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Title: Strategic Leadership Advisory Group and Board of Directors

Strategic Leadership Advisory Group and Board of
TORONTO, October 16/09
Strategic Leadership Advisory Group
SLAG ITEM 1 - Welcome
  • Edgar Macleod - Chair
  • Dale Kinnear - co-Chair
  • Roundtable introductions
  • Session objectives
  • Executive Director - backdrop

Objectives - by the end of the day
  • Annual General Meeting 2008/2009
  • up-date status/progress of the Council
  • get input/advice and build support for projects
    and activities
  • identify project concepts for 2010 and beyond

Council Backdrop
  • Who
  • What
  • Why
  • How

WHO - Mandate
  • Connecting forces - securing futures
  • we facilitate policing organizations, partners,
    stakeholders to
  • implement innovative, practical solutions to HR
    planning and management challenges
  • we have a vision of a sector that is
  • informed about HR issues and challenges
  • aligned and networked to improve policing
  • united in its HR planning and management
  • we are a centre of excellence for
  • HR information, tools and networks
  • national focus on national workforce solutions

WHO - our governance
  • Currently 11
  • CACP - pres
  • CAPB - v pres
  • FCM - v pres
  • CPA - director
  • PS - DG
  • BC - ADM
  • SASK - ADM
  • NB - ADM
  • Academies - APA
  • CAPE - pres

Justice Ministries
WHAT - Our focus
178 85
WHAT - we really are
networks - communities of practice - with a
mission of improved HR planning and management
Strategic Leaders
WHAT we do
  • leveraging and developing common HR tools
  • improving performance management
  • providing HR support for policing excellence -

WHY - the Perfect Storm
  • three advancing low pressure systems
  • changing face demographics
  • changing work demands, complexity
  • changing management budgets, governance

  • an urgency to act
  • demographic change is relentless
  • competition for resources are increasing
  • workforce leadership turnover is underway
  • demands on public policing - growing more complex
  • technological advancements expensive
  • budgets are strained and inflexible
  • bottom line - were vulnerable
  • committed, focused and integrated action by all
    policing is required immediately

HOW - Facilitate and Support - strategic framework
  • national social marketing
  • common recruitment system
  • common selection process
  • common training and development
  • common leadership standards
  • common leadership management
  • policing certification nationally

HOW - Value Proposition - products services
  • products
  • information - website as virtual library -
    research, tools, news
  • training - free national e-learning courses -
    partner with CPKN
  • diversity, ethics, firearms verification, mental
  • HR tools
  • competency-based occupational standards
  • social marketing campaign/ e-candidate portal
  • employee database
  • research
  • youth - perceptions of policing longitudinal
    study( Ipsos-Reid)
  • environmental scan - national scan
  • communications and support - e-watch, workshops,
    networks -
  • ET professionals HR practitioners
  • recruiters strategic planners
  • researchers Strategic Leadership Advisory Group

  • October 16, 2009, Toronto

Annual General Meeting 2008/2009 - October 16
  • Welcome
  • Agenda
  • Previous Minutes June 26, 2008 AGM
  • Co-Chairs report - Edgar MacLeod, Dale Kinnear
  • Board resolutions for ratification
  • Executive Directors Report - Geoff Gruson
  • Financial/Auditors report - Berry Vrbanovic
  • Appointment of auditors
  • New business

4. Co-CHAIRS Report
  • Edgar MacLeod
  • Dale Kinnear

Board Resolutions for AGM ratification
  • PSC51 - new positions - Nov 20/2008 (D Kinnear, I
  • whereas much of the Council activity focuses on
    education and training, 2 new positions are
  • representative of the education community
  • president or delegate of the Canadian Association
    of Educators and Trainers - Dr Curtis Clark has
    agreed to sit as a Board member
  • representative of the training community
  • Edgar MacLeod of the Atlantic Police Academy
    agreed to sit as a Board member
  • PSC 52 - (Jan 09) changes to Board membership
    over 2008/09
  • Ivan Court (CAPB) - succeeded I Wilms - (Nov
  • Edgar MacLeod (Academy) - (Jan 2009)
  • Curtis Clarke (CAPE) - (Jan 2009)
  • Dick Isabelle (ADM) - succeeded M Horn (Jan 2009)
  • Murray Sawatsky (ADM) - succeeded Brian Skeet
    (Mar 2009)
  • Vern White (CACP) - succeeded Steve Chabot (Sept
  • PSC 53 - (May 09)re-scheduling the AGM to the
    Fall - May 19/2009
  • Motion for acceptance of these activities of the

