Still fighting the perfect storm STANHOPE III October

“Still fighting the perfect storm” STANHOPE III October 6/2009

POLICE SECTOR COUNCIL Overview 1. who we are 2. what we do and why 3. products and services - research - youth - HR tools - CMB - innovation 4. next steps 2 connecting forces – securing futures

POLICE SECTOR COUNCIL 1. WHO - Mandate “Connecting forces - securing futures” § we facilitate Canadian policing organizations, partners and stakeholders to - “implement innovative, practical solutions to HR planning and management challenges” § we are a “centre of excellence” for HR information, tools and networks - national sector Council focusing on national workforce solutions § we have a vision of a sector that is - informed about HR issues and challenges - aligned and networked to improve policing "sector-wide“ - united in its HR planning and management 3 connecting forces – securing futures WHO

POLICE SECTOR COUNCIL WHO Who - our governance Board of Directors Executive Director Administration HR Secondments Director of Programs Audit Committee SLAG network 4 Currently 11: • CACP - pres • CAPB - v pres • FCM - v pres • CAP - director • RCMP - CHRO • PS - DG • BC - ADM • SASK - ADM • NB - ADM • Academies - APA • CAPE - pres Researchers network connecting forces – securing futures Justice Ministries Networks Recruiters network Governance Committee HR Practitioners network CAPE Educ/Training network

POLICE SECTOR COUNCIL WHO Our focus Service Size No. of Employees No. of Services in category Very Large >1000 15 Large 300 to 999 16 Medium 100 to 299 40 Small 25 to 99 60 Very Small < 25 78 Total 5 connecting forces – securing futures 209 178 85%

POLICE SECTOR COUNCIL WHO Who we really are … “networks” - communities of practice - with a mission of improved HR planning and. Volunteers management Strategic HR Practitioners Planners Other Strategic Recruiters E/T Professionals 6 Stakeholders Leaders connecting forces – securing futures Researchers

POLICE SECTOR COUNCIL WHAT we do … § leveraging and developing common HR tools § providing HR support for policing excellence sustainability Performance Management Recruitment & Selection § improving performance management Leadership Development & Succession Planning POLICING EXCELLENCE AND SUSTAINABILITY Training & Development 2. WHAT COMPETENCY-BASED HR PLANNING & MANAGEMENT 7 connecting forces – securing futures

POLICE SECTOR COUNCIL Why - the “Perfect Storm” § three advancing “low pressure systems” - changing face – demographics - changing work – demands, complexity - changing management – budgets, governance § an urgency to act - demographic change is relentless - competition for resources are increasing - workforce leadership turnover is underway - demands on public policing - growing more complex - technological advancements expensive - budgets are strained and inflexible § “bottom line” - we’re vulnerable § committed, focused and integrated action by all policing is required immediately 8 connecting forces – securing futures WHY

POLICE SECTOR COUNCIL WHAT What we are trying to build VISION COMMON HR PLANNING AND MANAGEMENT EXCELLENCE GOAL all stakeholders benefit from efficient/effective HR services Strategic priorities Strategic objectives what the Council wants to achieve INFORMED SECTOR • sector-wide environmental scanning • shared HR planning/ management best practices NETWORKED SECTOR • solution-focussed networks • issue-based networks • leadership forums • effective sectoral approach • labour market research Strategic initiatives 5 plus year horizon Business activities 2009/10 organization effectiveness 9 • sector employee database • ongoing LMI • sector research/position papers • connected/ representative network infrastructure • networking opportunities • recognized best practices and benchmarks • shared HR tools • youth attitudes research • special issue research • focussed scan data • annual leaders summit • nationally relevant elearning curriculum • network support UNITED SECTOR • common competency framework and processes to support all HR functions – recognized HR reference standards • • national social marketing common recruitment system common selection process common training and development common leadership standards common leadership management policing certification nationally • shared recruitment portal and tools • guidelines for selection processes – national guidelines for psych assessments • competency-based recruit training • competency framework for leadership representative and engaged Board; sector council office efficiently/effectively managing projects, communications, revenues, evaluations; excellence in Board and committee support connecting forces – securing futures

