Strategies to Overcoming Unconscious Bias in the Workplace

Unconscious bias is hitting the news. From Bay Street to Main Street to Starbucks the impact of unspoken bias is real and harmful to the workplace. Bias stands in the way of making correct decisions in hiring and promoting. It also has a vital impact on your staff and the workplace in general. Let’s explore how we can become aware of our own bias and stop it in the workplace?

 

First, let’s define it. “Unconscious bias refers to a bias that we are unaware of, and which happens outside of our control. It is a bias that happens automatically and is triggered by our brain making quick judgments and assessments of people and situations, influenced by our background, cultural environment and personal experiences. (ECU: 2013 Unconscious bias in higher education) 

 

We all have a bias. The question is, do we identify it and then what do we do about it? In addressing one of the most crucial training issues facing the workplace today, unconscious bias, employers can assist in creating an inclusive, civil and respectful workplace. 

 

Research indicates that unconscious biases are prejudices we have, yet are uninformed of. They are “mental shortcuts based on social norms and stereotypes.” (Guynn, 2015). Biases can be based on skin colour, gender, age, height, weight, introversion versus extroversion, marital and parental status, disability status (for example, the use of a wheelchair or a cane), foreign accents, where someone went to college, and more (Wilkie, 2014). If you can name it, there is probably an unconscious bias for it.

 

Hence if we think we are unbiased, we may have unconscious adverse thoughts about people who are outside our own group. If we spend more time with people from other groups, we are less likely to feel prejudice against them.

 

This universal tendency toward unconscious bias exists because bias is rooted in our brain. Research shows that our brain has evolved to mentally put things together to make sense to us. The brain sorts all the information it is blasted with and labels that information with universal descriptions that it may rapidly access. When we categorize these labels as either good or bad, we tend to apply the rationale to the whole group. Many of the conclusions are taken from previous experiences and learnings.  

In an article, “The Real Effects of Unconscious Bias in the Workplace”, a few of the known unconscious biases that directly impact the workplace include:

  • Affinity bias is the tendency to warm up to people like ourselves.
  • Halo effect is the tendency to think everything about a person is good because you like that person.
  • Perception bias which is the inclination to form stereotypes and assumptions about specific groups that make it awkward to make an objective judgement about members of those groups. 
  • Confirmation bias is the openness for us to pursue evidence that sanctions our pre-existing beliefs or experiences. 
  • Group think is a bias which occurs when people attempt to fit into a specific crowd by mirroring others or holding back opinions and views. This results in individuals losing part of their characteristics and causes workplaces to miss out on originality and creativity.

Horace McCormick’s research found more than 150 identified unconscious biases, making the task of rooting them out and addressing them daunting. For many organizations, however, identifying as many as possible and eliminating them has become a high priority.  

 

You can address discrimination issues by increasing your awareness of your unconscious biases, and by developing strategies that make the most of the talents and abilities of your team members. 

Unconscious behaviour is not just individual; it influences organizational culture as well. This explains why so often our best attempts at creating corporate culture change with diversity efforts seem to fall frustratingly short; to not deliver on the promise they intended.

 

What you can do: 

  • Be aware consciously of your bias 
  • Focus more on the people, on their strengths
  • Increase Exposure to Biases
  • Make small changes 
  • Be pragmatic 
  • Challenge stereotypes and counter-stereotypical information 
  • Use context to explain a situation 
  • Change your perception and relationship with out-group members 
  • Be an active bystander 
  • Improve processes, policies & procedures  

Also, managers can play a crucial role in unearthing these hidden biases by declaring their intentions to be non-biased. They can also provide transparent performance appraisals that emphasis on the employee’s exceptional abilities and skills, and grow a stronger mindfulness of their own unconscious principles.

 

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Dealing with Escalated Situations in Your Workplace

Resolving workplace conflict is an expected part of the job managers and Human Resource Practitioners. Whether you work in education, healthcare, human services, business, or any field, you might deal with angry, hostile, or noncompliant behaviour every day. Your response to the defensive reaction is often the key to avoiding a physical confrontation with someone who has lost control of their behaviour.

These ten De-Escalation Tips will help you respond to challenging behaviour in the safest, most efficient way possible.

