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OpEd: Emergency Act inquiry serves as a reminder of the need for better provincial legislation
December 5, 2022
A police officer walks between parked trucks as he distributes a notice to protesters

Enacting the Emergency Act last February to end the Freedom Convoy protest in Ottawa may or may not have been in keeping with the legal threshold for invoking the never before used legislation. My vote is “not”, but I digress. The mandatory hearing into that legal question has ended its fact-finding phase and Justice Rouleau is currently penning his findings and recommendations.

The largely well-presented and scripted evidence of the Prime Minister and that of some key ministers should have laid out a transparent process and some semblance of a rational justification for the invocation of the Act. I truly hoped that I had been wrong in my assessment of it being no more than a political game of smoke and mirrors and that key evidence from government would prove me so. But that was not to be.

For the first month that evidence was presented – particularly in cross examination, it appeared largely to be a post-mortem of police planning (or lack thereof) and at times an outright attack. Albeit it interesting for the most part and demonstrative of some planning, communication and response failings on the part of police, none of that evidence in my opinion demonstrated that the threshold for the activation of the legislation had been met. And moreso, it cemented the fact that the police had not requested it.


Then came the evidence of protest “leaders”, although I use the term loosely. The only thing that emerged from that show in my view was proof that an unorganized group of clowns somehow drew a cast of thousands together to disrupt some major cities and international trade routes for weeks – at a tremendous cost to taxpayers. It was more by happenstance on their part than good management. It is scary to wonder what a well-organized and more calculated team might actually be capable of.


Regardless of the findings of the process, we may never clearly know the reality of the decision-making methodology used by cabinet or the true details of their discussions. The testimony of elected officials and senior bureaucrats has been political theatre at its finest. I am guardedly optimistic that Justice Rouleau could see through that and that recommendations made will assist all going forward, as will the critical lessons-learned by law enforcement leaders, planners and city officials.


Will the Emergency Act be rewritten to address the definition of “National Security” and more? At minimum it would be nice to see a definition that isn’t a moving target or best guess by cabinet. After all we never did hear from the government lawyers that advised cabinet that they were justified in their action. It’s kind of odd to say the least, that in a legally mandated inquiry before a commissioner who is also a Justice in the Court of Appeal – in front of a room full of lawyers, we couldn’t hear what lawyers said to Ccabinet members while debating a legal issue. Only in Canada.


What is abundantly clear to me is that it is time to renew provincial emergency legislation to better meet the needs of the protest environment and let the federal legislation continue to be directed at the “big one” (like a real insurrection) when truly required. Sadly, although it hasn’t happened yet, we all know an event of that proportion may happen at some point. However, the vast majority of large events could be effectively handled by the provinces under a renewed framework that has more teeth.



Policing is a provincial responsibility. The provinces are accountable for police legislation, standards, training and oversight. They also each manage their own Provincial Emergency Act. In the Ontario example, the act contains an overarching process piece that generally applies to any provincial emergency, as well as a number of annexes that are specific to individual types of emergencies. It even has the Provincial Counter Terrorism Plan attached as an annex. An additional segment that addresses the overwhelming and protracted protest environment is now worth developing.

Some of the issues that at this point in our history need to be discussed and addressed (at minimum):

  • Inter-provincial authority for police officers in emergency situations. It needs to be simpler and expedient;
  • The ability for provinces to force some service-providers (i.e. towing companies) to assist and be legally indemnified while doing so;
  • A clear and transparent process to enact the legislation through a bi-partisan committee with a sitting-government majority, where relevant threshold issues are documented upfront;
  • Traffic routing, “no-go” pedestrian zones, towing and driver’s licence suspension authorities all clearly established in one document without having to turn to several disparate pieces of provincial legislation to meet operational needs; and
  • Rationale and process clarity for linking into federal emergency legislation as well as for accessing federal resources.

I’m not suggesting that such enhanced provincial legislation be enacted every time a crowd gathers on Main Street as some will fear. That would conflict with the Charter of Rights and any form of rational thought. Thousands of legal protests happen across Canada every year and very seldom disrupt an entire province or the whole nation. Nor do they very often cripple a major city for weeks; require an influx of thousands of police officers; and cost the taxpayers millions of dollars to address. But when such large and complex events do occur, police need the legislative authority to deal with them effectively and safely.

It is often said that all organizations should “plan for the worst but hope for the best”. That is particularly applicable to agencies that protect communities, provinces and countries.

The Freedom Protest showed us that it’s time to plan better on many scales and the more planning and preparation that can be done in a general sense now – and not in the middle of a crisis, makes total sense. From there, we just have to hope for the best from our police services and political leaders to consistently do what is right, and always for the right reasons.

Chris Lewis served as Commissioner of the Ontario Provincial Police from 2010 until he retired in 2014. He can be seen regularly on CTV and CP24 giving his opinion as a public safety analyst.

