LONDON POLICE SERVICE 2009 ANNUAL REPORT. Facta Non Verba Deeds Not Words

Transcription

1 LONDON POLICE SERVICE 2009 ANNUAL REPORT Facta Non Verba Deeds Not Words

2 MESSAGE FROM THE CHIEF It is my pleasure to provide you with the London Police Service Annual Report for Our largest Capital Works project in the last 15 years was almost completed in 2009, with the addition of our new west wing. Staff have now occupied the new building that is home to a 10-bay indoor range, three training classrooms, office space, and locker rooms. The below-ground parking has space for all marked cruisers and most of the unmarked vehicles where they can be stored in a controlled environment. This muchneeded space has greatly enhanced employee morale and has given our Service the ability to expand, while still being cost-efficient and effective as a result of working from a central location. During 2009, our Service received $250,000 from the Provincial Proceeds of Crime Grant Fund, which allowed us to complete the purchase of and receive a state-of-theart Community Mobile Command Centre. This vehicle replaced a greatly used, but worn out, converted motor home that had served as our Mobile Command Centre for 18 years. As we all know, 2009 had a significant impact on the economy, and I believe some of the increase in our criminal offences can be attributed partially to the economic situation, along with ongoing substance issues within our community. Throughout 2009, a great deal of work went into the development and approval of the London Police Service s Business Plan. This Plan will ensure that we consistently deploy resources to effectively address quality of life issues in the community, from road safety to major crime and protecting our children from cyber crime. Since this will be my last opportunity to write this report, I want to thank the citizens of London for their ongoing support of the London Police Service. I do not take this for granted, and we at the London Police Service, both sworn and civilian, will continually work daily to earn this support. Wm. Murray Faulkner, O.O.M. Chief of Police Facta Non Verba -1- Deeds Not Words

3 MESSAGE FROM THE LONDON POLICE SERVICES BOARD On behalf of the London Police Services Board, I am pleased to present the London Police Service Annual Report for It has been an exciting and productive year, and I expect that both the London Police Service and the Community will benefit from the many remarkable initiatives that were completed in One of our leading accomplishments in 2009 was the completion of the London Police Headquarters expansion with the finishing touches being completed on this project in early The new facilities represent the increased space, tools and technology to give London Police the ability to further enhance service to the community and to be prepared for future service needs as they arise. Another very significant accomplishment of the London Police Service in 2009, which I am proud to report, was the development and approval of the London Police Service s Business Plan. This Plan will ensure that the London Police Service is well equipped to address policing and quality of life issues for our community s residents. On behalf of the Police Services Board, I wish to offer our appreciation to Chief Faulkner, Deputy Chief Duncan, Deputy Chief Peer and each of the sworn and civilian members of our Police Service for their exemplary and valued service to the citizens of London. Joseph Hoffer Current Board Chair (Vice Chair 2009) I would also like to acknowledge the hard work, vast expertise and commitment of my fellow Board Members, Vice Chair, Controller Gord Hume, Mayor Anne Marie DeCicco-Best, Shanthi Radcliffe and former Board Chair, now Justice of the Peace, Ab Chahbar. As my six year term as a Provincial Appointee to the London Police Services Board draws to an end, I look forward to watching more meaningful outcomes flow from the great work that was completed by the London Police Service in Joseph Hoffer Chair, London Police Services Board 2009 LONDON POLICE SERVICES BOARD MEMBERS Ab A. Chahbar Board Chair Mayor Anne Marie DeCicco-Best Board Member Shanthi Radcliffe Board Member Controller Gord Hume Board Member Facta Non Verba -2- Deeds Not Words

4 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 The London Police Service is dedicated to attaining the highest level of professionalism and accountability in its service to the citizens of London. 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 greater public safety, security, and quality of life in the community; Foster a trusting, caring partnership with the community in all its diversity; Continue to enhance our public image; Develop effective communications within our organization and with those we serve; Promote a safe, satisfying, and equitable workplace, allowing for the professional development of our employees; Excel in supervision and training; and Acquire and use our resources efficiently and responsibly. Facta Non Verba -3- Deeds Not Words

