2009 to 2011 TPS Business Plan

7/30/2019 2009 to 2011 TPS Business Plan

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VisionStatement

Our Service is committed to being a world leader in policing through excellence, innovation,

continuouslearning,

quality

leadership,

and

management.

Wearecommittedtodeliverpoliceserviceswhicharesensitivetotheneedsofourcommunities,

involvingcollaborativepartnershipsandteamworktoovercomeallchallenges.

Wetakeprideinwhatwedoandmeasureoursuccessbythesatisfactionofourmembersandour

communities.

MissionStatement

We are dedicated to delivering police services in partnership with our communities to keep

Torontothebestandsafestplacetobe.

Values

Honesty: We are truthful and open in our interactions with each other and withmembers

of

our

communities.

Integrity: Wearehonourable,trustworthy,andstrivetodowhatisright.

Fairness: Wetreateveryoneinanimpartial,equitable,sensitive,andethicalmanner.

Respect: Wevalueourselves,eachother,andmembersofourcommunities;showingunderstandingandappreciationforoursimilaritiesanddifferences.

Reliability: We are conscientious, professional, responsible, and dependable in ourdealingswitheachother andourcommunities.

TeamWork: WeworktogetherwithintheServiceandwithmembersofourcommunitiestoachieveourgoals,makinguseofdiverseskills,abilities,roles,andviews.

PositiveAttitude: Westrivetobringpositiveandconstructive influencestoourdealingswitheachotherandourcommunities.


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AMessagefrom

TheChairofthePoliceServicesBoard

andTheChiefofPolice

WearepleasedtointroducetheTorontoPoliceServices20092011BusinessPlan. ThisPlanisthe

result of both extensive consultation with members of our communities and members of the

Service,andacomprehensiveanalysisofourcurrentenvironment.

TorontoisCanadaslargestandoneofitsmostdynamicanddiversemunicipalities,withanenviable

international reputation. We are not, however, complacent about the future. Shifts in city

demographics,types

of

crime,

the

economy,

our

urban

environment,

technology,

and

awide

variety

ofinternationalpressuresallcombinetocreatecomplexchallengesforpolicing.

The Priorities section of the Plan outlines the key strategic areas that we, working with our

community partners, will focus on, and gives us the opportunity to act upon suggestions made

during the consultations. Our commitment to nonbiased, nondiscriminatory and accountable

practicesinthedeliveryofpolicingservices,andtocommunitypolicing,arecommonthreadswoven

throughouttheprioritiesandgoals. Manyofthegoalsrepresentthecontinuationandenhancement

ofeffortsthathavebeenongoing. Itshouldberemembered,however,thattheprioritiesandgoals

donot represent allof policing, nordo theymean that issuesnot specificallymentionedwillbe

ignored. TheServicesprioritiesaresimplythoseareastowhichwewillgivespecialemphasisover

the

next

three

years.

In addition to the Priorities, the Business Plan summarizes our human resources, facilities, and

information technology plans, which will support our work in the Priority areas. The Plan also

summarizes the financial resources we currently have available to us and how finances and

personnelareallocatedwithintheService.

Everycommunityshouldfeelthatthepolicecareabouttheirqualityoflife. Theyshouldknowthat

wewillstrivetomaintainthehigheststandards,andwillcarryoutourdutiesprofessionally,without

biasandwithsensitivity. Acornerstoneofoursuccesshasalwaysbeenour relationshipwith the

public. We believe that the Goals outlined in this Business Plan will strengthen and foster that

relationship. Inpartnershipwithourcommunities,wewillcontinuetoensurethatTorontoremains

thebest

and

safest

place

to

be.

Dr.AlokMukherjee WilliamBlair

Chair Chief

TorontoPoliceServicesBoard TorontoPoliceService


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ServiceDeliveryOverview*

TheTorontoCommunity

EstimatedPopulation:

2,750,360

Calls

For

Service:

Area: 630km2 Emergency(911): 928,955

NonEmergency: 861,090

Dispatched: 853,933

TheTorontoPolice

Personnel: Resources:

TotalStrength

7,997

Actual

Expenditures:

$829,038,200

Uniform 5,557 (gross)

Civilian 2,440 PerCapitaCost: $301

(Incl.CadetsinTraining)

PopulationperPoliceOfficer: 495

DistributionofPersonnelbyCommand: DistributionofResourcesbyCommand:

Administrative 5%

Human Resources 4%

Executive 5%

Specialized Operations 33%

Board & Chief 0.3%

Divisional Policing 54%

Administrative 6%

Human Resources 5%

Executive 4%

Specialized Operations 29%

Board & Chief 0.2%

Divisional Policing 55%

Fleet:

Cars 1,349 Motorcycles 92

Boats 23 Horses 28

Other 120

* InformationasofDecember31st,2007,from2007Toronto

PoliceServiceAnnualStatisticalReport. 2008yearend

informationnotavailableattimeofwriting.


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TorontoPoliceServiceOrganizationalChart

Human

ResourcesManagement

Staff Planning

& Community

Mobilization

Human

Resources

Command

Finance

&Administration

Information

Technology

Services

Administrative

Command

Corporate

Services

Professional

Standards

Legal

Services

Executive

Command

Area

Field

Central

Field

Divisional

Policing

Command

Operational

Services

Detective

Services

Specialized

Operations

Command

Chief of Police

Toronto Police

Services Board

Asestablished

by

the

Police

Services

Act,

the

Police

Services

Board

is

responsible

for

the

provision

of

adequateandeffectivepoliceservicesinthemunicipality. TheBoard,inconsultationwiththeChief

of Police, determines the priorities for police services and establishes policies for the effective

managementofthePoliceService.

The Toronto Police Service is organized into five specific Command areas: Human Resources

Command, Administrative Command, Executive Command, Divisional Policing Command, and

SpecializedOperationsCommand. EachoftheseCommandareasisledbyaDeputyChief,withthe

exceptionofAdministrativeCommand,whichisledbyacivilianChiefAdministrativeOfficer.

ChiefofPolice:

Inaddition to the fiveCommandareas,LegalCounsel, theExecutiveOfficer,and theDisciplinary

HearingsOfficerreportdirectlytotheChiefofPolice.

HumanResourcesCommand:

TheDeputyChiefinchargeofHumanResourcesCommandoverseestwoareas: HumanResources

Management and Staff Planning & CommunityMobilization. Human ResourcesManagement is


6/35

comprised of Labour Relations, Compensation & Benefits, Enterprise Resource Management

Systems,andOccupationalHealth&Safety. TheStaffPlanning&CommunityMobilizationareais

comprisedoftheEmploymentunit,theTraining&Educationunit,StaffPlanning,theCommunity

Mobilizationunit,andtheDiversityManagementunit.

AdministrativeCommand:

TheChiefAdministrativeOfficerinchargeofAdministrativeCommandoverseestwoareas: Finance

& Administration and Information Technology Services. The Finance & Administration area is

comprised of Budgeting & Control, Facilities Management, Financial Management, Fleet &

Materials Management, andPurchasingSupportServices. The Information TechnologyServices

area is comprised of Police Liaison Services, Customer Service, Radio & Electronics Services,

Communications & Systems Operations Services, Information Systems Services, Enterprise

Architecture,theProjectManagementOffice,andITGovernanceManagement.

ExecutiveCommand:

The Deputy Chief in charge of Executive Command oversees three areas: Corporate Services,

ProfessionalStandards,andLegalServices. TheCorporateServicesareaiscomprisedofCorporate

Planning,Property&EvidenceManagement,VideoServices,Public Information,Audit&Quality

Assurance, Records Management Services, and the Crime Information Analysis unit. The

ProfessionalStandardsarea iscomprisedof the Investigativeunitand theRiskManagementunit.

Asinhousecounsel,LegalServicesprovideslegaladviceandservicestoallmembers.

DivisionalPolicingCommand:

TheDeputyChiefinchargeofDivisionalPolicingCommandisresponsibleforalluniform(including

emergency,community,

and

traffic

response)

and

investigative

functions

delivered

by

the

17

divisionalpolicestationsacrossToronto. These17divisionsaredividedintoCentralField(11,12,13,

14,51,52,53,54,and55Divisions)andAreaField(22,23,31,32,33,41,42,and43Divisions).

SpecializedOperationsCommand:

TheDeputyChief inchargeofSpecializedOperationsCommandoverseestwoareas: Operational

ServicesandDetectiveServices. TheOperationalServicesarea iscomprisedofMounted&Police

Dog Services, the Marine unit, the Emergency Task Force, Traffic Services, Communications

Services,PublicSafety&EmergencyManagement,CourtServices,andParkingEnforcement. The

DetectiveServicesareaiscomprisedofthecentralizedinvestigativeunitstheHomicideSquad,the

SexCrimes

unit,

the

Hold

Up

Squad,

the

Fraud

Squad,

the

Intelligence

Division,

Organized

Crime

Enforcement,and theDrugSquadaswellasForensic IdentificationServicesand theProvincial

RepeatOffenderParoleEnforcement(ROPE)Squad.


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EnvironmentalScan

The Toronto Police Service is responsible for delivering policing services to a dynamic and very

diverse community. To assess the demands and challenges of our community, as well as the

Servicesability

to

respond

to

those

demands

and

challenges,

the

Service

performs

acomprehensive

environmental scan every three years. The process includes extensive public and internal

consultation,research,andstatisticalanalysis. Somehighlightsoftheidentifiedtrends,challenges,

demands,andopportunities for servicedelivery from theServices 2008EnvironmentalScanare

presentedbelow.

