LONDON POLICE SERVICE 2014 ANNUAL REPORT

Transcription

1 LONDON POLICE SERVICE 2014 ANNUAL REPORT

2 TABLE OF CONTENTS Page Message from the Chief... 3 Message from the London Police Services Board... 4 Mission Statement, Statement of Values, and Vision of Success... 5 Organizational Chart and Staffing Levels... 6 Awards... 7 Business Plan Results... 8 LPS Special Initiative Reports Crime Statistics Primary Service Indicators Operating Expenses (Budget and Actuals) Commendations and Recognitions Public Complaints Facta Non Verba -2- Deeds Not Words

3 MESSAGE FROM THE CHIEF As Chief of Police, I am pleased to present the 2014 London Police Service Annual Report continued to present challenges for the Service as we addressed the economic realities facing municipalities throughout the province. In response to these challenges, an organization-wide review was initiated in the spring to determine where efficiencies could be found to reduce personnel costs, which account for over 90 percent of the operating budget. It was my goal that these significant savings be found through attrition wherever possible. Through the efforts of the Senior Management Team and the co-operation of all employees, a successful restructuring plan was developed and implemented in 2014 that saw the reduction of 11 sworn positions and 4 civilian positions. Throughout this exercise, the focus remained to identify and implement efficiencies without impacting front line service delivery, and I am pleased to report that we were able to achieve the desired outcome. As you will see in this report, in addition to responding to the daily emergency and routine calls for service, the London Police Service continues to be actively engaged in a number of internal task forces and ongoing joint forces operations. Internal task forces, initiated to address chronic issues specific to certain areas of the city, special events, and/or criminal activity, have proven very successful and continue to be put in place as the need is identified. Joint forces operations are co-operative ventures involving members of various Services throughout the province, targeting multi-jurisdictional crimes. The LPS currently participates in 11 of these long-standing law enforcement initiatives, addressing issues such as biker enforcement, illegal gambling, and weapons enforcement, to name a few. The LPS Guns and Drugs Section continued to be very busy this past year and effected numerous seizures of weapons, drugs, and cash. As well, the Internet Child Exploitation Unit (formerly Cyber Crime Unit) continued its very important work apprehending those who choose to prey on vulnerable children and youth under the false belief of anonymity on the Internet. Human Trafficking is another area that continues to be a concern for police services throughout the province, and we will continue to dedicate resources to address this very serious issue. The crime mapping tool, introduced to the public on January 1, 2014, has proven to be very useful, both to citizens educating themselves with respect to crime in their areas, as well as to the LPS Crime Analysts who use this information to detect patterns and predict the probable locations and times of the future occurrences. The Community Oriented Response Unit has used information gleaned from this software to create public awareness campaigns and address chronic problems in specific areas of the city. As this will be my final Annual Report letter, I want to express my appreciation to the Chair and Members of the London Police Services Board for placing their trust in me and for their dedication to fulfilling their governance role. I also want to thank the Board of Directors of the London Police Association for their diligence in representing the best interests of their members. And, as always, I want to say how proud I am of the men and women of the London Police Service for their efforts and dedication on a daily basis to maintaining the safety and security of the citizens of London. Whether sworn or civilian, our staff remain committed to ensuring their work is completed with the utmost efficiency and professionalism, and I am confident this commitment will continue under the leadership of Chief John Pare. Bradley S. Duncan, O.O.M., Chief of Police Facta Non Verba -3- Deeds Not Words

4 MESSAGE FROM THE LONDON POLICE SERVICES BOARD On behalf of the London Police Services Board, I present the London Police Service Annual Report for The London Police Service realized many successes in 2014, including enhanced drug and gang enforcement, the introduction of crime mapping software to the community, on-line police record checks, more supports for the vulnerable and at risk populations in our community, and enhanced efforts to develop a service that is more reflective and understanding of the diverse community we serve. The Service also worked diligently in 2014 to find efficiencies in the face of the increasingly complex economic reality that is upon municipalities and police services. An organization-wide review of service delivery identified ways to reduce personnel costs through attrition and with little to no impact to front line service delivery. Sincere thanks to my colleagues on the Board, Mr. Michael Deeb (Vice-Chair), Mayor Matt Brown, Councillor Stephen Turner and Citizen Appointee, Mr. Paul Paolatto, for their valued and distinct skills, their active commitment to their roles and tasks they undertake which allow the Board to execute their vital governance obligation. The Board also extends sincere thanks to recently retired Chief Brad Duncan for his exceptional leadership during the past five years and for effectively preparing this organization for the challenges that lie ahead, with today s multifaceted world of policing and the complex societal issues of this time. Your Board looks forward to working with the Executive Team (Chief John Pare and Deputy Chiefs Brent Shea and Steve Williams), the Senior Leadership Team, and all Sworn and Civilian members, to protect the safety, security and quality of life of all Londoners. And following Deputy Chief Shea s July, 2015 retirement, we welcome our newest Executive Member, Deputy Chief Daryl Longworth, to this outstanding team. The Board is extremely proud of the work of the members of the London Police Service and looks with anticipation and excitement to the next advancements this organization will generate, with and within our community. Jeannette Eberhard Chair, London Police Services Board Jeannette Eberhard Board Chair Facta Non Verba -4- Deeds Not Words

