►
Description
Police Services Board Human Resources Committee - July 7, 2023
Agenda: https://pub-ottawa.escribemeetings.com/Meeting.aspx?Id=979592bb-f7e1-4738-9da2-60f4af95e6e2&Agenda=Agenda&lang=English
A
A
Thank
you
I'd
like
to
call
the
meeting
of
the
human
resources
committee
to
order
for
July
7,
2023
and
I'll
begin
with
a
land
acknowledgment
by
recognizing
that
Ottawa
is
located
on
the
unseated
territory
of
the
Algonquin
Anish
Navi
Nation,
the
peoples
of
the
Algonquin
Anish
Nami
Nation
have
lived
in
this
territory
for
millennia,
their
culture
and
presence
have
nurtured
and
continued
to
influence
this
land,
the
Ottawa
Police
Services,
Board,
honors
peoples
and
land
of
the
Algonquin
anishinaabe
Nation.
Today
Ottawa
is
home
to
40
000,
First,
Nations,
Inuit
and
metis
people.
A
Ottawa's
indigenous
Community
is
diverse,
representing
many
nations
languages
and
cultures.
The
Ottawa
Police
Services,
Board,
honors,
all
First
Nations,
Inuit
and
metis
people
and
their
valuable
past
and
present
contributions
to
this
land
I
also
want
to
say
that
we
are
currently
on
Zoom.
Although
not
broadcasting
are
we
live
streaming
on.
You
Youtube.
A
Through
this
meeting,
we
are
in
fact
experiencing
some
technical
difficulties
in
that
we
were
not
able
to
broadcast
on
Zoom
or
live
stream,
and,
given
that
the
meeting
is
being
held
in
this
way,
there
is
that
possibility
of
technical
difficulties
and
with
respect
to
any
disruptions,
I'm
just
going
to
ask
that
everybody
remain
patient
as
we
work
to
fix
these
and
resume
the
meeting
as
soon
as
possible.
Our
first
order
of
business
is
the
election
of
committee
chair
and,
at
this
time,
I'd
like
to
open
the
floor
for
nominations.
A
A
D
Great
thank
you.
Chair,
Beck
I
will
now
proceed
with
the
confirmation
of
the
agenda
that
you,
the
Ottawa
Police
Services,
Board
Human
Resources
committee,
confirmed
the
agenda
of
the
7th
July
2023
meeting.
Is
the
agenda
confirmed
confirmed,
confirmed,
thank
you
so
I
will
move
then
to
the
confirmation
of
minutes,
or
it's
minutes,
number
14
of
the
30th
of
August
2022
that
the
Ottawa
Police
Services
Awards
Human
Resources
committee
confirmed
minutes.
Number
14
of
the
30th
of
August
2022
meeting.
Are
the
minutes
confirmed.
D
Sure,
thank
you.
Are
there
any
declare
Declarations
of
Interest,
okay,
so
seeing
so,
we
have
none,
and
we
have
two
items
of
business
for
the
public
portion
of
our
meeting
and
five
items
of
business
to
be
considered
in
camera
as
they
pertain
to
Labor
Relations
matters,
we'll
begin
with
the
public
items.
D
The
executive
director
prepared
a
report
for
the
committee's
consideration,
which
you
have
received.
The
report
provides
some
context
for
the
review
of
the
board's
resourcing,
as
well
as
information
on
our
current
Staffing.
It
also
identifies
some
gaps
to
inform
our
needs
assessment
and
possible
resourcing
options
to
consider.
D
Toronto
has
the
most
substantive
Staffing
model
of
all
of
the
boards
and
for
this
reason
we've
invited
the
acting
executive
director
and
the
chief
of
staff
for
the
Toronto
board,
doobie
County
visa,
to
be
here
with
us
today
to
answer
any
questions
we
may
have
specifically
about
the
Toronto
model.
So
do
we
welcome?
Thank
you
so
much
for
joining
us
today
and
taking
the
time
to
share
your
your
thoughts.
E
Thank
you
for
inviting
me.
