Chief’s Internal Organizational Revie Chief's Presentation to the Board.pdf · Chief’s Internal...

Chief’s Internal Organizational Review

December 11, 2013

Presentation to the Special

Board Meeting

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• Board Request

• Overarching Vision and Mandate of the CIOR

• The CIOR Processes

• Reviews in Implementation

• Reviews Ongoing

• Reviews Concluded

• Status of Recommendations

• Budget Impact Summary

• Conclusion

Agenda

Chief’s Internal Organizational Review – Overview

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Board’s Request

• The following was requested by the Board, supplementary to the

CIOR 16th and final monthly report submitted to the Confidential

November Board meeting (Min. No. C235 refers):

• A presentation on,

– Overarching Vision

– Estimated savings

– Cost implications

– Staff implications

– Structural review – how the organization will look different

– How policing will be provided in a cost-effective manner

– Contingencies

– Are the 112 recommendations a discrete list or part of a broader

vision for a new organization that uses technology and people in a

more efficient manner.

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Overarching Vision of the CIOR

• Toronto Police Service Mission:

– We are dedicated to delivering police services in partnership with our communities to keep Toronto the best and safest place to be.

• Toronto Police Service Vision

– Our Service is committed to being a world leader in policing through excellence, innovation, continuous learning, quality leadership, and management.

– We are committed to deliver police services which are sensitive to the needs of our communities, involving collaborative partnerships and teamwork to overcome all challenges.

– We take pride in what we do and measure our success by the satisfaction of our members and our communities.

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CIOR Mandate

Chief’s Internal Organizational Review (CIOR)

• The CIOR Mandate is to Support the Service’s Mission

and Vision

– By conducting reviews to reengineer the police service to

create a sustainable model that is as efficient, effective

and economical as possible

– Seeking opportunities for excellence in a time of change

– By engaging internal & external expertise

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• Comprehensive, disciplined review examining the manner in which the Service delivers its

• policing,

• infrastructure and

• administration

• in accordance with the requirements of the Police Service Act, R.S.O.

– crime prevention,

– law enforcement,

– assistance to victims of crime,

– public order maintenance and

– emergency response.

CIOR Scope

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• Through member (all levels) suggestion, the review

• Identified services delivered that could be more efficient, effective or economical through alternate modes of delivery, or

• Identified those services that are no longer necessary

• Alternate forms of service delivery examined, included

• Use of new technologies

• Civilianization of services currently delivered by police officers

• Consolidation of resources

• Outsourcing of services

• Shared service delivery

• Privatization \ public-private partnerships

CIOR Scope

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• The CIOR has examined key TPS business processes, CIOR Reviews were completed into the following:

• Policing Services: • Officer response to calls for Service

• Officer scheduling and deployment

• Traffic management

• The crime analysis component of the crime management process,

• Court Services

• Model of response to unplanned events, emergency incidents and public order maintenance

• Divisional prisoner management

• Customer service

• Infrastructure • Organizational structure

• Training

• Right number review creation of staff modeling tool

• Administration • Response to paid duties

CIOR Achievement

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CIOR Status of Initiatives

CIOR Product

• 22 Reviews conducted

• 12 Reviews currently in implementation with a cumulative total of 112 recommendations.

• 7 Reviews ongoing

• 3 reviews concluded with no action taken, deferred, or further analysis required

Employee Engagement Index Number

Suggestions from members 113

Ideas Generated by members 58

Reviews Proposed by members 29

CIOR Process

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• Steering Committee: Chief, Deputies, CAO, 2 Board members • Executive Sponsor: Deputy Chief • Sponsor: Director • CIOR Team:

– Project Lead: A/Superintendent – 2ic: Inspector – Admin/Analyst: Clerical

• Part-time Support: 3 Staff Sergeants • Assessment Team • Internal Resources

– AQA – PMO – Budget & Control; Human Resources; Corporate Planning; Business

Intelligence – Review & Implementation Teams are assigned as required

• External Validation: – Wasserman – Rotman – Accenture

CIOR Resources

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• Systematic

• Rigour

• Could withstand scrutiny/audit

• Engage members of the Service to be creative and innovative in their areas of our business

• Legacy records

• Project Management & SharePoint

• Transparency – to employees

• Change Management – continuous communications - communications strategy

• Disclosure – reporting everything to the Steering Committee (committed to see all suggestions)

CIOR Process

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• Academic literature review

• Benchmarking policing activities nationally and internationally

• A roll-up of activities undertaken since the Chief first asked in 2011

• Analysis of previous audits and recommendations

– Ernst & Young

– KPMG

– Beyond 2000

– Hickling & Johnson

– Divisional Review Team

– Commission on the Reform of Ontario’s Public Services 2012 (Drummond Report)

– Chair’s White Paper: Avoiding Crisis, an Opportunity: Transforming the Toronto Police Service - A Discussion Paper

• Also involved in the Future of Policing Advisory Committee (FPAC)

CIOR Process

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Communications – RO Announcing CIOR

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CIOR Process - Website

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Communications – Intranet Announces Divisional Prisoner Management Review

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Communications – Intranet Announces Divisional Prisoner Management Review Complete

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Communications – Association Supports with Message to Members

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Communications – Divisional Prisoner Management Badge Article – Successful Conclusion

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Communications – CopLogic Review – Net Presenter

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Communications – CopLogic – Badge Article

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CIOR Process – Documentation

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CIOR Process - Documentation

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CIOR Process

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• Assessment Team

– CIOR Team and

– Senior Manager representatives from all 9 pillars of the

TPS and Audit & Quality Assurance

– Bring value from their business lens with suggestive

insight

– Score proposals for opportunities

– Bring clarity &

– Challenge assumptions in Final Reports

CIOR Process

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A-Team

A-Team

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CIOR Process

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CIOR Process: Portfolio Management

http://teamwork.prd.tps/sites/ciort/Pages/Default.aspx

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CIOR Process: Portfolio Management

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CIOR Process: Project Management

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CIOR Process: Final Report - Cost/Benefit Analysis

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Process: Biweekly Steering Committee Meetings

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Process: Police Services Board – Monthly Reporting

The Reviews

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Divisional Prisoner Management

• Recommended replacing the divisional booking officer (police officer) with

a civilian court officer

– Currently implemented at 13/17 Divisions

(a) Court Services Efficiency Initiatives

• Examined Court Services for efficiencies and/or economies. The

recommendations include servicing the 85 additional Divisional Prisoner

Management positions with an increase of only 50 Court Officer positions.

