Description

The first webinar in this series focused on trust, discipline, and culture at the police board table. This second session moves the conversation forward, to applying governance to influence healthy culture within the police service itself. Police boards are increasingly confronted with warning signs: recruitment and retention challenges, public criticism, internal conflict, and concerns about workplace culture. While boards often recognize these issues, many struggle with a fundamental question: “What is our role, and what levers do we have to influence culture without overstepping our governance mandate?” Drawing on practical governance experience and real‑world examples from across Canada, this session explores how boards can responsibly and effectively shape culture. Topics include how to recognize signs that culture may be at risk, what Boards can do to govern culture renewal, and pitfalls to avoid along the way. This session is designed for police board members who want to move past abstract discussions of culture and gain a clearer understanding of how good governance, applied deliberately, can influence outcomes inside the police service, even in complex, politicized, and highly public environments.

Leanne Douglas, CCMP, MCMP – Senior Director, Change Enablement

Leanne Douglas is a nationally recognized leader in police governance with extensive experience supporting police boards and oversight bodies across Canada. She brings a practical, board‑centric perspective grounded in years of working directly with governance authorities on issues of accountability, board effectiveness, and the board–chief relationship. Leanne is known for her ability to translate complex governance challenges into clear, actionable insights for board members operating in highly scrutinized environments.

Caitlin Brown, MBA, B.Sc – Partner, MNP Community Safety & Well-Being Practice

Caitlin Brown is a Partner in MNP’s Consulting Services practice, where she works extensively with police services and police boards across Canada on governance, organisational culture, and performance management. She brings a strong applied governance lens to complex issues facing police boards, including board–chief relationships, the use of data and metrics to assess organisational health, and the role of independent evaluation in effective oversight. Caitlin has supported boards and police services on strategic planning, culture assessments, and governance frameworks, with a particular focus on helping boards move from concern to informed, defensible action. Her work emphasizes practical tools boards can use to fulfill their mandate while respecting governance boundaries in highly public and politically sensitive environments.