OPS_BLK_ENG

REPORT

RAPPORT

 

DATE:

 

24 May 2011

TO/DEST:

 

Executive Director, Ottawa Police Services Board

FROM/EXP:

 

Chief of Police, Ottawa Police Service

SUBJECT/OBJET:

 

EMPLOYER OF CHOICE STATUS REPORT –

FIRST QUARTER 2011

 

 

RECOMMENDATION

 

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

 

BACKGROUND

 

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 seventeen (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 recommendations and to highlight other programs and initiatives that staff has undertaken in support of the “Employer of Choice” in policing goal.

 

 

DISCUSSION

 

Civilian Career Initiative

 

Six months post-go-live, the Civilian Career Initiative (CCI) continues to develop in “real time”.    The competition process requires that hiring managers and Human Resources partner effectively in order to adhere to the guiding principles, well-established in the project phase, as well as the procedures that make up the revised civilian competitive process.   This critical partnership has a significant impact on the experience of external and internal candidates as well as on operations and staffing plans.  Adherence to the process serves to facilitate and foster the supportive environment intended for both candidates and hiring managers.    

As the program continues to evolve, processes continue to be streamlined with the goal of making the experience valuable and informative for candidates and meaningful with results for Managers.   Streamlined processes serve to reduce time to fill a vacancy whenever possible. 

 

The CCI Joint Committee has been replaced with a Joint Steering Committee.  With the Director General as Chair, the Steering Committee is comprised of representation from Human Resources and Employee Relations, representation from the Ottawa Police Association (OPA) and the Senior Officers’ Association’s (SOA) Board of Directors.   The Committee is mandated to provide oversight to the Civilian Career Initiative Program, specifically the civilian competition process and any other related processes that are developed in the future (namely, Succession Planning and Career Development).

 

The Joint Committee will discuss and resolve any complaints about the processes that make-up CCI and is in place to ensure the effectiveness and efficiency of the processes.   The processes must continue to be fair, transparent and consistently applied, and offer required flexibility that ensures the right candidate is selected for the right opportunities.  The Committee shall ensure that all changes, improvements and introductions of new programs are in compliance with the current Collective Agreement between the Ottawa Police Services Board and the OPA (Civilian Personnel), and the Collective Agreement between the Ottawa Police Services Board and SOA, as well as demonstrate compliance and/or consideration for OPS policies and practices.

 

With training in place and currently available electronically for the membership, the Human Resources team continues with its day-to-day support to candidates and hiring managers.  There is weekly review to ensure that team members are being consistent in their approach to the issues raised by candidates and management teams.  Tool development and process enhancements also continue.   There are undoubtedly growing pains as members adjust to the new processes; however, a collaborative approach with Association representatives, where feasible, has resulted in positive and reasonable outcomes.

 

A Hiring Plan for 2011 is underway and will serve to communicate the opportunities that civilian members can look forward to in the coming year.

 

Tenure Program

 

Through the Tenure Program the Service manages the mandatory rotation of sworn personnel at the ranks of Constable through to Staff Sergeant.  The 2011 tenure process started on the 4th of January and led to the selection panels being held the weeks of the 7th and 14th of February.  From these lists, vacancies created through regular movement and retirement of personnel were filled.   The preparation of the Annual Tenure Transfer Order is now underway.  This Order serves to communicate the time and location of all members scheduled or eligible to commence their tenure in a new position.

 

There are currently twenty-four (24) members in tenured positions expected to rotate to other positions in October of 2011.  A corresponding number of members are eligible and ready to fill these positions.  Of those ready to be tenured out, there will be twenty-two (22) experienced officers rotating to patrol due to tenure transfers.    

 

Nearing the start of our third year with the Tenure Program, the majority of members are embracing this staffing methodology. 

