Service Directory - Niagara Regional Police Service · Service Directory Visit our website Tel.: 905 Chief Jeff McGuire @NRPS4694 Niagara Regional Police Service @NiagRegPolice NRPS

Service Directory

Visit our website

www.nrps.com

Chief Jeff McGuire

@NRPS4694

Niagara Regional Police Service

@NiagRegPolice

NRPS Traffic Updates

@NiagaraTraffic

Headquarters 110 James Street, St. Catharines, ON L2R 3C6

Tel. 905-688-4111

No. 1 District, Western Region 68 Church Street, St. Catharines, ON L2R 3C6

Tel. 905-688-4111

No. 2 District, Eastern Region 4343 Morrison Street, Niagara Falls, ON L2E 6Z9

Tel.: 905-688-4111

No. 3 District, Central Region 5 Lincoln Street, Welland, ON L3C 5H9

Tel. 905-735-7811

No. 5 District, Eastern Region 650 Gilmore Road, Fort Erie, ON L2A 5M4

Tel. 905-871-2300

No. 6 District, Central Region

501 Fielden Avenue, Port Colborne, ON L3K 4T9 Tel. 905-735-7811

No. 8 District, Western Region 45 Clarke Street, Grimsby, ON L3M 1Y5

Tel. 905-945-2211

http://www.nrps.com/

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Mission Statement

The Niagara Regional Police Service is dedicated to serving and

protecting residents and visitors within the

Regional Municipality of Niagara.

In partnership with the community, we shall provide quality policing

services with integrity, diligence and sensitivity.

Members of the Niagara Regional Police Service believe…

In pursuing excellence in every circumstance;

In being fair and unbiased in the performance of duties in accordance

with the Charter of Rights and Freedoms;

In treating all victims of crime with compassion and understanding;

In maintaining professional standards of conduct at all times;

In being approachable, courteous and open to all;

In developing creative solutions to policing concerns, through community oriented policing;

In striving to be active participants and leaders in the community; and,

In providing a professional satisfying work environment that respects employees’ rights and encourages personal and professional growth.

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About this Publication

This publication and all its contents (unless otherwise noted) are Copyright 2013, Niagara Regional Police Service. All rights reserved. Personal use of the material is permitted, but

permission must be sought to reprint or republish any of its content through the Office of the Chief of Police. This document is also available in PDF format on our website at nrps.com.

Cover: Architectural rendering by McClaren, Wilson & Lawrie, Inc. Reprinted with permission. Cover Design: Jon Ohlman, Video Unit Stock Images: Jamie Saunders, Jon Ohlman, Geoff Holmes and Dan Ricci, Video Unit Niagara Region Map Liliana Selimovic, GIS Application Developer Editors-in-Chief Paul P. Divers, Ph.D., Corporate Analyst Inspector Mark McMullen, Executive Officer to the Chief of Police Printing Services: Artista Design and Print, Inc.

© Niagara Regional Police Service, 2013

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Table of Contents

Mission i About this Publication ii TABLE OF CONTENTS iii Message from the Regional Municipality of Niagara Police Services Board Chair iv Message from the Chief of Police v Preamble 1 Protocol with Regional Council 1 Niagara Region 1 Business Planning Process and Requirements 4 An Overview of the 2013-2015 Business Plan 5 Accountability and Compliance 6 Business Plan Costing 7

Goal 1: Maximize Public Safety Through Enforcement and Intelligence Led Policing 8 Goal 2: Optimize Relationships with Community Partners to Improve Service Delivery to Victims, Vulnerable and At-Risk Persons 14 Goal 3: Improve Corporate Communication, Information Management and Engagement Opportunities 20 Goal 4: Enhance Human Resource Management and Business Continuity Practices 25 Goal 5: Complete the Service’s Long Term Facilities Project 32

Focus Group and Subject Matter Expert Participants 37 2013-2015 Police Services Board Business Plan Steering Committee 39 2013-2015 Business Plan Working Committee 39

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MESSAGE FROM THE CHAIR

Regional Municipality of Niagara

Police Services Board

On behalf of the Regional Municipality of Niagara Police Services Board, it gives me great pleasure to introduce the Niagara Regional Police Service’s three-year Business Plan for 2013-2015. As the civilian oversight Board, one of our most critical functions is to work with the Chief of Police in establishing future goals and objectives for the Niagara Regional Police Service. This Business Plan represents the culmination of that work. Moving forward over the next three years, the Niagara Regional Police Service will build upon the successes it has seen over the previous Business Plans. The Police Service has made significant progress towards meeting its targets; each goal, objective and performance metric outlines what the Police Service will do and how it will be done, providing a road map for the next three years. In developing the Plan, the Niagara Regional Police Service made a concerted effort to engage all staff, stakeholder groups and the community in the planning process. Extensive consultation was done through surveys and face-to-face meetings. The result is a comprehensive document that reflects the needs and desires of the people who are served by it (the public and stakeholders) and the people who have to work to fulfill its demands (Service members). The Business Plan emphasizes the Niagara Regional Police Service’s values of integrity, professionalism, accountability and respect, and it contains major goals for the Service in the areas of crime reduction and community and organizational development and the transition to new police facilities. The Police Board ensures Service accountability by monitoring of key performance indicators. As this Business Plan demonstrates, the goals for the Niagara Regional Police Service over the coming years are ambitious. With the support of the community, Regional Council, and other stakeholders, these expectations can be met and a safer Niagara Region achieved. We look forward to the next three years and the support of our communities. Henry D’Angela Board Chair

Todd Shoalts Vice-Chair

Vaughn Stewart Member

Bob Marshall Member

Todd Shoalts Vice Chair

Deb Morton Executive Director

Vance Badawey Member

Gary Burroughs Member

Ken Gansel Member

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MESSAGE FROM THE

CHIEF OF POLICE Jeff McGuire, M.O.M.

As Chief of the Niagara Regional Police Service it is with great pride that I, in concert with the Police Services Board, present our 2013 – 2015 Niagara Regional Police Service Business Plan. This plan establishes five primary goals that the Service will strive to achieve over the next three years. These goals will assist members of the Service in fulfilling our mandated responsibility to prevent crime, enforce the law, assist victims, maintain public order and provide emergency response to calls for help.

The Business Plan also identifies the metrics which will be used to measure and report on the level of success we are able to achieve over the next three years. While these goals are in no way all-encompassing of the many tasks our people, both civilian and sworn, strive to accomplish every day they are the roadmap of our core responsibilities that will assist us in making your community a safe place to live, work and play.

I want to thank the members of the Business Plan Working Committee for working diligently with all of our community partners and Service personnel in the development of this plan. I also want to acknowledge all of the community members, partners and stakeholders who took the time to involve themselves in the development process of this plan through focus groups and public forums. As a result of this process of both internal and external consultation I am very confident that Service members and the public will work together in providing everyone in the Niagara Region with the most effective and efficient policing possible.

