President's Message ........................................................................................ 2

Dispatches from the CAPG Board Retreat ........................................................ 3

Meet the New Directors ................................................................................... 4

CAPG's New Directions ..................................................................................... 5

Conference 2015 Highlights ............................................................................. 6

First Nations Police Governance Session .......................................................... 7

CAPG's 2015 Resolutions .................................................................................. 8

Innovation Corner: Winnipeg's Indigenous Council on Policing

and Crime Prevention ....................................................................................... 10

Sherlock and the Simple Solution:

Or why we created the Canadian Society of Evidence Based Policing ............. 12

Changing The Police Act: The New Era of Policing in Manitoba ....................... 14

Upcoming Events .............................................................................................. 16

TABLE OF CONTENTS

Fall Edition

November 2015

Board CONNECTION2

Read more about Rob on our website.

PRESIDENT'S MESSAGE

Let me begin by thanking you, the CAPG

membership for the honour of serving as

your President for the 2015-2016 term.

My goal in my term is to be inclusive,

accessible and focused on meeting the

growing needs of our members.

If you were in Markham at the 26th annual

CAPG conference you were exposed to

some thought provoking presentations,

panels and breakout sessions. The York

Regional Police Services Board under the

leadership of Chair, Mayor Frank Scarpitti

together with York Regional Police Chief

Eric Joliffe did a superb job of showcasing

the region for delegates. I really enjoyed

the evening at the Community Safety

Village and having an opportunity to

get up close and personal with some of

the dedicated men and women who are

part of the service not to mention the

equipment on display. Thanks again for a

first rate experience.

As we moved away from the conference

and onto the work at hand, we settled

into our board retreat a few weeks after

the conference. In planning the retreat

we took under advisement the feedback

we received from members and with

tremendous input from everyone around

the boardroom table we used the board

retreat as our vehicle to drive change.

We changed our committee structure

to better reflect the objectives of the

CAPG and to more realistically meet the

goals we set on an annual basis. You’ll

see more details on this in the newsletter

but let me say I am proud of the work we

are taking on and I think that you will be

pleased with the results. Excellence in

police governance is a critical tool for our

civil society and the directors and staff of

CAPG will be working diligently to ensure

our members have access to the right

information, tools and resources needed

to be effective in their roles.

My door will always be open if you have

comments or suggestions and I welcome

the chance to continue the significant

strides our organization is making.

Rob Stephanson, FCPA, FCGA, President

Board CONNECTION3

by Jennifer Malloy, CAPG Executive Director

DISPATCHES FROM THE CAPG BOARD RETREAT

In late September eleven CAPG directors

and two staff met in Toronto for a two-

day board retreat. Planning began as

soon as the CAPG conference ended in

August so it was a bit of a mad dash to

get the plans conceived and executed

effectively. Strategic meetings like this

are held so directors, with the support of

staff, can address some of the challenges

facing them as a board, take the time to

review the organization they govern and

develop an understanding of their roles

and responsibilities.

CAPG’ board retreat included time to:

• Strengthen relationships and focus

on future challenges;

• Do a bit of self-assessment;

• Refresh board members’

understanding of their

responsibilities;

• Strengthen board relationships

and team-building;

• Work on the strategic plan, refocus

mission and vision;

• Work out any issues identified by

board members;

• Orient board members with the

information, tools and resources

needed to be effective in their

roles;

• Understand the expectations

of board members including

number of meetings, committee

assignments, length of board terms

and time commitments required;

• Set and establish realistic objectives

and priorities for 2015-2016;

• Match the interests, skills and

preferences of board members with

he requirements and challenges of

committees; and

• Develop work-plans for

committees, consistent with the

priorities.

The group of directors attending the

retreat were engaged in productive

conversations with lots of great ideas

being shared. With a very full agenda

and a limited amount of time, the real

work began when the new committees

were formulated. These committees then

broke off into small groups to flesh out

an outline of annual goals and objectives

within specific timelines. When the

collective gathered again as a whole

further discussion ensued with more

input from the various committees. What

emerged at the end of the retreat was a

completely revised committee structure,

fresh strategic directions and a keen

willingness to work together on achieving

common goals.

