Community Safety and Well-Being Plan

Portage la Prairie, Manitoba

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Community Safety and Well-Being Plan 2026 PREPARED BY THE CANADIAN CENTRE FOR SAFER COMMUNITIES Table of Contents Disclaimer 02 Acknowledgements 03 Message from the Mayor 05 Foundational Principles 06 Executive Summary 07 Background Information 11 Community Assessment Process 13 Local Strengths 14 CSWB Plan Priorities, Goals, and Actions 15 Governance and Implementation Considerations 38 Monitoring and Evaluation Considerations 42 Conclusion 53 01 This Community Safety and Well-Being (CSWB) Plan was prepared by the Canadian Centre for Safer Communities (CCFSC) for Portage la Prairie, Manitoba. CCFSC is a national, not- for-profit organization that operates as a community of practice and was created to inspire local action and foster community safety and well-being through national leadership, collaboration, capacity building, and knowledge exchange. While care has been taken in the preparation of this document to ensure its contents are accurate, complete, and up to date, CCFSC recognizes certain limitations with the data. The information presented in this report is based on a review of existing data, a local community safety survey, and engagements with various community members and groups. Statements made by an individual may not reflect the perspectives of others, therefore, it is important to recognize that the findings from this research must be considered in their own context and not deemed to unequivocally represent the reality of community safety challenges in Portage la Prairie. Portage la Prairie's CSWB plan is a living document. New information, actions, and recommendations related to community safety will emerge regularly. This report reflects the data collected at the time of the Community Safety and Well-Being (CSWB) Plan development. For questions about the CSWB Plan or to access supporting documentation, please contact: Mari Kozar Portage la Prairie Community Revitalization Corporation [email protected] (204) 240-7272 Trigger Warning: This document includes discussion about sensitive material that could be triggering to some people. 02 Disclaimer Land Acknowledgment We acknowledge that Portage la Prairie sits on Treaty 1 Territory, the traditional lands of the Anishinaabeg, Anishininewuk, Dakota Oyate, Denesuline, and Nehethowuk Nations, and the homeland of the Red River Métis. We recognize, honour, and respect the presence of Indigenous Peoples, past, present, and future. Why is this here? A land acknowledgement statement represents an act of reconciliation, honouring the land and Indigenous heritage and history that dates back thousands of years. To recognize the land is an expression of gratitude and appreciation to those whose territory we reside on, and a way of honouring the Indigenous people who have cared for this land for thousands of years. It is important that we understand our history that has brought us to reside on this land, and to seek to understand our place within that history. 03 Developing this Community Safety and Well-Being Plan was a collective and collaborative effort. Sincere gratitude is offered to the community members who shared their perspectives, experiences, and concerns by attending the engagement sessions, responding to consultation questions, and completing the CSWB survey. Your participation was instrumental in identifying local priorities and ensuring that community safety and well-being efforts are rooted in the experiences and context of the residents within Portage la Prairie. This CSWB Plan is stronger because of your voices. We would like to extend a sincere thank you to the Portage la Prairie Community Safety and Well-Being Plan Advisory Committee: Amber Beaulieu (Manitoba Harm Reduction Network) Jeremy Brooks (Southern Health) Nicole Chychota (City of Portage la Prairie) Stefanie Dunn (Chamber of Commerce) Jeanna Emms (Portage Friendship Centre) Jacqueline Kehler (Southern Health) Mayor Sharilyn Knox (City of Portage la Prairie) Melissa Morrison (Portage Family Resource Centre) Rochelle Rands (Portage la Prairie School Division) Art Schroeder (Youth for Christ) Angie Shindle (Portage Regional Recreation Authority) Anna Sokolinski (Government of Manitoba, Probation Services) Rod Sveistrup (Government of Manitoba, Children and Family Services) Darcy Turko (RCMP) James Wigley (Canadian Mental Health Association) As well, special thanks to the Community Safety and Well-Being Project Team: Councillor Colin Doyle (City of Portage la Prairie) Alexa Kowerchuk (Portage Community Renewal Corporation) Mari Kozar (Portage Community Renewal Corporation) Larry Neufeld (RCMP) Diane Van Aert (City of Portage la Prairie) 04 Acknowledgements Message from the Mayor Community safety and well-being are things we feel in our everyday lives, when we walk downtown, when our kids head out to school or practice, when we check on a neighbour, or when we worry about someone who is struggling. I hear from people in Portage la Prairie every day. I hear pride in this community, and I also hear concern. People are worried about crime, about addiction and mental health, about housing, and about whether things feel like they're changing too fast or in the wrong direction. Those feelings are real. They come from caring deeply about this place, and they deserve to be heard. This Community Safety and Well-Being Plan is grounded in listening. It reflects the voices of residents, service providers, people with lived experience, and community partners who took the time to share honestly what they are seeing and feeling. It calls for accountability when harm happens, and for compassion and support when people need help. It recognizes that real safety comes from balance, between enforcement and prevention, between responsibility and care, and between immediate action and long-term solutions. This plan is also honest about what the City can and cannot do on its own. Many of the challenges we are facing are bigger than any one organization or level of government. That means progress depends on partnership, with provincial and federal governments, Indigenous partners, community organizations, businesses, and residents themselves. This plan gives us a shared direction so we can move forward together instead of working in silos. 05 Change will take time. There will be moments of frustration, and there will be hard conversations. But standing still is not an option. By staying focused, working together, and being open about what is working and what needs to change, we can build a community that feels safer, more connected, and more caring. Portage la Prairie has always been a place where people look out for one another. This plan builds on that spirit. It is a commitment to doing the work, thoughtfully, honestly, and together, so that everyone who calls this community home feels safe, supported, and valued. Mayor Sharilyn Knox City of Portage la Prairie 06 The Community Safety and Well-Being Plan development and implementation process is guided by the following foundational principles: Foundational Principles ACCESSIBILITY ACCOUNTABILITY COLLABORATION COMMUNITY RECONCILIATION RESPECT FOR DIVERSITY SUSTAINABILITY WELLNESS-FOCUSED 07 What is a CSWB Plan? A Community Safety and Well-Being (CSWB) plan is a strategic framework designed to help guide and inform local decisions and actions to enhance safety and well-being. There is no "one-size-fits-all" approach; each plan reflects the unique needs, priorities, and capacities of the community it serves, though common elements often overlap across jurisdictions. CSWB aims to create sustainable conditions where everyone feels safe, connected, and supported, with access to education, healthcare, housing, income, food, and opportunities for social and cultural participation. Achieving this requires long-term, collaborative, and evidence-based efforts that respond to local circumstances and reduce crime and other risks. CSWB Plan Vision Statement We envision a Portage la Prairie where every person feels a deep sense of pride, belonging, and connection. Our city thrives on inclusivity, where diverse voices come together to celebrate cultures, traditions, and opportunities. Our streets, parks, local businesses, and public spaces are vibrant, clean, and welcoming. With strong partnerships between residents, schools, service providers, and local organizations, we create a resilient city where no one is left behind, and everyone has access to the support they need. From the laughter of children playing in safe parks to the quiet exchanges of neighbours offering support, Portage la Prairie is a place where everyone is seen, valued, and heard. Executive Summary Photo: Aerial shot of Portage la Prairie, provided by the City of Portage la Prairie. 