5 MISSION STATEMENT, STATEMENT OF VALUES, AND VISION MISSION STATEMENT The London Police Service is committed to providing a safe and secure community through community partnerships and by striving to attain the highest level of professionalism and accountability. STATEMENT OF VALUES The London Police Service, in pursuit of its mission, believes in providing quality service with the highest possible degree of excellence, based upon the principles of fairness, integrity, honesty, and respect for human dignity. VISION OF SUCCESS Recognizing that our strength stems from our partnership with all sectors of the community, we envision an organization structured to meet the ever changing needs of citizens and our profession. Accomplishing this goal depends on our ability to: Provide optimum public safety and security to enhance the quality of life in the community; Foster trusting, caring partnerships with the community in all its diversity; Develop effective communications within our organization and with those we serve; Promote a safe and equitable workplace, allowing for the professional development of employees to their fullest potential; Promote training and life long learning; and Acquire and use resources efficiently and responsibly. Facta Non Verba -5- Deeds Not Words

6 2014 ORGANIZATIONAL CHART LONDON POLICE SERVICES BOARD Deputy Chief Operations CHIEF OF POLICE Deputy Chief Administration Legal Services Professional Standards Branch Multi-Faith Chaplaincy Financial Services Criminal Investigation Division Uniformed Division Organized Crime Section Criminal Intelligence Unit Street Gang Unit Mobile Surveillance Unit Biker Enforcement Unit Provincial Anti- Terrorism Unit Provincial Repeat Offender Parole Enforcement Forensic Identification Section Explosive Disposal Unit Investigations Branch Major Crime Section Polygraph Examination Unit Major Case Management Support Unit Missing Persons Unit Sexual Assault / Child Abuse Section Serial Predator Crime Investigations Coodinator High Risk Individual Unit Domestic Violence Unit Cyber Crime Unit Fraud Section Guns and Drugs Section Provincial Weapons Enforcement Unit Illegal Gambling Unit Proceeds of Crime Unit Patrol Operations Branch One Patrol Section Two Patrol Section Three Patrol Section Four Patrol Section Five Patrol Section Emergency Support Section Emergency Response Unit (Light Armoured Vehicle) Canine Unit Communications Section Community Policing Branch Patrol Support Section Family Consultant/Victim Services Unit* Headquarters Reception Unit Audit Unit Police Reporting Centre Traffic Management Unit Incident Response Teams Negotiators Incident Commanders Public Order Unit Marine Patrol Intoxilyzer Technicians Coach Officers Community Support Section Community Foot Patrol Unit Community Oriented Response Unit (Command Vehicle) Persons At Risk Coordinator Colour Guard Pipes and Drums Protocol Officer Duty Calls Community Services Unit Crime Prevention Crime Stoppers School Safety Court Services Section Headquarters Detention Unit Document and Quality Control Unit Summonses Central Records And Records Screening Freedom of Information CPIC CPIC Auditor Firearms and Property Unit Court, Records and Property Branch Support Services Division Court & Offender Section Court Prisoner Security Unit Court Liaison & Security Unit Case Mgmt. Unit Information and Technology Branch Technology Services Infrastructure Support Technology Services Police Business Support Information & Technology Liaison Radio Technicians Human Resources Branch Return to Work Coordinator Recruiting and Training Section Critical Incident Stress Mgmt. Team Recruiting Unit Diversity Officer Administrative Unit Stationery/ Quartermaster Clerk Academic Training Unit Use of Force Training Unit Secondments Corporate Services Division Corporate Support Branch Risk Mgmt. Unit Research Planner/Analyst Program Evaluation Specialist Corporate Communications and Public Relations Fleet & Facilities Branch Vehicle Maintenance Facilities Maintenance Forensic Computer Analysis Unit General Investigation Section Investigation Response Unit Secondary School Resource Officers Alarm Control Auxiliary Section Property and Evidence Control Police Civilian Cadet Totals Executive Administration Corporate Services Division Uniformed Division Criminal Investigation Division Support Services Division TOTALS Crime Analysis Unit Seconded RCMP member Guns and Drugs 1 Constable * Note: The name of the Family Consultant and Victim Services Unit has since been changed to the Crisis Intervention and Victim Support Unit. Facta Non Verba -6- Deeds Not Words

7 2014 HONOURS AND AWARDS RECOGNITION Order of Merit The Order of Merit of the Police Forces honours a career of exceptional service or distinctive merit displayed by men and women of Canadian Police Services, and recognizes their commitment to this country. The primary focus is on exceptional merit, contributions to policing and community development. On September 9 th, 2014, the Governor General of Canada appointed the following members of the London Police Service to the Order of Merit. Chief Bradley Duncan received the Officer of the Order of Merit Award for his commitment to strengthening community relationships and partnerships, including ongoing involvement and advocacy for diverse communities, as well as the vulnerable and marginalized in our community. Deputy Chief Brent Shea received the Member of the Order of Merit Award for his leadership and expert contributions in forensics and police human resources, as well as his ongoing commitment to community service over many years, participating in programs and events for the betterment of our community. Superintendent Ken Heslop received the Member of the Order of Merit Award for his outstanding public service and significant contributions to policing, community involvement, volunteerism and leadership throughout his policing career. Award Recipients: Deputy Chief Brent Shea, Chief Bradley Duncan and Superintendent Ken Heslop Facta Non Verba -7- Deeds Not Words

