18 January 2011



Executive Director, Ottawa Police Services Board



Chief of Police, Ottawa Police Service









That the Ottawa Police Services Board receive this report for information.




In 2004, the Police Services Board endorsed the goal of being “Employer of Choice for All” in policing.  A strong business case supported the need to achieve this goal, and the Board adopted the 17 specific recommendations set out in the “Employer of Choice” report.  Many initiatives began with this goal in mind including such programs as the Workforce Census, Tenure and the Civilian Career Initiative.  As well, there has been an increased focus on succession planning and new opportunities within the OPS for both civilian and sworn members as part of the Board’s Business Plan.


The purpose of this report is to provide the Board with an update on the status of the 17 recommendations and to highlight other work that staff has undertaken in support of the “Employer of Choice” in policing goal.




Civilian Career Initiative


The Civilian Career Initiative (CCI) went live on October 4, 2010 after more than a year of work with the Ottawa Police Association. CCI continues to enhance the competition process for civilian members to ensure that it is streamlined, fair, transparent and consistent.


The Civilian Career Initiative introduced changes to the recruiting space on the Ottawapolice.ca website.  The hiring of Civilian Employees became more visible with the posting of both internal and external competitions on the website. 

The posting of the internal competitions allows employees the opportunity to view postings when they are on leave from work and also to externally show case the opportunities that exist internally to the organization.  The external postings include Job Inventory postings that allow external applicants the opportunity to submit their application for multi-incumbent, high turnover temporary positions.


The Behavioural Interviewing Techniques training for hiring managers and panelists has concluded with 127 employees being trained.  The Resume Writing workshops wrapped up with 80 employees being trained and the Interview Preparation workshops saw 104 employees trained. On-line training is being developed for these training requirements and will be available in Q1 2011.


On-line training for the Hiring Managers on the new Civilian Competition Process was developed and will be available to all Hiring Managers as a tool to prepare for competitions starting in Q1 2011. 


The wording of the article in the Civilian Collective Agreement that spoke to the competition process was amended through a Letter of Understanding.  The amendment supports the changes made to the competition process.


A dashboard of all ongoing competitions was established to manage the timelines of the competitions and report on the status of all competitions at the bi-weekly Civilian Staffing Meetings.


The Civilian Expression of Interest Database has been used by all sections to fill temporary vacancies since its implementation in October.  It has proven to be useful to the Hiring Managers to provide them with employees with the requisite qualifications they require for temporary positions.  It has also provided developmental opportunities for internal employees.




Through the Tenure Program, OPS is actively managing the mandatory rotation of sworn personnel within the organization.  The review conducted in November of 2010 led to recommendations being brought forward to the Steering Committee for discussion and approval.  The 2011 Tenure selection process started with postings on January 4th and panels will be held the weeks of February 7th and 14th 2011.  The lists created from these selection panels will identify personnel to fill positions in October 2011.  


Talent Management


In the second quarter, resources were made available to begin the examination of the very complex and multi-phased succession planning program.  Through consultation with focus groups and the assistance of an independent consultant, the program has taken on a broader view encompassing all talent management activities, including succession planning at various levels. 


The focus groups held in the summer of 2010 identified the need to expand the research regarding talent management and succession planning. 

Some delays were encountered in Q4 however recommendations to Executive for the project initiatives are expected to be brought forward by the end of Q1 2011. 


Performance Review


The Performance Review Process is under continual review, particularly as performance reviews are becoming increasingly linked to other 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; testing and implementation is scheduled for Q1 of 2011.  This report will assist managers in ensuring performance reviews are completed in a timely manner and will further assist in ensuring performance reviews are up-to-date for members entering Tenure and Promotion processes.   PRP renewal training is scheduled for April/May of 2011.  This will provide an opportunity for new and experienced managers to be updated on recent changes to the process and an overview of the new online report.


