Business Developments:










2013-2015 Strategic Plan


Westville Police Services

2013-2015 Strategic Plan



We are committed to building a safe, healthy, friendly and engaged community through a high level of policing.



Proud to Protect our Citizens




We employ the highest policing standards.

Respect and Equality

We treat all members of our community fairly and equitably; we respect the diversity of our citizens. We are compassionate and mindful in all of our actions.


We work as a team to ensure the safety of our community and the safety of our members.

Honesty and Integrity

We believe in truth and honesty in all facets of our work. We perform our duties reliably and ethically.

Collaboration and Engagement

We build relationships with our partners and the community. We work in collaboration with our community and engage our residents in meaningful and open dialogue.

Planning through Engagement and Collaboration

Westville Town Council members and community members came together with the Police Commission, Police Services and the Westville Citizens’ Crime Prevention Association on June 18 and 19, 2013 to develop the Westville Police Services 2013-2015 Strategic Plan. The resulting plan exemplifies the values and directions for police work in the town of Westville for the next two years.

Planning participants reflected that the group began the planning process as two separate entities, the Police Commission and the Police Department, but they left as one, Westville Police Services. Relationships were built on trust and honesty, and open conversations flourished.

Our Organization’s Context

As with many organizations in rural Nova Scotia, Westville Police Services have experienced fiscal restraint in the past decade, mirrored with an ever-increasing demand on services by government and citizens. Westville experiences some of the highest tax rates in the province, and with increasing costs of policing, along with other municipally-funded services, the question must be asked, “What is the taxpayers ability to pay?”. The Commission and Police Services must embrace this reality of fiscal restraint and investigate new ways to provide services in the community while ensuring the safety of its residents.

With decreased involvement of citizens in partner organizations, such as the Westville Citizens’ Crime Prevention Association, Police Services needs to investigate new approaches to engage residents in the creation of a safer community. Police Services, including the Department and Commission, must build strong relationships and partnerships in order to promote and support policing in Westville.

Technology continues to change at an alarming rate. New media (web, video, mobile) have become the key communication tools for the new generation. Engaging with our youth and young families means embracing these technologies and investigating ways to incorporate them into our work. Anecdotally, we hear stories have of youth having disconnected from consequence of their actions. A proactive approach, creating open and safe spaces for dialogue, is essential to foster relationships with our youth and other sensitive demographics.

Goals and Strategies

Goal #1 – Improve Community Engagement

An “engaged community” will become a safe, healthy and friendly community. Working together with community members and welcoming them into common spaces will improve the overall quality of life for residents of Westville and will allow Police Services to be in touch with the needs and desires of residents.

Success Indicators:       

Decrease in overall crime occurrences of 20% by 2015.

Increase in memberships of partner organizations such as the Westville Citizens Crime Prevention Association of 10% by 2014.


Here is what our organization is going to do to meet this goal:

Strategy #1: Westville Police Services will embrace social media tools such as Facebook and Twitter as means to interact with local residents.

Funding strategy: As Facebook and Twitter are free programs, there is no anticipated costs. However, should new technological devices such as laptops for police cruisers be purchased, those devices would aid staff in using these media outside of the office, thus improving their visibility in the community.

Operations strategy: Staff will have to be trained to use these social media programs if they do not currently have those skills.

People strategy: Leadership will assign staff to update and maintain the media pages.

Strategy #2: Westville Police Services will work with local media sources to improve the inclusion of press releases in local papers.

Senior staff currently sends press releases to local papers, but in the past few years there has been limited visibility of these stories through the media outlets. Renewing relationships with local correspondents is essential.

Strategy #3: Westville Police Services will request to join Westville Fire Services in their annual open house events. Opportunities may exist to engage all departments of the Westville Municipal Buildings.

Funding strategy: A budget must be developed for this event.

Operations strategy: Staff will be asked to assist in the event.


Goals and Strategies          

Goal #2 – Improve Youth Engagement

Engaging youth is a proactive way to encourage them to get involved and to play a part in building a safe and healthy community. With increased reports of bullying in schools and challenges over policing online communities, it is an essential time to interact and connect with the young people of Westville.

Success Indicator:

Decrease in Youth Criminal Justice Act offenses of 50% by 2015.


Here is what our organization is going to do to meet this goal:

Strategy #1: Investigate possibilities of having a youth member on the Commission or, alternatively, creating a Jr. Commission that would provide feedback and meet with Commission Members.