I continue to encourage everyone to “Have a little fun every day” while making your community safe.

Joe Matthews Deputy Chief of Police

Carl Scott Acting Deputy Chief of Police

Robert Wright Superintendent

Executive Services

Geoffrey Skaftfeld Superintendent Eastern Region

Clifford Sexton Superintendent

Emergency & Investigative Support

Bryan McCulloch Superintendent Central Region

Monika George Director of Business

Services

Akram Askoul Director of Information &

Communication Technology

Dan D’Amico A/Superintendent Western Region

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It is our pleasure to introduce the Niagara Regional Police Service’s 2013-2015 Business Plan. This Plan represents the culmination of work conducted by a cross-section of members throughout our Service. It also represents the views of our members and the community at large on how our Service can further deliver quality policing service to the community we serve. Moving forward over the next three years, the Niagara Regional Police Service will build upon the successes it has seen over the previous Business Plan. Moreover, this Plan supports the 2012-2015 Niagara Region Council Business Plan by ensuring that program and efficiency reviews are conducted, by contributing toward Niagara’s sustainability, by keeping it a safe place to live, and by developing mechanisms to promote public engagement and communication through various means and portals.

As this Business Plan demonstrates, the goals for the Niagara Regional Police Service over the coming years are ambitious. With the support of the community, Police Services Board and other stakeholders, these expectations can be realized.

The Police Services Board is required to enter into a protocol with Regional Council

pursuant to Section 32(1) of the Adequacy Standards Regulations. The Provincial Adequacy

Standards Regulation requires the Police Services Board to prepare, at least once every three

years, a business plan that addresses the core business functions of the police service,

including how it will provide adequate and effective police services. The Board, in

partnership with the Chief of Police, must prepare a detailed strategy for the development of

the Business Plan, consistent with requirements of the Regulation.

Found in Southern Ontario between two of North America’s Great Lakes (Ontario

and Erie), Niagara Region is only a one hour drive from Toronto and adjacent to the U.S.

border. The Region is well linked to the North American marketplace through all major

modes of transportation; road, water, air and rail. The Welland Canal, which is a true tourist

attraction in its own right, is also one of the major factors in Niagara’s focus on

transportation. New York State borders on the east. With four bridges less than an hour

away from major Canadian cities such as Hamilton, Oakville, Mississauga, and Toronto,

Niagara has proven to be a vital link to businesses in both the United States and Canada.

Covering 1,850 square kilometers (715 square miles), Niagara is one of the largest

geographical areas policed by a municipal police service. Its 12 unique municipalities include

Preamble

Protocol with Regional Council

Niagara Region

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large urban centres such as St. Catharines and Niagara Falls, as well as towns with a distinctly

more rural favour such as Wainfleet and West Lincoln. Niagara also has a total of 161

kilometers of shoreline and a total of 1,500 square kilometers of international water

surrounding its borders.



Area Sq. Km./Sq. Mi.

2012 Population

Fort Erie

168.3 sq. km/65.0 sq. mi.

29,960

Grimsby 68.1 sq. km./26.3 sq. mi. 25,325

Lincoln 163.4 sq. km./63.1 sq. mi. 22,487

Niagara Falls 212.0 sq. km./81.9 sq. mi. 82,997

Niagara-on-the-Lake 131.1 sq. km./50.6 sq. mi. 15,400

Pelham 124.5 sq. km./48.1 sq. mi. 16,598

Port Colborne 122.8 sq. km./47.4 sq. mi. 18,424

St. Catharines 94.4 sq. km./36.5 sq. mi. 131,400

Thorold 84.6 sq. km./32.7 sq. mi. 17,931

Wainfleet 217.4 sq. km./83.9 sq. mi. 6,356

Welland 81.2 sq. km./31.4 sq. mi. 50,631

West Lincoln 382.9 sq. km./147.9 sq. mi. 13,837

Total Area

1850.9 sq. km./714.6 sq. mi

431,346

Region of Niagara

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The Provincial Adequacy Standards Regulation requires the Police Services Board to

prepare, at least once every three years, a business plan that addresses the core business

functions of the police service, including how it will provide adequate and effective police

services.

In the preparation of this Plan, the following activities took place:

1. Internal Environmental Scan (member profile, organizational needs review,

workload analyses, etc.).

2. External Environmental Scan (e.g., socio-demographic profile of region,

crime trends, etc.).

3. Internal Members Satisfaction and Business Plan Survey.

4. Community Satisfaction and Business Plan Survey.

5. Internal Focus Groups.

6. External Stakeholder and Community Consultation Sessions.

7. Executive Team Retreat.

8. 5 days of Goals and Objectives Setting.

9. Subject Matter Expert Meetings.

Internal Consultation

Internal Members Survey

Internal Focus Groups

Executive Retreat

Internal Stakeholders (i.e., Diversity Committee)

Subject Matter Expert (SME) Meetings

Organizational Environmental Scan

Complete a Review of the 2010-2012 Business Plan

Demographic Profile of Personnel

Program and Efficiency Reviews

Review of Business Continuity & Risk Mitigation

Plans

Technology Strategic Plan

Facilities Strategic Plan

Workload Analyses

Crime Trends

Calls for Service Review

Review of Protocols and Partnerships

Socio-demographic Profile of the Community

Community Environmental Scan

Community Satisfaction Survey

Stakeholder Focus Groups

(e.g., First Responders, Law Enforcement Partners,

Chambers of Commerce, Merchant Associations, Social,

Health, Multicultural and Legal Agencies, School Boards and

Post-Secondary Institutions)

Community Forum

External Consultation

Key Activities and Strategic Analysis Process

Business Planning Process and Requirements

2013-2015 Business Plan

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The Niagara Regional Police Service’s 2013-2015 Goals and Objectives have been developed after comprehensive consultation with the community and our members. In October-November 2012, the Business Plan Working Committee met for four and a half days to develop the goals and corresponding objectives and performance metrics based on data collected from the community and our membership. Based on all available data, the Business Plan Working Committee identified five goals for this business planning cycle. They are:

1. Maximize Public Safety Through Enforcement and Intelligence Led Policing (6 objectives and 24 performance metrics)

Rationale: The Niagara Regional Police Service is committed to delivering quality police service to all communities within the Regional Municipality of Niagara with objectivity and responsibility. Adhering to best practices, the Niagara Regional Police Service will commit to addressing public safety through intelligence gathering, enforcement, proactive measures and prevention strategies.

2. Optimize Relationships with Community Partners to Improve Service Delivery to Victims, Vulnerable and At-Risk Persons (6 objectives and 23 performance metrics)

Rationale: The Service understands the need to work collaboratively with our community stakeholders and partners to protect victims, vulnerable and at-risk persons. For this reason, the Service will work with our community partners to create safe environments for the residents and visitors of Niagara.

