Mayor George V. Harvie Date

City of Delta COUNCIL REPORT F.05 Regular Meeting

To: Delta Council

From: Mayor George V. Harvie

Date: April 6, 2021

Submission to the Special Committee on Reforming the Police Act

• RECOMMENDATIONS:

A. THAT a submission to the Special Committee on Reforming the Police Act be made, generally in the form of Attachment 'A'. B. THAT Mayor George V. Harvie be authorized to seek the opportunity to make a verbal submission to the Special Committee on Reforming the Police Act.

• PURPOSE:

The purpose of this report is to seek Council's endorsement of a proposed submission to the Special Committee on Reforming the Police Act.

• BACKGROUND:

Special Committee on Reforming the Police Act The Special Committee on Reforming the Police Act was appointed on December 9, 2020 by the Legislative Assembly (see Attachment 'B' for the Special Committee's Terms of Reference). The Special Committee's mandate is to examine and make recommendations related to:

• modernizing the Police Act with respect to independent oversight, transparency, governance, structure, service delivery, standards, funding, training, and education; • the role of police with respect to complex social issues such as mental health and wellness, addictions, and harm reduction; • the scope of systemic racism in BC's police agencies; and • consistency of a modernized Police Act with the United Nations Declaration on the Rights of Indigenous Peoples.

The Special Committee is accepting written, audio, and video submissions until the deadline of April 30, 2021. The Special Committee is scheduled to report to the Legislative Assembly by April 28, 2022. Page 2 of 4 Submission to the Special Committee on Reforming the Police Act A ril 6, 2021

In January 2021 , the Union of British Columbia Municipalities (UBCM) provided a submission to the Special Committee on Reforming the Police Act (Attachment 'C').

Police Board Roles and Responsibilities While the Police Act itself is limited in the details of the role and function of municipal police boards, the Provincial Government created a handbook for police boards as a resource document for the roles and responsibilities of police boards under the Police Act. 1 According to the BC Police Board Handbook, municipal police boards in British Columbia are mandated to provide civilian oversight of police departments, including the following four main governance functions:

• Employer of all sworn and civilian members of the department; • Provide financial oversight for the department; • Establish policies that set the direction for the department; and • Act as the authority for policy and service complaints, with the Chair being responsible for discipline matters related to the Chief Constable and Deputy.

Police Boards across Canada differ in both composition and methodology for choosing the Chair. British Columbia is the only of the major provinces where the Mayor is automatically the Police Board Chair; in other provinces the Chair is elected by the Board. Other provinces typically also include more direct representation from local governments on Police Boards. See Attachment 'D' for more information about the cross-Canada comparison of Police Board Composition and Chair selection.

Council Direction At the February 8, 2021 Regular Meeting, Council resolved "THAT the City Manager prepare for Council's review, discussion and approval, a submission to the Provincial Special Committee on Reforming the Police Act, and other matters as Council deems appropriate."

Delta Police Board Submission The Delta Police Board's submission to the Special Committee on Reforming the Police Act was approved at the Board's April 21 , 2021 meeting (see Attachment 'E'). The Police Board is making recommendations to support an enhanced governance model, oppose the consolidation of oversight bodies, and keep the decision to join integrated police units as discretionary for municipal police agencies.

• DISCUSSION:

The UBCM submission to the Special Committee on Reforming the Police Act does a good job of addressing the key issues of:

• support for public safety;

1 For the full handbook visit https://www2.qov.bc.ca/assets/gov/law-crime-and-Iustice/criminal justice/police/boards/bc-police-board-handbook.pdf. Page 3 of 4 Submission to the Special Committee on Reforming the Police Act A ril 6, 2021

• public trust and accountability; • responsibility and resourcing for seNices; • efficiency and effectiveness; • coordination and communication; and • ongoing engagement.

Since the UBCM submission is effective in these important areas, the proposed City submission to the Special Committee echoes the UBCM message while adding attention to areas of importance for Council. Delta's submission also supports key operational issues raised by the Delta Police Department, including the need for support related to training capacity and coordination, enhancing police relations with our diverse community, and issues related to mental health and the nexus with policing. The City's submission therefore primarily focuses on the role of local government on police boards, in particular, the ability for each member of the board, including the chair, to have equal rights and a meaningful voice at the board table. See Attachment 'A' for the proposed submission.

Section 25 of the Police Act designates the mayor of a council as chair of the municipal police board and specifies that in the event of a tie vote, the chair may cast the deciding vote. Given the limited specifics in the Police Act related to the role of the police board chair, the Province has created a document called the BC Police Board Handbook. The Handbook is clear that the police board chair effectively functions as a figurehead with administrative responsibilities to ensure the board operates effectively. The Handbook also states that the chair must not take independent action without the consensus of board members. For a summary of the responsibilities of the chair as per the Handbook, see Attachment 'F'.

With the role of the police board chair so limited, the ability of the City to effectively oversee the single largest item in its annual budget is restricted. Respecting the imperative of avoiding political interference in operational policing matters, there is still room for improvement in Council's ability to provide the oversight expected by citizens. This imperative is clear in the BC Police Board Handbook, which states, "The board shall not direct the Chief with respect to specific operational decisions or with respect to day-to-day operations of the SeNice."

The simplest solution would be to reduce the limits on the role of the police board chair by affording the chair the same rights to vote, raise motions, and debate as the rest of the board members. This adjustment would improve oversight, while limiting the potential for political interference in operational matters.

In addition to addressing issues around accountability and transparency, local governments could be given the tools to be more directly involved in police board appointments to support improved diversity on police boards. Police boards should reflect their communities in race, age, and other key factors to provide a more well rounded voice at the board table. Page 4 of 4 Submission to the Special Committee on Reforming the Police Act A ril 6, 2021

Implications:

Foundation for the Future Implications - A submission to the Special Committee on Reforming the Police Act aligns with the overarching core values of public safety and intergovernmental relations.

Financial Implications - There are no financial implications to Delta.

■ CONCLUSION:

The provincial Special Committee on Reforming the Police Act provides Delta with the opportunity to highlight challenges related to the oversight role for municipalities on police boards. The Union of British Columbia Municipalities has made a submission to the Special Committee on other important issues so Delta's proposed submission focuses on improved municipal oversight and effective governance with the key recommendation that limits on the role of the police board chair be reduced.

