1. Provincial Approach to Community Safety and Well-Being
May 28th, 2015
External Relations Branch, Public Safety Division

2. Purpose The purpose of this presentation is to:
Provide an overview of the Ministry’s Provincial Approach to Community Safety and Well-Being, focusing on the Community Safety and Well-Being Planning Framework;
Highlight the Ministry’s work to support information sharing by engaging key partners and providing a technology solution to collect risk-based data;
Identify how risk-based data analysis supports the Community Safety and Well-Being Planning Framework; and
Outline next steps.

3. Provincial Approach to Community Safety and Well-Being
The Ministry has been working with its inter-ministerial, policing and community partners to develop the Provincial Approach to Community Safety and Well-Being. There are three phases involved in the Provincial Approach:
Phase I
Crime Prevention in Ontario: A Framework for Action
Phase II
Community Safety and Well-Being in Ontario: A Snapshot of Local Voices
Phase III
Community Safety and Well-Being Planning Framework

4. Learnings
Community Leadership
Multi-Sectoral Responses & Partnerships
Knowledge & Information Sharing
Evidence & Evaluation
Sustainable Responses
Diversity
Phase II –Community Safety and Well-Being in Ontario: A Snapshot of Local Voices

5. Community Planning for Safety & Wellbeing
Collaboration
Phase III: Community Safety and Well-Being Planning Framework
Community Planning for Safety & Wellbeing
Prevention
Reducing identified risks
Information- sharing
Emergency response
Immediate response to urgent incident 4
Risk
intervention
Mitigating elevated risk situations 3 2
Performance measures
Promoting and maintaining community safety and well-being
Social
development 1
4 Chapters

6. 5 Planning Principles Commitment at highest level Measureable outcomes
Municipal mandate:
Highest priority
Leadership
Accountability
Commitment
at highest
level
Outcomes:
All sectors
Monitored
Shared
Community-wide:
Multi-sectoral
Multi-disciplinary
Shared responsibility
Measureable
outcomes
Collaborative
Risk-
focused
Asset-
based
Greatest needs, risks:
Individual
Family
Neighbourhood
Asset inventory:
Neighbours
Community organizations
Service providers

7. Planning Process Strategies Outcomes Priorities 5. Specify tasks
6. Measure
4. Benchmark
objectives
Strategies
2. Identify risk
factors
Outcomes
3. Select
protective
factors
1. Identify
vulnerable
groups
Priorities

8. Community Safety and Well-Being Pilot Survey Highlights
Average of 5.7 sectors represented across all communities, with the highest representation from the following sectors:
25 respondents from Justice;
20 respondents from Health and Mental Health and Addictions;
19 respondents from Local Government (including municipal and First Nations service providers and elected officials);
11 respondents from Social Services; and
Others included Emergency Services, Education, Multi-sector, Non-profit, Private sector and the Public.
Respondents from Local Government self-identified as having a lead role more than any other sector.

9. Community Safety and Well-Being Pilot Survey Highlights
When asked to identify which body should lead their community safety and well-being plan:
29 respondents said Municipality or Band Council;
11 respondents said Police;
12 respondents said joint leadership by various agencies (e.g. social services, health, emergency responders);
8 respondents said joint leadership specifically by the Municipality/Band Council with other agency/agencies;
4 respondents said Emergency services;
2 respondents said Health and Social services respectively; and
8 respondents said they were not sure who should lead.
79 respondents said they are currently partnering with other organizations/services on community safety and well-being initiatives.

10. Community Safety and Well-Being Pilot Observations
Commitment at the highest level
Most of the communities have some sort of commitment from the highest level within their municipal government, demonstrated through a council resolution, attending meetings, realigning resources or creating awareness among staff.
Collaboration
The amount of partners and strength of those partnerships vary between communities. In some there is a strong bilateral partnership and in others between three or more partners.
Risk-Focused
Community engagement approaches to identify priority risks vary among communities including: one on one interviews with multi-sectorial service providers, focus sessions with vulnerable groups, and/or surveys with public drop boxes. Most are trying to prioritize their risks which they will focus on in their plan.
Asset-Based
There is a shared recognition of the importance of engaging in an asset mapping exercise when beginning the planning process to avoid duplication of efforts, identify gaps in service and enhance coordination of existing services.
Measureable Outcomes
Although most are not in a place to determine the outcomes of their plan just yet, all acknowledge the capacity required and the need to do so.