  • Geoff Gruson

EDs report
  • 2008/2009 - solid building year - excellent
    results in 2 areas
  • Core/infrastructure - first year of a 3 year
    agreement (500K/year)
  • managing/performing well - the primary funder
    (HRSDC-SCP) Scorecard 2008 said
  • Council is doing very well, with good
    improvement in all areas
  • relatively well positioned - strategic and
    performing well, especially given age of council
  • room for improvement - track the outcomes of all
    activities - more results oriented
  • outreach/communication - increasingly being
    valued -recognized as a role player
  • we continue to engage sector stakeholders, focus
    dialogue and facilitate discussion
  • Projects - successfully worked 6 projects
    (1.1M) over 2008/2009
  • competency framework/tools - continuing through
    2009 - 472K
  • sector-wide shared competency regime to improve
    HR planning/management
  • occupational profiles / competencies for
    Constable, Sgt, Staff Sgt and Inspector
  • huge coming together of the sector
  • occupational task lists, descriptions, assessment
    tools and resources, supporting materials and
    tools - interview/reference guides, databases,
    questions, implementation plan for policing

EDs report . Projects
  • e-learning curriculum - 270K
  • great partnership with Canadian Police Knowledge
    Network CPKN
  • 5 more nationally relevant (CACP) pieces of
  • firearms identification emotionally disturbed
    persons aboriginal first nations ethics
    accountability and Canadian firearms registry
  • networking support - 92K - communities of
  • meetings/dialogues with over 160 managers and
    leaders from all across the sector
  • HR leads, recruiters, education/trainers,
    policy/planners, researchers, strategic leaders
  • improved understanding of the issues/challenges -
    shared sectoral response
  • outreach to high schools, colleges (ACCC
    affinity group), universities, security orgs
  • youth attitudes research - 36K - 4th year -
    recruiting/retention information
  • 1500 youth surveyed - trend data/information -
    youth perspectives towards policing
  • environmental scan - 67K - is a national scan
    a feasible tool for managers
  • major police service actively scanning -
    facilitate scan exchange
  • focus on a collaborative assessment of the
    implications of change drivers
  • web-portal - ongoing 191K - initiated to assess
    national portal concept
  • developed user requirements/ strategy for
    candidate processing -shared recruitment tools

EDs report
  • Learnings
  • although the Council has had a very progressive
    year, there are concerns
  • slow progress
  • major reports - serious issues in the sector have
    to be resolved as a sector
  • but, collaborative action on the part of all
    stakeholders is fleeting
  • no real indications that we are capable of
    setting aside its jurisdictional limitations
  • need for leadership - Board of Directors/SLAG
    need to champion the integrated approach
  • Future
  • approval in principle for new projects - next
  • a more strategic/program-based approach to the
    sector Council funding
  • continued products
  • leadership competency framework, national
    e-learning, networks support, web-portal
  • continued research
  • workforce database, youth attitudes research

New Projects 09/10 - 2.2 M - approved in
  • Berry Vrbanovic

Audited statements
Audited statements
Resolutions re Financial statements
  • Resolution PSC
  • that the audited statements be approved
  • Resolution PSC
  • that the firm of Nephin Winters be named as
    PSC auditors for the next fiscal year

By Laws review - B Vrbanovic
  • Article 4.01 - change number of directors
  • Duties and Number. A board of directors shall
    manage the affairs of the Council. There shall be
    a minimum of eight and a maximum of fifteen (15)
  • Article - 4.04 - directors term - drop ½ term
    re-appointment provision
  • Of the directors appointed or re-appointed in
    2005, at least half shall be appointed or
    re-appointed, for a one (1) year term and the
    remainder shall be appointed for a two (2) year
    term, provided that the successor directors
    appointed in 2006 and subsequently thereto, shall
    be elected for two (2) year terms.
  • Article 4.08 - Exec cmt - drop article and
    sub-sections - re-number
  • Article 4.09 - nominating cmt - specify
  • comprised of three (3) people and be made up of
    the chair, or one of the co-chairs of the Board,
    and two (2) board members selected from the board
    representatives of the CACP, CAPB, CPA or FCM.
  • Article 7.01 - appointment of officers - drop
    section (c)
  • The same person may hold two or more of the
    aforesaid offices