G.-=ou..J ~.\1- George V. Harvie Mayor------·

■ ATTACHMENTS:

A. Draft submission to the Special Committee on Reforming the Police Act B. Terms of Reference for the Special Committee on Reforming the Police Act C. UBCM submission to the Special Committee on Reforming the Police Act D. Board Composition and Chair Selection Comparison of Major Provinces E. Delta Police Board Submission to the Special Committee on Reforming the Police Act F. Excerpt from the BC Police Board Handbook 'Responsibilities of the Chair' Attachment 'A' Page 1 of 2

April 6, 2021

Doug Routley, MLA, Nanaimo-North Cowichan Chair, Special Committee on Reforming the Police Act C/O Parliamentary Committees Office Room 224, Parliament Buildings Victoria, BC V8V 1 X4

Dear Chair Routley,

Re: Special Committee on Reforming the Police Act - City of Delta Submission

The work of the Special Committee on Reforming the Police Act is extremely important. We look forward to the recommendations of the Special Committee on its four areas of focus, each of which offer the potential for substantial improvements in public safety for our community. On behalf of Delta Council, please accept this letter as the City of Delta's submission to be considered in your deliberations.

First, we want to confirm our support for both the Delta Police Department and the Union of British Columbia Municipalities (UBCM) submissions to the Special Committee. Related to key items being raised by the Delta Police Department, we especially want to echo the need for support related to training capacity and coordination, enhancing police relations with our diverse community, and issues related to mental health and the nexus with policing.

UBCM's theme-based approach effectively addresses key issues facing local governments, including enhanced integration in public safety service delivery, preventative and proactive investments, public trust, appropriately resourced and defined public safety responsibilities, and ongoing communication and coordination between orders of government. Because UBCM has made effective arguments in these areas, we will not belabour the points further. UBCM's submission also touches on the issue of governance and local elected representation on police boards, which is the focus of our submission to the Special Committee.

Currently, local governments with municipal police departments are very restricted in their ability to effectively manage their portion of the primary role of police boards - providing civilian oversight to police departments. As UBCM notes in its submission, the Province should consider additional options to improve local-level accountability. Improving accountability is necessary due to a lack of elected representation on the police board - currently, Council appoints one person and the Mayor serves as Chair of the police board.

In this role, the Chair functions essentially as a figurehead with largely administrative duties to ensure the board operates smoothly, but without the ability to vote (except in a tie), raise motions, or participate in debate. The Chair must also not take independent action without the consensus of board members. As the sole elected representative on the police board, Attachment 'A' Page 2 of 2

April 6, 2021 Page 2

the result of these restrictions on the Chair is an unnecessary limitation on the overall perceived accountability of the police board.

Accountability and transparency are fundamental to public confidence in government institutions. Elected representatives are accountable to the community through the electoral process, but with the current police board structure, such accountability and transparency is lacking. We recognize the need to limit the potential for political interference in policing operations, but still believe there is room for improvement to enhance the overall governance of municipal police departments provide the public with greater confidence in the system, and better reflect the diversity of the communities being served.

To address the existing shortcomings related to elected representation on municipal police boards, we propose a simple solution for consideration by the Special Committee: reduce the limits on the police board Chair by affording this position the same rights as other board members, including the ability to raise motions, vote on all motions, and debate issues at the board table. This small, but impactful adjustment in police board governance would improve oversight, while limiting the potential for political interference in operational matters.

In addition to accountability and transparency challenges with the current structure of police boards, the system provides limited ability to ensure that the diversity of the community is reflected on the police board. Changes to the governance structure should be considered to ensure that a community's diversity in race, age, and other key factors are appropriately reflected on the police board. To address these diversity issues, we are seeking consideration of a new appointment methodology that provides local governments with the opportunity to be more directly involved to support diversity on police boards.

We appreciate the opportunity to make a submission to the Special Committee on Reforming the Police Act. As you review the evidence and consider recommendations to modernize the Act, we know there are many important issues and areas that deserve attention. As part of your assessment of potential reforms related to the independent oversight, transparency, governance, structure, service delivery, standards, funding, training, and education portion of your mandate, we encourage you to consider our proposal to improve police board governance.

Yours truly,

George V. Harvie Mayor cc: Delta Council George V. Harvie, Chair, Delta Police Board Sean McGill, City Manager Attachment 'B' Page 1 of 2 Special Committee on Reforming the Police Act

Terms of Reference On December 9, 2020, the Legislative Assembly agreed that a Special Committee on Reforming the Police Act be appointed to examine, inquire into, and make recommendations to the Legislative Assembly on the following:

1. Reforms related to independent oversight, transparency, governance, structure, service delivery, standards, funding, training and education, and any other considerations which may apply respecting the modernization and sustainability of policing under the Police Act (R.S.B.C. 1996, c. 367) and all related agreements.

2. The role of police with respect to complex social issues including mental health and wellness, addictions, and harm reduction; and in consideration of any appropriate changes to relevant sections of the Mental Health Act (R.S.B.C. 1996, C. 288).

3. The scope of systemic racism within British Columbia's police agencies, including the Royal Canadian Mounted Police, independent municipal police and designated policing units, and its impact on public safety and public trust in policing.

4. Whether there are measures necessary to ensure a modernized Police Act is consistent with the United Nations Declaration on the Rights of Indigenous Peoples (2007), as required by section 3 of the Declaration on the Rights of Indigenous Peoples Act (S.B.C. 2019, c. 44).

That the Special Committee undertake the above examinations as it deems appropriate with regard to relevant reports, studies, and examinations.

That any information or evidence previously under consideration by the Special Committee appointed by order of the House on July 8, 2020 be referred to the Special Committee. · · ·

That the Special Committee have all the powers of a Select Standing Committee and in addition is empowered to:

a. appoint of its number one or more subcommittees and to refer to such subcommittees any of the matters referred to the Special Committee and to delegate to the subcommittees all or any of its powers except the power to report directly to the House; Attachment 'B' Page 2 of 2 b. sit during a period in which the House is adjourned, during the recess after prorogation until the next following Session and during any sitting of the House;

c. conduct consultations by any means the Committee considers appropriate;

d. adjourn from place to place as may be convenient; and

e. retain personnel as required to assist the Committee.

