In this Issue...Message from the PresidentReflections on the CAPG Board Retreat      4

CAPG HighlightsInaugural police award goes to El-Chantiry      6CAPG Conference Feedback      7Reflections of a CAPG Board Member...      8The CAPG Bids Farewell and Thank You to Board Members      8Meet the New Members of the 2014 - 2015 CAPG Board of Directors      9

PerspectivesDr. Zaheer Lakhani’s Address to CAPG Delegates      11Negotiating with Police in Ferguson      14Hope for the Future…      15Top cop: Police chief Tom McKenzie reflects on the value of community, communication and collaboration during his 38-year career      19

FeatureGetting Connected in the York Region      23Conference Insights      24

Upcoming Events

FALL 2014

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Message from the President

Welcome to the fall edition of CAPG’s Board Connection. For the many who were able to join us in Halifax I want to thank you for helping us celebrate a milestone. The first 25 years

has flown by and we now enter a period of renewal and growth, as greater importance is focused on the role of civilian governance of police in Canada. I also hope you’ve had the opportunity to read our comprehensive Conference Report; there is a plethora of information and insights contained in the pages. Presentations are also posted to the CAPG website for downloading.

We left Halifax in August with an expanded board of directors, an invigorated sense of purpose and a willingness to get down to work.

Our dedicated board members and staff are always busy collaborating, working with stakeholders, attending conferences and promoting awareness of CAPG on a larger scale.

CAPG staff and directors have participated in the Executive Communications Workshop at the Canadian Police College; attended CACOLE Board of Directors meetings where our Executive Director and Past-President are both directors; dialogued with Public Safety Canada on a number of fronts; met with Laura Colella from the Commission for Public Complaints Against the RCMP; sat down in Ottawa with Sandy Sweet, President of Canadian Police Knowledge Network (CPKN); attended the CPKN conference with a theme of “The Road Ahead: Defining a Collaborative Learning Future”. CKPN expressed a desire to have CAPG involved at a more significant level. One key message was the acknowledgement that within policing sometimes the biggest barrier to collaboration is ‘EGO’. In Ottawa the Executive Director attended both the Secure Tech Conference and the CATA National Cyber Security & Cyber Terrorism Forum. We are active participants in Public Safety Canada’s Shared Forward Agenda Steering Committee, the Coalition on Sustainable Policing, Carleton University’s Research Advisory Board to name but a few.

I would be remiss if I didn’t mention the tragic events in Ottawa and Saint Jean Sur Richelieu. We mourned the loss of two innocent solders and commend the bravery of our first responders. This tragedy also presents a struggle with what we, at the municipal governance level, can do to ensure due diligence as Board/Commission members. I took the time to pose a question to our Service and I encourage our members to do the same.

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“To what extent does the Service have the capacity to monitor and understand the threat of extremists or those present in the community with terrorist leanings, and to what extent is there cooperation, coordination, exchange of information and planning between the Service and other agencies across the country?”

If you would like to share your answers with CAPG, please forward them to communications@capg.ca and we will compile responses into one document to share with you.

It was my honour to attend the Police Memorial ceremony in Ottawa. What a touching tribute to the fallen law enforcement and peacekeeping officers, it was definitely moving and highly emotional with the young families of the Codiac RCMP in attendance. After the ceremony, I sat down with Canadian Association of Chiefs of Police (CACP) President, Clive Weighill and talked about how our associations can work more collaboratively in the future. It was a very positive meeting and we left with the conviction that there is more strength in uniting on common issues.

As you’ll read later on in the newsletter, preparations for the 26th annual conference hosted by the York Region Police Services Board, are well underway and look for a draft program to be sent in early January.

As your board of directors, we have made a commitment to communicate regularly with you, whether it is in the form of a newsletter, survey, tweet or article of interest. It is our duty to be forthcoming and timely on the work we undertake on your behalf. Your feedback and comments are encouraged.

On behalf of the CAPG board of directors, staff and volunteers, I extend our warmest wishes for a safe, healthy and happy holiday.

Cathryn Palmer, President

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Our first board of directors meeting took place in September and it gave us the opportunity to confirm plans for a board retreat later that month. I’d like to provide some of my reflections on the

retreat. We met in Toronto, close to the airport and Thursday evening was an opportunity to socialize. This was invaluable time for our board as we have few opportunities to meet face to face throughout the year, yet are charged with a large responsibility for moving forward with a significant agenda. We come from all corners of our vast country and have slightly different legislative mandates as boards and commissions, are at varying stages of development at the local level, and face different political, social and economic environments. Fundamentally, however, we share a most important mandate - maintaining the strength and credibility of civilian oversight of our municipal police services across the country.

Friday morning was an opportunity to review the basic structure of the board and talk about our mandate. This was not only important for new members, but was a refresher for those of us who are a few years in. It was an opportunity to challenge our structure and function and begin to settle on a workable plan for the year.

Friday afternoon we talked about our committee mandates. Our board committee meetings are essential for working on the substance of the high level directions that we set at the retreat. Without diligence and timeliness on setting the committee meetings, participating to the best of our ability, and getting down to work, we fall behind in the agenda

that we have set for the year. We are very fortunate in seeing quite a few volunteers from our membership at large willing to participate in committee work; a big leap over previous years and one that we can really capitalize on. This is particularly true for First Nations Committee and Policing and Justice.

During the course of our brainstorming Friday and Saturday we identified issues that we would ideally pursue. We consolidated the four CAPG Committees and we reiterated the need to be strategic in what we pursue and that we will do a few things well rather

than tackle too many initiatives. Each year we emerge from the retreat weekend, energized with a full plate of challenges and a solid plan to tackle them.

Reflections on the CAPG Board RetreatCathryn Palmer, CAPG President

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CAPG Highlights

Ottawa Police Services Board chairman Eli El-Chantiry is the first recipient of the Emil Kolb Award for Excellence in Police

Governance.

The new, national award, presented by the Canadian Association of Police Governance, was created last year to recognize individuals for their significant contributions, commitment and leadership towards the enhancement of civilian police governance in Canada.

