Support & Linkages to City Council’s Corporate Plan
City Council’s Corporate Plan – Strategic Priorities	Ottawa Police Service 2010-2012 Business Plan
	Link to OPS Strategic Priorities in 2010–2012 Business Plan	OPS Strategic Initiatives*
Strategic Priority - Economic Prosperity Use Ottawa's unique combination of recreational, social, cultural and business assets, and natural environment and physical infrastructure to attract enterprises, visitors and new residents, while at the same time developing and retaining local firms and talent.
Strategic Objective – EP2- Effectively Integrate Immigrants Make it easier for immigrants to become part of the local urban and rural economies by improving programs and services provided by the City that help immigrants integrate into Ottawa.	Reducing, Investigating and Preventing Crime, Goal 1, Objective 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. Investing in our People, Goal 4, Objective 4.1 - Renew the roles and objectives of our external partners in their support of outreach and recruitment Investing in our People, Goal 4, Objective 4.2 - Establish an Employer of Choice Advisory Council to foster positive recruitment and retention practices and processes.	Review gaps in youth policing programs and activities Review the charter for the activities of COMPAC and any other relevant external resources used in Outreach Recruitment Review the establishment of an Employer of Choice Advisory Council.
Strategic Priority - Environmental Stewardship Promote long-term sustainability and reduce our environmental footprint by maintaining and improving the quality of our air and water, by using green technology and promoting energy efficiency, and by protecting our natural resources and land to enhance the quality of the environment for our residents.
Strategic Objective – ES3, Reduce Environmental Impact Put into place an approach to the ecosystem that encourages sustainability and takes into consideration natural cycles (e.g. water, carbon and nutrients) as well as natural habitat before and during development. The City will develop spaces wisely, increase diversion, make the best use of existing infrastructure, minimize disturbance of green spaces and sub-watersheds, develop lands within the urban boundary, and avoid outward sprawl.	Infrastructure Support - Facilities Plan	Anti-idling Program
Strategic Priority - Healthy and Caring Community Help all residents enjoy a high quality of life and contribute to community well-being through healthy, safe, secure, accessible and inclusive places.	Reducing, Investigating and Preventing Crime (Safe and Secure Community)
Strategic Objective: HC1 - Achieve equity and inclusion for an aging and diverse population Accommodate the needs of a diverse and aging population by effectively planning and implementing changes to major infrastructure development and service delivery.	Expanding Public Education, Community Engagement and Mobilization, Goal 4 – 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. Enhancing Partnerships and Interoperability, Goal 4 – Leverage partnerships to create an accessible police service that meets the requirements of the Accessibility for Ontarians with Disabilities Act (AODA)	Complete a review of community mobilization activities and develop performance indicators to measure the impact of community engagement activities Continue to 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. Continued work to ensure compliance with requirements of Accessibility for Ontarians with Disabilities Act (AODA).
Strategic Priority – Service Excellence Improve client satisfaction with the delivery of municipal services to Ottawa residents by measurably increasing the culture of service excellence at the City, by improving the efficiency of City operations, and by creating positive client experiences.	Service – Excellence –Ethics
Strategic Objective SE1- Ensure a positive experience for every client interaction Provide consistent and high-quality information and services to residents, visitors and enterprises and improve clients’ interactions with the City by ensuring services are timely and coordinated, easy to find and access, and delivered in a way that respects residents’ needs. Strategic Objective SE2 - Improve operational performance Improve the effectiveness and efficiency of service delivery to reach targets that have been approved by Council and communicated to residents and staff.	Enhancing Partnerships and Interoperability, Goal 2 – 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. Expanding Public Education, Community Engagement and Mobilization, Goal 1 - Assess and develop priorities for public education in every division and expand education about police services and structure where beneficial Service – Excellence –Ethics Enhancing Partnerships and Interoperability Goal 1, Objective 1.3 - Enhance Ottawa Police Service risk management through the auditing and evaluation of current operational practices and programs.	Complete inventory of all existing partnerships between OPS and the community Develop a strategy and communication tools to support public education priorities and community mobilization efforts across the organization, including the use of social media Review and renew the public education campaign “Make the Right Call” to ensure the public knows when and why to call the police Continued work on the development of an organizational risk management model
Strategic Priority: Governance, Planning and Decision-Making Achieve measurable improvement in residents’ level of trust in how the City is governed and managed, apply a sustainability lens to decision-making, and create a governance model that compares well to best-in-class cities around the world.
