Proportion of people who feel safe in their neighbourhood
Proportion of people who are confident that Toronto Police officers do a good job
Proportion of people who are confident that Toronto Police officers treat everyone with respect
Proportion of people who are satisfied with the delivery of police service to their neighbourhoods
Proportion of people who would recommend the Toronto Police Service as a place to work
Proportion of service members who feel their work is valued
Proportion of members who feel their skills, knowledge and experience are being used effectively
Proportion of members who believe the culture of the Toronto Police has changed over the past year
Crimes Against Persons
Calls for Police Service Received

Focus on the complex needs of a large city
Embrace partnerships to create safer communiities

Our People

Description Full Year 2016 2017
Would recommend the TPS as a place to work 59% *
Feel the work they do is valued by the organization 57% *
Are satisfied with the way they are recognized for their work 55% *
Receive regular formal feedback on their job performance 61% *
Have the equipment and technology they need to do their jobs well 67% *
Receive the training they need to do their jobs well 76% *
Believe they have the support of their supervisor 77% *
Feel their skills, knowledge and experience are being used effectively 68% *
Are satisfied with the way information is communicated 47% *
Believe Toronto Police Service is fulfilling its promise to be Accountable 68% *
Believe Toronto Police Service is fulfilling its promise to be Transparent 63% *
Believe Toronto Police Service is fulfilling its promise to be Inclusive 73% *
Believe Toronto Police Service is fulfilling its promise to be Affordable 68% *
Believe culture of the Toronto Police Service has changed over the past year 75% *
  • Based on 2016 TPS Personnel Survey

  • * Mid Year Survey will be conducted 2017/Data will be available by End of Aug 2017

Our Community

Description Full Year 2016 2017
Feel safe in their neighbourhoods 93% *
Confident Toronto Police officers do a good job 94% *
Confident Toronto Police officers treat everyone with respect 79% *
Think the police do a good job of being visible in neighbourhoods 45% *
Think police do a good job of responding to calls promptly 51% *
Satisfied with delivery of police services to neighbourhoods 86% *
Feel safe on roads as a driver 69% *
Feel safe on roads as a pedestrian 74% *
Feel safe on roads as a cyclist 27% *
Victims of violent crime satisfied with the way police dealt with incident 78% *
Believe Toronto Police Service is fulfilling its promise to be Accountable *
Believe Toronto Police Service is fulfilling its promise to be Transparent *
Believe Toronto Police Service is fulfilling its promise to be Inclusive *
Believe Toronto Police Service is fulfilling its promise to be Affordable *
Believe culture of the Toronto Police Service has changed *
  • Based on 2016 Community Survey

  • † Data not available for 2016

  • * Mid Year Survey will be conducted 2017/Data will be available by End of Aug 2017

Policing Operations

Indicator Target 2016 Q1-2016 Q1-2017
Calls for Police Services Received 1,474,869 284,784 284,177
Events Attended 657,335 101,830 101,476
Crime against persons 26,797 7,649 7,508
Crime against property 73,844 16,865 17,430
Traffic collisions 69,927 11,749 15,985
Traffic fatalities 77 16 11
Number of “Persons in Crisis” calls attended 25,613 6,037 6,145
  • Data Sources: Versadex – Records Management System
     CAD database for all Calls For Service data

  • ↓ Success in these indicators will be demonstrated, at least in part, by a downward numerical trend. However, other programs and activities may adversely influence these indicators. For example, the Service will actively promote more convenient reporting mechanisms which may actually increase some of these indicators.