  1. Be empathetic and non-judgmental
  2. Respect personal space
  3. Use non-threatening nonverbal communication
  4. Avoid overacting
  5. Focus on feelings
  6. Ignore challenging questions
  7. Set limits
  8. Choose wisely what you insist upon
  9. Allow silence for reflection
  10. Allow time for decisions

 

 To help you towards more efficient conflict de-escalation and resolution, the following basic steps can be followed:

  • Obtain the name of the person with whom you are speaking: People respond favourably to their own name. It also makes the conversation more personal. Ask for the person’s name early in the piece and use it throughout the discussion.
  • Use Active Listening: Clarifying, paraphrasing and using open-ended questions ensure that the individual you are speaking with knows you are aware of their situation and frustrations. Resaying a person’s own words back to them demonstrates that you have understood entirely what they were trying to say.       
  • Show support and suspend judgement: Empathy needs to be shown during conflict situations. Respecting the other person’s point of view even if you do not agree entirely will be the first step to resolving the conflict. 
  • Get them to agree and say yes: Having the person agree with you on general factual points leads the conversation towards a more favourable outcome. If you can show that you have understood their point of view by making clarifying statements you generate a state where the other person must reply with an affirmative response. The sooner you can get the person to say yes then sooner the conflict will de-escalate. It always works.
  • Avoid clichés: The worst of these being “Calm Down”. Did you ever notice how people who tell you to calm down are the ones who got you mad in the first place? Saying those words during a verbal conflict usually gets the classic retort “I AM CALM” very loudly usually with an animated hand gestures as well.       
  • Show empathy: You need to show compassion and understanding and give the conflict your full attention. Do not make impulsive decisions. Take the time to work through the problem.
  • Consistency in Courtesy: The person you are dealing with first thing in the morning deserves the same level of respect, civility and patience as the individual you are dealing with at 2 in the afternoon. They warrant the same high level of service and professionalism as the first person you spoke to. You need to maintain that position of positive brand ambassador and an excellent professional service.

There are many physical aspects of being mindful of in conflict situations. It is important always to be aware of features of conflict such as your body language, your emotions, your judgement, and your initial thoughts. Keeping these in mind is essential when trying to de-escalate a problematic situation.

Monika B. Jensen is the principal of the Aviary Group, consulting company that address workplace discord.  For more information, visit www.aviarygroup.ca

 

 

 

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Private Security Trends and the Need for more Trained Private Security Resources

The Canadian Occupation Projection System (COPS) predicts that by 2018, there will be a significant shortage of Private Investigation and Private Security professionals for the projected number of job openings in Canada.

 

This is due to a large number of impending retirements and the increasing demand for trained professionals in the Private Investigation and Security field. The current security climate in Canada, the privatization of public security functions and the gaps in accessible knowledge and streamlined training in the private security field, including the gaps between private and public security, are all indications that there is an imminent and urgent need to provide professional and comprehensive private investigative and security services to Canadians. This not only increases individual safety and security within municipalities but also ensure the Canada as a whole maintains its credibility and reputation as one of the safest Countries in the World.

 

In 2002, the Law Reform Commission of Canada opened a dialogue on the trend in the growth of private security in Canada. A continued rise in law enforcement expenditures, combined with economic downturns, have contributed to pressure being placed on police services around the world to become more effective and efficient. This has resulted in a growing trend of privatizing some functions traditionally performed by public policing to the private security industry as well as the growing cooperative efforts between public and private security. Private security plays an increasingly important role in community safety and addressing issues of crime and social disorder.

 

It is often assumed that privatizing and outsourcing traditional law enforcement tasks will result in reductions in the numbers of sworn police officers. This is very far from the truth, on the contrary, public and private security collaboration may in fact result in innovative initiatives that previously did not exist, and with the growing need for security actions in communities, may in fact provide law enforcement with extra resources and partners to undertake more actions without being overworked and understaffed while utilizing various community expertise.

 

There is a growing need for more security trained private resources and more collaboration between all security facets in Canada.  In Ontario, Private Investigators as well as Security Guards are licenced and regulated by the Ministry Of Correctional Services and Community Safety.

 

Anyone that acts in these rolls must have a licence. To obtain a licence, you must meet some requirements, one of them is completion of a Ministry-approved course provided by a registered provider such as Focus Investigations. A minimum 50 hour course for Private Investigator and a 40 hour course for Security Guards is mandatory.

 

These courses can be completed online making it easy for students to complete at the curriculum at their own pace. The process is as follows:

 

1. Complete Ministry training course and receive a “Completion Number”

 

2. Book a written exam at a SERCO Canada location that provides these tests. 

 

3. Upon successful completion of the exam, a candidate may now apply to the Ministry for their license. 

* For Security Guards, Emergency level first aid training is also required.

