H.01 Mayor and Council External Correspondence Summary March 10, 2014
FROM TOPIC DEPT. A.T. #
854 A. Boothroyd, Executive May is MS Awareness Month CLERK’S 120696 Director, Lower Mainland Chapter, Multiple Sclerosis Society of Canada
855 D. Harrison, Senior Vice NAIOP Vancouver 2013 Municipal Report HR&CP 120626 President, Asset Card Management, GWL Realty Advisors Inc.
856 Director R. Martin, 2013 Resolutions HR&CP 120724 President, UBCM
857 Hon. T.G. Stone, Minister Ladner Channel Dredging HR&CP 120843 of Transportation and Infrastructure
858 R. Hecker Surrey Fraser Docks Coal Proposal HR&CP 120723 CC: CAO, CA&E
859 Sto:lo Tribal Council, Hazardous Waste Disposal Facility CA&E 120772 et. al. Planned for Fraser River Floodplain
860 Hon. T.G. Stone, Minister George Massey Tunnel ENG 120694 of Transportation and Infrastructure
861 K. Crooks Road Lighting on Scott Road Between 90th ENG 120601 and 92nd Ave.
862 G. Weal and R. Perrier 52nd Street is Not a Truck Route ENG 120693
863 G. Moore, Chair, Metro Fraser Valley Regional District Solid Waste ENG 120774 Vancouver Board Management Plan
864 S. Samujh, Senior Month One of Compass Produces Three ENG 120784 Advisor, Stakeholder Million Taps Relations, Strategic Planning and Public Affairs, Translink
865 P. McLaughlin, President, Information and Data on Poverty in South PR&C 120718 CFUW South Delta Delta
866 N. Stefenelli, CEO and 2013 Certificate of Diversion PR&C 120624 Founder, Urban Impact
F:\CorpRec Corr-Other\Agenda - Regular\2014\2014-03-10\1H01 Summary.doc H.01 Mayor and Council External Correspondence Summary March 10, 2014
FROM TOPIC DEPT. A.T. #
867 J. W. Hammond, Private Sing Me a Song PR&C 120631 Secretary to the Lieutenant Governor
868 B. Heard Animal Licenses PU&C 120717
869 Hon. T. Lake, Minister of Utilization of Police as Front Line Mental POL, FIRE 120628 Health Health Workers, and Using Firefighters as First Responders to Ambulance Calls While Paramedics on Route
F:\CorpRec Corr-Other\Agenda - Regular\2014\2014-03-10\1H01 Summary.doc 854 .... ~on~ 3 I\. FilE # c;;\ l aa-aQ
... Multiple ..~ Sclerosis Society of ® Canada Mayor Lois E. Jackson and Council M~ ~ City of Delta Be & Yukon Division 1103 - 4720 Kingsway 4500 Clarence Taylor Crescent Burnaby, British Columbia Delta, BC VSH 4 N2 Telephone: (604) 689-3144 V4K 3E2 Fax: (604) 689-0377
February 19, 2014
Her Worship Lois E. Jackson:
May is MS Awareness Month.
Members of the Lower Mainland Chapter of the MS Society of Canada urge you to proclaim the month of Mayas MS Awareness Month in Vancouver in order to call attention to the exemplary efforts of the 55 - 75,000 Canadians who Jive every day with the challenge ofthis neurological disease. BC has the third highest concentration of people with MS in Canada.
A sample proclamation is enclosed for your consideration.
Since our founding in 1948, the Multiple Sclerosis Society of Canada has been a leader in funding vital MS re search into the cause, prevention and treatment of MS while providing services and support to people with MS and their families. The MS Society is proud of the work and contribution that our supporters and members continue to make to communities across Be.
We hope that you would also consider hoisting the MS Society flag to celebrate Mayas MS Awareness Month. Through the combined efforts of people across Canada in towns such as Vancouver, tile MS Society is aole to Dring hope for an end to MS.
Sincerely,
Adrianne Boothroyd Exec utive Director, Lower Mainland Chapter MS Society of Canada endMS. On August 15, 2000, Council adopted a recommendation which May is MS Awareness Month has discontinued the practice of making proclamations. The writer has been so advised Proclamation
WHEREAS, multiple sclerosis Is a chronic, often disabling neurological disease affecting an estimated 55,000-75,000 Canadians and more than 8,000 British Columbians; and
WHEREAS, multiple sclerosis symptoms vary widely and may lead to problems with numbness, coordination, vision and speech, as well as extreme fatigue and even paralysis; and
WHEREAS, there is no known cause of, prevention of, or cure for multiple sclerosis; and
WHEREAS, the Multiple Sclerosis Society of Canada, is the only national organization in Canada that supports both MS research and services for people with MS and their families; and
WHEREAS, annual fundraising events such as the Super Cities WALK for MS, MS Bike Tour, and Carnation Campaign support programs to enhance the lives of people affected by multiple sclerosis and their families and supports MS research in Canada; and
WHEREAS, since 1948, the Multiple Sclerosis Society of Canada has provided more than $100 million for MS research; and is grateful for the dedication and commitment of lt/s supporters and volunteers that has made this possible; and
WHEREAS, BC will continue to lead the way in multiple sclerosis research, through one of the world's most renowned multiple sclerosis research facilities at the University of British Columbia;
WHEREAS, together we will find ways to enhance the quality of lives for people affected by multiple sclerosis and to find a cure to end MS;
NOW, THEREFORE, I, (name here), Mayor of the City of (name of city here) of the Province of British Columbia, Canada, do hereby proclaim this month of May 2010 to be MS Awareness Month for the Multiple Sclerosis Society of Canada.
THIS DATE: SIGNATURE www.naiopvcr.com
NAIOP 855 COMMERC I AL REAL ESTATE DE VELOPMENT ASSOC I ATION
VANCO U VER . CHAPTER
February 11, 2014
Mayor Lois E. Jackson and Council The Corporation of Delta 4500 Clarence Taylor Crescent Delta, BC V4K 3E2
RE : NAIOP Vancouver 2013 Municipal Report Card
Dear Mayor Jackson and Council,
For your information I am pleased to enclose several copies of NAIOP Vancouver's 2013 Municipal Report Card, which was released in October of 2013. This is NAIOP's 14th annual survey, which is distributed to over 20 communities within the Lower Mainland and which requires each municipality to identify the cost and processing times associated with a particular case study.
For 2013 the focus was on industrial development, specifically the construction of a two-storey 100,000 square foot industrial warehouse distribution building on 5.5 acres of land requiring both subdivision and rezoning.
In producing this annual publication since 2000, NAIOP Vancouver strives to provide its members and the business community as a whole with a reference tool that quantifies the relative costs and processing times associated with typical projects within Metro Vancouver municipal jurisdictions. It has become a va luable tool to assist our membership in guiding their capital investment decisions. We believe that the survey has also become a useful tool for the municipa lities, whose active participation makes the survey possible, as a gauge for the regional competitiveness of their costs and approval processes.
Beginning with the 2011 survey, we felt it was time to recognize municipalities who in NAIOP Vancouver's opinion have gone the extra mile to assist our members in supporting investment and job creation within their communities. From 2011 and onwards, we are presenting awards coinciding with the release of the publication each fall. We have called the awards the "NAME" (NAIOP Award for Municipal Excellence) Awards.
As part of the NAME Awards, there are awards for Most Improved Municipality (won in 2013 by the City of North Vancouver, the City of Langley and the Municipality of Delta); Most Fiscally Re sponsible (won in 2013 by the Municipality of Delta); and for Most Business Friendly (won in 2013 by the Cities of Abbotsford, New Westminster and the District of North Vancouver). Congratulations to all the winners!
2014 marks the 15th anniversary of the NAIOP Vancouver Cost of Business Survey and we will be celebrating our Crystal Anniversary in our October 2014 launch. This is provided for Council's information. Delta won the award for 2013 NAIOP Award for Municipal Excellence in the category of `Most Improved Municipality'. 102 - 211 Columbia Street, Vancouver, BC V6A 2R5 Tel: (604) 601-5106 Fa x: (604) 681·4545 ofhce@naiopvcrcom Please visit our website at the following link to access an electronic version of the survey: http://naiopvcr.com/development-issues/annual-cost-of-business-surveyl
We hope you find this survey useful.
Yours sincerely,
Don Harrison
Senior Vice President, Asset Management, GWL Realty Advisors Inc.
NAIOP Vancouver, President 2014 PROMOOONAt SUPPLEME VANCOUVER
14TH ANNUAL NAIOP Regional COMMERCIAL REAL ESTATE DEVELOPMENT ASSOCIATION INDUSTRIAL METRO VANCOUVER . CHAPTER Development Cost Survey
Fall 2013 2013 Highlights The Vancouver Chapter of the Commercial Real Estate NAIOP will be acknowledging six munkipalilies that have excelled in creating Development Association (NAJOP) is pleased to present the environments positive to business creation. The !tree categories of awards ilre: 2013 edition of their Commercial Development "Report Card" Most Improved The most implOvemem compared to previous survey resul ts Most Fiscally Responsible Cost increases kepI in line with overall inflation Most Business Friendly Implementation of polities 10 support the aealion of new job spaces
The awards will be presented 011 the October t 7l>reakfast meeting
This year's wiMers are: MOST IMPROVED: City of North Vancouver. City of langley, and Municipality of Delta - they have managed an overall drop in costs of 20%, 18%, and 17%. respectively, flom the previous survey results in 2011
Most Fiscally Responsible: Municipality of Delta - has managed ith the last qU3rterof 2013 well to limit cost increases ovel the 10 W undcr W3Y, the next edition year timeframe 01 the study to 30% of the Indusrrial COSt of Business of the average rate of inflation Survey is rC3dy for yo ur review. While economic uncert::linty remai ns a Most Business Friendly: concern in 2013, ,here is optimism City of Abbotsford, New Westminster that another recession is out of dle and District of North vancouver picmrc duc to a stabilizing world Abbotsford's program lor 5 year staggered tal( incentive programs 101 commerdal economy. With the avaibbility of and induwial development continues invCS[lllem grade produd in short and both the District of North Vancouver supply, Merro Vallcou\'crs Industrial and the City of NewW5tminster market wC3lhered the 2008 downturn have made Significant progress si nce in re13ti\'dy good fashio n, with 3 20 II in shifting the tal( burden from s13ble remal ra te trend 3nd Ycry little of tlte C:l.SC study oudincd widlin this V31lCOUVer municipal jurisdictions. industJial users towards a fa ir ratio fOI subm3fket we3kness 3pparelll. Despite 3fricie. For 2013, the de\'C lopmellt Moreo\'Cr, we belie\-c the Survey C3 1l aU taxpayers in theil jurisdictions. rhe dramatic fin ancial turmo il ovcr project was, as per the previous be utilized by the rn unici paJ ilies, Some Positive Highlights to Note: the past S years, the 0 \·1.'1':'1 11 V3ClllCY in Surveys. the construction of a 2 whose active particip3tion n13kcs this • Seven dties have lowered their costs the Vancouver office market gencrally slOrey, 100,000 square foot industrial survey possible, as 3 g3uge for their • Three cities held their COSt Increases cominued on a downward trend. wa rehouse distribution building own development COS tS and approval to, or below, approximately Thc currcllt industrial \';leancy rate of on 5.5 :lcres ofland requi ring both processes. the rate of inflation 3.8% is down slightly fro m a }'C:lf ago. subdivision and rewning. • Proc5sing times are slable with NAJOP Va ncouver continues to have Just 3S the 2011 survcy reported, we increases in two munldpalities offset by a decrease In two concern over the declining supply of tbought it wo uld be imeresting to show rea.dily de..-dop3blc InduSltial land in the cosu wc first reported b3ck in 2001 n ex Some Not-So Positive the Metro Region and commissioned 3t the Survey's inception to gi\'C some SUIWY Scenario ...... 3 Highlights to Note: a study C3r1 ier this year to assist 3n historica l ill('crest of the inerC3SCS (o r Industrial tands vacant)' Report. .. , 4 • Four municipalities have increased industry-wide lobbyi ng C'ffort to bring dccrc3ses) comp;ued to the crl which Markey Beal- Industrial Snapshot, 6 their tOlal COSt to build the [he issue 10 the attention OflOCll has averaged 1.82% during the lime Market Highlights. ., 8 development proposal by at least and regional planners as wel l as our period. \'Qe arc sure you wi ll find these 2013 NAlOP Icon Profile., ...... , g 15% from 2011 to 2013 Provincial leadership. PbsI.' sec page 4 pa rticular results quite informative. Municipal Fees. 10 • Increases in development cost Mill Rates. 10 charges are again becoming a trend for more dCl3il on NAlQr Vancouver's In producing this annual with one-third of the munidpalities elrons ill this regard. publication, NAJOI' stri\'es to pco\'ide Munidpal Fees and Approval Times 11 surveyed rerording increases in The Survey, which is distributed its membership and the business Times. 12 DCC's from 2011 figures. 10 20 conlluunilies within the Lower communitr as 3 whole with a reference future Trends 15 • Of the two munidpalities with looga M3inland, rcquires each lllullicip3lir), tool tll3t qU3ntifies the COStS and Move Towards Green.. 16 processing times. one is over 100% to identify the COStS and processing processing times 3ssoci3tcd with typical Campa/alive Tax Burden 17 longer in 2013 than in 2011. times 3Ssoci3tcd with the p3ramclers dcveioplllerH projects widlin Metro NAIOP Mentrohip Program 19 LARGE EFFICIENT flOOR PLATES I 17 FT CEILINGS I INTERIOR TRANSIT CONNECTIONS I OUTDOOR SPACES ON 3 LEVELS
pacific • centre FOR MORE INFO I 725GRANVILLE.COM Regional Industrial Development Cost Survey - Fall 2013 3 NAIOP COMMERCI ... l IIE ... l E8TATE DEVELOP MENT ... "oeIATION
Industrial Development Scenario
The proposal consists of conslnlcting to create one parcel, wllich wi ll have process of rezoning, subdividi ng land I a 100,000 square foot (9,290 squ:ue net size of 5.5 acres less road and other and obtai ning dt.'VClopmcnt and build ing metre) concrete tilt-up distribution dedications. T he newly created parcel will permits. The intent is to warehouse with a 15,000 square foot enjoy 490 feet offromage on a 15 year--old Scenario (1,394 square metre) office component dcdic ued Illuni cipal roadway and imcrior T he COS t 10 construct the building. accurately reflect in a single story SUUClUre. The Officc parcellincs with adjacent lots. exclusi\"C orland cost but inclusive of component of the buikling will be The properly is located within an area on-si lc improvements is estilllatl-d 3t all of the Municipal impro\-N throughout as required by code designated 011 the Municipali£}'·s Official a IOt31 of 587 per square fOOl (5795 0 for its designared use/ocrupancy with two Plan as suitable for Industrial Usc and per square foot for build ing and 57.50 costs involved in the (2) fUll 3-picce v.'3Shroom facilities and the design complies with all of the bylaw per square foot for sil e improvcn](:ms) process of rezoning, the W:uehouse component with one (I ) regulations governing the genera l office! or 58,700.000 for the purposes of this fu ll 3-piece facility. Both areas will be fully industrial lOning in the jurisdiction. exercise. Offsitc works wi ll be necessary subdividing land sprinkJered, unless this requirement is not Additionally the land is loc:ucd within a in the :tmoullI 0($750,000 for street and mandatory in the partiollar jurisdiction DeC applicable area (if the jurisdiction drainage impro\"C ments and these works and obtaining and will require all new se n'ices from the employs a DCe bylaw). Subdivision. are not DeC f(:bat3bk . property line. Rezoning and a Development Permit will development and The building is proposed for an be required. unsubdivided, Residelltially lOned 6.0 acre The intent is lO accur:ltcly rcfkcr all building permits lot. The land will have to be subdivided of the Municipal COStS invol\-cd in lilC
PROPOSED INDUSTRIAL SITE DATA:
SITE AREA · 5.S ACRES (2.226 HECTARES)
PROPOSED BUILDING
WAREHOUSE AREA: BS.ooo SF OFFI CE A REA: 1S ,OOO SF
TO TAL BUILDING AREA: 100.000 SF
CONSTRUCTION COST O F BLDG. . S7.950.ooo.oo
COST OF SITE IMPROVEM ENTS - S 750,000.00
COST OF OFF-SITE IMPROVEM ENTS . S7S0.000.00
360'·0- _. b "'''''''' WAREHOUSE ~ "~
~ ~ ;!:j '";!:j ~ ., OFFICE ~ r ~ ~ "' 4f 11 '· 10- "-19]",2- 18 ·· 1 - 93'·2- 18·,1 • 9)'-2" H -Ol '- 1 I ' L I!' ~ M Utocll'Al.ROAD 4 Regional Ind ustrial Development Co st Survey - Fall 2013 NAIOP CO,,"IoIEIIC' ... l IIf ... l EST"'TE O[Y[lOPloiENT "'liSoe'ATION
Vacant Industrial Lands Inventory Report
EXECUTIVE SUMMARY JUNE 2013
ACKNOWLE DG E M E NT NAJOr Vancouv('T would lik(' to acknowled ge Metro VanCOU\'l'r for supplying ,he Metro V;a.llcouvcr 20 12 Industrial Lands invclUory 11.11:1 upon which ( h i~ re port is based, P:l cific L:lIJd Group for the ana lysis of tht: EXECUT IVE SUMMARY authorities. enough protection com;li ned both within th(' Mctro Vancouv/:'r data and CBRE lid Vancouvcr re tained The primar), purpose of this analysis was 10 Regional Growth Str.l tegies as wel l ;15 local and Colliers International for their NAIOP Pacific Land Resource ('llSlue that key polic)"11lakers such as Metro municipal1.Oning to protect currem l), 7.oned aSSiMJIICC on the em studies. Group Inc. (PLG) to provide a finer gmined Vancouver arc working with as accurate and and designated industrial lands. ;l!lalysis of the repon authored by Mt·uo n'alislic information database as pos~ible T he methodolog), for this analysis consistt-d For a copy of the Full report vi~i llhe V,Lncou\'C'r entitled "Market Readiness of 10 guide their decisions with regard 10 the of assessing and c;lIcgor i ~ing the de\dopment NAIOP V311couwr wl.'bsile; Metro Vancouver Vacalll Industrial Land$ ~, industrial land base. potemial of currcntly \"3.C2nt industrial land www.naiopvCT.COIII daled AugusI2012, which was b;lscd on Metro NAIOl's interest is:tligncd with the region's parcels by the following constraints: Vancouvds No\.... mbt-r 2011 report elliitled illlcrest in ensuring that the region rerAins the • GovcrnmemlQua!ci-Govl'rnmelli owned; MMctro V;lIlcouVl'r 2010 Industrial L:t nds :tbiliry to support the expected fururc growth in • Dcdic llcd as rood; InvemoryM. The 2012 Mctro V.lncouvcr repon employn~ 1lI both in thcshon to medium term • Currelll industri:tl use; undertook,,- geneDI a.ssrssment of the amoum :tnd in the long term as .... '1:'11. NAIOr WJnu • Current non-industrial usc; of indumial lands potcllIially ,!.\-a il:tble for to fosH.'r an environment wherediscu.ssion)C:ln • Environn"ll'lltllly-sensitivc are.:l: dewlopmelll in Metro VanCOU\l.'l both on a u ke place bcrv.~n all stlkeholders regarding • Unsuit'3blc topography; short lerm (before 1017) and long Il'rm b:tsis. region.:lllcvel opportunitie~ to secure futur" • Non-industrial designation; . Servicing As the Metro Vancouver report spceific:tlly l.:Ind supply along corridors where there is restrictions; and noted th:1I :til a~nl(m was not completed signific:t lll regional inve5tmelll to improve • 1501:lIcd \ou: under 1.0 acre. on the potential constr.lints on devt'Jopmem goods movcmelll infrastructure such as the 4,521 acres were identified in the Metro of the lands identified in the report, N/\IOP South Fraser and Nonh Fraser Periml'ter RO:td Vanco u\"l~r repon as a\-;lilablc for industrial V:tncou\'er requested lhat PLG undertake a projects. dcvelopment before 2017. Ofthosc, 792 acres further re\·it,w. The purpose of this review is NAIOr is nor in favour of thc esrabliMJmt'1lI cOlwstcd ofisoLm-d, oon--comiguous individual t .....ofold: 10 aucss the dC\'t'Jopment cOtlUr.lims of an Industrial Land Reserve (lLR) a~ we parcels categorized as unavailable for short of Ihl' lands Metro Vancouver classified as believe that this will sevt.'rely limit thc ability tcrm development and thcrefore not included potcntiall)" :t\-;lilabll:' for dl:'\ .... loping in the short of the rq;ion to respond effectively to market in the anal),s is. The remaining 3,729 ac res tcrm; and to provide :tdditional information [() forces and infrastructure ch3ngcs and shift we rl:' organized into 17 areas to assist in the our members, key policy makt'll both in Metro uSC's and nansportarion p3uerns O\'er time. VancouvCl .Indothcr rrovinci:al and Municipal NA IO!> believes that there is currcntly COllti",ud 011 pagr 5
Environmental Services for the Real Estate Heavy Lifting I Development Industry. When it comes to solving your environmental issues, we do all the heavy lifting. Our smart and practical approach works to reduce risk, cost and aggravation.
SERVICES INCLUDE • EnVironmental Site Assessments • EnVIronmental Plannmg Pottinger Gaharty • Contammatlon Management • Construction Monitonng d/PGL I ENVIRONMeNTAL CONSULTANTS Contact us: 604.682.3707 [email protected] Regiona l Industrial Developme nt Cost Survey - Fa ll 2013 5 NAIOP COM Mt ACIAl REAL E STATE OEV[LOP MENl A9S0CIATlO'< .. .. ~o •• " eOUVK~--. C .... TO~
Executive summary
COllrilllll'd frolll page 4 analysis. B:ued on recem 1113rket information Based on the historical average of land The analysis also demonstrates that the 6). Wt: used par.tmeters based on real demand (nm ;I.\,;libble 10 Metro V;lncou\'t'r;lt t ~ time absorption of250 acres per yelT (u determined ;n':lilability of I:tnd for large distribution, from tenams currently looking for land in of their 2012 report), an additional 241 acre~ by MetTo Vancouver using sta liSlics from regional contraCtor~, food service and Metro Vancouver. Allhough tht: Metro were also included for a toral of 3,970 ac re~. 2005 to 2010). the full 2,443 acres represem agricultural cold srongt· faci lities, nadonal Vancouver report indica tes 4.521 acres of T he ana lysi~ determined that 1,517 acres of appro:timatelya 10 to 12 year supply from and international logist ics. e-commercc, avai lable industria! hnd in the region, this docs hmd were impacted byat lca.st one dl·vclopmellt 201.1 This isonlya potemi:ll supply constraint and large sca lt· manuf.lcturing corporations no\ mea n that all the properties a\~li lable mcct constraint. Of the ca tegories ide-ntified. and could be offsct by a nu mhe-r of f.l ctors is limited in the short to medium term. the needs of ten:lntS or end users in the market. Government or Qu:u.i-Go\"t:rnmellt ownership and trends, both globally and loc:llly. Local Additional industrial lands arc considered 10 We found only :1 handful of sites that would wa~ the mo~t prevalent restriction which devclopment economics cou ld also add supply be available after 2017. To further explore meet the large distribution tenant's criteria. encumbered 913 acres of land. T his resulted through the redevelopment of unuermilized this with the- current marketplace, NAIOr, It is import:mt to 1I0te that smaller industrial in 2,443 acres ofservicl!d, privately-o ...."Tled boo lands and designation of new lands that can with the assistance of CBRE Lid and Colliers busintsSCli and activities can Ix: accommodated available for neaT tt"am de-vdopment. all impact absorption and supply. Imernational, undertook case studies (Section on smaller sltes.
lands Avallable lor Development Before 2017 (ExcludIng Pa rcel Size Breakdown of Lands Avolloble for Developmenl (Tolol: 2443 Ac) : 2,443 ac
Surrey. 8A6 ac
New Westminster. 50o,
Maple Ridge. 54
KOFFMAN KALEF LLP The Commercial Real ES late Group of Koffm an Ka lef LLI) arc: B U S I N ES S LAWY E RS
Our Commercial Real Estate practice envi ron mental and municipal require group represents clients in a va riety of ments; bare land strata developments, complex real estate transactions and strata hotel and recreational develop development matters including: the ments, and leasing transactions pu rchase and sale of shopping centres, (industrial, office, rela il , and Fi rst oflice buildings and industrial park s; Nations). We also advise our real strata property developm ent matt ers, estate clients in connection with including the preparation and filing o( construction, takeout and in ventory Disclosure Statements under the Real financi ngs, and the structuring of joint Estate Development Marketi ng Act; ve ntures, co-ownership arrangements land assem blies, subd ivision mallers, and real estate syndications of all including proVidi ng advice regarding types, includ ing limited partnerships.
19th I-loor. 885 West Gc-orgl3 Street Vancouver, British Columbia V6C 3 H ' ~ Canada Telepho ne604-891-3688 Fax 601-891-3;88 www.kkbl. conl Standing I~ft to righl: P.~!rK-k 1. Julian: Mark E. Wong : ,\ndww G. K!\dk:r: Michael M. Kale r: Andrea J. Watc~: Mor\; A. BkHOftl: Sun Wong Seflltd!rom lt!t lo ril:hl: Lc~li~ A. Tu ch·r. Daniel S. Remick : M orlc~ Koffnmn. QC: Erin K. Tail 6 Regional Industrial Development Cost Survey - Fall 2013 NAIOP CO MM tRC I"' L REAL E' TA U DEVELO, .. f. "T ASSOCIATIO N Marketbeat: Industrial snapshot
ECONOMIC OVERVIEW 6%. Despite a dccrc35C in lC3sing 3ctivilY STATS ON THE GO espite being off 10 a slo-. ... smn in the duc to a\'3ilablc qualit y space, sa les activity 0,10., 0110'J Y·O·V "MONTH Dfir:;t qU:lIIcrof201 3, B.C.s ccono rny conti nu es 10 be Stron g, for frecsta nd ing CHANGE r OIl[CASl impro\'l.Q slightly by the end of the second and Slmla properties. There were lIlore Owflli Vacancy ..,...... ,,,,,, • quancr: not ;;11 a record-breaking pace bUi 31a than 10 properties til:\( sold for over five Oifte! Asking II<> nu (psllyf) n-S9 $1.19 ,,~ rt:m very rate. GOP grou1h wi ll not I'CJCh the million dollars this quaner, n3mdy 782 0 ~ • YTO l tailng Activity (sf) 7J'6s,619 S-719A'S .,. ... was & .. I.SQb levtl of growth dut experiencrd in 7860 7825 Venture Street (BUrtl3by) 201 2. Unexpocrcd weak Clpicl spending in which rrnded for $10.9 million and 1539 reo:flt months sreertd the pro'oincc off roursc & 1575 Vernon Drh't (V:l IICOllver) whidl LEASE RATES VS. VACANCY RATES from the :uuiciparm 2.3% gJ"O"-1h dut was sold for $85 million. $8.80 6.0% fon:ct'\tcd . but should rttUrt1 10 norm31 bods Another bri ght spot reported this $8.60 5.0% in 201 4 wim GOP growm c:xpcc«:d to reach quarter W:lS the: continu:nion of an 58.40 4.0% , h;gh of2.7%. ongoing trend seen since [he beginning of $8.'" ~ 3.0% Contributing 10 this im provement is the the year, the price ofl:lOd . Following the ~ $8.00 return of the housing market. According to rum of thc economy 3. t the end of2008, $7.80 2.0% the Uritish Columbia Rcal Estate Associ.,tion when 13nd prices lOok a sharp decrease, $7.60 1.0% (BeREA), residential s:alcs edged up slight ly we arc starting 10 see I:J.nd prices re!U rn $7.40 0.0% ill Mly a nd OVCDlllistillg'> on tile Multiple (0 [he R'Cord high prices not secn since its 120090 2011fli 2012 0 22013l Li'iting Service (MLS) were down. bOlh pC3 k in 2007. Many of Ihe submarkclS - lEASE RATE"" . - " - VA.~YRATE sUgb'Ol.in g signs of a recovery in the IlUrkel. 3re seeing achi cvt:o prices of:l million Folkr. ... ing a modest rise in March. n.c. dollars per acrc. a. few cven eclipsing the POSted the largest inCTea')e in n:sKicmial $1.5 mi ll ion dollar mark, p3ft icularly NEW SUPPLY build ing pcnni rs amon~ 1 all Canadi;lll in Burn3by and Surrey. Keep in mind ' .0 this is only occurring in lIlukelS where provinces, both in the Fraser Valk=y and the 5.0 Lower Mainland. la nd is avai lable, as land is a declining 4.0 commodity fo r most regions in the Lower i 3.0 INDU STR I A L MARKET Mainland. 2.0 OVERV IE W 1.0 ·nle leasing aspects for indus!!i31 m3rkets OUTLOOK 0.0 cominuc to show signs of Wl;.I. kncss Now that the results of the pro\'incial 2009 2010 2011 2012 YTO 2013 despite the o\~r:111 economic rc co , ~ry still eke-tion ha\1: been fina.lized, job undcrw:JY in Metro V3ncom'tt. Q,·cr:111 grow th, rcsidenualand non-residential - NEW SUPPLY \'3eancy roged up slightly this quarter,:lS construction, and the 0\"Cr:l1l economic 3bsorplioll was negari\'t, ending its stre:J.k rccm·cry wi ll resume at:l; steady pace. of six con~utivc qu:uters of declining Construction on new projects, both newest highwayMth e South Peri meter r:1 ICS. V3ea ncy rones in MClro Va ncou\'tr speculative and design-build, are booming Road. As apitalil.3.tion rates continue to still rem3in we ll below the 1l31ioll 3. 1 in all submarkcts in the Lower Mainland compress and interest rates remain low, avt:rngc, which is hoveri ng sli ghtly alxwc and Fraser Va lley; especially 310ng Mll C:s im-e5l111 ent will continue to be very 3ctive.
Vancouver B.C. market
SUI MAUET INVENTORY OVUALL Vacancy TTOWSI NG UND£R no CURR£HTQUARTUt YTD OVU AU WYO. AYO. NET WTO. AVG. f·.'. ACTIVITY CONST RUCTIO N CONSTRUCTIO N U SO RPTJO N A'SORPTIO N RENT A. l JlATt ADDITIONAL COM PUllON5 R£NTA l RATf." AbbotslOld 7."'.771 ..", n.", In9."9) (nUl9) H .le n ·,s ,.,.. .,o)J,9,1 ,,00,,11) .,0," 0 ('71~ 61 n .n "" .. N..,,"" "."SOl) f7·SJ u.ngley ,,5,010.1)4 .,.. )47.1'5 '9.7!>6 '9'.J'S l7M1O S1.J) U ·91 Surrey lU09.009 .... 690-S'U 97.771 .... " '11,'''' H -I' U.Sl FlIASEIIVAllEY 7S.l", .,~ .,.. 2,09s.nlo ',001,1)) 171.644 (8)AlI) lun $1 49 $'.'0 .... ." ~e.99~ .- Ill-Its J'I~ ""9 ~66~. (6,.suI '9:1."0 .... U I S Coq ui ~m 1A'J.S66 .... JOLk~ "9'- llJ.711 .... U ·'l 2.6l9,o.' " .. .u~ ...,., .~...... H A ' ..., Kn< wt'nmlnnn ...IJ9.;:1)O , '''''' (J1"71) SS_6l ...... ~ .... .,..., "'-, H ·ll HOlm Shof>e- - , ....,m. .... '06,1,. ~- u... , ...... ,. ... PO,I Coqulll.m 6,n1J19 ,.... ,,:1.]'66 ....'..... 4MOl (1' 0.9271 (60"~1 ) 51,09 SlAl Po' IMood~ 904A~ 4 , .... "',u '" '" 55·15 ,." Richmond 17.S6).96I .... ' ,120,60, 666.805 (81.)671 ·S,..." 5190 $l·ll V'nCOtlYt't 1).}n.6l1 .... 19) AU ~ 1~, 000 18,000 ~,09 4 '4,6,.. " -\16 H ·') LOW( R MAINLAND " ,.68SSl9 . ~ .L6.4,1}S 9)0.,07 ' ,100,293 (1' 9.908) 14S,711 '8.]0 $}.Sl TOTALS "'.9",8'1 ..... S-7l9A1S " O))~O ·A77.9)7 b''''''' 83',11 0 n ·80 H '7 • R(NTAl RAHS REflECT ASKING , PSF/ YEAR NAIOP BUSINESS CO MM E R C I AL R EAL ESTA T E DEVELOPMENT ASSOCIATI ON VANCOUVER VA NCOUVE R '" C HA PTE R
2014 COMMERCIAL REAL ESTATE AWARDS OF EXCELLENCE
MAY 28, 2014 I Fairmont Waterfront Hotel
NAIOP Vancouver, in partnership with Business in Vancouver, is delighted to present its excellence awards gala event: The 2014 Commercial Real Estate Awards of Excellence. This event will recognize excellence in Commercial Real Estate within the Metro Vancouver area for the 20 12 and 20 13 calendar years. The Awards recognize the full range of disciplines involved in creating successful real estate so lutions, while highlighting the leadership role played by property owners, developers and professional advisors.
The NAIOP and BIV Commercial Rea l Estate Awa rds of Excellence recognize quality and performance, innovation and creativity, teamwork and co llaboration, as we ll as community and environmental awareness.
Initial submission deadline for nominations: December 20,2013 Shortlisted submission deadline: January 24,2014 Gala date: May 28, 2014at the Fairmont Waterfront Hotel
AWARDS CATEGORIES
INVESTM ENTTRANSACTION INDUSTRIAL LEASE - Awa rd will be given to the team or Individual responsible for Award will be given to the team or individual responsible for negotiating the Top Investment Transaction completed during negotiating the Top Industrial Lease completed during the the calendar years 20 1212013. Selection will be based upon ca lendar years 2012/2013. Selection will be based upon the the complexity, innovation and creativity of the transact ion to complexity, innovation and creativity of the transa ction to meet meet the objectives of aU parties Involved. Market impact of the the objectives of landlord and/or tenant. Market Impact of the transaction will also be considered. transaction will also be considered.
OFFICE DE VELOPM ENT MIXE D USE DEVElOPMENT Award will be given to the team or individual responsible for Award will be given to t he team or individual responsible developing the Top Office Project completed during the calendar for developing the Top Mixed Use Project completed during years 2012/2013. Selection will be based upon the quality, the ca lendar years 2012/2013. Selection will be based upon functionality, leasing, sustalnability and financial performance of the quality, functionality, leasing, sustalnabillty and financial the project. Innovation will also be considered. perlormance of the project. Innovation and scale will be considered.
