Provincial Approach to Community Safety and Well-Being May 28th, 2015 External Relations Branch, Public Safety Division

Purpose The purpose of this presentation is to: Provide an overview of the Ministry’s Provincial Approach to Community Safety and Well-Being, focusing on the Community Safety and Well-Being Planning Framework; Highlight the Ministry’s work to support information sharing by engaging key partners and providing a technology solution to collect risk-based data; Identify how risk-based data analysis supports the Community Safety and Well-Being Planning Framework; and Outline next steps.

Provincial Approach to Community Safety and Well-Being The Ministry has been working with its inter-ministerial, policing and community partners to develop the Provincial Approach to Community Safety and Well-Being. There are three phases involved in the Provincial Approach: Phase I Crime Prevention in Ontario: A Framework for Action Phase II Community Safety and Well-Being in Ontario: A Snapshot of Local Voices Phase III Community Safety and Well-Being Planning Framework

Learnings Community Leadership Multi-Sectoral Responses & Partnerships Knowledge & Information Sharing Evidence & Evaluation Sustainable Responses Diversity Phase II –Community Safety and Well-Being in Ontario: A Snapshot of Local Voices

Community Planning for Safety & Wellbeing Collaboration Phase III: Community Safety and Well-Being Planning Framework Community Planning for Safety & Wellbeing Prevention Reducing identified risks Information- sharing Emergency response Immediate response to urgent incident 4 Risk intervention Mitigating elevated risk situations 3 2 Performance measures Promoting and maintaining community safety and well-being Social development 1 4 Chapters

5 Planning Principles Commitment at highest level Measureable outcomes Municipal mandate: Highest priority Leadership Accountability Commitment at highest level Outcomes: All sectors Monitored Shared Community-wide: Multi-sectoral Multi-disciplinary Shared responsibility Measureable outcomes Collaborative Risk- focused Asset- based Greatest needs, risks: Individual Family Neighbourhood Asset inventory: Neighbours Community organizations Service providers

Planning Process Strategies Outcomes Priorities 5. Specify tasks 6. Measure 4. Benchmark objectives Strategies 2. Identify risk factors Outcomes 3. Select protective factors 1. Identify vulnerable groups Priorities

Community Safety and Well-Being Pilot Survey Highlights Average of 5.7 sectors represented across all communities, with the highest representation from the following sectors: 25 respondents from Justice; 20 respondents from Health and Mental Health and Addictions; 19 respondents from Local Government (including municipal and First Nations service providers and elected officials); 11 respondents from Social Services; and Others included Emergency Services, Education, Multi-sector, Non-profit, Private sector and the Public. Respondents from Local Government self-identified as having a lead role more than any other sector.

Community Safety and Well-Being Pilot Survey Highlights When asked to identify which body should lead their community safety and well-being plan: 29 respondents said Municipality or Band Council; 11 respondents said Police; 12 respondents said joint leadership by various agencies (e.g. social services, health, emergency responders); 8 respondents said joint leadership specifically by the Municipality/Band Council with other agency/agencies; 4 respondents said Emergency services; 2 respondents said Health and Social services respectively; and 8 respondents said they were not sure who should lead. 79 respondents said they are currently partnering with other organizations/services on community safety and well-being initiatives.

Community Safety and Well-Being Pilot Observations Commitment at the highest level Most of the communities have some sort of commitment from the highest level within their municipal government, demonstrated through a council resolution, attending meetings, realigning resources or creating awareness among staff. Collaboration The amount of partners and strength of those partnerships vary between communities. In some there is a strong bilateral partnership and in others between three or more partners. Risk-Focused Community engagement approaches to identify priority risks vary among communities including: one on one interviews with multi-sectorial service providers, focus sessions with vulnerable groups, and/or surveys with public drop boxes. Most are trying to prioritize their risks which they will focus on in their plan. Asset-Based There is a shared recognition of the importance of engaging in an asset mapping exercise when beginning the planning process to avoid duplication of efforts, identify gaps in service and enhance coordination of existing services. Measureable Outcomes Although most are not in a place to determine the outcomes of their plan just yet, all acknowledge the capacity required and the need to do so.

