Delivering Safer Communities – A Path Strewn with Unnecessary Hurdles

Delivering Safer Communities – A Path Strewn with Unnecessary Hurdles

Community safety is an outcome, and all of us aspire to live, work, and play, in safer communities. They are a fundamental part in a higher quality of life. There are substantial obstacles that stand in the way of that outcome; and these include some political, some economical, some social, some historical, role protective behaviour, inter-agency failure to share actionable information, misplaced performance measurement, and agency agenda variations, among a raft of other blockers.

The Lions Gate Community Assessment Program is designed to remove those obstacles that stand in the way of sustainably safer communities.

We bring our highly qualified team to bear and assist on issues and have an exceptionally broad foundation based on experience, exposure, academic and research pedigree, public sector operations, and law enforcement specialisms.  We bring: Public sector municipality and policing law enforcement experience – Offender management experience – High competence in analysis to convert information into actionable intelligence – A strong established contextual research pedigree – Critical thinkers and problem solvers – Behavioural assessment specialists – Community safety and designing out crime specialists – Skilled community engagement practitioners – Highly competent environmental visual auditors – Multi-agency community safety partnership working experience – Understanding of crime science and criminological theory – Understanding of community crime dynamics – Insight into crime control and the politics of public safety.

Our process includes –

Our current system is not geared up to deliver sustainably safer communities, and despite zero intent to fail, most operating in the public sector, are acutely aware of the systemic shortcomings and failures and allow continual reinflation or reinvention of the flat tire. The situation is most often pigeonholed under, either, too difficult to change, or too risky personally and professionally to address or enhance. Employees, particularly those in criminal justice, will not be motivated to see the budget and pendulum swing towards criminality prevention or crime prevention outside enforcement. Tackling root causation rather than simply applying symptomatic responses will be perceived as self-defeating because these employees rely upon a system that is post-victimization focused, to keep their jobs.

It would be possible to write a tome unpacking the issues and while I have partially opened pandora’s box, I do not intend to pull the lid off further by expanding on the myriad issues, except to signpost in support of a route forward and offer a unique reflection.

Public service is stretched and demands upon public service are increasing, particularly for law enforcement agencies. More is being demanded with reducing capability. It has become a custom and practice for citizens to believe that increasing police service establishments, is the solution to safer communities. Indeed, law enforcers are often partially responsible for massaging this belief by stepping up to fill a void left by others who are better placed to contribute to a safer community delivery outcome. I applaud their ambition but the mission creep beyond enforcement that results, diminishes their potency in that crime prevention area. The proper redistribution of responsibility for community safety has never really been resolved and requires urgent attention if the offending agenda is to be properly analysed and the consequent mending agenda is to be coherent and effective.

The delivery of safer communities should be led by governments, Municipal, Provincial and Federal. The municipality as the recipient of taxpayer dollars through property taxes, has lead responsibility for delivering best value for citizens. They must also be held accountable for expenditure with outcome evaluation undertaken. Did it work or not? This requires multi agency data driven business cases for resource allocations, despite privacy, need to know needs to be redefined. Hanging wallpaper with one arm tied behind your back is unnecessarily difficult, so free that arm and share. Historically, data collection and performance measurement has invariably been lacking or misdirected. By definition, a clear understanding of the issues and solutions that are proven to work is a fundamental requirement as is the professional community safety competency of those engaged in driving this work. It is my experience having worked in this area in public service, that the required competency is not at once present in most employees, certainly during early tenure. That lack of competency can be sustained and to the detriment of outcomes without informed leadership and where the individual is averse to learning the right stuff and continually developing professionally in the right way. How else can poignant questions be asked as to why we do or implement things a certain way, particularly when it appears ineffectual? Informed and questioning leadership is critical for subordinate continual professional development to flourish and grow in the right direction.

So, where does Lions Gate Risk Management Group sit on moving this agenda forward?

For more information or training programs tailored to your business, please contact . For any support and assistance call 1.604.383.0020 or toll-free at 1.800.212.2026 or visit at any time. Our expertise is your peace of mind.

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