Promotion Process


All sworn promotional processes have undergone a thorough review and redesign.  Each rank will now have a separate promotion policy that outlines the particular requirements of both candidates and the obligation of the organization.  OPS has committed to conducting promotional processes on a regular rotational schedule:


                                                                     Table 1

                                    Schedule of Promotion Process by Rank – 2010-12


















A Sergeant’s promotional process was completed in Q4 of 2010.  There were 131 candidates in the process with 94 being ultimately successful and ranked.  A group of 18 candidates was promoted on 10 January 2011.  Debriefs have been conducted for all candidates and now preparations are under way for the next Staff Sergeant promotional process.  This process will start in Q1 of 2011 and be completed by the second week of April.


Bill 168 – Amendment to the Occupational Health & Safety Act


The Service continues to work towards full compliance with Bill 168.  The implementation of programs and processes as required under the amendment to the Occupational Health and Safety Act (OHSA) continues.  A new Violence in the Workplace Policy has been communicated to the membership and, with the assistance and support of our Joint Health and Safety Committee, has been posted on all Health and Safety Boards across our facilities.  The risk assessments required under the Act have now been completed and final reports are to be reviewed by the Project Lead and Manager of Health, Safety and Lifestyles.  

Upon completion of this review, the Chief and, in turn, the Board will be advised of the findings and any accompanying recommendations.  A communications strategy, intended to support the membership’s awareness and understanding of this legislation, has included communiqués, member participation in the risk assessments, a Chief’s Video message, a poster campaign, brochures attached to pay stubs and permanent signage to communicate expectations for behaviour that is indicative of and supports a respectful workplace.  Staff has engaged the Association Presidents and assured their understanding of the steps taken to date, along with the Service’s plans to ensure compliance with the Act.  As well, Association representatives attended the training offered to our management team.


To date, the membership has demonstrated having a heightened awareness of the protections afforded and the shared obligations under Bill 168.   A number of workplace issues have included the question and/or assessment of the existence of a Bill 168 component.  Due diligence is being exercised on the part of managers in the organization as they deal with conduct issues and complaints about member interactions in the workplace.  Human Resources is effectively supporting the thorough assessment and response to any potential or realized violation of the Act.   


The next steps include completion of membership training.  The balance of the membership will receive training via an E-learning product that we feel addresses the needs identified under Bill 168.  This training will provide a sound understanding of the Act and associated obligations that fall to the member and the Service.  Most importantly, the training will ensure that members will:


·                    know how to summon assistance should workplace violence occur or is likely to occur.

·                    know how to report complaints or incidents of workplace harassment and/or violence.

·                    know the steps that will be taken by the Service to effectively investigate and manage incidents of workplace violence and harassment.

·                    be aware of the options available to them should they need protection from violence or the threat of violence.


Chaplaincy Program


The OPS recognized the need to expand the Chaplaincy Program to be more inclusive. The Chaplain/Spiritual Program now has members who represent the Christian (Anglican and Catholic), Sheikh, Muslim, Jewish and Métis faiths.  The Police Chaplains/Spiritual Leaders are representatives of their denominations but non-denominational in service.  They have the honorary rank of Inspector and are considered volunteers and therefore subject to the Volunteer Involvement Policy. The purpose of the OPS Chaplaincy/Spiritual Program is to support the spiritual and emotional well being of members and their families.  The Program is comprised of volunteer clergy in good standing who are appointed by the Chief of Police. The Ottawa Police Association and the Ottawa Police Senior Officers’ Association are consulted regarding the selection of members to the Chaplaincy/Spiritual Leader Program Team.  The Police Chaplains/Spiritual Leaders shall:


·                    be available to the families of members involved in traumatic incidents,

·                    offer comfort to any member or their family who asks for assistance in a time of need used by a critical incident, natural disaster or death or other crisis

·                    assist with referral to other persons or agencies for Service members or their family (e.g. Victim Crisis Unit (VCU), Employee Assistance Plan (EAP), Critical Incident Stress Management (CISM), Health, Safety and Lifestyle (HS&L) and Robin’s Blue Circle)

·                    assist in the notification of next of kin of a member when called upon by the police service

·                    upon invitation, attend and participate in special occasions such as recruit graduations, award ceremonies and dedications of buildings;

·                    upon request, visit sick or injured members at their home or in the hospital

·                    identify themselves with proper OPS Identification.


