Ottawa Police Service

Semi-Annual Progress Report on 2010-2012 Business Plan

(July to December 2010)


The Ottawa Police Service regularly monitors and tracks progress of actions and initiatives identified in the business plan. Every six months, a self-assessment is completed, with the results reported to the Police Services Board. The assessment summarizes overall progress in meeting the business plan objectives / outcomes achieved to date. The degree of progress is measured using the following rating system.


Significant Progress On Track Moderate Progress Limited Progress



The development of the Implementation/Action Plan (I/A Plan) that identifies the accountability, proposed timeframe and actions to achieve the business plan goals and objectives and each Directorates 2010 Operational Plan are valuable tools that assist in monitoring and reporting.

Overall Progress Status

With the approval of the 2010-2012 Business Plan in December 2009, many actions that support the strategic priorities and goals in the Plan for a Safer Ottawa are well underway. While still early in the three year business cycle, the self-assessment indicates that there is demonstrated progress on many of the goals, and at this point there are no indications of significant challenges to achieving the intended outcomes.



Reducing, Investigating and Preventing Crime



1.0     Enhance organizational capacity and partnerships that support a consistent and effective response to early intervention and diversion, to prevent and reduce youth crime.


1.1 Develop and implement an early alert system for parents, advising them when their children are encountering police in high-risk situations where there is a concern for future criminality or victimization.

1.2 Develop and implement a process to screen and refer high-risk and at-risk youth displaying anti-social behaviours to community-based programs and supports.

1.3 Increase capacity to serve more youth engaged criminally through the current Youth Intervention and Diversion Program and engage additional partners.

1.4 Support the siblings and families of known and suspected gang members for referral to community-based programs and supports.

1.5 Expand community capacity by advocating for the creation of community-based programs that address the needs of high risk and at-risk youth.

Actions & Success Indicators

  Create a screening tool and procedures

  Increase the number of referrals made through Youth Intervention Diversion Program

  Increase the number of community-based referrals made for siblings and families of known gang members

  Review and document gaps in youth policing programs and activities

  Identify community-led restorative youth justice program options








  The number of students participating in the 2010 Youth in Policing Initiative (YIPI) increased from 30 students in 2009 to 42 students in 2010 with four (4) former YIPI students advancing to supervisor. YIPI is a summer employment program for youth 14-17 years of age who may experience barriers to success and would benefit from the unique opportunity to learn valuable life and employment skills, and enhance police and community relations

  Officers in Central East District have partnered and are supporting the Youth Leadership Initiative of the Lowertown Community Resource Center, to assist in developing future leaders build trust between police and visible minority youth in Lowertown, and increase community engagement.

  School Resources officers completed training in the administration of the OPS youth risk screening tool that will serve to increase referrals of children under age 12 who are showing signs of greater propensity towards criminal conduct.

  Ottawa Police Service awaiting final review/approval from the Childrens Aid Society of a draft Memorandum of Agreement that would involve the secondment of a social worker to the OPS Youth Section to assist with triage of youth files and enhance linkages to community support networks.

  Deployment review of School Resource Officer programming completed in consultation with representatives of the 4 area school boards and private schools. The new model was deployed in September 2010, and involved allocation of officer based on a school priority matrix that was established during the consultation. A review is scheduled to be completed in 2011.

  In November, the Ottawa Police Service received the Passport to Prosperity Ontario Employer designation at a special Queens Park event. The designation was created by the Provincial Partnership Council to recognize organizations that demonstrated significant commitments to providing school-work programs for Ontario high-school students. The OPS application was based on information on our Cooperative Education Program, Youth in Policing Initiative (YIPI), Take Your Child to Work, and the Venturers Program.

  Ongoing intelligence sharing / liaison between investigative units and Youth Intervention officers to support consistent early intervention and diversion.


2.0     Improve assistance to victims through better support, information, referrals and education.


2.1 Establish criteria to ensure timely, appropriate and sensitive response to the needs of victims.

2.2 Enhance service delivery to vulnerable victims, including children, youth, the elderly, women, the disabled and the diverse community.

2.3 Establish new and reinforce existing partnerships in order to increase Ottawa Police capacity to deliver quality service to victims.

