HomeMy WebLinkAboutCS 19-22
Report to
Executive Committee
Report Number: CS 19-22
Date: September 6, 2022
From: Sarah Douglas-Murray
Director, Community Services
Subject: Community Safety and Well-Being Plan
-Update
-File: A-1440-001
Recommendation:
1.That Report CS 19-22 regarding the update on the Community Safety and Well-Being
Plan, be received for information;
2.That the appropriate officials of the City of Pickering be authorized to take necessary
actions as indicated in this report.
Executive Summary: As per the Safer Ontario Act, 2018, S.O. 2018, c. 3 – Bill 175, the
Community Safety and Well-Being Plan (CSWB Plan) came into enactment in the current
Police Services Act, R.S.O. 1990, c.p15. Following an extension due to COVID-19, all
municipalities (except lower tier) were to create and by resolution adopt a CSWB Plan by July
1, 2021. In two tier municipalities, such as the Region of Durham, it is the responsibility of the
upper tier to develop and implement the Plan, through the creation of measurable goals and
objectives. Lower tier municipalities play an instrumental role to facilitate those efforts.
On February 25, 2019, Community Services staff were directed by Council to begin work on
development of a CSWB Plan, as per Resolution #43/19. The City’s plan will identify strategies
to support and help implement the Region’s CSWB and other locally identified issues. In
September 2020, through Report CS 28-20, staff provided Council with an update on the
CSWB Plan advising that progress at both the Regional and City level were unfortunately
impacted by COVID-19. Again, in June 2021, through Report CS 25-21, staff provided Council
with an update on the CSWB Plan advising that the Region of Durham had requested an
extension to the July 1, 2021 deadline and that the request was denied. In order to meet the
deadline, the Region of Durham submitted an interim submission in June of 2021 and
continued work on the CSWB Plan throughout the summer and fall of 2021. In November
2021, the Region of Durham Council endorsed the Durham Region CSWB Plan (as set out in
Attachment 1).
The purpose of this report is to provide Council with an update on the progress, with respect to
CSWB, and the work planned for the next six months.
Financial Implications: The development and implementation of the City’s CSWB Plan will
be significantly supported by the purchase of a membership to the Canadian Municipal
CS 19-22 September 6, 2022
Subject: Community Safety and Well-Being Page 2
Network on Crime Prevention, at a cost of $1,000 for 2022. The cost of membership is based
on population and charged to account 10205.502250.
The development and implementation of the Community Safety and Well-Being Plan will be
supported, in part, by a Community Safety and Well-Being Coordinator position which has
been approved by Council in the 2022 Current Budget with a start date in September 2022.
Discussion: Community Safety and Well-Being (CSWB) describes a place where everyone
feels safe, has a sense of belonging, where individuals and families can meet their needs for
education, health care, food, housing, income, as well as social and cultural expression. The
Region of Durham has now released its final CSWB Plan, which includes the three main
components required by provincial legislation – identifying priority risk factors, identifying
strategies to reduce risk factors, and setting measureable outcomes. The goal of the CSWB
Plan is to get the right services to the right people at the right time at the lowest cost, meaning
the most efficient way.
Since the adoption of the Durham Region CSWB Plan, the City of Pickering has been involved
in a number of initiatives in order to support the Regional Plan, as well as working on individual
goals for the City of Pickering. The first step in the implementation of the Regional CSWB Plan
was to identify the priority risk factors which include mental health, substance use,
homelessness and basic needs, criminal involvement, victimization, social isolation and
experiences of racism.
The Regional CSWB Implementation Plan for 2022 is in place to roll out and work with
municipalities on tasks including, creating a CSWB Plan Secretariat, hosting the Greater
Toronto and Hamilton Area (GTHA) Community Safety Symposium, transition from planning to
implementation, assemble working groups, establish a Citizen’s Advisory Table, experiences
of racism and intersection with the Diversity Equity and Inclusion Office, expand searchable
program and strategy catalogue, and build future phases for implementation.
It is with the direction of the Region within the Municipal Working Group that Pickering will
continue to be part of the Regional CSWB Plan and be positioned to work within our own
municipality on areas of current concern and those which may arise in the future.
The following highlights have taken place over the past six months by City of Pickering staff:
• Attendance of Pickering’s Manager, Recreation Services at Municipal Working Group
meetings;
• Appointment of Pickering’s Manager, Recreation Services to Regional Steering
Committee as Municipal Representative for the remainder of 2022;Ongoing work and
submission to the Regional – Searchable Program Strategy – Database which will have
each municipality submit information;
• Ongoing work to develop the City of Pickering program database;
• Participation in the GTHA Symposium on CSWB held on June 10, 2022;
• Creation of Job Description for Coordinator, CSWB with hiring planned for September
2022;
CS 19-22 September 6, 2022
Subject: Community Safety and Well-Being Page 3
•Development of new internal City of Pickering staff procedure for dealing with
vulnerable population;
•Worked with the Region in Winter 2022 on a new overnight warming centre at East
Shore Community Centre for extreme cold weather conditions;
•Continued work with community organizations including DARS, Region of Durham
street team, CAREA and Christian Faith Outreach Centre; and,
•Ongoing staff attendance at Canadian Municipal Network on Crime Prevention –
education and sessional offerings.
The City’s work plan for the next six months includes:
•Hiring of the Coordinator, CSWB (September 2022);
•Attend ongoing meetings with the Municipal Working Group – next meeting set for
October 2022;
•Attend ongoing meetings with the Regional Steering Committee – next meeting set for
October 2022;
•Develop City of Pickering CSWB Working Committee – to be comprised of the Office of
the CAO, Public Affairs & Corporate Communications, Community Services,
Operations, Information Technology, By-Law, Fire Protection and the Central Library.
DRPS will be requested to join the committee to assist with ongoing work specific to the
City of Pickering;
•Ongoing work on Regional Searchable Program and Strategy Database;
•Ongoing work on City of Pickering Programs and Catalogue (to submit to City website
and to provide to the Region);
•Attend ongoing training and education opportunities with Canadian Municipal Network
on crime prevention; and,
•Develop and implement the City of Pickering CSWB Plan to align with the Regional
Plan, subject to Council’s approval.
Attachment:
1.Durham Region Community Safety and Well-Being Plan
Prepared By: Approved/Endorsed By:
Original Signed By Original Signed By
Sharon Milton
Manager, Recreation Services
Sarah Douglas-Murray
Director, Community Services
SDM:sm
CS 19-22 September 6, 2022
Subject: Community Safety and Well-Being Page 4
Recommended for the consideration
of Pickering City Council
Original Signed By
Marisa Carpino, M.A.
Chief Administrative Officer
Attachment #1 to Report CS 19-22
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2666
The Regional Municipality of Durham
Report
To: The Committee of the Whole
From: Commissioner of Planning and Economic Development and Commissioner of
Social Services
Report: #2021-COW-29
Date: November 10, 2021
Subject:
Durham Region Community Safety and Well-Being (CSWB) Plan - Final Submission
Recommendations:
That the Committee of the Whole recommends to Regional Council:
A)That Council endorse Attachment 1 as the Region of Durham’s Community Safety and
Well-Being Plan;
B)That this report be submitted to the Solicitor General of Ontario as the Region’s final
submission of the CSWB Plan;
C)That the Regional CAO be authorized to appoint a new interim Manager to lead the
creation of the CSWB Plan Secretariat and commence the recommended Year One
Implementation Plan;
D)That the Regional Chair and Regional CAO continue to advocate for CSWB Plan
implementation funding from all levels of government; and
E)That a copy of this report be sent to Durham MPs and MPPs, Area Municipalities,
Durham Regional Police Service, and the CSWB Plan Steering Committee.
Report #2021-COW-29 Page 2 of 9
Report:
1. Purpose
1.1 The purpose of this report is to recommend that Regional Council endorse Durham’s
Community Safety and Well-Being (CSWB) Plan contained in Attachment 1.
1.2 Once endorsed by Regional Council, the CSWB Plan will be forwarded to the Solicitor
General of Ontario in fulfilment of the Provincial final submission requirements.
2. Background
2.1 In January of 2019, legislative amendments to the Police Services Act mandated
communities across the province develop a Community Safety and Well-Being (CSWB)
Plan. The province describes community safety and well-being as a place where
everyone feels safe, has a sense of belonging, where individuals and families can meet
their needs for education, health care, food, housing, income, as well as social and
cultural expression.
2.2 It is the responsibility of the Region of Durham to develop the CSWB Plan. The original
legislated deadline for CSWB Plan completion was January 1, 2021. Shortly after the
COVID-19 provincial emergency was declared, the CSWB Plan deadline was
suspended by the Province and the Region’s work on the project slowed considerably to
manage the demands of the pandemic.
2.3 On December 24, 2020, the Province announced a new CSWB Plan deadline of July 1,
2021. Given the ongoing demands of the COVID-19 pandemic facing the Region and its
CSWB Plan stakeholders, it was not possible to deliver a final Plan by the deadline. For
this reason, the Region of Durham made an Interim submission by the provincial
deadline (#2021-COW-11).
2.4 Regional staff remained focused on completing a plan that will capably serve the
community while meeting legislative requirements, relying on the relationships that have
been carefully cultivated. Following additional community engagement in 2021, the
Region has completed its final CSWB Plan submission (Attachment 1).
3. CSWB Plan
3.1 The CSWB Plan creates a foundational human services plan and framework for the
shared responsibility of community safety and well-being. It intentionally aligns existing
plans and bodies of work for the purpose of avoiding duplication, sharing best practices,
and realizing efficiencies.
