The presentation will break down the major themes that emerged through our existing and ongoing work about TAC teams and occupational stress: 1) a comparison of two Canadian tactical teams’ operations, training, patrol support, and police militarization; 2) the role of TAC teams at community engagement events and community policing; 3) the impacts of TAC team membership on family systems; and, 4) Exploring the types of operational and organizational stress experienced by TAC officers as a result of their TAC team membership.

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We conducted an exploratory survey of 50 officers from the Waterloo Regional Police Service to examine occupational stress and well-being. Using Qualtrics, participants completed demographic questions and standardized measures, including the PSQ-Op/Org, MS-PSS, 2W-SSS, MEDS, and BFI-10. Descriptive and inferential analyses explored links between workplace stress, social support, personality traits, and self-rated health.

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The business intelligence team at the Edmonton Police Service (EPS) undertook a comprehensive analysis to forecast attrition among sworn members over the next decade. This initiative aimed to uncover current attrition trends, including the distribution of years of service and the rising internal attrition rates among younger officers. Additionally, the team sought to identify potential risks, such as the impending retirement of a substantial portion of the workforce and the anticipated gap in mid-career officers, which may affect leadership continuity. The emergence of new police agencies in the region was also considered, as it introduces competitive pressures that could attract officers with varied incentives and career opportunities. To address these challenges, a forecasting tool was developed, enabling users to manipulate parameters such as attrition rates, increased losses to other agencies, and recruit class sizing, thereby understanding various scenarios and their implications for the service.

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How can police organisations move beyond repeated failures and truly learn from experience? This presentation introduces an evidence-based organisational learning framework developed within Victoria Police, Australia, through a multi-phase research project. Drawing on strategic policy reviews, critical incident case studies, action research, and a global Delphi process, the project identifies the barriers to learning in policing and the essential characteristics of a learning organisation. The result is a practical, evidence-based framework designed to embed genuine change, enhance review processes, and foster a culture of learning. Attendees will gain insights into how this framework is being tested and refined through reflective action, and how it can be adapted to other policing contexts to support leadership, innovation, and safer communities.

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As part of the new CSPA, police services are now required to reflect the community that they serve. For many police services, this has spawned questions related to hiring practice. Specifically, how do we remove barriers for female and racialized individuals from becoming police officers? As part of this presentation, we assess how data can be used to identify barriers within the recruitment process. However, while addressing these barriers directly can effectively support recruitment in the short-term, a long-term recruitment strategy must integrate theory in order to better understand why these barriers exist, and how to address them.

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Among first responders, 911 call-takers represent the first point of contact for calls and crises of all magnitudes. They are required to respond to a plethora of occurrences and work to resolve potentially life-threatening situations. However, despite their integral role in our emergency response framework, there is no standardized crisis intervention and de-escalation (CID) training specifically for 911 call-takers. To address this glaring gap, we developed, implemented, and evaluated the first custom-made CID training course for call-takers in collaboration with the Ottawa Police Service and Dr. Mary Ann Campbell from the University of New Brunswick. Among other topics, the talk will provide: (1) a description of the training curriculum, (2) insights into the evidence-based training techniques utilized, and (3) pre- and post-training survey results from about 100 call-takers exposed to the training in the Ottawa Police Service. Overall, pre-and post-training survey scores indicate several statistically significant improvements in participants’ critical knowledge and attitudes related to the subject matter of the course. Additional results indicate that trainees found the training highly applicable and rated it very positively, noting that it addresses several important gaps that will allow call-takers to carry out their duties more effectively.

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The presentation will touch on the history of Evidence Based Policing (EBP) and lessons we can learn from the past. EBP strategies for policing organisations will be discussed before thinking about the importance and value of EBP to policing. The potential future direction of travel for EBP will be explored, finishing with a challenge for policing.

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This presentation will demonstrate the power of using science to improve police practice. We will examine case studies, cutting-edge research, and real-world applications to learn how science has been used to solve common policing problems – from crime prevention to patrol deployment to public order policing. We will also explore how other professions have successfully integrated science into everyday practice. Attendees will learn actionable strategies to strengthen the science-practice connection, enhance police performance, and improve justice outcomes.

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Traditional approaches to identifying high-priority areas often rely on call volume, highlighting locations with the most activity. But not all calls are equal. This presentation introduces a harm-focused framework that goes beyond volume by incorporating UCR data and crime severity scores to identify areas causing the greatest harm. Designed for police leaders, analysts, and practitioners, this session will demonstrate how to shift from reactive deployment models to more strategic, evidence-based decision-making that maximizes impact and improves public safety.