5 2009 STAFF DEPLOYMENT CHART LONDON POLICE SERVICES BOARD CHIEF OF POLICE Chaplains Legal Services Deputy Chief Operations Professional Standards Standards Branch h Deputy Chief Administration Criminal Investigation Division Uniformed Division Support Services Division Corporate Services Division Investigations Branch Patrol Operations Branch Community Policing Branch Court Communications Branch Firearms and Property Unit Information and Technology Branch Human Resources Branch Planning & Research Unit Fleet & Facilities Branch Criminal Intelligence Biker Enforcement Unit Provincial Anti- Terrorism Unit Provincial Repeat Offender Parole Enforcement Forensic Identification Explosive Disposal Unit Major Crime Polygraph Examination Unit Sexual Assault/Child Abuse Domestic Violence Unit Cyber Crime Unit Major Case Mgmt. Support Unit General Investigation One Patrol Two Patrol Three Patrol Four Patrol Five Patrol Emergency Response Family Consultant/Victim Services Unit Media and Public Relations Community Oriented Response Unit Community Foot Patrol Unit Alternate Response Unit Police Reporting Centre Community Services Unit Court Services Court Prisoner Security Unit Headquarters Detention Unit Court Liaison and Security Unit Case Mgmt. Unit Document Unit Communications Radio Technicians CPIC CPIC Auditor Property and Evidence Control Stationery Stores Technology Services Central Records and Freedom of Information Recruiting and Training Recruiting Unit Quartermaster Stores Academic Training Unit Use of Force Training Unit Secondments Vehicle Maintenance Facilities Maintenance Forensic Computer Analysis Unit Crime Analysis Unit Investigation Response Unit Guns and Drugs Illegal Gambling Unit Proceeds of Crime Unit Mobile Surveillance Unit Fraud Patrol Support Canine Unit Traffic Mgmt. Unit Incident Response Teams Public Order Unit Bicycle Patrol Marine Patrol Negotiators Incident Commanders Search Team Intoxilyzer Techs. Coach Officers Critical Incident Stress team Crime Prevention School Safety Crime Stoppers Diversity Secondary School Resource Officers Auxiliary Police Pipeband Colour Guard Duty Calls Audit Unit Headquarters Reception Unit Summonses Unit Alarm Control Facta Non Verba -4- Deeds Not Words

6 HONOURS AND AWARDS RECOGNITION TO THE MEMBERS OF THE LONDON POLICE SERVICE 2009 Awards The Chief of Police Certificate of Valour may be awarded by the Chief of Police to a member, auxiliary member, or any member of another police service, for an act of exceptional bravery in the face of great danger and risk to personal life. On November 5th, 2009, Chief Murray Faulkner presented the Certificate of Valour to Constable Jeffery Gateman for his courageous actions in rescuing a citizen from a burning vehicle. The Citation of the Chief of Police may be awarded to a member, or any member of another police service, for outstanding service displaying extreme perseverance and dedication in a task well done. On November 5th, 2009, Chief Murray Faulkner presented the Citation to the following officers who placed themselves in considerable jeopardy in the apprehension of a dangerous offender. Their perseverance prevented an immediate threat to the public at large. Sergeant Ron Hettinga Constable Micah Bourdeau Constable Paul Devlin Constable Scott Guilford Constable Alan O Brien Constable David Roszell 2009 Awards Ceremony Award Recipients Facta Non Verba -5- Deeds Not Words