So at the end of this exercise how do

we measure success? To begin, we see

that we’ve attracted believers in our

new directors and they need to take

that energy and run with it. Our board is

building the strength to have the capacity

to do what they’ve outlined in their plans.

And we are committed to demonstrate

the results to you, the CAPG members, as

we all continue to be excited about being

part of the journey.

The CAPG Committees

The CAPG Committees are:

1. Governance2. Member Engagement

and Advocacy 3. Research and Policy4. Conference 5. First Nations

If you are interested in joining a CAPG Committee or want more information, email us at: communications@capg.ca

Board CONNECTION4

MEET THE NEW DIRECTORSWe have three new Directors joining the CAPG Board for the 2015-2016 term.

The CAPG ExecutiveAs approved by the membership for the 2015-2016 term.

Rob Stephanson, FCPA, FCGA, President

Mary Anne Silverthorn, Vice President

Stephen Graham, Treasurer

Sandy Smallwood, Secretary

Cathryn Palmer, Past President

Halifax Board of Police Commissioners

Steve Graham OOM, MBA,

retired in 2013 as the

Deputy Commissioner

responsible for all Royal

Canadian Mounted Police

operations East of the MB

– ON border. He served

in operations, security

and staff roles, including

executive leadership as the

Commanding Officer of

Prince Edward Island, New

Brunswick and Nova Scotia.

He has been president

and executive member of

provincial Chiefs of Police

Associations the Criminal

Intelligence Service of

Canada, as well a member

of the Board of Directors

and committee chair of the

CACP.

West Vancouver Police Board

Marcus Wong is a leader in

strategic communications

and stakeholder relations,

whose career has included

high profile clients and

sectors including Olympic

athletes, national sports

teams, agriculture, natural

resources, and non-profit

organizations. He has

a wealth of experience

in developing and

executing communications

strategies and stakeholder

engagement in portfolios

that span issues

management, public

relations, government/

international relations,

internal and external

communications, as well as

media relations.

Calgary Police Commission Jonathan Perkins works

with Suncor Energy Inc. in

the Learning and Capability

group within Human

Resources, supporting

learning governance,

reporting, and social

learning initiatives. He

served as Chief Operating

Officer of the LeadWell

Foundation in Calgary,

focusing on building

cross-sectoral leadership

capacity in business, the

governmental sector,

and broader civil society.

He has served as VP of

Accreditation for the

Certified Management

Accountants of Alberta,

and as a consultant to non-

profit organizations.

Stephen Graham Marcus Wong Jonathan Perkins

Read more about CAPG's Board

Board CONNECTION5

MISSION STATEMENTThe Canadian Association of Police Governance works collaboratively and proactively with members and partners to enhance civilian governance of policing in Canada.

INFORMEnsure members have independent access to the information and insights needed to be effective as

police governance organizations.

CAPG'S NEW DIRECTIONSWith the aim to continue to enhance and evolve as an organization, the CAPG has fine-tuned its Mission and Vision statements as well as drafted new Strategic Directions.

1

CONNECTBring members and partners together on a regular basis to share knowledge and develop deeper

connections.

FOCUSArticulate a common national voice on priority issues in police governance and community safety, and

advocate for change.

BUILDStimulate thought leadership and contribute to evidence-based research and initiatives that fill gaps

in our current knowledge on police governance.

2

3

4

VISION STATEMENTThe Canadian Association of Police Governance is a strong, national voice and resource for civilian governance of policing in Canada.

Board CONNECTION6

CONFERENCE 2015 HIGHLIGHTS

This past August, the CAPG delivered its 27th annual conference in Markham, ON. Attended by over 200 policing and police governance professionals, policy makers, and executives, the conference provided a valuable opportunity to share information and ideas on topics ranging from civilian oversight, extremism, human rights, victims services, and more.

Both the York Regional Police Services Board and the York Regional Police proved an invaluable partner in delivering a memorable and value-driven experience to our delegates and companions. Our goal of creating an engaging, thought-provoking and education-based conference was accomplished with the aid of an incredible team of partners and volunteers. We thank you for helping to make the CAPG conference great!