That the Special Committee report to the House by October 8, 2021 , or following any adjournment, or at the next following Session, as the case may be; to deposit the original of its reports with the Clerk of the Legislative Assembly during a period of adjournment, and upon resumption of the sittings of the House, the Chair shall present all reports to the Legislative Assembly. January 2021 I' Attachment 'C' Page 2 of 17

1. Introduction

The Union of British Columbia Municipalities (UBCM) represents 100% of local governments in British Columbia (BC), as well as eight First Nations members, and has advocated for policies and programs that support its membership's needs since 1905. The Police Act is of critical importance to local governments, both in terms of its effect on community safety and its budgetary impacts. Public safety is a core service directly provided by many local governments, and policing is a highly expensive component. Currently, policing costs continue to increase while polls show public confidence is in decline. 1 Meanwhile, police accountability and public trust are at the forefront of public discourse in many parts of North America, including B.C.

In June 2020, Mike Farnworth, Minister of Public Safety and Solicitor General, announced the Province's intent to review the Police Act, with particular focus on ensuring legislation adequately addresses issues such as harm reduction, mental health and systemic racism. The subsequent decision to establish the all-party Special Committee on Reforming the Police Act provides an opportunity for the Province to work with local governments and other key stakeholders as part of a comprehensive review of public safety in BC.

In preparing this paper, a number of sources were considered, including:

• UBCM policy (e.g. resolutions); • Previous input, including UBCM Executive correspondence and meetings with MLAs; • The work of the RCMP Local Government Contract Management Committee; and, other related committees to which UBCM is a member.

Key issues have been organized into broad themes, although some issues overlap between themes. These six broad themes are:

• Support for Public Safety; • Public Trust and Accountability; • Responsibility and Resourcing for Services; • Efficiency and Effectiveness; • Coordination and Communication; and, • Ongoing Engagement.

The Special Committee on Reforming the Police Act is asked to examine these themes in greater detail, and identify solutions that are viable for local governments and other key stakeholders. Solutions should be developed through a partnership approach. . . .

1 Leger and the Association for Canadian Studies (2020) Weekly Pandemic Tracker - Trust in Police Services, June 15, 2020. Retrieved from: https ://leger360. com/wp-contenUuploads/2020/06/Leger-National-Weekly-Pandemic-Tracker -June-15-2020. pd!

Page 2 Attachment 'C' Page 3 of 17

2. Support for Public Safety

This section seeks to outline some of the broader issues impacting public safety, and the overall need to expand the scope of the Police Act review to include factors beyond policing. It is also important to provide a spectrum of resources and policing options to best serve the needs of communities and help address broader issues.

2.1 A More Coord inated Approach to Public Safety

Police agencies frequently respond to calls for service outside their core expertise because they are one of the few public service agencies available at al l hours. Communities are increasingly spending resources on specialized police services to manage issues associated with mental health, substance abuse, homelessness and other issues. Over the past several years, there has been a noticeable increase in the number of police officers that specialize in dealing with mental health-related police calls. For example, the Vancouver Police Department's mental health unit has grown from 3 to 12 members since 2012. 2 This scope creep diminishes the ability to effectively delivery front line policing, and also represents a direct download of health-related costs to local governments who pay the majority of policing costs.

If police are responding outside their core area of expertise, it is likely that the person on the other end of the call is not receiving the necessary assistance. Additionally, first responders are frequently responding to repeat calls for service. These inefficiencies prevent police officers from performing other policing duties. For example, if responding to a call related to mental health, substance or abuse or homelessness, a police officer must wait with the affected individual until appropriate help is provided. Under this very common scenario, deficiencies in health, addictions and housing services are reducing available policing resources, which is ultimately a poor use of taxpayer dollars. The Special Committee should review the nature of these calls, including repeat calls, and provide recommendations on preventative and proactive investments required in health, addictions and housing, to reduce inefficiencies.

UBCM's Executive raised the increasing demand on police officers to address mental health issues as part of its 2015 Advocacy Days meetings with MLAs. 3 The following requests were submitted to Cabinet members and other MLAs:

• Implement a province-wide agreement between police and mental health officials on the management of mental health patients in emergency wards; • Develop integrated teams of health, police, and other officials on a twenty-four (24) hour basis to manage individuals with mental health issues; and,

2 Hagar, M. (2020). Vancouver Police Department wants more mental health officers, but city declines new funding. The Globe and Mail, August 11, 2020. Retrieved from: https://www.theglobeandmail.com/canada/british-columbia/article-vancouver-police department-wants-more-mental-health-officers-but/ 3 Advocacy Days is an annual series of meetings between the UBCM Executive and MLAs to raise awareness of key local govern ment policy priorities.

Page 3 Attachment 'C' Page 4 of 17

• Introduce additional long-term care beds to deal specifically with mental health illness cases.

While local governments are doing their best to work with health agencies (e.g. through Car 67 and similar programs), these Executive requests were based on the need for a collaborative approach to effectively address mental health issues while reducing policing costs. Resolution 2015-A2 was subsequently endorsed, building on the UBCM Executive's proposed approach by requesting that the provincial government:4

• Develop a long-term, multi-faceted strategy to help individuals dealing with mental health and addictions issues, including integrated health and psychiatric care, criminal justice reform and access to affordable housing; and, • Increase the resources allocated to providing mental health and addiction services throughout BC, with the intent of increasing access and treatment for those dealing with associated issues.

This year, UBCM's membership endorsed special resolution 2020-SRB, which includes a similar request.

In alignment with UBCM advocacy and policy, it is recommended that the Special Committee undertake a comprehensive, cross-departmental and cross-governmental review to ensure necessary resources are available in all service areas (e.g. policing, healthcare, housing, etc.) when police respond to calls for service. It is also important to ensure that all impacted agencies respond in a coordinated manner, and that solutions in one area do not create negative externalities in others. For instance, housing solutions for some of the most vulnerable individuals require 24-hour support from other agencies, notably health. Where this support is not provided, the individual does not get the needed assistance, the housing solution is undermined, and negative externalities are created in the community.

2.2 Supplemental Policing Options

In addition to examining issues broadly and across service areas, the Special Committee should evaluate the spectrum of resources that are available in the various service areas, to determine appropriate changes. For example, in the area of policing, the Province of Alberta utilizes provincial sheriffs to gather evidence and enforce traffic safety laws. Alberta has also implemented a Peace Officer Act, authorizing the use of Peace Officers to perform a number of law enforcement duties (e.g. parks enforcement, protection services for designated individuals, traffic enforcement, and enforcement of other provincial statutes). The Police Act review should examine the·merit of other supplementary policing options, including those-implemented in other provinces and territories.