Report #2021-COW-29 Page 3 of 9
3.2 The CSWB Plan acknowledges this work must extend beyond the system of policing to
address complex social issues that often contribute to crime and poor health. The
planning framework focuses on improving early interventions and preventative services,
as the key to diversion from acute care, deep poverty, and punitive justice. This Plan
offers meaningful direction in getting the right services, to the right people, at the right
time, at the lowest cost (most efficient).
4. Previous Reports and Decisions
4.1 The preparation of the CSWB Plan reflects a concerted effort by a large group of
individuals. The following reports document the process: Report 2019-COW-15, Report
2019-SS-17, Report 2021-INFO-16, Report 2021-COW-11, Report 2021-INFO-79 and
durham.ca/cswbplan.
5. Overview of the Durham Region Community Safety and Well-Being Plan
5.1 Priority Risk Factors – A key legislative requirement of the CSWB Plan is the
identification of priority risk factors. Based on the analysis of data, feedback from
stakeholders and community engagement, the CSWB Plan identifies the following
priority risk factors:
• Mental Health
• Substance Use
• Homelessness and Basic Needs
• Criminal Involvement
• Victimization
• Social Isolation
• Experiences of Racism
5.2 Priority Risk Factor Action Items – The CSWB Plan contains action items for each of the
priority risk factors. These action items were informed by community engagement in
2021 and will act as a starting point for consideration by the Steering Committee and
working groups as they develop work plans and establish priorities during
implementation.
5.3 Each priority risk factor will have a working group comprised of subject matter experts.
These working groups will establish terms of reference, work plans and evaluation
metrics.
Report #2021-COW-29 Page 4 of 9
5.4 Foundational Action Items – In addition to the action items that are specific to each risk
factor, the CSWB Plan contains a number of action items that are critical to the success
of the Plan’s implementation. The following action items are the result of feedback
collected through the numerous engagement sessions held throughout the development
of the Plan:
a. Create a CSWB Plan Secretariat: The CSWB Plan requires secretariat support
to provide key functions to lead, sustain, grow, coordinate, and operationalize the
work of the CSWB Plan. To ensure an uninterrupted approach, this report
recommends the CAO appoint a new interim manager to lead the development of
the Secretariat and the Year One Implementation Plan. The creation of this
Secretariat is essential for progress to be made on the action items.
b. Establish a Citizen Advisory Table: A Citizen Advisory Table will ensure the
CSWB Plan implementation is informed by the voices of residents with lived
experience.
c. Launch the CSWB Plan Information Hub: The Hub exceeds legislative
requirements and was developed in response to community consultations. The
Hub will contribute to demonstrating a level of community maturity that investors,
talent, and funders require, and strengthens the relationship within the business
community. The Hub will continue to grow with the support of the CSWB Plan
Secretariat and includes the following:
• Interactive map of community amenities and services in Durham
• Custom searchable catalogue of Regional programs and strategies
• A link to Durham 211
• Custom data dashboard for performance measurement and information
sharing, with connections to the Regional Strategic Plan
d. Year One Implementation Plan: The Implementation Plan (included as part of
Attachment 1) is a first step toward realizing the objectives laid out in the CSWB
Plan, as identified by the community. It includes specific action items for year one
following the creation of the Secretariat, availability of resources, and public
health and social service priorities.
6. Continuous Reporting
6.1 Durham’s CSWB Plan establishes a collaborative framework for integrated service
delivery, working with community partners to encourage an upstream approach. Starting
in 2023, the CSWB Plan Secretariat will report to Council annually and post those
Report #2021-COW-29 Page 5 of 9
reports on the CSWB Plan Information Hub. Review of this Plan will be tied to the
Region of Durham Strategic Plan and reviewed in 2024, creating alignment and efficient
use of resources.
6.2 The function of the Citizen Advisory Table is to ensure that the voices of residents
inform the continuous improvement process. This will serve as one of many checks and
balances.
6.3 Each priority risk factor working group will develop terms of reference that include a
continuous improvement process. A function of the Secretariat will be to ensure
consistency and accountability across working groups.
7. Implementation
7.1 The CSWB Plan is a living document, designed to be responsive and flexible to
community needs. It will be reviewed and updated throughout implementation, as the
Steering Committee and working groups continue to receive feedback and
recommendations from community partners and stakeholders.
7.2 The work of the CSWB Plan, specifically the action items, is supported through an
implementation plan which will guide the work of the Secretariat and act as a
measurable, outcome-based reporting tool. All stakeholders, led by the Region and
DRPS, will continue to work together.
8. Financial Implications
8.1 The CSWB Plan is positioned to be a premier human services planning document for
the Region of Durham and requires an investment consistent with our comparator
Regions across the province. This is critical as communities begin to see the impacts of
the wind down of provincial pandemic relief funding and programs, despite the
continued need for these services.
8.2 Supporting the implementation of this Plan is critical to community development.
Although all efforts will be made to advocate for additional funding, the Region has a
responsibility to invest in and support this work. The CSWB Plan is built on a foundation
of carefully cultivated relationships and a disruption at this phase would result in lost
credibility and momentum with our community partners, stakeholders and residents.
8.3 The work of the Secretariat will focus on developing upstream solutions and a network
for coordination across sectors. This investment will provide the necessary resources to
Report #2021-COW-29 Page 6 of 9
target the identified priority risk factors, which includes acute issues in downtown
Oshawa and other communities.
8.4 The creation of the Secretariat will be included in the 2022 Regional Business Planning
and Budget process. The request will include up to four staff, including: a manager,
policy advisor, policy analyst, and program assistant. These positions will report to the
Director of Diversity, Equity and Inclusion, in the Office of the Chief Administrative
Officer. This positioning within the organization will allow the Secretariat to advance
interdepartmental and cross-sectoral work as a demonstrated corporate priority.
Appendix A provides an illustration of the proposed CSWB Plan implementation
structure, including the role of the Secretariat.
8.5 Next steps will also involve continued coordination with DRPS to assess opportunities
for involvement in the Secretariat and ongoing implementation.
9. Relationship to Strategic Plan
9.1 The Community Safety and Well-Being Plan is aligned with the following objectives
found in the Region of Durham 2020 -2024 Strategic Plan:
a. Under Goal 2: Community Vitality Objective: To foster an exceptional quality of
life with services that contribute to strong neighbourhoods, vibrant and diverse
communities, and influence our safety and well-being:
• 2.1 Revitalize existing neighbourhoods and build complete communities
that are walkable, well-connected, and have a mix of attainable housing;
• 2.2 Enhance community safety and well-being;
• 2.3 Influence the social determinants of health to improve outcomes for
vulnerable populations;
• 2.4 Support a high quality of life for all through human services delivery;
• 2.5 Build a healthy, inclusive, age-friendly community where everyone
feels a sense of belonging
b. Under Goal 3: Economic Prosperity Objective: To build a strong and resilient
economy that maximizes opportunities for business and employment growth,
innovation, and partnership:
• 3.1 Position Durham Region as the location of choice for business;
Report #2021-COW-29 Page 7 of 9
c. Under Goal 4: Social Investment Objective: To ensure a range of programs,
services and supports are available and accessible to those in need, so that
no individual is left behind:
• 4.1 Revitalize community housing and improve housing choice,
affordability, and sustainability;
• 4.2 Build awareness and community capacity to address poverty;
• 4.3 Demonstrate leadership in poverty prevention;
• 4.4 Expand access to existing life stabilization programs
d. Under Goal 5: Service Excellence Objective: To provide exceptional value to
Durham taxpayers through responsive, effective, and fiscally sustainable
service delivery:
• 5.1 Optimize resources and partnerships to deliver exceptional quality
services and value
10. Conclusion
10.1 The CSWB Plan is an important step toward the development of an integrated, multi-
sectoral collaborative approach to community safety and well-being in Durham Region.
This Plan will remain a living document, committed to evolving in response to the
realities and challenges facing the community.
10.2 The CSWB Plan creates a formal framework to convene system and sector leaders to
share, plan, and strategize together. This includes the involvement of persons with lived
experience and the not-for-profit community, which is vital to community safety and well-
being. This Plan offers meaningful direction in getting the right services, to the right
people, at the right time.
11. Attachments
Attachment #1: Region of Durham’s Community Safety and Well-Being Plan
Respectfully submitted,
Original signed by
Stella Danos-Papaconstantinou
Commissioner of Social Services
Report #2021-COW-29 Page 8 of 9
Original signed by
Brian Bridgeman, MCIP, RPP
Commissioner of Planning and
Economic Development
Recommended for Presentation to Committee
Original signed by
Elaine C. Baxter-Trahair
Chief Administrative Officer
Report #2021-COW-29 Page 9 of 9
Appendix A provides an illustration of the proposed CSWB Plan implementation structure,
including the role of the Secretariat.
A Steering Committee of system leaders from across the Region will provide advice and
guidance to the Secretariat. The Secretariat will act as the backbone to implementation. The
Secretariat will receive information from the Steering Committee, Data Sub-Committee and
DRPS Risk-Tracking Database.
Working groups for each of the priority risk factors will be established. They could consist of
representatives from area municipalities, service providers, residents with lived experience,
and local not-for-profits. The Secretariat will oversee the Working groups, including the
development of Terms of Reference, action plans and evaluation metrics for each group.