 

More information can be found on the licensing and industry here:

https://www.mcscs.jus.gov.on.ca/english/PSIS/FAQs/FAQs-Licences/PSIS_faqs_licences.html

 

Additional training that is useful for security professionals as well as anyone working in a security related field such as:

 

Notetaking:

 

Knowing how to take notes is important for the following reasons:

 

  • Notes are referenced for several reasons and potentially by several people.
  • Supervisors might want a rundown of the events you encountered the night before, clients may want to know about incidents that affected their businesses, and law enforcement may need these notes to help with an investigation which could conclude in a court case in which the notes will be used to prove or disprove an allegation.
  • It is vital that security personnel know how to take proper notes so that the facts are covered and there is no confusion that renders the reports useless.

 

Crisis Intervention

 

A crisis occurs when someone loses control over their behaviour. These moments are often preceded by warning signs that tells you someone’s behaviour is starting to escalate.  Security officials and any employee having to interact with the public may be faced with a situation where they are called upon to defuse a situation. By following the tips in a crisis intervention course, they often prevent a situation from becoming critical and dangerous and they are prepared and confident in any crisis they may face.

 

 For more information or to enrol in one of these courses, visit us at http://www.focusinvestigation.net

 

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HALLOWEEN SAFETY TIPS

With witches, monsters and super-heroes descending on neighbourhoods across Ontario, Focus Investigations would like to offer parents and guardians some safety tips to help prepare their children for a safe and enjoyable trick-or-treating experience.  Halloween is a fun holiday and by following the following practices, it makes it safer and more fun.

 

  • The most important Halloween safety tips for parents and guardians to follow is that Children 12 and under should never go trick-or-treating alone, but instead with a group of kids and several responsible adults.
  • For maximum costume safety on Halloween, it is recommended to get attires and accessories that are visible and protect against burns. If you are dressing your little ones in homemade outfits, make sure the bottoms don’t touch the ground while the child is standing and have them wear flat shoes instead of any with height to help ensure safety in costumes.
  • While many character costumes come with masks, it is safer to paint your child’s face with nontoxic face paint. Masks can make it hard for a child to breathe or see, which could lead them to trip or run into things.
  • Carrying a light from house to house is a good idea, but in terms of Halloween fire safety, there shouldn’t be anything with an open flame near children. This fire safety tip also applies to jack-o-lanterns, as candles are not a safe way to light up pumpkin faces since they could be kicked or knocked over and potentially start a fire.
  • To make kids more visible in headlights, put reflective or glow-in-the-dark tape on the back and front of their costumes and all over their candy bags. As an extra way to make them stand out, you can also have kids wear glow-in-the-dark bracelets and necklaces.
  • Multiple professional eye care organizations as well as Health Canada advise consumers against purchasing decorative contact lenses for Halloween because it can lead to serious infections and eye disorders. If you are interested in decorative lenses, consult with your eye care professional to help ensure safe use.
  • Trick-or-treater groups should always walk on sidewalks or paths, but if there are none available, they should walk as far to the left as possible to face oncoming traffic. It is safer to trick-or-treat one side of the road and then the other side rather than zig-zaging across the road.  Remind children to look both ways when crossing the street.
  • Make sure children know they should accept treats at the door only and must not get into cars or enter the homes of strangers.
  • Children shouldn’t eat any homemade treats from strangers and instead should stick to only those that are factory-wrapped. Parents should inspect all treats for tears in the packaging or potential choking hazards before letting children eat them.
  • It is advised that older kids should practice all of these safety measures and parents should make sure they know what route the adolescents will be taking before they set out. It’s also important to set a curfew so you know when to expect them home.
  • Even if you have dressed them up and they have no history of aggression, the Society for Human Society recommends keeping all pets restrained and away from trick-or-treaters. Since kids are often dressed up and may be carrying accessories the pets are not familiar with, it may cause fear or anxiety and the pet could jump on or nip at a child.

 

 

 HAPPY HALLOWEEN FROM FOCUS INVESTIGATIONS

www.focusinvestigations.net

 

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ELDER ABUSE, A GROWING ISSUE IN OUR AGING COMMUNITIES

As our population ages, many families find the need to hire caregivers to assist with the care of their loved ones when they become ill, incapacitated or otherwise in need of regular assistance.  Although there are many wonderful caregivers, there are just as many who are not.  Some studies suggest that up to 10 percent of the elderly population that receive caregiving suffer some form of elder abuse. Unfortunately, many instances go unreported, so elder abuse might be even more common.

