsely confess to a crime in an effort to protect another community mem-

“The key to success in cross-cultural interviewing is understanding how cultural norms and perceptions influence the interview process.”

ber. Thus, the interviewer should handle the self-incriminating accounts with more caution.

Another important aspect of collectivist culture is the tendency to communicate in more indirect or non-verbal ways. Misinterpretation of these cues might lead the interviewer to reach wrong conclusions (e.g., admission of guilt, being uncooperative) when probing into the account of the interviewee.

Cultural differences might also affect how individuals from collectivist cultures memorize and pay attention to the details of criminal events.

Namely, they might be more likely to focus on the general descriptions of routines and social activities rather than the personal details. Therefore, to elicit a more complete account, interviewers need to seek for additional information from interviewees from collective cultures by using memory enhancement techniques like the Cognitive Interview.

In terms of overcoming the challenges caused by cultural differences, two common strategies mentioned by the officers Chenier and colleagues surveyed were (1) increased engagement with the Indigenous culture and community outside of the interview room and (2) keeping an open-mind during interviews. Other recommended strategies for successful cross-cultural interviews include development of culturally appropriate strategies for interviewing Indigenous interviewees, rebuilding the broken trust in police among Indigenous communities, training the police in cross-cultural interviewing and rapport building techniques, and keeping cultural factors in mind during interviews while maintaining a non-biased approach.

Davut Akca is a research officer at the University of Saskatchewan’s Centre for Forensic Behvioural Sciences and Justice Studies. To hear more about his technique, share your expertise or find out how you can get involved, contact him at davut.akca@ usask.ca.

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Indigenous policing and cross-cultural interviewing

SPECIAL HEALTH AND SAFETY FEATURE Cyberkar Systems

By Sean Curtis

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n the old days, a “police package” vehicle meant having a soupedup engine, better brakes, and maybe even some speed-rated tires. These days, the meaning of that phrase varies so widely, it’s uncommon for officers to be on the same page of which upgrades to expect. Why have things changed so much? Like almost everything else in our life, technology has made a huge difference. In fact, the number of technologies officers are required to handle on a daily basis has grown exponentially.

But more technology doesn’t always translate into automatic improvements and officer adoption.

Unfortunately, the problems associated with added tech have also created some bumps in the road for police. But thankfully, a company called Cyberkar Systems has created a product called Kommander that will solve in-car chaos.

overlooked. This challenge inspired Cyberkar Systems to approach the idea of consolidating the growing technology in police cars in a way that ergonomically makes it safer for officers to use. Their Kommander system addresses three major areas of concern: ergonomics, health, and safety.

a car stop would not have to look down at an MDT or other equipment mounted to a bracket on the console.

Rather, their line of sight is toward the dash where they can still quickly see movement stemming from in or around the vehicle. The potential to see trouble coming is potentially life-saving.

Think of your car as a work environment on wheels: ergonomics matter It may be difficult for some people to think of a car as a mobile work environment deserving of ergonomic considerations above and beyond a seat adjustment, but officers spend eight to twelve hours in their cars completing functions that can cause repetitive stress injuries.

Studies completed with Quebec Provincial Police revealed officers have developed back and neck injuries from operating an MDT and other police equipment poorly set up police car. This causes departmental losses in coverage as well as an additional use of sick time.

Don’t wait until a collision changes everything Another concern that is commonly overlooked by the technology creep in patrol cars is the safety of the occupants during a collision. Most vehicle manufacturers that sell police package vehicles offer safety warning disclaimers in their police upfit modifier guides. Essentially, they warn that if anyone mounts something within any of the airbag deployment zones, they will not be held liable. Kommander solves this problem by centrally locating the touchscreen in the dashboard of police package vehicles. Generally, the installed MDT mount and other equipment often invade the passenger seat area and airbag deployment zones.

Does your in-car computer tech meet your expectations?

Patrol car technology has evolved since the days of radio and switches for lights and sirens. Spotlights came along, more complex radios, radar, lidar, in-dash camera, bodyworn cameras and then the big one—mobile data terminals or MDTs. While these various devices greatly enable officers to complete their jobs, they also create some unexpected drawbacks.

