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Policing Effectiveness and Modernization Grant

Archived Backgrounder

Policing Effectiveness and Modernization Grant

The following police services have received funding from Ontario's Policing Effectiveness and Modernization Grant:

Amherstburg Police Services Board -- approximately $175,000 to create a mental health response and support team to support community and police responses to those facing a mental health crisis. The goal of the program is to decrease repeat mental health arrests, reduce hospital wait times and increase the level of service to those with mental health issues.

Brockville Police Services Board -- $60,000 to support local community safety and well-being planning initiatives including community outreach and engagement as well as a mental health information management system pilot. This funding will better link social, health and justice agencies and organizations.

Chatham Kent Police Service Board -- $740,000 to support their community safety and well-being strategy, specifically the Community Mobilization Section. The strategy promotes a holistic approach to community safety looking at crime, poverty, physical and mental health, addictions and other risks. The funding supports two general officers, a youth officer, a mobile crisis response team officer and a public information officer to support proactive community initiatives in Chatham Kent.

Guelph Police Services Board -- approximately $920,000 for an integrated mobile police and crisis team to improve police response to those with mental health issues. The team pairs officers with mental health personnel for a more effective response to mental health calls and improves efficiency by conserving police resources available to address other calls. The team will also work to provide on-scene support to persons experiencing mental health crisis and link to other health supports.

Halton Regional Police Services Board -- approximately $2.5 million for three projects.

The first project focusses on mental health and wellness in the community. The goal is to provide effective and efficient care to individuals when and where they need it through mobile crisis rapid response teams, crisis outreach and support teams and a mental health case worker.

The second project will study improvements to the service's data reporting and analysis to enable data-driven, evidence-based decision making. It will also streamline and modernize the service's involvement in the court documentation process.

The third project supports the community's ongoing work in the area of community safety and well-being. The funding will support work to coordinate community engagement and create partnerships that mitigate risk, prevent crime and support social development.

Hamilton Police Services Board -- approximately $2.4 million for three projects.

The first project is a crisis response unit that combines three existing programs to assist vulnerable individuals and persons experiencing a mental health crisis. The program has decreased the number of people being brought to emergency departments by police officers and is providing individuals with appropriate care.

The second project is a Parkway Safety Enforcement Unit that will allow for 24/7 coverage of two busy parkways in the Hamilton area - the Lincoln Alexander Parkway and the Red Hill Valley Parkway. This will improve safety on roads that are considered higher risk for accidents.

The third project is a Case Prep Unit to support officers preparing documentation for Crown packages so they can return to the street more quickly. The unit has developed expertise in the development of Crown packages, providing more consistency and reducing frontline staff overtime.

Town of Lasalle Police Services Board -- approximately $240,000 for three projects.

The first project supports a new cyber-crime officer to investigate online fraud. The officer will provide public education to help residents protect themselves against cyber-crime.

The second project supports a new drug resource officer to establish crime prevention initiatives, manage investigations and participate in programs targeting gun violence and illegal drugs. The officer will create partnerships with other police services boards and law enforcement agencies in Ontario and the United States to gather, assess and manage intelligence on drugs and weapons. The officer will work with non-profit agencies and health care providers to provide referrals to support people with addictions and their families. The officer will also provide preventative education and awareness to local schools and community forums to promote healthy and safe life choices.

The third project will support the creation of a community mobilization unit with a full time mental health support officer. The project, in partnership with other local police services as well as health care providers, is designed to improve care for individuals in crisis.

Midland Police Services Board -- $35,000 will support partnerships with community support agencies to collaboratively address underlying social issues impacting local community safety and well-being as the service shifts from a reactive labour intensive police agency to one focused on social development and prevention.

Regional Municipality of Niagara Police Services Board -- approximately $2.9M for nine projects.

The first project is for a Computer Cybercrime Unit, which provides digital investigative support to all investigative units of the service. This project responds to an increase in cyber-crime related investigations and will help protect the integrity of all police investigations.

The second project will improve the service's strategy for dealing with persons in mental health crisis within the Niagara Region. It will pair the Mobile Crisis Rapid Response Team (MCRRT) officers with mental health workers and will support collaboration between Crisis Outreach and Support Team (COAST) officers and MCRRT officers. New software to conduct analyses related to persons in crisis will also be rolled out. The goal is to increase outreach and support to residents who experience crisis, interrupt the cycle of crisis and reduce the time officers spend at the hospital with persons in crisis.

The third project is an opioid crisis response team that will work with community partners to educate frontline emergency responders, students, educators and health professionals about harm reduction strategies and working cooperatively to save lives. The initiative involves tactics to target illegal drug manufacturers and traffickers.

The fourth project will support the development of a Prisoner Management and Quality Assurance model that reduces the risks and liability associated with the arrest, detention and management of prisoners.

The fifth project modernizes police service delivery with a new Real Time Operations Centre a tactical, intelligence driven hub that supports and coordinates front line and investigative resources.

