Commitment to Safety: The WRPS Stratified Policing Model

By Deputy Chief Jen Davis and Cherri Greeno, Waterloo Regional Police Service

As police leaders continuously strive to improve the efficiency and effectiveness of public safety within their communities, they are increasingly adopting new, innovative, data-driven approaches that not only solve crime but aim to prevent it before it occurs.

In September 2024, the Waterloo Regional Police Service (WRPS) launched its “Stratified Policing Model,” an evidence-based approach to policing that involves addressing immediate crime and disorder issues, setting long-term goals for crime reduction and ensuring resources are deployed where and when they are needed most. The first of its kind to be adopted by a Canadian police service, this forward-thinking method to policing is proving to be a significant step forward in WRPS’s ongoing commitment to ensuring public safety while upholding community trust and confidence.

RISING CRIME RATES

The model was adopted by WRPS in response to the “Service’s Crime Suppression Strategy,” which was implemented in 2022 to address rising crime rates in Waterloo Region. Specific crime reduction goals in three priority areas – firearm violations, robberies and break-and-enters – were identified through an in-depth analysis of previous years’ crime data, citizen concerns and specific service considerations.

Following the success of a fiveper-cent decrease in these incident types in 2023, WRPS maintained the same priority areas in 2024, with a commitment to achieving a 10-percent reduction across the three goal areas. In 2024, WRPS partnered with Dr. Roberto and Dr. Rachel Santos of Radford University in Virginia to implement the Stratified Policing Model in order to focus on immediate, short-term and long-term crime and disorder issues and incorporate a stratified system of accountability at every level of the service.

The Santoses are pioneers in the world of Stratified Policing and have extensive experience implementing successful crime reduction strategies in several U.S.-based cities. They describe their model as a “proactive, evidence-based strategy that is proven to reduce victimization in the short and long term … one that would lead to proactive, accountable and effective policing in Canada.”

With their support, WRPS exceeded its goal of a 10-per-cent reduction in firearm violations and break-andenters in 2024. All three areas will remain goal priorities for 2025, with the service intensifying its efforts to address robberies.

HOW DOES IT WORK?

Recognizing that different communities and situations require different policing strategies, the Stratified Policing Model shifts away from the “one-size-fits-all” approach to policing and, instead, creates a tailored approach that fits the unique characteristics of the community focusing on the crime severity experienced within the community and leveraging available policing resources in the most effective and efficient manner.

The WRPS model aims to realign resources and increase operational flexibility to better address emerging crime patterns and trends. To support this, WRPS undertook a comprehensive review of its existing structure, including systems and procedures, identifying opportunities for both organizational restructuring and system enhancements to improve overall operational efficiency. One significant outcome of this review was the decentralization of the Direct Action Response Teams and Community and Youth Engagement Teams, along with the introduction of dedicated Street Crime Teams to each of the patrol divisions to more effectively support timely, directed and coordinated responses to crime and disorder incidents.

Enhancing communication across all units and levels of the organization also became a top priority following recommendations from the review. As a result, daily, weekly and monthly accountability meetings were implemented alongside the organizational restructuring. These meetings provide a structured forum for reviewing data, establishing priorities, developing strategies and evaluating outcomes. They also promote collaboration around problem solving to address underlying crime and disorder issues. They reinforce organizational priorities and support a culture of accountability.

ONE SIGNIFICANT OUTCOME OF THIS REVIEW WAS THE DECENTRALIZATION OF THE DIRECT ACTION RESPONSE TEAMS AND COMMUNITY AND YOUTH ENGAGEMENT TEAMS.

As illustrated in Figure 1, problems (whether crime and/or disorder) are stratified from left to right by level of complexity, with rank or position accountable stratified up and down. Expectations are set from the top of the organization and flow down to inform priorities.

With the stratified policing model being largely evidence-based, its effectiveness depends on accurate, comprehensive data and highlights the critical role crime analysis plays in crime suppression by serving as the link between objective data-driven analysis and strategic decision-making.

Using the concept of “Micro-Time Hotspots,” one can see the effectiveness of crime analysis in identifying crime trends within a geographical radius (Figure 2). In this example, a Micro-Time Hotspot focused on commercial break-and-enters was identified by the Crime Analysis Unit through the use of mapping software and database systems. Information regarding date, time, location and modus operandi of the incidents was collected in addition to the analysis of potential persons of interest and intelligence information.

Information was collated into a Crime Bulletin and subsequently disseminated to divisional front-line resources. Actionable intelligence contained in the bulletin led to proactive initiatives in the identified hotspot, and grounds were formed for the person of interest, who was subsequently located in the immediate area. The individual was found to be in possession of a break-in tool, arrested, charged and held in custody on multiple charges. This is but one example that highlights the impact of an evidence-based approach to addressing crime and disorder issues.