The West Carleton-March councillor, who is also deputy mayor, was recognized Aug. 23 at the 25th anniversary conference of the Canadian Association of Police Governance (CAPG) in Halifax. The Emil Kolb Award is named in honour of the longserving chair of the Regional Municipality of Peel and the Peel Regional Police Services Board.

“I can think of no person more deserving of this very first Emil Kolb Award than my good friend and colleague, Eli El-Chantiry,” said Ottawa Mayor Jim Watson in a news release

announcing the award presentation. “Deputy Mayor El-Chantiry has served many important functions as a member of our city council and none is more critical than his long-standing dedication to policing in our community and across the country.”

“I am deeply honoured to receive the first-ever Emil Kolb Award from my colleagues in the police governance community, especially because of the utmost respect and admiration I have for Emil Kolb,” said El-Chantiry. “His

retirement later this year after more than 50 years of public service will be a tremendous loss to his own community in Peel Region and also to police governance in Ontario and Canada. “I am very grateful to the CAPG Award Committee for selecting me for this significant tribute and want to thank the CAPG for its work in advancing excellence in police governance,” he added.

El-Chantiry has served on the Ottawa Police Services Board from January 2003 to present, with a six-month break in 2007. He has been the board’s chairperson from October 2005 to December 2006, and from January 2009 to the present. He is a past member of the board of directors of the Ontario Association of Police Services Boards, and currently serves on the CAPG’s policing justice Committee. In the award announcement, he was described as

an outspoken advocate for change that would enhance police accountability and address fiscal challenges.

Inaugural police award goes to El-ChantiryKanata Kourier-StandardSeptember 4, 2014

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CAPG Conference FeedbackCAPG Conference 2014 was a great success. We wish to thank all our Delegates, Speakers and Companions for making our 2014 Conference in Halifax, NS a memorable experience. Your participation helped make our 25th anniversary conference one of the best.

We received some great feedback from our Conference Evaluation and we thank you for taking the time to participate. Congratulations to Wayne Thorburne of the Bridgewater Board of Police Commissioners for winning our CAPG Conference 2014 Evaluation draw! Read a few of the comments we received about our Conference 2014...

“I ca

n say

th

at your conference was very well organized and presented. I have been to a LOT of conferences, and this struck me as top notch.”

“I’m

a ne

w kid on th

e block and I wasn’t sure what to expect. But I thoroughly enjoyed it and brought back with me considerably more insight.”

“Very well organized. Great speakers that helped us to look at the need for a dif erent way to reduce crime.”

“The

confer

ence was great. I renewed acquaintances and got a sense of what’s happening across Canada.”

“Excellent informati on from across the Country on many aspects of issues facing police today.”

“It surpassed my expectati ons – excellent job.”

“I fo

und t

his conference one of the best I have at ended.”

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The CAPG Bids Farewell and Thank You to Board MembersThe CAPG bid farewell to two of our long-standing board members. Joan Kotarski, Victoria and Esquimalt Police Board, and David Walker, Bridgewater Police Board, completed their terms as board members this year. The CAPG would like to sincerely thank Joan and David for their contribution to our organization over the past number of years. Their commitment, time and knowledge has helped this organization grow and develop as the national voice for police governance and civilian oversight of police.

I recently completed my term as a CAPG board member and I wanted to share some thoughts about my experience with the

organization. My time as a CAPG board member was wonderful because I was challenged, learned a lot and felt that I was able to contribute to a worthwhile endeavor. When I think about my time with the CAPG, I remember the amazing people I worked with and met over the course of three years. Thank you to the people who contributed freely of their time and energy to promote the goals of civilian oversight. Thank you as well to the CAPG Board of Directors who supported and shared the work of the board with integrity, thoughtfulness and persistence; and to Jennifer Malloy, CAPG Executive Director, who is a constant in a sea of change.

The Board and Jennifer have built a strong and vital organization while developing a team of people who assist in the ambitious work of the organization. It may seem impossible to juggle the complexities of providing governance and oversight to the police departments we represent, within the context of the individual provincial police acts, and fulfilling the role of a national board member. But the CAPG provides knowledge and guidance to those who take up that task.

One of the highlights for me was the Annual CAPG Lobby Days. This is an opportunity to discuss the issues we face with the politicians who can make change happen. Another highlight was the Annual CAPG Conference. It

is at the CAPG conference that we really get to learn together. Often we are presented with new ideas or the reworking of ideas to individual situations, and always have the opportunity for meaningful discussion. Being part of the conference committee was very satisfying as we worked through many logistical issues from choosing the hotel to buying local gifts for speakers!

I feel very privileged and proud to have served as a member of the CAPG board. Thank you for a wonderful experience!

Reflections of a CAPG Board Member...Joan Kotarski, CAPG Board Member from 2011-2014

Tammy White Quills-KnifeBlood Tribe Police Commission

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Meet the New Members of the 2014 - 2015 CAPG Board of Directors

Tammy is a member of the Blood Tribe often

referred to as Kainai (Many Chiefs), the largest Indian reserve in Canada, 454 square miles and located

in southern Alberta. She has been the Chair

for the Blood Tribe Police Commission for the past 18 months, and finds the role challenging and very rewarding.

Tammy’s career in the health industry has always revolved on improving the quality of lifef or her people, through promotion and injury prevention. As one of the first employees of the Blood Tribe Department of Health Inc., she recognized the vision created by the founding board members and this played an integral role in the planning and development of various program, services and departments to meet the needs of the people.

Steve Edwards currently consults in the exposition and facility industry after retiring from the Calgary Exhibition & Stampede. During

his 33 year career at the Calgary Exhibition &

Stampede he held numerous positions including Sales; Marketing; General Manager of the Saddledome, and 11 years in the most senior staff position as General Manager and Chief Operating Officer. Mr. Edwards earned the designation of Certified Facility Executive from the International Association of Assembly Managers and Certified Fair Executive from the International Association of Fairs and Exposition Managers.

He has served as Chair or Board member on numerous Boards and Committees and continues to volunteer in the community including serving on the Board of the

Paul Edwards is one of six partners in the

Winnipeg law firm of Duboff Edwards Haight & Schachter. His practice focuses on the areas of Labour,

Employment and Civil Litigation.