4 For more information regarding this and other resolutions referenced in this document, please see Appendix B.

Page 4 Attachment 'C' Page 5 of 17

Recent UBCM resolutions support a more comprehensive approach to policing by requesting that the Police Act be amended to provide another supplementary policing option similar to Alberta's Peace Officers; and, that the Province examine the role of peace officers and sheriffs in other jurisdictions, as a potential solution to assist with RCMP law enforcement in underserviced rural areas.5

Recently, UBCM has advocated for a BC-only auxiliary policing program, to replace the national Auxiliary Program and better serve the needs of communities.6 With British Columbia having lost approximately half of its RCMP Auxiliary Constables over the past several years, UBCM continues to seek the creation of a provincial program to restore and enhance this supplementary policing option.

Overall, the availability of a spectrum of resources in each service area would assist in meeting the public safety needs of communities.

SUMMARY OF KEY ISSUES

1 . Undertake a comprehensive, cross-departmental and cross-governmental public safety review to ensure necessary resources are available in all service areas (e.g. policing, healthcare, housing, etc.). 2. Examine opportunities for preventative and proactive investments. 3. Ensure that a spectrum of resources is available in each service area.

3. Public Trust and Accountability

Police accountability and public trust are at the forefront of public discourse in many parts of North America, including British Columbia. This section will focus on system improvements to enhance and maintain public confidence in BC's public safety services.

3.1 Addressing Bias

Systemic and individual bias exists in Canada's policing system. Prime Minister Justin Trudeau and RCMP Commissioner Brenda Lucki are two key figures to have publicly acknowledged the prevalence of systemic racism in policing, with the latter indicating that the RCMP is developing a strategy to address the issue. CBC's Deadly Force database, which documents deaths caused by police, found that Black and Indigenous people form a disproportionate percentage of victims

5 Resolutions referenced in this paragraph include 2013-889 and 2018-888. Additional information regarding these resolutions is available in Appendix 8. 6 As Auxiliary Constables are appointed under the Police Act, the Province has the authority to create its own program.

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compared to their share of the Canadian population.7 However, despite this information, more data is needed to truly understand the depth of this problem. The Police Act review should examine ways to obtain the necessary information to better define, understand and address systemic bias (e.g. racism, sexism).

Additional changes must be contemplated to provide the public with confidence and assurance that those responding to their calls for service have the knowledge, skills and training to assist them in an unbiased manner. In particular, first responders and their managers must be properly trained to understand and address existing systemic biases. Furthermore, the public must also be assured that when they submit concerns regarding the services they receive, there is a system in place to manage their complaints in an independent, fair, timely and transparent manner. The Special Committee should review the existing complaints system to examine opportunities to address these issues.

3.2 Data and Business Intelligence

Although police agencies have made significant investments in technology, they remain challenged in providing data-driven responses to public and local government requests pertaining to the allocation of resources. For example, when asked how much time officers are spending at hospitals monitoring individuals in need of attention, police agencies are often only able to provide anecdotal responses as opposed to evidence-based supporting data. To improve transparency and accountability, data and business intelligence systems must be reviewed to ensure they are meeting the needs of service providers, as well as the public and governing bodies responsible for policing services.

3.3 Public Input

The public and governing bodies responsible for policing services must also be offered avenues for delivering meaningful input into pol icing priorities. The current method of providing input into policing priorities is haphazard and rel ies significantly on the Officer in Charge (OIC) or Chief Constable (CC), and her/his relationship with the local government and community. If the relationship is strained, the OIC/CC may feel unsupported, whi le the council/board and community may feel as if the police are not considerate of their priorities.

This underscores the importance of maintaining equal or greater local elected representation on existing governance structures (e.g. police boards, policing committees) to maintain the direct link between public input and accountability for delivering services that are locally funded. As noted by former Attorney General Wally Oppal, "policing is way too important to be left for the

7 Singh. I. (2020). 2020 already a particularly deadly year for people killed in police encounters, CBC research shows. CBC News, July 23, 2020. Retrieved from: httos://newsinteractives.cbc.ca/fatalooliceencounters/

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police. It is up to the community to decide what you want, what your priorities are."8 The Province should consider additional options to improve local-level accountability through opportunities for meaningful dialogue and feedback between the OIC or CC and key stakeholders (e.g. public, local government).

One particular area where the public has been calling for greater input is regarding how resources are allocated to improve public safety. In recent months there has been a call by some to "defund the police." It is currently unclear as to whether this implies the need to reduce police resources, or if it is a call for additional investments in other critical areas? The Special Committee should explore and find avenues to garner public input regarding the interpretation of this request as it pertains to British Columbia.

SUMMARY OF KEY ISSUES

1. Ensure the necessary data and information is available to better understand and address systemic bias (e.g. racism, sexism) in policing. 2. Ensure that those responding to calls for service have the knowledge, skills and training to assist individuals in an unbiased manner. 3. Develop a complaints system that can handle complaints in an independent, fair, timely and transparent manner. 4. Ensure that data and business intelligence systems meet the needs of internal and external users. 5. Create avenues that provide the public and governing bodies meaningful dialogue and input into policing priorities.

4. Responsibility and Resourcing for Services

In addition to seeking clarity around responsibility for policing and associated governance structures, this section will examine the resourcing and funding of police services.

4.1 Responsibility for Individual Policing Services

The division of responsibility for certain policing services can seem arbitrary and irrational when examined at any depth. For example, in the Lower Mainland, the Integrated Gang Task Force is the responsibility of the Province, while local governments are deemed responsible for the Integrated Homicide Investigation Team. Both of these units are specialized and work across

8 Bolan, K. (2020). Oppal says new Surrey police force would be more accountable to locals. The Vancouver Sun, February 26, 2020. Retrieved from: https://vancouversun.com/news/local-news/oppal-says-new-surrey-police-force-would-be-more accountable-to-locals

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local government boundaries in high-risk areas. Nonetheless, their governance and accountabilities differ significantly. A similar situation exists with respect to radio communication services, which in some jurisdictions is provided by the Province through a provincial dispatch centre, while in other areas local governments assume responsibility for this service. The Special Committee is asked to examine al l policing services being provided, and work with relevant stakeholders to determine which order of government is best suited to provide each service.

4.2 Provincial Investment

BC's public safety system is in need of significant capital investment (e.g. radio systems, data systems, etc.). Local governments do not have the financial capacity to contribute, and furthermore this infrastructure should be delivered province-wide so it can be used seamlessly across jurisdictions. As is discussed in section 4.3, relying on local governments to fund these services exacerbates the already large protective services burden on local budgets.