– Next Steps: Decrease/Increase to establishment, hiring Court Officers

– Board Next Steps: Approve hiring and appointment of Court Officers.

The Reviews – in implementation

Vision Alignment Economical, Efficient

Estimated Savings $1.95M: Savings of 85 uniform positions offset by

cost of 85 civilian positions

Cost Implications Costs of hiring

Staff Implications Increased civilian, decreased police officers

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Divisional Prisoner Management Recommendations

1.1) Assign Court Officers to the Police Booker positions at all Divisions (85 officers)

1.2) Have Divisional Bookers work the 9.9.9. shift schedule

2) Utilize a more efficient Central Lock-up system for prisoners being held prior to being transported to court.

3) Second review after the implementation of Livescan and Versadex

Restructuring of Courts to adapt to the requirement to staff divisional prisoner management

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CopLogic Expansion and Shoplifting Diversion from PRU

• Diversion of arrested shoplifters from front-line attendance. Increased

on-line crime reporting for the public and policing partners, registries

– Recommendations appear on page 16/17 November Board Report

– Next Steps: Increased online reporting established, registries and partner

agreements in implementation

• Board Next Steps: support 2014 operating budget


Vision Alignment Efficient; Effective; Economical; Excellence

Estimated Savings To be determined

Cost Implications $45K – hardware improvement

Staff Implications Frontline efficiency; P.R.I.M.E.(was CARU)

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1) The TPS should leverage existing technology and expand the use of the CopLogic software in order to allow the submission of administrative

reports online.

2) The TPS should implement a ‘Security Partner arrest and reporting process’ (Theft Diversion Program) whereby the CopLogic software is used

by them to submit reports to the police for processing.

3) The TPS should internally utilize CopLogic to allow its members to submit certain administrative reports.

4) If the previous recommendations are approved, a thorough, City-wide and Service-wide multimedia/social media campaigns must be released,

marketing the following:

CORE (Citizen Online Report Entry)

SPORE (Security Partner Online Report Entry)

MORE (Member Online Report Entry)

Registries

A corporate logo should be created to identify the ‘online reporting programs’ and published throughout the Service and the City, as part of

the multimedia awareness campaign.

E.G.

o Internal marketing to our members should stress the concept that the

o Service’s processed data is the product and TPS members are the customers (“Information IS Policing”).

o A ‘Social Media’ component is integral for the awareness campaign to be successful, including creating a smartphone application specifically

designed for TPS.

o The concept of online reporting should be communicated to the public at every contact with membership while continuing to place an

emphasis on customer service (dispatch, front line, front desk, website, TPS correspondence, etc.).

CopLogic Review Recommendations

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Civilianize Forensic Identification positions

• Recommended civilianizing four (4) in house positions at FIS. Work is

ongoing with Human Resources to draft job descriptions.

• Note: savings cited are based on estimated classifications of civilian

job descriptions.

– Board Next Steps: Approve investment in hiring; approve job descriptions;

approve appointments and promotions to achieve annualized savings.


Vision Alignment Economical, Excellence

Estimated Savings $81.8K annualized: Savings of 4 uniform positions

offset by cost of 4 civilian positions

Cost Implications Cost to hire 3 positions in 2014 and 1 in 2015

($122.7K/2014, 261.2K/2015)

Staff Implications +4 Civilian, -4 police officer

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1) Civilianization of FIS Laboratory Constable Positions

2) Civilianization of FIS Property Constable Position

3) Civilianization of Automated Fingerprint Identification System (AFIS) Detective Sergeant Position

Civilianize Forensic Identification Review Recommendations

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Civilianization of Scenes of Crime Officer (SOCO) Positions

• Review to implement a civilianized centralized Scenes of Crime

Technician model. Approved is the commencement of hiring 10

civilians to start the implementation in fiscal 2014, with evaluation and

expansion in 2015/2016.

– Board Next Steps: Approve investment, job descriptions, appointments and

promotions

The Reviews – reviewing to implement

Vision Alignment Economical, Excellence

Estimated Savings Savings approximated at $230K for the salary

differential at the entry level for the first ten in 2014

Cost Implications $406K Salary costs in 2014

Staff Implications +10 civilians, - 10 uniform in 2014

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Civilianize and Centralize to FIS, the divisional uniform Scenes of Crime Officer (SOCO) function

Civilianization of SOCO Review Recommendations

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Review of Auxiliary Police

• This review recommended a more efficient rank structure, more

effective communications with the parent Service and global alignment

of the TPS Auxiliary Police. The recommendations are being

implemented.

– Board Next Steps: none


Vision Alignment Efficient, Excellence

Estimated Savings None

Cost Implications None

Staff Implications None

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TPS Auxiliary Policing Program Review Recommendations

1) That the position of Auxiliary Staff Superintendent be eliminated from the Auxiliary Program in November 2012, upon the completion of tenure prescribed for this

position, currently held by Auxiliary Superintendent Ben Lau.

