OTTAWA POLICE SERVICES BOARD COMMISSION DE SERVICES POLICIERS D’OTTAWA
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DATE                              20 June 2011

TO/DEST.                        Chair and Members of the Ottawa Police Services Board

FROM/EXP.                    Executive Director, Ottawa Police Services Board

SUBJECT/OBJET           BOARD COMMUNICATIONS PLAN

RECOMMENDATIONS

That the Ottawa Police Services Board:

1. Receive the attached Strategic Communications Plan prepared by Face Value Communications Inc.

2. Delegate authority to the Board’s Policy and Governance Committee and Executive Director to:

a. Implement the recommendations that are most likely to generate maximum results and that can be undertaken with existing financial and human resources;

b. Determine whether there are other components that should be implemented but that require additional resources;

c. Review the Board’s communications efforts in one year’s time. 

BACKGROUND

At a meeting on February 28, 2011, the Ottawa Police Services Board approved retaining a consultant to prepare a communications strategy for the Board.  Mr. Derek Johnston, President, Face Value Communications Inc., was retained and has since conducted research into police board communications practices in Canada and abroad.  He has also conducted interviews with a number of individuals in preparing the report attached as Annex A for the Board’s consideration.

The Board’s interest in developing a more robust and proactive communications plan is the result of its desire to achieve several objectives including:  raising the level of public awareness and understanding about the Board and its role; building trust and confidence in the Board and the Ottawa Police Service; and improving its level of engagement with the community, City Councillors and other partners.

DISCUSSION

The Board’s Policy and Governance Committee reviewed the document on May 16, 2011 and all Board members have been given an opportunity to provide input into the draft document.  In addition, Chief White and his staff have been given an opportunity to review and comment on the Plan. 

In the course of reviewing the draft plan, Board members identified a need to develop its own list of strategic priorities or goals separate from, but aligned with, the Ottawa Police Service Business Plan.  The various communications strategies recommended in the attached report should be considered in the context of assisting the Board achieve its strategic priorities. 

A survey of the other large police services boards in Ontario has revealed that a Board-specific strategic plan will be unique in the Province, and possibly in Canada with the exception of the Edmonton Police Commission.  All police services boards and police services in Ontario are required to prepare a business plan every three years, but these plans are intended to guide the delivery of adequate and effective policing services to the community and do not include priorities that the Board itself wishes to achieve in fulfilling its own legislative mandate.  Plans are underway for the Board to hold a strategic planning exercise.

CONSULTATION

As previously mentioned Chief White and staff in the Office of the Chief Directorate, including Communications and Community Development, were consulted.  In addition, the consultant interviewed Board members, two members of the local media corps, a representative from the City of Ottawa’s Communications Branch, and the Executive Director of the Peel Regional Police Services Board.  The consultant also reviewed material from a number of other police services boards in Ontario, the Edmonton Police Commission and the Calgary Police Commission.

FINANCIAL STATEMENT

The Board has several options in terms of implementing a communications strategy depending on which tools and tactics identified in the consultant’s report it wishes to utilize.  If all the tools and tactics were implemented it would require an investment of time that is not possible given the Board’s existing staff resources.  Some of the tools/tactics would be best implemented by a communications specialist to achieve maximum results.  Assistance would have to be retained on either an on-call basis or by hiring a part-time communications coordinator. 

It is proposed that the Policy & Governance Committee be tasked with identifying and implementing the tools and tactics that can be undertaken with existing financial and human resources, and determining whether there are other components that are critical and should be out-sourced.  If the Committee concludes that there are critical components for which assistance is required, a report will be brought back to the Board seeking approval of the funds necessary to retain external expertise. 

CONCLUSION

The Ottawa Police Services Board has placed an emphasis on improving community outreach, engagement and communications since 2008 when it initiated its Community Engagement Strategy.  It has introduced some good communications tools since that time, but is desirous of making further improvements in an effort to increase the public’s level of understanding about the Board and its role, and to demonstrate greater accountability that will enhance public trust and confidence in the Police Service and Board.  The attached report from Face Value Communications Inc. contains a menu of communications tools and tactics that could be used by the Board to achieve its goals.  It is proposed that the Board approve the communications plan in principle, and delegate authority to the Policy & Governance Committee to implement the approaches that can be done within existing resources, and determine whether there are other tools or tactics that should be undertaken with assistance from external communications specialists. 

(Original signed by)

Wendy Fedec

Executive Director

Attach. (1)