Risk-driven Tracking Database The Ministry is testing its ability to provide practical support for community partners in their operational delivery of community safety and well-being initiatives. The Ministry’s Risk-driven Tracking Database (RTD) is a Microsoft technology solution that enables the collection and analysis of risk-based information, which is currently being tested through a Proof of Concept with North Bay Police Service (NBPS). The NBPS is using the RTD as part of its Community Mobilization North Bay (CMNB) and Gateway Hub Project, which is a partnership with other community service providers to develop and implement a model for small/rural communities that creates needs-based solutions for early intervention and crime prevention through community mobilization.

Results Overview The information currently collected in the RTD comes from situations brought forward to the CMNB however, the RTD can be used to collect data from any initiative or process that involves multiple agencies assessing, addressing and collecting data on situations of elevated risk of harm, offending, or victimization. From December 3, 2013, to November 30, 2014, report results show: 191 situations had been created; and 34 situations had been rejected (18% of all discussions). Within the 157 situations that met the threshold of elevated risk, a total of 903 risk factors had been identified. These risk were chosen by agency partners from a list of 102 standardized risk factors that are grouped into 13 high level priorities, such as for example, mental health or substance abuse. There have been a total of 20 agencies formally engaged and 22 agencies informally engaged in the CMNB.

Results – Originating Agency v. Lead Agency North Bay Police Service – 34.6% Ontario Police Service (OPP) – 11% Canadian Mental Health Association (CMHA) – 8.9% Children’s Aid Society (CAS) – 8.4% District Nipissing Social Services Admin. Board – Ontario Works (DNSSAM – OW) – 7.3% Other – 29.8% Children’s Aid Society (CAS) – 13.1% Canadian Mental Health Association (CMHA) – 13.1% HANDS – 11.3% Nipissing Mental Health Housing & Support Services (NMHHSS) – 10% Nipissing Parry Sound Catholic School Board (N-PSCB) – 8.8% Other – 42.7%

Overall Agency Engagement

Results – Age Groups

Results – Top Risk Factors for Youth

Planning with Risk Data Education for parents (e.g. mental health awareness, Triple P Positive Parenting Program) Planning with Risk Data 5. Specify tasks 6. Measure Evidence of ongoing, systemic risks informs policy and practice 4. Benchmark objectives Risk trends inform longer-term strategies 2. Identify risk factors Strategies RTD data is collected Mental health Family circumstances Youth Aged 12-17 Outcomes Increased awareness of signs of mental illness Increased capacity of parents to support youth Increased ability of youth to cope with stressors Decreased # of youth identifying with risks around mental health 3. Select protective factors 1. Identify vulnerable groups Stability of the family unit Adequate parental supervision Personal coping strategies Effective problem-solving skills Priorities

Summary & Next Steps The RTD has proven successful in the collection of risk data for safety and well-being service providers in North Bay. It is one effective tool to assist in addressing locally-identified challenges in collaboration, information sharing and data collection and analysis. The Ministry is currently exploring options for provincial rollout of the RTD. The RTD would allow safety and well-being service providers across the province, and the Ministry, to analyze risk data, identify priorities and inform strategic policy making. The Ministry will continue to engage inter-ministerial, policing and community partners to gain valuable feedback on the development of the Framework and complementary guidance documents before their provincial release in 2015.

Questions? Shannon Christofides Team Lead External Relations Branch Public Safety Division MCSCS Shannon.Christofides@Ontario.ca 416-219-1979 Claudia Tenuta Community Safety Analyst Claudia.tenuta@ontario.ca 416-212-1888

Community Safety and Well-Being Planning Resources Crime Prevention in Ontario: A Framework for Action http://www.mcscs.jus.gov.on.ca/stellent/groups/public/@mcscs/@www/@com/documents/webasset/ec157730.pdf Community Safety and Well-Being in Ontario: A Snapshot of Local Voices http://www.mcscs.jus.gov.on.ca/stellent/groups/public/@mcscs/@www/@com/documents/webasset/ec167634.pdf