Chief’s Internal Organizational Review Presentation to the Special Board Meeting

December 11, 2013

Agenda •

Board Request

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Overarching Vision and Mandate of the CIOR

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The CIOR Processes

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Reviews in Implementation

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Reviews Ongoing

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Reviews Concluded

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Status of Recommendations

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Budget Impact Summary

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Conclusion

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Chief’s Internal Organizational Review – Overview

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. 4

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.

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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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CIOR Scope •

Comprehensive, disciplined review examining the manner in which the Service delivers its • policing, • infrastructure and • administration

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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. 7

CIOR Scope •

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 8

CIOR Achievement •

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

Policing Services: • • •

• • • • •

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Infrastructure • • •

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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

Organizational structure Training Right number review creation of staff modeling tool

Administration •

Response to paid duties 9

CIOR Status of Initiatives

Employee Engagement Index

Number

Suggestions from members

113

Ideas Generated by members

58

Reviews Proposed by members

29

CIOR Product •

22 Reviews conducted

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

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7 Reviews ongoing

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

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CIOR Process

CIOR Resources • • • •

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

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CIOR Process

• • • • • • • • •

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) 13

CIOR Process •

Academic literature review

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Benchmarking policing activities nationally and internationally

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

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Analysis of previous audits and recommendations – – – – – – –

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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)

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Communications – RO Announcing CIOR

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CIOR Process - Website

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CIOR Process - Website

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CIOR Process - Website

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CIOR Process - Website

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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 - Documentation

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CIOR Process - Documentation

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CIOR Process

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CIOR Process •

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

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A-Team

A-Team

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CIOR Process

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CIOR Process: Portfolio Management

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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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CIOR Process: Final Report - Cost/Benefit Analysis

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CIOR Process: Final Report - Cost/Benefit Analysis

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CIOR Process: Final Report - Cost/Benefit Analysis

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CIOR Process: Final Report - Cost/Benefit Analysis

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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

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The Reviews

The Reviews – in implementation 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

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

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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The Reviews – in implementation CopLogic Expansion and Shoplifting Diversion from PRU •

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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

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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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CopLogic Review Recommendations

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.).

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The Reviews – in implementation 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 51

Civilianize Forensic Identification Review Recommendations

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

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The Reviews – reviewing to implement 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

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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Civilianization of SOCO Review Recommendations

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

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The Reviews – in implementation 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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The Reviews – in implementation 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

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

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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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The Reviews – in implementation •

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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Organizational Structure Review Recommendations

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.

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The Reviews – in implementation 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)

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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 61

Traffic Technology Review Recommendations

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.

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

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The Reviews – in implementation 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.

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Board Next Steps: Approve job descriptions, appointments, hiring, one time costs in facilities as identified

Vision Alignment

Economical, Efficient

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 63

Civilianization and Centralizing of the School Crossing Guard Program Review Recommendations

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

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The Reviews – in implementation 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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Training and Course Facilitation Review Recommendations 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.

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The Reviews – in implementation 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

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Board Next Steps: Approve contract hires

Vision Alignment

Economical, Efficient

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. 67

Employment Background Consultants Review Recommendations

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

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The Reviews – in implementation 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

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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)

Cost Implications

None

Staff Implications

More efficient application of HR to events 69

Special Events Review Recommendations 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.

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The Reviews – in implementation 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

Cost Implications

None

Staff Implications

More effective service delivery to the community. Officers available in specialized functions 7 days a week 71

Flexible Shift Schedule Review Recommendations

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. 3) 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 formalized communication process between members of all teams that are assigned to the 8 and 6 schedule. 4) 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 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. 6) 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 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.

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The Reviews – in implementation 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

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Board Next Steps: Approve hiring, consider approving any recommendations re establishment change

Vision Alignment

Efficient, Effective, Excellence

Estimated Savings

None

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. 73

The Right Number Review Recommendations

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.

74

The Reviews – in implementation 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

Vision Alignment

Efficient, Effective, Excellence

Estimated Savings

None

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 75

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

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.

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Community Engagement and Intelligence Gathering (PACER) Review Recommendations (2) 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.

77

Community Engagement and Intelligence Gathering (PACER) Review Recommendations (3)

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.

78

Community Engagement and Intelligence Gathering (PACER) Review Recommendations (4)

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

79

The Reviews – reviewing to implement 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

Vision Alignment

Efficient, Effective, Excellence

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 80

The Reviews – ongoing review 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

Vision Alignment

Efficient, Effective, Excellence

Estimated Savings

TBD (will result in reduction of duplication of equipment and premium pay)

Cost Implications

None

Staff Implications

Functions reassigned across Specialized Operations

81

The Reviews – ongoing review 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 82

The Reviews – ongoing review 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 Vision Alignment Efficient, Effective, Economical Estimated Savings

To be determined

Cost Implications

To be determined (may be reduction)

Staff Implications

More effective assignment of staff to emergency response and community problems

83

Internal External Review (interim) Recommendations

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.