Other resolutions
  • Resolution PSC
  • that the amended by-laws be approved

SLAG ITEM 2 - up-date/feedback on activities
  • Competency Framework
  • Youth attitudes - research
  • e-learning
  • e-Candidate portal and social marketing

UP-DATE 1 Competency- Based Management
HR Tools - Competency Framework
  • successfully completed multi-year project to
    identify a competency based management (CBM)
  • results free shared materials to support HR
  • Policing CBM Framework
  • Policing CBM Guide
  • Policing CBM Toolkit
  • built for policing by policing
  • all project materials developed - extensive
    police professionals input/involvement
  • leverages existing best practices, research and
  • 35 member project team (HR professionals)
  • 400 subject matter experts
  • 50 policing organizations
  • National and International perspectives and

Steering Committee
Contributing Organizations (a sample)
  • New Westminster Police Service
  • Nishnawbe-Aski Police Service
  • North Bay Police Service
  • Oak Bay Police Department
  • Ontario Provincial Police
  • Peel Regional Police Service
  • Police Ville de Québec
  • Public Service Commission of NL
  • Royal Canadian Mounted Police
  • Regina Police
  • Royal Newfoundland Constabulary
  • Saanich Police Department
  • Saint John Police Force
  • South Coast British Columbia Transportation
    Authority Police Service
  • St. Thomas Police Service
  • Strathroy-Caradoc Police Service
  • Sûreté du Québec
  • Taber Police Service
  • Toronto Police Service
  • Alberta Solicitor General and Public Security
  • Bathurst Police Force
  • Bridgewater Police Service
  • British Columbia Ministry of Public Safety Sol.
  • Calgary Police Service
  • Camrose Police Service
  • Central Saanich Police Service
  • Chatham-Kent Police Service
  • Delta Police Service
  • Durham Regional Police Service
  • Edmonton Police Service
  • Greater Sudbury Police Service
  • Guelph Police Service
  • Halifax Regional Police
  • Halton Regional Police Service
  • Hamilton Police Service
  • Justice Institute of British Columbia
  • Kentville Police Service
  • Lethbridge Regional Police

Project Activities/Deliverables
  • collected analyzed all existing Competency
    Based Materials
  • conducted extensive job analysis for
  • Constable, Sergeant, Staff Sergeant, Inspector
  • validated all results nationally
  • produced an in-depth Framework, Guide and Toolkit
  • Policing CBM Framework
  • common language and understanding of the work
  • underlying competency requirements associated
    with general policing duties
  • includes
  • policing competency dictionary
  • task lists by rank
  • competency profiles by rank

Project Activities/Deliverables
  • Policing CBM Guide
  • describes CBM and explores the benefits of CBM
    for policing
  • offers information and tools to support in four
    key areas
  • recruitment, selection and promotion
  • learning and development
  • performance management
  • succession management
  • includes
  • information
  • theory
  • step-by-step instructions
  • practical tips
  • relevant research
  • describes use of Toolkit items

Project Activities/Deliverables
  • Policing CBM Toolkit
  • includes over 30 tools and templates that
    services can use/customize according to needs
  • includes (sample)
  • competency resources by rank
  • interview guides by rank
  • reference check guides by rank
  • learning plan template
  • performance management template
  • succession management template
  • recommended additional readings reference

Successful Outcomes Through Collaboration
  • rigorously developed and nationally validated
  • available for FREE to Chiefs, HR managers,
    Academy Directors, and Justice Ministries
  • CBM Materials
  • Framework
  • Guide
  • Toolkit
  • not meant to replace the practices in use by
    police services
  • meant to
  • either inform or supplement existing practices
    and tools
  • to assist implementation for those organizations
    who do not have CBM