Another area requiring significant provincial funding is front line policing. Under the Police Act, the Minister of Public Safety and Solicitor General is responsible for overseeing policing and to ensure that an adequate and effective level of policing and law enforcement is maintained throughout BC. This is not an easy task, as the province is diverse and includes urban as well as rural communities. While the provincial government has continued to increase the number of specialized resources, it has been reluctant to increase the authorized strength of provincial detachments (i.e. frontline policing). From 2004-2019, the authorized strength of provincial detachments increased by only 67 officers (+9.46%), while during the same period the number of RCMP officers funded by local governments increased by 1,029 (+36.14%).910

Over the past decade, UBCM and its members have expressed concerns, through endorsed resolutions, correspondence, and in-person meetings with MLAs, with the lack of increase in provincial policing resources. This issue is especially troublesome in integrated detachments that support local and provincial police units. In these detachments,. police officers paid for by local governments are subsidizing the provincial share of policing costs by covering for the shortfall in provincially funded police officers. The Special Committee is asked to ensure that resourcing needs are determined using up-to-date needs analysis methodologies that take into account local service needs.

4.3 Funding

Any discussion around defining which order of government is responsible for the various services must be accompanied by a parallel discussion around how the services are to be funded. This discussion must take into account the difference in ability to pay between the Province and local

9 Province of British Columbia (2020). Crime, Police, and Police Resource Statistics. Retrieved from: https://www2.qov.bc.ca/qov/contenUjustice/criminal-iustice/policing-in-bc/publications-stalistics-legislation/crime-police-resource statistics 16 Publically available provincial data only covers 2004-2019, which is why this 12-year period was used.

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governments. In this regard, it should be understood that local government policing costs are largely funded through property taxation. The appropriateness of relying on property taxes to fund policing is a significant issue for local governments, as policing costs continue to represent a large percentage of the property tax base. Most recent provincial data shows that in 2019 protective services expenses represented 43.7% of total own purpose taxation and grants in lieu collected by municipalities.11

Local governments have previously expressed concern related to policing costs, as UBCM policy (endorsed resolutions 2016-875 and 2020-EB5) sought to amend the police cost-sharing formula to provide a more gradual cost increase for emerging local governments (i.e. communities nearing the 5,000 population threshold). 1213

4.4 Governance

As clarity is achieved around which order of government is responsible for each policing service, it will be equally important to ensure that proper governance structures are in place. Local governments must have the ability to properly govern those services for which they are responsible. Additionally, governance structures must strike the proper balance between operational independence for the service providers and appropriate oversight and accountabilities to the body responsible for each service. For example, while the integrated teams operating in certain parts of B.C. appear to be working well from an operational perspective, the lack of a governance structure is hindering their ability to make key decisions around resourcing and membership, among other issues.

SUMMARY OF KEY ISSUES

1. Examine the policing services being provided, and work with relevant stakeholders to determine which order of government is best suited to provide each service. 2. Consider mandating provincial responsibility for providing and funding significant technological investments on a province-wide basis. 3. Ensure that up-to-date needs analysis methodologies that take into account local service needs are used in resource planning and allocation. 4. Review the appropriateness of using local property taxes to fund policing costs. 5. Ensure that proper governance structures are in place to balance the need for operational independence with the accountabilities required by the governing body.

11 Provir:ice of British Columbia (202.1). Municipal General and F_inancial Statistics. Retrieved from: . https://www2.gov.bc.ca/gov/contenUqovernments/local-qovernmentslfacts-framework/statistics/statistics 12 These resolutions are noted despite pertaining more so to the Municipal Police Unit Agreements between the Province and local governments. 13 A third resolution seeking change to the RCMP funding model (2020-NR?) is still under consideration by the UBCM Executive. This proposed resolution requests a new police funding model that is shared equally between all taxpayers, and based on the assessed value of improvements for the areas served by the detachments.

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5. Efficiency and Effectiveness

As previously stated, policing services represent one of the largest budget items for governments, with costs continuing to rise. This section examines options for improving efficiency and effectiveness with respect to service delivery.

5. 1 Opportunities for Integration

In B.C. communities with a population over 5,000, policing is largely organized around local government boundaries despite strong evidence suggesting that crimes do not respect such boundaries. While some police services have been more efficiently integrated on a regional basis, there are many more opportunities that should be researched and considered. Child exploitation and cybercrime are two examples of police services that are provided by individual detachments yet could potentially provide more efficiency and effectiveness through enhanced integration. In Alberta, the provincial Internet Child Exploitation (ICE) integrated policing unit functions under the umbrella of Alberta's Law Enforcement Response Teams (ALERT), which brings together various integrated teams to disrupt serious crime. Accountability for ALERT comes from a civilian board of directors, while operational priorities are determined through an executive committee with representation from multiple local government police agencies and the RCMP.

The Special Committee is asked to review service delivery models and seek options to increase efficiency and effectiveness. It is expected that affected communities will be involved in the process to improve service delivery, and that any changes under consideration be supported by a detailed business case clearly demonstrating benefits. The Province has previously used business cases to support introducing the integrated teams that are currently in place in the Lower Mainland. Lastly, it is suggested that any implemented changes be done seamlessly for the benefit of the individual receiving the service.

5.2 Local Detachments

A lot of work in public safety is simply about making people feel safe. Over the past several years, there has been discussion regarding the potential closure of smaller police detachments, oftentimes in favour of larger policing hubs. This issue was addressed directly at the 2018 UBCM Convention, when RCMP representatives indicated that the idea of moving to regional detachments (a.k.a. hubs) was under consideration. 14

14 Hainsworth, J . (2018). Shortage of Mounties could see Prince George become regional hub. Prince George Citizen, September 12, 2018. Retrieved from: https://www.princegeorgecitizen.com/news/local-news/shortage-of-mounties-could-see-prince-george become-regional-hub-1.23429204

Page 10 Attachment 'C' Page 11 of 17

This potential change is not supported by UBCM policy, and as noted above a broad service delivery model review is preferred. UBCM resolution 2012-A4 sought for an adequate police presence in rural areas, while resolution 2013-B6 specifically asked the Province to retain all detachments in smaller local governments.

SUMMARY OF KEY ISSUES

1. Review existing service delivery, and in consultation with local governments, seek options to increase efficiency and effectiveness. 2. Consider the views of local governments, including through endorsed UBCM resolutions, when examining changes to detachment policing.

