BL - January 2022

BLUE LINE CANADA’S LAW ENFORCEMENT MAGAZINE

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JANUARY 2022

SUPPLY & SERVICE GUIDE

2022

COVER STORY

Policing cybercrime

Serving communities in a digital age p. 10

BEHAVIOURAL SCIENCES

HOLDING THE LINE

Targeted honour-based violence p. 14

Mental health resources that matter p. 22

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Contents

10 January 2022

Columns

Volume 34 Number 1

4 8 9 12 14 27 30

Features COVER STORY

Editor’s Commentary Q&A Technology Case Law Behavioural Sciences Holding the Line Back of the Book

Departments

10 Policing cybercrime

Serving communities in a digital age. By Brittani Schroeder.

16 Leading the way to better mental health Addressing toxic leadership in policing. By Matthew Wood.

18 Cyber security challenges

Private sector perspectives on the endless war. By Cameron Field and Ian Goertz.

5 5 6 6 19 28 29 30

News By the Numbers Dispatches Calendar Off the Shelf Product Showcase Marketplace Blue Links

20 The evolution of a new school resource officer program Changing from D.A.R.E. to C.O.R.E. By John Corbett.

26 Critical lessons for law enforcement managers

COVER PHOTO: YINGYAIPUMI / ADOBE STOCK

Understanding the correct approach to evaluating risk to officer safety. By Chris Butler.

8 @Blue_LineMag

16

26 January 2022 | BLUE LINE

3

EDITOR’S COMMENTARY

BY BRITTANI SCHROEDER

www.BlueLine.ca

A new year with new responsibilities

H

appy New Year, and welcome tor standpoint, and make suggestions on to the first issue of Blue Line how partnership between the private sector 2022. I like to believe that the and law enforcement will help their comstart of a new year gives every- munities prevent cyber attacks. one a fresh start; they can reinvent themA new year also provides us with a fresh selves, put a stop to bad habits, or focus perspective of our lives and our roles on new routines. I like to think the same within the law enforcement industry. be said for the magazine; it’s the perfect Some of this month’s articles pay close time to try new things. attention to those who hold In 2022, Blue Line will be explor- Now is the leadership positions. Now is a ing a wide range of topics, includ- time to look great time to look back on the ing cybercrime, the use of force, back on the choices we made in our roles in gangs and organized crime, tech- choices we the past, and how we can nology and innovation in policing, made in our change to help serve those fraud, crime prevention, diversity roles in the around us. and women in policing, firearms past, and Chris Butler’s article, “Criticand First Nations policing. As this how we can al lessons for law enforcement will be my first full calendar year change for managers” explores the correct as editor of Blue Line, I am excited the coming approach to evaluating risk to to learn alongside you about what year to help officer safety and draws on a we can do to better the law en- serve those case study that involved the around us. forcement industry, together.

RCMP. Matthew Wood’s “LeadThis first issue of 2022 focuses on ing the way to better mental cybercrime, and the trends that law en- health: Addressing toxic leadership in forcement agencies have seen over the last policing” focuses on the officer’s mental few years. I had the opportunity to speak state and how leadership might have afwith Sgt. Caroline Duval (RCMP), Det. Cst. fected that. Through these two articles, Kenrick Bagnall (Toronto Police Service we see how officers must be taken care of Computer Cybercrime Unit), A/Sgt. Tim both physically and mentally to succeed Molcsan-Spidel (Calgary Police Service in their roles.

Cybercrime Unit), and cybercrime and Another important thing to note in 2022 digital investigator Steven Wilson while is the upcoming Security • Police • Fire writing this month’s cover story, “Policing Career Expo, taking place on March 1st. If cybercrime: Serving communities in a you know of anyone who is hoping to enter digital age”. Since the pandemic, there has the law enforcement, firefighting or securbeen a rise in cybercrime, as cybercriminals ity industries, make sure to share this have taken advantage of the large number opportunity with them. This year’s event of people working from their homes. In includes a keynote presentation, a mock collaboration with these cyber experts, this interview panel and ample time for netarticle was written with the goal of provid- working. Visit the website (www.emergening law enforcement agencies with some cyservicesexpo.ca) for more information. core tips about cybercrime and how officers If you have any questions, please feel free can better prepare their communities for to reach out to me. I’m looking forward to meeting the law enforcement industry’s potential cyber-attacks.

In another article, written by Cameron newest possible recruits!

Field and Ian Goertz, the endless war against cybercrime is considered. As they Correction: Blue Line’s December Q&A so aptly put it, “The greatest casualty of the incorrectly stated there was only one female TAC information age is our privacy”. The auth- team member in the Hamilton Police Service. ors share the most important information There have been two: Sgt. Mary Sullivan and Cst. about cyber security from the private-sec- Margaret Couch.

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NEWS

PHOTO CREDIT: LUTSENKO OLEKSAND/ADOBE STOCK

ALBERTA

EPS now using missing children app “rescu”

In February 2021, the Canadian Association of Chiefs of Police endorsed the Missing Children Society of Canada (MCSC) “rescu” app as an addition to the national strategy for missing children.

The EPS recently adopted the MCSC’s Child Search Network, which is a national system designed to share information about high-risk missing children cases that do not meet the criteria for the AMBER Alert.

This network includes a database with real-time details from police about missing children cases, with photos, location maps and the capacity to deliver the information to community members and first responders specific to their location. It also lets the public share vital information with police.

Starting in mid-November 2021, the app was downloaded to all EPS phones, so officers can now receive notifications on their work devices about high-risk missing children in the Edmonton area.

“Missing persons investigations are often very complex and require a lot of resources,” says Sgt. Rebecca Wright, EPS Missing Persons Unit. “This app will help bring police and citizens together in the search. The more eyes we have out in the community looking for missing kids, the better our chance of bringing them home as quickly as possible.”

The MCSC and the EPS are also encouraging the public to download the app onto their personal devices by taking the rescu Challenge.

QUEBEC

Deployment of portable camera pilot project in Drummond RCM

In 2021, the Sûreté du Québec implemented a pilot project on the use of portable cameras by the organization’s police officers. The Drummond RCM is now participating in the final stage of the project’s deployment.

The project as a whole lasts 12 months and targets four different sites across the province, and will require the use of 40 cameras in total.

For each site, 10 police personnel will be equipped with a portable camera as part of their work. In support of these users, civilian resources will also join the project management team to enable the collection, processing, disclosure and retention of records generated as part of the project.

This pilot project will enrich the reflections on the technical and legal aspects of adding portable cameras to the equipment of the police officers in order to film their interventions. The Sûreté du Québec will thus be able to document the advances that would make it possible to assess the operational and administrative effects linked to the use of this type of device. To this end, two reports will be submitted to the General Staff of the Sûreté

du Québec and shared with members of the strategic committee of the Ministry of Public Security on the use of portable cameras concerning the deployment of the pilot project on the Drummond site: a progress report and a final report, both in 2022.

The four sites were chosen in partnership with the Director of Criminal and Penal Prosecutions, according to their geography, their volume, their type of intervention as well as the workload of their partners in the legal system, in order to offer a representative sample of the various territorial realities, thus making it possible to provide tangible data for the evaluation of a large-scale deployment.

This is why, for each of the sites, the mode of activation of the cameras as well as the types of interventions targeted are not the same.

Throughout the project, both the population and the Sûreté du Québec partners will be kept informed of developments in this important file.

ONTARIO

LPS canine calendar celebrates 50th year of canine unit The London Police Service (LPS) Canine Unit has launched its 2022 LPS Canine Calendar, in celebration of the unit’s upcoming 50th anniversary.

The 12-month calendar boasts the LPS current Canine team, and their furry colleagues, along with photos and a historical snapshot from their proud past.

The LPS Canine Unit was introduced in February of 1972 and began patrol in July of that same year. Over time, the Canine team has grown to a complement of eight dogs and eight handlers, responding to various calls including assisting in missing person investigations, searching for The calendars are $10 each, with all profits going to the Easter Seals Camp Woodeden for kids.

BY THE NUMBERS In August 2021, the Canadian Centre for Justice and Community Safety Statistics released recent data on criminal victimization in Canada, 2019.

For more information, please visit www150.statcan.gc.ca.

78 %

of Canadians were very or somewhat satisfied with their personal safety from crime in 2019, according to the General Social Survey (GSS).

@Blue_LineMag

1 in 5

29 %

Canadians or their households were impacted by one of the eight crimes measured by the GSS in 2019. There were 8.3 million incidents recorded.

of Canadians indicated that the victimization that they or their household experienced was reported to police. Reporting varied widely depending on the type of crime.

7 in 10

self-reported incidents were non-violent in nature. Theft of personal property, the most common crime type, accounted for more than one-third (37 per cent) of all criminal incidents.

January 2022 | BLUE LINE

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NEWS DISPATCHES Halifax Regional Police has announced the passing of Retired Police Chief Frank Beazley. Chief Beazley was a distinguished leader and a community member who served the citizens of Halifax for 42 years as a police officer. Starting with his career in 1970 as an officer on patrol with the Halifax Police Department, he moved up the ranks and became Chief of Halifax Regional Police in 2003. He served in his role as Chief until 2012, proving to be an extraordinary leader who was well respected within the police service and in the community. He was also a member of the Nova Scotia Chiefs of Police Association and served as Atlantic Vice President of the Canadian Association of Chiefs of Police. Chief Beazley’s leadership has had a tremendous impact on the history of the Halifax Police Service, and his loss is being felt by many.

The RCMP in Newfoundland and Labrador have welcomed its new Commanding Officer of “B” Division, Assistant Commissioner Jennifer Ebert.

Assistant Commissioner Ebert was born and raised in London, Ontario and joined the RCMP in 1997. She has been posted to Northwest Territories (G Division), Nunavut (V Division), Alberta (K Division), and Saskatchewan (F Division), before respectfully being named as the Commanding Officer of Prince Edward Island (L Division). She holds an Honours Bachelor of Arts degree from Lakehead University, a Police Leadership Certificate from Dalhousie University, and a Professional Leadership Certificate from the University of Regina.