Demographics:

According to census data, Torontos population continues to grow at a slower pace than the

populationsoftheotherregionsoftheGreaterTorontoArea (GTA), increasing10%between1991

and2006,to2.50millionpeople.

As

of

the

2006

census,

1

in

2

Toronto

residents

(50%)

were

born

outside

of

Canada,

up

from

48%

in

1996.

SouthernAsia,EasternAsia,andWestCentralAsia& theMiddleEastwere the largestsourcesof

newcomerstothecity,representing77%ofallrecentimmigrants. NewcomersfromSouthernand

EasternAsiaweremainlyfromIndiaandChina.

Within Toronto, the total visible minority population increased 32% between 1996 and 2006,

representing almost half the population in 2006 (47%). South Asians are now the largest visible

minoritygroupinToronto,followedbytheChineseandBlackpopulations.

MirroringthegrowingdiversityofTorontospopulationwasagrowingdiversityinthereligiousmake

up of the city, with much of the change in Torontos religiousprofile the result of the changing

sourcesofimmigration.

Accordingtothe2006census,medianhouseholdincomeinTorontoincreasedto$52,833in2005,up

from$42,752

in

1995;

however,

Torontos

median

household

income

was

lower

than

the

median

householdincomesinthefourotherGTAregions.

Census incomedataforTorontohouseholdsreflectedagrowing income inequality: in2005,while

21%ofTorontoshouseholdshadanincomeover$100,000,almosthalf(47%)hadanincomeunder

$50,000.

CrimeTrends:

In 2007, 194,151 nontraffic Criminal Code offences occurred in Toronto, representing a 5.0%

decreasefrom2006anda7.5%decreasefromtenyearsagoin1998.

Between2006and2007,allmajorcategoriesofcrimesshoweddecreases,includinga2.5%decrease

forviolentcrimeanda4.1%decreaseforpropertycrime.

Specificcrimes

that

decreased

between

2006

and

2007

included

assault

(2.0%),

sexual

assault

(

0.9%), robbery (3.6%),break&enter (8.3%),auto theft (6.4%), theftfromauto (6.4%), fraud (4.8%), offensive weapons (17.8%) and drugs (6.7%). Homicide (19.2%) and other theft (1.6%)

showedanincrease.

Thedecreaseincrimebetween1998and2007wasdrivenmainlybyadropinthenumberofproperty

crimes(16.3%);thenumberofviolentcrimesremainedrelativelythesame.


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While overall crime was lower in 2007 than ten years ago, specific crimes did increase. These

included homicide (64.2%), robbery (8.7%), fraud (89.1%), offensive weapons (62.9%), and drugs

(57.7%).

Overthepast tenyears,thenumberofcrimesper1,000peopleshowedatrendofdecrease. TheoverallrateofnontrafficCriminalCodeoffencesdecreasedfrom83.5offencesin1998to75offences

in2006,

and

dropped

further

to

70.6

offences

in

2007.

In2007,oftheaverage70.6nontrafficCriminalCodeoffencesper1,000people,12.2wereviolent

crimesand41.4werepropertycrimes.

Theoverallcrimeclearancerate improvedoverthepasttenyears: justoverhalf(51.2%)ofcrimes

wereclearedin2007,comparedto48.4%in2003and44.9%in1998.

In recent years, about onequarter of robberies have involved the use of firearms. The 2007

proportionwasaslightdrop from thepeak (26.0%) in2006. Fewer than2.0%ofsexualandnonsexualassaultsinvolvedfirearms.

Otherdevelopments incriminalactivities includetheuseoftechnology incommittingcrimes,such

asidentitytheft,andtheuseofthestoleninformationforfurtheringothercrimes,suchasfraud.

Thenumberofpersonsarrested/charged forCriminalCodeoffences in2007decreased4.1% from

2006,but increased 3.3%over2003. Over thepast five years, charge ratesdecreased forviolent

crime,property

crime,

and

traffic

offences,

but

increased

for

other

Criminal

Code

and

drug

offences.

Malesintheyoungeragegroupscontinuedtohavethehighestarrestrates.

RelativetoeighteenotherCanadiancitiesofcomparablepopulationsize,in2006,thecrimeratein

Torontorankedeighthforoverallcrime,fourthforviolentcrime,andthirteenthforpropertycrime.

YouthCrime:

InToronto in2007,7,828youngpersons (1217years)werearrested forall typesofCriminalCode

offences,down5.6%from2006and10.6%from2003.

Compared to five yearsago in2003, thenumberofyouthsarrested in2007 fora violentoffence

remainedthesame;however,thenumberofyouthsarrestedforapropertycrimedecreased19.9%.

In2007,

on

average,

46.8

of

every

1,000

young

persons

in

Toronto

were

arrested

for

aCriminal

Code

offence,including14.0arrestedforaviolentcrimeand18.8forapropertycrime. Theoverallcharge

rateforyouthswasalmostdoublethatforadults.

Maleyouthshadanarrestrateofmorethanthreetimesthatoffemaleyouths.

In2007,thetotalnumberofcrimesreportedoccurringonschoolpremisesdecreased8.1%from2006

duetodecreases inweaponsoffences,break&enters,androbberies. Crimesoccurringonschool

premises increased10.0%fromfiveyearsago in2003,butweredown11.8%fromtenyearsago in

1998. Theftsandnonsexualassaultsweregenerallythemostfrequentlyreportedcrimes.

Atotalof755youthswerechargedwithdrugrelatedoffences in2007,comparedto852youths in2006and462youthsin2003.

Victims&Witnesses:

According to the national 2004 General Social Survey, the proportion of victimization incidents

reportedtothepolicewaslowestinOntarioandhighestinQuebec. Those1524yearsofagewere

the least likely to report victimization to the police. With regard to the reporting of violent

victimization,robberyandassaultweremostlikelytobereported(46%and39%,respectively),while

sexualassaultsweretheleastlikelytobereported(8%).


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AccordingtoresearchintheUS,youthwerewillingtoreportcrimesifaninjuredvictimneededhelp,

when the crimewas intended for themselvesor a family member, or if they felt therewas little

chancetheoffenderstoidentifythem.

Servicedatashowthatoverallvictimizationbyselectedviolentcrimesdecreasedto12.0victimsper1,000peoplein2007from12.4victimsper1,000in2006.1 Theratein2007wasthelowestratein10

years.

InToronto,1824yearoldshavehadthehighestratesofviolentvictimizationforthepastfouryears.

Focusgroupswithdomestic violence survivors conducted for theTPS found that reasons fornot

callingthepoliceincluded: fearthatthesituationwouldescalate iftherewasoutsideintervention;

beliefthattheincidentwasanisolatedone;preferringtoseeksupportandassistancefromreligious

leaders;concerns that thesurvivorwassomehow responsible for thesituation;and,concerns that

familyandcommunitymemberswouldjudgethesurvivorandhis/herpartnerharshly.

According to the Services communications database, the number of calls for domestic assaults

attendedbyofficersin2007decreased5.2%from2006and45.1%from1998. Theaverageamount

of timespentbyofficersat thesecalls,however, increased, from3.5hours in1998 to7.4hours in

2007.

InToronto, therewerea totalof130hate/biasoccurrences reported in2007,19.7% lower than in

2006,and

43.0%

lower

than

in

1998.

In

2007,

the

single

communities

most

targeted

were

the

Black

andJewishcommunities.

Traffic:

AccordingtotheTorontoScreenlinecount,thereareapproximately1.292millioninboundtripsand

1.244millionoutboundtrips inaday. MostofthetripsenterTorontofromthenorth,followedby

travelfromthewest.

In2007, therewereapproximately 56,026 reportable collisions,a4.3% increase from2006,buta

14.9% decrease from 1998. The number of collisions in 2007 was the third lowest number of

collisionsofthepast10years,andextendedtherelativelystabletrendseensince2004.

Theaverage

time

spent

by

officers

on

aproperty

damage

collision

in

2007

increased

13.7%

from

2006,whiletheaveragetimespentbyofficers in2007onapersonalinjurycollisionincreased4.5%

from2006. Theaveragetimespentonapersonalinjurycollision(4.4hours)wasthelongestaverage

timeinthepast10years.

Therewere52peoplekilledintrafficcollisionsin2007,an8.8%decreasefromthe57killedin2006,

anda40.9%decreasefromthe88killedin1998. The52peoplekilledin2007wasthelowestnumber

of traffic deaths in the past 10 years. Torontos traffic collision fatality rate in 2007 was 1.9 per

100,000,whichwasthe lowestratecomparedtosevenother largeCanadiancities. As inprevious

years,pedestrians65 yearsof age andoldermadeup the largestportionofpedestrianskilled in

trafficcollisions.

In2006,theCityofTorontoinstalled267trafficsignalcountdowntimersatvariousintersections in

Toronto, followed by approximately another 260 in 2007. These timers may contribute to safer

pedestrianand

driver

practices

at

intersections,

which

may

in

turn

reduce

collisions,

injuries,

and

deaths.

In2007,therewereatotalof2,107personschargedwithdrinkinganddrivingoffences inToronto.

This was a 3.3% decrease from the 2,180 charged in 2006, but a 13.5% increase from the 1,856

personschargedin1998.