Delegates had to say...

"Very well organized. great speakers."

"I found it very valuable."

"As a First Nations policing organization I was absolutely impressed with the number of relevant presentations provided."

" Best ever for content!"

"I was quite impressed with the variety and scope of the speakers and panelists."

"The focus on diversity was excellent. The speakers were well chosen, the activities were excellent. a great

There will be a time when you are expected as boards to be much more actively engaged and talking about issues that are important to you from a governance perspective.

Save the DateCAPG CONFERENCE 2016AUGUST 12 - 14, 2016FAIRMONT CHÂTEAU LAURIER OTTAWA, ON

Read theConference Report here

Board CONNECTION7

First Nations across Canada are policed in a

variety of ways. Some are under the direct

jurisdiction of RCMP or provincial police

services. Many of the others are served

through Community Tripartite Agreements

(CTAs), which are agreements between

the First Nation, the province or territory

and the federal government that provide

policing according to agreed-upon service

levels. There are also 38 Self-Administered

Police Services (SAs) across the country,

with their own management Boards and

officer complements.

Only 8 of these SAs are members of the

CAPG. However, there are two seats on the

Board of Directors of CAPG that are reserved

for First Nations members, currently

occupied by Ron Skye of Kahnawake and

Tammy Whitequills-Knife of the Blood Tribe.

A section of the CAPG website is dedicated

to First Nations issues and developments.

Noting these observations, two things

come to mind.

First, the CAPG recognizes the importance

and the uniqueness of the issues

surrounding First Nations policing and have

designated two positions on the Board

to ensure inclusiveness and participation.

Second, the First Nations Boards of the SAs

have not responded as hoped to the open

invitations to become a part of an excellent

organization that is dedicated to assisting in

developing effective governance of police

services across the country.

The CAPG Conference in Halifax in 2014

had set aside a 90 minute workshop for

First Nations Policing. The delegates there

had recommended that there be a longer

session just for First Nations policing

that would attract other SA Boards and

officers. The CAPG Board agreed and the

CAPG Conference in 2015 in Markham

had set aside a half-day, prior to the main

conference, for First Nations governance

authorities to meet and discuss issues of

common concern.

The session attracted a good number of

participants from SA Boards and other

interested people. It was a very good

information session, with regional and

special program updates. It was light on

policy discussions, mainly because officials

from Public Safety Canada were unable

to attend because of the pending federal

election.

Delegates discussed issues of common

concern and shared successes within

their areas. We all expressed our desire to

remain as an integral part of CAPG, as we

viewed it as an excellent organization for

networking and learning. We would work

throughout the year to share information,

support each other in our developments

and move towards achieving excellence in

First Nations policing.

I certainly hope that the First Nations Forum

will remain a part of the Annual Conference.

The first session in 2015 has informed us in

planning for the next one in 2016 and we

look forward to greater participation from

SA Boards and our partners in policing.

FIRST NATIONS COMMUNITIES AND POLICE GOVERNANCEA NATIONAL PERSPECTIVEby Dan Bellegarde, Chair, File Hills Board of Police Commissioners

The CAPG worked in partnership with its two First Nations Directors as well as an ad hoc planning committee comprised of our First Nations members to facilitate a half-day session focused on First Nations policing and police governance.

Board CONNECTION8

CAPG'S 2015 RESOLUTIONSRESOLUTION 15-1ABBOTSFORD POLICE BOARDHealth Canada Marijuana Grow Operations

WHEREAS, there is strong evidence of abuse by organized crime of

the previous Health Canada scheme of providing licenses to grow

marijuana in private premises and these crime groups are using the

scheme as a shield against enforcement and prosecution; AND

WHEREAS, Health Canada, in recognition of these issues and other

problems with the former scheme for providing access to marihuana

for medical purposes, has developed a new scheme which will

authorize three key activities: the possession of dried marihuana as

a prescribed drug for users, licensed producers of marihuana and

regulated sale and distribution of the dried marihuana product;