Prior to her service in the RCMP, Jennifer Ebert was dedicated to making change and being a leader in community organizations in her hometown of London, Ontario. After graduating from Lakehead University with an Honours BA in Political Science, the decision to become a police officer was a natural fit.

Jennifer is passionate about public safety and the opportunity she had been given to contribute to the future of policing on a provincial, national and international level.

Vancouver Police Constable John Gravengard was recently selected by the B.C. Borstal Association, for the 2021 Chief R.J. Canuel Award of Excellence in Community 6

BLUE LINE | January 2022

CALENDAR Crime Prevention. Gravengard joined the Vancouver Police Department (VPD) in 2008 and has worked in patrol districts 3 and 4 for over 10 years. During his time in patrol, he began organizing what became known as “VPD Day”. This eventually turned into a two-day event, where secondary school students could attend and interact with volunteers and police officers from many different sections within the VPD. Since 2019, Gravengard has been the Musqueam Neighbourhood Police Officer. Early intervention is what Gravengard believes in, and his passion to help youth began well before landing this role.

As a result of the relationships Gravengard has built over the years, this allows him to work closely with the community members to help resolve conflict, by using alternative dispute resolutions in conjunction with Indigenous Cultural practices. Gravengard continues to work in partnership with the Musqueam Security Team.

Regretfully, the Timmins Police Service acknowledges the recent passing of retired Inspector George Dasovich. Dasovich served the community of Timmins for 32 years, leading to his eventual retirement.

He was known for having a calm disposition and professional comportment in uniform. Dasovich passed away unexpectedly due to surgical complications on November 7th at the Northumberland Hills Hospital in Cobourg. George always led by example and was consistently regarded as a man of integrity with a gentle nature. He valued community service and applied a solid work ethic to his investigations and placed a high priority on thoroughness and attention to detail. His contributions to law enforcement and his community are commendable. The Timmins Police Service sincerely hope that his surviving family members are coping with this loss and are fully aware of the positive impact that Dasovich had on his workplace, his colleagues, and his community.

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: bschroeder@annexbusinessmedia.com.

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

Security • Police • Fire Career Expo Date: March 1, 2022 Location: Vaughan, Ont. www.emergencyservicesexpo.ca/ BCACP/CACP Police Leadership Conference April 3 – 5, 2022 Location: Vancouver, B.C. www.cacp.ca/2022-police-leadershipconference.html?mid=214 Law of Policing Conference, Eastern Canada Edition May 5 – 6, 2022 Location: Toronto, Ont. www.canadianinstitute.com/law-ofpolicing-east/ International Association of Directors of Law Enforcement Standards and Training 2022 Conference May 15 – 18, 2022 Location: Fort Worth, Texas www.iadlest.org/conf-2022 CANSEC 2022 June 1 – 2, 2022 Location: Ottawa, Ont. www.defenceandsecurity.ca/CANSEC/ CACP National Human Trafficking Symposium June 5 – 7, 2022 Location: Toronto, Ont. www.cacp.ca/cacp-national-humantrafficking-symposium.html?mid=524 59th IAWP Annual Training Conference September 12 – 16, 2022 Location: Niagara Falls, Ont. iawp2022niagarafalls.org/ IACP October 15 – 18, 2022 Location: Dallas, Texas theiacpconference.org

Find more calendar events online at blueline.ca/events.

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SECURITY • POLICE • FIRE

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Q&A Blue Line editor Brittani Schroeder had the chance to speak with Paul Walker of the Abbotsford Police Department (AbbyPD) about the recent flooding in B.C. and the steps that were taken to ensure the safety of everyone in their community.

Q: When the warning was sounded for potential flooding, what was the first thing that the Abbotsford Police Department did?

Q: With so many people in your community having to leave their homes, how did the AbbyPD coordinate the evacuation?

AbbyPD was part of the Emergency Operations Center (EOC), which was set up late afternoon on the 14th by the City of Abbotsford. This allowed for a team approach between all first responders, city staff and rescue crews assisting in the unfolding events. AbbyPD assisted in door-to-door evacuation notifications, the rescuing of citizens from vehicles submerged in water, and assisted with the clearing of Highway 1 of vehicles within the Abbotsford area as the waters started to overtake the road.

Q: How does the AbbyPD help residents see it’s important to leave when an evacuation order comes through?

During the event, the entire Sumas Prairie area was ordered to evacuate, which consists of approximate8

BLUE LINE | January 2022

During the recent flooding, the Abbotsford Police Department rescued many citizens from vehicles submerged in water.

ly 1,200 homes. To put that into perspective, this area is the size of the entire City of Burnaby. Many people left their homes, but some decided to stay behind and tend to their livestock. In peoples’ minds, leaving their valuables behind and their homes unoccupied is a big concern. AbbbyPD erected checkpoints into the Sumas Prairie that were staffed 24 hours a day to provide extra protection for the area, ensuring that only residents were allowed in when it was safe to return home. Roving patrols were also conducted along the roadways that were still driveable.

We also made sure to provide real-time updates on our social media accounts with pictures and videos, which allowed our community a first-hand look at what was occurring. This enabled the residents to make decisions with up-to-date information, which hopefully made it a little easier for them to leave, knowing the risks to human life by staying behind.

Q: Is there a story you can tell of someone on your team who went above and beyond to help the community?

There are many stories that have

Q: What steps will the AbbyPD take in the aftermath of a crisis like this?

Paul Walker

AbbyPD continues to provide scene security to the Sumas Prairie area, manning checkpoints 24 hours a day and allowing access to residents only. We will continue to support the members of our community by facilitating access to residents within the affected areas, and to ensure the roadways within these areas are safe for travel. We continue to maintain a presence within the EOC and will continue to work with all our community partners until everyone returns home. All the men and women of AbbyPD, along with the law enforcement partners that have assisted us, continue to maintain a visual presence within this area with a sole purpose of protecting life and property within this area.

Editor’s Note: At the time of this interview, the Sumas Prairie was still dealing with high levels of water, whilst finding the best way to get members of their community back to their homes.

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PHOTO CREDIT: ABBOTSFORD POLICE DEPARTMENT

On November 14th, 2021, when the rains became heavy and the water levels started to rise, AbbyPD frontline officers started responding to calls of flooding roads and small mudslides within our community.

Our officers went from call to call assisting in evacuations of homes, closing roads down and ensuring the members of our community were safe.

Further, we utilized our social media channels to update the public with the best information we had throughout the first night and continued to provide updates to the public as we became aware of them.

occurred throughout the past few weeks, but on one occasion we had one of our officers respond to a 911 call where a driver of a vehicle found themselves getting stuck in deep water within the Sumas Prairie. The vehicle was taking on water quickly and the driver was unable to get out. This officer made it to the area but couldn’t drive up to the sinking car. They proceeded to swim out to the driver and rescued them from their vehicle, getting them to safety and awaiting an ambulance.

In this case, other than being very cold and wet, the driver wasn’t injured nor was our officer. This just speaks to the dedication and professionalism of the men and women of our organization.

TECHNOLOGY

BY HEATHER FLOWE

Improving identification accuracy via 3D interactive lineups

C

riminal identification lineups continue to be an important tool for identifying perpetrators, but new approaches are required to improve the accuracy of eyewitness identification.

In 2014, the National Academy of Sciences called for the urgent development of new technologies to help translate the latest science on eyewitness identifications and identify new identification procedures for the global law enforcement community.

To that end, researchers at the University of Birmingham (UK) have led research alongside law enforcement experts to develop a cost-effective solution that works alongside existing identification systems and processes. The university then published the findings of their experimental studies.

The promising results suggest a viable pathway to improving discrimination accuracy, better supporting the identification and prosecution of criminals and reducing the risk of wrongful conviction.

It is crucial to both increase correct identifications of guilty suspects as well as lower ‘false positive’ identifications of innocent suspects. According to the Innocence Project, misidentification is the single greatest cause of wrongful conviction in the U.S. Since 1989, 365 wrongful convictions have been overturned based on new DNA evidence; reliance on inaccurate eyewitness testimony played a role in securing convictions in many of these cases.

PHOTO CREDIT: HEATHER FLOWE

Introducing an interactive procedure

In the U.S., and indeed most countries worldwide, criminal identification lineups consist of static photographs. Lineup members are shown from the shoulders up, facing forward, even if a witness viewed the perpetrator from a different angle at the time of the crime (e.g., profile view).

This method does not account for one of the most influential principles of human memory—encoding specificity—which states that the context in which memories are acquired and retrieved is a powerful determinant of memory accuracy.

For eyewitnesses, this context includes the angle from which they observed the incident and the perpetrator.

The novel interactive lineup procedure developed by the researchers provides a 3D @Blue_LineMag

interactive lineup in which eyewitnesses can rotate the lineup members’ faces, viewing them in any pose desired.

A study from American Psychologist found that, compared to the traditional static frontal pose lineups, discrimination accuracy is significantly increased when using the interactive tool.

This research, and a second study published in Nature Sci Reports, provide the first evidence that the new interactive procedure can increase accuracy of eyewitness identification, both increasing correct identifications and decreasing incorrect identifications.

This procedure also reduced own race bias; the most common factor associated with cases of mistaken identification is the witness being of a different race than the culprit. Faces are 1.4 times more likely to be misidentified if they are of a different race than the person making the identification when using traditional lineup procedures.

The interactive lineup tool improved accuracy in other race identifications.

Eyewitnesses naturally manipulate images to improve identification

The study in Nature Sci Reports tested whether witnesses would spontaneously rotate the lineup faces to match the angle in which they saw the perpetrator and, if so, whether this was also associated with increased identification accuracy.