So,
as
you
mentioned,
we,
the
Toronto
board,
has
a
fairly
large
staff.
We
have
currently
8.5
positions,
including
the
executive
director,
and
we
are
recruiting
for
three
more
sorry,
7.5
and
recruiting
for
three
more
and
these
positions
are
split
between
policy
oriented
positions
and
more
executive
assistant
and
administrative
assistants.
E
E
First,
let
me
start
with
the
stakeholder
relations
and
engagement
role,
which
I
think
is
probably
one
of
the
more
important
ones.
It
provides
access
to
opinions
and
Views,
and
really
the
the
preferences
of
large
swaths
of
the
community,
which
are
not
necessarily
accessible
to
board
members
who
are,
after
all,
Representatives
of
of
the
community
but
may
not
be
you
know,
may
not
have
the
opportunity
to
speak
with
people
from
very
diverse
communities.
E
We
have,
of
course,
three
counselors
and
we
have
other
other
members
of
the
community
who
have
access
to
their
relative
parts
of
Toronto,
but
the
the
stakeholder
engagement
role
really
is
dedicated
to
keeping
in
contact
with
Community
Leaders
with
organizations
from
across
Toronto
and
bringing
these
voices
in
and
making
sure
that
whenever
there
is
a
policy,
development
process
or
strategic
planning
process,
these
voices
are
brought
forward
and
they
are
heard
effectively
by
the
board
and
that's
not
necessarily
something.
That's
always
easy
to
do.
E
E
What
that
means
is
that
there's
little
expertise
and
little
capacity
to
analyze
it
independently
and
to
understand
where
there
may
be
gaps
where
there
may
be
issues
with
with
the
analysis
that
was
done
and
not
not
in
the
sense
of
anyone
trying
to
hide
something,
but
at
the
end
of
the
day,
police
services
are
not
themselves
designed
to
do
a
lot
of
this
analysis
work
and
they
don't
have
necessarily
access
to
the
same
public
perspective
that
the
board
has.
They
have
a
more
operational
perspective
about
these
things.
E
C
I've
I've
got
a
question
if
I
may
and
thank
you
for
that
Dube
and
thank
you
so
much
for
being
here
today,
you're
currently
at
7.5
and
moving
to
210.5
is
that
is
that
correct?
That's
correct!
Yes,
and
do
you
feel
that
10.5
is?
Is
the
right
number
to
support
the
board
from
its
perspective
and
its
role.
E
For
the
time
being-
and
we
haven't
recruited
those
positions,
yet
that's
that's
what
we
believe:
that's
why
we
recommend
it
to
to
hire
those
additional
people.
I
should
maybe
say
who
the
the
what
what
those
positions
will
be.
One
of
them
will
work
with
the
stakeholder
engagement
when
focusing
on
indigenous
engagement,
which
is
a
gap
that
we
have
found
in
our
ability
to
engage
with,
with
the
that
in
the
specific
Community
and
the
other
two
are.
E
Analysts
grows
that
work
will
work
with
the
strategic
analysis,
senior
advisor
and
assist
in
collecting
information
separate
and
apart
from
the
service,
so
actually
going
out
and
collecting
information
from
City
from
different
partners.
Conducting
surveys
which
will
help
the
board
get
an
external
perspective
on
the
impact
that
the
the
initiatives
and
the
policies
are
having
on
on
the
real
life
at
the
at
the
street
level
for
torontonians.
C
Okay,
thank
you
for
that.
Maybe
a
follow-up
question
and
I
I
know
I'm
fully
cognizant
that
pollution
in
Toronto
is
very
different
from
pollution
in
Ottawa.
So
so
is
it
difficult
to
extrapolate
from
your
numbers.
You
know
what
would
be
right
for
Ottawa,
roughly
I
think
Toronto
is
is
roughly
the
first
times
of
size
of
Ottawa
from
a
number
of
sworn
and
civilian
members.
C
E
It's
hard
to
say
how
many
exactly
are
necessary.