AND

WHEREAS, as Canada transitions to the new scheme, there will be

thousands of properties that have been used for grow operations

and that if not remediated, these properties will be a health and

safety risk to any persons, especially children, who come into

contact with it; AND

WHEREAS, if this new scheme is regulated and governed with

vigilance, it has the potential to reduce organized crime involvement

in illegal marihuana production;

THEREFORE BE IT RESOLVED that the Canadian Association of Police

Governance urge the Federal Government and Health Canada to:

a. Ensure that this protracted transition period be kept as short as

possible to end the ability for organized crime to abuse the previous

scheme;

b. If the appeal in the Federal Court is successful, provide local

governments with the means to ensure that no former licenced

marihuana grow operations continue to illegally produce

marihuana; and

c. Require remediation for the thousands of homes and other

premises not designed for horticulture, where marihuana has been

grown with a license.

RESOLUTION 15-2DELTA POLICE BOARDNational Strategy for dealing with Dementia-related Illness

WHEREAS the number of Canadians suffering from cognitive

impairment, including Alzheimer’s and dementia, is approximately

750,000, and that number is expected to increase to 1.4 Million by

2031; AND

WHEREAS according to the Canadian Medical Association, 95% of

adult Canadians are concerned that there is no national strategy to

deal with our aging population; AND

WHEREAS due to cognitive impairment, dementia patients can

become agitated, violent, and disoriented, necessitating police

intervention; AND

WHEREAS violent contacts between law enforcement and those

suffering from dementia will erode public trust in the police; AND

BE IT RESOLVED THAT Canadian Association of Police Governance

call on Federal Government to create a working-group, consisting

of all levels of government and relevant stakeholders to develop a

national strategy for our aging population;

BE IT FURTHER RESOLVED THAT a representative from the Canadian

Association of Police Governance represent police boards on the

national working group.

RESOLUTION 15-3SUBMITTED BY CANADIAN ASSOCIATION OF CHIEFS OF POLICECYBER CRIME: POLICE ROLES & RESPONSIBILITIES WITHIN A COLLABORATIVE NATIONAL FRAMEWORK

WHEREAS since 2012 the Canadian Association of Chiefs of Police

(CACP) has called on the Government of Canada, together with its

public and private sector partners to develop a National Cybercrime

Strategy to disrupt cybercrime, recognizing that solutions to cyber-

based victimization demand effective collaboration among multiple

actors, and that all levels of policing share unique responsibilities to

protect citizens and to uphold the rule of law, and;

Board CONNECTION9

WHEREAS the CACP Global Executive Studies Program 2015 was

directed by the CACP Board to research and illuminate a way forward

for Canada on cyber crime by studying approaches in selected key

countries to identify the most effective roles for police within such

a collaborative framework, and in May 2015, after research and field

interviews with almost 100 experts in nine countries representative

of policing, government, academia, and private industry, the Global

Studies cohort concluded that the most promising law enforcement

responses to cyber crime are characterized by:

(1) Addressing cyber crime as a core policing matter

(2) Identifying cyber crime as a current community safety priority

(3) Recognizing that despite its complexity, cyber crime is actionable

to some degree at all levels of policing, and;

WHEREAS the experience of other countries, combined with

emerging domestic analysis, confirmed that the patterns of

victimization, growing harm to communities, and threats to the

rule of law, all fueled further by continued and rapid technological

advances, argue urgently for a deliberate, coherent and sustained

response by police services at all levels in Canada, and;

WHEREAS the CACP and its members, through adoption of its own

Resolution #07-2015 on August 17, 2015, CACP members have

acknowledged that all “cyber crime”, regardless of its underlying

motivations, sources or forms, is in fact a crime; and, like all crime,

it creates victims who merit our support. Notwithstanding the

complexity and the need for broad collaborative strategies that

must extend national capacity well beyond policing alone, all levels

of police agencies continue to bear an obligation, to the extent of

their capacity, to prevent cyber crime, to pursue cyber criminals and

to protect their communities.

