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OCTOBER 2022
COVER STORY
The birth of a police department
PM 40065710
How the new Surrey Police Service is investing in its community p. 10
BEHAVIOURAL SCIENCES
TECHNOLOGY
Staged crime scenes p. 26
Modernizing policing with cloud-first technology p. 30
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Contents
10 October 2022
Columns
Volume 34 Number 6
4 8 14 26 30 34 38
Features COVER STORY
10 The birth of a police department
Editor’s Commentary Q&A Case Law Behavioural Sciences Technology Holding the Line Back of the Book
Departments
How the new Surrey Police Service is investing in its community By Brittani Schroeder.
18 Gangster-girlfriend relationships and policing in B.C. Recognizing the importance of the females in the gang dynamic. By Zoe Parro.
20 Challenges women face in law enforcement
6 6 7 7 36 37 38
News By the numbers Dispatches Calendar Product Showcase Marketplace Blue Links
Understanding the factors that may be driving disparities. By Monique Rollin.
COVER PHOTO: INSP. RACHEL MILNE, RECRUITING UNIT, SURREY POLICE SERVICE
22 Policing in a postmodern world
Preventing crime, earning public support and respecting community principals. By Andrew Critchley.
Check out Blue Line’s 2022-2023 Education & Training Directory for options to bolster your resume, tool bag and more.
28 Human nature and basic drives By Joseph Pangaro.
32 Leadership matters
24 Education & Training Directory
Improving trust in the police by building better leaders. By Matthew Wood.
20 @Blue_LineMag
26 34 October 2022 | BLUE LINE
3
EDITOR’S COMMENTARY BY BRITTANI SCHROEDER
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Taking steps towards more diverse police services
T
his edition of the magazine about their recruitment strategies, and marks one year since I took how they’re striving to hire the right over as editor of Blue Line. candidates for their new team. The SPS Over the last 12 months, I have is set to become one of the biggest police learned from you, our readers and con- services in the province, with a planned tributors, and from the industry events 800 sworn officers and 400 civilian staff. I have been fortunate enough to attend. As of August 2022, the service had hired One topic that has repeatedly come up 261 police officers and 54 civilian emduring my time as editor is the diversity, ployees, which already puts the SPS in equity and inclusion within police agen- the second-largest municipal agency cies across the country. Policing is often spot in B.C. Surrey is a very diverse, large described as a traditionally male-dom- community that is growing quickly, inated profession, but many members of averaging an annual growth rate of 1.85 police leadership have been finding per cent each year over the last 10 years. opportunities for their specialized units The new police service is looking to have and/or higher ranks to showcase an in- a team that represents the people they creasingly diverse team. will serve on a daily basis. More and more police deBefore SPS could start partments are promoting hiring their new team of both women to their top ranks. A Many members experienced and rookie offifew examples in the last year of police cers, they first needed to i n c l u d e S u p t . Tr e e n a leadership decide what values and ethMacSween of the Hamilton have been ics would be prioritized in Police Service, who is the finding their police service. This fourth woman and first person opportunities helped them determine what of colour to hold the position; for their kind of person would be best Prince Albert Police Service’s specialized suited to serve in their comDeputy Chief Farica Prince, units and/or munity policing model, who was promoted from the higher ranks to which is highly important to rank of inspector at the Blood showcase a Chief Lipinski, Deputy Chief Tribe Police Service; Deputy more diverse Jennifer Hyland, Deputy Chief Julie Chanin, who was team. Chief Mike LeSage and Deppromoted from her rank as uty Chief Todd Matsumoto. sergeant in the Oak Bay Police In a time when all police Department in September, is the first agencies are looking to recruit more female to enter the Greater Victoria re- officers, Surrey Police Service was worgion’s police leadership circle; Assistant ried that a police agency without any Commissioner Jennifer Ebert, who was kind of footprint or reputation would promoted to Commanding Officer of the have troubles recruiting. Thankfully, RCMP’s “B” Division in Newfoundland that wasn’t the case. The SPS had a large and Labrador; and Chief Shawna Spowart, influx of applications shortly after the who is the first female police chief in job posting. As Deptuy Chief Hyland Cornwall Police Service’s history. said, people have been very interested in Recruitment is one piece of the puzzle being a part of the once-in-a-career when making a more diverse police opportunity to join and help build a service. brand-new police service. You can read In this edition of Blue Line, we spoke the full story on SPS on page 10. with the brand-new Surrey Police SerUntil next time, happy reading and be vice (SPS) in British Columbia to talk well.
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ONTARIO
New resources for first responder families
Spouses or partners of public safety personnel experience unique challenges. New evidence-informed resources are being developed and evaluated to help support the families of public safety personnel (PSP) through the PSPNET Families Wellbeing Hub (pspnetfamilies.ca). The Hub will provide trauma-informed mental health promotion resources and supports tailored specifically for PSP families including: Families Resources that address common issues. A Couple’s Toolkit to help address challenges related to communications and relationships caused by being “on the job”, including how to talk about mental health and potentially psychologically traumatic events. A Spouse or Significant Other Wellbeing Course, which is an eight-week self-guided internet cognitive behavioural therapy course tailored for spouses or significant others who are experiencing difficulties with low mood, depression, anxiety, or symptoms of PTSD. The PSPNET Families Wellbeing Hub, funded by the Public Health Agency of Canada, is a collaborative effort between researchers at Queen’s University and the University of Regina. Queen’s University is home to the Families Matter Research Group (FMRG; www. fmrg.ca), led by Dr. Heidi Cramm. The FMRG has been driving the development of evidence to understand the experiences and needs of public safety personnel families. The FMRG includes family researchers across Canada and internationally, with many being spouses or significant others of PSP. Dr. Heidi Cramm said their work has uncovered 15 distinct daily challenges that impact PSP families. The challenges in-
clude logistics, exposures to risks, relating to the broader community, managing missed celebrations, transitioning between work and home life, sleep difficulties, and shift work. Community consultations by the FMRG have underscored that PSP spouses thought they understood many of the potential challenges when starting the relationship, but their family life stages evolved in unexpected ways that produced new challenges. The FMRG collaborates with the University of Regina, which is the administrative home for the Canadian Institute for Public Safety Research and Treatment (CIPSRT; wwww.cipsrt-icrtsp.ca), a knowledge exchange hub for current and former first responders and other PSP, their leaders and their families, providing trusted resources to maintain and improve mental health and well-being. The University of Regina is also home to PSPNET (www.pspnet.ca), a federally-funded online clinical research unit led by director/founder Dr. Heather Hadjistavropoulos in partnership with CIPSRT that delivers and conducts research on various aspects of internet-delivered cognitive behaviour therapy for PSP. The Families Matter Network is being developed alongside the PSPNET Families Wellbeing Hub to help with communication and engagement channels for PSP families dealing with mental health challenges. The Families Matter Network is designed to help PSP families access the
best available tools, supports, and research results, and helping researchers and PSP organizations to understand the needs of PSP families. The Families Matter Network will be accessible through the CIPSRT PSPNET and FMRG websites. MANITOBA
Manitoba government and Winnipeg Police Service target guns used in crime
The Manitoba government is providing more than $17,000 through the Criminal Property Forfeiture Fund (CPF) to the Winnipeg Police Service (WPS) to purchase equipment and to undergo training that will allow investigators working with seized firearms to better track and restore their serial numbers. Justice Minister Kelvin Goertzen noted the funding will be used to purchase workstations to provide a safe environment to conduct firearms investigations and will allow Winnipeg Police Service’s Firearms Investigative Analysis Section (FIAS) to complete more advanced training. Four members of the Winnipeg Police Service’s FIAS recently completed certification training through the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF). Serial number restoration is a long-term program with the WPS. The FIAS started as a pilot project in 2010 and began as an official unit within the WPS in 2011. CPF
BY THE NUMBERS In March 2022, Statistics Canada released recent data on police personnel and expenditures in Canada, 2021. For more information, please visit www150.statcan.gc.ca.
6
70,114
68 %
as of May 2021, there were over 70 thousand police officers in Canada, 1,267 more than in 2019.
of all police personnel are police officers. Civilians make up 27 per cent, special constables make up 3 per cent, and recruits make up the remaining 2 per cent.
BLUE LINE | October 2022
$16.5
in 2020/2021, operating expenditures for policing totalled $16.5 billion, up five per cent from 2018/2019.
8% of police officers were members of a population group designated as a visible minority. Four per cent of police officers were Indigenous.
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NEWS funding will allow WPS to grow the program and continue to work with agencies like Firearms Tracing Enforcement, Canada Border Services Agency, ATF and National Weapons Enforcement Support Team to combat organized crime groups, which traffic illegal firearms. In 2021, FIAS recovered 859 seized crime guns. Of these 859, FIAS was able to complete serial number restoration work on approximately 89 firearms. NEW BRUNSWICK
RCMP pilot project targets noisy vehicles
The Codiac Regional RCMP is exploring a new way to target noise related to vehicle muffler and exhaust systems that are not in good working order. If a police officer pulls over a vehicle that is making excessive noise from the muffler or exhaust, the police officer can issue an order to the driver have the vehicle inspected by an authorized
mechanic. Under the new initiative, Codiac Regional RCMP will cover the cost of the inspection – if there’s nothing wrong with the vehicle. “What we’re doing with this initiative is to say, get your vehicle inspected – if it passes, we will pay for the inspection. But if it doesn’t, you’re on the hook for the inspection and the repairs,” says Éric Larose, Community Policing Unit Manager with the Codiac Regional RCMP. If the vehicle does not pass inspection, a rejection sticker will be issued. The vehicle owner then has 14 days to make the necessary repairs and have the vehicle re-inspected, at their own cost. “It’s not just about noise, it’s another way to ensure that vehicles on our roads are safe,” says Larose. “In the past 30 days, we have stopped 12 vehicles under this program and none of them have passed inspection. We encourage everyone to make sure their vehicles are in good working order for everyone’s safety.”
CALENDAR
police repair its relationship with the community and has been recognized for her work advocating for victims of intimate partner violence and sexual abuse.
is joining the APS after having served the Treaty Three Police Service (T3PS) for over seven years as the Deputy Police Chief. He has been a shining example of “leading from the front” leadership with over 29 years of experience in policing. Nationally, he is a member of the Canadian Association of Chiefs of Police and the First Nations Chiefs of Police. Provincially he is a member of the Ontario Association of Chiefs of Police, the Manitoba Association of Chiefs of Police and the Indigenous Police Chiefs of Ontario. Regionally he sits on the Grand Council Treaty #3 Drug Task Force.
