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REPORT RAPPORT |
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REPORT RAPPORT |
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DATE:
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22 April 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/OBJET: |
TENURE PROGRAM – 2012 ANNUAL REPORT
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Section 31(1)(c) of the Police Services Act states that a board shall establish policies for the effective management of the police force. Board Policy CR-7 provides direction with regard to managing the workforce within the OPS. It requires that the Chief have a tenure program in place and that, on an annual basis, a report be provided on the extent to which the tenure program met policy objectives. This report fulfils the requirement.
Strategic Drivers
In 2000, the Criminal Investigations Division undertook a study of investigative processes, mandates, and staffing. On October 25, 2001, the CIS 2000 Final Report was presented to the Ottawa Police Service (OPS) Executive. Recommendation 26 was key to addressing a series of staff related issues: “Section managers should identify the average length of tenure a member will spend in their section.” The rationale provided to support the recommendation was that rotation of members would help reduce “burnout” and “tunnel vision”, and would permit the continuous development of members’ knowledge, skills and abilities.
In the same time period, The Toronto Police Service was facing similar challenges related to the rotation, development and supervision of staff in special investigative sections. Following an internal investigation into the TPS Central Field Drug Squad, the Honourable Mr. Justice George Ferguson was retained by TPS to conduct a review and author a report of findings. The report entitled “Review and Recommendations Concerning Various Aspects of Police Misconduct” has become known as the Ferguson Report. When considering the importance of rotating staff, the OPS took notice of the Ferguson Report, which highlighted the need for a formally-structured process to facilitate the movement of staff into and out of “specialty” sections.
Beyond investigative areas of work, the OPS patrol supervisors identified the need to rotate senior, experienced police officers to patrol operations to balance the increase in less experienced officers hired to replace retired officers. The rotation of officers to patrol and other areas was identified as a means of meeting the future needs of the Service with respect to knowledge, skills, abilities and experience.
Development of the Tenure Program
In order to meet the changing needs of the organization, the Tenure Design Team was created in 2008 to develop a Tenure Program that was specific to the needs of the Ottawa Police Service and its members. The Team reviewed data from internal consultations and the results were used to assist in the development of a framework on which to base standard operating procedures, policy recommendations, and the design and subsequent implementation of the Tenure Policy and Program.
The goal of establishing a tenure program was to have a fair, transparent and fluid process in which to move and deploy our most important resource: our people. The approach OPS has taken is an original and unique one that has caught the attention of other police services and organizations. For example, in April 28, 2010, the Ottawa Police Service’s Tenure Design Team won the 2010 Mercer Vision Award for Human Resources Innovation.
The Tenure Program has been a key element of the Board’s Business Plan since 2007. The 2007-2009 Business Plan identified the creation of a Tenure Program under the strategic priority: “Employer of Choice for All, Goal #1: Manage Ottawa Police Service Talent”. The 2010-2012 OPS Business Plan reflected the need for a continued, robust tenure program through “Investing in Our People”. In the current Business Plan, the evaluation of the Tenure Program is an activity under the strategic priority of “Members: Engaging and Investing in our People.”
Governance and Management
In order to guide the development of the new Tenure Program, a Steering Committee was convened comprised of Deputy Chief Gilles Larochelle (Executive Sponsor), business owners, representatives from the Senior Officers’ Association and the Ottawa Police Association, and other sworn members at various ranks from throughout the organization.
The initial role of the Steering Committee was to provide guidance and direction on the design and development of the new Tenure Program, and to oversee the on-going implementation of the program as it rolled out. On a day-to-day basis the Program is managed by the Career Development Team of Staff Sergeant Dan Longpré and Ms. Kendra Campbell. This group reports to Inspector Scott Brown, Outreach and Development.
The membership of the Steering Committee was updated in 2011 to ensure there was ongoing representation from across the organization. The Steering Committee continues to play a key role in the Tenure Program by providing guidance and feedback and assisting with the fine-tuning of the program to ensure it remains relevant.