I
would
start
with
an
assumption
that
four
is
a
more
likely
number
for
for
most
for
most
boards
and
that
would
include
an
executive
director,
a
board
administrator,
a
a
a
policy
expert
that
would
ideally
be
able
to
carry
out
the
stakeholder
engagement
role
and
and
then
more
of
an
administrative
or
executive
assistant
role
to
support
all
of
that
in
particular.
E
A
So,
first
of
all,
thank
you
very
much
for
taking
the
time
to
meet
with
us
and
to
bring
your
advice
to
us
in
the
document
that
we've
been
provided
with.
I
noticed
that
there's
a
list
of
the
positions
at
the
Toronto
police
board
and
when
I
look
through
them,
it
seems
to
me
that
that
outlines
fairly
well.
The
various
skill
sets
that
are
necessary
and
I
guess
on
a
smaller
scale,
given
the
differences
in
size
that
that
could
at
least
be
for
the
executive
director
as
she's.
A
E
Yeah,
like
like
I,
said
the
the
difficulty
really
is
that
the
the
policy
position,
if,
if
it's
all
in
one,
has
to
have
a
lot
of
a
lot
of
very
different
skills,
I
know
I
for
one
would
not
have
been
very
good
as
the
stakeholder
relations
advisor,
that
that
takes
a
skill
set.
That
is,
that
is
quite
different
from
what
I
bring
and
media
relations
also
is,
is
a
different
kind
of
skill
set.
E
So
you
need
to
find
a
fairly
exceptional
person
to
fight
to
to
have
that
role
all
rolled
up
into
one.
So
to
your
question.
Yes,
I
think
these
are
the
different
skills
that
are
needed
to
what
degree
you
can
roll
them
up
into
fewer
positions.
That's
a
question
that
you'll
have
to
work
with
your
recruitment
people.
A
So
another
question
that
I
have
is:
this:
is
the
permanent
positions?
Can
you
give
us
an
outline
approximately
and
just
some
comments
around
the
number
of
Consultants,
because
it
mentions
in
the
document
that
the
Toronto
Police
Services
Board
uses
a
number
of
Consultants
at
any
given
time?
Can
you
give
us
a
little
bit
more
idea
of
that?
So.
E
We're
getting
legal
legal
counsel
from
from
the
city
of
Toronto,
so
so
that
is
a
permanent
Arrangement
where
we
have
people
assigned
from
to
us
from
from
the
city
and
on
occasion
we
have
engaged
with
consultancies
to
do
more
specific
and
large
skill
work.
There
was
a
Deloitte
report
a
couple
of
year,
a
year
ago
or
so
on,
workplace
harassment.
To
give
one
example,
sorry,
and
with
relation
with
regards
to
Labor
Relations,
we
sometimes
engage
outside
Council
on
that.
E
E
Sorry,
just
I
would
say,
there's
very
little
turnaround
in
in
our
office,
so
it's
not
very
frequently
that
we
recruit
people.
The
last
person
that
was
recruited
to
our
office
was
me
in
in
2019
and
now
we're
doing
another
round
of
recruitments,
but
we
don't
expect
to
be
doing
this
on
a
continuous
basis.
A
E
A
A
Okay,
the
final
question
is
that
ottawa's
fairly
unique
in
the
sense
that
well
like
to
you
know
we
have
a
fairly
significant
parliamentary
Precinct
within
the
city
for
the
federal
government
where,
but
that
naturally
attracts
a
certain
amount
of
interaction
and
as
well
with
the
Ontario
Provincial
Police,
something
that
I'm
sure
the
Toronto
Provincial
Police
or
the
Detroit
police
also
has.
Is
that
interface
with
OPP?
A
E
A
So
it
doesn't
come
up
in
the
policy
or
any
of
those
elements
related
like
the
interface
that
the
opp
never
comes
up.
I
mean
there
is
the
provincial
Parliament
piece
and
I
know
that
there
are
demonstrations
and
things
at
Queen's
Park,
but
there's
no
policy
analysis
or
implications
for
the
Police
Services
Board
in
Toronto
in
relation
to
the
additional
work
that
might
come
up
because
of
what
the
service
has
to
do
in
relation
to
the
government.