Policing Business Operations

Indicator Target Current
Operating budget commitment - % budget used/variance 100% Data not available
Capital budget commitment - % budget used/variance 100% Data not available
Creation or revision of policies to assist in achieving financial sustainability (e.g. acting pay, new initiatives) 7 0
Development of criteria for prioritizing allocation of funds from centralized accounts Criteria Developed Not yet started
# Recommendation Description of Recommendation Progress in the Last 90 Days Progress in the Next 90 Days Beyond 90 Days Anticipated Completion
(to be validated in proof of concept)
1 Connected Officers Investment in transitioning from Mobile Workstations in vehicles to smart devices carried by all officers. This will include a full application suite and eNotebook, as well as updating existing applications to a mobile environment and allowing officers to be connected at all times to the most current operational information. The next steps will include research, analysis of best practices, assessing network opportunities, and developing and costing different options, leading to purchase and decisions and implementation in 2019. • Business case finalized and approved
• Privacy Impact Assessment finalized
• Devices secured for POC
• Application licences secured for POC
• 2 Factor Authentication solutions are being researched
• Ontario Police Services engaged re: best practice research
• Project will pursue budget approval
• PEM alignment
• Current mobile device policy review
• TPS web-based applications will be identified
• RMS mobile requirements will be identified
The POC will continue, to a maximum of 60 days. Focus sessions will be held to test and review devices and applications. A platform will be determined along with device type(s), for implementation. POC apps will be reviewed and a final list will be determination. Also, TPS web-based apps will be reviewed and determination will be for the mobile environment. The purchasing process will start for selected devices and apps. The production environment will be setup and the training plan will be developed. TPS mobile device policy will be updated accordingly and Stage 1 of the production rollout will start. 2019+ (Multiple Phases)
2 Improved Capabilities related to data, information, and analysis, including "big data" Toronto Police Service support the new service delivery model with a strengthened capacity to collect, measure, and evaluate data from a wide range of internal and external sources, including an improved capacity to model demand and workload as well as analytics of large complex datasets ("big data"). With this ability, the Service will be better able to deliver evidence-based policing services where they are most needed, in a way that is proportional, appropriate, and more sustainable. • Governance development to continue
• Development environment created and installation completed
• Data modelling in progress
• Consultation with Information Management Group commenced
• Initial training sessions with analysts conducted
• Vendor testing to commence
• Testing for phase 1 release of CAD data
• Statistical and forecasting models will continue to be developed
Reporting and dashboard releases will be tested. The modelling and development of additional data sources will commence and the Statistical and forecasting modelling will be tested. These statistical and forecasting models will be incorporated into operational applications. 2019+ (Multiple Phases)
3 Disbanding TAVIS TAVIS will be disbanded and existing members will be redeployed to other Service Priorities. Completed (Jan 2017)
4 Risk Assessment for priority response Toronto Police Service develop a risk assessment tool to identify non-emergencies that can be addressed through alternative approaches, including redirection to the mandated city department or other agency. • Business case finalized and approved
• Internal working group established and commenced
• Procedural review commenced
• Governance review commenced
• Business process redesign commenced
• Statistical analysis underway for alignment with POC in Q4
• Equipment list to be identified
• Training requirements to be identified
• Deployment models to be designed
• Analysis and review of priority call designation to commence
• Testing of reporting and dashboard releases. Modelling and development of additional data sources.
• Testing statistical and forecasting modelling.
• Incorporate statistical and forecasting models into operational applications.
2019+ (Multiple Phases)
5 Alternative reporting and follow-up for non-emergencies "The use of alternative ways for people to report non-emergency situations, i.e. where an immediate officer response is not necessary for personal safety, or to meet an immediate investigative need, including:
• Enhanced, easy to use, and convenient on-line, digital, and by-phone reporting tools for low-risk incidents with civilian reporting and intake personnel available by appointment at police stations.
• The use of civilian members to more efficiently follow up on less serious/non-emergency neighbourhood safety incidents."
• Business case finalized and approved
• Continued review of special constable status
• Continued POC development for Q4 implementation
• Continued development of Vulnerable persons registry P.I.A.
• Review of prisoner management and transportation commenced
• Business process redesign commenced
• Statistical workload analysis commenced
• Online reporting tool review commenced
• Continued POC development
• Review of statistical analysis
• Equipment list to be identified
• Accommodated member status to be reviewed
• Deployment model to be designed
• Job calls released
• Commence development of city-wide communications strategy
The CopLogic process for online reporting will be reviewed. POC district CISU implementation will commence. there will be continued discussions with key stakeholders regarding alternative service delivery. An internal District CISU survey will be created to measure member satisfaction regarding this model. 2019
6 Improved public safety response A specialized Public Safety Response Team be formed with a comprehensive mandate that includes extreme event response, public order, search management, and critical infrastructure protection. • The unit was being organized and developed.
• Personnel, equipment and fixtures were sourced, allocated and assigned
• The Unit will have been created and operational as of May 1st, 2017.
• This recommendation can be closed.
N/A Completed (May 2017)
7 More efficient scheduling We are recommending that the shift schedule known as the Compressed Work Week be reviewed. The current approach requires a consistent deployment, regardless of the time of day or demand patterns, which we believe may limit the Service’s ability to deploy resources more flexibly. Changes in this area will require a negotiated change to the collective agreement with the Toronto Police Association. • Business case finalized and approved
• Review of police service schedules underway
• Initial develop of potential shift structures
• Continued review of schedules
• Request that the TPSB resume the work of the CWW joint committee