Along with being a practicing lawyer for over 25 years, Paul has had a successful political career. He was first elected to the Manitoba Legislative Assembly in 1988 (MLA for St. James), re-elected in 1990 and elected Leader of the Liberal Party of Manitoba in 1993.

As a politician, Paul served as critic for a number of portfolios including Justice, Environment, Natural Resources, Northern and Native Affairs, Industry Trade and Tourism as well as a number of crown corporations. He served on a number of standing committees including Legislative

Steve EdwardsCalgary Police Commission

Paul EdwardsWinnipeg Police Board

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READ MORE ABOUT THE CAPG BOARD OF DIRECTORS AND EXECUTIVE....

Councillor Greg MacArthur was born in Sydney NS and raised in Truro. He has been married

to his wife Carolyn, a registered nurse, for 27 years. They have two children: James, a recent graduate of STFX and Elizabeth, a first year student at Dalhousie University. Greg is a 29-year member of the Canadian Forces

and is currently working out of Pictou, Nova Scotia.

Greg was first elected to Truro Town Council 10 years ago and 5 of those years have been spent as the Deputy Mayor. During his 10 years, he has served on many boards and committees, such as the Union of Nova Scotia Municipalities Board, Nova Scotia Recreation Board, Nova Scotia Police Board, Task Force for Healthy Eating, and lead municipal member on the FCM International Economic Development Program working with a community from Bolivia.

Greg has a great interest in recreation and has been a huge supporter of Recreation in Truro and Nova Scotia. He was one of the few elected members to be invited to the Recreation Summit in Lake Louise. Greg was awarded the James Bayer Memorial Scholarship Award in 2012 for his work in promoting Truro’s Victoria Park at the International Park’s Conference in New York City. One of Greg’s biggest projects to date was co-chairing the new Rath Eastlink Community Centre in Truro.

Greg MacArthurTruro Police Board

Mary Collins was appointed to the Vancouver Police Board on July 31, 2009. She is currently

the Director of the Secretariat of the B.C. Healthy Living Alliance and Chairs the Chronic Disease Prevention Alliance of Canada. Mary also serves on the Boards of Royal Roads University, the Arts Club Theatre, and the

Vancouver Opera Foundation. In the past, she has served as the Chair of the Vancouver

Public Library Board, Director of the Vancouver Board of Trade, a member of the Boards of Vancouver

Community College and Canadian Blood Services and a trustee of Queen’s University.

Mary Collins was the Member of Parliament for Capilano-Howe Sound from 1984-1993 and a Member of Cabinet for five years, serving as Associate Minister of National Defence, Minister Responsible for the Status of Women, Minister of Western Economic Diversification, Minister of State for Environment, and Minister of Health.

From 2002-2007, Ms. Collins worked in Russia on health reform in the Republic of Chuvasia and then as Health Care Policy Advisor and Acting Head of the World Health Organization Office for Russia.

Mary CollinsVancouver Police Board

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Perspectives

Dr. Zaheer Lakhani’s Address to CAPG DelegatesHalifax, NSAugust 23, 2014

I want to thank the CAPG Board, President Cathy Palmer and our CEO Jennifer Malloy for inviting me to be a part of

your meeting. I am sorry that June Rowlands and Sandy Humphreys, who have both been closely involved with the Metro Toronto Police Services, are not here this evening to see for themselves the evolution of what was then a rather fledgling and resource challenged organization. The CAPG has grown into this very robust body with considerable reach nationally and no doubt is having an impact all over North America.

Jennifer suggested I speak to you about Police Governance and I had to remind her I have very little expertise now on anything to do with municipal policing since I left the scene of police governance two decades ago. But we are definitely not living in silos, whatever our field of endeavor, and I will be sharing with you some of the developments in medical governance that are potentially having an enormous impact. My own medical background as a member on the police commission was a major spur for the formation of the CAPB,

and these examples of evolution in medial governance can reflect on the evolutions made and those yet to come in the police governance sector.

The reason that I want to speak about medical issues at a policing conference is this: I was always struck during my time on the police commission and the CAPB by the tremendous similarities in the cultures of the policing profession and medicine. These are both very hierarchical –those rising up the ladder know their place; both have historically been gender biased; both have club like environments - we tend to socialize within the same environment; we regulate ourselves and feel most competent to weed out our outliers/bad apples; we need core competencies but in both fields mentorship is critical; people who seek our help are at their most vulnerable and trusting that we will do the right thing; in Canada we are all funded by government monies, in other words we are servants of the people that we serve.

The fact that there is much to be learned looking at how others do their work can

perhaps be best understood if I shared with you the story of cardiac surgery at the Great Ormand Street Hospital in the UK. This Hospital provides pediatric care and many of the patients are young infants with significant heart problems. A baby’s heart is no more than the size of a walnut and complex surgical procedures are of-ten needed to be done on these very vulnerable tiny little babies by entire teams of people. There was a case recently which didn’t go well and the entire team, after an unsuccessful few hours spent trying to salvage an infant heart, came out of the operating room and slumped into the chairs in the lounge where the television was on and the Grand Prix racing was being shown live. To cut a long story short, the surgical team was astounded by the efficiency and speed with which tires were changed by the Ferrari team. They arranged to meet with the team to pick up tips on efficiencies and how to work together as a team. What does racing and surgery have in common? Nothing; however the ability to work as a team and work efficiently can translate across the board.

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Recently, a surgeon in Canada has proposed that, just as we have a black box in the cockpit of airplanes that records every conversation and registers every interaction with the plane’s electronics, every operation of any complexity should be videotaped. At this point there are many people in the profession who are absolutely aghast at this idea but I can tell you that the time will come when this will probably be a reality. In the world of medicine, the College of Physicians are charged with overseeing the profession. The mission statement of the college is: “Serving the Profession/Protecting the public.” When I was Chairman of the Edmonton Police Commission, police policing police was always a major matter of concern when people lodged complaints. There was a sense that the outcome was never fair and was always in favor of the police officer rather than the public. We both know that this isn’t necessarily true but public perception trumps all other considerations; and as long as there is a perception that the public is not getting a fair shake there will be discontent.