7 2009 Business Plan Results on Objectives and Performance Indicators The following table provides a brief overview of the results from the Business Plan. For more details, visit select publications (on side bar) then select the Business Plan 2009 Annual Report. In addition, the results of the 2008 Public Needs Survey are available on the Publications webpage. GOAL # 1 - Enhance Community Safety Objectives Performance Indicators Progress 1. Continue to develop strategies to increase officer visibility/presence i) Increase in the level of public satisfaction (results of the Public Needs Survey) ii) Results from the evaluation of the Secondary School Resource Officer Program (SSRO) iii) Progress Report alternative deployment strategies. i) A Public Needs Survey was conducted in A comparison of the survey results from 2005 to 2008 indicated that the level of satisfaction with Visible Police Presence increased by 3.4 percentage points since 2005 (from 69.8% to 73.2%). However, the majority of survey respondents continue to want to see more Car, Bicycle, and Foot patrols. ii) During 2008, a Secondary School Resource Officer (SSRO) Survey was conducted. Over 50% of students/respondents indicated that the SSROs were accessible, presentations were informative and valuable (15% negative response, balance no opinion). Approximately 45% of students/respondents stated that their schools were safer, there was less criminal activity and drug use because of the SSRO program (18% negative response, balance no opinion). iii) In 2009, a committee was formed to review the deployment of the Patrol s to ensure effectiveness and efficiency. The committee developed a new deployment plan, which included a realignment of the Patrol s from 5 to 6 s, a new straight 10.5 hour shift schedule, and a new beat patrol plan. This new deployment model was approved by Chief Faulkner and presented to the London Police Association membership. The new deployment model was voted in by the LPA membership for a 2-year trial period, effective January Target drugs, weapons, and violent crimes i) Year-end activity reporting and enforcement statistics (e.g., violent crime and clearance rates) ii) Number of strategic projects i) VIOLENT CRIME AND CLEARANCE RATES Offence # Reported In Clearance Rates Homicide 3 33% Attempted Murder 1 0% Sexual Assault % Assault 2,481 79% Abduction 60 92% Robbery % ii) 2009: 21 proactive projects targeting drugs, weapons, and violent and other crimes resulted in the arrest of 219 suspects, and the laying of 361 Criminal Code and 2,181 Provincial Offences Act charges. Facta Non Verba -6- Deeds Not Words

8 2009 Business Plan Results on Objectives and Performance Indicators GOAL # 1 - Enhance Community Safety continued Objectives Performance Indicators Progress 3. Enhance Traffic Enforcement i) Number of traffic-related media announcements ii) Number of traffic enforcement initiatives iii) Year-end Activity Report i) There were approximately 213 media announcements in 2009 (e.g., holiday weekend warnings, blitzes and results). ii) In 2009, the Traffic Management Unit conducted 14 traffic related initiatives such as Commercial Motor Vehicle enforcement days, Operation Impact, and Red Light Enforcement and Back to School blitzes. iii) A detailed Traffic Management Unit year-end activity report was submitted to Senior Management. The following is a brief overview. ATIVITY 2009 TOTAL # Total Provincial Offence Notices issued by the LPS 42,464 # Provincial Offence Notices issued by the 10,503 Traffic Management Unit # RIDE PROGRAMS 53 RIDE # Motorists stopped 31,066 RIDE # Roadside Alcohol Tests 423 # Intoxilyzer Tests Develop strategies to help protect children from Internet based crimes i) Increase in the number of investigations and charges related to Internet based crimes against persons ii) Enhancement of LPS computer crime-related resources iii) Number of students educated on Internet safety i) During 2009, there were 31 suspects arrested, 158 Criminal Code charges laid, and 38 search warrants and production orders executed related to Internet based offences. ii) In 2009, the Cyber Crime Unit continued to enhance its capabilities through the purchase of Child Protection System software. This is a web based system that identifies Internet protocol addresses that have been in possession of suspected child pornography files. The Forensic Computer Examiners have been qualified as experts in court to present expert testimony on forensic computer data retrieval and analysis, as well as peer-to-peer file sharing. iii) During 2009, a total of 4,231 Grade 6 students were educated on Internet Safety along with the VIP (Value Influence and Peers) program. Facta Non Verba -7- Deeds Not Words

9 2009 Business Plan Results on Objectives and Performance Indicators GOAL # 1 - Enhance Community Safety continued Objectives Performance Indicators Progress 5. Enhance problemoriented policing initiatives i) Number of projects ii) Number of charges/clearance rates (e.g., property crimes/clearance rates) ii i) Level of public satisfaction (results of the Public Needs Survey) i) 2009: 18 projects were completed by the Uniformed Division which resulted in: Criminal Arrests: 250 Criminal Charges: 301 Provincial Charges: 2,697 ii) Property Crimes and Clearance Rates (see table below) iii) 2008: Public Needs Survey Results Since 2005, satisfaction for Responding to Specific Community Problems increased from 79.7% to 80.7% (+1 percentage point) and for Crime Prevention from 77.9% to 81.5% (+3.6 percentage points). # REPORTED CLEARANCE RATE OFFENCE IN 2009 FOR 2009 Break and Enter 2,626 35% Auto Theft 1,265 34% Theft 10,649 21% Possession % Fraud 1,297 45% Counterfeit % Prostitution % Gaming & Betting 3 33% Facta Non Verba -8- Deeds Not Words