Agreement between the TPSB and TPA is required for any changes to the current personnel deployment model required to support various elements of the modernization program.
Progression of this recommendation is dependent on aforementioned decision point 2019
8 More effective deployment in vehicles Using risk and demand analysis, we believe there may be an opportunity to identify situations where unaccompanied officers or response alternatives are more appropriate and will allow for more effective deployment while continuing to ensure officer safety. Changes within the period from 1900 to 0300 will require a negotiated change to the collective agreement with the Toronto Police Association. • Business case finalized and approved
• Business process redesign in conjunction with R#4 underway
• Request that the TPSB resume the work of the joint committee

Agreement between the TPSB and TPA is required for any changes to the current personnel/vehicle deployment model required to support various elements of modernization.
Progression of this recommendation is dependant on aforementioned decision point. 2019+ (Multiple Phases)
9 A risk-based response to special events The Service support special events through a fair and equitable threat and risk assessment. This will focus police resources on events where their presence is necessary for public safety. For designated situations, event organizers will be responsible for their own security measures. We are recommending a more integrated structure for special events. Divisions currently support local events within their boundaries, while the Public Safety-Special Events Unit handles large scale major events. This leads to challenges in consistency of approach, risk assessment, and staffing, which will be addressed in the new design. • Business case finalized and approved
• Risk Assessment Matrix (RAM) completed and approved
• Course training standards being developed
• Develop internal and external communication plans and begin execution
• Training on the use of the Risk Assessment Matrix (RAM) for TPS Public Safety - Special Events (PS-SE) staff (Q3)
• Implementation of the RAM at Special Events is scheduled for Q4 2018 (Special Events requests will be assessed using the RAM and permissions/deployments will be allocated accordingly)
• As time passes, normal attrition factors will result in the loss of trained Service planners. With that in mind, training will be provided to replacement members as necessary.
10 A more efficient retail response Recommendation from Interim Report: Toronto Police Services Board seek the Government of Ontario’s approval to appoint and train selected security guards at major shopping malls as Special Constables. These individuals will be authorized to process and release arrested individuals in designated non-emergency situations. We estimate that through this change, it will be possible to save approximately 5,500 hours of policing services per year, while reducing costs for the private sector. Discontinued
11 Disband the Transit Patrol Unit Disbanding the Transit Patrol Unit. The Unit was originally established to supplement the day-to-day role of Divisions to respond to calls for service related to Toronto Transit Commission vehicles, subways and properties. However, this role is no longer required since the Toronto Transit Commission now has a highly capable Special Constable Program in place, and local Divisions will continue to respond to calls as required. Transit Patrol Unit members will be redeployed to other priorities. Completed (Jan 2017)
12 Alternate delivery of the Lifeguard Program Toronto Police Service Lifeguard Program and its $1.1 million budget become the responsibility of the appropriate department of the City of Toronto. This program provides lifeguard services on Toronto beaches while the City of Toronto provides lifeguard services for the rest of the city. For example, City of Toronto personnel provide lifeguard services at the Sunnyside Gus Ryder Outdoor Pool. A few metres away, on Sunnyside Beach, lifeguard services are provided by the Toronto Police Service. Civilian staff currently supporting this program will be redeployed to other priorities. • Business case finalized and approved
• Working group with the City of Toronto formalized
• Current state review and analysis underway • Job shadowing between the City of Toronto and TPS staff underway
• MOU to be drafted and socialized
• Service level agreements to be drafted
• Continued work/collaboration with City staff
• Conduct ongoing job shadowing and support
• Intent is to be completed by September 2018 school year (once approval from the City is received)
13 Alternate delivery of the School Crossing Guard Program The School Crossing Guard Program, with its $6.8 million budget, become the responsibility of the City of Toronto, or an alternative. Currently, the Toronto Police Service administers the program and sends officers to fill in when crossing guards are unexpectedly absent. In 2015, this resulted in 3,138 hours of officer time away from other needs to which only a police officer can respond. This recommendation will allow members that support the program to be redeployed to other priorities. This change was also recommended as part of the 2011 KPMG City of Toronto Core Services Review. In 2013, the City of London, Ontario implemented a similar approach. • Business case finalized and approved