OFFICE LE ASE RETA IL DEVELOPMENT Award will be given to the team or individual responsible for Award will be given to the team or individual responsible for negotiating the Top Office Lease completed during the calendar developing the Top Retail Project completed during the calendar years 20 12/2013. Sele<:Uon will be based upon the complexity, years 2012/20 13. Selection will be based upon the quality, innovation and creativity of the transaction to meet the objectives functionality, leasing, sustainabillty and financial performance of of the landlord and tenant. Market impact of the transaction will lhe projecl.lnnovation will also be considered. also be considered. DEVELOPING LEADER (UNDER 35 YfARSOFAGE) INDUSTRIA L DEVELOPMENT Award will be given to the NAIOPVancouver Developing Leader Awa rd will be given to the team or Individual responsible for w ho during the calendar years 2012/2013 showed exemplary developing the Top Industrial Development completed during leadership in the commercial real estate Industry and who the calendar years 2012/2013. Selection w ill be based upon contributed to the industry in a significant way. the quality, functionality, leasing, susta lnability, and financia l performance of the project. Innovation w ill also be considered. This category shall include both multiple building projects and single building projects.
Download the application form at www.naiopvcr.com/events/cre-awards-of-excellence-gala/ 8 Regional Industrial Development Cost Survey - Fall 2013 NAIOP COI.HHRC'Al IlEAt ES1",TE DEvno" .. ENT ASSOCIATION
Market highlights
nNANT PROPERTYTYPE
71'S 11t h A~nue Burnaby Big lots W a r~house ' 60,000
7848 H o~kJnI s, , ~ t Delta ','1111111. DI!.ltlbIJllon Ltd. Wa fe h ou~ 67,608 11850 ' 0) A AVllnue Surrey A Nallonal Home Imp'O'o'emen\ Wholesale. Wa,ehouse SlGNIflCANTQa:tO'lJ $IIIMARKEY .UVEA PUflCHASE "ICE' 8PSf LI • "'......
7810·7860 & 78:tS Venlu." SIIH! BUlrIlIby 78zo/7U:sV"",ture St,~t Ltd . ,,0.905,0001 SIll
778l VantAgf' W.., Della ProduCl "'fe AJ~Uon SS.6So,ooo I S101
788 Cald", Stl~ 1 Detta GIit-IIon& Page !(... a~llnc . (718 Cald.w 16,000,000/5110 Sine.' Holdings lId,j SlGNlACANTQaIOQ 5UIMAlKET IUIlDINGSQUAIliFUT CONSTMlC11ON COMPlEnOMS
fa,l Richmond DhUibutlon (AnH,, - Bldg I Richmond ~ulil1w q, 1011
bst RJdwnond Oin,lbtrtIon CMtfe - Bldg 1 Richmond Spe
umplH'lI Helghllil S.... er Spe 8o Soo.rthfr,_tndustrlAlCtfltn! OoI:h. 5.pe<"uLnwe OJ >01) Golden hu 8u~jne .. Cenl,e - 81d9' '00& PIli Meadows Speculiltlve Q)201) <"" 10OS-10lS Derwent W.y OoI:lu 160.000 ACushman & Wakefield Research Pl.lbll",Uon WALES lID McLELLAND CONSTRUCTION Township of Langley Development doesn't have to be a drag Est 1873 Time is money. Langlelj To wnsh ip wi ll get IjOU to th e finish lin e faster. Township of Langley Economic Development 604.533.6084 tol.ca/econdev 20338 - 65 Avenue, Langley, Be 10 Regional Industrial Development Cost Survey - Fall 2013 NAIOP eOMMUIC'''l AE"L [STAn D[VHO~/oIUIT "'SDCIATION ' .....0 Y" .. CDun" • "M"~"" Municipal Fees .1 .; ! ! i i m j n~ j i i i• 15 h illS i h (1lyofeu• ...toy ...m '>OJ I...... ,~,,"6 .,..- nI~ .. lIl.)!) ...... ,.69,111> .... Ob t~ c ' ofM.oplellkl9- U...o" nt. U ..." IIoS90 Ie..- "'" .. l'O6, ~ O, ".>.'1' j'IIoSU ·S" (Hyol ""'I 101 00<1)0 tl.... 111 'JQ,6<04 ..... ,. "\'00 _ 01 15.00 ~"-<~. o.,ofAbbcM"Ofd'· •. •. Cllyoll'ltlMeodclw> " (loIyolCoc! ... 1I.wn •. ~- ~ IJl.J't4I ',.,.\.UO UA_ IJ...... U O"'rI .. oI_...... ' I~' 1l,413 fifo .. •. •. •. "'u ,... _ "'" ~ .w,.o.. '''''''''' uu. .." .... I).9f.& 1"' __of <~ IS .. l-..,.hIpol'l-..., --- .. ' / O lyolV__ , __ .,.... , '''M' "'. .- ... .. Ot)'of~ ~!!..':i!i:=~~!I-.&J,,"_ I)".- ,...... II\JoOO , ....- ~ .. "'''' ,...... o.. t rj · ~WJf>CM~_6.ot1o .... ~_IOtId .. !I...... , . .... __ <__ IO ... bbo" ...IIMi .. I."W ... &_c-...... ,...... b_""""" ...... ,,"Of~_ kK~ from lOll Suffly 'A...... _lIonro __ ""'"''''.. DCr••• I __~O''<> BEST MANAGED ~I COMPANIES NAIOP woukl li ke m ack nowledge and ,han k all of the municipa li ties who took part in this )'t:ar's Development Cost SU("\"C)'. P:micipation is voluntary and the rime expended m respond to it an be significam, not unlike a ~ rca l ~ dC\'\:lopmelll application. Development ill an)' jurisdiction is a partnership betv.ccn busi ness and the commun ity. NA lOP is pleased 10 be in a position to work, on behalf of our members. with all of the MelfO Va nCOU\'t:r jurisdictions, which panicipated in the publiC:ltion of this in format ion for the business communi ty. NAIOP would also like (0 acknowledge the cOfllribut ions from Cwhman and Wakefield for the Market Beat Report. NAIOP COMMERCIAL REAL ESTATE DE VE LOPMENT ASSOCIATION "'I!T" a VA N COuvlill • CHAPT " " VANCOUVER CHAPTER ww.naiopvcr.com OMICRON" A BETTeR WAY. Reg ional Industria l Development Cost Survey - Fa ll 2013 11 NAIOP CO M MCFICIAL RE A L ESlATE DE VElOP M ENT ASSOCIATION .U TR O VO~ CO"" R • C .... ~ .. R Municipal Fees FE ES AND SCHEDULE N; DeC's are normally the largest compared to other Cities sudl as M ission and 20 13. Of the 18 mu nicip:1litics t.hJt The tocl fees levied by each municipaliry component of the o\'era ll COSts of and New WcsuninSler who do vary responded 10 the sut'\'C}', nine reported a for !I'M! construction ofa 100,000 sqll3.re foot development, we WotlkJ normally expect De C charges. Both New \'\festminslcr wide: r.mgcofinrn:ascs rangi ng from 1% to i ndus tr~ll distribution warehousc and offICe .. dC\'eloping ~ arc.1S to POSt the highest and Mission assumed the parcel ofland II(No. Se"cn municipalitiC'S reduced fi:cs buikling devclopment (as describcd on ~ increases but in this case it wou ld used in the srudywas located in a low O\'ef this time hame. 3) are p~tcd beJo..y. It is import:tnt to appear that DCC's arc lXIll3. lIy high in DeC !':lte area and the resul ts should be note uut one of dlC main fees le\tied by each some already urOOn il.cd municip:1 lities. considerro in li ght of these mcts. (PI COMPARISON MARCH 2001 TO 2012 mw,icip:1liry are Dc... dop menr Cost Charges particu larly Vancouver and tbe City of CA'ef this time period. the ~AJ1 Goods (DCCs), which tend to \-.try among'll. and La ngley. We wou ld also note that Cities FEE CHANGES 2011 TO 20 13 Consmner Price In dcx ~ in thcGrcan:r with in, each municipality. Be mindful of such as Riclunoud who do nOI \'ary their -nit' graph on the right ilh.lstI3 lC.':S the V311COU\'\:r Census Mctropolicm An.":I. the range ofDCG when rt.'Vit.·wing the IOCII DCC levels across their municipality can percencge d13l1b'C in d('\clopn)Cnt fees incrcasOO by an average of 1.82%. (Source: d('\'elopmenr costs. appear to be higher COSt jurisdictions when IcviOO by each Illunicipaliry \xtv.'C('n 20 11 BCSets). Percentage change Total fees. excluding Metro Regional charges & t axes , "" ...... $ 1,030 •• 18 -rlS~ """" .. - $676,671 T~af~ncIrI""-- ~ I . 10' ...... -of LMoCIrf S56l.~9 City of Port CoquItIam Otv«,.,"~ $S)9.BIO f .. "'"' OIt¥oI~ $510.89) DlstrlctofMl!; Annual change ' .lll< Most Improved 914" .... - 1.72.15- ..,"" ...... I~~~~~~~~~~~::::::::::::~::~...... Municipality: OIfol- ...... 1.91" -" ,..... Joint award 0 ....."""- __ "." ~d-~.- __ ~-~§;;:==~7.,",'" -City of North Vancouver, "".- '-0'. 0Iy of _~, O()()K City of Langley, and QQo"'-...... "'_ ..... ~...., ·0_ "" Municipality of Delta ClttO"~ ~ •. ___ O.lMli Uf"'~ OOOK ...... ""- ~~~J.OIIII --...... - .... 7,,)1".... -- ''''' .- " ... " .... 12 Regional Industrial Development Cost Survey - Fall 2013 NAIOP CO"IoIIEI'I C1 Al fIIEAL f l '''Tf DlYlLO' .. ! .. ' Alioe l AT I ON Timing Ruonlng 1'f0Cfl1 ~ t {d.ys ~fml t "'oceu ''''' City of AbboufQtd "', ,..~ concurrent «>n(\l"~ 1 concur'lM! ~ " '" Cilyof(hllllwick "', j<>-90 (onCurrenl concuulffil COMuffrnt " " ... Townshlpolu"9It'Y N 9O-'lO COn(\M"A:nl tOOCUlfiffil concurrent ~ ,~ '" (Ily 01' Richmond s··o 9lH20 concurrent concuIIH11 concurrenl '" '" ... CltyotPlII ~ldows )0-90 COflCUl~1 CU>(U ' ~ I , ~ , ~ ... "" , ~ Ohl.kl of Minion "', jO-9O concurrent ConCUffHlI Q' '" '" City of La!>gle')' concurrent COOCUIfe ' OUI"""O\I_.In<"-oI<""""'onIpr Approval Times 1\ Ihe right, the lotal approval limes - from 0 application date to Building Permit - arc (.cyof PorI '-"II.", 510 shown. Appro\':J.l time frames shown can and will 01',01 Nftw WHtr!lII'\II ... 270 extend beyond the periods nOled if the dt."\'(:lopcr CItT«V~ '10 01.\11'" d....,,,,, AldI' '<10 docs not supply necessary information with the City ct NOrd'! ~CUIIr' ,<10 initial applicnion or respo nd to reques ts for (II'/' of "'" Moocty 180 additional detail or clarification in ;a timely manner. ISO Carrying rosts (illlcrcst and t:lXtS) represent a IroOoklPalr.o"' .. d DCa ISO Dr1Inct cI tr.ortPI \-'~ oonsidcr.:J.blc oomponem of prc-construction ISO ISO apenses and additional time spent in the municipal OttekroU cI "'""'".. ,..,. 120 approv:a! process inC'e;l5(S those ooSts. CIt., of LInIkT 120 OiI;vkl of MluJon 120 Qvoll'1Q. ....~ 120 Otr rJ IIkIwrIotMI 120 '_nlhlPof~ 120 CIt, 01 CMtw.t !lO City til AtlboUkItlI !lO o "Xl lOO ... '" "" Creating Real Estate That Works Anthem Properties has invested in, developed, and or managed. alone For leoning opportunities Anthem () or in partnership, over 210 projecu, in virtually all asset classes. with a 604.689.3040 cumulative value of approximately $2.5 billion. With over 2,6OCl residential PROPE II T I ES For Investment opportunities units in active development and 3.5 mill ion square feet of commercial 604 .638.8899 space owned and managed. Anthem Properties is actively pursuing a wide array of real estate opportunities in all asset classes. Visit our website • anthemproperties.com 14 Regional Industrial Development Cost Survey - Fall 2013 NAIOP CO MM ERCIA L REAL ESTAlE OEVElOPIoIEIIT ASSOCI ,t,fIOH '''T~ O UNCO .. V U • CM .... ~ NAIOP Icon Speaker for 2013 lkOOie Foundation in 1993 and Kei th has been married (0 holder sincc 1953), who. umil a have been 3ctiyc supporters over his wife Ben), for 47 years and few years ago h3d neve r missed {he years of Burn aby Hospital, together dtt.:y h:wc olle child a home game when he was in St. Paul's Hospital. VCH, Simon (Ryan). Keith has three children IOw n. He also enjoys watching Fraser Uni\'crsiry. Be lT and (Lana, Tanis. Colin) from rhe Be Lions (season ricket Douglas College. In 201 1 Kei th his first marriage, He has JO holder sincc their fim game and Ryan donated $22,000,000 gr:lIldch ildre n and four great in 1954). traveling (0 Hawaii, (0 SFU and n:I.l11OO the business grn ndchildren. cruises and spcnding cvcry faculty the Bcedic School of He is an avid Vancouvcr second weekend at his pb.cc on Busi ness. Canucks fan (season ticket Ltkc Wil:l(com. Keith Beedie, Cl"lairman ami Cl"liel becutive Olfica,!he Beedie DeveIopme!1 t Group aiop Vancouver has selooed 011 Gilmo re in 2007. The SINGLETON URQUH .. RT'$ Nits :Ull1uallcon speaker, company constructed over 200 an individual whose lift' in our single family homes in the 1950's industry epitomu.es the hi ghest and GO's, including fi\"C PNE \":llucs of outstanding cllstomer pril.c hom cs bc£\\lcen 1%0 and .service, uncompromising 19M. From the beginning, it quality in construction, 10}'3lty established a reputation built on CO ... M.U(.Al PttOHITY to em ployt.-es, :Uld support of quality. .. uu ••"'. Of COM"" .-ctA' IIAI. [UArI .xpunn his collllllUnity Keith ikcdie, Bct-dic Construction mo\"Cd GR Future Trends A s an indic.u ion of wh:ulhe future could bring. KNAJOP indudes:1 section wi thin itS survey 011 furu re policy directions :1 nd dl:1ngcs (0 cxi5[ ing policies lim ~re under consider.auon at the lime of public::ujon. This information comes with a ge ner.a l disclaimer lilal all or a majority of these pmellIial Chlllgt:5 lre subjOCt to either council or staff :lpprov:J1. :llld final drafting. Below arc some highlights of wh:u could be coming in the near future 10 :1 jurisdiction na r you. City of Abbotsford The C ity of Abbotsford has Reyitaliu tion Tax Exemption Bylaws for specifically design:lled and city wide commercial and industrial development applic:llions. Where projects lit" deemed to be eligible. the municipal portion only of the IOt:a 1 t:IX bill is reduced on :a slid ing scale over a fi ve yeu period :IS follows: Year 1: 100% exemption; Year 2: 80% eIC mption; Year 3: 60% exemption; Yu r 4: 40% u e:mplio nl a nd Year 5: 20% exemptio n. City of New Westminster 1- In order to encoumge more business :alld be more compelitive with neighbouring municipalities, City Council, in January 2013. approved a 34% li ght industrial tax mle reduction over the next three years. There wil l be a 20% reduction in 2013, S% in 2014 and 9% in 201S. 2- We anti c ip a {(~ the adoption of the Q uccnsborough Communiry Plan in full 2013. The Plan will provide City of Port Moody production. distribution :and repair. Underway. the development and busi ness community with ebriry OCP update underway. 3- Broadway Uptown O fficc District (Broodw:ay, around the issue of indus tri al lands in Quecnsborough. from Oak St to Yukon St): This area is under review :IS The Plan will include a ncw land USC' map which City of Vancouver part of the Broadway Corridor Planning Program. The: reflec ts the Ciry's policies fo r ellcour:aging industrial 1- Mt. Pkas::lIH Industri:al ArC':l: Rccelll changes [ 0 land usc direction is to incre:l.SC' offi ce building density and employment gcnerating uses 0 11 industrial and the I-I w ning now permit additional office floor area and height. commercial lands. (:lbo\'e the 1.0 FSR already allowed), provided th:lt 4- False Cree k FiatS Industrial Area: Under sllld.,. se rviee/industrial Sp:lcc. equal to the additional office :IS part of the Eastern Core Strategy, 10 ex plore fuU/;e City of North Vancouver noor area . is provided at the ground level. Approved land usc and Imnsport:ation options widl :a focus on The District is continuing our work on r("LOliing February 2013. cre:lling job space. Underway. hltp :ll vancou~·e r. c:1 1 hom e exisring industrial land 10 our new "employmclll zones" 2- Burr:ard Slopes Induslrill Area: Zoning changes property-develop,nelltlviaducts-and-t he-castcrn-core which were design:ated to be more busincss friend ly lnd :arc proposed fo r Ihe IC zones to incre:lSe ser\'ice and str:J.tegy.aspx allow fo r greater flexibility for business. office lIses wllile maintaining the industri:al role for • -.. • • II It \X >r an! derlned by ~ nallltal beauty. to attract ~t and aeate ~ I;rd, dvene WOI'ickIrcerd~ high ViIue jobs in key seeton.. to ~ ~ bordet O'CKsirlis & uports. T ilfk to us today about now your DiscOllC" why Ioaoting )'OU" business here may innovative ideas wiI contribute to just be the: best move youl eYe!' make. our tMving local econc:my. ~ .... ,.. !!!I ~ www.investnorthfraser.com 16 Regional Industria l Development Cost Survey - Fa ll 2013 NAIOP CO "'IoItllC: I"l ilEAL ESllllE O£Y[ LOPIoIE N T ASSOCIATION Move Towards Green S;1 'snapshOl ' of the increasing move MunklpliUty C1:S Langley Events Centre. s:::: Mercedes-Benz Terminal Avenue. COMMERCIAL C1:S Ritchie Bros. Auctioneers head office. Canadian Tire Southwest Marine Drive. REAL ESTATE s:::: - The Westerleigh Retirement Residence. CD Mountain Equipment Co-op head office. > Coming What do those buildings have in common? They're all Ventana Construction projects. November 12 We've been working with our clients si nce 1987 to help them build the commercial. industrial. multi· unit residential and retail buildings that BUSiness in Voncouvers Commercial Real meet their unique needs and expectations. Estate Quarterly offers business readers the latest commercial real estate news, trends, and Contact us today and add your project to that list. developments from across the lower Mainland. VentanaConstruction.com 604.291 .9000 .. SPONSORED BY ..c BUSINESS c -OJ VANCOUVER > • blv.com Reg ional Industrial Development COS1 Survey - Fa ll 2013 17 NAIOP-~---- COMMERCIAL REAL ESTATE DEVELOPMENT ASSOCIATION '... RO WANee,nu • e.U ... R Comparative Tax Burden hile ir may nor be the prim:uy consideration , a growing by lowering or maintaining the busi ness tax rate at Ihe expense of an W number ofbusincsscs arc considering the impact of the increase in the residential rate. For light industrial property tax burden, and the variations in that burden across the For 2013, the five municipalities with [he lowest commercial to region, when making the decision on where to locate. Property taxeS residential property rax burden (rated from lowest to highest) were: and commercial arc 1I0t, for the most part, fuctorcd into per~sq uaIC-foot lease prices • City of C hilliwack but, like common area and maimenance (CAM) COSts, uley are paid in • C ity of Abbotsford properties, research addition to the base lease rates. • City of Langley Municipa l property taJ(CS pay for city services such as parks, roads, • C ity of Surrey has indicated that urilitics, policing, fi re protection and local impro\'ements. Property • District of Maple Ridge tax rates within allY municipality arc impacted by two fIctors. The Tbe fi ve Meno Vancouver and Frase r Valley Municipalitics with the ideal median fi rst is the \';llue of the property being taxed and the set:ond is the tax the highest commen;:i:Li to residential property tax burden (r.l.ted from tax ratio (industrial/ rate (mill rale) that rh e municipality applies to various property types. highest to lowest) were: Municipal ities ensure thei r ability to balance their budgets with their • City ofNcw Westminster commercial tax rate ability to adjust mill ra tes. •Ci tY of Pon Moody The properly taX burden fo r husinesses varies from jurisdiction • DistriCl of North Vancouver to residential tax to ju risdiC(ioll however, compared to residential tax rates, busi nesses • City ofCoquitlam ('industrial' and 'commercial ' property des ignations) pay a • City of Vancouver rate) is 3 to 1. significamly greater proportion of the property taxes. Small and medium sizcd commercial businesses arc essential to For light industrial and commercial properties, research has the socio-economic health of the community and contribute to the indicated that the ideal med ian tax ratio (industria l/commercial t.'\x goal of build ing compact sustainable cities. ratc to residemial tax rate) is 3 to I. Less than half the municipalities High municipal property t:lXes ror these types ofhusinesscs Less than half surveyed arc in line with this ratio. The awareness among husiness have serious impacts on our city, neighbourhoods and employmellt the municipalities owners of rhe d isparity berweell commercial and residential (;l.X rates opportunities for residents. Although, it is often said that businesses is growing. The District of North Vancou\"cr's ratio in 2011 was B.B ~ don 't vore ~ in local elections, in rea li ty they do cast a ballot, by surveyed ar in line to 1 and has been reduced 10 4.6 (Olin 201 3. Similarly, the Cit)' of making the decision to re locate to lower COSI jurisdictions in which New Westminster's ratio in 201 1 was 7. 1 to 1 and ha5 been reduced thcir business can thrive and contribute to the sustainahiliry and with this ratio to 5.8 to 1 in 201 3. \Vlc commend both municipalities for their efforlS vitality of their local communities. Mill Rates ~Ol1 201l MunJ d"",lIty U ght tndunrl.t R.. lda ntl.1 UgM: InduSlrI.t 10 Light Industrial to Residential Ta x Ratio Rank Rank MltlRIt.. MIU Rat .. Ruld .. ntlatTax Ratio Me tro V~n(O U Ve f CI1YoI_Wn tm Loli t.. CI1Y oIPofIIoIoooIV , .W' '''' OtyofChlUiwadc 9·905] "78]7 .on (lj,tfI ADVERTIS I NG FEATURE NEXT ENVIRONMENTAL INC. 15 A scientific and pragmatic approach has catapulted Next Environmental into leadership position in the successful reclamation of contaminated land site in the Lower Mainland ... " 1S years: Founded in 199B Major projects: Har bour si de Bu sine ss Park {"North Shore Aut o M a ll ~l: The Pier, Nonh Vancouver waler Iro nt: Canada Lin e rapid transit line; Awarded cleanu p of the Canadian 2012 Br ownfield Site of the Yea r From Stage 1 investiga tions to ~ ( ertificate of Com pliance" Hund reds of con tam ina ted siles successfully cleaned up and open for business. Or. Hum Gron . found er and president of Ne xt Envl ro nmentallne. Nu t hu been entrusted with some of 8.( .'s Iltlut and most com plu land remedialion projects over Ihe past 15 yearl I Nexl [nvironmentallnc. NEXT ENVIRONMENTAL: " WE DO SOLUTIONS, NOT STUDIES" a rmer biology professor Dr. develollillem employ ing dozens a nd IIU n)ber of ot her regulatory firs l 5, development Indusl ries. " It Is oft en a lIa rm Gross, who also holds ge nera ting wages a nd taxes for the Incl uding a breakt hrough on mul matl er of common sense and calcu Fan MBA from lhe University of communit y. tiple municipal permit approvals lated ri sks," said Gross. B.C., fou nded Next Environmental Word quickly spread a nd Next has that most In the Industry thought British Columbia's Environment Inc. 15 years ago and quickly buih a since been enlrusted wi th some of impOSSible. Min istry lists 9,000 contaminated rc puta! io n for successfully and ef B.C:s la rgcst a nd mOS t complex la nd ~W h cn lYe bcgan the Ilrovl ncla l land sites, and Gross notes more a re fi ciently reclaiming conta minated re mediat ion projects, including the regu lations on conta minated land bei ng added as sunsct lnduslTi es land siles in Canada's 1lI0S1 regu lated transformation of the gia nt Versatile covered six pages. Now It represents phase into t he modern economy. It environ ment. Shipyards on Ihe No rth Vancouver four binders. each three-inches Is Nex t"s role, he eX I)lal ns, to ensure Nex t 's fi rst client Is symbolic of waterfront Into a vlbr:lIl t ret ail a nd thick wllh double-printed pages," that transit ion Is as clea n and ef· its pragmat ic a nd groundbreak ing resident ial community; the Canada Gross said, l ie knows because he ha s ficlent as possible in llie timeliest approach that has resulted In mulll Li ne; a nd the innovative remedi· read every word, ~ It ls Important to manner. million doll ar land re-developments, ation of lhe old Delta Sha ke &- Shin understand how the regulatio ns arc ·We do solutio ns, nOt studies," said some on 'brownfie ld' shes t hat most gle la nd fi ll. na med as the "Ca nadian st roct ured and where tlte flexibi lit y Gross from his Burnaby office where experts had deemed worthless, Nex t 2012 Brownfield of the Yea r ~ by the can bc fo und," he said, a wall of Cert ificates of Com plia nce was called in when a large developer Ca nadian Urban Institute, Next's As a biologist, Gross has a deep gives evidence of Next's success. was attempl ing 10 build a Nonh precise modeling of groundwater understa nd ing of how pollution -Our goal is to provide both environ· VancoU\'er business park on a former flows proved that many sites were a Hccts every living thing. As a bu si· mental a nd economic solut ions that industrial site. Etlrlier studies had not CO nt ll mlnated, using rules later nessma n a nd a fo nner Seal iabank our cllems. and Qur ecology, can live est imated the cost of cleaning up embedded in prov incial regulations, executive, he works to find the ri ght wil h: the MILESTONES: ~ Next Environmental specializ es Nex t prepal es site c Next provides Next add resses c n; C ~ c in land transactions and has C .. Investiga tio ns and in ,~ information ClH icalto .~ co ntam ination in the .~ ~ ~ E ~ u extensive ex peri ence investiga ting .. ~ Env ironmental evalu ating the man y manner necessary to ~ E ~ .!! '6 ~ c '" properties foll owing Ministry of Assessments, wh ic h me et ~ remedial options obtai n a Ce rtificate of c ..~ .~ .. e ~ '" E Environment requ irements. < Min istry of Environme nt ..> availab le. Next .. Comp liance from the £ '>c c ,:; ~ re quirements, repor ts are detailed , '" Minis tr y of Environment , c ~ ~ wellllluslfated and and municipal approval. ~ informa tive. Regional Industrial Development Cost Survey - Fall 2013 19 NAIOP COMMeRCIAL hEAt ESTATE D~VELDPMENT ASSOCIATION NAIOP Vancouver Mentorship Program an Outstanding Success!! n October 2013, NAIOP years of age or younger. llle 24 tbe \'c ry successfu l formula, with alike S3.y the program has been a I Vancouver is launching irs mcnrors chosen were al1 lcaders in 3. lI othcr 30 mentecs, alld 24 very positivc ex pcriencc. Most Business second phase of irs vcry successful their respective fields. widl much mentors, 12 of whom 3.re new to In September, NAJor Mclltorship program . In Phase ro offer in terms of advice and tbe program, and 12 of whom VancoU\'C r hosted 3. reception at Friendly City: One of tbc program , which counse l [0 the various memecs. were mentors in tbe firs t ph3.sc of the George Lounge in Yaletown took place from February ro The sy> tem was built around the program. ro th3.nk the menrors and to Joint award June. 2013, 24 mcntors were a website, in which mcntees T he responsc from the create a networking opportunity m.a rciled up with 30 menK"CS, all could chosc up to fi\'C differem mentccs has been overwhelming, berll'ccn rncmors 3.nd mcntccs. -City of Abbotsford, of whom are NAlo r Vancouver mentors for one bour mectings. with \\f3.iting lists from the first It \\f3.S sponsort:d by C olliers Developing Lcadm, and 3) T his f.tll, we are rcpc3.ting phase. The scssions arc totally International, and was a great New Westminster booked within a day of opening. success! And bm h mentors and mentces The program was based and District of on a vcry successful \\'Cbsire North Vancouver b:l.SCd Mcntors hip program in Toronto. NAlOP Vancouver plans to continuc thc program Most Fiscally as long as there is demand for it. A really \f3.luablc benefi t for our Responsible Developing Leadcrs and for thc mcn!Ors, who wa nt to gi\'C back City: to their cotnmuniry. -Municipality of Delta NAIOP COMMERCIAL REAL ESTATE DEVELOPMENT ASSOCIATION VANCOUVER '" CHAPTER HAIOP's Board 01 D ;t~cto,s for 20'3: B.ck: Efllest Hee- Boughton Law Corpollltion; Pall Sikham, CA-KPMG LLP NAIOP Van couver represents Middl.: Raymond Choy- WesBroup commercial real estate Properties; Janay Koldingnes- Dialog; Geoff Hell- GWL Really AdvIsors Inc.; developers, owners JenmfCf Podmorc Russell- Dela/ftc; John and investors of office, Conicells- British Pacific Properties industrial, retail and mixed Limited; Stephanie Se lchell- Faflcfl Estatos Ltd.: Michael Lee- Jim Pattison use properties. It provides Devolopments Ltd; Chris MseCau/ey strong advocacy, ed ucation C8RE Limited I Industrial Properties Flont: Darlone Hyde- Executivc Director; and business opportunities 0011 Harrfson-GWL Really Advisors Inc.; and connects its members Gfacme Silvera- Plellsry aroup; Gordon through a powerful North Wylfc- Chllfd Development Umlled 1I0t Praunt: Jolm Middletoll- ONNI Group American network. NAIOP tru ly reflects the pulse of the commercial/industrial/development NAIOP is the Commercial industry in Greater Vancouver. It provides its diverse membership with a valuable network of industry professionals, a powerful forum to exchange Real Estate Development ideas, economic info rmati on and market news, and a collective voice to lobby Association , with more than for regulatory debate and change. NAJ O? works for members year round to 10.000 members ac ross enhance market knowl edge and exposure, to help streamline the industry, and North America, who represent provide a healthy sprinkling of cama ra derie and fun . The Vancouver Chapter the interests of developers Graeme Silvera of NAIQP is one of 51 chapters within an extensive network that represents and owners of industrial, President the interests of developers and owners of industrial. office and re lated office and related commercial com mercial real estate throughout North America. NA IOP's Award Winning real estate. NAI OP's Canadian annual Cost of Business Survey provides a benchmark for performance of network includes chapters in over 21 municipalities in the Metro Vancouver area with respect to the ir Vancouver, Calgary, Edmonton development costs and ease of doing business. The NAIOP Value Proposition: The Annual Cost of Busi ness Report- which reviews the effectiveness of local municipalities in addressing office and industrial development Local networking opportunities through monthly breakfast projects. speaker series and events. Educational opportunit ies-through seminars. webinars and Mentorship Program and special events fOf Developing symposiums, including the annual Developers' Symposium. Leaders, under 35 years of age. The " Icon Speaker" series. which provides access to the top tier of A triennial Commercial Real Estate Awards of Excellence industry leaders. Gala , to recognize the best in the Industry. Weekly e-bulletins which keep the membership up to date on industry Industry and market information- through breakfast news and events. speakers, special publications and the chapter website, Legislative voice with municipal and provinCial officials-through our www.naiopvcr.com Development Issues and Government Affairs Committee. Access to the NAIO? Canada Sustainability Blog's wide Active online community, allowing members to join the conversation, collection of articles, reports. case studies and other grow their networks. and obtain the latest commercial real estate news sustainability-related works _1.'.· ... • '.· .. For more information on NA IOP - Vancouver Chapter or any of Its events, please VISit the website at www. naiopvcr.com. email offlce@naiopvc r. com or call 604.601 5106 Union of Be Municipalities Su ite 60 1055 1 Shell bridge Way UBC~ Richmond, BC, Canada V6X 2W9 Phone: 604.2 70.822 6 Email: ubcm@ubcnl .ca 856 sa "onri9 February 20, 2014 '" FILE # I2/Jl/D -(}Tr l!Jj/!1'J1 Mayor Lois Jackson Corporation of Delta 4500 Clarence Taylor Crescent Delta BC V4K 3E2 c..rt W Dear Mayor Jackson: Re: 2013 Resolutions Please find attached the ICBC response to the 2013 resolution(s) put forward by your Counci l and endorsed by th e DECM membership at Convention. I trust this information will be of assistance to you. Pl ease feel free to contact Reiko Tagami, DECM Information & Resolutions Coordi nator with any questions. Tel: 604.270.8226 ex t. 115 Ema il : rtagami@ubcm .ca Si ncerely, TY P E: B ("':§Iv \a I A!j .f3.ncJ. C\. DEPT: K re. ~ c.f Director Rhona Martin AT # i President ~Q3 o- q c omments: (Y)cld IP ( I ~ f(c:5v lo.v (Yj ee-h~ Ellclos ilre This is the Province's and ICBC's responses to a resolution put forward by Delta at the 2013 UBCM. MAYOR'S OFFICE FEB 24 2014 RECEIVED ubcm.ca 2013 B68 LOCAL GOVERNMENT INVOLVEMENT IN ICBC Delta LITIGATION WHEREAS ICBC frequently seeks to add local governments as parties to litigation in order to spread the costs of settlements or judgments; AND WHEREAS in many cases there is little, if any, liability on the part of the local government; AND WHEREAS ICBC's actions cause local governments to incur legal fees and sometimes contribute to settlements in order to avoid more significant costs: THEREFORE BE IT RESOLVED that the provincial government be requested to work with ICBC to ensure that local governments are only drawn into litigation when there is clear liability on their part. CONVENTION DECISION: ENDORSED PROVINCIAL RESPONSE Ministry of Transportation & Infrastructure While it is certainly preferable that local governments are only drawn into litigation wizen there is clear liability by the local governlnent, it is sOlneti1nes hard to determine this at the outset and under limitations provisions, clai1nants have only two months to give notice to a local government and six lnonths to take action. [CBC has an obligation to keep insurance rates as low as possible for its custolners and as a result, will always consider recovering costs 'where appropriate. [CBC will normally contact that local government to seek recovery before considering legal action and most of these situations are resolved without litigation. OTHER RESPONSE ICBC It is certainly preferable that local governlnents are only drawn into litigation when there is clear liability by the local government. [CBC will always consider recovering costs where appropriate on behalf of policyholders and will contact municipalities to seek recovery before considering legal action. However, it is sometinles difficult to detennine liability at the beginning of a clainl and under the statute of lilnitations, claimants have only two months to give notice to a municipality and six months to take action. Most of these situations are resolved without litigation. 857 BRITISH #%nL§i- Columbia IS xa FEB 2 7 20H 7p O Ul Her Worship Reference: 224605 Mayor Lois Jackson CJl Corporation ofDeha -0 4500 Clarence Taylor Crescent TYPE Delta BC V4K3E2 DEPT Dear Mayor Jackson: A.T# Comments: ^o ft f Re: Ladner Channel Dredging Thank you for your letter ofJanuary 28, 2014, sharing the report presented to your council by the Corporation of Delta's Human Resources and Corporate Planning Department regarding the dredging ofthe Ladner Channel. I appreciate the hard work and cooperation ofstafffrom all four agencies partnering on this program. Their dedication will ensure that as much work as possible can be done in the timespan available. I also recognize that the budget for this program is limited, and the ministry fully supports your request to have the disposal fees for the dredged sediment waived. By copy ofthis letter, I am pleased to extend my request to the Honourable Leona Aglukkaq, Federal Minister ofthe Environment, that she give full consideration and support to your request. Now that the dredging is underway, we look forward to a successful completion later this year. Thank you again for keeping me informed. Sincerely, This response letter is provided for Council's information. Todd G. Stone Minister MAYOR'S OFFICE MAR - 5 20H Copy to: The Honourable Leona Aglukkaq Minister of Environment RECEIVED Ministry of Transportation Office of the Minister MailingAddress; and Infrastructure Parliament Buildings Victoria BC V8V 1X4 h'rom the oJfU c of: THE CORPORATION OF DELTA The Mayiir. Lois E. 'lackson January 28, 2014 The Honourable Todd Stone Minister of Transportation & Infrastructure PO Box 9055, Stn Prov Govt Victoria, BC V8V9E2 Dear Minister. Re: Ladner Channel Dredging Update Please be advised that at its January 27, 2014 Regular Meeting, Delta Council considered the enclosed report bythe Human Resources and Corporate Planning Department regarding the Ladner Channel Dredging Update and endorsed the following recommendations contained therein: "A. THAT the amendeddredging program cost allocation table as shown in Attachment 'B' to this report, be approved. B. THA Tcopies ofthisreport be sent to the Federal Ministers ofEnvironment and Fisheries &Oceans, the BC Minister of Transportation &Infrastructure and the Honourable Kerry-Lynne D. Flndlay, MPDelta-Richmond East." AccQEdingly, this report is providedfor your information. ^urs truly,) Jackson Enclosure cc: Delta Council George V. Harvie, Chief Administrative Officer Sean McGill, Director of Human Resources &Corporate Planning 4r'0() Clur«ncc Taylur Crt'SCt.Tit, Delta, Britibh Chiicidci V4K 3F.2 Tel: GO'l 946-3210 Fax: 604 940-6055 F-nu'iil; 858 Mayor _Council From: Mayor Lois Jackson Sent: Monday. February 24 . 2014 12:29 PM To : Mayor & Councit Subject: FW: Surrey Fraser Docks Coal Proposal ______. ______. ______CU From: Ryan Hecker "" Sent: Monday, February 24, 2014 11:25 AM .....~ To: Bruce McDonald; Jeannie Kanakos; Scott Hamilton; Robert Campbell; Ian Paton; Sylvia Bishop; Mayor Lois Jackson:':' ~~HaN~ ~ Subject: Surrey Fraser Docks Coal Proposal Dear Councillors, Four years ago I bought a house on Modesto Drive, and ca lled it my little "slice of paradise". It is beautiful with views of Burns Bog and the Gulf Islands. It saddens me now to think that soon millions of tons of coal with pass by me to a proposed facility in Surrey. This coal is from America, and has been turned away by many residents down the Pacific West Coast. It offers very few jobs to Canadians, and will continue the rapid rate of global warming. Please protect the interests and concerns of North Delta residents in dealing with BNSF and Transport Canada. I believe this project to be wrong in so many ways, and now I fear the quality of life, safety, and health of my family to be in jeopardy. REGULAR AGENDA Thank you, Ryan Hecker 8066 Modesto Drive Delta, BC Staff has responded to Mr. Hecker advising of the action taken by Delta Council with respect to the ongoing Port Metro Vancouver review of the proposed Fraser Surrey Docks Direct Transfer Coal Facility This message is provided in confidence and should not be forwarded to any external third party without authorization. If you have received this message in error, please notify the original sender immediately by telephone or by return email and delete this message along with any attachments. 1 859 Dec 17, 2013 TY PE' (2.e.e,>'\' \!l {A-q tlldtt ° c fl +~ _ DEPT _ ~~ For immediate release A.l # id°;Klo (Ie{ ([email protected]..' c omments: tYlo. ('f\ t-e,nY<.-! "Hazardous Waste Disposal Facility planned for Fraser River Floodplain" The potential of a catastrophic fish kill due to leaching into the Fraser River of hazardous materials including PCB's and mercury has united First Nations, environmentalists and Sport Fishing organizations in opposition. Chilliwack Council re ce ntly approved rezoning of land on the flood plain allowing for constru ction of a hazardous waste disposal facility adjacent to the Fraser River. This facility would be built on property that has been historically subject to flooding. All appreciate the extreme potential negative impact on fish stocks and wildlife common to the area. Executive Director, Craig Orr, from "Watershed Watch" stated (cell # 604 89 2799), "Wild salmon are at risk from hazardous spills of PCB's, mercury, and other contaminants, and placing these toxins next to Canada's greatest salmon river is fraught with peril." Of particular concern is the perceived lack of adequate notice from Chilliwack Council for individuals and groups to voice their concerns. Many were not aware of the December 3rd meeting nor that final rezoning decisions were to be made at that meeting. Rod Clap ton, President of the B. C. Federation of Drift Fishers stated (cell #778 822 7577), "No amount of economic benefit can justify putting a hazardous waste fa cility next to the world's Number 1 salmon river. " Regardless of the safety record of the proponent, "Aevitis", it would take only one incident for permanent damage to fish stocks and wildlife on the river. As well, the potential serious health risk to residents is obvious. Regardless of the economic benefit to Chilliwack, the very real potential of irreparable damage to priceless fish stocks demands the proposal for this location be terminated . Sto:lo Tribal Council Grand Chief Clarerence Pennier, stated, (contact # 1 604 7982795), "The recycle plant will be in the heart of Sto:lo territory and it will be too close to th e Fraser River. It's unacceptable because it poses a This is provided for Council’s information. zwc - 90 danger to the river and the salmon. " Considering the serious impact on all Fraser River communities it is imperative that the Ministry of Environment and the Ministry of Health conduct comprehensive public reviews which will allow all groups and individuals to voice these concerns. We recognize the need for a safe facility of this nature but it must be located away from "any potential" for harm to fish stocks. We, the undersigned, ask that these reviews be initiated in a timely manner. 1. Sto:lo Tribal Council 2. B.C. Federation of Drift Fishers 3. Fraser Valley Salmon Society 4. Watershed Watch Salmon Society 5. B.C. Federation of Fly Fishers 6. Steelhead Society of B.C 7. The Water Wealth Project 8 .. Fraser Valley Angling Guides Association 9. Fraser River Salmon Table 10. Chilliwack Fish & Game Protective Association 11. Sport Fishing Institute 12. Wilderness Committee 13. David Hancock Wildlife Foundation 14. Friends of the Chilliwack River Valley 15. Sumas First Nations 16. Outdoor Recreation Council of BC 17 . International River Foundation 18. Wild Game Fish Conservation International ZWC-91 - ' - 860 ~ roanrl9 - 1\ # BRITISH FILE O.wO -aQ - G~ J COLUMBIA .::...,., m 1:1:1, N FEB 1 8 2014 ...... Her Worship Reference: 223465 Mayor Lois E. Jackson The Corporation of Delta 4500 Clarence Taylor Crescent Delta BC V4K 3E2 Dear Mayor Jackson: Re: George Massey Tunnel Thank you for your letter of December 16,2013, and attached report, regarding the George Massey Tunnel, Replacement Project. I appreciated you forwarding me a copy of your report. The ministry remains committed to working with the Corporation of Delta as it proceeds with this project, and we value our continued collaboration and dialogue with you and Corporation officials, as well as other key stakeholders, going forward. Should you have any questions or wish for an update on the draft project definition report, technical design and business case for the new bridge currently underway, please do not hesitate to contact Geoff Freer, the ministry's Executive Project Director of the George Massey Tunnel Replacement Project. He can be reached by telephone at 604 660-6052 or bye-mail at [email protected] and would be pleased to assist you Thank you also for your Christmas greetings. I hope that you and your family enjoyed a happy holiday season. Sincerely, wazH~ This response letter has been received for information. Todd G. Stone Minister ... .12 Ministry of Transportation Office o f th e f\ iinislcr MAYOR 'S OFFICI: ~ lailingMld[c ss and Infrastructure Parb amcnr BUildings FEB 2 1 2014 Vicloria Be V8V I X4 RE CEIVEr:; ... -2- Copy to: Premier Christy Clark Scott HamIlton MLA, Delta North Geoff Freer, Executive Project Director George Massey Tunnel Replacement Project THE COR PORATION OF DELTA Th l.:! l'-klyor. I ."is E -klckson December 16, 2013 The Honourable Todd Stone Minister of Transportation and Infrastructure Box 9055, Stn Prov Govt Victoria, BC V8W 9E2 ! " r;!I D ~ Ai sfe r , Re : George Massey Tunnel Replacement Update Please be advised that at the November 4, 2013 Regular Meeting, Delta Council considered a report by the Chief Administrative Officer regarding the George Massey Tunnel Replacement Update and resolved that the report be sent to: I. The Honourable Christy Clark, Premier of British Columbia; II. The Honourable Todd Stone, Minister of Transportation and Infrastructure; III. Scott Hamilton, Member of the Legislative Assembly for Delta North ; IV, Vicki Huntington, Member of the Legislative Assembly for Delta South; and V, Geoff Freer, Executive Director, Gateway Program - South Fraser Perimeter Road, Accordingly, th is letter and report are provided for your consideration , Please note that Council also endorsed a recommendation to continue working with the Province, in particular on specific issues of importance to Delta. We look forward to continued collaboration on this significant project. i~ "'-C~ 4!j(}() Cl.:"mmce T <.IylUT Crl'!'cent. Dell a. l3ntish Co\umb i(J. Crlrldda V41<. 