The sixth project supports the service's School Resource Officer program, which provides police services to the community in and around schools. Program officers are responsible for law-enforcement within schools as well as crime prevention education for students.

The seventh project is a structured call-taking system and a Quality Assurance/Quality Improvement program to help ensure the 911 service can consistently meet the highest level of public service delivery.

The eighth project is designed to strengthen the service's partnerships with four key community agency partners: Victim Services Niagara, Kristen French Child Advocacy Centre Niagara, Crime Stoppers of Niagara and the Niagara Safety Village. The relationship with these organizations significantly contributes to the service's ability to provide adequate and effective policing that responds to the local needs of its communities.

The ninth project supports a new media relations specialist to develop internal and external communication strategies. This new position is designed to increase community engagement thereby positively influencing service delivery.

Ottawa Police Services Board -- approximately $4.6 million for three projects.

The first project supports the service's Human Trafficking Unit, which investigates and supports prosecutions of human trafficking offences. The unit works with partner organizations to investigate human trafficking cases and provides education and training to community organizations about recognizing the signs of exploitation. The unit also trains police services and law enforcement organizations in Ontario and across Canada.

The second project supports the service's Mental Health Unit, which works in partnership with The Ottawa Hospital Mobile Crisis Team when persons in crisis need assistance. The Ottawa Police Service works closely with the hospital system to exchange information to improve service and response.

The third project supports the Ottawa Police Service's Strategic Operations Centre, which enhances public and officer safety, situational awareness, and manages police and emergency response resources. The centre directs and reports on patrol officers' time available for proactive activities based on community concerns and coordinated problem-solving efforts. The centre is an innovative step toward an evidence-based policing strategy.

Perth Police Services Board -- $60,000 is being provided to the Lanark County Situation Table, which is a collaborative partnership between the Lanark County OPP, the Smiths Falls Police Service as well as 22 community agency partners from a variety of sectors, including police, probation, school boards, mental health, addictions, health, domestic violence, family and children's services, social services and victim services. The table provides immediate and coordinated assistance to people who are at elevated risk. It is also designed to reduce calls for service by directing individuals to more appropriate services.

Sault Ste. Marie Police Services Board -- $920,000 for five projects.

The first project supports the service's Community Crisis Response Team, which is working to develop and implement an effective policing and community response to calls for service addressing the needs of individuals with mental health related issues in partnership with the Sault Area Hospital, Algoma Public Health and Canadian Mental Health. The team works collaboratively with community partners by leveraging their resources, expertise and knowledge. The team partners trained police officers with mobile crisis workers from the hospital.

The second project supports the service's Community Mobilization Unit to pro-actively address crime, disorder and social development issues. The unit works in partnership with community organizations to address the root causes of crime, share information, intervene early to reduce victimization and build community capacity. The unit provides a police presence in local high schools, staffing for the Community Crisis Response Team and an officer for the neighbourhood resource centre.

The third project supports the service's Rapid Response Situation Table, which meets twice a week, includes representatives from police and other local agencies and reviews situations that are presenting an acutely elevated risk to individuals, families or community safety in general. The group collaborates to develop and implement immediate, real-time solutions.

The fourth project supports the service's modernization efforts outlined in its Strategic Plan for Transformational Change. The plan identifies opportunities for improved service delivery and performance. The plan's vision is to shift from a reactive policing model that responds to incidents to a proactive model that addresses risks before they become incidents.

The fifth project supports the service's Neighbourhood Resource Centre, which is designed to increase community safety and well-being by preventing and reducing crime through a network of neighbourhood residents and community partners.

Greater Sudbury Police Service Board -- approximately $1.4 million for eleven projects.

The first project is for the creation of an Integrated Crime Team to prevent organized crime groups from establishing drug trade and sex trade trafficking networks in Sudbury. In order to prevent victimization, the team is introducing prevention and intervention strategies with community partners.

The second project supports the Community Drug Strategy, which calls for collaboration between police and partner organizations on issues of drug abuse. The strategy fosters a holistic approach focussing on prevention. The strategy addresses illicit drug related activity as a community health issue and plans to provide treatment and harm reduction strategies and increase community safety by implementing evidence-informed, drug-related crime prevention initiatives.

The third project supports the Rapid Mobilization Table, a risk intervention table that gathers partner agencies and intervenes when individuals, families, groups or locations are at risk of harm, in areas such as crime, victimization, physical or mental health crisis, or loss of housing. The police officer in charge of community mobilization participates in table discussions and intervenes as part of responses in situations that require police.

The fourth project supports the service's modernization efforts through a technology improvement plan to deploy handheld mobile technology as well as a document and digital evidence management solution. The plan is to improve documentation practices, including those required for court, by reducing staff time on administrative functions. Under this initiative, officers will be issued a handheld device capable of capturing and transmitting digital evidence in the field.

