how to write a annual report"how to write a annual report"
FINLAYS Colombo Annual Report a refreshing change
Finlays Colombo's 2009 Annual Report is a revelation. This is for many reasons. But what was more striking hence the decision to highlight is the usage of a snapshot of the company's key stakeholders.
Perhaps other companies in the past in their annual report may have featured their engagement with stakeholders but the manner in which Finlays Colombo 2009 Report had done it is exceptional, hence commendable.
Indeed, there is a deserving superimposition, especially one of a differently-abled worker and a recipient of the company's CSR initiative. Perhaps for the first time in an annual report, an ordinary shareholder also gets pride of place, added with a personally signed message. Indeed, all select persons picked to represent different stakeholders have an authentic message signed off.
Walking the talk The overall effort by Finlays Colombo is one that is akin to taking that extra step, adding true value and also walking the talk. The standard flashy images of Board of Directors has been relegated to later pages making room to highlight the more important and perhaps the real stakeholders of an organisation. The effort has certainly infused greater life and credibility to an Report.
Consider the message of the share holder: "As a shareholder of Finlays Colombo PLC, am pleased to pen a few lines for publication in the Company's Annual report. "As a member of an older generation, I place great value in such concepts as integrity, history, culture, experience, family, sustainable and responsible growth and so on, concepts which, I might add, are fast disappearing in cor porate Sri Lanka. Finlays possesses these attributes - and more!
"As an investor I look for a safe and reasonable return for my investment - a return based on responsibility by the company in the environment in which it does business. Finlays delivers on this expectation and has also evolved and changed to meet the challenges of the present, and future. The profile of the company today is materially different to what it was just 10 years ago. At its core, though, its ideals remain unchanged.
"I am secure in the knowledge that my investment is in a company of value - value in terms of return and in terms of responsibility and history. It is an investment which I can pass on to my family with some pride and which in turn, I have no doubt, they will value as well.
"I wish the company many more decades of successful business in Sri Lanka. With best wishes, Mr. Abhaya Wekunagoda Shareholder, Finlays Colombo PLC."
One may tempted to write off the shareholder comments as very complimentary but the idea of giving the due space in an annual report to a shareholder is indeed noteworthy. The placement of real stakeholders in relevant sections of the Finlays Colombo annual report to buttress the company's progress in the year makes greater relevance.
Flagging off the chapter on the company's community initiatives is a student from a school in Polwaththa. Her message read:
"I am Shanika. English is my favourite subject. I go to English class on Saturday. We have our class at community hall. I enjoy learning English in that class. The teacher is kind and helpful. He teaches us a lot in the class. I love to sing, play and learn English in my class with my friends. I want to become an English teacher one day. I am waiting for my English class on Saturday.
Shanika Maduwanthi G/Sri Buddhadaththa College Polwaththa."
The only excusable irritation perhaps is a shareholder or a stakeholder
having to turn too many pages to find out the bottom line of Finlays Colombo. Furthermore, the Review of the Finlays Colombo Chairman Kumar Jayasuriya in the form of an interview is not new as this format had been used in the past by other companies as well. Nevertheless, such format in the 2009 Annual Report ensures continuity of the differentiation as well as frank and true to life presentation format.
n an overall sense, Finlays 2009 Report is not cosmetic but a refreshing change that would win the praise of many.
Challenges and progress in 2009 Despite a challenging year, Finlays Colombo in 2009 had reported a net profit attributable to ordinary shareholders of Rs. 309.7 million higher in comparison to Rs. 216.3 million in the previous year. Group revenue was Rs. 4.5 billion, up from Rs. 4.2 billion a year earlier. Earnings per share had increased from Rs. 6.18 to Rs. 8.85 whilst dividend per share rose from Rs. 3 to Rs. 4.50.
n his response to the first question, "Could you comment on Finlays' overall performance during 2009? From a Group perspective, were the results above, below or in conformity with expectations?" Jayasuriya responds: "Overall we had a satisfactory year. All the financial indicators were favour able. Our profit before tax grew by 40%, free cash flow by 6% and our return on invested capital was 14.5%. Accordingly, we have distributed a dividend per share of Rs. 4.50. These numbers were better than we had budgeted, so it is true to say we performed better than expected. must, however add, in all fairness, that these results are buffered by the profits we earned in the first half of the year, when tea prices were low and the full impact of the recession had not hit the major markets in which we operate. Profitability in the second half is a more realistic indicator of our per formance; find it more satisfying that we were able to achieve our budgeted targets during this period as well."
The last question was: "Could you sum up Finlays' year in a sentence?" to which the Chairman responded as saying: "would say it was a year when our business model, strategy and man agement skills were stress-tested and found to be both relevant and robust. might however, add, that strategy and management are only part of the story. We could not have negotiated the year's challenges so successfully if not for our people, and would like to thank all our employees for their loyalty, dedication and teamwork. must also thank our customers for their continued patron age, regular feedback, and the spirit of cooperation and goodwill we have devel oped together these many years."
With regard to what the Board's expectations were in 2009 Jayasuriya said in addition to pursuing the agreed strategic direction in order to build a sustainable business for the future, the Board's expectations were that, during the year, the management team would effectively contain the impact of the risks and uncertainties of the global economic meltdown on our businesses, and in doing so, devise and implement
a robust response to the challenges we faced. These expectations were met.
Elaborating on the challenges the Chairman said being a conglomerate in a serious recession like the one the world has just faced, different business es are faced with different challenges. "Whatever the business, our underlying consideration is always to remain com petitive, while mitigating risk through a comprehensive risk management process.
"In Finlays' export businesses, credit and currency risks had to be managed daily. The company's manage ment chose to hold market share at the expense of margins, creating an impe tus to drive productivity.
"Understanding the predicament of customers and actively engaging them was the key; meanwhile, the manage ment continued to focus on delivering products and services of exceptional value. In the case of Finlays' local businesses, such as Environmental Services, Airline GSAand Agencies, which support Sri Lanka's export industries, similar pragmatism was needed.
"Internally, we needed to keep our employees informed and 'on side' about developments in the turbulent exter nal environment and the necessity of specific management actions taken in response to them also, to make them feel they could rely on the Group in dif ficult times," Jayasuriya said.
"I am happy to say that our employees appreciated our taking them into our confidence in this manner and the understanding, cooperation and com mitment we received in response was commendable. In addition, we strength ened systems, processes and the quality of management information," the Chairman added.
Leading property-insurance broker in Sri Lanka Capturing some of the noteworthy developments, Jayasuriya said in the tea export business, recessionary conditions in some of Finlays' markets, together with a more cautious approach to credit-risk management, meant that the total volume of exports declined marginally. However, Finlays was able to increase the proportion of value-added exports (exports in consumer packs of 1kg. and less) to 89 percent of the total. It was noted that low tea prices in the first four months of the year swelled our profits, but this did not last: from May onwards, tea prices rose to unprecedented levels, putting margins under severe pressure.
Another important factor was a company-wide initiative to manage working capital, partly by optimising inventories, receivables and payables and part ly through cost reductions and productivity improvements. This according to Jayasuriya had a very positive effect, "helping us maintain cash flows and shore up margins that would otherwise have been squeezed very thin".
"Finally, our diversified business portfolio helped provide a balance in revenue and profit streams so that, on an overall company basis, we were able to achieve growth in profitability," he pointed out.
To the question "Which individual businesses did best? What were the reasons?" the Finlays Chairman said the best performing businesses, in terms of growth of profits over previous year and against budget, were Tea Exports, Insurance Brokering and Temperature-Controlled Logistics.
"In insurance brokering, we expanded Finlays business portfolio by 93% by winning the accounts of several large Sri Lankan corporate and Maldivian resorts. While official figures have not yet been released, believe we are now the leading property-insurance broker in Lanka. This is a notable achievement and a tribute to the technical competence, professionalism and customer-orientation of our people," he said.
In Temperature-Controlled Logistics, Finlays maintained high levels of occupancy at its cold store and were successful in expanding the customer base. It also expanded the range of value-added services it provides.