84

The Reviews – ongoing review 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

Vision Alignment

Efficient, Effective, Economical

Estimated Savings

To be determined

Cost Implications

To be determined

Staff Implications

More effective assignment of staff to emergency response and community problem solving 85

The Reviews – concluded – ongoing evaluation 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.

Vision Alignment

Efficient, Economical, Excellence

Estimated Savings

To be determined

Cost Implications

Associated to civilianization

Staff Implications

Increased expertise/competency at crime analysis

86

Civilianization and Combining Divisional Positions Review Recommendations

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.

87

The Reviews – concluded no action 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.

Vision Alignment

Economical

Estimated Savings

NA

Cost Implications

NA

Staff Implications

NA

88

Review to Close D13 and D54 Recommendations

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

89

The Reviews – concluded no action 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.

Vision Alignment

Economical

Estimated Savings

NA

Cost Implications

NA

Staff Implications

NA

90

Outsourcing of Courts Screening Positions Review Recommendations

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.

91

Status of Recommendations

Status of Recommendations 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)

93

Status of Recommendations 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 94

Conclusion •

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

95

Civilian Impact

2014 Budget (in Impact $1,000s )

Flexible Schedules for Specialized Units (8&6)

tbd

tbd

tbd

2

Divisional Prisoner Management

2a

Court Services Efficiency Initiatives

3

TPS Auxiliary Policing Program

+0

+0

$-

4

Civilianize Forensic Identification positions

-4

+4

$122.7

5

CopLogic and Theft (shoplifting) Call for Service Diversion

+0

+0

$45.0

6

Accenture - Organizational Structure, Span of Control, Civilianization, Delayering Review

7

Traffic Safety and Technology (Technology part in implementation – still reviewing centralization (A))

8

Civilianization and Centralizing of the School Crossing Guard Program

9

Training and Course Facilitation (TPC)

10

Employment Background Consultants

tbd

tbd

$549.6

11

Special Events Resource Assignment

tbd

tbd

tbd

-85

tbd

+85

tbd

tbd

tbd

+0

+0

tbd

tbd

tbd

tbd Existing court officer positions redeployed; impact on planned court officer hiring unknown Court Services tasked with identifying efficiencies that could reduce staffing requirements None Cost to hire 3 positions in 2014 and 1 in 2015 Anticipate minor costs in 2014; currently being refined Various civilianization initiatives proposed; some overlap with other initiatives; impacts continue to be determined

-$1,950.3

tbd $-$81.8 $-

tbd

tbd

Potential one-time facility renovations and equipment requirements

Cost to hire 11 civilian positions; potential one-time facility renovations, equipment req'ments; potential offset with funding from City

-$601.7

Cost to hire 7 civilian positions, beginning in 2015

-$406.1

-14

+11

$446.4

-9

+7

$-

Comments program impact

Uniform Impact

1

Program (in $1,000s)

Description

Comments budget impact

Item #

Determined Budget Impact 2014/2015

Partial implementation in 2014 (still need to confirm future plans). Will reduce uniform establishment tbd

tbd

tbd tbd

Savings of 85 uniform positions offset by cost of 85 civilian positions Court Services tasked with identifying efficiencies that could reduce staffing requirements None Savings of 4 uniform positions offset by cost of 4 civilian positions Frontline efficiencies (up to 6,000 officer hours per division) Various civilianization initiatives proposed; some overlap with other initiatives; impacts continue to be determined tbd Savings of 14 uniform positions offset by cost of 11 civilian positions (note: program requires 12 civilians; one currently established) Savings of 9 uniform positions offset by cost of 7 civilian positions Savings of $1.0-$1.5M anticipated upon full implementation tbd

96

Description

Uniform Impact

Civilian Impact

2014 Budget (in Impact $1,000s )

12

The Right Number Review

tbd

tbd

tbd

Final decision will impact uniform establishment #

tbd

tbd

tbd

tbd

$-

n/a

$-

Not implemented.

13 14 15 16 17 18 19 20

Outsourcing of Courts Screening Positions Closing Divisions – 13 and 54 Divisions Civilianization and Combining of Divisional Positions Multi-Agency Collaboration to Assist Community Development – HUB Model Emergency Services Efficiencies Review Community Engagement and Intelligence Gathering Customer Service Review Internal External Processes (includes civilianization and automation)

Program (in $1,000s)

+0

+0

$-

n/a

$-

Not implemented.

+0

+0

$-

n/a

$-

Not implemented.

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

tbd

Potential one-time facility renovations and equipment requirements

21

Duty Operations Centre Review

+0

+0

tbd

22

Civilianization of SOCO Positions

-10

+10

$405.9

-122

117

$1,569.6

TOTAL

Comments budget impact

Item #

Comments program impact

Determined Budget Impact 2014/2015 (2)

Anticipated further civilianization in future years, amount tbd

$

-

-$229.4

Frontline deployment efficiencies anticipated 10 positions * marginal savings between PC and civilian ranks; potential for further civilianization 2015-2016

-$ 3,269.3

97

98