Actions & Success Indicators

  Complete the Coordinated Victim Assistance Program (CVAP)

  Increase public satisfaction, measurable through survey results

  Evaluate and report on victim service partnerships






  During June and July 2010, stakeholders participating in the Coordinated Victims Assistance Program (CVAP) participated in an online consultation to summarize the 102 recommendations developed at the April 20th 2010 event when over 90 key stakeholders representing the three levels of government, key service delivery/funding organizations, academia, and the victim community met to provide input on the current state of victim services in Ottawa, to share their vision for the future, and develop a formal framework for the coordination of victim services in Ottawa. Plans are underway to once again engage the community stakeholders to develop an action during the 2011 National Victims of Crime Week.

  A formal protocol and tracking system is in place for Break and Enter investigators to confirm follow-up contact with victims of break and enters.


3.0     Enhance our ability to gather, analyze and share information to facilitate an intelligence led approach.


3.1 Develop strategies and tools to enhance our ability to exchange appropriate information and intelligence sharing with the community and external partners.

3.2 Develop processes and leverage technology to facilitate the analysis, dissemination and retention of information and intelligence organizationally.

3.3 Develop tools and training to ensure that members have the necessary knowledge and skills to gather information that will generate valuable intelligence.

Actions & Success Indicators

  Develop a strategy and tools to enhance the exchange of information and intelligence

  Review and implement a solution to analyze, disseminate and retain information and intelligence across the organization

  Develop intelligence tools and training programs






  As part of an initiative to enhance intelligence sharing School Resource Officers are actively promoting Crime Stoppers in local high schools to create awareness and assist in crime prevention.

  A standardize reporting tool and training to ensure consistency in gathering information at break and enters was developed and delivered. Training was provided by the Forensic Investigation Section and Divisional Break and Enter officers November through December 2010.

  To leverage resources and create efficiencies, 28 investigators, including all Break and Enter investigators have been trained and are qualified in DNA collection.

  To enhance the exchange of information, four members in the organized Fraud Section are members and are actively involved in the International Association of Financial Crime Investigators.

  A permanent working relationship has been established to exchange information and intelligence on fraud related crimes, with the Canadian Border Services Agency and law enforcement agencies in the Montreal / Toronto / Ottawa triangle.

  OPS Youth Services in partnership with OPS Guns and Gangs Section, Crime Prevention Ottawa, Youth Services Bureau and Carleton University will be undertaking a research project to strengthen strategies and options for gang departure.


4.0 Review and implement criminal investigative best practices to achieve optimum crime solvency.


4.1 Analyze investigative workload and develop tools to assist in achieving optimum crime solvency.

4.2 Identify gaps and use technology to improve efficiencies in solving crimes.

4.3 Establish, approve and implement standardized operating procedures for investigative units to ensure efforts are focused on crimes with high solvability factors.

4.4 Develop clear internal and external communication strategies that provide context that explain the outcomes and solvency rates of investigations.


Actions & Success Indicators

  Complete, approve and implement recommendations from the Solvency Project

  Complete, approve and implement recommendations from the Criminal Investigative Services Enhancement Project

  Utilize existing communication tools to report on solvency



  Continued progress on the CIS Enhancement Project. Work is progressing well with an examination of RMS caseload assignments, review of workload and process reviews, redeployment options and opportunities to increase specialized training, in-house. The Role Overload research study, 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 being conducted by Dr. Linda Duxbury, a leader in this research, is expected to be completed in early 2011.

  Completion of installation and training on new Miroception VideOversight digital video/audio interview system in all interview room locations within OPS facilities.

  Following a review of statutory sign-in procedures and in consultation with the Crown Attorneys office, all front desk personnel have been trained on enhanced protocols to minimize reporting errors and assist with solvency.

  To improve communication and investigative strategies with break and enters, the Crown Attorneys office has assigned an Assistant Crown Attorney to work with the Break and Enter Team.

  In November 2010, sixteen additional officers were trained to assist and support the work of the Forensic Investigative Section as Scenes of Crime Officers.

  Completed delivery of statement taking procedures to all platoons in West and East Division during the third quarter of 2010.