Businesses which performed less than expected in 2009 Which businesses performed less than expected for Finlays in 2009? According to Jayasuriya, Environmental Services had a difficult year. Sanitact and Calmic brands, which cater mainly to the apparel sector, had a number of contracts terminated following the closure of factories in this sec tor. The impact on revenue was consid erable. However, several cost-reduction initiatives, as well as greater penetration into the corporate sector, helped to minimise the impact on profitability.
Finlays Import Agencies Division, which supplies tea bagging machines, spare parts and filter paper to teabag exporters, also had a difficult year, according to the Chairman. Shipments of teabags from Lanka recorded a drastic decline in 2009 as manufacturing shifted from to countries where the product is consumed. case in point is Russia, formerly the larg est destination for Lankan teabags, where imports sagged following the imposition of a higher import duty.
On a brighter note, Sterifirst, a hygienic medicalwaste service introduced in 2009, has been a great success. by the way, is the only Central Environmental Authority-licensed medical-waste disposal service operat ing in Sri Lanka. "All the leading private hospitals and medical institutions in the greater Colombo area have subscribed to the service and, with this level of success, am confident we will win contracts from State hospitals in the near future, significantly increasing our scale of operation," the Chairman added.
Referring to real milestones achieved in 2009, Jayasuriya said Finlays' ability to manage a range of businesses at a time of unprecedented economic meltdown, and still achieve the results reported, is something noteworthy.
"It certainly gives us confidence that we have the foundations on which to build a sustainable business going forward. The cost reductions and productivity improvements we achieved, as well as the solidity of our customer relations and the commitment of our people, show that even in adversity there is always a way to push out the boundaries. Complacency when times are less challenging is perhaps a worse enemy," emphasised Chairman Jayasuriya.
In 2009, Finlays provided assistance to internally-displaced people at the Sumathipuram and Weerapuram IDP centres. It undertook to help provide basic sanitary facilities and medical kits for these unfortunate people, a commitment which received spontaneous and generous support from our employees.
Their aggregate contribution was matched by the company; and thereafter, a larger contribution from the Swire Charitable Trust helped furnish around 3,000 children at the centres with schoolbooks and other education-related
About the Author
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Why Shouldn't My PA Design My Annual Report?
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how to write a performance report"how to write a performance report" Server side, Client side?
I have been asked to create a written report for evidence of how server side and client side factors influences a website performance. any one help?
Begin by drawing a line between the two main categories of advanced Web technologies: client-side and server-side technologies. Then talk about what makes them different, and the advantages and disadvantages of each. Then take a stroll through the client-side technologies, providing a plain-English description of what each of them does and a couple of links to where you can learn more. Finally, do very much the same thing for each of the server-side technologies. By the end, you should have a better idea of how it all fits together.
__Waiters and Customers: Clients and Servers__ As mentioned above, advanced Web design technologies may be divided into two broad categories: client-side and server-side. Understanding the difference between the two requires a basic understanding of what goes on when someone views a Web page on the Internet.
You have done it hundreds, if not thousands of times before. You have typed a Web address (URL) into your Web browser’s address field and it has loaded and displayed the corresponding Web page. But what is really going on behind the scenes? In the simplest sense, there are two computers involved in this process: your computer (where your Web browser is running), and the computer somewhere on the Internet (that serves up the Web page in question). In this arrangement, your computer is known as the client and the computer providing the Web page is known as the server. Think of the server as a waiter in a busy restaurant, and the client as one of the customers clamoring for the waiter’s attention. Just like in the real world, one server (or waiter) is responsible for fulfilling the requests of many clients (or customers).
In a busy restaurant, the waiter takes orders from the customers, and then brings them (hopefully) what they ordered. This is surprisingly similar to what goes on between the client and server computers on the Web. The client computer, as you know, runs a Web browser that allows it to view Web pages. This software, when provided with a Web address, sends a request for that address over the Internet to another software program running on the server computer. This program, known as a Web server, responds to that request by sending back the Web page corresponding to the address. It is then up to the browser to interpret that Web page, converting it into human-readable format and slapping it up on the client computer’s screen.
The retrieval and display of any Web page on the Internet proceeds along the same general lines just outlined; however, it is not always quite as simple. Most advances in Web design lately have come with the cost of additional steps in the above process. Whether the additional steps come before or after the waiter hands the customer their order is the difference between client-side and server-side technologies.
In most restaurants, the waiter is not the one responsible for preparing the food; that is the cook’s job. The waiter just takes the order, and relays it to the cook. The cook prepares the order, and then gives it to the waiter to give to the customer. In a way, the cook assists the waiter in his work: giving the customers what they ask for. In the same way, the Web server software running on the server computer can have “helpers” that let it do more than just serve up ready-made Web pages. These helpers are server-side technologies for advanced Web design.
Now, when the customer finally gets their order from the waiter, the logical thing for them to do is eat it, right? But sometimes it is not so simple. Consider, for instance, if the customer ordered pancakes. Typically, they will also be given a little container of maple syrup. If the customer were to just eat their meal as-is, taking a swig of maple syrup after every few bites of pancake, they might get a funny look or two from other patrons at the restaurant. Instead, the customer is expected to spread the syrup on their pancakes before eating it – a small part of the task of preparing the meal has been left for the customer to do. By the same token, some Web pages are more complex for the browser to display than simply taking the HTML and converting it into an image on the screen. Sometimes additional tasks must be completed by the Web browser for the Web page to be displayed. Anything that requires the browser to become a more active participant in determining what to display on the screen is a client-side technology for advanced Web design.
Which is Better? If, until now, you have mainly dabbled in HTML, you may be asking yourself, “Which is better, client-side or server-side?” While this is a natural question to ask, the fact of the matter is that neither is better than the other. Instead, they each have advantages and disadvantages, and it is up to you to determine which the best choice for any given application.
Client-side technologies such as JavaScript and DHTML tend to be very “nimble” in terms of their abi
How to Write a SQL Server Performance Report - Part 1
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report writing for social workers"report writing for social workers" Social worker's report?
I have to pretend to be a social worker and report why Rayona could be taken away in a book that we read for school. Does anybody know how to write a social workers report (the format, etc.) PLEASE HELP!! thanks!
Here's one format.
Home Study
Address: Home Phone: Directions to Home:
PARENT #1 Name: Birthdate: Current Age: Employer: Job Title: Work Phone: Cell Phone: Age Verified by:
PARENT #2 Name: Birthdate: Current Age: Employer: Job Title: Work Phone: Cell Phone: Age Verified by:
OTHER HOUSEHOLD MEMBERS Name: Birthdate: Current Age: Relationship to Parents:
Name: Birthdate: Current Age: Relationship to Parents:
Name: Birthdate: Current Age: Relationship to Parents:
Name: Birthdate: Current Age: Relationship to Parents:
INDIVIDUAL INTERVIEW WITH PARENT #1 Date and method used to contact person: Date of interview: Persons present during interview: Relationship to parent of person present during interview: Summary of interview:
INDIVIDUAL INTERVIEW WITH PARENT #2 Date and method used to contact person: Date of interview: Persons present during interview: Relationship to parent of person present during interview: Summary of interview:
FAMILY GROUP INTERVIEW Date and method used to contact persons: Date of interview: Persons present during interview: Relationship to parent of person present during interview: Summary of interview:
HOME VISIT Date: Persons Present: Observations made during visit:
PARENT EDUCATION Parent #1 has: High school diploma from recognized program G.E.D. from recognized program Passed the CPA’s screening program Parent #2 has: High school diploma from recognized program G.E.D. from recognized program Passed the CPA’s screening program
PERSONAL CHARACTERISTICS (Must document that parents demonstrate emotional stability, good character, good health, adult responsibility, ability to provide nurturing care, ability to provide appropriate supervision, ability to provide reasonable discipline, and ability to provide a home-like atmosphere for children.)
HISTORY OF MARITAL RELATIONSHIPS (Must document information about any previous marriages, divorces, or deaths of former spouses. Parents and caregivers must demonstrate the ability to form and sustain adult relationships.)
HISTORY OF RESIDENCE Length of time spent at each residence for the past 10 years (street address, city, state):
CITIZENSHIP STATUS Citizenship of Parent #1: Citizenship of Parent #2:
FINANCIAL STATUS (Must verify and document information on the family’s income.)
