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REPORT RAPPORT
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DATE:
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27 May 2013 |
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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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Chief of Police, Ottawa Police Service |
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SUBJECT/OBJECT: |
POSITIVE WORKPLACE: 2012 ANNUAL REPORT
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RECOMMENDATION
That the Ottawa Police Services Board receive this report for information.
BACKGROUND
The Ottawa Police Service (OPS) strives to provide a positive workplace that exemplifies the organization’s vision, mission and values. Members who work for the OPS can expect a work environment that promotes and offers personal and professional support, equal and accessible treatment, safety, high ethical and professional standards, diversity and non-discrimination.
In 2007, the OPS launched an innovative program known as “The Respectful Workplace.” The Program was a concrete response to feedback from members about the need to address conflict, harassment and discrimination in the workplace. The OPS is seen as a leader in policing in strengthening respect in the workplace. Many other police services are developing or have modelled their programs based on the OPS initiative.
Annually, the Chief is required to report to the Ottawa Police Services Board (Board) on the usage and outcome of the Respectful Workplace Program (RWP), and creating and maintaining a positive work environment for members of the OPS. The OPS wants employees to be engaged in their positions and feel fulfilled in their jobs, as we know this leads to better service to citizens. This report fulfils that obligation.
DISCUSSION
Changing the Approach to Workplace Conflict
The Respectful Workplace Program is a comprehensive and proactive approach to managing workplace conflict, harassment and discrimination issues and is supported by a highly qualified professional. The Program includes several elements:
- Policy - A policy is in place to guide employees on respectful behaviour in the workplace, and to outline the avenues open to them when they encounter disrespectful behaviour.
- Training - All employees and volunteers are trained on the Program so that the expectations of working in a respectful workplace are known by all.
- Professional Guidance and Support - The Program is actively managed and supported by the Manager, Respectful Workplace, who ensures that issues which arise in this area are handled in accordance with the Program guidelines. The Manager reports to the Director of Human Resources.
The OPS has been a leader with the Respectful Workplace Program. The Program is focused on achieving resolution to workplace conflict, harassment and discrimination where it exists, through face-to-face discussion, increased self awareness, and learning about the perspectives of others. A skilled professional leads the program. This approach allows for the successful resolution of work related issues utilizing in-house talent as opposed to hiring an external resource.
The Program has met with success by being available for consultation to all operational managers and the Ottawa Police Association (OPA), on matters requiring guidance when it comes to issues of a respectful workplace and overall communication skills and conflict management. This proactive and well supported environment was well received by the employees.
Now that employees have a supportive Program to draw on, the number of issues being brought forward for resolution has increased. This result was expected and it is encouraging. Employees value the program and continue to use it to resolve their issues. Conflicts will always occur in a workplace and employees see this as a workplace tool and it is seen in a positive light.
The Two Approaches to Resolution
The Respectful Workplace Policy sets out 2 basic approaches to resolving conflict, harassment and discrimination matters: 1) Assisted Response; and 2) Self Initiated Response.
If an employee chooses the Assisted Response approach, they will work with the Respectful Workplace Program Manager when dealing with an issue and working towards resolution. The volume and nature of these activities are reported below.
If an employee chooses the Self Initiated Response approach, the person who is affected (the Complainant) will speak directly to the person with the offending behaviour (the Respondent), requesting that the offending behaviour cease. Although the Self Initiated Response may occur more often, only those cases that have been brought to the attention of the Respectful Workplace Program Manager can be reported below for statistical purposes.
2012 Activity
The 2012 activity in the Program is summarized in the table below. Single Based Case refers to a case with one Complainant and a Group Based Case refers to a case with multiple Complainants or Respondents. Due to the confidential nature of the information, neither names nor specifics will be used, in order that the parties involved remain anonymous and the information confidential.
The protocol for reporting changed in the 2011 Positive Workplace Report. Only cases opened in the specific calendar year are shown in the data summaries. Cases that are on-going from the previous year are documented later in this report.
Table 1
Summary of 2012 Activity
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Total Number of Cases |
Self Initiated Response |
Assisted Response |
Total Number of Employees |
Female |
Male |
Civilian |
Sworn |
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Singled Based Clients |
36 |
3 |
33 |
72 |
47 |
25 |
50 |
22 |
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Group Based Clients |
4 |
0 |
4 |
46 |
21 |
25 |
24 |
22 |
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Miscellaneous |
11 |
0 |
11 |
11 |
4 |
7 |
5 |
6 |
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Total |
51 |
3 |
48 |
129 |
72 |
57 |
79 |
50 |
In 2012, there were 51 cases of Respectful Workplace issues, involving 129 employees. This number represents 6.6% of the employee population. This level of activity is somewhat higher than 2011, when there were 40 cases involving 91 employees.