1This section focusesonvictimisation related to selected crimesofviolenceonlyhomicide, sexual assault (including sexual

offences),assault,androbbery.


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CallsforService:

Atotalof1.79millioncallswerereceivedin2007,thesameasin2006,8.5%fewerthanin2003,but

2.8%morethantenyearsagoin1998.

In

2007,

about

52.3%

of

the

calls

were

received

through

the

emergency

line,

with

the

rest

(47.7%)

receivedthroughthenonemergencyline.

Compared with calls ten years ago, the number of calls received through the emergency line

increased9%,whilecallsreceivedthroughthenonemergencylineshoweda3.2%decrease.

Fewerthanhalf(47.7%)ofthecallsreceivedin2007weredispatchedforpoliceresponse;thiswasa

slightincreasefrom2003(47.4%),butadecreasefrom1998(48.3%).

Despitesome improvement in response time forbothemergencyandnonemergencycalls in the

past few years, the 2007 response times forboth emergency and nonemergency calls increased

comparedtotenyearsago.

Theaveragetimerequiredtoserviceacallwasfoundtohaveincreasedconsiderablyoverthepast

ten years. The increaseswereparticularly large over thepast five years, with a 22% increase in

servicetimeforallcallsandan81%increaseforPriority1calls.

Technology&Policing:

Social networks such as Facebook and MySpace can be a medium for criminal and socially

unacceptablebehaviour,includingcybercrimesandcyberbullying. Thepostingofpersonaldetails

andphotographsonsuchsitescouldalsobeusedto identifyorprofileaparticularuser inorderto

exploitortoincreasethesuccessofotherInternetscamsoronlineattacks.

A surveyof2,474youth, conductedby theKidsHelpPhone, found thatover70%of respondents

reportedbeingbulliedonlineand44%ofrespondentsreportedhavingbulliedsomeoneonlineon

atleastoneoccasion.

The Internet and illegal access to personal identifiers through hacking and other means has

exacerbatedtheproblemof identitytheftandfrauds. Identitytheftandfraudhavebecomemajor

concernsfor

both

the

criminal

justice

system

and

the

private

sector,

especially

given

their

overlap

with other crimes such as terrorism, money laundering, drug trafficking, human smuggling, and

weaponsdealing.

Cybercrimehas emerged as aweapon anda tool for transnational criminalorganizations and isexpectedtoplayalargerroleinorganizedcrimeinthefuture.

Web 2.0 has transformed how racism, antiSemitism, homophobia, and general intolerance is

spreadacrosstheInternet. Web2.0referstoasecondgenerationofwebbasedcommunitiesand

hosted services, such as Facebook, MySpace, and YouTube, designed to promote collaboration,

sharing,andnewconnections.

PoliceResources:

In2007,theTorontoPoliceServicehad7,596members,up1.0%from2006and11.8%from1998. Between 2006 and 2007, uniform strength increased from 5,665 to 5,681, while civilian strength

increased3.3%, from1,853 to1,915.2 Uniformandcivilianstrengths in2007 increased12.8%and

8.7%,respectively,from1998. Thecivilianstrengthincreasewasdrivenbya63.2%increaseinCourt

SecurityOfficers;staffinginothercivilianpositionsdecreasedby1.6%.

2Uniformstrengthincludesallpoliceofficersand124cadetsintraining. Civilianstrengthincludesallpermanent,fulltimecivilian

memberswiththeexceptionofcadetsintrainingandparkingenforcementpersonnel.


11/35

ThemedianageofuniformofficersinDecember2007was39.2years,downslightlyfrom39.6years

in2006. However,theproportionofofficersovertheageof50yearsalmosttripledoverthepast10

years,from6.6%in1998to18.3%in2007.

In2007,31.4%ofuniformmembershad20ormoreyearsofservice,while46.3%had lessthan10yearsofservice. Theaverageuniformlengthofservicewas14.8years.

Themedian

age

of

Primary

Response

constables

was

32.3

years,

compared

to

36.3

years

for

all

constables. In2007, themedian lengthofservice forPrimaryResponseconstableswas3.4years,

comparedto7.9yearsforallconstables.

In 2007, there were 253 separations (including 158 retirements), down slightly from the 266

separationsin2006,butalmostdoublethe143separationsin1998.

While the Services representation of visible minority and female officers remained below

communityrepresentation,theproportionsconsistentlyincreasedeachyearoverthepastdecade.

In2007, theuniform/officerstrengthwascomprisedof1.7%visibleminorityorAboriginalwomen,

16.2%visibleminorityorAboriginalmen,15.0%nonminoritywomen,and67.1%nonminoritymen.

UrbanTrends:

While thecityspopulationoverall isnotgrowingexceptionally fast, therearecertainareaswhere

residentialgrowth isbeingconcentratedandencouraged. TheCityofTorontosOfficialPlanhas

designated key areas as priority growth areas the Downtown and Central Waterfront, the

Avenues,theCentres,andtheEmploymentDistricts.

Since theadoptionof theOfficialPlan in2002,more than1,900developmentprojectshavebeen

proposedabout70%oftheseproposedresidentialunitsareintheprioritygrowthareas.

Communityrevitalizationprojectsinthecityhavebeenimportantinbringingarenewedexcitement

and communityownership to a numberofolder neighbourhoods. However, largedevelopments

haveandwillrequiretheuprootingofcommunitymembers, involve largeconstructionchallenges,

andrequireimportantpartnerships.

Acontinuingchallengeforstrategiesaimedatpreventinghomelessnessisalackofcomplementary

planningfrom

other

areas,

such

as

corrections,

policing,

and

hospitals.

Intervention

at

these

entry

pointsmayreducethelikelihoodthatcommunitymembersenduponthestreetorinshelters.

TheTorontoTransitCommission (TTC)currentlyhasabout1,144 closedcircuit televisioncameras

(CCTV)installedon itssurfacevehicles,and1,200CCTVcameras locatedthroughout its69subway

stations. AllsurfacevehiclesandallWheelTransvehiclesshouldbeequippedwithCCTVcamerasby

2009. Therearealsoplanstoincreasethenumberofcamerasinthesubwaysystemto2,300bythe

endof2011.

InJune2006,areportentitledEmergencyMunicipalitiesMissingFromDisasterPlanningsuggested

thatsincemunicipalitiesaremost likelywhere initial responsewillbeconcentrated, theymustbe

involved in shaping legislative policies and regulations relating to security and emergency

preparedness.

PublicPerceptions:

AccordingtotheresultsoftheServices2007communitysurvey,mostTorontoresidents(91%)felt

theirneighbourhoodswere safe, up from 86% in 2006 and from 74% in 2000. Somewhat fewer

peoplefeltthatTorontoingeneralwassafe(82%).

Torontoresidentsweregenerallylesslikelyin2007tobeconcernedaboutcrimeanddisorder. The

only disorder issues of increased concern in neighbourhoods were noise, vandalism, and graffiti.


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Peopleconsideredgunsthemostseriouspolicingprobleminthecityingeneraleachyearsince2005,

althoughtheproportiondecreasedfrom2005to2007.

Most people (89%) said they were satisfied with the delivery of police service to their

neighbourhood, upslightlyfrom88% in2006andfrom74% in2000. Mostpeople(93%)saidthey

weresatisfiedwiththePoliceServiceoverall.

Almostthree

in

ten

Toronto

residents

(29%)

in

2007

said

that

they

believed

that

Toronto

police

officers

targetedmembersofminorityorethnicgroupsforenforcement,downfrom33%in2006,butupfrom

26%in2000.

According tothe resultsof theServicesannualsurveyofhighschoolstudents,moststudentssaid

theyfeltsafeinandaroundtheirschoolduringtheday;thisproportionhasshownlittlechangeoverthe

years(86%in2007and2006,85%in2001).

Whenaskedabout themostseriouspolicingproblem inandaround theirschool, themostcommon

answerfromstudentsinboth2006and2007,andin2001,wasassaults/fighting. In2007,bullyingwas

thesecondmostfrequentanswer,movingupfromthirdin2006.

In 2006, students were asked whether they had ever experienced cyberbullying or been harassed

throughemailor the Internet. Thatyear,justover1 in5 students (21%)said theyhadbeencyber

bullied. In2007,theproportionincreasedtoalmost1in4students(24%).

Justunder

two

thirds

of

students

in

2007

(65%)

and

2006

(64%)

said

they

would

feel

comfortable

talking

topoliceaboutcrimeoraproblemintheirschools,downslightlyfrom67%in2001. Themostcommon

reasonsfornotfeelingcomfortabletalkingtopolicewerethatpolicemadethemnervous,thatitwasnt

theirplacetotalkaboutwhatothersweredoing,andthattheydidntwanttobeasnitch.

Inearly2007andearly2008,theServiceconductedtelephonesurveyswithasmallsampleofvictimsof

domesticviolencewhowereaskedabouttheirexperiencewithpolice. Farfewervictimssurveyedin

2008saidtheyhadreceivedfollowupsupportorreferralsaftertheinitialcall: while80%in2007said

received followup, thisdropped to 68% in 2008. This lackof followupwas alsonoted in focus

groupsheldwithvictimsofdomesticviolence.