• RFI released to MERX
• Working group with the City of Toronto formalized
• Current state review and analysis underway
• City to conduct current state analysis of TPS model of School Crossing Guard Program
• RFI responses assessed (June 2017)
• City of Toronto Executive Committee and Council will consider assumption of program (by Q3 2017)
RFP and vendor selection completed , TPS providing ongoing support, goal to transition the program after the 2017/2018 school year. 2018/2019
14 Using traffic technology enforcement to improve community safety The City of Toronto implement traffic enforcement cameras that are owned and operated by the City of Toronto, in school zones and areas identified as having higher collision rates, as a way of modifying driver behaviour and reducing risks. The Service will provide collision and enforcement related data to inform where the cameras should be located. This recommendation means that our city will use all of the tools it can to provide the right mix of prevention, enforcement, and response. It is also an area of growing need because of the densification of people and vehicles. Legislative changes are still required to support the purchase and placement of Automated Speed Enforcement (ASE) cameras in Ontario, but this is only one factor in the totality of the Transformational Task Force recommendation. The City of Toronto has actively begun the rollout of new red light enforcement cameras at a significant number of intersections across the city. The City of Toronto will continue with the placement of new red light enforcement cameras at various intersections across the city. The Toronto Police Service will continue to support Toronto Transportation in the quest for legislative changes to the Highway Traffic Act, RSO 1990, and Ontario Regulations. Enabling legislation is critical to the lawful deployment of ASE cameras in Community Safety Zones and School Zones in Ontario. 2019
15 Overhauling Paid Duty An overhaul of the Paid Duty process. The current process is not well understood and often puts the reputation of the Toronto Police Service at risk. In our final report we will include recommendations for a risk assessment model to ensure that off-duty police officers are only utilized in a paid duty capacity where the skills, authorities, and training of a police officer are necessary. We will also be clear about those situations where private security is the appropriate alternative. • Business case finalized and approved
• Risk Assessment Matrix (RAM) developed and approved
• Develop internal and external communication plans and begin execution
• Begin delivering training to affected staff on the use of the RAM. i.e. Central Paid Duty Office (CPDO), Public Safety - Special Events (PS-SE), as well as Divisional Planners (Q2-Q3 2017)
• Initiate internal business process changes (e.g. transferring the CPDO and included resources to PS-SE who will assess risk for Paid Duties)
• Conduct assessments of any required reimbursements to clients who have prepaid for services that will not be delivered
With internal authority to proceed, many of the new paid duty guidelines will be quickly implemented, but not all of the guidelines are within the realm of internal control. Legislative changes are critical to the successful implementation of some new paid duty guidelines, and this represents a dependency. With changes to legislation, and the lawful authority for Toronto Transportation to develop a Traffic Warden program, the Service will have the capacity to proceed with implementing the remaining paid duty guidelines. Jan 2019
16 City-wide divisional boundary and facilities realignment Toronto Police Service begin a phased redesign of its Divisional structure and alignment of facilities. The redesign will follow the principle of lifting all boundaries from the city map, and then using demand and workload modelling to draw new boundaries and facility locations that take into account boundaries of Toronto’s 140 neighbourhoods, and coordinate better with the planning of other city and provincial services. The redesign will draw on the enhanced analytics capacity described earlier, related to demand and workload modelling. The Service will also engage and obtain input and advice from the City Planning department. The details of a new configuration will take time to establish and will require intensive discussion and engagement with the public and Toronto Police Service members. As a first step in the phased realignment, we are recommending the amalgamation of 54 and 55 Divisions. This will involve working with an independent consulting firm to determine the right location for a new station, and to determine the appropriate workload balance and reporting structures. This amalgamation will also include the first phase of a longer term consolidation of criminal investigators into a more flexible and streamlined group. Between now and our final report, we will be exploring similar options for Divisions 12, 13, 33, 41, 52, and 53. We are also recommending that the Service test the dispatching of priority response through the use of Automated Vehicle Locating, which will allow it to send the closest resource to a call for service. • Business case finalized and approved