3E2 Tel: ()04 LJ 4()<{2 10 Fd X. 604 <)4 h ~ (,055 E -I1 Rl il : llti I1JQr({j'lgl tdSlj December 16. 2013 Page 2 00: Delta Council George V. Harvie, Chief Administrative Officer Steven Lan. Director of Engineering Jeff Day, Director of Community Planning and Development 861 Mayor .Council From: [email protected] Sent: Sunday. February 16. 2014 12:20 PM ... "'Qnri~ To: Mayor & Council Subject: Delta Website· Comments, Compliments & Inquiries 1\ FILE# 05d-l Dr So ** ****Feedback Form Completed****** Directed To: Mayor Council Response Requested Comments: I am writing witb concern about the road and lighting on Scott Road between 90tb and 92nd Ave. At night and especially in tbe rain, it is too dark along tbis stretch and tbe boulevards in tbe middle of the road are very difficult to see. There are also many jaywalkers here. Better lighting is needed as well as reflectors or bright coloured paint on tbe curbs of tbe boulevards. I would appreciate you looking into this issue and getting back to me witb a solution. Thank you. Completed by : Ken'y Crooks Address: 9422 119A St. The street lighting provided along Scott Road is to an urban arterial road standard and is shared with the City of Surrey. Staff will respond to the requestor. 862 Mayor Council From: Greg Weal Sent: Thursday, February 20, 2014 7:27 PM To: Mayor & Council Subject: 52nd Street is not a truck route In October of 2013 I made several complaints to the Corporation of Delta about truck traffic on 52nd Street~ was eventually informed by phone that Delta will not enforce the fact that 52nd Street is not a truck route. I '?? think this is unacceptable because when trucks pass my house, which backs onto 52nd street at Imperial Gate,t;5 my entire house shakes. I've begun to notice cracks in my home's ceiling. This truck traffic is detrimental to the structure of my house and those of my neighbours in Imperial Village. I believe this is unfair since 52nd Street is not a truck route. I've noticed that since the SFPR was opened trucks are no longer permitted on 17 A. I have even seen this enforced. 17 A is a Four lane (and sometimes wider) highway without housing backing directly onto it. In contrast 52nd Street is two lanes with nothing but a sidewalk between it and our house. There isn't even room for trucks to pull over in an emergency. Isn't that a safety issue? When trucks head North on 52nd street between Tsawwassen Springs and Highway 17 their driver's side wheels are significantly over the centre line. Trucks are too wide for the northbound lane! Isn't that a safety issue? Why does 17A and even 12th Ave (which is up the hill to the South of us) have signage warning that these are not truck routes but 52nd Street doesn't? Why does highway 17 A warrant the enforcement it not being a truck route but 52nd Street doesn't? I regularly see loaded dump trucks, loaded construction trucks and large delivery trucks using 52nd street. I even see Tour busses! For example I see Bosley's and Sobey's delivery trucks (which are servicing 56th Street businesses) on a regular basis. 56th Street is the official truck route for servicing upper Tsawwassen! More than 80% of the trucks using 52nd Street are servicing upper Tsawwassen and, without truck route by-law enforcement, this problem will likely get worse when development of the Southlands begins. Only 20% of these trucks using 52nd Street are servicing Tsawwassen Springs but shouldn't these trucks be accessing the development by it's West side? Wasn't that part of the Tsawwassen Springs agreement with the Corporation of Delta? The fact that the speed limit is 60 kmlh rather than 50kmlh on 52nd Street only makes the damage these trucks inflict on the road and the homes in this area even worse! It seems that truck drivers have realized that 52nd Street is a quicker route than 56th Street as there is significantly fewer traffic lights. 56th Street is the official truck route to service upper Tsawwassen. 56th Street is much wider and has room for emergency pull overs. 56th Street has a larger buffer zone between the road and any homes beside it and 56th Street is in much better condition. 56th Street is engineered for truck use. 52nd Street is in horrible condition between Tsawwassen Springs and Highway 17. This section of 52nd Street needs repaving. This horrible condition is due to age and truck traffic. This section of 52nd was not engineered for truck use. In conclusion I implore that the Corporation of Delta: 1. Repave 52nd Street between the entrance to Tsawwassen Springs and Highway 17 TYPE: rRe§) \A (li/r ~ ()n~ '\ 2. Enforce that trucks are not permitted to use 52nd Street 52 Street is not a designated municipal truck route. Heavy truck traffic should follow the DEPll p~ shortest feasible route from a designated truck route or Provincial1 Highway to the premises AT # lao: q3 . according to Delta's Highway Bylaw 6922. Staff will respond to the requestor and liaise with Co mm e~ts : ~ \0 ) )0./- f, Delta Police on enforcement. /Ze.1\A\llf Mee ~ 3. Put up "no trucks "signage on 52nd Street 4. Lower the speed limit to 50 KmIh from 60 km/h for 52nd Street Thank You, from Greg Weal and Rhonda Perrier 5209 Imperial Gate Delta Be V4M4El 2 863 1I'Iio....4 metrovancouver ~ SERVICES AND SOLUT IONS FOR A LIVABLE REGION ....., .,.,.j>,. m Offic~ 0/ the Choir ttl Tel. 604 432-6215 Fax: 604 451-6614 , I"\.l CD DEC 1 3 2013 File; CP-16-02-032 .....!2' 00 Ms. Sharon Gaetz, Chair I"\.l .j>,. Fraser Valley Regional District 1-45950 Cheam Avenue Chilliwack, BC V2P 1N6 TY PE i2...~ lA. \ a(' Ag ~ttd(,\. DEP T: ~ A.L#: \ --::f Y; Dear Chair Gaetz and Board of Directors; d i1' Comments: /l'lt1-~ (of I <-j-dJ eftY\lo 1Z~ I understand that the Fraser Valley Regional District (FVRD) approved a draft solid waste management plan in late November. My understanding is that over the four year course of development of the FVRD Solid Waste Management Plan (SWMP) Metro Vancouver has received 3 letters to Metro Vancouver's Chief Administrative Officer as part of your consultation process. The FVRD SWMP includes the continued operation of three municipal/regional district landfills including the Mission Landfill, the Bailey Landfill, and the Chaumox Landfill. To our knowledge, none of these landfills currently operate landfill gas collection systems, and two of the three landfills have non-existent or rudimentary leachate management systems. The FVRD SWMP recognizes waste migration as a key issue. Some of the challenges identified in the pia n include: Waste flowing to First Nation Reserves poses a challenge to implementing waste reduction strategies; Waste managed at private sector disposal facilities impacts the viability of in-region disposal facilities; Waste quantities received at facilities on First Nations Reserves is unknown and therefore it is difficult to build accurate predictions on waste generation in the reg ion; Unrecorded disposal combined with lack of a universal waste reporting template create a challenge for reporting true regional disposal statistics making it difficult to set meaningful targets. This is provided for Council's information. 4330 K,ngsway, Burnaby,BC,Canada V5H 4G8 • 604 ·432·6200 • wwwmetrovancouverorg GrOiner Vancouver Regional Distllc! • Grcater VanCOUVClf Wille! 0 SHict • Greater VanCOU\l(>f Sewerage and Drainage Diwict • MOHO Vancouver HeuS"9 Corporation zwc -92 Ms. Sharon Gaetz, Chair, Fraser Valley ReBional District Fraser Valley Realana' District Sa lid Waste Management Plan Page 20f2 The strategies section of the FVRD SWMP includes the developme~t of waste reduction and recycling bylaw Initiatives including Implementing waste flow management techniques. However, on various occasions, Including in the media and at presentations by myself and Zero Waste Committee Chair, Malcolm Brodie, at Abbotsford Council and the FVRD Board earlier this· year, FVRD elected officials have been highly critical of Metro Vancouver's plans to manage waste flow. This criticism has been without basis and is particularly inappropriate given the waste flow strategy set out in the FVRD draft SWMP. Metro Vancouver is genuinely interested in meaningful consultation with the FVRD on your SWMP but the short tlmeframe of this last round of consultation was insufficient to allow our Zero Waste Committee and Board to comment on your Plan. Similar to our process at Metro Vancouver, we invite the FVRD to attend an upcoming meeting of our Zero Waste Committee to present your Solid Waste Management Plan and allow our Board an opportunityfor formal comment on the Plan. Please co~tact my office to arrange this presentation. Yours truly, Greg Moore Chair, Metro Vancouver Board GM/ph cc: The Honourable Mary Polak, Minister of Environment Malcolm Brodie, Chair, Metro Vancouver Zero Waste Committee 83160n ZWC-93 1ft g ~r"! ~a Mayor Council FILE # -n From: Robyn Anderson 864 rn Sent: Thursday, February 27, 2014 5:09 PM I:tl, To: Mayor & Council N Subject: FW : TransLin k Media Release- Month one of Compass produces three million taps co ------From: Samujh, Shirley [mailto:[email protected] ] 5; Sent: Thursday, February 27, 2014 1:20 PM Subject: TransLink Media Release- Month one of Compass produces three million taps Media Release TYPE: 1S' egu \ a.< fljmdt\ DEPT_ £tJq A better place to live built on transportation excellence. AT # -J dQ ~~ Comments ' (l'lqml (O((lf' fqif!a,r ,rnec.f>~ Month one of Compass produces three million taps About 80,000 Compass Cards distributed February 27,2014 New Westminster, BC - With 80,000 Compass Cards distributed and two months of service now complete, the roll out of the new electronic fare card and fare gate system is actively underway. BC Bus Pass holders and TransLink and operating company employees were the first to start tapping with Compass. Next up, Canadian National Institute for the Blind (CNIB) users will begin receiving their cards in the mail this week. TransLink will continue to roll out Compass to other customers, with education and support for each transition phase. Compass Roll Out Update • About three million taps were recorded across TransLink's entire service region in January, including on all bus routes and SkyTrain stations. • New Compass Cards are being activated daily as people who receive their cards tap in for the first time. • After taking some time to get used to the system, people are creating new habits - recognizing card reader sounds and screens and remembering to tap in and out. • System refinements continue, including some changes that are the result of feedback from customers and transit operators; specifically: o Updates to onboard Compass equipment throughout the entire bus fleet to improve overall performance. o Software updates to improve tap reading speed, reader audio volume and reliability of communication between the farebox and Compass system. What's next for Compass? • TransLink is getting ready to bring on more user groups: West Coast Express customers will begin using Compass later this spring. Quotes (Mike Madill, TransLink's Vice President of Enterprise Initiatives) "People are learning how, where and when to tap. It's a new behaviour, but once people try it that first time, it's an easy transition." Staff has added the AskCompass.ca link to1 Delta's website (http:// www.delta.ca/EN/main/residents/907/transit.html#compass) to assist in promoting the Compass Card for Delta residents. ·We·re happy with how quickly customers are adjusting and we appreciate the great suggestions we've received, because they help us create a better system. As we expand our customer education program and more people start tapping, we anticipate continued success." Learn More: For questions about Compass, visit AskCompass.ca. -30- Media contact: Jiana Ling C: (604) 803-3199 E: [email protected] Shirley Samujh Senior Advisor, Stakeholder Relations Strategic Planning and Public Affairs TransLink I South Coast British Columbia Transportation Authority 400-287 Nelson's Court New Westminster, BC V3L OE7 •Phone: 778-375-7668 Cell: 604-306-3181 [email protected] "Focus more on your desire than on your doubt, and the dream will take care of itself. You may be surprised at how easily this happens. Your doubts are not as powerful as your desires, unless you make them so." - Marcia Wieder • This message is provided in confidence and should not be forwarded to any external third party without authorization. If you have received this message in error, please notify the original sender immediately by telephone or by return email and delete this message along with any attachments. 2 865 15 February 2014 Mayor Lois Jackson and Council The Corporation of Delta 4500 Clarence Taylor Crescent Delta, B.C. V4K 3E2 Dear Mayor Jackson and Council: On June loth 2013 at a meeting with the Mayor and representatives of Delta Council a Delegation from the Confederation of University Women, South Delta, presented information and data on poverty in South Delta with emphasis on its harmful effects on children, including poor school performance. The CFUW requested the appointment of a Social Planner for the municipality to draw up and implement a plan for action to help the situation. At the meeting, the Director of Community Planning and Development was directed to study the facts and make a report to Council. A copy of the report was to be sent to the CFUW South Delta. On October 10 th 2013 the group sent a letter requesting a copy of the report. As we have not received this copy to date, we are making a further request. We look forward to a reply. Yours truly, Staff has contacted Deltassist to look at poverty statistics for Delta and possible courses of action. Further information will be provided to Council. Paula McLaughlin President, CFUW South Delta 5 t L '2.. belln ( 50<1 Dv' \V~ i)~L 1l-' ,X V'-i 1h \"p- 0 866 URBl\N ,.,. ger. ~a oSSbo-D~ IMPACT FILE # ,...." "'"-n urbanimpact.com " m i:p ...... -.J -0 Frid ay, February 7. 2014 ,....3: ru ru <.D CORPORATION OF DELTA 4500 CLARENCE TA YLOR CRES DELTA. BC V4K 3E2 TY PE: r<~ 1.1 I f!:£: ~:rotl t? DEPT: 5 ' l; ?13tt. A.T. # : \a-O\od't Dear CORPORATION OF DELTA. Comments: mClkA ,0 ( ' t.f- ({"5'V. \<1." jI1ee.h 'j Urban Impact is pleased to presen t you with you r 2013 Certificate of Diversion. This Certificate outlines how much material your organization diverted this past yea r by partnering w ith Urban Impact for recycling. It is documented proof of your efforts to divert waste and reduce your environmental footprint. Be proud of the positive impact you have made! Customers often ask us how the results of the Certificates were determined. Diversion results are estimated based on the services that each one of our customers received throughout the year. The estimates take into account the number and size of bins, the type of material they contain and how many times they were serviced over the past year. As each of Urban Impact's customers receives a unique set of services, they each also receive a unique Certificate of Dive rsion. Urban Impact began providing Ce rtificates of Diversion in 2009 and ha s worked t o improve them each yea r since. In 2012, we made a number of important changes in order to further increase the accuracy and clarity of the information being provided. The 2013 Certificates follow the same methodology and are therefore directly comparable to those from 2012. For a detailed explanation of our Certificate of Diversion methodology, please visit our website at: http://diversion.urbanimpact.com Urban Impact would again like to congratulate you for your recycling efforts in 2013, and wish you the best in the New Year! Sincerely This letter and subsequent diversion certificates are related to collection services provided by Urban Impact Recycling to Nicole Stefenelli Delta's libraries. Staff will coordinate with Delta libraries to CEO and Fo under have the certificates posted at the respective sites. ,50(.,0 ¥IVO'l- ",1'1-'1 p-lC 104- 002662 LADNER PIONEER LIBRARY I GEORGE MACKIE LIBRARY 468351 ST [!B·z~m·I IUiJJ!llIm 84 40 11 2ST I (iJlY"::J 6."1r.- DELTA. BC V4K 2V8 ' DELTA. BC V4C 4w9 Volume , J volume 2,600 kgs 1,890 kgs BE PROUD! look how BE PROUD! look how much waste you diverted Carbon Credit' much waste you diverted I Corbon Credit· in 2013! I in 2013! 9.4 tonnes 6,8 tonnes • 48 35 TREES TREES 1Dq-DD2bb2DD3 1D4-DD2bb2DD4 SOUTH DELTA LIBRARY 132156S111A • DELTA. Be V4L2AB Volume 1. 6 12kgs BE PROUD! Look how much waste you diverted Corbon Creelil' in 2013! 5.8 tonnes 30 TREES lD4-DD2bb2DD2 867 February 14, 2014 :l!' o N W Her Worship Lois Jackson N Mayor of the District of Delta 4500 Clarence Taylor Crescent Delta, British Columbia DEPT --' I ~ 3l V4K 3E2 A T # l'OOt-' c~~ m ents : IYltl: rch lcO I r Y h"'- Dear Mayor: 1Z.~v\[aJ {rite j The Honourable Judith Guichon, Lieutenant Governor of British Columbia, is pleased to present a new program to promote music and community spirit across the province. "Sing Me A Song" is an opportunity for musical groups of all ages and genres to write and sing an original song in the lead up to Canada's 150'h birthda~ celebrations in 2017. Groups are encouraged to write a song about what Canada's ISO' birthday means to them or their community. Each entry will be reviewed by a panel of musicians from around the province and an award of $1 ,000 will be granted annually in each of three age categories. Entries will be posted on the Lieutenant Governor's website and YouTube channel, Sing Me A Song Be, to be viewed by all British Columbians. Her Honour has asked that I write this letter of introduction to her new program with the hopes you will forward this information on to relevant individuals and groups and encourage your community' s participation. A copy of the entry form containing the song submission criteria is attached. A digital copy of the form and further information is available online at the Lieutenant Governor's website at www.ltgov.bc.ca. Whether it is a school or community choir or other amateur musical group, Her Honour looks forward to showcasing your community's musical spirit across British Columbia. Yours sincerely, Staff will forward the correspondence to all Delta arts and cultural groups. The writer will be so advised. James W. Harnrnond, OMM, CD Pri vate Secretary MAYOR'S OFFICE Enclosure FEB 1 7 2014 RECEIVED 90uerlllnenl Jfulise 1-"10/ 'i?ock!anrl7/oenue U /clol'/G :.../1 ril/)';; Colulnb/a 'le!ephofle: !50 .'is? · l OJ'O 70.;: 250 :JJ'1·20?S lUwlIJ.lI9'0Il. 6e. ea ENTRY FORM The Lieutenant Governor of British Columbia invites groups to write and sing an original song in the lead up to Canada's 150th birthday celebrations in 2017. Name of Group: Contact Name: School/Organization: Address: ______City: ______Postal Code: ____ Telephone: ______Email: ______ Criteria: • Original song written and performed by a British Columbia based amateur or community group with a minimum of 15 voices; • Songs should be inspired by: - What our country, province, or community means to the participants; or - How their community, place or group reflects the values, accomplishments and spirit of Canada on its 150th birthday. • Musical accompaniment is welcome to supplement the 15 voices; • The song must not exceed 5 minutes in length; • The video or audio file of the song must be submitted in a YouTube compatible format along with a copy of the written lyrics to www.ltgov.bc.caby May 7, 2014. Audio files must be accompanied by a photo of the group and video files must include at least one visual of the group; • By submitting the song you grant permission for Government House to post songs and images online and in the media. It is the responsibility of the submitting group to ensure all members of the group have agreed to the terms and conditions in the submission waiver; • One song submission per group. Judging Criteria: The songs will be judged on originality, musicality and spirit. Award Category: (An award of $1 ,000 will be presented in person by the lieutenant Governor in each of the following categories) o Members of the group are under the age of 11 o Members of the group are under the age of 16 o Open Category - no age restrictions Please submit your entry form as soon as possible to enroll in the program. Songs must be submitted by May 7. 2014 1401 Rockland Avenue, Victoria, British Columbia vas 1V9 Website: www.ltgov.bc.ca Email: [email protected] Tel: 250-356-0927 868 Mayor Council From: brent heard Sent: Friday, February 21, 2014 11:44 AM To: Mayor & Council Subject: Animal licenses Once again I see the annual callout to license your dog...... ~ Once again I see that cats are exempt from having a license even though they consistently N (J1 outnumber dogs as residents in the shelter. o The time had come for council to implement a cat license program to help fund the shelter that is currently funded by tax payers and dog owners . Regards; Brent ~~ 54\9~ (h\l~ (2..() . UG-vtO ,& \I'1IL I S'f::, Sent from my iPhone TY PE €,~ V (ct." [email protected]",\~ DEPT, (\A +- c...- AT # \ d, 0 "4\ ]- C o mm en t~ : fY\ OJ&-' ,0 ( I <.{ . t?.~v lav- ;nee.h~ The manager of the Delta Community Animal Shelter contacted Mr. Heard via email advising him of the results of his feedback form in December. Mr. Heard did not feel that the response adequately addressed what he perceived as a shortfall in funding as a result of Delta not having a licencing requirement for cats. The manager of the animal shelter then informed Mr. Heard that adoption fees and claim fees did cover the cost of caring for the cats we accept into the shelter. Mr. Heard was also concerned that there were cats at large in his area that were in violation of our current bylaw. Mr. Heard was given several options to try to solve this issue including having the cats surrendered to the shelter either by him or by pick up. 1 869 BRITISH COLUMBIA FEB 1Z 2014 995577 Her Worship Lois E. Jackson Mayor of the District of Delta TY PE: Re. @u 1C{ y AJe rtqlQ. 4500 Clarence Taylor Cres DEPT: Delta BC V4K 3 ~E2 _ ....e -'l.IilWL=--t-1 _fL- ....l) .!.l&..:~ .. __L A T # l dQ(o:;;;l-0 Dear Ma ~ acb n. Comments' {Y\(;.I vh \0 ' \ ~ (e'.l"'lav tr1 e ~ f>'1 J woul d like to th ank you for meeting with me at the 201 3 Union of British Colu mbia Municipalities Convention to di scuss the District of Delta. At the time, we di scussed your concerns regarding the utilizati on of police as front line mental health workers, and using fire fi ghters as first responders to ambul ance call s whil e paramedics are en route. In February 2013, the Ministry of Justice released the BC Poli cing and Community Safety Plan (the Plan) which identifi es actions that can be taken by stakeholders to promote best practices and expand integrated police/health initi atives across the province, as well as to develop resource-efficient and effective strategies for interaction between police officers and people with mental health and/or substance use problems. The Plan is grounded in an understanding of the province's policing hi story, current policing issues, and anticipated future challenges. It is also innuenced by broader trends in law enforcement and addresses some related issues that are beyond the scope of policing, such as mental health challenges. The Plan is located on the Ministry of Justice website at: http://www .pss g.gov. bc. cal po I ice serv ices/pu bl ic ati ons-i ndex/docs/BC Po Ii c in gP Ia n. pdf. There is an agreement in place between the Delta Po li ce, BC Ambu lance Service (BCAS), Delta Hospital, and Surrey Memori al Hospital (SMH) that Delta residents who are experiencing a significant mental health and/or substance use cri sis, including those apprehended by police under secti on 28 of the Mental Health Act (the Act), be assessed as soon as possible by qualified mental health staff. The appropriate location for the assessment of Delta residents is the mental health and substance use section of the SMH emergency department , which is supported by a team of psychiatri sts and registered psychiatric nurses. In addition, there has been a forma li zed partnership in place since 2007 between Delta Mental Health and Delta Police that has enabled both parties to respond coll aborati vely to mental health related call s received by the poli ce. Delta Police Department and Delta Police Board are working with various associations, including BC Municipal Chiefs, BC Association of Police Boards and others to continue working on the very . .. 2 important issue of dealing with mentally ill and addicted chronic offenders in the criminal justice system. Ministry of OfTiceofthc MiniSler Mailing Address: Location : Hea lth PO Box 9050 Stil Pro" Govr ~.MI¥0Hl'8di@f Fie E Victoria Be V8W 9E2 ''i'{,1cio na FEB 1 7 2014 RECE IVED -2- In addition to joint planning processes, a mental health and substance use clinician and a Delta police staff constable meet regularly to ensure an early intervention approach for those individuals with mental health and/or substance use issues showing signs of potential deterioration in functioning, with the aim of preventing the need for an emergency response. Fraser Health Authority (FHA) is working with the police to make the hospital intake process for people with mental health and substance use problems more efficient. Each hospital designated under the Act in FHA has a collaborative committee called the Crisis Intervention Team (CIT) that has established strong working partnerships between emergency services and mental health services with the common goal of providing appropriate intervention, care, and support for those individuals in crisis due to mental illness and or problematic substance use. The CIT consists of representatives from the local police agency, emergency room nurses, paramedics, social workers, addictions counselors, and -others from the psychiatry community. The goal of the CIT is to bridge any gaps in service to ensure that all individuals who may have significant mental health and/or substance use issues receive continuity of care from all services involved. The Ministry of Justice and Ministry of Health (the Ministry) are collaborating on an overarching provincial report that will assist police and health authorities in developing local/regional protocols to support people experiencing a mental health and/or substance use . crisis who come into contact with police. This initiative will support continuity of care through resource-efficient and effective strategies to improve police and health care interaction with these individuals, consistent with the Plan, such as the New Westminster Community Health Intervention Partnership. In addition, the Ministry is developing standards and guidelines for secure rooms in designated mental health facilities, including the emergency department of the designated hospital. These standards will address health and safety risks of clients with complex behaviours such as those patients brought in by police under section 28 of the Act requiring a safe environment. In November 2013, the Ministry released an action plan called Improving Health Services for Individuals with Severe Addiction and Mental Illness to respond to the immediate and long-term health needs of-patients with severe addiction and mental illness (SAMI) who present a significant risk to themselves and others. This action plan is designed to better meet the needs of patients with the most complex forms of SAMI through evidence-based approaches. Although immediate actions will be taken by Vancouver Coastal Health Authority, this plan will also address the needs of SAMI patients across the province and include communities supported by FHA, such as Delta and surrounding communities. A meeting has been scheduled with representatives from BC Emergency Health Services (BCEHS) to discuss Delta Fire & Emergency Services role as First Responders and a Partnership Consent & Indemnity . .. 3 Agreement. Attending the meeting: From the Corporation of Delta • Lois E. Jackson, Mayor • George V. Harvie, Chief Administrative Officer • Dan Copeland, Fire Chief From BC Emergency Health Services • Dr. William Dick, Interim Vice President, Medical Programs • George Papadopoulos, Director, Quality, Patient Safety and Accreditation • Bert Boyd, BCEHS First Responder Liaison - 3 - I hope thi s information is of assistance, and I encourage you to continue working and coll aborating with FHA regarding the mental health needs of the Delta community. You may wish to contact Ms. Lois Dixon, Vice Presi dent, Clinical Operations, with FHA. She may be reached at: Ms. Lois Dixon Vice President, Clinical Operations Fraser Health Authority Central City Tower 400- 13450 102",1Ave Surrey BC V3T OHI Telephone: 604587-4600 Email : loi s.di [email protected] Regarding the issue of firefighters are first responders, BCAS appreciates the efforts of the Delta Fire Rescue in responding to many call s for medical assistance in the Delta area. BCAS is open to other opportunities to coll aborate with Delta Fire Rescue and the Corporation of Delta to provide prompt First aid or emergency medical care while paramedics are en route, when it is appropriate. Delta and BCAS share a valuable partnership, particularly with respect to the Annex facility that BCAS uses in the Tsawwassen Community Police Station, and [ hope they can continue to work together to the benefit of the taxpayer. The collaborative agreement on the procedures of dispatching the Delta Fire and Rescue as first responders to ambulance calls would best be completed with the support of the Area Superintendents, Mr. Bob Alexander and Mr. Randy Hansen, and the Director of Di spatch Centre Operations, Mr. Gordon Kirk. Contact information is li sted below: Mr. Bob Alexander Mr. Randy Hansen Mr. Gord on Kirk South Delta Area No rth Delta Area Di spatch Operations [email protected] randy. [email protected] gordon.kirk @bcehs.ca 604-660-1265 604-660-6998 604-660-2 178 I applaud your leadership and continued interest in creating local conditions that promote the health and wel l-bein g of your citi zens. Sincerely, Terry Lake Minister pc: Ms. Lois Dixon Mr. Bob Alexander Mr. Randy Hansen Mr. Gordon Kirk British Columbia Policing and Community Safety Plan December 2013 BRITISH Ministry of COLUMBIA Justice • • • • • • • .. .. • • ." • ,. .It .. '!, .. '_'II • .. " " 6 6 ...... • • ,., ... • .. .. • • • • • • .. 0 0' • • • • • « « « .. • ...... c, « c .. « ...... • .. « « « « « .. • • • BruTISH COLUMBIAPOLICING AND COMMUNITY SAFETY PLAN Contents !W.~.i.~.~~r.~~.m.~~~~.g.~ ...... :? Enhance structure and funding options for policing 26 Enhance the continuum ofpoliCing and public security .~~~~.~.iy.~.. ~~.m.m.~.ry...... } options available 28 .~A~I.!.:::.~9.Hf.i.~gJnJ~r.~~~~h.. ~Q!.'=!m..~~~J~.~~y ...... 7. First Nations poliCing 28 Structure and funding 7 Theme #2 - Accountable: police are accountable to civilian RCMP federal force 7 authority 29 RCMP provincial force 8 Enhance community engagement 29 Municipal policing 8 Strengthen police board ability to effectively govern 30 First Nations policing 9 Support bias-free and equitable policing 30 Accountability mechanisms 10 Develop provincial policing standards 31 Civilian oversight 10 Theme #3-Collaborative: police, governments and Governance 12 communities work collaboratively to meet justice and Provincial government 12 'community safety goals 33 Reform initiatives underway or recently completed 14 Enhance community safety 33 RCMP poliCing agreements 14 Support anti-gang initiatives 35 Integration 15 MUlti-agency consultation and collaboration 36 PRIME-BC renewal 16 Theme #4- Protect Vulnerable Persons: police and the British Columbia Provincial Policing Standards 16 provincial government are committed to protecting Focus on domestic violence 17 vulnerable persons 37 Focus on police training 18 Support cultural awareness training 37 Federal Provincial Territorial initiatives (FPT) 19 Develop police-related strategies for persons in crisis with Current drivers of reform' 19 mental illness and/or addictions . 37 Families First Agenda for Change 19 Legal reforms to protect vulnerable and marginalized Ministry ofJustice reform initiatives 19 persons 38 The Missing Women Commission of Inquiry Theme #5 - Effective: police have modern tools, Recommendations 20 information and training to deliver effective policing The rising cost of policing 20 services 39 Engagement activities 21 Enhanced criminal intelligence 39 Regional community and stakeholder roundtables 21 Performance management based on quality police Focus group meetings 22 data 40 Interactive website 22 Review Police Act 40 Telephone survey 23 Release ofthe draft British Columbia PoliCing and ~~~.~!~~!9.~...... 4:? Community Safety Plan for consultation 23 APPENDIX A: Community Consultation and Stakeholder Engagement in the Development of the British PART 11- British Columbia Policing and Community (~!l!m.~!g.f..c?'!!.C;!.llg.q!J.g,.q;J.r!J.m~~!.o/..~CJf~fY..f.~CJ!J...... 4~ ~l!f.~rY.f.!.l!rJ...... ~~ Introduction 24 APPENDIX B: Milestones in the History of Policing in Vision and Values 24 British Columbia 57 •••••••••••••••••••••••••••••• 1' ...... Vision 24 Values 24 .~~f~.r~~.~~~...... ~ Themes and Action Items 26 .q~~.9f.A~r.9ny.~~ ...... ~§ ,., ...... ~ ...... I ...... Theme #1- Rational and Equitable: policing is structured, governed and funded in a rational and equitable manner 26 DECE~1BER 2013 1 Minister's message The British Columbia Policing and Community Safety Plan represents a culmination of commitments. It fulfills our government's and Premier Christy Clark's overarching commitment to develop a long-term, strategic plan for policing in B.C. It also reflects time and thoughtful input invested by various stakeholders - from professionals and academics in the justice sector and related fields like health and social services, to British Columbians interested in furthering safety on the streets where they live, work and play. I offer my sincere thanks to all who have contributed to this valuable exercise. Policing is inherently dynamic. Many of the tools that Another profound, recent development shaped enable today's intelligence-led approaches to inves our Plan: Commissioner Wally Oppal's 2012 tigations, targeted use of police resources, and ability report Forsaken: The Report of the Missing Women to gather and analyze even traces of evidence have Commission of Inquiry. We have come a long way in emerged or improved in the last decade. Similarly, the past decade, with many important changes and changes in how society interacts, communicates, improvements to how police communicate and conducts business and uses technology have allowed collaborate across jurisdictional boundaries. Moving crime to change and evolve. In developing our forward, we have now begun or com pleted work Plan, we've sought to identify and respond to what on half of the recommendations that Commissioner is working now, what could work better, and what Oppal directed to the province. As this Plan rol ls out, may need to change in the future to keep advancing continuing the work on the recommendations will public safety. At the same time, we remain mindful remain a top priority for my ministry. that maximizing the effectiveness and relevance of One other source of inspiration and direction for our the Plan may require further fiexibility as it rolls out. Plan deserves mention here: my mandate letter sets We have a strong foundation to build on: the lowest out the priority of making the most of the $1 billion crime rate in four decades, various tough and lead that we invest in public safety and the justice system ing-edge approaches to specific safety concerns, poli each year. For policing, this means making every cing that British Columbians say they have confidence dollar contribute as much as possible to furthering in, a complement of police officers that numbers more public safety. We can do this by em powering police than g,ooo strong, and a vast array of school- and com to collaborate, sha re intell igence and communicate munity-led groups, agencies and programs focused on more effectively across jurisdictional boundaries; by making our communities stronger and safer. bringing together experts to solve specific types of crime, while maintaining knowledgeable, trusted, Our challenge is to con tinue to meet diverse policing local policing; and by strengthening relationsh ips needs-a challenge made clea re rthrough the and trust between police and First Nations, and engagement process that preceded our develop between pol ice and marginalized citizens. ment of the Plan. That process took us to every region of B.C. Focus groups met to discuss the results The themes and action items in this Plan will move us of nine regional community and stakeholder round toward these ends and the safer, stronger commun tables, and consu lta ti on extended through a blog ities we want for ourselves and our families. and a telephone survey. Honourable Suzanne Anton, QC Attorney General and Minister of Justice 2 BRITI:,H COLUI'vlflll\ POLICING AND COJvlMUNITY SAFETY PLAN Executive Surnfllary Introduction The British Columbia Policing and Community Safety Plan (the Plan) meets the Premier's commitment to develop a long-term, strategic plan for policing. The Plan presents a framework for decisions and action toward a modernized policing and law enforcement framework for B.C. This Plan is grounded in an understanding of the province's policing history, current policing issues and anticipated, future challenges. It is also influenced by broader trends in policing and government today - such as greater expectations for accountability and cost-effectiveness - and addresses some related issues that are beyond the scope of policing, such as mental health challenges. The Plan reflects findings and strategies that emerged during an extensive stakeholder and public engagement process, plus priorities identified through Forsaken: The Report of the Missing Women Commission ofInquiry (MWCI Report) and government's justice reform initiative. Although designed to guide reform over the next three, five and 10 years, the Plan will be a living document, reviewed every year by the Ministry of Justice and updated as needed. Organization The Plan is presented in two parts, with two appendices and one online supplement. Policing in British Columbia Today contains a detailed discussion of B.C:s existing police structure and funding arrangements, plus an overview of existing oversight and governance mechanisms. Police reform initiatives, current drivers of reform, and details of how the Plan developed are discussed. This part gives a sense of the historical context and current realities guiding the evolution of the Plan. British Columbia Policing and Community Safety Plan presents a vision for policing in B.C., organized around five themes with 16 accompanying action items. The Plan also provides information on progress to date on these items. The appendices detail the findings from the community consultation and stakeholder engagement process and include a discussion of key milestones in the history of policing in B.C. The supplement reports the findings of a public survey conducted toward developing the Plan; it is posted at: www.pssg.gov.bc.ca/policeservices/publications-indexiindex.htm ....~~!. ..~~ .. ~~~~~~~~.. ~.~.~~~~~~~ .. ~~~~~~~~.!.~~.~r...... Policing in B.C. is provided mainly by the RCMP (which provides federal, provincial and municipal policing), 11 municipal police departments and one First Nations Administered Police Service. Several agencies such as the South Coast British Columbia Transit Authority Police Service provide supplemental policing. As well, a number of integrated police units and structures operate throughout the province. EI Accountability mechanisms Accountability mechanisms are systems, authorities or procedures that hold police accountable to citizens or government. Many have emerged or evolved over the past decade. They include civilian oversight bodies such as the Independent Investigations Office and governance mechanisms such as police boards. EXECUTIVE SU~HvlARY 3 a Reform initiatives underway or recently completed These include the renewed 2012 policing Agreements that provide enhanced accountability of the RCMP to the provincial government; collaboration with the poliCing community to promote integration and consolidation of services; renewal and the expansion of the functionality of the shared police records management system known as PRIME-BC; the setting of binding provincial poliCing standards for all B.C. police agencies; significant enhancements to training related to dealing with domestic violence cases; and standardization and restructur ing of police training to enhance efficiency, effectiveness and accountability. m Current drivers of reform The Plan meets the Premier's commitment to develop a long-term, strategic plan for poliCing, per the Families First Agenda for Change. Other drivers of reform include the Province of British Columbia's overall justice reform initiative, the recommendations of the Missing Women Commission ofInquiry and concern at all levels of government about the rising cost and sustainability of poliCing. EJ Engagement activities A unique feature of the Plan is the community consultation and stakeholder engagement involved in its development. The Plan details the five engagement activities undertaken. PART II - British Columbia Policing and Community Safety Plan ...... The Plan will guide the evolution of a modern policing and law enforcement framework for B.C. over the next decade. The Plan includes a vision and values for policing, and is organized around five themes and, within them, 16 action items. a Vision Policing in British Columbia will be globally connected and community focused. Innovative, effectively governed and efficiently managed, it will operate seamlessly and collaboratively across a spectrum of law enforcement and security responses to public safety. PoliCing will be accountable, performance-based and evidence-led, and will work in an integrated manner with justice, social sector and community partners. EiJ Values The provincial government is committed to integrity, fiscal responsibility, accountability, respect and choice. More specifically, eight values underlying the development of the Plan are included. They relate to the independence and accountability of police, funding responsibilities, bias-free policing, relationships between police and First Nations, service delivery and governance, the importance of local input and support to any police reform initiatives, and the importance of ensuring reform initiatives are research- and perform ance-based and have measurable outcomes. 