DATE:	24 May 2011
TO/DEST:	Executive Director, Ottawa Police Services Board
FROM/EXP:	Chief of Police, Ottawa Police Service
SUBJECT/OBJET:	NON-EXECUTIVE SUCCESSION PLAN – 2010 ANNUAL REPORT

RECOMMENDATION

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

BACKGROUND

When setting the strategic direction for the 2010-2012 Business Plan, the Ottawa Police Services Board and Ottawa Police Executive emphasized the importance of continued investment to support and develop the members of the Ottawa Police Service. One of the four priorities of the 2010-2012 Business Plan is Investing in Our People.

“This business plan is about ensuring that our community is safer

tomorrow than today, by having the right people at the right place

at the right time, doing the right thing.”

The high-level priority of “Investing in Our People” was broken down into goals based on the themes drawn from the “Let’s Chat” sessions, the 2009 Environmental Scan, internal and external surveys, as well as from the Community and Police Action Committee (COMPAC) and “Employer of Choice” updates. Goal 4.3 is “Create a succession planning strategy that includes all levels of the organization to guide and promote succession within the organization”. It is a recurring theme from many different sources.

In addition, the Board’s Policy CR-7 on Workforce Management, requires the Chief of Police to report annually on the status of the Succession Plan (Non-Executive).

This report outlines the steps that the OPS is taking to develop a succession planning strategy and policy.

DISCUSSION

With the high number of forecasted retirements between 2012 and 2016, it is essential that the OPS formulate a strategy to ensure that members are developed and ready to take on critical positions as retirement timing dictates.

OFFICERS ELIGIBILE TO RETIRE 2012 TO 2016, BY RANK

The Tenure Program adopted in October 2008 has proven to motivate senior, experienced, sworn members in specialty positions to enter the promotional process who traditionally did not enter. Many of these members have been successful in promotion and have brought their knowledge and skills to a supervisor position on patrol. The chart above illustrates the number of eligible sworn retirements between 2012-2016 within the Ottawa Police Service. There are 134 members who will meet the OMERS criteria for retirement by 2016, including 19 senior officers and one executive member. To be clear, this means that approximately 134 constable positions will become vacant and have to be filled and result in 86 promotions. These retirement and promotion estimations in addition to the regular movement of sworn personnel through tenure exemplify the amount of employee movement and highlight the need for OPS to manage succession and career development in order to prepare for a period of transition and potential gaps in leadership capacity.

Governance

In May 2010, a Succession Planning Steering Committee was formed to guide the creation of a succession planning strategy and policy for OPS. The Committee is currently comprised of Director General Debra Frazer, Deputy Chief Charles Bordeleau, Superintendent Ed Keeley, A/Superintendent Scott Nystedt, Director Randy Mar, Staff Sergeant Dan Longpré and Sergeant Nicole St. John. It will expand its membership to include all operational areas of the organization and other stakeholders as it moves beyond the planning phase.

The goal of the Committee’s work is to develop a succession planning strategy which includes a range of supporting tools, programs and initiatives to develop the next generation of police leaders. Further, the Service’s Succession Plan will be a long-term, phased-in approach, created for both civilian and sworn members.

Employee Consultation

In July and August 2010, Ottawa Police Service civilian and sworn members of all ranks took part in two focus sessions. The goal of the sessions was to gain an understanding of the employees’ view of succession planning and the factors which influence it. The sessions were facilitated by an expert, who then completed a summary report of her findings. From the sessions, it is clear that OPS members strongly view succession planning as a key HR program for the OPS.

Research

Research into succession planning in private, public and police organizations was conducted, and several members of the Committee attended various succession-planning workshops — including one held by the Police Sector Council in Toronto, in February 2011. Findings and suggestions on next steps in succession planning were presented to the Committee.

Themes

A number of themes are emerging from the consultation session and the research. They include the need for:

a) a systematic strategy that incorporates existing human resources processes (i.e., Tenure, Promotions, and the Performance Review Process);

b) career development tools;

c) a cohesive and robust electronic system to link the related processes;

d) a way to map out successors for critical/leadership positions; and

e) support and aid to individual members in their career planning.

Subject-Matter Experts

The Committee is currently reviewing proposals submitted by human resources firms to assist the Service with its Succession Planning Project. The deliverables will be a succession planning strategy and policy to be completed by end of Q1, 2012. The firm will work closely with the committee and members to produce a succession planning strategy and policy suited to OPS.

CONSULTATION

Not applicable.

FINANCIAL STATEMENT

Funds have been provided within the Resourcing and Development Directorate budget to support this work.

CONCLUSION

The Succession Planning project demonstrates the ongoing commitment of the Ottawa Police Service to strengthen its investment in current and future employees. It will help to ensure that we have the right people in the right place at the right time, doing the right thing.

In addition to meeting the goals of the 2010-2012 Ottawa Police Service Business Plan, this is an opportunity for improved integration of existing human resources processes, enhancing employee engagement and aligning staffing strategies with organizational goals.

(Original signed by)

Vern White

Chief of Police