ANNEX A
Progress and Accomplishments: 2013-2015 Business Plan
January to June 2013
The Ottawa Police Service (OPS) monitors and tracks the progress of actions and activities that support the implementation of the 2013-2015 Business Plan’s 14 goals and 44 objectives. A self-assessment is completed every six months and the results reported to the Police Services Board, the community and members of the Ottawa Police.
Overall Progress Q1/Q2 Year 1 Implementation - Moderate
Following the adoption of the Business Plan in March, the OPS embarked on a renewed planning framework and the development of Directorate Operational Plans to define the inputs / actions at the strategic and operational levels over the next 3 years to support the implementation of the Business Plan and better deliver policing services to the community. Operational Plans developed for each Directorate put the strategic priorities into action. They identify the specific activities, initiatives and outcomes at the operational level, as well as identify interdependencies and horizontal linkages across the Ottawa Police Service to ensure implementation success.
Strategic and operational initiatives have been identified for action over the next three years. The approach integrates and aligns the many initiatives that connect where we are going, how we are going to get there, and to help us know when we have arrived and whether or not we have successfully achieved our anticipated outcomes. Over the next three years, progress on these initiatives will be monitored.
This progress report highlights the key actions and outcomes undertaken by front line officers and civilians over the first two quarters of 2013. The self-assessment identifies moderate progress to date. A number of early projects are moving forward that will improve service to citizens while bringing potential cost and capacity savings. These initiatives include developing multiple formats for access to police services through a variety of self-reporting options, Collision Reporting Centres, the Gang Strategy and the Service Initiative. Key accomplishments achieved during the reporting period have been grouped within each of the four strategic priorities.
VALUE: Delivering Strong Performance and Social Value
The OPS is committed to delivering programs and services that demonstrate — to members and the community — the social value and positive impact of investing in policing services.
The overall financial and social costs of crime are increasingly important for society and government. Evidence shows that social development approaches to policing are effective at reducing crime and victimization (Crime Prevention in Ontario: A Framework for Action) as well as being cost effective.
Over the next three years, the OPS will be taking action and focus on our contribution to a safe and healthy community, assessing and evaluating policing services to embrace innovation and create organizational efficiencies that demonstrate social value, positive impact and value for money. The OPS will engage our partners in ways that will create the greatest community impact and improve operational performance, to create an organization where we all strive to identify the important issues and services for the community, and how to achieve them. All the while, we will examine how we do business and provide service that ensures the dollars invested in the police service are providing value in our community.
Protecting the safety, security and quality of life in Ottawa is the mission of the Police Service and this has an impact on people, the environment and our organization will be and is supported through the following goals and performance indicators:
V 1.0 Ensure that the Ottawa Police Service continues to evolve in and evaluate its contribution to a safe and healthy community
V 2.0 Promote meaningful organizational changes that embrace innovation and efficiency, and focuses on employee engagement to enhance Ottawa Police Service performance value
V 3.0 Collaborate with other agencies to evaluate and identify sustainable policing costs to obtain the best value products and services that maximize productivity and efficiencies
Actions and indicators that support the goals / objectives:
· Develop a community engagement and volunteerism strategy, and tracking mechanism
· Develop a Corporate Social Responsibility Framework
· Build on the current Ottawa Police Service Ethics Program
· Enhance performance metrics within the current Performance Monitoring framework (quality of life indicators)
· Publish annual Performance Monitoring Report
· Evaluate and identify business functions to improve efficiencies through Service Initiative (SI)
· Identify performance metrics
Accomplishments during the reporting period:
ü Identification of potential process and efficiency improvements (through Directorate Operational Plans). Opportunities being assessed in context of Service Initiative
ü Completion of current practice research in the development of a Corporate Social Responsibility Framework the encourages and recognizes OPS programs and services
ü In partnership with the Telfer School of Business the OPS is identifying potential quality of life indicators and metrics to refine the community dashboard of the Performance Monitoring framework
ü The 2nd Annual Ethics Week ran from April 29 to May 1, 2013. The event brought together a diverse group of practitioners and leaders from public safety organizations, community partners, and other stakeholders to discuss ethics and share knowledge and experience in promoting stronger organizational ethics
COMMUNITY: Engaging and Investing in our Partners
Effective policing requires an engaged community that is prepared to act and work to help prevent and solve crime. The OPS recognizes the importance of working with our many community agencies, groups, professional organizations, the academic community, municipal and federal partners, and policing agencies at all levels to protect the safety, security and quality of life in Ottawa.