Historically the same procedural format characterized the management of professional misconduct complaints against doctors, but all of that is rapidly changing. If I was to ask you who the most notorious mass murder in British history was you may have difficulty accepting that it was in fact a physician. His name was Dr. Harold Shipman. He was a graduate of my own alma mater Leeds University and graduated just a few years before I did. Dr. Shipman was dearly loved by his patients because he was

thought to be a kind and generous individual who used to make house calls even when he wasn’t expected to. He went above and beyond the call of duty to visit, in particular, his elderly patients. In actual fact, he often used to visit these patients’ homes and inject large doses of narcotics into these individuals. The patient would die sometime later and Dr. Shipman would sign the death

certificate. Because the deaths were so called “unwitnessed,” they had to be cosigned by a colleague, which was done without question because colleagues have a lot of unquestioned respect for their fellow practitioners.

This trust for decent professional behaviors by one’s colleagues is very strong in the medical word and I suspect as well in the policing world. Your colleague will never do anything wrong because you judge others largely by your own

level of conduct. At one point, a lady died quite unexpectedly having been visited shortly before by Dr. Shipman. What gave the case away was that the will had been altered and the victim’s daughter happened to be lawyer who went back to review the documents. This particular case caused enormous outcry when it came to the whole governance mechanism in the medial world because the physicians up to that point felt absolutely confident to police their own profession and general medical councils in that country were largely made up of physicians. This particular case made ridicule of that and today the head of the GMC in the UK is a layperson. There was a major inquiry into the whole episode and it was deemed that doctors were incompetent when it came to policing their own colleagues and that the community’s input was critical in the process. Those who co-signed the death certificates for Dr. Shipman were taken to task and had been severely reprimanded, coroners who signed certificates without doing proper autopsies or chemical investigations were also severely reprimanded. Some of them lost their licenses or were suspended for variable periods as a result. The presumption is that Dr. Shipman was probably responsible for between 250 and 400 murders, committed in open daylight and totally overlooked by those colleagues who should have been keeping an eye on the situation. This particular episode has completely transformed the regulatory process in terms of the way physicians are managed in the UK.

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I pointed out earlier that both medicine and policing are hierarchical institutions where there is great deference for the more senior team members. That deference can be a serious impediment to safety, as we learned from various airline disasters in particular. A case in point I will take from the airline industry relates the major KLM crash of two 747 airliners which killed over 600 people. The senior pilot had started takeoff without having been given appropriate clearance and the co-pilot, who knew that this was happening, was reticent to say anything because he was a junior. This case lead to the formation of the CREW Resource Management policy, where juniors are encouraged to question their seniors. You can extrapolate this example to a policing context. Everyone has the right to speak up if they see something occurring that is not right or in line with proper procedure.

The most recent major inquiry in the UK health services was the Mid Staffordshire inquiry. This

was a hospital in the midlands where it was quite evident to both the staff and doctors that the rooms were unclean and postoperative infection rates were much higher than they should be. Yet there was severe reprimand of anyone who complained or raised any concerns about the issue. In that respect it was noted that all the doctors “kept their eyes to the ground and basically just carried on doing their work and tried not to say anything because they were concerned about being reprimanded.” A staff nurse’s report had made some serious allegations about the leadership but this was never properly resolved by the hospital trust management. The surgical department at that hospital was thought to be dysfunctional but this information was never shared with any regulatory agency. The final report made a comment that there was a degree of passivity about difficult personnel issues which was all too common in that organization. They felt that a better system was needed to deal with difficult personnel,

and after the inquiry a senior nurse was fired from the organization for being a bully in dealing with people who came to her with any complaints about the organization.

When I look to the common shared perceptions that our communities have of people in the policing profession or medicine, it would seem that we are looked upon to do our jobs properly and expected to regulate ourselves well. Certainly, the British experience has not fulfilled that expectation and this has led to dramatic changes which are continuing to take shape. Sometimes the reaction of the community can be very harsh in situations where we don’t do our own jobs properly but this has also lead to change in how we govern our communities. There are many other examples that I can share with you but I will stop now and again I thank you for inviting me to your meeting and I wish you great success as you move onto the next 25 years of police governance.

Zaheer M. Lakhani, C.M., Member of the Order of Canada, Founding President of CAPBDr. Zaheer Lakhani is a distinguished cardiologist who has demonstrated a deep commitment to multiculturalism and international development. Dr. Lakhani promoted a proactive model of community policing as chair of the Edmonton Police Commission and founding president of the Canadian Association of Police Boards. Dr. Lakhani was also Vice-Chair of the Canadian Centre for Police-Race Relations from 1993-1996. Dr. Lakhani has been recognized for his community work in a number of areas. Of note, in 2000, he received the Paul Harris Fellowship from the Rotary Clubs of Edmonton; in 1996, he was awarded a Humanitarian Award from the Mayfield Rotary Club; and in 1991, he received an Award of Excellence in the Outreach Category from the Ismaili Muslim Community of Edmonton.

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Proposed Rules of Engagement1) The first priority shall be preservation of human life.

2) Police will wear only the attire minimally required for their safety. Specialized riot gear will be avoided except as a last resort.

3) Crowd control equipment such as armored vehicles, rubber bullets, rifles and tear gas will not be used.

4) Police or other government authorities will not interfere with the free flow of information through tactics such as limiting cell or internet access, interception of cell or other mobile conversations or unwarranted wiretaps.

5) Every attempt will be made to pinpoint arrests so that only individual lawbreakers will be arrested. “Kettling” and mass arrests will not be used.

6) Safe houses shall be considered sacred ground and only entered by police when called upon or if extremely necessary.

7) Media and Legal Observers shall not be considered participants in protests and shall be allowed to do their jobs freely.

8) Every attempt will be made to provide alternate routes or other means for non-involved persons to get to places of employment and meet other transportation necessities.

9) Strategically, police commanders will allow protests to take and occupy larger and more disruptive spaces than would normally be tolerated, and will allow occupation of those spaces for longer periods of time than would normally be tolerated.

10) Clear standards of professionalism and sound community friendly policing will be maintained and adhered to at all times.

11) Police will be instructed to be tolerant of more minor lawbreaking (such as thrownwater bottles) when deciding whether to escalate the use of force.