“Elder abuse” refers to any knowing, intentional, or negligent act by a caregiver or any other person that causes harm or a serious risk of harm to a vulnerable adult.  Elder abuse might include any or all of the following: 

  • Physical Abuse – Inflicting, or threatening to inflict, physical pain or injury on a vulnerable elder, or depriving them of a basic need.
  • Emotional Abuse – Inflicting mental pain, anguish, or distress on an elder person through verbal or nonverbal acts.
  • Sexual Abuse – Non-consensual sexual contact of any kind.
  • Exploitation – Illegal taking, misuse, or concealment of funds, property, or assets of a vulnerable elder.
  • Neglect – Refusal or failure by those responsible to provide food, shelter, health care or protection for a vulnerable elder.
  • Abandonment – The desertion of a vulnerable elder by anyone who has assumed the responsibility for care or custody of that person.

Signs of abuse can be hard to spot, but here are a few to look for if you think something is going on:

Signs of Physical Abuse

  • Unexplained signs of injury, such as bruises, welts, or scars, especially if they appear symmetrically on two sides of the body
  • Broken bones, sprains, or dislocations
  • Report of drug overdose or apparent failure to take medication regularly (a prescription has more remaining than it should)
  • Broken eyeglasses
  • Signs of being restrained, such as rope marks on wrists
  • Caregiver’s refusal to allow you to see your loved one alone could signal that the caregiver is trying to keep you from seeing visible marks and bruises.

Signs of Emotional Abuse

  • Threatening, belittling, or controlling caregiver behavior that you witness
  • Behavior from your loved one that is common in abuse victims such as rocking, sucking, or mumbling to oneself

Signs of Sexual Abuse

  • Bruises around breasts or genitals
  • Torn, stained, or bloody clothing

Neglect

  • Unusual weight loss, malnutrition, dehydration
  • Untreated physical problems, such as bed sores
  • Unsanitary living conditions: dirt, bugs, soiled bedding and clothes
  • Being left dirty or unbathed
  • Unsuitable clothing or covering for the weather
  • Unsafe living conditions (no heat or running water; faulty electrical wiring, other fire hazards)
  • Desertion of the elder at a public place

Financial Exploitation

  • Significant withdrawals from your loved one’s accounts

  • Sudden changes in the their financial condition
  • Items or cash missing from the their household
  • Suspicious changes in wills, power of attorney, titles, and policies
  • Addition of names on signature cards
  • Unpaid bills or lack of medical care, although there  is enough money to pay for them
  • Financial activity your loved one couldn’t have done, such as an ATM withdrawal when the account holder can’t go out on his/her own
  • Unnecessary services, goods, or subscriptions

Governments are trying to solve the issue of elder abuse with recommendations of cameras in the elder’s room.  This approach however  robs the person of their privacy which is abuse in and of itself.

Focus Investigations offers services to investigate suspected elder abuse through the use of comprehensive background checks, caregiver “spot checks” and short or long-term surveillance.   If you notice anything suspicious or you have a feeling something is not right with your loved one, contact us and let us help.

www.focusinvestigations.net

 

 

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As Cities Get Smarter, Security Concerns Get Bigger, Trend Micro Research Finds

By: Jessie Bur January 19, 2017 | 11:02 am

More and more cities are employing “smart” technologies to improve communication with the public and reduce the burden on government services, but these technologies also open those cities to security and privacy dangers, according to a Trend Micro article released on Tuesday.

Smart cities are redefining the way we live and work. Blending cutting edge IoT (Internet of Things) technologies with virtualization, big data, cloud and more, they represent an urgent and ongoing attempt to overcome the challenges associated with rapid urbanization,” Ed Cabrera, chief cyber security officer at Trend Micro, wrote in a blog post. “There’s just one problem. These vast, interconnected technology systems also raise serious privacy and security concerns.”

According to Martin Roesler, director of threat research for Trend Micro’s Forward Looking Threat Research team, cities are particularly threatened by future IoT attacks because they pose an attractively visible target for hackers looking for maximum impact.

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What does Bill 132 (Sexual Violence and Harassment Action Plan Act) mean to you and your workplace?

One in four women and one in ten men say they have experienced some form of sexual harassment in the workplace. Of the reported cases of workplace sexual harassment, 55% were committed by co-workers; 39% of which involved a supervisor or manager. 8% of those who are sexually harassed at work report the harassment.