4 BRIT'ISH COLUMBIA POLICING AND COi\Hv1UNITY SAFETY PLAN m Theme #1-Rational and Equitable: Policing is structured, governed and funded in a rational and equitable manner ACTION ITEM #1: The Ministry of Justice will work in collaboration and consultation with local governments, other key stakeholders and a committee of external experts to: a. Define and clarify policing responsibilities at the federal, provincial and municipal government levels; b. Consider models of service delivery ranging from further integration to the regional delivery of services while retaining local community-focused policing; and, c. Develop options for funding/financing models that reflect each level of government's policing responsibil- ity and distribute costs accordingly. ACTION ITEM #2: The Ministry of Justice will develop a public safety model including existing and new cat egories of law enforcement personnel to provide cost-effective services in support of policing. ACTION ITEM #3: In consultation with First Nations, police, the Ministry of Aboriginal Relations and Reconciliation, local governments and the federal government, the Ministry of Justice will reform the service delivery framework of the First Nations Policing Program in British Columbia. a Theme #2 - Accountable: Police are accountable to civilian authority ACTION ITEM #4: In support of community-based policing, the Ministry of Justice will ensure that British Columbia communities have meaningful opportunities for significant input into local policing. ACTION ITEM #5: The Ministry of Justice will review the current police board structure, function and training, and make enhancements and improvements where necessary. ACTION ITEM #6: The Ministry of Justice will conduct a study to examine the practices and policies of police agencies in British Columbia related to ensuring bias-free policing and will, where required, ensure that audits are completed related to bias-free policing and the equitable treatment of all persons. ACTION ITEM #7: The Ministry of Justice will continue developing provincial standards for police agencies in the province. Priority will be given to standards consistent with those recommended by Commissioner Oppal in the MWCI Report governing the investigation of missing persons, complex investigations involving serious crime and inter-agency co-operation. II Theme #3 - Collaborative: Police, governments and communities work collaboratively to meet justice and community safety goals ACTION ITEM #8: In support of enhancing community safety, the Ministry of Justice will work with stakehold ers to develop strategies to: a. Support crime prevention efforts; b. Support province-led crime reduction initiatives; and, c. Support further development of civil/administrative law strategies to enhance community safety. EXECUTIVE SUt\:1!vlARY 5 ACTION ITEM #9: The Ministry of Justice will, in collaboration with the Combined Forces Special Enforcement Unit and the Organized Crime Agency of Be, conduct a review of anti-gang initiatives within the province and elsewhere to: a. Identify potential further civil/administrative law strategies to complement existing enforcement efforts; b. Enhance the coordination of anti-gang enforcement and disruption efforts between all police agencies through provincial policing standards; and, c. Implement a province wide anti-gang prevention campaign aimed at deterring at-risk youth from becom ing involved in gangs. ACTION ITEM #10: The Ministry of Justice will strike a cross-government Working Group to: a. Review and examine existing cross-jurisdictional models of multi-agency collaboration and inter-sectoral service integration; b. Review existing legislation and policies to identify gaps and barriers to information sharing among agen cies; and, c. Make recommendations to partners and stakeholders for the creation of policies and/or a framework to address gaps to information sharing and to improve integration and mUlti-agency collaboration on topics of mutual concern to the social services ministries and agencies. II Theme #4 - Protect Vulnerable Persons: Police and the provincial government are committed to protecting vulnerable persons ACTION ITEM #11: The Ministry of Justice will ensure the development and delivery of cultural awareness and sensitivity training for all police officers in British Columbia, consistent with the recommendations in the MWCI Report. ACTION ITEM #12: The Minist~y of Justice will: work with stakeholders to promote best practices and expand successful policing strategies such as integrated police/health initiatives across the province; and conduct a study to examine contact between police officers and persons with a mental illness and/or addictions to develop resource-efficient and effective strategies for these interactions. ACTION ITEM #13: Consistent with the recommendations in the MWCI Report, the Ministry of Justice will evalu ate possible missing persons legislation to grant speedy access to personal information of missing persons consistent with privacy laws, and evaluate a statutory provision on the legal duty to warn with a protocol on how it should be interpreted and applied. II Theme #5 - Effective: Police have modern tools, information and training to deliver effective policing services ACTION ITEM #14: Consistent with the recommendations in the MWCI Report, the Ministry of Justice will foster intelligence-led policing by supporting the implementation of a regional Real Time Intelligence Centre (RTIC) scalable to the province. ACTION ITEM #15: The Ministry of Justice will work with key stakeholders and academia to develop a perform ance management framework and enhance the quality and availability of police data to measure policing in a consistent manner across the province and support better performance management practices. Action Item #16: The Ministry of Justice will conduct a comprehensive review of the Police Act to assess its relevance to support the changing and complex environment of policing in British Columbia. 6 BRIT'ISH COLUl\:1BIA POLICI NG AND CONI iV1U NJTY SAFETY PLAN PART I-Policing in British Columbia Today Structure and funding ...... Policing in Canada is a shared responsibility between federal, provincial/territorial and municipal governments. Under the Constitution Act, 1867, the federal government has the exclusive authority to enact legislation regarding criminal law and procedure. In addition, the federal government is responsible for providing a federal police force to enforce federal statutes and to protect national security. The Constitution Act, 1867, delegates responsibility for the administration of justice, which includes policing, to provincial governments. Each province has legislation that sets out the terms by which police are governed. Provincial governments may delegate responsibility for policing within municipal boundaries to the municipality. Under the British Columbia Police Act, municipalities 5,000 population and over are responsible for providing police services within their municipal boundaries. They may do so by either establishing a municipal police department or entering into an agreement to have municipal policing provided by another municipal police department or the provincial police·force, which in British Columbia is the Royal Canadian Mounted Police (RCMP). In British Columbia, policing is provided mainly by the RCMP {which provides federal, provincial and municipal policing}, 11 municipal police departments and one First Nations Administered Police Service. There are also several agencies that provide supplemental or"designated"policing in the province; that is, they are mandated to provide policing in geographic areas already served by provincial or municipal police agencies but for a specific purpose. For example, in the Lower Mainland area of the province, the South Coast British Columbia Transit Authority Police Service (SCBCTAPS) is a designated police unit that provides policing on and around the transit system, supplemental to the jurisdictional police. Similarly, the Canadian National and Canadian Pacific railway police forces provide specialized law enforcement within the province. There are also enhanced police services at the Vancouver International Airport and enhanced First Nations police services. In addition, there are a number of integrated police units and structures operating throughout the province. These provide specialized police services through mUlti-agency collaboration leveraging the cumulative strength of those agencies though enhanced information-sharing and consolidation of efforts. A variety of funding and governance structures are in place. In Canada, local levels of government contribute the most funding to policing. In British Columbia, based on 2012 spending, 65 per cent of expenditures were borne by municipal governments; the remainder was split between the provincial and federal governments.1 Ultimately, property tax payers fund the bulk of policing costs. a RCMP federal force The RCMP is Canada's national police force. Established under the RCMP Act, the RCMP is unique in that it serves as a federal, provincial and municipal police service. The RCMP falls within the portfolio of the Minister of Public Safety Canada and operates under the direction of the RCMP Commissioner. As the federal police force, the RCMP enforces federal statutes across the province and is responsible for border integrity, national security, drugs and organized crime, financial crime and international policing. In 2012, the authorized strength of the federal force in British Columbia was 1,028, including 140 protective policing positions. The federal government pays 100 per cent of the cost of the federal force. Police Services Division, Policing and Security Branch, Ministry of Justice. PAftr 1- POLlCING IN BRrrrSH COLU!v1BIA 'rODAY 7 [I RCMP provincial force In March 2012, the provincial government renewed its 2o-year Provincial Police Service Agreement (PPSA) with the Government of Canada to contract the RCMP as British Columbia's Provincial Police Force. Under the terms of the PPSA, rural or unincorporated areas of British Columbia are policed by the Provincial Police Force, with the provincial government paying 70 per cent of the cost-base described in the agreements, and the federal government paying the remaining 30 per cent in recognition of the benefits gained from the RCMP acting as the Provincial Police Force. These benefits include facilitating the flow of intelligence between all levels of policing, having RCMP members available for redeployment for emergencies or large events, and sharing the costs and use of common police and administration services. The Provincial Police Force can be broken into two main categories: detachment policing and the provincial force infrastructure. Detachment policing provides local police services to municipalities under 5,000 popula tion and unincorporated (rural) areas throughout the province by means of uniformed patrols, response-to-call duties, investigative services, community-based poliCing, traffic enforcement, and administrative support to provincial detachments. A portion of the provincial cost is recovered through the provincial police tax. In 2007, property owners in municipalities under 5,000 population and unincorporated (rural) areas began to pay the provincial police tax which covers a portion (less than 50 per cent) of the general duty and general investigative police services provided by the Provincial Police Force. The Provincial Police Force infrastructure includes capital-intensive services such as marine and air capabilities, and provincial Operational Communications Centres which provide emergency communication (e.g., 9-1-1, Dispatch) services to all provincial and municipal police units outside of the Lower Mainland. The Provincial Police Force also provides traffic enforcement on all provincial highways; the capacity and expertise to resolve high risk incidents; target organized crime, gang violence, and serial crimes; as well as to provide security and policing services for large scale community events and emergencies. The Provincial Police Force provides services to the entire province including areas policed by municipal police departments and designated police units such as the SCBCTAPS. In 2012, the Provincial Police Force authorized strength was 2,602, including 769 members providing general duty and general investigative services at provincial detachments. B Municipal policing Under the Police Act a municipality must assume responsibility for its police services when, as recorded by a Canada Census, its population reaches 5,000 persons. These municipalities may form their own municipal police department, contract with an existing municipal police department, or contract with the provincial government for RCMP municipal police services. In 2012, there were 74 municipalities in British Columbia responsible for providing police services within their municipal boundaries. Twelve municipalities were policed by municipal police departments and 62 were policed by the RCMP. 8 BRITISH COLUl\:1BIA POLICING AND COMlV1UNITY SAFETY PLAN MUNICIPAL POLICE DEPARTMENTS Currently, 12 municipalities in the province are policed by 11 municipal police departments. The municipal police departments are the: :> Vancouver Police Department, :> Victoria Police Department (which polices the City of Victoria and the Township of Esquimalt), :> Saanich Police Departl1)ent, :> Central Saanich Police Service, :> Oak Bay Police Department, )0 Delta Police Department, )- Abbotsford Police Department, :> New Westminster Police Department, :> West Vancouver Police Department, :> Nelson Police Department, and :> Port Moody Police Department. In 2012, the authorized strength of the municipal police departments was 2,413 officers, including adjustments to account for the departments' participation in the Lower Mainland regional integrated teams. RCMP MUNICIPAL FORCES The Municipal Police Service Agreement (MPSA) is signed by the provincial and federal governments. This agreement allows the provincial government to sub-contract the RCMP to municipalities with populations 5,000 and over for police services. To contract RCMP municipal services, a municipality must sign a Municipal Police Unit Agreement (MPUA) with the provincial government. In 2012, there were 62 municipalities in British Columbia that contracted with the provincial government for RCMP municipal police services. The terms of the MPSA and the MPUA require that municipalities between 5,000 and 14,999 population pay 70 per cent of the RCMP cost-base; municipalities 15,000 population and over pay 90 per cent. The remaining 30 per cent and 10 per cent, respectively, are paid by the federal government. Municipalities are responsible for 100 per cent of certain costs, such as accommodation (Le., the detachment) and support staff. In addition to standalone detachments serving individual municipalities, the RCMP operates regional and integrated detachments in many areas of the province. An integrated detachment is comprised of two or more provincial and/or municipal police units working out of the same detachment building. In integrated detach ments, RCMP members from each policing unit report to one commanding officer and usually provide police services to the combined provincial and municipal poliCing areas. The regional detachment structure adds another layer to integration. Regional detachments offer a central point of management, coordination and comptrollership for multiple integrated or stand-alone detachments in the area. These types of arrangements allow for specialized and/or administrative police services to be delivered regionally. In 2012, the autho'rized strength of the RCMP municipal forces was 3,463 members, including adjustments to account for the municipalities' participation in the Lower Mainland regional integrated teams. II First Nations policing The First Nations PoliCing Program was introduced in June of 1991 by the Government of Canada, giving First Nations communities the opportunity to participate with provincial and federal governments in the develop ment of dedicated policing delivered by the RCMP to serve their communities. The First Nations PoliCing PART'}- POLICING IN BRrnSH COl..UlvlBIATODAY 9 Program is intended to provide accountable and effective policing services that are culturally sensitive and responsive to the particular needs of First Nations communities. FIRST NATIONS COMMUNITY POLICING SERVICES (FNCPS) On April 1, 2006, a Framework Agreement between the federal and provincial governments for RCMP-FNCPS in the Province of British Columbia was signed. In 2012, the FNCPS had an authorized strength of 108.5 RCMP officers who provided dedicated police services to 131 First Nations communities in British Columbia through 53 Agreements (CTAs). Each FNCPS unit is established under a tripartite agreement between the provincial government, the federal government and the participating Band(s). The provincial share of funding the FNCPS is 48 per cent and the federal share is 52 per cent. The Province of British Columbia and Canada are currently in negotiations to establish a new framework agreement that would support the provision of poliCing services through the RCMP First Nation Community Police Service. This agreement provides the opportunity for communities to playa role in establishing policing goals, objectives and priorities that reflect the culture and traditions of these communities. INTEGRATED FIRST NATIONS POLICE UNITS In 2007, a poliCing agreement was signed by the Province of British Columbia, the District of West Vancouver, and the Squamish and Tsleil-Waututh First Nations to create an Integrated First Nations policing unit comprised of RCMP and West Vancouver Police Department members. This poliCing arrangement covers reserve lands located in North Vancouver, West Vancouver and the Squamish Valley. In this same year, a policing agreement was signed by the Government of Canada, the Province of British Columbia, the Corporation of Delta and the Tsawwassen First Nation to deliver enhanced poliCing to the Tsawwassen First Nation by the Delta Police Department. The funding of this agreement is shared by the provincial and federal governments, 48 per cent and 52 pe(cent respectively. There is currently one member providing enhanced policing under this agreement. FIRST NATIONS ADMINISTERED POLICE SERVICES (FNAPS) There is one First Nations Administered Police Service (FNAPS) in British Columbia, the StI'atl'imxTribal Police Service. This police service is a designated policing unit, with governance provided by a police board whose members are selected from the communities served. Police officers recruited by the police board are either experienced officers or graduates from the Justice Institute of British Columbia Police Academy. All officers are appointed under the Police Act. In 2012, the Stl'atl'imx Tribal Police Service had an authorized strength of eight police officers. Accountability mechanisms Discussions around police accountability are often interspersed with terms such as 'oversight: 'superintend' and 'governance: as well. as 'civilian oversight' or'civilian governance: Within the context of this Plan, the term 'accountability mechanisms' is the umbrella term for those systems, authorities or procedures that hold the police to account to citizens or government in some way. The issue of how best to achieve effective police accountability is one that has been examined and discussed extensively by British Columbians - in particular, over the past decade - resulting in an evolution of accountability mechanisms and systems in the province. iii Civilian oversight The current civilian oversight regime in British Columbia is described below, followed by a discussion of gov ernance mechanisms at the municipal and provincial level. 10 BRITISH COLUlv1BIAPOLICING AND COMlv1UNITY SAFETY PLAN THE INDEPENDENT INVESTIGATIONS OFFICE Since September 2012, the Independent Investigations Office (110) has conducted investigations into police-re lated incidents that result in death or serious harm to members of the public. Prior to the liD's establishment, police forces were calling upon other police forces to conduct such investigations, to ensure that members of a police force would not be investigating members of the same force. The civilian-led liD's mandate is to conduct investigations with respect to any on or off duty police officer in British Columbia, whether that officer is a municipal officer, a member of the RCMP, member of a designated policing unit, an auxiliary officer or a Special Provincial Constable. Police agencies are required under the Police Act to contact the 110 when an incident occurs that may fall within the liD's mandate. If the 110 finds the case is within its jurisdiction, it will investigate and determine whether the police officer(s) involved were within their legal authorities. The chief civilian director will then either make a report to Crown counsel indicating that an offence may have occurred, or will determine that an offence did not occur and will release a public report on the investigation and the liD's findings. The 110 operates under the Ministry of Justice. THE OFFICE OF THE POLICE COMPLAINT COMMISSIONER Under the Police Act, the Office of the Police Complaint Commissioner (OPCC) is responsible for overseeing the handling of complaints against officers employed by municipal police departments and designated policing units such as the SCBCTAPS and the Stl'atl'imx Tribal Police Service, with respect to professional standards and code of conduct matters. Members of the public may file complaints directly with the OPCC or directly with a police agency. A complaint may be resolved by informal means, mediation, or through investigation. The police conduct the investigations into public complaints, while the police complaint commissioner oversees those investigations. After the completion of an investigation, disciplinary or corrective measures may be imposed, which can range from the member receiving advice to dismissal. The police complaint commissioner may review the result of the proceeding and, if the result is deemed incorrect, may order a review on the record or a public hearing. As the police complaint commissioner is an independent officer of the Legislature, the OPCC operates independ ently of police and government. The OPCC reports directly to the British Columbia Legislative Assembly. COMMISSION FOR PUBLIC COMPLAINTS AGAINST THE RCMP The Commission for Public Complaints (CPC) against the RCMP is an independent agency created by Parliament to provide civilian oversight of RCMP members' conduct while on duty. The CPC reports to the Minister of Public Safety Canada. The RCMP Act sets out the procedures for complaints against members of the RCMP. Members of the public may file complaints directly with the Cpc. The CPC is mandated to receive complaints about the conduct of RCMP members, conduct reviews when complainants are not satisfied with the RCMP's handling of their complaints, hold hearings or carry out investigations on complaints, and report findings and make recommendations to the Commissioner of the RCMP and the Minister of Public Safety Canada, with the objective of correcting and preventing recurring poliCing problems. On June 19, 2013 Bill C-42, the Enhancing Royal Canadian Mounted Police Accountability Act, received Royal Assent. This Act amends the RCMP Act to provide where the actions of a member of the RCMP lead to a serious incident (e.g., death or serious injury) an investigative agency external to the RCMP shall investigate, unless an appropriate investigative agency does not exist. A further amendment will create a new Civilian Review and Complaints Commission (CRCC) to replace the existing Cpc. The CRCC will have the same powers of the former commission, along with enhanced PART 1·- P()LICING [N BRI'rISH COLUtvlBIATODAY 11 investigative powers and increased access to information in the possession or under the control of the RCMp, and the ability to summon witnesses, compel the production of documents, and conduct joint investigations with other complaint bodies. The CRCC will be able to assess whether the RCMP is carrying out its activities in accordance with the RCMP Act and its policies, procedures and guidelines, and assess the adequacy, appropri ateness, sufficiency or clarity of any policy, procedure or guideline related to the operation of the Force. Members of the RCMP will not be eligible to be appointed as members of the Commission. Other amend ments to the RCMPAct are intended to modernize the RCMP's discipline, grievance and human resource management framework. These amendments are to come-into-force on a date to be fixed by order of the Governor in Council. D Governance POLICE BOARDS In British Columbia, a primary civilian governance mechanism for municipal and designated police forces is the police board. Police boards are currently in place for the 11 municipal police departments, the StI'atl'imxTribal Police Service, Organized Crime Agency/Combined Forces Special Enforcement Unit (OCNCFSEU-BC), and the South Coast British Columbia Transportation Authority Police Service. The authority of a police board derives from the Police Act. Municipal police departments are governed by the municipality's civilian police board. The role of the police board is to provide general direction and to, in consultation with the Chief Constable, set the priorities, goals and objectives of the municipal police department, in accordance with relevant legislation and in response to community needs. Each police board is chaired ex-officio by the municipality's mayor, and consists of one person appointed by the municipal council and up to five people appointed by the provincial government. Entities applying to establish a designated police unit must include in their application a description of the proposed governance board and membership. Appointments are made by the provincial government, in consultation with the entity. LOCAL POLICE COMMITTEES, THE PROVINCIAL POLICE SERVICE AGREEMENT AND MUNICIPAL POLICE UNIT AGREEMENTS Municipalities that receive municipal policing from the RCMP (under Municipal Police Unit Agreement) do not have municipal police boards. However, there are other mechanisms for civilian governance. Under s. 31-33 of the Police Act, local police committees may be formed to promote positive police-community relationships and to identify issues concerning the adequacy of poliCing. While these sections of the Police Act have not been used to create a formal police committee, other advisory committees and community consultative groups are in place in some communities policed by the RCMP. The primary governance mechanisms for policing services provided by the RCMP are the Provincial Police Service Agreement, the Municipal Police Service Agreement and individual Municipal Police UnitAgreements. fa Provincial government The Police Act sets out the speCific poliCing obligations for which the provincial government is responsible. Section 2 of the Police Act states that, "The minister must ensure that an adequate and effective level of policing and law enforcement is maintained throughout British Columbia." Section 39 of the Act states that the minister must designate a person employed in the ministry as the director bf police services. The director acts on behalf of the minister and is subject to the direction of the minister. Section 39 further states that the director is responsible for superintending policing and law enforcement functions in British Columbia. 12 BRITISH COLUiv1BIA POLICI NG AND COM Iv1UNITY SAFETY PLAN Currently in British Columbia the director of police services is the Assistant Deputy Minister, Policing and Security Branch (PSB), Ministry of Justice. Section 39 of the Act allows the director to employ persons necessary to carry out the business of the director's office. Thus, the Policing and Security Branch carries out the respons ibility of the director to superintend policing and law enforcement functions and, ultimately, the minister's obligations under the Police Act. POWERS AND RESPONSIBILITIES OF THE MINISTER The Police Act outlines the powers and responsibilities of the minster. They are broad and varied, in order to allow the minister to meet the obligation of ensuring that an adequate and effective level of policing and law enforcement is maintained. The Act sets out the circumstances under which the provincial government must provide poliCing and law enforcement services, and those under which municipalities must be responsible for their services. Even though a municipality may be responsible for its police services, the Act gives the power to the minister to provide or reorganize the poliCing and law enforcement of a municipality, if the minister considers it necessary or desirable. If a municipality is not fulfilling its obligation to provide adequate policing, the minister may take steps to ensure that adequate policing occurs, including appointing persons as constables to police the municipality or using the Provincial Police Force. Similarly, if the minister receives notification that a policing or law enforce ment unit is not complying with the Act, the minister may provide policing or law enforcement in place of the designated unit's officers. Under the agreement for the RCMP to provide a Provincial Police Force, the minister sets the objectives, priorities, and goals of the Provincial Police Force. Further, the Police Act provides that the commissioner of the Provincial Police Force is under the minister's direction to implement these objectives, priorities and goals. POWERS AND RESPONSIBILITIES OF THE DIRECTOR OF POLICE SERVICES The director is responsible for superintending policing and law enforcement functions in British Columbia. The Police Act outlines these responsibilities and speCifies ways in which these responsibilities must be carried out. For example, if the director considers that a municipality is not fulfilling its responsibility to provide adequate policing then the director must direct the municipality to correct the failure to comply with the Police Act. Another role and responsibility of the director is to support the minister in meeting his or her obligations and to act in an advisory role. The director is to consult with and provide information and advice to the minister, chief civilian director, chief constables, chief officers, boards and committees, on matters related to policing and law enforcement. The Act speCifies that the director must, on the request of the minister, study, investigate and prepare reports on matters concerning policing, law enforcement and crime prevention. The director may also do so on the director's own initiative or on request of a council or board. A significant director's function is that of establishing standards and evaluating compliance with such stan dards. The director's powers to set standards were enhanced when amendments to the Police Act gave the director the power to set binding provincial policing standards for all police agencies in British Columbia. The director may inspect the records, operations and systems of administration of any policing or law enforcement operation. The director's functions include reporting on the inspections and maintaining a system of statistical records required to carry out inspections, evaluations and research studies. THE ROLE OF THE POLICING AND SECURITY BRANCH The PoliCing and Security Branch (PSB) has a wide range of responsibilities related to policing, security and public safety. The Branch has two divisions: Police Services Division and Security Programs Division. PART 1- POL1CINC IN BRITISH COLUtvlBIA TODAY 13 Police Services Division assists the director of police services to superintend policing and law enforcement in British Columbia. Responsibilities include: monitoring provincial and municipal RCMP policing agreements; establishing provincial policing standards and monitoring compliance; administering programs such as the organized crime, guns and gangs portfolio, First Nations policing agreements and enhanced road safety initia tives; providing training and support to police governance boards; developing poliCing policy and legislation; providing leadership with respect to poliCing services delivery and technology; managing non-police law enforcement appointments and activity (e.g., special provincial constables); and reporting on provincial crime and police data. Security Programs Division is responsible for regulating the private security industry and administering pro grams to protect children and vulnerable adults. These include maintaining records of protection orders, and screening persons who work with children and vulnerable adults in provincially funded or regulated occupa tions. Security Programs Division is als'o responsible for regulating metal dealers and recyclers, and the sale of body armour and armoured vehicles. Reform initiatives underway or recendy completed 1I RCMP policing agreements As noted, the Province of British Columbia recently renewed the RCMP Agreements. A new preamble has been added which lays the foundation for a strong, collaborative, and cooperative relationship between the con tract partners (Public Safety Canada, the RCMp, and the provincial government). The preamble describes the partners' commitment to working together to ensure all contract partners are involved in decisions concerning substantive issues affecting the cost, quality, governance and delivery of services provided by the RCMP Provincial Police Force. Under the 2012 Agreements, the Federal/ProvinciallTerritorial Contract Management Committee (CMC) replaces the Contract Advisory Committee that was responsible under the 1992 Agreements for dealing with issues arising from the implementation of those Agreements. The change in terminology ("management" instead of"advisory'l reflects the strengthened accountability, governance, and reporting provisions as well as the expanded role of the new committee in managing and implementing the Agreements. As British Columbia's Provincial Police Force, the RCMP delivers services according to the strategic direction of the provincial government. The Minister of Justice sets the objectives, priorities and goals of the Provincial Police Force in line with provincial poliCing priorities. These are based on local needs, the evolving nature of crime and the specific requirements of poliCing in British Columbia. The Commanding Officer (CO) must ensure that the deployment of personnel and equipment reflects these priorities. Every year, the CO must submit a report to the minister describing the progress towards implementing and achieving the priorities, goals and objectives. (Article 7) The Province of British Columbia is responsible for setting standards for all police agencies in the province and new provisions in the 2012 Agreements require the Commissioner to meet or exceed these standards.2 This means all police agencies in British Columbia will be subject to the same provincial standards. Further, when the RCMP is considering changing or creating new national standards, they must table the issue with CMC and seek agreement on a way forward. (sub article 605) 2 Unless doing so is not possible because it would contradict the law or negatively affect the RCMP's ability to deliver effective and efficient police services or negatively affect public or officer safety. 14 BRITISH COLUi\:1BIA rOlleI NG AND C01\:1 Iv1U N lTY SAFETY PLAN A significant addition to the 2012 Agreements is the provincial government's ability to have in-depth reviews conducted on issues relating to the Provincial Police Force and RCMP national programs. This is an important mechanism for ensuring services and programs are efficient and effective. These provisions strengthen accountability for financial management and facilitate informed decision-making. (Articles 19 and 21.8) The provincial government can also be involved in the appointment and replacement of Detachment Commanders for all RCMP detachments in British Columbia as well as determining the number and location of detachments in the province. Local communities may also be consulted in the selection process. (Articles 7 and 8) While the Agreements have a 20-year term, reviews will be conducted every five years. The 1992 Agreements also contained a provision for five year reviews but the scope has been expanded in the 2012 Agreements to include all substantive issues rather than simply cost items, thus ensuring the Agreements remain current and meet the evolving needs of the contract partners.3 (Article 22) m Integration In collaboration with the policing community, the Province of British Columbia has supported the creation of seamless, integrated, professional police services by promoting the integration and consolidation of services, where appropriate, and providing leadership in the centralization of services that are highly technical, capital intensive and specialized. Over the last decade or more, police leaders and the provincial government have recognized the need for a more integrated, targeted, "evidence-based" approach. The benefits of targeted policing, integration and consolidation of police services include: reducing duplication and overlap of police services throughout the province, particularly with respect to speCialized services; ensur ing a more focused, timely and coordinated response to major incidents; allowing agencies to better capitalize on economies of scale; facilitating the use of shared equipment and common technologies; streamlining and reducing overlap of administrative functions; and, ensuring maximum flexibility to investigate crimes that occur across the region. Currently there are more than 1,100 federal, provincial and municipal officers working together in over 20 inte grated teams in British Columbia. The provincial government contributes over $75 million toward integrated teams, municipalities contribute over $35 million and the federal government contributes over $19 million. In British Columbia, there are three broad categories of integrated teams: )- Federal integrated teams are funded primarily by the federal government and include, for example, the Integrated Market Enforcement Team (lMET) and Integrated Border Enforcement Team (IBET); )- Provincial integrated teams are funded primarily by the provincial government and include, for example, the OCNCFSEU-BC, Integrated Child Exploitation Team (ICE), Hate Crime Task Force (HCT), and Integrated Sexual Predator Observation Team (lSPOT). These teams provide service to all jurisdictions in British Columbia; and, 3 There are other important accountability provisions in the Agreements. The CO must inform the minister of any new or outstanding complaints against the Provincial Police Force on a monthly basis. In addition, the CO must consult with the minister on the operational and administrative status, as well as the organizational structure, of the Provincial Police Force at least four times per year (Article 7 and 8). The financial planning and reporting provisions have been enhanced to increase the accountability of the Provincial Police Force and to ensure the provincial government and the RCMP can work together to identify resource requirements, potential risks and efficiencies. Multi-year financial planning, rather than single year planning, is now undertaken. Substantive issues relating to RCMP national programs which are cost-shared by contract partners must be brought before CMe, creating a new level of provincial oversight. PART 1- POLICING IN BRITISH COLU?