Additionally that Aux Supt Lau be invited to serve as an ex-officio advisor on the “Executive Advisory Group” and to perform certain ceremonial functions at the

request of the Divisional Policing Support Unit (DPSU).

2) That both positions of Auxiliary Superintendent continue to exist, reporting to the DPSU Unit Commander and, under the direction of the DPSU Auxiliary Support

team. Further, that the responsibilities and duties of those Auxiliary Superintendents be realigned as described in the ‘proposed’ organization chart.

Further, that both Auxiliary Superintendents be required to communicate with the Auxiliary Support team and the Unit Commander of DPSU in a timely and

effective manner.

3) That a maximum tenure of five years be established for the positions of Auxiliary Superintendent.

4) That a promotional process for two Auxiliary Inspectors be scheduled by DPSU in early 2013.

5) That DPSU ensure that Auxiliary Senior Officers communicate with Auxiliary members in an effective and inclusive manner, in person, through e-mail and

regularly scheduled meetings to discuss administrative and operational issues.

6) That DPSU convene management meeting(s) with the Senior Officers of the Auxiliary on a regularly scheduled basis to ensure the effective and efficient

operation of the unit.

7) That DPSU establish regular reporting procedures for the ‘Field Support’ Auxiliary Officers including follow-up on their interactions with TPS Divisions.

8) That DPSU update the Auxiliary Manual and Procedures to reflect the recommendations and any other operational issues that are deemed appropriate. The

manual serves as governance for the Auxiliary.

9) That DPSU review the process and resources required to become more actively involved in the hiring and training of new Auxiliary Recruits. Specific

recommendations to be submitted separately.

10) That DPSU, with the assistance of Toronto Police College, explore providing leadership, coaching and mentoring training to senior officers of the Auxiliary

Program.

11) That DPSU call a formal meeting with the Auxiliary Senior Officers to share the findings of this review upon receiving approval of the recommendations from the

Chief’s (CIOR) Steering Committee.

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Organizational Structure Review (Accenture)

• Recommended an organizational chart that adjusted spans of control, reporting relationships, merged some functions, created new units

– Toronto Police Operations Centre with 24 hour over watch of divisional resources

– Strategy Management reporting to Chief

– Corporate Communications reporting to Chief

– Customer Service Office

– HR Performance Management Unit

– Centralized Business Intelligence and Analytics Unit

– Corporate Projects function

– Corporate Risk Management

– Like units in Specialized Operations consolidated

• The elimination of a senior officer rank (S/Inspector),

• 354 positions to consider for civilianization: over 200 approved thus far by Command

– Board Next Steps: Approve the organizational structure; approve promotions, approve civilianization vis a vis job descriptions and appointments.


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• Organizational Structure continued


Vision Alignment Efficient, Effective, Economical, Excellence

Estimated Savings Still being detailed as implementation is being

finalized. Reduction in 4 Senior Officer positions,

savings from civilianization cited in part under other

reviews

Cost Implications Investment in the Toronto Police Operations Centre

to be determined; hiring and training costs to some

civilianized positions;

Staff Implications Numerous civilianization initiatives underway;

realignment of reporting Structures; reduction of Senior

Officers; some new jobs created

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New Organizational Chart

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1) A recommended organizational structure to properly align business units to effectively enable the delivery of services, internally and externally.

2) A recommendation to review some 354 opportunities for civilianization of administrative/support positions that are currently performed by

uniform members.

3) A recommendation, with the Organizational Chart, to adjust the spans of control at all hierarchical levels, considering reporting relationships,

required supervision, risks and other factors.

4) A recommendation to discontinue promotions to the Staff Inspector rank, and adjust the rank for Command of some business units, so as to

effectively de-layer the uniform senior officer organizational structure.

Organizational Structure Review Recommendations

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Traffic Technology and Service Delivery

• Recommended increasing public safety through the use of technology

- Red Light Cameras, cameras for speed and other intersection

violations…through advocacy with the city, province (Implementation

led by the Chief)

• Recommended centralization of accident investigations

– Board Next Steps: Continue advocacy at the Municipal and Provincial levels

and continue support of the Chief’s advocacy, as granted by the Board.


Vision Alignment Efficient, Effective, Excellence

Estimated Savings TBD: economic opportunities for city; fewer

resources required for accident investigation &

enforcement

Cost Implications None for TPS

Staff Implications Redeployment of officers to more effective traffic or

public safety strategies; fewer public complaints

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1) That the Service fully endorses the utilization of automated camera technologies for the purpose of advancing road safety and improving the

flow of traffic through the investment in this technology by the City of Toronto.

2) That the Service undertake high level advocacy on behalf of the Province’s policing community with stakeholder groups to ensure that the

implementation of automated camera technologies is utilized solely to advance road safety by holding individuals accountable for their driving

behaviours.

3) That the Service undertakes high level advocacy and discussions on behalf of the Province’s policing community with the Provincial government

to ensure that the appropriate legislative framework is enacted to support all necessary automated camera technology applications.

4) That the Service undertakes high level advocacy and discussions with the City of Toronto regarding increasing the capacity, including the

necessary infrastructure, for automated camera technologies and the ongoing and subsequent management and co-ordination of such a program.

5) That the Service identifies an implementation team of subject matter experts to liaise with the City of Toronto and various policing partners to

ensure the identification of gaps, lessons learned and best practices for the seamless implementation of a technological solution.

6) That an in-depth analysis of any enhanced automated camera technology program is undertaken by the City of Toronto with a focus on the

impact on road safety and potential staffing efficiencies.