08 Community Assessment Process Portage la Prairie's Community Safety and Well-Being Plan was informed by a comprehensive community assessment process that included a review of existing data (e.g., Statistics Canada, RCMP, community reports), a CSWB survey with community members, and community engagement with various groups, including service providers and people facing higher levels of marginalization/vulnerability. Local Strengths Friendliness of the people and welcoming community. Slower pace of life, lack of traffic, and general walkability of the city. Surrounding nature, peace and quiet, and availability of outdoor activities. Proximity of amenities, including recreation, education, public services, and resources that support well-being. Executive Summary 09 Executive Summary CSWB Plan Priorities and Goals Housing and Houselessness Increase accessible, affordable housing inventory. Increase the availability of supportive housing in Portage la Prairie and the surrounding region (First Nations and Rural Municipalities). Reduce derelict/dilapidated housing and turn them into opportunities for housing revitalization and safer neighbourhoods. Mental Health and Addiction Increase mental health and addiction services. Increase awareness and understanding of risk factors and experiences of mental health and addiction challenges. Decrease barriers to accessing mental health and addiction services. Increase upstream prevention measures for mental health and addiction challenges. Children and Youth Increase awareness of existing financial support for youth programming. Increase availability of open-access programs. Increase awareness and coordination of existing programming. Increase opportunities for children and youth to find their purpose. Advocate for prevention/early intervention programming for children and youth. 10 Executive Summary CSWB Plan Priorities and Goals Crime and Community Safety Increase perceptions of safety. Increase awareness of and communication about crime and safety issues. Increase community patrols. Ensure consequences match offences. Increase support for individuals leaving the justice system Racism, Discrimination, and Social Division Increase awareness and education of anti-racism, reconciliation, and inclusion. Improve diverse representation at decision making tables. Increase community belonging. Increase access and availability of community spaces. Access to Services Increase collaboration and coordination of services. Increase awareness of existing services. Increase access to services. Background Information Portage la Prairie, Manitoba Portage la Prairie is located 75 kilometres west of Winnipeg and has a population of approximately 14,622. Known for its early history with fur traders, Portage la Prairie is located along the Trans- Canada Highway and sits on the Assiniboine River. 1 Portage la Prairie is experiencing many of the same issues that are endemic across Manitoba, and Canada as a whole: a housing crisis, systemic mental health and addictions crises, and crime. These challenges tend to feature in a variety of municipal plans. Portage la Prairie is working with the Canadian Centre for Safer Communities to develop its CSWB Plan as part of the Manitoba Community Safety and Well-Being Planning Pilot Project funded by Manitoba Justice. The Canadian Centre for Safer Communities The Canadian Centre for Safer Communities is a national, membership-based not for profit organization that brings together urban, rural, and Indigenous communities across Canada to foster community safety and well-being (CSWB) through training, research, and knowledge exchange. We represent over 100 communities across Canada, and our work is guided by a broad concept of community safety and well-being that expands beyond criminal legal responses and reduced reliance on enforcement. [1] https://worldpopulationreview.com/canadian-cities/portage-la-prairie 11 What is a Community Safety and Well-Being Plan? A Community Safety and Well-Being (CSWB) Plan is a strategic framework designed to help guide local decisions and actions to enhance safety and well-being. There is no "one-size-fits-all" approach, and each plan reflects the unique needs, priorities, and capacities of the community it serves, though many CSWB plans share common elements across jurisdictions. CSWB refers to a sustainable state in which everyone feels safe, connected, and supported; has opportunities for engagement and participation; and can meet their needs for education, healthcare, housing, food, income, and social and cultural expression. Achieving this requires long-term, collaborative, and evidence-based efforts that respond to local circumstances and address the diverse needs of residents. Effective CSWB planning relies on community collaboration at every stage. Input from local organizations, residents, and people with lived and living experience is essential to identifying priorities and shaping meaningful, sustainable actions. Plans should be co-developed with the community, with regular opportunities for feedback and updates throughout the process to build trust, buy-in, and political support. Because no single organization can address the complex risks and protective factors that influence community safety and well-being, a multi- sectoral approach is critical. The community safety and well-being planning framework focuses on four areas for improving safety and well-being: 2 Social Development: Efforts and investments that improve the social determinants of health including education, housing, employment, and building social networks. It requires long-term, multisectoral efforts to address root causes of crime. Prevention: Evidence-based measures, policies, and programs to reduce priority risks to community safety and well-being before they result in crime and victimization, such as educational campaigns or recreation and leisure activities. Risk Intervention: Involves working in situations or areas with elevated risks of harm to prevent incidences of crime, victimization, or harm from occurring. The aim is to reduce risks through targeted supports such as reintegration programs or tailored mental health and addiction services. Incident Response: Immediate and reactionary responses to crime, victimization, and harm. It can include responses from police, fire, emergency, medical services, and child welfare organizations. The aim is to reduce harm associated with crime and victimization when they occur.3 In 2022, the Manitoba Government announced an investment in the Community Safety and Well-Being (CSWB) Planning Pilot Project, to develop local CSWB plans and implement safety priorities in 12 communities, including Portage la Prairie. The initiative promotes a collaborative, evidence-based approach to addressing local risks through social development, prevention, risk intervention, and incident response.4 [2] Canadian Municipal Network on Crime Prevention. (2020). "Practitioner Guide on Crime Prevention and Community Safety & Well-Being Planning". https://ccfsc-cccs.ca/wp- content/uploads/2024/01/CMNCP-Practitioner-Guide-on-CP-CSWB-Final-2020.pdf [3] Provide of Ontario (2021). "Section 2 - The Community Safety and Well-Being Planning Framework". https://www.ontario.ca/document/community-safety-and-well-being- planning-framework-booklet-3-shared-commitment-ontario/section-2-community-safety-and-well-being-planning [4] Province