LegislativeImpacts:

BillC2,AnActtoamendtheCriminalCode(TacklingViolentCrimeAct)andtomakeaconsequential

amendment toanotherAct,provided longerprison sentencesand tougherbailprovisions forgun

related offences, a system for the detection and investigation of drugimpaired driving, more

effective sentencingandmonitoringofhighriskoffenders,andan increase in theageof consent

from14to16yearsofage. OtherActstoamendtheCriminalCodedealtwithidentitytheft,street

racing,andregistrationofafirearmthatisnotprohibitedorrestricted.

Bill103,AnActtoestablishanIndependentPoliceReviewDirectorandcreateanewpubliccomplaints

process by amending the Police ServicesAct, amended the Police ServicesAct by establishing an

IndependentPoliceReviewDirectorandcreatinganewpubliccomplaintsprocess.

Bill 16ChristophersLaw (SexOffenderRegistry)AmendmentAct,2008,broadened the scopeof

personsrequiredtoregister,addressingomissionsincurrentrequirements.

Bill203,

Safer

Roads

for

aSafer

Ontario

Act,

2007,

among

other

things,

amended

the

Highway

Traffic

Acttosignificantlyincreasepenaltiesspecifictostreetracingandimpaireddrivingrelatedoffences.


13/35

ImplicationsforPolicing

The above information provides a brief picture of the current and changing environment within

whichthePoliceServiceoperates,andsignalsmanyopportunitiesandchallengeswithimplications

forboth

the

Service

and

the

delivery

of

services.

In

particular,

the

following

implications

are

noted:

Toleranceand respectarevital inacitywithsuchdiversecultures,ethnicities, languages,and

religions. The Police Service must ensure that its officers and civilian members continue to

interactwiththecommunity,andwitheachother, inamannerthat isprofessional,respectful,

fair,andwithoutdiscrimination.

ThediversepopulationoftheCitypresentsbothopportunitiesandchallenges fortheToronto

Police Service. The Service must take advantage of opportunities such as the potential for

recruitment, volunteers, and community partnerships. It must also be prepared to meet

challenges such as language barriers that could hinder crime prevention, information

dissemination,andabilitytoaccessservices.

Despite anoveralldecrease in crimeover thepast ten years, violent crimedecreased to a lesser

extent. Infact,specificviolentcrimes,suchashomicideandrobberyincreased. Appropriatepolice

initiativesshouldbemaintainedandnew initiativesdeveloped toaddress the issuespresentedby

violentcrime.

To maintain and enhance communityoriented policing efforts, support should be given to the

infrastructureforlocalproblemsolving,crimeprevention,communitymobilization,andcommunity

partnerships.

Theproliferationofmarijuanagrowoperations requirescontinualeffort from theServiceand

its local, regional, and national partners, to improve the ability to detect, dismantle, and

prosecutesuch

operations.

In

addition,

continued

and

new

partnerships

with

local

agencies

and

services,suchaspublicutilitiesandrealestaterepresentatives,arerequiredtoprovideamulti

facetedresponse.

Juveniledelinquencyandyouthcrimehaveacomplicatednetworkofrootcauses,anditisclear

thatnooneagencyalonecaneffectivelydealwiththeproblem. Amultidisciplinaryapproachis

required,withthepolice,schools,governmentdepartments,andcommunityagenciesworking

inpartnership toeachdeliverservice in theirareaofspecialization thatmatches theneedsof

youngoffendersatdifferentstagesofdelinquency. Itisessentialthattheinfrastructureforsuch

partnershipsbemaintainedandenhanced.

Thereis

an

identified

need

to

encourage

the

reporting

of

youth

violence

and,

in

particular,

gang

related violence. The Service must continue to encourage and expand anonymous, lowrisk

reportingmechanismsacrossthecity.

It is importantthattheServiceworkwithcommunities,andespeciallywithyouth,tocreatea

safe and trustworthy environment that counters pressure to not snitch, feelings of being

vulnerable,and/orreluctancetobeinvolvedinthejusticesystem.


14/35

Enhanced Service partnerships with schools and with students could encourage reporting of

crimeandcreateanatmospherethatprovidesfeweropportunitiesforcrime.

Whiletherecentdecrease inreportedhatecrimesmayreflectanactualdecline in incidents, it

maybethatthese incidentsaresimplyno longerbeingreported. Howhatecrimesarecarried

outmay alsobe changing andmore complex to identify (e.g. cyberhate).TheService mustcontinue to partner with cultural and religious agencies, and other agencies such as the

community and ethnic media,both to encourage reporting and tobe attentive to emerging

trends.

TheServiceshouldcontinuetocontributetosaferoads,safewalkingroutes,safepublictransit,

and safe parks, so that concerns for community members considering alternate forms of

transportation,asopposedtoapersonalcar/vehicle,canbeeased.

TheServicemustcontinuetotargeteducationandtrafficsafetyawarenesscampaignsatthemost

vulnerablemembersofourcommunity,especiallyseniorpedestrianswhocontinuetoconstitutethe

majorityof

victims

in

fatal

collisions.

AsmoreCanadians,youthinparticular,participateindiverseactivitiesonline,andinresponse

tocyberbullyingandcybercrimesdirectedatschoolagechildrenandyouth,theServiceshould

continuetopartnerwithschoolboardsandcommunities intheeducationof Internetuserson

thepotentialdangersassociatedwithsocialnetworkingsitessuchasFacebookandMySpace.

Duetothelackofdatawithregardtoidentitytheftandfraud,andotherInternetrelatedcrime,

it is importantthattheServiceadaptcurrent informationsystemstocollectdataandevaluate

cybercrimes. Analysisofsuchdatacanprovidedirectionforeffortsinproactiveeducationand

enforcement.

Inthe

face

of

an

aging

population

poised

to

retire

and/or

restructure

their

work

life,

ashrinking

youth cohort entering into the workforce, increased overall competition for workers, and a

diminishing interest in a policing as a career, the Servicewill continue to face ongoing and

increasingchallengesinrecruiting,training,andretainingpoliceofficers.

The increasing competition for new employees and the growing need to retain existing

employees will necessitate raising the standards of the workplace environment; the

organizationalrequirementtoensureahealthyandaccommodatingworkplacemustincreasein

ordertopromoteemployeeeffectivenessandreduceemployeeabsenteeismandseparation.

Staffdevelopmentwill become a serious issue in the next few years. As a large numberof

senior,

supervisory,

and

specialized

officers

become

eligible

to

retire

and

hundreds

of

new

officersarehiredeachyear,therewillbeacriticalneedtoquicklydevelopandpromotequalified

personnel to fill supervisory, management, and specialized positions, and to ensure that all

officers,particularlynewofficers,aregivenproperdirection,coachingandsupervision.

The importanceofcommunityrepresentationontheTorontoPoliceService,asawholeandat

all ranks, will continue to increase. Given continued demographic changes in the city, the

Servicemustbeprepared toprovidepolicing servicesappropriate toa changing community.


15/35

Continued communicationandpartnershipwith theCitysdiversecommunitieswillassist the

Serviceinreachingthesecommunitiesforrecruitingpurposes.

Fearofcrimeandperceptionsofsafetyare important indicatorsof thewaypeople feelabout

theircityandneighbourhoods. Itisimportant,therefore,thattheServiceaddressesperceptions

of fear and safety and ensures that these perceptions do not vary widely from reality. TheService must increase communications to improve awareness of levels of crime, positive

initiativesandresults,whattoexpectwhenincontactwithpoliceinavarietyofsituations,and

thecapabilitiesandlimitationsofthePoliceService.

Tocontinuetoimprovesatisfactionlevelsforthosewhohavecontactwithpolice,theServicemust

continueeffortstoensureprofessionalism,integrity,andhighqualityservicebymembersinanyand

alldealingswiththepublic.

Police, school boards, and the community must continue efforts to enhance safety, and

perceptions of safety, in schools and to encourage positive interactions between police and

students.

Bullyingandcyberbullyingarebeingperceivedas issuesofconcernbymorestudents. Police,

schoolboards,andparentsshouldworkinpartnershiptoincreaseawarenessoftheseissuesand

assistinthedevelopmentofstrategiestodealwiththem.

Givenfindingsfromboththesurveysofandfocusgroupswithvictimsofdomesticviolence,the

Serviceshouldevaluatecurrentprocessesforprovidingthesevictimswithfollowupinformation

andsupport/referrals,withtheaimofimprovingtheseprocesses.

Itshould

be

noted

that

not

all

of

the

issues

identified

by

the

Environmental

Scan

and

in

public

consultations can be given equal attention. The challenge is to balance the different and often

conflicting demands and expectations of multiple stakeholders politicians, interest/advocacy

groups, a wide variety of community service agencies, other law enforcement agencies, Service

members,membersofourvariouscommunities,andthegeneralpublicoverall.

Weighing the many issues and concerns, the Police Services Board and the Services Chief and

Senior Management Team have worked to determine which challenges will receive additional

attentionoverthenextthreeyears.


16/35

ServicePriorities

Every three years, the Toronto Police Services Board and the Toronto Police Service determine

wheretofocusourresourcesandactivities. This isdonewithinthecontextofourcommitmentto

communitysafety,

the

responsibilities

mandated

by

the

Police

Services

Act

and

other

legislation,

and

within the framework provided by the Service's own Vision Statement, Mission Statement, and

Values. OurPrioritiesdonotrepresentallthattheServicewillworkoninthenextthreeyears. Our

Prioritiesrepresentthoseareaswithinourmandatedresponsibilitiestowhichwewillgiveextra

emphasis.