12) Police rank and file will be instructed to provide every latitude to allow for free assembly and expression, treating protesters as citizens and not “enemy combatants.”

13) Excessive force and other forms of police misconduct will not be tolerated.

14) Intimidation and harassment of protesters

will not be tolerated. This includes pre-textual pedestrian or traffic stops, contacting of employers or family members, pre-emptive arrests or detention of “leaders,” publishing of private information and any other means of intimidation and harassment.

15) Bond for arrestees will not be set above the levels which would be considered average over the last two years, and arrestees will not be held for periods longer than average lengths of time.

16) Police will give protesters 48 hour advance notice before grand jury decision is announced.

17) Channels of communication will be established so that situations can be de-escalated if necessary.

18) Police will provide to the public information that makes clear the chain of command, who is making what decisions and the processes for deciding when the police response will be escalated.

19) Every attempt should be made to communicate with protesters to reach “common sense” agreements based on these protocols, both ahead of time and at the scene of protests.

Safe houses, no tear gas, no riot gear: Local advocates are trying to get police agencies to agree to rules of engagement in advance of what many are suggesting will be the inevitable non-indictment of Officer Wilson. Other demands include 36 hours’ notice of when the announcement is coming and an agreement not to come into established safe spaces. Below is a list of the 19 riot-ready ‘rules of engagement’ put forth by protesters:

Negotiating with Police in Ferguson

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ON GUARDIANS v. WARRIORS:“We don’t spend much time helping the police officers understand their role in a democratic society. And if we want to get this concept of police as guardians versus police as warriors, we need to educate officers in a way that is consistent with that mentality. Right now, we don’t do that. We send conflicting messages. We have training videos that show a 90-year-old woman pull out a gun and shoot a policeman. Well, let me tell you something: I am not going to approach a 90-year-old with my gun drawn. I am sorry, if she shoots me, I am just dead, because that is not the norm that we should train to. And yet we train officers to a large extent to be paranoid, that everyone is out to get us. I don’t mean that we should be silly or careless. But at the same time, we need to understand the uniqueness of our role in society. I don’t think we spend any time really doing that as a profession.”

Philadelphia Commissioner Chuck Ramsey

ON DOMESTIC VIOLENCE:“I believe mandatory arrest policies are a good thing for law enforcement, but they aren’t enough. You can’t just separate the two parties for a period of time and expect everything to be okay the next time they see each other. There needs to be follow-up. Our department utilizes our chaplains program to follow up with domestic violence victims and to ensure they have emergency housing and social services provided to them. They also help to reconcile the relationship between the offender and victim when appropriate. We’ve had good success with this approach.”

Fresno Chief Jerry Dyer

“We have looked through our past domestic violence homicides for potential warning signs, and we developed a set of questions about the indicators we discovered. At domestic violence calls, my officers ask the victims a set of about 10 questions, including things like, Has your spouse ever threatened your life? Has

your spouse ever threatened your children? Does your spouse own a gun? Has your spouse ever choked you? If the victim answers more than three questions affirmatively, the case is automatically turned over to a social worker. That social worker follows up immediately to offer social services and other assistance.”

Montgomery County Chief Tom Manger

ON THE MENTALLY ILL:“We have a very robust family justice center in our community. It includes 62 partners who work together with law enforcement, the prosecutor’s office, and legal aid organizations. We all work together to address every aspect of family violence and abuse, from child abuse to elder abuse. And they’re all related, so it’s important to look at these family violence situations in their entirety instead of just focusing on one aspect of them.”

Knoxville Chief David Rausch

Hope for the Future…David Couper, Improving PoliceNovember 11, 2014

A copy of “Subject To Debate” from the Police Executive Research Forum (PERF) in Washington, DC about a recent meeting of their members gives me great hope that our nation’s police leaders are beginning to see the major problems ahead of them with regard to training, role, the mentally ill, use of force, the handling of protest, and their relations with their communities.

SOME IMPORTANT COMMENTS FROM OUR NATION’S (and Canada’s) POLICE LEADERS...

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ON PROTEST:“Before the NATO Summit in 2012, we made it clear that we were going to come out in a soft look, and we would ratchet up our responses

only if necessary. Most of the officers were wearing their regular checkerboard crown caps and light blue shirts. We did have a big confrontation one day of the Summit, because we had information out of the crowd that the anarchists were about to try and break through the lines. When we got the information that they were going to start throwing rocks and bottles, we went to helmets. And then when we got the information that they were going to try and break through the line, that’s when we went to the turtle suits and the riot gear. We did extractions of violent individuals, and the cops who went in and did the extractions were our mobile field forces. They were in the turtle gear. The other thing I did before the Summit was change the use-of-force continuum so that only I could authorize the use of tear gas. I remember being at a community meeting and a woman asked me if I was going to use tear gas to control the crowd. And I said, ‘Well, only if you can explain to me how tear gas controls a crowd.’”

Chicago Superintendent Garry McCarthy

ON COMMUNITY RELATIONS:“We need to reward people for what we want them to do. I have been placing a greater emphasis on the quality of police work, as opposed to quantity. Community engagement is a key component, yet none of us effectively track or measure it. If all we do is track arrest stats, we are not getting our officers to do all that we need them to do. We get what we reward and deserve what we tolerate. It’s about getting cops out of the cars and connecting with community members when they are not in crisis. That is how you build trust. We can’t wait for a crisis and then try to build trust; it has to happen before that. In Minneapolis we have the Cedar-Riverside neighborhood, home to the largest Somali population in the country. This is a group of folks who just innately do not trust police, for obvious reasons. I think that if we can find a way to create procedural justice and a sense of police legitimacy in that community, we can do it across the board anywhere. So we have spent an enormous amount of time teaming up with the Cedar-Riverside community and with PERF on a program to give the community a voice, to have some consistent practices on how our officers respond and how they communicate with people, and to ensure that the community can be comfortable knowing that officers are going to be fair in their response. I think part of it is providing direction from the top down. As the chief, I must define what I want my officers to do and expect them to do, and then I must give them the okay to do it.”

Minneapolis Chief Janee Harteau

“I think that the key to these issues is to spend a lot of time as a chief building emotional

capital. And by that I mean being out in the community engaging, engaging, engaging.