It is understood that the service provided by the Chaplain/Spiritual Leaders is strictly confidential, unless required by law to report a safety concern of the members to others.  Chaplaincy/Spiritual Team Leaders will be subject to the routine background checks as well as receiving orientation and training sessions.  The program also has an identified Chaplaincy/Spiritual Program Coordinator who will assume the role of Chaplain/Spiritual Leader, raise awareness of the program to all OPS members through training sessions/workshops and provide opportunities for team meetings, training or debriefings as needed/identified. 


Respectful Workplace Program


The Respectful Workplace Program (RWP) was launched by the OPS in 2007.  It fulfilled a key recommendation of the Outreach Recruitment Project Research Findings and Recommendations; Making the Ottawa Police Service an “Employer of Choice for All” report.  A comprehensive policy was developed to guide employees on respectful behaviour in the workplace and to outline the avenues open to them when they encountered disrespectful behavior or harassment.  All employees attended the Respectful Workplace training and the Program took hold. 


In 2009, the re-launch of the RWP offered new enhancements that gave members a central resource for all respectful workplace issues.  These enhancements included all complaints being forwarded to the Program Manager and streamlining access to services.  Other key changes include updated content on RespectNet.ca and the discontinued use of Workplace Harassment Advisors, allowing the Program Manager to be the central repository for information.  “Coffee breaks” were hosted at various OPS facilities across the city, providing opportunity for the membership to meet the Program Manager.  In addition, new RWP lanyards were disseminated to all employees, along with the launch of a new RWP poster.  This poster, “Communication It Matters”, incorporates the top languages spoken by OPS members based on the last OPS census.  


In 2010, RWP was involved in the creation of a policy for Bill 168, which amends Ontario’s Occupational Health and Safety Act (OHSA).  Bill 168 provides a definition for workplace violence and workplace harassment.  A key definition has therefore been modified in the RWP policy and the RWP Training and Manual have been updated as well.  Violence in the Workplace Training was created, and is enhancing mandatory RWP Training.  Staff wrote an article in the September “Broadcast” highlighting some statistics and accomplishments.  The RWP 2010 Annual Report will be submitted for consideration at the OPS Board meeting February 2011.



2011 Block Training

In 2011, the OPS adopted a new model of sworn officer training called “Block Training”.  It incorporates a sworn officer’s annual use of force re-qualification, first aid/cardio pulmonary resuscitation (CPR)/automated external defibrillator (AED) and an E-learning component over two consecutive days.  This change is part of the new shift schedule which was negotiated in 2009/2010.


Sworn members at all ranks—including 500 front line officers and 900 non-front line officers—are required to take this training.  Scheduling is based on front line numbers of 500 sworn members including Constables, Sergeants and Staff Sergeants, and non-front line numbers of 900 sworn members.  It is also based on 39 weeks of training time for front line officers, eliminating eight weeks in July and August, two weeks over Christmas and New Years, and three weeks of range maintenance closures.  An additional two days a week are scheduled for non-front line officers during July and August.


The block training sessions work as follows:


-            10 hour days in two-day blocks


-            Mondays and Tuesdays:  12 officers in Defensive Tactics, 12 officers in Firearms simultaneously (and reversing the second day) from 07:00 to 12:00, these 24 would then have First Aid/CRP/AED in the afternoon of Monday and an e-learning component on Tuesday. **Nine of the 24 training spots would be dedicated to front line officers, leaving 15 spots for non- front-line officers**


-            Wednesday and Thursdays:  12 officers in Defensive Tactics, 12 officers in Firearms simultaneously (and reversing the second day) from 07:00 to 12:00, these 24 would then have First Aid/CRP/AED in the afternoon of Thursday and the e-learning component on Wednesday.  **Nine of the 24 training spots would be dedicated to front line officers, leaving 15 spots for non-front line officers**


This schedule provides 2160 training spots for approximately 1400 officers, and builds in the flexibility required to provide an appropriate service to our members.  Current policy dictates that officers must re-qualify in Use of Force every 11 months so some overlap is necessary. Situations such as transfers, medical or parental leave, secondments, remedial and pre-medial training often require booking on short notice to prevent members from expiring or to re-integrate them back into work as quickly as possible.