Researchers recruited more than 3,000 volunteer ‘witnesses’ to test their discrimination accuracy. The volunteers watched a video of a staged crime being committed, and were then shown images of the perpetrator, alongside filler images of similar faces.

The researchers observed that witnesses naturally (without instruction) moved the images into the best position for identification.

Furthermore, the results again showed that discrimination accuracy was significantly greater when witnesses were able to manipulate 3D images of suspects to view the lineup members in the same angle as they had studied the perpetrator, when compared to the control group using the traditional static method.

The findings have garnered praise from leading memory experts and are considered to show the first procedure that successfully significantly enhances memory accuracy.

Guidance for law enforcement

• Consider alternative approaches to improve the accuracy of eyewitness identification in lineups.

• Actively seek out methods that account for ‘encoding specificity’ and allow eyewitnesses to view suspects in alternative poses.

• Read more about the work of the Applied Memory Lab at the University of Birmingham.

Reference

1. Colloff, Flowe et al (2021). Active exploration of faces in police lineups increases discrimination accuracy for own- and other- race faces. American Psychologist.

2. Colloff, Flowe et al (2021). ‘Perpetrator pose reinstatement during a lineup test increases discrimination accuracy.’ Scientific Reports.

Heather Flowe is a Professor of Psychology at the University of Birmingham in the UK. She researches how people remember criminal events, and develops memory enhancing, broad reach, low-cost procedures that are integrated into legal systems around the world.

January 2022 | BLUE LINE

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COVER STORY

Policing cybercrime Serving communities in a digital age

By Brittani Schroeder these digital attacks. Agencies across the country have spent the last decade training personnel to focus on and fight against this type of crime, but continuing education will be needed to keep up with the cybercriminals of today and the days ahead.

Defining cybercrime

The RCMP defines cybercrime as “any crime where a cyber element (that is, the internet and information technologies such as computers, tablets or smart phones) has a substantial role in the commission of a criminal offence.”4 Cybercrime falls into two categories: technology as a tool and technology as a target. In the first, the technology— whether it is a device or the Internet—is used to facilitate the criminal offence. This includes online scams and fraud, money laundering, intellectual property infringements, and online illicit marketplaces.

In the second category, the target of the criminal offence is the data—personally identifiable information, protected health information, credit card data and cryptocurrency. Examples include hacking to steal sensitive data, using malicious software to illegally access a computer (or a network of computers), or disrupting online services.

Trends in cybercrime

In the cyber realm, there are many different ways someone can be targeted and attacked.

Sgt. Duval stated that ransomware was the top cybercrime threat that the RCMP’s National Cybercrime Coordination Unit (NC3) saw in its first year of operation (2020 to 2021).

“Human beings remain the weakest link in the chain of cybersecurity. It only takes one click, or even just opening the wrong email, and in a nanosecond your system has been breached,” said Det. Cst. Kenrick Bagnall, Toronto Police Service Computer Cybercrime Unit (C3).

Throughout the pandemic, Tim Molcsan-Spidel of the Calgary Police Service (CPS) has seen a rise in crypto scams, romance and intimate images extortion, lawyer scams, and full-fledged company targeted ransomware attacks.

The growth of social media and the Internet, advances in and adaptation of new technologies – AI, 5G, quantum computing, blockchain, gaming platforms, the emerging metaverse, etc., has directly impacted law enforcement and their operations. Officers must approach each radio call, interaction with a complainant/victim or investigation with a mindset that there will be a technology component

“Canadians have never before been subject to the level of disinformation, theft, exploitation, fraud and abuse that is happening now in the online space.” - RCMP Sgt. Caroline Duval.

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BLUE LINE | January 2022

connected to each case at some point. “Street-level crime meets ‘the cloud’, and we must adapt our law enforcement mindset and approach it from the outset to better facilitate successful outcomes,” Bagnall stated.

Addressing cybercrime

During the early 2010s, police agencies recognized the importance of establishing cybercrime units within their task force in order to address the rise in digital crimes being committed.

As Molcsan-Spidel said, “Setting up a cybercrime unit truly depends on how big it can be and what the mandate and focus will be on. CPS, for example, is one of the few Canadian units that covers a wide range of cybercrimes, with expertise in ransomware, cryptocurrency, undercover communication, the dark web and OSINT, which stands for open-source intelligence.”

Resources “are always going to be an issue with law enforcement cybercrime units”, according to cybercrime and digital investigator Steven Wilson. For that reason, there are a few key aspects of cybercrime that members of law enforcement need to be trained on. First and foremost, all offiwww.BlueLine.ca

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ybercrime rates are on the rise in Canada and the threats are becoming more sophisticated. While Canadian crime statistics are typically combined with U.S. numbers, it is important to note that Canada deals with its own unique cyber landscape. The 2020 Cyberthreat Defense Report stated that 78 per cent of Canadian organizations experienced at least one cyber-attack within a 12-month period1, compared to the 71 per cent that was experienced in 20192.

Over 42 per cent of Canadians experienced at least one type of cyber security incident since the beginning of the pandemic, including phishing attacks, malware and fraud.3 “Because of our reliance on smart technology, Canadians have never before been subject to the level of disinformation, theft, exploitation, fraud and abuse that is happening in the online space,” said RCMP Sgt. Caroline Duval. “Victimization is as devastating and damaging online as it is in person.”

The nature of these crimes is continuously evolving, and the impact has been prevalent and far reaching. This impact can be seen in the efforts that law enforcement has put in to advocate for cybercrime victims, and their investigations into

ranges from Cryptocurrency/ Bitcoin/Blockchain to malware, ransomware, IP location tracing, phishing, and more.5 The RCMP’s National Cybercrime Coordination Unit (NC3) is also mandated to serve as a central hub supporting Canadian law enforcement efforts to combat cybercrime, and act as Canada’s main point of contact for international partners in the global fight against these cyber-attacks.

Raising awareness

cers should have basic cybercrime training, which includes basic digital literacy skills. This would incorporate everything from a basic understanding of social media privacy and basic computer/digital media use and best practices to both handling the evidence and preventing cybercrime. At a much higher level, this would essentially involve the digital transformation of all law enforcement agencies across Canada, which Wilson would say is truly overdue.

At the CPS, officers are given a choice of taking Cyber 100, 200, 300 and 400, where the topics range from basic computer skills, to having the knowledge to launch a cyber investigation, to being fully undercover in the dark web.

This way, all members of law enforcement are able to work on technological aspects of any case.

Keeping in mind the resource constraints, cybercrime units should be developed as a partnership between law enforcement agencies. Communication between law enforcement agencies is critical both as a way to share lessons learned, and resources. Developing a standard across the country for @Blue_LineMag

equipment, training, investigation best practices and legal framework will also aid law enforcement in the long run. If an agency has a dedicated cybercrime unit, the members of this team should be responsible for the proactive development and updating of a knowledge base and list of resources, so that all members of law enforcement have access to it. This list should be updated continuously.

Collaboration with the private and academic sectors will also be a helpful tool. These collaborations should not share sensitive information, but rather collaborate on training and resource development for law enforcement. A notable example of collaborative efforts is the RCMP BCIT Cyber Learning Resource Portal.

The Cyber Learning Resource Portal is something that the RCMP had in works for years, and finally came to fruition with the help of BCIT’s Centre for Digital Transformation and BCIT students in the Digital Forensics and Cybersecurity program. The portal’s purpose is to help advance frontline members’ knowledge and skills when it comes to cyber economic crimes. The training material included in the portal

As the digital economy continues to increase, cybercrime is only going to keep growing exponentially for both individuals and organizations. “I can’t emphasize enough the importance of proactive public awareness and education provided not only by law enforcement, but by everyone,” said Wilson.

Unfortunately, only approximately 10 per cent of cybercrimes are reported to law enforcement, according to Bagnall. Why is this? As he would explain it, there are still some systemic issues when it comes to cybercrime, and there is still a lack of trust from the public that this is an area of criminality that law enforcement cares about and thoroughly investigates. “One reason I think these crimes aren’t reported is because most times it can be remediated by the bank. If they get their money back, they don’t care to report it,” Bagnall stated. Similarly, he finds crimes aren’t reported when the victim knows that the criminal is likely halfway around the globe, and the belief is that law enforcement won’t be able to catch them. “But the thing is, we do catch them.”

The biggest challenge five to six years ago was getting the word out that law enforcement agencies were there to help and investigate cybercrimes for their communities. The new message that officers are trying

to spread is that they can tap into a global network of law enforcement agencies to catch criminals around the world.

Increasing the public’s education and awareness on cybercrime must be ongoing.

While officers need to have a knowledge base that’s continuously being updated, the public’s understanding of cybercrimes also needs to be given a lot of attention.

Wilson suggests educational sessions in the community, local newspapers, and social media outreach. He frequently visits coffee shops on Sunday mornings and speaks to anyone who wants to have a chat.

He covers everything from cybercrime to elder abuse prevention – whatever people want to hear about.

Molcsan-Spidel has found success in providing ‘lunch and learns’ to businesses, organizations and communities, and sharing a monthly cyber newsletter with trends that law enforcement members are seeing.

The digital future

As the world shifted to more work-from-home and digital practices at the beginning of the pandemic, law enforcement agencies saw a surge in the number of cyber-attacks happening and subsequently being reported. In this digital age, it is more important than ever for communities to learn of the dangers of cybercrime, and how to protect themselves from it.

This is where law enforcement is needed.

References 1. O’Driscoll, A. “Canada cyber security and cyber crime statistics (2020-2021).”

Comparitech. November 2021.

2. 2019 CIRA Cybersecurity Survey. CIRA. 3. “Canadians spend more money and time online during pandemic and over two-fifths report a cyber incident.” Statistics Canada.

October 2020.

4. “Cybercrime defined.” Royal Canadian Mounted Police. September 2021.

