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OpEd: Recent police deaths highlight the need to support grieving frontline officers
October 28, 2022

Although long retired from law enforcement, my heart still skips a beat when I hear of a police officer being killed in the line of duty. I want to drop to my knees and scream.

I can remember every police funeral I attended – whether I personally knew the officer or not, it broke my heart. Most police officers experience similar emotions I’m sure, including having the events trigger deep and dark memories from past traumatic incidents they experienced over their careers. It’s never easy and it tends to drag down the morale of all police officers in the days to follow.


Sadly, Canadian police officers have lived through that nightmare again and again over the past several weeks, each death compounding their powerful sense of loss and in some cases their diminishing resolve.



The murder of Toronto Police Const. Andrew Hong on September 21 followed by the murders of Constables Morgan Russell and Devon Northrup of the South Simcoe Police Service – who were also killed by gunfire less than three weeks later, left police officers devastated and many were understandably asking themselves questions about the reality of policing in 2022. Some retired officers were publicly expressing safety concerns for serving members and occasionally stating words to the effect that they wouldn’t want to be police officers in these difficult times. That expressed sentiment spreads far and wide among communities and potential police applicants.


Within weeks of those two tragedies – that had already left many officers and citizens wondering if it could possibly get worse - RCMP Const. Shaelyn Yang was stabbed to death in Burnaby, BC. A fourth Canadian police officer was intentionally killed in 37 days. During all of that tragedy, Const. Travis Gillespie of the York Regional Police was killed in a traffic collision with an alleged impaired motorist while driving to work. As devastating as his death was, it did differ in that he was not actively conducting policing duties at the time of his death. Regardless, it added to the overall narrative about the dangers of policing.


All the attention to these events is understandable. It even had me pondering the risks of modern-day policing in Canada and the impact that might have on police recruiting and the future of the profession.

Canadian policing has seen similar dire trends in the past that at the time raised concerns that policing was seeing a new norm. Four RCMP officers were shot to death in an incident in Mayerthorpe, Alberta in 2005. Three more RCMP were murdered and two injured in a mass shooting in Moncton, NB in June 2014. The OPP and the Toronto Police Service have each had two officers murdered in a single incident at different times in the past 50 years. Over the course of a single calendar year, six officers were murdered a number of times in Canada – as recently as the mid 1980s.


That information is not meant to say it has been worse or to anyway downplay the tragic impact of four Canadian police officers being murdered in a four-month period. It was only provided to demonstrate that we have had horrendous years in this country in the past. At those times police officers undoubtedly questioned our ability to move forward, but we did.



For at least the past 10 years Canadian police have also been under fire from other perspectives.


Lots of individual issues can drop police morale, even without the loss of life like we have just seen. Budget and staffing levels are problematic in several jurisdictions, which ultimately impacts response times, stress and officer morale. In other cases, leadership failures at various levels in some police services have negatively impacted employee morale.

Bail and justice system issues loom large on the morale and officer safety fronts as well, when many cases dangerous individuals are arrested on gun charges while already on bail for similar offences but are seemingly released before officers have had time for a lunch break. Additionally, the anti-police “vocal-minority” vitriol of some individuals and groups that are captured in mainstream and social media feeds with cries to “defund police”, while making constant allegations of police racism and the unlawful use of force, challenges morale. Concurrently, officers respond to back-to-back traumatic incidents and to violent and protracted public protests. The ongoing stress emerging from the combined total of these challenges can very much affect a broad number of uniformed and civilian police employees.

Policing is a dangerous occupation with many risks to the physical and mental health of officers. Some detractors argue “well that’s what police sign up for”, which is ridiculous. We all know that many other careers are dangerous as well, but police face risk while serving the public and it is one of very few vocations where some people murder personnel for no other reason than their uniform. Although Canadian police are now better trained, armed and equipped than ever in our history and are well-aware of the inherent risks, none of them sign up accepting that being injured, psychologically scarred or killed simply comes with the turf.


As a group, Canadian police officers are second to none on earth. They will always face internal and external challenges in performing their duties; they will experience traumatic incidents, public criticism and sadly, the occasional loss of a colleague. I’m confident that despite those obstacles, they will continue protecting the public from victimization 24/7, 356 days a year. And thousands of young Canadians who are in high school or post-secondary education right now will apply and be hired to replace officers when they retire. But our police need our help and support.


They still don’t hear enough from the quiet majority that love and respect them. We all need to communicate our appreciation whenever we can. They do hear negativity – largely through nameless, faceless, social media trolls that either don’t have a clue of which they speak or have ridiculous and/or untrue criticisms. If have they did have a valid complaint, they’d bring it to the appropriate oversight body for investigation and let the cards fall. But instead, they anonymously fling dirt into the social media swirl to see what sticks. Good citizens could counter a lot of that damaging silliness by telling the many true stories of police professionalism and commitment to their communities.