The majority of cases were single based cases (36), 4 fell into the category of group based cases and 11 were classified as miscellaneous cases. Almost all of the cases were in the Assisted Response stream, and were brought forward by a supervisor, either sworn or civilian. More women are involved than men – 72 versus 57 respectively as shown in Table 1. More civilians are involved than sworn members - 79 versus 50 respectively. The incidents occurred at various police stations/buildings, as well as the provincial court house and while employees were on secondment. The incidents occurred during working hours.
Of the 40 single and group based cases, 33 cases have been resolved, and 7 remain open or are on-going. Some of these cases will be resolved in 2013. However, others will remain open as the employees requested the incident(s) be documented and solicited advice on how to proceed, but then decided to not take action at the time. Some other cases were put on hold as the employees are currently on sick leave or are on long term disability. One group case is still open.
Not shown in the table are the 13 cases carried over from 2011. The breakdown is as follows: 10 single based cases and 3 group based cases. They have been dealt with in 2012 and closed. The 3 main categories were:
1) Personal harassment in the form of bullying, intimidation, yelling, swearing, rumours and conflict;
2) Abuse of authority in the form of supervisor (both sworn and civilian) abusing their authority based on rank; and
3) Disrespectful behaviour related to disrespectful communication, gossip and general lack of respect.
The single based cases were dealt with on an individual basis and the resolutions ranged from supervisor response to facilitated dialogue to mediation. The group based cases were dealt with via guided change process, investigation and group discussion. Generally speaking, the cases were closed and resolved in a mutually acceptable manner.
Case Conferences
Case conferences are another management tool established in OPS to deal with significant and complex employee issues affecting the workplace. They promote positive employee relations, transparency and consistency in the management of workplace issues. This approach involves bringing together the appropriate resources and expertise from various in-house disciplines to discuss and implement an action plan and establish a time frame to resolve or develop a course of action to deal with the identified issues.
The Respectful Workplace Manager initiates these conferences when the nature of the complaint, the complainant and/or respondent, may benefit from the combined expertise and knowledge of other disciplines, such as Health, Safety and Lifestyles and Labour Relations. There were 9 case conferences and 1 meeting with the Ottawa Police Association involving the Respectful Workplace Program during 2012.
Establishing Rapport and Relationships
While the Respectful Workplace Program Manager regarded all issues of Respectful Workplace as priority, other initiatives were identified throughout the year for attention and completion by the Program Manager. This included a number of presentations given to:
- All new employees to inform them about the Respectful Workplace Program. This activity will be continued in 2013 and beyond.
- New sergeants to inform them about the Program as part of the Frontline Supervisory Course. This activity will be continued in 2013 and beyond.
- OPS Youth in Policing Initiative (YIPI) Students on the Respectful Workplace. This activity will be continued in 2013 and beyond.
- OPS Volunteers to provide an overview of the Program.
The Manager also attended meetings with Calgary Police Service and liaised with the RCMP about the OPS Program. She attended training on Boss Whispering and Conflict Coaching, for education purposes, enhanced awareness, and best practices in the field of Respectful Workplace. Articles were submitted to almost all of the issues of “The Broadcast,” an internal newsletter. This was done in order to increase the visibility of the Program and promote a culture where respect matters.
Respectful Workplace 2013 Action Plan
The Program will continue to focus attention on the day-to-day needs of the members of the OPS. A number of key initiatives for 2013 have been identified: maintain visibility by continuing to submit articles and updates on a regular basis for “The Broadcast”, and provide skills training in support of conducting difficult conversations and resolving conflict. The objective is to educate supervisors and managers in how to help resolve respect concerns effectively, efficiently and respectfully by piloting “Crucial Conversations Training.”
CONCLUSION
Policing is a challenging and rewarding profession. It is one where our members matter. The OPS is committed to a respectful workplace. The RWP continues to be effective and is an excellent example of the tools we have to ensure all members can feel their concerns are being heard and addressed. The Program will continue to support respect in the workplace. The Program will continue to strategize and spearhead behavioural and cultural change across the organization, by working with all members and management to address concerns and also bring about a cultural change.
The continuous promotion of a respectful workplace, founded on principles of respectful communication, teamwork and the overall social and psychological well being of each employee is paramount. This in conjunction with working together with management and the Association to bridge gaps and broker conflicts will foster and promote respectful interactions, and be in keeping with the OPS overall mission and values.
(Original signed by)
Charles Bordeleau
Chief of Police
Responsible for report: Director General Debra Frazer