The fifth project supports the service's efforts to optimize service delivery and find efficiencies, by developing subject matter experts in lean management, a structured, data driven methodology commonly used in business to improve organizational practices and processes. With these new experts, the service will streamline resource allocation, drive new innovation and examine whether the service is meeting the needs of citizens as efficiently and effectively as possible.

The sixth project supports the service's efforts to reinforce its social media presence. A new multi-media technician specialist will connect the service more closely with the community by modernizing the current media delivery platform; enhancing professionalism, accountability and transparency.

The seventh project supports the service's Community Safety Personnel Team, which consists of civilian staff members who perform non-enforcement functions previously conducted by sworn staff. These functions, which are limited to low-priority incidents, include: speaking with complainants, obtaining surveillance videos and supporting documentation as well as submitting basic reports. The use of civilian staff members has allowed redeployment of sworn staff to frontline response and, as such, has increased frontline efficiency.

The eighth project supports the service's efforts to increase research and analytic capabilities through its Research Development & Analytics initiative by investing in personnel and technology. This initiative supports modernization efforts to move from an incident-driven model of policing to a more proactive risk-driven model, where the use of analytics is key to identifying emerging issues and trends, and making informed decisions regarding operations and deployment of resources.

The ninth project supports the service's new youth and diversity coordinator, who will be responsible for serving young and diverse communities in the Sudbury area. The coordinator will work with partner agencies who serve Sudbury's children and youth. This initiative will increase the service's understanding and awareness of the diverse community it serves and build sustainable programs and partnerships that enhance the service's commitment to the community and commitment to youth.

The tenth project supports the service's School Youth Engagement and Mobilization initiative. This initiative will support crime prevention by mobilizing neighbourhood and community members through collaborative community partnerships. This initiative reflects the service's vision of community safety and well-being, which encompasses risk intervention, prevention and social development.

The eleventh project supports the service's Community Safety Personnel Community Engagement initiative, which will identify service functions currently handled by sworn officers that could be handled by civilian members. By assigning civilian members to tasks previously delegated to a police officer, such as providing support to schools or conducting public safety presentations, the service has improved frontline response, ensuring the right resources are appropriately deployed to address the highest risks.

Toronto Police Services Board -- approximately $18.9 million for nine projects.

The first project supports the service's human resource transformation arising from its Transformational Task Force's recommendations to promote a modernized policing model. This task force is part of a broader commitment to modernize and transform service delivery, and recognizes that human resources is key to this transformation. Through this work, the goal is to create a more strategic unit that aims to deliver policies and programs to support the modernization.

The second project supports the service's efforts to provide suitable training for officers in charge of modernizing the service. Required training for this personnel has been identified and categorized in four areas; change management training, project management training, leadership training and process improvement.

The third project supports a review of the service's officer training model as well as a partnership with an academic institution to set up a new model. This project is expected to result in new training, new delivery models and recognition of officers' credentials.

The fourth project supports the service's Connected Officer initiative, which looks at equipping officers with technology to enhance officer's access to data in the field, improving service delivery in the community.

The fifth project supports the service's efforts to modernize its organizational culture by conducting a comprehensive cultural change assessment and public engagement process, which includes an internal and public consultation component.

The sixth project supports the service's efforts to build capacity through enhanced use of data and analytics to better enable the identification of emerging issues and trends, and inform decisions about operations and resource deployment.

The seventh project is the purchase and implementation of a facial recognition system, which will aid in the identification, apprehension, and conviction of criminals.

The eighth project supports the service's creation of an enhanced model of neighbourhood policing. Under this new model, each neighbourhood in the City of Toronto (140 total) will have uniformed officers assigned to them on a long-term basis. This initiative was developed in response to calls from many organizations, groups, and the public to have a more visible and consistent police presence in communities. This project is part of the service's broader modernization initiative.

The ninth project is a new Public Safety Response Team, which will provide frontline support to alleviate resource pressures, as well as an immediate response mechanism for extreme events and a search-ready team for missing person incidents.

Windsor Police Services Board -- approximately $1.7 million for three projects.

The first project is a two-fold initiative that supports the service's community mobilization model that provides updated training and equipment to community mobilization officers and supports the integration of the City Centre Policing Unit (CCP) into the community mobilization model. By expanding the role of the CCP unit, partnerships will be created with community members and groups, improving community engagement and crime prevention.

The second project is the establishment of a Patrol Support Unit to handle main office duties (i.e. phone, main desk, walk-up reports, traffic follow-up assignments, etc.). The goal is to transfer some non-emergency workload from patrol officers. The unit's mandate is to improve community safety and enhance service delivery by increasing frontline officer deployment.

The third project will create a Windsor Situation Table to enable service providers from different sectors to work with the Windsor Police Service to provide immediate, coordinated and integrated responses to address situations when individuals or families are at elevated risk. Also, data gathered through the Situation Table will help identify common risks, gaps in service and trends to improve community safety.

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