8 The following tables provide a brief overview of the results from the Business Plan. For more details, visit select publications, then select the 2014 Annual Business Plan Progress Report. GOAL # 1 - Provide London with a Safe and Secure Community 1. Evaluate and enhance, where necessary, the deployment plan and response to nonurgent, urgent, and emergency calls for service i) Maintain or improve measure of average call time, queue times, and response times (Code 1, 2, 3) ii) Response to 911 calls (compliance rate - three rings) i) As indicated in the table below, the average call time has increased when compared to 2012; however, the times for all three types of response codes have improved. Average Call Time (minutes) (prime time only no follow up time) Queue Times: Time call received to dispatch Code 1 (Emergency) Code 2 (Urgent) Code 3 (Non Urgent) Response Times: Total Time: Time call received to arrival of officer(s) Code 1 (Emergency) Code 2 (Urgent) Code 3 (Non Urgent) Difference % 1 min. 39 sec. 17 min. 8 sec. 90 min. 42 sec 5 min. 31 sec. 25 min. 5 sec. 109 min. 36 sec. 1 min. 34 sec. 14 min. 15 sec. 74 min. 33 sec 5 min. 13 sec. 22 min. 2 sec. 92 min. 11 sec. 1 min. 36 sec. 15 min. 37 sec. 73 min. 36 sec 5 min. 29 sec. 23 min. 28 sec. 90 min. 53 sec. -3.0% -8.9% -18.9% -0.6% -6.4% -17.1% ii) The requirement is to answer 95% of all 911 calls within three rings. In 2014, the LPS exceeded this requirement. The total number of 911 calls was 160,865 and 98.51% of these calls were answered within 3 rings. Facta Non Verba -8- Deeds Not Words

9 GOAL # 1 - Provide London with a Safe and Secure Community 2. Target drugs, weapons, and violent crimes i) Year-end Criminal Investigation Division Activity Report and enforcement statistics (e.g., violent crime and clearance rates) ii) Number of strategic enforcement projects iii) Number of Intelligence projects i) Year-end Criminal Investigation Division Activity Report and enforcement statistics - refer to tables below. ii) There were 52 enforcement projects conducted in iii) There were 12 criminal intelligence strategic projects that involved weapons or drugs or violent crimes in Violent Crime and Clearance Rates # Reported Clearance Rate # Reported Clearance # Reported Clearance Offence In 2012 for 2012 In 2013 Rate for 2013 In 2014 Rate for 2014 Homicide 7 86% 7 100% 2 100% Attempted Murder 9 100% % 1 100% Sexual Assault % % % Assault 2,068 79% 1,943 79% 1,912 79% Abduction 48 90% 61 93% %* Robbery % % % *Some clearance rates may be greater than 100% due to a carry-over of occurrences that were cleared a year after they occurred. Strategic Enforcement Projects Intelligence Projects Facta Non Verba -9- Deeds Not Words

10 GOAL # 1 - Provide London with a Safe and Secure Community 3. Continue to work towards crime reduction through crime prevention, crime analysis and problem-oriented initiatives i) Property crime and clearance rates ii) Revictimization rates (Residential B&E, Auto Thefts) i) Property crime and clearance rates - refer to table below. ii) The ability to generate revictimization rates requires the development of a new software application. Due to other priorities and workload demands, this project has been deferred. Property Crime and Clearance Rates # Reported Clearance Rate # Reported Clearance Rate # Reported Clearance Rate Break and Enter 2,524 35% 2,000 34% 1,956 35% Auto Theft % % % Theft 8,409 27% 7,978 24% 8,903 22% Possession (Stolen) % % % Fraud 1,000 46% 1,269 38% 1,471 25% Facta Non Verba -10- Deeds Not Words

11 GOAL # 1 - Provide London with a Safe and Secure Community 3. Continue to work towards crime reduction through crime prevention, crime analysis and problem-oriented initiatives iii) Year-end Crime Prevention Activity Report iv) Youth crime rates v) Level of public satisfaction (survey) iii) Year-end Crime Prevention Activity Report - refer to table below. iv) Youth crime rates refer to table below. v) A Public Needs Survey was conducted during the fall of The results showed that the majority of respondents (81.8%) continue to be satisfied with the quality of services delivered in relation to Crime Prevention. Crime Prevention Activities Number of Events Attendees/ Participants Number of Events Attendees/ Participants Number of Events Attendees/ Participants Senior Lectures 0* 0* Security Audits 192 Not applicable 185 Not applicable 403** Not applicable Special Events 123 Not applicable 144 Not applicable 172 Not applicable Meetings 73 1, Lectures 73 2, , ,229 Total 461 4, , ,965 * Senior Lectures were not tracked separately in ** The number of security audits conducted increased in 2014 due to an enhanced approach to victims of domestic violence, which broadened the base for candidates eligible for a safety audit. Young Offenders Cleared by Charge Cleared Otherwise 1, Total Cleared by Charge or Cleared Otherwise 1,713 1,059 1,093 Facta Non Verba -11- Deeds Not Words