of Manitoba. (2022). "Manitoba Government investing over $1.4 million to expand community mobilization, community safety and well-being planning pilot projects". https://news.gov.mb.ca/news/index.html?item=54342 Background Information 12 Community Assessment Process 13 Portage la Prairie's CSWB Plan was informed by a comprehensive data collection process with multiple sources of information to capture a broad range of perspectives and experiences. This included three forms of data, which were analyzed and assessed to identify the CSWB Plan priorities: Existing Data: To gather data for this report, CCFSC obtained information from Statistics Canada, Manitoba Health, Manitoba Justice, Southern Health-Santé Sud, RCMP, and local organizations. CSWB Survey: 2,108 residents completed a survey on current perceptions and issues related to community safety and well-being. The survey included questions about demographics; happiness, life satisfaction, and health; belonging, trust, and relationships; community safety and perceptions of crime; substance use; and accessibility of services. Community Engagement: Over 100 community members participated in community engagement sessions designed to gather qualitative data on local safety and well-being related strengths and challenges in Portage la Prairie. This process involved the collection of feedback from a broad range of people including: 2SLGBTQIA+ community Bear Clan Business community Community Safety Officers Indigenous Elders Newcomers and immigrants Rural Municipality of Portage Seniors Service Providers People with lived/living experience with substance use, houselessness, and mental health challenges People with disabilities Public Health nurses Youth Local Strengths Community Pride 14 Small Town Feel Friendly Community Natural Beauty Proximity to Amenities Quiet and Peaceful Community CSWB Plan Priorities, Goals, and Actions 15 CSWB Plan Priorities and Actions 16 Portage la Prairie CSWB Plan Priorities, Goals, and Actions This section includes a list of the CSWB Plan priorities, goals, and actions that emerged from the data collection and multiple conversations with the CSWB Plan Advisory Committee. It is important to note that Portage la Prairie's CSWB Plan's Priorities, Goals, and Actions have been intentionally articulated at a high level. This approach allows the CSWB Advisory Committee and implementation Action Teams to determine how best to prioritize and operationalize these goals and actions. The implementation structure of this plan relies on the work of Action Teams and the leveraging of existing community structures to carry out this work. For more details, please refer to the Governance and Implementation section of this document. Actions marked as "ongoing" are already underway via existing local efforts but have been included in the CSWB Plan to demonstrate their alignment with Plan priorities. Actions marked "to be determined" will be prioritized by their corresponding Action Team. Prevention levels are also indicated to demonstrate that Portage la Prairie's CSWB Plan articulates actions across the intervention spectrum, utilizing a public health approach. Primary actions are proactive approaches that seek to prevent crime, victimization, and other harm by improving well-being for all. They focus on strengthening community and social structures and involve early investment in evidence-based programs and policies that reduce risks and promote healthy development (e.g., supporting the development of socially competent children). Secondary actions focus on situations of elevated risk and involve collaborative interventions to prevent harm by deploying targeted interventions with specific groups or locations. Tertiary actions involve criminal justice responses and/or rehabilitation measures that attempt to deter future criminality or disorder. They are often immediate response measures and tend to involve policing and first line responder mandates.5 Taken together, these actions address the root causes and risk factors that contribute to harmful behaviors, as well as address the immediate safety and well-being concerns in Portage la Prairie. [5] Public Safety Canada. (2003). "Approaches to understanding crime prevention". https://www.publicsafety.gc.ca/lbrr/archives/cnmcs-plcng/cn35739-01-eng.pdf Description Housing and houselessness refers to the lack of available affordable housing and the increased visible homelessness in the community. Homelessness in and of itself is of great concern when it comes to community safety. People that are unhoused or are living in unstable housing are at high risk of victimization. Their visible street involvement, in turn, often causes concerns for the community, business owners, and patrons. Key Findings from Data The lack of housing in Portage la Prairie was frequently discussed as a challenge in the community safety assessment. Survey and community engagement participants, as well as publicly available data, highlight a lack of affordable rental housing options for the general population, as well as a lack of housing that meets the specific needs of seniors and low-income families. The local unhoused population also came up frequently in the data. Specifically, the presence of visible homelessness and actions of some members of the community have contributed to a reduced sense of safety for some people. The data shows both an understanding that unhoused people need assistance, such as drop-in spaces or a shelter, but also general frustration regarding the growing unhoused population in Portage la Prairie. Goals Increase accessible, affordable housing inventory. Increase the availability of supportive housing in Portage la Prairie and the surrounding region (i.e., nearby First Nations and Rural Municipalities). Reduce derelict/dilapidated housing and turn them into opportunities for housing revitalization and safer neighbourhoods. Priority: Housing & Houselessness 17 Action Prevention Level Timeline Understand the gaps and needs for housing (to help address actions below). Secondary To be determined Work with the provincial and federal governments to obtain more housing funding and support. Secondary Ongoing Increase low-income housing options. Secondary To be determined Increase senior housing and aging-in-place housing. Primary To be determined Increase housing for singles under 55 years old. Primary To be determined Partner with Manitoba Housing to increase the capacity and resources for existing housing supports. Secondary To be determined Increase awareness of settlement services for newcomers. Secondary To be determined Action Plan Goal: Increase accessible, affordable housing inventory. Actions: Housing & Houselessness 18 Action Prevention Level Timeline Continue the development of an encampment strategy. Tertiary Ongoing Review existing supportive housing models e.g., SHIP model and Sloman, for consideration in Portage la Prairie. Tertiary To be determined Goal: Increase the availability of supportive housing in Portage la Prairie and the surrounding region (First Nations and Rural Municipalities). Actions: Housing & Houselessness 19 Action Prevention Level Timeline Continue enforcing derelict property strategy. Tertiary Ongoing Goal: Reduce derelict/dilapidated housing and turn them into opportunities for housing revitalization and safer neighbourhoods. Description Addressing mental health and substance use is crucial for the safety, health, and resilience of Portage la Prairie. It is important for community members to have access to timely, compassionate, and culturally appropriate support to address their needs. Reducing stigma, expanding services, and focusing on prevention and early intervention can save lives and ease the burden on emergency services and the justice system. Key Findings from Data There are concerns in Portage la Prairie regarding public substance use and intoxication. Engagement data highlights the lack of mental health and addiction services, shortage of mental health professionals, and long waitlists for services in the community. Most engagement and survey data calls for increased