3. Improve Corporate Communication, Information Management and Engagement Opportunities (4 objectives and 20 performance metrics)

Rationale: As a large complex organization, the Service is aware that it needs to improve and expand ways to deliver key messages, share information and receive feedback from its members and the community at large in a timely manner. In 2013 and beyond, information delivery and sharing will improve through the use of diverse and contemporary communication mediums and the streamlining of internal communication processes.

An Overview of the 2013-2015 Business Plan

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4. Enhance Human Resource Management and Business Continuity Practices (9 objectives and 31 performance metrics)

Rationale: To enhance the efficient and effective activities of its personnel, the Service will work hard to streamline and centralize processes, conduct workload analyses and manage succession planning. Business continuity strategies will become a key focus over this business planning cycle. The Service will also work diligently to promote wellness and diversity in the workplace.

5. Complete the Service’s Long Term Facilities Project (8 objectives and 21 performance metrics)

Rationale: The Niagara Regional Police Service has been in need of new police facilities that best serve the needs of its members in their efforts to work in a more effective and efficient manner in the delivery of comprehensive policing services to the community. The completion of a new combined Headquarters/District 2 Patrol facility in Niagara Falls and a new District 1 Patrol facility in St. Catharines, along with the recently built facilities in Grimsby and Fort Erie, will complete the Service’s Long Term Facilities Project in 2015. The Service will be examining current processes to identify the most efficient and effective practices for the future. In conjunction with these reviews, the Service will implement these changes through interim models where possible to ensure a smooth transition into the new facilities.

Each goal has numerous objectives and multiple performance metrics attached to each. Each performance metric also has corresponding timelines that indicate when the metric will be implemented and the expected period for completion. Each performance metric also has assigned accountability for their completion and an oversight body to ensure that the metric is addressed. Compliance will be monitored by the Business Plan Working Committee who will report to both the Business Plan Steering Committee and ultimately to the Board as directed by PSB By-law 293-2009.

As members of the Niagara Regional Police Service we are committed to providing effective and efficient policing services to the citizens and visitors of the Niagara Region. Our business practices are guided by legislation, Police Services Board bylaws and internal policies and procedures. We recognize this important responsibility and actively work to meet expectations.

Accountability and Compliance

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Throughout this document, the onus of accountability to meet goals, objectives and performance metrics is clearly outlined. This accountability is very broad and includes, but is not limited to fiscal responsibility, services provided, community policing, crime prevention, technology, leadership, member recruitment and well-being. The Business Plan Working Committee will monitor compliance and provide status updates to Executive Management, the Business Plan Steering Committee and the Police Services Board on a semi-annual basis. This Business Plan will become a source of reference for all members when researching and developing District/Unit specific goals and action plans. It will be an instrument that Program Managers will need to utilize when developing budgets and performing variance analysis. In essence, this measure of accountability will provide a means to be prudent in our continuing quest to be a contemporary and professional police service. To ensure accountability and compliance, identified members across the chain of command will be required to submit ongoing reports on activities completed to the Business Plan Working Committee.

Throughout this Plan, cost efficiency steps have been outlined in order to find ways of making resources available for other over-burdened areas. We also allude to the potential need for additional resources over the course of the Plan, but this may or may not have financial costs associated with those needs since resource re-allocation may address Service area needs. The Service does recognize that individual costs associated with specific performance metrics need to be justified by the Service in the form of Business Plans and Police Service Board Reports prior to Board authorization. This is a living and breathing document that will be adjusted as resource availability and unforeseen events over the next three years may require that we re-examine the way we do our business.

Business Plan Costing

The Peace Bridge connecting Canada and the United States.

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Rationale: The Niagara Regional Police Service is committed to delivering quality police service to all communities within the Regional Municipality of Niagara with objectivity and responsibility. Adhering to best practices, the Niagara Regional Police Service will commit to addressing public safety through intelligence gathering, enforcement, proactive measures and prevention strategies.

Accountability Legend: Chief – Chief of Police; DC-OPSrv - Deputy Chief, Operational Services; DC-SUPSrv – Deputy Chief, Support Services; Supt-EIS – Superintendent, Emergency & Investigative Support; Supt-DO – Superintendent, District Operations; Supt-ExS – Superintendent, Executive Services; Supt-OS – Superintendent, Operational Support; Dir-ICT – Director, Information & Communication Technology; Dir-BusS – Director, Business Services; CA – Corporate Analyst.

Objective

Performance Metric

1.1 To continue to emphasize the reduction of fatalities and serious injury collisions on our roads and waterways.

1.1.1 Educate all members and the community on the reasons why enforcement initiatives exist.

Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS and Supt-DO

1.1.1 Frontline supervisors will assign problem oriented traffic activities to their platoons.

Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS and Supt-DO 1.1.2 Identify high-risk collision areas and create a visible police presence to both educate and enforce road and water safety throughout the Region. Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS and Supt-DO

Goal One Maximize Public Safety Through Enforcement and Intelligence Led Policing

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Objective

Performance Metric

1.1 To continue to emphasize the reduction of fatalities and serious injury collisions on our roads and waterways (cont’d)...

1.1.4 In conjunction with our regional partners, ensure that there is a reporting function on initiatives that support enforcement, engineering and education to develop and implement solutions affecting driver behaviour.

Timeline: Perpetual, 2013-2015

Accountability: Supt-EIS

1.1.5 1.1.5 Conduct a series of frontline officer focus groups to develop a harm reduction strategy on our roadways and waterways.

Timeline: 2013 and reviewed in 2014 and 2015 Accountability: DC-OPSrv

1.2 To emphasize a zero tolerance policy toward impaired operation on our roads and waterways.

1.2.1 Document and publish the number and type of impaired driving initiatives in 2013 and increase those initiatives in 2014 and 2015.

Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS and Supt-DO

1.2.2 Mobilize intermittent frontline 2-4 officer mobile R.I.D.E. response initiatives throughout the year. Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS and Supt-DO

1.2.3 Increase the number of public education campaigns associated with impaired driving with our Regional partners.

Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS and Supt-ExS

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Objective

Performance Metric

1.3 To promote intelligence led policing.

1.3.1 Implement I2 and Ibase software to examine and forecast crime trends to reduce crime and to ensure the efficient deployment of resources.

Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS and Dir-ICT

1.3.2 Continue to participate in joint forces initiatives with our enforcement partners (i.e., O.P.P., R.C.M.P., C.B.S.A., other municipal policing agencies and our cross-border partners).

Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS 1.3.3 Train members to better understand the relevance and substantiation of interdiction techniques during traffic stops.

Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS 1.3.4 Develop a process for platoons to communicate through their Staff Sergeant / Supervisor activities conducted during their shift on such internal systems as eParade and our intranet bulletin board to ensure two-way communication. Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS and Supt-DO

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Objective

Performance Metric

1.3 To promote intelligence led policing (cont’d)...

1.3.5 Improve public perception of uniform visibility and approachability through day-to-day activities (i.e., foot and bicycle patrol and regular contact with downtown and tourist area business merchants and service providers).

