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REPORT RAPPORT |
DATE:
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18 October 2011 |
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TO/DEST:
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Executive Director, Ottawa Police Services Board |
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FROM/EXP:
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Acting Chief of Police, Ottawa Police Service |
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SUBJECT/OBJET:
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EMPLOYER OF CHOICE STATUS REPORT – SECOND & THIRD QUARTER 2011
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RECOMMENDATION
That the Ottawa Police Services Board refer this
report to the Human Resources Sub-Committee for discussion and review.
BACKGROUND
In
2004, the Police Services Board endorsed the goal of being “Employer of Choice
for All” in policing by adopting seventeen (17) recommendations proposed by the
then Outreach Recruitment Project Team. This
project team was struck in 2003 and given the mandate to identify long term recruitment
programs and strategic staffing plans that would support the “Employer of
Choice for All” goal. A series of
community consultations as well as research and review of practices, which
typically led to improvements in recruitment and retention practices in
policing and non-policing organizations, were conducted. The proposed recommendations would support
the key goal of recruiting and retaining qualified applicants while addressing
the need for building on a diverse workforce.
The Service was tasked with implementing the recommendations and
ensuring advancement towards being the “Employer of Choice for all, in
policing”.
The
Employer of Choice Status Report is intended to provide the Board with regular
updates on the progress being made with the outstanding recommendations. The Service recognized
that employers who earn the right to be recognized or described as an “Employer
of Choice” tend to enjoy a higher level of productivity, workforce stability,
employee engagement and commitment; as well as attract the calibre of potential
candidates that will build on and contribute to such an environment. The Service’s mandate to protect our
community demands that there be a focus on attracting and retaining diverse
talent. A diverse workforce will ensure
that the Service meets its obligations in a professional, safe and effective
manner while reassuring members of the public that it has an understanding of
the challenges faced within respective communities.
While the Service’s commitment to organizational strategies that are “progressive, supportive and welcoming” has
been unrelenting and continues to date; notably, a significant amount of time
has passed since the Service was tasked with the implementation of these
recommendations. Eight (8) of the
seventeen (17) recommendations put forward in 2004 have been fully implemented (as
shown in the attached Annex A); nine (9) recommendations remain
outstanding.
With respect to choosing which recommendations to implement first, staff
focussed on the “building blocks” needed to begin the change to an Employer of
Choice environment. Adopting a new
organizational value, developing and implementing a comprehensive communications
program in support of the goals of diversification, and establishing measurable
diversity goals and tracking mechanisms were chosen and acted upon.
The next group of recommendations to be implemented were critical in
supporting the high level of sworn officer hiring expected for the 2005 – 2009
timeframe. The sworn officer recruitment
process was reviewed and changed with the goal of removing barriers to
diversity hiring; a mechanism was put in place to ensure that all board
interviewers (sworn and civilian) understand and demonstrate competencies in
valuing diversity, flexibility, leadership and service orientation; and a Coach
Officer selection process was established that includes competencies in valuing
diversity, flexibility, leadership, communication and service orientation.
Two key recommendations were chosen next for implementation because they
helped to respond to organizational issues that were underway. Through the
Respectful Workplace Program a new framework and approach was put in place to
support supervisory accountability in addressing inappropriate employee
behaviour with respect to workplace harassment and discrimination. The new Voluntary Alternative Dispute
Resolution Program established a mediation mechanism for public complaints to
help provide members and the public with different ways to resolve conflict
that has arisen out of a police matter.
In 2008 Corporate Services was restructured in a way that put in place a
permanent foundation for Employer of Choice initiatives. An Executive Director (a level equivalent to
a Superintendent) is accountable for all Resourcing and Development initiatives
in OPS. In their chain of command an
Inspector position leads the key of functions of: 1) Outreach, Recruitment, 2) Career
Development, and 3) Training. Most
recently a Director of Employee Relations position has been added to spearhead
the implementation of the remainder of the Employer of Choice initiatives,
along with carrying the responsibility for labour relations.
The new Civilian Competition Process was put in place under this team,
fulfilling another of the Employer of Choice recommendations. It is evidence that a strong leadership team
is now in place to finalize the implementation of the recommendations.
This report will provide the Board with an update on the status of the nine
(9) remaining recommendations and will serve to make mention of the evolution
of other programs and initiatives the Service has undertaken in support of the
“Employer of Choice for All” in policing goal.
The report will also provide target dates for completion.