Traffic Technology Review Recommendations

(7) Centralize accident investigation responsibilities to Traffic Services; including 65 constable and 5 sergeant positions from Divisional Policing

Command

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Civilianization and Centralizing of the School Crossing Guard Program

• Civilianization of the administration of the approximately 700 school

crossing guards, implementation now deferred pending city

negotiations with School Board.

– Implementation in 2014 was on track until deferred by Board.

– Board Next Steps: Approve job descriptions, appointments, hiring, one time

costs in facilities as identified



Estimated Savings $601.7K annualized

Cost Implications $446.4K hiring cost in 2014. One time facilities

costs being determined; cost of hiring

Staff Implications +11 civilians, -14 uniform

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1) Civilianize and Centralize the School Crossing Guard Program (to Traffic Services)

Civilianization and Centralizing of the School Crossing Guard Program Review Recommendations

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Training and Course Facilitation (TPC)

• Recommended a number of changes to how the TPS delivers training

to members including using technology, civilianizing 7 positions

elimination of 2 uniform positions

– Board Next Steps: Approve job descriptions; approve appointments and

promotions; approve reduced establishment.


Vision Alignment Efficient, Effective, Economical

Estimated Savings $406K annualized

Cost Implications Cost to hire 7 civilian positions, beginning in 2015;

some investment in soft-ware (being identified)

Staff Implications -9 Uniform, + 7 Civilian, more efficient training

delivery for officers

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1) That the Toronto Police College extend the Management Team initiative to replace one Sergeant and one Police Constable position, currently assigned to the

Learning Development and Standards Section (LDS), with two qualified civilian e-Learning Technical Specialists (Class A08).

2) That the Toronto Police College extend the Management Team initiative to replace one Police Constable position, currently assigned to the Learning

Development and Standards Section (LDS), with one appropriately skilled civilian instructor (A09/35).

3) That the Toronto Police College (TPC) extend the Management Team initiative to divide and redistribute the responsibilities of the Leadership and Business

Systems Section (LBS), eliminating one Staff Sergeant position through attrition.

4) That the Toronto Police College civilianize three of the Police Vehicle Operations (PVO) Instructor positions and replace with suitable, retired and/or civilian

PVO Instructors (Class A7/40).

5) That the Toronto Police College restructure the Armament Section to replace one Police Constable Armorer position with another civilian Armorer (Class A09)

to ensure long term succession planning and development.

6) That the Toronto Police College (TPC) continue researching, developing, scheduling and delivering the In-Service Training Program (ISTP) content, using the

current processes and delivery models. (further articulated)

7) That the Toronto Police College (TPC) continue delivering investigative training, through serving police officers, that are accredited and current subject matter

experts (SMEs).

8) That the Toronto Police College continue delivering the accredited Sexual Assault Investigators, Child Abuse Investigators and Domestic Violence

Investigators courses as separate and distinct topics.

9) That the Toronto Police College (TPC) explore the Provincial Statutes, Traffic Generalist and Uniform Coach Officer courses, toward adopting the ten hour

Compressed Work Week (CWW) schedule of the students.

10) That the Toronto Police College (TPC) proceed with implementation of the Management Team initiative toward development and delivery of a

comprehensive Learning Management System (LMS), capable of achieving the accepted and universally benchmarked standards of interactive e-Learning.

11) That the Toronto Police College restructure and develop alternate delivery of the Sexual Assault and Child Abuse Update course through e-Learning, upon

successful implementation of an interactive Learning Management System platform.

12) That the Toronto Police College continue delivering First Aid and CPR training through a contract service provider

13) That the Toronto Police College consolidate both Police Constable positions currently within the Leadership and Business Systems (LBS) Section and

eliminate one position.

Training and Course Facilitation Review Recommendations

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Employment Background Consultants

• Recommended expanding the use of retired police officers as needed,

on limited contracts, replacing full time police officers

– Contracted officers work for $25.00/hour, no benefits, can be scaled up or

down as required

– Board Next Steps: Approve contract hires



Estimated Savings $1-1.5M upon full implementation and annualized

Cost Implications Costs of contracted positions offsets full value of

establishment reductions. Estimated 2014 contract

costs up to $549.6K depending on number

Staff Implications Currently 30 established police officers in

background section of employment. Reduction

estimated to between 10-20 officers.

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1) Recommendation to pilot the expansion of current Background Consultants to 15 with reductions of Employment uniform police

officer establishment

Employment Background Consultants Review Recommendations

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Special Events Resource Assignment

• Recommended a number of changes to how the TPS deploys on-duty

resources for the large number of special events in each calendar year,

including partnering more with the City of Toronto and imposing

requirements on organizers for private arrangements to be

complemented by a refined model.

– New processes already implemented, centralizing of Special Event Planners

to Public Order on track for Jan. 1, 2014

– Board Next Steps: Continued advocacy for support at the City Councillor

level, approval of future MOUs; approval of new Organizational Chart.


Vision Alignment Efficient, Economical

Estimated Savings TBD (will be a reduction in officers assigned to

special events – including premium pay)


Staff Implications More efficient application of HR to events

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1) Establish a structured, coordinated process with City of Toronto and other partners to undertake special events, similar to the model practiced

by the City of Vancouver:

2) TPS develop MOU’S/contracts/agreements with City and external partners:

3) Develop an Exit Strategy from the status quo, including an Awareness and Education Process:

4) The Special Events Unit be incorporated into the Public Safety and Emergency Management Unit (PSEM)

5) Mandate the use of the developed Staffing Matrix (template)

6) The TPS accept and implement a formalized operational planning process:

7) A significant reduction in on duty TPS personnel assigned to the Special Event: Canadian National Exhibition (CNE): (August every year)

8) Issuance of parade permits to be turned over to the City of Toronto

9) Create technological/technical infrastructure to support information sharing, and coordination.