The Tenure Program continues to be successful and serves to meet key objectives of developing staff and supporting our members personally and professionally.  We have seen a reduction in complaints and/or grievances under Tenure.  As education about the program and associated process continues, the nature of complaints or issues raised is not unusual or atypical of any staffing process or program in other organizations.  Most issues have, and continue to be, successfully addressed outside of the grievance process.  Notably, the number of members who are actively engaging in their own career planning is on the rise.   A strong employee base and rigorous administration of the program are both serving to ensure Tenure’s success.  The rotation of personnel has allowed for the strength and talent in this organization to be recognized by fellow officers and ensures staffing with the right candidate at the right time.

 

Talent Management

Succession planning is a process for identifying and developing internal people with the potential to fill key leadership positions in the organization. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available. Fundamental to the succession-management process is an underlying philosophy that argues that talent, particularly top talent in the organization, must be managed for the greater good. 

With the hope that a "talent mindset" will be part of the leadership culture at the OPS, we are embarking on what we hope will be a dynamic program to support talent management.  The OPS has a significant talent pool, and a succession plan will ensure that members with leadership potential are identified, developed and provided the support and the tools to prepare them for future opportunities.  From an operational perspective, succession planning will also ensure that key operational positions are filled with the right people when needed.  A strong succession management plan will promote movement from within while simultaneously making OPS an attractive option for external candidates.

The Succession Planning Steering Committee is currently reviewing proposals submitted by human resources firms to assist the Ottawa Police Service in creating a succession planning strategy and policy.  The target date for completion of this work is slated for the end of Q1 2012.  It is our intention that the strategy will include the creation of a framework that integrates existing OPS human resource systems and processes while identifying the next steps towards the development of a viable Succession Plan.

 

Performance Review

 

The Performance Review Process is under continual review.   The management and administration of the review process is of particular importance as the list of related organizational processes continue to be tied to performance review results.  Competition, tenure and promotional processes rely on how civilian and sworn members are rated in their performance reviews. The Succession Plan will soon be added to this list.   It is imperative that reviews are completed on time and that feedback contained therein is reflective of member performance.  Resourcing and Development continues to provide training to members to ensure their understanding of how the results in a performance review can impact their entry and/or success in other human resource processes such as the sworn promotion process or the civilian job competition process.  They also administer the Performance Review System and advise supervisors as they undertake the performance review exercise.

 

Improvements continue to happen to the review process and recently, an online report was introduced.  This report has been created as a tool that will provide managers who have two or more subordinate levels the ability to monitor their progress within the performance review process.  Continued review will result in additional improvements to make the system user-friendly and to ensure accuracy and timely completion of information, given its critical role in the organization.  A Steering Committee continues to be in place, supporting ongoing review and assessment of the process.

 

Promotion Process

 

Following the review and redesign of the promotional process, as described in the 2010 Fourth Quarter Report, a review of anticipated promotions for 2010-2013 has been conducted.  A consultative process with the general membership and the Executive team has provided some important information about the potential impacts of having three (3) promotional processes on an annual basis.  With due consideration of the anticipated impacts to the organization and the importance of having stability at the leadership level for as long as is practicably possible, a decision has been made to decrease the promotion cycles by one.

 

As shown below in Table 1, the frequency of promotion processes has been modified to two promotional processes per year.

 

Table 1

                                    Schedule of Promotion Process by Rank – 2010-13

 

    Q1/Q2

 Q3/Q4

2011

     S/Sgt

   Insp

2012

Supt

    Sgt

2013

            S/Sgt

   Insp

 

 

A Staff Sergeant’s promotional process was completed in Q2 of 2011.  There were thirty- nine (39) candidates in the process plus two (2) members who stood on their previous mark.  Of the thirty-nine (39) new candidates, twenty-seven (27) were successful in the process.  As of the date of the writing of this report there have been no promotions from this list.  Debriefs have been conducted for all candidates.  

 

The Service is now preparing for an Inspector’s process, scheduled to be held in the fall of 2011.