THEREFORE BE IT RESOLVED that the Canadian Association of

Police Governance (CAPG) joins into this call to action with a view

to working with the CACP, other partners and FPT stakeholders in

order to:

• accelerate the advancement and adoption of a consolidated

National Cyber Crime Strategy, including frameworks,

mechanisms and a structure to achieve better national

coordination within law enforcement, and among law

enforcement, government, academia and the private sector,

and;

• urge the Federal Government to increase the focus on cyber

crime, in line with the principles above, when it next updates

“Canada’s Cyber Security Strategy (2010)”, and;

• collectively advocate for legislative, regulatory and policy

change that will increase investigative efficiency and

effectiveness, create greater risk and consequences for

offenders, and more effectively facilitate the work of police

in several areas, including but not limited to: reporting

requirements; data preservation standards; MLAT (Mutual

Legal Assistance Treaty) reforms; domestic production

orders for foreign data; modernized lawful access; and, extra-

territoriality for certain vital cyber systems; and

• call on the Federal Government to educate the public about

how to avoid victimization by cybercrime.

• RESOLUTION 15-4 Submitted by The Regional Municipality of York Police Services BoardCall for National Inquiry into the Missing and Murdered Aboriginal Women and Girls

Whereas the overrepresentation of Aboriginal women and girls

among murdered and missing women and the greater risk factors

for violence faced by Aboriginal women and girls, as compared to

other women, is well documented in Canada;

And whereas the RCMP released a report that said there were 1,181

cases of missing and murdered aboriginal women between 1980

and 2012. And those numbers have since been updated to an

additional 32 aboriginal women who have been slain and 11 more

have disappeared since 2013;

And whereas there is a lack of success among police services in

Canada in solving these crimes against Aboriginal women and girls;

And whereas there is a need to examine, at a national level, and

address the historical, economic and social factors that serve to

create and sustain a culture of violence against Aboriginal women

and girls in Canada;

THEREFORE BE IT RESOLVED that the Canadian Association of

Police Governance (CAPG) call on the Federal Government to hold

a National Inquiry with set objectives and timeframe into missing

and murdered aboriginal women and girls AND Further to develop

processes to ensure the investigations into missing and murdered

aboriginal women and girls are conducted.

Board CONNECTION10

INNOVATION CORNER

What is the purpose of the Indigenous Council on Policing and Crime Prevention?

It came out of a resolution in December

2014 where we recognized that our

policing agency had a real significant

role to play in the missing and murdered

women cases. We wanted to make

sure that there was both a formal and

informal way to create the relationship to

strengthen our Winnipeg Police Service

and doing our part to make sure the

cases are investigated and that efforts

were made around missing persons in

Winnipeg. And, most importantly, we

wanted to communicate to the public

that we were being very proactive in our

approach; that we did not have all the

answers but that we felt that building

this kind of relationship would be a really

good start in sending that message that

as a police service and police board we

are taking this matter with the utmost of

seriousness.

What sort of consultations were undertaken? What was the process in establishing and developing the Council?

We are still a very new Board, a little over

two years old, so we were also setting

our strategic direction. In developing

our Strategic Plan, we wanted to make

sure that Indigenous relationship was

one of our directions. After the motion

was passed, we sought to operationalize

Winnipeg's Indigenous Council on Policing and Crime PreventionLeslie Spillett is Executive Director of Ka Ni Knaichihk, a not-for-profit corporation that provides Indigenous identified programs and services that focus on wholeness, wellness and building the strengths of Indigenous people. She is Chair of the Indigenous Liaison Committee, which Winnipeg Police Board's point of contact with the Council. We interviewed Leslie to find out more about the development of the Indigenous Council.

I always credit the intelligence of the community, because they live in many of the situations that underlies connections to criminal behaviour but also they have the solutions to it.

Board CONNECTION11

the committee piece of the resolution. The

first thing that we did was hold a significant

number of community consultations.

We sent invitations out to community

organizations as a way to get their feedback

in how they saw this moving forward.