IACP 2022 Date: Oct. 15 – 18, 2022 Location: Dallas, Texas www.theiacpconference.org OACP & Blue Line Expo 2022 Date: Oct. 21, 2022 Location: Vaughan, Ont. www.bluelineexpo.com C.A.P.E. 2022 Fall Conference Date: Oct. 25 – 27, 2022 Location: Niagara Falls, Ont. www.cape-educators.ca Advanced Crisis Negotiator Training Seminar Date: Oct. 26, 2022 Location: Barrie, Ont. canadiancriticalincident.com
DISPATCHES Oak Bay Police Department has promoted Julie Chanin to the rank of Deputy Chief. A 22-year veteran of policing, she joined the department from the West Shore RCMP in 2011 and has since served as constable, acting sergeant and sergeant. She is the first internal candidate promoted to Oak Bay police leadership in more than a decade, and becomes the first female deputy chief constable in the Capital Regional District. Mayor Kevin Murdoch, chair of the police board, said Chanin has demonstrated expertise in community policing and commitment to the people of Oak Bay. “When you look at the values of the Oak Bay Police Department, it’s hard to think of anyone who better exemplifies those values than Sgt. Chanin,” he said. After 28 years on the force, Isobel Granger, the first Black woman to be promoted to inspector and later the first Black superintendent with Ottawa Police Service (OPS), has retired. She became the first Black officer to work in an all-white police force in her home country of Zimbabwe before becoming one of the first Black female officers to join the OPS in 1994. Granger lead initiatives aimed at helping the Ottawa
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The Canadian Association of Chiefs of Police (CACP) has elected Chief Danny Smyth of the Winnipeg Police Service to serve as the new President of the association for a two-year term. Chief Smyth has been a member of the Winnipeg Police Service for 30 years. During his career, he has worked in several areas of the police service including uniform operations, intelligence, organized crime, and organizational development. Chief Smyth is known as someone who enjoys the challenge of new opportunities and embraces change wholeheartedly. He has served as President of the Manitoba Association Chiefs of Police. He has been an active member of the CACP’s Board of Directors, and now proudly assumes the leadership of the association as its President. Jeff Skye has been announced as the new Chief of the Anishinabek Police Services (APS). Guided by the sacred grandfather teachings, Chief Skye is a seasoned officer who brings many years of experience to support and advocate for his police officers, civilian staff, communities and all who live within. He
Chief Andrew Fletcher retired from the South Simcoe Police Service at the end of September after more than 38 years of dedicated service in policing. Chief Fletcher began his policing career in 1984 with the Halton Regional Police Service, and over the next 31 years enjoyed a variety of assignments in uniform patrol, with the tactical team, criminal investigations, drugs and morality, and the homicide unit. During his tenure as Chief, Fletcher implemented countless initiatives focusing on Community policing, including expanding the number of front-line officers, civilianization of specialized roles such as corporate communications and community liaison, and the historic appointments of the service’s first female Deputy Chief and Inspector.
October 2022 | BLUE LINE
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Q&A Recently, editor Brittani Schroeder spoke with members of the Service de police de Laval about the recent updates to their fleet’s interior designs. The motivation behind the project was to help reduce musculoskeletal disorders of their officers. Q: You’ve been working on this project since June 2020. Why was this so important to implement?
Q: Can you tell me about the new design of the centre console?
The initial request from the management team was to have a console that would meet our safety requirements, it had to be collapsible and no higher than the seat cushion in case of a side impact. We also needed a console that would hold the radio head and keyboard base, so our team worked with Ford and Dodge to get a 3D design of the driveshaft tunnel. The team also wanted to have the cup holders in the console. Knowing all these changes would help in the ergonomic movements of the users, from there we built upwards and came up with a custom design that we have for our patrol units. This custom design had specific changes such as narrowing at the back to have more hip room for their service equipment.
The upper management team of the Service was looking to create an innovative design for our patrol vehicles. With such a variety of officers placed in patrol vehicles, our objective was to provide these officers with a great work environment. The Service put together a team to gather as much information from the officers as possible. With the information all compiled, they then brought in experts to create an ergonomic and industrial design for both the Ford Explorer and Dodge Chargers. We then got our inhouse technical team to work on the needs of our officers and how to get them in place. This in-house team can customize just about whatever you can think of, all in the interest of the safety of the users and passengers. The new vehicle will be phased in gradually as our fleet is always changing. We typically replace between 25 to 30 patrol cars per year.
Q: Were the Ford Explorer Hybrid and the Dodge Charger chosen specifically for this project?
Muscular problems such as lumbar, hips, shoulders and neck are an ongoing battle with the type of work, positioning of accessories and equipment in the patrol vehicles. This is why we went forward with the project of reconfiguring the interior of the vehicle for our Service members.
Q: What in the interior has changed to help reduce musculoskeletal disorders?
The in-house team developed many parts. This includes the modified long rifle mount between the seats with extra clip support; the positioning of the rifle now has less obstruction when leaning in to remove it from the rack. The printer has been mounted on the roof, which limits the officer’s stretch to remove the paper. The emergency system is mounted on the steering wheel, and a ceiling touch pad are both within 8
BLUE LINE | October 2022
arm’s length, which will limit the stretching of any limbs. The rear seat has smart belt systems, which in itself is safety minded for the user, but also reduces the stretch to reach the center lock for the seat belt. The belts also have an inverted locking system which locks on the outer part of the seat. There is also a holster mounted on the pilar. Our custom supports also include a custom shotgun support on the ceiling of the cargo area, a modified trunk organizer, our long time emergency system controller that has been reconfigured for these new vehicles, custom Ram cell holders, custom light covers for the back glass strobes—3D printed in-house—and a long list of items that we fabricate in our shop.
Our fleet is presently changing over from a majority of Taurus AWD units to a mix of Ford Explorer Hybrid and Dodge Charger V6 AWD. We have approximately 140 identified units and of those were 105 Taurus AWD. We also have approximately another 160 units for all kinds of support teams in all makes and models.
Q: What was the reaction from the Service members when the design was unveiled?
We believe the project team that was put together for what is called the “Patrol Vehicle of Tomorrow” really came through with a win. We held an open house in our shop for the first time and invited the patrol members and management to get their feelings. We were astonished to see their reactions. We’re very fortunate to have a management team that wants to minimize the musculoskeletal disorders and build the safest vehicle possible. www.BlueLine.ca
PHOTO: SERVICE DE POLICE DE LAVAL
Q: How prevalent are musculoskeletal disorders within the police force?
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We are a self-administered Policing entity under the First Nations Policing Program in Canada including approximately 20,000 residents across 23 First Nation Communities.
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October 2022 | BLUE LINE
9
COVER STORY
The birth of a police department How the new Surrey Police Service is investing in its community By Brittani Schroeder Chief Lipinski has enjoyed the process of building the new service. “Every week we come up with new things that we need to implement, new policies to create, or a new training we should add for our officers.” Starting at the ground floor, Chief Lipinski and SPS hired a team of experienced leaders to map out what needed to be done. This team started with fundamentals such as putting a recruiting unit together. Chief Lipinski contacted Deputy Chief Jennifer Hyland and asked her to consider applying to SPS. Deputy Chief Hyland now leads the support services bureau, which encompasses recruiting, human resources, mental health and wellness, training and leadership development. Chief Lipinski rounded out his executive leadership team with the hires of Deputy Chief Mike LeSage, formerly with the RCMP, and Deputy Chief Todd Matsumoto, formerly with the New Westminster Police Department.
An influx of officers
When Deputy Chief Hyland posted the job looking for experienced officers to join SPS, there was a large influx of applications that flooded in. Deputy Chief Hyland oversees and hires all new SPS members and needed to determine what kind of person would be best suited for the team. This included deciding what values and ethics would be highly prioritized. “For the first few months, I did nothing but interview experienced officers from
“We’re excited to be building a top tier police agency, and it starts with the investment we put into our people and our community.” - Chief Norm Lipinski 10
BLUE LINE | October 2022
other organizations, five interviews a day, five days a week, just to get a core group of people here,” she said. To this day, she still reads every resume and her signature is on every hiring document. She believes that police agencies are made or broken by the human beings that comprise them. As they select their new recruits, they are looking for people who want to take part in a community policing model. This is an important aspect that Chief Lipinski looks for. He said, “I’m a big fan of community policing. We are looking for people who already have a background in community service and want to continue giving back.” As of mid-August 2022, SPS has hired 261 police officers and 54 civilian employees, already making it the second largest municipal agency in B.C. When hiring is complete, SPS will have over 800 police officers.
Challenges in starting a new service
Soon after Chief Lipinski and Deputy Chief Hyland were hired, the Delta variant of COVID-19 swept across the country, which kept the SPS leadership team from being able to meet. “We weren’t able to be in the same room together, and that made things really hard. You can’t build the same kind of personal connection over a computer screen,” said Deputy Chief Hyland. A question the leadership team asked was “How do we get to know our employees when we’re not allowed to be near them?” As a way for SPS members to meet, they hosted a virtual call for all officers, to help them get acquainted with one another and ask any lingering questions. Starting a new police service is a complex www.BlueLine.ca
PHOTO: SURREY POLICE SERVICE
I
n late 2018, the City of Surrey, B.C., embarked on a large-scale, historic policing transition away from the RCMP contract service and toward its own municipal police department. After its establishment in August 2020, the newly formed Surrey Police Service (SPS) was tasked with its first hire, the chief. In the fall of 2021, Chief Norm Lipinski took the helm. When describing why he took the position at SPS, Chief Lipinski said, “I like to build things, like organizations and systems, and I like to build teams and mentor them. I also like working with communities. Surrey is a very large, diverse community, and it’s growing really quickly. There is a lot of opportunity to do good policing.” Chief Lipinski has a long background in policing, having served with the Edmonton Police Service, the RCMP and the Delta Police Department over the last 42 years. Chief Lipinski reached the ranks of deputy chief (EPS and DPD) and assistant commissioner (RCMP). He also obtained his law degree and still holds his licence. Phase one of the policing transition began in November 2021 when SPS began integrating new officers into the Surrey RCMP detachment. Phase two of the transition will focus on the change of command from the RCMP to SPS. SPS is currently working to ensure the required policies, procedures, equipment and technology are in place for SPS to take over responsibility for policing in Surrey.
task, Chief Lipinski said. They needed to work with municipal, provincial and federal levels of government. “There are a lot of legal agreements in place to have the RCMP detachments in B.C., and we have to look at those legal agreements and make new ones for SPS. It takes a lot of time because all three levels of government are busy, but we learn to work through those challenges. We did finally get momentum about how to do this and to ensure that these legal agreements are in place,” he said. For Deputy Chief Hyland, one of the main challenges is recruiting officers “in a time when it’s really difficult just to get people to be interested in policing in general.” Add on top of that the fact that the police service doesn’t have a footprint yet, or any kind of reputation. Despite these challenges, there has been significant interest in the once-in-a-career opportunity to join and help build a brand-new police service. Deputy Chief Hyland is also responsible for getting all the department’s equipment, which ranges from training mats to uniforms to firearms. With the worldwide supply chain challenges brought on by the pandemic, it was hard to procure items needed to start a police service.
Beyond basic training standards
When starting a police service, the leadership team was posed with the challenge of creating a brand-new training program to properly prepare their officers for policing in their community. Something unique to SPS is the fact that in addition to the rookies receiving training, the experienced offi@Blue_LineMag
cers who have transferred from different police departments receive six weeks of training before hitting the streets in Surrey. Staff Sergeant Kelly Wong, who heads up the leadership development unit, and Staff Sergeant Scott Maglio, who leads the operational skills unit, both recognized that SPS would soon have experienced officers coming from over 20 different police services across the country. S/Sgt. Wong said, “For every experienced officer we hire, we reset their training at zero. Each police department differs in their training, so we provide six weeks of onboarding so that everyone at SPS is on the same page. They complete all the mandatory training that is listed in the B.C. provincial policing standards guide, and then we add more to that.” “The big thing we want to develop here is, ‘the SPS way of doing things’,” said S/ Sgt. Maglio. SPS covers a range of topics for training, including building entry search tactics; officer down assist and rescues; CEW training; a less-lethal launcher program; high risk arrest containment training; a full day of NCO Incident Command training and learning how to deal with a critical incident; and a three-day training course on Gracie survival tactics, which includes Brazilian jiu-jitsu tactics. The training also includes a full day of integrated communications and tactics training, which includes the B.C. standard crisis intervention and de-escalation (CID) training, but also Integrating Communications Assessment and Tactics (ICAT) training, which focuses on de-escalation. “In the morning, we give them some
tools to be able to deal with someone in crisis. In the afternoon, we bring in professional actors and do reality-based training scenarios. We’ve also worked with the Indigenous community to develop accurate scenarios that include multi-generational trauma, and with the LGBTQIA2+ community,” said S/Sgt. Maglio. For pistol training days, the SPS does a full day of Glock pistol training and a twoday carbine requalification course for members who are already qualified carbine operators. They also put in a full day of operational medicine training, which deals with tourniquets, chest seals and wound packing, and they get their AED CPR recertification that same day. “We have our instructors pumping red liquid through the training dummies to the wounds, and if the officers don’t pack and dress the wound properly, the red liquid will just keep leaking out. It makes it very realistic,” said S/Sgt. Maglio. For the new recruits, they go through two weeks of onboarding training with SPS before heading to the Justice Institute of British Columbia (JIBC) for block one of training. “For block two, we take our recruits for the first two weeks and run a patrol basics tactics course, where they receive a lot of the training our experienced officers receive. After the two weeks they continue with their field trainer to put their new training to good use,” said S/Sgt. Maglio. “As we start something brand new, we’re not tied down by the ‘old way’ of doing things. When the leadership team brings me something new to try, we go through a proper authorization process, and then we try it out,” said Chief Lipinski.