The E-learning component will consist of two courses through the Canadian Police Knowledge Network (CPKN). For 2011, these will be racially biased policing (which directly relates to the current OPS project on racial profiling and instilling ethics).  The first aid/cardio pulmonary resuscitation (CPR)/automated external defibrillator (AED) training will be delivered by Ottawa Paramedic Services.



Status of Employer of Choice for All Recommendations - Update


The status of the 17 recommendations outlined in the Outreach Recruitment Study is attached as Annex A.   It reflects the discussion in this report.




Internal consultation has occurred in each of the various focus areas discussed above.




There are no significant financial implications to report.




Staff continues to make progress with the implementation of the 17 “Employer of Choice for All” recommendations.  The recent launch of the Civilian Career Initiative has made a significant contribution to the achievement of the goals related specifically to civilian members. 




(original signed by)


Vern White

Chief of Police


Attach (1)




Employer of Choice for All




Action Taken


1.   Add an Organizational Value that states the Ottawa Police Service is committed to a diverse and non-discriminatory police service.


The 2004 – 2006 OPS Business Plan included a goal to add a 10th value: “The Ottawa Police Service believes in being a diverse and non-discriminatory police service.”

Director General

2.   Create a permanent Ottawa Police Service “Diversity Advisory Council” (DAC), whose role will be to ensure that diversity is an integral part of every aspect of the Ottawa Police Service management policies and practices.

























A proposal outlining the governance structure, composition, mandate, roles, responsibilities and proposed decision-making model for the Employer of Choice Council has been completed.


Job descriptions and expression of interests have also been drafted to facilitate the selection of the Council members.


A workshop is also planned to help the Council identify the strengths of its members and initiate its work.


2010-2012 Business Plan expanded objective to “Employer of Choice Council” to oversee diversity in recruitment.


A project manager has been identified to begin the formation of the Council and to lead the group in identifying the mandate and deliverables.

Executive Director Resourcing and  Development





















Labour and Employee Relations

3.   Develop a comprehensive internal/ external communication strategy in support of the goals for the diversification of the Ottawa Police Service.

























The development and implementation of a comprehensive marketing and communication strategy and program has been completed.



The work began in the fall of 2004 and includes:


     -  A targeted marketing campaign;

     -  Supporting marketing materials;

     -  Public launches of the campaign;

     -  Production of a DVD.



A report was tabled with the Board in July providing an update on the marketing campaign.


The campaign will be updated and extended as needed to support the Outreach Program.

Inspector, Outreach and  Development

4.   Establish measurable diversity goals and tracking mechanisms.


































On 28 October 2005 OPS undertook the first Workplace Census in the Canadian police sector to establish the baseline. A total of 73% of OPS members responded to the Census.


The Census provided data on our members’:

      -   Organizational


      -   Work activities;

      -   Children and other    demographics;

      -   Workforce demographics.


The Service now has baseline data that has been analyzed to provide:

-  A demographic profile of  OPS; and

-  A view of its operational capacity.


A report on the Census was presented to the Board in March 2006.


Staff has begun discussing strategic approaches to establish measurable diversity goals.


Planning for the 2011 Workforce Census is underway. A Project Manager has been identified to begin the work in preparing the census.

Executive Director Resourcing & Development






























Labour and Employee Relations

5. Perform a comprehensive review of Ottawa Police recruitment processes, with the objectives of removing barriers to diversity hiring and compile data on unsuccessful applicants from all stages of the Ottawa Police recruitment process, including ATS testing stages.















Staff recently completed an extensive process mapping of the recruitment exercise.


Contacts have been made with ATS to see if data-sharing can begin.


Changes made to interviewing and screening of Experienced Officers have been made to streamline process.


Business Service Model exercise is underway with external consultant.

