Action Plan The Way Forward

TAKING ACTION TABLES
RECOMMENDATION
DESCRIPTION OF RECOMMENDATION
PROGRESS TO DATE
As of Dec31 2016
NEXT 90 DAYS
BEYOND 90 DAYS
ANTICIPATED
COMPLETION
(to be validated in
proof of concept)
22. Alternate or shared delivery of
background screenings
The expanded use of contract agents to conduct background screening as part of the Toronto Police Service’s
hiring process. The current approach involves a combination of officers and contract agents. Officers who are
currently part of this function would be redeployed to other priorities.
Request for Information
and subsequent scoring
completed.
Conduct best practice
discovery and systems
review, initiate cost
modeling.
Conduct cost modeling
and analysis, conduct
Request for Proposal,
select service provider,
execute transition of
services.
2019
23. Investment in 9-1-1
Consultation with the City of Toronto on implementing a 9-1-1 cost recovery fee that would recoup the cost
of providing these services to all land and wireless telephone users. The recovery fee would also provide
the foundation for future investments in new 9-1-1 technology including allowing the Service to receive
text messages, photos, videos, and better location information. Currently, the Toronto Police Service’s
Communications Centre is the answering point for police, fire, and paramedic services. The costs to staff,
operate and maintain these operations are covered though the Service’s budget. At present 9-1-1 cost
recovery fees are in place in eight other provinces.
City of Toronto has been
engaged and a strategy
proposed for an approach
to the Province of
Ontario.
Upon receiving a
commitment for
legislative change from
the Province, establish
partners, conduct
systems and legislative
reviews, conduct proof
of concept, establish
governance.
During and after
Provincial legislative
change, continue
planning, develop
communications &
training strategies and
implement.
2019+
(Multiple Phases)
24. Comprehensive culture change
and human resources strategy
A comprehensive approach to culture change that considers all the ways in which culture is embedded in the
organization. The culture change starts from within, how the TPS operates and manages as a public service
organization. It also involves an external focus in terms of how the TPS services and engages with the public,
stakeholders and partners.
The approach focuses on four key strategic fronts:
• Leadership and decision-making - sustained effort to overcome natural resistance and to keep the
organization focused and on track
• People management and human resources strategies - a comprehensive people management and Human
Resources (HR) strategy for the Service
• Structures and business processes - significant changes to structures and processes across the organization
that serve as important levers of cultural change
• Use of technology and management information - technology and information management initiatives that will
both enable and drive culture change (e.g. Connected Officers, Enterprise Business Intelligence, Assessment of
IT Services and Open Data for Change)
Conducted review of
Human Resources
function, enhanced
Strategy Management
Office to plan,
implement and oversee
modernization and
have integrated human
resources leadership into
modernization efforts.
Receive final review
of Human Resources
services, restructure
Human Resources
and Organizational
Development
structures, develop
an overall Human
Resources plan, align
work on culture and
Human Resources.
Complete a culture
assessment (within first
6 months) and develop
an integrated project and
change management
strategy.
Ongoing
(This is an ongoing
strategy that
will be updated
regularly and its
implementation
will therefore also
be ongoing)
56 TORONTO POLICE SERVICE | TRANSFORMATIONAL TASK FORCE REPORT FINAL REPORT TORONTO POLICE SERVICE | TRANSFORMATIONAL TASK FORCE REPORT FINAL REPORT 57