• Job description evaluation and redesign underway
• Statistical workload analysis underway
• Environics tool updated with 2016 data
• Facility review underway
• POC planning for Q4
• Commence working group
• Review current deployment strategies and redesign (patrol areas, neighbourhoods, etc.)
• Business process review and redesign
New capital investments will be required in the next three years and beyond to enable the Service to act on the major recommendations – such as the building and renovation of police stations. The new and renovated facilities will account for population and police service growth and a delivery model that is continuously adapting. 2019+ (Multiple Phases)
17 More accessible and transparent information and services As the Divisional map is redesigned, we are recommending an investment in modern technology to offer the public open access to information and tools that communities can use to improve neighbourhood safety, including:
• A public safety data portal to encourage the creation and use of open data for public safety in Toronto. The portal is intended to improve the understanding of policing, improve transparency, and enhance confidence.
• A wider, up-to-date range of means to speak with neighbourhood officers – in person and by phone, but also through video calling, social media, and the Toronto Police Services app. Through their mobile devices, officers will also have access to preliminary translation, in hundreds of languages.
• Enhancing the Toronto Police Service app so, that when a neighbourhood crime is reported, a mobile connected officer in the area, or in any setting can view the information in real-time.
• Enhancing real-time data and information about what’s happening in neighbourhoods, including crime trends and more general policing metrics, while respecting privacy requirements.
• Offering technology that brings communities together to crowdsource and solve safety problems, using their phones, which will allow for improved community intelligence related to incidents like break and enters.
• Offering technology for communities to anonymously crowdsource and report concerns about officers, which will allow the Service to respond more quickly and transparently.
• Best practice research completed
• Development and QA version of the portal completed
• Phase 1 data, application and website completed
• First release to include traffic data in support of traffic safety and Vision Zero initiatives
• Training material to be developed
Develop next releases of information including reported crime. Prepare mapping tools and dashboard for wider public access to relevant information. 2019+ (Multiple Phases)
18 Moratorium on hiring and promotions A carefully managed moratorium on hiring and promotions between ranks for officers and civilians over the next three years while the Service designs and deploys the new service delivery model. This moratorium will allow the Service to ensure that it has the right type and number of members for the new service delivery model, and the leanest possible management structure. There will be some circumstances where hiring or filling vacant positions may be necessary – for example, to make investments in modernization, achieve other strategic priorities, comply with legislative requirements, or provide adequate supervision. In these situations, the Service will implement a rigorous and transparent assessment process before approval is given, and will continue to report on the number and types of situations where it has been necessary to do so. Processes have been implemented to effect a hiring freeze and a communications strategy developed and executed (uniform and civilian members have been informed). Monitor and maintain Monitor and maintain 2019
19 Assessing Information Technology requirements Toronto Police Service retain an external expert advisor to review potential efficiencies, alternative service delivery models, and future trends for information technology in policing. The advice will include immediate efficiencies that may be possible through benchmarking, as well as an Information Technology Unit organizational assessment and identification of opportunities for alternative service delivery mechanisms. • Reviewed the external consultant’s Information Technology Services (ITS) assessment report to determine actions that can be taken in the short-term to enhance ITS”s role in effectively supporting the Service’s modernization initiatives, while continuing to provide day to day services and work on other projects (e.g., business continuity facility, Enterprise Business Intelligence , etc.). business plan.
• Worked with the business lead to develop a plan for the “Connected Officer” proof of concept (POC), including the Provincial grant application to cover funding for officer devices for the POC.
• Initiated the development of an IT Strategic Plan that supports/enables the TTF final recommendations /2017-2019 business plan.
• Issue a RFS to engage an ITS Strategist and Business Planner to assist in developing the ITS Strategic Plan that supports/enables the final TTF recommendations and other Service priorities.
• Continue to lead and assist with the Connected Officer POC project and develop preliminary budget and operational plans for the project.