POLICE SECTOR COUNCIL 3. PRODUCTS & SERVICES § products - website as virtual library - info, research, tools, news - “free” national e-learning courses - partner with CPKN • diversity, ethics, firearms verification, mental health - HR support tools • competency-based occupational standards • social marketing campaign/ e-candidate portal • employee database § research - youth - perceptions of policing longitudinal study( Ipsos-reid) - environmental scan - national scan § communications - e-watch, workshops, “networks” support/meetings: E&T professionals recruiters researchers 10 HR practitioners strategic planners Strategic Leadership Advisory Group connecting forces – securing futures

POLICE SECTOR COUNCIL HR Tools - Policing Competency Framework § successfully completed multi-year project to identify a competency based management (CBM) framework § results: free shared materials to support HR 1. Policing CBM Framework 2. Policing CBM Guide 3. Policing CBM Toolkit § built “for policing by policing” - all project materials developed - extensive police professionals input/involvement - leverages existing best practices, research and expertise - 35 member project team (HR professionals) - 400+ subject matter experts - 50+ policing organizations § National and International perspectives and research 11 connecting forces – securing futures

POLICE SECTOR COUNCIL Steering Committee 12 NAME TITLE ORGANIZATION CHAIR – Sharron Gould Director HR Winnipeg Police Service Jane Naydiuk Acting Program Manager BC Ministry of Public Safety & Sol. General Steve Schnitzer Superintendent, Personnel Services Vancouver Police Department Brett Fryer Inspector, OIC Staff Development Saanich Police Department Curtis Clarke Director, Officer Training & Curriculum Design Alberta Solicitor General & Public Security - Dale Burn Chief Human Resource Officer Calgary Police Service Dave Zukiwsky Human Resources Edmonton Police Service Carol Bradley Inspector, OIC Applied Police Sciences RCMP - Depot Carroll Robinson Manager, Selection Systems and Appointments Ontario Ministry of Community Safety Sandra Madren Manager, HR Programs Unit OPP Aileen Ashman Director HR Toronto Police Service Stan Mac. Lellan Director HR Durham Regional Police Service Brent Shea Rosemarie Auld Superintendent, Corporate Services Division Manager HR London Police Service Hamilton Police Service Jeanet Pierce Manager HR Nishnawbe-Aski Police Service Gervais Garneau Directeur de l'emploi et du placement Marven Corscadden Director HR Sureté du Québec Saint John Police Force Don Spicer Superintendent, Administration Division Halifax Police Service Sharon Trenholm Manager, Planning & Research Royal Newfoundland Constabulary Deborah Doherty Mgr, International Peace Operations RCMP – Former Canadian Police College Dennis Fodor DG National Staffing and Recruiting Services RCMP - HR Phil Avison Director National Staffing Program RCMP - HR Joanne Rigon Director Learning Strategy RCMP connecting forces – securing futures

POLICE SECTOR COUNCIL Contributing Organizations (a sample): 13 - New Westminster Police Service Alberta Solicitor General and Public Security - Nishnawbe-Aski Police Service Bathurst Police Force - North Bay Police Service Bridgewater Police Service - Oak Bay Police Department British Columbia Ministry of Public Safety & Sol. Gen - Ontario Provincial Police Calgary Police Service - Peel Regional Police Service Camrose Police Service - Police Ville de Québec Central Saanich Police Service - Public Service Commission of NL Chatham-Kent Police Service - Royal Canadian Mounted Police Delta Police Service - Regina Police Durham Regional Police Service - Royal Newfoundland Constabulary Edmonton Police Service - Saanich Police Department Greater Sudbury Police Service - Saint John Police Force Guelph Police Service - South Coast British Columbia Halifax Regional Police Transportation Authority Police Service Halton Regional Police Service - St. Thomas Police Service Hamilton Police Service - Strathroy-Caradoc Police Service Justice Institute of British Columbia - Sûreté du Québec Kentville Police Service - Taber Police Service Lethbridge Regional Police - Toronto Police Service London Police Service - Truro Police Service Medicine Hat Police Service - United Kingdom (Skills for Justice) ON Ministry of Community Safety and Correctional Services - Vancouver Police Department Moose Jaw Police Service - Victoria Police Department Netherlands Police Academy - Winnipeg Police Service connecting forces – securing futures