access to treatment options for both substance use and mental health issues. There are mixed responses to the existing harm reduction initiatives in the community. Some people feel it is contributing to the problem while others are calling for more of these services. There is a general feeling that public substance use and intoxication has become normalized and little is being done to address it, particularly due to the limited capacity and resources of local law enforcement. Goals Increase mental health and addiction services. Increase awareness and understanding of risk factors and experiences of mental health and addiction challenges. Decrease barriers to accessing mental health and addiction services. Increase upstream prevention measures for mental health and addiction challenges. Priority: Mental Health and Addiction 20 Action Prevention Level Timeline Add more mental health beds to the new hospital. Tertiary To be determined Implement additional harm reduction initiatives, services, and recovery supports in the community. Tertiary To be determined Advocate to the Provincial Government for more funding to increase the number of mental health workers for youth. Secondary To be determined Compile aftercare statistics to understand success rates of programs, e.g., COMPASS. Tertiary To be determined Provide more youth-specific mental health and addiction supports. Secondary To be determined Explore additional supports to address the impacts of addiction (short and long term). Tertiary Ongoing Action Plan Goals: Increase mental health and addiction services. Actions: Mental Health and Addiction 21 Actions: Mental Health and Addiction 22 Action Prevention Level Timeline Create and implement community-wide educational campaigns on mental health and addiction challenges to promote accurate information, understanding, and reduce stigma. Tertiary To be determined Goals: Increase awareness and understanding of risk factors and experiences of mental health and addiction challenges. Action Prevention Level Timeline Increase awareness of existing mental health and addiction services e.g., visual aids, pamphlets, websites, etc. that can be distributed widely. Tertiary Ongoing Increase hours for available services e.g., RAAM clinic, more 24/7 services, etc. Tertiary To be determined Goals: Decrease barriers to accessing mental health and addiction services. Actions: Mental Health and Addiction Action Prevention Level Timeline Provide parents with information about healthy screen time and social media use. Primary To be determined Increase awareness and understanding of intergenerational trauma. Secondary To be determined Provide education and support for trauma informed parenting. Secondary To be determined Goal: Increase upstream prevention measures for mental health and addiction challenges. 23 Additional Notes A central intake line for mental health services is currently being developed in Portage la Prairie to simplify the process for people navigating services. Description Increasing feelings of safety and decreasing crime are often cornerstone components of CSWB plans. When people feel safe in their neighbourhoods, they are more likely to engage with others, support local initiatives, and invest in their community's future. Addressing the root causes of crime through prevention efforts helps build trust and long-term stability. Key Findings from Data Feedback from community members highlights a perception of a lack of accountability for "repeat offenders" and a need for more proportional responses from the justice system. Survey respondents and engagement participants also generally feel as though crime and violence are increasing among adults and youth. This is resulting in people avoiding certain areas of the city, e.g., downtown - particularly at night - due to safety concerns. There is a strong desire for greater RCMP presence in the community to address the concerns listed above. Goals Increase perceptions of safety. Increase awareness of and communication about crime and safety issues. Increase community patrols. Ensure consequences match offences. Increase support for individuals leaving the justice system. Priority: Crime and Community Safety 24 Action Prevention Level Timeline Hold more neighbourhood/community events to increase sense of community, build relationships, identify collective solutions to emergencies, etc. Primary Ongoing Continue to host public events (e.g., street fairs, outdoor markets) that get people out and about in the community. Primary Ongoing Explore additional funding for local businesses to implement security measures. Tertiary Ongoing Action Plan Goals: Increase perceptions of safety. Action Prevention Level Timeline Continue to share local and accurate crime statistics with community members to increase understanding of crime in Portage la Prairie. Tertiary Ongoing Encourage community members and businesses to report crimes as they occur. Tertiary Ongoing Share additional information about security measures being taken in Portage la Prairie. Tertiary To be determined Goal: Increase awareness of and communication about crime and safety issues. Actions: Crime and Community Safety 25 Action Prevention Level Timeline Advocate to the Provincial Government for additional funding for Community Safety Officers. Tertiary Ongoing Continue to expand Community Safety Officer program hours. Tertiary Ongoing Goals: Increase community patrols. Action Prevention Level Timeline Advocate to the federal government for:6 Greater consequences for serious crimes/offenders Bail reform Tertiary To be determined Consider restitution and other consequences that have seen success. Tertiary To be determined Goal: Increase support for individuals leaving the justice system. Actions: Crime and Community Safety 26 [6] Note: these items fall outside of Municipal jurisdiction and therefore are simply advocacy-based. Action Prevention Level Timeline Provide a list of places that will hire people with a criminal record or who are not bondable. Tertiary To be determined Offer courses/training to help people build accountability and become bondable. Tertiary To be determined Develop a resource sheet for people leaving the justice system including resources for mental health, housing, and employment support. Tertiary To be determined Advocate for increased mental health resources for individuals leaving the justice system. Tertiary To be determined Goals: Increase support for individuals leaving the justice system. Actions: Crime and Community Safety 27 Description Ensuring community members have access to vital services is essential for well-being. Reducing barriers and increasing the accessibility of local services, resources, and supports has a positive impact on the quality of life and long-term resilience of a community. Key Findings from Data People in Portage la Prairie appreciate the easy access to sports and recreation opportunities, as well as available green spaces and parks within the community. There are calls for increased health care options for physical and mental health as well as senior care services. Community members also recommended having more safe and meaningful recreation and leisure opportunities for youth, which may decrease risks of substance use or youth crime. There are concerns regarding the growing cost of living, including high food prices, leading to a need for increased food bank access. Engagement data also highlighted employment barriers among youth and immigrants/newcomers. Goals Increase collaboration and coordination of services. Increase awareness of existing services. Increase access to services. Priority: Access to Services 28 Action Prevention Level Timeline Create working groups with local service providers to break down silos, discuss existing services, coordinate offerings, and share resources. Secondary and Tertiary To be determined Host ongoing meetings/events where service providers can network and learn about different agencies in the community e.g., lunch and learns. Secondary and Tertiary To be determined Action Plan Goal: Increase collaboration and coordination