Strategic Objective GP1 – Improve the public’s confidence in and satisfaction with the way Council works. Put into place business practices that are democratic, engaging and visible by encouraging citizens to participate in decision-making and community life, by informing them in a timely manner of decisions that affect them, and by providing reasons for decisions. Strategic Objective: GP2 Apply management controls to achieve Council’s priorities Integrate planning and performance processes at the City to strengthen decision-making, improve transparency and accountability, align operations with Council’s priorities, enhance governance, and improve local decision-making while allowing Council and City management to focus on citywide challenges. Strategic Objective: GP3 - Make sustainable choices Promote a sustainable, resilient and liveable future by applying a sustainability lens to decision-making that considers long-term impacts, and by aligning all City plans toward common long-term goals. In some cases the City will rethink current practices; in others, it will build on existing or past successes. In all cases, the City will make decisions and solve problems in a way that improves economic health, cultural vitality, social equity and environmental responsibility. Strategic Objective GP4 - Improve overall relations with City Unions Continue to develop a constructive and respectful relationship with all City unions, and productively negotiate all collective agreements being renewed in this term of Council.	Enhancing Partnerships and Interoperability Goal 3 - Expand and enhance sustainable community partnerships that promote positive interaction and continual dialogue to meet community and operational needs. Expanding Public Education, Community Engagement and Mobilization, all goals and objectives An OPS business practice. OPS initiatives identified to support City’s objective An OPS business practice. OPS initiatives identified to support City’s objective A Police Services Board and OPS business practice. OPS initiatives identified to support City’s objective	Completion of first-ever inventory of all existing partnerships between OPS and the community OPS Performance Measurement Framework 2011 Public Survey on Policing Services Develop strategy and communication tools to support public education priorities and community mobilization efforts across the organization, including the use of social media 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. Continued work on the development of an organizational risk management model Continue to participate in City’s Corporate Planning Framework, Balanced Scorecard and Choosing our Future planning initiative. Continue to participate in City’s Choosing our Future planning initiative and Balanced Scorecard Enhance labor relations and collective bargaining processes with Ottawa Police Association and Senior Officers Association
Strategic Priority – Employee Engagement Integrate and align human resource strategies with the City’s strategic planning process, and build a satisfied and committed workforce that will be a solid foundation for the coming decade.	All Goals and Objectives in OPS Strategic Priority – Investing in Our People
Strategic Objective EE1 – Ensure leaders are strong and effective Develop strong candidates to take on leadership roles by strengthening the leadership skills of all levels of management. Strategic Objective EE2 – Maintain a diverse, high-performing, client-centric workforce Implement strategies to attract diverse people with the right skills and fit to the organization. Strategic Objective EE3 – Enable employees to develop and contribute to their fullest potential Develop tools and resources to help in employee career planning and development, and provide opportunities for professional growth. Learning and development will strengthen the ability of employees to meet business challenges. Strategic Objective EE4 - Build a positive, productive and engaged workplace Build the capability of the organization by strengthening employees’ connection to the City and fostering a sense of pride in working here.	Investing in Our People, Goal 3 – Establish a leadership development strategy Investing in Our People, Goal 4 – Support recruitment, retention and development. Investing in Our People, Goal 1- Develop Performance Management Strategies to enable supervisors to better develop their staff. Goal 2 – Establish training and development standards and expectations for organizational programs and individual education. Enhancing Partnerships and Interoperability Goal 2, Objective 2.3 - Develop strategies and tools to communicate success and pride in accomplishments	Conduct a review of current Ottawa Police Service leadership courses Review the charter for the activities of COMPAC and any other relevant external resources used in Outreach Recruitment Establish training standards and tools to assist in giving and receiving feedback in performance management, support employee/manager interaction Research commenced and work continuing with the development of a formal OPS mentoring program Addition of a Talent Management component to the existing PILAT software which would facilitate and complement employee records system, performance management and succession planning
Strategic Priority – Financial Responsibility Be financially responsible to the residents of Ottawa by practising prudent fiscal management of existing resources, and by making sound long-term choices that allow core City programs and services to be sustainable now and into the future.
Strategic Objective FS1 - Align strategic priorities to Council’s tax and user fee targets Reach stable and affordable property tax levels while maintaining service levels to residents by making decisions that allow us to live within our means and by capping tax increases at 2.5% per year. Strategic Objective FS2 - Maintain and enhance the City’s financial position Develop processes and tools to ensure that tax dollars are spent wisely by making strategic choices and finding ways to improve the value we can deliver for the tax dollar.	Infrastructure Supports – Ottawa Police Service Long-Range Financial Plan	Participate with the City in updating the Long Range Financial Plan to develop a strategy to achieve Council’s 2.5% tax increase and to identify the size of any funding gap within capital and any strategies to reduce the gap over the Term of Council.

Note: * OPS Strategic Initiatives … What are they?

A discrete OPS project or program identified in the 2010-2012 Business Plan that is intended to achieve the outcomes of the strategic objectives and creates an identifiable result. Criteria: Support OPS strategic priorities, goals and objectives; are strategic in nature, not “operations as usual”; demonstrate city-wide or targeted audience benefit; are supported by the OPS Executive, have a start and end date, have a person assigned and are considered within available funding.