Mental Health
Substance Use
Criminal
Involvement
Social
Isolation
Victimization
Homelessness
and
Basic Needs
Experiences
of Racism
Attachment #1
Community
Safety and
Well-Being
Plan
November, 2021
Table of Contents
Page 3 - CSWB Plan Land Acknowledgment
Page 4 - Message from Regional Municipality of Durham CAO and CSWB Plan Steering
Committee Chair, Elaine Baxter-Trahair
Page 5 - Chair Message
Page 6 - Message from Durham Regional Chief of Police, Todd Rollauer
Page 7 - Testimonials
Page 8 - CSWB Plan Purpose
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Page 9 - CSWB Plan Framework
Page 10 - Impact of COVID-19
Page 10 - Durham Region: Community Overview
Page 12 - Priority Risk Factors
Page 17 - Durham’s Approach to Plan Development
Page 20 - Community Engagement
Page 22 - CSWB Plan Action Items
Page 27 - Continuous Improvement and Reporting
Page 27 - Next Steps & Implementation
Page 29 - Appendix A
Page 30 - Year One (2022): Activities
Page 32 - Appendix B
Page 37 - Appendix C
2
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CSWB Plan Land Acknowledgment
The Region of Durham is located on land which has long served as a
site of meeting and exchange among the Mississauga Peoples and
is the traditional and treaty territory of the Mississaugas of Scugog
Island First Nation. We honour, recognize, and respect this nation and
all Indigenous Peoples as the traditional stewards of the lands and
waters on which we have the privilege to live.
We must acknowledge the perpetuated discrimination, numerous
health crises, and the uncovering of the remains of Indigenous
children and unmarked graves at Residential schools across our
country, that were highlighted during the development of Durham’s
Community Safety and Well-Being Plan. Indigenous worldviews
demonstrate the importance of community members taking care of
one another and building community through shared environment,
tradition, and knowledge. We understand that Western colonization,
including policies, practices, and discriminatory laws, has devalued
traditional Indigenous communities and we recognize the long
standing impacts this has had on Indigenous peoples.
Locally, we are committed to engaging and nurturing the relationship
with Indigenous community members through building trust,
reciprocity, and respect. We are committed to joining in the healing
by connecting the past to the present and the future.
Miigwech/ Nia:wen/ Marsi/ Thank you
3
-
Message from Regional Municipality of
Durham CAO and CSWB Plan Steering
Committee Chair, Elaine Baxter-Trahair
As the CAO of the Regional Municipality of Durham, it
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ÕÌÞ
Safety and Well-Being Plan.
Durham is one of the fastest growing communities in
Ontario. This Plan will serve to connect local plans and
strategies, communities, people, and efforts across
jurisdictions and community partners. Safety and well
being are the cornerstones upon which healthy, vibrant,
prosperous communities are built. The COVID-19
pandemic has taught us the critical importance of
community health, the impacts of income disparity,
and the importance of all sectors working together to
achieve common goals.
Guided by the spirit of a traditional African proverb,
“If you want to go fast, go alone. If you want to go far,
go together”, the strength of this plan rests with the
depths of its partnerships, strong leaders, and vibrant
communities.
ÕÀ >ÃÃiÀÛi`LÞÀiÃiÌÌvÀ«ÀwÌÃ]ÃiÀÛVi
providers and businesses that have come together to
look beyond the horizon and see the opportunities
collaboration can bring to the people who call Durham
home. I invite you to see yourself in this plan.
4
CSWB Plan Message from Regional
Chair John Henry
On behalf of Durham Regional Council, I am proud
ÌÌÀ`ÕViÕÀwÀÃÌ
ÕÌÞ->viÌÞ>`7i
Being Plan.
This plan serves as a call to action for Durham
Region—a call for our leaders to work together in
harmony and to champion the initiatives that will
drive true change in our communities.
We strive to be a caring place where every person
can live a life of dignity, and every community
reaches its potential.
We remain focused on improving the life of people
and businesses in Durham through everyday
services, supporting public health and a clean
environment, and working in partnership with the
Durham Regional Police Service to create even safer
communities.
This plan aims to improve more than just safety. It
envisions a Durham where everyone feels not only
safe, but also has a sense of belonging. A Durham
where individuals and families’ needs are met for
education, health care, food, housing, income, as
well as social and cultural expression. This plan
envisions a Durham that is the best place in Ontario
to live, work and raise a family.
I look forward to the work ahead, laid out in this
plan, that will steer us toward this vision of a better
Durham for all.
5
Message from Durham Regional Chief
of Police, Todd Rollauer
On behalf of the dedicated members of the Durham
Regional Police Service (DRPS), we commend Durham
Regional Council for adopting the Community Safety
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put their own safety at risk to make our community a
safe place to live, work and play. And every day, they
appreciate that they are not alone in their mission.
Durham is richly endowed with many other highly
capable partner agencies and organizations dedicated
to addressing the underlying social challenges which
all too often manifest in crime statistics; organizations
ÜÌ iÝ«iÀÌÃiÌ i«ÀÀÌÞÀÃv>VÌÀÃ`iÌwi`Ì Ã
plan.
As critical as law enforcement is to the welfare of our
citizens, we have long realized that community safety
requires a coordinated and sustained effort involving
«Vi>`Ì iÀwÀÃÌÀië`iÀÃ]ÃV>ÃiÀÛVi
agencies, healthcare professionals, educators and the
many other community resources dedicated to keeping
Durham residents healthy and safe. Our police service
currently partners with many of these community
organizations on projects and initiatives, including
Durham Connect, DRPS Mental Health Response Unit,
and De-Escalation Training.
We are constantly looking for ways to improve our
community police services and the outcomes for all
residents. We believe the CSWB Plan is an opportunity
to create even better coordination, communication and
collaboration among the police and all of our partner
agencies. Only by working together will we succeed in
our common mission to ensure Durham remains a safe,
healthy and welcoming community for all residents. 6
Testimonials
Testimonial from Stakeholder
The Durham Community Safety and Well-Being Plan is a great opportunity to align
service systems toward common priorities which will serve residents in more intentional
and effective ways. Collaborations are key to successful communities and critical to
achieving the objectives of the Community Safety and Well-Being Plan.
Paul McGary, MSW, RSW
Senior Director, Mental Health and Addictions - Pinewood Centre
Lakeridge Health
Testimonial from Community Leader
/ i«ÀwÌ>`V >ÀÌ>LiÃiVÌÀVÌÀLÕÌiÃfÈxL ®Ì"Ì>À½Ã *]Ài
Ì >Ì iVÃÌÀÕVÌfxä ®]iiÀ}Þf£x ®>`>}ÀVÕÌÕÀif£ä ®ÃiVÌÀð7iÜ
our sector is critical to ensuring community health, prosperity, and vitality. Together, and
in collaboration with our partners involved in the Durham Region Community Safety and
Well-Being Plan, we can successfully achieve our common goals and values.
Vivian Curl
Executive Director, Durham Community Foundation
7
1. CSWB Plan Purpose
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Community Safety and Well-Being (CSWB) Plan. The province describes community safety and well-being as a
place where everyone feels safe, has a sense of belonging, and where individuals and families can meet their
needs for education, health care, food, housing, income, as well as social and cultural expression.
Following a thorough process of community engagement, the Region of Durham’s CSWB Plan includes the
following:
• `iÌwV>Ìv«ÀÀÌÞÀÃv>VÌÀÃ1
• `iÌwV>Ìv«À}À>Ã]ÃÌÀ>Ìi}iÃ]>`L`iÃÌ>``ÀiÃÃÌ Ãi«ÀÀÌÞÀÃv>VÌÀÃ
• Measurable outcomes to track the effectiveness of the CSWB Plan
• Presentation of action items and a short-term implementation plan
ÌÃ Õ`LiÌi`>ÌÌ iÕÌÃiÌÌ >Ì>-iVÀiÌ>À>Ì]ÌLiVÀi>Ìi`ÓäÓÓ]ÜLiiÃÌ>LÃ i`Ì}Õ`iÌ i
ongoing implementation of the CSWB Plan. Immediately following endorsement of this Plan by Regional
Council, it will be forwarded to the Ministry of the Solicitor General.
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No one organization or sector can have total responsibility for community safety and well-being. Building
robust community capacity to ensure residents have access to the right services at the right time is
the responsibility of all sectors. The CSWB Plan provides an opportunity to intentionally align existing
relationships, plans, and strategies at the regional, area municipal, and community level to make the best use
of resources, avoid duplication, learn best practices, and facilitate effective cross-sectoral collaboration.
,iÃ`iÌÃ]À}>â>ÌÃ]ÃÌÌÕÌÃ]>`ÕV«>«>ÀÌiÀÃÌ i,i}v ÕÀ >ÜLiiwÌvÀ
the CSWB Plan. The CSWB Plan will serve as an umbrella document creating the opportunity for plans
and strategies at the regional, municipal, and community levels to align. The CSWB Plan creates a formal
framework to convene system and sector leaders to share, plan, and strategize together. This includes the
ÛÛiiÌv«iÀÃÃÜÌ Ûi`iÝ«iÀiVi>`Ì iÌvÀ«ÀwÌVÕÌÞ]Ü V ÃÛÌ>ÌVÕÌÞ
safety and well-being.
1Risk factors: negative characteristics or conditions in individuals, families, communities or society that may increase
social disorder, crime or fear of crime, or the likelihood of harms or victimization to persons or property. 8
3. CSWB Plan Framework
The CSWB Plan calls upon different sectors, institutions, and service delivery agents, to share in the collective responsibility of
creating the type of community we want to live in.
The CSWB Plan acknowledges this work must extend beyond the system of policing to address complex social issues that
often contribute to crime and poor health. Figure 1.1 demonstrates how the planning framework focuses on improving early
interventions and upstream services, as the key to shifting away from acute care and punitive action. The intention is to offer
residents the right services at the right time.