We didn’t want to create something that

was then presented to them for their

feedback. We did draft a very general terms

of reference, but we also communicated

to those in attendance, about 40 or 50

people representing various organizations,

regarding the relationship between the

Indigenous communities, the purpose and

mandate of the Council, the relationship

between the Indigenous Council and the

Police Board, and what those relationships

would look like.

From those two consultation meetings we

put out a nominations process. We wanted

to make sure that the local Indigenous

organizations were represented, like

the Manitoba Métis Federation and the

Assembly of Manitoba Chiefs. We did a

lot of work to try and ensure that there

was real representation, including gender

equity, seats for families of missing and

murdered women, we wanted to make sure

youth were represented. We did a good

job of identifying those sources that we

felt could provide perspective and provide

input in the Council. From there, we had

a subcommittee of our Board review the

nominations and we made our selection

and communicated that to the community.

At the Board level, we identified an

Indigenous Liaison Committee who would

have an interplay role between the Council

and the Board itself.

We want to make sure that anyone who

wants to engage in this process can. The

Winnipeg Police Board has always been

about accountability and transparency

and we wanted those relationships as

well. This speaks to the overrepresentation

of Indigenous people as we impact the

police services and try to reduce some of

the risks that lead Indigenous people to be

overrepresented in this area. What I found

awesome in this process was the willingness

and openness of the community to engage

in this dialogue, and that the community

is really excited about this opportunity;

they want to roll their sleeves up and get

working.

Do you see the Council as a way to help heal some of the relationship between the Indigenous community, the people of Winnipeg, and the police?

I don’t think that there is any other way. It

can only be done through dialogue, through

understanding different perspectives,

through holding institutions accountable.

We come out of a whole history where the

relation has been somewhat negative. We

also know that there is an impact on what

goes on nationally. I think it is the only way,

through having people at the table who

can present their information and be part

of the solution.

Are you working with any other organizations and how are those relationships developing?

As a Police Board, we go more into the

grassroots. We are connected with people

who are involved in the day-to-day, front-

line service work. I think there is a need for

the Council, in addition to the role that the

police service has and their relationship with

various other groups. The Council provides

a little more depth in the community and

gets to the community itself.

What can other cities learn from this approach? How can this benefit other Police Boards across the country?

I always credit the intelligence of the

community, because they live in many of

the situations that underlies connections to

criminal behaviour but also they have the

solutions to it. And sometimes they don’t

have the voice that they need. I know that for

many communities across Canada, policing

services are responding in greater ways to

organizations that work in the community,

but I do think that sometimes they miss

that crucial element of dealing with people

with real lived experience. For example, the

voices of missing and murdered women,

the voices of Indigenous women who

have a particular experience, the voices of

youth who are racialized. I do believe that

this is a really important component of any

effective policing strategy; to really know

what is going on in the community. It’s just

a way to have those voices at the table.

Read the Indigenous Council's Terms of Reference

Board CONNECTION12

SHERLOCK AND THE SIMPLE SOLUTIONOr why we created the Canadian Society of Evidence Based Policing

by contributor Laura Huey, Director of the Canadian Society of Evidence Based Policing

Three years ago, when municipal, provincial

and federal governments in Canada began

casting for answers to questions regarding

the policing service costs, they turned to

academic research. In doing so, they were

in for a bit of shock: due to chronic funding

cuts over the past few decades, we have little

usable research in Canada upon which to

make empirically sound recommendations.

Further, we had few homegrown means of

evaluating existing programs and practices

for effectiveness or efficiency. In short,

policing research in this country was largely

moribund. What to do?

While it was the case that a number of

complex solutions were proffered to an

admittedly complex problem, a small group

of us turned to what might seem an unlikely

source for inspiration: Sherlock Holmes.

In the story “The Adventure of the Abbey

Grange”, Holmes notes the human tendency

to over-complicate things when a simpler

solution might be at hand. Could there be

a simple solution that might work to help

dig us out of this policy quagmire? As these

things often do, one such ‘simple solution’

quickly presented itself: evidence based

policing (EBP).

As a strategy, EBP marries the police officer’s

experience with the rigor of scientific

empiricism in order to target, test and track

the effectiveness of selected interventions.