11. Risk-driven Tracking Database
The Ministry is testing its ability to provide practical support for community partners in their operational delivery of community safety and well-being initiatives.
The Ministry’s Risk-driven Tracking Database (RTD) is a Microsoft technology solution that enables the collection and analysis of risk-based information, which is currently being tested through a Proof of Concept with North Bay Police Service (NBPS).
The NBPS is using the RTD as part of its Community Mobilization North Bay (CMNB) and Gateway Hub Project, which is a partnership with other community service providers to develop and implement a model for small/rural communities that creates needs-based solutions for early intervention and crime prevention through community mobilization.

12. Results Overview
The information currently collected in the RTD comes from situations brought forward to the CMNB however, the RTD can be used to collect data from any initiative or process that involves multiple agencies assessing, addressing and collecting data on situations of elevated risk of harm, offending, or victimization.
From December 3, 2013, to November 30, 2014, report results show:
191 situations had been created; and
34 situations had been rejected (18% of all discussions).
Within the 157 situations that met the threshold of elevated risk, a total of 903 risk factors had been identified. These risk were chosen by agency partners from a list of 102 standardized risk factors that are grouped into 13 high level priorities, such as for example, mental health or substance abuse.
There have been a total of 20 agencies formally engaged and 22 agencies informally engaged in the CMNB.

13. Results – Originating Agency v. Lead Agency
North Bay Police Service – 34.6%
Ontario Police Service (OPP) – 11%
Canadian Mental Health Association (CMHA) – 8.9%
Children’s Aid Society (CAS) – 8.4%
District Nipissing Social Services Admin. Board – Ontario Works (DNSSAM – OW) – 7.3%
Other – 29.8%
Children’s Aid Society (CAS) – 13.1%
Canadian Mental Health Association (CMHA) – 13.1%
HANDS – 11.3%
Nipissing Mental Health Housing & Support Services (NMHHSS) – 10%
Nipissing Parry Sound Catholic School Board (N-PSCB) – 8.8%
Other – 42.7%

14. Overall Agency Engagement

15. Results – Age Groups

16. Results – Top Risk Factors for Youth

17. Planning with Risk Data
Education for parents (e.g. mental health awareness, Triple P Positive Parenting Program)
Planning with Risk Data
5. Specify tasks
6. Measure
Evidence of ongoing, systemic risks informs policy and practice
4. Benchmark
objectives
Risk trends inform longer-term strategies
2. Identify risk
factors
Strategies
RTD data is collected
Mental health
Family circumstances
Youth Aged 12-17
Outcomes
Increased awareness of signs of mental illness
Increased capacity of parents to support youth
Increased ability of youth to cope with stressors
Decreased # of youth identifying with risks around mental health
3. Select
protective
factors
1. Identify
vulnerable
groups
Stability of the family unit
Adequate parental supervision
Personal coping strategies
Effective problem-solving skills
Priorities

18. Summary & Next Steps
The RTD has proven successful in the collection of risk data for safety and well-being service providers in North Bay.
It is one effective tool to assist in addressing locally-identified challenges in collaboration, information sharing and data collection and analysis.
The Ministry is currently exploring options for provincial rollout of the RTD. The RTD would allow safety and well-being service providers across the province, and the Ministry, to analyze risk data, identify priorities and inform strategic policy making.
The Ministry will continue to engage inter-ministerial, policing and community partners to gain valuable feedback on the development of the Framework and complementary guidance documents before their provincial release in 2015.

19. Questions? Shannon Christofides Team Lead External Relations Branch
Public Safety Division
MCSCS
Claudia Tenuta
Community Safety Analyst

20. Community Safety and Well-Being Planning Resources
Crime Prevention in Ontario: A Framework for Action Community Safety and Well-Being in Ontario: A Snapshot of Local Voices