You
know
the
legislature
of
Ontario
not.
A
And
can
you
give
us
an
idea
of
the
kind
of
items
for
which
you
might
bring
in
additional
resources?
Very
specifically,
like?
Are
there
any
points
of
board
work
where
your
your
board
has
found?
They
need
your
board.
You
have
found
as
executive
director
that
you
need
additional
Personnel
to
assist
with.
E
E
We've
recently
not
recently,
but
in
the
last
couple
of
years
we've
been
working
with
the
auditor
general
of
Toronto
who's
been
doing
some
audits
on
behalf
of
the
board
and
that's
where
they
bring
in
their
their
expertise
in
auditing
to
bear
on
that.
But
it
really
depends
on
on
the
the
lar
the
scope
of
project
and
where
it
exceeds
what
the
capacity
is
for
for
the
board
staff
rather
than
specific
topics.
Okay,.
D
E
E
F
Yeah
no
interesting
conversation
and
there's
no
doubt
it's
a
it's
a
complex
operation
that
has
a
small
But
Mighty
team
here
in
in
Ottawa
in
that
that
opportunity
to
to
build
that
team
to
make
sure
that
we're,
together
with
the
board,
completing
the
work
we
need
to
is
important.
So
really
good
conversation.
But
thank
you.
Mr,
chair.
E
So
we
have
these
continuous
discussions
on
on
subjects
that
that
the
chief's
office
intends
to
bring
before
the
board
and-
and
we
can
advise
them
on
areas
that
they
might
want
to
focus
on
certain
statistics
that
they
might
have
not
considered.
That
would
be
relevant
and
other
perspectives
that
sometimes
are
not
necessarily
front
of
mind
for
a
service,
but
are
relevant
for
the
board's
work.
So
that's
another
thing
that
at
our
Board
office,
provides
as
a
service.
D
D
I'm
I'm
wondering
as
well
some
of
my
my
fellow
members
board
members
that
there's
value
and
having
having
a
discussion
at
the
policy
and
governance
committee
as
far
as
those
roles,
because
I
think
a
lot
of
this
is
actually
creating
that
capacity
to
make
sure
that
we
have
adequate
and
and
and
effective
governance
in
place
as
well,
so
that
we
might
want
to
have
a
discussion
in
that
Forum
as
well,
because
this
is
really
goes
to
board
carries
out
its
its
functions.
It's
overfight
functions
and
its
governance
role.
D
So
I
don't
know
if
anybody
has
any
suggestions
as
to
sort
of
next
steps.
I
think
that
would
be
helpful
to
maybe
for
the
executive
director
to
come
back
with
a
sort
of
a
draft
plan
of
how
we
could
move
forward
that
we
could
take
to
the
board
on.
You
know
what
sort
of
in
the
you
know
a
shorter
term
and
medium-term
approach
to
what
what
resources
would
be
important.
D
C
A
A
A
What
do
we
actually
need?
What
skill
sets?
What
people
we've
had?
Assistance
from
the
executive
director
of
the
Toronto
Police
Services
Board,
but
I'm
worried
about
the
how
much
that
plan
entails
and
whether
or
not
in
the
midst
of
our
community
consultations.
The
executive
director
actually
has
time
to
take
that
on.
A
G
C
D
But
I
would
also
like
us
to
have
a
discussion
care
if
you're
an
agreement
at
the
next
board
meeting
to
yes,
just
a
discussion,
because
I
don't
think
it's
something
that
we
can
be
putting
off
for
a
long
time.
So
if
we,
you
know,
could
have
a
discussion
around
that
and
maybe
start
a
process
at
least
I
know
we
had
one
extra
position
but
to
start
thinking
about
not
only
the
Staffing
of
that
but
which
you
know
what
roles
are
most
important
right
at
the
start.
H
My
apologies
I
just
my
my
flag
would
be.