5.0     Employ an intelligence-led enforcement approach to support the deployment of resources to target priority areas and offenders in order to reduce and prevent crime.


5.1 Increase the amount of officers proactive patrol time.

5.2 Develop and implement enforcement strategies and intelligence tools to target priority areas, and prolific and priority offenders.

5.3 Actively identify, monitor and target priority offenders.

Actions & Success Indicators

  Develop and implement enforcement strategies to target priority areas, as well as prolific and priority offenders

  Implement procedures to increase officers proactive patrol time

  Identify, monitor and target priority offenders








  In response to resident and business complaints the Street Crime Unit (SCU) concluded a ten month project targeting the street level trafficking in and around the Vanier area. Project Renaissance resulted in 48 arrests, including the seizure of $40,000 worth of drugs and more than $11,000 in cash.

  Continued and ongoing focus on the nuisance enforcement initiative in Central Division. A partnership with By-Law Services and the Alcohol Gaming Commission of Ontario to target on-going issues of concern for residents, businesses and community groups across the Division traffic, liquor offences and disorderly conduct.

  Ongoing compliance checks of robbery offenders by the Robbery Unit, with the assistance of the Guns and Gangs Unit and Direct Action Response Team to ensure that offenders are not breaching conditions.


Investing in Our People


1.0     Develop Performance Management Strategies to enable supervisors to better develop their staff.


1.1     Ensure all staff at Ottawa Police Service are trained in giving and receiving feedback to manage performance.

1.2     Create a mobile employee record.

1.3 Review all organizational competencies and link them to the development of staff through all Ottawa Police Service processes and systems.

Actions & Success Indicators

  Design course training standards and implement training in relation to performance feedback

  Implement an electronic employee records system

  Conduct a review of current Ottawa Police Service competencies





  The Performance Review process is continually reviewed and improved, particularly as performance reviews are more significantly linked to the organizational processes such as the Civilian Competition Process, the Promotion Process, Tenure, and Succession. An online report to improve monitoring of performance reviews is in development, with implementation scheduled for Q1 2011.

  A series of dedicated training sessions for Coach Officers was conducted to improve consistency, transparency in reporting and feedback to manage performance.


2.0     Establish training and development standards and expectations for organizational programs and individual education.


2.1 Develop an Ottawa Police Service orientation program and guidelines for section specific orientations.

2.2 Implement individual development plans as part of the Performance Review Program.

2.3 Deliver an employee coaching framework that recognizes the needs of the organization and serves to develop both partners.

2.4 Review and revise organizational training material to ensure its currency and that it is reflective of diversity, ethics and service excellence.



Actions & Success Indicators

  Develop an Ottawa Police Service orientation program. Develop standards and timelines for section-specific orientation programs

  Develop a framework and standards for employeemanager interaction to facilitate creating an individual development plan

  Develop an employee coaching framework that works within the Leadership Development Strategy

  Conduct a review of current Ottawa Police Service training materials








  Approval of the Real You Ottawa Police Service Wellness pilot program in November. A 15 month health and wellness pilot project designed to provide activities and support to improve participant health, wellness and enjoy a higher quality of life. Customized for the OPS, it will focus on 100 volunteer participants to improve their health by making positive lifestyle changes under the guidance of a multi-disciplinary team of a licensed medical doctor, psychologist, physiotherapists/chiropractors, and naturopathic physician.

  The Street Crime Unit ran an Introduction to Undercover Operations course at PDC in September to interested members.

  Call Centre agents trained in Mentor Training used the knowledge from the course and their experience to develop a Call Centre orientation training package.

  The standardization of the Basic Tactical Officers Training course and standard operating procedures have been completed and approved.

  Increased training and educational opportunities have been provided to District Investigators in Investigative Interviewing, Gang Investigation, Leadership, Supervision and community mobilization.


3.0     Establish a leadership development strategy.


3.1 Review current leadership content accessed by Ottawa Police Service members, identify any gaps and create an internal leadership framework.

3.2 Establish a strategy to financially support external academic development and create guidelines for access to outside education.