Second is the transparency piece. Information is going to flow immediately, and the

problem is that with the radicalization of our communities through social media, you will

lose the narrative right away. So we choose to put out information. If we make a mistake, we fix it right away. And third, always be brutally honest with everybody you speak to. One of

the things that I think people appreciate about our department is that we don’t worry about

political correctness; we worry about speaking the truth. Because even if some people don’t

agree with you, if they know that you are constantly on point, are speaking what you believe to be the truth, and are acting with

a good heart, they are going to give you a lot of room to operate. And they know that

sometimes you’re going to agree, sometimes you won’t. Another thing we have to

understand is that when you are dealing with communities of color, at times our officers

are being judged not through the prism of the present, but the prism of the past, the prism of

history, so they can’t afford to be mediocre.”

Austin Chief Art Acevedo

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ON MEDIA RELATIONS:“You get one news cycle to get your narrative out there. You have the 12:00 news, the 4:00 or 5:00 news, and the 10 o’clock news. If you don’t take advantage of those news cycles, there is no chance to catch up. Whatever the narrative that goes out is, there is no chance to catch up. With regard to use of force, sometimes it seems like our young officers want to get into an athletic event with people they want to arrest. They have a ‘don’t retreat’ mentality. They feel like they’re warriors, and they can’t back down when someone is running from them, no matter how minor the underlying crime is. But often there are reasonable alternatives. For example, if your partner already caught one of the other bad guys, that one will probably give up the other folks. Often there’s a way to arrest the suspect later in a safer way.”

Dallas Chief David Brown

ON MILITARIZATION:“This debate that’s going on about ‘militarization’ of policing is not about equipment, it’s about appearance. It isn’t just the fact that you are marching in a line down the road carrying weaponry. We have to understand that we are not talking about tactics, but about how all this looks. If you’re an urban police department and your purpose is camouflage, you probably ought to be wearing business suits, not jungle camouflage. If our purpose is to have clothing that is comfortable and that will protect us and

will allow us to hang all sorts of equipment on our belt, why not have a police-specific tactical uniform that is recognized as civilian police uniform? The more we look like soldiers, the more we will get this criticism, especially in certain communities.”

Elk Grove (CA) Chief Robert Lehner

“I was the Secretary of Public Safety in Massachusetts back in 2003, when all the money started going to Homeland Security. Part of that job was administering COPS grants and the DHS grants, and I watched Homeland Security become the monster that ate criminal justice. Most of the community policing funding disappeared, and the money went to first

response equipment and command vehicles and all the ‘toys.’ I remember having these discussions and telling the feds that the best thing that they could fund for us was community policing, because community policing is all about developing information at the local level.

But the retired generals and admirals told us, ‘No, no, no, take this stuff instead.’ So now, 10 years later, the Senate is shocked, shocked to find out there is ‘militarization of the police,’ whatever that means. I got a call from Senator McCaskill’s people about this issue, and these Congressional staffers are so young, they don’t know any of the history of these grants. So I told them about it, and I said, ‘If Congress is going to make any more interventions into local law enforcement, will you please talk to us first?’ We end up with these kneejerk reactions to a current event, and an instant solution that matches the next news cycle. And then months or years later, we have the wringing of hands because look what happened—the unintended consequences of what we demanded the police to do. We lost a generation of innovation in community policing because the money went to the toys. And now it’s somehow our fault that we’ve got the toys.”

Milwaukee Chief Ed Flynn

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ON EXPECTATIONS:“One of the strengths of American policing is that we have so many diverse agencies. But there are some areas where we are not going to be able to maintain the luxury of agency-specific practices. This is one of them. This has to be reconciled, because our communities are not looking at the issue in terms of policies at 16,000 or 17,000 separate police agencies. They are looking at this as a single issue of policing in a democratic society. From a law enforcement point of view, I hope we will be able to reconcile these differences, so that wherever I travel, if I attend a political demonstration, if I go to protest, I can have certain expectations with what I’m going to be met with by the police. To give an example, one image that is jarring to me is a police dog at a demonstration. I don’t think this can be justified. You can’t explain that image away.”

COPS Office Director Ron Davis

ON PRESERVING LIFE:“The truth is that police officers put themselves at risk every single day in every one of our jurisdictions. That’s what cops do, and that’s what we expect of our cops. We don’t expect them to toss their lives away, but we expect them to live with a certain amount of risk. Part of managing that risk is having the training and permission so you know that when circumstances allow, if you don’t need to go in and use deadly force in order to preserve a life, you can back off and contain that situation and take your time. We find in countless circumstances that we are able to say that ‘the use of force was justified under the circumstances.’ But when we go beyond that, head a little bit upstream and look at the circumstances that put us in that situation in the first place, there’s a great deal more that we could and should be doing to de-escalate. I think we all have a responsibility here, and if we can demonstrate that we are acting morally

and ethically, that is a better standard than merely acting ‘within the rule of law.’ If I can define that for my officers and for the community, it puts those events where we do take a life in a slightly different context. And I think that helps to engender trust among the people about how and why we use force and when it is necessary.”

Toronto Chief Bill Blair

About the AuthorChief Couper strongly believes in formal education for police. He worked nights on the Minneapolis Police Department tactical squad while he attended classes at the University of Minnesota. As chief of police in Burnsville (MN), the department become one of the first in the nation to require a four-year college degree for police officers. In Madison, Couper became a disciple of Dr. Edwards Deming’s methods of quality improvement and applied them to the police. Of all the things Couper did during his twenty years as chief of police in Madison the most important were that his leadership brought peace to the streets of the city, integrated the department, and gained respect for Madison police officers; respect that had been lost during street battles with anti-war protestors before he came to Madison.

READ THE FULL POST HERE...

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Tom McKenzie’s first day on the job as a Lethbridge Regional Police officer took him downtown on a summer day in 1976 where he was assigned the “important” job of directing traffic during a

parade.

While the young patrolman had prepared for – and probably hoped for – more challenging assignments during his time as a student at Lethbridge College, he had also spent the first 17 years of his life in an Edmonton home where connecting to the community was valued and patiently instilled in him and his three older brothers by their civic-minded parents and extended family.