 

 

Bill 168 – Amendment to the Occupational Health & Safety Act

 

The 15th of June will mark the first anniversary of the enactment of Bill 168, an amendment to the Occupational Health & Safety Act (OHSA).  The Service continues to be vigilant with its efforts to ensure compliance with this Bill.    With workplace violence and harassment policies and programs in place, risk assessments are now complete and the accompanying recommendations are currently under review by the project team and key stakeholders.  Final recommendations for proposed implementation will be made to the Chief prior to the end of June 2011.  

The communication of the findings under the risk assessments to the Joint Health and Safety Committee is outstanding, and will be addressed following the Chief’s review.  Member training continues via an interactive e-learning product.   Member training is targeted for completion by June 15, 2011.  Well over fifty percent (50%) of the membership has successfully completed the training.

 

New signage will soon be in place across all OPS facilities.  Posters will remind members of their responsibility and obligation to report incidents or threats of violence.  Signs will remind members of the public and the OPS of expected standards surrounding interactions and communications with Service employees/colleagues.   The fundamentals of a respectful workplace continue to frame all communications surrounding the expectation for a positive and safe work environment. 

 

Chaplaincy Program

 

OPS recognized the need to expand the Chaplaincy Program in order to provide programming and options that is inclusive of all members.  As previously reported, 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.  The newest members of the Chaplaincy/Spiritual Program will participate in the next recruitment ceremony scheduled in June.  The newest members are also encouraged to participate in a ‘ride-a-long’ and attend the Communications Centre. This exposure provides the Chaplain/Spiritual Leader with a greater understanding of what sworn and civilian members are exposed to in their roles.  To date, one of our newest members attended the Communications Centre with the civilian member providing positive feedback on her experience with the Chaplain.

 

OPS will continue to promote the program as well as increase the awareness to the members of the increased diversity that this program provides.

 

The Real You Program

 

The Ottawa Police Service (OPS) is committed to providing comprehensive Occupational Health and Safety programs for its members.   The Real You ™ OPS Wellness Project is a voluntary 15-month health and wellness pilot project designed to identify risk factors that may affect overall health.  It is a holistic program which will provide activities and support to empower participants to improve their health and wellness.  The goal of the Program, customized for OPS, is to help participants enjoy a higher quality of life and reduce their risk of illness and developing chronic disease.

 

The Program provides support to 100 participants (70 sworn and 30 civilian).  Participants will learn how to improve their health by making positive lifestyle changes.   The program is designed to help participants assess their current health status and secondly, through a multi-disciplinary team, provide education, support and tools to improve their current health and support disease prevention.  The project will also focus on helping participants increase their level of physical activity, create a healthy and balanced nutrition plan and develop positive coping strategies for identified stressors. The goal of the project is to help participants learn how to create a healthier, more balanced lifestyle.

 

The Real You Program was launched on January 21, 2011.  There were 321 people who started the confidential on-line survey questionnaire.  Of those 321, 51.4% were male and 48.6% were female.   247 people completed the questionnaire.  Of the 247 respondents, 100 participants were selected by the following criteria:

 

·         Self-reported Motivation to Change (8/10 and above)

·         Reflection of OPS Rank demographic (70:30 Sworn : Civilian)

·         Reflection of OPS Gender demographic (64:36 Male : Female)

·         Calculated Health Risk (low, moderate, high)

·         Age (>40 or <40)

·         Random Selection


This project is being delivered by a licensed medical doctor, a licensed psychologist, certified physiotherapists and a licensed naturopathic physician.  Confidential medical information is managed in accordance with the Health Protection Act and other applicable privacy legislation.  Personal medical information is not shared with the Health, Safety and Lifestyles section or any other member of OPS. 

 

Members who choose to participate in the 15-month pilot project may achieve a variety of personal health benefits which may include:

 

·         Better overall sense of well-being and health

·         Lowered blood pressure

·         Better posture and balance

·         Enhanced self-esteem

·         Weight loss and reduction of body fat 

·         Stronger muscles and bones

·         Improved energy

·         Better mood, sleep and concentration.

