Strategic goals and objectives
In an effort to promote and encourage a culture of equity and inclusion, DRPS considered equity and inclusion principles during the development of indicators of success. This symbol † identifies indicators through which we will measure the success of our equity and inclusion initiatives.
Goal
Be a leader in innovative and modernized policing
The Durham Regional Police Service continues to strive to be a leader in innovative and modernized policing by not only adapting and responding to changes in our communities through technological advancements and evidence-based decision-making, but also by ensuring our internal structures, member skills, and activities match our communities’ needs.
OBJECTIVES
1
Align core organizational structure and activities with principles of evidence-based, ethical decision-making
# of substantiated public complaints
Complete a deployment process analysis by January 2026
# of substantiated Chief’s complaints
% of patrol time in violent crime hotspots
The proportion of violent and firearm offenders on conditions who are checked for compliance
% of emergency calls responded to within 8 minutes
Implement a data strategy by January 2025
% of urgent calls responded to within 12 minutes
Complete a span of control analysis by January 2025
% of routine calls responded to within 20 minutes
Create and implement a system for the collection of identity data across calls for service and occurrences by January 2025 †
2
Adapt and respond to changing community needs and emerging crime trends by modernizing key processes and adopting innovative technologies
Violent crime rate
# of crimes reported via the online reporting system
Violent crime weighted clearance rate
# of mental health apprehensions †
Property crime rate
# of auto thefts
Property crime weighted clearance rate
# of criminal incidents with an older adult victim †
Youth crime rate †
# of victims human trafficking investigators identified and assisted †
Drug crime rate
# of investigations the human trafficking unit launched †
% of gun-crime incidents cleared by charge
# of criminal charges laid related to intimate partner violence †
Design and implement a real-time operations centre by January 2026
The Community Safety and Policing Act, 2019 indicates that the Strategic Plan must include indicators of outcomes relating to clearance rates for youth crime. According to Statistics Canada, “Clearance rate refers to the number of criminal incidents solved by the police in the year divided by the number of criminal incidents reported in the year.” For an incident to be cleared, the police must know the identity of the accused. Determining the clearance rate for youth crime would require knowing the number of criminal incidents involving youth. In many cases, if an incident is not cleared, the police are unable to identify the accused. This means the police would not know if an offence was committed by a youth or an adult. As a result, it is impossible to determine the total number of crimes involving youth required to calculate the clearance rate. This indicator is, therefore, excluded from our Strategic Plan.
The Community Safety and Policing Act, 2019 indicates that the Strategic Plan must include clearance rates for drug crime. The clearance rates for drug crime are distinct from clearance rates for other types of crime. The identification of drug-related offences is often through police-initiated activities where officers have identified the accused while determining a drug offence has occurred. This inflates the drug clearance rate as it is rare for a drug offence to be included in our records system where police have not identified the accused. As such, the clearance rate for drug crime is not a meaningful indicator of police performance and we, therefore, exclude it from our indicators.
3
Continue to develop a representative, empowered, adaptable, and highly-skilled workforce
% of applicants who are racialized or Indigenous †
% of successful applicants who are racialized or Indigenous †
% of applicants who are women †
% of successful applicants who are women †
# of formal community recruiting outreach engagements
% of underrepresented groups in leadership positions, such as supervisors, managers, and executives †
% of active members with speciality training (e.g., scenes of crime officer, breath technicians) and/or professional certificates (e.g., community policing, de-escalation techniques, digital forensics, specialized investigations)
Goal
Have strong strategic partnerships that enhance community safety
The Durham Regional Police Service recognizes that many realities that bring community members into contact with police services are connected to broader social issues. DRPS prioritizes working with community partners and organizations to ensure that community members receive the most appropriate response to their current situation, before, during, and after formal police intervention.
