Commission on the Reform of Ontario's Public Services

Many factors have contributed to the rising cost of policing, including technology and
increasing labour costs; the changing nature/complexity of crime and the complexity of the
criminal justice system; and federal legislative changes. At the same time, public expectations,
demographic change and environmental factors influence policing. Policing is an essential
service for the maintenance of public safety and is also one of the fastest-growing areas of
public expenditures in Canada. Stakeholders such as the Ontario Association of Chiefs of
Police, Ontario Association of Police Services Boards and municipalities have voiced concerns
over rising policing costs and the risk that this poses to the provision of police services in
the future.
The <strong>Commission</strong> recommends that the province review and define the core responsibilities
for policing services to eliminate use of police officers for non-core policing duties. Instead,
alternative models of service delivery can be used that would result in improved fiscal
sustainability for police services throughout Ontario. Alternative models of police service
delivery could include increasing use of private security and expanding the role of special
constables, in circumstances deemed appropriate. The review should examine a range of
alternative models of police service delivery, determine the relative costs of the various
security providers for service delivery and evaluate their respective advantages.
Alternative Service Delivery for Non-Core Services in Corrections
Recommendation 14-5: Use alternative service delivery for the delivery of non-core services
within correctional facilities, where it is feasible.
Using alternative service delivery for non-core services would help to bend down the cost
curve within the sector by taking advantage of the potential for cost savings and efficiencies
and the ability to use the private sector. Currently, MCSCS provides a number of services
under the purview of corrections that are not necessarily core correctional service business
functions, such as inmate transportation and community escorts, inmate health care, food
services and laundry services. Use of alternative service delivery arrangements would enable
MCSCS to focus on the delivery of core correctional services business functions, such as
the safety and security of institutions and supervision of offenders in the community. The
<strong>Commission</strong> notes, however, that this would have to be examined on a case-by-case basis
because there is a high probability that implementation of this recommendation would require
upfront investment capital to produce the requisite savings for the sector over the longer term.
Facilitating Voluntary Movement towards Municipal Centralized Bargaining for Police and Fire
In Chapter 15, Labour Relations and Compensation, we recommend that the province facilitate
a voluntary movement to centralized bargaining, for municipalities, particularly in relation to
police and firefighting bargaining. Please refer to that chapter for a more complete discussion
of this recommendation.
356