TPS service priorities for 2014 - 2016 are divided into three categories with six goals for each:
- Safe Communities & Neighbourhoods
- Economic Sustainability & Operational Excellence
- High Quality, Professional Service to the Community
Safe Communities & Neighbourhoods
Goals:
1. Enhance prevention and enforcement activities focusing on violent crime and illegal drug activity to reduce crime and improve perceptions of safety in neighbourhoods.
Key Strategies:
Improve crime management and
intelligence-led processes to better identify areas within neighbourhoods
experiencing heightened level of violence (guns, gangs, drugs) and use
resources effectively to prevent criminal activity, and arrest and prosecute
offenders.
Expand co-operation with criminal justice
agency and other security partners, including information sharing, training,
and joint projects, to prevent and respond to violent crime.
Develop a communication strategy using both
traditional and social media to inform the public about policing activities,
services, and on-going investigations.
2. Improve support for victims and witnesses affected by crime or violence, by referral to appropriate services.
Key Strategies:
Implement the Victim Witness Support Plan
to enhance the capacity of front-line officers to respond effectively to the
needs of victims and witnesses.
Develop an auditing process in divisions
and investigative units to ensure that a Victim Services referral has been
offered in each case where a victim is identified.
3. Improve road safety and traffic flow for pedestrians, cyclists, and motorists, using technology where possible.
Key Strategies:
Expand messaging to pedestrians, seniors,
cyclists, motorists, and motorcycle operators, using both traditional and
social media, to promote awareness of and provide education on road safety.
Enforcement initiatives will be used to reinforce messaging.
Identify chronic unsafe, high collision,
and restricted traffic flow locations for targeted enforcement initiatives or
other appropriate resolutions by the city or province.
4. Contribute to and foster neighbourhood-initiated efforts to strengthen a sense of community, address signs of physical disorder, and engage more proactively with community members.
Key Strategies:
Strengthen Service participation in
proactive neighbourhood activities and problem-solving initiatives, by
involving a broader range of skills and functions (e.g. TAVIS, Community
Response, Neighbourhood Officers, Traffic Services, Mounted, Communications,
Corporate Communications, etc.).
Increase investigator attendance at and
active participation in neighbourhood-initiated events, such as town-halls and
Community Police Liaison Committee meetings, to address concerns related to
violent crime.
5. Enhance officer ability to effectively interact with emotionally disturbed persons, particularly those with mental illness.
Key Strategies:
Review and implement recommendations from
the Honourable Frank Iacobucci’s report, Police Encounters with People in
Crisis, including recommendations relating to selection of police officers,
training, supervision, use of force, Mobile Crisis Intervention Teams, etc.
Continue to develop and deliver, in
conjunction with external partners, training, courses, and mental health
resources to all members who deal with or may potentially deal with an
emotionally disturbed person.
6. Improve public and Service member awareness of vulnerabilities associated with use of the Internet and cyber devices.
Key Strategies:
Continue to provide information to the
public on issues such as phishing, identity theft, and Internet vulnerabilities
using both traditional and social media (e.g. #Fraudchat, videos,
booklets/pamphlets, etc.).
Continue to provide information, through both
traditional and social media, to Service members on risk management issues
related to technology use, such as those identified by Operation ReBoot.
Economic Sustainability & Operational Excellence
Goals:
1. Align Service programs with core or priority service requirements to ensure Service resources are used most efficiently.
2. Continue to assess and invest in operational processes and partnerships to improve effectiveness, efficiency, and sustainability of operations.
Key
Strategies:
Continued review and
implementation of recommendations arising from the Chief’s Internal
Organizational Review of internal and external processes, including potential
changes in civilianization, automation, and call types attended.
Using agreed upon core policing service
requirements, develop a checklist of desirable outcomes against which all
Service programs may be assessed for alignment.
Key Strategies:
Continue to refine business processes with
external partners, such as the City of Toronto’s 3-1-1 service, EMS, and By-Law
Enforcement, etc., to re-direct calls for more appropriate response by other
city agencies and improve call handling and processing time.
Continue implementation of the
Neighbourhood Hub Model in a multi-agency collaboration to intervene in and
thereby prevent opportunities for individuals to engage in criminal activities,
and to ensure the appropriate social or government agency is the first
responder.
Assess opportunities for increased
participation in shared services with the City of Toronto and other police
agencies to increase process efficiency (purchasing processes and
co-operatives, fleet management, administration, etc.).
3. Set measurable standards to optimize service delivery and resource appropriately, including, but not limited to, standards relating to response time to calls for service and resource use/deployment (for example, use of specialized teams such as MCIT, supervisors, centralized investigative units, etc.).
Key Strategies:
Establish a Working Group to develop time
standards for response to calls for service by divisional Primary Response and
other support units (i.e. units from Public Safety Operations and Detective
Operations) that reflect staffing levels.