“It seems I always had people in my life who had a keen interest in community,” McKenzie recalls. And so he embraced that first assignment, standing at the corner of 3rd Avenue and 5th Street, making sure no one came on the parade route, getting to know the people of his new community and setting the course for a distinguished career that spanned nearly four decades and culminated with him being named chief of the 200-person Lethbridge Regional Police Service seven years ago.

In October, Chief Tom McKenzie will retire from policing, saying the police service is in a good position at this point with a staff of outstanding employees and many solid partnerships in place. But he has no plans to stop being involved with his community, whether through his volunteer work with Special Olympics or while hitting the golf course with good friends. It has, after all, been the hallmark of his life and career.

“Tom really exemplifies community policing,” says Camrose Police Chief Darrell Kambeitz (Criminal Justice 1981), who was introduced to then-Officer McKenzie while he was a student at the college. They got to know each other well during their tenures as chiefs of Alberta police departments. “He’s in touch with his diverse community and their needs, and he structures the police service to meet those needs. I think it’s fair to say that Lethbridge is a better place to live because of Tom McKenzie.”

The early days of McKenzie’s career were spent walking the beat downtown, where “common sense and a sense of the law got you through things,” he says. “Things may have been less complicated, but they were not easier. There was homelessness and people with alcohol and drug addiction, and not as much support for mental health issues.”

The bars would close at 1 a.m., McKenzie recalls, and most parties seemed to end between 2 and 3 a.m. “So by 3 a.m. you almost didn’t see anyone moving until the paper guys started delivering and you’d see the city wake up,” he says with a smile. Today, he adds, officers are busy all night.

McKenzie says he has seen many other changes in the policing profession over the years — most of which benefit officers and the community. Among the biggest changes are improved technology and communication for officers; improved tools, training, practices and strategies for investigational work; and improved legislation for all Canadians. All of these improvements have changed the way police departments do their important work.

Top cop: Police chief Tom McKenzie reflects on the value of community, communication and collaboration during his 38-year careerLisa KozleskiSeptember 4, 2014

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“But the nicest change of all is the ability and willingness to partner with others,” says McKenzie. “Good community and good government support has helped our ability to grow in areas of diversity, training, recruiting and investigational areas.”

McKenzie points out that about 70 per cent of a police department’s calls have to do with public disturbances and calls for service. But he has been called to the scene of some horrific crimes over the years – cases whose details are burned in his memory. “Even in those cases, though, you see the resilience of people even when they are facing the most terrible situations,” he says. “You see the horror of how some humans can treat each other, while recognizing that others are so supportive of each other.” And the highlights of his career remain the times he would bring a lost child home to his or her parents, or return a stolen item that had great sentimental value to the owner.

His work on all of these cases has garnered him the praise and affection of community leaders and colleagues.

“Tom McKenzie has earned the respect, trust and admiration of our community,” says Lethbridge Mayor Chris Spearman. “Prior to becoming police chief, he was instrumental in taking community policing in Lethbridge to a higher level. Our community has been fortunate to have a quality person like Tom leading our municipal police service the past seven years.”

Former Lethbridge Mayor Rajko Dodic says it was an honour to be a member of the Police Commission that selected McKenzie as chief in 2007. “I believe that time has borne out the fact that the decision to appoint Tom McKenzie as chief of police was an excellent one,” he says.

“Our community has been well served with Chief McKenzie at the helm of the Lethbridge Regional Police Service and it will be no small task to find his replacement.”

Deputy Chief Colin Catonio (Criminal Justice 1980), who has worked with McKenzie for 35 years, says McKenzie’s record of engagement with a variety of community partners speaks volumes. “His thirst for community first has left its mark within the service,” says Catonio. “Tom has always understood the importance of community. He has always taken the time and expressed concern for the less fortunate, for those who have felt not well served by our service and for someone who just might need a little help. That compassion has been shared equally with our members who’ve found themselves in difficult situations.”

Inspector Jason Dobirstein (Criminal Justice 1991) says the chief’s passion for policing should be commended. “From daily correspondence, calls for service and policing operations to challenging leadership decisions, Chief McKenzie’s knowledge of the service from top to bottom is impressive,” says Dobirstein. “Chief McKenzie has an uncanny ability to recall investigations and operational briefings as if he had completed the documents or

investigation himself. Oftentimes after many staff have left for the day, Chief McKenzie can still be found in his office working away.”

Kambeitz, the Camrose chief, adds that McKenzie is “always the first individual to pick up the phone and extend courtesies or sympathies and support to another agency, especially in a time of crisis. About five years ago, we faced a crisis at the jamboree – we had a stage collapse that killed one and injured 15, four critically. Tom was one of the first individuals to call. He said he would extend any support the LRPS could

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offer – and that is a common theme you hear from other chiefs. He offers immediate help to those in need.”

McKenzie says he’s made it a deliberate point to approach everyone he works with the same way. “You have to respect everyone,” he says. “You have to picture who you love the most, and put that face on the face of every person you are dealing with – the victim, the witness and the accused.”

It is a perspective that has served him well since that first day 38 years ago and will likely serve him well in retirement. He has a few more tasks waiting for him before that day, too, including one very important job – another parade. This time he won’t be controlling traffic, though. Instead, at the start of this year’s Whoop-Up Days Parade in August, Chief Tom McKenzie took his place as the honorary parade marshal, leading the way one last time.

A CHIEF AND A CHAMPION:

Police chief known for support of the people and programs of Lethbridge College

On Convocation day at Lethbridge College, the platform that all graduates cross is awash with colour – from the academic robes of the President, deans and instructors to the traditional clothing of members of the First Nations, Métis and Inuit community to the shiny brass medals

and ribbons on the uniform of Lethbridge Regional Police Chief Tom McKenzie.

McKenzie is an essential part of that group that celebrates Lethbridge College students each year as they become alumni, and it is one of the

many ways that the chief gives his energy and interest to his alma mater, Lethbridge College. In addition to being named a Distinguished Alumnus in 2008, McKenzie has occasionally worked as an instructor and has long been a dedicated advocate of Lethbridge College.