Can
we
just
try
and
make
sure
that
we
line
this
up
with
our
budget
process
as
we
go
into
budget
season,
because
I
I
would
imagine
there'll
be
budget
asks
come
out
of
that
and
we
have
a
pretty
definitive
timeline.
So
just
just
something
to
take
into
consideration
around
the
planning.
D
D
B
D
D
Okay,
we'll
go
on
to
the
next
item.
Exactly
item
5.2,
which
is
executive
command
performance,
evaluation
framework
for
this
item.
The
executive
director
prepared
a
report
to
bring
us
all
up
to
speed
on
where
the
development
of
a
new
executive
performance,
evaluation
framework
left
off
with
the
new
board
and
a
new
executive
command
came
in
place.
I
think
we
have
an
opportunity
to
provide
some
input
and
Direction
with
respect
to
the
updated
framework
and,
depending
on
our
discussions,
we
may
want
to
consider
whether
we
are
satisfied
with
the
direction.
D
D
Both
the
committee
members,
but
also
the
executive
command
and
and
chief,
is
hoping
in
particular
that
maybe
you
could
provide
us
an
update
on
the
status
of
the
performance
management
system
within
the
service,
because
I
think
this
sort
of
lines
up
should
be
aligned.
Then,
with
with
the
performance
management
system
for
the
for
the
chief
and
the
executive
team.
D
F
F
For
the
for
the
outfit
for
the
whole
service
and
it's
a
new
process
that
we're
launching
in
December,
it
does
have
some
of
these
Universal
competencies
as
well
too,
that
that
were
that
we're
adopting.
But
it
is
not
a
hundred
percent
baked
yet
or
rolled
out.
So
comparing
the
two
for
me
right
now
is
a
bit
difficult,
but
Lisa
I,
don't
know
if
you
have
any
comments
in
terms
of
our
new
program
that
we're
rolling
up.
G
Sure
happy
to
speak
to
that
thanks
Chief,
so
we
are
doing
some
work
at
really
sort
of
flushing
out
the
metric
and
management
and
sort
of
performance
indicators
that
we're
going
to
see
out
of
the
Universal
competencies.
So
we
have
our
our
sort
of
traditional
competencies,
around
communication
leadership
that
I'm
sure
you're
all
familiar
with
that
have
that
are
really
sort
of
fleshed
out.
G
These
are
sort
of
three
sets
of
values
and
that
we
want
to
see
in
people
we're
doing
the
work
now
to
really
sort
of
flesh
out
what
that
means
at
the
Tactical
level
for
all
of
our
various
roles,
because
these
competencies
are
Universal,
they
apply
to
every
role
we
have
at
the
service,
and
so
we
really
sort
of
have
to
reimagine
and
articulate
what
the
that
means
for
a
constable.
What
that
means
for
a
police
Communicator
what
that
means
for
a
financial
analyst,
so
that
work
is
underway.
G
So
we
have
we're
doing
some
sort
of
Maintenance
right
now
with
respect
to
those
competencies
and
that's
the
status
for
us
this
year
in
2023
we're
going
to
run
our
cycle
as
normal
in
December
happy
to
answer
more
questions,
if
you
have
them
with
respect
to
that,
but
that's
that's
sort
of
our
program
at
a
high
level.
Right
now,.
D
Thanks
very
much
and
good
to
get
that
update.
I.
Do
think
that
one
of
the
important
things
here
too
is
to
make
sure
that
when
we
think
about
succession
planning
and
Future
Leaders,
that's
a
at
the
command
level
that
you
know,
that's
that
is
aligned
with
what's
happening
with
the
service
and
then
all
obviously,
then,
with
what
we
expect
from
from
the
command
team.
So
not
alignment
I
think
will
be
important,
so
love
fellow
committee
members,
any
comments,
observations
or
discussion
points
on
on
this
issue.
D
D
I
don't
want
to
create
any
or
suggest
any
unnecessary
work,
but
just
to
get
to
the
point
that
we're
comfortable
with
it
I
think
here
and
outside
we'd
be
able
to
take
to
the
board
for
a
discussion
there
and
approval
okay,
so
so
that
the
Ottawa
Police
Services
Board
human
resource
committee
received
this
item
for
information
and
discussion.