Staff’s goal is to complete the implementation of the remaining
recommendations within the next twenty-four (24) months. Notably some of the outstanding
recommendations may no longer hold the potential for intended impact. Staff request that the Board forward this
report to the Human Resources Sub-Committee for discussion and input. In that way outdated recommendations can be
revised to reflect current circumstances or eliminated from the implementation
plan.
DISCUSSION
Recommendation #2 - Create a permanent Ottawa Police Service “Diversity Advisory Council” (DAC), a recognized body with the Service, whose role will be to ensure that diversity is an integral part of every aspect of the Ottawa Police Service management policies and practices. The Council would also be responsible for identifying key issues and the introduction of ideas which support process improvement and barrier elimination.
Status:
Identified as a key priority, the responsibility for the formation of
the DAC has been assigned within Resourcing and Development Directorate, to the
Director of Employee Relations. The
goal of DAC will be to ensure that OPS policies, programs and practices are
structured so as to help achieve the Board’s goal of being “Employer of Choice
for All” in policing. In some cases the
focus of discussions will be on the attraction of new talented people to the
organization, regardless of race, age, religion, sexual orientation, gender,
nationality or disability. Other
discussions will focus on internal matters that may be creating systemic barriers
to achieving Employer of Choice goals and supporting the development of strong
relationships with diverse members of the Service and the Community.
As the project manager for this task, the Employee Relations Director
will work with the Council to achieve identified goals. The next project steps include:
·
developing a recruitment strategy for Council members
·
developing the mandate for DAC
·
finalizing the Council structure and its governance
·
formulating the roles and responsibilities for the
Council members, and
·
seeking approval on the approach.
** Target Completion
Date: Q1 – 2012 **
Recommendation #4 - Establish
measurable diversity goals and tracking mechanisms.
Status:
Initially
identified as an urgent need in the organization, the 2005 OPS Work Force
Census established a baseline and a tracking mechanism that the Board can use
to measure the achievement of its diversity goals. This activity is documented in Annex A. The planning of the next Workforce Census is
well underway. While overdue, the
consideration of other organizational surveys, ongoing negotiations for the
renewal collective agreements, and the like, perhaps arguably, reinforce the
potential for a higher member response rate in a 2012 Workforce Census.
** Target Completion Date: Q2 – 2012 (around
OPS Census) **
Staff
will be recommending that a strategic approach to support the determination of
measurable diversity goals be developed
in conjunction with DAC and brought to the Board for consideration. This information or data will help to ensure
that the Service’s mandate, to “over time be representative of the community”
we serve, is met. Measurements will be
ongoing and are expected to provide qualitative and quantitative data that will
inform current and future recruitment and retention strategies and practices.
** Target Completion Date: Q4 – 2012 **
(Strategic Approach to Measure Diversity
Goals; Partnership Project with DAC)
Recommendation #8 - Develop
a plan to review all policies and procedures to ensure that they are fully
inclusive and respect diversity.
Status:
This
recommendation has been advanced to the Service’s Policy Review Committee, a
cross-organizational committee which acts as a consultative body responsible
for the review of all new and revised policies.
A review of existing organizational policies and procedures shall be
conducted in order to ensure OPS policies are inclusive and demonstrate respect
for diversity. The Divisional Quality
Assurance (DQA) process will include ‘respect for diversity’ as an element of
consideration in the self assessment process. Upon its inception the Diversity
Advisory Council will also be playing a role in ensuring that OPS policies,
procedures, and practices are fully inclusive and respect diversity.
** Target Completion Date: Q4 – 2011 **
Recommendation #9 - Develop
a formal Employee Orientation Program for all new employees.
Status:
As
part of a revised onboarding/orientation program, Human Resources has already
introduced a new hire package, provided to all new employees prior to their
first day of work with OPS. The new
hire package contains important and welcoming information for new employees,
including benefit booklets, collective agreements and the like. A key item in the Human Resources 2011-2012
Work Plan is the identification and further development of what will make up
the key components of an employee orientation program. Enhancements to the new
hire introduction to OPS will include a manager’s tool kit and checklist,
intended to guide and support the manager’s introductory discussions and
training plans for new employees. While discussions and planning for the
remaining components of the orientation program continue, initial planning includes
the automation of forms and documents that will be central to the new hire
process. Technology will support the
early and timely delivery of introductory information about the Service and
access to resources and organizational information to new employees. Human Resources is currently working to
streamline the documentation of new hires, facilitating the timely processing
of new hire information and response to member inquiries. This recommendation will be fully
implemented in the fourth quarter of 2012.
** Target Completion Date: Q4 – 2012 **
Recommendation #10 - Develop
an Employee Mentoring Program that recognizes the needs of a diverse workplace.