\.1BIA TODAY 15 :> Regional integrated teams are formed to address concerns or provide services to specific regions of the province. For example, RCMP specialized policing units in the Lower Mainland have been consolidated and now operate under a regional service delivery model. An example is the Integrated Homicide Investigation Team (IHIT) which was created in 2003 to integrate homicide investigations in Lower Mainland municipalities. Other teams include the RCMP Emergency Response Team (ERT), Forensic Identification Services, Police Dog Services and Integrated Collision Analyst Re-constructionists. The costs of these Lower Mainland teams are shared between the participating jurisdictions according to a funding formula. In addition to integrated teams, Policing and Security Branch supported the integration of RCMP detachments and command structures around the province.4 Many of these integrated detachments deliver specialized services on a regional basis. £I PRIME-Be renewal In the early 2000S, the provincial government and British Columbia'S police agencies partnered to develop a shared police records management and computer-aided dispatch system connecting all municipal police and RCMP detachments. Since that time, PRIME-BC (Police Records Information Management Environment for British Columbia) has evolved into North America's only multi-jurisdictional police information system. Its three interlinking components (Computer Assisted Dispatch, Records Management System, and Mobile Work Stations) create a virtual, real-time connection from police communications centres to mobile units and patrol vehicles. Together, they provide police with instant information on crimes, allowing them to operate in a structured information environment that creates efficiencies and improves analytics. Now, a decade later, PRIME-BC is poised to move forward and embrace new technologies that extend beyond its original functionality. To support this necessary transformation, and to improve responsiveness and quality of service to police agencies, PRIME-BC will renew its organization and move into the next phase of its evo lution. The process of renewal of PRIME-BC has the overall goal of ensuring the organization's efficiency and effectiveness going forward and the continued delivery of fiscally responsible communication and information services to British Columbia'S police agencies. III British Columbia Provincial Policing Standards As noted, one of the director of police services' speCific functions is to inspect and report on the quality and standard of policing and law enforcement services delivery.s Recently, the director's responsibilities with respect to poliCing standards were enhanced. Amendments to the Police Act were brought into force in January 2012 which established the authority for the director to set binding provincial policing standards for all police agencies in British Columbia. Initially, the scope of this authority included setting standards for police training, the use of force, and places of detention, and equipment and supplies to be used in relation to poliCing and law enforcement. Recently the scope was broadened to include setting standards related to data collection, cooperation between police agencies and the independent investigations office as well as cooper ation and coordination among police agencies on complex investigations. This new framework establishes a clear authority for the provincial government to set binding provincial poliCing standards that apply to all police agencies in the province, and can be easily amended to respond to changes in the poliCing environment. 4 Examples include the integration of detachments in Vernon/North Okanagan (Vernon, Coldstream, Enderby, Armstrong, Spallumcheen, Lumby and Falkland); Boundary (Grand Forks and Midway) and the Upper Fraser Valley (Chilliwack, Agassiz, Boston Bar and Hope). 5 Police Act, R.S.B.C. 1996, c367, s. 40 (1) (a) 16 BRITISH COLUrv1BIA POLICING AND C01\Hv1UNITY SAFETY PLAN An important part of the development of standards for police in British Columbia is the creation of an Advisory Committee on Provincial Policing Standards (ACOPPS) to advise the provincial government on standards-re lated issues. ACOPPS provides a forum for Police Services Division to formally consult with key police-related and non-police stakeholders concerning the development or amendment of provincial policing stan- dards. Members will provide advice on priorities for standards development, suggest subject matter experts who could assist in drafting standards on specific issues, and provide feedback on draft standards prior to their formal submission to the director of police services and the minister for approval. The work of ACOPPS began in November 2013. II Focus on domestic violence The Ministry of Justice recognizes the importance of developing enhanced and systematic responses to cases of domestic violence and violence against women in relationships. The ministry worked in partnership with stakeholders on the Province of British Columbia's Domestic Violence Action Plan that was launched in January 2010 in response to recommendations from the British Columbia Coroner's inquest6 into the 2007 deaths of six-year-old Christian Lee and his family members, and the subsequent Representative for Children and Youth's report on the death of Christian Lee.7The focus of the Action Plan is to enhance and integrate the response to domestic violence by the justice system and child welfare partners to better serve all British Columbians. The provincial government revised the Violence Against Women in Relationships (VAWIR) policy in December 2010. VAWIR is a single cross-agency domestic violence policy that sets out the role and responsibilities of each service provider including police, Crown counsel, victim services, corrections, and child protection workers. The updated policy also includes a new Protocol for Highest Risk Cases that establishes a provincial protocol for coordinating justice and child protection system partners and information sharing in domestic violence cases where there is elevated risk. The revised policy and new protocols provide greater integration, coordination and collaboration among service providers to better meet the needs of families, women and children in British Columbia. Minimizing the risk of violence, enhancing victim safety and ensuring appropriate offender management are priorities. In 2011, the Ministry of Justice distributed a model operational policing policy on domestic violence and the ministry has encouraged all agencies to ensure their operational policy aligns with the model. In March 2012, the Representative for Children and Youth released a report into the deaths of Kaitlynne, Max and Cordon Schoenborn.8 The provincial government responded through the creation of a new Provincial Office of Domestic Violence (PODV) within the Ministry of Children and Family Development (MCFD). The PODV is coordinating the cross-government Action Plan with the Ministries of Justice, Children and Family Development, Health, Education and Social Development all providing input. The Ministry of Justice continues to work with PODV to enhance poliCing responses and police investigations into domestic violence. In an ongoing effort to keep pace with emerging best practices in the area of domestic violence, the ministry has made significant enhancements to the training provided to police officers dealing with domestic violence 6 Ministry of Public Safety and Solicitor General. (2009). Verdict at coroner's inquest: Findings and recommendations as a result of the inquest into the deaths of Kum Lea Chun, Moon Kyu Park, Christian Thomas lin Young Lee, Yang Sun Park, and Hyun Joon Lee. Victoria, BC: Ministry of Public Safety and Solicitor General. 7 Representative for Children and Youth. (2009). Honouring Christian Lee: No private matter: Protecting children living with domestic violence. Victoria, BC: Representative for Children and Youth. 8 Representative for Children and Youth. (20l2). Honouring Kaitlynne, Max and Cordon: Make their voices heard now. Victoria, BC: Representative for Children and Youth. PART I - POLICING IN BRITISH COLU~1BIATODAY 17 cases. Of note, the Domestic Violence Training Project consists of systematically built provincial training pro grams for all police in the province.9 [I Focus on police training The Ministry of Justice recognizes that police performance and accountability is enhanced through the avail ability of high quality training opportunities. The provincial government provides an annual grant to the JIBC Police Academy to deliver training to municipal police departments. In addition to the tuition collected from recruits, this funding serves to support training for the new police recruits and further enhance the training of existing police officers. In-kind contributions in the form of instructors and use of facilities from police depart ments are an important aspect of the training experience at the JIBC Police Academy. The provision of training for municipal police in British Columbia is seen as a partnership between the various stakeholder groups. Police training in British Columbia is undergoing standardization and restructuring in order to be effiCient, effective and accountable. In 2008, the Police Provincial Learning Strategy (PPLS) was created. The PPLS provides a framework to rebuild and streamline the training processes that currently exist. The principles of the PPLS are that police training must be: )- DefenSible: the training development processes and the content itself is evidence-based and will stand up to legal scrutiny; > Effective: the training provides results in required and measurable performance in the field; and, > Accessible: the training is available to all British Columbia police officers who need it, when they need it. Today, a renewed and strengthened relationship exists between the JIBC Police Academy, the RCMP Pacific Regional Training Centre and the provincial government.10 In addition, since 2009, the Ministry of Justice has overseen the development of a number of systematically built training programs for all police in the province. These courses were created in close consultation with police and non-police experts and include courses such as the domestic violence training courses referenced above as well as training related to the use of force.ll 9 This training supports VAWIR, promotes evidence-based, risk-focused domestic violence investigations, and it must be taken by all front-line officers and supervisors in the province. Course one: Evidence-based, Risk-focused Domestic Violence Investigations was launched in 2009 and has now been taken by over 8,500 officers across the province. The course is an ongoing part of RCMP cadet field coaching in British Columbia and Justice Institute of British Columbia (JIBC) police recruit training for the municipal police. Course two: Assessing Risk and Safely Planning in Domestic Violence Investigations was launched in July 2013. This course builds on course one and provides front-line investigators with a more in-depth understanding of how to assess and manage the risk factors in domestic violence cases. In conjunction with the training, Policing and Security Branch led the province-wide implementation of a standardized PRIME template and Reports to Crown Counsel (RCC) heading guide for all domestic violence cases. PSB worked closely with the Criminal Justice Branch and the Provincial Office of Domestic Violence on this project in order address an identified need to standardize how pOlice investigate and document domestic violence risk factors in RCCs. PSB will continue to monitor implementation of the training and templates and may consider a BC Provincial PoliCing Standard to ensure adherence to the investigative requirements in this area. 10 A strengthened committee structure to guide implementation of the PPLS across British Co"Iumbia has been established. There is now a clearer governance structure for police training at the JIBC PA.ln addition, there is improved communication between training bodies (i.e. training sections for the IMPDs, and the RCMP at PRTC), increased reliability in training development. documentation practices, and the sharing of existing training resources. 11 Crisis intervention and De-escalation (ClD) Training (developed in conjunction with British Columbia Provincial Policing Standard 322) is mandatory training on the communication skills that promote effective, non-violent interventions in a crisis situation. The training emphasizes respectful and compassionate interactions and techniques suitable for use in mental health crisis situations. The British Columbia Conducted Energy Weapon (CEW) Operator Training (developed in conjunction with British Columbia Provincial Policing Standard 32.1) is mandatory training to ensure police CEW operators have access to the training they require to perform safely and effectively as CEW operators. The Certified Use of Force Instructor Course (CUFIC) development is currently underway as a joint endeavor with the JIBC to create a provincially-approved course for certification 18 BRITISH COLUi\.·1BIA POLICING AND COl\1l\1UNITY SAFETY PLAN Ii Federal Provincial Territorial initiatives (FPT) The Ministry of Justice has identified priorities for law reform that fall within federal jurisdiction. The Ministry of Justice works with its federal, provincial and territorial justice partners to push for these reforms and to promote effective, coordinated responses to crime in British Columbia and nationally. The Assistant Deputy Minister of Policing and Security Branch participates on the FPT Policing and Public Safety Steering Committee, and staff participate on related committees and working groups including the Coordinating Committee of Senior OffiCials-Criminal (CCSO Crim)12, and the National Coordinating Committee on Organized Crime (NCC).13 Policing and Security Branch ensures its effective representation of British Columbia's needs and interests with respect to organized crime at the FPT level by chairing a Pacific Regional Coordinating Committee on Organized Crime (PRCC). The PRCC, made up of representatives from the law enforcement community, also promotes coordination of anti-organized crime activities throughout the province. The Ministry of Justice will continue to work with its federal, provincial and territorial counterparts on key policing and public safety issues, in consultation with local stakeholders. Current drivers of reform IS Families First Agenda for Change The British Columbia Policing and Community Safety Plan meets the Premier's commitment to develop a long-term, strategic plan for poliCing. It was also an opportunity for the provincial government to engage communities in discussions about crime prevention activities and priorities. The development process was led by the PoliCing and Security Branch and the Community Safety and Crime Prevention Branch and focused on engagement with British Columbians and collaboration with police, community leaders and members of the social service sector. This provided British Columbians with an open and transparent view of the process for developing the Plan and provided opportunities for meaningful input. II Ministry of Justice reform initiatives A separate but related reform initiative is the provincial government's overall justice reform initiative 14 which was launched in February 2012 to address issues in the justice system and identify actions that the provincial government, the judiciary, Crown counsel, the legal profeSSion, police and others could take to provide more timely and effective justice. In October 2012, the provincial government released White Paper, Part One: A Modern, Transparent Justice System, which outlined the overall vision for reform and provided strategies to use business intelligence, coordinated planning and decision-making to ensure a well-functioning, transparent justice system. of use of force instructors. This is a systematically built certification process that will become the provincial standard and guide training for all use of force instructors in this critical area. A key deliverable of the course is that use of force instructors are able to demonstrate and promote the use of ClD techniques where applicable during all types of use of force training. 12 The Coordinating Committee of Senior Officials-Criminal (CCSO Crim) is a core group of senior justice officials that represent FPT jurisdictions across Canada and has responsibility for overseeing and supervising most FPT Working Groups that deal with criminal justice issues. Policing and Security Branch participates Within a number of FPT CCSO Crim working groups including organized crime and cyber-crime to provide information. analysis. and recommendations on key issues. 13 The NCC provides a link between FPT officials and representatives from the law enforcement community to share information about organized crime and the responses to organized crime, discllss strategic policy priorities, and promote effective coordination of strategies to combat organized crime in Canada. In carrying out its work, the NCC reports to the FPT PoliCing and Public Safety Steering Committee and policing committees such as the Canadian Association of Chiefs of Police - Organized Crime Committee and the Canadian Integrated Response to Organized Crime (ClROC). 14 BC Justice Reform Initiative, 2012. PART I - POLICING IN BRITISH COLU!vlBIATODAY 19 In February 2013, at the same time this Plan was released for consultation, the provincial government released White Paper, Part Two: A Timely and Balanced Justice System, which expands the provincial government's reform plan and presents steps that will be taken, both immediately and over the long term, to ensure that the justice system is both timely and balanced. The provincial government is committed to implementing its vision for reform and making the justice system more responsive to the needs of citizens. Part Two contains a combin ation of concrete Action Items that will begin immediately, as well as visionary ideas for change that will be initiated as funding becomes available. Part Two focuses on innovative, front-line operations and services to the public, as well as internal policy with respect to administrative, civil, criminal, and family law. It also takes into consideration the fi ndi ngs and recommendations of the Forsaken: The Report of the Missing Women Commission oflnquirylS (MWCI Report) and the Action Items presented in this Plan. II The Missing Women Commission of Inquiry Recommendations On December 17,2012, Commissioner appal released the findings and recommendations from his public inquiry examining the police investigations into missing and murdered women in Vancouver's Downtown Eastside. The MWCI Report contains 63 recommendations, a large number of which pertain to police-related matters. Many of these address police investigations of missing women, suspected multiple homicides, and homicide investigations involving more than one investigating agency. Other areas of policing reform are also identified, such as measures to promote equality in the delivery of policing services, increase responsive ness to the needs of vulnerable persons, address the structure of poliCing in the Lower Mainland, and enhance governance of police.16 As Commissioner appal was speCifically mandated in his terms of reference to examine the police investiga tions, due consideration was given to the MWCI Report recommendations in the development of this Plan. fI The rising cost of policing All levels of government are concerned with the impact of the rising cost of poliCing. These costs are related to increases in the number of sworn officers, compensation, workplace safety requirements and the complexity of police work.17 Between 2002 and 2010, poliCing costs in Canada increased by 62 per cent.18 ln the same period, the number of sworn officers across the country increased by 19 per cent. Typically, salaries and benefits account for over 75 per cent of a police service's budget. The salary for constables in nine major police services in Canada increased by 28 per cent between 2002 and 2010. Overtime, benefits and administration also drive increases as do factors related to the complexity of the criminal law. Although not linked, this is occurring at a time where the public are seeing reported crime rates and crime severity declining. This is a trend in most developed countries.19 Despite the increasing costs and number of police officers, Canada still has fewer police officers per capita than many comparable countries.20 15 appal, 2012. 16 In addition to poliCing reforms, other recommendations involve healing and reconciliation, changes to Crown counsel policies and practices, broader response and community engagement with respect to missing persons (e.g .• additional ways to report information about missing persons), and services and support to prevent violence and enhance the safety of women. 17 Other cost drivers include changes to poliCies, legislation, and procedures that increase investigation workload. Organized crime networks have become progressively pervasive at the domestic and .international levels. Growing reliance on information technologies has also increased vulnerability to cybercrimes, including identity theft, intellectual property crimes and disruption of critical infrastructure. 18 Statistics Canada, 2011, 18. 19 Public Safety Canada, 2012, slide 3. 20 Total Police Personnel at the National Level. Out of 15 industrialized nations, Canada ranks 11th in terms of the number of officers per 100,000 population. Canada has less officers per capita than countries such as Japan, 20 BRITISH COLUlv1BIA POLICING AND COl\.Hv1UNITY SAFETY PLAN In February 2012, the Federal/Provincial/Territorial Assistant Deputy Ministers- Policing and Public Safety Steering Committee established the Economics of Policing Working Group to collect, consolidate and share information on policies, practices, and programs that aim to improve the overall efficiency and effectiveness of policing in Canada. British Columbia is an active participant in this process. The Council of Canadian Academies (CCA) is also researching the issue of the future of policing in Canada.21 During the consultation and engagement process, local governments and communities indicated that the cost of policing is a significant challenge to sustainability and expressed a desire to close the gaps between community expectations and the services available. Therefore, the concern with the rising costs of policing was a key consideration in the formulation of the Plan. Engagement activities A unique feature of the development of the British Columbia Policing and Community Safety Plan is the level of community consultation and stakeholder engagement in the development process. Five specific engagement activities were undertaken: regional community and stakeholder roundtables, focus group meetings, an interactive website, a telephone survey, and public and stakeholder consultation on the draft Plan released in February of 2013. Detailed descriptions of the findings from this process are available in Appendix A. fJ Regional community and stakeholder roundtables A series of regional stakeholder roundtables were held in nine locations around the province between April 2012 and June 2012. Participants included local governments, First Nations representatives, community leaders, social service organizations and local police. Overall, key messages from the roundtables included: )- Police are responsible for responding to a growing range of issues, some of which cross over into socio-economic and health-related matters. Mental health-related calls in particular were seen as creating a significant strain on policing. All stakeholders expressed a deSire for greater collaboration across justice, health and other SOCial service sectors to provide effective and effiCient responses to these issues. ). Local governments expressed frustration over the growing costs of poliCing. There was strong interest in clarifying each level of government's responsibilities with respect to policing and developing a fair and equitable funding formula that reflects those responsibilities. :> There was strong interest in finding ways to make poliCing more effiCient and accountable. Examples of specific strategies that were discussed include: expanding the role of others on the law enforcement continuum (sometimes referred to as tiered policing); the need to develop valid, comparable measures for policing; and ensuring that the public has opportunities for input into policing. ). Participants expressed interest in seeing the provincial government demonstrate stronger leadership through the development and implementation of a provincially-led crime prevention strategy. Funding for crime prevention and for services to victims was also a key theme of discussion. Roundtable participants also explored the importance of local coordination, citizen engagement and the use of volunteers. Sweden. New Zealand. the United Kingdom and Australia (United Nations Office on Drugs and Crime. 2008). 21 The CCA is assessing the current evidence and knowledge on the future of Canadian public poliCing models. The Canadian Association of the Chiefs of Police and the Canadian Federation of Municipalities are also engaged in the research and development of initiatives to ensure poliCing in Canada remains sustainable. PART I - POLICING IN BRITISH COLUNIBIATODAY 21 > A comprehensive review of the feedback from the roundtables is available in a summary report on the Police Services Division website at http://www.pssg.gov.bc.ca/po/iceservices/publications-indexIdocs/ PoliceRoundtable_SummaryReport.pdf L1 Focus group meetings Stakeholders and subject matter experts were invited to participate in focus groups in September and October 2012, to further discuss key issues that emerged from the roundtables. Meetings were also held with First Nations with Tripartite Agreements and the RCMP Local Government Contract Management Committee. The focus groups identified potential strategies to address the issues at hand and proVided direction on priorities for further development and consideration. The key themes from the focus groups were that: :> Developing prevention and intervention programs for youth and families, including providing youth with alternatives to the gang lifestyle is essential to addressing the recruitment into gangs. ). A provincially-led crime prevention strategy is required that promotes community engagement and accountability mechanisms for investments made. :> Future discussion around police funding models must be preceded by a review of police functions and seNices to determine which ones are a provincial, municipal or federal responsibility. ). The roles and mandates of the full spectrum of law enforcement, private security and public safety groups need to be examined. > Integrated initiatives that have proven to be successful in helping people with a mental illness and/or drug addiction should be promoted and expanded. > A common set of performance indicators to measure policing across the province in a consistent manner is required. > Communities should be given an opportunity to define their policing priorities and to provide input into how police services are delivered. > Communication and education are critical to building stronger relationships and establishing trust between police and First Nations communities. :> Greater collaboration is required between the justice system and related social service and health systems. II Interactive website A blog was launched in May 2012 to report on the progress of the Plan and provide opportunities for public input. Summaries of the stakeholder roundtables were posted following each event, and questions inspired by the roundtable discussion were posted so that others could join the conversation. Members of the public could also submit comments by email through the blog. While the level of participation was low, the feedback was largely consistent with the roundtable discussions. Comments were received to the blog and by email about such issues as: the need for better responses to mental health and addictions and a stronger focus on prevention and youth; the structure of poliCing services delivery (e.g., regionalization and the use of the RCMP); support for increased use of others on the law enforce ment continuum and civilians (e.g., crime analysts); concerns about police-community relationships and trust; and police training needs. The blog is now closed. 22 BRITISH COLUiV1BIA POLICING AND COJ\:Ir..·1UNITY SAFETY PLAN LI Telephone survey A telephone survey covering topics such as satisfaction with policing, perceptions of safety and personal experience with crime was conducted in June and July 2012. A total of 2,400 surveys were completed, using rigorous sampling and weighting methods. The results highlighted a number of positive findings, including overall substantial confidence in police. Similarly, the vast majority (94 per cent) of respondents were satisfied with their personal safety from crime. The survey also identified areas for improvement. For example, over one-third of the 17 per cent of British Columbians that reported being a victim of at least one crime in the past 12 months did not report the crime. The results also highlight areas where police performance could be improved: only 59 per cent of people said that the police did a good job of treating people fairly, and only 48 per cent of people said that police did a good job of supplying information to reduce crime. The complete survey results are available in Supplemental Document #1 posted on the Ministry of Justice website at: www.pssg.gov.bc.ca/policeservices/publications-indexJindex.htm [J Release of the draft British Columbia Policing and Community Safety Plan for consultation In February of 2013, a draft version of the Plan was released for consultation. A copy was posted on the blog for public comment. Stakeholders and roundtable participants were contacted requesting their input. The draft Plan was initially available for comment until August 31, 2013 with an extension until September 30,2013. DRAFT CONSULTATION FEEDBACK Feedback was received from a variety of stakeholders and members of the public either through written submissions, e-mails, or blog posts. Generally speaking, feedback on the Plan was positive; however, many respondents were of the view that the draft Plan did not go far enough in proposing reforms for policing. Other themes that emerged from the feedback included comments concerning the: > Continuum of policing; > Rising costs of policing and its relationship to the structure and funding of police services in the province; > Interaction between mental health and policing; and, > Crime prevention programs. Some updates and minor changes have been made to the Plan. For example, a newValue (concerning the relationship between police and First Nations) and a revised Value (concerning the importance of input and collaboration from community stakeholders) are included. In addition, some feedback indicated that additional clarification of RCMP accountability to the provincial government was required. Sections referencing the RCMP have been revised. It was also determined that the inclusion of the five "Supplemental Documents" as separate files may have inadvertently led readers to miss the additional information and context that these documents were designed to provide. The final version of the Plan has been restructured to include the contents of two of the Supplemental Documents, two are attached as appendices, and one remains a Supplemental Document posted on the Ministry of Justice website. Finally, in recognition of the passage of time between the initial release of a draft of the Plan and its final release, a Status Update table is included in the Conclusion. PART I - POLICING IN BRITISH COLU~nHA 'rODAY 23 PART II-British Columbia Policing and Community Safety Plan Introduction Local and global factors like changing demographics, the global economy, advances in technology and new types of criminal behaviour impact the delivery of policing services. Communities want more input into local poliCing priorities, and expect a high degree of accountability from their police agencies. In times of economic uncertainty, there is often disparity between what communities want and the ability of police to meet those expectations. In a democracy, the relationship between government and police is complex. Police must be able to conduct investigations and maintain order independently, without political or other influence, and be able to exercise authority to preserve the peace, protect the public and enforce the law effectively. However, police independ ence must be balanced against accountability to the public and to civilian authority. Police must both uphold and adhere to the rule of law. In British Columbia, the relationship between the provincial government and police is governed by the Police Act, and the minister has the duty to ensure that there is an adequate and effective level of policing and law enforcement in British Columbia. The provincial government sets the direction, strategic framework, perform ance expectations and accountability mechanisms for policing, to meet demands now and into the future. While many reforms were made during the past 15 years, policing in British Columbia continues to evolve. In the future, the legacy of those reforms will continue to influence the direction of poliCing in the province. In the immediate term, the present global fiscal challenges will have considerable impact on the speed and direction of reform. Policing is adaptive and reform is evolutionary. This document, the British Columbia Policing and Community Safety Plan (hereafter the Plan) is designed to guide that evolution over the next three, five and 10 years. 24 BRITISH COLUMBIA POLICING AND COivll'v1UNITY SAFETY PLAN Vision and Values 9 Vision Policing in British Columbia will be globally connected and community focused. Innovative, effectively governed and efficiently managed, it will operate seamlessly and collaboratively across a spectrum of law enforcement and security responses to public safety. Policing will be accountable, performance based and evidence-led and will work in an integrated manner with justice, social sector and community partners. lJ Values The provincial government is committed to integrity, fiscal responsibility, accountability, respect and choice. 22 Additional values underlying the development of the Plan are that the Ministry of Justice: )- Respects the independence of the police in a free and democratic society and their arm's length relation ship with governments. )- Respects the shared role of all levels of government and communities in the provision and funding of policing. )- Recognizes that police agencies are ultimately responsible and accountable to civilian authorities and that it is the role of the provincial government to set an appropriate regulatory framework. )- Recognizes that policing services must be delivered free from bias and discrimination. )- Recognizes the importance of strong relationships between the police and First Nations. )- Recognizes that the successful implementation of any police reform requires the support of local gov ernments, input and collaboration with community stakeholders, and cooperation with all justice sector partners. )- Recognizes that modern policing and governance structures must support flexibility in service delivery approaches and be reflective of the diversity of needs in both rural and urban British Columbia. > Recognizes that policing reform initiatives must be based on rigorous academic and applied research, police services must be performance-based, and the outcomes of effective policing must be measurable. 22 Government of British Columbia, 2011 PART I I - BRITISH COLlTr'v1BIA POLIClNG AND CO;'\:l1\'1 UNITY SAFETY PLAN 25 Themes and Action Itellls Theme #I-Rational and Equitable: policing is structured, .... ~~~~~~.~~.. ~~ ..~~~~~ ..~~ .. ~.~~~~~.~.~~.~9~~~~~~.~ ..~~~~~ ...... m Enhance structure and funding options for policing ACTION ITEM #1: The Ministry of Justice will work in collaboration and consultation with local governments, other key stakeholders and a committee of external experts to: a. Define and clarify policing responsibilities at the federal, provincial, and municipal government levels; b. Consider models of service delivery ranging from further integration to the regional delivery of services while retaining local community-focused policing; and, c. Develop options for funding/rynancing models that refiect each level of government's policing responsibil- ity and distribute costs accordingly. CONSULTATION FINDINGS: Stakeholders at the roundtable consultations and focus groups are generally satis fied with the police services they receive. However, many view the current model of funding and delivering of policing services as unfair or inequitable. While there was not a focus group held specifically on the structure of policing, the issue arose during several other focus groups. The issues are complex and not all stakeholders are in agreement about which specific aspects of police financing or structure are inequitable. There was no consensus on the best way to resolve the issues though there was agreement that a dialogue must take place. . STRUCTURE CHALLENGE: The structure of police services in British Columbia must evolve to meet the needs of commun ities and meet current and future challenges. Traditional police service delivery models were structured to respond to crimes that occurred in specific, confined geographic areas. Increasingly, crime crosses jurisdictional boundaries, so policing must deliver a unified strategy to deal with these issues, while ensuring that commun ities receive responsive and relevant police services. This understanding has been the foundation of integration of specialized policing functions and is the subject of considerable reflection within the MWc/ Report. The provincial government has supported the integration and consolidation of police services and provided support to centralize services that are highly technical, c~pital intensive and specialized. Examples of integrated specialized services include forensic identification, homicide units, and anti-gang units. Models across the province provide some municipalities with services from the Provincial Police Force, others from a regional integrated service, others provide the service themselves and yet others contract with another police agency for the service. There is a need to normalize and rationalize these structures to the benefit of the province as a whole and increase the level of participation. Despite initiatives to integrate police services, regionalization of police forces continues to be a topic of discussion in the Lower Mainland and Capital Region. Significant consideration was given to the structure of policing in the Lower Mainland during the Missing Women Commission of Inquiry and Commissioner Oppal concluded that a unified police force is required for the Greater Vancouver area. He recommends that the provincial government provide the direction and commitment required for its creation, including consulta tion with stakeholders and independent experts to develop a proposed model and implementation plan. Commissioner Oppal acknowledges that regional policing is a controversial issue, with ardent supporters and 26 BRITISH COLU1\:fBIA rOlfe I NG AND COtvl MU N ITY SAFETY PLAN detractors. Careful consideration of the possible range of models will ensure that the underlying interests of all stakeholders can be addressed while a commitment to community focused policing is retained. In the current policing structure, formal mechanisms are needed to enable small municipalities or unincor porated areas which are policed by the Provincial Police Force to have input into their local police service or influence the levels of service they receive. This would enable communities to hire additional police officers to focus on specific priorities (e.g., traffic, youth), deliver particular police programs, or deal with an annual special event. There are other situations where additional policing may be required for a longer period of time due to a temporary increase in population (e.g., seasonal holiday destinations such as a lake or ski hill, mining or forestry camps in rural areas, among others). Acknowledging that crime crosses geographic and jurisdictional boundaries brings the need for greater clarity around the roles and responsibilities of each level of government to avoid the inefficiencies of duplication of effort, overlap in service delivery and gaps in services. FUNDING CHALLENGE: The current model of funding police services is perceived as unfair or inequitable by many local governments. Of concern to some are the cost-sharing arrangements between the different levels of govern ment and the current structure, or service delivery model, which both contribute to substantial differences in the amount local property taxpayers contribute to poliCing costs. Municipalities delivering municipal policing pay a different percentage of the cost of providing police services depending on the population of the municipalitY and whether the police service is provided by a municipal police department or the RCMP. Municipalities policed by a municipal police department pay 100 per cent of the policing costs. Municipalities policed by the RCMP pay either 70 per cent or 90 per cent of poliCing costs depending on population. The difference is paid for by the federal government in recognition of the benefit to the Government of Canada of maintaining a federal poliCing presence across the country. Unincorporated areas and municipalities under 5,000 population are policed by the Provincial Police Force. These areas pay the provincial police tax which recovers only a small portion of the cost of providing general duty and general investigative police services to these communities. The 5,000 population threshold creates a sharp increase in costs as local taxpayers go from paying a nominal amount towards front-line police services to paying 70 per cent or more of municipal poliCing costs. In many areas of the province, one municipality may act as the business and entertainment centre for residents of the surrounding communities which may result in that "core city" having higher crime rates and higher policing costs. Because the police service is delivered at the municipal level, residents of the "core city" pay the costs for policing an area which arguably benefits residents within the larger geographic area. Some stakehold ers feel it would be more equitable to distribute these costs among the larger area. Similarly, municipalities that attract a high number of tourists may have greater public safety challenges and increased policing needs, which are paid for by local residents, which is perceived as unfair by some stakeholders. Many municipalities also feel they are subsidizing provincial and federal poliCing by having their municipal police officers involved in the investigation of what they believe are issues that are the responsibility of the provincial or federal governments. There are inconsistencies in the way certain speCialized or integrated teams/services are financed throughout the province. The financial arrangements vary widely so some municipalities may pay all or some of the actual costs, others may pay a flat fee, others provide officers to the team, and still others may not contribute THElvlES AND ACTION rrEMS 27 anything towards the team/service. There are other agreements where multiple municipalities receive multiple regional services, but each municipality contributes by paying for only one of the services. NEXT STEPS: Beginning in 2013 and with a target date for completion in Fall 2015, the Ministry of Justice will, with the participation of key stakeholders such as local government and a committee of experts, commence a comprehensive project to address Action Item #1. II Enhance the continuum of policing and public security options available ACTION ITEM #2: The Ministry of Justice will develop a public safety model including existing and new cat egories of law enforcement personnel to provide cost-effective services in support of policing. CONSULTATION FINDINGS: During the consultation, it was agreed that police across the province are becoming overburdened. Participants also agreed that law enforcement and public safety functions could be delivered in more cost-effective ways. Many felt that the full spectrum of law enforcement and public safety functions (special provincial constables, auxiliaries, by-law officers, private security) should be examined in terms of their roles and mandates to potentially reduce the burdens and costs of policing. CHALLENGE: The Ministry of Justice recognizes that police agencies are challenged to deliver front-line policing within their existing resources and there is increased need for supplemental law enforcement and other support services.23It is critical however, that appropriate accountability systems and adequate training and standards are in place. NEXT STEPS: Beginning in 2014, the Ministry of Justice will conduct an in-depth review of similar models in other jurisdictions and conduct a comprehensive review of law enforcement, private security and public safety groups in the province and their legislative authorities with a target date for completion of March 2016. A long-term goal is an enhanced framework for categories of law enforcement personnel which provide support to poliCing. • First Nations policing ACTION ITEM #3: In consultation with First Nations, police, the Ministry of Aboriginal Relations and ReconCiliation, local governments and the federal government, the Ministry of Justice will reform the service delivery framework of the First Nations Policing Program in British Columbia. CONSULTATION FINDINGS: During the roundtable and focus group discussions participants agreed that com munication and education are keys to building and strengthening relationships and trust with First Nations communities. Greater mUlti-agency collaboration and community engagement are needed to address issues such as drug and alcohol addiction, mental health and domestic violence. Participants discussed issues with the recruitment and retention of RCMP-First Nations Community PoliCing Service (FNCPS) members, lack of sustainable and equitable funding for the FNCPS, inadequate police response times, enforcement of band by-laws, and lack of culturally appropriate alternatives to the justice system. CHALLENGE: Recent Ministry of Justice initiatives have focused on delivering First Nations poliCing services and programs that are culturally sensitive and responsive to the needs of First Nations communities. This includes increasing First Nations community engagement through Letters of Expectation which outline 23 For example, the Special Provincial Constable (SPC) program continues to grow. Many organizations require or request SPC appointments to deliver their mandate and enforce program-specific legislation (for example, Gaming Policy and Enforcement, liquor Control and Licensing, and Prevention and Loss Management Services). There are many challenges with regard to consideration of SPC agency applications, including: increased demand and associated complexities of agency program mandates; provision of standardized review and control; identification of the necessary training speCific to need; provision of training in a cost-effective and timely manner; and provision of a rigorous oversight process. 