ThekeystrategicareasthathavebeendesignatedPrioritiesresultfromextensiveconsultation,with

both members of the community and members of the Service, as well as from an analysis of

ongoing trendsandanticipated challenges to thedeliveryofpolice services in the coming years.

Thisanalysis isoutlined intheService'sEnvironmentalScandocument,whichwassummarized in

theprevioussection. Basedontheinformationgathered,wehaveidentifiedsevenareasofPriority

for

2009

2011.

ThePrioritiesarenotrestrictiveorexclusive. Whilespecificpopulationswithinthecityarethefocus

ofsomeofthePriorities,thisdoesnotmeanthatissuesfacedbythesegroupsunderotherPriorities

will not be addressed. Similarly, the needs of those who are not specifically identified in the

Prioritieswillnotbeignored.

WithineachareaofPriority,wehavestatedparticulargoalswewishtoachieve. Partnershipswill

play a vital role in accomplishing these goals, and we will continue to work with other City

departments, with schools and school boards, with community members and groups (including

youth), with community service agencies and organizations, with the business community, with

agenciesanddepartmentsoftheProvincialandFederalgovernments,withotherpoliceservicesand

lawenforcement

agencies,

and

with

many

others.

Partnerships

will

be

essential

since

many

issues

andproblemscannotbeaddressedsolelybythePoliceServiceweareallresponsibleforensuring

thatTorontoremainsagoodandsafeplacetolive,work,andvisit.

ThePrioritiesandGoalsreaffirmthecommitmentofboththeBoardandtheServicetocommunity

policingandtotheprovisionofequitable,nonbiasedpolicingservices.


17/35

Priority: FocusingonChild&YouthSafety

Violence committed upon and by youth continues to be an issue of great concern for the

communityand theTorontoPoliceService. It isvital thatwework toaddress thesafetyand

security

needs

of

children

and

youth.

The

safety

of

youth

in

schools,

bullying,

youth

non

reportingofvictimization,andtheneedtobuildtrustandpositiverelationshipswithyouthwere

allidentifiedasissuesofparticularconcerninthe2008EnvironmentalScanandconsultations.

Goals:

Increasesafetyinandaroundschoolsandpromotestudenttrustandconfidenceinpolice.

PerformanceObjectives/Indicators:

increaseinstudentperceptionofsafetyinandaroundschool

increaseinproportionofstudentswhofeelcomfortabletalkingtopolice

decreaseinassaults,robberies,andweaponsoffencesonschoolpremises

Provideyouthwithcrimepreventionandsafetyinformation,andencouragereporting.


increaseinproportionofstudents whosaytheyreceivedsomecrimeprevention/safety

information

increaseinproportionofstudentswhowouldbewillingtoreportacrimetopolice

anincreaseinthenumberofcrimesthatarereportedbyyouth

increaseinproportionofstudentswhowouldbewillingtoprovideinformationtopolice

aboutaproblemoracrime

Reducetheimpactandeffectsofbullyingandcyberbullying.


increase inproportionofstudentswho received informationonbullyingand/orcyber

bullying

decrease in proportionof students who say they were victimsofbullying and cyber

bullying

decrease in the proportion of student who say they are concerned about bullying

in/aroundtheirschool

Focusingonviolentcrime,preventanddecreasethevictimizationofchildrenandyouth.


decreasein

number

of

children

(0

11

years)

victimized

by

violent

crime

decreaseinnumberofyouth(1217years)victimizedbyviolentcrime


18/35

Priority: FocusingonViolenceAgainstWomen

Womenwhohavebeenvictimizedbyviolence remaina focus for theTorontoPoliceService.

Servicegoalswillbuildon thoseof thepreviousBusinessPlan. TheServicewill continue to

improve

response

to

victims

of

sexual

assault

and

domestic

violence

by

providing

needed

supports and by increasing trust and confidence in the Police Services ability to meet the

diverseneedsofvictims. ThesegoalsaddresstheStatisticsCanadafinding,noted inthe2008

EnvironmentalScan,thanfewerthan1in10sexualassaultvictimsreporttopolice,andaddress

other issues raised in focus groups and telephone followup calls with victims of domestic

violence.

Goals:

Focusingonsexualassault:

(a) Improvetheprovisionofsupport,followupinformation,andreferralstovictims,and

(b) Increasereportingbyvictims.


increaseinperceptionofagencyworkersofimprovedprovisionoffollowupinformation

bypolice

increaseinperceptionofagencyworkersofimprovedprovisionofreferralsbypolice

increaseinperceptionofagencyworkers oftrust/confidenceinpolice

increaseinnumberofsexualassaultoccurrencesreportedtopolice

Focusingondomesticviolence:

(a) Improvetheprovisionofsupport,followupinformation,andreferralstovictims,and

(b) Increasereportingbyvictims.


increaseinperceptionofagencyworkersofimprovedprovisionoffollowupinformation

bypolice

increaseinperceptionofagencyworkersofimprovedprovisionofreferralsbypolice

increaseinperceptionofagencyworkers oftrust/confidenceinpolice

increaseinnumberofdomesticoccurrencesreportedtopolice

Priority: FocusingonPeoplewithDistinctNeeds

The

concerns

of

and

issues

related

to

people

with

distinct

needs

were

raised

in

a

number

of

consultationsheldinearly2008andarediscussedinthe2008EnvironmentalScan. Onceagain,

theneedtobuildtrustbetweenthepoliceandthesepeoplewashighlighted. Withtheaimof

fostering mutually respectful and beneficial relationships, the Police Service is committed to

providingprofessionalandnonbiasedservicetoallthosewhoneedthem.


19/35

Goals:

Develop trust between the police and groups such as seniors, Aboriginal people, newcomers to

Toronto,homelesspeople,andthosewithmentalillness.


increase in perception of agency workers (dealing with each of the listed groups) of

trust/confidenceinpolice

increase in perception of agency workers (dealing with each of the listed groups) of

policeunderstandingoftheneedsoftheirclientpopulation

Ensurethatallvictimsofviolence, includingthefamiliesandfriendsofvictimsifappropriate,have

accesstovictimservicesandsupport.


increasethenumberofreferralstoVictimServices

Priority: TargetingViolence,OrganizedCrime,andGangs

In theServices2007communitysurvey,people identifiedgunsandgangsas twoofthemost

serious policing problems in Toronto. Drugs were identified as a serious problem for some

neighbourhoods. InconsultationswiththepublicandwithServicemembers,participantsalso

stressed drug distribution and use as sources of violence and crime, and as having a strong

negativeimpactonthequalityoflifeinthoseaffectedcommunities. Theperceivedincreasein

crackhousesandmarijuanagrowopsinresidentialneighbourhoodswasaparticularconcernfor

many in the community. Organized crimegroups are frequently citedasusingviolence and

facilitatingdrug

production

and

distribution.

The

Police

Service

is

committed

to

enforcement

activitiesthatwilladdressthesecriticalissuesaffectingcommunitysafety.

Goals:

Reduceviolentcrime,especiallyshootings,andillegalgunactivity.


decreaseinnumberofshootings

increaseinnumberoffirearmsseized

decreaseinrateofviolentcrime

increaseincommunityperceptionofpoliceeffectivenessindealingwithguncrimes

Reducetheavailabilityandimpactofdrugactivityonneighbourhoods.


increaseinnumberofpersonschargedwithdrugoffences

decreaseinproportionofcommunityconcernedaboutdrugsintheirneighbourhood

increaseincommunityperceptionofpoliceeffectivenessinenforcingdruglaws


20/35

Priority: DeliveringInclusivePoliceServices

AlthoughthemembersoftheServicegenerallyenjoythegoodopinionofourcommunities,we

mustalwaysstrivetopreserveandimprovethispositiveregard. Themannerinwhichmembers

interact

with

the

community,

and

each

other,

can

be

a

major

factor

in

the

success

of

a

police

service. The Toronto Police Service is committed to providing, internally and externally,

equitableandprofessionalservices. Further,recognizingandvaluingthediversityofthecity,

the Police Service must ensure that we continue to strive to be representative of the

communitiesweserve.

Goals:

Focusingoninteractionswithothers:

(a) Providepolicingservicestoand/orinteractwithmembersofthecommunityina

professional,nonbiasedmanner,and

(b)ensureinteractionswithotherServicemembersareprofessional,nonbiased,andrespectful.


increaseincommunityperceptionofprofessionalismduringcontactwithpolice

decrease inproportionof communitywhobelieve thatTorontoPoliceofficers target

membersofminorityorethnicgroupsforenforcement

decreaseinmemberperceptionofinternaldiscrimination

decreaseinnumberofinternalcomplaintsrelatedtoharassmentanddiscrimination

Focusingonrecruitment,retention,andpromotionissues:

(a) Worktorecruit,retain,andpromotememberssothattheServicereflectsthediversityofthe

community,and

(b) providecareerpathing/careerplanningguidancetoServicemembers.


increaseinnumberofuniformandcivilianapplicantswhoarewomen

increaseinnumberofuniformandcivilianapplicantswhoarevisibleminority

decrease in number of uniform members and civilian members who resign from the

Service

increase in proportion of women and visible minority officers in the sergeant/staff

sergeantandseniorofficerranks

increaseinmemberawarenessofavailablecareerplanningguidanceandinformation

Priority: AddressingCommunitySafetyIssues

Members of the community should be able to move about and conduct their personal and

business liveswithout fear of danger, crime, intimidation, orharassment. ThePoliceService

mustensurethatwehavetheabilityandarepreparedtodealwith incidentsthatcanaffecta

large number of people largescale emergency events, hate crime, crime facilitated by

technology,orcrimeswhichmayaffectentirecommunities. Atthesametime,theServicemust


21/35

strivetoprovidepeoplewiththeinformationtheyneedtorealisticallyassesssafetyandlevelsof

crimeintheircommunities.