of services. Actions: Access to Services 29 Action Prevention Level Timeline Review and update the Portage la Prairie Community Revitalization Corporation Resource Guide. Secondary Ongoing Identify additional ways to share and distribute the PCRC Resource Guide. Secondary Ongoing Goal: Increase awareness of existing services. Action Prevention Level Timeline Increase opportunities for skilled training through community partnerships. Primary Ongoing Increase support to help clients navigate complex service systems. Tertiary To be determined Increase hours of local food bank/soup kitchen. Tertiary To be determined Provide more affordable childcare options. Primary To be determined Increase hours of service for daycares to better accommodate different work hours. Primary To be determined Provide more affordable public transportation options, e.g., vehicle for hire program. Primary Ongoing Goal: Increase access to services. Actions: Access to Services 30 Description Racism and discrimination can lead to social division, which reduces sense of belonging and cohesion within a community. These experiences are particularly common among more vulnerable groups, such as newcomers, people with disabilities, 2SLGBTQIA+, Indigenous peoples, seniors, etc. They can have significant negative impacts on a person's well-being, including diminished mental health and physical health, along with social and economic opportunities. Enhancing community members' sense of belonging is vital for creating a safe, inclusive, and supportive environment where everyone feels valued and connected. When people feel like they belong, they are more likely to engage positively with others, participate in community life, and seek help when needed. A strong sense of belonging fosters trust, reduces isolation, and builds resilience, helping all community members thrive together. Key Findings from Data Survey and engagement participants highlighted the presence of discrimination and racism in the community and a need for public education to reduce stigma and increase understanding. Engagements with community groups also demonstrated a desire to enhance feelings of belonging for various groups and increase safe spaces and events. Participants also highlighted the social stigma and discrimination experienced by people with lived/living experience when accessing services, including healthcare. There is need to pay attention to the disproportionate negative outcomes experienced by Indigenous peoples in Portage la Prairie and to take steps to address this and prevent it from continuing to occur. Goals Increase awareness and education of anti-racism, reconciliation, and inclusion. Improve diverse representation at decision making tables. Increase community belonging. Increase access and availability of community spaces.7 [7] Community Places refer to locations where people can come together, socialize, network, and build relationships in a safe, inclusive, and accessible way. Priority: Racism, Discrimination, and Social Division 31 Action Prevention Level Timeline Ensure information shared by the City of Portage la Prairie and local organizations promotes a reciprocal understanding of diverse cultures, traditions, etc. Primary Ongoing Explore additional opportunities to share information and educate community members (students, seniors, etc.) about diverse cultures, races, perspectives, experiences, etc. Primary To be determined Develop workshops for community groups and businesses to create and implement anti-racism policies. Primary To be determined Action Plan Goal: Increase awareness and education of anti-racism, reconciliation, and inclusion. Actions: Racism, Discrimination, and Social Division 32 Action Prevention Level Timeline Have local organizations, agencies, and groups review membership of existing decision-making groups and consider additional perspectives that could be included (e.g., people with lived experience, people directly impacted by decisions). Tertiary To be determined Ensure future opportunities for decision-making include input from a broad range of experiences and voices. Primary To be determined Goal: Improve diverse representation at decision making tables. Action Prevention Level Timeline Continue to explore partnerships between the City of Portage la Prairie and community organizations to promote and celebrate different cultures and identities. Primary Ongoing Explore opportunities to celebrate and share successes of broader community groups. Primary To be determined Invite additional community and cultural groups to be part of existing local events e.g., Winter Fest. Primary As events occur Goal: Increase community belonging. Actions: Racism, Discrimination, and Social Division 33 Action Prevention Level Timeline Support and facilitate partnerships between existing community spaces and local organizations seeking places to host events. Primary To be determined Goal: Increase access and availability of community spaces.8 [8] Community Spaces refer to locations where people can come together, socialize, network, and build relationships in a safe, inclusive, and accessible way. Additional Notes The City of Portage la Prairie and the Community Economic Development Initiative (CEDI) are currently working to develop cultural competency training. Description Fostering healthy families, children, and youth is vital for building a strong and compassionate community. When families have access to the support, resources, and opportunities they need, children and young people are more likely to grow up healthy, confident, and resilient. Investing in children and youth lays the foundation for lifelong community well-being. By supporting the families of Portage la Prairie, we create a brighter, more equitable future for everyone. Key Findings from Data Survey and engagement data highlight concerns about youth exposure to crime and substances in the community. Survey and engagement participants also share frustrations with the lack of opportunities for youth employment in Portage la Prairie. There are concerns regarding a lack of programs and support for youth, including mental health support, along with recreation and leisure activities. Goals Increase awareness of existing financial support for youth programming. Increase availability of open-access programs. Increase awareness and coordination of existing programming. Increase opportunities for children and youth to find their purpose. Advocate for prevention/early intervention programming for children and youth. Priority: Children and Youth 34 Action Prevention Level Timeline Share information about existing support through local organizations, facilities, social media platforms, etc. Secondary To be determined Consider transportation needs when providing financial support for youth programming (e.g., bus tickets included in support). Secondary To be determined Action Plan Goal: Increase awareness of existing financial support for youth programming. Actions: Children and Youth 35 Action Prevention Level Timeline Explore sponsorship opportunities for open-access programs (e.g., with local businesses). Secondary To be determined Provide additional low barrier/free programming for young people. Primary Ongoing Goal: Increase availability of open-access programs. Action Prevention Level Timeline Centralize communication about current programming. Primary Ongoing Use intentional promotion to ensure information meets relevant parties. Secondary To be determined Host a meeting for community partners to share information about existing programming, increase coordination, and promote resource sharing. Primary To be determined Advocate to the Provincial Government for increased and more flexible funding (e.g., not just for individuals) to support involvement in children/youth programs. Secondary To be determined Work with Portage Online to improve accessibility and usability of Portage la Prairie Events Calendar. Primary Ongoing Action Plan Goal: Increase awareness and coordination of existing programming. Actions: Children and Youth 28 36 Action Prevention Level Timeline Engage and partner with local businesses and organizations to create/identify opportunities for mentorship, apprenticeships, volunteering, etc. Primary To be determined Partner with secondary and post-secondary institutions to identify how to address local workforce needs, opportunities for training, apprenticeships, etc. Primary To be determined Host career fairs. Primary To be determined Action Plan Goal: Increase opportunities for children and youth to find their purpose. Actions: Children and Youth 37 Action Prevention Level Timeline Explore opportunities for more flexible funding for programming. Primary To be determined Ensure programming is culturally appropriate and trauma informed. Primary To be determined Goal: Advocate for prevention/early intervention programming for children and youth. 