By Chris Lewis September 16, 2025
We need leadership to bring us together 
By Chris Lewis September 8, 2025
There are always many rapidly changing dynamics
By Chris Lewis June 21, 2025
Image: new-manager-training.com Imagine this scenario if you will, getting the worst boss on earth – a person who is the total antithesis of leadership. Your new “Boss” replaces a leader that wasn’t always right and was getting too old to meet the mental and physical demands of the job, but at the same time treated all those around him with respect. He tried to select people for key positions based on their experience base and his confidence that they may not always agree but the individuals picked would be honest with him, other employees and the client base. He undoubtedly made mistakes here and there and did have some flaws but would readily admit to most of them. This boss comes back to the organization having committed a list of publicly confirmed misdeeds and illegal acts – many of which would have singularly been a good reason to not hire even the lowest level of employee, and justification for imprisonment for others. However, he was chosen for the top job despite all that baggage. Conversely, he brings not one redeeming quality to the top position. From day one, it’s obvious that the new Boss is truly a “boss” and not a “leader.” He has old personal scores to settle and wreaks revenge on many employees that he doesn’t like. Not because they were dishonest, incapable or lazy, but because he perceives that they didn’t want him to return or didn’t always agree with his philosophies and rash actions during past affiliations. This activity causes panic among all employees who know they have no choice but to get aboard his out-of-control train or perish beneath it. Then – without any deep evaluation or thought, he makes tremendous cuts to many organizational programs – leaving thousands without work and lacking any strategy to provide much needed services to a vast array of client groups. He viciously cuts through the organization like a chainsaw through softwood. Why? Because he can. Some of these decisions may have had some degree of validity following a proper assessment, while others not, but that analysis never occurred. Most previous positive relationships with partner agencies and the majority of client groups are immediately scuttled by the new boss. He publicly demeans and taunts longtime allies with irrational statements and outright falsehoods. Never in the many decades of history of the organization has such broad-ranging international indignation been felt, largely as a result of his childish behavior. Very few productive relationships remain and although some new ones are developed, they are only with organizations that are poorly considered by clients and upstanding industry players. His decisions continually fly in the face of the needs of the immense client group but more align with the personal business interests of only the Boss and his business associates – some of whom are either known despots or of questionable character. Company stocks continue to plummet as a result of his silliness. That also has a significant negative impact on the fiscal picture of partner organizations around the world. Anyone that respectfully expresses disagreement or suggests alternative decisions to the Boss, are sidelined or fired, then are ridiculed and until they become unemployable. Gas-lighting, exaggerations, denials, the passing of blame and blatant lies are his norm. He seldom speaks the truth about anyone or any situation. The sycophants he has positioned to assist in his destruction of the organization, publicly praise him for his leadership and courageous decision-making, when the majority of employees and clients know it is just flagrant butt-kissing on their part. He constantly seeks and demands praise, even for things he didn’t do, then sulks and whines when he doesn’t receive it. He falsely takes credit for the few good things that do happen but quickly passes blame when things that have his fingerprints all over them, go horribly wrong. His God-complex is resounding and worsens with each passing day. His public claims of success – before and since becoming the Boss, and assertions of being the “Greatest Boss in history”, fall flat with anyone that truly knows him. He aggressively takes advantage of anyone he can but then turns on them at the flip of a switch. No one is beyond being found at the pointy end of his meanness stick. When caught making an error, he’ll blame everyone on his “team” before accepting any criticism. In fact, he’d turn on his own children if he felt it would make him look brave or heroic, or if it would prevent him from public humiliation. He states his 24/7 lies over and over so often to make his base of lemming followers believe him, that he seemingly believes them to be factual himself. Even when he is confronted with witness testimony or audio/video of his brazen lies, he blames others for being out to get him. Being accountable when things go wrong and letting the light shine on others when they go well, is beyond his comprehension. (Can you spell “narcissistic”?) Although he doesn’t understand the business, he refuses to surround himself with people that do, given that he thinks he knows more than any of them and possibly more than anybody, anywhere, ever, since the dawn of time. Public statements he makes are often completely ridiculous and childish, causing all those around him to force plastic smiles, offer him undeserved praise and nod like pre-programmed bobbleheads. People and even affiliated organizations live in such fear of his thirst for retribution that they either cow-tow to his insanity or prepare for annihilation. He is an embarrassment internally and externally, on an international scale. No past executive has even been so blatantly self-centered, mean spirited and/or inept, nor have they ever had such a negative impact on the organization and its people. It may take decades to repair all the damage he has done. Thankfully, his employment contract is only for four years, so there may be some light at the end of the tunnel. Most of those within and those reliant on the organization, as well as friends, associates, allies internationally pray that this nightmare will end at that time. If it’s not too late, that is. Just a bad dream for some or a reality for millions of us?