Niagara Region Police Association 

 

Staffing and Resourcing Crisis:

 

Ontario police services, from front-line to communications, continue to be affectedby staffing shortages. Municipal governments must prioritize increased funding toboost police personnel and reduce the problems caused by being understaffed.Over the past decade, underinvestment and increased awareness of operationalstress have resulted in ongoing personnel shortages. Overtime and burnout arerampant, creating further risks for public safety.

 

In communication centres, 9-1-1 calls may be delayed, and members are workinglong shifts without breaks. Modernization efforts cannot be fully realized without anadequately staffed police service.

 

The public perception of police is further strained by slow response times linked tounderstaffing. Sustainable funding, recruitment and retention, and publicrecognition of police work is urgently needed. Ontarians deserve promptemergency responses, and police personnel deserve proper rest and support fromtheir representatives.

 

On that basis, the NRPA would like to share your answers to the following with ourmembers:

 

What is your plan to ensure police services in our community have thestaffing levels needed to guarantee timely response and reduce memberburnout?

 

Public safety is a core service, and the people delivering it need the resources to dotheir jobs safely and effectively. I would advocate for a comprehensive assessment ofstaffing needs that considers call volumes, response times, vacancies, overtime,recruitment and retention, and the impact of workloads on member well-being.

 

That assessment should inform a sustainable staffing and recruitment plan, with clearpriorities, realistic timelines and regular evaluation of results. Modernization should helppersonnel work more effectively, not simply compensate for inadequate staffing.

 

As a City Councillor, I would work with the Mayor, Niagara Region and the PoliceService Board to communicate local concerns and advocate for the resources neededto support reliable emergency response and services for out community and a healthy,sustainable workforce.

 

Will you commit to sustainable funding for police recruitment, retention,and operational support?

 

Yes. I support sustainable funding for police services based on demonstratedoperational needs and long-term workforce planning. Recruitment is important, butretaining experienced personnel is equally critical. Funding decisions should account fortraining, member well-being, workload, civilian support and the resources needed todeliver reliable service.

 

As a Professional Engineer, I understand that reliable services depend on having theright people, training and resources in place, and that short-term savings can creategreater costs and risks over time. I would advocate for a multi-year approach thatconsiders staffing needs, recruitment and retention challenges, and the full cost ofmaintaining an effective workforce.Technology and modernization should support personnel, not simply compensate forstaffing shortages.

 

As a City Councillor, I would work with the Mayor and Regionalpartners to advocate for justified investments and accountability for the results.

 

How will you advocate for increased municipal budgets for policing toaddress ongoing staffing shortages?

 

Policing is funded through Niagara Region, but public safety is a shared concern. As a City Councillor, I would work with the Mayor, who represents our city on RegionalCouncil, and the Police Service Board to advocate for resources that addressdemonstrated staffing and service needs specific to Ward 2 and St. Catharines at large.

 

I would also help residents understand the importance of adequately funded policeservices and the consequences of understaffing for emergency response, public safetyand member well-being. Additional funding should be supported by a clear assessmentof operational needs, alternatives, immediate and long-term costs, and expectedresults. Where investment is justified, I would support making that case publicly whilepursuing available provincial and federal funding to reduce pressure on local taxpayers.

 

Mental Health and Well-Being:

 

First responders face an elevated risk of developing Post-Traumatic Stress Disorder(PTSD). While most individuals encounter three to ten traumatic events in theirlifetime, police officers may experience between 800 and 1,000. This staggeringexposure places an extraordinary strain on their mental health. Although there hasbeen progress, continued local action is required. Municipalities should proactivelyinvest in mental health supports to ensure police personnel can access care andreturn to duty safely.

 

On that basis, the NRPA would like to share your answers to the following with ourmembers:

 

If elected, how will you work with the Police Services Board to provideaccessible, effective mental health resources for local police personnel?

 

Police personnel regularly face difficult and traumatic situations. Protecting their mentalhealth requires more than responding when someone reaches a crisis point; it requiresprevention, early intervention and accessible support throughout their careers.

 

I would advocate for strengthening existing mental-health resources, includingconfidential professional care, peer support, assistance following critical incidents andreturn-to-work support. I would also encourage regular consultation with sworn andcivilian members and their representatives to identify barriers to accessing care andopportunities for improvement.

 

Effective support must be accessible when members need it, without unnecessarybarriers or fear of judgment. I would encourage regular evaluation of these programs,informed by member feedback, to ensure they continue to meet the needs of those theyserve.

 

What concrete steps will you take to reduce stigma around mental healthchallenges for first responders?

 

Reducing stigma requires a workplace culture where seeking mental-health support istreated with the same seriousness and respect as seeking help for a physical injury.

 

I would advocate for mental-health education, peer-support initiatives and clearcommunication about available confidential resources. I would also encourage regulardialogue with sworn and civilian members and their representatives to better understandwhat may discourage people from seeking help.

 

Leadership has an important role in setting expectations. I would support initiatives thatnormalize asking for assistance, protect members’ dignity and confidentiality, and reinforce that seeking help is a responsible step, not a sign of weakness.

 

How will you ensure our police service has enough staff to prevent overworkand support mental well-being?

 

Adequate staffing is not simply a matter of how many positions exist. It must alsoaccount for actual workloads, vacancies, overtime, training, leave and the time personnel need to recover between demanding shifts.

 

I would advocate for staffing assessments that consider these factors together, withparticular attention to persistent overtime and workloads that may affect member well-being. Where the evidence identifies gaps, I would support a plan to address them, withclear priorities and regular follow-up.

 

Preventing overwork is important not only for the health and retention of policepersonnel, but also for maintaining reliable service to the community. Staffing decisionsshould reflect both responsibilities.