2014 - 2016 Service Priorities

TPS service priorities for 2014 - 2016 are divided into three categories with six goals for each:
  1. Safe Communities & Neighbourhoods
  2. Economic Sustainability & Operational Excellence
  3. High Quality, Professional Service to the Community

Safe Communities & Neighbourhoods


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


1.  Align Service programs with core or priority service requirements to ensure Service resources are used most efficiently.
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.

2.  Continue to assess and invest in operational processes and partnerships to improve effectiveness, efficiency, and sustainability of operations.

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


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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