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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
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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.
Regional Municipality of Niagara
Regional Municipality of Niagara
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.
Timeline: Perpetual, 2013-2015 Accountability: Supt-ExS
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.
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
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.
Timeline: Perpetual, 2013-2015 Accountability: Supt-ExS
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.
Timeline: Perpetual, 2013-2015
Accountability: Supt-EIS
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
Accountability: Supt-EIS
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Objective
Performance Metric
2.3 To develop a comprehensive response to familial abuse (cont’d)...
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.
Timeline: Perpetual, 2013-2015
Accountability: Supt-EIS
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.
Timeline: Perpetual, 2013-2015
Accountability: Supt-EIS
2.3.6 Work collaboratively with the Domestic Violence Crown’s to improve Crown Brief submissions.
Timeline: Perpetual, 2013-2015
Accountability: Supt-EIS
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 To develop a comprehensive response to familial abuse (cont’d)...
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.
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
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.
Timeline: 2013 Accountability: Dir-BusS
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.
Timeline: 2013 Accountability: Dir-BusS
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.
Timeline: Perpetual, 2013-2015 Accountability: Supt-ExS
3.2.2 Create and maintain an electronic quarterly corporate newsletter to keep members informed of contemporary activities, events and issues.
Timeline: Perpetual, 2013-2015 Accountability: Supt-ExS
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.
Timeline: Perpetual, 2013-2015 Accountability: Supt-ExS
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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
Accountability: Dir-BusS
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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
Accountability: Dir-BusS
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.
Timeline: 2013 Accountability: Dir-BusS
4.6.5 Enhance attendance management through the creation of strategies to address absenteeism.
Timeline: 2013 Accountability: Dir-BusS
4.6.6 Improve the Service’s ability to assist and accommodate members in their efforts to return to the workplace.
Timeline: 2013 Accountability: Dir-BusS
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.
Timeline: 2013 Accountability: Dir-BusS
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.
Timeline: 2013 Accountability: Dir-BusS
4.8.3 Prioritize Service processes to determine the order for
review.
Timeline: 2014 Accountability: Dir-BusS
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).
Timeline: Perpetual, 2013-2015
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