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Introduction. Police members are at a significantly increased risk of occupational stress (i.e., experiencing operational and organizational stressors) than the average member of society (Cohen et al., 2019; Ricciardelli, 2022). Operational stressors are related to the day-to-day duties required of police members, such as being exposed to traumatic events and physical dangers, as well as shift work (Cohen et al., 2019; Craddock & Telesco, 2022). Organizational stressors are related to challenges with administration, lack of supportive management, workplace structure and processes that exclude some members of the organization (Cohen et al., 2019). Common outcomes of occupational stress are heightened rates of psychological distress, including symptoms of depression, anxiety, and stress (Cohen et al., 2019; Craddock & Telesco, 2022; Purba & Demou, 2019). However, the distinct contribution of operational and organizational stress to psychological distress has yet to be investigated. Methods. To examine the relationship between operational stressors, organizational stressors (as measured by the Police Stress Questionnaire-Operational (PSQ-Op) and the Police Stress Questionnaire-Organizational (PSQ-Org); McCreary, Fong, and Groll, 2017), and psychological distress (as measured by the DASS-21, which includes Depression, Anxiety, and Stress subscales; Lovibond and Lovibond, 1995), a series of Spearman rank-order correlations were computed using JASP. Spearman rank-order correlations were chosen due to the ordinal nature of the scales and their robustness against outliers (Schober, Boer, Schwarte, 2018). Results. The PSQ-Org was significantly correlated with Depression (ρ = .33, p = .02, Ficher’s z = .34), and Stress (ρ = .57, p < .001, Ficher’s z = .65) whereas the PSQ-Op was significantly correlated with Depression (ρ = .44, p = .002, Ficher’s z = .48), Anxiety (ρ = .42, p = .003, Ficher’s z = .45) and Stress (ρ = .51, p < .001, Ficher’s z = .56). Discussion. The findings suggest that both perceived organizational and operational stressors are related to psychological distress domains, with the operational stressors showing a broader and stronger association across the 3 domains. Moreover, the moderate to strong positive correlations (Cohen, 1988) highlight a consistent pattern, namely that greater perceived stress, whether organizational or operational, is associated with increased psychological distress. As such, addressing both organizational and operational sources of stress within police organizations is essential to promote psychological wellbeing and resiliency.

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The Community Policing Bureau, which oversees forward-facing/operational units at EPS, has reported an increase in patrol workload due to factors such as increased call volume, rising violent crime rates, community demands, and evolving policing strategies. An exploratory analysis was conducted by the Business Intelligence team at EPS to identify trends, explore contributing factors and identify key impact factors.

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Peer support was theorized as being an accessible and effective option for supporting the mental health and well-being of public safety personnel (PSP); based on this emerging evidence, peer support programs were then broadly implemented, with high expectations of program effectiveness. We now know implementation has been highly variable and the associated outcomes unclear (e.g., Foley & Ricciardelli, 2023), between different sectors of public safety, and even across services within the same sector. These findings raise concerns about how peer support is being implemented and used by, for example, police service employees, including how often, and to what outcome. In general, rigorous program evaluations and research have demonstrated that effects of peer support are most often limited and low quality, yet also complicated by promising results. A 2023 scoping review of 13 studies found organizational support and peer leadership training contributed to sustainability and confidentiality, trust, and shared lived experiences were perceived as useful (Fallon et al., 2023). Stigma was identified as the primary barrier to participation, while peer support decreased stigma and was perceived as serving to bridge the gap in mental health services use (Fallon et al., 2023). These results might seem promising but must be considered in relation to the small number of studies conducted with a lack of rigorous controlled evaluations. Further, the lack of studies evaluating different formats, dosage, and platforms for delivery limits understandings of the best way to tailor peer support programs for different and diverse PSP. For example, we do not known whether in-person or remote delivery (e.g., application-based app) is more effective. Services and advocates strive to have internal institutional peer support programs. The current studies collectively speak to what the evidence consistency reveals about peer support programs in policing (and more broadly in public safety). The evaluations included here are (chronologically): 1) the Ontario SOLGEN implementation of PeerConnect for public safety organizations; 2) the PeerOnCall app development and implementation in public safety; 3) the PeerOnCall implementation for the Ontario Fire Chiefs Association; and 4) The DRPS peer support program evaluation (that does not use an application for peer support provision). In total, evaluations of peer support programs span across organizations. Methods: Study 1: We evaluated qualitatively (n = 23) and quantitatively (n = 455) how PSP from 28 Ontario Services – which included 14 police services, 13 emergency services, and the Ontario provincial correctional service – experienced the PeerConnect App. Study 2: We implemented and evaluated qualitatively (i.e., the survey sample was too small to be useable quantitatively) how two correctional services experienced the PeerOnCall app and affiliated peer support program. Study 3: Using a pre-test-survey (n = 176), post-test-survey (n = 176), and soon thereafter a follow-up-survey with quantitative scales/items and qualitative questions, we implemented a study evaluating how Fire Chiefs in Ontario experience the peer support program implementation and app. Study 4: We conducted semi-structured interviews with over 131 sworn officers or civilian employees at DRPS. We asked questions specific to their peer support program, distinguishing peer supporters from potential service users, to learn about their experiences with peer support, if they used/did not use the service or had any intention to use it, and so forth. Of note, DRPS originally housed a “Pillar Program” for peer support, which was later revamped during COVID-19 into the current DRPS peer support program. They do not currently use a peer support app. We discuss finding and implications in an applied sense, question the continued use of organizational specific peer support, and reflect on what our findings mean for public safety.