Special Events Review Recommendations

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Flexible Schedules for Specialized Units (8&6)

• This review recommended an ‘8’ days on ‘6’ days off shift rotation with

at least two teams to provide 7 day a week coverage in divisional sub

units, where appropriate.

– Board Next Steps: Board approved, awaiting response from Association.


Vision Alignment Effective

Estimated Savings Some reduction of premium pay potential with less

chance of callback compared to previous shift

schedule


Staff Implications More effective service delivery to the community.

Officers available in specialized functions 7 days a

week

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Flexible Schedules for Specialized Units (8&6)

1) That Divisional Policing Command (DPC) Unit Commanders have the autonomy to research and recommend to the DPC S/Supt the shift

pattern most appropriate to the address the needs and demands of the neighbourhoods of the division

2) The DPC Unit Commander will be required to submit a detailed operational plan to the applicable Staff Superintendent that highlights the

unique issues of that particular division and the neighbourhoods they serve.

The operational plan will include a formal process that addresses and maximizes productivity of all officers on the single day of overlap.



The operational plan will include a formalized communication process between members of all teams that are assigned to the 8 and 6 schedule.



The operational plan will include an in-depth cost-analysis comparing historical premium pay to projected premium pay in the applicable sub-unit.

5) That all units within the TPS currently employing a variation of the 8 and 6 schedule become standardized and included in the MOU that this

review has produced. The DPC Unit Commander will be required to submit a detailed operational plan to the applicable Staff Superintendent that

highlights the unique issues of that particular division and the neighbourhoods they serve.

The operational plan will include a formal process that addresses and maximizes productivity of all officers on the single day of overlap.

The operational plan will also include a formalized communication process between members of all teams that are assigned to the 8 and 6

schedule.



The operational plan will include a recommendation of the appropriate number of officers required for each specialized unit and how specialized

units would be able to collaborate with each other with a view to sharing human resources.

Flexible Shift Schedule Review Recommendations

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The Right Number Review

• Recommended for the Toronto Police Service, to be efficient, effective

and economical, requires 5,781 police officers

– The implementation of this recommendation is dependent on budget

discussions for fiscal year 2014

– Board Next Steps: Approve hiring, consider approving any recommendations

re establishment change




Cost Implications Depending on final approved establishment

Staff Implications The recommendation would increase number of

police officers, reduce stress on employees, reduce

unclaimed overtime, may reduce some premium

pay.

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1) Based on detailed analysis of officers’ activities, volume data, officer caseload, and officer availability, this report finds the number of officers

deployed at the TPS should be 5,781. (The approved strength for the Toronto Police Service is 5,604. The Service is currently operating at 5,347.)

2) The number of officers in Homicide, Financial Crimes, Guns and Gangs, and Community Response Units should increase. This supports one of

the current strategic priorities of the TPS which is a focus on guns, violence and organized crime.

3) Proactive units, such as the Drug Squad, have the ability to produce results in line with the number of resources allocated to them. The TPS can

make strategic decisions as to how many officers should be dedicated to these units given the Service’s strategic priorities.

The Right Number Review Recommendations

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Community Engagement and Intelligence Gathering (PACER)

• Review culminated in a number of recommendations to assist the TPS

in improving public safety while reducing the social costs incurred

during community interactions.

– Implementation underway

– Board Next Steps: Approval of Core Value changes; advocate support for the

recommendations within the PACER report




Cost Implications Potential reduction in costs associated to

complaints, Human Rights issues; long-term

benefits regarding increased public trust and more

effective service delivery

Staff Implications None

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1) Service Governance: That the Service create a new Core Value articulating the Service’s explicit, continued commitment to delivering bias-free

police services, and that a new values statement reflecting the new Core Value is embedded in all related Service Governance.

2) That Procedure 04-14 be revised to reflect new terminology concerning Community Safety Notes (CSN) and that the Procedure be rewritten to

include and define: the operational purpose of ensuring public safety, a legal and human rights framework, information management and retention

requirements, new quality control processes and introduces heightened supervision standards.

3) That the Service discontinue use of the physical hard copy card (currently the Community Inquiry Report or TPS 306 Form) and, as a

replacement, direct Officers to enter the information captured during such community engagements directly into their memo book for subsequent

input into the electronic application.

4) Community Consultation: That the Service create a standing community advisory committee to work continuously with the Service, in order to

assess and address the issue of racial profiling, and through this partnership assist the Service in the delivery of bias-free police services.

5) That the Service conduct community surveys to proactively evaluate and address issues relating to public trust, police legitimacy, customer

service, racial profiling and bias in police services.

6) Professional Standards: That the Professional Standards Unit develops new risk thresholds specifically designed and implemented with respect

to bias and racial profiling and create a new dimension with respect to an early detection and intervention alert system to support Officers working

in high-risk assignments.

7) That the Service design and conduct reviews at both the Unit and Professional Standards Unit level, examining all ranks of the Service to

proactively assess and address Officer performance trends and indicators that may relate to bias, prejudices and/or racial profiling.

8) That all internal or external complaints involving allegations of discrimination and/or racism are assigned to Professional Standards, and that the

investigation will assume a case conference process involving Labour Relations, Legal Services, Toronto Police College and the Diversity

Management Unit. The final dispositions of all such investigations will be entered in the Professional Standards Information System.

Community Engagement and Intelligence Gathering (PACER) Review Recommendations (1)

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9) That all Professional Standards investigations concluded with a final disposition indicating Officer misconduct concerning discrimination or racism are

subject to a Tribunal Hearing.

10) That the Service continue to collaborate with the Office of the Independent Police Review Director (OIPRD) for implementation of the OIPRD “Informal

Resolutions” program.