At an institutional level, it encourages

researchers and police to work together to

co-create research projects and mobilize

knowledge. What makes EBP different

from conventional policing research is not

only this emphasis on active collaboration,

but recognition of the need to create an

empirically sound body of research on ‘what

works’. This body of knowledge is created

through tracking the results of policing

innovations within and across multiple

organizations, so that when someone says,

“just because hot spot policing works in

Vancouver or Edmonton doesn’t mean

that it could work in Red Deer or St. John’s”,

we have a volume research to which to

point to show that hot spot policing has

produced significant outcomes in diverse

communities and regions.

We were fortunate in that we had models

of EBP in action from which we could draw

lessons. Taking cues from our partner, the

UK Society of Evidence Based Policing,

in April 2015 we launched the Canadian

Society of Evidence Based Policing (CAN-

SEBP) with a simple goal: to promote the

adoption of evidence based policing in

Canada. Among Canadians we were hardly

alone in recognizing the need for EBP. In

less than seven months, CAN-SEBP grew

to 23 partners (including the CAPG), 23

collaborators, 100 members and 7 affiliated

research networks, with ties to groups in the

U.K., U.S. Australia and New Zealand.

What does CAN-SEBP do? We have

adopted two roles: knowledge broker and

knowledge mobilizer. As brokers, we find

ways to help researchers, police, community

groups and other stakeholders generate

research, whether that’s by helping

different groups access potential funding

sources or assisting policing agencies with

finding qualified researchers. As mobilizers,

we offer public talks and seminars, host an

EBP-themed YouTube channel, and soon

will be creating a working paper series, as

well as both online and class-room based

EBP courses for colleges, police training

sites and universities.

Returning to our friend Sherlock, the guiding

principle behind the creation of CAN-SEBP

and our development of strategies is to

keep it simple. In this, we are also borrowing

from EBP: we have identified very specific

problems to tackle, we are testing simple

means of addressing those problems, and

Board CONNECTION13

we will be tracking changes over time.

I think Sherlock would be pleased.

***

Laura Huey is the Director of the Canadian Society of Evidence Based Policing, the Director of the Canadian Policing Research Network, a member of the Council of Canadian Academies’ Expert Panel on the Future of Policing Models, a founding member of SERENE-RISC and a Senior Researcher for the Canadian Network for Research on Terrorism, Security and Society. She is also the author of several

studies on issues related to policing, victimization, terrorism and cyber-security. Her research has appeared in the British Journal of Sociology, the British Journal of Criminology, Sociological Review, Society & Mental Health, Theoretical Criminology, Criminology and Criminal Justice, the Journal of Interpersonal Violence and various other international journals. She has authored two books on the provision of security and is co-editor of a collection on alternate forms of policing.

Are you interested in learning more about Evidence Based Policing?

November 24 | 2:00 – 3:00pm EST

Don't miss the opportunity to learn more about

Evidence Based Policing from the EBP expert

herself. Laura Huey will be presenting a webinar

on the topic of Evidence Based Policing as part of

the CAPG Webinar Series.

This will be your opportunity to discover the

importance of EBP, emerging trends, and to ask

Ms. Huey your questions on the topics.

REGISTER HERE

Connect with CAN-SEBP

�Follow on Twitter �Connect on LinkedIn �Like on Facebook �Visit the Website

Board CONNECTION14

CHANGING THE POLICE ACT

The New Police Services Act

In 2009 the Police Services Act (PSA) was

proclaimed. The new Act was intended

to modernize policing by providing the

legislative foundation to update policing

related regulations and policy; to enhance

civilian oversight and governance of

policing by the establishment of municipal

police boards; and to ensure transparency

relative to investigations into allegations

of policing wrongdoing by establishing

an independent investigation unit and

civilian monitor program.

Manitoba Police Commission

The new PSA also established a new

structure for civilian oversight of

policing that includes the Manitoba

Police Commission (MPC). The MPC

consists of up to nine persons appointed

through Lieutenant Governor in Council

Appointments. MPC appointees are to

reflect the cultural and gender diversity

of Manitoba and must include at least one

member of a First Nation and one Métis

person. The MPC commenced operations

in 2011 and is supported by three full time

staff persons.