3.3 Formalize a mentoring program to include criteria, goals and deliverables.

Actions & Success Indicators

  Conduct a review of current Ottawa Police Service leadership courses

  Establish criteria and mechanism for financial support of external education

  Create a formal mentoring program






  OPS have assisted the Ontario Tactical Advisory Board with the creation, development and course delivery of their Leadership Program.


4.0     Support recruitment, retention and development.


4.1 Renew the roles and objectives of our external partners in their support of outreach and recruitment.

4.2 Establish an Employer of Choice Advisory Council to foster positive recruitment and retention practices and processes.

4.3 Create a succession planning strategy that includes all levels of the organization, to guide and promote succession within the organization.


Actions & Success Indicators

  Create an updated charter for the activities of COMPAC and any other relevant external resources used in Outreach Recruitment

  Establish an Employer of Choice Advisory Council with terms of reference

  Create a succession planning policy for senior officers, sworn members, and civilian members






  The Civilian Career Initiative was officially launched on October 4th. Included in the implementation were an improved civilian competition process that ensures consistency, flexibility and transparency, introduction of behavioural interviews, and definite timelines for filling civilian vacancies; a Civilian Expression of Interest database to assist with career development and succession planning for civilian employees; and, enhancements to the OPS website that provides focus on civilian opportunities within the Police Service. The launch was supported by information sessions and training opportunities for civilian members.

  Succession Planning is a critical component in both the development of members and retention of knowledge at all levels of the organization. In 2010, a Succession Management Advisory Committee was formed to facilitate the development of both a framework and strategy regarding succession planning within the Ottawa Police Service. Two facilitated focus group sessions involving civilian and sworn personnel were held during the summer to gain further input / insight with a report documenting the two sessions provided to the Advisory Committee. Additional focused research on best practices with respect to both succession planning and talent management is planned for 2011.

  The Communications Centre developed a transfer methodology to establish a formal timetable for yearly transfer requests.

  Over the past year and a half, the OPS has launched a standardized and transparent approach to the promotion process at all ranks. A three-year promotion process cycle has been introduced to support members in the personal career planning. The Sergeant promotional process was completed in the last two quarters of 2010 and 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.



Enhancing Partnerships and Interoperability



1.0 Enhance information and intelligence sharing to ensure timely information that supports decision-making and integrated response to changing threat and risk levels to public safety in the National Capital Region.


1.1 Expand and enhance Operation INTERSECT for ongoing collaboration and integrated planning and response to all hazard incidents and major events in the National Capital Region.

1.2     Coordinate an organizational threat / risk assessment model, tools and protocols for event and incidence-based activities.

1.3     Enhance Ottawa Police Service risk management through the auditing and evaluation of current operational practices and programs.

1.4     To implement the Ottawa Police Service Business Continuity Plan framework to ensure the provision of essential services during a planned or unplanned service disruption, major emergency or disaster, in collaboration with the City and other policing and emergency services partners.

Actions & Success Indicators

  Develop and implement an organizational threat/risk assessment tool(s) that support Operation INTERSECT

  Develop an organizational risk management model

  Develop a Business Continuity Plan in collaboration with the City of Ottawa, and other policing and emergency services partners






  Ottawas four school boards and the OPS have adopted the Community Violence/Threat Risk Assessment Protocol that establishes a standardized collaborative response, sharing of information, advice and support between school staff, the community, community partners and responding police personnel for all high risk situations. It is intended to remove or reduce any threats to the safety of students, parents, school staff and other persons on school property. This is the first time in Canada that the protocol was signed by more than 2 independent school boards at one time.

  The Business Continuity Plan (BCP) Charter and Work Plan were approved by Executive in September 2010. Presentations were delivered to EOD Duty Inspectors as it relates to the Pandemic Plan. The Unit started developing the Risk and Controls tools and templates that are part of the first phase of BCP. Subject to the approval of the tools from the Steering Committee, evaluations will commence in the first quarter of 2011.

  A review of the deployment model for Central Front Desk services was conducted, resulting in the implementation of a pilot six month work schedule to better meet service demand. The Front Desk Information Service Excellence Project to be evaluated/reviewed in 2011.