28 BRITISH COLU?v1BIA POLICINC AND COMMUNITY SAFETY PLAN community goals and objectives; conferences; regular on-site program visits; enhanced support to Community Consultative Groups; and the distribution of educational materials to police officers.24 Processes were put in place to review RCMP financial and policy-related issues as they arise, monthly activity reports provided to First Nations communities, and results of annual questionnaires sent to First Nations communities. A number of positions were created, including eight new CTAs, 17 RCMP-FNCPS positions, an Aboriginal Gang Awareness Coordinator and Aboriginal Recruiter, and four senior Aboriginal officers. There is still a lack of clarity about local governments' responsibility and funding for First Nations policing services delivered within or near municipal boundaries. Questions also exist about the Government of Canada's constitutional authority to provide poliCing services on reserves. What this means in terms of future policy, funding levels and cost sharing remains to be discussed. NEXT STEPS: The First Nations Policing Agreements are currently being renegotiated with the Government of Canada. These new agreements will outline the cost share and budget to support First Nations policing in the province. It is anticipated that these agreements will be completed in March 2014. As part of this process, the Ministry of Justice will continue to work closely with First Nations and the RCMP to develop a strategy to deliver professional and culturally appropriate policing services to First Nation communities. The strategy will address the current fiscal realities, community engagement, performance metriCS, recruitment and retention of police officers, the deployment of policing resources, and enhancing the governance structure. The ministry will also review the legal, constitutional and financial aspects of providing policing on reserve lands by September 2014. Theme #2-Accountable: police are accountable to civilian authority II Enhance community engagement ACTION ITEM #4: In support of community-based poliCing, the Ministry of Justice will ensure that British Columbia communities have meaningful opportunities for significant input into lo.cal policing. CONSULTATION FINDINGS: Participants in the roundtable sessions said they want more input into policing priorities and the way police services are delivered in communities. It became apparent that the existing structures and processes for community input are, in many cases, not meeting expectations. Lack of awareness of existing processes may also be a factor. CHALLENGE: Setting the goals, priorities and objectives for a municipal police department is one of many important functions of a municipal police board. In practice, many municipal police boards and municipal police departments undertake various forms of community engagement and consultation; however, there is currently no mechanism to ensure this occurs. Municipalities and rural areas of the province policed by the RCMP are not governed by municipal police boards; however, other official avenues for public and community input into poliCing are available. The RCMP requires that all Detachment Commanders and Unit Commanders develop an Annual Performance Plan (APP). In doing so, they are expected to seek input from local residents, stakeholders, community leaders and organiz ations regarding the concerns and issues of the community. The APP must be signed by a senior representative 24 "The Spirit Has No Colour"video and discussion guide promotes discuSSion and understanding ofthe status of Aboriginal peoples in British Columbia, their culture and traditions, and the ongoing effects of residential schools and the child welfare system. While this was not mandatory training, every police agency and detachment in British Columbia was sent a free copy of the training package. First Nations orientation package were also distributed to all detachments. THElv1ES AND ACTION ITElV1S 29 of the community, such as the Mayor, Band Chief or Chief Administrative Officer. APP's are reviewed quarterly by the Detachment Commanders and Unit Commanders, and are also subject to review by RCMP senior management teams to ensure oversight and accountability. Commissioner Oppal reaffirmed his commitment to community-based policing in his MWCI Report and noted that many of the recommendations he made regarding community engagement principles in his 1994 report, Closing the Gap: Policing and the Community25 were not fully implemented. Of particular relevance are the 1994 recommendations that: (i) the establishment of police committees in communities policed by the RCMP be mandatory; (ii) all police boards and police committees be required to develop a community-based policing plan, in consultation with the community and with assistance and support from provincial authorities responsible for policing; and (iii) copies of community-based policing plans be filed with provincial authorities responsible for policing, for their consideration during audits. NEXT STEPS: As part of a long-term policing standards development process that is currently underway and will continue over the next number of years, the Ministry of Justice will develop policing standards that will require police agencies and/or police boards and committees to provide ongoing opportunities for commun ity members and stakeholders to provide input about policing and law enforcement in their communities. m Strengthen police board ability to effectively govern ACTION ITEM #5: The Ministry of Justice will review the current police board structure, function and training, and make enhancements and improvements where necessary. CONSULTATION FINDINGS: Police governance and accountability was discussed at length by roundtable participants and stakeholders, usually within conversations concerning community input. Police board mem bers also participated in the roundtable sessions. CHALLENGE: In his MWCI Report, Commissioner appal identified some concerns with the current operation of police boards, and recommended that steps be taken to ensure representation of vulnerable and marginalized members and Aboriginal people. The Ministry of Justice works closely with the British Columbia Association of Police Boards (BCAPB) and municipal boards to identify civilian governance issues. In partnership with the BCAPB, police boards and the JIBC, the ministry supports an annual provincial conference for board members. Education sessions for board members are developed in association with JIBe and the BCAPB and focus on governance issues including current and future policing challenges. The BCAPB has expressed support for a number of proposed legislative amendments to the Police Act as well as approaches to strengthen police board governance. NEXT STEPS: Beginning in 2013 and with a target completion date of March 2015, police board structure, function, selection practices and training will be reviewed and enhancements will be made where necessary. The Ministry of Justice will also work with the BCAPB and the JIBC to develop relevant training opportunities. (]I Support bias-free and equitable policing ACTION ITEM #6: The Ministry of Justice will conduct a study to examine the practices and policies of police agencies in British Columbia related to ensuring bias-free policing and will, where required, ensure that audits are completed related to bias-free policing and the equitable treatment of all persons. CONSULTATION FINDINGS: One of the key themes identified at the roundtable discussions was the importance of awareness and understanding of all community members, including marginalized or minority 25 Oppal,1994. 30 BRITISH COLUlv1BIA POLICING AND COMr..1UNITY SAFETY PLAN community members and the First Nations culture. This is necessary to deliver effective responses to criminal activity and crime prevention strategies, as well as to promote positive police-community relationships. Participants wanted strategi~s that could be useful in promoting bias-free policing. CHALLENGE: In his MWCI Report, Commissioner appal concludes that systemic bias and negative stereotypes on the part of police about the missing women, rather than overt or intentional discrimination, contributed to a failure to appropriately prioritize and effectively carry out investigations. Commissioner appal recommends that the Ministry of Justice conduct equality-in-policing audits to identify potential bias in the delivery of policing in British Columbia. He also recommends the creation of a provincial policing standard that creates an explicit duty for police to deliver policing in a non-discriminatory manner, to help ensure that this obligation is integrated into policing operations. The obligation is broader than providing services in the same way to all people; it includes adjusting service delivery as needed to remove barriers and ensure that services are access ible to vulnerable persons. NEXT STEPS: The Ministry of Justice will review the current practices and policies of police agencies related to ensuring bias-free policing with a target completion date of March 2015. The review will involve external experts and ensure meaningful community input in the process. Where identified in the review, and within three years of its completion, the ministry will ensure that appropriate audits are completed of police agencies operating in British Columbia related to bias-free policing and the equitable treatment of all per sons. Subsequent to the completion of the audits, the ministry will develop policing standards that ensure bias-free policing. II Develop provincial policing standards ACTION ITEM #7: The Ministry of Justice will continue developing provincial standards for police agencies in the province. Priority will be given to standards consistent with those recommended by Commissioner appal in his MWCI Report governing the investigation of missing persons, complex investigations involving serious crime and inter-agency cooperation. CHALLENGE: One way police are held accountable is through provincial policing standards. Amendments to the Police Act in 2010 and 2012 gave the director of police services, with the approval of the Minister, the author ity to set legally binding provincial standards for all police in the province. Standards provide guidance on aspects of policing that raise important questions of public policy. This principle is discussed by Commissioner appal in his 1994 inquiry into policing in British Columbia and by Justice Braidwood in his 2009 study com mission on the use of conducted energy weapons.26 Binding provincial policing standards are applicable to all police agencies in the province, including the RCMP. The provincial government, the Vancouver Police Department, the RCMP and other police agencies have undertaken a number of initiatives to improve the standard and capacity of investigations since the 2002 arrest of Robert William Pickton. However, in his MWCI Report, Commissioner appal identifies three key issues to be addressed through provincial policing standards:27 > The investigation of missing persons-Commissioner appal identifies a number of critical failures in the police investigations of the missing women. These include aspects of departmental policies which delayed the investigations, poor risk assessment, and variations in missing person policies between police agencies which created confUSion as to which agency was responsible for an investigation. He identifies 15 compon ents to be addressed ranging from initial report taking through to file conclusion. 26 Braidwood. 2009, 61. 27 An overview of relevant reforms is provided in Volume III of Commissioner Oppal's report (Oppal, 2012, Vol. 3). THE,\:1ES AND ACTION ITEi\1S 31 :> Complex investigations involving serious crimes-Commissioner Oppal concludes that the failure of police to employ Major Case Management (MCM)28 practices, policies and technical solutions during the missing and murdered women investigations directly contributed to gaps and delays in the inves tigations. He recommends that the provincial government create standards that mandate and ensure accountability for the use of MCM by police in British Columbia and that issues related to establishing a single electronic MCM system for British Columbia be addressed. MCM standards will facilitate the coordination of all law enforcement agencies involved in multi-jurisdictional cases and ensure the sharing of information between investigations in a manner that is based on co-operation among individual police services. MCM standards will also address the need for consistency and accountability throughout the province with respect to targeting methods for police intelligence operations and to ensure that all police agencies are focusing on the individuals and groups who pose the most significant and immediate threat to public safety.29 > Cooperation and coordination amongst police agencies in complex investigations involving serious crimes - Commissioner Oppal concludes that the degree of inter-agency cooperation and coordination with respect to the missing women investigations was inadequate and recommends that the standards also provide specific direction with respect to multi-jurisdictional and mUlti-agency investigations. NEXT STEPS: In 2013 the Ministry of Justice will strike an advisory committee to ensure that standards are developed in consultation with police and other stakeholders. As part of a long-term policing standards development process that is currently underway and will continue over the next number of years, standards governing the investigation of missing persons, MCM and inter-agency cooperation and coordination on complex cases will be in place by 2015. In addition, the Min istry of Justice will work with PRI ME-BC and the British Col um bia Association of Ch iefs of Police (BCACP) to examine options to identify a single MCM solution. 28 MCM structures an investigation by identifying clear goals and objectives, establishing lines of responsibility and decision making authority and creating infrastructure for recording, storage, and sharing of information and contributing to operational effiCiencies. MCM models are comprised of a centralized coordinating body, investigative standards, standardized training, and standardized case management technology (e.g., software). MCM software is critical in managing the large amounts of information that must be gathered, analyzed, stored, and in some cases, shared between policing agencies in major cases. 29 In recent years, the policing community identified the need for a Provincial Tactical Enforcement Priority (PTEP) targeting model, with a structured accountability framework. In 2010, the collection and management of gang intelligence was moved into the newly created Provincial Intelligence Centre to align with other intelligence-gathering bodies in the province. Through this, the need for a Provincial Tactical Enforcement Priority (PTEP) targeting model with a structured accountability framework became apparent. In 2012, the Combined Forces Special Enforcement Unit - British Columbia (CFSEU-BC) assumed lead responsibility for the continued development and implementation of the PTEP.ln collaboration with municipal, provincial and federal law enforcement agencies a three-tiered targeting model was created. Under this three-tiered model federal resources focus on targets that operate across provincial/territorial and national boundaries while CFSEU-BC is responsible for developing a province-wide target group that is consistent with its mandate, and work with the municipal agencies that are responsible for developing and prioritizing local target(s). Timely information sharing between all agencies, at all levels. is key to ensuring that target selection and enforcement leads directly to a reduction in gang violence. 32 BRITISH COLUlv1BIA rOLfeI NG AND COi'vHv1U N ITY SAFETY PLAN Theme #3 - Collaborative: police, governments and communities work collaboratively to meet justice and community safety goals tI Enhance community safety ACTION ITEM #8: In support of enhancing community safety, the Ministry of Justice will work with stakehold ers to develop strategies to: a. Support crime prevention efforts; b. Support province-led crime reduction initiatives; and, c. Support further development of civil/administrative law strategies to enhance community safety. CRIME PREVENTION CONSULTATION FINDINGS: Roundtable and focus group participants expressed a need for increased leader ship, direction and consistency in crime prevention programming from one community to the next. They also identified a lack of metrics and measures for assessing the effectiveness of crime prevention approaches. There was a clear desire for a provincially-led crime prevention strategy that sets out a framework for crime preven tion programming across communities and focuses efforts toward priority issues. Participants expressed the importance of identifying and communicating what works as well as a need to balance provincial leadership with the flexibility to meet local needs. Participants identified the importance of working with youth in order to prevent crime. They wanted to see more activities for youth that promote resiliency such as those that build athletic skills and make cultural and cross-generational connections. Funding for victim service and crime prevention programs was also discussed. While victim service program funding and core crime prevention funding has been relatively stable, many raised concerns that crime prevention funding is offered in short cycles or on a one-time-only basis. Evidence based programs that show positive outcomes have been unable to obtain long term funding. In their view, these initiatives are among the first things to be put aside when budgets become tight and police resources are consumed with responding to criminal activity. CHALLENGE: The costs of crime are high for victims, offenders and society as a whole. The impacts are psych ological, physical, emotional and financial, and can be inter-generational. Some studies have shown that the cost of measures to prevent crime can be much lower than the cost of the criminal justice system response to crime and yield long-term benefits. Because available crime prevention funding from both the federal and provincial governments is largely in the form of grants or other short term funding, sustainability is a challenge for many crime prevention initiatives. Roundtable and focus group participants asked for a provincially-led crime prevention strategy that focuses efforts toward priority issues, using proven strategies, to reduce competition between organizations, foster coordination, and clarify the role of police in crime prevention. NEXT STEPS: The Ministry of Justice will lead the development of a provincial crime prevention strategy by March 2014. In developing the strategy, the ministry will consider the key recommendations identified through consultation including, but not limited to, identifying priority issues, promoting evidence-led programming, and finding ways to identify and disseminate information about best and promising crime prevention practices. THEJvlES AND ACTION ITEMS 33 CRIME REDUCTION CONSULTATION FINDINGS: Three key community crime issues identified in the roundtables were prolific offenders, public disorder, and property crime. Roundtable and focus group participants described crime reduction initiatives as having had a profound impact in driving down local crime and disorder problems. There was strong interest in expanding the use of crime reduction to ensure thatefforts are coordinated and crime is not displaced to other communities. Some of the barriers to undertaking collaborative crime reduc tion efforts were also identified, including issues related to information sharing, such as privacy and liability concerns. Participants felt these issues should be addressed at a policy level so that information can be shared safely between the different agencies that are often interacting with the same individuals. CHALLENGE: Crime reduction initiatives focus resources to deal with specific crime problems in local com munities, and are generally evidence-led and multi-agency in nature, requiring collaboration between law enforcement, governments, and other partners. They often have targets and measures assigned to them and occur over defined periods of time. In recent years, many police agencies and municipalities across British Columbia and Canada have implemented crime reduction initiatives.30 In the report, A Criminal Justice System for the 21st Century: Final Report to the Minister ofJustice and Attorney General Honourable Shirley Bond (hereafter the Cowper Report) 31, a recom mendation is made that a prov ince-wide crime reduction plan should be developed under the direction of the BCACP in collaboration with justice officials. NEXT STEPS: The Ministry of Justice will support the implementation of an evidence-based, province-wide crime reduction initiative in consultation with the BCACP and with local governments. Work commenced in 2013 with the appointment of a blue-ribbon panel on crime reduction, led by Dr. Darryl Plecas, Parliamentary Secretary on Crime Reduction. This initiative will continue to develop though 2015. Panel members will exam ine existing crime-reduction initiatives and research from other Canadian provinces and other countries as well as hold regional roundtable consultation sessions with stakeholders. CIVIL/ADMINISTRATIVE LAW STRATEGIES TO ENHANCE COMMUNITY SAFETY CONSULTATION FINDINGS: During the roundtables, participants described the positive impact that various initiatives designed to address problems through administrative processes or penalties have had in their communities. Examples included the implementation of Immediate RoadSide Prohibitions, Civil Forfeiture Legislation, the use of electrical and fire safety inspection teams to disrupt the indoor production of marijuana and other illicit drugs, and the development and enforcement of bylaws addressing other community issues. These alternatives to criminal sanctions were seen as having a much swifter and, in some cases more effective, impact on the problem issue or behavior. These initiatives were also seen to alleviate police workload, increas- ing police capacity to respond to other crime problems. Overall, participants supported an increased use of alternatives to the criminal justice process. CHALLENGE: Increasing demands on police services combined with limited budgets, require government and stakeholders to look at strategies other than prosecution under the Criminal Code to enhance community safety and make people feel secure in their neighborhoods. The provincial government has successfully moved in this direction by introducing several pieces of legislation which allow the provincial gove~nment and law 30 For example, the cities of Surrey and Abbotsford have implemented comprehensive crime reduction . and community safety strategies. At the provincial level, the Ministry of Justice piloted a prolific offender management program in six communities throughout British Columbia. 31 Cowper, 2012, 22. 34 BRITISH COLUMBIA POLICING AND COrv1l'v1UNITY SAFETY PLAN enforcement agencies to protect communities in ways that are both timely and cost effective. These legislative initiatives included: completing the provincial government's guns and gangs strategy by enacting laws that limit armored vehicle use; banning aftermarket compartments in vehicles; requiring health-care facilities to report gunshots; and implementing legislation to deter metal theft. NEXT STEPS: The Ministry of Justice is continuing to work with communities and law enforcement to identify civil/administrative law strategies to address community safety issues. The most recent development is the introduction of the proposed Community Safety Act which will enable people to submit confidential com plaints to a new provincial unit charged with investigating, mediating and working with property owners to curb various threatening and dangerous activities. This new unit will have powers to hold property owners accountable for unlawful activities on their properties, and to take steps to stop those activities. Those steps may include applying to the court for a community safety order to close a property to use and occupation for up to go days. The proposed Community Safety Act targets properties that are used for unlawful activities such as drug trafficking, prostitution, illegal weapons, gang and organized crime, and other criminal activity. Problem properties contribute to an overall decline in public safety in the surrounding area resulting in frequent calls for police response. Problem properties also have a detrimental impact on adjacent property. The new legislation proposes a civil legal approach by allowing for court-ordered control of property. It will give people a simple, timely, safe way to report properties of concern without tying up court resources, and will force landlords to deal with chronic, illegal and dangerous behaviour on their properties. Implementation strategies are presently under consideration. CI Support anti-gang initiatives ACTION ITEM #9: The Ministry of Justice will, in collaboration with the Combined Forces Special Enforcement Unit and the Organized Crime Agency of British Columbia, conduct a review of anti-gang initiatives within the province and elsewhere to: a. Identify potential further civil/administrative law strategies to complement existing enforcement efforts; b. Enhance the coordination of anti-gang enforcement and disruption efforts between all police agencies through provincial policing standards; and, c. Implement a province-wide anti-gang prevention campaign aimed at deterring at-risk youth from becom- ing involved in gangs. CONSULTATION FINDINGS: Roundtable participants described the many ways gang activity affected their communities. They identified gangs as contributing to an overall sense of community instability, especially where youth and other vulnerable individuals are recruited to support gang activity. Participants noted that gangs often use intimidation or promises of money, ·as well as status and belonging in order to attract members. Communities in more remote or widespread regions noted that gangs are capitalizing on lower police presence. The need for strategies aimed at deterring youth from joining gangs and partiCipating in the violence which accompanies the lifestyle was a key theme that emerged from the focus group. CHALLENGE: There is a need to address gang recruitment and gang violence across the province through the development of new evidence-based approaches as well as by building on existing strategies. This involves strengthening the civil/administrative law and regulatory responses to complement enforcement efforts in the disruption and deterrence of gangs and organized crime. Past efforts have included the introduction of the Gunshot and Stab Wound Disclosure Act Armoured Vehicle and After-Market Compartment Control Act and the THElvlES AND ACTION ITEMS 35 Body Armour Control Act. The Ministry of Justice is involved in discussions at the federal, provincial and territorial level to identify strategic priorities related to combating organized crime. In 2012, the provincial government renewed its support of initiatives focused on combating organized crime and gangs and guns by extending the funding of specialized units such as the Combined Forces Special Enforcement Unit - British Columbia (CFSEU-BC) and expanding their presence throughout the province.32 To this end, the Provincial/National Threat Assessment (P/NTA) as well as the Provincial/Regional/Municipal/ National Tactical Enforcement Priority are being utilized to achieve this goal. NEXT STEPS: The Ministry of Justice commenced work in 2013 on the British Columbia Anti-Organized Crime and Gang Initiative Review Project which involves an environmental scan of existing anti-organized crime and gang initiatives within and outside of British Columbia, as well as extensive subject matter expert consultations. A final report is anticipated in 2014. In addition, the development of a series of CFSEU-BC anti-gang-themed posters, photos, and videos is currently underway to promote education and prevention around gangs, organ ized crime, and their effects on communities in British Columbia. Funding for the development and creation of a series of podcasts and video shorts has been approved and secured through to the end of 2014. iii MUlti-agency consultation and collaboration ACTION ITEM #10: The Ministry of Justice will strike a cross-government Working Group to: a. Review and examine existing cross-jurisdictional models of mUlti-agency collaboration and inter-sectoral service integration; b. Review existing legislation and policies to identify gaps and barriers to information sharing among agen ci~s; and, c. Make recommendations to partners and stakeholders for the creation of policies and/or a framework to address gaps to information sharing and to improve integration and mUlti-agency collaboration on topics of mutual concern to the social services ministries and agencies. CONSULTATION FINDINGS: Collaboration and coordination in justice, social and health services delivery was one of the main themes discussed at the roundtables and focus groups. Participants repeatedly singled out mental illness, addiction and domestic violence as issues that require speCial attention and coordination. They also felt that barriers to information sharing, such as privacy and liability concerns, should be addressed at a policy level so that information may be shared appropriately between diverse agencies that often interact with the same individuals. Focus group members agreed that mUlti-agency collaboration should be mandated to foster a culture of collaboration across sectors. CHALLENGE: The Cowper Report discusses the importance of cross-sectoral responses to issues such as domestic violence and mental health to provide more effiCient and effective responses. 33 The report also mentions that building integration would require a frank discussion among participants of how policies impact each other, cross-sector responsibilities and accountabilities, and how resources may best be shared accordingly. 32 Since 2009, CFSEU-BC, headquartered in Surrey, B.C., has expanded to include the Organized Crime Agency of British Columbia (OCABC), the Integrated Gang Task Force (Uniform Division, Firearms Enforcement Team, and Investigative Teams) and the restructured Outlaw Motorcycle Gang Enforcement Unit and Intelligence Unit. CFSEU-BC opened branch offices in Prince George covering all of Northern British Columbia, and in Kelowna covering southeast British Columbia which added to the already established district office in Victoria which services Vancouver Island. 33 Cowper, 2012. 36 BRITISH COLUlv1BIA POLICI NG AND COM!v1UN ITY SAFETY PLAN NEXT STEPS: The Ministry of Justice will strike the Working Group in 2014 to review models of mUlti-agency collaboration in other provinces, and study the feasibility of adopting a similar model in British Columbia with a target completion date of March 2016. In consultation with the Information and Privacy Commissioner, the Ministry of Justice will also review existing legislation and policies to identify barriers to appropriate informa tion sharing among agencies. Theme #4 - Protect Vulnerable Persons: police and the provincial government are committed to protecting vulnerable persons ...... IJ Support cultural awareness training ACTION ITEM #11: The Ministry of Justice will ensure the development and delivery of cultural awareness and sensitivity training for all police officers in British Columbia, consistent with the recommendations in the MWCI Report. CONSULTATION FINDINGS: Participants in the engagement process wanted police to put greater effort into establishing outreach to groups such as new immigrants, the Lesbian/Gay/BisexuallTransgendered (LGBT) community, First Nations and marginalized community members. New police training should focus on key challenges such as mental health and intimate partner violence. They recommended increased intercultural connections and cultural sensitivity training not just for police but for civilian police employees as well. CHALLENGE: In his MWCI Report, Commissioner Oppal envisions training that encompasses a mandatory suite of cultural awareness and sensitivity training courses for all police officers in British Columbia. He recommends that the training program include experiential and interactive training that can be adapted for police com munications staff as required. 34 The Ministry of Justice has reviewed the overall police training environment in British Columbia and has established a learning strategy for police to address issues of training standardization and quality. Previously, the ministry designed, developed and successfully implemented mandatory training programs that address some aspects of the MWCI Report recommendations pertaining to sensitivity and cultural awareness training.35 NEXT STEPS: The Ministry of Justice will review the current recruit and advanced training curriculum to ensure it incorporates the key values inherent in culturally sensitive policing with a target completion date of March 2014. In collaboration with key stakeholders, a review of present training and best practices related to cultural awareness and sensitivity training for police officers will be completed. Where gaps occur, the ministry will oversee the development of a suite of cultural awareness and sensitivity training courses for all police officers in British Columbia as part of its ongoing, mUlti-year review of police training. III Develop police-related strategies for persons in crisis with mental illness and/or addictions ACTION ITEM #12: The Ministry of Justice will work with stakeholders to promote best practices and expand successful policing strategies such as integrated police/health initiatives across the province; and conduct a study to examine contact between police officers and persons with a mental illness and/or addictions to develop resource-efficient and effective strategies for these interactions. 34 Oppal, 2012, Vol. 3, 219. 35 For example, the provincial domestic violence training series for police in British Columbia addresses basic issues around investigating and assessing domestic violence risks to vulnerable women. The training features speCific learning objectives addressing the vulnerabilities of women in circumstances of relative social powerlessness (Le., isolation or marginalization factors such as addiction. poverty. disability. mental illness; Aboriginal, immigrant or refugee women; other social Icultural issues). THEMES AND ACTION ITE~'1S 37 CONSULTATION FINDINGS: During the roundtable and focus group discussions, participants identified mental health and specifically police interaction with people with mental illness and/or addiction as a serious issue, and agreed on the need for greater supports for mental health and addictions. Core policing responsibil ities are being stretched as a large proportion of calls involve mental health related issues. Participants did not think it was appropriate that local police were primarily responsible for responding to incidents involving those with mental health issues, but that it is happening more often because of an absence of sufficient supports beyond police. Over time, this is reducing police availability to deal with other public safety concerns and also leading to criminal justice interventions on individuals that participants felt would be better dealt with through appropriate health supports instead. CHALLENGE: A number of police/mental health integrated initiatives such as VPD's Car 87, the RCMP's Car 67, Assertive Community Treat'ment (ACT), and Victoria Integrated Community Outreach Team (VICOT) have been successful in reaching out to people with a mental illness and/or addiction with the purpose of minimizing their involvement with the justice system.36 In January of 2011, in response to recommendations made by Justice Braidwood in his report, Restoring public confidence: Restricting the use ofconducted energy weapons in British ColumbicP, the Ministry of Justice launched police training on Crisis Intervention and De-escalation skills. The training develops the attitudes and communication skills required to ensure police are able to intervene effectively in a crisis situation. Despite the success of integrated initiatives and the implementation of manda tory training, challenges remain with respect to the impact of mental health related calls on police resources and the overall inadequacy of a justice system response to mental health calls. NEXT STEPS: The Ministry of Justice, working with key stakeholders both inside and outside the provincial government, will promote and expand best practices and successful strategies across the province. Beginning in 2014, the ministry in partnership with the Ministry of Health, Health Authorities and police agencies, will examine the interfaces between mental health and substance use services in the criminal justice system, and develop a provincial overarching protocol for interactions and integrated services between police and mental health/substance use services. 