Not only does the Kommander consolidate technologies, it centrally locates them in a touchscreen so officers are accessing data in an ergonomically sound fashion. The screen, mounted in the dash, can swivel between the driving officer or passenger officer for optimal comfort and viewing. In addition, the Kommander keyboard can be moved or detached for more ergonomic use depending on which officer is utilizing the MDT.

First and foremost, they can become distractions for officers on the road. Things like driving, responding, and contacting suspects can be high-risk situations that can ill-afford a sidetracked cop. Take a look at the numbers for example, the National Law Enforcement Officers Memorial Fund and the CDC estimate that motor vehicle-related accidents account for 37% of all line-ofduty deaths. In addition to this concern, mapped-out systems of how all the new technologies could or should be implemented into a patrol car have often been

No tech should compromise your health Kommander promotes officer health by not forcing them to crouch over or access the technology repeatedly in a fashion that causes bodily strain. By simply co-locating many of the controls and technology, it limits the range of motion an officer needs regularly, and they can access them in an upright fashion.

Another huge component Kommander uses to boost officer safety is relocating technology to a height that allows them to still use their peripheral vision to maintain situational awareness. An officer on

Every year a significant number of officers are seriously injured or killed in car crashes on duty. By utilizing Kommander, police agencies retain the benefits of their patrol car technology without increasing risk to the officers operating those vehicles. Simply allowing the airbags to function as designed is risk mitigation.

How does the Kommander fit right in?

Cyberkar has spent years in development making sure their products solve a number of issues confronting officers every shift.

With an integrative approach, the company is melding all the technology currently being used in patrol cars to decrease distracted driving, improve officer ergonomics, increase situational awareness, and minimize safety concerns while taming technology in a way that can accommodate one or two-officer patrol vehicles.

Advertorial

This article is reprinted in Canada with permission from US-based Police1 magazine and is sponsored content from Cyberkar Systems. The original article can be found at https://bit.ly/2VBPBOG. Credit goes to author and publisher – Sean Curtis for Police1 magazine.

HEALTH & WELLNESS

BY ISABELLE SAUVÉ

Failure is opportunity

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entitlement just for being and endorses an empty sense of “greatness”, not because of performance or result, but merely for simply existing. Out of losing, we gain a greater appreciation for winning.

Little failures and disappointment like losing a friendly hockey game can be an opportunity to expose ourselves to negative emotions. It can provide an opportunity to develop the best way to handle these feelings in a positive manner, to learn from the situation and make necessary adjustments. It can also serve as preparation for more substantial failure in the future. The ability to sit with painful and uncomfortable feelings is important and necessary in order to cease fearing them.

As is the case with ourselves, the goal should not be to prevent others we care about from experiencing some degree of failure or the negative emotions that may result from a failure, but to support them through the experience when it happens. This is important because unaddressed negative emotions will continue to persist. The pursuit of avoiding painful or uncomfortable emotions at all cost can lead to unhealthy habits and coping mechanisms, but avoidance also diminishes opportunity.

The acceptance of negative feelings is crucial. It relieves discomfort. Having emotional tolerance is

“Experiencing unpleasant feelings and emotional discomfort can allow us to build a greater tolerance for difficult or negative emotions as well as to gain greater ascendency over them.”

key. Conquering a negative emotion is a process of allowing the feeling to come—not resisting or rejecting it—and then letting it go or turning it into a positive.

Whether it’s the result of your own actions or the result of circumstances, failure belongs to the past.

The important part is the learning process. It can be an extremely powerful motivator. We all have heard of highly successful individuals who have failed repeatedly before succeeding. It can be argued that without these failures, they may not have been as successful. Valuable insight often comes as a result of failure. Choosing to accept failure and dealing with it in a positive and constructive manner is a decision.

It is important to accept failure, to make peace with it but recognize that it does not define us. What does define us is how we react. We can learn to use these ‘bumps on the road’ to our advantage. It is uncomfortable to push outside of our comfort zones, but that’s where growth happens.