UP-DATE 2Research on Youth
Research - youth attitudes
  • youth surveys
  • Ipsos-Reid 2005 - Reconnecting with Youth - 2000
  • Ipsos-Reid 2006 - Reconnecting with Youth - 2000
  • IR/Hay - 2006 Views on Policing 1,250 (18-30)
  • on-line survey (quantitative) - stratified
    sampling/focus groups (qualitative)
  • Ipsos-Reid 2007 - Reconnecting with Youth, 12-30
  • on-line (2,418)/by phone (2,015)
  • Ipsos-Reid 2008 - youth attitudes to policing
    (1,521 youth, ages 16 to 27 years)
  • focus
  • attitudes toward policing
  • a career in policing
  • policing compared to other jobs/fields
  • hiring process
  • general trends
  • a noticeable dip in results in 2009 - constant
    across virtually all indicators tested

  • the retirement wave is already well underway and
    will continue
  • need substantial shift in recruitment practices
  • the youth entry cohort is shrinking
  • more competition among police and others
  • substantial skill gaps are inevitable
  • current supply may appear to be healthy
  • BUT - Ipsos-Reid study says differently
  • substantial skill gaps are inevitable

change is hard, but change is hardest on those
caught by surprise Thomas Friedman, the
World is Flat
Youth - tell us
  • value different things - life/work balance
  • key factors in considering a career
  • pay and other forms of monetary compensation
  • having fun at work
  • opportunities to do interesting work
  • clearly disinterested
  • just less than 3 would really consider a
    policing career
  • 2008 - mostly males, members of visible
    minorities, and East Coasters
  • misperceptions - candidate qualifications
  • college education
  • experience in related field
  • hiring process expectations - more than 1month is
    a barrier
  • policing is not always seen as a positive career
    choice in many cultural communities

  • negative image - drawbacks
  • too dangerous - impact on long term emotional and
    mental health
  • long hours / shift work / burnout
  • work / life balance
  • divorce
  • suicide
  • corrupt, abusive of power, lost moral way
  • top of list careers - offering the most
  • education, healthcare, Internet and high
    technology, skilled trades
  • which factors should be considered most important
  • mental health/stability
  • fitness level/health
  • character/ethics/integrity
  • 30 still think that these things negatively
    affect chances of being hired
  • race, sexual orientation, religious convictions,
    and less affluent background
  • experimenting with drugs!

Career most interested in
Most career opportunities in
Youth - career in policing
  • Risks outweigh the benefits
  • significant concerns
  • worst career for achieving work-life balance -
    impacts on family life
  • psychological/emotional health issues,
    depressing, frustrating, traumatizing, tough on
    personal relationships
  • dangerous - risk and impact on personal lives
  • FGs
  • parents would not permit them to follow a
    trades career
  • lower paid than most other careers - not
    providing transferable skills

Whats next - 3 year horizon research
  • surveys online, focus groups and forums on
  • factors/individuals that play the greatest role
    in terms of shaping/influencing youth views to
    policing as a career choice?
  • the barriers to pursuing a career in policing?
  • consider establishing a dialogue with youth about
    policing as a career?
  • understand other professions that compete on
    career paths?
  • is there such a thing as a best prospect? And
    if so, what does he/she look like?
  • what audience specifically should we be targeting
    and why?
  • what messages are considered most compelling?
  • who is best positioned to deliver them?
  • what means should we use to reach these audiences?

UP-DATE 3 CPKN - partnership for national
E-Learning - 3 year funding, 1.1M
  • Steering committee - 12 members
  • police services, CPKN, PSC
  • Activities -
  • 4 or 5 new pieces of nationally relevant
    curriculum each year
  • evaluation focus - Kirkpatrick method - impact of
  • rigorous topic selection - CACP endorsed
    standards process
  • Stanhope conference - national input/submissions
  • national voting
  • SME and course content
  • nationally validated
  • Courses for 2009/10
  • radar re-certification - York PS content -
    November release
  • seized firearms safety - CFP content - delayed to
    March release
  • stress management - critical incident stress -
    TEMA content
  • officer involved collisions - OPP content -
    winter release
  • Police Information Portal - London content -
    winter release