6. Coordination and Communication

Whi le it is critical to define which order of government is responsible for each policing service, it is also important to establish a forum for meaningful dialogue and information sharing between primary stakeholders and service providers. Local governments must have proper channels in place so that the issues that they are seeing on the ground are taken into account as provincial public safety priorities are established.

During the 2012 RCMP contract negotiations, UBCM facilitated a forum called the Local Government Contract Management Committee (LGCMC). This Committee provided an opportunity for meaningful dialogue between local government, the Province and the RCMP. The LGCMC also added input into the national RCMP contract negotiations. Today, this Committee is used for consultation, analysis and communication between local governments and the Province regarding the management of the RCMP Police Service Agreements. Consideration should be given towards creating a similar advisory committee to provide local governments with an opportunity to have meaningful input into provincial public safety priorities.

SUMMARY OF KEY ISSUES

1. Consider establishing a local government advisory committee to provide meaningful input and dialogue around public safety issues.

7. Ongoing Engagement I Process

Costs and responsibilities included under the Police Act make ongoing consultation with local governments imperative. Any change, however minor it may seem, will have an impact on local

Page 11 Attachment 'C' Page 12 of 17

governments, who are collectively responsible for the majority of policing costs in British Columbia. According to provincial data, in 2018 BC local governments contributed over $1.3 bi llion towards policing, more than double the provincial share. 15

Changes under consideration will require significant research and policy development. If amended or new legislation is to be successful in modernizing public safety, it will be crucial for citizens and local governments to be connected to the process. It is recommended that the provincial government seek ongoing consultation and input from local governments throughout this process, during all stages of the Police Act review. This would include consultation before, during and after legislative amendments are developed.

SUMMARY OF KEY ISSUES

1. Ongoing consultation with UBCM and local governments throughout the process to review and modernize British Columbia's Police Act.

8. Conclusion

At the 2020 UBCM Convention, local governments endorsed resolution 2020-SR11 , Police Act Review, calling on the provincial government to commit to thorough consultation in advance of making any legislative changes. The resolution emphasizes the importance of the Police Act on local government budgets and resources, wh ile also noting UBCM's exclusion from the review committee. In addition to this resolution, UBCM's members have consistently endorsed resolutions related to issues addressed within the Police Act (e.g. provincial policing, auxiliary policing, police funding models, structure of policing).

As a primary stakeholder and the order of government that spends more per year on policing services in BC than any other order of government, local governments must be thoroughly consulted and their perspectives valued. With this in mind, UBCM has prepared this submission for the consideration of the Special Committee on Reforming the Police Act, developing several specific recommendations within these broad themes:

15 Province of British Columbia (2019). Police Resources in British Columbia, 2018, November 2019. Retrieved from https://www2.gov.bc.ca/assets/gov/law-crime-and-justice/criminal-justice/police/publications/statistics/police-resources.pdf

Page 12 Attachment 'C' Page 13 of 17

The Special Committee on Reforming the Police Act has been given an opportunity to shape public safety for the future and benefit of all British Columbians. It is quite clear that the current policing model is not functioning as desired. The ideas presented above seek to improve efficiency, service delivery and restore confidence in BC's system of policing. As part of this submission, UBCM is seeking an opportunity to assume a more prominent role in this review, including engagement with the Special Committee to discuss these items in greater detail.

Page 13 Attachment 'C' Page 14 of 17

Appendix A: Summary of UBCM Recommendations

Support for Public Safety 1. Undertake a comprehensive, cross-departmental and cross-governmental public safety review to ensure necessary resources are available in all service areas (e.g. policing, healthcare, housing, etc.). 2. Examine opportunities for preventative and proactive investments. 3. Ensure that a spectrum of resources is available in each service area.

Public Trust and Accountability 1. Ensure the necessary data and information is available to better understand and address systemic bias (e.g. racism, sexism) in policing. 2. Ensure that those responding to calls for service have the knowledge, skills and training to assist individuals in an unbiased manner. 3. Develop a complaints system that can handle complaints in an independent, fair, timely and transparent manner. 4. Ensure that data and business intelligence systems meet the needs of internal and external users. 5. Create avenues that provide the public and governing bodies meaningful dialogue and input into policing priorities.

Responsibility and Resourcing for Services 1. Examine the policing services being provided, and work with relevant stakeholders to determine which order of government is best suited to provide each service. 2. Consider mandating provincial responsibility for providing and funding significant technological investments on a province-wide basis. 3. Ensure that up-to-date needs analysis methodologies that take into account local service needs are used in resource planning and allocation. 4. Review the appropriateness of using local property taxes to fund policing costs. 5. Ensure that proper governance structures are in place to balance the need for operational independence with the accountabilities required by the governing body.

Efficiency and Effectiveness 1. Review existing service delivery, and in consultation with local governments, seek options to increase efficiency and effectiveness. 2. Consider the views of local governments, including through endorsed UBCM resolutions, when examining changes to detachment policing.

Coordination and Communication 1. Consider establishing a local government advisory committee to provide meaningful input and dialogue around public safety issues. · ·

Ongoing Engagement I Process 1. Ongoing consultation with UBCM and local governments throughout the process to review and modernize British Columbia's Police Act.

Page 14 Attachment 'C' Page 15 of 17

Appendix B: UBCM Resolutions Referenced in this Document

2012-A4 Policing in Remote Rural Towns & Villages

Therefore be it resolved that the UBCM lobby the Province of British Columbia to provide the necessary funding to al low the RCMP to fulfill their obligation to their members under the Canadian Labour Standards and maintain a resident police presence in remote rural towns and villages.

Full Text: https ://www.ubcm.ca/resolutions/ResolutionDetail.aspx?id=4275&index=0&year=2012&no=A4&r esTitle=&spons=&res=&prov=& f ed=&other=&conv=&exec=&comm=&sortCol=year &sortDi r=asc

2013-86: Small RCMP Municipality Detachments

Therefore be it resolved that UBCM call upon the provincial government to liaise with RCMP and affected small municipalities to maintain the status quo and retain all small municipality detachments.

Full Text: https ://www.ubcm .ca/resolutions/Resolution Detail.aspx?id=4555&i ndex=0&year=2013&no=B6&r esTitle=&spons=&res=&prov=&fed=&other=&conv=&exec=&comm=&sortCol=year&sortDir=asc

2013-889: Two-Tiered Police Force

Therefore be it resolved that UBCM request that the Province of British Columbia work in concert with the RCMP to amend the Police Act to allow another level of policing services for local governments in order that they might have options that will achieve good fiscal balance, while maintaining a strong police force.