BACKGROUND CHECK RESULTS (Must document results of criminal history and central registry checks for all parents and any person, excluding clients, 14 years old or older who will regularly or frequently be staying or present at the home. You must ask parents for information pertaining to any domestic violence calls made regarding their residence in the last 12 months. You must request background information from the appropriate local law enforcement agencies regarding any domestic violence call disclosed by the parents.)
MOTIVATION TO CONTINUE CARING FOR CHILD(REN) (Must assess and document the parents’ motivation to provide continued care to the child(ren) in question. Address all aspects of the original complaint including plans and changes that parents have made to remedy the situation.)
HEALTH STATUS OF HOUSEHOLD MEMBERS (Must document information about the physical and mental health status, including substance abuse history, of all persons living in the home in relation to the family’s ability to provide care. You must observe these persons for any indication of problems and follow up, where indicated, with a professional evaluation. Document the information obtained through your observations.)
QUALITY OF MARITAL AND FAMILY RELATIONSHIPS (Must describe, address, and document the quality of marital and family relationships in relation to the family's ability to provide care. Must discuss and assess the stability of a couple's relationship, the strengths and problems of the relationship, and how those issues will relate to children in the home. Must discuss and assess the quality of the relationships between parents and their biological children, living in or out of the home, strengths and problems of those relationships, and how those issues will relate to other children in the home.)
PARENT #1’S CHILDHOOD (Must discuss, assess, and document the parent’s feelings about his/her childhood and parents, including any history of abuse or neglect and his/her resolution of those experiences.)
PARENT #2’S CHILDHOOD (Must discuss, assess, and document the parent’s feelings about his/her childhood and parents, including any history of abuse or neglect and his/her resolution of those experiences.)
DISCIPLINE (Must discuss, assess, and document the parents’ knowledge of child development and their child-care experience. Discuss and assess the ways they were disciplined as children and their reactions to the discipline they received. Discus
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contract technical writer"contract technical writer" About what percentage of technical writers work primarily or entirely from home? How do they find work?
I know most technical writers work on contract, and I originally thought most of them worked from home, but the jobs I have seen advertised have the writer work at a workplace location. Most of the time you hear that technical writers work from home- what percentage actually do work from home most of the time? How do they find work? How did they find work before the internet? (For example, people have been writing manuals since before there was an internet. So, there must be additional ways technical writers find work aside from online.)
I don't know about percentages, but yes, a lot of technical writers work from home. They find work (other than the internet) by subscribing to technical journals and magazines, networking with people in the industry (perhaps contacts from a former job outside the home), subscribing to industry forums and writing forums, perusing the want ads in newspapers, craigslist and other local classified sections, bidding for government and/or military contracts, and by asking current contractors for references to other contacts.
Writing Tips & Information : How to Write a Babysitting Contract
What is a freelance writer you ask? A freelance writer is someone who wants to pursue a career in writing by selling out his services to various employers without having to commit to any one of them. The "free" in freelance is there for a reason. It means that as a freelance writer you will have the liberty of choosing who you work for at the comfort of your home. That's right. Getting paid to write while playing Dragon Quest at your pad is not just a fleeting dream anymore! The freedom to write whenever you want or for whomever you want is what attracts people to freelance writing tin the first place. The best thing about it is that anyone can become a freelance writer whether you are a stay at home mom with nothing to do or a college student trying to pay his tuition. As a freelance writer you can also have your pick of many different publication businesses. You can offer to write articles for newspapers, blogs or websites. If you are a regular techy you can also offer to write for employers that are looking for writers to provide product descriptions for their promotional websites. If you think that dabbling in non fictitious endeavors like these might out your creativity at stake you can put up your short stories, or other fiction of the like, for sale online. Be warned! Even if many publishers do accept fiction it can still be a hard market to break through. As a budding freelance writer it would be best for you, and your piggy bank, if you start off as a non fiction writer by offering to write online web content. Think of the World Wide Web as a virtual employment market. The sky is the limit where a budding freelance writer like yourself can have your pick from both online and offline content like marketing plans, advertisements, eBooks, and magazine articles and many such of the like. Depending on the style that you or your employer chooses, the articles assigned might be entertaining, educative or instructive. The bottom line is a freelance writer who includes non fiction in his list of credentials will have a better chance of bagging the big bucks than one who can't get his head out of fantasy land. With great power, and freedom comes great responsibility. Take this tip from old Spidey seriously and write responsibly. Remember, writing is only a part of what a freelance writer has to deliver on. Good employers are sticklers for policies, the most important being keeping up with deadlines. Do not keep your employers waiting on projects! Just because they are not there to yell at you does not mean that you ditch a pending project to up your level at Dragon Quest!
Do an Internet search on "hiring a freelance writer" or anything similar, and you will find millions of links to job boards, freelance writer sites, message boards and all sorts of other trails to lead you to various sources. You will find freelance writers, no doubt about that, but what kind of writer are they? Are they fluent in English (American English is very different than British English), do they do the work themselves or outsource it? Do they charge per piece or per word? What is their turnaround time? How do they handle revisions?
These are things you may not have considered, other than price.
Most people and companies that hire freelance writers have learned these lessons the hard way. So, in an effort to save you some money, as well as time, I am going to give you some pointers!
* When you contact a freelance writer for the first time, or post a project on a job board, give the details of what you are looking for! One writer may be terrific at SEO and keyword content, but if you want more of an opinion or humor piece this writer may not be ideal for you! If you give the details (topic, keywords, length) upfront, the writer will be able to assess your needs and quote you a price accordingly. I turn down projects on a regular basis - not because I like turning down money, but rather because if it is a topic totally foreign to me, or one I think will be better written by a specialist in that area, I will tell you. I would rather refer you to another writer and be remembered as the writer who was professional and you want to come back to do a different project with in the future, then take the project and do a horrible job, earn a lousy reputation and have a dissatisfied customer!
* How do you intend to pay your freelance writer? I, along with most freelancers, prefer Paypal. Many established, reputable writers will require a deposit. Don’t let this scare you. My deposit has been as low as $5 and as high as $2000. I am most likely to charge a deposit if I have not worked with you in the past, if it is a large project or if you failed to pay me for a previous job (in which case the total amount is due upfront). If you are a company which pays only by check, make sure you give the company contact information to the writer you choose to hire.
* Should you pay by the word or by the piece? It depends on the individual writer. I do both, depending on the client and my mood. Most of my work though, is by the word - and I charge between 10 cents and 30 cents per word. This is not uncommon for a quality freelance writer who is experienced, educated and takes pride in their work. If you have a budget, give a word limit (which you should anyways, otherwise you'll either end up with a thesis or a five sentence article!)
* Why should you pay $50 for an article, when you can buy one for $1.50? Once you have purchased a $1.50 article, you will have your answer. Quite often, super low rates are a sign of overseas outsourcing (meaning your article will sound as though its been written by a foreigner and the grammar, while perhaps technically correct, feels “weird”) or it is a new freelance writer who has no clue what they are doing. I can say that, because I've been there. You want a writer who knows what they are doing, knows how to provide superior customer service and meet a deadline and knows how to write clearly.
* Ask about revisions! Many writers charge a fee for any revisions you request. I do not, unless you want a totally new piece written. But if the changes you want made are relatively simple, and are not going to take all day, they are included in my price.
* RIGHTS! Unless you SPECIFICALLY state in a contract that you as the buyer retain all copyright to the work, the writer is allowed to sell the work to someone else. If this is important to you, make sure you specify rights privileges in your contract!
I hope these tips give you some guideline on what to expect when you hire a freelance writer. I am always happy to answer questions (even if you don't hire me!). I can be reached through my website - http://debbie.panell.googlepages.com/home
Take care, and good luck in your search for a freelance writer!
About the Author
Debbie Panell is a professional freelance writer based out of North Carolina. Her website can be found at Do an Internet search on "hiring a freelance writer" or anything similar, and you will find millions of links to job boards, freelance writer sites, message boards and all sorts of other trails to lead you to various sources.
