12 A milestone for mental health in policing How advocacy turned into action
15 Advocacy day 2024: Amplifying the voice of policing across Ontario
Building bridges, advancing priorities
ASSOCIATION SPOTLIGHT
17 Marches of progress
On the cover: Hallway heroes: building safer and stronger communities across Ontario Pages 23-27
The Dispatch WINTER 2025 Facebook: PoliceAssociationofOntario
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PAO Staff
Executive Director: Tyler Callaghan
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Manager: Ashley Bain
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Magazine Team
Editor:
Small, mid-sized and large police associations share their top priorities for 2025
FEATURES
23 Hallway heroes
Across Ontario, communities look to school resource officers (SROs) not only for the safety of their children, but also for mentorship, guidance and empathy BY POLICE ASSOCIATION OF ONTARIO STAFF
28 Who’s who in the zoo: Finding the employer in PSA Section 47 BY LAUREN PEARCE, JONES PEARCE LLP
30 Strategic planning: An underappreciated tool for police associations BY POLICE ASSOCIATION OF ONTARIO STAFF
32 Nation pays tribute: Memorial service honours police and peace officers lost in line of duty BY EMILY BROWN, ONTARIO PROVINCIAL POLICE ASSOCIATION
Police Association of Ontario Staff
Designer: Beatriz Zanini
Advertising Sales: iMarketing
PAO Board of Directors
President: Mark Baxter (Brantford)
Chair: Tim Reparon (Waterloo Regional)
Uniform Directors: Cameron Gough (Kingston)
Colin Woods (Thunder Bay) Matt Jotham (Guelph) Mike Adair (OPPA)
Civilian Directors: Anne Brennan-Walsh (Belleville)
The Dispatch is the official magazine of the Police Association of Ontario. Serving the PAO’s member associations and its individual sworn and civilian members, we strive to inform and connect our audience.
PAO members with Hon. Stephen Lecce and Hon. Michael Kerzner during the 2024 Advocacy Day.
MESSAGE FROM THE PRESIDENT
Recruiting and retaining the best
Ontarians in communities across the province want their loved ones to be safe – at home, on their way to and from school, and at work. They deserve to have the confidence that the police services entrusted with keeping them safe are fully staffed with the best possible team to ensure their safety.
Many of our members are dealing with lower resources and experiencing difficulty recruiting new talent. The PAO is presently advocating for significant investments in recruiting efforts to make sure our police services across the province have the people they need to adequately ensure the safety and security of their community.
Beyond the ability to be in the community to protect and serve community members, adequately resourced police services are essential so that when officers are faced with difficult and sometimes traumatizing events while on the job and are struggling to manage their mental health, they have the ability to take the day off and take care of themselves. We know that when we have a properly resourced police service, more officers are available in our communities in a proactive manner, instead of a reactive manner, which is a deterrent on crime.
When we look at recruitment, it’s important that the people who are hired to do the important task of keeping loved ones safe reflect the communities we serve. Recruiting leaders in our communities who are able to connect with the community and understand their realities is paramount.
Building trust amongst police services and community members not only helps us serve communities but also helps all aspects of keeping crime down, including reporting and solving crime. This brings us back to the ultimate goal of Ontarians, which is to feel safe going about activities in their everyday lives.
As we recruit and hire for police services, looking at the diversity of people, lived experiences, and perspectives is essential to allow for that connection with community members. A lot of work has been done by our associations, police services, and stakeholders to recruit women, Indigenous Peoples, and members of equity-seeking groups. In the latest police college graduation, 23% of recruits were women, bringing the number of women graduates
to almost 1,600. In the same graduation class, 4% of those recruits were Indigenous and 25% were racialized. While we continually strive to improve, this ensures that our police services better reflect the diversity and perspectives of our community members. In turn, this builds trust by showing that community experiences are represented in policing across the province.
Diversity also extends to life and educational experiences. Most of the recent recruits have previously graduated from a college or university course (89%), and the majority have worked in a different full-time job before policing (78%). This is important because it brings different points of views and other life experiences to our police services, further enabling our members to connect with the community through their shared experiences. The average age in that same graduating class is 28.4 – meaning many of our new additions have gained valuable skills and work experience before choosing to pursue a career in policing, bringing that expertise with them into their new roles.
While we’ve come a long way in recruiting police officers in our province, we have much work still to do. It’s paramount that governments at all levels partner with our associations, police services and stakeholders to recruit the best of the best to serve beside us. This ensures that community members see themselves and their lived experiences reflected in our police services. Our members need to be supported by a system with no gaps and shortages to ensure they
can perform to the best of their abilities.
One effective strategy in addressing ongoing recruitment challenges is the school resource officer (SRO) program. It’s actually how I started in this profession, and it provides a unique opportunity to connect with future officers early, while also serving as a bridge between the community and law enforcement.
And with that, I hope you enjoy our spotlight on the “Hallway heroes” feature included in this issue. Recruiting and bringing school resource officers (SROs) back into our schools and communities is a critical step to support our communities and keep them safe.
Mark Baxter, President
Since we last spoke
JULY
July 29
Ontario Invests in New Helicopters to Combat Auto Theft
The Ontario government hosted an announcement to unveil a $134 million investment in five police helicopters to combat auto theft and organized crime in the GTA and Ottawa, enhancing safety and response times through a new Joint Air Support Unit.
AUGUST
Ontario Government Commits to OMERS Governance Review
The Ontario government announced a governance review of OMERS, the pension plan for municipal employees. The review aims to strengthen governance and improve engagement with members and stakeholders.
Aug 16
Changes to Cabinet
Hon. Graham McGregor joined Cabinet as the new Associate Minister of Auto Theft and Bail Reform as part of the Ministry of the Solicitor General.
Aug 19-21
AMO Conference
PAO leadership joined OPPA representatives at the Association of Municipalities of Ontario Conference in Ottawa, engaging with political leaders and stakeholders to discuss key policing priorities.
Aug 20-22
CPA Biennial Meeting
PAO Board members and staff attended the CPA Biennial Conference in Quebec City, representing Ontario and discussing key policing issues like mental health, legal challenges, and police technology advancements.
SEPTEMBER
Sept 5
Celebrating
Excellence at the Beyond the Blue Gala
The gala honored policing leaders in mental health and wellness, spotlighting Rob Jamieson with the Association Advocacy Award and Ryan Hutton with the Agent of Change Award.
Sept 19
New Website Launch
We unveiled our new, user-friendly website, designed in response to member feedback. A key initiative in our 2023-2026 Strategic Plan, it streamlines access to essential tools and resources to better support member needs.