The OPS will continue to explore, engage and invest in community partnerships that are mutually beneficial based on trust, integrity and value using the appropriate model and/or framework to guide opportunities. An engaged community enables the OPS to assess and identify community safety priorities and engage the appropriate partners to address them. Community–police relationships are built one interaction at a time. The OPS counts on all members to foster relationships and engage the community in their daily interactions thereby enhancing community relationships and improving service to the community.
Public education is essential for policing to be successful. If the community does not understand how and why we do what we do, they are less likely to support our actions. By improving how we communicate with our partners, the community and our members, we will cultivate a culture of open communication, information sharing and will be able to better educate and inform the community about how we respond to various calls for assistance that are received.
Over the next three years, the OPS will continue to build on existing partnerships (e.g. COMPAC, Youth Advisory Committee, GLBT), that bring the community and police together to create a culture of mutual respect and better understanding. We will also invest in partnerships with community groups and partners to sustain and meet our growing operational needs. Dialogue with our partners will be ongoing in order to continue to build trust and confidence, and improve how we provide service to the community through the following goals and performance indicators.
Goals:
C 1.0 Adopt and implement the Provincial Community Mobilization and Engagement Model and Crime Prevention Framework.
C 2.0 Develop an organizational strategy that will improve/enhance internal and external communication, while leveraging new technologies.
C 3.0 Examine existing internal and external partnerships to identify collaborative opportunities which will enhance service delivery, add value and identify gaps.
Actions and indicators that support the goals / objectives:
· Create a centralized database to access information on referral services
· Leverage social media platforms to improve internal and external communication
· Develop online user surveys
· Enhance performance measures for community satisfaction and quality of life
· Review and update documentation of existing partnership frameworks and protocols with partner groups, emergency service providers and agencies
· Identify gaps and partnership opportunities
· Conduct community consultation regarding crime prevention priorities
Accomplishments during the reporting period:
ü Members are involved in a number of community initiatives that allow them to connect with the community and build relationships with the people they serve. For example, two members volunteered to participate in a program put on by the Ottawa Public Library, in partnership with CBC Ottawa, called “Human Library”, where members volunteered themselves as “books” that could be checked out by a member of the public. The person who selects them has 20 minutes to converse with them and ask questions, in order to gain a better understanding of who they are as individuals and as officers.
ü The Ministry of Community Safety and Correctional Services designated May 12-18, 2013, as Police Week in Ontario. This year’s theme focused on social media, “Walk the Digital Beat … A New Era in Engagement”. The OPS have been increasingly using social media as a part of our day-to-day business. It provides an important and direct link between the community and our Service, with an opportunity for ongoing communication and engagement. On April 12, the Chief invited the community to follow along and answered questions on a wide range of policing issues including violence against women, road safety and Guns and Gangs issues.
ü Road and traffic safety is a priority for the community and the OPS. During Canada Road Safety Week (May 14 to 20) the OPS and its partners focused on increased education and enforcement in this year’s focus on impaired driving, distracted driving, improper seatbelt use and aggressive driving.
ü From May 5 to 11 the OPS supported and promoted Mental Health Week to increase awareness, decrease the stigma and promote community resources.
ü As part of the Women’s Event Network’s Clothesline Project to help increase awareness of the impact of violence against women and children, the lobby at 474 Elgin was used as one of the display locations.