State of the art facilities
To provide this training, the leadership team needed to find a proper space to deliver it to the SPS members. Currently, the training happens on a previously unused floor of a city-owned building. It’s an open concept floor, and the SPS purchased mobile police straining structures, which are modular-type walls. “We’ve turned half the floor into our operational skills offices, and then we’ve made two standalone structures on the other half of the floor where we run all our reality-based training. The nice thing about these mobile police training structures is that you can set them up for a morning session, and over lunch they can be moved around so they’re in a different layout for the afternoon session,” said S./Sgt. Maglio. October 2022 | BLUE LINE
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The SPS’s state of the art training facility is currently in development. A large warehouse in Surrey will soon be transformed into a training facility that will include an indoor range, the mobile police training structures, classrooms, matted training areas, and more. “It’s a blank canvas, and we’re lucky to be able to plan it out as we need it to be.”
Supporting the development of their staff
The leadership development unit is for sworn and civilian SPS members. “We are committed to making leaders who can then be mentors and lead others,” said S/Sgt. Wong. “When officers feel supported, they’re more confident and competent in their roles.” “Our philosophy is that we’re going to invest in our people, develop and support them from
recruitment to retirement and beyond,” said Deputy Chief Hyland. “We want to have our people learn the skills and responsibilities before entering their next position.” The SPS is creating an investigator development program, which will prepare officers who want to learn about more indepth investigative techniques for complex major investigations. It will start out by introducing them to different foundational components, like investigative interviewing, interviewing children and writing warrants, and then it will progress through to where they learn more about major case management, how to be a file coordinator, an affiant, a primary investigator, and all the way to becoming an accredited team commander. This is where SPS sees a difference in their programming
from other agencies. “All of the training we develop here will be designed for progressive career development. For our employees, we’re very focused on the longevity of their career,” said S/Sgt. Wong
A commitment to wellness
SPS puts a high priority on the wellness of their members. As a new team, they are taught to support each other. “It’s quite amazing, the camaraderie and the team atmosphere that we have,” said Chief Lipinski. “It’s important to be able to lean on your colleagues and be able to have the tough conversations if need be.” SPS has assigned their em-
ployee services staff to check in on the members working the streets on a regular basis. “We found that peer-to-peer check ins alongside mental health professionals coming in to speak to each new class is beneficial,” said Chief Lipinski. SPS found that the trick is to have wellness embedded into the fabric of the culture of the organization, right from the beginning, as opposed to waiting for a traumatic incident. SPS also has a dedicated wellness unit, that includes a certified Operational Stress Injury (OSI) dog, a two-year-old Labrador named Ragnar. “We’re excited to be building a top tier police agency, and it starts with the investment we put into our people and our community,” said Chief Lipinski. “The future for Surrey Police Service and the City of Surrey is truly bright.”
Prepare to Serve and Protect SENECA OFFERS PROGRAMS IN: • Police Foundations • Crime & Intelligence Analysis • Advanced Investigations • Emergency Services Communications (911) Enhance your diploma or professional experience through credit transfer to gain another law enforcement credential. Start making a difference in communities across Canada. LEARN MORE AND APPLY TODAY. senecacollege.ca
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COVER STORY
OFF THE SHELF
Introduction to Emergency Management in Canada Edited By Chris J. Collins and Darren Blackburn ISBN: 978-1772556780
The profession of emergency management is growing worldwide. One area that needs to be developed is the academic work and written guidelines of the essentials of the profession by emergency management educators and practitioners. A new book, edited by emergency management professionals Chris J. Collins and Darren Blackburn, Introduction to Emergency Management in Canada, does just that. It is a multi-author book, with 12 contributors from
across Canada working in the field of emergency management. This textbook informs readers of the concepts and principles of emergency management in Canada. Readers will appreciate an overview of the broad range of topics that make emergency management a dynamic profession. After reading the book, they will understand what is expected of someone working in the field, specifically in Canada. The book explores the core pillars of emergency management: prevention, mitigation, preparedness, response, and recovery. In addition, the contributors discuss the idea of an all-hazards approach and other important concepts such as community resilience, business continuity, and event management.
Overall, the book is solid. The case studies, the use of the “In the News” boxes, and the exercises that are built in make it easy for an instructor to build a class based on this textbook. Students will find it easy to navigate and a seasoned emergency manager will find it to be a great resource to have on their bookshelf. Students and seasoned practitioners alike will gain knowledge and insight with the clever use of case studies and real-world examples. The authors also show how and why these examples are closely interconnected with the American and Canadian systems. However, they explore the unique needs of Canada, the hazards practitioners will likely face, and how each province and territory is unique. If you want to improve your profession or are an emergency management student, Introduction to Emergency Management in Canada is the right book for you. – Todd De Voe, IAEM REGION 9 President
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October 2022 | BLUE LINE
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2022-09-15 5:18 PM
CASE LAW
BY MIKE NOVAKOWSKI
Police sufficiently corroborated source information: Arrest lawful
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ntario’s top court has found that the police sufficiently corroborated a credible source’s compelling information, such that the reasonable grounds threshold for arrest had been met. In R. v. Williams, 2022 ONCA 596, a confidential informer—who had previously provided reliable information that resulted in multiple convictions—told an OPP detective that he had first-hand knowledge that a black male, nicknamed “P”, was or was going to be trafficking heroin and cocaine in the Peterborough area. The informer said “P” primarily drove a rental car, was about 6’2”, large and heavy set, and about 30-years-old. The informer did not know “P’s” real name. The OPP officer then spoke to a detective in the Peterborough Police Service’s drug enforcement unit who provided some uncorroborated information that a male, who went by “P”, had recently been in Peterborough, sold drugs and frequented an address on Bolivar Street, which was known to police as a rooming house frequented by drug dealers and drug users. This uncorroborated information also indicated “P” may be Williams. The OPP detective checked Williams’ name on police databases and learned his date of birth would indicate he was 28-years-old at the time of this investigation; his last known address was in Ajax; he was known to have a number of nicknames, including “P”; and he had an extensive criminal record with multiple convictions for possessing Schedule I substances for the purpose of trafficking, the most recent of which were from about four years earlier. The following day, the OPP detective spoke to the informer who said “P” had heroin and cocaine, but he was unsure where “P” was going. The detective understood this to mean “P” presently had the drugs. Police conducted same-day surveillance at the Bolivar Street address allegedly frequented by “P”. Police saw Williams arrive at the address in a vehicle, enter the residence for a short time, and then leave with two passengers. The vehicle was registered to a company and Williams’ appearance was consistent with the physical description of “P” provided by the informer. While police observed 14
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Williams for about an hour, he attended a motel and locations known to police for drug activity, all for very brief stops. While Williams was at a gas station refueling the vehicle, he was arrested and the interior of the vehicle was searched incident to arrest. Police seized a black satchel from the front passenger seat. This satchel contained multiple clear baggies with powder cocaine, crack cocaine, heroin mixed with fentanyl and various personal items. Police also seized $6,465 cash, sandwich baggies and two cell phones. At trial in the Ontario Superior Court of Justice, the judge concluded that the police had the necessary reasonable grounds to make the arrests and, therefore, there was no breach under s. 9 of the Charter (arbitrary detention). The judge found police subjectively had the grounds for
Since his arrest was lawful, the search of the vehicle incidental to it was also lawful and thus reasonable. arrest and those grounds were objectively reasonable in the circumstances. Since the arrest was lawful, the warrantless search was reasonable as an incident to it. Thus, s. 8 of the Charter (unreasonable search or seizure) was not infringed. There was no reason to exclude the evidence and Williams – along with his co-accused – was convicted of possessing heroin and fentanyl for the purpose of trafficking. Williams challenged his convictions to Ontario’s top court. He submitted, in part, that his rights under s. 8 and 9 of the Charter had been violated by police because the information known to them at the time of arrest did not objectively meet the reasonable grounds standard. In his view, the police investigation did not sufficiently corroborate the confidential source information such that the police had the necessary reasonable grounds to believe he was committing or had committed a drug trafficking offence at the time of his arrest. He argued that his arrest was unlawful and arbitrary under s. 9, and the search of the vehicle was unreasonable under s. 8.
Three appellate judges of the Ontario Court of Appeal, however, dismissed Williams’ claims that his Charter rights had been breached during the arrest and search. The appellate court found the trial judge properly considered whether the confidential source information was compelling, whether the source was credible and whether the information from the source was corroborated by police investigation. First, the information was compelling. It was detailed in its description of the subject and the alleged offence and was coming from a source with first-hand knowledge. Second, the informer was credible. They had proven reliable in the past, although no particulars were provided about their criminal record or any outstanding charges. Finally, there was significant corroboration of the information provided by the source. The OPP detective conducted database checks revealing Williams had used the nickname “P” in the past and had a history of multiple convictions for possessing Schedule I substances for the purpose of trafficking. He also fit all the details of the source’s description. Even though Williams reportedly lived in Ajax, he was in Peterborough, which was consistent with the information from the source. Police also saw Williams arrive at the Bolivar Street address disclosed in the uncorroborated information. Williams was driving a vehicle owned by a company in Scarborough and, during about one hour of surveillance, made seven brief stops, at locations known to police for illegal drug activity. Taken as a whole, the totality of the circumstances – including the confidential source information and subsequent police investigation – provided the requisite reasonable grounds that Williams had been or was in possession of controlled substances for the purpose of trafficking at the time of arrest. Since his arrest was lawful, the search of the vehicle incidental to it was also lawful and thus reasonable. Williams’ appeal was dismissed, and his convictions were upheld. Mike Novakowski is Blue Line’s case law columnist.
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ADVERTORIAL
EVERYTHING YOU NEED TO KNOW ABOUT TURO A deep dive into Canada’s largest peer-to-peer car-sharing marketplace. TURO (sometimes referred to as the “Airbnb for cars”) may sound familiar, especially as it continues to grow in popularity across Canada. With more guests and hosts on the platform than ever before, it’s important for law enforcement officers to learn how the platform works when coming in contact with the Turo community.
What is Turo?
Turo is Canada’s (and the world’s) largest peer-to-peer car-sharing marketplace where locals and travellers alike can book a vehicle from someone in the community. Turo allows you to choose from thousands of makes and models anything from a Honda Civic to a Tesla Model X - across Canada. Car owners, also known as hosts, list their vehicles on Turo for travellers, also known as guests, to book. It’s important to note that the car-sharing business model is different from the one offered by traditional car rental companies. When booking with Turo you book a vehicle directly with the owner, instead of dealing with a car rental supplier, and you know exactly what car you’re getting.
How does insurance work?
Like any regular vehicle in Canada, cars listed on Turo must be legally registered and insured by the vehicle owner, the host. Further, a third-party automobile insurance policy is included for the duration
of the trip.That policy is provided by ICBC in British Columbia and Economical in the remaining Canadian provinces Turo operates in. In the rare instance of a Turo guest being involved in an accident, law enforcement officers would use the insurance policy facilitated by Turo and provided by Economical or ICBC depending on the location. On the host side, the Turo protection policy kicks in from the moment the host sets out to deliver their vehicle to the guest or from the moment the trip starts, until the end of the booking. Whenever the car isn’t being used through Turo, it is covered by the owner’s regular insurance company.
