Action Plan The Way Forward

REPORTING ON
7 PROGRESS
The essence of our approach in this area is that what gets measured gets
changed. Stakeholders need to be able to clearly follow the advance of
implementation and determine whether those plans are leading to tangible
outcomes and real change. We also want this reporting to be radically different
from anything in the past and readily accessible to everyone.
Quarterly reporting to the Toronto
Police Services Board
Active accountability for modernization begins with the
Toronto Police Services Board. Overseeing modernization
will be the Board’s most important priority over the
next several years. The Board will need to support the
Service with resources, advocacy, advice, and priority setting.
At the same time it will need to monitor, probe, and
challenge where necessary. This commitment is reflected
in the decision made on July 21, 2016 to accept the Task
Force’s final report as the Board’s three-year 2017-2019
Business Plan.
We are recommending that the Service report on progress
quarterly to the Board and share these updates with
the public. These reports will be framed by the Strategy
Map, encompass all modernization activities and initiatives
underway, and include both outcome and process
measures.
Outcome measures will tell us as a city whether the
intended outcomes of modernization are being achieved.
They will answer questions of fundamental importance,
including
• Is the police service trusted?
• Are communities safe?
• Are the police where people need them to be?
• Do residents and Service members feel they have
meaningful opportunities to participate in the
change process?
• Do people and Service members believe the culture
of the Service is changing?
Process information will include things such as the status
of work on individual recommendations, including
analyses completed, actions taken, milestones reached
and deliverables. This information will allow the Board,
the public and Service members to measure whether the
work is proceeding on time and on budget. Information
about ongoing community and Service member engagement
processes will also be included.
Opening up the conversation
Working with the Service, we have developed and are
recommending an initial Modernization Scorecard. When
fully realized, it will be comprehensive, transparent, accessible
to all and an example of culture change in action.
In presentation and content, this Scorecard will be profoundly
different from any current and past approaches.
We intend it to radically change the conversation
between the public, the Board, and the Service by providing
the public and Service members at all levels with
the information they need to hold the Board and the
Service’s leadership accountable for change.
It will include comprehensive information about the
status of modernization – including all key outcome
and process measures. Some of the information is not
new but has never been made available to the extent and
in the ways we are recommending. Other information,
such as the status of action plans, will be new. But new
or existing, information has never been brought together
in this way before. This transparency will be invaluable
in strengthening internal accountability and identifying
opportunities to enhance performance.
We anticipate that the first version of the Scorecard will
be available online within 90 days of our action plan
being submitted to the Board. It will be a live reporting
tool, meaning that the information will continue
to change and be updated regularly. It will also be a
work-in-progress as the Service will be inviting public
and Service member input on the tool so that it can be
refined further.
The Scorecard will have three sections:
1. Modernization Outcomes
The information in this first section (see figure 1) will
allow the public and Service members to assess progress
on the outcomes of modernization as reflected in the
Strategy Map. For example, is the Service:
• Where the public needs it to be?
• Embracing partnerships to create safe communities?
• Focusing on the complex needs of Toronto?
Figure 1
It will include scoring of the Service’s performance by
the public, including measuring confidence in police
officers, satisfaction with service levels, perceptions
of safety, as well as whether the Service is fulfilling its
promise to be accountable, transparent, inclusive, and
affordable.
It will also include scoring by Service members on a
range of fronts including job satisfaction, adequacy
of training and the extent to which members believe
the Service is fulfilling its promise to be accountable,
transparent, inclusive, and affordable.
The public and Service members will be able to
connect these ratings to the results of comprehensive
employee surveys that are conducted annually by the
Service, as well as the results of surveys of the public
and community organizations that are conducted for
the Service by an independent third party.
* All information will be available, online, within 60 days of the Final Report’s release.
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