Booking a Music Tour : Tips on Performance Contract Riders
Symbosis Centre For Distance Learning: Imparting World Class Education
More than 2 Lakhs students from India and 42 countries worldwide are enrolled in different regular, part time or corporate courses of the centre. To keep pace with the changing demands in the field of education, the centre has all the modern facilities like well equipped class rooms, video conferencing, training labs, audio-visual rooms, library, corporate cell etc. that any student dreams of. A dedicated team continuously working on new and innovative teaching methodology is the pride of SCDL.
For the benefits of students, the institute has introduced several new concepts in distance education. "Blended Learning" combines published/printed material, e-learning and a pre-recorded lecture with faculty interaction is immensely useful for students. Highly interactive e-Learning content, online student portal, a unique personalized campus e-mail ID that can be accessed from home, office or even cyber cafes etc are very useful for students to gain and share information, stay connected with friends or faculty and updated about latest happenings at SCDL.
Online assignments and online On-demand examination give students flexibility and convenience to submit assignments and take examinations. The centre also offers assistance for placement and any new recruitment drive or corporate openings are uploaded on SCDL website. Students can interact with the recruiters directly or through emails. For the benefit of students, SCDL has a study centre in Nasik and two information centres in the corporate hubs of India i.e. Bangalore and Noida. The centre also has the option of applying online for desired courses. The institute is among the few that can boast of a call centre and an e communication centre for quick response to queries or problems of students.
SCDL has facilities for courses in mainly four fields offering two years, one year, six months certificate course and six month single course programmes. Faculty of Management, Faculty of Information Technology, Faculty of Law and Faculty of Education, Humanities & Social Sciences provide post graduate diplomas in various disciplines like Business administration, HR, International Business, Insurance, retail, marketing, finance, business law, disaster management, information technology, cyber laws, right to information, consumer protection act, educational administration, instructional design, pre-primary teachers training, technical writing, creative English writing to name a few.
The institute also has corporate programmes like Corporate Post Graduate Diploma in Business Administration (C-PGDBA) and Management Development programs for sharpening executive skills that are becoming very popular. With the aim to provide world class education, SCDL is certainly a premier instit.
About the Author
Symbiosis Centre for Distance Learning (SCDL) is an institute nurturing talent and ambition. SCDL is a constituent of Symbiosis Open Education Society (SOES) which was an autonomous centre working under the aegis of Symbiosis and was later constituted as an independent society.
Rabies Elimination in the 21st Century
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The Toronto Police Service, was founded in 1834 when the city of Toronto was first created from the town of York. (Prior to that, local able-bodied male citizens were required to report for night duty as special constables for a fixed number of nights a year on the pain of fine or imprisonment in a system known as "watch and ward".)
The Toronto Police is one of the English-speaking world oldest modern municipal police departments; older than, for example, the legendary New York City Police Department which was formed in 1845 or the Boston Police Department which was established in 1839. The London Metropolitan Police of 1829 is generally recognized as the first modern municipal department. In 1835, Toronto retained five fulltime constables ratio of about one officer for every 1,850 citizens. Their daily pay was set at 5 shillings for day duty and 7 shillings, 6 pence, for night duty. In 1837 the constables annual pay was fixed at 75 per annum, a lucrative city position when compared to the mayor annual pay of 250 at the time.
Toronto constables circa 1880
From 1834 to 1859, the Toronto Police was a corrupt and notoriously political force with its constables loyal to the local aldermen who personally appointed police officers in their own wards for the duration of their incumbency. Toronto constables on numerous occasions suppressed opposition candidate meetings and took sides during bitter sectarian violence between Orange Order and Irish Catholic radical factions in the city. A provincial government report in 1841 described the Toronto Police as "formidable engines of oppression". Although constables were issued uniforms in 1837, one contemporary recalled that the Toronto Police was "without uniformity, except in one respecthey were uniformly slovenly." After an excessive outbreak of street violence involving Toronto Police misconduct, including an episode where constables brawled with Toronto's firemen in one incident, and stood by doing nothing in another incident while enraged firemen burned down a visiting circus when its clowns jumped a lineup at a local brothel, the entire Toronto Police force, along with its chief, were fired in 1859.
1859 to 1900
The new force was removed from Toronto City Council jurisdiction (except for the setting of the annual budget and manpower levels) and placed under the control of a provincially mandated Board of Police Commissioners. Under its new Chief, William Stratton Prince, a former infantry captain, standardized training, hiring practices and new strict rules of discipline and professional conduct were introduced. Today's Toronto Police Service directly traces its ethos, constitutional lineage and Police Commission regulatory structure to the 1859 reforms.
In the 19th century, the Toronto Police mostly focused on the suppression of rebellion in the cityarticularly during the Fenian threats of 1860 to 1870. The Toronto Police were probably Canada's first security intelligence agency when they established a network of spies and informants throughout Canada West in 1864 to combat US Army recruiting agents attempting to induce British Army soldiers stationed in Canada to desert to serve in the Union Army in the Civil War. The Toronto Police operatives later turned to spying on the activities of the Fenians and filed reports to the Chief from as far as Buffalo, Detroit, Chicago and New York City. When in December 1864, the Canada West secret frontier police was established under Stipendiary Magistrate Gilbert McMicken, some of the Toronto Police agents were reassigned to this new agency.
In 1863, the Toronto Police were also used as "Indian fighters" during the Manitoulin Island Incident when some fifty natives armed with knives forced the fishery inspector William Gibbard and a fishery operation to withdraw from unceded tribal lands on Lake Huron. Thirteen armed Toronto police officers, along with constables from Barrie, were dispatched to Manitoulin Island to assist the government in retaking the fishery operation, but were forced back when the natives advanced now armed with rifles. The police withdrew but were later reinforced and eventually arrested the entire band but not before William Gibbard was killed by unknown parties. (Sidney L. Harring White Man's Law: Native People in Nineteenth-Century Canadian Jurisprudence Toronto: Osgood Society-University of Toronto Press, 1998. pp. 152-153)
In the 1870s, as the Fenian threat began to gradually wane and the Victorian moral reform movement gained momentum, Toronto police primarily functioned in the role of "urban missionaries" whose function it was to regulate unruly and immoral behaviour among the "lower classes". They were almost entirely focused on arresting drunks, prostitutes, disorderlies, and violators of Toronto ultra-strict Sunday "blue law".
In the days before public social services, the force functioned as a social services mega-agency. Prior the creation of the Toronto Humane Society in 1887 and the Children Aid Society in 1891, the police oversaw animal and child welfare, including the enforcement of child support payments. They operated the city's ambulance service and acted as the Board of Health. Police stations at the time were designed with space for the housing of homeless, as no other public agency in Toronto dealt with this problem. Shortly before the Great Depression, in 1925, the Toronto Police housed 16,500 homeless people that year.
Plainclothes officers circa 1919
The Toronto Police regulated street-level business: cab drivers, street vendors, corner grocers, tradesmen, rag men, junk dealers, laundry operators. Under public order provisions, the Toronto Police was responsible for the licensing and regulation of dance halls, pool halls, theatres, and later movie houses. It was responsible for censoring the content of not only theatrical performances and movies, but of all literature in the city ranging from books and magazines to posters and advertising.
The Toronto Police also suppressed labour movements which were perceived as anarchist threats. The establishment of the mounted unit is directly related to the four-month Toronto streetcar strike of 1886, when authorities called on the Governor General's Horse Guard Regiment to assist in suppressing the strike.
20th century
A yellow former Metro Toronto Police car makes an appearance during a parade.
As for serious criminal investigations, the Toronto Police frequently (but not always) contracted with private investigators from the Pinkerton Detective Agency until the 20th century when it developed its own internal investigation and intelligence capacity.
During the 1930s and 1940s, the Toronto Police under Chief Dennis "Deny" Draper, a retired Brigadier General and former Conservative candidate, returned to its function as an agency to suppress political dissent. Its notorious "Red Squad" brutally dispersed demonstrations by labour unions and by unemployed and homeless people during the Great Depression of the 1930s. Suspicious of "foreigners", the police lobbied the city of Toronto to pass legislation banning public speeches in languages other than English, curtailing union organization among Toronto's vast immigrant populations working in sweat shops.