5. Chen, A. “BCIT students support RCMP in developing Cyber Learning Resource Portal.”

BCIT News. October 2021.

January 2022 | BLUE LINE

11

CASE LAW

BY MIKE NOVAKOWSKI

30-hour delay in facilitating counsel rendered drugs inadmissible

T

he Ontario Court of Appeal has excluded evidence even though a s. 10(b) Charter breach occurred after the drugs were found. In R. v.

Jarrett, 2021 ONCA 758 police stopped the accused after seeing him using his cell phone while at an intersection. Jarrett produced his driver’s licence and vehicle registration on request. Through a database check, it was learned that Jarrett was on bail and not allowed to possess the cell phone because it had not been registered with the police. He was placed under arrest and asked to get out of his car. Jarrett was described by police as aggressive, confrontational, argumentative and hostile. Jarrett reached for a fanny pack as he got out of the car; an officer, concerned for his safety, also reached for it and a struggle ensued. Knee strikes and a Taser were deployed to get Jarrett under control. The fanny pack was searched and found to contain cocaine, oxycodone and hydromorphone pills, and $125 in cash. Jarrett was charged with assaulting a police officer, breach of recognizance, possessing proceeds of crime and several drug trafficking related offences.

Jarrett was advised of his right to counsel upon his arrest and he requested the opportunity to contact counsel, whom he identified by name. As a result of his arrest, he was taken to the hospital for medical attention. Police called Jarrett’s lawyer about an hour and a half after the arrest and left a voicemail message, but never followed-up when the lawyer didn’t call back nor were any other efforts made to facilitate contact with counsel.

While at the hospital, Jarrett remained in police custody, handcuffed to his bed for approximately 20 hours. He had no contact with counsel and was not offered the opportunity to contact counsel from the hospital. Jarret was only able to contact and speak with his lawyer after being transported from the hospital to the police station or courthouse, about 30 hours after his arrest.

In the Ontario Superior Court of Justice, the trial judge concluded that Jarrett’s rights under s. 10(b) of the Charter were infringed when he was not allowed to contact counsel for almost 30 hours. Once Jarrett had requested counsel, the police were required to implement it. Although the judge found it was reasonable for po12

BLUE LINE | January 2022

“Section 10(b) guarantees to anyone arrested or detained the right ‘to retain and instruct counsel without delay and to be informed of that right’.”

- Justice Zarnett lice to leave a message with Jarrett’s lawyer, they needed to do more. Since no further efforts were made to facilitate Jarrett’s right to counsel, nor any evidence to suggest that contact with counsel could not be facilitated at the hospital, s. 10(b) had been breached.

As for the evidence found in the fanny pack, it was obtained in a manner that breached the Charter. Even though the fanny pack was located before the s. 10(b) breach, its recovery was temporally connected to it. The arrest and search of the fanny pack, and resultant s. 10(b) violation were part of the same transaction or chain of events, but the judge did not exclude the evidence under s. 24(2), nor did he stay the charges under s. 24(1). Jarrett was convicted of three drug trafficking charges, proceeds of crime, breach of recognizance, and assaulting a police officer for bear hugging and headbutting an officer. He was sentenced to a total of 25 months in prison.

Jarrett appealed his convictions to Ontario’s highest Court asserting, in part, that the trial judge erred in not excluding the fanny pack evidence as a remedy for the breach of his s. 10(b) right.

“Section 10(b) guarantees to anyone arrested or detained the right ‘to retain and instruct counsel without delay and to be informed of that right’,” said Justice Zarnett for a unanimous Court of Appeal. “Where, upon being informed of the right, the detained person exercises it, the police must immediately provide the detainee with a reasonable opportunity to speak to counsel.” Here, Jarrett exercised his s. 10(b) right by expressing the desire to speak to counsel immediately upon his arrest, but the police breached their duty to immediately provide him with a reasonable opportunity to speak to counsel. Zarnett wrote:

The single message that was left with counsel, without any follow-up, did not actually provide an immediate opportunity for the [accused] to speak to counsel.

No such opportunity was provided for 30 hours. Nor was the single message, without any follow-up, reasonable, judged in all of the circumstances … [F]urther efforts were required. Yet the police took none.

They did not explore whether there were other means of making contact with the counsel the [accused] had specified. Nor was the [accused] told that a message had been left with the counsel he had specified, or that it had not been answered. Thus, he was not given the opportunity to provide other contact information for that counsel if he had it, or to specify another counsel who might be more immediately responsive. [para. 42] In this case, the police assumed responsibility for making first contact with Jarrett’s lawyer rather than providing him with direct access to a phone. The police then had the duty to pursue Jarrett’s access to counsel. Leaving a single voicemail and ending the effort was not enough.

As for s. 24(2), the Court of Appeal excluded the evidence. Despite no causal connection between the discovery of the fanny pack contents and the s. 10(b) breach, there was a sufficient temporal connection, as the trial judge found, that rendered the evidence “obtained in a manner” that infringed a Charter right. The 30-hour delay in providing Jarrett with the opportunity to contact counsel was substantial. The impact of the breach on Jarrett was also significant. These two factors were not outweighed by society’s interest in having the case decided on its merits through the admission of the relevant and reliable evidence.

As a result, the convictions for the trafficking offences and proceeds of crime possession were quashed and acquittals were entered. The convictions for the breach of recognizance and assaulting a police officer – and their respective sentences – were maintained.

Mike Novakowski is Blue Line’s case law columnist.

www.BlueLine.ca

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BEHAVIOURAL SCIENCES

BY PETER COLLINS

Targeted honour-based violence

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BLUE LINE | January 2022

with death if they dishonour their family.

There can also be family complicity involving multiple family members in the killing, such as parents, siblings and cousins. In addition, the perpetrators of honour killings often don’t face negative stigma in their families or communities.

HBV case studies

One of the first honour killing cases I was consulted on was the Farah Khan homicide.

Muhammad Khan, the victim’s father, was convicted in April 2004 of first-degree murder and sentenced to life imprisonment without parole for at least 25 years, for the murder of his five-year-old daughter, Farah Khan, in their home in Toronto in 1999. His wife, Fatima Khan, the victim’s step-mother, was convicted of second-degree murder and sentenced to life imprisonment without parole for at least 15 years in June 2004.

On the day of the murder, Mr. Khan allegedly chased the child around a coffee table in the living room of their basement apartment. He then caught her by her hair and legs and beat her with a rolling pin.

Finally, he banged her head on the table, whereupon she died. Initially he claimed the five-year-old had committed suicide.

Her father later argued that he had to restore his honour because his daughter was the child of his first wife and another man. In November 2007, the convictions against Mr. Khan and Fatima Khan were upheld on appeal.

A case I was consulted on as a member of the OPP Criminal Behaviour Analysis Section team involved a multiple murder.

In June 2009, Rona Amir Mohammad (50), who was the first wife of Mohammad Shafia, and three of Mr. Shafia’s daughters, Zainab (19), Sahari (17) and Geeti (13), were found dead in a submerged car in the Rideau Canal near Kingston, Ont. The Shafia family was originally from Kabul, Afghanistan, had lived in Dubai for 15 years, and immigrated to Canada via Australia in 2007.

On July 23, 2009, Mr. Shafia (56), his second wife, Tooba Mohammad Yahya (39), and their son Hamed Shafia (18), were arrested on charges of four counts of first-degree murder and conspiracy to commit murder in the deaths of Mr. Shafia’s three daughters and first wife. The first wife, Rona, was infertile and was treated as a domestic servant by the second wife, Tooba. Rona desperately wanted a divorce from Mohammad Shafia.

The daughters’ biological mother was the second wife, Tooba. The parents were fearful that all three daughters were becoming “too Canadian”, and the eldest was developing a relationship with a Pakastani youth. On January 29, 2012, after 15 hours of deliberation, a jury found each of the three defendants guilty of four counts of first-degree murder.

PATRIARCH

The utilization of actuarial threat assessment protocols or structured professional judgment tools are not as applicable in assessing the potential for violence in honoured-based cases. For that reason, Kropp, Belfrage & Hart, developed PATRIARCH.2 It is a structured professional judgment (SPJ) tool used by professionals who are trained in its application. The development of the PATRIARCH was, in part, based on a review of the existing professional literature on HBV; therefore, its use is considered to be evidence-based and, at this point, the gold standard for examining the vulnerability factors and the risk management for HBV. The purpose of this SPJ tool is to introduce a systemic, standardized and practical framework for gathering and considering information when making decisions about HBV risk. There are three components to the PATRIARCH – www.BlueLine.ca

PHOTO CREDIT: AUNGMYO / ADOBE STOCK

H

onour-Based Violence (HBV) is a major global problem; the United Nations estimates that approximately 5,000 women and girls lose their lives at the hands of their family every year.1 There is every indication that this form of violence is on the rise in North America and Western Europe. In England, it is estimated that there is an average of one honour killing per month.

According to Kropp, Belfrage & Hart, HBV can be defined as “any attempted or threatened physical harm of a family member with honour as the principle motive”.2 In its most extreme form, the violence leads to the killing of the family member because the victim is perceived as bringing ‘dishonour’ the family. These are premeditated killings of family members who are thought to have brought shame or dishonour to their family by engaging in certain behaviours that are considered unacceptable. Motivations can include engaging in sexual acts outside the marriage or having a nonsexual relationship that is perceived as inappropriate; homosexuality; conflicts of honour concerning an inheritance; dressing in a manner that is unacceptable to the family; loss of virginity outside marriage; rebellion against traditional forms of behaviour or occupation; insulting a family member and refusing to take part in honour-based violence against another person. Sometimes a girl or woman is abused, disowned by her family or forced to have an abortion.

Women and girls are the most common victims of honour-based violence; however, men and boys can be victims, too.