How to differentiate a Turo vehicle
Since a vehicle listed on Turo belongs to a host in the community, it looks like any other car on the road. Guests can drive a vehicle booked on Turo across provinces and territories, and across the US border, as long as it’s returned to the destination agreed by the host and guest. If a police officer needs to verify whether a vehicle came from the platform, the car should have the following documentation: the host’s personal insurance, vehicle registration, the insurance policy included from Turo, as well as a Turo-branded incident information card. Should an officer need more information, the guest can also verify the Turo reservation in the
phone app and get more details on the car sharing agreement. It’s important to keep in mind that the vehicle does not belong to the guest, as they have temporarily booked it for their travels.
Safety is our priority
Safety is a top priority for Turo and its community, with a dedicated Trust and Safety team to assist in any law enforcement questions or investigations. Turo strives to be a partner for the police community and provide the best experience for all. Should you have any questions or need more information, please contact Canada@turo.com.
GANGS AND CRIME
Gangster-girlfriend relationships and policing in B.C. Recognizing the importance of the females in the gang dynamic By Zoe Parro
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tionships, including dynamic interactions, roles, barriers and challenges associated with police work. The information included in this article is a brief snapshot of the full results, focusing on data that specifically pertains to police work and interactions with GGs in the field.
The study
The results from this explorator y study were derived through in-depth interviews with experienced police members in B.C. Participants were interviewed on various topics related to gangs, gang relationships and interactions with GGs during the course of police duties. The participant sample included n=9 police members with specific knowledge and experience working with gangs, gang members and the female partners of gang members. Data was analyzed and organized using interpretive phenomenological analysis.
Results Roles of GGs
The roles of GGs can vary depending on multiple factors, usually contributing in some way to the benefit of a gang member or the gang group. As noted by participants, certain key roles of GGs include some
of the commonly known stereotypical involvements: holding items such as weapons, cash, drugs, phones and renting vehicles, residences and hotels under the female’s name. Participants also discussed some specific roles and involvements they have seen. A key example is how the presence of GGs plays a role in gang recruiting tactics. One participant described how gang members have started showing up to lower mainland high schools driving expensive cars and flaunting their girlfriends along with large sums of cash and designer items. Since one of the “selling-points” in gang recruitment is the “promise” of pretty women, GGs can aid in creating the image that gangs try to sell to young hopefuls. Another notable way GGs aid their male counterparts is by conducting what is known
as “homework”. Using their often much more extensive net of social connections, GGs can find out key pieces of information on the whereabouts and activities of rival gang members and associates. By supplying such information to her gangster boyfriend, females may be – often unknowingly – contributing to a chain of events that leads to a serious criminal event. In all, the roles of young women who date gang members range in terms of the level of involvement, level of knowledge of what they are contributing to and the degree of actual willingness. The research results established that these factors can be arranged on a spectrum from a low degree of knowledge and involvement to an active and willing degree of participation in gang business. Roles were also noted to vary based on the rank of the gangster-boyfriend and which www.BlueLine.ca
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G
ang activity is a complex and enduring issue in society, one which poses an ongoing threat to public safety across Canada (Northcott, 2018). Despite law enforcement efforts to suppress, disrupt and prevent gang activity, many groups have adapted to evade police detection and continue to avoid a breakdown of their networks (CISC, 2019). As such, an in-depth examination of the varying facets of gang life and operations is beneficial to understand ways in which to combat and prevent such activity. Among those connected to gang activity are the female partners of gang members. The present study found that gangster-girlfriends (GGs) are good for a range of purposes, tasks and roles which often hold significant weight in gang operations. Even so, females remain on the periphery and are not considered ‘core’ gang members. The unique roles, involvements, and related implications for police work as it pertains to GGs remain relatively under-researched (Gottenbos, McConnell, & Bain, 2018). The present qualitative study conducted in British Columbia sought to explore the phenomenon of GG rela-
gang he belongs to. In any event, recognizing and understanding the roles and involvements of GGs is a critical component for police detection, disruption, enforcement and prevention.
Presence and level of involvement in police encounters
There was consensus amongst participants that GGs are commonly present at the time of a police contact, particularly when contact occurs in “social” settings like bars, clubs and restaurants. GGs were also noted to be frequently present in other contexts, interacting with police during roadside-checks or at the time of a specific call for service. One participant used the term “constant fixture” to describe the presence of females alongside their gangster-boyfriends. The results indicated that GGs are often directly involved and present in police encounters, and as such, there are important considerations to make. One aspect the research sought to explore was how involved GGs become in police encounters. The results showed that the level of involvement of a GG depends heavily on the context of the encounter, her gangster-boyfriend’s rank and affiliation, and any perceived gains or losses. Participants explained that in a larger group setting, GGs may be more inclined to talk back to police or become verbally involved, versus in a situation where the police are dealing with a couple one-on-one. It was noted that GGs may later receive praise or clout for their verbal responses to officers, which can be seen as a gain. In contrast, perceived losses would include negative attention from police, be it ar-
rest, detention or a search. Participants described the importance of police awareness of certain verbal and non-verbal cues, both in contrast to previously documented encounters with the same individuals, as well as isolated to a given encounter. For example, a strong reaction and response from a GG could be a means of detracting attention from the boyfriend, and vice versa. One participant explained how he learned to watch for body language and cues that a gang member may be giving his girlfriend on how to act and when to speak. Picking up on such cues allows police officers to critically analyze a situation and can influence the way they proceed in the encounter.
Challenges, barriers and limitations for police
While exploring topics related to the presence and involvement of GGs in police encounters, participants acknowledged and described some of the common challenges and barriers that are faced in the field. At times, important things can go unnoticed, underestimated or missed. The research found that one issue is the hyper-focus on male gang members, effectively diverting attention from their female counterparts. GGs can fly under the radar more easily, particularly when police officers rely on preconceived opinions on who to direct their attention to. Participants described how GGs have been successful in their ability to hide contraband during roadside checks, upon entry into bars and clubs, and even during the execution of warrants. As such, paying close attention to all involved parties is crucial. In connec-
tion to this point, participants noted a particular challenge for police – executing identification (ID) checks and recording names in reports. Consistent documentation of GG names in police records and reporting was noted to be lacking. This was attributed in part to the hyper-focus on males, as well as the social custom of last name changes in the event of a marriage. Participants explained that better documentation and ID checks would create more reliable data and give police members a better idea of the level of involvement of a particular female. Further, police can then use such information to implement strategic efforts to help GGs to exit gang relationships. One other barrier in police encounters with GGs was noted to be the “image” portrayed by police uniforms. Participants explained that GGs oftentimes have negative preconceived notions about police and distrust towards authority. This can be a result of many things, including personal beliefs, a history of trauma or negative connotations about police ingrained through association to her gangster-boyfriend. As such, one participant emphasized the importance of initiating follow-up meetings with GGs whenever possible. Making an effort to follow up with a gang-involved female can allow police members to show themselves without a uniform on and help reinforce gang relationship exiting strategies and support.
Discussion and conclusions
This article has served as a brief overview of some of the
A strong reaction and response from a GG could be a means of detracting attention from the gang member boyfriend. @Blue_LineMag
unique challenges, dynamic factors and important considerations pertaining to police work and the phenomenon of gangster-girlfriend relationships. These results highlight some areas of policing where policies, routines and training practices may benefit from being reassessed and revamped to improve outcomes. As demonstrated by participant accounts, even small changes and attention to certain defining details can make all the difference in police interactions with gang members and their girlfriends. It’s hoped that the results from the present study can spark conversation and continued research into this topic, and related topics, to contribute to a comprehensive and up to date understanding of police work around gangs. Future studies on police perceptions and accounts of gangs and gang relationships from other parts of Canada would be an excellent addition to the findings of the present study. Such continued research could prove beneficial to developing a framework for specialized police training, as well as illustrate contextual differences between provinces and territories. Studies such as this support the demand for up-to-date and critical pieces of information related to the operations of gangs and their evolving nature, effectively supporting gang prevention, intervention, exiting and disruption tactics. For a full list of references, please visit https://www.blueline.ca/gangster-girlfriend-relationships-andpolicing-in-b-c/ Zoe Parro has a BA Honours degree in Applied Criminology with plans to complete a MA in the future. Her background includes a variety of volunteer work within community policing settings and work in hospitality and security. At present, she is working a civilian member role with a police agency in B.C. prior to applying as a uniformed police officer.
October 2022 | BLUE LINE
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DIVERSITY
Challenges women face in law enforcement
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n a Blue Line article written in 2018, I spoke about feminist leadership and challenges facing women in policing. We know that the police culture is deeply rooted in paramilitary leadership, and continues to be bound by traditional leadership models. These models focus on strong authoritative leaders, leaders that appreciate power and position and are inclined to feel safe in finding common characteristics amongst one another. Those characteristics set the stage for the challenges that women have continued to face in law enforcement. In the public safety world, diversity, equity and inclusion plans have become commonplace, but have we examined whether they actually model change in philosophy and behaviour? Studies have shown that women in leadership positively influence policy and culture to result in better outcomes for community and public safety. Despite this, women remain under-represented in policing leadership and still face biases that prevent them from advancing their careers. In 2019, the Canadian Government launched the 50-30 Challenge to accelerate diversity and improve equity for women and BIPOC identified persons. It calls for all organizations to aim for 50 per cent women and 30 per cent BIPOC and/ or 2SLGBTQIA representation on their boards and in senior management. In the U.S.A., the 30×30 Initiative is aimed at advance the representation of women in policing across the U.S. to at least 30 per cent. Representation matters, but so do the barriers that prevent women from obtaining equity. In his contemptuous 2020 report on the RCMP’s internal culture, former Supreme Court Justice Michel Bastarache said he heard victims of sexual misconduct accuse the RCMP of allowing perpetrators to go unpunished with next to no “consequences”. Bastarache, tasked with managing the results from the RCMP’s historic sexual assault settlement, also said that 20
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the RCMP culture is so toxic, the federal government needs to conduct an external, independent review of the service’s future as a federal policing organization. Justice Bastarache also wrote, “I am of the opinion that the culture change is highly unlikely to come from within the RCMP. The latter has had many years to proceed ... and yet unacceptable behaviour continues to occur.” After that report, the RCMP promised to stamp out sexual assault, harassment and discrimination, yet few actionable items have been enacted to support its female officers. In the Mental Health Review of the Indigenous Police Services of Ontario (2021), it was found that women officers are assigned, characterized and discriminated against in ways that are damaging to their mental health. Officers reported that due to the perceived operational need for women to work sexual assault, child assault and domestic violence cases, they don’t receive other kinds of opportunities for training or experience as often as their male colleagues, reducing chances for promotion. These predominantly Indigenous female officers are assigned a higher volume of these victim-centred cases with a greater likelihood of trauma and a larger workload associated with them, separated from each other in the workforce and offered fewer opportunities to make changes to their experience. A recent study of a large urban police service (Jetelina, K. et al. 2020) found that women officers experienced higher levels of mental illness diagnoses, attributable to the unique stressors they experience as women, including higher levels of work overload and burnout. Female-identifying officers experience a set of common realities; they are in a significant minority in the workforce, and they experience sexual harassment, discrimination, isolation and fear of retribution should they ask for help or report prohibited behaviours, in numbers far exceeding their male colleagues. Perhaps it’s easier in today’s culture to
write corporate diversity policies and exemplify that as the premise of organizational fairness. Increasing diversity isn’t about quotas; men and women alike are against quotas for women. Men feel that they are unfair, while women are insulted at the idea of being perceived as getting promotions only because of their gender. Fair isn’t everybody getting the same thing; it’s seeking out and removing obstacles so that people can get what they need in order to be successful. There are barriers embedded within the culture, and advancing policy for policy sake does little to change things. We need to understand the factors that may be driving disparities; developing and implementing strategies and solutions to advance women in policing without relying on women to make the change. Leaders who have grown within an organization full of systemic barriers have to recognize that change means ensuring their culture is educated, inclusive, respectful and supportive of women in all ranks and roles. If we want tangible change to occur, we need to go beyond policy and examine barriers to promotion, retention and culture in specialized teams, how we accommodate pregnant officers or those returning from maternity leave, reactions to harassment and sexual misconduct, and include women in these decisions. Monique Rollin is a retired inspector with the Sault Ste. Marie Police Service and is now a policing consultant. She holds an executive position with OWLE and is Vice President/Director of Training with Canadian Critical Incident Inc.