As
as
per
our
discussion
there
I
thought.
Oh
sorry,
I
see
the
chief's
got
his
hands
up.
F
I'm
sorry
Mr,
chair
I
was
a
bit
late
there
as
you,
you
put
your
head
down
to
start
reading
and
I
put
it
up
in
terms
of
Krista's
comment
on
the
consultant
it
might
I
was
just
going
to
suggest
it
might
be
if
it
might
take
time
to
individually
do
that.
But
perhaps
if
there
is
an
opportunity
to
meet
with
a
consultant
as
a
group
and
we
we
have
one
meeting
and
provide
some
feedback
and
then
it
can
go.
F
G
F
H
Yeah,
thank
you
and
I
just
want
to
make
sure
I
just
want
to
reiterate
one
of
the
statements
that
Lisa
made
this
the
whole
Performance
Management
performance
assessment
is
based
around
the
three
Universal
competencies.
We
don't
yet
have
nailed
down
the
anchors
of
those
Universal
competencies,
so
we
have
work
to
do
there
in
terms
of
of
getting
the
information
sharing
it
with
the
board
to
make
sure
it's
in
line
with
what
they
want
to
assess
us
on.
H
H
So
we're
working
on
it
through
the
fall,
we're
looking
to
have
it
ready
for
the
implementation
at
the
end
of
this
year
of
our
of
our
revised
Performance
Management
plan.
So
it
will
be
through
this
fall
and
we
will
be
doing
consultation,
interaction
around
that
and
we
can
make
sure
Lisa
can.
Let
me
know
whether
I'm
stepping
inside
the
bounds,
but
we
can
make
sure
to
have
the
board
engaged
not
as
well
so
that
the
HR
committee
has
the
ability
to
provide
input.
Yeah.
D
Okay,
so
I'm
wondering
if
we
maybe
bring
Krista,
if
you
maybe
do
do
that,
checking
with
the
consultant
just
just
to
check
and
see
okay,
what
you
know,
what
level
of
efforts
required
and
required
just
to
sort
of
finalize
that
aspect-
and
maybe
we
come
back
to
the
committee,
along
with
the
work
from
that
the
service
is
doing
just
to
make
sure
there's
alignment
before
we
take
it
to
the
board.
Does
that
make
sense
to
everybody?
Foreign
concern
on
this
is
that
from
a
timing,
perspective
I,
don't
think
we're
going
to
change
this
now.
D
Is
this
that
you
know
we've
we're
sort
of
we're
going
along
without
having
a
solid
process
in
place?
Maybe
as
we
need
so
it's
we're
going
through
this.
You
know
a
little
bit
of
a
transition,
but
I'd
rather
from
my
perspective,
police,
said,
make
sure
we
get
this
right
and
moving
forward
that
it's
that
it's
well
understood
and
it's
a
it's
a
good
process
of
going
back
to
the
chief's
comments
too.
D
It's
got
to
be
something
that's
viable
and,
and
you
know
easily
applied
and
because
we
you
know,
we've
had
those
experiences
of
something
that
just
so
unwieldy.
Then
it
doesn't
really.
It
doesn't
really
meet
the
needs
so
and
any
any
other
comments
on
that,
because
otherwise
I'd
just
say
that
we'll
say
these
items
received
to
to
come
back
for
for
one
with
the
final
check
with
the
committee,
after
some
consultation
with
a
consultant
and
with
the
service
on
the
work
they're
doing.
D
Okay,
so
at
this
time,
then,
we
will
consider
a
motion
to
move
in
camera
that
the
auto
Police
Services
Board
Human
Resources
committee
I
joined
the
public
portion
of
its
meeting
to
move
in
camera
to
discuss
confidential
items
pertaining
to
five
Labor
Relations
matters
pursuant
to
section
35
4B
of
the
police
services.
Act
is
the
motion
carried.