POLICE SECTOR COUNCIL Project Activities/Deliverables § collected & analyzed all existing Competency Based Materials § conducted extensive job analysis for: - Constable, Sergeant, Staff Sergeant, Inspector § validated all results nationally § produced an in-depth Framework, Guide and Toolkit 1. Policing CBM Framework - common language and understanding of the work - underlying competency requirements associated with general policing duties - includes: • policing competency dictionary • task lists by rank • competency profiles by rank 14 connecting forces – securing futures

POLICE SECTOR COUNCIL Project Activities/Deliverables … 2. Policing CBM Guide - describes CBM and explores the benefits of CBM for policing - offers information and tools to support in four key areas: • • recruitment, selection and promotion learning and development performance management succession management - includes: • • • 15 information theory step-by-step instructions practical tips relevant research describes use of Toolkit items connecting forces – securing futures

POLICE SECTOR COUNCIL Project Activities/Deliverables … 3. Policing CBM Toolkit - includes over 30 tools and templates that services can use/customize according to needs - includes (sample): • • 16 competency resources by rank interview guides by rank reference check guides by rank learning plan template performance management template succession management template recommended additional readings reference connecting forces – securing futures

POLICE SECTOR COUNCIL Successful Outcomes Through Collaboration § rigorously developed and nationally validated materials - available for FREE to Chiefs, HR managers, Academy Directors, and Justice Ministries § CBM Materials 1. Framework 2. Guide 3. Toolkit § not meant to replace the practices in use by police services § meant to - either inform or supplement existing practices and tools - to assist implementation for those organizations who do not have CBM 17 connecting forces – securing futures

POLICE SECTOR COUNCIL WHAT HR Research - “youth” § youth surveys - Ipsos-Reid 2005 - Reconnecting with Youth - 2000 (12 -30) - Ipsos-Reid 2006 - Reconnecting with Youth - 2000 (12 -30) - IR/Hay - 2006 Views on Policing – 1, 250 (18 -30) • on-line survey (quantitative) - stratified sampling/focus groups (qualitative) - Ipsos-Reid 2007 - Reconnecting with Youth, 12 -30 • on-line (2, 418)/by phone (2, 015) - Ipsos Reid 2008 - youth attitudes to policing (1, 521 youth, ages 16 to 27 years) § focus - attitudes toward policing - a career in policing - policing compared to other jobs/fields - hiring process - general trends 18 connecting forces – securing futures

POLICE SECTOR COUNCIL WHAT Recruitment … § the retirement wave is already well underway and will continue § need substantial shift in recruitment practices - the youth entry cohort is shrinking leakage to - more competition among police and others competition - substantial skill gaps are inevitable 18 22 26 27 28 “life experience” hs c/u apply academy coach § current supply may “appear” to be healthy - BUT - Ipsos-Reid study says differently - substantial skill gaps are inevitable “change is hard, but change is hardest on those caught by surprise” ~ Thomas Friedman, “the World is Flat” 19 connecting forces – securing futures