Full Text: https ://www.ubcm.ca/resolutions/ResolutionDetail.aspx?id=4619&index-O&year=2013&no=B89& resTitle- &spons=&res-&prov=&fed=&other=&conv=&exec=&comm=&sortCol=year&sortDir=asc

2015-A2: Mental Health & Addiction Services & Resources

Therefore be it resolved that the provincial government be called upon to develop a long-term, multi-faceted strategy to help people suffering from mental health and addiction issues including integrated health and psychiatric care, criminal justice reform, and access to affordable housing, as a matter of priority within the BC health care system;

And be it further resolved that UBCM call on the provincial government to ensure that the level of resourcing and facilities for providing mental health· and addiction services are increased · throughout the province to allow for improved access and treatment for those suffering from mental health issues, including addictions.

Page 15 Attachment 'C' Page 16 of 17

Full Text: https ://www.ubcm.ca/resol utions/Resol ution Detai I.a spx? id=4836&i ndex=0&year=2015&no =A2&r esTitle=&spons=&res=&prov=&fed=&other=&conv=&exec=&comm=&sortCol=year&sortDir=asc

2016-875: Equitable and Gradual Police Funding Model

Therefore be it resolved that the current model of funding police services for emergent municipalities be reviewed with consideration given to an incremental increase based on gradual population growth.

Full Text: https ://www.ubcm.ca/resolutions/ResolutionDetail.aspx?id=5023&index=O&year=2016&no=B75& resTitle=&spons=&res =&prov=& fe d=&other=&conv=&exec=&comm=&sortCol=year&sortD ir =asc 2018-888: Provincial Policing

Therefore be it resolved that UBCM request that the Province of BC explore the roles of peace officers and sheriffs in other jurisdictions to determine if legislation could be enacted in BC to assist the RCMP by providing similar services, in an effort to increase policing services in the rural areas of the province.

Full Text: https://www.ubcm.ca/resolutions/Resolution Detail.aspx?id=5408&i ndex=0& year=2018&no=B88& resT itle=&spons=&res=&prov=& f ed=&other=&conv=&exec=&com m=&sortCol=year&sortD ir =asc

2020-SR8: Mental Health, Addictions and Poisoned Drug Supply

Therefore be it resolved that UBCM urge the provincial government to introduce a comprehensive strategy for the provision of protective and health services that includes:

• Ongoing, sustained funding to address the overdose public health emergency. • Implementing a province-wide agreement between police and mental health officials on the management of mental health patients in emergency wards. • Developing integrated teams of health, police, and other officials on a twenty-four (24) hour basis to manage individuals with mental health issues. • Introducing additional long-term care beds to deal specifically with mental illness cases.

Full Text: https ://www.ubcm.ca/assets/Resol utions~and~Pol icy/Resolutions/2020%20 U BC M%20 Re sol utio ns%20Book.pdf

2020-SR11: Police Act Review

Therefore be it resolved that the provincial government commit to thorough consultation with local governments prior to the implementation of any changes to the Police Act, including recommendations made by the Special Committee on Reforming the Police Act.

Page 16 Attachment 'C' Page 17 of 17

Full Text: https ://www.ubcm.ca/assets/Resol utions~and~Pol icy/Resolutions/2020%20 U BC M%20 Re sol utio ns%20Book.pdf

2020-EB5: Police Services Model of Funding

Therefore be it resolved that UBCM request the provincial government to review the current model of funding police services for local governments reaching 5,000 population with consideration to establishing a graduated annual increase, once the 5,000 population has been reached, in policing costs from the 33 percent Police Tax to 70 percent of policing costs over a five-year period.

Full Text: https ://www.ubcm.ca/assets/Resol utions~and~Policy/Resolutions/2020%20U BCM%20Resolutio ns%20Book.pdf

2020-NR7: Equitable Police Funding Model ** This resolution is currently under consideration by the UBCM Executive **

Therefore be it resolved that UBCM request the provincial government to review the current model of funding RCMP police services with consideration given to equitable funding of police services through a provincial police tax based on the assessed value of improvements for the areas served by the detachments.

And be it further resolved that any provincial contribution towards policing be shared equally with all police taxpayers.

Full Text: https ://www.ubcm.ca/assets/Resolutions~and~Policy/Resol utions/2020%20U BCM%20 Re sol utio ns%20Book.pdf

Page 17 Attachment 'D' Page 1 of 1

Board Composition and Chair Selection Comparison of Major Provinces throughout Canada

Province Board Composition Chair

BC • Mayor Mayor Police Act • 1 Council appointee • Up to 7 Provincial aooointees Alberta . Appointed by City Council. Elected by Board at Police Act • Dependent on city size - between 3-12 first meeting annually. • If >=4 member Board, 1 may be Councillor or municipal employee Council member and • If <=5 member Board, 2 may be Councillors or municipal municipal employee employees cannot be Chair or • Edmonton: 2 Councillors, 9 Council appointees Vice Chair • Lethbridge: 2 Councillors, 6 Council appointees Saskatchewan . At least 3 members: including the Mayor. Elected by Board at • Council establishes Board size via by-law. first meeting annually . Entire Board appointed by Council • For 3+ member Boards: Mayor, 2 Councillors, 2+ Council appointees (public members) • Example: Regina had 5 members, in January 2021 City Council expanded to 7 members. Bylaw stipulates that one public appointee must be of indigenous descent

Manitoba • Council establishes Board size via by-law dependent on Elected by Board at Police Services population size. first meeting annually Act • Councillors and municipal employees allowed as Council appointees but no more than half the members of Board may be Councillors or municipal employees • Cities with population of >=5000 • 3 members 0 1 provincial appointee 0 2 Council appointees • Cities with population of <=5000 • 5 members 0 1 provincial appointee 0 4 Council appointees . Winnipeg only:? members • 2 provincial appointees • 5 Council appointees /public member or Councillor) Ontario Number dependent on city population size. Elected by Board at Police Services first meeting annually Act 5 member Board - Population >25,000 • Mayor or designate • 1 Council appointee (public) • 1 Provincial Appointee 5 member Board - Population < 25,000 • Mayor or designate • 1 Councillor • 1 Council appointee (public member) • 2 Provincial appointees • Example - Kingston 7 member Board - Population < 300k - Council must apply to LG for 7 member Board • Mayor • 2 Councillors • 1 Council appointee (public member) • 3 Provincial appointees . Example - Hamilton

Page 1 of 1 Attachment 'E' Page 1 of 4

DELTA POLICE BOARD

Recommendations to the Special Committee on Reforming the Police Act

*******************************************************

April 2021 Submission By: Delta Police Board Mayor George V. Harvie, Chair Ms. Angela Kaiser, Vice Chair Mr. Gurleen S. Sahota Ms. Annette Garm Dr. Karen Hossack Mr. Firth Bate1nan Mr. Peter Buxton Chief Ken Baird

--- 1 Attachment 'E' Page 2 of 4

Introduction The Delta Police Board (DPB), composed of eight Board members, including the Chair, provide governance and oversight to the Delta Police Department, which provides policing services to a community of approxirriately 105,000 residents, as mandated by the BC Police Act, 199 6.

