Missing and Missed: Reforming Canada’s Approach to Missing Persons Investigations — Progress, Gaps, and the Reality on the Ground

by Janie A. Duncan

The Toronto Police Service “Missing and Missed” review stands as one of the most significant examinations of missing persons investigations in Canadian history. It is not simply a report filled with recommendations. It is a public acknowledgment that, for years, critical failures existed within investigative practices—failures that impacted real families searching for answers.

At its core, the review forced an uncomfortable but necessary question into the spotlight: when someone goes missing, is the system designed to find them as quickly and effectively as possible, or has it been shaped by assumptions, resource constraints, and inconsistent practices?

The origins of the “Missing and Missed” initiative are rooted in growing public concern and high-profile investigative shortcomings that exposed systemic gaps in how cases were handled. These concerns were not limited to isolated incidents. They reflected patterns—patterns of delayed responses, inadequate follow-up, and, perhaps most troubling, a perception that certain cases were not treated with the same urgency as others. The review ultimately produced 151 recommendations, each aimed at addressing not just procedural deficiencies, but deeper structural and cultural issues within policing.

In response, the Toronto Police Service established the Missing and Missed Implementation Team, a group designed to move these recommendations from paper into practice. The intent was to create a framework that combined internal reform with external accountability, bringing community voices into a process that had historically been confined within policing structures. This shift toward transparency and collaboration marked a meaningful departure from traditional approaches, where investigations were often conducted with limited outside input.

Since the implementation began, there have been visible efforts to modernize and standardize investigative practices. Risk assessment models have been refined in an effort to reduce subjectivity, and additional resources have been allocated to missing persons units to improve coordination and response. There has also been an increased emphasis on intelligence gathering, recognizing that modern investigations require more than traditional methods. Digital footprints, behavioral patterns, and cross-jurisdictional data now play a more prominent role in how cases are approached.

Despite these advancements, the findings of the original review continue to cast a long shadow. One of the most persistent criticisms identified was the lack of communication between investigators and families. For many, the most distressing part of the experience was not just the disappearance itself, but the silence that followed. Calls went unanswered, updates were infrequent, and families were often left feeling as though their case had been de-prioritized or forgotten altogether. This breakdown in communication is not simply a matter of perception. It has real investigative consequences. When families lose trust, they are less likely to remain engaged, and the flow of information that can be critical to solving a case begins to diminish.

Another issue that emerged from the review was the inconsistent prioritization of cases. Decisions were sometimes influenced by assumptions about an individual’s lifestyle, history, or personal circumstances. These assumptions, whether conscious or not, created disparities in how quickly and thoroughly cases were investigated. In a field where time is often the most critical factor, even small delays can have irreversible consequences.

The implementation of new policies and procedures is an important step, but it raises a deeper question about the nature of reform itself. Policies can be rewritten and new protocols introduced, but the effectiveness of these changes ultimately depends on the people applying them. Cultural change within an organization is far more complex than procedural change. It requires a shift in mindset, where every case is approached with the same level of urgency and importance, regardless of background or circumstance.

This distinction between compliance and culture is where many reform efforts struggle. It is possible for an organization to meet every requirement on paper while still falling short in practice. True progress is not measured by how many recommendations have been implemented, but by whether those changes are reflected in real-world outcomes. Are missing persons being located more quickly? Are families receiving consistent and meaningful communication? Is trust being rebuilt?

The reality is that, despite progress, gaps still exist. These gaps are not always the result of negligence. In many cases, they stem from the inherent limitations of policing itself. Resources are finite, priorities must be balanced, and investigators are often managing multiple cases simultaneously. This creates an environment where not every case can receive the level of attention that families expect and deserve.

It is within this space that private investigators have become increasingly relevant. Firms like Duncan Investigations Inc., operate with a different mandate. Their role is not to replace law enforcement, but to complement it by providing focused, dedicated attention to cases that may otherwise stall. They have the ability to re-examine evidence without institutional constraints, pursue leads across jurisdictions, and maintain direct and consistent communication with families.

Perhaps most importantly, private investigators bring a level of continuity that is often difficult to achieve within larger organizations. While police units may experience turnover or shifting priorities, private investigators can remain singularly focused on a case for as long as necessary. This continuity can make a significant difference, particularly in complex or long-term investigations.

The “Missing and Missed” initiative represents an important step forward, but it also highlights a broader truth about missing persons investigations. These cases are not just about procedures or policies. They are about people. They require urgency, persistence, and a willingness to challenge assumptions at every stage of the process.

As reforms continue to unfold, the true measure of success will not be found in reports or statistics, but in the experiences of the families affected. When communication is consistent, when every case is treated with equal importance, and when trust is restored between investigators and the public, then meaningful progress will have been achieved.

Until that point, the conversation does not end with reform. It continues with accountability, collaboration, and a recognition that there is always more work to be done.