12 GOAL # 1 - Provide London with a Safe and Secure Community 4. Increase officer visibility i) Level of public satisfaction ii) Activity Report (e.g., direct patrols) i) A Public Needs Survey was conducted during the fall of The results showed that the majority of respondents (76.1%) are satisfied with visible police presence. The majority also indicated that there should be more Foot Patrols (61.2%). ii) Activity Report - refer to table below. Community Foot Patrol Unit Shifts Worked 1,696 1,658 1,796 Provincial Offence Notices issued 1,560 1,943 1,956 Provincial Offence Notices issued/shift Street Checks 1,082 1, Criminal Code Charges Occurrences 917 1,023 1,256 Photo: LPS Community Foot Patrol Unit (CFPU) In 2014, the LPS CFPU implemented a certified police cyclist training program and outfitted the Unit with bicycle patrol attire/equipment, which helped to improve response times. The number of occurrences that were attended by the CFPU members increased by 23% when compared to Facta Non Verba -12- Deeds Not Words

13 GOAL # 1 - Provide London with a Safe and Secure Community 5. Improve traffic enforcement/road safety i) Year-end report (e.g., number of collisions, impaireds) ii) Number of traffic-related media announcements iii) Drug-impaired enforcement statistics i) Year-end report - refer to tables below. ii) There were 240 traffic-related media announcements in 2014 compared to 321 in 2013 and 134 in iii) Drug-impaired enforcement statistics - refer to Drug-Impaired table below. Provincial Offence Notices Traffic Management Unit Enforcement 10,298 11,180 9,751 Patrol Enforcement 23,880 25,864 22,775 Total Enforcement 34,178 37,044 32,526 Collisions and Impaireds Total Collisions 9,522 10,068 10,675 Collisions with Persons Injured/ Fatal 1,639 1,512 1,488 Impaired Driving-Related Charges Drug-Impaired Statistics Members of the LPS Traffic Management Unit (TMU) receive various types of training including courses on motorcycle patrol techniques, speed detection, and drug impaired recognition. Five TMU members are trained experts in the field of drug detection. Drug-Impaired Evaluations Impaired Charges (Failed) Refusals (Charged) Total Charged Facta Non Verba -13- Deeds Not Words

14 GOAL # 1 - Provide London with a Safe and Secure Community 6. Improve the police response to, and the monitoring of, high risk offenders i) Increase in % of surveillance requests initiated ii) Increase in proactive investigations iii) Increase in number of compliance checks on known high risk offenders iv) Increase in the number and quality of threat assessments v) Drug impaired enforcement statistics i) Surveillance requests initiated - refer to table below. ii) Proactive investigations on high risk offenders - refer to table below. iii) Compliance checks on known high risk offenders - refer to table below. iv) There were 7 threat assessments conducted in 2014 compared to 6 in 2013 (none in 2012 because the process was newly implemented in 2013). Surveillance Requests Difference # of Surveillance Requests % # of Requests that were initiated/serviced % of Requests that were initiated/serviced % 23% 63% 58% +35 percentage points Proactive Investigations Re: High Risk Offenders % change % Compliance Checks on Known High Risk Offenders % change % Facta Non Verba -14- Deeds Not Words

15 GOAL # 2 - Protect and Assist Vulnerable Persons in our Community 1. Continue to provide effective crisis intervention services through the Crisis Intervention and Victim Support Unit* to victims of crime and tragic events 2. Work with key police and community partners to enhance response to seniors as victims of abuse and neglect i) Number of crisis interventions ii) Level of satisfaction (officers and agencies) iii) Number of public education and community development events iv) Broad representation of community groups on Professional Advisory Council The LPS Crisis Intervention and Victim Support Unit* responds to calls for service from frontline officers to provide immediate, brief on-site crisis intervention, crime prevention, and referral of victims of crime, vulnerable persons, and persons impacted by traumatic events to the appropriate social service agency or community support services provider. i) New outcome and quality assurance measures are being developed for implementation and further review in ii) The implementation of this survey has been deferred due to other priorities and workload demands. iii) The Crisis Intervention and Victim Support Unit* participated in 107 events including the development of the community protocol on human trafficking, a high risk domestic violence protocol and publication education (e.g., domestic violence, mental health, and victimization). iv) The Professional Advisory Council was disbanded in i) Progress Report i) During 2014, there were various crime prevention activities focused towards seniors: v) The Crime Prevention Unit and the Crisis Intervention and Victim Support Unit* provided lectures to educate seniors and caregivers in an effort to reduce incidents of abuse and neglect, personal safety, fraud, identity theft and travel safety. The Crime Prevention Unit routinely attended the residences of seniors to conduct Home Safety Audits. The LPS participated regularly on the Geriatric Cooperative of Behavioural Supports Ontario, aimed at providing support and intervention to seniors with dementia who are at risk. The LPS, with community partners including Court and Geriatric Mental Health, participated in the development of a response for seniors with dementia charged with Criminal Code violations. The Crime Prevention Unit and community partners participated in the Annual CACP (Canadian Association of Chiefs of Police) Prescription Drop Off Day. This event provided education on crime trends/safety related to the timely and safe disposal of old and unused medication. The Crime Prevention Unit distributed flyers advising citizens to secure and lock their doors as a result of an increase in identified crime trends such as theft from motor vehicles and Break and Enters. Mall displays with relevant information towards educating seniors. * Note: The Crisis Intervention and Victim Support Unit was formerly known as the Family Consultant and Victim Services Unit. Facta Non Verba -15- Deeds Not Words