OBJECTIVES
1
Develop and implement a strategic partnership plan to identify gaps and strengths in existing partnerships
Establish a comprehensive database listing all existing partnerships, including community organizations, government agencies, non-profits, businesses, and other stakeholders by January 2025
Complete an assessment of the diversity of partners to ensure representation across various community groups and sectors by June 2025 †
Complete an assessment of the resources and expertise that each partner brings to the collaboration to leverage strengths effectively by January 2026
2
Nurture a culture of collaboration and mutual appreciation, trust, and respect between members and community partners
% of partner agencies that are satisfied with their relationship with the Durham Regional Police Service
# of liaisons connecting the Durham Regional Police Service with community partners
% of members who are satisfied with their relationship with partner agencies
3
Track partnership activities to recognize impact and prevalence
# of referrals to Durham Connect †
% of mental health related calls from repeat callers †
% of crisis calls diverted from a police response by the Crisis Call Diversion program †
# of interactions with mental health support unit involvement †
Revictimization rate for intimate partner violence-related cases †
Goal
Earn the trust and confidence of members and local communities
Every day the Durham Regional Police Service must continue to earn and build the trust and confidence of its members and its communities. This trust will be built through consistent action towards advancing public safety and ensuring members have resources and opportunities for success.
OBJECTIVES
1
Actively work with communities to co-develop solutions to local concerns
% of survey respondents satisfied with the Durham Regional Police Service
# of hours on foot and bicycle patrols
% of racialized and Indigenous respondents satisfied with the Durham Regional Police Service †
# of social media impressions
% of survey respondents who feel safe in their communities
% of respondents who participate in crime prevention
% of racialized and Indigenous respondents who feel safe in their communities †
# of successful ProAction Cops and Kids applications †
% of survey respondents who feel safe in downtown areas of their communities
# of youth engaged in the Youth in Policing program †
% racialized and Indigenous respondents who feel safe in downtown areas of their communities †
% of youth engaged in the Youth in Policing program who rate their experience as excellent or good †
# of internal policies reviewed by the Diversity Advisory Committee †
2
Improve road safety by focusing enforcement on driving behaviours that cause the greatest harm
# of R.I.D.E. programs
% of injury/fatal collisions involving impairment
Rate of injury collisions per 1,000 registered vehicles
% of collisions involving impairment
Rate of fatal collisions per 1,000 registered vehicles
% of collisions involving aggressive driving
3
Provide the necessary and timely resources (financial, physical, and human) for members to effectively maintain the safety of the community
# of emergency calls for service
% of members who think the Service has sufficient staffing to meet internal and community needs
% of emergency calls responded to within 8 minutes
% of members who think the physical conditions of their buildings are satisfactory
% of urgent calls responded to within 12 minutes
% of members who think DRPS-issued equipment is satisfactory
% of frontline positions that are temporary vacancies
# of overtime hours for frontline patrol officers
% of other positions across the Service that are vacant
4
Encourage and support personal and professional development and training opportunities for all members to promote member knowledge, skill development, and professionalism
Establishment of formal mentoring and sponsorship programs, fostering knowledge transfer and career guidance †
% of members who think job posting (i.e., lateral transfer) opportunities are available to them
% of members who think opportunities for skill development are equally available to everyone who wants them †
% of pursuits deemed non-compliant
% of members who think promotion opportunities are available to them
% of police vehicle accidents where officer deemed at fault
5
Support the health and well-being of members and foster an inclusive workplace to enable members to be as effective and productive as possible
% of sworn members off work due to on duty injuries
% of members who participate in health and wellness programs
% of civilian members off work due to on duty injuries
Average # of hours lost to illness per sworn member
% of members who think health and wellness resources and support are effective
Average # of hours lost to illness per fulltime civilian member
% of members willing to use health and wellness resources or support
# of complaints brought under the Human Rights Tribunal of Ontario, Respect in the Workplace, and/or by grievance
# of health and wellness programs
% of members who think the Service provides a welcoming and inclusive environment for individuals regardless of race, colour, gender, age, ability, or sexual orientation †