PAO Board Members in attendance at Canada Beyond the Blue Gala (L-R): Mike Adair, Colin Woods, Becky Verreault, Tim Reparon, Tyler Callaghan, Mark Baxter, and Michael Duffy.
(L-R): Hon. Graham McGregor and PAO President Baxter at the government announcement of $134 million dollars to support the purchase of five new helicopters.
Since we last spoke
Members of the Advisory Council of Presidents gather for a group photo during their latest meeting.
Sept 25
Canadian Police Memorial Ride to Remember
Nearly 200 cyclists from 22 police services rode 700 km from the Ontario Police College in Aylmer to Parliament Hill. The ride honors fallen officers and ensures their sacrifices are never forgotten.
Sept 26
National Peace Officers’ Memorial Run
Starting at the Ontario Police Memorial in Toronto, participants completed a 460 km relay to Parliament Hill, passing through Ontario towns to honour fallen officers.
Sept 29
47th Annual Canadian Police and Peace Officers’ Memorial Service
The Memorial honored fallen police and peace officers, including RCMP Constable Rick O’Brien and five historical names added to the Honour Roll. Over 3,000 attendees gathered to pay tribute to their sacrifice.
OCTOBER
Oct 8
Advisory Council of Presidents Meeting
Presidents from across the province gathered in Burlington, uniting to strengthen the collective voice and advance the rights and well-being of members across Ontario.
Oct 9
Ontario Expands Basic Constable Training Program
The Ontario government announced an expansion of the Basic Constable Training program at the Ontario Police College, adding 80 recruits annually starting in 2025.
Oct 9-10
Civilian Conference
The event brought together over 110 attendees from 30+ associations. Highlights included informative sessions and memorable social events hosted by the Halton Regional Police Association.
Oct 28
Call for Bail Reform
The Solicitor General and Associate Minister of Auto Theft and Bail Reform urge federal action to fix the bail system, proposing mandatory minimums, restricted bail for serious offenses, and a threestrike rule to enhance public safety.
NOVEMBER
Nov 19-21
Fall Membership Meeting and Advocacy Day
Members gathered at the Sheraton Centre Toronto and Queen’s Park for advocacy meetings, legal updates, and remarks from government officials.
Cyclists ride onto Parliament Hill during the last leg of the ‘Ride to Remember’.
Upcoming Events
JANUARY
Jan 21-22
Winter Membership Meeting (Guelph, ON)
FEBRUARY
Feb 25-26
Police Employment Conference (Toronto, ON)
APRIL
Apr 8-9 Grievance Workshop (Aurora, ON)
MAY
May 27-30
Annual Meeting and Convention (Ottawa, ON)
JUNE
June 23
4th Annual Charity Golf Tournament (Brampton, ON)
A milestone for mental health in policing
How advocacy turned into action
On November 19, 2024, the Ontario government announced a transformative $32 million investment in mental health resources tailored for public safety personnel, including police officers. Unveiled during the Police Association of Ontario’s Fall Membership Meeting, this initiative reflects years of dedicated advocacy and marks a turning point in the prioritization of mental health for those serving on the frontlines of community safety.
This funding is more than an investment—it is recognition of the unique challenges faced by police and other public safety professionals. These roles often involve high-pressure situations, exposure to trauma, and long hours, all of which can take a toll on mental well-being. The initiative demonstrates a commitment to supporting those who dedicate their lives to keeping Ontario communities safe.
Mental health supports for public safety personnel
The centerpiece of the government’s investment is the Mental Health Supports for Public Safety Personnel (MHS4PSP) program. This comprehensive initiative offers innovative solutions aimed at meeting the needs of first responders across the province. Key components include:
• 24/7 trauma-informed call line: Ensuring immediate professional support is available around the clock.
• Internet-based cognitive behavioural therapy (CBT): A flexible and evidence-based approach that makes mental health care more accessible.
• Peer-support networks: Providing connections with others who understand the unique stresses of public safety work.
• Employer grants: Subsidies to help organizations implement and sustain critical mental health programs.
Additionally, the investment includes the launch of an Anti-Stigma Strategy designed to foster workplace environments where seeking mental health support is encouraged and celebrated. The strategy includes leadership training and customized resources to help public safety organizations promote a culture of openness and understanding.
Advocacy in action
The announcement reflects the culmination of years of advocacy by the PAO, which has long emphasized the importance of addressing mental health challenges faced by police personnel. While speaking at the announcement, PAO President Mark Baxter highlighted the significance of the initiative:
“This is not just about funding—it’s about recognition. For years, our members have called for resources that address the unique pressures of their roles. This investment ensures they will have the tools they need to navigate the demands of their profession while maintaining their mental health.”
The funding underscores the provincial government’s commitment to ensuring public safety professionals have access to meaningful, evidence-based mental
(L-R): Hon. Michael Tibollo, PAO President Mark Baxter, Hon. Michael Kerzner, and Chief Greg Sage.
health supports. Solicitor General Michael Kerzner and Associate Minister of Mental Health and Addictions Michael Tibollo, who announced the initiative, reaffirmed the government’s recognition of the essential role public safety personnel play across Ontario.
An expert-driven approach
To implement the MHS4PSP program, the provincial government selected Warrior Health through a rigorous selection process. In partnership with esteemed organizations like Wounded Warriors Canada and the Centre for Addiction and Mental Health (CAMH), Warrior Health brings over 300 years of combined expertise in delivering mental health services for first responders.
Warrior Health’s approach ensures the program will be tailored to the specific needs of public safety professionals while incorporating best practices and evidence-based solutions. The collaboration with trusted partners also adds depth and credibility to the initiative, setting it up for long-term success.
A step forward for policing and public safety
This announcement is a victory not only for the police personnel who have long advocated for these resources but for public safety as a whole. Providing first responders with adequate mental health support enhances their ability to serve effectively and ensures healthier, more resilient workplaces.
President Baxter acknowledged the collective effort behind this milestone:
“This initiative is a testament to the power of advocacy and collaboration. It demonstrates what can be achieved when public safety professionals, organizations, and governments work together toward a common goal. This is a win for our members, their families, and the communities they serve.”
The broader implications
While this announcement is a significant step forward, its impact will depend on effective implementation and sustained commitment. The PAO will continue to monitor the rollout of the programs, advocating to ensure they meet the needs of the province’s police personnel.
Importantly, this initiative also positions Ontario as a national leader in addressing the mental health challenges of public safety personnel. By creating programs that are innovative, well-funded, and tailored, the province is setting an example for others to follow.
As the programs roll out, the PAO will remain focused on ensuring that these supports reach those who need them most, strengthening the profession as a whole.