Figure 1.1
Ris k I n t e rventio
n
S o c i a l D e v elopment
Incident
Response
P r e v e ntion
Critical and non-critical
incident response
Mitigating situation of
elevated risk
Proactively reducing
identified risks
Promoting and maintaining
community safety and
well-being
Figure 1.1 illustrates that by using community-based planning, such as a CSWB Plan, many of the crises and incidents that occur,
could potentially be avoided or reduced, if collaborative social interventions addressed the originating issue. These rings show
the interconnectedness of community challenges and the importance of addressing issues across all four levels in the service
spectrum.
The focus and efforts of the CSWB Plan rest primarily in the social development and prevention rings, promoting alignment and
integration of services. This approach utilizes critical community services, such as emergency responders, in a more effective
and intentional manner. It also provides system users with more information about what is available and more control over their
options. 9
-
4. Impact of COVID-19
A CSWB Plan provides the framework for communities
to collectively respond to emerging issues, allocate
resources, and leverage best practices. COVID-19 revealed
new vulnerabilities in the community and as a result,
new partnerships and bodies of work were developed to
address community need. Intelligence gathered from the
pandemic helped inform the CSWB Plan, demonstrating the
advantages of being able to swiftly pivot to react to an ever
evolving reality. The impacts of the pandemic are still being
understood and will continue to be considered throughout the
implementation of this Plan.
5. Durham Region: Community Overview
Durham Region is a great place to live, work, and build a life.
As the eastern anchor to the Greater Toronto Area, Durham
vviÀëÀi>VViÃÃÌ>VÃÕiÀ>ÀiÌvÀiÌ >wÛi
million people. The broader region provides a wide range of
programs and services to a growing, and increasingly diverse
community of residents, businesses, and visitors.
/`>Þ]Ì iÀi}Ã iÌÛiÀÇää]äää«i«i°ƂÃÃ Ü
in Figure 1.2, Durham is comprised of eight area municipalities
>`LÞÌ iÞi>ÀÓäx£]Ì i««Õ>ÌÃvÀiV>ÃÌÌVÀi>Ãi
Ì£°Î«i«i]ÜÌ ÛiÀ{Èä]äääLðƂà ÕÀ >
continues to grow, the importance of maintaining high levels
of safety and well-being is a top priority.
Durham Region is performing well against many indicators
of safety and well-being. However, we know there are areas
for improvement, requiring targeted, collaborative, and
intentional solutions.
Oshawa
Clarington
Whitby
Ajax
Pickering
Scugog
Brock
Uxbridge
Figure 1.2
10
To fully understand the main issues facing the region, several key indicators and data sets were assessed to identify priority risk
factors. Figure 1.3 displays some of these data points.
of Durham Region students seriously
considered attempting suicide, representing
approximately 4,000 students (2017)
low-income applicants were on the
Durham Access to Social Housing
(DASH) wait list (2019)
of violent crimes were
domestic-related (2020)
of mental health related calls to
Police resulted in apprehension
(2020)
visits to the emergency room for
opioid poisonings (2020), tripled
from 231 in 2015
15%
7,506
31%
54%
666
of adults 18+ worried about their 76% own or household members’ mental
health (2020)
of adults who rated sense of 47% belonging as somewhat weak or
very weak (2020)
Examples
of Risk
Factors
In Durham
22%
8.2
of households reported any level
of food insecurity (2020)
years is the average wait time on the
DASH wait list for non-senior singles
without priority status (2019)
11 Figure 1.3
6. Priority Risk Factors
Based on the analysis of data, feedback from stakeholders, and community engagement outlined in Section 8 of the Plan.
}ÕÀi£°{ÕÌiÃÌ i`iÌwi`«ÀÀÌÞÀÃv>VÌÀÃ\
Mental Health Substance Use Criminal
Involvement
Victimization
Homelessness
and Basic Needs
Social
Isolation
Experiences
of Racism
Figure 1.4
12
The following provides more information about each priority risk factor:
Mental Health
iÌ> i>Ì Ü>Ãi`>ÌiÞ`iÌwi`>Ã>«ÀÀÌÞÌ ÀÕ} Ì iVÕÌÞ
engagement process and supported by Regional data. Three-quarters of Durham
Region adults are worried about their own or a household members’ mental health
and the percentage of people who rate their mental health as fair or poor has been
increasing. The percentage of adults 18+ in Durham Region who reported their
iÌ> i>Ì >ÃiÝViiÌÀÛiÀÞ}``iVÀi>Ãi`vÀÇ£¯Óä£ÎÌÈÓ¯Ó䣰
ƂÃ`ivÀ>Ìi«À>ÀÞ`iVÀi>ÃiÓä£Ç]Ì i«À«ÀÌviÌ> i>Ì Ài>Ìi`
V>ÃÌ >ÌÀiÃÕÌi`>iÌ> i>Ì >««Ài ià >ÃLiiÌ iÀÃiÃViÓä£È°
,iViÌÞ]Óä£>`ÓäÓäÃ>ÜÌ i } iÃÌ«À«ÀÌviÌ> i>Ì Ài>Ìi`V>Ã
that resulted in a mental health apprehension.
Themes emerged around lengthy waitlist times, barriers to service and complicated
referral processes. The negative impact of the pandemic on mental health was
ÀiyiVÌi`Ì ÀÕ} vii`L>VvÀÌ iVÕÌÞ`ÕÀ}«i ÕÃiÃiÃÃÃ>`Ì i
public survey.
Substance Use (e.g., cannabis, opioids, alcohol)
Substance use data highlighted how demands for support services are on the rise.
Local data showed emergency department visits for opioid poisonings tripled from
Óä£xÌÓäÓä>`«``i>Ì ÃÀiÌ >ÌÀ«i`Ì iÃ>iÌi«iÀ`°
i}À>« Þ«>ÞÃ>iÞÀi>VViÃÃÌÃiÀÛViÃvÀÃÕLÃÌ>ViÕÃiëiVwV«À}À>Ã
and access to rehabilitation programs is not meeting the current demands of the
community. It was also noted that people can struggle with concurrent disorders,
both substance use and mental health concerns occurring at the same time, and
therefore, the importance of understanding the interrelatedness of these priorities
Ü>Ã`iÌwi`°ÀÌ iÃiÀi>ÃÃ]ÌëÀÌ>ÌvÀÃiÀÛViÃÌLi}i}À>« V>Þ
distributed based on population and community needs.
13
Homelessness & Basic Needs (e.g., no stable housing, inability to meet
basic needs, food insecurity)
The demand for housing is exceeding local supply, which is having an impact on the
`i>`ÃvÀ iiÃÃiÃÃÃiÀÛViÃÌ iVÕÌÞ°Óä£]Ì i`>Ì>à Üi`Ì >Ì
vÌ iÇ]xäÈÜVi>««V>ÌÃÌ i ÕÀ >ƂVViÃÃÌ-V>ÕÃ} Ƃ-®
wait list; 44.8% were families, the average wait time was 8.2 years for a single non-
senior person without priority status, and despite being the largest cohort on the
Ƃ-Ü>ÌÃÌ]Þ£äÃiÀ>««V>ÌÃÜiÀi ÕÃi`ÜÌ ÕÌ«ÀÀÌÞÃÌ>ÌÕÃ
Óä£ÃÝÃ}iÃ>`vÕÀv>iî°ƂvÌ iÃi>««V>ÌÃÜiÀi ÕÃi`Ì ÀÕ}
programs not tied to legislated wait list rules or with alternative housing providers
that have a mandate to house people who are homeless or hard to house.
The data also shows that just over half of the individuals experiencing homelessness
have visited the emergency department an average of three times, 17% had, on
>ÛiÀ>}i]vÕÀÌiÀ>VÌÃÜÌ «Vi]>`£È¯Ài«ÀÌi`«iÀ`ÃvV>ÀViÀ>Ì°
Themes regarding the demand for housing outweighing the local supply, how lack
of housing impacts service delivery for individuals requiring multiple services, and
the interconnectedness of homelessness and other community resources were
emphasised throughout engagement sessions. Participants also shared valuable
Ã} ÌÃÌ iivviVÌÃvÌ i«>`iV iiÃÃiÃÃ>`«ÛiÀÌÞ]ëiVwV>Þ
food insecurity and the impact on mental health.
14
Criminal Involvement (e.g., gangs, use of guns, other illegal activities)
Criminal involvement as a priority risk factor includes, gangs, use of guns and other illegal
>VÌÛÌið ÕÀ >,i}>*ViÌ>ÀiVÀ`££{i}>}ÕÃvvÌ iÃÌÀiiÌÃÓäÓä]>xä
per cent increase in three years. Sixteen of those “crime guns 2” were discovered and seized
`ÕÀ}ÀÕÌiÌÀ>vwVÃ̫ð
Engagement participants shared observations of an increase in incidents involving tagging,
Û>`>Ã]}À>vwÌ]>`iÝ«Ì>ÌÌ ÀÕ} ÕÌÌ i«>`iV°
Victimization (e.g., control and use of threats or violence to exploit another for
w>V>}>]>LÕÃiÀi}iVÌvÀ>v>ÞiLiÀÀÌ>Ìi«>ÀÌiÀ®
Victimization as a priority risk factor includes, sexual and/or physical assault, domestic
ÛiVi] Õ>ÌÀ>vwV}]>`ÀLLiÀÞ°ÓäÓä]Ì i«iÀViÌ>}ivÛiÌVÀiÌ >ÌÜ>Ã
`iÃÌVÀi>Ìi`Ü>Ã>ÌÌà } iÃÌÃViÓä£È]>ÌΣ¯°/ i«À«ÀÌvÀi«i>ÌÛVÌÃv
>ÛiÌV`iÌà >ÃLiiÌ iVÀi>ÃiÃViÓä£Ç]>`ÓäÓäÀi«ÀiÃiÌi`Ì i } iÃÌ
year.
