Strategic Leadership Advisory Group and Board of Directors

1
Strategic Leadership Advisory Group and Board of
Directors
TORONTO, October 16/09
2
Strategic Leadership Advisory Group
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SLAG ITEM 1 - Welcome

• Edgar Macleod - Chair
• Dale Kinnear - co-Chair
• Roundtable introductions
• Session objectives
• Executive Director - backdrop

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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

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Council Backdrop

• Who
• What
• Why
• How

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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
  "sector-wide
• 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

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WHO - our governance

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

Justice Ministries
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WHAT - Our focus
178 85
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WHAT - we really are
networks - communities of practice - with a
mission of improved HR planning and management
Strategic Leaders
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WHAT we do

• leveraging and developing common HR tools
• improving performance management
• providing HR support for policing excellence -
  sustainability

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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

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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

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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
  health
• 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

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4th ANNUAL GENERAL MEETING

• October 16, 2009, Toronto

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Annual General Meeting 2008/2009 - October 16
ORDER OF BUSINESS

• 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

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4. Co-CHAIRS Report

• Edgar MacLeod
• Dale Kinnear

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Board Resolutions for AGM ratification

• PSC51 - new positions - Nov 20/2008 (D Kinnear, I
  Court)   
• whereas much of the Council activity focuses on
  education and training, 2 new positions are
  proposed
• 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
  2008)
• 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
  2009)
• PSC 53 - (May 09)re-scheduling the AGM to the
  Fall - May 19/2009
• Motion for acceptance of these activities of the
  Board

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5. EXECUTIVE DIRECTORS Report

• Geoff Gruson

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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
  organizations

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EDs report . Projects

• e-learning curriculum - 270K
• great partnership with Canadian Police Knowledge
  Network CPKN
• 5 more nationally relevant (CACP) pieces of
  learning
• firearms identification emotionally disturbed
  persons aboriginal first nations ethics
  accountability and Canadian firearms registry
• networking support - 92K - communities of
  practice
• 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

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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
  slide
• 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

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New Projects 09/10 - 2.2 M - approved in
principle
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6. SECRETARY/TREASURERS Report

• Berry Vrbanovic

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Audited statements
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Audited statements
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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

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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)
  directors
• 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

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Other resolutions

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

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SLAG ITEM 2 - up-date/feedback on activities

• Competency Framework
• Youth attitudes - research
• e-learning
• e-Candidate portal and social marketing

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UP-DATE 1 Competency- Based Management
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HR Tools - Competency Framework

• successfully completed multi-year project to
  identify a competency based management (CBM)
  framework
• 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
  expertise
• 35 member project team (HR professionals)
• 400 subject matter experts
• 50 policing organizations
• National and International perspectives and
  research

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Steering Committee
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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.
  Gen
• 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

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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

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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

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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

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Successful Outcomes Through Collaboration

• rigorously developed and nationally validated
  materials
• 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

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UP-DATE 2Research on Youth
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Research - youth attitudes

• youth surveys
• Ipsos-Reid 2005 - Reconnecting with Youth - 2000
  (12-30)
• Ipsos-Reid 2006 - Reconnecting with Youth - 2000
  (12-30)
• 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

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Recruitment

• 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
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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

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Youth

• 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
  opportunities
• 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!

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Career most interested in
44
Most career opportunities in
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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

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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?

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UP-DATE 3 CPKN - partnership for national
e-learning
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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
  learning
• 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

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UP-DATE 4Social Marketing and e-Candidate
Portal
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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

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The Issue

• with the current recruitment processes/practices
  the future of policing is at risk
• key findings on recruitment
• increasingly difficult to attract quality
  candidates
• 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
  decrease
• signs are already there

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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
  experiences
• 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

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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
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Concept Framework
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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
  action
• improve retention - effective messaging/branding
  will improve officer self-image
• Improve processes
• focus on candidate relationship management

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PolicingCanada.ca - 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
  application
• quality in - successful recruits out
• needs for specific skill and discipline
• land the candidates before they lose interest
• balance and optimize recruiting across the
  country
• leverage investments shared costs reduced
  costs

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1st Step - Initiate social marketing

• STAGE STATE ACTION
• 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
  career
• 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

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2nd Step - Build policingcanada.ca

• 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
  information
• 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
  selection
• investment more efficiently/effectively managed
  for better results
• partnerships and collaboration between services
  and stakeholders

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Homepage Mock-up

• Note
• page content will reflect context of the section

60
Detail Page Mock-up

• Note
• Job Finder section expanded to show navigation
  options
• page content will reflect context of the section

61
Detail Page Mock-up

• Note
• Types of Careers section expanded to show
  navigation options
• page content will reflect context of the section

62
Costs estimates

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

a very reasonable investment to ensure
sustainability in Policing
63
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
  initiatives
• 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
  criteria
• improved web presence for all services
• not just those with the budgets/technical
  resources

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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

65
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

66
Strategic Framework

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

67
Next Steps

• The Leadership Competency Framework project
• will build upon the developed Policing CBM
  Materials
• 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

68
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
  retention
• 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
  group
• 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

69
Summary

• 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
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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
  challenges?
• know your sector
• know your environment impacts on operations,
  management
• know the capacity to deal with the challenges of
  the environment
• act - identify what you can do individually and
  collectively

The great aim of education is not knowledge but
action - Herbert Spencer
71

• CPKN Leading Innovation in Canadian Police
  Training

RA Sandy Sweet President Canadian Police
Knowledge Network STRATEGIC LEADERSHIP
ADVISORY GROUP October 16, 2009
72
About CPKN

• Canadas only not-for-profit provider of
  e-learning for Canadian police and law
  enforcement
• 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

73
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
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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)

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Partners Initiatives

• CPKN has established working partnerships with
  many agencies within the policing community,
  including
• CACP - Enhanced business relationship commenced
  January 1st Course endorsement process in
  effect.
• 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
  development.
• OPVTA - Development and hosting via a custom
  OPVTA portal
• Alberta Solicitor General - Host online component
  of ISEP

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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

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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.

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New PSC-funded Courses
The following courses are scheduled for
development and release by March 31, 2010

• Police Information Portal (London Police
  Service)
• 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.
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PSC Partnership, cond

• In addition to funding the development of
  courseware, PSC also contributes to the
  advancement of e-learning on the national stage
  via

• 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

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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
  development.

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Thank you for your attention.