Conclusion
The $32 million investment in mental health resources for public safety personnel represents a monumental step in prioritizing the well-being of those who serve Ontario’s communities. It reflects years of dedicated advocacy by the PAO and its members, and a commitment by the provincial government to addressing the unique challenges faced by first responders.
This initiative is not just about funding programs— it’s about building a stronger, healthier future for public safety personnel across Ontario. With the combined efforts of the PAO, Warrior Health, and the Ontario government, this milestone sets a new benchmark for mental health care in the sector.
(L-R): Petros Tremis, Christina Eisnor, Hon. Michael Kerzner, and Jaimi Bannon.
(L-R): Lorne Coe, Hon. Michael Tibollo, Scott Maxwell, Hon. Michael Kerzner, PAO President Mark Baxter, and Chief Greg Sage.
Advocacy day 2024: Amplifying the voice of policing across Ontario
Building bridges, advancing priorities
On November 20, 2024, the Police Association of Ontario hosted its annual Advocacy Day at Queen’s Park, a cornerstone event within the Fall Membership Meeting. This dedicated day of dialogue provided an unparalleled opportunity for police association representatives to engage directly with Members of Provincial Parliament (MPPs) and key government officials.
With nearly 100 meetings held throughout the day, this year’s Advocacy Day reaffirmed the PAO’s commitment to advancing the priorities of its 28,000 members—both sworn and civilian personnel—through meaningful policy discussions and actionable solutions.
A platform for progress
Advocacy Day is more than a series of meetings; it’s an organized effort to ensure that the concerns and experiences of police personnel across Ontario inform legislative and policy decisions. President Mark Baxter emphasized the significance of the event, stating:
“Advocacy Day is a powerful reminder of what we can achieve together. By engaging directly with policymakers, we ensure that the voices of our members are not just heard but considered in the decisions that shape our profession and public safety.”
2024 advocacy priorities
The PAO’s focus for Advocacy Day centered on three pressing issues that impact the policing profession and the communities it serves:
1. Modernizing Ontario Police College facilities
The Ontario Police College (OPC) is a pillar of police training in the province, but its aging infrastructure no longer meets the needs of modern policing. Advocacy Day discussions highlighted the urgent need for significant government
investment to upgrade the OPC, ensuring that police personnel receive advanced, relevant training in a state-of-the-art environment. Modernized facilities would better equip officers with the skills required to navigate evolving challenges and foster greater community trust.
2. Reforming mental health presumptive legislation
The current Workplace Safety and Insurance Board (WSIB) framework presents barriers to police personnel seeking support for occupational mental health injuries. The PAO called for critical changes, including:
PAO members with Hon. Stephen Lecce and Hon. Michael Kerzner during the 2024 Advocacy Day.
• Extending the timeline for filing mental health claims to reflect the reality of delayed symptom onset.
• Expanding presumptive legislation to include all civilian police personnel, particularly those exposed to trauma through roles such as reviewing body-worn camera footage or handling sensitive disclosure materials.
• Broadening coverage to include mental health diagnoses beyond PTSD, encouraging early intervention and reducing stigma.
3. Streamlining the SIU process for less-lethal firearms
Current legislation requires the Special Investigations Unit (SIU) to investigate all firearm discharges by police, including non-injury incidents involving less-lethal options like ARWENs or beanbag rounds. While intended to ensure accountability, this requirement strains resources and discourages the use of safer de-escalation tools. The PAO advocated for an amendment to exclude noninjury incidents involving lesslethal weapons from mandatory investigations. This change would enhance operational efficiency, encourage the use of alternative tools, and uphold public trust.
Engaging policymakers for meaningful change
Throughout the day, members shared real-world examples and detailed data to illustrate how these priorities directly impact policing and public safety. Many MPPs expressed their appreciation for the PAO’s thoughtful, solutions-oriented approach and reaffirmed their commitment to working collaboratively on these issues.
The PAO also encouraged attendees to leverage social media to amplify the event’s impact, with the hashtag #PAOAdvocacyDay24 generating significant online engagement. Photos, testimonials, and updates from the meetings provided a glimpse into the hard work happening behind the scenes to advance policing priorities.
Reflecting on a successful day
As the event wrapped up, President Baxter reflected on the importance of Advocacy Day as a platform for progress:
“Our members are the experts in what’s needed to strengthen public safety in Ontario. Advocacy Day is about bringing those insights directly to the decision-makers and building the relationships necessary to drive change.”
The PAO’s efforts don’t stop here. Advocacy Day serves as a launching pad for continued dialogue, with follow-ups and ongoing advocacy ensuring that the priorities discussed remain at the forefront of legislative agendas.
PAO members engaged in conversation with Premier Ford and Hon. Michael Kerzner.
PAO members with Premier Ford and members of the Ontario Legislature.
Marches of progress ASSOCIATION SPOTLIGHT
Small, mid-sized and large police associations share their top priorities for 2025
Special thanks to Ottawa Police Association President Matt Cox, Windsor Police Association President Kent Rice, and Brockville Police Association President April Muldoon for their valuable contributions to this article.
Ottawa Police Association: 2,100+ members
OPA President Matthew Cox emphasizes the 77-yearold organization’s push for improvement in three key areas: resilience, staffing, and morale.
“When we canvass and engage with our members, these three issues consistently surface,” Cox explains, adding that all three are vital to police effectiveness and well-being. “Our strategic planning recognizes how deeply interconnected these issues are, and in 2025 we will take meaningful action to address them.”
This action includes the planned expansion of wellness programs. “We want to be innovative, progressive, and open-minded
about what members and their families need to sustain resiliency,” Cox explains. “This focus extends beyond professional demands, recognizing the vital role that family support plays in an officer’s ability to thrive under pressure.”
With most new recruits filling positions created by retirements, career changes and other forms of attrition, keeping up with community growth remains a persistent staffing concern for the OPA. Indeed, according to data from Statistics Canada, Ottawa has the lowest policingto-population ratio in any major Canadian municipality. “Proper resourcing is crucial not only for maintaining operational efficiency, but also for addressing officer burnout, a challenge that senior leadership of the Ottawa
Police Service is well aware of,” Cox says. “Decision-makers need to recognize that responding to calls for service depends on having adequate numbers of police officers. With an increasing number of vacancies, Ottawa residents must be made aware of the severity of this crisis.”
A key aspect of improving morale, which goes hand-in-hand with boosting staffing levels and resilience, involves fostering a culture of appreciation and mutual respect, Cox says. “When officers feel supported and valued, they perform at their best.”
That’s why initiatives that celebrate the achievements, dedication and generosity of Ottawa’s police officers will receive extra OPA support in 2025. Volunteer coaching
S/Cst. Cameron Entwistle of Ottawa Police.