Strategy #2: Collaborate with community partners in assessing and determining best practices for engaging at-risk youth.

Strategy #3: Enhance relationships with the Venture Group.

Strategy #4: Investigate opportunities to work with Stellarton Police Services and the RCMP School Liaison Officer in the local middle and high schools.

Funding strategy: Westville Police Services commits to lobby the Province to provide funding for Westville Police Services staff to have a presence at the local middle and high schools.

Operations strategy: A portion of one Officer’s time would be spent at a local school. This would have an impact on time spent in the Town of Westville.

Goals and Strategies

Goal #3 – Embrace and utilize technology to increase our visibility in Westville and to reduce time spent on office commitments.

By using newer technologies to work remotely, i.e. from a police cruiser, staff would be more visible in the community. This would lead to increased engagement with citizens and an increased police presence in the community.

Success Indicator:

Increase percentage of officer’s workdays spent in the community by 20% by 2015, as compared to time spent inside the office today.


Here is what our organization is going to do to meet this goal:

Strategy #1: Investigate the costs of (and use) laptops in police cruisers.

Funding strategy: All costs associated with the adoption of this technology must be known prior to the approval of this strategy.

People strategy: Staff would require training on the use of this technology.

Operations strategy: Benefits from the adoption of this technology would include increased time spent being visible in the community and interacting with residents.

Strategy #2: Investigate other technological advances for Police Services, such as the use of a dictaphone, or similar technologies for time/work management.

Goals and Strategies

Goal #4 – Investigate opportunities to partner and collaborate with Stellarton Police Services.

Creating a safe and open space for conversations about future possibilities of collaboration will help to build a responsible and engaged police service and community. This opportunity is a responsible alternative for dealing with increasing demands on the Westville Police Service in current times of fiscal restraint.

Success Indicator:

Meeting with Stellarton Police Services and Westville Police Services, and other involved parties prior to December 31, 2013.


Here is what our organization is going to do to meet this goal:

Strategy #1: Chief Don Hussher, who is currently the Chief of both Stellarton and Westville Police Services, will encourage the Stellarton Police Services to undertake a Strategic Plan by advocating the value in undertaking such a process. This will allow the Stellarton Police Service to enter into discussions on equal terms as the Westville Police Service, having already undertaken this process.

Strategy #2: Chief Don Hussher will approach the Stellarton Police Service and propose a meeting to discuss future collaborations. Potential areas of collaboration may include: undertaking auxiliary policing, sharing school liaison opportunities, using social media engagement tools, merging of jurisdictions, etc..

Funding Strategy: There are unlimited savings opportunities for both police services should a merger, part or whole, happen. Should a needs assessment be required, both parties should share that expense.

People strategy: This strategy would have direct impacts on how and when staff works. Staff should be involved in both the discussions of this collaboration and its outcomes.


Action Plan – Template for Westville Police Services

Goal #1 / Strategy #1

Action to be taken

Who is accountable

What is the timeline

What are the costs?





















Goal #1 / Strategy #2

Action to be taken

Who is accountable

What is the timeline

What are the costs?





















Goal #1 / Strategy #3

Action to be taken

Who is accountable

What is the timeline

What are the costs?
























Appendix: SWOT Analysis

(Strengths, Weaknesses, Opportunities and Threats)

This information was harvested from planning sessions hosted on June 18 and 19, 2013 at the Westville Municipal Building.




Working collaboratively, the Commission and Police Services can promote pride in their work and engage the community.


It is important to move away from the view that the Police are scary and not approachable.

Serving Our Clients

We have a presence in the community; our two new vehicles are visible.

We are willing to look at new ways to serve our citizens.

Serving Our Clients

We need to find new ways to be on the street and to engage with our citizens; some people view the new police cars as a waste of resources.


We have a tracking system for our interactions in the community (occurrence statistics).


Governance structures in Pictou County are likely to change; how can we adapt and use this new experience to our benefit?


The Commission and Police Services are committed to working together as they serve the community.


How do we lead the community?

How do we engage our youth?


We operate within our budget.


We lack the strategic direction for fiscal allocation on a long-term scale.

How do we cope with unforeseen expenditures?


We are willing to adopt new technologies.


Technology is changing quickly.




Re-engage the Community Prevention team.

Have a visible foot presence in the community.

Collaborate with the Commission to increase pride in our force.