In an honour-based society, only the men can be regarded as honourable. Their ‘honour’ is tied to the actions of the female members of the family, who could ultimately bring dishonour to the family or culture of origin. Some experts state that the foundation of HBV is based in religion, while others state it is not about religion but instead about patriarchy, or a combination of both. In many ways it is the man’s reputation in the eyes of other men, and this can be rooted in either religion or patriarchy.

What makes it different than other forms of domestic violence is that honour killings are planned in advance, often at a family conference. The perpetrators’ family may repeatedly threaten the victim

the nature of the HBV, risk factors pertaining to the perpetrator and the vulnerability of the victim:2

V4. Unsafe living situation V5. Mental health or substance use problems

Nature of HBV factors

Each and every case is unique; however, PATRIARCH assists the threat assessor in determining the current risk and the vulnerability of the victim, allowing for the development of a safety plan.

Belfrage & Ekman state that it is necessary for police threat assessors to have a basic understanding of honour context, in order to carry out adequate threat assessments and risk management plans.3 They also state that it is crucial that the victim safety is handled by experts who understand the complexity of the feelings that the victims have. Many of the victims are young and are used to living within a close family; for this reason, they may have difficulty in coping with being alone, even though they know that if they return to their family— even though they miss them—they may face great danger in doing so.

N1. Violent attitudes or thoughts N2. Violent threats or plans N3. Violent acts or attempts N4. Escalation N5. Persistence

Perpetrator risk factors

P1. Problems with cultural integration P2. Perceived transgressions of norms or values P3. Family relationship problems P4. Mental health or substance use problems P5. Antisocial attitudes and behaviour

Victim vulnerability factors

V1. Inconsistent attitudes and behaviours V2. Extreme fear V3. Inadequate support or resources

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In multiple studies with the Swedish police, PATRIARCH has demonstrated good validity and has significantly improved police investigations since its implementation.

For more information and training pertaining to PATRIARCH, contact Protect International at www.protect-international.com.

References 1. United Nations Population Fund, accessed at www.unfpa.org 2. Kropp, R., Belfrage, H. & Hart, S. (2013). Assessment of risk for honour-based violence (PATRIARCH). User manual.

Vancouver, British Columbia: Protect International.

3. Belfrage, H. & Ekman, L. (2021). “Threat assessment of targeted honour-based violence.” In J. R. Meloy & J. Hoffmann. International Handbook of Threat Assessment.

New York: Oxford University Press.

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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January 2022 | BLUE LINE

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2021-09-13 12:29 PM

Leading the way to better mental health Addressing toxic leadership in policing

By Matthew Wood, CD, MPPAL

A

t the end of 2020, the office of the Governor General experienced a crisis of leadership.

Allegations that Canada’s Governor General, Julie Payette, had transformed the office’s work environment from “one of the most collegial and enjoyable work environments” into “a house of horrors”, led to an external review and, ultimately, Payette’s resignation. That the holder of the second-highest office in Canada could foster such a toxic workplace in such a short period of time came as a surprise to some. For most, however, toxic leaders—those who repeatedly engage in negative behaviours which contribute to the psychological harm of their followers—are common.

Policing is no different than other government organizations; in recent years, inquiries into the cultures of the Royal Canadian Mounted Police, Calgary Police Service, Ontario Provincial Police, the Toronto Police Service, and the Durham 16

BLUE LINE | January 2022

Regional Police Service have all revealed work environments with defective leadership practices. While some have since committed to change, the question remains: just how harmful are toxic leaders and what can be done about them?

Who are toxic leaders?

According to leadership experts Ken Hansen and Angelo Caravaggio, toxic leadership stems from an inflated ego and a failure to apply sound leadership practices. One study exploring the behaviours of toxic leaders found they routinely engage in at least one of six types of behaviour: manipulation, intimidation and bullying, abusive or emotionally volatile behaviours, narcissism, micromanaging, or passive-aggressive behaviours. A study by Kathie Pelletier noted that the most common form of toxic leadership involved attacks on a follower’s self-esteem, including “ridiculing employees in public and demeaning employees personally”. Attacks on self-esteem are re-

ported to be among the most harmful of behaviours.

In retired Supreme Court Justice Michel Bastarache’s review of the RCMP’s culture, members described their workplace as toxic in detachments where leaders turned a blind eye to unprofessional conduct. The same was said about a certain poisoned work environment within the Toronto Police Service, as described in McWilliam v Toronto Police Services Board.

For the OPP, the Government of Ontario (which launched its review after an alarming number of officer suicides) cited leadership as the first among many issues affecting member well-being, explaining that “instances of leaders tolerating bullying and harassment” had led to “a loss of confidence in the service’s leadership”.

Identical attitudes were expressed about senior leaders of the Durham Regional Police Service in Martin v Ontario Civilian Police Commission (OCPC), where a “crisis of confidence” stemmed from a “deep sense of mistrust in the judgement, integrity and capacity of the Service’s leadership”. In this case, the court described allegations that senior leaders of the service went so far as leveraging internal disciplinary processes to harass members into submission, prompting the OCPC to appoint a civilian administrator to relieve the chief of police of many of his duties.

Given the importance of their role, one major question is: how do toxic leaders www.BlueLine.ca

PH0TO CREIDT: MOTORTION / ADOBE STOC

LEADERSHIP

come to hold positions of power in the first place? In the case of the former governor general, we’ve come to learn that Prime Minister Trudeau personally selected Payette for the position, circumventing the normal process of selection based on recommendations from an independent panel of experts. ‘Cronyism’ has been a controversial topic in policing; officers regularly cite a lack of transparency in the promotional process as a problem with police culture. In the Calgary Police Service, a report published in 2013 referred to promotions as “selection by connection”, while in the RCMP, those who received promotions were said to have subscribed to the “friends and family plan.”

Effects of toxic leadership

It comes as no surprise that studies regularly confirm what police officers already know: police officers experience high rates of job-related burnout and diminished levels of mental health. Although it is not a medical condition, the World Health Organization recently added burnout to its International Classification of Diseases.

The WHO defines burnout as “chronic workplace stress that has not been successfully managed”, characterized by exhaustion, cynicism, diminished work performance and mental distancing from work.

Toxic leaders have the potential to further degrade the mental health of their people by inducing feelings of anger, anxiety, depression, emotional exhaustion, fear, insomnia, social isolation and stress.

One study by researchers from Griffith University found that a single perceived toxic behaviour was enough to induce “significant harm” in 22 per cent of respondents. What matters here is how stress is perceived. Stress that is viewed as a challenge is generally believed to be beneficial. It pushes people beyond their comfort zone, builds character, and helps individuals grow. On the other hand, stress that is perceived as a threat induces measurable, negative effects.

A Canadian study exploring stressors in policing, published in the International Journal of Stress Management, found that organizational stressors (such as negative interactions with supervisors) were perceived to be “significantly more stressful” than operational (or job-related) stressors. In fact, new research suggests that these stressors, when perceived as threats as opposed to challenges, can even lead to long-term changes in personality, which @Blue_LineMag

may help to explain the stereotype of the “jaded, old-timer”.

It’s important to note that it’s not just followers who pay the price for toxic leaders. Workplaces which turn a blind eye to toxic leaders see high rates of employee turnover. They also face financial consequences in the form of decreased work performance, endless external reviews and lawsuits. There are also reputational consequences; in a sobering statement about the reputation of the RCMP, Bastarache suggested that the widespread bullying and harassment had “forever tarnished the image of the RCMP as a Canadian icon”.

Although few studies have explored how employees cope with the effects of toxic leaders, it’s clear that leaders play a significant role in their well-being. By now, most police services have embraced basic well-being initiatives like employee assistance programs, peer support and anti-harassment policies. These approaches, however, are reactive. Although they are a good start, more needs to be done. Organizations need to engage their people proactively. Specifically, they need to teach their members coping strategies for stressful situations, empower members to resolve conflict, reduce barriers to a healthier work-life balance; and of course, hire, train, and promote better leaders.

Improving mental health through better leadership

“Members of the OPP, and indeed within police services across Canada ... are anxious for a leadership model that develops and supports a ‘climate for wellbeing’ – a positive team environment where leader role modelling validates early help-seeking behaviour and support becomes a shared function with team members also looking out for one another,” Government of Ontario, 2020.

Leadership in policing is characterized as ‘management-by-exception’—a form of transactional leadership where leaders only give feedback to subordinates when their actions deviate from pre-defined standards.

It is reactionary. Describing police leadership in the ‘90s, David H. Bayley wrote that “police organizations treat their personnel like children – ordering them about without explanation, requiring them to ask permission when exercising the slightest initiative, and punishing them for petty infractions by way of setting an example.” Bernard Bass, the foremost authority on transformational leadership, explains that leaders are often the most stressful part of the workplace.

Transformational leadership involves four specific, proactive behaviours known as the Four ‘I’s: inspirational motivation, intellectual stimulation, idealized influence and individualized consideration. Inspirational motivation involves appealing to the intrinsic values of employees to motivate them to work. Intellectual stimulation includes framing problems as challenges and empowering employees to look for new ways of doing things. Idealized influence happens by setting a positive example, and individualized consideration means treating employees as the unique individuals that they are. By treating employees this way, Bass explains that transformational leaders can reduce stress, conflict and burnout by raising their sense of security, confidence and self-esteem. German researchers from Freie University note that these effects also extend to policing. They explain that officers see a reduction in burnout when they believe that their supervisors care about their health.

Conclusion

With mental health at the forefront of discussions lately, it’s time to recognize that long gone are the days of insisting on blind obedience. The fact that police services are organized as para-military institutions is not enough to justify outdated “do as I say, because I said it” leadership approaches. Even true-military institutions now acknowledge the impact of toxic leaders and embrace the benefits of transformational leadership.

Policing is taxing enough without the added effects of toxic leaders.