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Understanding factors that may be driving disparities By Monique Rollin
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VPD Recruiters will be available on site at the 2022 OACP & BLUELINE EXPO on Friday, October 21. Recruiters will be available Saturday, October 22 for a private one-on-one meet and greet to answer all your questions. Call to set up an appointment.
WE ARE HIRING EXEMPTS! VANCOUVER POLICE DEPARTMENT
For a confidential inquiry, contact Constable Ryan Jeffrey at ryan.jeffrey@vpd.ca or 604-717-9309
POLICING PRINCIPLES
Policing in a postmodern world Preventing crime, earning public support and respecting community principles By Andrew Critchley impact of institutional reform. Notwithstanding such mixed results, collaborative reform that focuses on mutually aligned goals such as a concern for public safety, equality and freedom is possible and should inform future discussion. Indeed, the earlier referred to ‘Nine Principles of Policing’ can be modified and compressed into three broad themes4, which would reflect the nature and purpose spoken of. Such fundamentals are not lofty, delusional objectives but are essential elements of a symbiotic relationship between the people and the police.
Preventing crime
The first concept suggests that the goal of the police should be preventing crime, not catching criminals. Professional crime-fighting relies predominantly on three tactics5: (1) motorized patrol; (2) rapid response to calls for service; and (3) retrospective investigation of crime, each of which are reactive. In theory, reactive tactics do have preventive effects. The prospect of the police arriving at a crime in progress due to a call for service or a chance observation is believed to deter crime6, and where it does not deter, a successful prosecution incapacitates those who might otherwise go on to commit other offences. Many police services supplement their reactive approach to crime control by utilizing a variety of proactive methods. Crimes that do not produce immediate victims (who will mobilize the police) such as drug dealing, organized crime and pros-
The response to crime should be focused, responsive and influenced by data. 22
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titution reply upon proactive investigative strategies that engage informants, deploy covert surveillance and undercover investigators. Many police services have created and developed a variety of programs that focus on early intervention. Programs of this nature rely on a collaborative approach with a variety of social agencies and community groups to identify vulnerable and at risk youth; they subsequently produce intervention strategies7 that address criminogenic (risk) factors that are known to be related to an increased likelihood of offending and protective factors that decrease this probability. The response to crime should be focused, responsive and influenced by data. As governments, local authorities and police leaders explore opportunities to enhance service delivery and address prevailing social issues, consideration should be given to the notion that the most significant potential for improved crime control may not lie in the continued enhancement of response times, patrol tactics and investigative techniques. Instead, improved crime control can be achieved by diagnosing and managing problems in the community that produce serious crimes; fostering closer relations with the community to facilitate crime-solving; and building self-defence capabilities within the community itself.
Public support and collaboration
The second concept is that preventing crime requires the public’s support and collaboration; earning and maintaining public support is critical. Community engagement in its various guises is a well established and utilized practice. However, community-oriented policing’s variable characteristics render a practical assessment of its impact problematic. The www.BlueLine.ca
PHOTO: © iQoncept / Adobe Stock
N
early two hundred years ago in 1829, the blueprint for modern policing was conceptualized by Sir Robert Peel, who not only established the Metropolitan Police Force, but created an enduring and crucial concept1 that holds the key to a successful and symbiotic relationship between the community and the police: the police and public are but one community, which in turn gives its ‘consent’ to be policed. Another equally, if not more, important outcome was the formalization of a list of nine precepts, which have over time both been immortalized and attributed to the late Sir Robert Peel. These nine Principles of Policing2, affectionately referred to as “Peel’s Principles” are often referenced as foundational to modern policing. Today, the Principles of Policing are simultaneously being scrutinized and eroded at an unprecedented rate by a sector of an outraged society. As public condemnation of the police and many social institutions permeates social discourse, an increasing number of citizens and groups are mobilizing their adherents by deploying disruptive repertoires of contention. Though policing and institutions should be open to a process of evaluative reform, caution must be exercised in advance of any pre-determined causal explanations. While it would appear both acceptable and envogue to highlight past and present inequalities within our society, those responsible for initiating reform should be alert to the prevailing research, which consistently3 finds mixed results when evaluating the
absence of a universal metric that would permit comparisons across different community-oriented programs inhibits the ability to accurately compare results across impact studies. Fostering closer relations with the community is, perhaps, not as simplistic as it sounds. Despite incorporating a community policing philosophy, many police services allocate the majority of police officers to the aforementioned reactive aspects of policing. The small number allocated toward a community based problemsolving approach require a greater degree of decentralization and rely on the officers’ initiative as they seek to establish and enhance a closer, rather than a distant relationship with the community. Owing to the ubiquitous nature of social media, few members of society have not witnessed one of the many seemingly abhorrent applications of the use of force by police officers – notably on people of colour. Many members of society will ask what more evidence is needed to prove institutionalized racism? For many, the notion that the police are racist is axiomatic; police racism is an article of faith, and not an object of debate. While many of the videos that have captured police brutality in its various guises permit instant conclusions, it’s easy to forget such alarming and provoking images remain unrepresentative of daily interactions between the police and the broader public. Improving social cohesion, eliminating discrimination and promoting equal opportunities should be a universally accepted project; this includes working towards the reduction and ultimate eradication of all forms of racism, whether inter-personal or institutional. While such a statement seems unremarkable, much @Blue_LineMag
debate and disagreement exists around the type, the frequency and the nature of racism. Fundamentally, a dichotomous and complex relationship exists between those who claim ubiquitous racism within established institutions, and those who assert such behavior to be far more localized and characterized by individual behavior. In our desire to become better people we should remain committed to the concept of critical thinking, and however ideologically tempting it may be, and however politicized it may become, police services should exercise caution when seeking to modify and regulate their employees’ attitudes to align with such nebulous concepts.
Respecting community principles
The final concept recognizes that the police earns public support by respecting community principles and building self-defence capabilities within the community. In addition to many traditional approaches, the police can gain and advance public support by using familiar tools and channels. The advancement of technology has enabled police services to evolve their business practices across several domains, from wanted posters to personal issue police radios, patrol cars equipped with computers and social networks. Social media platforms provide the police with opportunities to engage with the community and deliver key messaging. Simultaneously, citizens are alerted to missing children, vulnerable persons, and suspicious activity via tools that continue to offer direct communication in real-time. Despite the ease with which such tools can be utilized to generate bi-directional communication with the public, subsequent communications are not always
productive. Social media networks have become standard outlets for people to express their political ideals and call others to action. The narcotizing dysfunction theory8, developed by Paul Lazarsfeld and Robert Merton in 1948, describes how people substitute knowledge for action due to being inundated by mass media about polarizing issues. In a prescient manner, Dunwoody, Georgia, Chief of police Billy Grogan described in 2011 how embracing social media is one of the smartest decisions law enforcement can make. In an article9 written for the IACP, Grogan outlined three reasons for this: social networks offer a natural platform for extending community policing efforts; they provide a way for departments to promote positive accomplishments; and finally, the continuing popularity of these networks makes them hard to ignore.
Final thoughts
Earning and maintaining public support is a complex process; building trust can be difficult as police officers commonly appear in an individual’s life when something has gone wrong or is about to go wrong. As communities become increasingly diverse, the requirement to broaden our approach and understanding has never been greater. Without a basic understanding and tolerance of individuals’ beliefs and experiences, police officers can unintentionally contribute to prejudice and discrimination and negatively impact professional relationships. Such understanding, however, is not immutable but evolves10 through an on-going (voluntary) learning process. If anything good comes out of the current crisis, it will be our commitment to reducing inequality in all its dimensions while working collaboratively with emboldened community members to enhance policing outcomes for all.
Disclaimer
This is the author’s own work, and does not represent the opinion of his employer, the Calgary Police Service.
For a full list of references, please visit https://www.blueline.ca/policing-in-apostmodern-world/ Andrew Critchley is a serving police officer with 22 years of experience, currently working as a detective in the Professional Standards Section. He is an advocate for professionalizing the investigation process, is passionate about leveraging public private partnerships (P3) and supports meaningful collaborative community engagement intiatives.
October 2022 | BLUE LINE
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EDUCATION AND TRAINING
Education & Training Directory 2022-2023 your teams’ leadership journey. Contact us today to see how we can help with your learning goals.
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CPKN – Canadian Police Knowledge Network CPKN is a national not-for-profit organization committed to driving excellence in professional development for policing. Since 2004, we have developed relevant, cost-effective learning solutions that respond to the evolving needs of Canadian police and public safety professionals. As a collaborative network, CPKN offers an extensive catalog with over 160 courses informed and vetted by subject matter experts. We work closely with the policing community to create educational resources that save on time, budget, and resources. www.cpkn.ca.
Dalhousie University Dalhousie University offers fully online certificates focused on developing your leadership and supervisory skills. Courses focused on ethical decision-making, global and domestic terrorism and intercultural communications will help you stand out in your field and gain highly relevant skills taught by expert instructors. Our certificates can be completed over several years, depending upon how many courses you take each term and year. For more information and to enroll visit www.dal.ca/policeleadership or contact our Student Services team at openlearning@dal.ca (1-800-565-8867).
DeGroote School of Business The DeGroote School of Business, Executive Education programs at McMaster University offers open enrollment programs in police leadership as well as custom programs for your police service. We have worked with numerous services to create impactful leadership programs that will have an immediate impact on
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Queen’s University IRC With 85 years of experience, Queen’s University IRC offers Professional development training in Labour Relations, Human Resources, and Organizational Development for LR/HR practitioners, managers and union representatives. Our in-person and virtual programs are delivered by subject-matter experts, and grounded in adult learning principles. The IRC offers coveted certificates in Advanced Labour Relations, Labour Relations, Advanced Human Resources and Organizational Development. Visit us at irc.queensu.ca.
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SeeShell Consulting Shelley is the President of SeeShell Consulting, which provides career and executive coaching and consulting services to clients, with a focus on the unform and first responder communities. Shelley is also the President of the International Coach Coalition, a free online platform that connects clients to their ideal coach, based on credentials, experience, and expertise. How can I or my team help you get to where you want to go? Call me for a free exploratory conversation. Shelley Langille, Certified Executive Coach (CEC) Victoria, B.C., and virtually everywhere else: (250) 415-2580, https://seeshellconsulting.com.
Seneca College of Applied Arts & Technology Get ready for an exciting career in public safety and law enforcement through Seneca. We offer diploma and certificate programs in Police Foundations, 911 Emergency Communications, Advanced Investigations, alongside the innovative Bachelors (Honours) Crime & Intelligence Analysis – the only undergraduate degree of its kind in Ontario. We use flexible, online and hybrid learning across our curriculum. Learn more about our cutting-edge programs and how to hire our students and graduates: www.senecacollege.ca.
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Simon Fraser University Simon Fraser University offers a specialized online program designed by first responders for first responders. Through the First Responders Trauma Prevention and Recovery Certificate program, you’ll develop a resiliency toolkit to support yourself and your peers in the face of trauma. You’ll also learn to build a peer-support program, create an action plan for workplace psychological safety and develop your leadership and community engagement skills. Register for courses or apply to the program at sfu.ca/firstresponders.
