“Still fighting the perfect storm”

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

2. Overview • who we are • what we do and why • products and services • research - youth • HR tools - CMB • innovation 4. next steps

3. WHO 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 • informedabout HR issues and challenges • aligned and networked to improve policing "sector-wide“ • united in its HR planning and management

4. WHO Who - our governance • 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 Justice Ministries network network network network network

5. WHO Our focus 178 85%

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

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

8. 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 WHY

9. WHAT What we are trying to build • national social marketing • common recruitment system • common selection process • common training and development • common leadership standards • common leadership management • policing certification nationally

10. 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 HR practitioners recruiters strategic planners researchers Strategic Leadership Advisory Group

11. 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 • Policing CBM Framework • Policing CBM Guide • 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

12. Steering Committee

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

14. 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 • 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

15. Project Activities/Deliverables … • 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: • information • theory • step-by-step instructions • practical tips • relevant research • describes use of Toolkit items

16. Project Activities/Deliverables … • Policing CBM Toolkit • includes over 30 tools and templates that services can use/customize according to needs • includes (sample): • 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

17. Successful Outcomes Through Collaboration • rigorously developed and nationally validated materials • available for FREE to Chiefs, HR managers, Academy Directors, and Justice Ministries • CBM Materials • Framework • Guide • 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

18. 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 WHAT

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

20. 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 1month is a barrier • policing is not always seen as a positive career choice in many cultural communities WHAT

21. 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

22. Most interested in …

23. Most employment opportunities in …

24. 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

25. Managers Police Services Portal • Public • information/resources/tools • applications • Police • recruiting resources/ accelerators Governing Body - PSC in partnership Shared Recruiting Tools • attracting informing candidates • screening basic requirements • testing & assessment • recruiting support • recruiting administration • recruitment related reporting and analysis Recruiters Portal Project - Concept Overview Social Marketing Campaign influencers candidates

26. Projects 09/10 - ~$1.2 M - “approved in principle”

27. 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 • Chief • This work is planned to begin in November 2009

28. 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

29. 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

30. www.policecouncil.ca 30