Õ>/À>vwV}/®ÃÌ iv>ÃÌiÃÌ}ÀÜ}VÀi
>>`>°"v> Õ>ÌÀ>vwV}
>>`>]ÈȯVVÕÀÃ"Ì>À>`ÌÃ>}ÀÜ}«ÀLi ÕÀ >,i}° ,*-½ Õ>
ÌÀ>vwV}ÕÌ >ÃÀi«ÀÌi`>Þi>ÀÛiÀÞi>ÀVÀi>Ãi Õ>ÌÀ>vwV}ÛiÃÌ}>ÌÃÃVi
Óä£n°ÓäÓä]Ì i/ÕÌV`ÕVÌi`£ÎÇÛiÃÌ}>Ìð
Participants in the engagement sessions pointed out new forms of harassment are happening
i>`Ì iÀiÃ>VÀi>Ãi Õ>ÌÀ>vwV}°*>ÀÌV«>ÌÃ>Ã } } Ìi`Ì i
increasing mental health and social isolation experienced by domestic violence survivors as
they are restricted to spending more time at home as a result of lockdown measures. This has
also been referred to as the “Shadow Pandemic 3”.
2#pETKOGIWPqKUCP[ƂTGCTOVJCVKUWPNCYHWNN[QDVCKPGFRQUUGUUGFQTWUGFKPCETKOGJCUCP
QDNKVGTCVGFUGTKCNPWODGTQTJCUDGGPQVJGTYKUGOQFKƂGFVQDGCƂTGCTO
3+PETGCUGKPXKQNGPEGVQYCTFYQOGPCPFIKTNUFWTKPIVJG%18+&RCPFGOKE
15
Social Isolation (e.g., living alone without support or too far away from services)
Social isolation as a priority risk factor includes, hoarding, loneliness, elder abuse, sense of belonging,
>`ÛiÃÕ««ÀÌ}>«Ã°>ÌiÓäÓä]Þxίv>`ÕÌãn³À>Ìi`Ì iÀÃiÃivLi}}ÌÌ i
V>VÕÌÞ>ÃÃÌÀ}ÀÛiÀÞÃÌÀ}>iÃÕÀÛiÞV«>Ài`ÜÌ ÛiÀnä¯Óä£n>`
Óä£Ìii« iÃÕÀÛiÞð
Throughout the engagement sessions outlined in Section 8, there was consensus that rates of social
isolation have increased since the pandemic across all demographics and age groups. Participants
also emphasized that the pandemic has elevated the collective understanding of social isolation and
how it relates to the other areas of priority. It was further stated that social isolation is about people
who are disconnected from their support network, which impacts their sense of well-being.
Experiences of Racism (e.g., identify barriers of anti-racist practice)
/ i
-7 *>VÃÕÌ>Ì«ÀViÃÃ>«wi`Ì iVÕÌÞ½ÃVÌiÌÌ`iLiÀ>Ìi>`
ÌiÌ>ÜÀ`iÃ}i`Ì>``ÀiÃÃÀ>VÃ]ëiVwV>Þ>Ì >V>`>Ì`}iÕÃÀ>Vð
This work will focus on identifying barriers and other anti-racist practices. This work will be linked
with the efforts already underway at the Region of Durham and will be a priority of the CSWB Plan
Implementation Plan. This will ensure the most effective use of resources, providing consistent
messaging and leveraging best practices across the province.
16
7. Durham’s Approach to Plan Development
The CSWB Plan follows a data driven model, built on community engagement. This
Plan required a unique level of inclusiveness, to bring together a broad range of
intelligence, skills, expertise, experiences, and institutional knowledge from all sectors.
}ÕÀi£°xÜ>Ã`iÛi«i`ÌÕÃÌÀ>ÌiÌ i>««À>V Ì`iÛi«}Ì i
-7 *>°
The process began by analyzing Regional and DRPS data and followed an extensive
engagement process, including oversight from the Steering Committee, to develop a
ÕÀ >ëiVwV«>°
/>ÃÃÃÌÌ i`iÌwV>ÌvV>«ÀÀÌÞÀÃv>VÌÀÃ]>V«Ài iÃÛi`>Ì>ÀiÛiÜ
was undertaken using several data sources which included:
• Provincial Risk-Driven Tracking Database
• Statistics Canada
• Heath Department data including Durham Region Health Neighborhoods
• Durham Regional Police Services data
• Paramedic Services data
• Social Services and Housing data
• Feedback through two public surveys and three open houses
• Service provider/stakeholder roundtable
• Guidance and feedback from the Steering Committee, area municipal working group
and internal working groups
17
An Illustration of Durham’s Approach to Plan Development
Figure 1.5
Region of Durham & DRPS: Review Data, Programs and Services
Two community surveys and three
virtual open houses
CSWB
Plan
Community Partner
Roundtable
Identify
risk factors
Refine and
readjust
as necessary
Learn from
community
members
Result:
Durham
Specific Plan
Steering
Committee:
System Leaders
Guidance and Oversight of
Plan Development
Service Providers
Indigenous Engagement
Area Municipal
Working Group
18
-
/ ivÜ}Ìi>ÃÜÀi`ViVÌÛiÞÌiÃÕÀiÌ i`>Ì>w`}Ã>}i`
with the professional judgement and experience of senior level staff and system
leaders. The following outlines the responsibilities of these groups:
• Internal Working Group and Data Sub-Committee: An internal Regional
working group and data sub-committee met regularly to analyze data, plan,
coordinate, and develop public engagement activities. These groups had
ÃiÀ,i}>ÃÌ>vvÀi«ÀiÃiÌ>ÌvÀÌ i
Ƃ"½Ã"vwVi] ,*-]*>}
and Economic Development, Social Services, Health, Paramedic Services and
Corporate Communications. This group acted as a conduit for the transfer
of information from the Working Groups to the Steering Committee. Please
see Appendix B for a detailed list of working group and data sub-committee
members.
• Steering Committee: The Steering Committee, chaired by Elaine Baxter
Trahair, Regional CAO, is comprised of system leaders who manage diverse
systems across the Region including health, mental health and addictions
systems, justice, education, child protection and more. Please see Appendix
B for a detailed list of Steering Committee members. During implementation,
Ì i-ÌiiÀ}
ÌÌiiÜiÛÛiÌÀiyiVÌÌ i«ÀÀÌiÃ`iÌwi`Ì Ã
Plan.
• Area Municipal Working Group: An area municipal working group was
established to ensure an integrated approach to identifying and addressing
local priorities. This group is comprised of area municipal CAOs or delegates.
Please see Appendix B for a detailed list of area municipal working group
members.
19
8. Community Engagement
Leadership has remained committed to developing a stakeholder-driven CSWB Plan to
serve as a foundational human services planning document integrating and aligning the
work of Durham’s stakeholders. It is imperative for service providers, stakeholders and
residents to see themselves in this Plan.
Different methods were used to raise awareness of the Plan, to ensure the greatest
number of stakeholders understood its importance and were invited to participate in its
development. These methods included:
• Regular reporting to Regional Council
(Reports: 
"7£x; Óä£--£Ç; ÓäÓ£ "£È; ÓäÓ£
"7££; ÓäÓ£ "Ç)
• Project website (durham.ca/cswbplan)
• Social media campaign
• Print material distribution
• Leveraging existing events and partnerships
• Television interview - Seniors Talk with DRPS (Rogerstv)
• Newspaper interview – Uxbridge Times
20
In addition to this multi-media project promotion, many engagement formats were utilized. The
following outlines the major engagement milestones throughout the development of the CSWB Plan.
Community Partner Roundtable (November 2019):
• Community partners, all dedicated to the delivery of programs and services that focus directly on
VÕÌÞÃ>viÌÞ>`ÜiLi}ÜiÀiVÛii`°ƂÃÌ£ääÃÌ>i `iÀÃVÌÀLÕÌi`ÌÌ ÃvÕ
day workshop.
• Staff from the Ministry of the Solicitor General provided a summary of the legislative context.
• Attendees had an opportunity to receive information and give feedback about the six areas of
elevated risk and collectively develop action plans to address these areas.
First Public Survey (February - March 2020, Pre-pandemic):
• / i«ÕÀ«ÃivÌ iÃÕÀÛiÞÜ>ÃÌÛ>`>Ìiw`}Ã>`i>ÀvÀÌ ÃiÜ Ûi>`ÜÀ
Durham Region about challenges and opportunities related to community safety and well-being.
• / iÃÕÀÛiÞÀiViÛi`{äÎÀiëÃiÃ>`ÃÌ«>ÀÌV«>ÌÃ>}Àii`ÜÌ Ì i«ÀÀÌÞÀÃv>VÌÀÃ
`iÌwi`Ì i`>Ì>°
Second Public Survey (May - June 2021):
• The second survey was an intentional opportunity to ensure the impacts of COVID-19 were
ÀiyiVÌi`Ì i`iÌwV>Ìv«ÀÀÌÞÀÃv>VÌÀðÌ>ÃViVÌi`«ÌiÌ>>VÌÌiÃÌ
inform the Implementation Plan.