10 2009 Business Plan Results on Objectives and Performance Indicators GOAL # 2 - Enhance Quality Service Delivery Objectives Performance Indicators Progress 1. Maintain professionalism (attitude, appearance, accountability, and customer service) i) Results from the Public Needs Survey categories police qualities and customer service ii) Progress Report on customer service initiatives iii) Year-end service/program review (e.g., crisis interventions, youth pre-charge diversions, senior outreach) iv) Number of commendations i) 2008: Public Needs Survey Results The majority of respondents (89.2%) continue to be satisfied with the overall quality of police services. Police Qualities: When asked how well the London police exhibit certain qualities, the majority of respondents replied with Very Much. Professional Appearance was rated particularly high with a response rate 85.6% for Very Much. Customer Service: Respondents who indicated that they phoned or attended the LPS HQ within the past two years were asked to describe their experience. The majority (79.9%) indicated that their phone call or enquiry was answered promptly. Also, 84.1% felt that their initial and secondary contacts were helpful and efficient. v) Number of conduct complaints and results of investigations ii) During 2007, the Customer Service Report was completed and the various recommendations were reviewed by the Executive Officers. The Ontario Police College was contracted to deliver their newly created (2007) customer service training course to all LPS supervisors, managers and administrators. One hundred and thirty-three members, both sworn and civilian, completed this training in This OPC training continued during the first quarter of In addition, review processes are now in place to monitor customer service delivery in Headquarters Reception Unit, Communications, Freedom of Information, Records Screening and the Police Reporting Center. iii) During 2009, the Uniformed Division completed a comprehensive review of the Beat Patrol Plan related to the ability to provide the appropriate level of service through patrol Operations. iv) 2009: LPS members received numerous commendations and thank you letters from members of the public, as well as, awards. Refer to table on page 19 for more details. v) 2009: There were 105 public complaints. Refer to table on Page 19 for results of investigations. Facta Non Verba -9- Deeds Not Words

11 2009 Business Plan Results on Objectives and Performance Indicators GOAL # 2 - Enhance Quality Service Delivery continued Objectives Performance Indicators Progress 2. Review response to calls for service for effectiveness i) Results of Calls for Service Analysis ii) Maintain or improve measures of average call time, queue times, and response times (Code 1, 2, 3 Calls) i) During 2009, a Calls for Service Committee reviewed the Tiered Response process. As a result, there was significant updating to the related LPS procedures, and a further updated training segment will be delivered during ii) The Average Call time for 2009 was minutes, which represents an increase of 11.2% when compared to The Queue and Response times for 2009 have also increased when compared to 2006, with the exception of Code 1 (Emergency). The Queue Time was reduced by 3.1%, while the Response Time has been maintained at 4 min. and 51 sec. Code 3 Response times were impacted in 2009 by Alternate Response Unit (ARU) staffing limitations. Members were redeployed to patrol duties and court security assignment for a significant portion of the year (e.g., Bandidos Trial). Response Times will continue to be monitored during 2010 following a redeployment of front-line resources. Refer to the following table for comparisons of average call times, queue times, and response times Difference Average Call Time % Queue Times: Time call received to dispatch Code 1 (Emergency) Code 2 (Urgent) Code 3 (Non Urgent) Response Times: Time received to arrival of officer (s) Code 1 (Emergency) Code 2 (Urgent) Code 3 (Non Urgent) 1 min 5 sec 10 min 7 sec 43 min 44 sec 4 min 51 sec 17 min 37 sec 58 min 10 sec 1 min 7 sec 11 min 10 sec 48 min 13 sec 4 min 50 sec 19 min 2 sec 63 min 49 sec 1 min 6 sec 11 min 0 sec 52 min 8 sec 4 min 51 sec 18 min 37 sec 67 min 44 sec 1 min 3 sec 12 min 0 sec 63 min 3 sec 4 min 51 sec 19 min 43 sec 81 min 19 sec -3.1% +18.6% +44.2% 0.0% +11.9% +39.8% 3. Explore information and technology to further service delivery 4. Continue to develop and review the Business Continuity Plan for disaster management i) Progress Report on Internet Background Check project ii) Progress Report on Internet Reportable Occurrences project iii) Progress Report on Records Managements System enhancement i) Review the plan with Senior Management and key stakeholders to ensure it meets the needs of the organization and the community i) This project has been deferred until provincial recommendations are released subsequent to a provincial study that was undertaken to review how police agencies process Background Checks and Vulnerable Screening. ii) Versaterm, the primary software vendor for LPS policing software, announced that they will partner with CopLink to host and provide Internet Reporting. However, the implementation of the Internet Reportable Occurrences project has been delayed due to other priorities and is now scheduled to be implemented early in iii) iii) The primary software vendor for LPS policing software, Versaterm, has a commitment to evergreen its products to meet the needs of its clients. The newest release of the Versaterm Records Management System software was beta tested and implemented in February i) The Business Continuity Plan will be completed in April Facta Non Verba -10- Deeds Not Words