(L-R): S/Cst. Roger Hustins and Cst. Amanda Munro of Ottawa Police.
opportunities, for instance, range from minor hockey to figure skating to skiing, with the Ottawa Bandits, a team made up of 51 special-needs hockey players, relying heavily on OPA volunteers. Then there are police officers Paul MacKillop, Jenn McLinton, Janet Hass and Chris Tessier, who have worked with Habitat for Humanity to build homes in El Salvador, Nicaragua, Trinidad and Tobago, Paraguay, Guatemala, Bolivia and Costa Rica.
The OPA’s 2025 efforts won’t stop at its members. By hosting the Police Association of Ontario’s Annual General Meeting in May, the OPA “will share best practices and champion collective solutions to challenges faced by police associations across the province,” Cox says.
Windsor Police Association: 650+ members
The WPA has set ambitious priorities for 2025 that focus on member rights, operational challenges, and organizational accountability. Under President Kent Rice, the 58-year-old association is committed to addressing systemic issues while enhancing its engagement with members and the wider community.
The WPA “is steadfast in protecting its members against aggressive administrative tactics, particularly those targeting the mental health of first responders,” Rice says, adding that the Windsor Police Service’s employment of specialists to challenge claims, such as PTSD diagnoses, adds layers of stress for members who should otherwise be focused on recovery.
Similarly, processes like completing extensive medical forms detract from treatment time, compounding the strain. “As a Schedule 2 employer, the WPS approach to minimizing claim costs undermines our members’ well-being,” Rice explains.
Windsor’s position as a busy border hub creates distinctive law enforcement demands. Millions of travellers and immigrants pass through the city’s four international entry points each year, yet federal funding to support this burden remains inadequate. As a result, local taxpayers shoulder the costs of increased service calls, with the WPS often taking on roles that could and should be managed federally.
Staffing also remains a significant concern, with patrol resources
strained by pilot projects diverting officers to specialized initiatives. The WPA continues to advocate for expanded patrol coverage to ensure officer safety and response levels the community deserves.
Concerns around equity and leadership accountability include disciplinary inconsistencies, as well as ethical and human rights complaints raised by the WPS’s handling of privacy and inclusivity policies. “We’re seeing glaring issues in how female and minority members are treated, and we won’t stop pushing for meaningful change,” Rice says.
With a history rooted in advocating for collective bargaining and equity, the WPA is determined to make 2025 a year of progress. By tackling operational challenges and advocating for fair treatment, the WPA stands as a strong, unified voice for its community.
Brockville Police Association: 100+ members
The BPA is poised for a transformative 2025 under the leadership of its historic president, Constable April Muldoon. As the first female president in the association’s history, Muldoon
Members of the Windsor Police Association.
WPA President Kent Rice (second from left) with local members.
is championing initiatives to enhance member support, improve workplace conditions, and strengthen community ties.
Central to the BPA’s mission is ensuring that every member’s voice is heard. The association is committed to keeping members informed about initiatives and fostering an environment of trust and collaboration. Key focus areas include enhancing understanding of the collective bargaining process, particularly as the association prepares to navigate both civilian and sworn contract negotiations in a single year; and improving members’ understanding of the WSIB process so they can navigate claims effectively. Since taking office in January 2023, Muldoon has chaired four consecutive bargaining committees. “It’s about showing up for our members and making sure they feel supported,” she says. “We want them to feel empowered and educated about
the processes that impact them most by giving them the tools to navigate these challenges.”
Workplace conditions are another cornerstone of the BPA’s 2025 agenda. With the implementation of a new four-on-four-off shift schedule, the association aims to support members in achieving a healthier work-life balance. Regular feedback and monitoring of the new schedule will help address potential challenges and enhance overall satisfaction.
To cultivate a stronger sense of community within the force, the BPA is prioritizing member engagement and morale. Initiatives include open communication channels, member recognition programs, and continued support during challenging times such as legal proceedings or mental health crises. “Morale isn’t just about numbers on a chart; it’s about making sure every member feels
seen, valued, and supported in their work,” Muldoon says.
The BPA’s community outreach initiatives, meanwhile, span charity hockey tournaments, Special Olympics support, and the “Kids, Cops, and Fishing” event at Brockville RibFest, all of which foster goodwill and strengthen connections with the public. A standout program involves performing random acts of kindness, such as covering grocery bills or delivering refreshments to emergency workers. “When we connect with the community through these initiatives, we’re showing that policing is about more than enforcement — it’s about building trust and goodwill,” Muldoon adds.
As the BPA embarks on 2025, its commitment to progress, member advocacy, and community leadership remains unwavering, ensuring a brighter future for its members and the city of Brockville.
(L-R): Cst. Trent Howlett, Brian Curley, Cst. April Muldoon, and Cst. Chase Mason.
(L-R): S/Cst. Tom Nedow, Cst. Clayton Dunnington, Brenda Herbison, S/Cst. Tara Warren, S/Cst. Mitch Jones, Cst. Cameron Young, and S/Cst. Matt Smith.
FEATURE
Hallway heroes
Across Ontario, communities look to school resource officers (SROs) not only for the safety of their children, but also for mentorship, guidance and empathy. By embracing a holistic approach based on accessibility, trust and mutual respect, the seven SROs profiled here have become key allies in helping students, staff and parents overcome challenges ranging from suspensions and domestic abuse to cybercrime and drug use.
By Police Association of Ontario Staff
Heidi O’Neill: “It only takes one person to show up and believe”
Heidi’s SRO journey began during her own adolescent struggles. She wasn’t a “bad kid,” she recalls, but like many teens she occasionally found herself in trouble and unsure of her future. Then she met her high-school SRO, who showed her the many positive aspects of policing. Duly inspired, she went on to pursue a career with the Halton Regional Police Service — and invited her SRO mentor to attend her swearing-in ceremony.
After spending five years as a road officer, Heidi’s reflections on her teen challenges compelled her to help conflicted youth by becoming an SRO herself. “It’s about showing kids that everyone makes bad decisions, and that the outcomes of those decisions can be overcome. I know this as well as anyone.”
Positive change through education and guidance
From 2017 to 2020 Heidi built deep connections within the Halton school communities she served, with students quickly growing accustomed to seeing her in the hallways and at gym classes and school events. To avoid being seen as an outsider, Heidi worked hard to integrate herself into scholastic life. “Students knew I was there for more than just responding to
incidents,” she says. “It was about showing them that I was here for the long haul and that I genuinely care. I always told them, ‘As long as we’re honest, we can work through anything together.’”
