OTTAWA POLICE SERVICES BOARD - 2012 PERFORMANCE EVALUATION:

KEY FINDINGS, SUGGESTED ACTIONS AND RECOMMENDATIONS OF POLICY & GOVERNANCE COMMITTEE

 

 

Areas Identified for Improvement by Consultant

Actions Suggested by Consultant

P&G Committee Recommendations

1.0 Board Structure & Roles

 

1.   Each Board member understands their role.

 

a.   Continue placing emphasis on orientation as well as on-going training and education. 

b.   The Board Chair may wish to monitor members’ understanding of their role on a meeting-by-meeting basis and provide input to members as appropriate using a one-on-one approach. 

c.   Discuss with OAPSB and Big 12 boards how best to advocate for the Province to provide more comprehensive information to potential board members and to include questions during the interview process to enhance their understanding of the role.

 

Agree.

 

 

Take under advisement.

 

 

 

 

The Executive Director will raise this at a Big 12 staff meeting.  Note:  This was discussed at a Big 12 staff meeting on Jan. 30th and it was decided to bring the suggestion to the next meeting of the Big 12 Chairs on April 8th to see if there is interest. 

2.0 Board Meeting and Process

 

1.   Every board member fully participates in board discussions.

 

 

a.   As noted previously, continue emphasizing training and development.  There may be a correlation in the levels of participation between engagement in training opportunities and understanding the role of a board member, as failure to engage in appropriate training and development opportunities limits the ability to participate effectively. 

 

b.   The Board Chair may wish to follow up with individual board members who appear reticent.

 

Agree with continued emphasis on training and development.  Committee members believe attendance at relevant conferences is beneficial.

 

 

 

 

 

Take under advisement.

6.0 External Communications

 

1.   Understanding about the role of the Board by external parties (public, Council)

 

a.   Continue with current communication efforts.

 

b.   The Board may wish to seek the engagement of the Big 12, OAPSB and/or CAPB in a project to develop a new approach(s) to communicating with external parties about the role of the Board.

 

 

Agree.

 

The Committee believes the Board has made considerable efforts to do this in recent years and should continue with its efforts, but does not think there is a need to discuss it with the other groups.  It would be beneficial if Board members attend more often when officers are making presentations at community events, such as flag ceremonies, as it raises the profile of the Board and benefits the OPS as well. 

7.0 Board Education and Development

 

1.   Before being appointed to the Board, receiving sufficient information about the “working conditions” (e.g. time required and need to be available some evenings and weekends).

2.   Committing time for group learning opportunities designed to improve Board effectiveness as a governing body and its understanding of emerging issues.
 

 

a.   Review the materials used to recruit new board members to ensure the “working conditions” are clearly set out.  Share the recruitment materials with the Province, Big 12 and OAPSB.

 

b.   Undertake an annual review of the orientation process and the information/materials provided, including feedback from members on how to continuously improve it.

 

c.   Schedule time in the annual Board work plan for group learning experiences.

 

 

 

 

 

d.   A regular environmental scan may help the Board identify and discuss emerging issues.  The Board may wish to consider holding quarterly informal “Early Warning Summits” with senior police management, as a way to focus on identification and discussion of emerging trends within the sector and/or community.

 

e.   Attend conferences such as the OAPSB (and CAPB) where training is offered.

 

 

Include a review in 2013 Board Work Plan.

 

 

 

 

 

Include a review in 2013 Board Work Plan.

 

 

 

 

Take under advisement.  Committee members advocate “learning by doing” by participating in activities such as ride-alongs, use of force training demonstrations, or police facilities tours. A list of such opportunities could be provided to new board members. 

 

The Board already has excellent communications with the Chief of Police, who keeps the Board adequately informed of contentious issues or potential trends. 

 

 

 

 

 

Take under advisement.

8.0 Strategic / Business Planning

 

1.   Devoting sufficient time to strategic and planning issues.

 

2.   Holding annual workshops devoted to developing the Board’s strategic leadership and priority setting role. 

 

 

a.   Reference 7.0 (c) and (d) above.

 

 

 

See 7.0 (c) and (d).

11.0 Board Member Performance & Perception

 

1.   All board members are carrying their weight and sharing the work load.

 

 

a.   Suggestions contained in earlier sections for improving Board members’ understanding of their role and advance knowledge of the time commitment required are also applicable here.

 

 

Take under advisement.