After several scandals, including a call by Chief Draper to have reporters "shot" and his being arrested driving drunk, the city appointed in 1948 a new Police Chief from its own ranks for the first time in the department's history: John Chisholm, a very able senior police inspector. In 1955, the Metropolitan Toronto Board of Police Commissioners was formed in preparation for the amalgamation of the 13 police forces in the municipality Metropolitan Toronto into a unified police force with Chisholm as chief of the unified force. Unfortunately Chisholm was not up to the politics of the Chief's office, especially in facing off with Fred "Big Daddy" Gardiner who engineered almost single-handedly the formation of Metropolitan Toronto in the 1950s. As the Toronto City Police absorbed the surrounding police departments and grew in size and complexity, Chisholm found himself unable to manage the huge agency and its Byzantine politics. In 1958, after a number of conflicts with Gardiner and members of the newly expanded Metropolitan Toronto Board of Police Commissioners, Chief Chisholm drove to High Park on the city's west end, parked his car and committed suicide with his service revolver. The late Staff Superintendent Jack Webster, one of the officers who arrived at the scene of the Chief's death and who would upon his retirement in the 1990s become the Force Historian at the Toronto Police Museum, would later write, "Suicide is a constant partner in every police car."
With the creation of Metro Toronto in 1954, the Toronto Police was eventually merged on January 1, 1957, with the other municipal forces to form the Metropolitan Toronto Police Force:
Former Police Force
Current Community
Field
Division(s)
Scarborough Police Department
Scarborough
Area
41, 42, 43
Etobicoke Police Department
Etobicoke
Area
22, 23
North York Police Department
North York
Area; parts of Central
31, 32, 33; parts of 12, 13, 53
East York Police Department
East York
Central
54
Mimico Police Department
Etobicoke (Mimico)
Area
22
Weston Police Department
York (Weston, Ontario)
Area and Central
12, 31
Forest Hill Police Department
Toronto (Forest Hill, Ontario)
Central
53
Town of Leaside Police Department
East York (Leaside, Ontario)
Central
53, 54
York Township Police Department
York
Central
13
New Toronto Police Department
Etobicoke (New Toronto, Ontario)
Area
22
Swansea Police Department
Toronto (Swansea, Ontario)
Central
11
Long Branch Police Department
Etobicoke (Long Branch, Ontario)
Area
22
In November 1995, the agency was renamed the Metropolitan Toronto Police Service which in turn, in 1998, became the Toronto Police Service after the amalgamation of the former municipalities of metropolitan Toronto.
21st century
ETF Vehicle on Queen Street during an attempted bank robbery and bomb scare
A Toronto Police marine patrol at the Canadian National Exhibition.
Today, the Toronto Police Service is responsible for overall local police service in Toronto and works with the other emergency services (Toronto EMS (TEMS) and Toronto Fire Services (TFS)) and other police forces in the GTA including:
York Regional Police
Peel Regional Police
Durham Regional Police Service
Ontario Provincial Police
Royal Canadian Mounted Police
For most of 2005, the police union and the Toronto Police Services Board (the civilian governing body) were involved in lengthy contract negotiations. The rank and file had been without a contract since the end of 2004, and conducted a work-to-rule campaign in the fall of 2005. The police force is an essential public service and are legally prohibited from striking.
Controversies and allegations of misconduct
A mandatory Coroner's Inquest took place into the police killing of 17-year-old Jeffrey Reodica. Although accounts differ, it is generally accepted that Reodica was part of a group of Filipino teenagers pursuing a group of white teenagers on May 21, 2004, following altercations between the two groups. Plainclothes Toronto police officer Det.-Const. Dan Belanger and his partner Det. Allen Love were in the process of arresting Reodica when he was shot by the officers, the teen died in hospital three days later. Belanger and his partner, Det. Allen Love, were eventually cleared by the Special Investigations Unit (SIU) who accepted their story that Reodica lunged at them with a knife.
In response to the recommendations of the Coroner's Inquest jury, Chief Blair recommended that all plainclothes police officers be issued arm bands and raid jackets bearing the word 'Police' in an effort to increase their visibility in critical situations. Unmarked cars, which are already equipped with a plug-in police light, will also be supplied with additional emergency equipment, including a siren package. The proposals will be phased in over three years beginning in 2008. Undercover officers will also have to wear, carry or have access to standard police use-of-force options such as pepper spray and batons.
In 2004, eight people were shot by Toronto Police, and six of them died from their wounds. The Special Investigations Unit (SIU) investigated each shooting, but found all of them to be justified.
In 2005, the police force was faced with a spike in shootings across Toronto and increased concern among residents. Police Chief William Blair and Mayor David Miller asked for additional resources and asked for diligence from residents to contend with this issue. Ontario Premier Dalton McGuinty promised to work with Toronto to fight crime.
In July 2007, Toronto Police were involved in an international incident in which their members pepper-sprayed, tasered, and handcuffed members of the Chilean national soccer team in an attempt to keep control of crowds after their semi-final match in the 2007 FIFA Under-20 World Cup. A police spokesman explained on CBC Radio on the programme Here and Now that police took action against individual members of the Chilean team when they "displayed aggressive behaviour" by vandalizing a bus and arguing with fans. The actions of the police were criticised by the TV and print media in Chile, and initially also in Canada, but following a news conference and more detailed description of behaviour by the Chilean team the criticism (outside of Chile) was withdrawn. FIFA president Sepp Blatter later apologized to the Toronto mayor for the incident, and instigated disciplinary action against the officials and players of the Chilean team.
Funding
As a division of the municipal government of Toronto, the Toronto Police Service's annual funding level is established by a vote of the Toronto City Council in favour of the year's proposed budget. Provided below are historical gross and net funding levels of the TPS as a part of the city's operating budgets.
Toronto Police Service funding as per municipal operating budgets
Year
Gross Amount
% of Year's Gross Budget
Net Amount
% of Year's Net Budget
1999
$540,978,000
9.7%
$522,900,000
20.3%
2004
$707,573,000
10.6%
$679,112,000
23.3%
Chiefs of Police
The chief of police is the highest-ranking officer of the Toronto Police Service (until the 1960s the position was known as chief constable). Most chiefs have been chosen amongst the ranks of Toronto force and promoted from the ranks of deputy chief.
Toronto Police Department
William Higgins 1834
George Kingsmill 1835
James Stitt 1836
George Kingsmill 1837-1846
George Allen 1847-1852
Samuel Sherwood 1852-1858
William Stratton Prince 1859-1873
Frank C. Draper 1874-1886
H.J. Grasett 1886-1920
Samuel J. Dickson 1920-1928
Dennis Draper 1928-1946
John Chisholm 1946-1956
Metro Toronto Police (up to 1995), Metro Toronto Police Service (up to 1998) and Toronto Police Service (1998 onwards)
John Chisholm 1957-1958 (died 1958 from suicide)
James Page Mackey 1958-1970 (died 2009)
Harold Adamson 1970-1980 (died 2001)
Jack W. Ackroyd 1980-1984 (died 1992)
Jack Marks 1984-1989 (died 2007)
William J. McCormack 1989-1995
David Boothby 1995-2000
Julian Fantino 2000-2005
Mike Boyd 2005
Bill Blair 2005-present
The Special Investigations Unit
The actions of the Toronto Police are examined by the Special Investigations Unit, a civilian agency responsible for investigating circumstances involving police and civilians that have resulted in a death, serious injury, or allegations of sexual assault. The SIU is dedicated to maintaining one law, ensuring equal justice before the law among both the police and the public. They assure that the criminal law is applied appropriately to police conduct, as determined through independent investigations, increasing public confidence in the police services. Complaints involving police conduct that do not result in a serious injury or death must be referred to the appropriate police service or to another oversight agency, such as the Ontario Civilian Commission on Police Services.
Operations
Toronto Police Headquarters
Toronto Police Headquarters is on College Street near Bay Street in the downtown area. The former HQ at Jarvis Street was turned into a museum (and since re-located to current HQ). The current site was once home to the Toronto YMCA. The current sign in over the main entrance still reads "Metropolitan Toronto Police Headquarters" and still has the seal of Metropolitan Toronto, and since 2007 has the current Toronto Police Service crest.