Step Training Step Training Inc. is an internationally recognized training network that specializes in providing evidence-based content in areas of de-escalation, mental health and stress modulation. Our courses are structured through the lens of a customer service model, focusing on balancing both human needs and professional needs. Our de-escalation program is now being offered to undergrad students at the University of Toronto, bringing together expert instruction, a professional model, and research in areas of emotional escalation. Our professional approaches to training have been delivered to a variety of organizations, including law enforcement, municipal services, teachers, undergraduate students, customer service staff and health professionals. Our train-the-trainer programs are delivered internationally, having worked in Canada, Iceland and across the United States. The training provided within our network focuses on skill-based training. The “should” is assumed and we work to increase front-line responders’ effectiveness in how to manage escalated emotions. Content focuses on creating value,
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University of Guelph Hiring the right people is a huge investment. The University of Guelph can be your point of contact for students and alumni from over 90 majors, including Criminal Justice & Public Policy and Justice & Legal Studies. U of G co-op students are available year-round for 4 or 8-month work terms (program-specific), and employers may be eligible for wage subsidies. Post your full-time, co-op, contract, and summer job opportunities at experienceguelph. ca, or email recruit@uoguelph.ca.
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October 2022 | BLUE LINE
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BEHAVIOURAL SCIENCES BY PETER COLLINS
A
rthur Fellig (1899 to 1968), known by his pseudonym Weegee, was a photographer and photojournalist, famous for his stark black and white street photography in New York City. It was known that he had a police radio in his car, and he would race to crime scenes to arrive before the police officers. Legend has it that he would also change the position of the body to achieve a better photographic effect. This is the only example—that I am aware of—where the body would be altered for aesthetic purposes. Typically, crime scene staging is the altering of the scene to redirect the police’s investigation. In a staged homicide scene, the offender tries to make the murder appear to be something that it is not. This is not new – since ancient times, individuals have committed crimes and the offenders have lied about their involvement, sometimes manipulating the evidence to escape culpability. The evidence is 26
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utlimately altered to provide the illusion that something else occurred. Examples discussed by Schlesinger et al (2014) include physically altering the evidence of the scene to try and make a domestic homicide appear as an accident or as a result of a break and enter (by removing the victim’s valuables), a suicide (by leaving a falsified suicide note), a sexual murder (by exposing a female victim’s genitals and/or a foreign body insertion), to altering the scene by destroying evidence (such as setting a fire) in order to impede the investigation. Subtypes of staging are also noted in scientific literature: Minimal staging involves a minimum amount of effort put forth to alter only one or two elements (either property or body) of the scene. For example, placing a gun in the victim’s hand to make a homicide appear as a suicide. Moderate staging involves enough effort put forth to alter more than two elements (normally
The evidence is altered to provide the illusion that something else occurred.
three or four) of the scene. For example, undressing the victim, placing her in a bathtub and turning on the water to make a domestic homicide appear as an accidental drowning. Elaborate staging involves an increased amount of effort put forth to alter at least five or more elements of the crime scene. For example, moving the victim into the woods, removing their outer clothing, removing underwear, inserting a foreign object, and leaving a used condom on the body to make a nonsexual homicide appear sexual in nature. According to Hazelwood and Napier (2004), verbal staging is a conscious and intentional act of filing a false (verbal or written) missing-person report about the victim to redirect the investigation away from the homicide that the person filing the report knew occurred. This is not simply lying about facts of the case; rather, it is lying for a specific purpose. In these cases, the offender takes an affirmative step in that they seek out the police to report a missing person. In many cases, the crime scene itself may not have been altered because the murder may have taken place away from the victim’s or offender’s residence. Pettler (2016) discusses different categories of staging. The individual who cleans or tries to sanitize the crime scene is doing so to remove evidence, and this could be considered more of an alteration rather than staging. The concealer hides or destroys items related to the incident to prevent discovery by the police. The creator will add items to the scene or will rearrange it to create a specific effect. The inflictor will include themselves in the incident with wounding or may claim injuries from “self-defence”. The planner spends considerable time preparing the incident to appear as something else instead of reacting, post incident. www.BlueLine.ca
PHOTO: © MICROGEN / ADOBE STOCK
Staged crime scenes
Tips for investigators
• Stagers often discover the body or are responsible for reporting the person missing. • Stagers might project themselves into an investigation to “be helpful”. • Often the suicide note is “found” by the stager or other evidence they want the police to see. • If a suicide note mentions a close associate, on occasion that associate can be considered as a person of interest. • Staging a suicide most often involves firearms. • Be suspicious of weapons that are positioned too perfectly, or positions that do not match where the blood spattered, or where shell casings are found. • 911 callers from stagers will have the unique elements common to “guilty” vs. “innocent” callers. • Besides manipulating the scene, stagers will reinforce it with verbal manipulation. Their efforts to deflect might include an explanation for the incident.
• Look for items that copy media reports or narratives of past crimes. • Look for scene behaviour uncharacteristic of decedent. • Stagers are more likely to be male. • There is an indication of someone having a proprietary interest in items in the home. (The author was once consulted on a domestic homicide that was staged as a break and enter; however, the perpetrator partially rolled up and expensive Persian carpet, immediately after the murder, so blood would not seep onto the carpet). • Compare the narratives provided about the incident against the evidence. These tips were adapted from the Ramsland, 2018. In conclusion, if you have a case where you suspect the homicide scene has been staged, feel free to reach out for the assistance of an investigative support unit (i.e., the Behavioural Sciences Section of the Royal Canadian Mounted Police, the Behavioural Sciences Section of Sûreté du
Québec, or the Criminal Behaviour Analysis Section of the Ontario Provincial Police).
References
Ferguson, C. & Petherick, W. (2016) Getting away with murder: an examination of detective homicides stages as suicides. Homicide Studies, 20 (1), 3-24. Hazelwood, R, & Napier, M. (2004) Crime scene staging and its detection. International Journal of Offender Therapy and Comparative Criminology 48:744–759. Pettler, L. (2016) Crime scene staging dynamics in homicide cases. Boca Raton, FL: CRC Press. Ramsland, K. (2018) The psychology of death investigations: Behavioral analysis for psychological autopsy and crime profiling. Boca Raton, FL: CRC Press. Schlesinger, L., Gardenier, A., Jarvis, J. & Sheehan-Cook, J. (2014) Crime scene staging homicide. Journal of Police and Criminal Psychology 29:44–51 DOI 10.1007/s11896-012-9114-6. 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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2019-12-03 11:03 AM
PSYCHOLOGY
Human nature and basic drives
I
n the last few years, we have seen several high-profile politicians who have engaged in some inappropriate personal behavior; for example, a former New York Governor and former congressman, who both made headline news. Both men were led astray by their base instincts and inner drives in the arena of personal sexual behaviour, the result being the destruction of their careers and a lot of emotional strife for their families. Why would two such prominent men engage in this negative behavior? The deeper question is: what would drive these men to step outside their familial relationships and engage in such risky actions? The answer to this question requires a greater understanding of human nature and the things that drive us as people. As an officer, if you want to be successful, you will need to understand what makes people tick. We see evidence of this understanding in many of the processes of law enforcement and security organizations. The debriefing of a criminal is critically important. The interview will seek information that you would need for a conviction in a trial and typically focuses on the “why” and “how” the criminal did what they did. My partners and I would debrief suspects on almost any type of incident, from burglaries to thefts, to frauds, to sexual harassment and assault cases. The information you learn in these interviews can be the key to preventing future crimes. Understanding why a person committed a specific crime allows you to put a given set of facts into perspective and reveal patterns in behavior. It is not an exact science but the information you learn can give the investigator insight into how certain people act and react in different instances. Take house burglaries, for instance; if you are the victim of a house burglary, it’s a very difficult thing to accept. The feeling of being violated is ever present. In contrast to how the victim feels, in the world 28
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of policework, a house burglary is something that happens quite often. How, then, do the police respond? Every police officer would like to find some fingerprints at the scene and match them up to a known criminal, but that’s not always possible. Some agencies do not process burglaries, and some who do are not always good at it. Without that important piece of evidence, we are left with asking neighbours if they saw anything out of the ordinary. What we’re left with is basic police investigation work, and that’s where the debriefing interviews come in. There are “signature” actions demonstrated by people who engage in criminal activity. This is where a criminal will find a way of doing their business that works for them. An example would be a shoplifter who uses a friend to create a distractio while they take the desired merchandise. When the team figures out what distraction works best, they will use it repeatedly; the same is true for serial criminals, including rapists and killers. Burglars are no different; they will choose the same type of houses, or houses in the same place on a block, such as corner properties or houses that back up to woods. Some burglars will always break out the glass at the basement window, others will always break out the glass in the kitchen, and others will always shoulder the front door. Whatever signature they have, you can predict to some degree how, when and where they are likely to strike next.
This understanding and acceptance that people have signature actions can provide an understanding into the human mind. People are creatures of habit. Getting good at reading the signatures left by criminals is an talent that police officers can develop. Another “understanding” a good investigator needs to be proficient in is the basic human drives—the things that motivate us. These basic drives to eat, sleep and procreate all influence our daily actions. The sexual drive is one of the most powerful drives we have. By looking at our own experiences, we can all come up with examples of how this drive has been a blessing or a curse. We were driven to say hello to someone we liked, which led to dating and maybe marriage or family. This is considered a good outcome because the drive was controlled. We also know of people that can get themselves in trouble because of their sex drive. Inappropriate comments and sexual harassment are very clear examples of this drive’s negative side. Understanding how these drives make us tick can help us solve crimes. When does a person go from a healthy sex drive to one that’s inappropriate, then to one that is criminal? These people have signature actions, just like a burglar. The investigator must uncover enough of the facts and actions of a particular crime to begin to see a picture of the person who is committing it. With that understanding we can begin to “think like the criminal” and anticipate when and where they will attack next. In the end, only the people who engage in these behaviors can fully explain why they did what they did, but the rest of us can be aware of the patterns. A serial burglar may be driven by the desire for “things” or money, but a criminal that acts based on a human drive rarely changes. Joseph Pangaro is a 27-year veteran law enforcement officer and former director of school security. Pangaro is the CEO of True Security Design. He can be contacted at JPangaro@TrueSecurityDesign.com.
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PHOT: © ANNA KOSOLAPOVA / ADOBE STOCK
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October 2022 | BLUE LINE
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TECHNOLOGY
BY PETER NEAR AND TONY VENTURA
M
odern policing demands modern methods. In Canada, Peel Regional Police (PRP) needed to create an autonomous, transparent service fostering full engagement with the local community, supported by a technology platform that could securely deliver ongoing innovation. The use of VMware Workspace ONE has accelerated the organization’s deployment of iPhones and body-worn cameras, equipping officers with the digital tools they need to be effective while also helping to hold them accountable for their actions.