Timeline: Perpetual, 2013-2015 Accountability: Supt-DO

1.3.6 Develop a process for platoons to communicate through their Staff Sergeant / Supervisor activities conducted during their shift on internal systems such as eParade and our intranet bulletin board to ensure two-way effective communication. Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS and Supt-DO 1.3.7 Street Check application will be added to MRE in order to quantify suspicious activity and citizen concerns about suspicious persons and/or activity. Timeline: 2013 Accountability: Dir-ICT

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Crime Prevention in Ontario: A Framework for Action

A joint partnership between the Ministry of Community Safety and Correctional Services

and the Ontario Association of Chiefs of Police

(see www.mcscs.jus.gov.on.ca/english/publications/policing reports)

Objective

Performance Metric

1.4 To develop sustainable crime prevention strategies that supports the joint focus established by the Ministry of Community Safety and Correctional Services and the Ontario Association of Chiefs of Police.

1.4.1 School Resource Officers will identify at-risk youth. And provide support mechanisms to encourage positive behaviour. Timeline: Perpetual, 2013-2015 Accountability: Supt-ExS 1.4.2 School Resource Officers in consultation with educators and relevant community agencies develop appropriate responses to at-risk youths.

Timeline: Perpetual, 2013-2015 Accountability: Supt-ExS

1.4.3 Report on the activities provided by the Children’s Safety Village that supports the Ministry’s crime prevention strategy.


1.4.4 Educate seniors/vulnerable persons to recognize scams and fraudulent activities in the community.

Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS Cross-referenced with 2.4.2

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Objective

Performance Metric

1.5 To reduce workload demand on the frontline.

1.5.1 Pilot Project a Collision Reporting Centre. Timeline: 2013 Accountability: DC-SUPSrv 1.5.2 Re-examine calls for service to ensure that officers are responding to core policing functions opposed to non-policing functions. Timeline: 2013 Accountability: DC-SUPSrv Cross-referenced with 4.1.2

1.5.3 Review and report on the balance of resources assigned to the frontline and specialty/administrative units.

Timeline: 2013—2014 Accountability: DC-SUPSrv

1.6 To maintain emergency preparedness and management initiatives.

1.6.1 Collaboratively confirm long term solutions to enhance radio and data communication inter-operability (i.e., cross-border inter-agency – U.S. Border Patrol, Niagara and Erie Counties, IBET, MSOC, and local first responders and Public Works).

Timeline: 2013-2014 Accountability: Supt-EIS

1.6.2 Review our incident command system and ensure that our senior officers have the requisite Incident Management System (IMS) training.

Timeline: 2013 Accountability: Supt-EIS

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Rationale: The Service understands the need to work collaboratively with our community stakeholders and partners to protect victims, vulnerable and at-risk persons. For this reason, the Service will work with our community partners to create safe environments for the residents and visitors of Niagara.


Objective

Performance Metric

2.1 To provide consistent service delivery across the Region.

2.1.1 Centralize domestic violence investigations across the Region.

Timeline: 2013 Accountability: Supt-EIS

2.1.2 Track and evaluate the School Resource Officers’ (SROs) activities to determine the extent of calls diverted from the frontline.


2.1.3 Track and evaluate Crisis Outreach and Support Team (COAST) activities to determine the extent of call reduction to emotionally disturbed persons.

Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS

Goal Two Optimize Relationships with Community Partners to Improve Service

Delivery to Victims, Vulnerable and At-Risk Persons.

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Objective

Performance Metric

2.1 To provide consistent service delivery across the Region (cont’d)...

2.1.4 Collect and analyze data on the volume of calls for service in order to explore the potential for COAST officer expansion in 2014-2015 for 24/7 coverage. Timeline: 2013 Accountability: Supt-EIS

2.1.5 Collect and analyze data to better understand the relationship between frontline staffing thresholds and demands on staff. Timeline: 2013 Accountability: Supt-DO

2.2 To improve communication and relationships with partner agencies, stakeholders and public officials.

2.2.1 In a timely manner advise partner agencies and public officials of member transfers and/or promotions that may affect their agency or constituency.

Timeline: Perpetual, 2013-2015 Accountability: DC-OPSrv and DC-SUPSrv

2.2.2 Conduct joint semi-annual focus groups with our Crisis, Health and Social Services Sector stakeholders to discuss concerns, share information and ways to improve processes and relationships. Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS

2.2.3 Create and maintain a community directory of social and cultural organizations / services to be posted on IRIS for member information and referral needs. Timeline: Perpetual, 2013-2015 Accountability: Supt-ExS

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Objective

Performance Metric

2.3 To develop a comprehensive response to familial abuse.

2.3.1 Develop and communicate clear direction through procedure to immediately disseminate information via eParade regarding domestic violence incidents, and violent offenders.



Objective

Performance Metric

2.3 To develop a comprehensive response to familial abuse (cont’d)...

2.3.2 Complete and sign a protocol with local women’s shelters in Niagara.

Timeline: 2013


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Objective

Performance Metric


2.3.3 Expand delivery of the Enhanced Domestic Violence Investigations Course to further educate frontline officers and communicators about the complexity and seriousness of domestic violence.



2.3.4 Training for Safety Planning in cases of domestic violence through OPVTA video in the Enhanced Domestic Violence Investigations course. Timeline: 2013 Accountability: Supt-EIS

2.3.5 Through video and other communication strategies create a frontline awareness of the opportunities and benefits of utilizing the services of the Niagara Victim Services and other victim service agencies.



2.3.6 Work collaboratively with the Domestic Violence Crown’s to improve Crown Brief submissions.



2.3.7 In consultation with the Domestic Violence Coordinating Committee, develop early intervention strategies focused on intimate relations offenders. Timeline: 2015 Accountability: Supt-EIS

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Objective

Performance Metric


2.3.8 Evaluate the effectiveness of the Centralized Domestic Violence Unit at the end of each year. Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS

2.4 To take a more proactive approach to protecting seniors.

2.4.1 Gather and analyze data on physical and emotional violence against seniors by family members and caregivers to determine the extent of future resource requirements. Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS 2.4.2 Train officers on the growing types of abuse that senior’s experience, e.g., fraud, theft by power of attorney, neglect, emotional and physical violence, etc. Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS

2.5 To develop a comprehensive strategy that focuses on child abuse and child exploitation.

2.5.1 Work collaboratively with Family and Children’s Services and the Child Advocacy Centre to improve services to children. Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS 2.5.2 Balance workload demands specific to proactive and reactive investigations and enforcement as it relates to internet luring and child exploitation. Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS

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Objective

Performance Metric

2.5 To develop a comprehensive strategy that focuses on child abuse and child exploitation (cont’d)... 2.6 To identify workload and deployment requirements of all victim service units.