Recently there have been some changes made to Bill 168 – Violence in the Workplace, which gives employers’ statutory obligations. Bill 132, Sexual Violence and Harassment Action Plan Act, which received royal assent on March 8, 2016, requires all employers to have policies and programs including an investigation procedure. The essential changes brought by Bill 132 include: an employer is required to create a workplace harassment program; the program must include reporting and investigating tools for incidents of workplace harassment and violence; the employers must ensure that all complaints are investigated, and investigations are completed in a timely fashion and a new power to the Ministry of Labour (MOL) to order an independent workplace harassment investigation at the employer’s expense.

September 8, 2016, now looms for companies as the date for compliance with Bill 132. The amendments stand to change dramatically how workplace harassment is addressed in Ontario. The new OHSA obligations and expectations have been set and are accompanied by expanded government oversight. Harassment in the workplace is already a challenging issue that could engage multiple forums, with complaints possibly being advanced through a grievance, civil claim, complaint under the Human Rights Code, and, depending on the severity of the conduct, the criminal justice system.

Also, and particularly, the Bill amends the OHSA to require an employer to conduct an investigation of a workplace harassment complaint that is “appropriate in the circumstances.” The phrase “appropriate in the circumstances” is not defined. Further, the Ministry of Labour has not published any guidance material to communicate what factors will be considered by inspectors when determining whether an investigation meets this standard. Assuming that the inspectors could be evaluating investigations against expected best practices which would include such things as an impartial investigator, a collection of all relevant information, and procedural fairness to the alleged harasser could create challenges for employers as the appropriateness of an investigation may be evaluated in hindsight.

Consequences of flawed investigations would impair or prejudice the employer’s ability to establish just cause for termination or discipline. There would also be an issue of due diligence under the OHSA and Human Rights Code. Consequences would include aggravated, punitive or Code damages; penalties from the Ministry of Labour under the OHSA and reinstatement in unionized workplaces. Some of the critical mistakes some employers are making include: failing to act at all; taking the complaint seriously; failure to train investigators; inability to plan, improper or inadequate files; and retention of evidence.

Many situations happening in the workplace may prompt the necessity for an investigation, such as allegations of discrimination or harassment, workplace bullying, inappropriate use of the internet or social media, policy breaches, or statutory violations. Often, employers attempt to resolve minor issues informally through discussions with the employees involved. When the allegations are more serious, employers may depend on managers to conduct internal investigations. However, in many situations, having an organization deal directly with the problem is not necessarily the best approach – informal discussions may rapidly collapse, and basic investigative steps may be overlooked by inexperienced managers, making matters worse. A vital skill for any employer is identifying when a formal investigation by an external investigator is appropriate.

Note: meeting the requirements of Bill 132 could lead to mistakes that can be costly to your organization.

Be prepared. Be proactive.

Contact Monika Jensen, Principal Aviary Group at mjensen@aviarygroup.ca  or (905) 683-9953 if you need a complaint investigated or mediated.

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Embracing Civility for a More Satisfying WorkPlace

Complaints of harassment, discrimination, bullying and now violence and disrespectful workplaces have become a standard concern for managers and Human Resources specialist. As we cope with the many arising situations, I have found the word incivility is becoming frequently used. So what does incivility mean? To define it, let’s look at how the Institute of Civility describes it. Civility is about more than merely being polite. Civility requires a profound self-awareness being characterized by true respect for others. Civility involves the tremendous hard work of remaining present even with those with whom we have inherent and perhaps fierce differences. It is about continuously being open to hearing, to learning, to teaching and to changing. It pursues mutual ground as a start point for discussions when differences may occur, while at the same time be aware that differences are heartening. It is persistence, grace, and strength of character.

Recently research has expanded our practical understanding of incivility by identifying behaviours which employees have deemed disrespectful. The most frequently occurring forms include: neglecting to turn off cell phones; talking behind someone’s back; doubting someone’s judgement, using demeaning or disparaging language, gestures or behaviours; communicating with the intent to belittle or degrade, eye rolling, giving the silent treatment and using sarcasm; gossip and slander; paying no attention or ignoring someone; taking credit for someone else’s work or ideas; intimidation by intentionally using fear to manipulate others. It may also include yelling, invading personal space, throwing things, slamming things and losing one’s temper; and sabotaging by setting someone up to fail or intentionally creating a situation to make another person look foolish or incompetent. Also may include hate-ism by deliberately pointing at a victim based on age, gender, race or sexual orientation are instances of profiling because of an “ism.”

