Presentation to the Ontario Association of Police Service Boards (OAPSB) May 14, Ministry of Community Safety and Correctional Services

Transcription

1 Presentation to the Ontario Association of Police Service Boards (OAPSB) May 14, 2016

2 Why Change is Needed Ontario s Police Services Act came into force in 1990, since then The role of police has evolved More calls for service related to social issues and increased engagement with vulnerable people such as those with mental health or addiction issues Crime has become more complex E-crime, identity fraud and child pornography Technology has advanced New community safety tools available Public expectations have changed People want stronger oversight and more accountability for police 2

3 Strategy for a Safer Ontario We are proposing to modernize the province s policing framework to align it with the needs of today s Ontario. With your input we will build a comprehensive strategy that addresses current pressures on police services and ensures continued delivery of top quality, proactive community safety services. Promote a collaborative approach to community safety and well-being and improve interactions between police and vulnerable Ontarians Strategy for a Safer Ontario Modernize core police responsibilities and explore alternative service delivery opportunities, including the role of technology in policing Update training requirements for police officers Enhance oversight and accountability 3

4 Strategy for a Safer Ontario s Four Themes Community Safety and Well-Being Accountability to the Public Modernizing What Police Do Education 4

5 Public and Regional Consultation Sessions 11 regional stakeholder sessions and 8 public sessions were held between February and April 2016 Regional/Municipal Sessions Public Town Halls Kenora Thunder Bay Timmins Sudbury Cornwall Bancroft Toronto Brampton St. Catharines Stratford Windsor London Hamilton Cobourg Ottawa Toronto Sault Ste Marie Newmarket Thunder Bay 5

6 THEME 1 Community Safety and Well-Being 6

7 Community Safety and Well-Being: Community Safety Plans The cornerstone of the strategy is Community Safety and Well-Being which reflects a shift away from a reactive approach to public safety towards a proactive, collaborative, multi-sector approach. Through Community Safety and Well-Being plans, we will encourage a multi-sector approach and break down silos between service providers, helping communities plan for the specific needs of their residents. Community Safety and Well-Being planning Locally identified risks Plan Development Social Development Prevention Input from social service provides and other stakeholders (e.g., hospitals, education, etc.) Based on risk driven data (e.g., youth at risk, mental health issues and/or homelessness) Intervention strategies based on multi-sector approach e.g., situation tables, Community Outreach and Support Team (COAST) and New Opportunities and Hope (N.O.A.H.) Risk Intervention Emergency Response 7

8 Community Safety and Well-Being Framework (Framework) Four Zones Emergency Response (red zone): This red circle represents what we traditionally think about when we think about crime and safety this is an immediate response to some sort of emergency or urgent incident. This represents police, fire, EMS and other agencies that may respond when things go wrong, like Children s Aid Society, for example. We invest heavily in this red circle, and while it is important and necessary, it is enforcement-dominated and reactive, as opposed to preventative. In order to reduce the need for emergency response, the Framework includes three other preventative zones where planning must take place. 8

9 Community Safety and Well-Being Framework (Framework) Four Zones (Cont d) Risk Intervention (yellow zone): collaborative, risk-driven approaches that address situations where there is an imminent danger of harm (e.g., multi-agency crisis table). Prevention (blue zone): proactively reducing and preventing harm from known risks, such as school safety or alcohol abuse, by implementing specific strategies and programs. Social Development (green zone): social development efforts made in this zone go a long way to promoting and maintaining safety and well-being. This is about ensuring that individuals, families and communities are healthy, educated, and have housing, employment and social networks that they can rely on. 9

10 Community Safety and Well-Being Planning To support this shift to a collaborative, multi-sector approach, the Ministry is considering how to implement community safety and well-being planning. Identify evidence-based priority risks to community safety and well-being, such as homelessness As part of the community safety and well-being planning process, municipalities, police services boards and their multi-sector partners will work collaboratively to: Identify outcomes to be achieved and measure results Leverage community assets Develop, enhance and/or implement social development, prevention and risk identification strategies Identify and address gaps in and duplication of services 10

11 Discussion Topic 1: Community Safety and Well-Being Planning Context: Community safety and well-being plans will be developed collaboratively by community partners such as police, the public, health and social services providers and municipal governments. They will be based on locally identified priorities such as homelessness or at-risk youth, in order to meet the diverse needs of distinct communities. Who do you believe needs to be involved in the planning process? Who do you believe should be responsible for leading the planning process? Who should be involved in the implementation, monitoring and evaluation of the CSWB plans? 11