2.5.3 Train a pool of members to develop the skills necessary to sort and catalogue evidence seized from offenders who have downloaded and/or produced pornographic images of children. Timeline: Perpetual, 2013-2015 Accountability: Supt-EIS 2.6.1 Conduct a comprehensive workload analysis of Victim Services. Timeline: 2013-2014 Accountability: Supt-EIS and CA 2.6.2 Based on the workload analysis, prepare a Business Case to address identified areas of need. Timeline: 2014 Accountability: Supt-EIS and CA

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Rationale: As a large complex organization, the Service is aware that it needs to improve and expand ways to deliver key messages, share information and receive feedback from its members and the community at large in a timely manner. In 2013 and beyond, information delivery and sharing will improve through the use of diverse and contemporary communication mediums and the streamlining of internal communication processes.


Objective

Performance Metric

3.1 Continuous enhancement of information flow and document management.

3.1.1 Create process flows to track predictable document movement throughout the Service, e.g., approval processes. Timeline: 2013 Accountability: Dir-BusS

3.1.2 Standardize corporate formats and templates for all written and electronic documentation.

Timeline: 2013 Accountability: Dir-BusS

3.1.3 Develop a framework that is universally applicable for tracking all written communication and feedback to the originating sources.


Goal Three Improve Corporate Communication, Information Management

and Engagement Opportunities

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Objective

Performance Metric

3.1 Continuous enhancement of information flow and document management (cont’d)...

3.1.4 Eliminate or reduce outdated and/or obsolete processes and technologies.


3.1.5 Update the Information Technology Strategic Plan to support and align with the Business Plan.

Timeline: 2013 Accountability: Dir-ICT

3.2 To develop multiple modes of communication to the community from the Executive Team.

3.2.1 Expand our use of social media as an interactive platform for information sharing in the community.


3.2.2 Create and maintain an electronic quarterly corporate newsletter to keep members informed of contemporary activities, events and issues.


3.2.3 Regular video and electronic messaging from Command Staff. Timeline: Perpetual, 2013-2015 Accountability: Chief; DC-OPSrv; DC-SUPSrv; All Superintendents.

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Objective

Performance Metric

3.2 To develop multiple modes of communication to the community from the Executive Team (cont’d)...

3.2.4 Designated senior officers (sworn and civilian) to meet with platoons and units bi-monthly to discuss current and impending issues.

Timeline: Perpetual, 2013-2015 Accountability: Chief; DC-OPServ; DC-SUPServ; All Superintendents; Dir-BusS; Dir-ICT.

3.3 To create mechanisms to ensure service-wide implementation and understanding of the business plan.

3.2.5 Chief of Police to deliver an annual “State of the Service” message to the Service and the community. Timeline: Perpetual, 2013-2015 Accountability: Chief 3.3.1 Create and implement a communication plan to disseminate the Business Plan to the membership.

Timeline: 2013 Accountability: CA

3.3.2 Upload and use the interactive business plan toolkit. Timeline: Perpetual, 2013-2015 Accountability: CA

3.3.3 All Service Program Managers, in consultation with members under their authority, will submit an annual report to the Business Plan Working Committee through their respective chain of command outlining their contribution to the goals, objectives and performance metrics of the Business Plan.

Timeline: End of Q-1, 2013-2015

Accountability: All Superintendents, Dir-BusS; Dir-ICT

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Objective

Performance Metric

3.3 To create mechanisms to ensure service-wide implementation and understanding of the business plan (cont’d)...

3.3.4 Conduct an annual member feedback survey on the business plan.

Timeline: Perpetual, 2013-2015 Accountability: CA

3.4 Develop process driven strategies to streamline policy and procedures.

3.4.1 Define the Terms of Reference for the General Orders Review Committee. Timeline: 2013 Accountability: DC-OPSrv

3.4.2 Establish a new standard for formatting General Orders based on operational procedures, administrative support and appropriate informational appendices. Timeline: Perpetual, 2013-2015 Accountability: DC-OPSrv

3.4.3 Train individuals responsible for maintenance and creation of General Orders on the new standard for formatting Orders. Timeline: Perpetual, 2013-2015 Accountability: Supt-ExS

3.4.4 Conduct a full review of all current General Orders to ensure compliance with the newly established standard. Timeline: Perpetual, 2013-2015 Accountability: DC-OPSrv and Supt-ExS

3.4.5 Hyperlink Adequacy Standards, PSB bylaws, and relevant forms to all General Orders.


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Objective

Performance Metric

3.4 Develop process driven strategies to streamline policy and procedures (cont’d)...

3.4.6 Enable search function capability on mobile data terminals via IRIS in all patrol vehicles. Timeline: 2013 Accountability: Dir-ICT

IRIS Portal

“Keeping our members connected”

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Rationale: To enhance the efficient and effective activities of its personnel, the Service will work hard to streamline and centralize processes, conduct workload analyses and manage succession planning. Business continuity strategies will become a key focus over this business planning cycle. The Service will also work diligently to promote wellness and diversity in the workplace.

Accountability Legend: Chief – Chief of Police; DC-OPServ - Deputy Chief, Operational Services; DC-SUPServ – Deputy Chief, Support Services; Supt-EIS – Superintendent, Emergency & Investigative Support; Supt-DO – Superintendent, District Operations; Supt-ExS – Superintendent, Executive Services; Supt-OS – Superintendent, Operational Support; Dir-ICT – Director, Information & Communication Technology; Dir-BusS – Director, Business Services; CA – Corporate Analyst.

Objective

Performance Metric

4.1 To conduct a review of workload.

4.1.1 Conduct a complete review of the organizational structure to find greater efficiencies and balance workload distribution.

Timeline: 2013 Accountability: Chief

4.1.2 Re-examine calls for service to ensure that officers are responding to core policing functions opposed to non-policing functions.

Timeline: 2013 Accountability: DC-OPSrv Cross-referenced with 1.5.2

4.1.3 Review the balance of resources assigned to the frontline and specialty/administrative units.

Timeline: 2013—2014

Accountability: Chief Cross-referenced with 1.5.3

Goal Four Enhance Human Resource Management and Business Continuity Practices

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Objective

Performance Metric

4.2 To cultivate an inclusive workforce that values diversity.

4.2.1 Engage a consultant group to assist the Service in developing a diversity strategy ($50,000 previously funded).

Timeline: 2013 Accountability: Chief and Diversity Committee

4.2.2 Conduct an environmental scan to include an in-depth internal review identifying organizational systemic processes that embraces an inclusive workforce.

Timeline: 2013

Accountability: Chief and Diversity Committee

4.2.3 Develop a diversity strategic plan which includes both strategic planning and formulating an action plan to carry out identified objectives associated with Service needs.

Timeline: 2013

Accountability: Chief and Diversity Committee 4.3 Implement a centralized grant process.

4.3.1 Examine the appropriateness of developing a Grant Coordinator position for leveraging the relationships among our partner agencies in obtaining grants and other funding sources.