UP-DATE 4Social Marketing and e-Candidate
Portal Project - Concept Overview
  • User requirements and strategy document completed
  • developed in consultation with representatives of
    police services across Canada
  • a fully functional information portal can be up
    and running within one year
  • Board - Aug 18
  • ADMs - September 22
  • Please Note
  • you have received this document because you are
    in a position to influence the direction forward
    in policing
  • the bottom line is that with the current
    recruitment processes and practices the future of
    policing is at risk
  • success requires collaboration and leadership
    across the sector

The Issue
  • with the current recruitment processes/practices
    the future of policing is at risk
  • key findings on recruitment
  • increasingly difficult to attract quality
  • takes too long and is too expensive
  • efforts are historically too passive
  • retention will be an increasing challenge
  • career not viewed positively across all
    communities and demographics
  • employee diversity is difficult
  • candidate rejection rates are high (77 - 90) -
    enormous processing costs
  • todays economic conditions - increased the
    numbers of applications - not necessarily
    improved the quality of candidates
  • economy is masking the pressures on sustaining
    skilled, diverse, quality resources
  • as the economy recovers, the numbers will
  • signs are already there

The Issue entry not keeping pace with exit
  • Senior police services staff are retiring -
    40-50 through 2015
  • By 2011/12 recruitment efforts will need to
    double to re-build and replenish - 5000-7000/yr
  • todays youth have different expectations and
  • numerous jobs, quick progression
  • competitive and mobile for the market
  • want transferable skills - to other occupations
  • police work not generally seen as a positive
  • blue collar
  • narrow view of the type/scope of work in a career
  • force vs. applied intellect

The Road - paved with good intentions
The Problem - still far from solved ...
Budget Speech - 2008 The Honourable James M.
Flaherty, P.C., M.P. Minister of
Finance Canadians want a healthy environment.
They also want healthy, safe communities. Mr.
Speaker, today our Government is taking another
step towards building safer communities and
putting criminals out of business. We are
putting more police officers on our streets. We
are providing 400 million to hire 2,500 new
front-line police officers over the next five
years. This money will be available to provinces
and territories that have publicly committed to
new recruitment programs.
Canadian Association of Police Boards Letter to
The Honourable Stockwell Day, Minister Public
Safety Canada, September 2006
Concept Framework
The Message and the Means
  • Change the perceptions - about policing in
    various target audiences
  • parents, educators, potential candidates - police
    officers/employees - best PR
  • Change the approach - a social marketing/recruitme
    nt portal to
  • educate the public - establish the right
    image/message through social marketing
  • drive people - candidates and influencers - to a
    common gateway (the portal) to
  • attract candidates - create a larger pool with
    the right stuff
  • enable candidates - capture basic information -
    initiate the application process
  • increase access - through direct links to police
    services web-sites
  • improve accessibility - support candidate
    application processes
  • improve the experience - interest, intent, and
  • improve retention - effective messaging/branding
    will improve officer self-image
  • Improve processes
  • focus on candidate relationship management

56 - social marketing/portal to
  • identifying policing as a national brand
  • policing as a career of choice - extensive
    possibilities, critical responsibilities
  • modern/inviting face to diverse range of
    candidates and influencers
  • awareness, intent and action in a larger pool
    of quality candidates
  • a continuum from interest/curiosity to
  • quality in - successful recruits out
  • needs for specific skill and discipline
  • land the candidates before they lose interest
  • balance and optimize recruiting across the
  • leverage investments shared costs reduced

1st Step - Initiate social marketing
  • 1. Pre-aware Ignorance Awaken
  • 2. Interest Consideration Inform
  • 3. Intent Trial Enable
  • 4. Practice Affirmation Reinforce
  • ignite interest in policing as a career
  • re-shape perceptions - from a job, to a
  • portal as a destination for candidates,
    educators and other influencers
  • reinforce positive attitudes/images of policing
  • encouraging those already in policing to reach
    out to interested candidates