Fortunately, organizational stressors like toxic leadership are easier to control than operational stressors. Rather than appealing via Twitter for members to seek help, leaders can instead improve member well-being themselves by adopting people-centred leadership practices. To affect this kind of change we first have to acknowledge the reality of our existing workplace culture. Next, we need to take meaningful, concrete actions to bring police leadership practices into the 21st century. If police services want to earn the trust and respect of the public, they would do well to earn the trust and respect of their members first.

Matthew Wood, is a police constable with the Toronto Police Service. He served 18 years with the Canadian Armed Forces and retired as a sergeant. He is also a graduate of the Master of Public Policy, Administration and Law program at York University.

January 2022 | BLUE LINE

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CYBER AWARENESS

Cybersecurity challenges Private sector perspectives on the endless war

By Cameron Field and Ian Goertz

I

Social engineering

Social engineering has existed for so long in the cyberspace alone, that the U.S. Cybersecurity and Infrastructure Security Agency (CISA) first published an alert on it back in 2009. Many of the tactics that were leveraged back then are as prevalent today, with some technological upgrades. As such, there is an opportunity to shore up defences against social engineering.

Social engineering refers to the targeting of individuals’ underlying social interaction skills, general societal behaviours and emotions in order to learn information about a potential target. As CISA puts it, “In a social engineering attack, an attacker uses human interaction to obtain or compromise information about an organization or its computer systems… By asking questions, he or she may be able to piece together enough information to infiltrate an organization’s network” (CISA 2009).

Over the past decade, tried and true scams leveraging social engineering continue to draw success in both generating 18

BLUE LINE | January 2022

Brute forcing and credential re-use

illicit revenue and in obtaining initial access for further malicious activities. They employ the latest and greatest events, such as COVID-19 or the holidays, leave USB devices in parking lots or mail them directly to individuals, and continue with classic fraud schemes leveraging the branding of popular companies or charities, and although these tactics are not new, they continue to be highly successful. One such criminal champion of social engineering is that of romance scams against our elderly.

Even public private partnerships in Canada like Project Chameleon have not stopped the growth of these scams (FinTRAC, 2021).

The major difference, as technology has improved, is that bad actors have increased their tools and the appearance of legitimacy of their activities while employing the same thematic approach of targeting an individual’s social interactions and their emotions. It’s clear that the increasing availability of information available, both public and private, has created an environment where with enough time and determination, any bad actor can create a convincing social engineering campaign.

Automation has furthered these strategies by enabling bad actors to develop

While brute forcing is unlikely to require understanding or knowledge about an individual or target, it does in some ways rely on people for its success in a similar fashion to social engineering. Instead of relying on people’s emotions, it relies on people to prioritize ease of use and convenience rather than making their accounts and private information more secure. Brute force attacks are an old and still-popular tactic, leveraging automated trial and error to guess login details. The tactic benefits greatly from weak password complexity and password re-use.

In a brute force attack, bad actors leverage previous breaches, commonly used passwords and automated bots/tools to logically guess credentials for accounts. In some cases, brute force attacks may not even be targeted, and might try common passwords against a set of previously known emails or usernames in the hopes of gaining access.

Brute forcing and credential re-use attacks are avoidable; however, it requires a level of security know-how and a desire to prioritize safety or convenience. The recurring strategy of private sector companies and law enforcement agencies giving reminders to people to safeguard their passwords and change them frequently has not worked.

Future state – deep fakes

As we look ahead to the future of malicious cyber activity – and the challenge placed on people as part of the process – there are many tactics, techniques and procedures that will raise an eyebrow. One gaining notoriety is ‘deep fakes’.

A ‘deep fake’ is synthetic media in which an individual’s likeness, whether voice or image, can be manipulated to the creator’s aim. Deep fakes currently exist in many forms, largely for comedic or adult entertainment purposes, and can be used in conjunction with other technology to www.BlueLine.ca

PHOTO CREDIT: SIKOV / ADOBE STOCK

t was said in the 20th century the burglar came through a basement window to avoid detection. Now, there’s no need for that. Thieves and burglars just need to have the technical capability of subverting our technology or social engineering us out of our personal information.

A great challenge in securing individuals and organizations from cybersecurity threats is: people. In industry surveys, over 50 per cent of respondents indicate that employees are the greatest perceived security threat to an organization (Kaspersky Lab, 2017) and despite enormous efforts, this is unlikely to change.

There is more than one reason for this; bad actors are getting smarter, technology is allowing for innovation, and generally individuals are ill-equipped to identify the kinds of threats they face.

bots and other tools to help enable both sophisticated and less sophisticated actors to streamline and manage their social engineering campaigns. The tools are widely available on underground markets and forums, as well as in communities found on free applications such as discord or telegram, and continue to generate a significant amount of success.

Social engineering has enabled many actors to circumvent millions in cyber security budgets regularly and continues to be one of the most prevalent methods for initial access.

OFF THE SHELF

make convincing fake videos. This technology’s logical growth into other areas and those that potentially represent a risk to both private and public sector entities—including law enforcement—are already being seen globally.

As the deep fake technology improves, the potential for various fraudulent and malicious schemes will only increase.

As the race for cyber security continues at a brutal pace, the war is very much ongoing.

Private sector entities, law enforcement, and individual citizens need to redouble their collective efforts. Citizens can’t rely on the private sector to cover their losses or their personal information. Law enforcement needs to double down on their upskilling and resourcing of cyber investigations, and the private sector needs to continue to innovate.

The greatest casualty of the information age is our privacy.

Cameron Field, BA, MSc, is the Senior Manager of BMO’s Anti-money Laundering Team.

Ian Goertz, BA, MA, is the Senior Manager of BMO’s Financial Crimes Unit.

@Blue_LineMag

BL_ILET_Dec20.indd 1

Crime and Intelligence Analysis in Canada: An Introduction

By Daniel M. Schwartz and Ian Williams ISBN: 978-1-77255-790-9

Crime and intelligence analysts and students in this field finally have a new, all-Canadian book to call their own, and it’s probably unlike any you’ve read before. Unlike the books most of us may recall from our own studies, this one finds a way to bridge the gap between the academic and the applied aspects of professional crime and intelligence analysis, in both the public and private sectors.

The authors describe the book as a “training resource that aims to further the professionalization of crime and intelligence analysis in Canada.” I’d say they are selling themselves short, as this book is much more: it’s a very valuable resource for anyone who works with, supervises, or employs a professional practitioner of crime and intelli-

gence analysis. While reading it, on more than one occasion I found myself thinking: Do we do this in our department? Should we be trying that? And even: We must start doing that here.

For anyone who employs an analyst, the opening four chapters are must-reads, as the authors provide an overview of the Canadian contextual framework of an analyst’s work in a very comprehensive but digestible way.

The extensive use of tables, figures, and maps goes a long way in helping one absorb the content in this book.

Take the time to pick up this book—you may be amazed at how much you didn’t know about the topic, and you’ll see the value that trained analysts can bring to any law enforcement organization. This book will find its way onto my bookshelf, and into the offices of our service’s crime and intelligence analysts.

- Stuart Betts, Deputy Chief, London Police Service

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2020-11-16 1:29 PM

EDUCATION

The evolution of a new school resource officer program Changing from D.A.R.E. to C.O.R.E.

By John Corbett

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BLUE LINE | January 2022

initiative to build a brand new, custom-made SRO program for the Camrose community.

Cst. Fernhout is a recent recipient of the Alberta Association of Chiefs of Police Award of Outstanding Service.

C.O.R.E.

After conducting a scan of what the SRO landscape was and consulting with various school stakeholders, Cst. Fernhout developed the foundation for the new program: ‘C.O.R.E.’. Through his research and experience, Cst. Fernhout was able to take the concepts that have been effective and valuable over the years, create a versatile and modern program, all while ensuring that it was in alignment with the Alberta Health curriculum for students.

C.O.R.E. is an acronym used for the four areas that youth can look at to strengthen their core (body/mind/spirit) and help others around them: C – Caring for self and others in healthy and responsible ways.

O – Online safety, integrity, and responsibility.

R – Relationships with self and others based on respect and trust.

E – Establishing healthy boundaries and good decision making.

The C.O.R.E. Program revolves around one basic concept: youth who serve the

Education

Curricula and workbooks for grades three and six were developed in addition to some framework for instruction at the grade nine level. Cst. Fernhout piloted C.O.R.E. at the start of the 2019/2020 school year, and after receiving feedback from students and staff, he was able to make some tweaks and lock in the new program. This included designing a logo, establishing the C.O.R.E. decision making model, developing a standardized seven-lesson plan with the “7-C’s” for each plan, creating a cheer and point system.

In addition, a final project was developed to cap off the celebration of completing the C.O.R.E program for each class.

Despite the challenges of the global pandemic, the SRO was still able to deliver the C.O.R.E. program to a total of eleven grade three classes in five schools, and eleven grade six classes in four schools. The school year concluded with a very successful community project where students authored letters of gratitude to several businesses and organizations throughout the city, showing their appreciation for everything they did for people during the pandemic. Cst. Fernhout made a point to hand deliver these letters all around the www.BlueLine.ca

PHOTO CREDIT: MICHELLE NANIAS

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n a small, central Alberta community, big things are happening within the Camrose Police Service (CaPS) School Resource Officer (SRO) Program.

Since 1996, the CaPS has employed a full time SRO to serve all 10 schools in the city, which includes roughly 3,500 students.

Much like other programs across Canada and the U.S., the SRO was responsible for the delivery of the D.A.R.E. (Drug Abuse Resistance Education) program to grade six and grade eight students, in addition to coordinating safety activities and managing any issues that developed in any of the schools. The SRO was also assisted by a number of D.A.R.E. instructors, who were each assigned a specific class; in addition to their regular duties, these instructors would assist in delivering the program to classes throughout the school year.

Over time, the SRO program was very well received in the community, and most certainly strengthened relationships between the CaPS, school staff, parents, and the students themselves.