Timeline: 2013

Accountability: Dir-BusS

4.3.2 Develop and implement a centralized grant process.

Timeline: 2013


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Objective

Performance Metric

4.3 Implement a centralized grant process (cont’d)...

4.3.3 Take inventory of all grant and funding opportunities.

Timeline: 2013


4.4 To develop a multi-faceted strategy to attract quality recruits and currently serving members to Niagara.

4.4.1 Review and standardize the process for recruiting and transitioning officers currently serving with other police agencies. Timeline: 2013 Accountability: Supt-ExS

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Objective

Performance Metric

4.5 To develop career development and succession planning strategies that align individual goals and Service needs.

4.5.1 Develop career path options and relevant training opportunities to support the Service’s sworn and civilian succession planning needs.

Timeline: 2013 Accountability: Supt-ExS

4.5.2 Ensure recruiting practices are aligned with the Diversity Strategic Plan.

Timeline: 2013

Accountability: Supt-ExS

4.5.3 Establish an orientation program for all new civilian members to assist them in transitioning to a career in the law enforcement environment.

Timeline: 2013

Accountability: Supt-ExS

4.6 Promote increased awareness of workplace wellness.

4.6.1 Communicate the supports and resources available as they relate to workplace wellness (e.g., creation of a service video, wellness website). Timeline: 2013 Accountability: Dir-BusS

4.6.2 Educate members on the physical, emotional and lifestyle benefits associated with regular exercise and fitness.

Timeline: Perpetual, 2013-2015 Accountability: Dir-BusS

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Objective

Performance Metric

4.6 Promote increased awareness of workplace wellness (cont’d)...

4.6.3 Train frontline supervisors on recognizing issues related to mental health within the community.

Timeline: Perpetual, 2013-2015 Accountability: Dir-BusS

4.6.4 Conduct an assessment of absenteeism in the workplace and produce a report with recommendations to Executive Staff.


4.6.5 Enhance attendance management through the creation of strategies to address absenteeism.


4.6.6 Improve the Service’s ability to assist and accommodate members in their efforts to return to the workplace.


4.7 To ensure business continuity across the Service.

4.7.1 Establish a business continuity project team. Timeline: 2013 Accountability: DC-Sup

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Objective

Performance Metric

4.7 To ensure business continuity across the Service (cont’d)...

4.7.2 Develop a Service wide business continuity strategy. Timeline: 2013-2014 Accountability: DC-Sup

4.7.3 Implement a Service wide business continuity strategy. Timeline: 2014-2015 Accountability: DC-Sup

4.8 To begin a project to evaluate the efficiency and effectiveness of all Service processes.

4.8.1 Compile a list of all processes conducted within the Service.


4.8.2 Develop and communicate a framework for evaluating the efficiency and effectiveness of processes. The framework will consist of definitions, evaluation criteria and a sequence of steps to conduct the analysis.


4.8.3 Prioritize Service processes to determine the order for

review.


4.8.4 For the top 5 priority processes, affected members will evaluate the efficiency and effectiveness by applying the framework in a workshop setting. Timeline: 2014 Accountability: Dir-BusS

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Objective

Performance Metric

4.8 To begin a project to evaluate the efficiency and effectiveness of all Service processes (cont’d)...

4.9 To streamline police/judiciary processes.

4.8.5 Develop and implement process enhancements based on the recommendations of the review.

Timeline: 2014 Accountability: Dir-BusS 4.9.1 Identify and implement administrative efficiencies to support the reduction of court documentation requirements (e.g., streamline Crown documentation requests). Timeline: Perpetual, 2013-2015 Accountability: Supt-OS

4.9.2 Educate officers on the efficiencies associated with the Provincial Offence Court Early Resolution Process in order to reduce court time.

Timeline: Perpetual, 2013-2015 Accountability: Supt-OS

4.9.3 Assign a Service member to prepare a report on efficiencies in the POA Office in conjunction with the Provincial Prosecutor’s Office (e.g., review E -ticketing).


Accountability: Supt-OS

4.9.4 Formation of a centralized Prosecution / Quality Assurance Unit.

Timeline: 2014-2015 Accountability: Supt-OS

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Rationale: The Niagara Regional Police Service has been in need of new police facilities that best serve the needs of its members in their efforts to work in a more effective and efficient manner in the delivery of comprehensive policing services to the community. The completion of a new combined Headquarters/District 2 Patrol facility in Niagara Falls and a new District 1 Patrol facility in St. Catharines, along with the recently built facilities in Grimsby and Fort Erie, will complete the Service’s Long Term Facilities Project in 2015. The Service will be examining current processes to identify the most efficient and effective practices for the future. In conjunction with these reviews, the Service will implement these changes through interim models where possible to ensure a smooth transition into the new facilities.

Accountability Legend: Chief – Chief of Police; DC-OPSrv - Deputy Chief, Operational Services; DC-SUPSrv – Deputy Chief, Support Services; Supt-EIS – Superintendent, Emergency & Investigative Support; Supt-DO – Superintendent, District Operations; Supt-ExS – Superintendent, Executive Services; Supt-OS – Superintendent, Operational Support; Dir-ICT – Director, Information & Communication Technology; Dir-BusS – Director, Business Services; CA – Corporate Analyst; FWG – Facilities Working Group: Insp-OS – Operational Support Inspector.

Objective

Performance Metric

5.1 To conduct Service wide process reviews to understand both the short term and long term impact of the centralization of various functions.

5.1.1 Central Courts and prosecutions review. 5.1.2 Centralized Investigations review. 5.1.3 Front Desk service delivery model review. 5.1.4 Property and Evidence Management review. 5.1.5 Information Technology service model review. 5.1.6 Breathalyzer Technician and Special Enforcement Unit (SEU) service delivery model review.

Goal Five Complete the Service's Long Term Facilities Project

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Objective

Performance Metric

5.1 To conduct Service wide process reviews to understand both the short term and long term impact of the centralization of various functions (cont’d)...

5.2 To centralize prisoner care and control across the Region.

5.1.7 Forensic Service’s Unit service delivery review.

Timeline: 2013 Accountability: DC-OPSrv 5.2.1 Assign a Sergeant to manage the centralization, quality of arrests, control for safety and detention. Timeline: 2013 Accountability: DC-OPServ

5.3 To encourage frontline user input into workplace design.

5.3.1 Continue meetings with member user groups to discuss functional workspace design and verification. Timeline: 2013 Accountability: FWG 5.3.2 Continue to encourage member input into facility design and workflow throughout the design/construction phases of the new facilities. Timeline: 2013 Accountability: FWG

5.4 To develop a formal communication strategy to keep our members informed about all matters related to workspace design and operational and administrative changes associated with moving to new facilities.

5.4.1 Maintain constructive dialogue with the Niagara Region Police Association and the Senior Officers’ Association on operational and administrative changes associated with the facilities project. Timeline: Perpetual, 2013-2015 Accountability: Chief

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Objective

Performance Metric

5.4 To develop a formal communication strategy to keep our members informed about all matters related to workspace design and operational and administrative changes associated with moving to new facilities (cont’d)... 5.5 To keep the public informed about changes to police service delivery during the transitional phase associated with our facilities plan.

