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REPORT RAPPORT |
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REPORT RAPPORT |
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DATE:
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19 July 2010 |
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TO:
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Executive Director, Ottawa Police Services Board |
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FROM:
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Chief of Police, Ottawa Police Service |
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SUBJECT: |
2010 - 2012 BUSINESS PLAN - SEMI-ANNUAL STATUS REPORT (JANUARY – JUNE 2010)
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RECOMMENDATION
The 2010-2012 Plan for a Safer Ottawa is the Ottawa Police Services Board’s fifth business plan that was created to ensure the delivery of adequate and effective police services - responding to emergencies, enforcing the law, crime prevention, investigating crime, maintaining public order and assisting victims - for the citizens of Ottawa. It is a plan of action to address community priorities, through a total of 17 goals and 57 key objectives, to successfully guide our program and service delivery decisions, and ensure this city is safer tomorrow than today.
The Board is provided with regular progress reports on the business plan in January and July of each year. It includes a list of reports approved by the Board that account on progress towards achieving the actions and outcomes as outlined in the Plan for a Safer Ottawa, as well as a self-assessment on progress and accomplishments during the reporting period. This is not the only mechanism that reports on progress. The annual Activity Report, the annual Crime, Police and Traffic statistics and quarterly performance reports are other means provided to the Board.
DISCUSSION
The 2010-2012 Plan for a Safer Ottawa articulates how the Board and the OPS will successfully achieve its mandate and vision, and demonstrate how the OPS will effectively and efficiently respond to community concerns and deliver police services to the community. The actions needed to achieve the desired results are grouped into four strategic priorities that provide a common focus of accountability:
· Reducing, Investigating & Preventing Crime
· Investing in our People
· Enhancing Partnerships & Interoperability
· Expanding Public Education, Community Engagement & Mobilization
With the approval of the 2010-2012 business plan in late December 2009, many start-up initiatives and actions have commenced. As an example, each Directorate has completed their 2010 Operational Plan which identifies specific operational initiatives and programs that align with, and support the strategic priorities and goals in the Plan. Additionally, the accountability and proposed timelines have been assigned through the development of the Business Plan Implementation/Action Plan (I/A Plan). These are valuable tools that assist in defining expected outcomes, and are used in the self-assessment, monitoring / reporting on progress.
Reducing, Preventing and Investigating Crime
ü On June 1st, the Street Crime Unit (SCU) concluded a five month project, primarily targeting the street level trafficking of crack cocaine in Lowertown. Project Woody was the third major project targeting the street level trafficking of narcotics, undertaken by the SCU within the last eighteen months. Eighty-seven (87) individuals were identified for arrest and following the June sweep, sixty-seven (67) targets were arrested with the assistance of our NHO’s and the Beat/Demo Team. A total of 322 charges, primarily related to trafficking of drugs and possession of proceeds of crime, were laid with approximately $68,000 in illicit drugs and $9,500 in currency also seized. A “project round-up” was initiated whereby local media were invited to observe first-hand the arrest phase of the project.
ü As a result of an increase of theft from vehicles in the ByWard Market and Rideau Street areas, Central East NHO’s engaged the assistance of the OPS Auxiliary in April to conduct a one day “Positive Ticketing Campaign” to raise awareness and educate vehicle owners about the importance of vehicle security. Over 800 vehicle owners received this information.
ü Continued progress on the CIS Enhancement Project, which was launched in October 2009. Work is progressing well with an examination of RMS caseload assignments and review of workload and process reviews. A Role Overload research study has been launched to determine the factors that precipitate feelings of overload in individuals, how high levels of overload affect individuals and the employer, and what strategies can be employed to effectively reduce overload and impact work/life balance in the workforce. The OPS has enlisted the services of Dr. Linda Duxbury from Carleton University’s Sprott School of Business, a leader in this research.
ü Development of a standardized tool and protocols for the reporting of calls for service in City parks, to be used in conjunction with District summer youth initiatives.
ü In partnership with the Child Development Institute, a screening tool has been developed and will be piloted at the OPS in the Fall of 2010. This screening tool will serve to increase referrals of children under age 12 who are showing signs of greater propensity towards criminal conduct.
Investing in our People
ü In April, the OPS implemented a new employee recognition program as part of the current Awards Policy that creates a process, and consistent and fair evaluation parameters, to acknowledge the work of members. The new awards, Letters of Commendation, recognize individuals or Sections for notable work, service and/or achievements by civilian and/or sworn members.
ü Over the past year and a half, the OPS has launched a standardized and transparent approach to the promotion process at all ranks. Over 200 candidates have entered the various promotion processes. A three-year promotion process cycle has been introduced to support members in the personal career planning. The recent Superintendent promotional process is an example of how the OPS will ensure that a pool of high calibre leaders will be available to assume key roles in the organization by utilizing a competency-based promotion process that is fair, consistent and accessible.