 

To date the anecdotal feedback from the selected participants has been very positive.  Aggregate data will be compiled at the end of the pilot project to provide insight on the impact this program made to the individual participant as well as the organizational health of the OPS.

 

Respectful Workplace Program

 

The Respectful Workplace Program (RWP) continues to provide members of the Service with the necessary support and resources to address workplace issues.  While the day-to-day issues continue to be effectively addressed, a number of key initiatives have been identified as priorities for 2011.   These priorities include:

·           the creation of a RWP database – This will serve to capture statistical information about the program, promoting the ability to conduct trend analysis and facilitate timely reporting on program use and experience;

·           streamlining the current reporting process identified in the program – the introduction of Bill 168 provided an opportunity to revise the complaints form for the Respectful Workplace Program.  The same form is intended to be used for both programs;

The Manager of Respectful Workplace is presently ensuring the closure of outstanding files from 2010, with an active hand in the new issues for 2011.   The 2011 Positive Workplace Annual Report will provide the Board with an introspective look at member concerns and workplace incidents.

 

2011 Block Training

The newly-implemented Block Training schedule continues successfully.  The added or inherent flexibility of this new schedule has had immediate positive impacts; of significance is our ability to ensure the timely Use of Force requalification for sworn personnel.  In the coming months as block training moves towards completion, the team at the Professional Development Centre (PDC) will focus on training in Racially Biased Policing via e-learning.  The Board will recall that racially biased policing is central to the Service’s focus on racial profiling and ethics—a  commitment to empowering the membership, ensuring they are equipped with the tools and training needed to support the provision of service and support the community we serve.

 

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.  

 

CONSULTATION

 

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

 

FINANCIAL STATEMENT

 

There are no significant financial implications to report.

 

CONCLUSION

 

The Service continues to implement initiatives and programs that will undoubtedly reinforce OPS’ status as the employer of choice for civilians and potential recruits.   To date, members continue to enjoy the benefits of all programs identified in this report.  The Ottawa Police Service is increasingly demonstrating its commitment to making this organization an ideal employer.   The human resource focus of all programs continues to emphasize the importance of our greatest asset, our current and future membership.

 

(Original signed by)

 

Vern White

Chief of Police

 

Attach (1)

ANNEX A

 

Status

Employer of Choice for All

 

Item

Status

Action Taken

Accountability

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

Completed

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.

Completed

 

 

 

 

 

 

 

Completed

 

 

 

 

Ongoing

 

 

 

 

Completed

 

 

 

 

Ongoing

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 expressions of interest 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

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Director, Employee Relations

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

Completed

 

 

 

 

 

 

 

Completed

 

 

 

 

 

 

 

 

 

Completed

 

 

 

Ongoing

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.

Completed

 

 

 

 

 

 

Completed

 

 

 

 

 

 

 

 

Completed

 

 

 

 

 

 

 

Completed

 

 

 

Ongoing

 

 

 

Ongoing

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

          demographics;

      -   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

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Director, 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.

Completed

 

 

 

Completed

 

 

 

Completed

 

 

 

 

Completed

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.

Completed

 

 

 

 

Completed

 

 

 

 

 

Ongoing

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.

Completed

 

 

 

 

 

Completed

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.

Ongoing

 

 

Ongoing

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.

Ongoing

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.

Completed

 

 

 

 

 

 

 

Ongoing

 

 

 

Ongoing

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.

Ongoing

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.

Director, Employee Relations

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

Completed

 

 

 

 

Completed

 

 

 

 

Completed

 

 

Completed

 

 

 

 

Completed

 

 

Completed

 

 

 

 

 

Completed

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.

Ongoing

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.

Completed

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.

Completed

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.

Ongoing

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.

Ongoing

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