2nd Step - Build
  • Portals - engaging and authoritative - a wide
    spectrum of topics, issues, resources, etc
  • the place that everyone turns to for clear,
    consistent, authoritative information
  • enables personalization, improves stickiness of
  • improves effectiveness of communication
  • common processes to streamline administration
  • Clarity about policing in Canada
  • any/all information required by candidates and
    influencers or how to get it
  • Expenditure savings - very difficult to get
    actual numbers
  • the sector spends upwards of 10M on the
    attraction part of recruiting
  • probably over 60M including screening and
  • investment more efficiently/effectively managed
    for better results
  • partnerships and collaboration between services
    and stakeholders

Homepage Mock-up
  • Note
  • page content will reflect context of the section

Detail Page Mock-up
  • Note
  • Job Finder section expanded to show navigation
  • page content will reflect context of the section

Detail Page Mock-up
  • Note
  • Types of Careers section expanded to show
    navigation options
  • page content will reflect context of the section

Costs estimates
  • Using Statistics Canada figures, these costs
  • start up cost - less than 100 for every existing
  • annual costs - less than 23 for every existing
  • ROI - higher caliber recruits, increased
    diversity candidates, lower cost per recruit

a very reasonable investment to ensure
sustainability in Policing
Whats in it for you
  • FEDERAL GOVERNMENT/National Associations -
    initiate social marketing
  • provide much needed leadership
  • better focus resources across a diverse community
    of Police Services
  • avoid duplication of efforts - taxpayer money is
    being, and will continue to be, spent on similar
  • provide tangible, practical support to policing
  • enhance the promises of the Harper government
  • PROVINCIAL GOVERNMENTS/large police services -
    initiate the portal
  • provide leadership/vision within the Province
  • effectively support policing services to address
    the recruitment issue
  • ensure longer-term cost voidance
  • POLICE SERVICES - sustain the portal
  • increase numbers of better qualified applicants
    in the door
  • improved application of common basic screening
  • improved web presence for all services
  • not just those with the budgets/technical

Next Steps
  • Given the go-ahead, PSC will
  • establish a representative steering committee to
    provide governance to the initiative
  • manage contracting for the social marketing and
    portal activities
  • manage the project and the work
  • facilitate the approved governance model

SLAG ITEM 3 - 2010 and beyond
  • leadership competencies
  • e-learning program
  • e-learning evaluation
  • academies recruit training review
  • PS and colleges agreements review
  • competency-based LD by rank/role
  • portal - less social marketing
  • skills perishability research
  • networks
  • youth research
  • env scan
  • sector study 2010
  • leaders summit
  • ISO 9000 for police services
  • network projects

Strategic Framework
  • national social marketing
  • common recruitment system
  • common selection process
  • common training and development
  • common leadership standards
  • common leadership management
  • policing certification nationally

Next Steps
  • The Leadership Competency Framework project
  • will build upon the developed Policing CBM
  • will include a full analysis and articulation of
    the more senior policing ranks
  • will focus on documenting reference materials,
    tools and templates to support leadership
    development and succession planning for
  • Superintendent
  • Chief Superintendent
  • Deputy Chief
  • Chief
  • This work is planned to begin in November 2009

Sector Council Program - scorecard
  • Good improvement overall again - relatively well
    positioned -strategic and performing well,
    especially given age of council
  • Representative
  • continue efforts with ON ADM responsible for
    Policing, and representatives of aboriginal
    policing to engage and inform them of PSC
    activities and seek their input
  • Responsive
  • prioritization with QC - to share best HR
    practices for learning, e-learning, etc
  • follow-up on the competencies work - curricula
    development, succession management, leader
  • Connected
  • connect police colleges and academies, and
    community colleges to discuss occupational
    competencies, curricula, how to complement each
    other/optimize resources
  • maintain connection with provincial sector
    councils and OGDs - track and report on results
  • Results-Based
  • develop prioritized performance indicators on
    which to base data collection
  • Involve interested stakeholders in a working
  • Administratively Sound
  • enhance proposals and requests for amendments by
    including more details about the sequence and
    durations of activities - pre-approval for RFPs
    and before moving funding

  • an urgency to act
  • demographic change is relentless
  • competition for resources are increasing
  • workforce leadership turnover is imminent
  • demands on public policing - not abated, growing
    more complex
  • technological advancements have accelerated
  • budgets are already strained and inflexible
  • bottom line - vulnerable
  • committed, focused and integrated action is
    required immediately