Isabelle Sauvé is a 14-year veteran with the OPP, and currently the new psychological services advisor in the OPP’s Healthy Workplace Bureau. She has a MA in psychology and is a PhD candidate. She is also an ultramarathon/ endurance athlete and the Racing the Planet/4 Deserts 2018 Series winner as well as a Guinness World record holder. She can be contacted at: isabelle.sauve@hotmail.com

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ased on the premise that resilience can be developed, used to prepare for the next, possibly more traumatic occurrence, German philosopher Friedrich Nietzsche wrote, “Out of life’s school of war: what does not kill me makes me stronger”. I agree. Experiencing emotional discomfort allows us to build a greater tolerance for negative emotions and gain greater ascendency over them.

Despite the association to pain in the physical sense, many positives often come from failure. It can provide us the opportunity to build character and resilience. In the culture of never wanting to “hurt feelings’, many individuals have been robbed of the opportunity to be exposed to some hardship or uncomfortability. As a result, they may not learn to process their emotions in a progressive or healthy manner. Often, this leads to the avoidance of any situation that may place the individual at risk of experiencing negative emotion.

Ultimately, and unknowingly, these individuals place limitations on their lives. Anxiety about the fear of failure can be debilitating.

Fear is our response to real and imagined threats. Fear of failure, except in very unique circumstances, does not pose a real threat to our survival. The perception that we will not succeed and the anticipation of the negative emotions commonly experienced from a failure can be detrimental. Consequently, fear of failure can lead to avoidance tendencies and increased anxiety—which is often exacerbated if left unchallenged or unchanged.

At sporting events, for example, despite the commonly embraced narrative of “everybody wins”, there are winners and there are losers. It is a lie to suggest that everyone wins just for showing up. In fact, the ‘everybody is a winner’ philosophy devalues the very principle of achieving through effort, dedication and skill. It also promotes a sense of

HOLDING THE LINE

BY MICHELLE VINCENT

Organizational culture or occupational trauma?

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hen we experience trauma as a result of our police work, we need to consider the weight of the impact from the incident itself and the weight of the impact from the reaction of our organization.

There is an ongoing silent debate about whether the organization or the occupation contributes greater to the mental health decline of our members subsequent to trauma. While occupational trauma is unavoidable, organizational trauma, arguably, is avoidable. As we work towards foundational solutions in an effort to truly shift how we work through mental health in policing, as well as within other first responder professions, this is key. The power of culture stems from ideology consisting of commonly held values and beliefs. Police culture may vary from organization to organization, depending on size, the composition of the community we serve as well as our assigned duties. However, there are many similarities and themes that appear to be common amongst most organizations.

Such themes include our innate impulse to armchair-quarterback ourselves in every situation we deal with. We adhere to a chain of command in a somewhat paramilitary format, likely as a result of the dangerous environment we are exposed to on a daily basis. We are dependent and rely on our partners to support us on our calls for service, which may sometimes be crucial to the outcome of the call. Hearing “I’ve got your back, or your six,” can elicit great feelings of support, however that support may come at a great cost when judgment is involved. “Why didn’t my partner react the way I expected them to during this crisis incident?” is one example. Sharing these thoughts and opinions with others in our platoon, whom likely have no idea of what occurred other than over the radio (or have no idea what the rational was behind that particular reaction), is often unproductive and can cause tension between members.

When we choose to informally “debrief” a call with colleagues, we have an opportunity to either approach it with curiosity and/ or kindness. We may consider what that person may have perceived in that moment, with an understanding that we will never @Blue_LineMag

truly know. We may also choose to kindly redirect the conversation when those discussing the incident do not appear to be in a place to be curious and/or kind. We may suggest that as we are not in their shoes, we can’t know what their experience was and redirect the topic. This very action, shifts organizational culture.

Another theme in policing culture is in direct relation to our oath to help and support and protect our communities. It

may generate feelings of isolation from the rejection of support from others. It’s the result of internal dialogue and thinking that, because we do the helping, we should not need help ourselves. I certainly experienced this during times of mental health vulnerability and it certainly did not come from an egotistical place. In fact, it was the exact opposite. For me, it came from a place of not wanting to let those most important to me (my brothers and sisters in blue) down. We know it is not healthy to judge our teammates and wrack our minds for solutions for healthy organizational cultural shifts, but can’t help thinking judgmental thoughts, especially about ourselves. Ultimately, this moves us farther away from out goal.