5.4.2 Through newsletters, video presentations, user group discussions and in-person dialogue keep our members apprised of change associated with the facilities project. Timeline: Perpetual, 2013-2015 Accountability: Insp-OS 5.5.1 Maintaining dialogue with our community partners on service delivery change. Timeline: Perpetual, 2013-2015 Accountability: Chief 5.5.2 Create electronic news releases to be disseminated via web based portals and other interactive platforms. Timeline: Perpetual, 2013-2015 Accountability: Sup-ExS

5.6 To design facilities that are secure, environmentally friendly and energy efficient.

5.6.1 Design and construct to sustainable design standards.

Timeline: 2013 Accountability: Insp-OS

5.6.2 Design facilities according to recognized (CPTED) principles. Timeline: 2013 Accountability: Insp-OS

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Objective

Performance Metric

5.7 To develop a comprehensive human resource strategy designed to support interim and future operational and administrative efficiencies.

5.7.1 Train members who will experience job enrichment opportunities through the centralization of functions and amalgamation of positions and responsibilities. Timeline: Perpetual, 2013-2015 Accountability: Dir-BusS 5.7.2 Translate resource strategies into accurate General Orders, protocols and letters of understanding reflecting change in operational and administrative roles, responsibilities and work processes. Timeline: Perpetual, 2013-2015 Accountability: Dir-BusS

5.8 To develop a move-in strategy that supports business continuity.

5.8.1 Assign a member to be responsible for organizing a team to develop a move-in strategy that guarantees the necessary assurances are in place to maintain business continuity of vital policing functions before, during and immediately following the moving phase. Timeline: 2014 Accountability: Chief 5.8.2 Approve move-in strategy by 2015. Timeline: 2015 Accountability: Chief 5.8.3 Develop an information technology and communication plan that addresses vital work priorities before the pending move. Timeline: 2015 Accountability: Dir-ICT

Shared facility – Niagara Regional Police Service and Niagara Emergency Medical Services – Fort Erie

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Facilities Project Meeting Executive Steering Team

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Focus Group and Subject Matter Expert Participants 2013-2015 Business Plan

We would like to extend a special thank you to all of our members who completed our Internal Members Satisfaction and Business Plan Survey and to the citizens of the Region of Niagara who completed the Community Satisfaction Survey. We would also like to acknowledge the following individuals who either participated in stakeholder focus groups or were consulted as subject matter experts (SMEs). Your insight and contributions were invaluable.

Service Members Sworn

Chief of Police Jeff McGuire

Deputy Chief of Police Joe Matthews, Operations

Acting Deputy Chief of Police Carl Scott, Support

Superintendent Bob Wright, Executives Services

Superintendent Cliff Sexton, Emergency & Investigative Support

Superintendent Geoff Skaftfeld, Eastern Region

Superintendent Bryan McCulloch, Central Region

Acting Superintendent Dan D’Amico, Western Region

Inspector Brett Flynn, O.I.C. Labour Relations

Inspector Des Carter, O.I.C. 3 District, Central Region

Inspector Joe Garvey, O.I.C. District, Western Region

Inspector Jim McCaffery, O.I.C. Investigative Support

Inspector Mark McMullen, Executive Officer to Chief

Inspector Richard Coulis, O.I.C. Emergency Services

Inspector Chris Cincio, O.I.C. 2 District, Eastern Region

Acting Inspector Richard Frayne, Special Projects

Detective Staff Sergeant Mike Woods, 2 District Detective Office

Detective Staff Sergeant James MacKay, Special Victims

Staff Sergeant Joe Picton, O.I.C. Training Unit

Staff Sergeant Tim Welychka, O.I.C. 6 District, Central Region

Staff Sergeant John Sawicki, Courts Unit

Staff Sergeant Dave Brennan, 2 District, Eastern Region

Staff Sergeant Cindy White, Career Development Officer

Staff Sergeant Tim Carter, 1 District, Western Region

Staff Sergeant Dave Hunter, O.I.C. 5 District, Eastern Region

Staff Sergeant Pat McCauley, O.I.C. Casino Unit

Detective Sergeant Kim McAllister, Professional Standards Unit

Detective Sergeant Craig Labaune, O.I.C. Bylaw & Licensing Unit

Detective Sergeant Paul Spiridi, O.I.C. Central Fraud Unit

Detective Sergeant Scott Krausher, 5 District Detective Office

Detective Sergeant Richard Ciszek, O.I.C. Family Violence Unit

Detective Sergeant Paul Bevan, Sexual Assault Unit

Detective Sergeant Romolo Diejidio, Executive Officer to Deputy

Sergeant Chris Stewart, O.I.C. Corporate Communication Unit

Sergeant Todd Stevenson, 6 District, Central Region

Sergeant Paul Webb, Special Enforcement Unit

Sergeant Eric Ellwood, 1 District, Western Region

Sergeant David Shennan, O.I.C. Field Audit Unit

Sergeant Ken McGregor, Casino Unit

Sergeant Linda Haday, 1 District, Western Region

Sergeant Steve Scriven, 8 District, Western Region

Sergeant Bill Schoenhals, 2 District, Eastern Region

Sergeant Eric Ellwood, 1 District, Western Region

Detective Constable Mike Tripp, 2 District Detective Office

Constable Richard Gadreau, Social Media Officer

Constable Erin MacLean, Casino Patrol Unit

Constable David Riel, 2 District, Eastern Region

Constable Hawrylyshyn, Special Enforcement Unit

Constable Mark Hauerkamp, 2 District, Eastern Region

Constable Todd Priddle, 2 District, Eastern Region

Constable Rick DiPietro, 6 District, Central Region

Constable John DiMartile, 3 District, Central Region

Constable Dan Bielby, 3 District, Central Region

Constable Richard Hingley, 5 District, Eastern Region

Constable Shaun Donovan, 1 District, Western Region

Constable Christopher Sirie, School & Community Resource Officer

Constable Jeff Ralston, 3 District, Central Region

Constable Chris Balkou, 2 District, Eastern Region

Constable Lisa Hicks, 2 District, Eastern Region

Constable Barry Wills, Policy & Risk Management Unit

Constable Jeff Latham, Special Enforcement Unit

Constable Jesse Miller, 2 District, Eastern Region

Constable David Kukoly, 6 District, Central Region

Constable Donal McCann, Special Enforcement Unit

Constable Shane Schedler , 1 District, Western Region

Civilian

Akram Askoul, Director, Information & Communication Technology

Monika George, Director, Business Services

Paul Divers, Corporate Analyst

Anne Hepplewhite, Manager Corporate Records

JoAnn Cox, Manager, Technology & Applications

Lisa Didonato-Dechelis, Manager, Finance

Carol Berry, Manager, Central Records

Chris Fisher, Manager, Facilities

Cathy Tucker, Occupational Health Nurse

Jamie Saunders, Manager, Video Unit

Nancy Speck, Crime Analyst

Liz Fabiano, Uniform Crime Reports

Heather McCaffery-Leger, Supervisor, Corporate Records

Cathy Hunt, IT Business Systems & Applications Coordinator

Nicole Mepham, Supervisor, Human Resources

Brian Mantler, IT Client Services & Service Management

Frank Muraca, IT Telecommunications Coordinator

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Cont’d...