Nearly two decades later, it was recognized that although the principal concepts of the D.A.R.E. curriculum were beneficial to students, the program itself was becoming increasingly challenging to find training opportunities for instructors. In recognizing that it was time for a change, the current CaPS SRO, Cst. John Fernhout, took the

communities around them in healthy ways will be motivated to make safe and healthy choices in their own lives.

As was found with D.A.R.E., it was valuable to have a mascot to rally around to support all the fundamentals of the program. When considering what a good representative would be for C.O.R.E., the CaPS landed on a Canada goose. After a bit of research into the issue, it was recognized that Canadian Geese demonstrate a number of leadership and community-based ideals. However, as it was found that a Canada goose has limited appeal for the students, it was agreed that “Cobra Chicken” would be a slightly more appropriate and fun symbol for the program.

With the artistic submission of a local grade six student, Cornelius the Cobra Chicken was enshrined as the inaugural mascot of C.O.R.E.

community, which resulted in a lot of smiles, and some tears of joy.

In addition to the C.O.R.E. program, the CaPS School Resource Officer also facilitated Boys Council groups, conducted lockdown drills, participated in several formal threat assessments and took part in a number of other special events and presentations.

Looking ahead

Moving forward, in an effort to maximize the level of positive interaction between the police and the school community, a number of front line members are in the process of being trained as C.O.R.E. instructors, to gain some exposure to the local schools, and assist the SRO in the delivery of the program.

In light of recent news stories that several SRO programs across Canada and the U.S. were being reviewed, suspended, or outright cut, a survey was conducted in 2021 to gather some feedback on how the program was being received by students, parents and staff in all of the schools. The

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survey results showed that the program was overall quite valued and supported.

Some of the highlights from the survey include: • 89 per cent of students believe it is very or somewhat important to have a police officer in schools.

• 92 per cent of students have seen the SRO at their school before.

• 97 per cent of parents believe it is very or somewhat important to have a police officer in schools.

• 82 per cent of parents believe their child’s school is a safe place (four per cent believe it is not safe).

• 100 per cent of staff feel comfortable approaching the SRO. • 99 per cent of staff believe it is very or somewhat important to have a police officer in schools.

• 98 per cent of staff believe their school is a safe place.

In today’s age, there has never been more scrutiny on the police for performance, accountability and fiscal responsibility.

Additionally, there has been a paradigm

shift in terms of what the public’s expectation of the police is in the community. On top of investigative and emergency response requirements, police are being challenged to deploy more collaborative and proactive strategies to attain better outcomes for all involved. In Camrose, the SRO Program and the launch of the C.O.R.E. curriculum has been successful in being able to build meaningful, long-lasting partnerships, enhance overall safety in schools, and provide important, community-focused instruction to local youth.

The CaPS continue to look forward to promoting and growing their School Resource Officer program, as the long-lasting impacts on the local youth have proven to be an essential part of their organization’s mission and vision.

John Corbett, is a 19-year veteran of the Camrose Police Service and currently serving as the Operations Support Inspector. After spending time working and supervising teams in the Patrol and Major Crimes Sections, John took on the role of overseeing the support branch of the Police Service, which includes the School Resource Program, Police and Crisis Team, 911 Communications Centre.

January 2022 | BLUE LINE

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2021-11-19 7:38 AM

HOLDING THE LINE

BY MICHELLE VINCENT

Mental health resources that matter

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BLUE LINE | January 2022

not so much the traumatic incident itself but the perceived reaction of their team, supervisors and organization that created the toxicity of being misunderstood, not feeling valued as a contributing member and having their experience ignored or swept under the rug.

This resource explains and provides personal examples of compassion fatigue vs. burnout – which are often intertwined and yet distinctive on their own. Understanding that, according to author Jennifer Moss (whom this book references), “burnout is about the workplace, not your people”. Discussions are had around trustworthiness and the powerful effects it has in the delivery of services, collaborative experiences, energy and retention with their employers. Understanding the debilitative effects of anger on the member, the organization and their family is also explored, with a suggestive solution to clarify the root cause of the anger with resolving action. The goal is to show the member they are valued, along with their perceived experience.

The book also discusses diversity, equality, equity, racism, discrimination, terminology and the understanding of these components with examples, charts and real-life applications. Their examples of sexual harassment and gender discrimination in the workplace support an awareness in what to look for when leading, as well as supporting colleagues as peers.

The most inspiring aspects of this book, for me, are the ‘leadership’ and ‘recommendations from the authors’ sections. There is always an opportunity to learn where we can demonstrate leadership and make that difference on so many levels, no matter our position in the organization. There are 22

recommendations on how to be aware of, understand and navigate from a proactive and reactive stance, the slaying of this toxic dragon: workplace toxicity.

For me, it was a cover to cover, powerfully educational and solution-focused example of how as leaders, we have responsibility to ensure our members are experiencing an emotionally and physically safe workplace. It is an organizational must that leaders be trained and demonstrate a clear understanding of the necessity of both awareness and competency in resolving any of the issues listed above. It’s how those leader(s) choose to approach these experiences may determine the mental wellness of that member for a lifetime. That is an opportunity to make a difference.

I leave you with quotes provided to me by the authors themselves; takeaways, if you will.

Brad McKay: “The most valuable asset in any organization is the people. We wrote this publication to honour those people who have been hurt, and are unable to speak for themselves. They have taken the most courageous step in trusting us in their most vulnerable times and we will not let them down.”

Syd Gravelle: “A chief’s worst nightmare is having to manage the fallout from toxic behaviour gone unchallenged. Our message is clear: don’t allow it to happen in the first place.”

Michelle Vincent PhD/MACP 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.

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PHOTO CREDIT: COLOURES-PIC / ADOBE STOCK

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here are a variety of resources available for both police officers and civilians. There is plenty of literature available, yet so many pieces made to support first responders’ mental health are puzzling.

A straightforward literature resource, Slay the Toxic Dragon, Police Leadership Impacting Member Wellness, authored by Brad McKay, Syd Gravel and Dr. Barbara Anschuetz, provides a powerful account of lived experiences of leadership lacking or gone wrong in law enforcement. Even though it is written primarily for leaders of policing organizations, I realized it’s really for any officer trying to understand the sometimes-toxic dynamics of a first responder organization. As I read through it, I felt great relief in understanding that the workplace toxicity many of us have experienced as police officers or civilians, was/is not our fault—nor did we make it happen in any way shape or form.

This mental health resource was co-authored by two former police officers, both in middle management positions, and one therapist who has spent decades training and treating first responders from a mental health perspective. I noticed a clear synergy in the real-life examples provided anonymously for this book.

These examples aim to open the eyes of members of leadership to the effects toxicity has on the mental health of their members, units and the entire organization; ultimately impacting the delivery of policing services to our communities as well as the families these members return home to after every shift.

Often solution-focused by drawing from personal experiences, this book provides psychoeducation on the normalcy of the effects of toxicity in the emergency service environment; similarly, experiencing what we call a ‘normal reaction’ to an abnormal event. When considering a debriefing with Critical Incident Stress Management after exposure to a traumatic incident, we should consider this same ‘normal reaction’ to an abnormal event when experiencing workplace toxicity – also known as ‘sanctuary trauma’.

Sanctuary trauma can have an even greater/profound effect than the traumatic incident and experience itself. Past conversations with members during oneon-one debriefings expressed that it was

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OFFICER SAFETY

Critical lessons for law enforcement managers Understanding the correct approach to evaluating risk to officer safety

A

lmost 15 years ago, in 2007, I was called as an expert witness in a lengthy case. The case involved a complaint against the Government of Canada for failing to provide adequate safety protection to Federal Park Wardens. The complaint had been made by the Public Service Alliance of Canada (PSAC) who stated that their employer (the Government of Canada) required Park Wardens to carry out law enforcement duties but did not provide them with the necessary equipment required to protect themselves, specifically a handgun. At issue was the fact that Park Wardens may encounter situations that put them at risk of grievous bodily harm or death.

Following a Canada Labour Code investigation, it was determined that the Wardens were facing unacceptable risks and a directive was issued to the Government to correct the hazard, by either arming the Wardens or by eliminating their law enforcement mandate. In an attempt to fight the arming application, the Government recognized that though an attack against a Warden while conducting law enforcement duties was a ‘possibility’, the ‘likelihood’ of such an event occurring was so low that it did not meet a legal threshold for providing the Wardens with firearms.

After a prolonged Canada Labour Code hearing, Hearing Officer Malanka strongly disagreed with the Government’s position, 26

BLUE LINE | January 2021

and concurred that the statistically low probability of an act occurring is of very little relevance if it is still foreseeable, especially if the outcome of that act results in the serious injury or death of the employee. This is the very reason that frontline police officers across Canada are armed with handguns, despite the fact that almost all police officers will work their entire careers and retire having never had to use their firearm.

At the conclusion of the Canada Labour Code hearing, the Hearing Officer determined that Park Wardens were at risk of harm as a result of the law enforcement duties they had to carry out by virtue of their employment, and that the Government of Canada had a duty to mitigate that risk by eliminating the law enforcement mandate or providing the proper safety equipment. As a result, the Park Wardens were subsequently armed with sidearms, which they continue to wear to this day across Canada.

Fast forward to 2017, and the Government of Canada once again found themselves in the situation of being on the wrong end of the ‘duty to protect’ stick; this time not involving Park Wardens, but frontline officers of the RCMP.

R. v The Royal Canadian Mounted Police, 2017 NBPC 6

On June 4, 2014, in Moncton, N.B., an assailant armed with an M305 semi-automatic

.308 Winchester rifle and at least sixty rounds of ammunition, murdered three general duty RCMP members and wounded two others. In the aftermath of this tragedy, the RCMP was charged with four offences pursuant to section 124 of the Canada Labour Code R.S.C.1985 c. L-2 (the “CLC”), alleging a failure to ensure the health and safety of every person employed by failing to provide appropriate use of force equipment, training and adequate supervision.