Status:
Included
in the mandate of the Staff Sergeant Career Development is the introduction of
a succession plan. While very much in
the planning stages, over the last year a significant amount of best practice
review and research has been conducted and a partnership struck with an
external consultant, retained to provide expert advice on the implementation of
a viable and organizationally relevant succession plan. Phase one of the succession
plan, specifically the development of a framework, is slated for completion in
the first quarter of 2012. Target
completion dates for the remaining plan or program elements beyond the
framework are not yet confirmed. It is
reasonable to expect that a Mentoring Program can or may form part of a succession
plan or program.
Although the commitment to develop a formal employee mentoring program has
been included in the 2010-2012 Business Plan, and while it is
reasonable that a mentoring program form part of a succession plan or program
within an organization, a review of the viability of any proposed expansion to
this program and/or the timing of the introduction of such a program is
warranted. The Board is asked to
consider the potential long range financial implications of a mentoring program
and the viability of such a program in time of fiscal restraint. Mentoring programs in unionized environments
typically attract additional financial compensation to mentors.
Notably
the Resourcing and Development team is working on putting supportive tools and
training in place that will serve to ensure that leaders across the Service
receive adequate training on feedback, performance management, and coaching for
improvement. While there is no intention
on the part of the Service to suggest that this training will be a response to
this recommendation; such training will serve to provide, perhaps arguably,
some of the intended supports that a mentor may be able to provide to new
employees and employees in need of developmental direction and support.
The
introduction of the Coach Officer Program has provided a significant response
to this recommendation. The success of
our Coach Officer Program, from the perspective of new recruits as well as that
of management level staff across the organization, has been echoed since its
establishment. The context provided for
this recommendation suggests that the Coach Officer Program offers a start to
the support new recruits need to “acclimatize to the realities of” policing. It is important, however, to recognize that
the Coach Officer Program is in need of officers with operational experience at
varying levels, essential for the support to officers in need guidance, additional
training and support. The Service continues to promote this opportunity to
seasoned officers.
The
feasibility of introducing a formal mentoring program at this time should be
discussed with the Board’s Human Resources Committee and a target completion
date assessed.
** Target Completion Date: Q4 – 2013 **
Recommendation #11 - Review
dependent-care initiatives that reflect the needs of employees of the Ottawa
Police Service.
Status:
Discussions
intended to assess the feasibility of implementing dependent-care support
commenced between Chief White and community partners. The upcoming OPS Census will further inform of
“next-steps” in regard to this recommendation, identifying the magnitude of
this need for our current employee base.
It is anticipated that child care services and support for elder care
will be among the issues that challenge our employees, and that access to
support in these areas would likely be identified as a significant need. This work will
be included in the regular updates on the business plan.
** Target Completion Date: Q4 – 2012 **
Recommendation #13 - Integrate
diversity content into all Ottawa Police Training.
Status:
Staff in the Professional Development
Centre have done a significant amount of work to ensure the integration of
diversity content in relevant or appropriate training modules and associated
materials. The Service has conducted and
will continue to develop training materials relevant to understanding issues
related to diversity, where deemed appropriate.
Training delivered to all
new recruits, currently serving officers, new and currently serving
supervisors, as well as all new and current civilian members is tailored depending
on the delivery group.
Recruit constable’s benefit from a full
day of cultural sensitivity training, receiving first hand information from community
members from diverse groups. The groups
have representation from a variety of multi-cultural, religious, multiracial,
and/or linguistic backgrounds as well as members of the GLBT. The Staff Sergeant of Race Relations and
community leaders provide our new recruits with experiential accounts of police
interactions with the community, a description and explanation of cultural
norms, customs, and traditions. Recruits
are encouraged to have open dialogue with the community representatives,
promoting a safe, learning environment for enriching exchanges that will serve
to inform the way in which they police in these communities. Another program involves the Recruit Training
Coordinator partnership with staff in Community Development and our Community Police
Centre staff to provide a day of community outreach for new recruits. In addition to this Recruits are asked to
spend time at the Police Youth Centre on Prince of Wales, allowing them to
learn about the impact and value of the uniform presence on community engagement.
The recent introduction of the Racial
Profiling Policy and associated training serves to illustrate the continuing
commitment of the Service to this recommendation. On June 27, 2011, the OPS’ Racial Profiling
Policy was approved. The policy will act as a guiding principle in recognizing
that everyone has the right to live and work in an environment that is free of
police action based on racial bias or racial profiling. The policy was created in consultation with
both internal and external groups to ensure the direction of the Ontario Human
Rights Commission (OHRC) was followed, and the concerns of the community are
reflected. The OHRC has reviewed the policy and indicated it is at the leading
edge of police efforts to combat and prevent racial profiling and sets out
standards that demonstrate our commitment to delivering professional, unbiased
police services.