61 Legal reforms to protect vulnerable and marginalized persons ACTION ITEM #13: Consistent with the recommendations in the MWCI Report, the Ministry of Justice will evalu ate possible missing persons legislation to grant speedy access to personal information of missing persons consistent with privacy laws, and evaluate a statutory provision on the legal duty to warn with a protocol on how it should be interpreted and applied. 36 Vancouver Police Department's Car 87 Mental Health Car teams a Vancouver police officer and a registered psychiatric nurse to work together in assessing, managing and deciding the most appropriate intervention for people with psychiatric problems (Vancouver Police Department, n.d.). The RCMP's Car 67 program is a partnership between Surrey RCMP and the Fraser Health Association, and pairs a RCMP officer with a clinical nurse specializing in mental health work to respond to calls involving emotional and mental health issues and to provide assessments, crisis intervention and referrals to appropriate services (RCMP, n.d.) The Assertive Community Treatment Team, including the Victoria Integrated Community Outreach Team, provides access to services in a community setting in Victoria for pe~ple who are suffering from mental illness or addictions. Team members include a psychiatrist, team leader, general practitioner, nurse practitioners, professional case managers, support workers, outreach worker, probation officer and a member of the Victoria Police Department (Vancouver Island Health Authority, 2010). 37 Braidwood, 2009. 38 BRITISH COLUlv1BIA POLICING AND COMiv1UNITY SAFETY PLAN MISSING PERSONS LEGISLATION CHALLENGE: The MWCI Report highlights the need for strong support systems to assist police in initiating and conducting missing person investigations. Commissioner Oppal notes that barriers to collecting personal information pose challenges for police in initiating and conducting timely and effective investigations. Privacy legislation protects the personal information of a missing person in circumstances where no crime is sus pected. The result is that missing person investigations can stall or halt, leaving families and friends frustrated and disillusioned with the efforts of police to locate their loved ones. Commissioner Oppal recommends that the provincial government enact missing persons legislation that balances privacy rights with the need for information required by police. NEXT STEPS: The Ministry of Justice will analyze missing persons legislation in other jurisdictions and look for best practices and explore options for its applicability in British Columbia by the target date of March 2014. LEGAL DUTY TO WARN CHALLENGE: A key question addressed in the Missing Women Commission of Inquiry was whether police met their obligations to provide equal protection of the law to vulnerable and marginalized groups. Commissioner Oppal identifies what he considers to be gaps in the law with respect to protecting survival sex trade workers in the Downtown Eastside. He recommends that the provincial government consult with poliCing and community representatives to develop a legislative provision to give statutory recognition of the legal duty of police to provide warnings of potential threats to vulnerable and marginalized persons. Under existing law, police can and do give warnings to persons at risk, whether criminal or otherwise. The question raised by Commissioner Oppal was whether this is sufficient to protect marginalized and vulnerable persons. NEXT STEPS: The Ministry of Justice will undertake further policy and legal work to explore provinciallegisla tive options aimed at providing an enhanced, structured recognition of the police duty to warn and identify options for the provincial government to consider by the target date for completion of March 2015. Theme #5 - Effective: police have modern tools, information and training to deliver effective policing services ...... , ...... m Enhanced criminal intelligence ACTION ITEM #14: Consistent with the recommendations in the MWc/ Report, the Ministry of Justice will foster intelligence-led poliCing by supporting the implementation of a regional Real Time Intelligence Centre (RTlC) scalable to the province. CHALLENGE: In his MWc/ Report, Commissioner Oppal recognized the importance of making real time infor mation accessible to law enforcement agencies to better respond to investigations such as the missing and murdered women cases. He recommended that the provincial government move expeditiously to complete its implementation. 38 In 2010, the policing community identified a need for a real-time operations centre to provide an integrated mUlti-agency response to serious crime crossing jurisdictional boundaries. This has led to the development of the RealTime Intelligence Centre - British Columbia (RTlC-BC) mandated to provide actionable intelligence and real time operational support provincially across all jurisdictions in the province. The RTIC-BC will play an integral role in reviewing serious inCidents for patterns and sharing information and coordinating investiga tions between jurisdictions. 38 Oppal, 2012, Vol. 3, 204. THElv1ESAND ACTION ITEl'viS 39 NEXT STEPS: Working through the RCMP and in concert with the municipal police departments, the Ministry of Justice will support the creation of a RTIC -BC with a target date of completion of May 2014. Matters related to criminal intelligence enhancement will also be included in the development of standards under Action Item #7. iii Performance management based on quality police data ACTION ITEM #15: The Ministry of Justice will work with key stakeholders and academia to develop a per formance management framework and enhance the quality and availability of police data in order to measure poliCing in a consistent manner across the province and support better performance management practices. CONSULTATION FINDINGS: Roundtable participants asked for more appropriate, comparable measures for poliCing than are currently available and expressed a desire for consistent, clear performance measures for poli cing across the province. They identified problems with existing measures (for example, crime statistics do not reflect the administrative workload of a file; case burdens do not reflect demands such as travel time for police in remote areas). Discussions at the roundtables emphasized the need for provincial leadership in evaluating and measuring police performance. Focus group participants stressed the importance of stakeholder participa tion in developing the performance measures. CHALLENGE: The Justice and Public Safety Council, appointed by the Minister of Justice, is committed to deliv ering the first annual Justice and Public Safety Plan by March 2014, including associated performance targets and measures as part of the plan. The development of sector-wide performance measures is an important and complex task, and the Council is undertaking this work in consultation with performance measurement experts from across the justice and public safety sector. The Ministry of Justice is also developing and imple menting performance management and evaluation frameworks for use throughout the Ministry. Police performance management requires the collection of data on general aspects of poliCing as well as results-oriented data. At present, a data set does not exist that can be used to measure key aspects of police performance across the province. For example, PRIME-BC is a records management database used by all police agencies in British Columbia; however, it was not specifically designed to measure performance. Similarly, other databases such as Computer Aided Dispatch (CAD) were not designed to gather data on police performance and vary significantly in the way that information is captured between police agencies. NEXT STEPS: In 2013, the Ministry of Justice engaged Simon Fraser University's Institute for Canadian Urban Research Studies (lCURS) to conduct a study to identify the quality of available policing data and to develop performance indicators, with a target completion date of May 2014. The ministry will develop a performance management framework for poliCing in consultation with a committee of police, stakeholders and experts with a target date of March 2015. The framework will be informed by best practices and experiences in other jurisdictions. fJI Review Police Act ACTION ITEM #16: The Ministry of Justice will conduct a comprehensive review of the Police Act to assess its .relevancy to support the changing and complex environment of poliCing in British Columbia. CHALLENGE: Since the Police Act was introduced in 1974, it has undergone numerous changes in response to emerging needs and issues. Recent developments include amendments in 2009 that improved the police complaint process in British Columbia and 2010 changes that allow the director of police services to set binding standards for poliCing. While these changes have improved accountability and coordination, further changes to the Act would address current and future challenges. 40 BRITISH COLUlv1BIA POLICI NG AND COlvll'v1UNITY SAFETY PLAN Potential amendments may include restructuring to: support community-based policing; provide more effective and flexible models for governance and police service delivery; and support collaborative approaches to crimes that cross jurisdictions. NEXT STEPS: The Ministry of Justice, working with the police, community leaders and other key stakeholders will review the Police Act. The review will look at the challenges in the current legislative framework and build upon the successes of recent legislative changes. The review of the Police Act will be completed by 2015. THE:VIES AND ACTION ITENfS 41 Conclusion The British Columbia Policing and Community Safety Plan outlines a modernized policing and law enforcement framework for British Columbia. Although designed to guide reform over the next three, five and 10 years, the Plan will be a living document, reviewed every year by the Ministry of Justice through the ministry's annual planning and budget cycle, and will be changed and updated as needs emerge. While many reforms were made during the past 15 years, policing in British Columbia continues to evolve. In the future, the legacy of those reforms will continue to influence the direction of policing in the province. In the immediate term, the present global fiscal challenges will have considerable impact on the speed and direction of reform. Table 1: Summary of Action Items ...... , ...... THEME" ACTION ITEMS' Enhance structure and funding options for policing Action Item #1: The Ministry of Justice will work in collaboration and consultation with local governments, other key stakeholders and a committee of external experts to: Define and clarify poliCing responsibilities at the federal, provincial, and municipal government levels. Consider models of service delivery ranging from further integration to the regional delivery of services while Rational and Equitable: retaining local community-focused policing. Policing Is Structured, Develop options for funding/financing models that reflect each level of government's poliCing responsibility Governed and Funded and distributes costs accordingly. . in a Rational and Enhance the continuum of policing and public security options available Equitable Manner Action Item #2: The Ministry of Justice will develop a public safety model including existing and new categories of law enforcement personnel to provide cost-effective services in support of policing. Rrst Nations policing Action Item #3: In consultation with First Nations, police, the Ministry of Aboriginal Relations and Reconciliation, local governments and the federal government, the Ministry of Justice will reform the service delivery framework of the Rrst Nations PoliCing Program in British Columbia. Enhance community engagement Action Item #4: In support of community-based poliCing, the Ministry of Justice will ensure that British Columbia communities have meaningful opportunities for significant input into local poliCing. Strengthen police board ability to effectlv~ly govern Action Item #5: The Ministry of Justice will review the current police board structure, function and training, and make enhancements and improvements where necessary. Accountable: Support bias-free and equitable policing Police are Accountable Action Item #6: The Ministry of Justice will conduct a study to examine the practices and poliCies of police to Civilian Authority agencies in British Columbia related to ensuring bias-free poliCing and will, where required, ensure that audits are completed related to bias-free policing and the equitable treatment of all persons. Develop provincial policing standards Action Item #7: The Ministry of Justice will continue developing provincial standards for police agencies in the province. Priority will be given to standards consistent with those recommended by Commissioner Oppal in the MWc/ Report governing the investigation of missing persons, complex investigations involving serious crime and inter-agency cooperation. 42 BRITISH COLUlv1BIA POLICING AND COj\Hv1UNITY SAFETY PLAN · THEME ACTION ITEMS:;,' . Enhance community safety Action Item #8: In support of enhancing community safety, the Ministry of Justice will work with stakeholders to develop strategies to: a. Support crime prevention efforts; b. Support province-led crime reduction initiatives; and, c. Support further development of civil/administrative law solutions. Support anti-gang initiatives Action Item #9: The Ministry of Justice will, in collaboration with the Combined Forces Special Enforcement Unit and the Organized Crime Agency of B.C., conduct a review of anti-gang initiatives within the province and Collaborative: elsewhere to: Pollee, Governments a. Identify potential further civil/administrative law strategies to complement existing enforcement efforts; and Communities Work b. Enhance the coordination of anti-gang enforcement and disruption efforts between all police agencies Collaboratively to Meet though provincial policing standards; and, Justice and Community Safety Goals c. Implement a province-wide anti-gang prevention campaign aimed at deterring at-risk youth from becoming involved in gangs. Multi-agency consultation and collaboration Action Item #10: The Ministry of Justice will strike a cross-government Working Group to: a. Review and examine existing cross-jurisdictional models of mUlti-agency collaboration and inter-sectoral service integration; b. Review existing legislation and policies to identify gaps and barriers to information sharing among agencies; and c. Make recommendations to partners and stakeholders for the creation of policies and/or a framework to address gaps to information sharing and to improve integration and mUlti-agency collaboration on topics of mutual concern to the social-services ministries and agencies. Support cultural awareness training Action Item #11: The Ministry of Justice will ensure the development and delivery of cultural awareness and sensitivity training for all police officers in British Columbia, consistent with the recommendations in the MWCI Report. Protection of vulnerable Develop pollee-related strategies for persons in crisis with mental illness and/or addictions persons: Action Item #12: The Ministry of Justice will work with stakeholders to promote best practices and expand Pollee and the successful poliCing strategies such as integrated police/health initiatives across the province; and conduct Provincial Government are a study to examine contact between police officers and persons with a mental illness and/or addictions to Committed to Protecting develop resource-efficient and effective strategies for these interactions. Vulnerable Persons Legal reforms to protect vulnerable and marginalized persons Action Item #13: Consistent with the recommendations in the MWCI Report, the Ministry of Justice will evaluate possible missing persons legislation to grant speedy access to personal information of missing persons consistent with privacy laws, and evaluate a statutory provision on the legal duty to warn with a protocol on how it should be interpreted and applied. CONCLUSION 43 " ·THEME L ':ACtiON ITEMS': Enhanced criminal Intelligence Action Item #14: Consistent with the recommendations in the MWCI Reporr, the Ministry of Justice will foster intelligence-led policing by supporting the implementation of a regional Real Time Intelligence Centre (RTIC) scalable to the province. Effective: Pollee Have Modem Tools, Performance management based on quality police data Information and Training Action Item #15: The Ministry of Justice will work with key stakeholders and academia to develop a performance to Deliver Effective Policing management framework and enhance the quality and availability of police data in order to measure poliCing in Services a consistent manner across the province and support better performance management practices. Review Police Act Action Item #16: The Ministry of Justice will conduct a comprehensive review of the Police Act to assess its relevancy to support the changing and complex environment of policing in British Columbia. Table 2: Status Update On Action Items (December 2013) ...... BRITISH COLUMBIA. POLICING ,AP11Drl'(: COMMUNITYSAFETY'PLAN·"· IN PROGRESS The Ministry of Justice is conducting a multi-year project to examine how policing is currently structured and funded. This project will look at better defining and clarifying poliCing responsibilities at all levels of government, and developing options for funding/financing that reflect each level of government's poliCing responsibility and distributes costs accordingly. To that end, the Ministry of Justice will create a PoliCing Structure and Funding Committee comprised Action Item #1: Enhance structure and of representatives from local governments and police agencies who will work together to better funding options for polldng define federal, provincial and municipal poliCing responsibilities. This will lay the ground work for exploring new service delivery models and related funding and financing models while retaining local, community focused poliCing. In 2014, an Expert Committee comprised of business leaders, academics and members of the legal profession will be created to review the work of the Police Structure and Funding Committee and to make recommendations on the proposed models. Action Item #2: Enhance the continuum of policing and public security options UNDERWAY IN 2014 available IN PROGRESS The First Nations Policing Agreements are currently being renegotiated with the Government of Canada. These new agreements will outline the cost share and budget to support Action Item #3: First Nations Policing First Nations poliCing in the province. It is anticipated that these agreements will be completed in March 2014. IN PROGRESS Part of a long-term poliCing standards development process that is currently Action Item #4: Enhance community underway and will continue over the next number of years. Work on the speCific topic of engagement community engagement will be underway in 2015. Action Item #5: Strengthen police board ability to effectively govern IN PROGRESS Work commenced in 2013 on the review of police board structure, function, selection practices and training. Action Item #6: Support bias-free and equitable policing UNDERWAY IN 2014 Action Item #7: Develop provincial policing IN PROGRESS The consultation process is underway through the Advisory Committee on standards Provincial PoliCing Standards (ACOPPS). Work is underway on the development of missing persons investigations standards, with expected completion in 2014. 44 BRJTISH COLUlvfBIA POLJCING AND COMMUNJTY SAFETY PLAN BRITISH COLUMBIA POLICING AND; .. .,' ., STATUS UPDATE: DECEMBER 2013; COMMUNITY SAFETY PLAN IN PROGRESS Work is underway on the development of a crime prevention strategy. Further Action Item #8 (a): Enhance community safety through crime prevention strategies consultation has taken place with government and community stakeholders and a scan of crime ______preventi?n strategies and initiatives in other provinces is ongoing. _____ IN PROGRESS Work commenced in 2013 with the appointment of a blue-ribbon panel on crime reduction, led by Dr. Darryl Plecas, Parliamentary Secretary on Crime Reduction. This initiative Action Item #8 (b): Enhance community will continue though 2015. Panel members will examine existing crime-reduction initiatives and safety through crime reduction initiatives research from other Canadian provinces and other countries as well as hold regional roundtable consultation sessions with stakeholders. Action Item #8 (c): Civil/Administrative law strategies to enhance community safety IN PROGRESS Options for implementation of the proposed Community Safety Act are under discussion. IN PROGRESS Work commenced in 2013 on the British Columbia Anti-Organized Crime and Gang Initiative Review Project. The research plan includes a literature review, internet review, provincial legislative inventory, and extensive subject matter expert consultations. Action Item #9: Support Anti-Gang Work also commenced on the development of a series of CFSEU-BC anti-gang-themed posters, Initiatives photos and videos to promote education and prevention around gangs, organized crime, and their effects on communities in British Columbia. Funding for the development and creation of a series of podcasts and video shorts has been approved and secured through to the end of 2014. In June 2013, CFSEU-BC partnered with the RCMP Lower Mainland District to host a first-ever Sikh Summit on Gang Violence. A follow-up summit meeting was held in July and subsequent summits are being planned. Action Item #10: Multi-agency consultation and collaboration UNDERWAY IN 2014 Action Item #11: Support cultural awareness training IN PROGRESS Work commenced in 2013 with a review of recruit training content and a scan of other training available across police agencies. IN PROGRESS Work commenced in 2013. The Ministry of Justice and the Ministry of Health are working together to examine the interfaces between mental health and substance use services in the criminal justice system. The project will identify best practice models/protocols Action Item #12: Develop police-related within British Columbia and in other jurisdictions inside and outSide Canada, and develop core strategies for persons in crisis with mental recommended protocols, including information sharing that will influence better integrated illness and/or addictions approaches between police and health. The intent is to provide clear and practical guidance to police and mental health and substance use services on their respective roles and responsibilities when working together to respond to the needs of people with mental health and/or substance use problems who come into contact with police. As a reSUlt, people experiencing a mental health afld/or substance use crisis will be recognized earlier, linked to appropriate health care services with the goal to reduce/eliminate their interaction with the criminal justice system. Action Item #13: Legal reforms to protect vulnerable and marginalized persons IN PROGRESS Work commenced in 2013 to analyze missing persons legislation in other jurisdictions and explore options for its applicability in British Columbia. Action Item #14: Enhanced criminal intelligence IN PROGRESS The Ministry of Justice will support the creation of the Real Time Intelligence Centre (RTIC-BC) with a target implementation date of May 2014. Action Item #15: Performance IN PROGRESS In 2013 the Ministry of Justice engaged Simon Fraser University'S Institute for management based on quality police data Canadian Urban Research Studies (ICURS) to conduct a study to identify the quality of available poliCing data and to develop performance indicators, with a target completion date of May 2014. IN PROGRESS The Ministry of Justice is currently working with the police, community leaders Action item #16: Review the Police Act and other key stakeholders to review the Police Act, to be completed by 2015. CONCLUSION 45 Table 3: Timelines Action 46 BRIT'ISH COLUlvlBIA POLICING AND COj\Hv1UNIT'Y SAFETY PLAN ACTION ITEM 2013 2014 2015 BEYOND 2015 Action Item '7: Develop provincial policing standards Establish the Advisory Committee on Policing Standards to Work completed ensure that standards are developed in consultation with Fall 2013 police and other stakeholders. Complete the development of standards governing the Estimated investigation of missing persons, MCM and inter-agency Work underway Work ongoing Work ongoing completion 2016 cooperation and coordination. Action Item '8a: Crime Prevention Lead the development of a crime prevention strategy in B.C. Estimated taking into consideration key recommendations identified Work underway completion through consultation. March 2014 Action Item '8b: Crime Reduction Support the implementation of an evidence-based, province- Estimated wide crime reduction initiative In consultation with the BCACP Work underway Work ongoing completion and with local governments. March 2015 Action Item '8c: Enhanced Community Safety Introduce the Community Safety Act. Work underway Work ongoing Continue to work with communities and law enforcement to identify civil/administrative law strategies to address Work underway Work ongoing Work ongoing Work ongoing community safety issues. Action Item '9: Support a ntl-gang initiatives Estimated Through the CFSEU-BC, a province-wide anti-gang prevention Work underway completion campaign aimed at at-risk youth will be implemented. December 2014 Estimated Review existing programs and legislation to identify Work underway completion opportunities to enhance the response to organized crime. December 2014 Action Item '10: MUlti-agency consultation and collaboration Review models of service integration and models of multi- Estimated agency collaboration in other provinces, and study the Work underway Work ongoing completion . feasibility of adopting a similar model in British Columbia. March 2016 In consultation with the Information and Privacy Estimated Commissioner review existing legislation and policies to Work underway Work ongoing completion identify barriers to appropriate information sharing among March 2016 agencies. Action Item '11: Support cultural awareness training Review the current recruit and advanced training curriculum Estimated to ensure it incorporates the key values inherent in culturally Work underway completion March sensitive policing. 2014 Where gaps occur, oversee the development of a suite of Estimated cultural awareness and sensitivity training courses for all Work underway completion police officers in British Columbia. March 2018 Action Item '12: Develop police-related strategies for persons in crisis with mental illness and/or addictions Work together with the Ministry of Health to examine the Estimated interfaces between mental health and substance use services Work underway completion in the criminal justice system. Fall 2014 Action Item '13: Legal reforms to protect vulnerable and marginalized persons Estimated Analyze missing persons legislation and its application in Work underway completion other provinces and identify options for consideration. March 2014 CONCLUSION 47 ACTIC)N ITEM 2014(;'< 2015 BEYOND2015 ' Explore provincial legislative options aimed at providing an Estimated enhanced, structured recognition of the police duty to warn Work underway completion and identify options for the provincial government to consider. March 2014 Action Item #14: Enhanced, criminal Intelligence Estimated Support the creation of a RTlC-BC. Work underway completion May 2014 Action Item. #15: Performance management based on quality police data Engage Simon Fraser University's ICURS to conduct a study to Estimated identify the quality of available policing data and to develop Work underway completion performance indicators. May 2014 Estimated Develop a performance management framework for policing Work underway completion in consultation with stakeholders. March 2015 Action Item #16: Review Police Act Review the Police Act to assess its relevancy to support the Estimated changing and complex environment of policing in British Work underway Work ongoing completion Columbia. March 2015 48 BRITISH COLUl\:1BIA POLICING AND COj\H\1UNfTY SAFETY PLAN APPENDIX A: Community Consultation and Stakeholder Engagement in the Development of the British Columbia Policing and Community Safety Plan Engagement activities ...... A unique feature of the development of the British Columbia Policing and Community Safety Plan is the level of community consultation and stakeholder engagement in the development process. Four specific engagement activities were undertaken: EI Regional community and stakeholder roundtables A series of regional stakeholder roundtables were held in nine locations around the province between April 2012 and June 2012. Participants included local government, First Nations representatives, community leaders, social service organizations and local police. Through facilitated discussions and small group break-out sessions, participants identified public safety issues, defined priorities and suggested potential solutions for shaping the future of policing and crime prevention in British Columbia. m Focus group meetings Ten focus group meetings were held in September and October 2012 to discuss key issues that emerged from the roundtable seSSions, and to develop strategies to address these issues. These focus groups included: gangs and guns, police funding, mUlti-agency collaboration and coordination of services, crime prevention, mental health, continuum of law enforcement, performance management of poliCing, and community engagement. Meetings were also held with First Nations with Tripartite Agreements and the RCMP Local Government Contract Management Committee. EJ I nteractive website An interactive website for public consultation and feedback was created. The blog was launched in May 2012 to report on the progress of the Plan and provide opportunities for public input. Summaries of the stakeholder roundtables were posted following each event, and questions inspired by the dialogue at the roundtables were posted so that others could join the conversation. A draft version of the Plan was posted in February 2013 for public and stakeholder feedback. The blog is closed. iii Telephone survey A telephone survey covering topics such as satisfaction with policing, perceptions of safety and personal experience with crime was conducted in June and July 2012. The survey was based on existing standardized survey instruments used in Canada and internationally. An external market research firm was contracted. A total of 2,400 surveys were completed, and weighted to represent population distributions for region, age and gender in British Columbia. APPENDIX A 49 Key community challenges identified in the .roundtable consultations ...... An important part of the roundtable process was giving participants the opportunity to discuss the challenges they were experiencing within their communities. For the most part, the challenges identified by the partici pants concerned either criminal activities and public safety concerns or broader, more universal societal or structural themes. By and large we learned that m'any communities have developed grassroots local networks for trying to reduce and prevent crime. Many participants also discussed the role of the provincial government both in providing sufficient funding for programs and systems as well as working diligently to coordinate justice, health, and social support services more closely. Participants identifed a number of community challenges, including problems with specific criminal activities and other public safety issues. Participants also identified key regional differences that they believe present specific challenges: . EI Drug and alcohol addiction Participants consistently identified a need for better resources to treat and address addictions. Many felt that drug and alcohol abuse are connected to, and drivers of many calls to police. The production, distribution and consumption of illicit drugs and alcohol contribute significantly to residents feeling unsafe in the community. Participants also talked about the role addiction plays in the cycle of crime, particularly with respect to family violence and property crime. Many participants wanted to see alternatives to holding impaired persons in local police cells (e.g., sobering centres). II Gang activity and drug trafficking P.articipants told us how their communities were affected by gang activity in a number of different ways. They identified gangs as contributin9. to an overall sense of community instability, especially where youth and other vulnerable individuals are recruited to support gang activity. Participants noted that gangs often use intimi dation or promises of money, status and belonging in order to attract members. Drug trafficking in general was noted as a consistent problem across the province, as was the illegal sale of alcohol and drugs into dry communities. Communities in more remote or widespread regions noted that gangs are capitalizing on lower police presence. II Mental health Participants consistently identified the need for greater supports to address mental health, addiction and homelessness. Many discussed the impact of the closure of mental health facilities on already thin policing resources. In general participants felt it was unfair that local police were primarily responsible for responding to mental health related incidents that could be handled by other support systems. Many participants felt that these incidents were reducing police availability to deal with other public safety concerns. There were also concerns about the use of criminal justice interventions on participants who may be handled more appropri ately through medical support. EI Domestic violence Violence in relationships and families was a prevalent matter of discussion among roundtable participants. Violence against women dominated the roundtable conversations, but violence against men, children and the elderly was also discussed. Participants talked about the complexity of trying to provide support and interven tions for victims and their loved ones in light of the number of different agencies, all operating independently and with varying degrees of stability and capacity. While participants viewed demand as outpacing available 50 BRITISH COLlHv1BIA POLICI NG AND COM lVIUNrry SAFETY PLAN supports, they also talked about the need to eliminate overlap between agencies and utilize integrated case management in order to operate more effectively. Participants also discussed the need to develop new program areas when required (e.g., more programming for men). II Prostitution and human trafficking Prostitution and human trafficking were often raised in discussions around drug and alcohol addiction, gang activity and violence against women. Participants noted the prevalence of prostitution in areas where drug use and trafficking is high. The problem was seen to be more acute in areas where the financial means to pay for both drugs and prostitution are high. Human trafficking was raised by many participants as an emerging issue, but little known criminal activity in communities. iii Sexual abuse and sexual assault In addition to violence in relationships, sexual abuse and sexual assault were frequently raised as issues. Many participants noted that often rural areas and small communities do not have access to the same resources and facilities for victims of sexual abuse as urban centres and larger communities. lJ Seniors' safety and potential elder abuse In addition to elder abuse, participants raised the vulnerability of seniors as targets of crimes such as theft, fraud and home invasion. Participants also noted that seniors are the most likely residents to feel unsafe in their communities, especially where there are drugs, alcohol, unsupervised youth and seasonal population changes that affect public perception of safety. m Prolific offenders Roundtable participants discussed the significant impact that prolific offenders have on communities (Le., a small number of offenders can commit a large number of offences, usually to support an addiction). Some participants noted that while increased police supervision of prolific offenders is beneficial, it is not a substitute for programs that help offenders deal with the root causes of why they are involved in criminal activity. Ii Public disorder and personal safety Many participants noted that communities are challenged to ensure public spaces are shared and respected rather than dominated and damaged. The behaviour of both individuals and large crowds were viewed by participants as affecting feelings of public safety. The most commonly noted negative behaviour included public intoxication, open drug use and prostitution. Participants noted that these activities can take over properties, neighbourhoods, or areas of the back country. Bush parties and seasonal recreational tourism were often identified as sources of potential public disorder and safety concerns. II Property cri me Property crime was commonly referenced by participants, particularly vandalism, graffiti, vehicle theft and theft from vehicles. Police and non-police participants alike agreed that these crimes affect a great number of people on a more personal and direct level than more serious and/or violent crimes. Timely response from police is expected; however, participants recognized that police response to property crimes takes away from other policing priorities, while at the same time, little police response impacts negatively on public confidence and satisfaction with policing. APPENDIX A 51 1.1 Traffic and road safety Dedicating sustained police resources to traffic enforcement was identified as critical to maintaining safe roads and public safety. Participants viewed road safety as an ongoing concern for communities and agreed that police should continue to focus on impaired driving, reckless driving, distracted driving, speeding and pedes trian safety. CI Demographics Participants discussed the impact of unique demographic patterns on community safety and noted that different demographic compositions can bring diverse criminal activities into focus. Areas with younger demographics have criminal activity more centered on drugs and prostitution while areas with larger elderly populations see more criminal activities like fraud, property crime and elder abuse. Some participants noted that another population factor that affects community safety is tourism and seasonal recreation. Community populations expand and contract by as much as three times their average size during busy tourist seasons; consequently, police near popular ski and lake resort areas can experience major peaks in demand which place considerable strain on community resources. aI Economics Many participants noted the impact that economic cycles have on the prevalence of crime and public safety issues as well the availability of resources to deal with those concerns. Economies reliant upon a natural resource operation or a dominant source of revenue have been impacted by the rise and fall of industry, creating a boom/bust environment. Participants expressed concerns that the increased wealth from industrial growth in small communities has come at a high price in terms of community health, as a consequence of activities such as drug use and prostitution. Some participants noted that this phenomenon is apparent in many communities in northern British Columbia whereas southern metropolitan areas with more diversified economies experience less impact. Participants also agreed that in communities where the economy is eroding, families become more unstable with an increase in the illicit drug business, drug and alcohol abuse, and family violence. Consequently, police and related community support services are stretched thinner by these demands. EI Geography Participants spoke about the distinctions between regions and rural versus urban communities, and how those factors impact on the prevalence or prominanceof many of the criminal activity and public safety challenges identified in the previous section. Participants noted that large, urban communities have significantly more police and support resources than their rural counterparts. Rural communities require police to cover a much larger geographical area with small detachments and rural landscapes often present challenges that urban centres typically do not face. Participants discussed concerns about expectations in smaller communities where police are expected to cover more ground with fewer resources and offer the same range and quality of services as urban centres that have more community support services. 