  A review/threat/risk assessment has been completed for paid duties. A draft policy is to be submitted for review in Q1 2011.

  Switchboard operations were relocated to the call centre, accompanied with an upgrade to switchboard phone system, to meet operational needs.

  Continued multi-agency consultation and coordination through INTERSECT and the City of Ottawa, has resulted in the Police Liaison Team being fully integrated into all events within the NCR.


2.0 Develop an internal and external communications network to improve information sharing and intelligence gathering with the community, the City of Ottawa, emergency service and policing agencies.


2.1     Develop strategies and tools to enhance internal communications and intelligence sharing.

2.2     Develop a strategy and associated communication tools to assist the community in contacting the Ottawa Police Service for information and resources.

2.3     Develop strategies and tools to communicate success and pride in accomplishments.


Actions & Success Indicators

  Complete, approve and implement recommendations from the Criminal Investigative Services Enhancement Project

   Review best practices and implement an educational strategy to assist the community in contacting the Ottawa Police Service for information and resources

   Develop a strategy and tools to communicate success and pride in members accomplishments







  Improvements have been made to communication and intelligence sharing protocols amongst special operations units; NHOs, CPC officers, District Investigators and Patrol officers to maximize outcomes, efforts and response to operational projects and targeted policing activities.

  In alignment with the new employee recognition program, a tracking and formalized recognition protocol within the Communications Centre has been implemented to recognize members who are involved in community events and activities.

  Continuation of the secondment agreement between the Fraud Section and the RCMPs Economic Crime section.


3.0 Expand and enhance sustainable community partnerships that promote positive interaction and continual dialogue to meet community and operational needs.


3.1        Document existing partnership frameworks and protocols with partner groups, emergency service providers and agencies.

3.2        Leverage opportunities arising from partnerships, including joint training initiatives, practical exercises, joint planning sessions and improved protocols to better respond to planned and unplanned major events.

3.3        Ensure continuity and sustainability of operational community partnerships.


Actions & Success Indicators

  Inventory and review gaps in existing partnerships

  Align partnerships with the Ottawa Police Service Business Plan objectives

  Develop tools and approaches that will assist in building capacity within the community





  In July, a renewed 911 Service level Agreement was signed between the Police Services Board and the City of Ottawa. It is a cornerstone for the management of the 911 system for the City, it is an important part of the ongoing partnership between the OPS and its partners and sets a service level objective to have 97% of all calls answered within six seconds, once received by the OPS phone system.

  In November, Project S.T.E.P. was the beneficiary of proceeds from the first annual police gala. A cheque in the amount of $50,000 was presented to assist in providing support services through the school system to ensure an appropriate level of counselling is available to young people with addictions.

  OPS members volunteered to become personal shoppers for children as part of the CopShop program. CopShop provides underprivileged children a unique opportunity to take part in a Christmas shopping spree and allows them the time to meet and spend time with police officers. It also allowed police officers to interact with youth in a positive, meaningful way. Carlingwood Mall and Billings Bridge Plaza donated $200.00 per child as part of this cross-Canada initiative, with 25 children/OPS Member teams shopping at Carlingwood Mall and another 30 at Billings Bridge Plaza on December 15th.

  The OPS participated in the Coalition of Ottawa Community Houses soccer Festival held in August, an opportunity for children representing each community house to come together with their youth mentors to play a friendly with members of the OPS.

  Through the Flag and Banner Program, the community and police come together in partnership to create a culture of mutual respect and build strong communities and understanding. The OPS, in partnership with the community, celebrated the independence of Jamaica-JamDay; the Ottawa Turkish Festival; Lebanon Day; GreekFest; Islamic History Month; Louis Riel Day and the Year of the Metis; Transgender Day of Remembrance; United Nations Human Rights Day; and Chanukah.

  Joint training of RCMP and OPS Incident Commanders was completed to enhance and formalize the Incident Commander relationship within the NCR.

  In addition to their enforcement functions, the Marine / Dive / Trail Unit has initiated contact with enforcement agencies, community organizations and user groups to establish working relationships and partnerships. Interagency relationships with Parks Canada, Rideau Valley Conservation Authority, Ontario Power Generation, marinas and snowmobile Associations, will assist in the Units responsibilities.