• / iÃÕÀÛiÞÀiViÛi`ÎÇÀiëÃiÃ>`ÃÌ«>ÀÌV«>ÌÃ>}Àii`ÜÌ Ì i«ÀiÛÕÃÞ`iÌwi`
priority risk factors.
Community Virtual Open Houses (June 2021):
• The goals and objectives of the open houses mirrored those of the second public survey (above).
• Three virtual open house sessions were hosted, each targeting a different population group: equity
groups, or those working on equity issues, the public, and service providers.
• / i«i ÕÃià >`>ÌÌ>vxÇ«>ÀÌV«>ÌÃ]Ài«ÀiÃiÌ}ÛiÀÎxÀ}>â>Ìð
21
9. CSWB Plan - Foundational Action Items
The CSWB Plan is an important step toward the development of an integrated, multi-sectoral collaborative approach to
community safety and well-being in Durham Region. This Plan will remain a living document, committed to evolving in response
to the realities and challenges facing the community. Additionally, the CSWB Plan will be reviewed on a regular basis in
alignment with the Region’s Strategic Plan.
The following action items are the result of feedback collected through the numerous engagement sessions held throughout the
development of the plan.
1. Create a CSWB Plan Secretariat
The CSWB Plan will require secretariat support to provide key functions to lead, sustain, grow, coordinate, and operationalize the
work of the CSWB Plan. The key functions will include engaging stakeholders, identifying collaborative partnership opportunities
within all sectors, building the Implementation Plan, and assisting in future plan development. This Secretariat, to be created in
ÓäÓÓ]ÜLiÌ iiÞÌÌ iÃÕVViÃÃvÕ«iiÌ>ÌvÌ i*>°
2. Establish a Citizen Advisory Table
-ÕVViÃÃvÕVÕÌÞ«>ÃÀiÞ«ÕÌvÀ>Û>ÀiÌÞvÃÕÀVið/ i
-7 *>ÜLiiwÌvÀÌ iÛViÃvÀiÃ`iÌÃ
with lived experience through a Citizen Advisory Table. This diverse group of residents will ensure continuous improvement and
create a mechanism to respond to emerging issues.
22
3. Launch the CSWB Plan Information Hub
The CSWB Plan is an opportunity to demonstrate and grow the type of institutional maturity that attracts investment, where
LÕÃiÃÃiÃ]ÀiÃ`iÌÃ]ÃiÀÛVi«ÀÛ`iÀÃ>`Û>ÌÀÃV>w`V>`>Ì>]iÜ«>ÀÌiÀà «Ã>`iÝÃÌ}L`iÃvÜÀÌ >ÌÜ
help to inform their planning and service delivery. This tool will result in a level of community maturity that investors, talent, and
funders require, and it will continue to strengthen relationships within the business community.
ƂÃà Ü}ÕÀi£°È]Ì iwÀÃÌÌiÀ>ÌvÌ ivÀ>ÌÕLÕL®ÜVÕ`iÌ i
ÕÌÞ->viÌÞ>`7i i}*>]>
physical asset map (Health Neighbourhoods), a searchable program and strategy catalogue, a link to Durham 211 and a new data
dashboard. The Hub will continue to grow with the support of the CSWB Plan Secretariat. Work is underway between the Region
and local post-secondary institutions to map the networks of social organizations across the region. This work will build on existing
databases of service providers to better understand how groups are working together, the respective partners and mandates of
each organization.
/ ivÀ>ÌÌ iÕLÜÃiÀÛi>Ã>ÀiÃÕÀViÌÌ iLÀ>`iÀVÕÌÞ>`ÀiÃÕÌÌ ii>ÃÞ`iÌwV>ÌvÜÀ
Õ`iÀÜ>Þ]VÀi>Ì}««ÀÌÕÌiÃvÀ«>ÀÌiÀà «Ã]««ÀÌÕÌiÃvÀivwViViÃ>`>Û`}`Õ«V>ÌÃiÀÛViÃ>`
programs.
Online Information Hub
Community Interactive Map: Searchable Link to CSWB Plan
Safety and Community Program Durham 211 Data
Well-Being Amenities and Strategy Dashboard
Plan and Services Catalogue
Figure 1.6
23
4. Advance Existing Programs, Strategies and Bodies
ƂÃÌvÀi}>«À}À>Ã>`ÃÌÀ>Ìi}ià >ÃLii`iÌwi`Ì >ÌÀi>Ìi
to the priority risk factors (Appendix C). A searchable catalogue will be
available on the CSWB Plan Information Hub, to be used as a resource
to the community and a driver of economic development by way of
capacity building.
With the support of the Secretariat, this catalogue will continue to
grow to include a wider, community-based, inventory of programs and
strategies. This support will help inform future planning by the broader
community, future funding opportunities and partnerships as they relate
to the outcomes of the priority risk factors.
24
5. Establish Performance Indicators
Having accurate and timely data, widely available to our community members and service providers is critical to informed
policy and planning development. These data points will comprise the data dashboard which will be housed on the CSWB
Plan Information Hub. This data will be available to community partners looking to grow services and meet needs in
Durham Region, demonstrating to funders, through data and partnerships, that Durham has the capacity to manage further
investments.
/ ÀÕ} Ì iÜÀvÌ i
-7 *>]Ì ivÜ}`>Ì>«ÌÃ >ÛiLii`iÌwi`Ì>VÌ>ÃÌÀ>V>Li«iÀvÀ>Vi
indicators:
• Mental health-related calls to the police
• Police mental health calls resulting in apprehensions
• Self-rated mental health (excellent or very good)
• -iv >ÀiiÀ}iVÞ`i«>ÀÌiÌÛÃÌÃÞÕÌ >}i`£äÌÓ{
• Paramedic calls related to suspected opioid overdoses
• Infants born with neonatal abstinence syndrome
• Emergency department visits for opioid poisoning
• Deaths due to opioid poisoning
• People actively experiencing homelessness
• People experiencing homelessness who moved into housing
• Total people housed
• Percent of households with food insecurity
• Sense of belonging (strong or very strong)
• -iÀÃÛ}>iÈx³®
• Youth diversion rate
• Crime severity index
• Property crime rate
• Violent crime rate
• Percent of violent crime that is domestic-related
• Percent of repeat victims of violent incidents
25
6. Actions Related to Individual Priority Risk Factors
The following outlines the top three recommended action
items for each of the priority risk factors. These action items
ÜiÀivÀi`LÞÌ iÃiV`VÕÌÞÃÕÀÛiÞÓäÓ£>`
provide a starting point for consideration by the Steering
Committee and working groups during implementation.
Future work will be approached with the recognition that
historic and systemic disparities exist within our structures and
systems. There are no timelines associated with these action
items as it will be job of the Secretariat in collaboration with
the working groups to establish a plan to address these issues.
Mental Health
1. Improve supports and services to foster positive mental
health
2. Increase awareness about the programs and services
available in Durham Region
3. Develop community hubs that deliver programs and
services in one place
Substance Use
1. Streamline and improve programs and services to make
them more accessible for people experiencing addiction
2. Increase awareness about the programs and services
available in Durham Region
3. Involve people with lived experience in developing
programs and services
Homelessness & Basic Needs
1. Provide supportive housing options for those who cannot
live independently
2. Increase and improve coordinated, outcome-based
supports and services to address homelessness
3. Create more affordable housing options
Criminal Involvement
1. Develop and improve preventive programs and services
(e.g., hubs) to address the root causes of violence and
crime
2. Develop programs for income support and skill
development for young people
3. Develop holistic, systemic, and comprehensive approaches
to address crime
Victimization
1. Develop and improve preventive programs and services to
address the root causes of violence and crime
2. Develop holistic, systemic, and comprehensive approaches
to address victimization
3. Increase awareness about the programs and services
available in Durham Region
Social Isolation
1. Provide programs that connect people with the community
2. Increase awareness about the programs and services
available in Durham Region
3. Increase awareness of volunteer opportunities
Experiences of Racism
1. Enhance representation of diverse population groups and
their perspectives in developing policies and delivering
programs and services
2. Apply an equity lens to the design and delivery of all
programs and services
3. Involve people with lived experience in designing and
improving programs, supports and services
26
10.Continuous Improvement and Reporting
Durham’s Community Safety and Well-Being Plan establishes a collaborative framework for integrated service delivery,
ÜÀ}ÜÌ VÕÌÞ«>ÀÌiÀÃÌiVÕÀ>}i>Õ«ÃÌÀi>>««À>V °-Ì>ÀÌ}ÓäÓÎ]Ì i
-7 *>-iVÀiÌ>À>Ì>`
working groups will report to Council annually and post those reports on the CSWB Plan Information Hub.
/ Ã*>ÜLiÌi`ÌÌ i,i}v ÕÀ >-ÌÀ>Ìi}V*>>`ÀiÛiÜi`ÓäÓ{]VÀi>Ì}>}iÌ>`ivwViÌÕÃi
of resources.
11.Next Steps & Implementation
As the Region of Durham continues to grow and mature, the Community Safety and Well-Being Plan will do the same.
/ i
-7 *>Ã>Û}`VÕiÌ]`iÃ}i`ÌLiÀiëÃÛi>`yiÝLiÌVÕÌÞii`ðÌÜLiÀiÛiÜi`>`
updated throughout implementation as the Steering Committee and working groups continue to receive feedback and
recommendations from community partners and stakeholders.
/ iÜÀvÌ i
-7 *>]ëiVwV>ÞÌ i>VÌÌiÃ]ÜLiÃÕ««ÀÌi`Ì ÀÕ} >«iiÌ>Ì«>Ü V Ü
guide the work of the Secretariat and act as a measurable, outcome-based reporting tool. All stakeholders, led by the
Region and DRPS, will continue to work together. The Secretariat will receive data from a number of sources, including
the Risk-Tracking Database, to ensure local data informs local planning.