12 2009 Business Plan Results on Objectives and Performance Indicators GOAL # 3 - Strengthen Community Partnerships Objectives Performance Indicators Progress 1. Cultivate relationships with our diverse communities 2. Continue to build and enhance partnerships to support the needs of the community 3. Encourage LPS members to actively participate in community volunteer initiatives 4. Provide Information and Technology resources to further agency partnerships i) Number of community group meetings/events attended and initiatives generated from encounters ii) Year-end Diversity Officer Program Report iii) Results of Public Needs Survey i) Number of LPS representatives on external Boards and Committees ii) Year-End Activity Report i) Year-end Progress Report on promotional strategies ii) Results from Membership Volunteer Survey i) Progress Report (e.g., number of cases produced in electronic format and number of requests for electronic disclosure) ii) Percentage of officers that have access to LEIP (Law Enforcement Information Portal) i) During 2009, the Diversity Officer attended 142 meetings and implemented 10 new initiatives, 6 of which are included in the 2009 diversity officer action plan. ii) A Year-end Diversity Officer Program Report was completed. Included in the Report is an overview of the Program s various activities/involvement during the For more details, refer to the 2009 Business Plan Annual Report available online ( iii) A Public Needs Survey was conducted during The majority of respondents (92.6%) agreed that the LPS has a good working relationship with the community and 91.5% agreed that the LPS is making an effort to become more involved with the community in a positive way. Also, the majority of respondents (89.4%) agreed that the LPS responds in a fair way when dealing with the various racial, religious, and ethnic communities. i) 2009: 64 LPS members were representatives on 147 external Boards and Committees ii) 2009: Year-End Activity Reports were completed. Refer to the online 2009 Business Plan Annual Report ( for highlights of the various LPS Units including the Community Oriented Response Unit, Family Consultant/Victim Services Unit, and the Community Services Unit. i) In addition, to self-driven volunteerism, members continue to participate in LPS promoted activities. In 2009, 94 members utilized the Performance Management Occurrence process to log volunteer activities. ii) In 2009, members participated in a total of 14,398 hours of volunteer activities. i) The LPS is providing electronic disclosure on all cases to the London Crown s office. The only cases that are being disclosed on paper as of December 2009 are Federal Crown cases (primarily drug cases) however; it is anticipated that the Federal Crown will be provided with electronic disclosure, including statements, during ii) Police Information Portal (PIP) formerly known as LEIP (Law Enforcement Information Portal) PIP Statistics as of December 31, 2009: Police Agencies that have signed PIP Protocol: 165 Agencies representing 99.49% of the officers in Canada Police Officers in Canada: 67,765 Police Officers Contributing to PIP: 59,098 Percentage of Officers Contributing to PIP: 87.21% Facta Non Verba -11- Deeds Not Words