Goals:

Improve the Service's capacity to plan for, prevent, mitigate, respond to, and/or recover fromemergencyincidents.


developanIncidentManagementSystemdatabase

increaseinproportionofServiceunitswithacontinuityplanthatwasreviewed/updated

atleastonceinthepast12months

number of afteraction debriefing recommendations approved by the Emergency

PreparednessCommittee

increaseinnumberofapproveddebriefingrecommendations thatareimplemented

Promotean

understanding

within

the

community

of

actual

levels

of

crime

and

safety.


increaseinproportionofcommunitywhosaythattheyreceivedorweremadeawareof

informationoncrimelevelsintheirneighbourhood

decreaseindifferencebetweencommunityperceptionofsafetyinneighbourhoodsand

communityperceptionofsafetyinthecityoverall

Improve the Services ability to analyze crimes committed using technology (computerassisted

crimes),particularlyfraudsandidentitythefts.


Serviceability

to

track

occurrences

of

computer

assisted

frauds,

computer

assisted

identitythefts, andcomputerassistedhatecrimes

increaseinnumberofreportedcomputerassistedfrauds

increaseinnumberofreportedcomputerassistedidentitythefts

Encourage increased reporting of hate crimes and improve satisfaction with police response to

reportedhatecrimes.


increase inperceptionof agencyworkers ofpolice effectiveness indealingwithhate

crimes

increase inperceptionofagencyworkersofvictimsatisfactionwithpoliceresponseto

hatecrimes

increaseinnumberofhatecrimeoccurrencesreportedtopolice


22/35

Priority: EnsuringPedestrianandTrafficSafety

ThetrafficonTorontosroadwaysaffectsalmosteveryonewithintheCityandwasaconsistent

themeatpublicmeetingsheldearlyin2008. Itwasalso identifiedintheServicescommunity

survey

as

one

of

the

most

serious

problems

affecting

neighbourhoods.

The

safety

of

pedestrians, cyclists, and drivers and the safe and efficient flow of traffic are, therefore, of

significantconcern totheTorontoPoliceService. Mobilizing localcommunitiestorespondto

local trafficproblemswillassist insustaining successfuleffortsand improvingneighbourhood

roadwaysafety.

Goals:

Increasetrafficenforcementtobetterprotectthesafetyofpedestrians,cyclists,anddrivers.


decreaseinnumberofroadrelatedinjuriestopedestrians

decrease

in

number

of

road

related

injuries

to

cyclists

decreaseinnumberofroadrelatedinjuriestodrivers

increaseinpedestrianperceptionofsafety

increaseincyclistperceptionofsafety

increaseindriverperceptionofsafety

Includetrafficaspartofdivisionalcrimemanagementandcrimepreventioninitiatives.


increase inproportionofdivisionalcrimemanagement initiatives that includea traffic

component

increase inproportionofdivisionalofficerswho feel that traffic is includedaspartof

theirdivisions

crime

management

process

increaseinproportionofdivisionalofficerswhofeelthattrafficenforcementplaysarole

inaddressingtheirdivisionscrimeanddisorderproblems


23/35

Finances

TheTorontoPoliceServicesapprovedgrossoperating

budgetfor2008is$798.7million. Asinpreviousyears,

overhalf

of

this

funding

will

be

spent

in

the

Service's

Divisional Policing Command for frontline policing

across the city. In total, threequartersof theService

budget is dedicated to policing operations, with the

remaining budget allocated to support infrastructure.

By far, the largest proportion of the Service's gross

budget each year (approximately90%) is allocated to

salariesandbenefitsfortheServicesmembers.

Eachyear'sbudgetdevelopmentprocesstakes intoconsiderationServiceprioritiesforthecoming

year,thepastyear'sexperiences,citypressures,andanyknownexternal influences. Thefollowing

financial

pressures

are

anticipated

for

2009

and

beyond.

StaffingImpacts:

TheServicesapprovedestablishmentfor2008is5,510officersand2,021civilians. Inadditiontothe

establishedpositions,anadditional30officerswillbehiredfortheSchoolResourceOfficerprogram,

paid forbyProvincial funding. TheServiceexpects to recruit360officers in2009 to fillvacancies

from retirementsand resignationsand tomeet target levels. In recent years, theexistinghiring

strategy resulted inanaverageof 74uniformpositionsbelow target,due tonotbackfilling long

termleavesandsecondments. Theproposedstrategyfor2009,whichwouldbegintoaddressthis

gap, will result in a $2Mpressure in 2009. TheService is also requesting an increase to civilian

staffing. Thepressureidentifiedinthe2009requestforcivilianstaffingisestimatedat$1.4M(for35

positions)in

2009,

including

one

time

costs.

UndertheFederalgovernmentsPoliceOfficerRecruitmentFund,theMinistryofCommunitySafety

& Correctional Services has notionally allocated funding for up to 36 additional officers to the

Service. TheMinistrywillpayamaximumof$70,000perofficerforafiveyearperiod. Giventhat

thisprogramisintheapplicationstage,thisallocationissubjecttochange.

SalaryIncreasesandContractSettlements:

Arecentcontractarbitrationawardprovidesforan interimwage increaseofthreepercent(3%)to

thebasepay ratesofTorontoPoliceAssociationmembers, retroactive to January1st,2008. The

PoliceServices

Board

extended

this

wage

increase

to

include

all

other

permanent

staff.

Given

that

the2008contractiscurrentlyinarbitration,thefinalimpactsarenotyetknown. Oncethecontracts

are settled, contract increases in salaries and benefits and, in turn, employer contributions, will

createadditionalfinancialpressuresin2009andbeyond.

Services

10%

Supplies &

Equipment 2%

Salaries & Benefits 88%


24/35

AnnualizedCostsfromPreviousYears:

Eachyear,asnew initiativesare introducedor,asmentionedabove,newstaffarehired,partyear

costsareincludedinthebudget. Infutureyears,thefullyearcostsoftheseitemsmustbeaddedto

the

budget.

The

annualization

of

staffing

costs

for

maintenance

and

additional

officer

hiring

in

2009

willhaveasignificantimpactin2010,offsetonlyinpartbyProvincialcostsharing.

The Toronto PoliceServices capitalbudget request for 2009 is $14.4M. Themajorityof capital

expendituresarefocusedonstateofgoodrepairprojects,includingworkonthereplacementof11

and 14 Divisions, and the new training facility. Other capital projects focus on technology,

maintenance,andequipment. The challenges facing theService, in the capitalprogram,are the

continued capital target reductions from the city, deferral of projects to meet targets, and the

increasingcostofprojectsasaresultofdeferral.


25/35

HumanResourcesStrategy

Itisessentialthatwemanageourhumanresourceseffectivelyandefficiently. Approximately88%

of thePoliceServicebudget isdedicated to salaries andbenefits and themanagementof these

resourcesaffects

how

well

we

achieve

the

Services

Priorities.

TheServicesHRStrategysetsout theexpectednumberofuniformmemberseparationsand the

hiringrequiredtodeliverqualityservicetoensurepublicandofficersafety. TheStrategycoversa

twoyearperiod,aswellasthecurrentyear,and isupdatedannuallytoensurethatallprojections

takecurrentissuesintoconsideration.

TheuniformdeployedstrengthtargetoftheServiceissetannuallyandiscurrently5,510. Uniform

hiringisplannedtoachieveandmaintaintheServicesdeployedstrengthataminimumof5,510.

The following is the Services experience, to date, on actual separations and hires, as well as

projected

uniform

separations

and

hires

for

2009

to

2011:

Actual(asofSept.

19,2008)

Projected

2009

Projected

2010

Projected

2011

Retirements 187 203 203 203

Resignations* 77 87 87 87

Total 264 290 290 290

Hires 350 360 360 360

*resignationsincludedeaths

TheStrategy

also

provides

information

on

the

civilian

establishment,

separations,

and

hires

within

theServiceoveratwoyearperiod.

BelowaretheissuesexpectedtohaveanimpactontheHRStrategyfortheyears2009to2011:

UniformEstablishment:

Atthistime,theServiceisexpectedtomaintainitscurrentuniformestablishmentof5,510,aswell

as an additional 30 School Resource Officers funded by the Provincial Government. Since the

uniformestablishment isreviewedonanannualbasis,there isanopportunitytorevisitthis inthe

years2009to2011. ThefinaldecisiononanychangeswillrestwiththePoliceServicesBoard.