The case was tried before Judge Leslie Jackson in the Provincial Court of New Brunswick and after 24 days of evidence, Justice Jackson found the RCMP (Government of Canada) guilty of failing to provide the necessary equipment—patrol rifles and hard body armour—to frontline RCMP officers.

The tragedy of this case has its origins in Mayerthorpe, Alta. in 2005 when four members of the RCMP were murdered by a single assailant with a long-barrelled rifle.

The officers were ambushed during a warrant execution on a rural property and were drastically ‘outgunned’, having only their service sidearms.

Shortly after the Mayerthorpe incident, another tragic incident occurred in Spiritwood, Sask. in 2006 when two RCMP members were ambushed and murdered by an offender armed with a long-barrelled weapon. This was another case of the RCMP being unequipped to properly manage the threat they faced. www.BlueLine.ca

PHOTO CREDIT: SPIROVIEW INC. / ADOBE STOCK

By Chris Butler

“The statistically low probability of an act occurring is of very little relevance if it is still foreseeable, especially if the outcome of that act results in the serious injury or death of the employee.”

A Public Fatality Inquiry was held in Alberta in 2011 in relation to the incident in Mayerthorpe. In his report, Assistant Chief Justice Pahl recognized the fact that RCMP officers were not properly equipped, in that they were not issued with patrol rifles. ACJ Pahl directed the RCMP to correct that deficiency.

Between the time of the killing of the RCMP officers in Mayerthorpe in 2005 and the publication of the Public Fatality Inquiry Report in 2011, RCMP officers were not issued patrol rifles or hard body armour.

Between the issuing of the 2011 report – which directed the RCMP to proceed with ‘high priority’ in equipping their officers with rifles and hard body armour – and the killing of three officers and wounding of two officers in Moncton in 2014, RCMP officers did not have access to patrol rifles or hard body armour.

This case, while extremely tragic for the involved RCMP officers and their families, has extremely important lessons for law enforcement managers that can’t be ignored. In his written 65-page decision, Judge Jackson made significant comments about the legal standard that law enforcement agencies must understand and apply, pertaining to the potential risks and their duty to provide equipment and training to lower the risk of harm.

Excerpts from Judge Jackson’s ruling

If the RCMP, and other police services, do not want to find themselves in the shameful position in the future of being found negligent in the protection of their officers, the following comments must be understood and applied.

“The RCMP suggests that the magnitude of the risk must be measured alongside its frequency. As I understand the submission, even though the risk is great, because the likelihood of such an event is relatively remote, due diligence has been met. I am not attracted to that argument. If a risk of injury and death exists in the workplace, the fact that, happily, it does not occur frequently does not serve as mitigation of the risk. Due diligence cannot be reduced to a mathematical or statistical calculation where an employer can ‘take a chance’ that because an event occurs infrequently, no, @Blue_LineMag

limited, or delayed action is an appropriate response. When the risk to the employee is great, due diligence requires a robust and timely response.” (para. 82) “In January 2014, the RCMP Policy Health and Safety Committee raised a concern with the Commissioner regarding compliance rates for mandatory training for members, specifically that they were low. (Ex. 59) Mr. MacNeil testified that he knew from experience that the RCMP was not ensuring that all members were recertifying annually. This would be, inter alia, pistol and IMIM recertification; however there was no requirement for mandatory recertification for shotgun, rifle or IARD. Of the 22 first-on-scene members on June 4, 2014, five were not requalified on their duty pistol and 12 not requalified on the shotgun.” (para. 99) “In my view, the RCMP have failed to establish due diligence. Front-line officers were left exposed to potential grievous bodily harm and/or death while responding to active shooter events for years while the carbine rollout limped along, apparently on the assumption that as the likelihood of such an event was relatively rare, a timely implementation was not required. As Watson J. said in General Scrap Iron & Metals Ltd. 2002 ABQB 665 at paragraph 100: ‘An approach which focused on likelihood of danger rather than on exclusion of danger where possible could encourage employers to engage in a chillingly brutal calculus of the odds of harm against the cost of its avoidance’. While I do not suggest that the RCMP made such a calculation, it is clear that their approach to the rollout was focused on the odds of an event such as the Moncton murders ever happening, rather than on their duty to ensure the health and safety of its members should it happen.” (para. 107) “The RCMP position is that their officers who responded on June 4, 2014 had appropriate use of force equipment and training… It is clear to me that the use of force equipment available to those members left them ill-prepared to engage an assailant armed with an automatic rifle.

Those witnesses who were members of RCMP management were unanimous in

their opinion that responding front-line members were adequately equipped to deal with the threat they faced. Indeed, it appears that on this issue at least, they were all repeating ‘talking points’ designed to be the justification for their position. Their opinion is based on their observations made from the security of their offices; however, the view of the responding officers who were facing imminent danger is different.” (para. 108) “Almost all members of RCMP management who testified at trial said that safety of their members was a priority…

A real concern for the health and safety of front-line members responding to active shooter events would have seen a rollout of the patrol carbine prioritized and not left to the vagrancies of available funding. It would not countenance a plan for J Division where, after five years, only 10 per cent of front-line members had access to equipment which their own studies determined was an appropriate solution to a demonstrated need… RCMP members are not adequately equipped to be able to deal safely and appropriately with some of the threats they face during their daily operations.” (para. 109)

Learning the hard lesson

The lessons to be learned from these unfortunate cases are clear. Where an identifiable risk to officers exists, and that risk involves the potential for serious harm or death, the employer has a positive duty to remove exposure to the hazard (eliminate the task) or provide the necessary equipment and training. It is clear that the judiciary will not tolerate ‘dithering’ by police management in providing adequate protection for employees.

Will this lesson be learned? Or will we see another police service being placarded before a criminal court or other tribunal at the cost of police officer injuries or deaths in the future? As Winston Churchill wisely stated, “Those who refuse to learn from history, are doomed to repeat it.”

A 34-year law enforcement veteran, Chris Butler recently retired as the Inspector of the Major Event and Emergency Management Section of the Calgary Police Service in Alberta. During his time with the CPS, Chris was directed to lead project teams to evaluate and implement the Lateral Vascular Neck Restraint (2005), the Conducted Energy Weapon (2007) and the Patrol Rifle deployment to frontline officers (2008). Chris is the owner of Raptor Protection and Safety Services Inc., a company dedicated to the delivery of cutting-edge use of force analysis, risk assessment and public safety training.

He can be contacted at chris@raptorprotection.com.

January 2021 | BLUE LINE

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BACK OF THE BOOK

BY TOM WETZEL

Police recruitment needs radical, bold thinking

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ne of the top concerns for ness owners and residents of all races and police leaders today is re- socio-economic backgrounds. These are cruitment, particularly with a the recipients of our service and their national exodus of police offi- words will hold a lot of weight. Often, cers who are either retiring early or just people are attracted to an agency based simply leaving the profession altogether. on good old-fashioned word of mouth.

It is a complex problem that has been This focused effort is basically ‘the word developing over the years and certainly of mouth’ on steroids and can have a exacerbated by recent anti-police rhetor- powerful impact on who will want to ic that has reached a fever pitch. work for your agency.

Inspiring people to consider a career in Another approach is to have citizen our time-honored profession of policing volunteers act as police spokespersons, is going to take bold initiatives and innov- who then spread the word about your ative marketing approaches. police department through Appeals to wages and benefits What we need their outreach within the comalone will not cut it. Tradition- are our munity. We started an innovaally, police departments have ‘customers’ to tive youth program called the attracted men and women to really make Teen Ambassador Club which work for them with content our case for us is a collaborative police-anddelivered by the police them- ... We need to school based program where selves, or maybe assistance have our secondary age students act as from a civil service commission shareholders “Police Ambassadors” within or a city or county Human Re- doing shout our community. They learn sources Department. about what police officers do outs on why Some departments will util- our agency is and develop relationships with ize print media to get the word the cat’s them through this unique club, out but that has significant meow. and then they can go out and limitations, particularly for a act as honest brokers about new generation raised on cell how special a cop’s job is and phones and instant Internet access. Large its importance to the vibrancy of a neighscale coverage through radio or television borhood. Having youth as police recruitspots is usually limited to large metropol- ers is priceless. itan police departments who have Our business community should also budgets designed to address this. be solicited to help make our case that Many police departments – regardless police work is a special profession. They of size – have taken advantage of social can offer scholarships for people to go to media outreach, which can be cost effi- college to pursue a career in police work. cient and allows an agency a lot of creative And lastly, our civic leaders need to license to highlight what makes their place show consistent support for their public a desired one to work for. But regardless servant guardians and not jump to conof approach, it is usually the cops or affili- clusions about highly volatile situations, ated government partners who are pre- such as a police shooting incident, until senting their cases to prospective candi- they have gathered all the facts. They dates. And that needs to change. need to demonstrate courage and resolve To sell ourselves better and help make regardless of what media outlets may be our strongest case, we require more than trying to portray, or when groups are officers making that argument. In true creating false narratives about cops and community policing fashion, what we their actions under extreme stress. If need are our ‘customers’ to really make politicians demonstrate a commitment our case for us. When it comes to recruit- to ensuring police officers have the supment videos or social media promotional port of their civic leadership and will get spots, we need to have our shareholders true due process when applicable, they doing shout outs on why our agency is the are making that agency an attractive one cat’s meow. Commentary needs to come to work for because candidates will realfrom our elected officials, schoolteachers ize they will get a fair shake when doing and/or principals, religious leaders, busi- their jobs there.

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We are in a period like no other. Police officers are making more money with better benefits than they ever have in the history of policing, yet we are struggling to develop sizeable recruitment pools to choose promising candidates from. To make our best case, we truly need the ‘served’ to help the ‘server’ find good people. This may turn the tide and become a watershed moment when it comes to police recruitment.

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