This approach prompted many students to confide in her, even in difficult circumstances. One of Heidi’s most impactful experiences was with a group from an alternative school for students who had been suspended or expelled. Over time, Heidi built a rapport with these troubled teens, and they came to trust her as a mentor. Some even came to the police station asking for her when they needed support. The pride in her voice is unmistakable when she reveals that several of those students eventually pursued careers in emergency services.
“It’s amazing to see these young people turning their lives around and choosing to make a difference. Knowing I had a small part in that transformation is incredibly fulfilling.”
“It’s about preparing them to make informed decisions”
Heidi’s commitment to education went beyond building relationships. She led programs aimed at educating students about the law, personal safety, and decisionmaking. Each year, she presented to ninth graders on topics ranging from cybercrime to illegal drugs to
(L-R): Principal of St. John’s College Mirona Dragicevic; The Brant Haldimand Norfolk Catholic District School Board (BHNCDSB) Superintendent John Della Fortuna; Board of Trustee Rick Petrella; Brantford Police HRSO Dakota Brush; Board of Trustee Bill School; and Interim Brantford Police Chief Jason Saunders.
human trafficking, giving students essential information about potential risks they face. “They don’t realize how seemingly harmless things like Snapchat and house parties can impact their future,” she explains. “It’s about preparing them to make informed decisions.”
Heidi also focused on creating a safer and more supportive school environment. Her approach centred on community engagement rather than reactive policing. Aware that a police presence could be intimidating, she became a familiar part of the school community. “When students feel safe and supported, they’re less likely to engage in risky behaviours,” she says.
In her current role as a diversion officer Heidi continues to support young people, having seen firsthand the limited knowledge many young people have of the law and their rights. That’s why her mission remains the same: Providing youth with the guidance and education they need to make better life choices.
“It’s about being there for students and helping them see their own potential, just as my SRO did for me. It only takes one person to show up and believe in you, and that can be enough to change a life.”
Dakota
Brush and Gary Potts:
“The trust students place in us means everything”
As unique as their SRO journeys have been with the Brantford Police Service, Dakota and Gary have much in common.
For one thing, they both highlight the importance of fostering trust, offering guidance, and providing a different perspective on law enforcement to students across the city’s Catholic high schools.
Likewise, both men believe that the role of an SRO extends far beyond enforcing rules. Dakota emphasizes visibility and approachability, aiming to be a support system students can rely on. Gary, meanwhile, views SROs as ambassadors for the police, shaping
young people’s views on law enforcement through authenticity and empathy. As Dakota continues to coach and guide students on and off the field, Gary now shares his experience as an instructor at the Ontario Police College, instilling in future officers the values of genuine connection and consistency.
Both crossed paths with Mark Baxter — Gary as a mentor, and Dakota as a protege. Mark followed Gary’s footsteps into law enforcement and later into a three-year career as an SRO, inspired by his predecessor’s dedication to community service. Raised by his mother in a singleparent household, Dakota came to rely on Mark as a steadying highschool presence.
“Just as we worked hard to build bridges across generations of students, the different generations of SROs have been wonderfully supportive of each other,” Gary says.
From pro football to trusted guide
Dakota’s natural athleticism and ambition led him to Mount Allison University on a football scholarship, and he eventually reached the professional level, playing for the CFL’s BC Lions. Yet after the 2018 Grey Cup, Dakota felt drawn toward a different calling. “Football was incredible, but I missed the sense of community and purpose beyond the sport,” he reflects. With Mark’s encouragement, Dakota
transitioned to policing, and soon became an SRO for two Catholic high schools: St. John’s College and Assumption College.
Building trust with students is Dakota’s priority. “My goal is to be visible and approachable, not just a guy in a uniform,” he explains. Dakota divides his time between coaching sports, such as football and rugby, and simply being present in the hallways, always ready for a quick chat or a smile. The impact of his easygoing approach is clear: Students now seek him out, discussing everything from family issues to academic concerns. Some students have confided in Dakota about deeply personal matters such as domestic abuse. “The trust students place in us means everything,” he says, adding that serving on the board of a local youth football league has provided insights into the unique challenges young people face.
Despite the role’s demands, Dakota loves the rhythm of his work. While his schedule is technically 8am to 4pm, he often spends extra time coaching and attending school events. “It doesn’t feel like work,” he says with a laugh. “This is what I’d be doing even if it wasn’t my job.”
“I wanted every student to feel comfortable coming to me”
Gary, on the other hand, never
Cst. Jenny Bailot of Thunder Bay Police.
(L-R): Alex Guerra, Emma Hill, Dakota Brush of Brantford Police.
(L-R): Heidi O’Neill with former SRO, Cst. Kevin McCord.
planned to become an SRO. Rather, his background in coaching and ability to connect with young people made him a natural fit. Encouraged by local teachers, Gary embraced the opportunity to work in schools that had previously lacked SROs. He distinguished himself by aiming to be an officer for all students, not focusing on specific problem cliques but building rapport across the student body. Limiting himself to coaching one boys’ and one girls’ sport, Gary instead immersed himself in clubs, councils, and classrooms. “I wanted every student to feel comfortable coming to me,” he says.
Early in his career, Gary faced skepticism from students who labelled him a “narc.” So he diffused the tension by joking in a school assembly, “Thanks for blowing my cover — now none of you will sell me drugs!” This humourous approach made him relatable, and his office quickly became a place where students went for guidance, or simply found someone to listen. For Gary, consistency and fairness were essential. “I wanted students to know where the line was,” he explains. “Balancing approachability with accountability earned me respect even among the students who were the biggest sceptics.”
Beyond one-on-one mentoring, Gary shattered misconceptions about police work by launching a “Careers in Policing” symposium that allowed students to hear directly from professionals in various fields within law enforcement, sparking curiosity and interest. “So many kids had questions about policing that were shaped by TV or social media,” he says. The initiative was so wellreceived that students eventually began visiting a nearby police station to gain an even deeper understanding of the work involved.
Jeny Bailot: “More support would make a world of difference”
With a background in cases involving human trafficking and intimate partner violence, Jeny has long been passionate about crime prevention and community engagement in and around Thunder Bay. After giving school presentations on these topics, she soon realized the importance of engaging with students directly. “I’ve always wanted to be in schools to educate, build relationships, and help prevent potentially dangerous situations from escalating,” she says. “That’s why I pursued an SRO position as soon as one became available.”
