Police-Encounters-With-People-In-Crisis

can be considered for further promotion. 4 Generally, a constable may be considered for
reclassification to the next class of constable at the time of his or her annual
performance review, barring any performance or disciplinary concerns. An officer with
at least one full year of experience as a first class constable may apply to be promoted to
a supervisory-level position such as detective, sergeant, detective sergeant and staff
sergeant. Supervisors can in turn be promoted to senior officers, whose ranks include
inspector, staff inspector, superintendent, and staff superintendent. The ranks of deputy
chief and Chief of Police are the highest senior officers in the TPS.
6. The supervision provided at the divisional and platoon level is a critical influence
on Service members. As discussed in Chapter 3 (Context), the vast majority of
uniformed officers are assigned to divisional policing and specialty units. 5 The TPS has
previously identified staff development as a key priority: as more senior members retire,
the Service will have to promote qualified personnel to fill supervisory, management,
and specialized positions. It is crucial that the Service select the right people in
supervisory roles because these officers will be responsible for ensuring more junior
officers are given sufficient instruction, coaching and supervision. In particular, the TPS
is concerned that primary response officers receive training that enables them to
perform their duties effectively. 6
7. A TPS report from 2011 noted that its supervisors face a significant challenge
regarding officers in two age groupings: those over the age of 40, who require continued
opportunities for challenge and development in a job they have performed for many
years; and those under the age of 40, who, as compared to their older counterparts, are
described by the TPS as being more educated, technologically literate, diverse,
individualistic, and self-interested. The younger cohort is also said to demonstrate less
loyalty to the workplace and less deference to their superior officers, and to carry
increased expectations for rapid promotion and organizational accommodation for worklife
balance. 7
8. In 2003, the Ferguson Report concluded that one of the most significant
problems facing the TPS is lack of supervision, which stems from the promotion of
people to management positions without sufficient training and resources. 8 The
Ferguson Report linked inadequate supervision to the potential for misconduct and
corruption, a lack of confidence in the promotional process, and unethical behaviour. 9
4
Toronto Police Service, Policy & Procedure Manual, 4-10 “Uniform Promotional Process – Up to and Including the Rank of
Inspector” (Toronto, ON: Toronto Police Service, 2008) at 3.
5
Toronto Police Service, Planning for the Future… Scanning the Toronto Environment (Toronto, ON: Toronto Police Service,
2011) at 200, 294.
6
Id. at 216.
7
Id. at 200. The Las Vegas Metropolitan Police Department offers an innovative approach to staff retention - supervisors double as
career counsellors, providing advice to officers on a voluntary basis. Training for the Career Development Program includes the
following: general counselling techniques; tools for assessing an employee’s knowledge, skills and abilities; awareness of best
practices in other jurisdictions; and knowledge of internal opportunities and outside resources. See Las Vegas Metropolitan Police
Department, Partners with the Community, 5/101.50 “Career Development Program” at 206 [Las Vegas, Partners].
8
George Ferguson, Review and Recommendations Concerning Various Aspects of Police Misconduct, Volume I, Commissioned by
Julian Fantino, Chief of Police, Toronto Police Service (January 2003) at 23 [Ferguson, Review].
9
Id. at 24-25.
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