The Toronto Police Service is divided into two field areas and 17 divisions (police stations or precincts):
Central Field Command encompasses the central portion of the city of Toronto
11 Division, 209 Mavety St.
12 Division, 200 Trethewey Dr.
13 Division, 1435 Eglinton Av. W.
14 Division, 150 Harrison St.
51 Division, 51 Parliament St.
52 Division, 255 Dundas St. W.
53 Division, 75 Eglinton Av. W.
54 Division, 41 Cranfield Rd.
55 Division, 101 Coxwell Avenue.
Toronto Police 41 Division in Scarborough.
Area Command encompasses the former cities of North York, Scarborough and Etobicoke. It also includes portions of the cities of Toronto and York, and the Borough of East York (excluding Leaside).
22 Division, 3699 Bloor St. W
23 Division, 5230 Finch Ave. West
31 Division, 40 Norfinch Dr.
32 Division, 30 Ellerslie Av.
33 Division, 50 Upjohn Rd.
41 Division, 2222 Eglinton Av. E.
42 Division, 242 Milner Av. E.
43 Division 4331 Lawrence Ave. E near Morningside Avenue
Note: Public Safety Unit is located at 4610 Finch Avenue East next to the former Charles O. Bick Police College
Support units in the Toronto Police Service consists of:
Specialized Operations Command
Detective Services, 40 College St.
Forensic Investigation Service, 2050 Jane Street. (FIS)
Homicide Squad, 40 College St.
Provincial ROPE Squad, 40 College St.
Drug Squad, 40 College St. - replaced Toronto Police Service's Central Field Command Drug Squad from the 1990s
Organized Crime Enforcement , 40 College St.
Fraud Squad, 40 College St.
Hold-Up Squad, 40 College St.
Intelligence Services, 40 College St.
Sex Crimes Unit, 40 College St.
Guns and Gangs Unit
replaced the Asian Crime Unit, Hate Crimes Unit
Toronto Anti-Violence Initiative Strategy (TAVIS)
Toronto Police Emergency Task Force officers on a call.
Operational Services
Communications Services, 40 College St.
911 Operations Centre, 703 Don Mills Rd.
Court Services, 40 College St.
Prisoner Transportation Unit, 9 Hanna Avenue.
Emergency Task Force, 300 Lesmill Rd.
Marine, 259 Queen's Quay W.
Mounted and Police Dog Services, 44 Beechwood Drive (1989) - Mounted Drill Unit
25 horses with 45 officers
21 officers with 17 general dogs, 4 drug dogs and 1 explosives detector dog
Parking Enforcement, 1500 Don Mills Road.
Public Safety and Emergency Management, 4610 Finch Avenue East
Traffic Services, 9 Hanna Avenue.
Transit Unit, Various TTC Locations. Supplements and assists Special Constables of the TTC Special Constable Services
Community Mobilization Unit
Auxiliary, Volunteer and Rover Program
Youth Programs
Empowered Student Partnership
Toronto Recreational Outreach Outtripping Program (TROOP)
Public Education and Crime Eradication (PEACE) project
Policing on most 400-series highways (like King's Highways 401, 400, 427, 404) are in the jurisdiction of the Ontario Provincial Police. Toronto Police Traffic Services is responsible for patrolling on local highways (Allen Road, Don Valley Parkway, F.G. Gardiner Expressway and the Toronto section of Highway 409).
Workforce
The Toronto Police Service has approximately 5,710 uniformed officers and 2,500 civilian employees. Its officers are among the best paid in Canada. In October 2008, the Toronto Police Service was named one of Greater Toronto's Top Employers by Mediacorp Canada Inc., which was announced by the Toronto Star newspaper.
Fleet
Police cars, also known as police cruisers are the standard equipment used by Toronto Police officers for transportation. The vehicles are numbered in regards to their division and car number. For example, 3322 represents that the vehicle is from 33 Division, and the following 22 symbolizes that the car works in Zone 2 for that Division and it is car number 2 for that zone. e.g. 5421 would be 54 Division, zone 2, car 1.
Other fleet numbering patterns include:
6XXX - Traffic Services/Transit Unit
TAVX - Toronto Anti-Violence Initiative Strategy (TAVIS)
ETFXX - Emergency Task Force
MUXX - Marine Unit
PSUXX - Public Safety Unit
PKEXX - Parking Enforcement
CRTXX - Court Services
BCUXX - Bail Compliance Unit
SROXX - School Resource Officer
RMSXX - Records Management Services/Courier
PDSXX - Police Dog Services
FISXX - Forensic Identification Services
MTDXX - Mounted Unit
COMDX - Command Post vehicle
CFCX - Central Field Command (mobile command post vehicles)
VSUXX - Video Services Unit
MotorcyclesProduct list and details
Product list and details
Make/Model
Type
Status
Origin
Chevrolet Camaro
Highway Unit
Retired
United States
Chevrolet Caprice
General police vehicle
Retired
United States
Chevrolet Cavalier
Parking Enforcement, Document Services Section
Mexico United States
Chevrolet Impala
General police vehicle
retired
Canada
Chevrolet Malibu (2001-2005)
Community Sweeper Unit car
United States
Chevrolet Malibu (2006)
Parking Enforcement Unit
United States
Dodge Charger
(marked) General police vehicle, Traffic Services, Community Sweeper Unit
Canada
Dodge Neon
Parking Enforcement, Document Services Section
United States
Smart fortwo
Parking Enforcement car
Germany
Ford Crown Victoria
(marked) - General police vehicle, Traffic Services, Community Sweeper Unit
Canada
Ford Crown Victoria- (black/blue stripe, grey/grey stripe)
Stealth Police Cruiser.
Canada
Ford Focus
Parking Enforcement car
United States
Ford Taurus
(Highway Patrol)
retired
United States
Plymouth Caravelle
General police vehicle
retired
United States
Volkswagen New Beetle
Safety Bug car
Mexico
Honda Civic/Civic Hybrid
Parking Enforcement car
Canada
Make/Model
Type
Status
Origin
BMW K1 (K75RT)
Motorcycle
Germany
Harley Davidson FLHTP
motorcycle
United States
Boats
Product list and details
Unit #
Make
Type
Notes
Marine Unit 1
Hyke Industry
Dive Platform & Command Vessel marine boat with Volvo Penta Turbo Chargd 350 hp (260 kW) engines
Marine Unit 2
VIP Boat - Mohogany & Oak Classic Patrol Boat
Marine Unit 3
Long Range Search and Rescue Vessel with Re-Righting Capabilities
Marine Unit 4
Hyke
patrol boat
Marine Unit 5
Hyke
wooden motor boat - patrol boat
Marine Unit 6
Hyke
patrol boat
Marine Unit 7
Hyke
patrol boat
SRV1
service vessel
Marine Unit 9-11
Zodiac
30-foot (9.1 m) Zodiac Rigid-hulled inflatable boat (RIBs) with twin 300 horsepower (220 kW) four-stroke motors
Marine Unit 12
fan boat
Marine Unit 8
Zodiac
28-foot (8.5 m) Zodiac with a Covered Wheelhouse, Twin Turbo-Disel Jet Drive Engines
1 "HUSKY"
airboat
used for operating over ice
MU00
Seadoo GTX-4
personal watercraft
Support vehicles
Product list and details
Make/Model
Type
Status
Origin
Chevrolet Express
van - Commercial Vehicle Enforcement, Collision Reconstruction
United States
GMC Savanna
vans - Radio Services and Court Services
United States
GMC C series light truck
ETF
United States
Chevrolet Suburban
SUV - ETF, Marine Unit, Police Dog Service, Public Safety Unit, Radio Services
United States
Ford F350
pickup truck with horses trailer - Mounted Unit
United States
Armet Armoured Vehicles Incorporated/Ford Trooper - using F-550 chassis
tactical vehicle - ETF
United States/ Canada
Ford Van
Explosive Disposal Unit, Forensic Identification Service
United States
Ford F-series or GMC Vandura trucks
Prisoner Transportation Services Court Wagons
Canada
Freightliner Trucks FL mobile
mobile command unit
United States
Ford F-series truck chassis
tow truck
United States
Ford Van
van RIDE
United States
GMC Safari
SUV Parking Enforcement
United States
Jeep Cherokee
SUV
United States
Northrop Grumman Remotec Andros MK V1A and Andros F6B
bomb unit robots
United States
General Motors Diesel Division T6H -5307 series
Metro Police Auxiliary AUX1 and AUX 2 bus - ex-Toronto Transit Commission 7960
Canada
Motor Coach Industries MCI 102A
2 recruitmen buses
Canada
Motor Coach Industries MCI-9
bus
Canada
Orion Bus Industries Orion I
bus
Canada
Community Relations trailer - community donated
Canada
Bikes
Product list and details
Make/Model
Type
Status
Origin
Norco Bicycles Cross Country
mountain bikes
Canada
Aquila Scandium
mountain bikes - Community Action Policing
Specialized operations
Members of the Toronto Police mounted unit
Emergency Task Force
Main article: Emergency Task Force (TPS)
The Emergency Task Force (ETF) is the tactical unit of the Toronto Police Service. It is mandated to deal with high-risk situations like gun calls, hostage taking, barricaded persons, emotionally disturbed persons, high risk arrests and warrant service, and protection details. The unit was created in 1965. An earlier non-SWAT Riot and Emergency Squad emerged in 1961. Part of its role is now undertaken by the ETF, Public Safety and Emergency Management and the Mounted Unit.