Marty Thomsen (Criminal Justice 1988), Dean of Justice and Human Services at Lethbridge College, says McKenzie’s support of the college and its programs and people is phenomenal. “He really does care,” Thomsen says. “He’s not just giving lip service. On Convocation day, he’ll give a big hug to some of his students as they cross the stage.”

Thomsen adds that McKenzie is a true “people person” who is a great supporter not only of the college but of people throughout the entire, diverse southern Alberta region. “He’s engaged with the community, he listens to the community, and he’s involved in the community,” Thomson says. “And in particular, he has been praised by many for his work with the First Nations, Métis and Inuit (FNMI) community. His level of engagement within the FNMI community is really one of his most outstanding attributes.”

McKenzie is a member of the Kainai Head Dress Society of the Blood Reserve and has received a Blackfoot name – Mistaki-ikistaki, which

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means Mountain Offering and was bestowed on him for his kindness and support of the Blackfoot people.

Merle Fuller, Executive Director of the Alberta Association of Chiefs of Police (AACP) and an instructor at the college, describes McKenzie as “a class act” who taught what community policing was before it became fashionable.

“Tom always challenged us as young cops to look beyond the behaviours of the individual and seek to understand the person behind the event,” says Fuller. “He has great passion for the ‘down and outers’ of life and vigorously defended them if he thought he needed to do so. Tom wasn’t perfect by any means, but he was a perfect example of a good street cop and grassroots chief of police who is deeply respected by all members of the AACP. We will miss him at our table.”

McKenzie’s support for Lethbridge College is well known in the policing community across the province. McKenzie has been a member of the Lethbridge College Alumni Advisory Committee since 2008 and sits on

the Criminal Justice Advisory Committee. “Tom is truly a champion for the college and all of its programs,” says Camrose Police Chief Darrell Kambeitz. “He never let his colleagues forget about the college.”

Chief Tom McKenzie smiles as he listens to a speaker at the April 2014 Convocation in the Val Matteotti Gymnasium. McKenzie, who graduated from Lethbridge College in 1976, has been a regular attendee at convocation during his tenure as chief of the Lethbridge Regional Police Service. He will retire this October.

Lethbridge College President and CEO Dr. Paula Burns met McKenzie when she was interviewing for the job of president and knew immediately he was an exceptional part of the community. “Tom was one of the people at my community interview lunch, and what struck me about him was that he asked how I intended to get involved in the community in addition to what my role at the college might entail,” Burns says. “I knew he was a great citizen in a way that went beyond his role as the chief of police.”

READ FULL ARTICLE HERE....

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Feature

York Region is Proud to Host the 26th Annual CAPG Conference.

As one of Canada’s most diverse communities, York Region is made up of nine municipalities each with its own vibrancy and traditions. The Region is rich in cultural heritage and diversity with over 70 languages spoken, and there are over 200 ethnic groups and 300 religious institutions in the Region. In fact, newly recruited York Regional Police officers, as part of their training program, will attend a “Places of Worship” tour. This is an opportunity for new members to experience the rich diversity of the Region prior to commencing their full time duties as front-line officers.

Forty-five percent of York Region’s population is from a diverse community, and 90% of new Canadians have settled in the Region’s southern municipalities of Markham, Richmond Hill and Vaughan. With its residents from every part of the world our Region has evolved into a vibrant, prosperous and exciting place to be.

The theme for next year’s CAPG Conference is “Get Connected”. What we mean is getting connected to the many diverse communities and groups to ensure safer communities and to ensure more effective

policing oversight and governance practices. Diversity not only refers to cultural, religious and ethnic diversity but also includes the mental health community, people with disabilities, the LGBT community and our seniors and youth groups.

Police organizations across Canada have responded to the changing needs of an increasingly diverse population

for many years. These efforts have included training projects and, in some places, plans to recruit

members of underrepresented groups.

At next year’s CAPG Annual conference, we will bring together members from our many diverse communities in our Region and across Canada including experts and stakeholders to discuss important issues including police

governance and human rights, victims’ rights, racial profiling and community representation

in police organizations. There will be ample opportunities for rich and varied dialogue and many

key opportunities to form relationships, to dialogue and share information, best practices and perspectives.

Communities across the country are further enriched when citizens from diverse communities come together to exchange and form ideas on how to better our communities and how to make them safer.

Getting Connected in the York RegionMafalda Avellino, Executive Director, The Regional Municipality of York Police Services Board

Conference Insights

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CAPG 2014

COnferenCe InsIGhTs

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The Role of Police Board Members

At this year’s Conference, the CAPG asked its delegates to share with us something they found particularly insightful, what their key take-away was, and what they would be sharing with their colleagues when they returned. These thoughts were shared,

either anonymously or not, on blank “Insight Cards” provided at each table.

Why the Insight Cards? We wanted to know what resonated with our delegates while it was still fresh on their minds; and we wanted to share these insights with our community! Over the course of the CAPG Conference we received many Insight Cards with your conference

takeaways. Here is a snapshot of what inspired, engaged and motivated our delegates at CAPG Conference 2014.Congratulations to Kathryn Barnes, Codiac Regional Policing Authority, for winning our Insight Cards draw!

Seeking the Right Partnerships Crime Prevention

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Being Sustainable

Alternate Service Delivery Models

Social Media & the Future of Policing

First Nations Policing

Social Media and Policing

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Public Demand/ExpectationsOn Mental Illness and Police

Change

Working Together

Public Perception

Police Research

Canadian Association of Police Governance

157 Gilmour Street, Suite 302 Ottawa, Ontario K2P 0N8

Phone: 613-235-2272 Fax: 613-235-2275

communications@capg.ca

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Connect with the CAPGUpcoming Events

Mental Health Commission of Canada

MHCC/CASP Virtual Conference 2014 on Suicide Prevention, Intervention, and PostventionNOVEMBER 19 - 21, 2014Find out more...

Ontario Association of Police Services Boards

2014 Fall Labour Seminar NOVEMBER 20 - NOVEMBER 21, 2014Find out more...

The National Association for Civilian Oversight of Law Enforcement

Moving Beyond Discipline: The Role of Civilians in Police AccountabilityFEBRUARY 6, 2015Find out more...