CollectiveBargaining:

ThesixCollectiveAgreements(1Uniformand5Civilian)betweenthePoliceServicesBoardandthe

TorontoPoliceAssociation,and the twoSeniorOfficersCollectiveAgreements (1Uniformand1

Civilian) between the Police Services Board and the Senior Officers Organization, expired at

midnight on December 31st, 2007. Bargaining negotiations for the Toronto Police Association

contractsbeganinthespringof2008andthenproceededintomediationinthesummer. Sinceboth


26/35

partieswereunable to reach an agreement, arbitration commenced inSeptember 2008 andwill

continueinto2009. ThenegotiationsfortheSeniorOfficersOrganizationcontractswillcommence

in 2009. With the settlement of the new Collective Agreements not expected until 2009, it is

anticipated that retirementsmay increaseby 10% forboth civiliananduniformmembers in that

year.

MandatoryRetirement:

The passing of Bill 211, which ended mandatory retirement inOntario, effectiveDecember 12th,

2006,hashadminimalimpactonuniformandcivilianretirementswithintheService.

ResignationstootherPoliceServices:

Therateofuniformmembersresigningtojoinotherpoliceserviceshasslightlyincreased inrecent

years. In 2007, 57% of resignations (48 out of 84) were due to officersjoining other services,

comparedto45%(40outof88)in2006. AsofSeptember19th,2008,52%ofresignations(40outof

77)have

been

attributed

to

officers

leaving

to

join

other

services.

The

majority

of

these

members

indicatedthattheychoseapoliceserviceclosertohometobalanceworkandfamilylife.

CivilianEstablishment:

Therehasbeenan increaseinthecivilianestablishmentfrom1,900in2006to2,017 in2008. Also,

theBoardhasapprovedfouradditionalpositionsin2009andfourpositionsin2010,thusincreasing

thecivilianestablishmentto2,025by2010. Asthecivilianestablishment isreviewedonanannual

basis, there is anopportunity to revisit this in the years 2009 to 2011.The finaldecisionon any

changeswillrestwiththePoliceServicesBoard.

TechnologyAssisted

Learning:

TheServicehasrapidlymovedfromanenvironmentthathadlittletechnologyassisted learningto

beingseenasaCanadianbenchmarkintheintegrationofelearningintopolicetraining. Thisfocus

beganin2007andprogressedthroughout2008. WiththeHRstrategyfoundeduponmanagingour

humanresourceseffectivelyandefficiently,theServicerecognizesthevaluethatelearningoffers

byallowingofficersmoretimefortheirsubstantivedutieswithoutneglectingtraining.

CulturalCompetencies:

Inrecentyears,theTorontoPoliceServicehashadincreasingsuccessatrecruitingandhiringracial

minoritiesand

females

to

serve

as

police

officers.

In

the

last

three

years,

547

of

the

1071

officers

(51%) thatwerehiredmettheseorganizationalneeds.3 Thissuccesshasbeendrivenby targeted

recruitmentandacommitmenttoassess,problemsolve,and improveallhumanresourcesystems

within the Service. Targeted recruitment will continue to be a priority of Human Resources

Command(HRC)from2009through2011.

3 AsofDecember2nd,2008, fourmembersof the finalclassof2008aregoing through finalscreening; theBoardhasyet to

approvethelist.


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Additionally, HRC will continue ongoing work with the Human Rights Project Charter and will

develop an implementation plan for the recommendations arising from the three Employment

Systems Reviews that are in the process of concluding. The first Employment Systems Review

examined the uniform promotional processes, the second examined civilian human resource

systems,

and

the

third

examined

all

other

uniform

human

resource

systems.

The

consultants

for

thesethreeReviewswillconcludetheirworkbytheendof2008. Followingcompletion,theService

will be strategically implementing over one hundred recommendations aimed at improving all

human resourcepractices,ensuring that theyare fair,equitable,andbarrierfree forallmembers.

This commitment to improve all human resource systems from recruitment and selection to

promotion and retentionwill ensure the TorontoPoliceService retains thediversegroup that is

being hired and that members have the cultural competencies to serve our increasingly diverse

community.


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InformationTechnologyPlan

StrategicObjectives:

The2009

2011

strategic

focus

will

be

to

implement

aService

Oriented

Architecture

(SOA)

that

will

include innovativebusinessprocesses,serviceagreements,governance,andtechnologies,aligning

InformationTechnologyServices(ITS)activitieswiththeoverallServicesPrioritiesandGoals. ITS

willresearchpromisingemergingtechnologiestopresentasoptionsforcurrentandfuturebusiness

needs. ITS will also support the organization in its effort to move from isolated information

repositoriestoashareablebusinessintelligenceandknowledgemanagementframework.

Operationally, ITSwillcontinueto focuson improving itscustomerservicebymanaging forvalue

(doing the right things, the right way) in, but not limited to, the areas of: asset and contract

management; desktop and mobile computing; network management; radio infrastructure

management;datacentreandstoragemanagement;enterpriseportfolioandprojectmanagement;

implementation

and

integration

of

enterprise

application

solutions;

security

management;

and

the

movementtowardbestpracticeininformationtechnologygovernance.

ITS will continue to deliver on planned and scheduled software releases. ITS will support the

organizational structure of the Service by aligning resources and systems support with the

respectiveareaswithineachcommand. ITSwillalsosupport thechanges required toallsystems

andinformationalrepositoriesasaresultofenvironmentalor legislativepressures. Theserequired

changes, and all planned software releases, will be identified, quantified, and presented to the

InformationTechnologySteeringCommittee (ITSC) forprioritizingand funding. While limited to

the resource levels approved through the yearly operating budget process, ITS is committed to

implementing urgently needed enhancements to core systems based on changing demands,

enhancements, and the additional functionality required to satisfy policing and administration

requirements.

TheITSkeychallengesinthenextthreeyearswillbe: torealizerequeststoincreaseestablishment

tomanagekeyandstrategicskillgaps;tocontinuetheeffortsofourmigrationtoahighlyavailable

OpenArchitecture;tomanageafullyfunctionalpeerdatacentresiteandplanamovetoanindustry

best practice location of at least 40 kms away from Headquarters; to replace an aging radio

infrastructure;tosupportthebusinessprocesschangesoftheFieldunitsandRecordsManagement

Services and the implementation of a new records management system; and, to research new

technologies thatwill furtherenable theorganization tomeetobjectivesandmaintainacomplex

environmentofmultiplehardwareplatforms,operatingsystems,andsystemssoftwareutilities.

Ourstrategic

objectives

for

2009

to

2011

are

to:

1. Provide reliable information and technology systems by completing all planned systems

application and technical infrastructure releases within approved timelines and budgetary

constraints.

2. Acquireordevelop(whenacommercialofftheshelfproduct isnotavailable), implement,and

supportapplicationsystemsandTPSstandard infrastructure technologies that, togetherwith

appropriatebusinessprocesschanges,willpositionTPSasaleaderinpolicingandinnovation.


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3. Developalongtermhumanresourcesstrategythatdealswithimpendingretirementsandhires,

increasingservicepressures,andstaffingtodefinedservicelevelagreements.

Critical

Success

Factors/Initiatives:

Provide informationsystems capabilitiesby focusing in20092011on ITSCapprovedsystems

projects.

Maintaininitiativetowardshardwareandsoftwarecurrency.

Maintainandenhanceexistingsystemsand/oracquireorbuildnewsystemsbasedonbusiness

needandtechnologystandards.

Continue toenhance the security infrastructure toprovidea secureaccess for commondata

sharingandsystemaccessinawirelessenvironment.

Design, implement, and support the technology infrastructure roadmap, based on an SOA,

requiredtooperatethebusinesssystemsofTPS.

Updateserveranddatabasesoftwareinfrastructures.

Continuewith

the

Desktop

and

Server

Refresh

program.

Continue research and implementation of webbased server and database software

infrastructure.

Researchenhancedmanagementreportingfromadatawarehouseavailablethroughtheweb.

Continuethroughthe identifiedphasesof InformationTechnology InfrastructureLibrary (ITIL)

bestpracticesforcustomerserviceandoperations.

Stafftraining,development,andretention.

KeyPlanAssumptions:

Thisplan

was

developed

based

on

the

following

assumptions:

Therewillbenomajor initiatives initiatedbytheServicethathavenotalreadybeen identified

through the ITSC for prioritization and funding, or through the 20092013 capital budget

program.

The additional resource levels needed to successfully implement the software releases and

technicalinfrastructureinitiatives,asidentifiedthroughbusinesscasesandtheannualoperating

budget process, are available and attainable in advance, where possible and appropriate, of

projectinitiatives.

Thenecessary capital fundswillbeavailableeach year to supportallplannedandunplanned

essentialdevelopmentandtechnicalinfrastructureplans.

Thenecessaryoperating fundswillbeavailableeachyeartosupportplannedtraining forstaff

and

funds

for

consulting/contract

services

for

planned

and

unplanned

essential

development

andtechnicalinfrastructureobjectives.

Thebusinesswilloperate inamultiplatformsystemenvironmentthatmustbeupgradedand

maintainedtoremainoncurrentlysupportedhardwareandsoftwarereleaselevels.

Allsystems,existingandplanned,willcomplywithServiceEnterpriseArchitecturetechnology

standards.


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EnvironmentInfluences:

Future industry convergence of voice and data communications, and the need for

interoperabilitybetweenemergencyservices,willneedtobealignedwithProject25compliance

in

voice

radio

equipment

and

infrastructure.

Thecurrentvoiceradio infrastructureisagingandtendingtowardobsolescence. TheServices

voice radio equipment will be replaced with stateoftheart communications equipment,

providingmore reliable communicationand setting the stage foramajor replacementof the

overall voice radio infrastructure used by all city emergency services (police, fire, and

ambulance).