We have made great strides in normalizing the need for mental healthcare as police officers and civilians. Making it every day conversation on your platoon is a powerful way to walk the talk. Casually chatting about the challenges many of us experience in finding that great fit in a mental

health provider, whether it be for ourselves or for a family member, may improve mental health literacy across the board.

This will allow police and civilians to feel comfortable sharing mental health perspectives without prying or prompting.

Checking in personally and following up afterward is key to changing the way we discuss mental health. Mentioning we are “here” for someone if/when needed is no longer enough. Let’s shift our culture by making a commitment to open the door to discussions, both formal and informal, and to provide support.

From an occupational perspective, we experience horrific calls, having to make life-altering decisions in a split second, only to be scrutinized by leaders and outside agencies on whether our choices were proper. We are often only with ourselves as we sit to replay the horror in our minds. We understand that complacency kills, yet we sometimes forget this all fosters an environment overwrought with mental health unwellness.

Shift work, court between nights and the expectation we can function with clarity on duty during these times of physical and emotional exhaustion are also occupational hazards to our mental health. “Well we signed up for all of this, didn’t we?” This is that organizational, cultural, judgmental thought that may contribute to mental health challenges. It’s time to change this thinking.

All of this contemplation is key in understanding how we explore solutions in approaching cultural shifts within our organizations. If we are truly open to finding solutions, we may be willing to explore how we move forward rather than finding accountability in past action. We have an opportunity to shift and change organizational approaches to our reaction to situational trauma. Let’s be the leaders in this area as we bring forth what worked well in a situation, what we would like to change if we had to do it again and collaborate as teammates in supporting member wellness.

Michelle Vincent is a retired York Regional Police officer and the founder of The Haven, Ontario’s first non-profit, inpatient treatment centre exclusive to first responders and uniform personnel.

Contact her at michelle.vincent@thehaven.cloud

April 2021 | BLUE LINE

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TRAINING

Decision-making strategies Jeff Johnsgaard

D

Training rapid decision-making

One low cost method for training officers is utilizing officer dashboard/body camera videos. Any venue that offers a decision-making scenario to assess an individual’s viewpoint and allow for analysis of perception and internal processing, can be useful to law enforcement leaders. Within my agency, we used this technique and ran several pilot projects utilizing training simulators. Most officers reported finding the training beneficial and post-training reports confirmed carryover into improved decision-making on duty.

The training utilized a large screen that allowed the group to view the video for real-time analysis and dialogue with an expert facilitator and previously trained high-performers. The manner and specific language used by the facilitator proved to greatly affect the success of the model. We used a format that came directly from the training of Ken Murray of the Reality Based Training Association (RBTA). Murray encourages a specific way of speaking during a debriefing and uses the Socratic method to lead students to examine options. The methodology in both the presentation and facilitation are the key to optimizing the decision-making process.

When implementing a similar model, start by setting the context for the type of call officers will view (i.e. “uniform patrol call for service” and state any dispatch in22

BLUE LINE | April 2021

Debriefing using the Socratic method leads students to examine scenarios more thoroughly.

formation). Then, play the video, pausing for analysis throughout. The facilitator/ expert can describe what they saw, what relevance it had and how that drove their thinking toward certain options and actions. It is essential to involve the group in the discussion. This is the discovery phase. There are no “wrong” answers at this point in the training. Ask the participants to consider the following: 1. What were they focusing on?

2. What relevance does it have in helping the participants consider looking at other things?

3. What actions are participants prepared to take in order to gain advantage and control of the situation?

If the analysis is being conducting with experienced officers, the facilitator may also start by going around the room listening to the officers describe their views and considerations for the three questions first. If the main points of a high-performer are not brought up, the facilitator should look to utilize the specific language and techniques previously mentioned to bring attention to these areas. Using the “frame” of curiosity, the facilitator can open dialogues of other possibilities (free of judgmental tone or sounding preachy).

This is essential. An instructor must be

able to articulate all aspects of the program well, while also being able to demonstrate/perform the skills optimally to pass on the knowledge to students effectively.

Consider the following situational example: An officer, dealing with an angry male outside the front doors of your police service, requests another unit to attend. As the video plays, the officer’s body camera view turns the corner of the building and shows another officer on the ground about 20 yards away and a male standing over the officer.