POLICE SECTOR COUNCIL Youth - tell us … § value different things - life/work balance § key factors in considering a career - pay and other forms of monetary compensation - having fun at work - opportunities to do interesting work § clearly disinterested - just less than 3% would really consider a policing career - 2008 - mostly males, members of visible minorities, and “East “Coasters” § misperceptions - candidate qualifications - college education - experience in related field - hiring process expectations - more than 1 month is a barrier § policing is not always seen as a positive career choice in many cultural communities 20 connecting forces – securing futures WHAT

POLICE SECTOR COUNCIL Youth … § negative image - drawbacks - too dangerous - impact on long term emotional and mental health - long hours / shift work / burnout - work / life balance - divorce - suicide - corrupt, abusive of power, lost moral way § top of list careers - offering the most opportunities - education, healthcare, Internet and high technology, skilled trades § which factors should be considered most important - mental health/stability - fitness level/health - character/ethics/integrity § not seen as impacting chances of being hired - drugs, race, sexual orientation, religious convictions and provenance 21 connecting forces – securing futures

POLICE SECTOR COUNCIL Most interested in … 22 connecting forces – securing futures

POLICE SECTOR COUNCIL Most employment opportunities in … 23 connecting forces – securing futures

POLICE SECTOR COUNCIL Youth - career in policing … § Risks outweigh the benefits § significant concerns … - worst career for achieving work-life balance - impacts on family life - psychological/emotional health issues, depressing, frustrating, traumatizing, tough on personal relationships - dangerous - risk and impact on personal lives § FGs - parents would not permit them to follow a “trades” career - lower paid than most other careers - not providing transferable skills 24 connecting forces – securing futures

POLICE SECTOR COUNCIL Portal Project - Concept Overview Social Marketing Campaign influencers candidates Police Services Portal Police Public Governing • information/resources/tools • recruiting resources/ accelerators • applications Managers Body - PSC in partnership Recruiters 25 connecting forces – securing futures

POLICE SECTOR COUNCIL Projects 09/10 - ~$1. 2 M - “approved in principle” Projects - priority order 1. e-candidate portal requirements and strategy definition 26 Rationale - social marketing - integrated recruitment and national tools 2. leadership framework - competency-based approach to leadership training - supports national education/training standards 3. national e-learning curriculum - builds on success of 08/09 e-learning courses - 4 new e-learning - firearms safety, radar/lidar certification, officer wellness, front-line supervisor - supports national education/training standards 4. youth attitudes - Ipsos-Reid - youth longitudinal survey - LMI 5. networks support - facilitated sessions to build national dialogue on solutions - HR practitioners, researchers, recruiters, policy/planners, SLAGs - out-come-based networks 6. employee database Stats Can - build a data-base for research on skills/skills gaps - data modeling - drives accurate labour market research connecting forces – securing futures

POLICE SECTOR COUNCIL Next Steps § The Leadership Competency Framework project - will build upon the developed Policing CBM Materials - will include a full analysis and articulation of the more senior policing ranks - will focus on documenting reference materials, tools and templates to support leadership development and succession planning for: • • Superintendent Chief Superintendent Deputy Chief § This work is planned to begin in November 2009 connecting forces – securing futures

POLICE SECTOR COUNCIL Summary § an urgency to act - demographic change is relentless - competition for resources are increasing - workforce leadership turnover is imminent - demands on public policing - not abated, growing more complex - technological advancements have accelerated - budgets are already strained and inflexible § “bottom line” - vulnerable § committed, focused and integrated action is required immediately Coming together is a beginning. Keeping together is progress. Working together is success. ~ Henry Ford 28 connecting forces – securing futures

POLICE SECTOR COUNCIL Leading through the “Perfect Storm” § you can get involved in the future of the sector § as a leader, what can you do to address R&R challenges? - know your sector - know your environment – impacts on operations, management - know the capacity to deal with the challenges of the environment - act - identify what you can do individually and collectively The great aim of education is not knowledge but action - Herbert Spencer 29 connecting forces – securing futures

POLICE SECTOR COUNCIL www. policecouncil. ca 30 connecting forces – securing futures 30