  In May and November 2010, the OPS organized two integrated Crisis Negotiation training exercises with participation from OPS and members of the RCMP, Corrections Canada, Kingston and Cornwall Police Services.

  Through a 50/50 funding partnership with the Ottawa Carleton District School Board, the Urban Priority Schools Pilot" commenced in September 2010, to support two dedicated SRO's to a smaller pool of priority schools, with the primary objective being heightened relationship building between the SRO's and at-risk school populations. Through this funding opportunity, the OPS has been able to offer increased "Violence Risk Assessment" training to Youth Services Bureau, Boys & Girls Club and CHEO Youth Services personnel.

  From May 25th to June 2nd, 2010, the OPS School Resource Officers hosted 11 students from Nunavut for a nine day cultural exchange in the Nation's Capital, focusing on relationship building with the OPS, Ottawa Inuit Children's Centre, YMCA Native Studies Program and Lester B. Pearson High School.


4.0     Leverage partnerships to create an accessible police service that meets the requirements of the Accessibility for Ontarians with Disabilities Act (AODA).


4.1 Work in partnership with the City of Ottawa Corporate Accessibility Office and Accessibility Advisory Committee to share knowledge, resources and training programs to implement the AODA's standards in the five areas of: customer service; built environment; communications and information; employment; and, transportation.

4.2 Leverage partnerships with accessibility groups and organizations to support education and awareness campaigns, programs and initiatives for persons with disabilities that relates to policing and crime.

4.3 Build organizational capacity to support the implementation of the police service's accessibility plans and initiatives.

Actions & Success Indicators

  Develop an Accessibility Plan / Strategy

  Develop a phased approach to implementing AODA standards

  Identify, develop and leverage partnership opportunities





  In partnership with the City of Ottawa and Crime Prevention Ottawa, the Ottawa police celebrated International Day of Persons with Disabilities as part of the annual AccessAbility Day on December 3rd. The event featured a series of workshops on the theme of safety and security.



Expanding Public Education, Community Engagement and Mobilization



1.0 Assess and develop priorities for public education in every division and expand education about police services and structure where beneficial



1.1 Establish and support delivery of public education priorities through front-line officers and specialty section expertise.

1.2 Develop an Ottawa Police Service public education strategy and implementation plan.

1.3 Review and renew the public education campaign Make the Right Call to ensure the public knows when and why to call the police.

1.4 Examine and utilize new and emerging technologies to identify which ones can be successfully leveraged to educate and engage the public.

Actions & Success Indicators

Develop a public education strategy and implementation plan

Review and renew the public education campaign Make the Right Call to ensure the public knows when and why to call the police

Examine new and emerging technologies to support public education






  Auxiliary Officers continue to make a positive impression and have received positive comments through their volunteer commitment at community events such as Dickenson Days Festival and Open Doors Ottawa.

  Community presentations from the Tactical Unit were up from previous levels with a total of 25 community presentations or events attended by members of the Tactical Unit in 2010. Positive comments have been received on the promotional DVD for the Unit that was developed for use at public presentations and for the Units recruitment efforts.

  The Canine Unit was invited to participate in 68 community events / presentations in 2010, up from previous levels. The Unit was able to participate in 43 events due to time restrictions and availability.

  During Crime Prevention Week, the Robbery Unit distributed crime prevention posters and postcards to inform the community on robbery prevention strategies. Distribution of material and presentations were provided by members of the Robbery Unit along with the assistance of SROs and neighbourhood officers.

  As a means to educate the community on traffic, pedestrian, bicycle and road safety the OPS is a partner in the City of Ottawas Integrated Road Safety Program, and regularly conducts a number of enforcement campaigns and initiatives to increase compliance with safe driving, pedestrian and bicycle measures, such as the RIDE program, ERASE (eliminate Racing Activity on Streets Everywhere), proper use of seat belts and child restraints, Distracted Driving, campaigns to reduce aggressive driving, speeding, following too closely, running red lights and stop signs, to name a few.