12 THEME 2 Accountability to the Public 12

13 Accountability to the Public Accessible, transparent and independent civilian oversight is essential to ensuring accountability and public confidence in policing. Police services boards play an essential role in maintaining strong partnerships between police and the communities they serve strong and effective civilian governance bodies are necessary to articulate strategic direction, objectives and priorities for the police service to meet locally determined needs. To help ensure police oversight in Ontario remains strong, effective and responsive we are looking at: Civilian police governance Oversight Outcomes-based performance measurement 13

14 Civilian Police Governance Civilian governance plays a vital role in supporting public trust in police services, their officers and the services they provide. Every municipality in Ontario that maintains its own police service, or is policed by the Ontario Provincial Police under contract, is required to have a Police Services Board. Boards ensure that police services operate without inappropriate political interference, and prescribe a framework under which a police service will operate. Some of the key responsibilities for Police Services Boards currently include: Providing effective police services in their community Determining objectives and priorities with respect to police services in the municipality Establishing policies with respect to police services Selection of the Chief of Police, Deputy Chief, or the Detachment Commander Monitoring the performance of the Chief of Police or the Detachment Commander Reviewing the Chief of Police s or Detachment Commander s administration of the complaints system 14

15 Principles of Governance Civilian police governance is based on three key principles: Providing Accountability To the public through reports and public meetings To the municipality by providing fiscal stewardship To the province for meeting legislative requirements Promoting Independence in Policing Board is responsible for setting the strategic direction Chief of Police responsible for operational decision-making Law enforcement decisions free from political influence Translating Communitydefined Needs into Effective Policing Community needs are a primary driver of service delivery Board connects the community and the police service Board ensures policing aligns with local priorities 15

16 Modernizing Civilian Police Governance Through discussion with stakeholders, the ministry has identified some key issues currently impacting civilian police governance in Ontario, including: Inconsistent governance structure and participation among OPP-policed municipalities Lack of clarity between Police Services Boards strategic priority-setting role and Police Chief s operational decision making role Need for relevant, consistent and mandated board training Challenges in recruitment of board members with required competencies to undertake governance function 16

17 Modernizing Civilian Police Governance The Ministry is examining opportunities to achieve key objectives for civilian police governance in the areas of: Ensuring consistent civilian police governance across all municipalities policed by the OPP Clarifying roles and responsibilities for municipal police services boards; Enhancing capacity of police services boards; Professionalizing board composition, addressing misconduct; and Strengthening and measuring board effectiveness. 17

18 Discussion Topic 2: Consistent Civilian Police Governance Context: Currently, the Police Services Act does not require police services boards for all OPP-policed municipalities. While municipalities policed on a contract basis are required to have a police services board, municipalities who are policed by the OPP on a non-contract basis have the option of establishing a community policing advisory committee. Should the Police Services Act be amended to require all municipalities, including those policed by the OPP on a non-contract basis to have Police Services Boards? What are the barriers for non-contract municipalities to participate in civilian governance? How could those barriers be eliminated or reduced? 18

19 Discussion Topic 3: Clarifying Roles and Responsibilities Context: There is a perceived lack of clarity in the interpretation and application of the Police Services Act with regard to the roles and responsibilities of Police Services Boards. Who should lead the development of a strategic business plan for policing in a community? The line between the Board s responsibility to determine the priorities and objectives (i.e., the what and why ) of service delivery and the Chief of Police s responsibility to determine how services are delivered to meet those priorities and objectives has caused confusion. What would help clarify the priority setting roles of the Police Services Board versus the roles of the Chief? 19

20 Discussion Topic 4: Board Effectiveness Context: Stakeholders have identified a need to improve the effectiveness of Police Services Boards. How would you know that a board is operating effectively? What would that look like in your community? Which entity should be responsible for evaluating board effectiveness? (e.g., the ministry, independent body) If a Board is found to be ineffective, what actions should be taken? 20

21 Discussion Topic 5: Enhanced Capacity Context: Stakeholders have expressed a desire for improved capacity of Boards. This could include updating required skills, competencies and training for Police Services Boards collectively and for individual board members. What competencies should Board members be required to have? How can the current training for Board members be enhanced and what resources should Boards have access to in order to effectively carry out their roles (e.g., knowledge and expertise)? 21

22 Discussion Topic 6: Composition of Board Context: Currently, the size of a Police Services Board is between 3 to 7 members and varies depending on the size of the community it serves. Police Services Boards currently consist of an equal number of members appointed from both the regional or municipal Council and the province, with one additional community member being appointed by the council. Should Board composition, representation, and size be revisited? If so, based on what principles? Do you have any thoughts or perspectives on how to enhance the recruitment process for Police Services Boards? 22

23 THEME 3 Modernizing What Police Do 23

24 What Police Do The Police Services Act and supporting regulations provide the legislative framework for five core police services. Crime Prevention Law Enforcement Victim Assistance Examples include public education programs and community engagement. 24/7 response to emergency calls for service, general patrol and directed patrol, communications and dispatch. Information and services for victims and their families, with an emphasis on courtesy, compassion and respect. Keeping the Peace Public order maintenance (e.g., crowd management). Emergency Response Services Examples of services include tactical units or hostage rescue teams. 24