Thisprojectwillreplacethecurrentarchitecturewithastandardsbasedarchitectureunderthe

Project25specificationasendorsedbytheOntario,Canadian,andInternationalAssociationsof

ChiefsofPolice.

The need to create a more resilient computing environment in the event of a disaster will

continue to drive TPS to initiate the build of a Disaster Recovery site at least 40 kms from

Headquarters,providinganinfrastructurethatwilloperatesimultaneouslyfromthetwoService

computinghubs

for

critical

applications.

PolicingagenciesintheUnitedStatesandCanadahavemandatedanenhancedsecurityposture

for the continued sharing of criminal information. Strong electronic identification and

authenticationofallpersonnel requesting criminal informationand the secure conveyanceof

this informationoveranynetwork, including the Internethasbeenachieved. There isnowa

needtoconsolidatethemechanismsusedwithintheServiceinasinglemedium.

TheService isexpanding itsuseofthe Internet,bothasameanstoconvey informationtothe

publicandasameansforthepublictorequestservicesfromthepolice. Thisisin linewiththe

marketplace,which has embraced the Internet as ameansof reducing costs andgenerating

revenue.

Thecontinuedgrowth inthetrendofsharing informationwithotherpoliceagencieswilldrive

increasedsite

visits

to

other

police

services

in

Ontario

and

across

Canada.

Thespeedatwhichtechnology(hardwareandsoftware)changesrequirestheServicetoactively

research new technologies, ensure that we remain current with software releases, and stay

withinahardware lifecycle (desktopandserver) inordertomanage therisksofreliabilityand

costtotheorganization.

EnvironmentChallenges:

Continuedfundingforinitiatives.

Approvalandcommitmenttoincreasestaffingtosupportthedemandfordeliveryofservices.

Maintaining

ongoing

relationships

to

ensure

that

Field

units

are

included

in

all

testing

phases

that will affect them. Also, improve the efficiency and effectiveness of Servicewide

technologyrelatedprogramstoenhanceservicedeliveryforthefrontlineofficer.

Implementing ITIL best practices for service delivery for several areas: resolving incidents,

fulfilling service requests, service level management for incidents and requests, and

performancemeasurement:

Clarifyroles,responsibilities,andprocessesacrossallITSunitstoprovideconsistentand

cohesivedeliveryofservices;

consistentlygatherenduserfeedbackonthequalityandspeedofservice;and


31/35

resource and support the enhancement and addition of service centre modules for

processing service requests, change management, a configuration management

database,andinventory.

Balancing available resources (limited number of staff and funding) to continually increasing

demands

for

service

and

priorities.

Providingasecureinfrastructuretomitigatetheriskofcyberattacksandbreachesinsecurity.

Creatingan infrastructuretomigratethickclientapplications(2tier)tothinclientapplications

(ntier), forsupportableandscalablesystems.

FundingandresourcestomovetowardsaServiceOrientedArchitecture.

Preparingapplicationstoconsolidateoperationalandreportingenvironments.

Taking the first step towarda futuredatawarehouse strategy that includesdata integration,

businesscapacity,andgrowthmanagement.

CreatingacorporatestandardforXMLinterfaces,designspecifications,etc.

Integratingandconsolidatingmiddlewareandhardware.

Enhancingor consolidating security architecture using a twofactorStrong Identification and

Authenticationmethod.

Constantinfrastructure

upgrades

consuming

too

many

resources,

and

not

having

enough

capacitytodonewprojects.

Beinglimited inselectingvendorswhohavethefunctionalityrequiredbyusers,becauseofthe

infrastructuretheirsolutionsarebasedonorgettinginvolvedinheavycustomization,leadingto

supportissues.

Stafftraininginnewtechnologies.

Risks:

Notgettingbuyinforchangeasaresultofnotinvolvingfrontlinemembers.

Deferringequipment

replacement

leading

to

increased

cost

for

maintenance

and

frequency

of

breakdownsduetoagingequipmentandtocurrency issuescreatingafrustratingenvironment

forendusersduetosloworlimitedcomputers.

Hiring processes are bureaucratic and lengthy, creating long gaps between a position being

vacatedandareplacementbeinghired.

ThetransitiontoITILpractices:

If not adequately resourced, ITS will not be able to properly execute the transition,

whichwillcreatesignificantresistancetothechange.

Wewillcontinuewithournonexistentorinconsistentmeasuresofservicedeliveryand

willbeunabletovalidatetheneedformoreresourcesorfunding.

Therearecurrentlyanumberofprojects,aswellasideasforstorageofdigitalimages,videos,

voice recordings, forms, anddocuments, that if carriedout independently,may result in the

creationofisolatedsystems.

Opportunities:

Acomprehensivecontentmanagementstrategy,whether it isdigitalortextualcontent,would

provideanopportunity for linkingand retrieving information regardlessof source,e.g.easily

creatingdisclosurepackagesforcourts.


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OngoingcontactandimprovedcustomerservicecouldresultinenhancedcredibilityofITS.

Availabilityof ITSresourceswouldallow ITStoworkwithenduserstoexploitthetechnology

that is already available to them, as well as identify opportunities to use new or different

technologytomaketheirworkfaster,easier,and/orbetter.

Support

for

the

records

information

business

transformation.

Supportforthepropertymanagementbusinesstransformation.

Supportforthedocumentmanagementbusinesstransformation.

OffpremisesworkforTPSpersonnel.

Onlineservicesforcitizens.

Voicerecognitiontechnology.


33/35

InfrastructureProgram

InordertoprovideahighlevelofservicetothecommunityandaddressthePriorities,itisimportant

thatTorontoPoliceService facilitiesand infrastructuremeet theneedsofServicemembers. The

InfrastructureProgram

combines

elements

of

the

Service

Capital

Building

Program,

the

Service

StateofGoodRepairProgram, the cityStateofGoodRepairProgram, and theServiceTenant

Initiated Renovation Program. The TPS Infrastructure Program outlines the work planned for

completion in TPS facilities over the next ten years (2009 2018), and outlines the capital and

operating funds that have been approved todate or forecast for the future. The Infrastructure

Program is reviewed regularlybyboth theServicesSeniorManagementand thePoliceServices

Boardaspartof theannualbudgetprocess. Thoseelementsof theProgram thatwillaffect the

Serviceatleastuntil2011aresummarizedbelow.

Spendingapprovedor

forecast($millions)

2009

2010

2011

PoliceTrainingFacility 5.10

Intelligence/OrganizedCrimeEnforcement 2.80

StateofGoodRepair 2.30 2.30 2.50

TPSInitiatedRepairs/Renovations 1.00 1.00 1.10

11Division 2.95 15.72 7.92

14Division 0.33 8.05 17.67

PoliceTrainingFacility:

The Police Training Facility program is currently underway and will be substantially complete in

January 2009. The new facility will replace and combine the Services C.O. Bick College, the

obsolete divisional Firearm Training Ranges, and the temporary UseofForce facilities. The

requiredfundingiscontainedinthecapitalbudget.

Intelligence/OrganizedCrimeEnforcement:

This program is intended to renovate and retrofit the existing cityowned facility to meet the

operational needs of the Service. In recent years, the needs of this operation have increased

substantially. Theprioritygiven to thisprogram has been reviewed and adjusted forward. The

funding

shown

is

the

estimated

cost

of

the

renovation

work.

All

design

work

is

complete

and

the

projectiscurrentlybeingtendered.

StateofGoodRepair:

Thisprogram isanongoing, fiveyearprogram for the repair,maintenance,andenhancementof

TPSfacilities. Thecurrentapprovedfundingextendsto2010. Fundingbeyond2010isbasedonthe


34/35

anticipated spending pattern of the previous fiveyear plan. The required funding is contained

withinthecapitalbudget.

TPSInitiatedRepairs/Renovations:

This isanongoingprogramthatprovidesfundingforemergencyrepairsandminorrenovations in

TPSfacilities. Approximately45%offundsareusedforemergencyandcontractedrepairs. Abouta

further20%isusedtofundunforeseenoperationalchanges. Theremainderofthefunding isused

forminorinternalrenovationsandOccupationalHealth&Safety(OHS)issues. Theannualbudgetis

based on historical spending patterns. The required funding is contained within the operating

budget.

11Division:

The11Divisionprogramisintendedtoreplacethecurrentfacilitywithanewbuilding. TheService

hasacquiredapropertyand is intheprocessofretainingtheservicesofanarchitect. Partofthis

programdevelopment

will

include

adivisional

boundary

adjustment.

Construction

start

is

scheduledforlate2009.

14Division(includingsubstation):

The14Divisionprogramisintendedtoreplacethecurrentfacilitywithanewbuilding. TheService

hasacquiredaproperty. Workonthisprojectwillcommenceearly in2009. Partof thisprogram

developmentwill includeadivisionalboundaryadjustment. TheTPS intendstoretaintheexisting

14Divisionsubstationforspecializedoperationswhenthemainbuildingisreplaced.


35/35

TorontoPoliceServicesBoard TorontoPoliceService

40CollegeStreet

Toronto,Ontario,Canada

M5G2J3

www.tpsb.ca

www torontopolice on ca

2009 to 2011 TPS Business Plan

Documents

Transcript of 2009 to 2011 TPS Business Plan