11) That the Service continue to leverage and monitor the In-Car Camera System currently installed in all marked police vehicles, as well as explore the

possibility of equipping all uniform Officers with Body Worn Video (Body Cameras).

12) Human Resources: That the Service continue to ensure all uniform Officers and investigators receive training that includes, but is not limited to:

Canadian Charter of Rights and Freedoms;

Ontario Human Rights Code;

articulable cause, reasonable suspicion & investigative detention;

police note-taking, case disclosure and court testimony;

customer service;

tactical communication, strategic disengagement & conflict de-escalation, mediation and resolution; and

prevention of discrimination, racism and Black racism.

This training should incorporate role-play and scenario-based training in relation to the Community Safety Note Procedure 04-14. All training will involve

community participation in training design, delivery and evaluation.

13) That the Service’s recruiting and hiring process is strengthened to include an evaluation of all potential candidates for evidence of discriminatory and/or

racist behaviour, including an examination of related social media content.

14) That the Service continue to review the weight given to Community Safety Notes (CSN) in the recruitment and hiring process and ensure a supervisor is

responsible for content validation and evaluation of any CSN submissions considered in the process, including making every reasonable effort to ensure the

original submitting Officer clarifies the context in which the CSN was submitted.

15) That all Probationary Constables (including the May 2013 constable graduation class) successfully complete a minimum of two Compressed Work Week

Cycles, within their probationary period, assigned to the divisional Community Response Unit.

16) That the Service develop and implement an Intercultural Development program.


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17) That a specific and individualized program is designed for Officers requiring improvement in the areas of valuing diversity or bias-free service

delivery, which would include participation in an intercultural development program.

18) That the Service mandate an intercultural development assessment of all persons making application for employment with, or for promotion

within, the Service.

19) Performance Management: That Officers continue to conduct Community Safety Note (CSN) related activities and will be evaluated primarily

on the professional quality of such engagements and the intelligence quality of any CSN submissions.

20) That the Service create and implement an informal recognition program that fosters high quality Officer performance in the areas of

intercultural competence, customer service, intelligence led policing and bias-free service delivery.

21) Information Management Improvements: That the Service retain all Community Safety Note submissions for a maximum of seven years while

continuing to explore industry best practices for information management, retention, privacy and access.

22) Operational Improvements: That the Divisional Policing Support Unit (DPSU) ensure all DPSU deployments are done in collaboration with the

Divisional Crime Management Team, aligned to the Division’s crime management processes, priorities and projects, providing professional, high

quality, bias-free service delivery to all members of the community.

23) That Divisional Policing Command (DPC) conduct a comprehensive review to assess the Divisional Policing Support Unit’s recruitment,

selection, training, supervision, deployment and performance management systems to more effectively align with DPC priorities.

24) That all officers assigned to Divisional Policing Support Units must have successfully completed the staff development program at a Divisional

Policing Command division prior to an assignment with the Unit.


79

25) That the Unit Commander assigned to Divisional Policing Support Unit hold the rank of Superintendent, supported by an Inspector as the

second-in-command.

26) Intelligence Led Policing: That the Service review and evaluate the current capacity of intelligence led policing practices and adopt appropriate

means by which to increase Officer awareness, training and competency with respect to all existing intelligence gathering and dissemination

methods.

27) Corporate Communications: That the Service create and implement a corporate communications strategy to continuously educate, inform and

engage the community with respect to the implementation of the PACER Report recommendations, Service public safety and public trust

programs, the Ontario Human Rights Code and the Canadian Charter of Rights and Freedoms civil liberties and responsibilities. The

communication strategy will involve direct community input into the design and delivery of the medium, embracing multiple languages and will be

delivered across a full spectrum of avenues, including but not limited to mainstream, ethnic and social media, Community Police Liaison

Committees meetings, focus groups and virtual town halls.

28) That the Service design, implement and prepare a public report of Community Safety Note related procedures and practices including the use

of demographic and race-based data.

29) Public Accountability: That the Community Inquiry Report Receipt (Form 307) be redesigned to a Service business card format, which will be

offered to any community member who is the subject of a Community Safety Note submission.

30) Project Management: That the Service enter into a partnership with an external person or organization for the purpose of conducting an

evaluation of the implementation phase of the PACER Report recommendations, encompassing January 1st, 2014 to December 31st, 2016.

31) That the Service invite the City of Toronto Auditor General to conduct an external compliance audit of Procedure 04-14: Field Information

Report


80

Toronto Police Operations Centre Review (Duty Operations Centre)

• This review is researching the optimum business model to deploy and

oversee all of the Service’s Primary Response officers, across

divisional boundaries based on call for service volume, wait times,

intelligence and crime analysis

– Board Next Steps: To be determined, will require some capital investment

The Reviews – reviewing to implement


Estimated Savings TBD (will enable deployment of officers across

divisional boundaries equalizing work loads, reducing

end of shift work assignments– should reduce

premium pay)

Cost Implications Will be capital investment required to fit up the

technologies required. Function will see a staffing

increase.

Staff Implications Duty Desk resources reassigned to TPOC

81

Emergency Services Efficiencies Review

• Researching efficiencies, and/or economies, and eliminating overlap

between Emergency Response Units, their personnel and equipment.

– Next Steps: Final Report to be delivered to Steering Committee

• Board Next Steps: To be determined

The Reviews – ongoing review


Estimated Savings TBD (will result in reduction of duplication of

equipment and premium pay)


Staff Implications Functions reassigned across Specialized Operations

82

Customer Service Review

• Review is researching the most effective way to develop the

organizational culture of the TPS to move from good service, to great

service, through person to person interactions, both internally and

externally, all with the objective of increasing employee and public

engagement.

– Next Steps: RFP for external expertise to help develop strategy

• Board Next Steps: To be determined.