Visibility
and consistency are key
Since late 2023, Jeny has worked to create a positive and constructive school environment founded on trust and mutual respect. Simply being available for informal conversations has made Jeny especially approachable when providing guidance or reassurance. She recalls a recent instance when a student who was initially wary of her presence was reassured by a friend who’d gotten to know Jeny as a person, not just as a police officer. “If I hadn’t built a relationship with that student’s friend, both of them might have felt uncomfortable. Being visible and consistent makes students feel like they know me as more than a uniform.”
Jeny also participates in school events and teaches when invited. In 2023, for instance, she led a mock crime scene in a law class to help students navigate real-life situations as safely as possible. “SROs use different tools to manage behaviours, focusing on education rather than enforcement,” she explains.
Balancing education and investigation
Jeny acknowledges the challenges of her role, particularly the time constraints. “Working school hours limits what I can accomplish in a day, especially since my duties include handling school incidents that sometimes require charges,” she says.
Balancing these responsibilities can be a struggle, and Jeny wishes she could spend more time directly engaging with students. “I often hear from students who wish I could be around more,” she notes, highlighting a desire within the community for stronger, more consistent connections.
That’s why Jeny envisions an SRO program that allows officers to focus solely on relationshipbuilding without the added responsibility of criminal cases. “This would strengthen the bridge between law enforcement and young people,” she says.
Jeny also advocates for stronger collaboration between police and student support services such as mental health and social work. “I already work closely with school social workers and child welfare contacts, and I believe this is essential for a holistic approach to student well-being,” she adds.
Above all, Jeny hopes that increased funding will lead to the deployment of more SROs. “We’re here because we care and want to make a difference, but one person can only do so much.”
Mason Melitzer and James Nightingale: “One student used to hate cops, now he’s in college to be one”
While James and Mason share a focus on trusting relationships, mutual respect, and positive growth in Guelph’s Catholic high schools, their journeys as SROs started in
very different places.
Inspired by the approachable and positive influence of the SRO from his own high-school days, Mason wanted to bring a similar sense of openness and support to students when he joined the Guelph Police Service right after graduating in 2019. Three years later, when an SRO position opened up, Mason pursued it, applying even though he didn’t meet the initial rank requirement. “I’m not naive about the challenges, but as an SRO I know I can make a difference,” he says.
A former high-school teacher, James’s transition to policing was fuelled by his passion for guiding and educating young people. “My goal was to combine education and law enforcement,” he explains, “and being a high-school resource officer (HSRO) since 2019 has achieved this in a way that positively influences students and supports their personal growth.”
Following the controversial death of George Floyd in 2020, some school boards voted to remove SROs. This included public schools in Guelph, although the city’s Catholic board opted to retain them. The latter’s decision, James says, was influenced by SROs’ creation of safe spaces for students to learn about boundaries and consequences. “Pushing police out of schools hurts student relationships with law enforcement,” he says, adding that schools without resource officers
lack the support students need to navigate difficult situations.
Building relationships and trust
Both SROs prioritize approachability to break down barriers and build trust. James prefers to be called “Officer James” rather than “Constable Nightingale,” finding that it encourages students to see him as an ally. He spends time playing cards, chatting in hallways, and attending after-school activities to make himself a friendly and familiar presence. “At first, you’re just some cop,” he says, “but over time, casual conversations build trust, and students begin to see us as allies.” His connection with students is further strengthened through initiatives like the Youth Engagement Program (YEP), where students earn volunteer hours while learning about law enforcement.
Similarly, Mason emphasizes informal engagement by attending school events, both in and out of uniform, and even proposed a more casual uniform to make himself more approachable. He organizes “Cards with a Cop” sessions, where he plays games with students during lunch, and often joins after-hours events to interact with students over pizza or games. “The informal stuff is huge,” he explains. “It’s about building relationships and gaining students’ trust, which allows me to support them on a more personal level.”
Education + prevention > punishment alone
James believes in the power of discretion under the Youth Criminal Justice Act (YCJA), which allows him to address minor infractions in a way that emphasizes learning over penalization. “I’m not there to end lives or ruin futures,” he says, reinforcing his approach to help students understand boundaries and consequences without resorting to harsh measures. This philosophy is particularly evident in the weapons diversion initiative James developed, which addresses incidents involving replica firearms by educating students on the risks and consequences rather than pursuing legal charges. “Education and prevention are stronger than punishment alone,” he asserts, especially for students navigating complex personal issues.
Mason shares a similar philosophy and has worked on programs to promote positive decisionmaking and proactive behaviour. His involvement with the Youth in Policing Initiative (YIPI) offers students hands-on work experience with the police department, and he has doubled the program’s capacity, allowing more students to benefit. He also collaborated with school social workers to create a bystander intervention workshop after an incident where students filmed a schoolyard fight instead of stepping in. “It’s all about being proactive,” Mason says. “We’re there as a
Cst. James Nightingale of Guelph Police.
Cst. Mason Melitzer of Guelph Police. (L-R): Cst. James Nightingale and Cst. Mason Melitzer of Guelph Police.
A lasting impact on students
The impact of both officers is evident in individual success stories and the changes they observe within their schools. James has encountered skepticism from parents and teachers who worry that having a police officer in the school might lead to severe consequences for students. He addresses these concerns by emphasizing his supportive role, noting that without SROs, students would lose a vital resource to help them navigate challenges.
Mason has also seen tangible results, such as with a once-defiant student in an alternative education program who initially harbored anti-police sentiments. Over time, Mason earned the student’s trust, ultimately inspiring him to pursue a career in law enforcement. “It was a good example of a kid who hated police,” Mason recalls, “and now he’s going to college because he wants to be one.” Mason has also observed more disciplinary issues in his absence, such as increased vaping and minor confrontations, underscoring the influence of his consistent, positive presence.
Balancing work and family life
For Mason, the role of an SRO offers the work-balance he calls “essential.” His schedule aligns with that of his wife, a high school teacher, allowing them to coordinate family responsibilities. With a strong commitment to the role and a passion for youth mentorship, Mason continues to make a meaningful difference in his community, one relationship at a time.
As a father, James is especially pleased that his regular hours –Monday to Friday, 8am to 4pm –allow him to spend more time with his family than most policing roles would. Reflecting on his career,
James feels fortunate to have a position that aligns with his passion for proactive youth development while supporting a fulfilling personal life. “Being an HSRO is more than a job,” James says. “It’s a way to help the next generation thrive.”
Hans Verbeek: “I’ll sacrifice my life to save them”
On the one hand, Hans was mentored by a deeply experienced SRO early in his 23-year career with the Belleville Police. On the other hand, he has spent decades coaching youth hockey and soccer. Put those hands together, and you’ve got an SRO who views his role in eight of the city’s public, Catholic, and private schools as much more than law enforcement. “So far it’s been a nine-year commitment to building trust and safety within the school community,” he says, adding that his main goal is to ensure that “kids know police are their allies, and that we are here to help them and protect them.”
