REPORT

RAPPORT

 

DATE:

 

18 October 2011

 

TO/DEST:

 

Executive Director, Ottawa Police Services Board

 

FROM/EXP:

 

Acting Chief of Police, Ottawa Police Service

 

SUBJECT/OBJET:

 

EMPLOYER OF CHOICE STATUS REPORT – SECOND & THIRD QUARTER 2011

 

 

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.