13 2009 Business Plan Results on Objectives and Performance Indicators GOAL # 4 - Enhance Communications Objectives Performance Indicators Progress 1. Develop and implement strategies to promote and enhance LPS Image i) Progress Report of Promotional Strategies ii) Increase in public s level of knowledge about the LPS (Results from the Public Needs Survey) i) The LPS Website, redesigned in 2008, facilitates in providing media releases to the public more efficiently. There was an 18% increase in the number of media releases posted to the Newsroom section of the LPS website (from 318 to 377 in 2009). ii) A Public Needs Survey was conducted in Close to half of the respondents (48.9%) felt that their level of knowledge had increased as a result of various communication strategies implemented by the LPS during the past 2 years. The results also indicate that television (66.2%), newspaper (63.4%), and radio (55.0%) are the respondents primary sources of information. 2. Ensure effective management communications i) Results of the Internal Needs Survey and Focus Groups i) An Internal Needs Survey and a series of communication focus groups were conducted during 2007/2008. An excellent return rate of 52% (407 completed surveys) provided a solid sampling of opinions and comparisons to previous surveys from 2001 and A comparison of the survey s results from 2004 to 2007 indicated an overall improvement with regards to communications within the LPS. The results showed a slight increase in the percentage of respondents who agreed that in the LPS, the information flows freely from the senior staff to their personnel, as well as, from personnel to their senior staff. 3. Enhance line of communications between various segments within the organization i) Results of Internal Needs Survey and Focus Groups i) A comparison of the Internal Needs Survey s results from 2004 to 2007 indicated an overall improvement with regards to communications within the respondents work environment. However, the majority of respondents continue to feel that the communication between Divisions needs to be improved. 4. Provide Information and Technology resources to enhance communications i) Implementation of Intranet access from patrol vehicles ii) Increase in the number of Website Hits i) This enhancement was implemented during 2009 in conjunction with the new high speed wireless data network. ii) Internet Website : Number of site visits decreased by 14%*. 2006: 296, : 344, : 320, : 255,586 * There has been an overall decrease in site visits from 2006 to New software was implemented at the end of 2009 which will enable enhanced website activity analysis. Intranet Website : Number of site visits increased by 221%. 2006: 91, : 120, : 232, : 293,531 Facta Non Verba -12- Deeds Not Words

14 2009 Business Plan Results on Objectives and Performance Indicators GOAL # 5 - Ensure Effective Resource Management Objectives Performance Indicators Progress 1. Ensure facilities are being developed to meet the long-term requirements of the organization i) Progress Report on facilities expansion project i) The facilities expansion plan calls for work to be carried out in two phases. Phase 1 construction was completed in 2009 which consisted of increased underground parking for fleet vehicles, three new classrooms for ongoing training, new locker rooms, a new 10 position firearms range, a new forensic examination bay, and two oversize garages to house specialty vehicles. The total increase in size to the existing building was approximately 107,466 sq. feet. Phase 2 renovations are underway which involve extensive renovations to the current locker rooms, converting them into office space to meet the needs of the Criminal Investigation Division. In addition, the Family Consultants and Community Services Units will move into newly renovated office. A new community meeting room will provide an additional resource for the community. The exterior façade will also undergo an extensive facelift, in keeping with the input from our community consultation meetings. The anticipated completion date for the overall project is late Ensure efficient and effective deployment of resources i) Year-end Activity Report ii) Results of Workload Survey iii) Results of Public Needs Survey i) In 2009, Chief Faulkner directed that a Patrol Plan Review Committee develop a new shift plan for patrol. This was to improve operations in responding to calls for service while providing a healthier work schedule for staff. As a result, a new 10.5 hour shift plan was accepted by the membership to begin in This required a transfer of 34 additional officers to patrol and the number of patrol sections increased from 5 to 6, with 43 constables assigned to each section. The additional staff were redeployed from other areas within the organization. The committee will closely monitor the progress and performance of the new shift plan and the impact on the areas from which staff were redeployed Results: Average Call Time: minutes Beat Patrol Plan Availability Factor: 1.48 Calls for Service to Patrol: 80,488 calls ii) Data specific to the Annual Workload Survey was received and reviewed. In 2009, to more effectively balance resources, the Fleet & Facilities Branch was assigned to the Corporate Services Division and the Professional Standards Branch to the Executive Office. It was determined in the fall of 2009 that a complete organization-wide workload analysis was required, recognizing the last such review was completed in This major project will commence in early iii) A Public Needs Survey was conducted during the fall of The majority of respondents (89.2%) continue to be satisfied with the overall quality of police services. Facta Non Verba -13- Deeds Not Words