ü Based on the work of the Civilian Career Initiative, over 25 recommendations for improvement to the civilian competition process have been brought forward and approved by Chief White over the past 6 months. A new streamlined and efficient civilian staffing requisition process was introduced in June with additional development in progress to prepare for the launch and implementation of the new processes and training in September 2010.
Enhancing Partnerships and Interoperability
ü Significant organizational resources have been dedicated to the planning and deployment for several major events over the past several months (Chinese Presidential visit, G8, earthquake, G20, Queen’s visit, Canada Day) in collaboration with Operation INTERSECT partners.
ü The Ministry of Justice provided OPS with funds that afforded the creation of a joint initiative with the Provincial Center of Excellence for Child and Youth Mental Health. This partnership resulted in the development of a Comprehensive Resource Guide for Police on Child and Youth Mental Health. This book will be made available online to all members of the OPS and professional colleagues working with children and youth afflicted by mental illnesses.
ü Over 60 events and activities were held during Police Week (May 9 to 15) in celebration of the theme of “Building Partnerships for a Safer Community”.
Expanding Public Education, Community Engagement and Mobilization
ü The Ottawa Police Services Board hosted an information and education session on Child and Youth mental Health as part of its community outreach and engagement strategy June 22. Discussion topics included understanding the implications of child/youth mental health, de-stigmatizing mental illness, crime prevention and available resources.
ü The OPS recognized the 360+ active volunteers in the OPS, and the members who give their time and energy to many community organizations during National Volunteer Week (April 18 to 24).
ü At a presentation in Kingston on June 16, the community program, Lowertown Our Home Safety Project, was awarded the Ontario Association of Chiefs of Police 2010 Community Mobilization award, in recognition of the community mobilization efforts of the residents of Lowertown East, in partnership with the OPS and 13 other community groups to improve the safety and security of their community. This is the second year in a row that the OPS and a community partner have been recognized. Last year the exemplary on-going community mobilization work with residents and partners in the Vanier community were acknowledged.
ü In partnership with the City of Ottawa and the opening of the Hunt Club Riverside Community Centre, a new initiative, the Hunt Club Riverside Drop-in pilot project is intended to give members of the public access to front line police officers in a welcoming environment.
During the reporting period the Board has received a total of 29 reports that account on progress towards achieving the strategic priorities, goals and objectives as outlined in the 2010-2012 Business Plan (Annex B).
The Ottawa Police Service will continue to fulfill its core policing responsibilities while maintaining its focus to achieve the outcomes in the Plan for a Safer Ottawa. Over the next six months, opportunities and options to further enhance the monitoring, accountability and measuring of results are being explored to improve transparency and to adopt a standardized reporting framework that will continue to be meaningful for the community, the Police Services Board and OPS members.
The Plan for a Safer Ottawa is a product of many months of collaborative work undertaken by the members of the Police Service, engaged citizens and the Police Services Board. It reflects the needs of our community and members of the Police Service that were identified through the active participation of residents, community partners and members of the Police Service who contributed valuable input to making Ottawa a safer place. This positive dialogue we hope will continue as we move forward with the implementation of the 2010-2012 Plan for a Safer Ottawa.
Over the next six months, the OPS will be assessing options to continue to engage the community and enhance the monitoring, accountability and measuring of results to improve transparency and to adopt a standardized reporting framework that will continue to be meaningful for the community, the Police Services Board and OPS members.
During the life of the Plan, regular and ongoing community, member and stakeholder feedback is received during the development and implementation of projects and initiatives that are identified in Annex A, along with additional input that is received at Police Services Board and community meetings and through ongoing consultations with community-based policing partners, organizations and stakeholders.
The 2010-2012 Plan for a Safer Ottawa is a three-year plan of action that responds to community concerns and will improve the way we deliver policing services in the future. The actions outlined in the Plan will continue to strengthen and foster the long tradition of excellence and community collaboration that this Police Service has established.
Initiatives to reduce and prevent crime, improving assistance to victims of crime, enhancing our community relationships and partnerships, and improving supports to our members are priorities for the next three years. These and other measures in the Plan were identified through the active participation of residents, community partners and members of the Police Service who contributed valuable input to making Ottawa a safer place. This positive dialogue we hope to continue as we move forward with the implementation of the 2010-2012 Plan for a Safer Ottawa.
While the evidence from the self-assessment indicates demonstrated early progress, the OPS will continue with the advancement of actions and activities to respond to community concerns and improve the Police Service’s ability to effectively and efficiently deliver policing services to residents by Working together for a Safer Community”.
(Original signed by)
Vern White
Chief of Police
This document contains information that reports on activities related to the Ottawa Police Service Business Plan.
