Bill BlairDerek Shapton
For 10 years, Bill Blair had the job he loved—chief of the Toronto Police Service, the $1-billion-a-year force that consumes 11% of the city's operating budget. He was hailed for championing diversity and community policing, but criticized for the force's handling of the 2010 G20 summit protests, alleged racial profiling and soaring costs. Last year, the Police Services Board declined to renew his five-year contract. He retired in April, at age 61, and announced his candidacy for the Liberal nomination in a Toronto federal riding.
Did you declare early in your career that you wanted to be chief?
Police chief isn't a job you can back into. You have to go out and get the education and experience, and you have to build up a track record. I did pursue these opportunities. Years ago, I was in the promotion interview for inspector with the chief and his deputies. At the end, the chief said, "Bill, where do you see yourself in 15 years?" I said, "Sitting in your chair." Fifteen years later, I was.
Why don't you just go fishing?
I love fishing. I'm not averse to leisure. But my work has been rewarding and important. I like public service.
Did you think you would go into politics?
I would have stayed the police chief forever and they would have had to carry me from the office. I recognize that is the wrong attitude, by the way. But I knew the political environment in the city, and it was not unexpected that I would not be renewed for a third five-year term.
You're used to being in command. Could you be a powerless backbencher?
For the 28 years before I was chief, I served in every capacity—I walked the beat and I answered radio calls. I know what it's like to be part of a team.
Could you take orders from a party whip?
I had some good advice from a friend: Don't worry too much about the politics. Pick the leader you can support, and make the decision based on values.
Is it possible to contain the cost of modern policing?
We created all sorts of efficiencies over the past 10 years. All of my court services people are civilians; all of my parking enforcement people are civilians. We implemented various technological solutions. And there were increased demands. We put a ton of uniformed officers into neighbourhoods, and their sole function was to prevent crime and make communities safer.
How did the budget rise so dramatically?
Every four years, the Police Services Board and police associations sit down to negotiate a contract. With the stroke of a pen, they added hundreds of millions of dollars. Over the past 10 years, the overwhelming majority of increases were the result of cost-of-living provisions. Then the same board would complain that the cost of policing was going up. The costs that my management team and I controlled actually went down over that period.
So how do you solve this dilemma?
Policing is not sustainable economically, and neither are other elements of the public service. I support collective bargaining, but a little more rigour needs to be brought to the process.
With all these pressures, was your job tougher than a CEO's?
It is a CEO's job, and you have to manage up and down. Good governance is the key to good policing.
How well did you manage up?
I experienced excellent governance and some governance that wasn't. Over 10 years, we kept the city safe—we got the job done.