Reimagining the role of the officer
As policing changes, modern police services must be more transparent, accountable, and grounded in the communities they serve. Like many municipalities in North America, the population of the greater Toronto area is ethnically, culturally, and economically diverse. “It means we almost have to step outside of the uniform,” says Deputy Chief Anthony Odoardi, PRP. “How would we ourselves like to be policed in our community? A human-centric approach to policing will enable us to better understand the needs of the community.” While modern law enforcement must be human-centric, PRP wants to accelerate the digital transformation of its policing practices. Behind the scenes, PRP is switching to cloud-first and prefers ‘as-a-service’ consumption models, which translates to more technology in the hands of frontline officers. The smartphone and a connected workforce are just the tip of the iceberg for PRP. Through applications that can revolutionize policing, officers can use their phones as a platform and find the applications they need, quickly and conveniently. By improving the day-in-the-life of a working officer, you can deliver a faster time to value and efficiently provide critical services. In the first instance, PRP wanted to provide 2,000 iPhones to officers, configured for personal use, but also hosting sensitive police applications with Zero Trust Security. The rollout timeline was two months. Single sign-on capability ensured robust identity management. Once the iPhone implementation was 30
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officers on bike or foot patrol. Deputy Chief Odoardi suggests the body camera system, managed through Workspace ONE, is as transformative as its other initiatives, improving accountability and complete, PRP began the rollout of Axon transparency, and amplifying the gathering of digital evidence. Real-time connectivity Body 2 cameras. from VMware Horizon will enable PRP to An app-centric workstyle bring in remote experts to assist officers VMware Workspace ONE provides a single during live events. And it will help officer platform enabling PRP to deliver and training and reassure officers working in the manage devices and applications. Now, PRP field that they are never alone. can meet the tight deadlines of the iPhone The implementation of body cameras rollout smoothly and efficiently, while was a complex process, requiring PRP to preserving the flexibility to accommodate introduce the program with care. “Bodyother device types in the future. worn cameras are a sensitive subject—for With a pipeline of digital transformation officers and the community,” says Deputy projects in place, the operational simplicity Chief Odoardi. “The project has required us inherent in VMware Workspace to engage with stakeholders, and ONE Access reduces the strain Modern police to do so authentically. From the on the PRP team. “It also en- services must community, there were concerns ables a seamless experience for be more around where data is kept, and the user with a single sign-on,” transparent, when and where filming is alsays Marco Novielli, supervisor, accountable lowed. From frontline officers, systems, and information sec- and grounded there were worries about the in the comurity, PRP. recording of private moments. To help PRP ensure compli- munities they We resolved these concerns by ance and lock down critical serve. being transparent about where systems, the organization uses this data would be used, manVMware Carbon Black App Control. “It is aged, and stored. We also shaped our polithe ‘secret sauce’ that allows us to run these cies from this feedback, such as limiting legacy technologies safely and responsibly, camera usage in school settings or places of while we take the time required to modern- faith.” ize and transform our services,” explains Looking ahead Novielli. Prior to adopting VMware Carbon Black, Transformation requires momentum and the team relied on conventional antivirus trust. The successful deployment of iPhones protection, that would block only previous- and body-worn cameras demonstrates to ly known threats. Regular security incidents frontline officers and senior management left employees unable to work for up to 48 that change can be delivered effectively. Intelligent, strategic IT decisions will be hours while Novielli and his team contained critical to success in the era of connectivity. the threat and restored the files. PRP recognizes that the future will be moBuilding faith in technology to drive bile, app-led, and require a greater emphasis ongoing improvements on digital transformation. The force strives The deployment of 2,000 iPhones was to challenge the traditional desktop world completed in less than eight weeks. “The and to become an example for other forces rollout was simple, allowing our back-end across Canada to follow. technology team to work from home,” says Successful, responsible use will encourNovielli. “We know that most officers are age confidence in PRP as a leader in the already familiar with the iPhone. It’s not like adoption of new technologies as the organwhen we issued laptops. This is technology ization moves toward data sharing, data they’re comfortable with.” It is now easier analytics and AI. The direction of travel is for officers to share images from a crime for officers to be increasingly connected scene, search for information, dictate audio and digitally enabled. notes or check police databases. PRP continues to use in-car computers Peter Near is National Director of Technology, and police radios, but the use of smart- VMware Canada. phones provides officers with greater au- Tony Ventura is Director Information Technology tonomy. It is particularly empowering for Services, Peel Regional Police. www.BlueLine.ca
PHOTO: BRITTANI SCHROEDER
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LEADERSHIP
Leadership matters Improving trust in the police by building better leaders
A
t the beginning of 2022, Police Commissioner Cressida Dick of the London Metropolitan Police resigned from her position following a series of controversies within the ranks of the police service. Dick’s statement made the reason for her departure crystal clear: London’s mayor no longer had “sufficient confidence” in her ability to lead – particularly through the reform efforts required to improve the service’s organizational culture. Closer to home, Ottawa’s Police Chief Peter Sloly also resigned after the people of Canada’s capital city lost trust in its police during the trucker protest. The importance of maintaining the confidence of the public can’t be overstated; the police rely on public support to exercise their authority. Without it, the public will strip away the powers of the police, their participation in crime prevention will decline and crime rates will rise consequently. Unlike autocratic countries where the police serve the interests of the government, the
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police in Western, democratic societies like Canada, the United Kingdom and the United States serve the public first and foremost. When the public loses confidence and stops viewing the police as legitimate, the public will scale back the powers of the police (through changes in law) to limit further harm. In countries like Russia, as we’ve seen following the invasion of Ukraine, the police derive their power from the state; legitimacy in the eyes of the public is irrelevant. Here in Canada, there are consequences. Some examples include now needing a warrant to arrest a person in their home; having to facilitate access to counsel; and having to explain to people that they are free to walk away from a conversation when they’re not suspected of committing a crime. What’s also important to understand is that when police legitimacy declines, the public’s participation in crime prevention declines with it. Studies show that the majority of crime is actually solved by the public and not the police
(e.g. identifying suspects, crime stoppers tips, etc.), so when the public stops participating, crime rates rise. As legitimacy declines, so does the public’s compliance with police demands. A lack of compliance increases the potential for conflict during police-public interactions. When verbal commands don’t work, the police may have to rely on force to get that compliance, further damaging police-public relations. Anyone who has worn the uniform recently will have experienced record levels of civil unrest, outright opposition to police authority, the implementation of body-worn cameras, and calls for policing to be abolished altogether. A report published this year by the RCMP noted that incidents of use of force in 2020 were higher than any other year dating back to 2012, perhaps a result of declining legitimacy and public compliance.
Police culture and leadership
It’s here that police culture actively undermines the building of legitimacy; a well-docu-
mented trait of police culture is the need for officers to “maintain the edge”. Police officers risk injury in every interaction with the public. To mitigate this risk, officers are trained to assert authority in their interactions with the public with the aim of maintaining control over a situation. While this may prove useful when investigating a violent suspect, it becomes counterproductive in most other routine encounters. This is an example of the “impossible mandate” – requiring the police to be both warrior and guardian simultaneously. Researchers are looking for ways to reconcile the two roles and, as it turns out, police supervisors play an important role. In January’s edition of Blue Line, we considered the ways in which police leadership styles affect member well-being. In short, researchers characterize police leadership practices as reactive and overly punitive. Police supervisors often insist on blind obedience and conformity to a rigid hierarchy. While rank, order and discipline are important traits in www.BlueLine.ca
PHOTO: © VINCENT / ADOBE STOCK
By Matthew Wood
military organizations, their use in those environments is generally limited to highstakes situations. But in dayto-day interactions, these behaviours are harmful. Police officers rate organizational stressors (like interactions with their supervisors and office politics) as more stressful than policing itself, so it stands to reason that a lot can be gained by improving the ways in which police supervisors interact with their followers. In fact, a new study exploring the effects of positive police supervisor role-modelling suggests that improved leadership practices can even help rebuild legitimacy.
How legitimacy in policing is built
People form their opinions about the police based on personal experience, but only a small number of people will ever have contact with the police. For most, opinions are formed through second-hand experiences; people are more likely to share stories when their interactions are negative. In fact, negative experiences can be as much as 14 times more impactful than positive interactions, so for the police, restoring legitimacy is an uphill battle. To build legitimacy, research tells us that the police need to be just in their interactions with the public. In The Coddling of the American Mind, Lukianoff and Haidt explain that people base their evaluations of justice on whether an outcome is fair, and whether the process used to determine that outcome was fair. In the first case, people are generally satisfied with an outcome when their share of that outcome is equal (i.e. did Bill get as much as Marc?). But not all things are equal when it comes to matters of criminal justice; there are all kinds of mitigating and aggravating factors to consider. So instead, what becomes more important
Police officers rate organizational stressors, like interactions with their supervisors and office politics, as more stressful than policing itself. is the process used to determine that outcome (i.e. was Mia’s outcome determined the same way as Ann’s?). It’s called procedural justice, and according to Tom Tyler, a professor of law and psychology at Yale University, procedural justice requires: fair treatment, voice (the opportunity to tell your side) and consideration (your side is considered before any outcome is decided). As Lukianoff and Haidt explain: “When people perceive that the police are following fair procedures and treating them ... with dignity, they are much more willing to support the police, help them to fight crime, and even accept occasionally being stopped and frisked by the police, whom they see as working to keep their neighbourhood safe.”
the incident, what they learned and whether they were satisfied with how the incident was resolved. Supervisors then asked the officer for feedback on their own performance. The idea here was for supervisors to role-model the same behaviours that they expected their officers to demonstrate in their interactions with the public. As it turns out, this change in supervisor behaviour (from reactive to proactive) led to some powerful findings; in the six weeks following their meetings, officers were 12 per cent less likely to resolve an incident by making an arrest, and were 50 per cent less likely to use force. These findings have since been repeated in other
research and suggest that we can rebuild legitimacy by adopting better leadership practices. The added benefit is that there’s also an opportunity to improve the well-being of police officers while simultaneously rebuilding trust in policing. If we want to restore legitimacy, we should begin by rethinking the way police leaders are selected and trained. There should be no doubt about it by now: leadership matters. For a full list of references, please visit https://www.blueline.ca/ leadership-matters-improving-trust-inthe-police-by-building-better-leaders/ Matthew Wood is a police constable with the Toronto Police Service and a part-time professor at the Seneca College School of Public Safety. 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.
Procedural justice in policing
In a study published in Criminology & Public Policy, researchers looked to see whether the behaviours of police supervisors could transform the attitudes of front-line officers through positive role-modelling (Reference 2). In an experiment involving the Seattle Police Department, supervisors were instructed to treat their team fairly and with respect (i.e. procedural justice) during one-on-one meetings. Supervisors randomly selected an incident for review with the officer and followed a script developed to ensure fair treatment, voice and consideration. The script asked supervisors to thank the officer for the meeting, to explain the importance of procedural justice and highlight the department’s commitment to being procedurally just. Supervisors used open-ended questions to ask the officer to explain their thought process throughout October 2022 | BLUE LINE
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HOLDING THE LINE BY MICHELLE VINCENT
I
n the world of policing, we look at our resources; whether we are referred to these resources by someone who has the clarity to notice we’re in a time of need, or whether we ourselves—either through that same clarity recognize our need for support, or perhaps hitting a familiar rock bottom— see a variety of options at our fingertips. These resources may look like therapy, either individually, in a group, in-person or online, equine assisted, psycho-educational, training, research, residential, or outpatient, delivered through non-profit and for-profit organizations. Policing organizations sometimes have a specially designed mental health concierge service. A few examples of this are the Ontario Provincial Police Association’s (OPPA) Encompas, whereby members have the opportunity to be guided by a care manager who assists in finding the best possible match(es) in care in a timely fashion, free of waitlists; in-house training programs available to all members of the organization; or the organization may have a preventative/reactive program, like Edmonton Police’s Reintegration After Critical Incident and Long-Term Leave program, implemented by a variety of police services like Niagara Regional Police, Calgary Police Service, York Regional Police and Peel Regional Police. Whatever those resources look like or feel like, in their delivery they are classified as either for-profit or non-profit. Many are for-profit or run by for-profit organizations, which often means there are greater costs to the client but have more to offer as a result. The focus is usually on the profit, to ensure the services provided are the best they can be while still remaining profitable, and the client receives care and experiences lower numbers on their waitlists and greater access and availability. An organization called Diversified Rehabilitation Group in British Columbia is an example of a for-profit. Other resources are non-profit and offer similar services that may be less expansive due to the scope of their funding, however may be more financially feasible for the client, with potentially a longer waitlist. These still provide good opportunities. La 34
BLUE LINE | October 2022
Vigile, an organization in Quebec, is an example of a non-profit. Both Diversified Rehabilitation Group and La Vigile have programming specific to first responders and uniform personnel, and both provide powerful, evidence-based programming through a reintegrative lens. Having a greater understanding of the power and value of such programming, as well as the perhaps unintentionally siloed delivery of most mental health resources/ programming, it came to mind the potential opportunity in collaboration that might exist if non-profit and for-profit organizations were to create a partnership of sorts. With the belief and understanding that funding is available whether we work solo or in partnership, the gathering of funds, and the opportunity and creation of grant funding may be even more lucrative when working in a collaborative fashion. The skillset that each team member might bring to the collaboration of the for-profit and non-profit team only creates expansion in both the quality of programming and the development and implementation of future research in the area of mental health, potentially dissolving the siloed barriers. What might that partnership look like? Working on the implementation of The Haven—a non-profit, occupational-specific, residential and outpatient treatment centre which is founded from the successful La Vigile—and considering the organization’s values, intentions, target population and available resources, what for-profit might be a match? Having had the opportunity to meet with the CEO of Diversified Rehab Group – which serves the general population and has specific programming for first responders – pro-
vided an opportunity to understand their values, intentions and the oasis in which Diversified serves their clients. These aspects, along with making their clients’ successful ongoing mental health care their priority, the intensive training and ongoing learning their team members are required to commit to, is what inspired the for-profit/non-profit potential partnership vision for me. The natural oasis in which clients are held, the focus on return to work and aftercare with Diversified, and intention of The Haven’s space in an equine oasis in which their clients will be held, with a focus on program delivery through an overall reintegration lens, makes them a potential match to further explore. The matching of organizational values, vision and mission are key in success and flourishing of this partnership. Will this be a match made in heaven? Will it even be entertained? At this time, we don’t know. It is exciting to see this most amazing, for-profit organization that has specialization in first responders programming, with the care, focus, skill and wholistic approach Diversified Rehab provides in the beautiful oasis it is provided in. Let’s hope they bring this resource to Ontario so the barrier of access to excellent, specialized residential care is minimized. I always say there is never a need to reinvent the wheel. Somewhere, somehow, someone has thought of and created an amazing resource all first responders can benefit from. Especially those resources that are tailored to our specific needs ,with an understanding of our culture. I hear a lot about the siloed approach – the challenges that are experienced from an accessibility perspective and the potential confusion that can arise, and may minimize resources’ effectiveness. Always solution-focused, the exploration of potential partnership between for- and non-profit mental health resources and organizations only makes sense to me. Collaboration and sharing every time. Michelle Vincent PhD/MACP is a retired 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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Riot Shields for officer protection
Pro-gard Products, has reintroduced Riot Shields to its existing line of products. These Shields are ultra-light weight, a useful tool for law enforcement in maintaining crowds, tactical deployment or corrections. The Riot Shields are available in two different models, the body shield and the capture shield. Both are available in multiple sizes with customizable identification labels. The Shields are built of .150” polycarbonate and are equipped with an adjustable breakaway arm strap and durable abs handles. The Riot Shields are designed with a formed radius and break away straps to prevent injury if the officer is faced with an attempted disarmament. Learn more at www.pro-gard.com.