Many examples include blaming others rather than accepting responsibility; checking email or texting during a meeting; using email to send a difficult message to avoid facing the person, which may be misunderstood and misinterpreted; not saying “please” or “thank you”; not listening and talking over or down to someone.
The cost of incivility is high. It is not only about money! There is research to support impacts on performance through lost time and absenteeism, lack of creativity, less helpfulness and less likely to assist another employee. The impact of teams is on the level of energy, emotional engagement, and performance. The conduct reaches into our physical health; impacts our customers and commitment to the organization and willingness of employees to stay with their companies. All affecting the bottom line of productivity.
So how do we address these issues? I would like to explore some recommendations for your consideration. It starts with us as individuals. Managing ourselves. How? If you throw a ball at the wall…it comes back. It works with people too. If you are, mean…it comes back! People will be mean to you.

How can you be kind and patient all the time when life is so stressful—and just plain hard? You do it by embracing civility! Civility requires self-awareness.

With self-awareness you can:
 Control your attitude
 Manage your moods
 Choose behaviours that do not negatively impact your life or disrupt those around you

Can you…
 Feel and express annoyance, irritation or frustration without hurting others— and then let it go?
 Accept and even appreciate that other people have needs and opinions which are different from your own?
 Encourage and enjoy the successes of others?
 Recognize when someone else feels irritated, upset or frustrated and keep yourself from reacting impulsively in response?

As leaders, we need to model. The Russian novelist, Leo Tolstoy wrote: “Everyone thinks of changing the world, but no one thinks of changing themselves.” Employees look to leaders for guidance and someone to aspire too. What are they seeing? Watch your language and put away your smartphones when engaging with your staff. Be mindful of the perils of emails and other electronic communication. Pick up the phone or set up a face to face meeting instead. Take immediate and corrective action when warranted. Rude and disrespectful behaviours emerge quickly and sometimes without warning. As the leader, you need to respond at the moment. By delaying a reaction or action, it sends out mixed messages to the offender as well as the entire team. Take all complaints seriously, realizing that coming forward by the individual is difficult, and they need to know they are supported.

We attend seminars and workshop on harassment prevention, Creating Respectful Workplace and Violence in the Workplace. I have put together a workshop on “How Embracing Civility can Create More Satisfying Work Environments”. The agenda is:
• Why Civility Matters
• It Starts with You!
• Do What You Say and Say What You Mean
• Good Fences Make Great Neighbours
• Working in the Salad Bowl
• Eliminate Gossip and Bullying
• You Can’t Always Get What You Want
• Taking It to the Extreme
• Paving the Path to Civility

Contact Monika Jensen, Principal, Aviary Group, at mjensen@aviarygroup.ca  if you are interested.

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Crime Prevention Through Environmental Design (CPTED) for Municipal Recreation Facilities

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Our recreation centres are places that our communities, visitors and prospective residents visit and partake in: sports, leisure and wellness activities, social events, cultural festivals, plus many other municipal brand showcasing programs. These programs reach every age group and demographic and are an essential element in creating positive impressions of both the venue and the municipality.

Regrettably, recreation centres are also places that attract unwanted behaviours, namely because legitimate program users can be victimized as there is often opportunity for crime and other illicit acts.  

One of the most common victimizations comes from the act of theft. At recreation centres there is frequently theft of personal property from lockers, gym bags, vehicles, lobby’s and waiting areas. So instead of installing and relying solely on high capital integrated security systems and deploying a security labour force, a reasonable mitigation measure is to employ proven CPTED practices.

CPTED has been successful in combatting incidents of trespassing, drug and alcohol activity, predatory behaviour, violence and harassment and robbery.

CPTED is a multi-disciplinary approach to deterring loss event behaviour and combatting organizational loss through environmental design and other mitigation strategies.

The practices of CPTED have evolved from its inception in the late 1960’s and early 70’s and include the principles of: natural surveillance, territorial reinforcement, access control and active maintenance.  To best deploy CPTED disciplines that are effective and cost justified, the strategy should be supported by policy, procedure and staff training.

CPTED is a powerful tool that empowers community users to take pride and ownership in their recreation centres and draws unwanted attention to people who don’t want to be noticed.

Write Right Risk will be continuing our muniSERV education series with a free half hour lunch and learn webinar about CPTED in Recreation Centres on Thursday February 25th at 12 noon.

To find out more information about the webinar or to register, please contact us at secure@writerightrisk.com

Patrick Ogilvie is the owner of Write Right Risk Inc. He is a Certified Protection Professional (CPP), Physical Security Professional (PSP) and a CPTED Level 2 auditor and trainer.

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