25 Modernizing What Police Do While the duties of police services and their officers are outlined in the Police Services Act (PSA), the legislation does not address the increase in police officers performing non-traditional roles. It is important that the legislation provide the flexibility to enable other types of service providers and personnel to deliver public safety services, in addition to police officers. The province is interested in exploring: Increased flexibility of the PSA The role of technology in police work Enhanced training 25

26 Alternative Service Delivery Police officers are increasingly performing non-traditional roles such as responding to animal welfare complaints, providing security for sporting events and coordinating removal of debris from highways. Alternative service delivery involves the transfer of some policing roles and responsibilities to community safety personnel other than police, such as by-law officers and special constables. This additional flexibility could better enable police officers to refocus their efforts on emerging policing needs. Key stakeholders, including the Future of Policing Advisory Committee and the Association of Municipalities of Ontario, have expressed interest in ensuring there is increased legislative flexibility to enable alternative approaches to delivering community safety service delivery. 26

27 Discussion Topic 7: Clarifying the Role of Special Constables Context: Ontario is exploring how expanding the role of special constables could support the delivery of community safety services. Unlike by-law officers, special constables are appointed by a Police Services Board or the Ontario Provincial Police (OPP) Commissioner under section 53 of the Police Services Act. Through their appointment, they are granted limited powers of a police officer, for a specific time, area and purpose as set out in the appointment. Generally, Special Constables do not carry firearms. Would you support an expanded role for Special Constables in responding to calls for service? If yes, what types of service calls? Are there any other services you believe could be transferred to Special Constables? 27

28 Discussion Topic 8: The Role of Other Community Safety Personnel Context: The province is also exploring what role other community safety personnel could have in easing the strain currently placed on police services. Significant numbers of personnel, such as by-law and provincial offences officers as well as private security supplement the community safety services provided by police officers. Some of these are governed by Ministry of Community Safety and Correctional Services legislation, some by other provincial legislation, others by federal legislation. Would you support the use of community safety personnel, other than police officers or special constables to deliver some services such as victim assistance or event security? Why or why not? Are there any other services you believe could be transferred? Should community safety personnel other than police officers or Special Constables be first responders for interaction with vulnerable people? Why or why not? 28

29 Technology and Community Safety Technology plays a role in the delivery of policing and community safety services. From emergency dispatch, to information management, to enforcement, to accountability, the way police services and officers use technology is constantly evolving. Some key statistics Over the past eight years, the city of Hamilton has seen a 41 per cent decrease in broadside collisions at intersections where red light cameras are used. Following the implementation of the use of red light cameras, Winnipeg noted a 46 per cent decrease in right angle crashes and a 24 per cent decrease in crashes resulting in injury. In 2014 New South Wales, Australia, reported that the use of fixed speed cameras led to a 42 per cent reduction in crashes, a 90 per cent decrease in fatalities, and a 40 per cent reduction in injuries. This has all led to a saving of $ million for the state. 29

30 Discussion Topic 9: Traffic Enforcement Technology Context: Based on feedback from Ontario s Future of Policing Advisory Committee and the Association of Municipalities of Ontario, the province is exploring how the expansion of various enforcement technologies, could enhance community safety and support the efficiency of police officers. Do you feel expanded use of compliance enforcement technologies enhance safety in your community? If so, are there specific areas within your community where the use of these technologies should be a priority? (e.g., school zones) Do you have any concerns about the expanded use of traffic enforcement technology and if so, what are they? 30

31 THEME 4 Education 31

32 % of 2014 Recruits Education Requirements for Recruits Currently, under the Police Services Act, new police recruits are required to have an education level of grade twelve. This requirement was established in Level of Education of 2014 Police Recruits in Ontario However, based on responses received from the Basic Constable Intake survey, 96 per cent of the 2014 police recruits have at least some college or university education, with 91 per cent having completed college, university or both Level of Education 32

33 Discussion Topic 10: Required Level of Education for Recruits Context: Police stakeholders, through the Future of Policing Advisory Committee, support increasing the education requirement to some degree. Do you think the current educational requirement of grade 12 is adequate for policing in Ontario? If a higher educational requirement is required, what level of education do you think is appropriate? Should there be an alternative entry stream to allow those who don t have the education requirement, but demonstrate the required competencies, to enter the profession? 33

34 Strategy for a Safer Ontario Next Steps Draft policy options based on stakeholder consultation Continue to engage the Future of Policing Advisory Committee Introduce legislation (Fall 2016) 34

35 Thank you 35