Figure 1.7 illustrates the CSWB Plan implementation structure. Working Groups will drive implementation and will be
organized by priority risk factor. Please see Appendix A for Durham’s CSWB Plan Year One Implementation Plan. This
Plan offers meaningful direction in getting the right services, to the right people, at the right time.
27
CSWB Plan Implementation Structure (2022 and beyond)
Steering Committee
DRPS
Risk-Tracking Database Regional Secretariat Data Sub-Committee
Mental Health Criminal Involvement Victimization Homelessness and Basic Needs Experiences of Racism Substance Use Social Isolation
Working Groups
e.g. Person(s) with Lived Experience, Service Providers,
Municipal Staff, Community Partners, Existing Action Groups
Figure 1.7
28
Appendix A: Durham Community Safety and Well-Being
(CSWB) Plan Implementation Plan:
The Regional Municipality of Durham Community Safety and Well-Being Plan was adopted
LÞ
ÕV `vÀ`>Ìi®°/ Ã`VÕiÌÃ>wÀÃÌÃÌi«ÌÜ>À`Ài>â}Ì iLiVÌÛiÃ
>`ÕÌÌ i*>>Ã`iÌwi`LÞÌ iVÕÌÞ°/ i«iiÌ>Ì*>]iÌ i
-7 *>]Ã>Û}`VÕiÌ>`Ã`iÃ}i`ÌLiyiÝLi>`Àië`ÌVÕÌÞ
needs as they arise.
The Implementation Plan is subject to review on a regular basis with the CSWB Plan. The
CSWB Plan is set to be reviewed in tandem with the Corporate Strategic Plan for the
Regional Municipality of Durham.
While the work of the CSWB Plan is the collective responsibility of the broader community,
making sure it happens is the responsibility of the Secretariat. Working groups will
be assembled by the Secretariat to create work plans, set objective and goals. This
«iiÌ>Ì*>ÃiÌÃÌ iVÀÌV>wÀÃÌÃÌi«ÃÌÜ>À`à vÌ}vÀ«>}Ì>VÌ°
iÜ>ÀiÌ i`iÌwi`>VÌÌiÃvÀÞi>ÀivÜ}Ì iVÀi>ÌvÌ i-iVÀiÌ>À>Ì]
availability of resources, and public health and social service priorities.
29
Year One (2022): Activities
1. Establish the CSWB Plan Secretariat
Key partners:
• Human Resources, Region of Durham
• DRPS
• Regional Council
Description and Key Tasks
• Appoint a CSWB Plan interim lead
• Secure budget
• Work with HR to develop competition documents
• Develop Terms of Reference
• Hire and train
2. Host Greater Toronto and Hamilton Area
(GTHA) Community Safety Symposium
Key partners:
•
Ƃ"½ÃvwVi
• DRPS
• GTHA Municipalities
Description and Key Tasks
• Liaise with GTHA partners
• >ÃiÜÌ ,*->`
Ƃ"½ÃvwVi
• Liaise with community
3. Assemble Working Groups (7)
Key partners:
• Secretariat
• System Leaders
• Municipal partners
• Service Providers
• ÛiÀÃÌÞ]
µÕÌÞ>`VÕÃ"vwVi],i}v ÕÀ >
• Data sub-committee
Description and Key Tasks
Identify a lead agency for each area of priority
• Develop Terms of Reference (7)
• Develop Action Plans
• Work closely with area municipal staff to align similar goals
and objectives such as supporting the City of Oshawa in
implementing the Downtown Oshawa Action Plan
4. Transition from Planning to Implementation:
Steering Committee and Working Groups
Key partners:
• System Leaders
• Municipal Partners
• Region of Durham staff
Description and Key Tasks
Develop Terms of Reference (TOR) for CSWB Plan Steering
Committee, Working Group and Area Municipality Working
Groups for implementation
• Administration: scheduling meetings, minutes 30
5.Establish a Citizen Advisory Table
Key partners:
•Secretariat
• ÛiÀÃÌÞ]
µÕÌÞ>`VÕÃ"vwVi],i}v ÕÀ >
•DRPS
Description and Key Tasks
Recruit for and develop a Citizen Advisory Table
•Develop process
•Actively recruit
•Develop Terms of Reference
6.Experiences of Racism
Key partners:
• ÛiÀÃÌÞ]
µÕÌÞ>`VÕÃ"vwVi],i}v ÕÀ >
•Indigenous leaders
Description and Key Tasks
Identify how CSWB Plan intersects with anti-Black and anti-
Indigenous racism
•Liaise with Region of Durham’s Diversity, Equity and
VÕÃ
®"vwVivwVi
•Identify how to support the work already underway
•Develop a diversity, equity and inclusion lens for
application in the CSWB Plan
7.Expand Searchable Program and Strategy
Catalogue
Key partners:
•System Leaders
•Municipal Partners
•Region of Durham staff
Description and Key Tasks
Identify how to support the expansion of the searchable
catalogue to meet regional need
•Secure budget
•Coordinate engagement activities to seek feedback on
initial database strengths and areas of development
•Identify internal products that may be available to
support the needs of the database or determine external
partnerships if required
8.Build Future Phases for Implementation
Key partners:
•System Leaders
•Municipal Partners
•Region of Durham staff
Description and Key Tasks
Develop Work Plans for years two and three
31
Appendix B: Acknowledgements
The development of the Community Safety and Well-Being Plan in Durham Region was a collaborative effort.
“None of us is as smart as all of us” - Ken Blanchard, Author
Thank you to:
Executive Sponsors:
• Stella Danos-Papaconstantinou, Commissioner of Social Services
• Brian Bridgemen, Commissioner of Planning and Economic Development
Staff Leads:
• Kiersten Allore-Engel, Senior Planner, Planning and Economic Development Department
• ƂÕ`ÀiÞƂ`ÀiÜÃ] >>}iÀ]-ÌÀ>Ìi}V*>ÀÌiÀÃ «Ã>`Ì>ÌÛiÃ]-V>-iÀÛViÃ
ÃÃiÀ½Ã"vwVi
• i>Ì iÀ/ «Ã]*VÞƂ>ÞÃÌ]-ÌÀ>Ìi}V*>ÀÌiÀÃ «Ã>`Ì>ÌÛi]-V>-iÀÛViÃ
ÃÃiÀ½Ã"vwVi
• >i-«>ÀÃ],iÃi>ÀV
À`>ÌÀ]Û>Ì>`,iÃi>ÀV 1Ì]-ÌÀ>Ìi}VÌ>ÌÛià ÛÃ]"vwVivÌ i,i}>
Chair and CAO
32
Members of the CSWB Plan Steering Committee
• Steering Committee Chair: Elaine Baxter-Trahair, Durham
Region CAO
• Chief Kelly LaRocca, Mississaugas of Scugog Island First
Nation
• Chris Bovie, formerly of Ontario Shores Centre for Mental
Health Sciences
•
`Þ ÕÀÀ>Þ]1Ìi`7>Þ ÕÀ >,i}ÌvÀ«ÀwÌ
representative - alternate)
• Dan Carter, Regional Council, Mayor of Oshawa
• Dr. Robert Kyle, Region of Durham
• Garry Cubitt, Police Services Board
• Gary Crossdale, Durham District School Board
• Lisa Kitchen, Lakeridge Health Ontario Health Team
• Mark Morissette, DRPS (Chief’s Delegate)
• Paul McGary, Lakeridge Health
• Regional Chair John Henry, Regional Council (alternate)
• Rhonda Schwartz, Seniors Care Network
• Steven Woodman, Durham Children’s Aid Society
• Tracy Barill, Durham Catholic District School Board
• Troy Cheseboro, Chief of Paramedic Services
• 6Û>
ÕÀ] ÕÀ >
ÕÌÞÕ`>ÌÌvÀ«ÀwÌ
representative - primary)
• ,i}>ÃÌ>vv>iÝvwVV>«>VÌÞÀiëÃLivÀ\
Government and Community Relations (Sandra Austin),
Human
• /À>vwV}ViÞ-V>®] V>}À>Ì*>ÀÌiÀÃ «
(Sarah Hickman), Broadband (Riaz Razvi)
Area Municipal Working Group
• Amanda Hoover, Durham Regional Police Service
• Andy Allison, Municipality of Clarington
• Audrey Andrews, Regional Municipality of Durham
• Brian Bridgeman, Regional Municipality of Durham
• À> Õvwi`]
ÌÞv*ViÀ}
• Christie McLardie, Town of Ajax
• Elaine Baxter-Trahair, Regional Municipality of Durham
• Heather Thompson, Regional Municipality of Durham
• Ingrid Svelnis, Township of Brock
• Ken Nix, Township of Scugog
• Kiersten Allore-Engel, Regional Municipality of Durham
• Kristi Honey, Township of Uxbridge
• Marisa Carpino, City of Pickering
• Mark Berny, Township of Scugog
• Mark Morissette, Durham Regional Police Service
• Matt Gaskell, Town of Whitby
• Mike Saulnier, City of Oshawa
• Paul Ralph, City of Oshawa
• Rob Bryan, Durham Regional Police Service 33
• Robert Gruber, Town of Ajax
• Ron Diskey, City of Oshawa
• Sandra Austin, Regional Municipality of Durham
• Sarah Klein, Town of Whitby
• Shane Baker, Town of Ajax
• Sharon Milton, City of Pickering
• Stella Danos-Papaconstantinou, Regional Municipality of
Durham 33
Internal Working Group
• ƂÃiVÌÀƂiÝ>`iÀ]
Ƃ"½ÃvwVi
• Alyxandra Riddell, Social Services
• Amanda Hoover, Durham Regional Police Service
• Audrey Andrews, Social Services
• Brian Bridgeman, Planning and Economic Development
• >i-«>ÀÃ]
Ƃ"½ÃvwVi
•
`Ü>À`<ÕVV>]
Ƃ"½ÃvwVi
• Heather Thompson, Social Services
• >i*>µÕiÌÌi]
À«À>Ìi
ÕV>ÌÃ"vwVi
• John Riches, Paramedic Services
• Kiersten Allore-Engel, Planning and Economic Development
• Mark Morissette, Durham Regional Police Service