The MPC is an independent body

mandated to provide advice to the

The New Era of Policing in Manitobaby contributor Andrew Minor, Executive Director, Manitoba Police Commission

How the new Police Services Act established the Manitoba Police Commission and enhanced Police Governance and Oversight in Manitoba.

Board CONNECTION15

Minister of Justice on policing as well as

policy oversight and training to municipal

police boards and civilian monitors.

Legislated duties include developing

recommendations on regulations dealing

with the operations of police services and

the conduct of police officers including

regulations prescribing standards for police

services and police officers.

The MPC also consults with the public on

matters pertaining to law enforcement and

provides the results of those consultations

to the Minister. In addition, the MPC is

responsible for developing policy and

procedures for municipal police boards

and conducting studies as assigned by the

Minister.

The current chairperson of the MPC is

Dr. Rick Linden, a criminologist from

the University of Manitoba. Dr. Linden

has worked with police agencies locally,

nationally and internationally for over four

decades.

The vision of the MPC is: To improve

transparency and accountability and

to enhance the quality of police service

delivery in Manitoba. To meet this objective

the MPC is working collaboratively with

police services, police boards, various

levels of government, non-governmental

agencies and a variety of stakeholders

to ensure the advice the MPC provides

to the Minister of Justice is relevant and

responsive.

To date the MPC has completed and

published a Police Board Policy and

Procedures Manual and Police Board

Ethical Code of Conduct. The MPC has also

provided governance training sessions for

police board members and police chiefs

across Manitoba. In terms of research

and recommendations, the MPC has

also completed study papers regarding

police board member background

checks, Independent Investigation Unit

(IIU) Regulation recommendations and

Civilian Monitor Program Regulation

recommendations.

The MPC is also a participating member of

two national organizations: the Canadian

Association of Police Governance and the

Canadian Association for Civilian Oversight

of Law Enforcement. Membership in these

organizations ensures a sound network

with policing partners and informed

research with regard to best practices and

lessons learned.

Key Changes to the Police Governance Structure in Manitoba

Following the establishment of the MPC

in 2011, Municipal Police Boards were

implemented in December 2012 to provide

governance and administrative oversight

to municipal police services operating in

Manitoba.

In June 2015, the Independent

Investigation Unit commenced operations

to ensure transparency in the investigation

of incidents or events where the actions of

a police officer (on or off duty) may have

caused the death of or serious bodily harm

to a person. Concurrent with the launch of

the IIU, the MPC Civilian Monitor Program

also began fulfilling its legislative function

to monitor and report on IIU investigations

involving a death or any other matter

involving a police officer/police service

where the Civilian Director of the IIU deems

it in the public interest to conduct an

independent investigation.

New Era in Policing

Manitoba now has a substantive police

governance and oversight structure that,

led will help to ensure a modern relevant

and professional standard of police services

delivery moving forward.

The priorities for the next two years include

the final development of the MPC Civilian

Monitor Program and the development of

recommendations on an array of Policing

Standards and Regulations to provide for

stronger legislative support that will ensure

consistency in policing practices across

Manitoba.

Visit the Manitoba Police Commission Website

UPCOMING EVENTS

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CITIG Nine

Ninth Canadian Public Safety Interoperability Workshop

Sunday, November 29 - Wednesday, December 02 2015

Toronto Marriott Downtown Eaton Centre

Event Details

CACP Information & Communications Technology Workshop

Information Management: A Critical Success

Factor in the Economics of Community Safety

February 21 – 24, 2016

The Fairmont Hotel Vancouver

Vancouver, BC

Event Details

Looking to the Future of Civilian Oversight

The National Association for Civilian Oversight of

Law Enforcement

04 December 2015

Friday, December 4, 2015,

Washington, DC

Event Details

Scottish International Policing Conference 2015

Policing Vulnerable People and Vulnerable Places

Thursday 26 November 2015

The John McIntyre Centre, Pollock Halls, University

Edinburgh, Scotland

Event Details

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