Continue participation in the evaluation of
the MCIT program being carried out by the Centre for Research on Inner City
Health, St. Michael’s Hospital.
Establish a major case response protocol
between divisions and Detective Operations which clearly defines lead and
shared responsibilities for investigations falling within the mandate of a
Detective Operations unit.
4. Improve human resource management and accountability within the Service, including the development of:
- personnel evaluation and monitoring processes/tools that better reflect expectations relating to member performance,
- management/leadership training that enables supervisors to better manage and guide member performance, and
- comprehensive succession planning processes for both uniform and civilian members.
Key Strategies:
Establish and staff a Human Resources &
Performance Management unit to be responsible for the co-ordination, management
and execution of activities such as performance evaluation and management,
leadership development, professional development, succession planning, etc.
Assess existing performance management and
personnel development processes and tools to identify and address limitations,
as recommended in the Chief’s Internal Organizational Review.
5. Use and invest in technology to support administrative, operational, and investigative improvements and efficiencies.
Key Strategies:
Conduct a pilot project to assess and
evaluate the operational benefits of using body-worn cameras throughout the
Toronto Police Service and the different body-worn cameras currently in the
market.
Continue to implement, upgrade, and support
the Service’s integrated records and information management (Versadex) and
disclosure management (eJust) systems.
Improve the ability of the public to report
to police through expansion of on-line reporting capabilities and capacity,
through upgrade of telephone and network infrastructure to support next
generation 9-1-1, and through planning and upgrade toward text to 9-1-1 for
hearing impaired community.
6. Continue to develop and improve the Service’s capacity to deal with crimes committed involving or using technology.
Key Strategies:
Assess and implement recommendations from
Operation ReBoot to maximize the efficient and effective use of
cyber-technology to continually improve the quality of police investigations
and services.
Equip and staff the Computer Cyber Crime
section of Intelligence Services at a level that ensures the Service’s capacity
to process computers and cell phones related to offences in an effective and in
a timely manner.
High Quality, Professional Service to the Community
Goals:
1. Continue to grow and support a diversity of perspectives within the Service.
Key Strategies:
Encourage members to provide innovative
ideas that address unit-level or Service-level issues or problems by providing
positive feedback and/or formal recognition.
Establish unit-level working groups or
committees to present and consider suggestions towards improvements of unit
practices, processes, and wellness.
2. Assess and use the knowledge, experiences, and skills of members to improve the delivery of services to and interactions with the community.
Key Strategies:
Develop a comprehensive Service-wide
inventory of member skills, abilities, and experience relevant to the
organization, accessible to police managers/supervisors to facilitate a more
effective use of resources.
Encourage the practice of multi-unit case-conferencing
and debriefing to share knowledge, experiences, and lessons learned from
different perspectives.
3. Define, develop, communicate, and implement a customer service strategy.
Key Strategies:
Research the most effective way to develop
the organizational culture to enhance delivery, through person-to-person
interactions, both between Service members and with the community, with the
objective of increasing Service member and public engagement. Based on the
information collected, develop and implement a comprehensive customer service
strategy.
Develop and deliver a communication plan
that tells both members of the Service and members of the community about the
goals and expectations of the new customer service strategy.
Develop corporate training standards for
the customer service strategy that can be used to inform members and recruits,
and encourage a different way of thinking about providing customer service.
4. Deliver professional, ethical, bias-free service, both to members of the public and within the organization.
Key Strategies:
Continue the implementation of the
recommendations from the Police and Community Engagement Review (PACER) that
support professional, ethical, and bias-free service both to the community and
within the Service.
Review and implement the recommendations
from the evaluation carried out by the Diversity Institute, Ryerson University,
of the Human Rights Project Charter, which aimed to identify and eliminate any
discrimination that may exist in Board or Service policies and practices, and
to identify and eliminate any discrimination that may exist in the provision of
policing services.
Enhance, at the unit level and at the
Toronto Police College, learning related to delivery of professional, bias-free
service, including Fair and Impartial Policing and the Intercultural
Development Program.
5. Implement organizational and operational changes that address concerns of bias, discrimination, and profiling, including racial profiling, to improve public trust and confidence.
Key Strategies:
Continue the implementation of the
recommendations from the Police and Community Engagement Review (PACER) that
address changes to governance, performance and information management,
operations, training, etc.
Ensure that supervisors are available to
provide guidance and assistance to front-line members, and that supervisors
hold accountable those members who behave in an inappropriate or unprofessional
manner.
6. Review and improve application of training and professional development processes to ensure that members have opportunities to improve and continually develop the range of skills and cultural competencies needed to police effectively within the City of Toronto.
Key Strategies:
Encourage unit commanders to establish
career development opportunities within their units and to support member
application for short-term career development positions in other units.
Ensure that all training opportunities
support the delivery of effective services and are allocated fairly and
transparently to members.
Encourage unit commanders to provide, as
practicable, opportunities for members to take on more challenging projects or
tasks within their current position.
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