16 GOAL # 2 - Protect and Assist Vulnerable Persons in our Community 3. Develop an LPS response to Human Trafficking i) Terms of reference and working definition established ii) Activity Report iii) Number of training initiatives/members trained i) A Human Trafficking procedure and a working definition were developed and implemented during ii) An LPS Human Trafficking Pilot Project was conducted from June 2013 to September Community Oriented Response (COR) Unit members assigned to the project conducted an environmental scan of the major Ontario police services and met with community stakeholders in order to identify best practices. Through this research and at the conclusion of the pilot project, it was determined that investigative responsibilities would be assigned to the COR Unit. 4. Continue to build and strengthen partnerships to support the needs of at-risk populations (sex trade workers) i) Improved access to appropriate services ii) Tracking of women exiting the sex trade lifestyle iii) Increase in women registered in as patients and receiving health care iv) Increase in mental health assessments and women receiving treatment iii) There were 12 human trafficking training initiatives provided in 2013 and 302 members trained from the Uniformed and Criminal Investigation Divisions. In 2014, training initiatives were directed primarily at members assigned to the LPS Human Trafficking Pilot Project. i) The Persons at Risk (PAR) coordinator works towards improving access to appropriate services. During 2014, there were the following positive outcomes: 6 PAR assessed in hospital and because of the concurrent project with Regional Mental Health Care London, they were transferred to the Concurrent Disorder Program. 4 PAR assessed for addiction and accepted into rehabilitation programs. 4 PAR accepted at the John Gordon Home. 6 PAR engaged with Infectious Disease Program. Numerous PAR accepted for diversion after resolution meetings with Crown and Defence Counsel. ii) There were 8 women who exited the sex trade in Since the beginning of the program in 2005, there have been 32 exits. iii) The number of women who registered as patients and receiving health care almost tripled when compared to 2012 (25 in 2012 compared to 73 in 2014). iv) There was an increase (90%) in mental health assessments (10 in 2012 compared to 19 in 2014). Facta Non Verba -16- Deeds Not Words

17 GOAL # 3 - Continue Efforts to Deliver Efficient and Cost Effective Service i) Improve the efficiency and effectiveness of service delivery i) Program Evaluation Progress Report ii) Annual Efficiencies/Best Practices Report iii) Number of Funding/grant applications/success rate iv) Calls for Service Progress Report i) The During 2014, program evaluation was undertaken in six areas: Project Collision Reduction is an intersection enforcement strategy that was implemented in January The analytical report will be finalized in April The Family Consultant and Victim Services Unit was evaluated in 2014 resulting in a name change to the Crisis Intervention and Victim Support Unit and a return to the original mandate in early A one year evaluative period will follow to assess the impact of the changes and to determine next steps. A review of the Community Services Unit began in September The report for this project will be released in the first quarter of 2015 with the goal of having the recommendations implemented by the Fall of A review of the Court Prisoner Security Unit was initiated in November A literature review and stakeholder interviews are moving forward. It is anticipated that this project will be concluded by September Headquarters Reception Unit (HRU) Reduction in Coverage became effective November The hours for HRU public access have been reduced from 24/7 to 7:00 a.m. to 11:30 p.m. daily. The implementation of the change was monitored from a risk perspective to determine any unintended consequences. A Six Month Stolen Vehicle Reporting Pilot was conducted in 2014 to eliminate officer attendance at cold cases with no investigative leads. A data analysis strategy was designed and conducted that quantified the savings that could be attributed to the change in procedure. During the six months of the pilot project there was a savings of close to $10,000. The pilot project has been concluded and the new system for reporting stolen vehicles has been implemented. ii) The 2013 Year-End Addendum to the LPS Efficiencies Report was presented to the London Police Services Board in June 2014 and posted to the LPS website. The report identifies efficiencies and best practices implemented in 2013 and those underway in The report identified accumulated efficiencies equivalent to $6,790,412. An update on 2014 efficiencies will be provided in 2015 as more complete information becomes available. New initiatives are implemented on an annual basis to ensure that the LPS facilities continue to be managed effectively and efficiently. Various strategies including energy conversation have resulted in an annual savings of close to $60,000. iii) Five grant opportunities were pursued in 2014 and none were successful in acquiring funding. The LPS will continue to pursue grant opportunities in iv) The Calls for Service Review Committee met four times in 2014 and continued to examine calls for service that may be handled through alternate means including some bylaw offences, fraud offences and stolen vehicle reports. Alternate responses were implemented for fraud and stolen vehicle complaints. The committee will meet again in early Facta Non Verba -17- Deeds Not Words