Inspector Outreach and Development

6. Review the recruitment processes for civilian employees to ensure that it is consistent and bias-free.













Preliminary recommendations to launch project accepted by Chief of Police and President Ottawa Police Association


Recommendations to approve specific HR practices and processes to streamline application, testing, interviewing, and hiring.


Civilian Career Initiative launched October 4, 2010, which included a number of improvements to the recruitment and rotation of civilian staff.

Director Human Resources

7. Establish a mechanism to ensure that all board interviewers understand and demonstrate competencies in valuing diversity, flexibility, leadership and service orientation.








Training sessions have begun with members involved in the Essential Competency Interviews. Continues to be a goal of 2010-2012 Business Plan.


Integrated into the Civilian Career Initiative mandatory training for hiring managers.

Inspector Outreach and Development





Director Human Resources

8. Develop a plan to review all policies and procedures to ensure that they are fully inclusive and respect diversity.





Included in 2010-2012 Business Plan.


OPS Policy Committee under Quality Assurance includes Inspector, Outreach and  Development

Director Human Resources; and the Inspector, Outreach and Development

9. Develop a formal Employee Orientation Program for all new employees.


Work has been initiated to create an Orientation Program for civilians. Included in 2010-2012 Business Plan for all areas of OPS, sworn and civilian. Also included in 2010 HR Workplan. Templates for section-specific orientation also addressed.

Director Human Resources

10. Develop an Employee Mentoring program that recognizes the needs of a diverse workplace.














At the Sworn Officer candidate level. Through the Outreach Recruitment Team and the Outreach Recruitment Champions, recruit candidates are mentored for the first stages of their employment with OPS.


Renewal of Champion program included in 2010-2012 Business Plan.


Formal OPS Mentoring Program for members, civilian and sworn, identified as goal in 2010-2012 Business Plan. This has been identified as a component of Succession Planning program – framework.

Inspector Outreach and Development

11. Review dependant-care initiatives that reflect the needs of Ottawa Police Service employees.


The Chief has had discussions with officials from other emergency service providers on the need for / and interest in this form of care.


Members have been surveyed to gauge their interest.

Labour and Employee Relations

12.  Establish processes and a framework to support supervisory accountability to address inappropriate employee behaviour with respect to workplace harassment and discrimination.





























The Workplace Harassment and Discrimination Prevention Project was launched to deal with this recommendation.


Staff has been trained on their roles and responsibilities under the Policy. New staff receives training.


The Respectful Workplace Policy is now in place.


A report was tabled with the Board on 23 April 2007. It has been supported with a communication plan.


The Respectful Workplace Manager has been hired.


Re-launch of Respectful Workplace program done to increase communication and proactive focus on respect in the workplace. (Fall 2009)


Annual Report submitted to the Board.

Director Human Resources

13. Integrate diversity content into all Ottawa Police training.


Included as goal in 2010-2012 Business Plan. Review of PDC course underway.


Block training includes racially biased policing component through e-learning.



Racial profiling review underway that includes training component.

Inspector Outreach and Development



Inspector Outreach and Development




Director Community Development

14. Bolster existing or, where warranted, establish formal and informal mediation mechanisms for public complaints.


A presentation was made to the Board on the Voluntary Conflict Resolution Program now in use in Professional Standards, which offers an alternative to the formal complaints system.

Inspector Professional Standards

15. Establish a Coach Officer selection process that includes competencies in valuing diversity, flexibility, leadership, communication and service orientation.


The Coach Officer program has been revised to include these requirements.


The new Performance Review Process is also used to evaluate Coach Officers.

Inspector Outreach and Development

16. Research and review the option of reimbursing recruit training costs, contingent on a fixed term of service.


Review of standards and criteria to reimburse education costs for all members included in 2010-2012 Business Plan.  Plans include centralized tracking of all external education, leadership, and development supported by OPS.

Inspector Outreach and Development

17. Review rewards compensations and developmental programs for civilian members.


Review included as part of Civilian Career initiative underway.


Civilian members included in the new OPS Commendation program.


OPS Commendation Program launched on April 1, 2010 for civilian and sworn members.

Director Human Resources







Inspector Outreach and Development