Responsibility for the Fredericton Police Force rests squarely on the shoulders of Fredericton City Council. Governance of police forces in New Brunswick was the subject of a study Police Governance & Oversight in New Brunswick Policy Guidelines which was published by the Department of Public Safety in April 2011:
1.1 The Board’s philosophy
The Board endorses a contemporary community policing approach and adopts the following definition:
“Community policing is an interactive partnership between the public and the police to mutually identify, prioritize, prevent and solve local crime and disorder problems thereby improving the quality of life. In New Brunswick, it is understood that all policing activities are aligned with the principles of community policing. Community policing is a way of doing business, a working philosophy with goals and processes that encompasses a vast array of strategies, programs and tactics. The Police Force and the Board have the responsibility to ensure that policies in place reflect the needs of the community.”
1.2 Governance
Governance is the exercising of direct authority over an organization or entity. It is the ability to control and direct the making of policy, as well as directing and influencing decisions made by the organization. It includes the capability to ensure that decisions made by the governing body are carried out in accordance with the governing body’s direction (oversight); with recourse to corrective action should this not occur.
Governance is the processes and structure used to provide direction to an organization’s general operations and activities.
1.3 Oversight
Oversight involves ensuring that the legislated functions for the police force are carried out by the organization and the services provided are in accordance with the law and a Code of Professional Conduct.
1.4 Vision
To provide effective governance that facilitates innovative and responsive policing to create a safe community through the forging of strategic partnerships between the community and its police.
1.5 Mission
To provide independent civilian oversight and governance of the Police Force in order to ensure a safe community.
Mayor Woodside must have missed the meeting on this initiative, which began in 2009. His Council does not appear to have participated or followed its Policy Guidelines. Fredericton Council ought to have established either a Board of Police Commissioners, as did St. John which did participate, or a Committee of Council to carry out the responsibilities of a Police Board.
Absent setting up a Police Board, responsibility falls on City Council as a whole to carry out a heavy burden of accountability under the Police Act:
2) Introduction to the role of the Board
2.1 Authority and accountability
The Board is required, to carry out its duties and responsibilities in accordance with the Police Act.
The Board is delegated authority and responsibility from the Province, through the Police Act, including the New Brunswick Policing Standards. That responsibility obliges the Board to ensure the delivery of policing services that adequately meet the needs of citizens of New Brunswick and the communities being served.
The Board is responsible to the municipality for the purpose of providing policing services to the municipality.
The Board demonstrates accountability to the public, to the Province and to other stakeholders through periodic reports, meetings, receiving presentations from key stakeholders and other interested persons, and by operating in a transparent manner.
2.2 Legislative parameters
The Board is a legislative-based organization. Its role, responsibilities, and function are founded upon the following legislation:
the Police Act of New Brunswick;
the New Brunswick Policing Standards
Important pieces of legislation and agreements of concern to board members include the following:
Access to Information and Protection of Privacy Act
Employment Standards Act
Criminal Code of Canada
Canadian Charter of Rights and Freedoms
Key Municipal By-laws
...
2.3 Key governance principles
A governing body exists not to help the business, but to own the business on the behalf of the community.
Individuals who make up the Board have no authority. A governing body has authority only when acting as a whole entity. The chair has the authority only when speaking on behalf of the Board as a whole.
A governing body governs by policy (by-law or resolution). These policies articulate values or perspectives that underlie action.
2.4 Terms of reference
The Board shall adhere to the following terms of reference:
Seek out and receive input regarding the community safety and security needs within the municipality / region.
Set the goals, priorities and objectives of the Police Force....
Provide advice to the municipality / regional municipalities regarding the financial and resource needs of the Police Force.
Monitor the implementation of the priorities, goals and objectives of the Police Force.
Manage effectively and monitor the financial activities of the Police Force.
Provide periodic reports as reasonably required to key stakeholders such as the Province, the councils, and the community.
Conduct the governance of the Police Force according to the Police Act.
Recruit and appoint the Chief of Police and any Deputy Chief of Police [subject to the ratification of municipal council] (Municipal and Regional forces only)
Direct the Police Chief to monitor his or her performance.
Establish guidelines with respect to the indemnification of members of the Police Force for legal costs.
2.5 Board style & commitment
As a statutory governance body, the Board must be and must be seen to be:
Operating in all ways mindful of its civic trusteeship obligation to the public and accountability for the governance of the police force;
Independent of the police management and operations, and of political affiliations, influence and interest groups;
Subject to the needs of confidentiality and security, open, transparent and accessible to both the public and police force; and
Responsive to the community.
3) Providing direction
3.1 Setting targets
The Board will set objectives, priorities and goals for the Board and the Police Force which are not inconsistent with governing policies and the New Brunswick Policing Standards.
...
3.3 Strategic planning
The Board is responsible for working with the Chief of Police to develop a strategic plan for the Board and the police force. The strategy provides the direction and scope of the Board and the Police Force.
During the strategic planning process, the Board’s roles are to:
Provide direction and counsel to the Police Chief in the strategic planning process;
Approve the strategic direction/priorities and the strategic plan for the Police Force / Board; and
Monitor the Chief’s success and the Force’s success in implementing the approved priorities and direction of the strategic plan, in the public interest.
Once approved, the strategic plan provides a basis for evaluating the performance of the Chief, the Force and the Board.
It seems that Mayor Woodside and Chief MacKnight may be getting behind on their paperwork. There is no sign of a strategic plan or communications with the public since the 2009 Annual Report.
Things were sounding so rosy for the Fredericton Police Department, it makes you want to burst into song! Mayor Woodside had this to say:
The residents of Fredericton deeply appreciate the men and women of the Fredericton Police Force whose dedication and professionalism are vital to making our City one of the safest in the country. Our Police Force protects lives and property 24-hoursa- day, seven days a week, all year, every year. They are always on the job, preventing and investigating crime as well as providing excellent education programs. It is truly an elite department. These officers of the law are in our neighbourhoods, working at the grassroots level to earn and maintain the public’s confidence and trust, essential elements of effective crime prevention and law enforcement. They do their best to ensure safe, livable, and viable neighbourhoods and business districts. Our Police Force demonstrates the highest levels of personal and professional integrity. It also fosters open communication and cooperation with our residential and business communities in an effort to reduce crime and improve the quality of life for all. This 2009 annual report details the activities and accomplishments of Fredericton’s Finest in the past year and documents how they played an integral role in safeguarding and preserving our community. I proudly salute these dedicated and brave men and women for creating a safe environment and enhancing the quality of life in our community.
BRAD WOODSIDE
MAYOR
MAYOR
Defamatory libel seems to have become a recent blight in Fredericton because it isn’t mentioned as a key priority for Fredericton’s crime fighters in the 2009. Barry MacKnight reports on crime trends in 2009:
Crime in Fredericton remained stable in 2009, with an increase in crimes against people. The increase in crime against people was mainly due to an increase in reported common assaults, sexual assaults, aggravated assaults, and uttering threats. Crimes against property remained stable, with a notable decrease in break and enters and slight increases in property damage and shoplifting. These increases in crimes are being addressed by the department through our newly launched Crime Reduction Strategy and our Crime Analyst.
In fact, it’s not mentioned at all in the report, despite an extensive list of the crime fighting achievements at pages 18 to 20.
But wasn’t that the year Constable Stafford beat a citizen so badly his vertebrae were cracked? No complaints against the force that year?
Perhaps someone should send a copy of the best practices manual to Brad.
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