When showed the scenario, many participant’s initial reaction was to rush over to the officer but, as we began discussing the various options, we received a drastically wide range of perceptions and considerations. Some reacted by getting a “final-firing grip” on their pistol while keeping it in the holster, having noticed the officer on the ground did not appear to be moving, meaning their firearm could have been taken.

Having a final firing grip on their pistol meant that they were able to react faster if needed. While starting to run over to the officer they also radioed for additional units. Some indicated that they would be scanning for the holster of the officer as a www.BlueLine.ca

PH0TO: DRAZEN / ADOBE STOCK

ecision-making in use of force situations often comes with time pressures and an incomplete understanding of the totality of the events.

Gary Klein, an experimental cognitive psychologist who studies high performers in the military and law enforcement, believes that decision-making is driven by the expert’s perception of information. He developed the Recognition-Primed Decision model, which relies on individuals picking up salient cues, filtering the information in their environment and focusing only on important cues.

The goal of this method is to create recognizable patterns that result in driving familiar responses and pre-learned patterns that lead to rapid decision-making.

priority upon approach. Others said they did not perceive any overt attack from the individual but noted that, with the officer incapacitated, an attack was possible. Some also voiced caution noting a second person could be at scene, armed but still out of view.

This brief example led us to identify several issues for further training and development. We realized many officers lacked effectiveness in operating their radio to deliver a quickly-formed statement about the events in real time. This led to a discovery that our agency had never brought the skills together before in formal training (we do now). We also found that emergency transmission skills were known to the officers but they did not optimally integrate the skill to create advantage when closing distance to a situation where they would need full attention and both hands free. Providing these insights helped officers better understand that, if they became caught up in a physical confrontation while responding to a situation, using effective communication early would ensure there

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were further resources coming. Should the situation de-escalate or be resolved, they always have the option to cancel the backup.

Because we utilize a pre-recorded video, officers may voice their thoughts and explain what actions they would take at that point (the pause point), but the next part of the video could quickly change the trajectory of responses. This is fine and often reflects reality. As things begin to take a different shape or direction, the “pause and describe/question” process is repeated. Each time, the goal is to highlight key points that many officers may not immediately consider. In order to tie it all together, once the initial scenario is complete and the “optimal decisions” are extracted, officers then demonstrate their knowledge in real time. They must “ace” the scenario (in front of their peers) to successfully complete the training.

Our training sessions last about 20 to 40 minutes. An overwhelming majority of officers said they found it beneficial—specifically by replicating “optimal” scenarios and understanding the situation better. They

began looking for specific things in the scenario that they would not have considered previously. Recreating and simulating various scenarios has proven create durable, reproducible learning models.

Training police officers to use the ‘salient cues’ Klein referenced in his research by recreating and simulating various scenarios has proven create durable, reproducible learning models. We found the highest level of success was fostered through unrushed, thought-stimulating discussions that can only occur in a non-judgmental learning environment.

The process for then facilitating the questioning of officers and examining their thought process has been the biggest driver in yielding the best results.

Jeff Johnsgaard is a detective sergeant and a trainer for his agency and for the police college. He is a nationally certified instructor, certified by Force Science Research as an advanced analyst. He trains decision-making and use of force internationally within his company and externally as a consultant. Contact him at Jeff@NaturalTactical.com

April 2021 | BLUE LINE

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2021-03-01 3:34 PM

GUEST COLUMN

BY GEOFFREY T. DESMOULIN

Puncturing a castle defence

C

old case homicide investigations are often challenging. A recent case that the Luzerne District Attorney’s Office and the Pennsylvania State Police brought to our team was no exception.

The defendant, Mr. Daniel Holtslander admitted that he had stabbed his friend (and fellow homeless person), Mr. Kurt Swan, multiple times. He also confessed to dumping the body and to destroying evidence. Holtslander claimed the killing was done in self-defence under the castle doctrine of Pennsylvania. This statute does not apply in Canada, but there have been similar arguments for self-defence made in cases such as this.

When interviewed by homicide detectives, the defendant claimed to have been laying on his back, sleeping in the bed of his pick-up truck with his head toward the rear. Since this was also his home, the truck was legally defined his ‘castle’. Holtslander claimed that he heard someone open the rear bed door of his pick-up and feared for his life. Without looking, he armed himself with a knife in each hand and stabbed overhead, superman-style, killing his friend. With no hard evidence beyond the body, the truck and an identification of the murder weapons, we were asked to determine if Holtslander’s account was supported by the few facts that existed.