18 GOAL # 3 - Continue Efforts to Deliver Efficient and Cost Effective Service ii) Continue to collaborate with community partners to ensure an appropriate and effective police response to persons with mental health issues i) Progress Report Community Acute Mental Health Crises Response Strategy ii) Progress Report - Handover Protocol iii) Maintain or reduce call times re: mental health related calls iv) Delivery of training to frontline officers re: response to mental health calls i) The LPS continues to have representation on the London Mental Health Enhanced Crisis Response Committee which was established in 2012 at the direction of the Southwest Local Health Integration Network. The Committee is comprised of numerous mental health and addictions community partners including the Canadian Mental Health Association and the London Health Sciences Centre who work collaboratively to develop, implement and maintain an effective community-based response to persons in mental health and addiction crisis. A key goal of the Committee is to deemphasize the police role in mental health crisis response. A mental health and addictions crisis response strategy has been implemented, which includes a 24/7 Mental Health Crisis Mobile Response Team, a Crisis Stabilization Center and a Mental Health Patient Handover Protocol with the London Health Sciences Centre. ii) In August 2013, a Mental Health Patient Handover Protocol was developed and implemented between the LPS and the London Health Sciences Centre. This protocol is central to the effective and efficient response to mental health calls for service by the LPS. iii) In 2014, the average time the LPS spent on mental health calls for service was 4.7 hours compared to 6.7 hours in 2012 (-29.9%). iv) In 2014, Patrol Section members received training in regards to responding to mental health calls for service through shift briefing presentations. iii) Enhance Information & Technology Resources to further service delivery and support internal needs i) Information & Technology Progress Report i) 2014 Highlights Criminal Fingerprint Submissions In May 2014, the LPS implemented electronic submission of both charges and fingerprints to the RCMP. This process replaced the existing manual printing and mailing of fingerprint/charge forms. Electronic submission has provided significant efficiencies for both the LPS and the RCMP. As well, the LPS continues to electronically submit charge dispositions to the RCMP. Facta Non Verba -18- Deeds Not Words

19 GOAL # 3 - Continue Efforts to Deliver Efficient and Cost Effective Service iii) Enhance Information & Technology Resources to further service delivery and support internal needs i) Information & Technology Progress Report i) 2014 Highlights continued Police Record Checks (Civil) LPS has been working closely with a software vendor and the RCMP to implement the appropriate software that enables civil fingerprint flats, rather than individual fingerprints. This simplified process, expected to be in place in early 2015, will provide substantial time savings to both staff and the affected public. Crime Analytics/Mapping Crime Analytics software has been implemented to automatically provide crime pattern analysis, predictive analytics and crime mapping for LPS Crime Analysts. As well, analytical tools are available to all appropriate members to ease the gathering of information for various purposes. IT provides the necessary technical support for all of these analytical tools. Cell Block Enhancements Major enhancements were completed to the cell block video/monitoring infrastructure to ensure redundancy and reliability. Cell check software and process changes have also been completed, to help ensure full accountability when monitoring cells. Infrastructure Updates Numerous upgrades have been made to the network core and virtual computer infrastructure. These upgrades are intended to provide a base for improved network speed, reliability and redundancy, as well as improved access to the internal computer systems. P25 Radio System The LPS employs Court Prisoner Security Officers (CPSOs) who are civilians with special constable status. The CPSOs are responsible for escorting prisoners from various points in the court house and transporting prisoners to the Elgin Middlesex Detention Centre. CPSOs also arrest and search persons appearing before the courts who are wanted on warrants. LPS radio technicians continue to provide frontline support for the police radio system and related communications equipment. The onevoice P25 radio infrastructure, shared by Police, Fire and City Environmental and Engineering Services, is also supported by the same technicians. Hardware/software upgrades to the P25 system are ongoing, complex and critical to the organizations involved. LPS radio technicians work closely with LPS partners and the vendor to safely upgrade to the latest versions of the P25 system allowing for reliable, scalable and secure communications interoperability. Facta Non Verba -19- Deeds Not Words

20 GOAL # 3 - Continue Efforts to Deliver Efficient and Cost Effective Service iii) Enhance Information & Technology Resources to further service delivery and support internal needs i) Information & Technology Progress Report i) 2014 Highlights continued Next Generation 911 (NG911) NG911 technology is rapidly approaching. The new digital infrastructure will allow many new capabilities (e.g., pictures, text and video). It will potentially have a major impact on the current call taking/dispatching models, as well as resources needed to manage the additional information. The LPS has been working closely with the service provider to ensure that the appropriate infrastructure will be in place in Mobile Phone Infrastructure Enterprise Server hardware/software is continually upgraded to expand mobile device options while continuing to maintain the appropriate security. Software/Hardware/Support (ongoing) The LPS Communications Section is responsible for the coordination of the Emergency Centre and police radio dispatch system. The LPS received 283,900 telephone calls in 2014, an average of 778 calls per day. Computer Aided Dispatch (CAD) Records Management System (RMS) Charge Management System Mug Shot/Fingerprint Systems (Criminal and Civil) edisclosure to Provincial and Federal Crowns Mobile/in vehicle computers/software 2 Factor Authentication Video interview hardware/software Video streaming/security hardware/software Mail, security software Server, VMWare, network infrastructure support Personal computers/printers/scanners Ongoing data replication E911 and Administrative phone system support Communications Centre hardware/software support Smartphone support Facta Non Verba -20- Deeds Not Words