Starlet Kemp, Records Systems Trainer

Casey Tennant, Special Constable, Court Services

Dave Peshko, Special Constable, Court Services

Rick Marshall, Special Constable, Court Services

Chris Tolsma, Special Constable, Court Services

John Fischer, Special Constable, Court Services

Wendy Rung, Supervisor, Communications

Stephanie Latham, Supervisor, Communications

Lisa Pajtasz, Communicator

Liliana Selimovic, G.I.S. Applications Developer

Kaitlyn Croft, Police Temporary, Human Resources

Lori Shafley, Property Clerk

Penny McClean, Divisional Desk Clerk

Leila Smith, Supply Clerk

Cheryl Pathe, E.I.S. Specialist

Pattye Fougere, C.P.I.C. Clerk

Donna French, Insurance Clerk

Kim Kinnaird, P.O.A. Clerk

Joanne Crowe, P.O.A. Clerk

Kristina Siebring, Business Plan Assistant

Regional Municipality of Niagara Police Services Board

Henry D’Angela, Chair and Board Member

Todd Shoalts, Vice Chair and Board Member

Gary Burroughs, Board Member

Vance Badawey, Board Member

Bob Marshall, Board Member

Vaughn Stewart, Board Member

Ken Gansel, Board Member

Deb Morton, Executive Director

Community Stakeholders

Law Enforcement and First Responders

Alex Burbidge, Niagara-on-the Lake Fire & Emergency Services

Dan Badour, Canada Border Services Agency

Donna Moody, Brock University

Pete Tucker, Ontario Provincial Police, Niagara Detachment

Jim Phelps, Town of Pelham Fire Services

Walter Greczko, Niagara College

David Berardi, Canada Border Services Agency

David Jastrubecki, Niagara College

Chris Field, Niagara Detention Centre

Kevin West, Niagara Probation and Parole

Business Associations/Chamber of Commerce

Nemanja Kuntos, Niagara Falls B.I.A.

George Cottage, Thorold B.I.A.

Walter Sendzik, Niagara Falls Chamber of Commerce

Dolorese Wright, Welland B.I.A.

Zekai Hao, Welland B.I.A.

Tisha Polocko, St. Catharines Downtown Association

Social Service and Community Agencies

Virginia Stewart, Age Friendly Niagara

Dion McParland, Alzheimer’s Society Niagara

Nancy Rushford, Alzheimer’s Society Niagara

Shelley Schwoob, Bethesda – Dual Diagnosis Program

Wade Durlong, Bethesda – Dual Diagnosis Program

Bob Barkman, Brock University

Melanie Dawn, Canadian Mental Health Association

Cathy Scott, Community Addictions – Niagara

Kaarin Vogin, Contact Niagara

Sandra Kretz, Design for a New Tomorrow

Marion Lichty, Family and Children’s Services

Chris Steven, Family and Children’s Services

Lynda Filbert, Family and Children’s Services

Tony vanSchie, Ministry of Children and Youth Services

Jenny Shichluna, Niagara Gatekeepers Program

Jeanette Dempster, Niagara Health System

Wendy Davies, Niagara Region Public Health

Tracy Zachariah, Niagara Regional Native Centre

Diane Malatest, Niagara Support Services

Bill Helmeczi, Pathstone Mental Health

Coletta McGrath, Quest Community Health Centre

Jenny Stranges, Quest Community Health Centre

Heather Ranger, Port Cares – Niagara Youth Justice Committee

Elaine Cybula, Sexual Assault/Domestic Violence Treatment Program

Melissa Mantha, Women’s Place of South Niagara Inc.

Mike Taylor, Youth Resources Niagara

Elisabeth Zimmermann, YWCA Niagara Region

Denise Papaiz, Niagara Region

Public and Catholic School Boards – Principals and Vice-Principals

Mary-Ann McKinley, Blessed Trinity Catholic Secondary School

Jerome Veillette, Jean Vanier Catholic Secondary School

Tom Matic, Eastdale Secondary School

Norbert Kuebeck, Centennial Secondary School

D’Arcy McCardle, Governor Simcoe High School

Tammy Zonneveld, Beamsville Secondary School

Susan Hawkins, E.L. Crossley Secondary School

Nigel Evans, Port Colborne Secondary School

Rick Young, Kernahan Park Secondary School

Lora Courtois, St. Catharines Collegiate

Tracy Sacco, A.N. Mayer Secondary School

Catharine Matheson, Grimsby Secondary School

Jay Lennox, Holy Cross Catholic Secondary School

Ugo Fazari, Saint Paul Catholic Secondary School

Thomas D. Marshall, Saint Francis Catholic High School

Brandon Atamanyk, Lakeshore Catholic High School

Janice Sargeant, Thorold Secondary School

Crane Gittens, Fort Erie Secondary School

Angelo Zeffiro, Westlane Secondary School

Scott Ellis, Westlane Secondary School

Glenn Gifford, Denis Morris Catholic High School

John Belcastro, Notre Dame Catholic Secondary School

Jim Whittaro, Saint Michael Catholic Secondary School

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2013-2015 Business Plan Steering Committee

Chair: Vaughn Stewart, Police Services Board Ken Gansel, Police Services Board Todd Shoalts, Police Services Board Deputy Chief of Police Joe Matthews

2013-2015 Business Plan Working Committee Co-Chairs Paul P. Divers, Ph.D., Corporate Analyst and Inspector Mark McMullen, Executive Officer to the Chief of Police

Committee Members (civilian) Akram Askoul, Director, Information, Communication & Technology Monika George, Director, Business Services Anne Hepplewhite, Manager Corporate Records Jamie Saunders, Manager, Video Unit Nancy Speck, Crime Analyst, Western Region

Committee Members (sworn) A/Inspector Richard Frayne, Special Projects Staff Sergeant Pat McCauley, O.I.C. Casino Unit Staff Sergeant John Sawicki, Courts Unit Staff Sergeant Cindy White, Career Development Officer Sergeant Eric Ellwood, B-Platoon, 1 District Sergeant Paul Webb, Team C, Special Enforcement Unit Constable Richard Gadreau, Social Media Officer Constable Christopher Sirie, School Resource Officer Constable Barry Wills, Policy & Risk Management Unit

Business Plan Assistant Kristina Siebring

Documents

Service Directory - Niagara Regional Police Service · Service Directory Visit our website Tel.: 905 Chief Jeff McGuire @NRPS4694 Niagara Regional Police Service @NiagRegPolice NRPS