Mounted unit
The horse unit was formed in 1886 to provide crowd control and now stationed at the Horse Palace at the Canadian National Exhibition (CNE). The unit has been based at Casa Loma, Toronto Zoo, Sunnybrook Stables and at various division in Scarborough, Ontario, and North York, Ontario. The unit has a strength of 27 horses and 40 officers.
Police horses Honest Ed and Spencer were invited to the swearing in of United States President Barack Obama by Michigan Multi- Jurisdictional Mounted Police Drill Team and Color Guard.
Horses
Honest Ed (2004); named for Ed Mirvish
Samson
Lady
General
Harry
Keith
Dragoon
Spencer
Winston
Royal
Dundas; named after Dundas Street
Lincoln; named after former Lieutenant Governor of Ontario Lincoln Alexander
Boot ; named after former chief David Boothby
Simcoe
Blue Moon
Sabre
Elvis; named for Mount Unit officer killed on duty
Dorothy
Thor
Stuart
Champ
Viscount
Toby
Duke
Champ
Trooper
Blue Moon
Charger
Juno Beach
Major
Justice
Horses killed while on duty:
Brigadier (born 1998 near Listowel, Ontario) - 2006 - motor vehicle collision
Lancer - 2002 - motor vehicle collision
Police dog services
The Toronto Police K-9 unit was created in 1989 and is deployed to search for suspects, missing persons and other duties:
The service has 17 general purpose dogs. Nero and Rony are dogs attached to this unit. There are 4 drug enforcement dogs and 1 explosives detector dog (Mic).
21 officers and dogs are assigned to this unit and based at 44 Beechwood Drive in East York, Ontario.
Court Services
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In the early 1980s, the Toronto Police Service (TPS) initiated the hiring of civilian personnel to fill the position of Court Officer. Court Officers are primarily responsible for the safety and security of the public within Toronto's busy court locations, as well as the transportation, security, and safety of over 400 prisoners attending court each day. Prior to 1980 this function was performed by uniformed Police Officers under the supervision of a Police Sergeant at each court location. In 1980 the first class of twenty civilian employees were appointed by the Police Services Board to replace the uniformed Police Officers at the court locations. These Court Officers were sworn in as Special Constables, pursuant to the provisions of the Police Services Act, which conferred onto them the powers of Police Officers for the performance of their duties.
As the city policing needs expanded, so did the continued civilianization of Court Services. In 1984 the first civilian supervisors were trained to replace the Police Sergeants. These supervisors reported to a Detective Sergeant who was responsible for managing all the TPS personnel assigned to a particular court location.
In the mid 1980, the Summons Bureau became a part of Court Services and the Civilian Summons Servers and support staff took on an expanded role under the newly created Document Services Section. The title Summons Server was changed to Document Server to reflect the expanded responsibilities. Document Servers are responsible for serving summonses, subpoenas and other court documents on individuals required to attend Toronto courts.
Court Services later took on the responsibility of overseeing the Matrons, now referred to as Custodial Officers, which is a small but dedicated group of employees tasked with managing female prisoners at a central location.
By 1990 Court Officers had taken over the responsibility of transporting prisoners in specialized wagons between the court locations, divisions and correctional facilities; a task previously performed only by uniformed Police Officers. This centralized service became known as the Prisoner Transportation Section. By 1995 Court Services promoted its first civilian to the position of Location Administrator, replacing the Detective Sergeants who were formerly in charge of the court locations. Today all sections within Court Services are managed by civilian Location Administrators. These Location Administrators report to one of two Staff Inspectors, who in turn report to the Superintendent of Court Services.
The role of the Special Constable within Court Services has developed significantly beyond its original mandate. As new laws were introduced by Parliament, and the City law enforcement needs became increasingly complex, Court Services evolved to assist the TPS in meeting those demands.
Court Services now employs over 700 of the Service 2500 civilian employees. It comprises several subunits including Prisoner Transportation, Document Services, the Training Section, and the Computer Assisted Scheduling of Courts (CASC). The role of the Special Constables within these subunits includes the service of legal documents; the execution of warrants; the collection DNA samples from convicted offenders; assisting the TPS Public Order Unit in maintaining order during public demonstrations; and being involved in all aspects of the Court Officer hiring and training process. In addition, members of Court Service are often utilized by the TPS for other specialized community outreach initiatives, such as the TPS Aboriginal Peacekeeping Unit; the TPS United Way fund raising initiative; and the Toronto Drug Treatment Court.
The growth in size of the Court Services Unit necessitated the creation of several specialized functions. A centralized Risk Management Section was created, tasked with the responsibility of investigating any complaints and disciplinary issues involving Court Services personnel. It is staffed by a team of detectives, under the supervision of a Detective Sergeant. The position of Crown Police Liaison Officer was also created allowing for a Detective Sergeant at each criminal court location who is dedicated to assisting the Crown Office with the processing of court cases.
As the City demand for additional court rooms increases, so does the responsibility of Court Services. There are currently 16 court locations across Toronto, with a total of 257 court rooms. In 2008 approximately 106,000 in-custody accused appeared in these court rooms. Also in that year, the Prisoner Transportation Section transported approximately 186,000 prisoners between police divisions and to and from detention centres. This required a professional staff of clerks, Police Officers and Special Constables, all working collaboratively in an impressive demonstration of excellence through people and partnerships.
Toronto Parking Enforcement
Parking enforcement on all roads and public property are the responsibility of Toronto Police.
Uniforms
TPE officers are provincial offences officers able to issue parking tickets under part II of the Ontario Provincial Offences Act. They do not carry any use of force items and are unarmed, but are issued kevlar vests for safety. They are peace officers pursuant to section 15 of the Police Services Act of Ontario for the purpose of enforcing Municipal By-Laws.
Their uniform consists of a blue shirt, black cargo pants with blue stripe, a black vest and a cap with blue stripe. Boots are similar to front line TPS officers. In winter months TPE officers have a blue jacket with reflective trim. Patches on the jackets and shirts are similar to the TPS, but with a white back ground the blue wording "Parking Enforcement".
Fleet
Their vehicles have the same paint scheme as the older TPS squad cars, but they are label with Parking Enforcement' and PKE or "PKW".
Toronto School Crossing Guards
Adult crossing guards at various intersections and crosswalks are employed and paid by the TPS. They are under charge by various Division across the city.
Marine unit
TPS is one of several police forces along Lake Ontario with a marine unit.
TPS has a fleet of 15 boats based along marine unit stations in south Etobicoke (Humber Bay West Park), Toronto Harbour and Scarborough (Bluffer's Park):
TPS Marine unit works in conjunction with:
Canadian Forces Search and Rescue unit at CFB Trenton
Peel Regional Police Marine Unit
Durham Regional Police Marine Unit
Niagara Regional Police Service Marine Unit
Halton Regional Police Marine Unit
Hamilton Police Service (Ontario) Marine Unit
Uniforms
Besides wearing the reflective vest, guards are supplied with a police issue jacket. The jackets have a patch similar to the TPS, but it has a white background and identification as school crossing guards. A winter hat similar to the Ushanka are worn in cold weather.