ü The Chief, Mayor and Chair took part in a community initiative Sleep Out for Youth. February 4 and 5 to raise awareness around youth homelessness and raise much needed funds for solutions.
ü Community engagement has long been a priority of the OPS, with engagement and outreach from a number of our diverse communities through a number of programs such as the OPS Flag and Banner events and celebrations such as Ottawa Pride Week, Black History Month. These celebrations help our Service build relationships and also assist in promoting cultural and religious awareness within policing.
ü A significant amount of consultation and ongoing dialogue has been undertaken for the Traffic Stop Race Data Collection Project. Part of the public consultation process has included an online twitter forum (January 23) and a “Let’s Chat” session (January 31). The project was launched in late June for a two year period.
MEMBERS: Engaging and Investing in our People
The membership of the OPS — both civilian and sworn — defines what we do and who we are. The individual and collective performance of their duties and their contributions to their community largely define the Ottawa Police Service. It is through our members that we define and demonstrate the Ottawa Police Service’s organizational vision, mission and values, and deliver the critical services that our community depends on. Our members, therefore, represent our most valued resource and, as such, they must be engaged, as well as developed and supported throughout their careers.
The OPS has high-calibre, professional and respected members who are proud to work for the organization. The OPS will continue to engage members and continue to promote, foster and support the collective goal of achieving our vision and adhering to our values
Over the next three years, the OPS will continue to strengthen the investment in our current and future members to ensure that they have the supports, resources, technology, tools and training to respond to the community’s call for assistance. Investments in initiatives will be developed to support recruitment, retention and talent development by creating a workplace that enables members to have a robust, challenging and fulfilling career; a workplace that values and demonstrates ethical leadership at all levels; a workplace that puts a priority on the health and well-being of its members; and to create a Workplace of Choice.
The considerable strengths of, and continued engagement and investment in, our members will help promote an organizational culture where everyone matters and is supported through the following goals:
M 1.0 A workplace where members are engaged in achieving a shared vision.
M 2.0 A workplace that puts a priority on the health and well being of its members.
M 3.0 A workplace that enables members to have a robust, challenging and fulfilling career.
M 4.0 A workplace that values and demonstrates ethical leadership at all levels.
M 5.0 A workplace of choice.
Actions and indicators that support the goals / objectives:
· 4 drivers of engagement scores
· Profile members’ community engagement and volunteerism
· Develop early intervention and peer support program, training and tools
· Evaluate the Real You Program
· Develop health, wellness assessment tools and metrics
· Develop a mobile worker concept
· Create framework, develop a mentorship program to support recruitment, retention and leadership development.
· Enhance Performance Review Process system
· Review of organizational competencies
· Develop in-house supervisor training
· Develop leadership training to all ranks that provides career-long development and support to members
· Continued development and enhancement of Ethics Program
· Develop an Annual Recruitment Plan
· Develop new marketing material
· Reinvigorate internal and external recruitment champions
Accomplishments during the reporting period:
ü Initiation of current practice research and potential program elements for an early intervention and peer support program.
ü Implementation of an Executive Succession Management Program to assist with the development of a pool of qualified individuals for executive leadership positions in a systematic, transparent, and objective way.
ü To improve health wellness, initial research has been initiated into the feasibility of introducing a compressed work schedule.
ü In the final program evaluation survey completed by over 70% of participants from the 2011-2012 pilot project, 85% responded that they would recommend the Real You OPS Wellness program to their colleagues. 2013 will be the third year offering this program to members, with an evaluation of the program scheduled for the fall.
ü On June 11th, fourteen new officers were sworn in at the recruit badge ceremony. The recruit class continues to reflect the demographics of our community and bring a wealth of experience and quality individuals to our service.
ü In February, the OPS Professional Development Centre announced enhanced online learning opportunities for OPS members in partnership with the Canadian Police Knowledge Network e-learning catalogue, thus providing members with instant, unlimited access to a broad range of online courses and resources.