The Puzzle Pieces

The body had four stab wounds, all located on the torso. The wounds gave a general sense for the angle of each thrust but decomposition made it impossible to determine the exact blade orientation for each strike. One of the fatal blows was a deep thrust that punctured the sternum and went into the heart. With soft tissue injuries being problematic, we focused on the bone impact on the sternum and another stab that caused a rib fracture.

Fortunately, the homicide investigation team did a great job of documenting the truck. They took a high-resolution laser scan that included the large amount of junk and clutter within the truck bed. Most importantly, the scan of the mattress that Holtslander said he was laying on, gave us his exact height relative to the victim.

The most critical piece of evidence was 24

BLUE LINE | April 2021

A picture analysis of the defendant’s account of the events.

the defendant’s highly detailed account of what he said happened. This gave us his stated position, as well as the very specific overhead stabbing motions that he claimed caused the murder.

When combined, all this evidence raised a key question: Were all wounds inflicted from one position as Holtslander claimed or was there more to the story than this?

In the United States, the castle doctrine allows a self-defence justification for using lethal force against an intruder in your home.

An Answer Within

Human flesh and bone have known resistance properties under specific testing conditions, such as bending, but the exact penetration force of a large hunting knife through the sternum could not be found.

To determine this, we constructed a synthetic sternum that was validated to have biofidelic (similar to live human) properties. The knives were attached to our drop tower to let gravity plunge them from various heights through the synthetic sternum and into calibrated ballistics soap forms which mirrored the density of human flesh. This gave us a baseline meas-

urement for the penetrating force of the weapons. Similarly, we used literature and tests to determine the force needed to fracture the ribs.

One fact that emerged was that the rib fracture was caused by the impact of the knife hilt on the victim’s chest, not the blade—a strong indicator that extreme force was used. This could never have been determined without biomechanical testing because months of decomposition had long since erased all surface signs of bruising and abrasion.

Once the stabbing forces were known, we could then test whether the defendant could have generated the wounds with the specific stabbing motions that he described. This led to a second series of tests on the forces generated by various stab thrusts, knife positions and angles. The tests showed that the strikes that the victim described were unlikely to penetrate the sternum and impossibly low in force when compared to the threshold needed to fracture the rib.

A New Confession

When we compiled the data, we concluded that it was “beyond a reasonable doubt” or (in “science-speak”) 95 per cent confident that at least one of the lethal knife thrusts was generated outside of the truck bed and the castle defence theory. Other stabs could have been argued and probably proven with further testing but one was www.BlueLine.ca

enough to directly contradict the story the defendant told to detectives.

The Outcome

When the scientific analysis was turned over to the defence team, the castle defense doctrine was withdrawn. It was replaced with a guilty plea for third degree murder.

In this case, the detectives did a great job of documenting the crime scene and of locking the defendant into a narrative that could then be scientifically tested. This allowed the team to prove what was possible within the defendant’s account of events and, more importantly, what was not.

The most critical piece of evidence was the defendant’s highly detailed account of the incident.

Geoffrey T. Desmoulin, PhD., RKin., EngL., Principal of GTD Scientific Inc., holds two degrees in both Engineering Sciences and Kinesiology, allowing him to predict human injury in any environment. He was previously an Emergency Medical Technician, firefighter and military reservist. Since 2009, GTD Scientific Inc. has garnered Federal and Supreme Court qualifications and an extensive international client list within the legal and law enforcement communities. gtdesmoulin@gtdscientific.com.

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April 2021 | BLUE LINE

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2021-03-16 10:15 AM

TECHNOLOGY

CAPC endorses ‘Rescu’ app

T

he Missing Children Society of Canada (MCSC), in partnership with Microsoft and Esri Canada, created the Child Search Network to help police services across Canada reach community members whose eyes, ears and voices are critical when searching for a missing child.