Program Overview
The Tenure Program provides a simple and clear method to: 1) identify members who are due to “tenure out” of their positions; and 2) identify qualified candidates on ranking lists to fill each vacated position. The ranking lists are also used to identify the next qualified candidate when unanticipated vacancies occur throughout the year.
Table 1 below identifies the tenure transfer numbers for the first four (4) years of the process. These numbers demonstrate the controlled rotation of personnel within the organization. The number of total tenure transfers each year has ranged from 30 in 2009 to 89 in 2012.
The level of mandatory transfers varies from year to year based on a number of factors such as: the “tenure in” dates for members going into their positions, the number of members who transferred prior to their maximum tenure time, transfers resulting from promotions, secondments, U.N. Missions and retirements. All of these scenarios can affect the number of members required to “tenure out” of their position in any given year.
Table 1
Transfer Activity Resulting from the Tenure Program 2009 - 2012
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2009 |
2010 |
2011 |
2012 |
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Total Tenure Transfers |
30 |
60 |
31 |
88 |
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Breakdown: |
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Patrol to Tenured Position |
12 |
26 |
14 |
33 |
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Tenured Position to Patrol |
15 |
24 |
15 |
31 |
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Tenured Position to Tenured Position |
3 |
10 |
2 |
14 |
2012 Process
The annual process for 2012 started in the fall of 2011, with a report on tenure end-dates for sworn members. The list identified members by section and was sent to section heads for review and feedback. A General Order was released in January of 2012 announcing the commencement of the Tenure application process for constables and sergeants. Interest in the process was at its highest level to date, with a record 1,021 applications received. No significant changes were made to the constable and sergeant process in 2012.
The Tenure Order identified 122 positions open for candidate competition: 57 at the rank of constable and 65 at the rank of sergeant. Each tenured position was listed with a corresponding link to the specific job description for the position. Eligible sworn members were able to submit a maximum of four (4) tenure applications for the annual process.
The process of reviewing each application for eligibility of the candidate was completed by Tenure Selection Panels. These Panels consisted of seven (7) staff sergeants for the constable and sergeant positions. They completed the work within four weeks of the application deadline. The Selection Panels created ranking lists for each position, and these lists were used to identify successful candidates for the positions to be vacated by officers reaching the end of their tenure. The annual transfer date was selected to be the first Monday in October and officers were notified of their assignments by General Order on the 6th of June, 2011.
Difficulties in filling key staff sergeant positions led to a focused review of the Tenure process for staff sergeants. This review ultimately led to the recommendation that all staff sergeant positions including patrol should have a minimum tenure of 1 year and a maximum of 5 years to provide greater mobility while ensuring consistency in positions. The Directorate Superintendents assumed the role of selection panel for staff sergeant positions and vacancies were posted on an as needed basis throughout the year. These changes in the process were presented to and approved by the Executive in January of 2012.
Policy
The Tenure Process Design document was used to develop the original Tenure Policy, which was approved on 6 October 2008. With ongoing oversight of the program since that time, there have been three (3) subsequent policy updates to make the process more effective. The 2012 changes are outlined in Annex A.
FINANCIAL STATEMENT
Not applicable.
The OPS recognizes the importance of maintaining a fair and transparent Tenure Program to facilitate the predictable rotation of sworn personnel. This approach meets operational needs and also promotes the development of members’ knowledge, skills, abilities and experience, all the while enhancing support and supervision of a younger workforce.
Tenure is a continually improving process. Ongoing consultation is a key to its success. The Career Development Team continues to receive feedback on the program, which will be a key input to the comprehensive program review to be conducted in 2013, which marks the 5th year of the program.