Research
and consultation was undertaken with our community partners to ensure we
incorporated their feedback into the development of our racial profiling
policy. “We are aware of the impact
racial profiling has on not only those affected, but also the community at
large; we are committed to training our members around this issue.” (Office of the Chief, August 16, 2011)
This recommendation has now been
implemented and staff training is well underway with a goal to complete
training on racial profiling by the end of the calendar year. Eight hundred and twelve (812) officers have
already completed this training and all sworn personnel will have completed
this training in the forth quarter of this year. Moving forward new officers will receive
this training as a part of their recruit training. The racial profiling policy content and
direction will be included in the orientation package of all new recruits and
will be incorporated in Advanced Patrol Training and General Investigative
Techniques training, two courses most frequently delivered to our
officers. The racial profiling policy contents
and expectations in this area will be reinforced when members receive training
on investigative detention, traffic stops, and components of training on search
and seizure. Coach Officers along with
every individual along chain of command will ensure compliance with this policy
and organizational expectations.
The Board is also advised that, as a
partner in the training of recruit constables, the Ontario Police College
ensures that their curriculum includes diversity training. While elements of diversity training can be found
throughout the three (3) months of recruit training, constables receive a half
day presentation specifically designed to educate officers about the Aboriginal
and First Nations culture and people.
** Target Completion Date: Q4 - 2011 **
Recommendation #16 - Research
and review the option of reimbursing recruit training costs contingent on a
fixed term of service.
Status:
The
Board is asked to provide direction on the preferred direction with this
recommendation. The current fiscal
restraints do not mirror the conditions that likely existed in 2004 when this
recommendation was adopted. The Board
may also wish to consider that this recommendation may more appropriately be an
issue for review with the Ottawa Police Association in light of the bargaining
unit assignment of recruit constables.
Consideration
should be given to the fact that the OPS provides advance payment for Police
College tuition fees. Of additional
benefit is the fact that the Credit Union offers a no interest loan to members
attending recruit training and an education tax receipt is issued in the first
year. This interest free loan is repaid
over a four (4) year period and coupled with the tax relief is intended to ease
the financial burden that may be experienced by applicants in varying financial
circumstances. Notably, among the reasons
for this recommendation was the fact that the loan was considered a “barrier
for disadvantaged applicants, particularly, single women and minorities”. The Project Team considered the example that
it is against Muslim religion to pay interest on monies owing, introducing a
hardship to individuals who make the full loan payment to avoid interest
charges. An interest free loan serves
to alleviate such a burden from individuals in this situation. Recruits also receive travel and meal
allowances, as afforded under the Collective Agreement for Police Personnel,
while attending training at the Ontario Policed College.
The
Project Team felt that the implementation of this recommendation would have a
“direct impact on attracting applicants and may affect attraction of new
recruits”. There is no evidence to
suggest that the provision of an interest free loan has had a positive impact
on our applicant pool, perhaps arguably, suggesting that a number of individual
variables factor into the decision making process of every applicant.
Knowledge
of the practice of other Services, as well as the Boards ability to pay may
serve as a starting point for future negotiations between the Board and
Association. A review of the practice of
other Services will be conducted by Human Resources in the next quarter, as
well as the options surrounding service commitments of recruits and the
associated cost for the administrative support for such a program.
** Target Completion Date: Q2 – 2012 **
Recommendation #17 - Review
rewards compensations and developmental programs for civilian members.
Status:
The
reward compensation and the associated pay structure(s) are best dealt with
through the bargaining process. Reward and recognition programs can provide
benefits or add to total compensation and, if so, cannot unilaterally be
implemented by the Service.
Certainly alternate forms of reward and
recognition may be assessed in support of introducing a multi-pronged approach
to this recommendation. A formal plan
to promote and create developmental programs for civilian members is a logical
matter for the Civilian Career Initiative Joint Steering Committee to champion. This has been included in the 2012 Human Resources
Work Plan. To date the Civilian Career
Initiative Project has resulted in a consistent and transparent competitive
process, further supporting career development and the ability of a civilian
member to map out his/her career options.
In conjunction with changes to the competitive process the introduction
of training to support individual career development; members have access to a
significant number of classroom and online training opportunities. Members may participate in training on resume
writing, interviewing techniques and preparation, supervisory training and the
like.