52 BRITISH COLU~1BIA POLICING AND COJ\:lMUNITY SAFETY PLAN Key issues identified in the roundtable discussions ...... Ii Policing Overall, a key topic of discussion in many of the roundtable sessions was the desire of the participants to see the provincial government provide stronger leadership, better coordination of services, and alignment of funding with key public safety priorities. Specifically, the topics identified with respect to policing issues fell into four broad themes: ACCOUNTABILITY ) Police should build stronger relationships with communities :> The current community input structures into local police governance should be reviewed and strengthened :> Police performance should be adequately measured :> Police should manage communications more proactively )- Police require more specialized training with respect to contemporary policing issues FUNDING )- A province-wide, equitable police funding formula should be developed )- Funding levels should be reflective of each level of government's responsibility EFFECTIVE AND EFFICIENT POLICING )- Justice system reforms should be implemented in order to increase the effectiveness and efficiency of policing )- Sufficient resources should be allocated to social service agencies dealing with mental health, addiction and homelessness in order to relieve overburdened police :> Structural changes to police service delivery models should be considered to decrease police costs )- Innovative and sustainable management of police and civilian staff should be considered to decrease policing costs )- Strategies for reducing the administrative burden on police should be developed COLLABORATION AND COORDINATION :> Greater collaboration is required between the justice system and related social and health systems in order to achieve true efficiencies and benefits ) Better coordination/consultation/communication is required between levels of government with respect to policing issues :> Mental health and addiction concerns require special attention from justice and social service providers )- A more coordinated response to domestic violence is required APPENDIX A 53 L'I Crime prevention Participants expressed their interest in seeing the provincial government demonstrate stronger leadership through the development and implementation of a provincially-led crime prevention strategy. The identi fication of metrics and measures for effective, evidence-based crime prevention approaches along with the establishment of a clearing house and place for communities to share and explore best practices were identi fied as important features of the strategy. Funding for crime prevention and for services to victims was also a key theme of discussion. Roundtable participants also explored the importance of local coordination, citizen engagement and the use of volunteers throughout roundtable discussions. Specifically, discussions can be categorized into the following themes: LEADERSHIP AND COORDINATION FOR CRIME PREVENTION > A provincially-led crime prevention strategy should be developed and implemented > Local resources are required to coordinate community-based crime prevention and crime reduction efforts FUNDING )0 Consistent, stable and long-term funding is required for victim services and crime prevention programs > Community programs should be supported to maintain consistent availability of services CITIZEN ENGAGEMENT > Volunteers play an important role in addressing community health and safety issues and the coordination of volunteers should be enhanced > Citizens have an important role to play in improving the safety of their communities and should be engaged Key issues identified in the focus group discussions ...... As noted earlier, a series of focus group meetings were held in September and October 2012 to discuss key issues that emerged from the roundtable sessions, and to identify potential strategies. Overall findings from the focus groups are as follows: EJ Gangs Participants agreed that focusing resources on preventing youth from joining gangs is more effective than going after those who recruit youth into gangs. Developing prevention and intervention programs for youth and families, including providing youth with alternatives to the gang lifestyle is essential to addressing the recruitment into gangs. s Police funding Participants agreed that discussions on police funding models must be preceded by a review of police functions and services to determine which ones are a provincial, municipal or federal responsibility. Provincial leadership is essential in mandating police responsibilities once determined, and in leading discussions around potential funding arrangements. 54 BRITISH COLUiV1BIA POLICING AND COlvHv1VNrrY SAFETY PLAN EI MUlti-agency collaboration and coordination of services The consensus was that to foster mUlti-agency collaboration, goals and priorities should be developed collab oratively by social services' ministries and agencies, and resources should be aligned according to goals and priorities developed. To improve collaboration, barriers to information sharing also need to be removed. II Crime prevention Participants discussed the need for a provincially-led crime prevention strategy, including an implementation and community engagement strategy and accountability mechanisms. A central resource and distribution hub should be created to house and disseminate crime prevention support, training and resources. ~ Mental health Participants supported the expansion and promotion of integrated initiatives such as Car 87/67, Assertive Community Treatment (ACT) and Victoria Integrated Community Outreach Team (VICOT) across the prov- ince which have proven to be successful in helping people with a mental illness and/or drug addiction. Improvements are still required to address tbe lack of housing and treatment options for people with a mental illness, limited emergency and outreach services, insufficient information sharing between police and health, as well as the stigma attached to dealing with people with a mental illness. II Continuum of law enforcement Participants agreed that the full spectrum of law enforcement and public safety functions (special provincial constables, auxiliaries, by-law officers, private security) need to be examined in terms of their roles, mandates and standards. Standards, policies and accountability mechanisms should be reviewed across the public safety model to determine the most cost effective and strategic way to coordinate all law enforcement and public safety sectors. IJ Performance management of policing Participants agreed that it would be valuable to develop a common set of performance indicators to measure policing across the province in a consistent manner. The process of developing performance measures should be informed by a clear understanding of the purpose of policing and a review of the literature and best practices with respect to performance measurement and policing. 13 Community engagement There was agreement that communities should be given an opportunity to define their policing priorities and to provide input into how police services are delivered. Community engagement should be seen and valued as a means to an end, such as reducing crime and maintaining safe communities, and should be promoted accordingly through citizen advisory committees for example. m First Nations and policing Participants agreed that communication and education are critical to building stronger relationships and establishing trust within the community. Multi-agency collaboration is essential to addressing community needs and First Nations agencies and representatives must be at the table and involved in discussions. B RCMP Local Government Contract Management Committee Mayors agreed that policing responsibilities need be determined among municipal, provincial and federal government, and that alternate funding models need to be examined accordingly. There was consensus that a holistic approach to policing is required, and that sectors such as health, social services, education, policing and others should work together to address the complex social issues that are associated with crime. APPENDIX A 55 ....~~r. .. ~~.~.~~~.~.~.~.. ~~.P..~~~~ ..~~~O/' ...... Overall the results show that the public has greater confidence in the police than we are often led to believe. Specifically, four out of five British Columbians (or 79 per cent) had quite a lot or a great deal of confidence in their local police. Similarly, four out five British Columbians who had contact with a police officer in the past 12 months were satisfied with how police dealt with their matter. However, the level of confidence in police in general (rather than local police) was significantly lower at 69 per cent. Taken together the results speak to a substantial level of fundamental trust in our police, despite some negative publicity and events in recent years. A number of different surveys have recently reported different results on confidence in policing in Canada and British Columbia. Survey results can vary substantially due to the sample size (number of people surveyed) as well the phrasing of the questions. This is why for our survey we ensured that the sample size was large (i.e. 2,400) in order to have robust results. By comparison, the most recent survey reported in the media in early January 2013, which found low levels of support for the RCMP in British Columbia, reportedly surveyed only 131 British Columbia residents (and only 1,021 Canadians overall). Our survey did indicate, however, that there were some areas of police performance that could be improved - only 59 per cent of people said that the police did a good job of treating people fairly, and only 48 per cent of people said that police did a good job of supplying information to reduce crime. When considering fear of crime, the results were overall also positive. The vast majority (94 per cent) of British Columbians were satisfied to varying degrees with their personal safety from crime. An overwhelming majority (96 per cent) felt safe when home alone in the evening and a somewhat lower majority (77 per cent) felt safe when walking alone after dark. The crimes that were of concern to most survey respondents were having credit card details stolen and misused (72 per cent) and being in an accident caused by a drunk driver (68 per cent). It is of concern that overall 17 per cent of British Columbians reported being a victim of at least one crime in the past 12 months, and that over one-third of these people did not report the crime. The most common reasons for not reporting a crime were that it was not important enough (which suggests a relatively minor crime) or that the police could not do anything about it. The lack of reporting is a concern as it means that official crime statistics do not provide the complete picture, and victims of crime may not receive the help that could have been provided had they reported the incident. Significantly, this survey provides us with some important key measures that we can monitor and track over time. Draft plan consultation feedback Between February and September of 2013, stakeholders and the public were invited to review a draft of the British Columbia Policing and Community Safety Plan (the Plan) and submit feedback to the province. Feedback was received from a variety of stakeholders and members of the public either through written submissions, emails, or blog posts. Generally speaking, feedback on the Plan was positive; however, many respondents were of the view that the draft Plan did not go far enough in proposing reforms for policing. Other themes that emerged from the feedback included comments concerning the: ). Continuum of policing; )0 Rising costs of policing and its relationship to the structure and funding of police services in the province; )- Interaction between mental health and policing; and, )- Crime prevention programs. 56 BRITISH COLUi\:1BIA POLI(]NG AND COMl\1UNITY SAFETY PLAN APPENDIX B: MHestones in the History of Policing in British Columbia RCMP in British Columbia ...... In 1950, the Royal Canadian Mounted Police (RCMP) assumed provincial policing responsibilities in British Columbia. In accepting the provincial duties, the RCMP also assumed 46 municipal police contracts from the former British Columbia Provincial Police Force. These contracts formed the basis of large municipal agree ments and laid the foundation for the unique police contract environment in the province . ... ~.~ .. ~?!.~.. !:~!.~~~~.~~.~~.~~.p..~~~~~.~~~~~.. ~~~~~.. ~~p.~~~~~~ ...... In the early 1970S, British Columbia initiated a set of reforms in policing. The provincial government conducted the first major review of policing in British Columbia and, subsequently, the first provincial Police Act was passed in 1974. The Act embodied the model of policing that was prevalent at the time, the "professional model of policing~ This model placed emphasis on the independence of police, a hierarchical rank structure, and centralized command. In keeping with the practice of other professions, the police were"self-regulated"in that they set their own standards of operation and conduct. One of the purposes of the 1974 Police Act was to organize police services and to create mechanisms for governance and accountability. The Act established the British Columbia Police Commission (BCPC), as an independent body responsible for providing civilian oversight of police. The mandate of the BCPC was broad and included developing recommended provincial poliCing standards, conducting police audits, establishing training standards, conducting research and collecting statistics, as well inVestigating and adjudicating com plaints against police officers. Around this time, the British Columbia Police Academy was established to standardize training for municipal police department officers . ...~~~~~ ..~~.P.~.~~~.~~~ ...... Reforms in the 1970S also led to more women being involved in policing, as well as increased opportunities for women in British Columbia'S police forces. Women had been making contributions to the RCMP as early as the 1890S when the force employed females as matrons and gaolers to deal with female offenders. In the early 1900S women filled positions such as fingerprint technicians and lab technicians. In 1912, the Vancouver Police Department hired the first female police officers in Canada. However, it was not until the 1970S that female police officers ceased to be selected according to different criteria from men, and to be assigned only to clerical support services or working with women and children. This change in practice was formalized in 1977, by the provisions of the Canadian Human Rights Act which disallowed discriminatory hiring practices. In the mid-1970S, the BCPC gave women the right to carry a firearm and to take on regular patrol duties. In 2011, 21 per cent of police officers in British Columbia were women.39 39 Statistics Canada (20ll). Police resources in Canada, 2017. Catalogue no. 85-225- X. Ottawa, Ontario: Ministry of Industry Statistics Canada (p. 24). APPENDIXB 57 The introduction of the First Nations Policing Policy ...... In the early 1990S, the federal government introduced the First Nations Policing Policy (FNPP). The policy pro vides First Nations communities with the option of developing and administering their own police service, or to have enhanced police services delivered by a contingent of First Nations officers working within an existing police force. The FNPP's purpose to is provide First Nations communities with police services that are culturally appropriate and accountable to the communities they serve. The FNPP is implemented through agreements negotiated among the federal government, provincial government and First Nations. Commission of Inquiry into Policing in British Columbia - The Oppal Report (1994) ...... During the 1980s and early 1990S a number of high-profile police-involved serious incidents led the provincial government to appoint then-retired Justice Wallace T. Oppal to conduct a Commission of Inquiry into Policing in British Columbia (hereafter the appal Report). Justice Oppal was asked to address what changes should be made to policing in order to reflect the changes that had occurred in society and the challenges faced by police at that time. Justice Oppal's broad terms of reference touched on a range of issues related to policing and public safety. Integral to his review was a public consultation process. The appal Report was released in September 1994. It detailed the challenges facing police agencies and made recommendations on how the provincial government should structure and manage policing. Justice Oppal found that although citizens were generally satisfied with police performance, they were also feeling increas ingly isolated from their law enforcement agencies. Citizens in every part of the province wanted a closer working relationship with the police to solve community problems relating to crime and safety. In particular, the public wanted police to be involved in identifying and solving local crime problems through on-going cooperation and partnerships with the communities they served. Following the release of the appal Report, the provincial government formally endorsed the values and principles of a community-based policing model. While the appal Report advocated the need for community policing to improve public safety and increase police accountability, Justice Oppal also recognized the need to strengthen accountability through govern ance and oversight mechanisms. In response to his recommendations, the provincial government made comprehensive amendments to the Police Act. 1998 Police Act amendments In his 1994 report, Justice Oppal noted that the public complaints procedure and the police discipline system had created much concern and discussion in British Columbia. The public were demanding greater account ability from the police. Justice Oppal agreed that it was fundamental to the delivery of poliCing in British Columbia that there was a re-balancing of the relationship between police independence and the need for enhanced accountability. At that time, the Police Act set out the procedures for receiving, investigating and adjudicating complaints against officers from municipal forces, while the RCMPAct set out the procedures for complaints against members of that force. With respect to municipal forces, the complaint procedure was the responsibility of the British Columbia Police Commission. As a result, the procedures were left largely in the control of the police, as they conducted the investigations with respect to complaints, made the deciSions, and imposed any sanctions deemed necessary. 58 BRITISH COLUlv1BIA POLICING AND COMlVIUNITY SAFETY PLAN Justice Oppal concluded that there was a compelling need in British Columbia for strong, independent civilian oversight of the police. As well, he recommended that there should be one process for complaints against all police officers. He recommended the establishment of an office of a complaint commissioner operating at the level of an ombudsperson who would have the complete authority to oversee all investigations, which would be conducted by the police. In response to these conclusions and other Oppal Report recommendations, significant amendments were made to the Police Act to strengthen the oversight and governance of policing in British Columbia. These amendments took effect in 1998. The amendments dissolved the British Columbia Police Commission and established the Office of the Police Complaint Commissioner (OPCC), which was vested with the British Columbia Police Commission's police complaints function. These amendments resulted in a police complaint model that gave police the responsibilities for investigating complaints, and imposing disciplinary or corrective measures for misconduct, while providing for independent civilian authority to oversee the discharge of those responsibilities. The 1998 amendments also established the statutory role of the director of police services and assigned broad powers to the director. The director was given overall responsibility to superintend policing and law enforcement functions. With the exception of public complaints, the director became responsible for all former functions of the British Columbia Police Commission, including audits, poliCing standards, research and statistics. Technological advances ...... 11 ...... , ••••••••••••• ,t, •••••••••••••••••••••••••••••••••••••••••••••••••••• a The establishment of E-Comm 911 40 By the early 1990S a series of international disasters, including an earthquake in San Francisco, drew attention to the importance of having effective and coordinated communications between emergency personnel when disaster strikes. At the time, in the Lower Mainland, outdated radio systems needed replacement. Emergency radio services were fragmented, as ambulance, fire and police agencies were all using separate radio systems. During the 1994 Stanley Cup Riot the Vancouver police radio system was unable to handle the amount of radio traffic. Police, firefighters and paramedics were endangered because their radio systems were not compatible and they could not effectively communicate with one another. The provincial government, RCMP and the Vancouver Police Department worked together to implement an integrated wide-area radio system to replace the existing communications system. The result was the E-Comm 911 Wide-Area Radio Network, a shared communications system used throughout Metro Vancouver, by police, fire and ambulance personnel. Today, the E-Comm radio system provides service to police, fire and ambulance in southwest British Columbia. Its mUlti-agency, multi-jurisdictional capabilities have played a critical role in better assisting police as they serve British Columbians. A similar organization, the Capital Region Emergency Services Telecommunication (CREST) delivers wide area radio to the Capital Regional District. D The implementation of PRIME-Be In the late 1990S, police agencies in the province used records management systems that were not capable of providing comprehensive information necessary for problem-oriented and community policing. In order to effectively investigate complex criminal activity across jurisdictions, police required a more sophisticated records management system. 40 Emergency Communications for Southwest British Columbia Incorporated APPENDIXB 59 British Columbia was the first jurisdiction in the country to implement a province-wide, electronic records management system that provides interoperability among all policing agencies in the province. In May 1998, the British Columbia Association of Chiefs of Police adopted the vision of a common information system for the province. The RCMP "E" Division, municipal police agencies and the provincial government partnered in the acquisition and implementation of a common information system, called Police Records Information Management Environment for British Columbia, or PRIME-BC with the provincial government contributing some $40 million dollars to its development. The system included the conversion from a paper-based records environment to an electronic environment allowing for the real-time, multi-jurisdictional and mUlti-agency sharing of critical information. In February 2003, the provincial government passed legislation to ensure all police forces in British Columbia used the common information system to enhance public safety and improve law enforcement across the province. The Wood Review41 The concept of civilian oversight of police conduct continued to evolve and its practice to be scrutinized. In the five years that followed the establishment of the Office of the Police Complaint Commissioner (OPCC), a num ber of concerns were raised about the efficacy of the legislation from key stakeholders. Also during those years, a number of high profile police incidents occurred that drew questions from the public about the process for handling complaints against the police. In 2003, the PIVOT Legal Society formally submitted 50 complaints to the police complaint commissioner on the behalf of several marginalized residents in Vancouver's Downtown EastSide. In 2005, the provincial government appointed Justice Josiah Wood to lead a review of the police complaint process as set out in Part 9 of the 1998 Police Act. As part of the review, Justice Wood also examined the integ rity of the system and the confidence of stakeholders in the conduct of the police complaints investigations by municipal police departments. An audit of 294 complaint files was undertaken as part of the review. Justice Wood found that while the majority of complaints against the police were properly investigated and appropriately handled, one in five complaints were not handled or concluded as well as they could be. Justice Wood was concerned that some of the more serious complaints tended to be the ones that had deficiencies, either in the investigation or the disposition. Justice Wood made more than 90 recommendations designed to address current problems and streamline and improve the legislative framework. In response to these recommendations, the police complaints process was modified through changes made to the Police Act in 2009. The changes aimed to strengthen the oversight powers of the OPCc. The intent of the changes also focused on accessibility for the public to file complaints against municipal police regarding officer conduct, for investigators to process these complaints more thoroughly, and for the police complaint commissioner to contemporaneously oversee the entire process to ensure a higher degree of public confidence in the results. 41 Wood, J. (2007). Report on the review of the police complaints process in British Columbia. Victoria. Be: Ministry of Public Safety and Solicitor General. 60 BRITISH COLUlv1BIA POLICING AND C01\Hv1UNrrV SAFETY PLAN The death of Robert Dziekanski and the resulting ....~~~~~~.~~ .. ~~~~.~~.~~.~.~.~.~.~~.9.~o/...... On October 14,2007, Mr. Robert Dziekanski died at the Vancouver International Airport after a conducted energy weapon (CEW or commonly known as a taser) was deployed against him. The incident was captured on video and prompted immediate and intense national and international public reaction. In February 2008, the provincial government appointed Justice Thomas Braidwood, a.c., to conduct two separate public inquiries into the death of Mr. Dziekanski: 1) a study commission to inquire into and report on the use of CEWs in British Columbia; and, 2) a hearing and study commission to inquire into and report on the death of Robert Dziekanski. 42 III Study Commission Report Justice Braidwood's first report was released on July 23, 2009. Justice Braidwood concluded that CEWs are a valuable tool for law enforcement officers in British Columbia, but that their use must be more closely regulated. He emphasized that, in a system of responsible government, the police must be accountable to civilian authority. The civilian authority in this context, the provincial government, has a duty to set policy and standards on important issues such as CEW use, and police have a duty to operate in accordance with such standards. Justice Braidwood made 19 recommendations that encompassed the development of provincial policing standards governing CEWs; enhanced reporting of CEW use; and required mandatory, standardized training in crisis intervention and CEW use. The provincial government accepted all of the recommendations and began a substantive implementation project. One of the provincial government's first actions was to amend the Police Act to provide the director of police seNices with the explicit authority to set binding standards for policing. The provincial government then created provincial poliCing standards governing how and when CEWs could be used by police in British Columbia, which address all of Justice Braidwood's 19 recommendations. These standards were announced by theprovincial government in December 2011. 3 iii Hearing and Study Commission Reporr While Justice Braidwood's first report focused on the use of CEWs in British Columbia, and the provincial government's role in setting law or policy for their use, the second report examined the circumstances around Mr. Dziekanski's death. The Dziekanski case was an example of the police investigating themselves. Critics argued that such an investigative system allowed for the actual or perceived conflict of interest which could lead to public distrust and an undermining of public confidence in investigations of this nature and ultimately in the police themselves. 42 Braidwood. T. R. (2009). Restoring public confidence: Restricting the use of conducted energy weapons in British Columbia. Victoria, BC: Braidwood Commission on Conducted Energy Weapon Use. 43 Braidwood. T. R. (2010). Why? The Robert Dziekanski tragedy. Viaoria, BC: Braidwood Commission on the Death of Robert Dziekanski. APPENDIXB 61 Justice William H. Davies, Q.c. undertook a detailed review of the issue of police investigating themselves, during the Inquiry into the death of Frank Paul.44AS Justice Davies recommended that British Columbia establish a civilian-based model for the investigation of police-related deaths. Justice Braidwood agreed with Justice Davies' recommendation. This was the primary recommendation with respect to policing in Justice Braidwood's second report, released in May 2010. The provincial government accepted this recommendation and created the new Independent Investigations Office (110). The 110 became operational in September 2012. Road safety enforcement ...... Traffic enforcement in British Columbia has benefited from a unique partnership with the Insurance Corporation of British Columbia (ICBC) for 35 years. For several decades, ICBC directly contributed overtime funds to police to deliver additional targeted corridor enforcement and CounterAttack drinking driving cam paigns, as well as automated enforcement. In 2003, the provincial government and ICBC formalized the arrangement by developing a unique integrated team model to support the ongoing delivery of enhanced traffic enforcement. Through a Memorandum of Understanding with ICBC, Policing and Security Branch now oversees an annual program and budget that supports over 150 specialized municipal and provincial traffic officers working in integrated teams across juris dictional boundaries, delivering targeted traffic enforcement and auto crime enforcement as an e~hancement to regular traffic services. These funds are topped up by an additional 30 per cent under the federal contract and now represent approximately $30 million in additional traffic and auto crime enforcement each year. This arrangement supports Integrated Road Safety Units (lRSUs), Integrated Municipal Provincial Auto Crime Team (IMPACT) and BaitCar auto crime enforcement, as well as CounterAttack and other targeted enforcement cam paigns. This additional investment in enhanced road safety is unique to British Columbia and has contributed to unprecedented reductions in traffic fatalities and auto crime in the past seven years. In 2011, the provincial red light camera program was expanded to 140 of the province's most dangerous inter sections and upgraded to utilize digital imaging technology, remote data transfer and automated processing, reducing operational costs and dramatically improving the efficiency of this front-line enforcement program. 44 Davies, W. H. (2009). Alone and cold: The Davies Commission Inquiry into the death ofFrank Paul. Victoria, Be: The Davies Commission Inquiry into the Death of Frank Paul. Davies, W. H. (2011). Alone and cold: The Davies Commission Inquiry into the response of the criminal justice branch. Victoria, Be: The Davies Commission Inquiry into the Response of the Criminal Justice Branch. 45 Frank Paul died of hypothermia due to or as a consequence of acute alcohol intoxrcation in the overnight hours of December 5-6, 1998. Earlier that evening, he had been removed from the Vancouver Police Department lockup and left in a nearby alley by a police officer, where his body was later found. In 2007 the provincial government appointed Justice Davies to lead an independent commission of inquiry into the circumstances surrounding Mr. Paul's death, and the responses to his death by specific public bodies including the Vancouver Police Department and the Opec. The terms of reference also included examining the rules, policies, and procedures governing similar circumstances (Le., interactions between specific public bodies and persons incapacitated by alcohol or drugs and deaths caused by similar circumstances) and the relevant services available. The Davies Commission of Inquiry produced two reports in 2009 and 2011. 62 BRITISH COLUMBIA POLK] NG AND COM rvHJ N rry SAFETY Pl.AN - .'. ./ ...... · ...... ·...... o ...... «c««.«c ••• eecc««« ...... 63 APPENDIXB ) References British Columbia Justice Reform Initiative. (2012). Ministry of Justice: Justice Reform. Retrieved from the British Columbia Justice Reform Initiatives website: http://www.ag.gov.bc.ca!justice-reform-initiatives/index.htm Braidwood, T. R. (2010). Why? The Robert Dziekanski tragedy. Victoria, British Columbia: Braidwood Commission on the Death of Robert Dziekanski. Retrieved from httpJlwww.braidwoodinquiry.calreporVP2Report.php Braidwood, T. R. (2009). Restoring public confidence: Restricting the use of conduded energy weapons in British Columbia. Victoria, British Columbia: Braidwood Commission on Conducted Energy Weapon Use. Retrieved from httpJlwww.braidwoodinquiry.calreportIP1Report.php Commission for Public Complaints against the RCMP. (2012). Jurisdidion of the cpc. Retrieved from the Commission for Public Complaints against the RCMP's website, http://www.cpc-cpp.gc.calcnt/wwa!juris-compet-eng.aspx Cowper, D. G. (2012). A criminal justice system for the 21st century: Final report to the Minister of Justice and Attorney General Honourable Shirley Bond. Vidoria, British Columbia: British Columbia Justice Reform Initiative. Retrieved from h ttp:Jlwww.ag.gov.bc.calpublidjustice-reform/CowperFinall!eport.pdf Davies, W. H. (2011). Alone and cold: The Davies Commission Inquiry into the response of the criminal justice branch. Vidoria, British Columbia: The Davies Commission Inquiry into the Response of the Criminal Justice Branch. httpJlfrankpaulinquiryca.nationprotect.neVreportllnteriml Davies, W. H. (2009). Alone and cold: The Davies Commission Inquiry into the death of Frank Paul. Vidoria, British Columbia: The Davies Commission Inquiry into the Death of Frank Paul. Retrieved from http://frankpaulinquiryca. nationprotect.netlreporVFinall Government of British Columbia. (2012). Families first agenda for British Columbia. Victoria, British Columbia: Government of British Columbia. Retrieved from http://www.familiesfirstbc.calwp-contentlup!oadsI20121os/Family-First Agenda.pdf Government of British Columbia. (2011). Province of British Columbia strategic plan 2011/12-2013/14. Vidoria, British Columbia: Government of British Columbia. Retrieved from httpJlwww.bcbudget.gov.bc.caI2011Istplanl201C Strategic. ... P1an.pdf Ministry of Justice. (2012). British Columbia Policing and Community Safety Plan regional roundtables: Summary report. Victoria, British Columbia: Government of British Columbia. Retrieved from http://www.pssg.gov.bc.ca/policeser viceslpublications-indexldoCIsIPoliceRoundtable_SummaryReport.pdf Ministry of Justice. (2012). White paper on justice reform: Part one: A modern transparent justice system. Victoria, British Columbia: Ministry of Justice, Government of British Columbia. Retrieved from http://wwwJusticebc.ca/shared/ pdfslWhitePaperOne.pdf Ministry of Public Safety and Solicitor General. (2009). Verdict at coroner's inquest: Findings and recommendations as a result of the inquest int.o the deaths of Kum Lea Chun, Moon Kyu Park, Christian Thomas Jin Young Lee, Yong Sun Park, and Hyun Joon Lee. Victoria, British Columbia: Ministry of Public Safety and Solicitor General. Retrieved from http://www.pssg.gov.bc.calcoronerslscheduleI2oo9Idocslverdict-park-lee-chun-18-dec-2oo9.pdf Oppal, W. T. (2012). Forsaken: The report of the Missing Women Commission of Inquiry (Vols. 1-5). Vidoria, British Columbia: Missing Women Commission of Inquiry. Retrieved from http://www.missingwomeninquiry.calobtain-reportl 64 BRITISH COLUlv1B1A POLICING AND COJ\Hv1UNITY SAFETY PLAN Oppal, W. T. (1994). Closing the gap: Policing and the community. Victoria, British Columbia: Oppal Commission of Inquiry into Policing in British Columbia. Retrieved from http://www.pssg.gov.bc.calpoliceserviceslshareddocslspecia/ report -opa/-cJosingthegap.pdf Peters, R. DeV., Bradshaw, A. J., Petrunka, K., Nelson, G., Herry, Y., Craig, W. M., et al. (2010a). The better beginnings, better futures project: Findings from grade 3 to grade 9. Monographs of the Society for Research in Child Development, 75(3), 1-174. Peters, R. DeV., Nelson, G., Petrunka, K., Pancer, S. M., Loomis, c., Hasford, J., et al. (201Ob). Investing in our future: Highlights of better beginnings, better futures research findings at grade 12. Kingston, ON: Better Beginnings, Better Futures Research Coordination Unit, Queen's University. Retrieved from http://bbbf.queensu.calpdfsIGrade%2012%20 report%2oFINAL%2oversion.pdf Police Act, R.S.B.C. 1996, C.367, s. 40. [Electronic version]. Retrieved from B.C. Laws: http://www.bcJaws.caIEPLibrarieslbcJaws_newldocumentIIDlfreesideloo_96367_01 Public Safety Canada. (2012, January 25). Economics of policing. Presentation to the Ministers Responsible for Justice and Public Safety (Slide 3). Ottawa, Ontario: Public Safety Canada. Representative for Children and Youth. (2012). Honouring Kaitlynne, Max and Cordon: Make their voices heard now. Victoria, British Columbia: Representative for Children and Youth. Retrieved from http://www.rcybc.callmagesIPDFsIReportsIRCY-SchoenbornReportFINAL%20Feb%2027.pdf Representative for Children and Youth. (2009). Honouring Christian Lee: No private matter: Protecting children living with domestic violence. Victoria, British Columbia: Representative for Children and Youth. Retrieved from http://www. rcybc.calfmageslPDFslReportslRCYChris tian LeeReportFINAL. pdf Royal Canadian Mounted Police. (n.d.). Surrey RCMP: Car 67 Program. Retrieved from the RCMP website: http://surrey.rcmp-grc.gc.caIViewPage.action?siteNodeld=73&languageld=1&contentld=713 Schweinhart, L. J., Montie, J., Xiang, Z., Barnett, W. Steven, Belfield, C. R., &Nores, M. (2005). Lifetime effects: The HighScope Perry Preschool study through Age 40. In Monographs of the HighScope Educational Research Foundation, No. 14. Ypsilanti, MI: HighScope Press. Retrieved from http://www.highscope.org/fileIResearch/PerryProject/speciaIsum mary_. reV2011 ... 02... 2.pdf Statistics Canada (2011). Police resources in Canada, 2011. Catalogue no. 8S-225-X. Ottawa, Ontario: Ministry of Industry Statistics Canada. Retrieved from http://www.statcan.gc.calpubI8s-22S-xI8S-22S-X2011ooo-eng.pdf United Nations Office on Drugs and Crime. (2008). Total police personnel at the national level. United Nations Survey of Crime Trends and Operations of Criminal Justice Systems. Eleventh UN-CTS, 2007-2008. Retrieved from the United Nations website: http://www.unodc.org/unoddenldata-and·analysis/crime_survey_eleventh.html Vancouver Island Health Authority. (2010). Vancouver Island Health Authority Outreach Services in Downtown Victoria. Retrieved from the Vancouver Island Health Authority webSite: http://www.viha.caiaboucvihainewsinews_ releaseslfs_ VIHA_downtown_outreach_services_sep1o.htm Vancouver Police Department. (n.d.). Police and Community Response Unit: Car 87 Mental Health Car. Retrieved from the Vancouver Police Department webSite: http://vancouver.calpolicelorganizationlinvestigationlinvestigative-sup port-serviceslyouth-services/community-response.html Wood, J. (2007). Report on the review of the police complaints process in British Columbia. Victoria, British Columbia: Ministry of Public Safety and Solicitor General. Retrieved from http://~ww.p5sg.gov.bc.calpoliceserviceslshared docslpolicecomplaintprocess-report.pdf REFERENCES 65 List of Acronyms ACT Assertive Community Treatment BCACp· British Columbia Association of Chiefs of Police BCAPB British Columbia Association of Police Boards BCPC· .. ·· British Columbia Police Commission CAD Computer Aided Dispatch CCA Council of Canadian Academies ceso Crlm'::,' Coordinating Committee of Senior Officials-Criminal CM: ' Conducted energy weapon CFSEU Combined Forces Special Enforcement Unit CID Crisis Intervention and De-escalation CIROC:,· Canadian Integrated Response to Organized Crime (Me' Contract Management Committee CPC" ' Commission for Public Complaints CRce Civilian Review and Complaints Commission Capital Region Emergency Services Telecommunication Community Safety and Crime Prevention Branch Community Tripartite Agreements CUFle Certified Use of Force Instructor Course DTES Downtown Eastside E-c:OMM:: Emergency Communications for Southwest British Columbia Incorporated FNAPS' , First Nations Administered Police Services FNCPS First Nations Community Policing Services First Nations Policing Policy Federal Provincial Territorial IBET Integrated Border Enforcement Team ICBC Insurance Corporation of British Columbia ICE Integrated Child Exploitation Team ICURS····. Institute for Canadian Urban Research Studies IHIT Integrated Homicide Investigation Team 110 Independent Investigations Office IMET. Integrated Coordinated Market Enforcement Team IMPACT' Integrated Municipal Provincial Auto Crime Team IRSUs Integrated Road Safety Units 66 BRITISH COLUIv1BIA POLICING AND COJ\'11'v1UNITY SAFETY PLAN IS POT Integrated Sexual Predator Observation Team JIBC Justice Institute of British Columbia JIBC PA Justice Institute of British Columbia Police Academy LGCMC Local Government Contract Management Committee LGBT Lesbian/Gay/Bi-sexual/Transgendered MCM Major Case Management MPSA Municipal Police Service Agreement --~~------MPUA Municipal Police Unit Agreement MWCI Missing Women Commission of Inquiry NCC National Coordinating Committee on Organized Crime OCABC Organized Crime Agency British Columbia OPCC Office of the Police Complaint Commissioner PACC Police Academy Chiefs Committee PINTA Provincial/National Threat Assessment PODV Provincial Office of Domestic Violence Police Provincial Learning Strategy PPSA Provincial Police Service Agreement PRCC Pacific Regional Coordinating Committee on Organized Crime PRIME-BC Police Records Information Management Environment for British Columbia PSB Policing and Security Branch PTEP . Provincial Tactical Enforcement Priority RCMP Royal Canadian Mounted Police RCMP ERT RCMP Emergency Response Team RTIC Real TIme Intelligence Centre ----~-... -.. ---... - .. ---...------.. --.. -..------. ·SCBCTAPS South Coast British Columbia Transit Authority Police Service SPC Special Provincial Constable VAWIR Violence Against Women in Relationships VICOT Viaoria Integrated Community Outreach Team LIST OF ACRONY1vlS 67 • • • • • • It .. • ...... ,. ,. ,...... • ...... :.. .. • ...... ,. ~ 0 • 0 • • • • • • • 0 • • « « « • ...... « .. « « fI .. • .. tIC « « « « « « « «- • .. to' • • • • 68 BRITISH COLUlvfBIA POLICING AND.COlvlMUNITY SAFETY PLAN ,., .. • • • ...... • • .. • ...... • s. 0 .. • • • • • • 0 • • • 0 • '* ••" r.-.. .. « ...... • • « « « .. « « ... « .. • ...... • • .. .. • • .--\ .-.... , ',' \.' ~; ~ ~ . D.ECEMBER2013 BRITISH COLUMBIA