• Conduct information gathering and create a business case on the establishment of a business relationship management capability in a meaningful & sponsored manner at TPS, as recommended by the external consultant’s IT assessment report.
• Initiate plans for the execution of any short term strategies based on the new ITS Strategic Plan, including a revised organizational structure that includes a Business Relationship Management capability (depending on the ability to hire and promote within the TPS), as recommended by the external consultant.
• Develop a plan for the completion of information gathering and cost benefit analysis on potential alternative service delivery strategies.
• Finalize the plan for the Connected Officer POC project, in preparation for rollout in late Q4 or early Q1
2017 – early 2018
20 Alternative or shared delivery of Court Services Toronto Police Service fully assess whether alternatives exist that can reduce costs while ensuring that the Toronto Police Service fulfills its court security obligations under the Police Services Act. • The City has been engaged to develop a plan for completion of a cost benefit analysis and information gathering has commenced for cost/benefit analysis requirements for the RFP.
• Court Services management has been engaged on current status and progress to date; key messages provided for dissemination to court staff.
• Scope of work for cost/benefit analysis to be finalized
• An RFP for cost/benefit analysis to be issued by the City and a Vendor will be selected
• Ongoing stakeholder engagement with Court Services personnel keeping them updated moving forward
• Identify and establish Working Group from Court Services to provide required information for cost/benefit analyst
A cost/benefit analysis will be completed and a decision on next steps for outsourcing, either in whole or in part. 2019
21 Alternate or shared delivery of Parking Enforcement The Service fully assess whether there are better alternatives to the current Parking Enforcement Unit that will lower operating costs – as has also been recommended by previous reviews. The Parking Enforcement Unit budget is wholly separate from the Toronto Police Service’s annual operating budget. • The City has been engaged to develop a plan for completion of a cost benefit analysis and information gathering has commenced for cost/benefit analysis requirements for the RFP.
• Business requirements and constraints have been identified by stakeholders for inclusion in the RFP
• Parking Enforcement management updated on status of recommendation and provided with speaking notes to help ensure consistent messaging
• Scope of work for cost/benefit analysis to be finalized
• An RFP will be issued by the City and a vendor will be selected to conduct the cost/benefit analysis
• Ongoing engagement with Parking Enforcement to keep stakeholders apprised of progress/status updates
• Identify and establish Working Group from Court Services to provide required information for cost/benefit analyst
A cost/benefit analysis will be completed and a decision on next steps for outsourcing, either in whole or in part. 2019
22 Alternate or shared delivery of background screenings The expanded use of contract agents to conduct background screening as part of the Toronto Police Service’s hiring process. The current approach involves a combination of officers and contract agents. Officers who are currently part of this function would be redeployed to other priorities. • The Service has recommended expanding the current practice of hiring retired service members as contract agents
• Approval from CSMC for expansion of contract agents (defined as retired Service members)
• Meet with HR (Employment) to discuss opportunities for streamlining business processes within the unit
• Design program to expand the use of contract agents and re-deployment of Service members
23 Investment in 9-1-1 Consultation with the City of Toronto on implementing a 9-1-1 cost recovery fee that would recoup the cost of providing these services to all land and wireless telephone users. The recovery fee would also provide the foundation for future investments in new 9-1-1 technology including allowing the Service to receive text messages, photos, videos, and better location information. Currently, the Toronto Police Service’s Communications Centre is the answering point for police, fire, and paramedic services. The costs to staff, operate and maintain these operations are covered though the Service’s budget. At present 9-1-1 cost recovery fees are in place in eight other provinces. • Discussions have been held between the City and STM regarding whether the provincial government might address this issue. Further discussions centered around the potential use of the City of Toronto Act for this purpose.
• In any case, the City will be responsible for pursuing this initiative. For the City to do so, the Service will be required to provide certain costings and other information
Working with BIA and Communications Services in order to obtain costing and other data, particularly relating to Next Generation 911 Assisting the City to formulate the argument for 911 Cost recovery. Continuous assistance as this process moves forward 2019+ (Multiple Phases)