38 Governance and Implementation Governance & Implementation It can be daunting to move a CSWB plan from development and planning into implementation and action. Often the fear arises that there will not be sufficient sustained commitment to make the plan a reality; however, experience and research over the decades of community safety work have led to the identification of several key elements that can support the successful implementation of community safety strategies. Effective governance and implementation are foundational to a successful CSWB plan. Available literature on the topic emphasizes the establishment of dedicated coordination structures supported by core budgets, political leadership, and skilled staff to drive strategic efforts and ensure continuity. 9,10,11 Elements commonly captured in a successful implementation plan include: Adequate and sustained funding for the actions and coordination of the plan. Clear timelines and measures of progress. Ongoing, dedicated coordination support. The establishment of an implementation Steering/Advisory Committee. Community safety is a complex system, and no single organization or sector has all the solutions. For that reason, the establishment of an ongoing round table of key partners with a clear roadmap and the willingness and capacity to contribute resources (including in-kind) is vital for the successful implementation of Portage la Prairie's CSWB Plan. Community safety strategies lend themselves well to a collective impact approach. For something to be regarded as a collective impact effort it needs to meet several key criteria: 1. a shared vision and agenda; 2. shared measurements; 3. mutually reinforcing activities; 4. continuous communication; 5. backbone support. 39 [9] Waller, I. (2021). Reducing violent crime by 50% before 2030: Decisive Action Now to Achieve These STGs. In H. Kury & S. Redo (Eds), Crime Prevention and Justice in 2030 (pp. 535-557). Springer. [10] Eurosocial. (2015). Regional Model for a Comprehensive Violence and Crime Prevention Policy. http://www.sia.eurosocial-ii.eu/files/docs/1461686840-DT_33- _Modelo%20regional%20Prevencion%20Violencia%20(ENG).pdf [11] Canadian Municipal Network on Crime Prevention. (2017). Municipal Crime Prevention Offices: Importance, Role, Function, and Models. https://ccfsc- cccs.ca/wp-content/uploads/2024/01/AB-17-3-ENGLISH-Digital.pdf.pdf The constellation governance model is an effective approach to operationalize a collective impact framework. It maximizes limited resources and provides the greatest flexibility in these collaborative ventures. The constellation governance model has been adapted many times to meet diverse conditions that call for collaborative rather than single organization solutions. The model brings together multiple groups or sectors to work toward an agreed upon shared outcome. Its structure includes a Steering/Advisory Committee, often drawn from the original CSWB Plan Steering/Advisory Committee, to oversee implementation and maintain strategic alignment, and Action Teams to lead specific priorities. Action teams are typically smaller, time-limited, and flexible, ensuring that implementation remains responsive to community needs and diverse expertise. It is a governance model that is ideally suited for partnerships, coalitions, networks, and even movements. As an approach for bringing together diverse service and community voices towards a common goal, it has great potential for animating the community while staying grounded in strategic agreements. The constellation governance model is illustrated below. 12 The Constellation Governance Model 40 [12] Surman, S. & Surman, M. (2018). Listening to the Stars: The Constellation Model of Collaborative Social Change. Social Models. https://socialinnovation.org/wp- content/uploads/2016/10/Constellation-Paper-Surman-Jun-2008-SI-Jour... The Constellation Governance Model 41 While, ideally, cities have dedicated funding and positions focused on community safety, this backbone function can also be a shared responsibility, where local organizations rotate responsibility for backbone support. The implementation of Portage la Prairie's CSWB Plan does not function in a vacuum. As the Plan becomes better known in the community and beyond, other people engaged in related fields will be able to see their role in and their organization's alignment with the strategic goals. CCFSC Recommendations Based on conversations with the Portage la Prairie CSWB Plan Project Team and Advisory Committee, it is recommended that a dedicated Community Safety and Well-Being Coordinator (either part- or full-time) is hired to lead the backbone work for successful CSWB Plan implementation. This position would be based out of the Portage la Prairie Community Revitalization Corporation. Utilizing a constellation governance model, the initiative will organize work around outlined priority areas, ensuring coordinated efforts across the community. While the CSWB Coordinator will provide overall backbone support and drive implementation, they will work in partnership with community members, Community Mobilization, CCFSC, the Advisory Committee, and Action Teams to ensure a collaborative and effective approach. 42 Monitoring and Evaluation Monitoring and Evaluation Given that the purpose of the Community Safety and Well-Being (CSWB) Plan is to create positive, long-lasting change in the community, it is imperative to establish a reliable way to monitor and evaluate whether these changes are occurring, and where additional or different action may be needed. Monitoring and evaluation are different; monitoring involves collecting information on an ongoing basis to assess the activities and outputs of the plan, while evaluation involves assessing to what extent the plan is, or is not, meeting its objectives and having the outcomes it was hoping to have. CCFSC recommends that Portage la Prairie's Community Safety and Well-Being Plan be monitored and evaluated through a Developmental and Realist evaluation approach. Developmental Evaluation (DE) is an evaluation approach that adapts to dynamic realities in complex environments like community safety. It requires the ongoing collection and analysis of real-time data in a way that leads to informed and ongoing decision-making as part of the implementation process. In this way, DE supports the ongoing monitoring of the activities, successes, and challenges of the plan, so achievements can be celebrated and expanded, and adjustments can be made if needed. Realist Evaluation is also used for complex social initiatives and focuses on "what works, for whom, in what circumstances, and how?" It goes beyond a simple "does it work?" to understand the underlying causal mechanisms that lead to specific outcomes within particular contexts. This helps explain to partners, the public and other interest-holders what changes the plan is creating and what impacts the plan is having in the community. Taken together, these two approaches provide a solid framework for the ongoing monitoring and evaluation of the CSWB Plan. To assess the outputs and outcomes of the plan, Key Performance Indicators (KPIs) are identified so they can be measured. The sections below highlight the main components of the CSWB Plan for Portage la Prairie, and the indicators, measures, data collection tools, and data sources that can be used for monitoring and evaluation. 