Building trust by being there
Accessibility and engagement are at the heart of Hans’ approach. He shares his personal cell number with school administrators because “being available during and beyond school hours helps me connect with students and staff in more meaningful ways,” he explains.
This accessibility allows him to help with situations that may arise outside of school, especially those that could impact the learning environment. Beyond responding to emergencies, Hans often supports events like dances, charity runs, and fundraisers, ensuring that his presence is felt beyond the classroom.
The impact of having Hans as a trusted police presence in schools extends far beyond his formal duties. In his experience, day-to-
day conversations and educational presentations help to humanize the role of law enforcement, fostering a trusting rapport with students and staff, and creating an atmosphere of safety. “Students and staff know I’m here for them, to protect and support them, and that helps to foster a strong sense of trust and safety within the school community.”
Looking ahead: Education and collaboration
As he reflects on his career, Hans recognizes the value of past educational programs, like Drug Abuse Resistance Education (DARE) and Values Influences and Peers (VIP), which he hopes will make a comeback. “Topics like drug prevention and Internet safety are more relevant than ever, and presenting these issues truthfully, without sensationalism, helps students better understand the real-world consequences of their actions,” Hans says, adding that the lack of direct education in these areas is a “missed opportunity” to provide students with tools to make informed decisions.
Hans’ commitment to his role is evident in his interactions with students, many of whom approach him to chat, ask questions, or share their concerns. One memorable moment, he recalls, involved a group of students excitedly asking him to turn on his patrol lights in the school parking lot. “They loved it,” he says, smiling. “I tell them point blank: I’m here for you. I’ll sacrifice my life to save them.”
Hans views students, staff, and administrators as part of a united team, and emphasizes the importance of positivity in fostering a healthy school environment. Working closely with counsellors and administrators, Hans describes his role as “a collaborative effort to support students holistically.”
Who’s who in the zoo? Finding the employer in PSA Section 47
By Lauren Pearce, Jones Pearce LLP
In the recent decision of Robson v Waterloo Regional Police Services Board, the Ontario Civilian Police Commission had to grapple with identifying the proper employer Respondent to an appeal under Section 47 of the Police Services Act.
Section 47 provides a Police Services Board with the authority to terminate a uniform or civilian employee, following a hearing, where there is specific evidence demonstrating the employee is, by reason of disability, incapable of performing his or her duties and cannot be accommodated without undue hardship.
Historically, police employers have rarely used Section 47. However, in this case, the Police Services Board relied upon
that section to terminate the employment of Mr. Robson. Mr. Robson appealed his termination to the Commission pursuant to PSA subSection 47(5).
On appeal, the Office of the Chief of Police sought status as a party, relying on its participation in the underlying proceeding before the Board. The Appellant argued that the Board, as his employer, was the only proper Respondent to the appeal, and that the Chief should participate as an intervener only to the extent it had submissions distinct from those of the Board.
The Commission disagreed with the Appellant and ordered that the Office of the Chief should participate as a Respondent, given its role in the proceedings below. In its reasons, the Commission also accepted the submissions of the Police Services Board that granting party status to the Chief would mitigate any independence concerns arising from the Board providing submissions on appeal in support of its own Section 47 decision.
The Commission’s decision is somewhat surprising, given that the Police Services Board is not an independent tribunal but rather Mr. Robson’s employer, and the only party with the responsibility under the PSA and the Human Rights Code to accommodate him in employment up to the point of
undue hardship. Indeed, the Police Services Board’s own conduct and compliance with the PSA and the Code will be the focus of the parties’ evidence and arguments, when the appeal proceeds on its merits. Further, the division of responsibilities urged by the Appellant – whereby the Police Services Board, not the Office of the Chief, is the employer of police employees – is fundamental to police employment and has been carefully delineated through legislation and appellate jurisprudence.
Thankfully, many of the challenging issues faced by the Commission in the Robson appeal have been addressed in the new Community Safety and Policing Act. Section 88 provides Police Services Boards with a similar power and procedure for the termination of disabled employees, but without any right of appeal to the Commission. While Section 47 of the PSA had been expressly excluded from the jurisdiction of a grievance arbitrator, there is no such exclusion in the CSPA. Consequently, police associations will be able to take the position that the termination of disabled members is properly the subject of grievance arbitration (and, further, may be the subject of collective bargaining). In such proceedings, the Police Services Board will, as always, be the only
Respondent to the grievance, and the adjudicator will be a labour arbitrator with a robust understanding of the Human Rights Code and the employment relationships at play in the police sector.
The considerations under PSA Section 47 and CSPA Section 88 are legally and factually complex, and the potential consequences to the individual member are extremely serious. This article is, of course, not legal advice. If your employer is proposing to initiate the termination of a disabled member’s employment, you
should contact a lawyer as soon as possible for advice specific to your Association’s circumstances.
About the author
Lauren Pearce is a lawyer and founding partner at Jones Pearce LLP, a boutique labour law firm. Lauren provides comprehensive labour relations advice and representation to unions and professional associations, including in collective bargaining, grievance and interest arbitrations, human rights matters, as well as the day-to-day work of representing members.
Lauren has a special interest and expertise in police labour relations, and regularly acts for police associations of all sizes.
Lauren is an experienced litigator, and a strong written advocate; her academic writing has been cited by both the Supreme Court of Canada (2020 SCC 30) and the Court of Appeal for Ontario (2017 ONCA 301). Prior to founding Jones Pearce LLP, Lauren practised at a leading Toronto litigation firm in the areas of labour, employment, professional discipline, and public and administrative law.
FEATURE
Strategic Planning: An underappreciated tool for police associations
By Police Association of Ontario Staff
Let’s be honest—strategic planning isn’t usually the first thing that comes to mind for most police associations. It’s easy to overlook, and some may even think it’s only necessary for large organizations with massive budgets. But the truth is, a good strategic plan can streamline operations and help associations of any size work smarter, not harder.
So, what exactly is strategic planning?
At its core, strategic planning is simply figuring out where you want to go and how to get there over the next few years. It’s about setting realistic goals that align with your association’s mission, values, and vision. Think of it as creating a roadmap for success—a plan that helps everyone stay focused, organized, and moving in the same direction.
You don’t need to be a huge association to make this work. In fact, smaller associations may find strategic planning even more helpful in making the most of limited resources. It’s a flexible, customizable process that’s about clarity, not complexity.