  To enhance community education pertaining to drugs and crime prevention, the Drug Unit has made presentations to various groups, schools and organizations on the topic of drugs and the dangers associated to them (e.g. recruit classes, CSIS, Hydro One, Ottawa Hydro, community meetings, House of Commons, House Inspectors Association)


2.0 Recognize and support the value of community engagement from the front-line and specialty sections.


2.1 Expand the current rewards and recognitions to include members who are community builders.

2.2 Develop suitable training and relationship building opportunities for Ottawa Police Service members to participate and contribute to community engagement activities.

2.3 Designate and measure the impact expected from specific community engagement activities.


Actions & Success Indicators

  Review and expand the rewards and recognition system available to members

  Develop performance indicators to measure the impact of community engagement activities






  From March to November the OPS launched a pilot program - the Neighbourhood Pace Car Program within West Division to stop speeding and calm traffic on neighbourhood streets. A SafeKids Canada program, it was active in 17 schools and 6 communities, managed by the schools and community associations. Transport Canada has agreed to evaluate the program in one of the communities in early 2011.

  To support the educational needs of parents, the Youth Intervention and Diversion Section has posted a powerpoint presentation and additional resource / prevention material at

  Members engagement in community events and activities are highlighted in the internal OPS publication the Broadcast published quarterly. A new electronic template is being developed and plans in the works to distribute bi-monthly and solely in an electronic form in 2011


3.0 Mobilize communities around priority policing issues including reducing youth and domestic violence, positive youth outreach, reducing drug-related crime and crime prevention through social development initiatives.


3.1 Review and renew community mobilization activities to ensure they are in alignment with the operational goals of the business plan.

3.2 Develop suitable training opportunities that support front-line and specialty section personnel and community members to participate and contribute to community mobilization activities. Training could include presentation skills, event planning, public speaking, media relations, outreach and trust building techniques, and problem-solving in a community-based environment.

Actions & Success Indicators

  Complete review of community mobilization activities

  Develop and implement training to support community mobilization activities





  On November 30th, over 200 residents attended the Ottawa Police Services Boards Public Interest Meeting to engage in an open dialogue on Racial Profiling. As part of the Boards community outreach and engagement strategy, it was an opportunity for meaningful, interactive and informative discussion about racial profiling with community members and leading experts on the subject, the Ottawa Police Services Board, and officers in the Ottawa Police Service. Subject matter experts shared their research and knowledge and the Police Service sharing a draft policy for ongoing discussion.

  In consultation with Councillors, community groups, and citizens, the boundaries for Community Police Centres in Central East have been realigned.

  In November 2010, the Bayshore CPC partnered with Endzone Football, a non-profit organization, to expand its program in West Division as a means of enhancing positive life skills to at-risk youth. Thirteen (13) youth from Britannia Woods have enrolled. The program will begin in January with participation from CPC officers and other OPS members.


4.0 Align Ottawa Police Service education, engagement and mobilization efforts with those of the City of Ottawa and partner agencies and organizations, and link activities with operations.


4.1 Develop a strategy and associated communications tools intended for supervisors which will update them on the work of front-line officers and specialty sections working on education, engagement and mobilization efforts.

4.2 Develop strategies to allow front-line officers to attend and spend time at community events as part of their assigned duties.

4.3 Ensure that District and neighbourhood initiatives in patrol divisions are aligned with the City of Ottawas Community Development Framework and Crime Prevention Ottawas 2010-2012 Strategic Plans.

4.4 Review Divisional operational plans and link, where possible, with partner groups to support established public education priorities and community mobilization efforts.


Actions & Success Indicators

  Develop a strategy and communication tools to support public education priorities and community mobilization efforts across the organization





  As a result of work and rigorous consultation undertaken by the Ontario Association of Chiefs of Police (OACP), a new community policing model was developed for use by police services and communities across Ontario. The model operationalizes the community policing philosophy and provides a diagnosis tool for the police and community to assess capacity and needs. The model confirms the way the Ottawa Police has been doing business for years and demonstrates how the police work with the community.

  In alignment with the new employee recognition program, a tracking and formalized recognition protocol within the Communications Centre has been implemented to recognize members who are involved in community events and activities.