The Commissioner is the highest-ranking member of the OPP and is responsible for overseeing all aspects of the organization. The OPP is comprised of five commands:
Deputy Commissioner
Provincial Commander
Culture and Strategy Services
Corporate Communications Bureau
Office of Professionalism, Respect, Inclusion and Leadership
Risk Management Bureau*
Strategic Services Bureau
Training and Recruitment Bureau*
Deputy Commissioner
Provincial Commander
Field Operations
Central Region
East Region
North East Region
North West Region
West Region
Crime Prevention and Community Support Bureau
Healthy Workplace Team
Deputy Commissioner
Provincial Commander
Investigations and Organized Crime
Chief Firearms Office
Investigation and Enforcement Bureau
Investigation and Support Bureau
Operations Support Centre
Organized Crime Enforcement Bureau
Provincial Operations Intelligence Bureau
Deputy Commissioner
Provincial Commander
Traffic Safety and Operational Support
Communications and Technology Services Bureau
Field Support Bureau
Fleet, Supply and Weapons Services Bureau
Highway Safety Division
Indigenous Policing Bureau
Security Bureau
Chief Corporate Services Officer
Corporate Services
Business Management Bureau
People Operations Bureau*
* Bureaus established in 2025 realignment of programs and services
The 2023-2025 Strategic Plan built on past OPP successes, reinvigorated ongoing commitments, and embraced the evolving landscape of policing. It outlined how the OPP would adapt to emerging trends in crime, technology, and society, while meeting public safety responsibilities and preserving the vital policing services delivered in Ontario.
2025 marks the end of the 2023-2025 strategic planning cycle. Over the last three years, the OPP has tracked, measured, and monitored organizational progress using a variety of quantitative and qualitative indicators, including the information contained in this Annual Report.
The 2025 Annual Report is intentionally structured around the 2023-2025 OPP Strategic Priorities – People, Work and Communities – and provides data, highlights, and results in alignment with these priorities.
The 2025 achievements summary table provides an overview of the achievements from the past year that supported the OPP in meeting its strategic priorities. Further details are provided throughout the 2025 Annual Report.
An empowered, respectful and responsible workforce connected to its vision, mission and values
An enabled organization equipped to meet its policing responsibilities
An engaged organization positioned to co-create meaningful public safety solutions for Ontarians
The OPP is comprised of various specialized programs and services that help serve the province. For a complete list of our programs and services, click Learn More.
The OPP delivers mission-focused and values-based policing that follows the Community Safety and Policing Act, 2019, S.O. 2019, c. 1, Sched. 1 (CSPA), Canadian Charter of Rights and Freedoms and the Ontario Human Rights Code. Updates to the CSPA and associated regulations, new legislation, case law, other legal decisions, standards, and guidelines also dictate policing responsibilities.
Under the Ontario First Nations Policing Agreement (OFNPA), the OPP provides administrative support for 17 First Nations police services and policing to three First Nations under Stream Two Agreements. There are an additional 22 First Nations that are directly policed by the OPP.
All OPP services, policies, practices, processes, and programs reflect the organizational vision, mission and values.
Our vision inspires the delivery of adequate and effective policing under a multi-faceted and complex mandate. Safe Communities... incorporates the provision of detachment-based and frontline policing for the majority of Ontario’s municipalities, roadways, trails, and waterways. As the province’s police service of jurisdiction, A Secure Ontario includes:
Our mission reaffirms the organization’s collective direction, reflects its shared responsibilities and makes clear the expectations of its members, communities, stakeholders, and partners.
The values of the OPP are the cultural cornerstones that guide all behaviours and actions of OPP members, each and every day. They represent what the organization stands for and how it will uphold the trust and confidence of the people we serve.
Under its unique mandate, the OPP embraces its role as a partner in the delivery of essential services that ensure the safety and security of the people of the province of Ontario.
There are approximately 500 OPP facilities across the province, including:
147 Detachment Locations
(Host and Satellite)
13 Forensic Identification Unit Locations
4 Provincial Communication Centres
5 Regional Headquarters
1 Divisional Headquarters
(Highway Safety Division)
1 General Headquarters
Note: OPP facilities include government-owned, third-party leases, or municipality-provided buildings, and include a mixture of detachments, regional headquarters, forensic identification labs, Provincial Communications Centres (PCCs), training centres, special investigative facilities, administrative offices, and other special purpose facilities such as ranges.
In 2025, OPP vehicles
logged approximately
129,281,814 KM
5,556
OPP vehicles
4,497
Road vehicles
1,842
Vehicles with Mobile Workstations (MWS)
1,059
Seasonal vehicles
2,359
Units with
Telematics Tracking
The OPP continues to take meaningful action toward reconciliation with Indigenous Peoples, working collaboratively with community, policing, and ministry partners to build relationships and address the unique public safety needs of Indigenous communities in Ontario.