24 Comprehensive culture change and human resources strategy A comprehensive approach to culture change that considers all the ways in which culture is embedded in the organization. The culture change starts from within, how the TPS operates and manages as a public service organization. It also involves an external focus in terms of how the TPS services and engages with the public, stakeholders and partners. The approach focuses on four key strategic fronts:
• Leadership and decision-making - sustained effort to overcome natural resistance and to keep the organization focused and on track
• People management and human resources strategies - a comprehensive people management and Human Resources (HR) strategy for the Service
• Structures and business processes - significant changes to structures and processes across the organization that serve as important levers of cultural change
• Use of technology and management information - technology and information management initiatives that will both enable and drive culture change (e.g. Connected Officers, Enterprise Business Intelligence, Assessment of IT Services and Open Data for Change)
Policing Effectiveness and Modernization (PEM) Grant submitted to the Ministry of Community Safety and Correctional Services to hire a consultant to conduct a cultural assessment. Drafted a comprehensive Change Management Plan which includes a Change Complexity Assessment, Governance and Review Process, and an Organizational Change Readiness Assessment. See recommendation 30 response for update re: TPS People Strategy 2017-2019 and HR restructuring. Define scope and expectations for the consultant that will lead the cultural assessment. Conduct Request for Service (RFS), select consultant, and commence service-wide assessment of its culture. (This is contingent on the securing of funding.) Cultural assessment completed and results received. Review and assess results of the assessment and develop strategies to align culture with transformation goals. The Change Management plan is to be reviewed and updated regularly and best practices are to be tracked. Ongoing
25 Public Engagement Strategy We are recommending that the Service come forward with a broad, inclusive and ongoing public engagement strategy for modernization. This strategy should incorporate opportunities for individual residents, make effective use of the existing Community Police Liaison Committees and Chief’s Consultative Committees, and involve community groups and agencies, youth workers, and youth from different neighbourhoods. External (public) engagement strategy completed. External stakeholders identified and means of communication established. Information session was held for the Community Police Liaison Committees and the Chief's Consultative Committees regarding all recommendations from the Action Plan. Corporate project sponsor of CivicAction DiverseCity Program for youth wellness and engagement. Partnership with the University of Waterloo regarding digital branding. Policing Effectiveness and Modernization (PEM) Grant submitted to secure funding for virtual/tele-town hall meetings. Public engagements will be ongoing and tracked by a database created. Work with external partners to create a Community Advisory Committee (CAC). We will continue to look for future internal and external partnerships to ensure positive ongoing communications and relationships. Public engagements will be ongoing and engagement with CAC will be held. Jan 2019
26 Service Engagement Strategy We are recommending intensive and meaningful engagement with Service members on implementation as an essential part of modernization, and as an opportunity for the leaders of the Service to demonstrate culture change in action. Members should have the chance to speak candidly, feel their input matters and have opportunities for collaboration on questions of design and implementation. Internal (employee) engagement strategy completed. From January 28th to February 9th, 158 presentations were conducted throughout the city where 4500 people were engaged about the TTF final report. The Chief attended, engaged and spoke to every Unit throughout the City from February 21st to April 1st. Extensive communications continue with new information in various forums (website, intranet, email, in person, meetings, video conferences, posters etc.) updated weekly. Create and develop working groups comprised of civilian and uniform members. Implement change agents/liaison officers throughout the service. Leverage working groups, change agents and numerous tactics outlined in the internal engagement strategy for ongoing employee engagement. Ongoing
27 Association (TPA and SOO) Engagement Strategy We are recommending substantive engagement on implementation with the Toronto Police Association and the Senior Officers’ Organization in the months ahead. These discussions should respect the important role that these two organizations play in representing their respective memberships and the role of the Board and the Service’s senior leadership in representing the public interest. • Strategy Management has been actively engaged in ongoing conversations with the TPA and Senior Officers Organization.
• The TPA has been asked to identify candidates to assist in the development of team leads for working groups.
Strategy Management will continue to engage with the TPA and SOO. Strategy Management will continue to engage with the TPA and SOO. 2019+