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New glasses fight nightshift fatigue
Based on medical-biological research over the past 20 years, it has been found that low-intensity blue light, presented at the right time and with the right duration, has an energy-stimulating effect, and can regulate the sleep-wake rhythm. Light therapy glasses, using this medical-biological research and currently successful in a study testing 163 active-duty police officers during the night shift in the Central Netherlands, showed that police officers’ sleep quality improved after two months of using the light therapy glasses; police officers in the study would recommend using the light therapy glasses to colleagues; the light therapy glasses were used frequently indoors. Learn more at readiwell.ca.
K9-XR Camera from Tactical Electronics
The K9-XR Camera from Tactical Electronics is a high-powered extended range camera system that transmits live video and audio back to the K9 handler. Users can receive video/audio on the K9-XR Monitor up to 450 meters away from the canine. The camera mounts to the K9’s vest using molle and Velcro attachments. Two-way audio on the K9-XR Camera allows handlers to give commands and listen to a canine and/or suspect. The K9-XR Camera combines a low-light color camera with high-intensity visible & IR LEDs, providing vision in extreme low-light. The K9-XR Camera also includes a white-hot thermal camera for detecting hidden heat signatures. Handlers can remotely toggle between the color and thermal cameras on the K9-XR Monitor. Learn more at www.tacticalelectronics.com.
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October 2022 | BLUE LINE
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2022-09-07 10:49 AM
BY TOM WETZEL
Making communities safer places to live and thrive
H
ave you ever stopped into new component to our community poliyour local coffee shop and cing mission: a cute, white German Shepwatched police officers having herd named Angel. a cup of coffee with patrons Angel’s job is to go out and “chase” away just talking about what’s going on in the the fear of interacting with a police officer. neighborhood? How about when you’re Instead of sniffing for drugs, she likes to fueling up at the local gas station and an sniff shoes to see if the human has pets at officer is picking up a snack while talking home. She can encounter people when with the owner? It’s not that anyone has they are having a good or bad day and she gotten into trouble at either place; it’s just makes a lot of people happy and talkative. called community policing. Most people just want to pet her and feel Throughout most of our careers, we her soft fur because it reminds them of the have placed a high premium on the prin- pet they left at home. Several people have ciples of community policing. This manner wept just being able to pet her because it of policing is all about teamwork as the reminds them of an old dog they had. server (police officers) and the served Others see her as bringing “the happy” to (their customers) work together to make their job, like at a bank in our city where their community safer places to live and they give her plenty of love and treats, or thrive. at the schools, where kids can Last year, current law en- Community forget about schoolwork or a forcement officers were asked policing allows sprained ankle for a moment. what they wanted out of their them to Angel has turned into a local career. The overwhelming ma- interact with celebrity and people look forjority chose a law enforcement people in so ward to seeing her wherever she career because they want to many different goes, and she gratefully acknowserve their communities. Once and positive ledges the love and affection she on the job, serving the com- ways. gets. It’s a whole new connecmunity was the most satisfying tion to the community and we aspect of the job, which was followed hope for her to bring us closer to bridging closely by crime-fighting. Third on the list the gap. was community interaction. Just from Which now leads us to what Sir Robert these statistics alone, we can easily under- Peele stated in the second of nine principles stand the mindset of the community crucial to modern day law enforcement: policing officer on the beat. “To recognize always that the power of the Too often, police officers meet people police to fulfill their functions and duties is when they’re not at their finest. We may dependent on public approval of their encounter them because they are a victim existence, actions and behavior, and in their of crime or hurt in a traffic accident. It ability to secure and maintain public remight be situations where we are pulling spect.” We believe that Angel has an incredthem over for a traffic violation or visiting ible amount of public approval and we have their home for a domestic disturbance. It’s secured more respect because of it. not healthy for officers to only encounter Preventing and solving crime and makpeople in these types of situations. Com- ing our neighborhoods safer places to live munity policing allows them to interact and thrive can be achieved through adherwith people in so many different and ing to community policing principles. But positive ways. the real beauty of community policing is You might see it in spontaneous mo- that it feels good for both the server and ments where officers jump out of their the served, and that is what’s special. cruiser and start playing basketball or a game of catch in the street with kids. Or Tom Wetzel is the chief of police in Richmond you may see it in a more organized fashion Heights, Ohio, a Northeast Ohio suburban police lieutenant and former SWAT commander. He is also a like a “Skating with a Cop” event or “Shop certified law enforcement executive, adjunct professor with a Cop” around Christmas. We recent- in community policing and internationally published ly thought outside of the box and added a author on police topics.
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THE COLLISION REPORTING CENTER PROGRAM: WHAT’S NEW?
ASSI to Open CRC Program in Ottawa ASSI is proud to partner with the Ottawa Police Service on the implementation the Collision Reporting Centre Program (CRCs) throughout city opening November 2022. There will be three dedicated CRCs: Ottawa West at 211 Huntmar Ave, Kanata, Ottawa Central at 474 Elgin St., Ottawa and Ottawa East at 3343 St. Joseph Blvd., Orleans. Accident Support Services International Ltd. has provided superior customer service since 1994. Supporting insurers fund the program; there is no cost to the police or the public for these services. “Participation in the CRC program will allow our Police Service to have an effective and efficient customer service with reduced wait-times, by providing a modernized and streamlined response to the community. It will also bring significant staffing efficiencies within our Front Desk Services, permitting the Service to find efficiencies or redirect resources where they are most needed.” says Interim Chief Steve Bell regarding Ottawa Police Service participating in the CRC Program. Participation in the CRC Program allows Police Services to reallocate officers from collision reporting to higher priority calls for service within their communities.
www.accsuport.com
CROMS Analytics: A More Intelligent Platform
ASSI has always had a focus on the collection of quality collision data. Understanding and utilizing data for industry advantages and initiatives are a core part of our business. In the past, we have built a customized analytics platform based on the 250+ data fields we capture; this platform has been used for over 15 years throughout multiple industries. We have again put our focus back on the data. We will be upgrading our CROMS Analytics platform to include more advanced analytical capabilities to support our end users and their goals with our data. Including more advanced analytics technology helps users understand the data and find what they are looking for more effectively. A focus can be put on trends throughout the years to help support jurisdictions regarding road planning, ride programs and other proactive enforcement initiatives. Fraud detection is always a topic of investigation; our analytics program has been utilized for years to help support understanding collision-related fraud. Fraud rings are becoming increasingly sophisticated, and as part of our advanced analytics initiative, we are developing cutting-edge fraud detection capabilities that will automate the formation of connections. This new technology will allow CROMS Analytics users to visualize and probe the interconnected collision activity associated with fraud ring behavior. ASSI is excited to bring this new technology to our platform and continue to support new ways of understanding and utilizing data.
To learn more about the Collision Reporting Centre Program or the additional services ASSI provides please visit our website or call 1-877-895-9111 2022 @ Accident Support Services International Ltd.
Accident Support Services International Ltd.
THE COLLISION REPORTING CENTER PROGRAM: WHAT’S NEW? Edmonton Police Service to Partner with ASSI Fall 2022 This fall ASSI is proud to be partnering with the Edmonton Police Service to open two Collision Reporting Centres (CRCs). One located on the south side Edmonton at 5805 87A Street and the second located on the north side at 5805 87A Street. “We’re always looking for opportunities to improve service delivery and introduce innovative business practices
WEB-BASED CROMS MOBILE AT A GLACE BENEFITS • No cost to Police Service • Follows provincial form flow • Secure web-based & no installation • Faster the collection of data • Eliminate re-works / improve accuracy • Service can add, edit, delete new users • Electronic report approval / reassign FEATURES • DL & plate retrieval which includes suspended status • Change driver order button • DL swipes for driver & involved persons • Common validation error notice • Esri mapping solution • Embedded drawing program with pre-draw templates
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that help us use our resources more efficiently,” says EPS Chief of Police, Dale McFee. “It can take several hours from the time a collision occurs to the conclusion of an investigation, which ties up officers and leaves motorists waiting. The centres won’t just improve how we’re using our resources, they’ll also create a safer environment for Edmonton’s motorists by moving the reporting process
off the roadway and into a dedicated space.” ASSI has been operating CRCs in Alberta since 2012 and are currently located in Lethbridge, Medicine Hat and Grand Prairie. We are looking forward to working with the Edmonton Police Service to bring the Collision Reporting Centre Program to the City and help increase efficiencies surrounding post collision care.
Web-Based Collision Reporting Program for Police Vehicles ASSI has established a web-based Collision Reporting Program that meets the needs of the Police for post collision when capturing on scene collision reports digitally in vehicle. The last 18 months have been spent working diligently behind the scenes to update CROMS Mobile from an installed application to now be compatible in an online environment. CROMS Mobile now being web-based enables police to complete reports digitally at the scene of the collision in real time. In addition to in vehicle completion, the application allows the flexibility to pick up where one has left off and complete the report back at the station on any secure computer. Once entered and finalized, ASSI staff can quickly verify the captured information against the Provincial rules and submit the information electronically to applicable stakeholders. ASSI has received positive feedback about the update and new features. Officers are appreciating the program’s simplicity and ease of use to accurately capture information and create collision diagrams from custom templates. 2022 @ Accident Support Services International Ltd.