Sidearms and weapons
Glock 22 Large frame .40 - Regular uniformed officers
Glock 23 Compact frame .40 - Detectives
Glock 17 Large frame 9 mm - Emergency Task Force (TPS)
Glock 19 Compact frame 9 mm - Emergency Task Force (TPS)
Taser - Regular uniformed supervisors and specialized units
TPS formerly used Smith & Wesson prior to switching over to the Glock.
Weapons used by the ETF include:
MP5A3 9 mm submachine gun
Remington 700 bolt-action sniper rifle
Remington 870 shotgun (Can be issued to Regular Uniformed Officers)
Mossberg M500 shotgun (Can be issued to Regular Uniformed Officers)
Diemaco C8 carbine rifle (Can also be employed by member's of PSU when doing Court Security)
Taser International M18 taser
Taser International X26 taser
Pepper spray (OC Spray)
Tear gas (CS Gas)
Rubber bullets or bean bags rounds
ARWEN 37 37 mm riot gun (and AR-1 plastic baton rounds, may also be available to crowd/riot control officers)
Uniform
Auxiliary Police.
Front line officers wear dark navy blue shirts, cargo pants (with red stripe) and boots. Winter jackets are either dark navy blue jacket design Eisenhower style, single breasted front closing, 2 patch type breast pockets, shoulder straps, gold buttons, or yellow windbreaker style with the word POLICE in reflective silver and black at the back (Generally worn by the bicycle police). All ranks shall wear dark navy blue clip on ties when wearing long-sleeve uniforms.
Auxiliary officers (shown to the right) wear light blue shirts, with the badging of auxiliary on the bottom of the crest. Originally front line officer also wore light blue shirts but changed to the current navy blue shirts in the Fall of 2000.
Hats can be styled after baseball caps, combination caps,or fur trim hats for winter. Motorcycle units have white helmets. Black or reflective yellow gloves are also provided to officers with Traffic Services. Front line officers usually wear combination caps since that is the location of their badge.
As is the case with all Ontario Law Enforcement Officers, uniformed officers wear name tags. They are in the style of "A. Example" where the first letter of the first name is written and the last name next to it. Name tags are usually stitched on with white stitching on a black background, but they also have pin-styled with black lettering on a gold plate.
Senior officers wear white shirts and a black dress jacket.
Logo
The components of the TPS logo is similar to the old Metro Toronto Police logo less the name change:
winged wheels of industry on the top part of the shield
crown commemorating the coronation year of Queen Elizabeth II in 1953
two books for education
Caduceus - Roman god of commerce
chevron for housing
beaver from the city of Toronto logo
Ranks
Rank epaulettes
The rank insignia of the Toronto Police Service is similar to that used by police services elsewhere in Canada and in the United Kingdom, except that the usual "pips" are replaced by maple leaves.
Commanding officers
Besides the Chief of Police, the other command officers are the Deputy Chiefs. They head the command units:
Divisional Policing - Kim Derry (current)
Executive - Peter Sloly (current)
Human Resources - Keith Forde (current)
Specialized Policing - Anthony Warr (current)
The Chief Administrative Officer is a civilian post, currently held by Tony Veneziano.
Police senior officers
The day-to-day and regional operations are commanded by senior officers:
Staff Superintendent
Superintendent
Staff Inspector
Inspector
Investigative non-commissioned officers
Investigations are divided into crimes against persons and crimes against property. These investigations are conducted by:
Detective Sergeant
Detective
Detective Constable
Police officers
Staff Sergeant
Sergeant
Constable - first class, second class, third class, fourth class
New and current officers of the Toronto Police Service train at the Toronto Police College on Birmingham east of Islington. The initial training is 2 weeks, followed by 12 weeks at the Ontario Police College in Aylmer, Ontario and then 6 weeks of final training at Toronto Police College. Charles O. Bick College was closed in July 2009.
Emergency Services
TPS is part of Toronto's Emergency Services and works along side with:
Toronto Fire Services
Toronto EMS
Heavy Urban Search and Rescue
See also
Wikimedia Commons has media related to: Toronto Police Service
Auxiliary Constable
Emergency Task Force
History of crime in Toronto
TTC Special Constable Services
Police Recruitment Canada
References
^ HISTORY OF THE TORONTO POLICE PART 4: 1875 - 1920
^ Police killed unarmed teen, family says
^ Jeffrey Michael Reodica Inquest Jury Recommendations, Office of the Chief Coroner of Ontario
^ Toronto Police Services Board, Minutes of the Meeting of April 26, 2007, pages 85-90
^ Chilean soccer team involved in melee with police
^ La Nacion.cl
^ FIFA vows action after U-20 brawl
^ Torontoist: Lazy Avec Le "Metro"
^ a b Toronto Police Service. "Toronto Police Division Boundaries and Addresses". http://www.torontopolice.on.ca/uniform.php.
^ "Reasons for Selection, 2009 Greater Toronto's Top Employers Competition". http://www.eluta.ca/top-employer-toronto-police-service.
^
^ "Toronto police duo saddles up for Obama". Toronto Star. http://www.thestar.com/news/world/uselection/article/572006--toronto-police-duo-saddles-up-for-obama. Retrieved 2009-01-16.
External links
Toronto Police Official Site
Toronto Police Services Board
Toronto Police History
Toronto Police history 2
22 Division Toronto Police Service Rovers
Inquest into Jeffrey Reodica shooting begins
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Law enforcement agencies in Canada
Federal
Canada Border Services Agency Canadian Forces Military Police Canadian Forces National Investigation Service Correctional Service of Canada Environment Canada Enforcement Branch Royal Canadian Mounted Police Canadian Rangers
Provincial
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Regional and
municipal
Abbotsford Police Department Barrie Police Service Brockville Police Service Calgary Police Service Central Saanich Police Service Charlottetown Police Department Delta Police Department Durham Regional Police Service Edmonton Police Service Fredericton Police Gananoque Police Service Greater Sudbury Police Service Guelph Police Service Halifax Regional Police Halton Regional Police Service Hamilton Police Service Lethbridge Regional Police Service London Police Service Medicine Hat Police Service New Westminster Police Service Niagara Regional Police Service Ottawa Police Service Peel Regional Police Port Moody Police Department Rgie intermunicipale de police de la Rivire-du-Nord Regina Police Service Rothesay Regional Police Force Saanich Police Department Saskatoon Police Service Service de police de la Ville de Laval Service de police de Longueuil Service de police de la Ville de Montral Service de police de la Ville de Qubec Thunder Bay Police Service Timmins Police Service Toronto Police Service Vancouver Police Department Victoria Police Department Waterloo Regional Police Service West Vancouver Police Department Winnipeg Police Service York Regional Police
Specialized
Anishinabek Police Service CN Police Calgary Transit Public Safety and Enforcement Section Canadian Pacific Railway Police Service Niagara Parks Police Nishnawbe-Aski Police Service Special Investigations Unit South Coast British Columbia Transportation Authority Police Service McMaster University Security Service Treaty Three Police Service TTC Special Constable Services University of Toronto Campus Community Police Service YRT/VIVA Special Constable Services
Defunct
British Columbia Provincial Police Newfoundland Rangers Organized Crime Agency of British Columbia
Military Police Complaints Commission Police board
Lists
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Museums
RCMP Heritage Centre Rotary Museum of Police and Corrections Vancouver Police Museum Winnipeg Police Museum
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Government and politics of Toronto
Mayor City Council Toronto Public Library Toronto District School Board Fire Services Housing Police Service Toronto Support Services Division Toronto Technical Services Division Toronto Water Toronto Shelter, Support & Housing Administration Division
Categories: Municipal government of Toronto | Toronto Police Service | Rescue agencies | Organizations established in 1834Hidden categories: Articles needing additional references from December 2009 | All articles needing additional references | All articles with unsourced statements | Articles with unsourced statements from September 2009