Vision Alignment Excellence, Effective

Estimated Savings Not easily measured

Cost Implications RFP for external expertise. Staffing up the Customer

Service function (inspector and support but offset by

other efficiencies within the restructure)

Staff Implications Staff in a customer service unit. Increased

engagement of staff

83

Internal External Processes Review

• Review is researching the calls for service the Primary Response Unit

meet every day, in all 17 divisions, with the objective to focus on those

that can be served through an alternate model, including those where

police may no longer be required. First seven recommendations are

before the Steering Committee and deal with property, identification,

fire scenes, industrial accidents, land lord and tenant and other

disputes and include the cessation of attendance at some.

– Board Next Steps: To be determined




Cost Implications To be determined (may be reduction)

Staff Implications More effective assignment of staff to emergency

response and community problems

84

1) Revise Service Procedure 05-07

A report should not be required for a “level-1 emergency response” fire if:

(a) there were no fatalities,

(b) the cause was “determined,” and

(c) there was no criminal offence

2) Revise Service Procedure 10-07: Regarding industrial accidents, two criteria should be revised: a) the criteria for dispatching PRU at

Communications, b) the criterion for mandatory reports by PRU.

3) Eliminate reports for lost Canadian identification and Ontario licence plates.

4) Eliminate specified lost property reports, i.e. credit or debit cards and cellular phones.

5) Revise the service delivery model for found property calls-for-service

i) Implement a selective criteria for accepting some types of found property

ii) civilian personnel to deal with low priority and low risk found property calls-for-service

6) Revise workflow for landlord and tenant calls-for-service: filtered through telephone resolution provided by officers at the Central Alternate

Response Unit.

7) Implement two filters to minimize PRU deployment for dispute calls-for-service: i.e. Communications intake and the Central Alternate Response

Unit.

Internal External Review (interim) Recommendations

85

Multi-Agency Collaboration to Assist Community Development – HUB

Model

• Based on findings of the Focus Rexdale pilot project, this review is

researching the efficiencies, and/or economies of working with partner

agencies, in a neighbourhood HUB model, to intervene and thereby

prevent opportunities for subject individuals to engage in criminality or

to ensure the appropriate social or government agency is the first

responder. Recommendations for a city wide model are forthcoming.

– Board Next Steps: To be determined




Cost Implications To be determined

Staff Implications More effective assignment of staff to emergency

response and community problem solving

86

Civilianization and Combining of Divisional Positions

• Recommended the civilianization of three (3) support positions

(Divisional Crime Analyst, Planner, and the Quality Control Detective)

within the 17 police division and some shared services. Status Quo

recommended for some positions. Some of these recommendations

approved.

– Civilianizing Crime Analysts Implementation starts in 2014

– Board Next Steps: Approve job descriptions and hiring.

The Reviews – concluded – ongoing evaluation

Vision Alignment Efficient, Economical, Excellence


Cost Implications Associated to civilianization

Staff Implications Increased expertise/competency at crime analysis

87

1) Civilianization of the following current positions:

Divisional Crime Analysts

Divisional Planners

Quality Control Detective

It is also recommended that the Analysts and Planners work in a hub model that would in effect reduce the overall strength.

2) NO to Civilianization of the following positions:

Crime Prevention Officer

Community Relations Officer

Community School Liaison Officer

School Resource Officer

Unit Complaint Coordinator

Neighbourhood Officer

Field Information Officer

Bail Compliance Officer

However, the following changes are recommended:

Combination of Crime Prevention Officer and Community Relations Officer

Combination of Community School Liaison Officer and School Resource Officer

Re-deployment of Bail Compliance Unit officers to the field and re-distribution of duties

Re-assignment of Field Information Officer to the MCU.

Civilianization and Combining Divisional Positions Review Recommendations

88

Closing Divisions – 13 and 54 Divisions (concluded and status quo

approved)

• Recommended the status quo for continuing business from both 54

Division and 13 Division respectively. The recommendation

considered costs, risks and qualitative impacts on the neighbourhoods

served by these two front line divisions.

– For future considerations should business conditions change

– Board Next Steps: none.

The Reviews – concluded no action

Vision Alignment Economical

Estimated Savings NA

Cost Implications NA

Staff Implications NA

89

1) D13 Maintain business as Status Quo: Recommended, given approved capital budget, limited unknown costs or major risks identified.

2) D13 Dispersal to area divisions: Not Recommended - few operational benefits, high level of unknown costs and negative impacts,

3) D13 – All other recommendations: make no changes, consider retaining the current facility for a period of time and defer capital expenditure to a

later date, if possible.

4) D54 Maintain business as Status Quo: Recommended, given approved capital budget, limited unknown costs or major risks identified.

5) D54 Dispersal to area divisions: Not Recommended - few operational benefits, high level of unknown costs and negative impacts

6) D54 – All other recommendations: consider retaining the current facility for a period of time and defer capital expenditure to a later date, if

possible

Review to Close D13 and D54 Recommendations

90

Outsourcing of Courts Screening Positions (concluded status quo

approved)

• This review recommended the status quo for the business process of

security screening on the front doors of all criminal court locations in

the City of Toronto. Further consideration deferred.

– Board Next Steps: TBD.

The Reviews – concluded no action

Vision Alignment Economical

Estimated Savings NA

Cost Implications NA

Staff Implications NA

91

1) The option of outsourcing, and the alternative of creating two classifications of court officers have been carefully researched.

Neither option is being recommended for implementation.