21 GOAL # 3 - Continue Efforts to Deliver Efficient and Cost Effective Service iv) Ensure facilities meet the long-term requirements of the organization i) LPS Headquarters asbestos free ii) Adequate, efficient, functional facilities for all LPS members i) LPS Headquarters is asbestos free as of Abatement was completed in four (major) phases and the project was further broken down into 12 different stages to maintain LPS operability. The first stage commenced November 2009 with the last stage completed October iii) Compliance with the Accessibility for Ontarians with Disabilities Act and City of London Facility Accessibility Design requirements ii) In 2013 and 2014, the following significant renovation projects were completed in the LPS Headquarters main floor. Court Services Section - redesigned with expanded footprint. Building improvements were made to work flow with the addition of private supervisory offices. Improvements were made to occupant comfort in terms of lighting, air quality and esthetic enhancements. Forensic Identification Section - redesigned. Building improvements were made to work flow with the addition and replacement of new office furnishings to allow for future staff growth. Improvements were made to occupant comfort in terms of lighting, air quality and esthetic enhancements. Investigative Response Unit (IRU) and Fraud Section - relocated resulting in more adequate and functional facilities. IRU was moved to the former Fraud office. The Fraud Section was moved into the General Investigations Section. iii) The projects completed in 2013 and 2014 were in compliance with the Accessibility for Ontarians with Disabilities Act and the City of London Facility Accessibility Design requirements: The LPS continues to be recognized as one of the leaders in the police fleet propane powered vehicles operating at a cost savings of 50% compared to those vehicles using gasoline. All newly install doors were 42 wide. Door hardware upgraded to barrier free lever type and where appropriate push type design. Light switches lowered to accessible height. Lowered barrier free reception counter incorporated into Records Screening counter. The addition of a barrier free door operator installed at the Records Screening entrance. Furniture layout and designs to reflect barrier free accessibility. v) Enhance Green capacity i) Recycling Progress Report ii) Green Fleet Initiatives Report i) No progress made in funding for a recycling program was not approved in the 2014 Operating Budget. ii) During 2014, propane consumption resulted in a fuel cost savings of $419,616. Facta Non Verba -21- Deeds Not Words

22 GOAL # 4 - Provide a Quality Work Environment Attaining the Highest Level of Professionalism and Accountability to our Community i) Ensure that appropriate organizational structure and staffing levels are in place to meet current and future requirements i) Annual review of organizational chart ii) Submission of an annual HR Requirements Report to the Chief iii) Annual divisional audit/staffing reviews i) The organizational chart is reviewed annually including changes to Unit/Section/Branch names, reporting structure, and personnel complement. The most recent update was approved and posted to the Internet in August A further update is planned in ii) The focus during 2014 was on reviewing work requirements and determining where that work can be completed and what capacities exist, as opposed to looking at the positions and filling them with work. Workload reviews in 2014 resulted in the following: Movement of the Inspector, Executive Office, to the Corporate Support Branch The Cyber Crime Unit and Forensic Computer Analyst Unit were renamed to Internet Child Exploitation Unit and Digital Forensic Unit to better reflect the associated work. The Computer Terminal Operator positions were renamed to Administrative Assistant I Support Unit to reflect change in the workload assignment. In addition to daily assigned duties, this Unit will provide Administrative Assistant I support throughout the organization as required. As a direct result of fiscal pressures, there was a significant organizational restructuring initiated during 2014 resulting in a net reduction of 11 sworn positions and 3.5 civilian positions. iii) Divisions submit workload analysis reports annually to the Corporate Services Division. New workload impacts affecting individual areas and staffing needs are identified and tracked from year to year to identify trends and long term needs. ii) Develop strategies for effective recruitment, selection and retention i) Increase in applications ii) Increase in website hits on recruiting web pages iii) Number of diversity outreach initiatives/events i) Due to organizational restructuring and minimal hiring in 2013 and 2014, LPS was removed from the active hiring list on the Applicant Testing Services (ATS) website, resulting in a decrease in applications received (684 in 2012 to 119 in 2014). ATS is a private firm that specializes in the delivery of pre-hire screening testing for law enforcement, emergency services and other specialized careers. iv) ii) The Divisions number submit of page workload views on analysis the LPS reports recruiting annually website on January decreased 31 to from the 61,373 Corporate in 2012 Services to 31,235 Division. in Workload impacts affecting individual areas and staffing needs are identified. iii) There were 254 diversity outreach initiatives/events held in Facta Non Verba -22- Deeds Not Words

23 GOAL # 4 - Provide a Quality Work Environment Attaining the Highest Level of Professionalism and Accountability to our Community iii) Promote career development and training opportunities for all employees i) Number of training opportunities provided ii) Number of members participating in training and mentoring opportunities iii) Number of members participating in e-learning i) In 2014, a Level 1 and a Level 2 Excel course were offered to members, with 15 members attending each session. Members participated in self-initiated learning courses and various e-learning opportunities in Refer to Performance Indicator (ii) and (iii) for details. In 2014, LPS members also participated during in-house training sessions. Examples of these sessions include parade training, radar training and operational interviewing training. ii) Training Opportunities: Refer to Performance Indicator (i) and the following table. Self-Initiated Learning Sworn participants Civilian Participants Courses Completed Reimbursement 89.5% 57.5% 52.3% Note: There was a significant increase between the total costs submitted by participants from 2012 to 2013/2014, which impacted the percentage of reimbursement (decreased from 89.5% to 57.5% and 52.3%) Mentoring Opportunities: Preliminary research regarding mentoring programs was conducted in Additional research is required before determining an appropriate mentoring program. iii) The LPS promotes professional development opportunities for all members through various training initiatives such as e-learning. A computer classroom is available to members on a 24/7 basis. e-learning # of Participants Facta Non Verba -23- Deeds Not Words

