DATE:

24 February 2014

TO/DEST:

Executive Director, Ottawa Police Services Board

FROM/EXP:

Chief of Police, Ottawa Police Service

SUBJECT/OBJET:

2013 - 2015 BUSINESS PLAN: SEMI-ANNUAL STATUS REPORT (JULY TO DECEMBER 2013)

RECOMMENDATION

That the Ottawa Police Services Board receive this report for information.

BACKGROUND

The 2013-2015 Business Plan - adopted by the Board on 25 March 2013 - is the Ottawa Police Services Board’s (Board) sixth Plan since 1995. It sets the course for the organization and is a collective response to identified community concerns and policing pressures and strengthens the day-to-day delivery of quality policing services to the community - responding to calls for assistance, investigating crime, maintaining public order, assisting victims, enforcing the law and preventing crime.

The Board receives progress reports on the business plan semi-annually that includes Board reports and actions/accomplishments during the reporting period that support the implementation of the goals and outcomes as outlined in the Plan Where Everyone Matters.

This is not the only mechanism that the Ottawa Police Service (OPS) reports on progress; the annual Activity Report, annual Crime, Police and Traffic statistics and Ward Profiles, and quarterly operational performance reporting (e.g. Call Response, Workforce Management, etc.) are other means provided to the Board that reference the strategic priorities and outcomes of the Business Plan.

DISCUSSION

The 2013-2015 Business Plan outlines measurable goals and objectives for each of the four strategic priorities as well as action and success indicators.

It is built upon a recognized need to:

· engage and build strong, productive working relationships with the community and community partners;

· create a culture that engages members in a shared vision of policing innovation and excellence. Investing and supporting current and future members’ well-being and tools to respond to the community’s call for assistance;

· foster positive engagement, ethics and professionalism through everyday interactions with citizens; and,

· protect the safety, security and quality of life for residents in Ottawa by delivering policing services that demonstrate positive impact and value to the community through the provision of quality services and enhanced performance accountability.

The OPS monitors and tracks the progress of actions and activities that support the implementation of the Business Plan’s goals, objectives and outcomes. 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. The outcomes, targets and indicators in the Business Plan, whether existing or yet to be defined, are aligned with the Ottawa Police Service’s Performance Monitoring Framework.

Ongoing monitoring and reporting ensure accountability, while allowing the opportunity to work through challenges and adjust strategies, as required, to stay on track, and achieve the expected outcomes, targets and objectives. In addition, it ensures that the Police Services Board, the community, and members are kept informed of the outcomes and progress.

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. 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. Through this exercise annual organizational areas of focus are identified, which are reviewed annually. Over the next three years, progress on initiatives identified in our Business Plan, and those that are critical strategic and operational priorities, will be monitored.

The Service Initiative (SI) is an important vehicle that links the four strategic priority areas and transformation of the service delivery model to respond to organizational and sector challenges. The SI goal is to develop a sustainable policing model while improving service, enhancing partnerships, finding efficiencies and/or cost recovery or revenue opportunities. Seven projects under the sponsorship of the Deputy Chiefs and Director General include:

· Service Delivery Model:

o Demand Management through coordinated management and alternate response mechanism;

o Front Line Deployment to ensure sustainable, dynamic, and effective alignment of resources;

o Criminal Investigations by priorizing and optimizing workload, solvability, and resources;

o Multi-Agency Group (MAG) problem-solving; and

o Court Process Modernization;

· Performance Management and accountability at the organizational and individual levels; and

· Evidence Based Decision Making by employing timely intelligence in operational deployment and decisions.

Much effort has been dedicated over the past six months to the scoping and preliminary planning of these seven critical projects which will be prioritized and launched in 2014.

This progress report highlights the key actions and outcomes undertaken by front line officers and civilians over July to December 2013. The self-assessment identifies moderate progress to date. Key accomplishments achieved during the reporting period have been grouped within each of the four strategic priorities (Annex A). The actions and initiatives in the Directorate Operational Plans are a valuable input, as they align organizational initiatives in an integrated way, engages our members and provides effective measurement against objectives and organizational performance.

During the reporting period the Board received a total of 20 reports that support the implementation of the 2013-2015 Business Plan (Annex B).

EXISTING POLICY

The semi-annual progress report forms part of the Ottawa Police Service’s compliance with Provincial Adequacy Standards and Ottawa Police Services Board Policy AI-001, Framework for Business Planning.

CONSULTATION

A Plan Where Everyone Matters: 2013–2015 Business Plan was the product of many months of collaborative work undertaken by the members of the OPS, engaged citizens, and the Board. Informed by the tremendous amount of input received from a broad audience that included residents, community partners, elected officials, youth, businesses, school boards, community organizations, service agencies, it responds to the needs of our community and members of the OPS. The semi-annual progress report ensures ongoing community, member, and stakeholder feedback on accomplishments and achievements.

FINANCIAL STATEMENT

There are no immediate financial impacts or implications from the results of this report.

CONCLUSION

The Plan Where Everyone Matters is about improving service and creating a sustainable police service for the community and members. It is about delivering our policing responsibilities in a manner that will balance community expectations with available financial and resource capacity. It is recognizing that we cannot do it alone. We continue to engage the considerable influence and expertise of our community, our municipal and police agency partners.

The OPS is translating the Plan into action over the 2013-2015 period. We have identified and taken action on initiatives to reduce and prevent crime, enhance our community relationships and partnerships, improve supports to our members, strengthen the day-to-day delivery of quality policing services to the community, and we will continue to look for ways to adapt, improve and innovate how we work in order to better serve the people of Ottawa.

(Original signed by)

Charles Bordeleau

Chief of Police

Attachments: (A, B)

Responsible for report: Supt. Terry Cheslock

This document contains information that reports on activities related to the 2013-21015 Business Plan