Outsourcing of Courts Screening Positions Review Recommendations

Status of Recommendations

93

Prioritized Recommendations

• Some of the recommendations within the Organizational Structure Review that have been prioritized for immediate implementation (2014.01.01):

– The new Organizational Structure

– The new Duty Operations Centre (Toronto Police Operations Centre)

– Strategy Management in the Office of the Chief with CIOR roll-up including a Corporate Project function

– Customer Service Excellence

– Traffic Services (accident investigations) to be Centralized

– Transit Patrol Unit moving to Divisional Policing Support Unit

– Phasing out the Staff Inspector rank

– Uniform unit commanders – Superintendents

– Continue with on-going implementation projects

– Continue with on-going reviews

– Continue to identify opportunities for review (Continuous Improvement)


94

Civilianization Approved by Command

• Some of the civilianization that is approved by Command:

– Scenes of crime officers (SOCO) - (approximately 50 positions) civilianize and centralize beginning in 2014

– Crossing guard administration civilianization (11 positions) for September 2014

– Civilianization of Divisional Prisoner Management’s (85) positions - to continue

– Corporate Planning & Business Intelligence analysts

– Crime analysts – (17 constables +) – 2014-2016

– Employment Unit background investigators on-going

– Crime analysts – (17 constables +) – 2014-2016

– Toronto Police College – 7 positions 2014-2015

– Other positions are being considered further

– Special constables & civilian report takers being considered

• In total, the CIOR project has approved civilianization of over 200 uniform positions by 2015 with further consideration being given to others


95

• The Board will be requested to do the following:

– Approve job descriptions as developed

– Approve appointments and hiring

– Approve the organizational structure

– Approve funding of some initiatives

– Advocacy to City of Toronto regarding special events review

– Advocacy to support increasing use of technology for traffic enforcement

leading to public safety

Conclusion

96

Item

#

Description

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2014 B

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Imp

act

(

in

$1,0

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Co

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bu

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Pro

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(in

$1,0

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1 Flexible Schedules for Specialized Units

(8&6) tbd tbd tbd tbd

2 Divisional Prisoner Management -85 +85 tbd

Existing court officer positions

redeployed; impact on planned court

officer hiring unknown

-$1,950.3

Savings of 85 uniform positions

offset by cost of 85 civilian

positions

2a Court Services Efficiency Initiatives tbd tbd tbd

Court Services tasked with identifying

efficiencies that could reduce staffing

requirements

tbd

Court Services tasked with

identifying efficiencies that could

reduce staffing requirements

3 TPS Auxiliary Policing Program +0 +0 $- None $- None

4 Civilianize Forensic Identification

positions -4 +4 $122.7

Cost to hire 3 positions in 2014 and 1 in

2015 -$81.8



positions

5 CopLogic and Theft (shoplifting) Call for

Service Diversion +0 +0 $45.0

Anticipate minor costs in 2014; currently

being refined $ -

Frontline efficiencies (up to

6,000 officer hours per division)

6

Accenture - Organizational Structure,

Span of Control, Civilianization,

Delayering Review

tbd tbd tbd

Various civilianization initiatives

proposed; some overlap with other

initiatives; impacts continue to be

determined

tbd

Various civilianization initiatives

proposed; some overlap with

other initiatives; impacts

continue to be determined

7

Traffic Safety and Technology

(Technology part in implementation – still

reviewing centralization (A))

+0 +0 tbd Potential one-time facility renovations

and equipment requirements tbd tbd

8 Civilianization and Centralizing of the

School Crossing Guard Program -14 +11 $446.4

Cost to hire 11 civilian positions;

potential one-time facility renovations,

equipment req'ments; potential offset

with funding from City

-$601.7



positions (note: program

requires 12 civilians; one

currently established)

9 Training and Course Facilitation (TPC) -9 +7 $- Cost to hire 7 civilian positions,

beginning in 2015 -$406.1



positions

10 Employment Background Consultants tbd tbd $549.6

Partial implementation in 2014 (still need

to confirm future plans). Will reduce

uniform establishment

tbd

Savings of $1.0-$1.5M

anticipated upon full

implementation

11 Special Events Resource Assignment tbd tbd tbd tbd tbd tbd

Determined Budget Impact 2014/2015

97

Item

#

Description

Un

ifo

rm Im

pa

ct

Civ

ilia

n Im

pa

ct

2014 B

ud

ge

t

Imp

act

(

in

$1,0

00s )

Co

mm

en

ts -

bu

dg

et

imp

act

Pro

gra

m

(in

$1,0

00s)

Co

mm

en

ts -

pro

gra

m im

pa

ct

12 The Right Number Review tbd tbd tbd Final decision will impact uniform

establishment # tbd tbd

13 Outsourcing of Courts Screening

Positions tbd tbd $- n/a $- Not implemented.

14 Closing Divisions – 13 and 54 Divisions +0 +0 $- n/a $- Not implemented.

15 Civilianization and Combining of

Divisional Positions +0 +0 $- n/a $- Not implemented.

16 Multi-Agency Collaboration to Assist

Community Development – HUB Model tbd tbd tbd tbd tbd tbd

17 Emergency Services Efficiencies Review tbd tbd tbd tbd tbd tbd

18 Community Engagement and Intelligence

Gathering tbd tbd tbd tbd tbd tbd

19 Customer Service Review tbd tbd tbd tbd tbd tbd

20 Internal External Processes (includes

civilianization and automation) tbd tbd tbd tbd tbd tbd

21 Duty Operations Centre Review +0 +0 tbd Potential one-time facility renovations

and equipment requirements $ -

Frontline deployment

efficiencies anticipated

22 Civilianization of SOCO Positions -10 +10 $405.9 Anticipated further civilianization in

future years, amount tbd -$229.4

10 positions * marginal savings

between PC and civilian ranks;

potential for further

civilianization 2015-2016

TOTAL -122 117 $1,569.6 -$ 3,269.3

Determined Budget Impact 2014/2015 (2)

98

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