Figure 1: Adapted from R. Santos and R. Santos, “Stratified Policing, An Organizational Model for Proactive Crime Reduction and Accountability”, 2022.

Figure 2.

At its core, Stratified Policing is proving to be a transformative advancement in the quest for public safety. Not only will it lead to more efficient use of policing resources by reducing crime and disorder incidents, but it will lead to safer, stronger, more unified communities. When implemented correctly, it becomes a model that is not just about responding to crime, but one that creates a systematic approach that will be sustained over time with measurable impacts.

Jen Davis is Waterloo Regional Police Service’s Deputy Chief – Neighbourhood Policing and Investigations. She also serves on the OACP’s Board of Directors as the Zone 5 Director and can be reached at Jennifer.Davis@wrps.on.ca.

Cherri Greeno serves as WRPS’s Director, Corporate Affairs. She can be reached at Cherri-greeno@wrps.on.ca.

Bail Compliance: A public safety priority

A new level of for front-line officers and investigators operational awareness to access the information they need and public safety is regarding offenders who are out on coming to policing in bail for firearms-related offences. Ontario with the rollout of the Provincial Bail Compliance This situational awareness and Dashboard (PBCD). Originally designed investigative tool is now available for and built by the Toronto Police Service all Ontario police services who wish (TPS),

Strategic Wellness in Policing: The TPS model for member mental health

Mental health and well-being are fundamental to the overall health of police officers and civilian members. By strategically prioritizing well-being, police services can support a healthy workforce from “hire to retire.” Improving police wellbeing starts with the development and delivery of a data-driven wellbeing strategy. The process of building a well-being strategy can be daunting, but by following a few simple steps, organizations can ensure their strategies are effectiv

Policing in the Shadow of Canada’s Homelessness and Toxic Drug Crises

Ontario police services are tasked with a growing array of responsibilities today, many of which officers likely never anticipated would be a major part of their job. The police’s role in responding to Canada’s homelessness and toxic drug crises and, more specifically, the proliferation of homeless encampments or “tent cities” has emerged as a major new challenge for today’s police professionals

President’s Message:

Futureproofing our Police Organizations: A Leader’s Privilege and Responsibility

HQ Magazine Summer 2025 Digital Book

Link here for edition in flip book format.

What We Can Learn in Policing from Wildfires

I had trouble figuring out where to begin this year’s renewed version of the Police Leadership Program. The challenge was too many options. The leadership issues in policing today range all the way, for example, from community mental health to organizational budgeting to technical skill development.

HQ Summer 2025 · Jul 8, 2025

The Complexity of Police Leadership

Yet leadership effectiveness is, simply put, about people understanding people. It is a skillset that can be learned, and that depends quite simply on leaders investing in themselves. With social-scientific discoveries, self-awareness, and powers of observation and communication, leaders can pull others together around a common goal. Among others, the below three skill sets help to get you there:

HQ Summer 2025 · Jul 8, 2025

Countering Incivility, Harassment, and Discrimination in Policing

Creating a workplace environment that is inclusive, respectful, and free from harassment and discrimination is an ongoing priority for ontario police services. However, services face systemic challenges in their efforts to prevent these negative behaviours, effectively address them, and change their culture.

HQ Summer 2025 · Jul 8, 2025

The Leadership Imperative: Leader development in Ontario

Modern policing is complex. Whether mediating a dispute or managing a crisis, it’s a job that not only requires a deep understanding of the law and society, but also the ability to lead with confidence and compassion.

HQ Summer 2025 · Jul 8, 2025

THE FUTURE OF LEADERSHIP IN POLICING

Under the leadership of Chief Jim MacSween, the executive leadership team at York Regional Police (YRP) established a mission to re-imagine leadership development within the organization. YRP knew that standardizing leadership principles and delivering them to all ranks of the organization would enrich the development of ethical and professional leaders.

HQ Summer 2025 · Jul 8, 2025

Connect, Lead, Inspire

As policing leaders, there are key elements to consider when it comes to developing outstanding organizations. Opening conference keynote presenter Tanya McCready of the Winterdance Dogsled Tour and author of Journey of 1000 Miles opened the conference with a timely message: time, dedication, trust, and practice are key elements to leadership, as well as ensuring that leaders know their team and where they thrive best.

HQ Summer 2025 · Jul 8, 2025

Bail Compliance: A public safety priority

Strategic Wellness in Policing: The TPS model for member mental health

Policing in the Shadow of Canada’s Homelessness and Toxic Drug Crises

President’s Message:

HQ Magazine Summer 2025 Digital Book

What We Can Learn in Policing from Wildfires

The Complexity of Police Leadership

Countering Incivility, Harassment, and Discrimination in Policing

The Leadership Imperative: Leader development in Ontario

THE FUTURE OF LEADERSHIP IN POLICING

Connect, Lead, Inspire

HQ Magazine

Categories

Social Footprints