Clearing up some myths
One of the common misconceptions is that strategic planning is only for large organizations. This couldn’t be
further from the truth! The process is about setting clear, achievable goals, not creating a big, expensive plan. Another myth is that a strategic plan is something you write and file away. But in reality, it’s a living document that should evolve as circumstances change— whether it’s new legislation, budget adjustments, or shifting member needs.
And don’t think strategic planning is just for your executive team. Successful plans bring in voices from across the organization, making sure everyone—from leaders to members on the frontlines—has a say in the association’s direction.
Why bother with strategic planning?
At first glance, strategic planning might seem like just another task on a long to-do list. But when done well, it can provide some serious benefits:
• Clarity and direction: With a strategic plan, everyone knows the association’s goals and how their role contributes to achieving them. It aligns efforts across the board.
• Better efficiency: By setting priorities, strategic planning helps you use resources more effectively and avoid wasted effort.
• Improved decision-making: When you have a clear plan,
decisions become easier, because you can ask yourself, “Does this move us closer to our goals?”
• Increased collaboration and trust: A transparent plan shows everyone where the association is heading, encouraging teamwork and accountability.
• Optimal resource management: Strategic planning helps ensure that financial, human, and other resources are used efficiently, maximizing impact without waste.
• Adaptability: Strategic plans aren’t set in stone. They allow associations to adjust to changes without losing focus on the longterm vision.
• Sustainability: Focusing on the bigger picture helps associations stay relevant, ensuring long-term success rather than chasing quick wins.
A real-world example: The Niagara Region Police Association (NRPA)
The NRPA recently went through the strategic planning process, and their experience shows just how useful it can be. By tailoring their plan to address both local concerns and broader trends in policing, the NRPA set a clear direction that had input from everyone involved. The result? A stronger, more unified association, with clear goals and better decision-making.
Their key takeaway? It doesn’t have to be complicated or costly. Engaging members early and customizing the plan to fit their needs made a big difference in gaining buy-in and making the plan a success.
Tailoring the process for your association
No matter the size of your association, strategic planning can be adjusted to fit your needs. The key is to get members involved early on, ensuring that their voices help shape the plan. This not only strengthens the plan but also makes it easier to implement because people feel invested.
And remember, strategic planning doesn’t have to break the bank. Even smaller associations can benefit without hiring costly consultants. The most important thing is the commitment to creating a plan that works for your specific circumstances.
Get your members involved
The more members are involved in strategic planning, the better the plan will reflect their needs. This can also make leadership decisions easier because they’re based on input from the people the plan is designed to serve.
In conclusion
Strategic planning might not be the most thrilling task on your to-do list, but it’s worth the effort. A good
plan provides a clear direction, keeps everyone on the same page, and helps your association thrive in a constantly changing environment. Whether you’re working with a large team or a smaller group, strategic planning can be the tool that makes all the difference.
To help associations make the process more manageable, the Police Association of Ontario is exploring options to host a strategic planning seminar at an upcoming meeting. This seminar will offer practical guidance and tools to make the task less daunting and ensure your association is well-prepared to succeed.
Nation pays tribute: Memorial service honours police and peace officers lost in the line of duty
By Emily Brown, Strategic Communications Coordinator, Ontario Provincial Police Association
On Sunday, September 29, 2024, over 3,000 police and peace officers, along with civilian members and their families, gathered to honour those who made the ultimate sacrifice in the line of duty, extending heartfelt condolences to their loved ones. This year marked the 47th annual Canadian Police and Peace Officers’ Memorial Service, held in Ottawa, Ontario, with the main ceremony taking place on Parliament Hill. Over time, this day has gained national significance, with commemorative ceremonies held in communities across the country.
Police and Peace Officers’ National Memorial Day was proclaimed in 1998 by the Government of
Canada. It is observed on the last Sunday in September. The names of all those lost in the line of duty are read aloud during the Memorial on Parliament Hill, a powerful reminder of the dedication and ultimate sacrifice made by these brave individuals.
Governor General Mary Simon reflected on the significance of the day, saying, “We honour police and peace officers who gave their lives serving their communities. These individuals devoted themselves to safeguarding others, standing bravely for justice under challenging circumstances.”
This year, the name of RCMP Constable Rick O’Brien was added to the Memorial Tablets at the rear
RCMP Corporal Daniel Leclaire, places the headdress of RCMP Constable
O’Brien on the official podium at the start of the Police and Peace Officers’ Memorial Service.
Rick
Photo Credit: Scott Mills
Photo Credit: Harry De Jong
of Parliament. Constable O’Brien was killed on September 22, 2023, while serving his community in British Columbia.
Additionally, five historical officers’ names were added to the Honour Roll:
• Constable John Ringwood, Newfoundland Constabulary (1877)
• Lieutenant Edwin G. Sturrock, CF Military Police Group (1943)
• Forest Officer Jacob Hasse, Alberta Department of Lands and Forests (1951)
• Corporal Kencel L. Milton, CF Military Police Group (1960)
• Lance Corporal Serephin Hartman, CF Military Police Group (1965)
In tribute, the 20th annual National Peace Officers’ Memorial Run — a 460 km relay from Toronto to Ottawa—concluded on Parliament Hill. Participants passed through numerous Ontario towns enroute to the Capital.
In addition to the runners, nearly 200 cyclists from 22 police services took part in the 24th annual Canadian Police Memorial “Ride to Remember.” Starting at the Ontario Police College in Aylmer, cyclists traveled 200 km to Queen’s Park, then continued to Ottawa, covering 700 km over three days. The ride serves as a reminder to honour fallen officers and ensure their sacrifices are never forgotten.
Canadian Memorial Service Coordinator and Ottawa Police Service Ceremonial Sergeant
Major, Steve Boucher stated, “The 28 glass panels on Parliament Hill, overlooking the Ottawa River and the Supreme Court of Canada now hold 909 names of police and peace officers who gave their lives in service. The 2024 National Memorial Service brings us together from coast-to-coast on the front lawn of Parliament Hill. Together we grieve and support one another. Collectively we heal, remember and pay our respects. As always, we hope and pray that a year may go by where we don’t have to etch any more names to this Memorial dedicated to great Canadians.”
Photo Credit: Matteo Brucale
Photo Credit: Matteo Brucale
Photo Credit: Matteo Brucale
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Mission Statement Army, Navy & Air Force Unit 400 Army, Navy & Air Force Unit 400 is a non-profit organization which promotes and stimulates the spirit of patriotism through its many activities and support for various charities and community causes ANAF Unit 400 is committed to provide a place of good fellowship, assistance and patriotic endeavour to Canada’s veterans, ex-servicepersons, their dependents, and community members who share these values
We appreciate the hard work and dedication of those in the Police Service.
