Note
Cover title.
Issued also in French under title: Droits de la personne et services policiers : créer un changement organisationnel.
The original document was published on the public website of the Government of Ontario. © Queen’s Printer for Ontario, 2011. Reproduced with permission.
Summary
"This guide aims to encourage and support police services across Ontario in their work as it relates to upholding the Ontario Human Rights Code. The development of this guide is built on the experience gained in a three-year collaborative human rights organizational change project between the Ontario Human Rights Commission (the OHRC), the Toronto Police Service (TPS) and the Toronto Police Services Board (TPSB).The principled human rights approach elaborated in the guide can help police services better serve the needs of Ontario’s increasingly diverse communities, and draw on the strengths of police services’ own internal diversity. The guide integrates human rights and organizational change theory and best practice and provides a solid foundation from which to foster and sustain inclusive police services and prevent human rights violations before they happen. The guide details an ongoing, consciously planned for, change process that engages all aspects of organizational functioning, in a systematic effort to advance organizations and services towards enhanced inclusiveness and respect for the dignity, worth and rights of everyone."--Page 5.
Contents
Executive summary -- 1. Introduction -- 2. What is human rights organizational change? -- 3. Why change? -- 4. Human rights organizational change: key terms -- 4.1 Human rights -- 4.2 Grounds of the Code -- 4.3 Discrimination -- 5. Complaints and allegations against police -- 6. Steps to create organizational change -- 7. Best practices for police human rights organizational change -- 7.1. Comprehensive organizational change strategy -- 7.1.1. Best practices for comprehensive organizational change strategy development -- 7.1.2. Things to avoid in comprehensive organizational change strategy development -- 7.2. Committed leaders -- 7.2.1. Best practices for leadership -- 7.2.2. Things to avoid for leadership -- 7.3. Vision and terminology for change -- 7.3.1. Best practices for developing vision and terminology -- 7.3.2. Things to avoid when developing vision and terminology -- 7.4. Lead change agents -- 7 .4.1. Best practices for selecting lead change agents -- 7.4.2. Things to avoid in selecting change agents -- 7.5. Multi-stakeholder structure -- 7.5.1. Best practices for governance of organizational change and stakeholder engagement -- 7.5.2. Things to avoid in governance of organizational change and stakeholder engagement -- 7.6. Monitor and evaluate -- 7.6.1. Best practices for monitoring and evaluation -- 7.6.2. Things to avoid in monitoring and evaluating -- 7.7. Communication and reporting -- 7.7.1. Best practices in communications -- 7.7.2. Things to avoid in communications -- 7.8. Identify and address resistance -- 7.8.1. Best practices in addressing resistance -- 7.8.2. Things to avoid in addressing resistance -- 7.9. Strategic areas of focus for change -- 7.9.1. Best practices in selecting strategic areas of focus -- 7.9.2. Things to avoid in selecting strategic areas of focus -- 8. Specific actions to consider -- 8.1. Core actions -- 8.2. Actions aimed at improving employment practices -- 8.3. Actions related to police service delivery -- 8.4. Actions related to training -- Appendix A: Structure of Toronto Police Human Rights Project -- Appendix B: Glossary -- References.