DATE:

22 September 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 (JANUARY TO JUNE 2014)

RECOMMENDATION

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

BACKGROUND

The 2013-2015 Business Plan - adopted by the Board 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 which include Board reports and actions/accomplishments, during the reporting period, that support the implementation of the goals and outcomes in the Plan Where Everyone Matters.

This is not the only mechanism that the Ottawa Police Service (OPS) uses to report 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 of Value | Community | Members | Service.

The Plan was prepared to action recognized community and member 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.

· 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 have been identified to implement 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 OPS. The outcomes and indicators in the Plan, whether existing or yet to be defined, are aligned with the OPS’ 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 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 2013, the OPS embarked on a renewed planning framework and the development of Directorate Operational Plans to define the inputs / actions at the operational level 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 actions and initiatives in the Directorate Operational Plans are a valuable input, as they align organizational initiatives in an integrated way, engage our members and provide effective measurement against objectives and organizational performance.

Through this exercise organizational areas of focus are identified and reviewed annually. Progress on initiatives identified in our Business Plan, the Chief’s three operational priorities – Guns and Gangs, Violence Against Women, Traffic Safety - and the Service Initiative are critical strategic and operational priorities that are being monitored.

This progress report highlights the key actions and outcomes undertaken by front line officers and civilians over the first two quarters of 2014 (Annex A). The self-assessment identifies strong progress to date, as the needle has moved from moderate progress at the end of 2013 to “on track” for the first two quarters of 2014. There has been strong progress made on a number of projects that will improve service to citizens while bringing potential cost savings and increasing capacity. These initiatives include the refresh of the OPS web site; introduction of on-line reporting; soft launch of the Collision Reporting Centre at Huntmar Station, Ethics Sessions, refit of existing space to serve as a Service Command Centre, launch of the Workplace Innovation project and continued progress on the Service Initiative.

The Service Initiative (SI) is an important program that aligns with the four strategic priority areas in the Business Plan. The Service Initiative goal is to develop a sustainable policing model while improving service, enhancing partnerships, finding efficiencies and/or cost recovery or revenue opportunities. The SI has identified transformed opportunities to improve service into a series of projects across the organization, ranging from operational, multi-directorate, and/or organizational in scope and scale:

· Service Delivery Model:

· Demand Management – control system and alternative response options

· Deployment Model – sustainable, dynamic and effective Alignment of Resources

· Investigative Model – prioritization, solvability and resource optimization

· Multi-Agency Group – joint working, joint problem-solving and joint evaluation

· Court Process Model – improving effectiveness and efficiency

Supported by an outcome-based culture:

· Performance Management Framework – accountability, transparency and performance at the organizational and individual levels.

Enabled through the effective use of information:

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

In early April the SI Program launched into Phase 3; project sponsors have put together strong teams with subject matter experts from within the police service in addition to project management and change management expertise that will take us through project planning and execution to close out. This current phase consisted of taking the high level work plans (desired future state) developed in the initiation phase and breaking out the detail stakeholder, resource, implementation and communication plans and activities. The project teams are actively engaged at all levels. The projects are at different stages and this is being managed and coordinated through the SI program management office. All projects have touch points with other strategic projects within OPS such as the Workplace Improvement Plan and Information Management with all projects proceeding with firm alignment to the Business Plan, operational plans, and a focus on Provincial Adequacy standards. The SI Program office is currently launching integration activities to address the interdependencies within each project and weekly updates have provided awareness of the gaps/opportunities as the Si Program moves forward into the design and implementation phase.

Additionally, the OPS continues its engagement of stakeholders and the community in moving forward with the Guns and Gang Strategy, Violence against Women and Road and Traffic Safety initiatives, which are included in this self assessment. Key accomplishments achieved during the reporting period have been grouped within each of the four strategic priorities.

During the reporting period the Board received a total of 23 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 and 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 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: (Annex A, Annex B)

Responsible for report: Supt. Terry Cheslock

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