24 GOAL # 4 - Provide a Quality Work Environment Attaining the Highest Level of Professionalism and Accountability to our Community iv) Enhance Employee Health & Wellness i) Participants in Health & Wellness programs ii) Results from Health & Wellness survey iii) Progress Report Health and Wellness strategies (e.g., Business Health Culture Index results) iv) Number of voluntary fitness pin participants v) Number of EAP communications/activities i) Health and Wellness programs held during 2014 included: ii) Yoga (twice weekly) Boot Camp (twice weekly) Going for the Gold in combination with the winter Olympics (22 participants) Get Your Kicks on Route 66 (8 participants) Fitness Pin Challenge (313) There were several Health and Wellness related questions that were included in the 2013/2014 Internal Needs Survey. Survey results indicated an improvement in terms of employees responses to the statement The LPS does a good job of promoting employee wellness. The percentage of employees who agreed or strongly agreed with this statement increased from 42.2% in 2007 to 65.3%. Suggestions from members included expanding wellness activities and providing programs that are accessible for members who regularly work shifts. iii) 2014 Health and Wellness Progress Report: A multi-faceted communication strategy continued to be utilized. This included relevant and timely postings to the Intranet, All Users memorandums, monthly health newsletters and postings on bulletin boards. New for 2014 was regular distribution of links to assist employees with mental wellness. Health and Wellness initiatives continued to focus on LPS specific opportunities/resources (e.g., wellness and shift work, healthy fast food choices and recommended links for health and wellness). LPS Wellness Committee members introduced new programs: o Going for the Gold (in combination with the winter Olympics) o Get Your Kicks on Route 66 The Wellness Committee hopes to conduct an independent survey to measure the Business Health Cultural Index (BHCI). iv) In 2014, there were 313 members who voluntarily participated in the Ontario Police Fitness Award Program and received the fitness pin. v) During 2014, there were two Family Night presentations, five Life Line newsletters and 21 communications dealing specifically with mental wellness and emotional wellbeing. Facta Non Verba -24- Deeds Not Words

25 GOAL # 4 - Provide a Quality Work Environment Attaining the Highest Level of Professionalism and Accountability to our Community v) Continue to develop a service that is more reflective and understanding of the diverse community we serve i) Demographic results ii) Diversity Activity Report (e.g., # of diversity events) iii) Recruiter Diversity Training Progress Report i) Results from the 2013 Employee Census: Visible Minorities and Aboriginal Peoples represent 3.7% of all members of the London Police Service including sworn and civilian members and cadets. According to Stats Canada 2011 National Household Survey, 16% of Londoners reported being a visible minority. LPS members ethnicity: Aboriginal, Black, Chinese, Filipino, South East Asian, Central or South American, West Asian or North African and persons of mixed race or colour. LPS members are able to communicate in 27 languages. 3% of all members who responded identified that they had a disability as defined under the Ontario Human Rights Code. The LPS Diversity Officer will continue to work with the Human Resources Branch to recruit diverse members. ii) Diversity Activity Report 2014: Diversity Activity Report Performance Indicators # of Activities # of Citizens Contacted Community Meetings Diversity Presentations 11 1,019 Recruiting Outreach Diverse Applicants Mentored 7 7 Newcomer Orientations Hate Crime Presentations 0 0 Cultural Events Attended 16 3,624 Internal Training Provided 2 8 Diversity Media Interviews 4 5 Combined Outreach Results 143 5,889 The LPS is an equal opportunity employer and is actively seeking applications from qualified female and diverse members of the community. iii) All recruiters received diversity training in the area of cultural bias in During 2014, recruiters were trained on the Top Questions a Diversity Officer Should Be Able to Answer. Facta Non Verba -25- Deeds Not Words

26 GOAL # 5 - Strengthen Communications, Community Outreach, and Partnerships i) Improve external access to information i) Results from Public Needs Survey ii) Increase in Internet website/social media hits iii) Maintain or increase in number of media messages released i) A Public Needs Survey was conducted during the fall of The results showed that almost half (45%) of the respondents felt their level of knowledge had increased as a result of various communication strategies implemented by the LPS during the past 2 years. ii) iii) Website/Social Media Hits % change # of Twitter followers 2,318 7,714 12, % # of Facebook likes 1,612 2,745 4, % Media Messages % change % ii) Promote LPS image i) Number of positive feedback messages received ii) Number of positive media releases iii) Results from Public Needs Survey i) In 2014, the LPS received 41 commendations and 73 thank you letters. During the year, the LPS primarily used social media for community engagement and positive messaging. Facebook Likes and Twitter Favourites increased significantly due to focused community two-way engagement using both mediums. In 2014, Twitter account posted 1,670 messages compared to 1,426 in ii) In 2014, the LPS posted 45 positive media releases via , Twitter, and Facebook. Other positive messaging was posted directly to Twitter as the preferred medium. iii) A Public Needs Survey was conducted during the fall of The results showed that: 89% agreed that the LPS has a good working relationship with the community. 87% agreed that the LPS is making an effort to become more involved with the community in a positive way. 81% agreed that the London Police exhibit professional appearance. Facta Non Verba -26- Deeds Not Words