1. Police Governance – Providing Value to Your Community Board Training - May 27, 2015
Fred Kaustinen
OAPSB

2. Purpose
To discuss now police services boards can provide value-added to their communities

3. Agenda Characteristics of an effective PSB
Why citizen governance of police?
Policing principles
Community needs, values and expectations
Cocktail circuit
Plenary
Translating community needs, values and expectations into action
Process
examples
Characteristics of an effective PSB

4. Why Citizen Governance of Police?
To ensure police services in their municipality are adequate and effective by provincial standards
To ensure the provision of police services in accordance with principles established in the Police Services Act (refer to section 2.0 above)
To ensure that ongoing police investigations and other ongoing police operations are free of undue political, governance or other interference
To ensure that police activities and results reflect the needs, values and expectations of the community

5. Policing Principles Safety and security of all persons and property
Safeguarding the fundamental rights of all
Co-operation between the provider of police services and the communities they serve
Respect for victims of crime and understanding their needs
Sensitivity to the pluralistic, multi-racial and multicultural character of Ontario
Ensure the police forces are representative of the communities they serve

6. Community Needs, Values and Expectations
What is a need/ a value/ an expectation?
Cocktail circuit
2 minute drill
Choose a partner from another community
Share 1 of your community needs, values or expectations with a colleague
Hear from your colleague about 1 of their community needs, values or expectations
Repeat ‘till time runs out
Upon request, find a new partner
Repeat the exercise 5 times
Plenary

7. Why Citizen Governance of Police?
To ensure police services in their municipality are adequate and effective by provincial standards
To ensure the provision of police services in accordance with principles established in the Police Services Act (refer to section 2.0 above)
To ensure that ongoing police investigations and other ongoing police operations are free of undue political, governance or other interference
To ensure that police activities and results reflect the needs, values and expectations of the community

8. Policy Development & Evaluation
Identify
requirement
4. Monitor & evaluate
2. Develop policy
3. Adopt policy

9. 1. Identify requirement
Identify key community public safety stakeholders
Ask them about community values, needs & expectations for policing services
Ask: what type of organizational or governance behavior is the board/community seeking to influence? What outcomes do we desire?
Must have a longer range vision, i.e. multi-year
Requirements must be achievable and measurable

10. 2. Develop policy
Start with the broadest perspective first (e.g. what should the totality of services result in, in our community; what should our community look like, as a result?)
Next consider specifics (e.g. what will be results of law enforcement activities? What will be the results of crime prevention activities?)
3 Policy components must be addressed:
Results - impact, difference, change, benefit or outcome
Recipients – who receives/benefits from the “Results”
Cost - relative worth or priority of the “Results”

11. 2. Develop policy (cont.) Results:
state the outcome or benefit without describing how to achieve it; this statement describes what the police service is For, not what it Does
Describe any limitations to how results may be achieved (e.g. without endangering lives; without infringing on basic human rights; without risking public safety elsewhere; etc.)
Do NOT describe good intention, action or motivation (e.g. do not use words like “support”, “assist”, “advocate”, “protect”); these are not measurable
Recipients: typically residents and visitors to the jurisdiction

12. 2. Develop policy (cont.)
Cost: the value of the “Results” in quantifiable or relative terms. E.g.:
“at a cost that is comparable to that of other similar communities”
“at a cost of no more than 10% of the approved operating budget”
“this result shall have priority over all other results except…. e.g. emergency response and victims assistance
Clearly assign responsibility and authority to a single source to meet the policy expectation. e.g. Detachment Commander/Chief
Check that the policy is achievable and measurable
Establish a monitoring system, in policy, for the purposes of verifying compliance

13. 3. Adopt policy
Adopt the written policy through the motion process in a public board meeting
Record the adoption in the board meeting minutes
Communicate the new policy to the Chief/Detachment Commander, the public and key stakeholders (e.g. council)
Amend the board’s policy manual accordingly

14. 4. Monitor & evaluate
Policy is of little value if compliance is not monitored and evaluated, and adjustments made accordingly. Monitoring of each policy should occur in accordance with a schedule of reporting (the schedule itself being a policy), or at any other time where circumstances warrant the board’s request for specific policy compliance report.
A monitoring report, prepared by the Chief/Detachment Commander for the board, should be a public document comprising primarily:
The Detachment Commander’s interpretation of the policy requirements (what does the policy mean to them? How does it direct operations? What activities are seen as excluded from the policy, if any?)
Evidence regarding the degree to which the policy outcomes have/have not been achieved
Evidence regarding the degree to which policy limitations have/have not been breached
An outline of remedial action planned, if any
Any other recommendations for board consideration

15. 4. Monitor & evaluate
In response to the report by the Chief/ Detachment Commander, the board should:
Address the reasonableness of the Detachment Commander’s interpretation of the policy (i.e. reasonable, not reasonable, or largely reasonable with notable exceptions listed)
Evaluate the evidence regarding outcomes and limitations; does the evidence prove compliance?
If so, deem organizational performance to be compliant with policy
If not, deem organizational performance to be not yet proven to be compliant with policy
Validate the policy’s achievability and measurability
Consider any other recommendations proposed

16. Triggers for Policy Review (in addition to scheduled reviews)
New circumstances are emerging, & will be enduring
New operational activities are envisioned, for which existing policies are silent
Experience has shown that the policy is out-dated
Changes in legislation or government policy
Inquiry, judicial review or audit results
Existing policy expectations are no longer achievable, or no longer valid
New policy limitations need to be considered

17. Characteristics of an Effective PSB
Has enacted a Procedural Policy (or by-law) which addresses public and in-camera meeting procedures, decision-making processes, and records
Develops meaningful, well-articulated policies which effectively inform both police and board activities
Understands and embraces its fiduciary role as representing the community
Plans strategically and consultatively, and adeptly establishes operational, administrative and human resources policies, objectives and priorities
Engages the community and stakeholders transparently, proactively and with unbiased integrity
Rigorously monitors organizational performance regarding operational outcomes and adherence to board policies (including budgets), legislation and regulation
Acts according to and within the law, and its own by-laws and policies
Actively participates in advocacy and education programs that address local, provincial and national best interests

18. Questions?