Based on national RCMP data, an average of 40,000 children are reported missing each year in Canada. About 62 per cent of missing youth cases were closed within 24 hours and 92 per cent were closed within a week, but about 500 remain missing after one year. The network aims to reduce this number. When a missing child is deemed high risk but does not meet the threshold of an Amber Alert, police would release information about the child and case to the public through the website, social media and the new smart-phone app called ‘Rescu’—specifically those in geographic proximity.

People could then offer tips by clicking on

the child’s name/picture.

The network has already seen success, aiding Calgary police locate two missing teenagers earlier this year. During the search, Superintendent Cliff O’Brien said the network yielded over 500,000 social engagements across all platforms and credits this to finding the girls.

The Canadian Association of Police Chiefs (CACP) officially endorsed the Child Search Network on Feb. 24 and is encouraging all departments to implement the technology in their communities.

“As technology advances, so do opportunities for predators to reach defenceless victims, resulting in an increased number of missing child cases,” said Chief Bryan

Larkin, CACP president. “We saw that this was assisting police and supporting youth in need, so all of us police leaders felt it is a great step in using technology and innovation to help us.”

Community outreach is key. To be most successful, the network requires Canadians to download the app. In an effort to get the ball rolling, all city employees in Calgary downloaded the app to their phones and put out a notice of motion to the public, encouraging people to download it as well.

“The more people who get the app, the better.

Basically, the idea is to simplify communication with the public,” said O’Brien. “I think this is a very powerful tool that also delivers a powerful message to predators because they know they won’t have the time or anonymity they’d need to get away.”

Rescu is available on iOS and Android.

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Havis introduces new TSD-201

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BACK OF THE BOOK

BY TOM WETZEL

Information management planning made simple

W

hen adopting new technologies, the biggest mistake police chiefs and public safety leaders can make is not implementing an information management strategic plan first. The good news is that developing a plan is relatively easy and can be completed quickly and inexpensively.

Basics of Information Management Strategic Planning

data silos that should be interoperable but are not.

Step Four: Defining your perfect ‘Future State’

Forget about constraints. Budget is not an issue at this stage, nor are any of the other barriers that typically crop up when discussing the future and think “In the context about how you envision all of information these systems will be intermanagement operable via open standards.

There are numerous strategic planning, the planning models available for “main thing” is Step Five: Barriers to Change consideration. One such model is keeping our Barriers may include lack of the Canadian Community Safety communities budget, deficit of resources, Information Management Strat- and officers non-interoperable tools and/ egy, a strategic document that safe.” or cultural challenges. Explore sets goals and identifies key national priorities to enhance governance, each barrier in as much detail as possible— planning, technology, training and exercis- this is your “problem statement” and will es to promote information management. help in the next phase.

Like all good strategic plans, it looks at three main components: where you are, Step Six: Case for Change where you want to be and how you’re going “Leadership requires two things: a vision of the world that does not yet exist and the ability to to get there. communicate it.” -Simon Sinek. This stage Step One: Identify Your Subject of the planning process requires everyone Matter Experts in the room to join forces in articulating Step one is to identify your subject matter why others should approve your plan. experts (SME). They should come from all areas of your agency including operations Step Seven: Draft the Plan & Seek and administration. Police association and Approvals governing board representatives should be As Stephen Covey wrote, “begin with the considered play key roles in helping to en- end in mind.” This is, in large part, why selecting the right facilitator at the outset sure the long- term success of your plan. of this process is important. They need to Step Two: Identify your Facilitator create a clear and visually appealing plan Identify and engage your facilitator early. that appeals to all, including the associIdeally, this person (or team) should be ation, governing body and, eventually, your external experts. If you can’t afford an ex- community. ternal expert, select a non-executive employee with operational experience; Step Eight: Implementation someone well respected who will steer the Develop a clear set of prioritized goals and objectives to allow for a step-by-step approcess, not control it. proach to implementation. The goals deStep Three: Define Your veloped in the plan need to be SpecifCurrent State ic, Measurable, Attainable, Relevant The next stage of the planning process is and Time-Based (SMART). to bring these SMEs together, ideally in-person. Create a comprehensive list of Conclusion your data sources and tools and how all The true goal for this eight-step process is are currently being used, including by the ensuring the ‘right’ information gets to the public (i.e. emergency alerts). Outline ‘right’ people at the ‘right’ time. As Stephen 30

BLUE LINE | April 2021

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