28 Establishing New Pathways of Accountability We are recommending four mutually reinforcing actions to establish new pathways of accountability that are peer-to-peer within the Service, between officers and their leaders, and between the Service and the public. These pathways are components of the culture change plan described in Chapter 6 and will result in a significant shift in the accountability culture of the organization. Research conducted with members of the Transformational Task Force and the Toronto Police College on peer to peer project objectives. International programs identified for consideration. Further research to be conducted on an exclusive, custom, peer to peer program designee specifically for the Toronto Police Service Development of the peer to peer program with projected roll out in 2020. 2020
30 People Management Strategy We are recommending a comprehensive people management and HR strategy for the Service that includes significant changes to:
• The roles, functions and structure of the Service’s Human Resources unit to enable it to a play a more modern and strategic role.
• HR policies, processes, analytics and tools that will enable modernization of service-delivery and deployment changes.
The outline for a 2017-2019 TPS People Plan has been drafted. Members of HR have been assigned as Team Leads or Team Members for the development of the Key Actions. Efforts are being made to secure an HR project manager to manage the implementation of the strategy's elements, as well as the restructuring the HR function. The Diversity and Inclusion Unit was relocated under the Strategy Management Unit to assist in development/implementation of a D&I strategy. External consultants have completed the review of the HR function and recommended a move to a business partner model. Their final report was received at the end of March, and contents are being reviewed by HR Team to determine an implementation plan. An external consultant has been selected to assist with a competency development. Work has begun. Continue development of the 2017-2019 TPS People Plan, including socialization with key stakeholders. It is estimated that the Plan will be completed by end of Q2 2017. Presentation to Command by external consultants on HR structure and business partner model scheduled for May. Project Leads and HR managers to determine transition to new HR model. Completion of HR restructuring, with identified new hires in place, targeted for end of Q4 2017. RFS to be prepared to secure required subject matter resources, once confirmation of available funding received (PEM Grant application submitted). Continued analysis of roles and responsibilities, governance, and tasks and timelines required to implement HR business partner model, including existing HR skill sets and skill gaps. Begin working with external experts to develop the initiatives within the Key Actions that make up the TPS People Plan. 2019+ (multiple phases)
32 Modernization Scorecard We are recommending an initial Modernization Scorecard. When fully realized, it will be comprehensive, transparent, accessible to all and an example of culture change in action. The scorecard has had all areas updated where current data is available. This includes populating metrics and targets. Further, an explanation of where information came from (methodology) has been added to further inform readers. The updates from this report will be included in the scorecard on the same day as the Board meeting. With the Diversity and Inclusion Unit moving to Strategy Management, the scorecard will be reviewed to see how diversity can be assessed. It is anticipated that a diversity census will be conducted to inform the scorecard. The first ‘take 5’ temperature check, which is a shorter employee engagement survey will be used to update key metrics.

The inclusion of diversity metrics (to be determined).
The Neighbourhood Officer Program According to the TTF Interim Report, the centrepiece of the new service delivery model will be a renewed, more integrated and intensified investment in building safe communities and neighbourhoods, with officers focused on local problem solving. A key part of this new model is the proposal that every one of the City of Toronto’s 140 identified neighbourhoods will have named, uniformed officers assigned to them on a long-term basis. The initial design work and consultation sessions with Service members has been established. Several reviews of Canadian, UK and US agencies have been identified. TPS and external stakeholder groups (DPSU/TPC/CSC and Humber) have been consulted regarding the Neighbourhood Officer model. The PEM Grant submission proposal has been submitted to MCSCS for a comprehensive research, design, and consultation process for creation of the Neighbourhood Policing Program. Work stream elements required will be identified as part of a successful PEM grant application, including developing workstream breakdown (tasks/timelines/etc.). Potential members and stakeholders will be identified in order to create a 'Neighbourhood Officer Program' working group and work will begin to execute the research, design and consultation plan. Subject to results of PEM grant application, execute research/design/consultation plan as laid out in workstream. 2019+ (multiple phases)