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This presentation provides a synopsis of the Toronto Police Service’s Race and Identity-Based Data Collection (RBDC) Strategy from key data findings to cross-sectoral engagement model to co-design feasible solutions to address racial disparities. The RBDC Strategy was designed as an ongoing initiative that progressively incorporates new police-community interactions and uses a hypothesis-driven approach to assess disparities in these interactions: a Community Advisory Panel (CAP), officers and diverse partners are regularly engaged in articulating research questions, conducting and interpreting the analyses. This approach integrates both operational and community perspectives into the analytical process and employs a unique multiple-benchmark methodology to isolate police contribution to disparities from the upstream factors that influence contact with police. We will also share concrete examples of co-designing solutions by engaging community and partners across sectors that will benefit other police services.

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Lethbridge Polytechnic’s Centre for Public Safety Applied Research has developed the Spatially Interactive Panorama (SIP) and is exploring the use of the SIP and virtual reality (VR) to authentically assess policing applicants’ ethical decision-making abilities. The SIP is an immersive medium combining narrative visual and audio traits with 200-degree panoramic projections, allowing interaction with the projected real-time 3D (RT3D) world via physical gestures. Interactions enhance oral and gestural presentations, training simulations, and complex immersive scenarios. The SIP volume, approximately 50 square meters, accommodates groups of various sizes to experience the media together. Unlike current large-scale projection solutions, the SIP is designed to be functional, accessible, and portable, addressing police partner and community innovation needs. It aims to support applied research programs, preserve Blackfoot language and culture, enhance police assessment and training, and build stronger communities, aligning with several of the Truth and Reconciliation Commission of Canada’s Calls. With seven municipal and one Indigenous police service across four provinces, a key objective is to determine how the SIP and/or VR can improve the authenticity and effectiveness of ethical decision-making assessments. Methods include tracking decision-making in immersive spatial environments, replicating genuine field experiences, and comparing scenario scores with validated questionnaires. Police partner contributions include in-kind staff time and test site access. Expected outcomes are improved police applicant screening, safer communities, greater transparency in hiring, and enhanced public-law enforcement relations. Key Findings/Application The qualitative and quantitative user-experience data collected over the past year from SIP and VR initiatives, involving partner agencies and participants, will be analyzed, summarized, and shared. Additionally, the application of immersive spatial technologies in policing for various purposes will be explored, along with the next phases of the research.

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Our presentation will discuss findings from our ongoing five-year research project on police use of facial recognition technology (FRT) in Canada. Our presentation will draw on key insights from a survey of over 1000 people in the greater Toronto area as to their perceptions of facial recognition technology, and our analysis of the processes employed by Ontario police services for developing and adopting artificial intelligence or more specific facial recognition use policies. We will also discuss the role that public engagement and consultation have or have not played in these processes.

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This presentation will explore the development and progress of the 30×30 Initiative, an effort to improve the experiences and representation of women in law enforcement that has partnered with over 400 agencies in the U.S. and Canada. 30×30’s co-founder will highlight progress, lessons learned, challenges, and share the Initiative’s plans for future efforts in light of the changing landscape for equity efforts in the U.S.

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Where Research Meets Action

30Forward was born from a simple question: What would it take to unlock the full value of women in Canadian policing?

The answer comes from decades of research. Women officers bring proven strengths: less use of force, fewer complaints, stronger community trust, and better outcomes for victims of crime. But representation in Canada remains below the critical 30% tipping point, the threshold where culture begins to shift and inclusion becomes the norm.

That’s where 30Forward comes in. Inspired by the U.S. 30×30 initiative, but designed for Canada, it’s a movement to create measurable, intentional change. 30Forward officially launched during the Building Bridges Evidence-Based Policing Conference (October 9-10, 2025), bringing together leaders, innovators, and changemakers from across Canada and beyond.

Explore 30Forward.ca Today!