The DPB respectfully submits the below written submission (and recommendations) to the all-party Special Commi_ttee on Reforming the Police Act, as invited by the Clerk to the Committee.

. . Recommendations 1. THAT the Police Act should be amended to support ~ enhanced and functional governance model with Police· Boards electing the Chair on an annual basis. Police governance is increasingly becoming complex. This brings forth the requirement to explore governance models to ensure that Boards are populated by representative, skilled and independent members who are fre~ from any conflicts of interest.

A functional and enhanced model shouid consider it best practice to have the option for the Board to elect a Chair from the membership on an annual basis, just as Boards currently do for Vice Chair and as is the practice of many other Canadian provinces for Police Boards and Commissions.

Further, a review of the Board member appointment and re-appointment process, for both provincial and municipal appointments should be completed to ensure that the processes are consistent and transparent, applying non-partisan criteria in selection.

Finally, given the increasing complexity of police governance, term limits should be reviewed to ensure that they are appropriate for Board members and the overall Board, to garner the full value for experience, expertise and knowledge. There is also the need to ensure succession planning for leadership roles at the Board level and for Police Board Associations such as the BC Association of Police Boards and Canadian Association of Police Governance.

2 . THAT Regulatory Bodies ·and oversight bodies such as the 110 and OPCC should not be consolidated. BC has two primary civilian regulatory bodies. The Office of the Police Complaints Commissioner_(OPCC) oversees investigations into m unicipal police conduct complaii:its and the Independent Investigations Office (IIO) oversees investigations into on and off-duty police related incidents involving death and serious harm. Both

2 Attachment 'E' Page 3 of 4

agencies have distinct functions and centralizing these different functions ( criminal investigations versus employment-context disciplinary conduct investigations) under ope body runs the risk of delaying the resolution of non-criminal matters unless there is a dear mechanism for alternative mediated resolution should either of the parties so wish to proceed in that manner.

Should consolidation of this magnitfide be considered, a full review of the benefits and risks is of utmost significance with a central focus on dialogue with key stakeholders including Police Departments and Police Boards. Furthermore, any proposed legislative changes, including the new Police Act as it relates to civilian oversight and investigatiori bodies should strive for efficiency, timeliness and full transparency.

I 3. THAT Integrated Police Units should not be mandatory for municipal policing. Integrated policing units provide the opp_ortunity for various different policing agenci~s, whether from independent municipal, RCMP municipal or provincial and federal forces, to pool their resources collectively, and provide services to more than one]urisdiction. While integration is beneficial in some areas, others are better left independent as sharing of resources can also lead to delays and inefficiencies in certain instances.

An example of this is the Delta Police Department's (DPD) Investigative Bureau (IB). DPD IB has been excellent in effectively investigating, managing ancfsuccessfully concluding homicides with the use of local and in-house resources, knowledge and expertise. This is also economically beneficial, efficient and enabl~s police agencies to provide their membership wi~h opportunities in such specialized areas in their local work environment.

Integrated police units should not be mandatory for police and discretion should be afforded to tpe police agencies in deciding ;membership in integrated police units, which is not necessary if a Department can manage the area of speciality with in house talent while being afforded the opportunity to professionally develop their membership. A fulsome discussion amongst all k~y stakeholders is critical should there be an appetite to make.participation in Integrated Police Units mandatory, which should focus on other methods of optional collaboration. Conclusion The Delta Police Board appreciates the work of the all-party Special Committee on Reforming the Police Act and welcomes the efforts to modernize and reform a critical piece of legislative governance for policing.

3 Attachment 'E' Page 4 of 4

The above three recommendations are being submitted to the Committee in effort to provide input into the process ensuring that the amended legislative framework for policing and Police Boar_ds is effective and modernizes policing and the governance framework. ·

4 Attachment 'F' Page 1 of 1 SECTION 3.0 Municipal Police Board Legislative Authority

3.4 Responsibilities of the Chair

As the chair of a municipal police board is also the mayor of the municipality, there is an inherent conflict of interest, particularly with respect to the budget. The chair should take care to recognize that the two roles are distinct. He/she should be aware of which role they are undertaking and whose interests they are representing at any point in time. This is particularly impo1tant as the chair is in a leadership position on the police board and may onl y cast a deciding vote in the event of a tie. If the chair is unable to be present at a board meeting, the meeting may proceed as long as there is a quorum. It is the responsibility of the members present to decide who will chair the meeting.

The chair should recognize that he/she is pa1t of the police board and must not take independent action without the consensus of board members. A primary responsibility of the chair is ensuring that the board is operating effectively. Effective boards operate as cohesive units, in which members are recognized and supported for their unique contributions.

Other key responsibilities of the chair may include creating a positive atmosphere at board meetings, which encourages members to work harmoniously, decisively and efficiently together. This may involve: • Assigning the floor to one speaker at a time; • Ensuring the discussion stays on topic; • Providing and/or summarizing facts and details as necessary; • Stating clearly every motion before the vote is taken and overseeing voting procedures as stated in the board procedures; • Remaining neutral during board discussions; • Presiding at meetings of the board; • Supervising arrangements for board meetings and the development of the agenda; • Requesting that an alternate member assume the chair of a meeting or for a specified period ohime in the chair' s absence; • Representing the department to external parties or suppo1ting the chosen board representative; • Ensuring that the vision and mission of the police depaitment is inherent in all discussions; • Ensuring that the board adheres to relevant legislation and its bylaws; • Recognizing the contributions of board members; and • Taking the leadership role in supporting the work of the Chief Constable, officers and civilian staff of the department.