(original signed by)
Charles Bordeleau
Chief of Police
Responsible for report: Director General Debra Frazer
ANNEX A
Tenure Review Recommendations and Approvals
Effective January 2012
1- Decrease the maximum number of Tenure moves permitted for Constables from 4 to 3, 1 of which may be a lateral (Constable only)
· Gives greater flexibility in career and position management, both for the member and the sections
2- In lateral transfers, no movement between same positions within one Directorate (ie. NHO East to NHO West, DI Central to DI East) (Constables only)
· Ensures members continue to build a varied career and provides greater opportunities to different members to gain experience in different sections
3- No return to a section in which a member has previously held a position unless through promotion. (Constables only)
· Ensures members continue to build a varied career and provides greater opportunities to different members to gain experience in different sections
· Does provide for experienced supervision within the section
4- Stream Changes (Constables only)
Ø Streams amended to fulfill the original intent of streaming: the experience developed in the role will serve other positions in the stream.
· These changes improved opportunities for both members and other sections in selecting the best candidates for their sections
5- Airport Sergeant & Staff Sergeant positions to be included in Tenure
6- Tenure Duration Changes
Ø Professional Development Centre (Sergeants only)
Sgt Academic Instructor
· Job description expanded to include management of the e-learning portal in connection with CPKN. Additional training timelines required for this new role supported increasing tenure duration by 2 years.
Ø 3 Specialty designations within Fraud (Constables only)
· 1 Payment Card, 1 Counterfeit & 1 Corporate - 2 years added to the tenure for 1 member in each area receiving additional specialized training
7- Newly promoted members must remain in their assigned position for 1 year and are not entitled to engage in the Tenure application process until the 1 year has been completed. (Sergeants only)
· provides stability for units and members during the 1st year assignment
8- Any member choosing to rotate from their current Tenured position to a Patrol position or a Secondment position shall have their name removed from all Ranking Lists (Constables & Sergeants)
9- Members who are on a Leave of Absence without pay are not entitled to engage in the Tenure process and will be removed from any ranking lists (Constable & Sergeants)
· this practice is currently done through LOA letter but not captured in the policy
10- Administration of Sergeant Cellblock assignments
Sergeants in cellblock – successful Tenure applicant
· A Superintendent may choose, based on the length of time remaining for the Sergeant in Cellblock and taking into consideration the operational requirements of the Directorate, to ‘hold’ the Tenure position until the Sergeant in Cellblock has completed their one year cellblock assignment.
· If the Supt chooses not to hold the Tenured position, s/he may go to the next person on the Tenure Ranking list.
· If the Sergeant is not selected for the Tenured position, s/he remains on the ranking list while it remains valid.
Sergeants transferring to cellblock
· A Superintendent may choose, based on operational requirements of the Directorate, to ‘hold’ the Tenured position for the member for the duration of the Cellblock assignment.
· If the position is to be held, it may be filled through temporary assignment.
· If not operationally feasible to hold the position, the Sergeant going to Cellblock shall vacate the Tenured position and the next person on the Ranking list will be offered the position.
· If the Sgt is required to vacate the Tenured position for the cellblock position s/he will be entitled to re-apply for the same tenure position at the next tenure process.
11- Sergeant Rotation - Sergeant positions in Professional Standards (Sergeant)
· Qualified Sergeants may have one rotation to PSS in lieu of rotating to patrol.
· Provides greater opportunity to have Sergeants with investigative background apply to the position
12- Notice of Intention to Retire form may be submitted no more than 1 year in advance of the member’s tenure end date. (ALL ranks)
13- Staff Sergeants
Ø Staff Sergeants, including those in Patrol positions will be part of the Tenure Program, but administered differently from Constable and Sergeant positions
Ø All S/Sgt positions will have a minimum of 1 year and a maximum of 5 years Tenure duration
Ø The Expression of Interest database will be maintained for the purpose of determining officers’ interests
Ø Newly promoted S/Sgts shall be assigned to patrol if they have less than 2 years Patrol NCO experience.
· If over 2 years patrol NCO experience, assignment upon promotion shall be determined by the Superintendents based on Guiding Principles.
Ø Maximum of two consecutive Tenured positions within any Directorate
