Police-Encounters-With-People-In-Crisis

the TPS must participate in an annual performance review, which involves a written
evaluation by their supervisors. Supervisors must rank officers as to whether they meet,
exceed, or do not meet expectations in a variety of performance categories, including
personal, technical and core competencies. Supervisors are expected to discuss with the
officer his or her responsibilities and development plan, as well as ensure that he or she
has received sufficient human rights training. 28
42. There are also opportunities for informal feedback and evaluation, such as
debriefing incidents that occurred during a shift or reviewing Use of Force Reports to
identify training needs. However, it is difficult to implement quality controls on these
measures because each supervisor may use these opportunities with varying frequency
and levels of focus.
43. The Review heard that the Service faces challenges in making the annual
performance review process constructive and meaningful for members. Officers may not
take evaluations seriously unless they are accompanied by positive or negative
consequences, such as promotions, awards, training requirements, or disciplinary
measures. As discussed below, the legislative framework for police discipline and
dismissal makes it difficult for the TPS to correct performance through disciplinary
action. In this respect, the Service differs from most other professions, where it is
understood that poor performance can lead to dismissal, even when the individual has
not been disciplined or found guilty of misconduct.
44. The performance review process can be used to ensure that officers receive
positive reinforcement for appropriately de-escalating situations with people in crisis.
Such skills should be evaluated and noted in the review process, and officers who have
excellent de-escalation and communication skills should be recognized at the divisional
and service-wide levels. Similarly, performance reviews that reflect the quality of
officers’ skills in managing mental health crises could be very useful in the promotional
process. De-escalation and communication skills, as well as experience, should be
considered when assessing candidates for promotion to higher ranks and specialty units.
E. Discipline
1. Applicable legislation
45. The Police Services Act (PSA) governs complaints against officers made to the
Office of the Independent Police Review Director (OIPRD) and to the TPS directly. 29
Regardless of whether the OIPRD refers complaints against officers to the Chief of
Police, a member of the public makes a local complaint to the TPS, or the Chief of Police
makes a complaint about a TPS member, the issue is dealt with through internal
discipline procedures. The focus of this section is on those internal procedures.
28
Toronto Police Service, 809 “Uniform Performance Appraisal and Development Plan: Constable” (Toronto, ON: Toronto Police
Service, 2o12); see also Toronto Police Service, Uniform Performance Appraisal and Development Plan – User Guide (Toronto,
ON: Toronto Police Service, 2002).
29
Police Services Act, R.S.O. 1990, c. P-15 [PSA]; Public Complaints - Local Complaints, O. Reg. 263/09 [Complaints].
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