Let’s all help these wonderful public servants through this current hard time – and offer our thanks when we see them, knowing full well that when we are at our worst in life, they will bravely respond to be there for us.

Chris Lewis is a former commissioner of the Ontario Provincial Police and the current public safety analyst for CTV News.

By Chris Lewis June 6, 2026
Police become the default response to bad immigration policy
By Chris Lewis March 28, 2026
Leadership is inundated with risk, every hour of every day, in all sectors. In policing, legislative authorities and established policy are the ever-present guideposts, but occasionally policy just doesn’t apply. At times someone has to just make a decision to do something, or not, or they will fail the public they serve and the personnel it is their duty to lead. If it goes bad, time to own up, do damage control, learn from it and move forward. It always frightened me when I saw some at the senior executive level in policing think that supervisors and managers operate in a pristine little bubble where nothing should ever go wrong. Then when it did because some supervisor tried their best to make something work for all the right reasons, they wanted to pigeon-hole the person that took the risk. There were times during my own career when executives were not encouraged to take any risk either. In fact, taking risk was career risk in itself. Despite the best of intentions, if it went bad, the one ‘responsible’ be forever labelled as having failed. Even if the gamble went well, the jaundiced eyes from above would still forever look at them as being a potential liability. It became the “Oh, him. He’s the one that...” At times the daily decision making of high-level commanders would be second-guessed by those in the executive suites – some of whom had never really commanded anything. My buddy retired Chief Wayne Frechette used to describe these folks as: “They’ve never been out after dark on company time.” I know this same concept was alive in many other police services. Some at executive levels actually did serve in operational roles at some point but they never took a risk. Somehow, they were fortunate to skate through difficult situations through sheer luck as opposed to good decision-making and never developed any scar tissue along the way. They didn’t learn from failure – they survived by luck. They also were viewed by weak executives above them as being golden because there was never a milli-second of negativity around them. They were Teflon. But those that worked under their “command” (for lack of a better word) had no respect for them. They simply watched them walk around with coffee in hand, never leaving the office or making a decision. It wasn’t leadership, but it did pave the way to stardom from on high, for some. True leaders do take risks at times. Many I worked with and for did it all and did it well. They did so in the best interests of those they served and those they led, because it wasn’t about themselves, but was done in the service of those that placed their trust in them. Policy simply doesn’t fit every situation. It is most often a guide that anticipates most circumstances that employees will face, particularly the more common (high-frequency) ones. But it cannot predict every possible scenario. When that happens in policing, it can occur in very unlikely situations (low-frequency) that are incredibly high-risk. Supervisors cannot say “Sorry folks, the book doesn’t cover this one” and run away crying. They also don’t have time to tell bad guys, “Hey big fella, sit tight. We need to take a pause here and get the whiteboard out so we can have a group-think about how to stop your murderous rampage.” I think that many pseudo-leaders – far too many, are afraid to make risky decisions out of fear that an error will jeopardize their career. Instead, they risk their careers by not making decisions. Or as I like to say: “their fear of career-risk, risks their careers.” This can be fatal in the policing world. When a police supervisor shirks their responsibilities or quivers, sucks their thumb, and prays for the situation to go away, thankfully constables will come forward and do their best to get their teammates through it. Sometimes that ends well and when the supervisor emerges from their fear-induced coma, they will more often than not take credit for the success. But when the situation goes to hell-in-a-handbasket – despite best efforts, the pseudo-leader will document the risk-taking employee and add another bullet-point to their list of things they’ve done to “hold people accountable.” The panel at their next promotional interview will likely hear the false rendition proudly told. I hear examples of this practise from serving police officers across North America on a much too frequent basis. True leaders develop a culture of trust among those they lead that their suggestions and feedback are encouraged and valued. Their confidence that the leader wants their input encourages them to constantly analyze situations and give thought to what policy says and the options available when policy says nothing. That is good for the employee’s development and may save the leader’s hind-end and the continuity of the team on occasion when an employee steps forward in a crisis. Having said that, there will clearly be situations where there isn’t time for the whiteboard, and a decision needs to be made by the responsible “leader.” When it doesn’t work out, the real leader will step forward and be accountable. But when it does go well, the true leader will allow the light to shine on the team they have the honour to lead. In my view, we’re not seeing enough of that in North American policing. We need more genuine leaders at all levels of law enforcement organizations. Developing and promoting real leaders that can manage risk effectively is a must. Anything less fails everyone.
By Chris Lewis March 26, 2026
They used to be simply a "nice to have."