• Mary-Anne Pietrusiak, Health
• Regina Elliott, Health
• Rob Bryan, Durham Regional Police Service
• ->`À>ƂÕÃÌ]
Ƃ"½ÃvwVi
• Stella Danos-Papaconstantinou, Social Services
• Zareen Butt, Health
Data Sub- Committee
• Alyxandra Riddell, Housing
• >i-«>ÀÃ]
Ƃ"½ÃvwVi
• Heather Thompson, Social Services
• Jeffery Jordison, Durham Paramedic Services
• Kiersten Allore-Engel, Planning and Economic Development
• Madison Smith, Durham Regional Police Service
• Mary-Anne Pietrusiak, Health
• Regina Elliott, Health
Community Partners
Abilities Centre •
• AIDS Committee of Durham Region
• Ajax Fire and Emergency Services
• Ajax Public Library
• Ajax-Pickering Board of Trade
• Alzheimers Society Durham
• Autism Ontario
• Back Door Mission
• Bawaajigewin Aboriginal Community Circle – Oshawa
• Beaverton Chamber of Commerce
• Bethesda House
• Bethesda House
• Big Brothers Big Sisters of North Durham
• Big Brothers Big Sisters of South-West Durham
• Bowmanville Firehouse Youth Centre
• Bowmanville Older Adult Association
• Boys and Girls Club of Durham
• Brain Injury Association of Durham
• Brock Community Health Centre
• Brock Fire Department
• Brock Township Public Library
• Brock Youth Centre
• Canadian Black Chamber of Commerce
• Canadian Jamaican Club
• Canadian Red Cross Durham
• Carea Community Health Centre
• Catholic Family Services of Durham
• Central East LHIN
34
• Region of Durham Paramedic Service
• City of Pickering
• Clarington Board of Trade
• Clarington Emergency and Fire Services
• Clarington Public Library
• Community Care Durham
• Community Development Council Durham
• Community Justice Alternatives
• Community Living Ajax-Pickering and Whitby
• Community Living Durham North
• Community Living Oshawa/Clarington
• Congress of Black Women Whitby/Oshawa
• Conseil des Organismes Francophones de la Région de
Durham
• Conseil Scolaire Catholique Mon Avenir (French Catholic
School Board)
• Conseil Scolaire Viamonde (French Public School Board)
• Cornerstone Community Association
• Denise House
• Denise House
• Dnaagdawenmag Binnooyiiyag Child and Family Services
• Durham Region Intimate Relationship Violence
Empowerment Network (DRIVEN)
• Durham Association for Family Resources and Support
• Durham Black Educators’ Network
• Durham Children’s Aid Society
• Durham College
• Durham Community Foundation
• Durham Community Legal Clinic
• Durham District School Board
• Durham Farm and Rural Family Resources – Uxbridge
• Durham Mental Health Services
• Durham Rape Crisis Centre
• Durham Region Aboriginal Advisory Circle
• Durham Region Crime Stoppers
• Durham Region Labour Council
• ÕÀ >,i} *ÀwÌÕÃ}
À«À>Ì
• Durham Regional Police Service
• Durham Regional Police Services Board
• Durham Tamil Association
• Durham Workforce Authority
• Feed the Need in Durham
• Frontenac Youth Services
• >ÌiÎ\£È"ÕÌÀi>V
iÌÀi
• Grandview Children’s Centre
• Greater Oshawa Chamber of Commerce
• Habitat for Humanity Durham
• Helping Other Parents Everywhere (HOPE)
• Herizon House
• Hispanic Canadian Alliance of Ontario
• Indo-Canadian Cultural Association of Durham (ICCAD)
• Inter-Church Immigrant Support Group
• Kinark Child and Family Services
• L’Amicale du centre communautaire francophone
• Lakeridge Health
• Lakeridge Health Ontario Health Team
• Literacy Council of Durham Region 35
• Literacy Network of Durham Region
• Luke’s Place
• Métis Nation of Ontario - Oshawa Chapter
• Mississaugas of Scugog Island First Nation
• Murray McKinnon Foundation
• Muslim Welfare House
• Muslim Welfare House
• Newcastle and District Chamber of Commerce
• North House
• Nourish and Develop Durham
• Ontario Disability Support Program (ODSP) Durham
• Ontario English Catholic Teachers’ Association (OECTA)
Durham
• Ontario Provincial Police (Community Safety)
• Ontario Shores Centre for Mental Health Sciences
• Ontario Tech University
• Oshawa & Durham Region Métis Council
• Oshawa Fire Services
• Oshawa Public Library
• "Ã >Ü>-iÀ
ÕÌÞ
iÌÀiÃxx³"-
®
• Participation House Project Durham
• Peterborough Victoria Northumberland Clarington Catholic
District School Board
• PFLAG Canada Durham
• Pickering Fire Services
• Pickering Public Library
• Pickering Village BIA
• Port Perry BIA
• Pregnancy Help Centre
• Refugee Youth Outreach Centre
• Region of Durham - Commissioner of Corporate Services
• Region of Durham - Commissioner of Finance
• Region of Durham - Commissioner of Planning and Economic
Development
• Region of Durham - Commissioner of Social Services
• Region of Durham - Commissioner of Works
• ,i}v ÕÀ > i`V>"vwViÀi>Ì
• Region of Durham -General Manager of Transit
• Region of Durham Paramedic Service
• Reseaux en immigration francophone (RIF)
• Rose of Durham
• Sankat Mochan Hanuman Mandir & Cultural Center
• Scugog Chamber of Commerce
• Scugog Fire and Emergency Services Department
• Scugog Library
• Seniors Care Network
• Settlement House (Simcoe Hall)
• Special Olympics Durham
• St. John Ambulance Durham
• Town of Ajax
• Town of Whitby
• Township of Scugog
• Township of Uxbridge
• Trent University (Durham)
• United Way Durham Region
• Uxbridge BIA
• Uxbridge Chamber of Commerce
• Uxbridge Fire Service 36
•Uxbridge Public Library
•Victim Services of Durham
•Welcome Centres
•7 ÌLÞ > ?
ÕÌÞ
•Whitby BIA
•Whitby Chamber of Commerce
•Whitby Fire and Emergency Services
•Whitby Public Library
•Women’s Committee of Durham
•Women’s Multicultural Resource and Counselling Centre
•Women’s Wellness Alliance of Durham
•YMCA Durham Oshawa
•YWCA
Appendix C
(CSWB Plan Programs, Strategies and Bodies)
•Adult Community Support Services
•Age-Friendly Durham Strategy
•Anti-Racism Taskforce
•At Home Durham
•Best Start Network
•Broadband Strategy
•Community Partners in Diversity
•Community Support Pilot
•Continuing Education programming Getting Ahead Program
•Counselling services for Ontario Works recipients
•Diversity, Equity and Inclusion (DEI) Strategy
•Diversity, Equity and Inclusion (DEI) Working Group
• Diversity, Equity, and Inclusion Community of Practice
• Durham Advisory Committee on Homelessness (DACH)
• Durham Connect
• Durham Elder Abuse Network
• Durham Housing Advisory Network (DHAN)
•Durham Immigration and Inclusion Community Plan 2020-2024
• Durham Local Immigration Partnership Council
•Durham Region Official Plan
• Durham Region Opioid Response Plan
• ÕÀ >,i}*Vi-iÀÛViÃÕ>/À>vwV}1ÌÉ
Children At Risk of Exploitation (CARE) Team
• Durham Region Strategic Plan
• Durham Regional Police Business Plan
• Emergency Social Services
• Family Services Durham Community Counselling Services
• Financial Empowerment Framework
• Francophone Partners Working Group Collective Impact
(Poverty Reduction)
• Health Neighbourhoods Project
• Health, Homelessness & Housing (H3) Committee
•Human Trafficking Coalition
•Human Trafficking Prevention Workshops
•Human Response Team (Income and Employment Supports
Division, Ontario Works)
• Income and Employment Supports Division (IESD) Community
Hubs
• Internet-based Cognitive Behavioural Therapy Program
• Learning, Earning and Parenting (LEAP)
• Mental health worker at Employment Resource Centre37
• Multi-Year Accessibility Plan and Annual Reports
• Newcomer Accessibility Council
• Newcomer Advisory Table
• Ontario Works
• Partner Assault Response
• Primary Care Outreach
• Project X-change
• Public Health Programming (Ontario Public Health Standards)
• REACH Youth Program
• Senior Safety Support Unit
• Seniors and Affordable Housing Task Force
• Social Investment Fund
• Social Investment Fund: Recreation Programming
• The Council of Francophone Organizations of Durham Region
•Sessions for Human Trafficking Training
38
If you require this information in an
accessible format, please contact
the Accessibility Coordinator at
accessibility@durham.ca
Or 905-668-4113 extension 2009.