We are finding that the youth have lost the sense of consequence; in fact we are seeing this throughout the age demographics.

Changes in law are fast and furious – how do we keep up and how do we allocate resources for this?


Many organizations are seeing the value in an engaged citizenry – the time for engagement and action is now.


Not being visible in the community decreases a sense of safety for our citizens.

Serving our Clients

Investigate the feasibility of Auxiliary Officers and Bylaw Enforcement Officers.

Serving our Clients

There is an increased demand on our services on more issues that in the past. We must investigate new ways to deal with the increase in demand.


Need improved visibility in the community and opportunities to engage with citizens in a positive/ preventive fashion.


Technology is changing at an increasing speed (web, video, social, mobile). Youth are “plugged-in” and up to date on the newest social media trends (twitter, facebook, etc.). What will happen if we do not adopt new technologies?


Technology is changing at an increasing speed (web, video, social, mobile). Youth are “plugged-in” and up to date on the newest social media trends (twitter, facebook, etc.). Can we engage them? What will happen if we do not adopt new technologies?


Appendix: Appreciative Inquiry

(Current, Future and Ideal Partners)

This information was harvested from planning sessions hosted on June 18 and 19, 2013 at the Westville Municipal Building.

What current partnerships work?

Children’s Aid


Westville Fire Department

Police Ventures (similar to Cadets)

Westville Citizens Crime Prevention Association

DARE (@Walter Duggan Elementary School)

RCMP School Liaison Officer

374 Cadets

Integrate Crime Unit

Westville Heritage Group

John Howard Society

Stellarton Police Fore

New Hope


Pictou County Health Authority (Police Liaison Committee, Mental Health, Addictions Services)



Tearmann House

Interagency Committee

Pictou County Women’s Centre

New Leaf

Roots for Youth

What partnerships require future development?

Police Ventures

Westville Citizens Crime Prevention Association

RCMP School Liaison Officer

Stellarton Police

Westville Town Council (engage with Police Services to engage youth)

What partnerships are ideal (and we currently do not have them)?

Social media connection (develop Twitter and Facebook accounts)

Youth Health Centres (as a new way to interact with youth)

The name Westville was chosen because the community was west of the Albion Mines.  The first settminerslers actually refered to the area as the Acadia Village until a public meeting was held in 1868 and the area was renamed Westville.  Incorporated in 1894, Westville has a long history of coal mining dating back to 1864 when coal was first discovered. Then in 1866 the Acadia Mine opened. Westville, became home to a thriving coal mining industry. At its peak, during WWI, Westville boasted three underground workings; the Black Diamond, the Acadia and the Drummond. However, the last underground mine, the Drummond pit, closed in the 1970s. Extensive open-pit mining on the Drummond and Acadia sites was carried out throughout the 1980s and 1990s, by Pioneer Coal Limited.  Today one of the Town's many recreational facilities sits on this land, donated to the Town by Pioneer Coal.  While the mines have now closed the miner's monument at Acadia Park still stands as a tribute honoring those touched by the town's mining disasters.

Like many coal towns Westville was a hotbed of sports. Baseball was very popular among the miners. One of the Westville baseball teams was crowned Maritime champion in 1927 and the legendary Babe Ruth visited the town in 1936 hitting a ball over the centre field fence.  Some of the Town's sporting trophys from this era are currently on display at the Town's Civic Building.

Today, Westville and the surrounding area make up the third largest population centre in Nova Scotia.  Westville's Main Street features banks, shops, restaurants and a recently renovated and renamed Foodland supermarket, as well as the newly built Lawtons, which is attached to the local doctor's office in the community. A Nova Scotia highway rest stop was opened at the end of Cowan Street off Exit 21 of the Trans-Canada Highway.


Where the Acadia mine once stood today stands Acadia Park.  The land has been reclaimed and returned to its former state featuring walking trails, bridges, green spaces, and a childrens play area.  This is just one of the many examples where the former mining Town pays hommage to its mining history.



Over the years, Westville has seen its share of mining successes and disasters.  The monument in the Acadia Park dedicated to past miners of the Town, provides a peaceful spot to stop and reflect on those fearless forefathers of the town who dug “black diamonds from the ground”. The monument is the oldest and tallest outside a cemetery in Nova Scotia.



The Town of Westville offers a number of residential developments for residents interested in building or purchasing a new home.







Sunday, February 25, 2018
Text Size
Back to Top