1. A Case Study of the City of Toronto Focus on Government Security - June 19, 2013

2. CONTENTS Background – City of Toronto Corporate Security City of Toronto Security Plan Challenges / Threats How Did We Get Here Where Are We Going

3. BACKGROUND City of Toronto Corporate Security City of Toronto As Employer Infrastructure / Facilities Corporate Security Unit Staffing Statistics

4. City of Toronto 4 th Largest City in North America Canada’s largest City (2.6M) Ethnicity and Diversity Events / Demonstrations

5. City of Toronto Employer Canada’s 6 th largest government. 1500 Buildings 45000 employees, 40 Divisions 44 Councillors and 1 Mayor Very Diverse Services and Infrastructure Events / Demonstrations

6. City of Toronto Facilities

7. CORPORATE SECURITY UNIT

9. 1500 facilities 10,000 incidents / year 1500 mobile patrols / month 45,000 access cards 2,600 Card Readers

11. CITY OF TORONTO SECURITY PLAN Mission Statement Corporate Security Framework City Wide Corporate Security Policy Divisional Plans

12. “The Corporate Security Unit is committed to supporting and enhancing the safe delivery of City services. We do this by providing and maintaining an appropriate level of sustainable proactive and reactive security and life safety measures through highly qualified, knowledgeable, trained security professionals, contracted services and current technology.”

13. City of Toronto Security Plan City of Toronto Corporate Security Framework City of Toronto City Wide Corporate Security Policy Divisional Plans

14. Corporate Security Framework “City Council directs that the Corporate Security Unit be the corporate body responsible for protecting City divisional assets and setting the security standards for City-owned or operated facilities / properties.”

15. Corporate Security Policy Council Approved Roles and Responsibilities Specific Security Policies Applicable Legislation

16. Divisional Security Plan Joint document Fluid document Provides a strategic 5 Year Plan Referenced to guide future year divisional operating and capital requests

17. DIVISIONAL SECURITY PLANS Each Security Plan: 1.Documents current security features; 2.Completes a threat assessment; 3.Determines the security features required; 4.Highlights the gap between current and recommended security features; 5.Presents a prioritized multi-year operating and capital plan; 6.Provides a multi-year operating and capital plan to maintain the recommended security features.

18. Sample Business Unit Facilities ADDRESS E.A.CH.S.KE.I.AE.I.A.MO.SCCTV Site 1 2003 YES NO NOW YES NO Site 2 2003 YESNOYES NO NOW YESNOYES NO Site 3 2003 NO YESNO NOW YESNOYES NO Site 4 2003 NO YESNO NOW NOYES NO Site 5 2003 YESNO YES NOW YES 1 NO YESYES 4 Site 6 2003 NOYES NO NOW NOYES NO Site 7 2003 NOYES NO NOW YES NO Site 8 2003 NO NOW NO

19. CHALLENGES / THREATS

20. CHALLENGES Money - ROI, Metrics Setting an Unachievable Level Setting an Unsustainable Level Program Maintenance Meeting Standards / Guidelines Service Provider, SLA’s Technology Specific

21. Threats

22. HOW DID WE GET HERE Creating a Vision and Guiding Principles Aligning Unit Goals with Organizational Goals Obtaining Senior Management and Political Buy-in Referencing Standards, Completing Benchmarking and Promoting Certification

23. Council’s Strategic Plan : Community Participation and Effectiveness Goals for the Community: “Safe City” Toronto Public Service Framework: Mission and Values The Values: Service, Stewardship, and Commitment. Toronto Public Service People Plan One of Five Goals: “We will have safe and healthy workplaces”. Facilities Management Division Our mission is to plan for, build, maintain and improve City properties in a manner that supports direct service delivery, safety and comfort to the users, and municipal pride in appearance.

24. ALIGNING UNIT GOALS WITH ORGANIZATIONAL GOALS Where Do Goals Come From Senior Management Goals Adaptable, Priorities Reviewed Example of CWSP Goals Affect Where $ Goes

25. REINFORCING SECURITY’S MISSION AND ROLE Value Adding –Not a “Necessary Evil” –Contribute to the “Total” Organization –Profit Enhancer Leading and Influencing the Future –Proactive –Awareness –Salesmanship –Alignment and Integration –Professionalism

27. SENIOR MANAGEMENT AND POLITICAL BUY-IN Squeaky Wheel How Services Compliment and Enhance the Overall Vision and Goals of the Organization Information Management Research and Benchmarking Prioritization

28. BEST PRACTICES FOR SECURITY OPERATIONS Standards Certification Benchmarking

29. Corporate HR PMMD IT Division Partners

30. WHERE ARE WE GOING 2013 Key Business Priorities Government Security Forum

31. City Wide Card Security Awareness Program Risk Management Review Operations Issues Metrics

32. City Wide Workgroup City Wide Access / ID Policy Partners Security Access Self-Serve

33. Program Promotion Be security conscious See something Phased Other Models

34. Review with Risk Management Units Roles and Responsibilities Goal of Corporate Risk Reduction

35. Operational Issues Keying Fire Safety Plans Emergency Plans

36. Metrics $ Per Sq Ft $ per Employee Incident Reduction Chargeable Calls TCOI, ROI

37. Government Security Professionals Forum LinkedIn Website Sharing Benchmarking

38. CLOSING Review Questions? Dwaine Nichol, CPP Director, Corporate Security City of Toronto dnichol@toronto.ca 416-397-7129