ü On June 11th, thirty-nine young people graduated from our YIPI (Youth in Policing Initiative) Program, the first group to complete the first ever non-summer, after-school version of YIPI.
ü Significant contributions and achievements, community service and bravery were recognized at the Community Police Awards ceremony in June. More than two dozen awards were presented during the ceremony. Police officers, civilians and retirees with OPS, paramedics and members of the public were among the honourees.
SERVICE: Delivering Quality Service in Operations
The OPS is dedicated to delivering the highest quality of police service for Ottawa residents, businesses and visitors to the city. In response to financial pressures, increasing demands and community expectations, and the operational reality of delivering police services that comply with legislative standards, we will continually examine opportunities for improvement, greater cost effectiveness and explore new ways of doing business in order to build a sustainable policing model for the future. The Board and the OPS recognize these challenges and the opportunity to lead change within the OPS and the Canadian police sector.
Over the next three years, the OPS will review its services aimed at identifying efficiencies, service improvements and new or alternative ways of doing business, as well as ensuring value for money, through the Service Initiative (Si). It will make use of and leverage technology to improve our ability to reduce, prevent and respond to criminal activity, while realizing efficiencies in how this is done. It will identify opportunities that will allow the Police Service to reinvest savings in service to citizens, while responding to our policing responsibilities in an era of constrained budgets. Si is a comprehensive program that aligns with and is supported by the goals and outcomes in the both the Service and Value strategic priorities through the following goals and performance indicators.
Goals:
S 1.0 Strengthening police service through innovation, leveraging technology and professionalism by our members.
S 2.0 Define and strengthen our partnerships with service providers and community agencies that support our policing responsibilities.
S 3.0 Ensure that our policing model is sustainable for the future.
Actions and indicators that support the goals / objectives:
· Identify opportunities that will create efficiencies and leverage technology
· Identify, develop and enhance support to victims and vulnerable populations
· Leverage social media platforms to create community awareness of crime prevention and crime reduction strategies
· Develop a strategy to respond to problem addresses and areas of high call volume
· Enhance performance metrics within the current Performance Monitoring framework
· Review current deployment plans (e.g. District mapping) to respond to current needs
· Leverage technology to facilitate an information-led approach
Accomplishments during the reporting period:
ü By February 2013, eMVC software was deployed to all mobile workstations to improve the efficiency and give all officers the ability to submit collision reports electronically.
The implementation of a new Communication Service Delivery Model followed a rigorous assessment that included member consultation and scenario based exercises on how to optimize service to both the community and our internal clients. To take advantage of the benefits of the new service delivery model, adjustments to the layout of the Communications have been made and have migrated to the new deployment model.
ü On June 17, a three month foot patrol project that drew on officers from across the City was launched in order to target high call for service areas around Rideau Street, the Byward Market and Lowertown. The zero tolerance project focused on high call volume locations and proactive policing strategies to reduce and prevent crime. This project has been lauded as successful from both a community and policing perspective.
ü The Rural South Ottawa Community Police Centre reopened with an official opening ceremony on January 10, 2013. The new location has brought the CPC into a more central position within its catchment boundaries and is easily accessible for volunteers and the public. It will support the recruitment and retention of the many volunteers from the rural communities and remain a vibrant part of the Metcalfe/Greely/Rural Ottawa South community and an important part of OPS operation
ü The Facilities Strategic Plan, adopted by the Board in June 2013, is a flexible, affordable and innovative plan that addresses emerging and future policing service needs of the City over a 17 year horizon. It supports the Board in its goal of being a responsible employer and service provider by mitigating the risk posed by health and safety issues, business continuity needs and problem properties. By working with our partners, implementing new technologies and adopting new approaches the FSP will help to drive efficiencies throughout the OPS.
ü On-line reporting will allow citizens to complete online reports for certain report types, through ottawapolice.ca. The project is scheduled to be launched in early 2014, and in the meantime, the OPS is reviewing the current report processes and developing an implementation plan.