The development of an Expression of
Interest Database provides members with a view of all the civilian positions in
the organization, along with the required qualifications for the positions. Members may access this database to show
interest in temporary opportunities as well as mapping out career paths and
options to support their own professional development. The Service has also made information about
future competitions accessible to the membership, encouraging members to plan
for future opportunities ahead.
The Board is reminded that in the spring
of 2010 the awards and commendations program was established by the
Service. This program is in place to
recognize the contributions, both internal and external to the Service, of
civilian and sworn members.
As we move forward the next steps
include proposing a tuition reimbursement program, creating equitable access
for members who meet defined criteria and the assessment of potential
partnerships with external agencies who might support an employee exchange
program or secondments of civilian members.
Resulting recommendations will be proposed to the Board for its
consideration.
**
Target Completion Date: Q4 – 2012 **
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 make advancements — and perhaps, arguably, may deservedly
already, informally, be recognized—as an “Employer of Choice for All” in
policing. We continue to create and
foster an environment that is inclusive and diverse. We are working on developing a culture that
promotes professional and personal growth, as well as high performance with the
goal of increasing the level of attractiveness and appeal to the current
employee base as well as potential hires.
Many other initiatives have been launched under the “Employer of Choice”
umbrella either to directly fulfill a report recommendation or as important
human resources initiatives that also support the “Employer of Choice for All”
goals. They include:
·
the Outreach Recruitment Program
·
the Workforce Census
·
the Respectful Workplace Program
·
the Voluntary Conflict Resolution Program
·
the internal and external communication programs in
support of diversity
·
the Civilian Career Initiative
·
the Tenure Program
·
the renewed Chaplaincy Program.
Future
reports may, if agreed to by the Board, serve to further highlight these
initiatives as well as introduce elements typically recognized in organizations
who have formally earned the “Employer of Choice” or “Top Employer”
awards. The Service and its membership
should be recognized for such things as demonstrated commitment to and
recognition of corporate social responsibility, employee volunteerism.
Key performance
indicators such as the Service’s turnover rate, training and development
statistics, may reasonably be included in future reports on reaching the
“Employer of Choice for All” goal.
Knowing
more about the OPS employees and their needs and responding accordingly will
help ensure we are well positioned to deliver effective and efficient service
to the City of Ottawa.
A
meeting with the Human Resources Sub-Committee of the Board will serve to
confirm the direction or desire with regards to the outstanding
recommendations. Future reports will
continue to provide the Board with the Service’s progress on the outstanding
recommendations with an eye to fully implement all recommendations within the
next twenty four months.
(Original signed
by)
Charles Bordeleau
Acting Chief of Police
Attach (1)
Annex A
Completed Recommendations
Employer of Choice for All in Policing
Recommendation |
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.” This value was subsequently adopted by the Board. |
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 included: -
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 2005 providing an update on the
marketing campaign. This
is now on an on-going OPS communication program. It will be updated and
re-launched as required. |
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 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. This is now a cyclical
requirement of the Resourcing and Development Work Plan. |
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
completed an extensive process mapping of the recruitment exercise. Changes to processes were made. Changes
made to interviewing and screening of Experienced Officers have been made to
streamline that process. Contacts
have been made with ATS to see if data-sharing can begin. |Outreach
and Recruitment is an on-going program of the OPS. It will be adjusted and updated as
necessary. |
6. Review the recruitment processes for
civilian employees to ensure that it is consistent and bias-free. |
Through
a joint initiative with the OPA, and later the SOA, the new Civilian Job
Competition Process was launched on October 4, 2010. New
HR practices and processes have been adopted to streamline all aspects of the
job competition process include: application,
testing, interviewing and hiring. An
Expression of Interest process was also introduced to facilitate short-term
staffing requirements. Training
of candidates and hiring managers occurred using both classroom and on-line
formats. The
Civilian Job Competition Process is being formalized as an OPS policy. It will be updated and revised as necessary. |
7. Establish a mechanism to ensure that all
board interviewers understand and demonstrate competencies in valuing
diversity, flexibility, leadership and service orientation. |
Training
sessions were held with members involved in the Essential Competency
Interviews. Integrated
into the Civilian Career Initiative as mandatory training for hiring
managers. |
12. Establish
processes and a framework to support supervisory accountability to address
inappropriate employee behavior 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 is in place. The
Program was re-launched and is now well underway. It is a formal OPS program that will be
updated and revised as needed. Quarterly
dashboard reports are prepared to update the Chief on trends and issues. An
annual report is prepared for the Board’s review. |
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. |
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. |