Coming together is a beginning. Keeping together
is progress. Working together is success.
Henry Ford
Leading through the Perfect Storm
  • you can get involved in the future of the sector
  • as a leader, what can you do to address RR
  • know your sector
  • know your environment impacts on operations,
  • know the capacity to deal with the challenges of
    the environment
  • act - identify what you can do individually and

The great aim of education is not knowledge but
action - Herbert Spencer
  • CPKN Leading Innovation in Canadian Police

RA Sandy Sweet President Canadian Police
ADVISORY GROUP October 16, 2009
About CPKN
  • Canadas only not-for-profit provider of
    e-learning for Canadian police and law
  • Currently, 40 courses and learning resources
    16 French titles
  • Experienced in assisting organizations to
    successfully implement best-fit solutions for
    online training
  • Plays a central role in mobilizing the Canadian
    policing sector to identify and prioritize
    subject areas for online delivery

Board of Directors
Michel Beaudoin École national de police du
Québec Commissioner Julian Fantino Ontario
Provincial Police Rudy GheysenOntario Police
College, Ontario Ministry of Community Safety and
Correctional Services Geoffrey M.
Gruson Canadian Police Sector Council Supt. Axel
HovbrenderJustice Institute of British Columbia
Chief Edgar MacLeod Atlantic Police
Academy Brian McMillan Holland College Supt.
Darren SmithToronto Police Service Sandy Sweet,
President and CEO Canadian Police Knowledge
Network C/Supt. Alain Tousignant RCMP, National
Learning Services
Steady Growth
In recent years, CPKN has experienced significant
growth in regions across Canada.
  • Currently, nearly
  • 31,000 individuals are
  • registered to CPKN
  • More than 50,500
  • course events have
  • been successfully
  • completed.
  • (As of October 1, 2009)

Partners Initiatives
  • CPKN has established working partnerships with
    many agencies within the policing community,
  • CACP - Enhanced business relationship commenced
    January 1st Course endorsement process in
  • BCs Ministry of Public Safety and Solicitor
    General - Signed contract to develop two new
    e-learning courses on domestic violence that will
    be used as part of a province-wide training
    initiative for all BC police officers.
  • RCMP - 3 year sole source contract Allows for
    purchases of existing courseware and/or custom
  • OPVTA - Development and hosting via a custom
    OPVTA portal
  • Alberta Solicitor General - Host online component
    of ISEP

PSC Partnership
  • Among our partnerships, the Police Sector Council
    is one of the most significant, producing many
    benefits for the sector at large.
  • Since 2007, the Police Sector Council has funded
    the development of 6 new bilingual titles
  • CPIC Query/Narrative Online
  • Firearms Identification for Public Agents
  • Recognition of Emotionally Disturbed Persons
  • Aboriginal and First Nations Awareness
  • Police Ethics and Accountability
  • Canadian Firearms Registry Online A Tool for
    Officer Safety

PSC Partnership, cond
  • Each of these courses is offered to all police
    and law enforcement members for a free Learning
    Evaluation period (typically 4 6 months) a
    minimal registration fee is applied thereafter.
  • The feedback gathered from the LE periods is
    compiled, analyzed and applied to improve future
    e-learning initiatives.
  • To date, nearly 9,500 individuals have
    successfully completed these courses.

New PSC-funded Courses
The following courses are scheduled for
development and release by March 31, 2010
  • Police Information Portal (London Police
  • Radar Recertification (York Regional)
  • Stress Management (TEMA Conter)
  • Preventing Officer Involved Collisions (OPP)

An additional 9 courses will be created by March
2012 under a new three year agreement with PSC.
PSC Partnership, cond
  • In addition to funding the development of
    courseware, PSC also contributes to the
    advancement of e-learning on the national stage
  • National e-Learning Steering Committee
  • A fourteen member committee that provides advice,
    guidance, and oversight to PSC-funded projects
  • Provides higher-level input on course selection,
    evaluation, and accreditation
  • Meets every 4 6 weeks

PSC Partnership, cond
  • Stanhope Conference
  • An annual conference of police training
    professionals a primary means to discuss the
    challenges of implementing online training
    initiatives, share experiences, and
    identify/prioritize topics for e-learning

Thank you for your attention.