In 2025:
The OPP remains committed to earning and building trust and confidence within Indigenous communities across Ontario and providing effective and culturally responsive policing services.
|
Uniform |
Female | Male | Unspecified | Total |
|---|---|---|---|---|
| Cadet | 18 | 22 | 40 | |
| Constable | 1,003 | 3,814 | 101 | 4,918 |
| Sergeant | 170 | 944 | 5 | 1,119 |
| Sergeant Major | 2 | 7 | 9 | |
| Staff Sergeant | 65 | 208 | 273 | |
| Inspector | 42 | 120 | 1 | 163 |
| Superintendent | 11 | 33 | 44 | |
| Chief Superintendent | 4 | 12 | 16 | |
| Deputy Commissioner | 2 | 2 | 4 | |
| Commissioner | 1 | 1 | ||
| Uniform Total* | 1,371 | 5,163 | 107 | 6,587 |
| 19.99% | 78.38% | 1.62% | 100% |
|
Civilian |
Female | Male | Unspecified | Total |
|---|---|---|---|---|
| Special Constable | 205 | 245 | 13 | 463 |
| Non-Manager | 1,831 | 785 | 92 | 2,708 |
| Manager | 55 | 26 | 4 | 85 |
| Chief Corporate Services Officer | 1 | |||
| Civilian Total* | 2,092 | 1,056 | 109 | 3,257 |
| 64.22% | 32.43% | 3.35% | 100% |
| Female | Male | Unspecified | Total |
|---|---|---|---|
| 3,409 | 6,219 | 216 | 9,844 |
| 34.36% | 63.43% | 2.22% | 100% |
* Does not include Ontario First Nations Policing Agreement (OFNPA) Uniform and Civilian members
|
Auxiliary |
Female | Male | Total |
|---|---|---|---|
| Constable | 82 | 282 | 364 |
| Sergeant | 19 | 65 | 84 |
| Staff Sergeant | 9 | 40 | 49 |
| Inspector | 1 | 7 | 8 |
| Superintendent | 0 | 2 | 2 |
| Auxiliary Total | 111 | 396 | 507 |
| 21.89% | 78.11% | 100% |
* Does not include OFNPA Uniform and Civilian members
* Does not include OFNPA Uniform and Civilian members
Updated: January 7, 2026 | Source: DAR
| Region | 2023 | 2024 | 2025 | % Change 2024-2025 |
|---|---|---|---|---|
| Central Region | 1,613,540.50 | 1,750,986.60 | 1,824,859.00 | 4.22% |
| North West Region | 944,347.15 | 994,030.00 | 1,057,139.00 | 6.35% |
| East Region | 1,679,404.01 | 1,714,277.55 | 1,810,649.75 | 5.62% |
| North East Region | 1,105,801.25 | 1,196,486.05 | 1,292,809.25 | 8.05% |
| Highway Safety Division | 627,883.00 | 642,968.71 | 682,462.25 | 6.14% |
| West Region | 2,115,067.70 | 2,241,292.20 | 2,325,467.00 | 3.76% |
| Total | 8,086,043.61 | 8,540,041.11 | 8,993,386.25 | 5.31% |
Notes:
Includes Provincial Constable to Sergeant ranks only.
Excludes paid duties.
Excludes incomplete DAR entries and those with errors.
Excludes General Headquarters location codes
The OPP has developed an evidence-based Service Delivery Model (SDM) in response to multiple reviews and audit recommendations, including the Office of the Auditor General of Ontario’s 2021 Value for Money Audit. These reviews highlighted the need for a standardized approach to detachment staffing that addresses chronic understaffing, vacancies driven by stress related leave, and reduced capacity for proactive policing.
The SDM establishes appropriate frontline staffing levels at each detachment by balancing workload, operational demands, and officer wellness. It incorporates a broad range of organizational and policing sector aligned data and is designed to be regularly updated as new information becomes available. The model supports the continued delivery of adequate and effective policing services in accordance with the Community Safety and Policing Act (CSPA).
To implement the SDM, the OPP is carrying out a multiyear staffing strategy (2022–2028) to ensure appropriate staffing levels at all detachments. This will strengthen the OPP’s ability to:
To monitor progress and guide detachment level planning, the OPP has established provincial time allocation targets for frontline constables. These targets reflect how officer time should ideally be distributed across four core activity areas:
Over the past three years, constable activity has demonstrated favourable progress toward these provincial targets.
| Activity Grouping | 2023 | 2024 | 2025 |
|---|---|---|---|
| Calls for Service | 48.2% | 46.7% | 45.5% |
| Administrative Requirements | 34.4% | 34.7% | 34.8% |
| Proactive Patrol/Presence | 14.5% | 15.6% | 16.5% |
| Community Engagement | 2.9% | 3.0% | 3.2% |
| Activity Grouping | 2023 | 2024 | 2025 |
|---|---|---|---|
| Calls for Service | 39.6% | 40.2% | 39.8% |
| Administrative Requirements | 40.2% | 40.2% | 39.0% |
| Proactive Patrol/Presence | 20.2% | 19.6% | 21.2% |