43 Indicators Measure Recommended Tools or Data Sources Local actors' ratings of the community's capacity, capabilities, culture and context relevant to multisector collaboration and system change around CSWB issues. Partners' views on the level and quality of collaboration currently happening, and desired level of collaboration moving forward. CCFSC's "4C Framework: Local Assessment Tool for Multisector Collaboration" Tamarack's Monitoring Collaboration Tool Level of participation and engagement. # agencies involved in CSWB governance and implementation; in what types of activities, if there are formal agreements in place. CSWB Steering Committee and Action Teams documents (Terms of Reference, meeting Minutes, etc.) Responsive policies and practices. # and type of new or revised policies and/or practices as a result of CSWB work. Systems mapping CSWB Steering Committee and Action Teams documents (Terms of Reference, meeting Minutes, etc.) Resources allocated to implementation. # and type of new, revised or upgraded financial support for CSWB work. Resources can include human resources, time, systems, procedures, forums, expertise, frameworks, communications systems. CSWB Steering Committee and Action Teams documents (Terms of Reference, meeting Minutes, etc.) Monitoring and Evaluation CSWB Governance and Systems Change Indicators The collaborative nature of a CSWB plan process means that your community has already been creating impact. CSWB planning brings together sector leaders from across your community to co-create a local strategy designed to achieve both short-term and long-term change. Measuring the progress you have made together as a community in working collaboratively is part of the success of a CSWB plan. As such, CCFSC recommends monitoring the following indicators of collaborative governance and system change. These can be measured locally by surveying local partners who have participated in the plan's development, or who continue to participate in the CSWB implementation and governance. CCFSC recommends that these indicators be measured at the beginning of CSWB implementation, and once or twice a year thereafter. 44 Monitoring and Evaluation Priority Area Indicators In addition to the governance and system change indicators listed above, CCFSC recommends monitoring the following indicators to assess trends over time, and for outcomes and impact. These local indicators will not change overnight and are also influenced by factors outside of the control of actors and organizations within Portage la Prairie. Despite this, actions in the CSWB Plan's priority areas are designed to try to move the needle locally on these issues. CCFSC recommends that these indicators be monitored twice a year or annually if possible and relevant, or when the data becomes available. This will help track the status of the trends in the community and offer a starting point to explore whether CSWB actions are having their intended outcomes and impacts, and why or why not. These indicators and their results will have to be further discussed with CSWB partners and contextualized for local realities. For this, CCFSC recommends using techniques like Collaborative Sensemaking and Process Tracing: Collaborative Sensemaking: the process by which a group of people with diverse backgrounds work together to create a shared understanding of a complex situation. It involves interpreting information, connecting diverse perspectives, identifying patterns, and negotiating meaning to arrive at a common understanding that makes sense within the context of local realities. Process Tracing: the process by which a group of people discuss, trace and assess the strength of evidence for concluding that an initiative or intervention has contributed to changes that have been observed or measured. By following the principles of these techniques, the CSWB partners can describe what happened and how the action or initiative was supposed to produce change, collect data to see if these specific events and actions actually occurred (focusing on quality of information over quantity of information), and develop a well-supported explanation of what change happened, the extent to which change happened, and how it happened. 45 Monitoring and Evaluation 46 Priority: Housing and Houselessness Indicators Measure Recommended Tools or Data Sources Housing Insecurity Unmet Housing Needs Rate (per 100,000) of persons across core housing needs, by social and affordable housing status, economic family structure, and sex. Core housing need refers to whether a private household's housing falls below at least one of the indicator thresholds for housing adequacy, affordability or suitability, and would have to spend 30% or more of its total before-tax income to pay the median rent of alternative local housing that is acceptable. Population level data available: Statistics Canada Census Population level data available: Statistics Canada - Canadian Housing Survey Homelessness Measured via Point in Time (PiT) Count: a one-day snapshot or survey of people experiencing homelessness in the community, which includes data on their location (shelters, transitional housing, or unsheltered areas) and other demographic and homelessness-related details. Includes measure of the # of people experiencing chronic homelessness, defined as someone who has a total of at least 6 months (180 days) of homelessness over the past year. Point in Time (PiT) Count Presence of Encampments Mapping of the #, location, and size of encampments, percent change; # of people living in encampments collected via PiT count. Point in Time (PiT) Count Population level data available: 2022 Survey on Homeless Encampments Access to Services Availability, use, and cultural responsiveness of services. Includes the #, type, location, service hours, spaces available, spaces used, waitlists, etc. Of relevant services Systems and asset mapping Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Monitoring and Evaluation 47 Priority: Mental Health and Addiction Indicators Measure Recommended Tools or Data Sources Unmet Mental Healthcare Need % of people indicating unmet mental healthcare need in the previous year Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Population level data available: Canadian Community Health Survey Self-rated Mental Health # and % of people who report excellent, very good, good, fair, or poor mental health Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Population level data available: Canadian Community Health Survey Self-reported Drug and Alcohol Use and Addictions Adults self-report of substance use and % of adults indicating a substance use issue Population level data available: Government of Canada Health Infobase Substance Use Related Healthcare Visits # of substance use related hospitalizations and ER department visits Population level data available: Canadian Institute for Health Information Overdoses and Drug Poisonings # of fatal and non-fatal suspected or confirmed overdoses or drug poisonings; # of opioid mortalities; % of people self-reporting experiencing an overdose Population level data available: Government of Canada Health Infobase Suicide Attempts and Mortality The number of people who attempt suicide and the number of deaths from suicide; tracking change over time Population level data available: Government of Canada Health Infobase Access to Services Availability, use, and cultural responsiveness of services. Includes the #, type, location, service hours, spaces available, spaces used, waitlists, cultural components, etc. of relevant services Systems and asset mapping Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Monitoring and Evaluation 48 Priority: Crime and Community Safety Indicators Measure Recommended Tools or Data Sources Trust in Neighbours and Others Proportion of people with "high" self-reported trust in neighbours: family, neighbourhood, those that you work with, go to school with, who speak a different language than you, with a different religion than you, with a different ethnic or cultural background than you, and strangers. Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Population level data available: Statistics Canada General Social Survey Walking Alone After Dark % of people who feel "safe" or "very safe" walking alone in their community after dark Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Population level data available: Statistics Canada Quality of Life Hub Satisfaction with Personal Safety from Crime % of those who reported being satisfied or very satisfied with their personal safety from crime Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Population level data available: Statistics Canada General Social Survey Perceptions of Neighbourhood Crime % of people who see their neighbourhood as having "higher" amounts of crime compared to other areas of Canada Population level data available: Statistics Canada Quality of Life Hub Self-reported Victimization % of those who reported being victimized by property or violent crime Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Police-reported Crime Incident rates per 100,000 (property crime and violent crime) Collect in partnership with Police partner Population level data available: Statistics Canada Crime & Justice Statistics Monitoring and Evaluation 49 Priority: Crime and Community Safety Indicators Measure Recommended Tools or Data Sources Access to Services Availability, use, and cultural responsiveness of services. Includes the #, type, location, service hours, spaces available, spaces used, waitlists, cultural components, etc. of relevant services Systems and asset mapping Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Availability and Use of Reintegration Supports Availability of reintegration support programs or processes; # of referrals Systems and asset mapping Availability and Use of Culturally Responsive Services Indigenous-led justice initiatives (sentencing circles, community-based programs, Indigenous court work programs); # of referrals Systems and asset mapping Monitoring and Evaluation 50 Priority: Access to Services Indicators Measure Recommended Tools or Data Sources Unmet Physical Healthcare Need % of people indicating unmet healthcare need in the previous year Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Population level data available: Statistics Canada Canadian Community Health Survey Proximity-based Access to Services Proximity/distance to key community services Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Population level data available: Statistics Canada Proximity Measures Database Safe Transportation and Mobility % of population that reports feeling safe using public transit; % of population that reports avoiding traveling at night; % of population that reports taking extra safety precautions while transiting Public opinion poll (Ipsos) may provide comparable data Healthcare Access - Transportation % of people indicating unmet healthcare need in the previous year due to transportation issues Statistics Canada - Canadian Community Health Survey Monitoring and Evaluation 51 Priority: Racism, Discrimination, and Social Division Indicators Measure Recommended Tools or Data Sources Active Participation in Traditional Cultural Activities and Ways of Life, and Contemporary Mainstream Cultural Activities of Interest Proportion of people who report participating in various forms of traditional cultural activities; other forms of cultural activities of personal interest Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Population level data available: Statistics Canada Canadian Community Health Survey Social Connections Proportion of people (18+) who report being satisfied with frequency of contact with close contacts (e.g., friends, family, relationships) Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Population level data available: Statistics Canada Canadian Community Health Survey Sense of Belonging to Local Community Proportion of people who report strong, moderate or weak sense of community belonging. Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Population level data available: Statistics Canada Canadian Community Health Survey Discrimination and Unfair Treatment Proportion of people who have experienced discrimination or been treated unfairly by others Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Population level data available: Statistics Canada General Social Survey Experiences of Racism Proportion of people who have reported experiencing racism in the last 5 years Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Newcomers and Settlement Number of newcomer settlement and support services, and use of them, by community and neighbourhood; % of newcomers that report settlement services helped them meet friends; % of newcomers that report settlement services helped them connect with their communities Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Population level data available: Immigration, Refugees and Citizenship Canada Monitoring and Evaluation 52 Priority: Children and Youth Indicators Measure Recommended Tools or Data Sources Early Development Indicators E.g., The Kindergarten Parent Survey (KPS) is the parent-completed EDI companion tool, which measures contextual factors that can play a large role in the healthy development of children, including social cohesion Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Collect in partnership with local school board Youth Constructive Use of Time Proportion of youth who are involved in creative, sports, recreational, religious, advocacy, or other positive leisure activities on a regular weekly basis Systems and asset mapping Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Access to Services Availability, use, and cultural responsiveness of services. Includes the #, type, location, service hours, spaces available, spaces used, waitlists, cultural components, etc. of relevant services Systems and asset mapping Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC Availability and Use of Pre Charge Diversion Programs Local availability of diversion programs; # and % of police-reported incidents cleared by referral to a diversion program Population level data available: Department of Justice Dashboard Availability and Use of Restorative Justice Programs Local availability of RJ programs: # of referrals made to a RJ program or process; # of victims and offenders accepted into a RJ process; # of successful completions. Population level data available: Department of Justice Dashboard Youth Perceptions of Safety Proportion of youth who report feeling safe at home, at school, and in their neighbourhood Experiences compared to baseline data from 2025 community survey and engagements conducted with CCFSC 53 Conclusion Developing and implementing a Community Safety and Well-Being (CSWB) Plan is a significant undertaking, and challenges - both expected and unforeseen - are inevitable. Yet, with a shared vision of a community that is safe and feels safe for everyone, Portage la Prairie can move forward with confidence by grounding its efforts in three key commitments: 1.Strengthen Community Collaboration: As Portage la Prairie brings the CSWB Plan to life, remembering that many hands make light work will be essential. Meaningful, ongoing collaboration among community members, organizations, and partners is the foundation for achieving lasting progress on complex social goals. 2.Envision Meaningful Impact: In the midst of daily efforts and emerging challenges, it is important to keep sight of the broader purpose. A well- implemented CSWB Plan is not merely an operational expense--it is an investment in the long-term health, safety, and vitality of the community. 3.Prioritize Future Generations: This CSWB Plan offers an opportunity to create a safer, more inclusive, and resilient community for generations to come. Portage la Prairie has long been a place where residents feel a strong sense of belonging. By balancing immediate action with a long-term vision, the CSWB Plan will help nurture that same sense of belonging among future residents and ensure Portage la Prairie continues to thrive.