15 2009 Business Plan Results on Objectives and Performance Indicators GOAL # 5 - Ensure Effective Resource Management continued Objectives Performance Indicators Progress 3. Implement strategies to develop a workforce that is more reflective and understanding of the community i) Progress Report of Strategies i) The Diversity Officer program continued to grow significantly from 2007 to 2009 in terms of outreach and community requests for action. In 2009, areas of focus included communities which would have not been serviced if not for the Diversity Officer Position. Significant inroads were created and/or strengthened in the Latin American, Middle Eastern, Religious, African, Aboriginal and LGBT2Q (Lesbian, Gay, Bisexual, Transgender, 2-Spritied, Queer) communities. Requests for presentations to new immigrants at schools, places of worship and ESL classrooms have increased. Approximately 2200 people attended these presentations, which also provided recruiting and employment information. The PEACE (Peace, Ethnic, and Cultural Exchange) and YIPI (Youth in Policing Initiative) programs are also secondary recruiting tools designed to expose young people to the world of policing. Internally, the diversity network is being developed to support diverse groups within the Police Service. The LPS Secondary School Resource Officers (SSROs) have direct day-to-day contact with students, teachers and guidance counsellors at their various institutions. The SSROs have held informal meetings with all parties to enhance recruiting and this is an area that will become more formalized in the future. The presence of the SSROs is, in and of itself, a positive influence on potential employment candidates. All members of the PEACE team were interviewed and selected from the various high schools in London. The members of the LPS Human Resources Branch (HRB) continue to outreach to the diverse members of the community through various strategies. During 2009, HRB members attended a number of classes, career fairs, forums, lectures and other outreaches to promote and encourage policing as a career choice. These include: Oneida Reserve Black Youth Initiative Pillar Non-profit Network Korean Community Centre TPS Diversity Management Women s Immigrant League HRB members have also maintained relationships with the University of Western Ontario, Fanshawe College, Westervelt College, Mohawk College and St. Clair College. During 2009, further relationships have been developed with Trios College. LPS Recruiters continue to provide one-on-one mentoring sessions with candidates who do not meet standard (i.e., unsuccessful with applicant testing or cadet testing). On average, there are two per week. In addition, LPS Recruiters continue to utilize the Internet with strategies such as Facebook as an outreach tool to assure interface with the technically savvy generation. During 2009, there were approximately 500 Facebook hits and hundreds of Internet inquiries. Facta Non Verba -14- Deeds Not Words

16 2009 Business Plan Results on Objectives and Performance Indicators GOAL # 5 - Ensure Effective Resource Management continued Objectives Performance Indicators Progress 4. Ensure effective Human Resource Management, Development, and Supervision i) Results of the Performance Management System Survey and Focus Groups ii) Number of members participating in external training opportunities (reimbursement program) i) As a result of feedback acquired through the 2007 Internal Needs Survey the following actions occurred: The civilian performance appraisal form was reviewed and amended to better capture performance expectations. Promotion process of the Performance Management System was reviewed by a committee and amendments implemented to more accurately quantify members achievements in required areas. Annual promotion seminars are hosted to discuss and educate members on the promotion process. ii) 35 sworn members and 3 civilian members completed 73 courses and received reimbursement of 58% of their course costs. 5. Provide Information and Technology resources to support organizational needs i) Information and Technology Progress Report ii) Results of Internal Needs Survey and Focus Groups i) 2009 was a rewarding year as many projects were completed and benefits realized. Many of the projects completed in 2009 resulted in a major overhaul to the mobile computing environment including a new wireless data network, access to the LPS Intranet, vehicle laptop mounts, new laptops with touch screen and updated software with GPS/AVL (Global Positioning System/Automatic Vehicle Location). The goals and objectives of Technology Services continue to focus on efficiency to improve organizational service delivery. ii) The results of the 2007 Internal Needs Survey showed that the majority of respondents (84%) agreed that the Information and Technology services provided are responsive to officers and civilians needs. A comparison of the Survey s results from 2004 to 2007 showed a slight increase in the percentage of respondents who agreed (82.1% to 84%). Facta Non Verba -15- Deeds Not Words

17 LPS SPECIAL INITIATIVE REPORTS Internal Task Forces: The LPS recognizes the value of Internal Task Forces which are defined as proactive initiatives related to the investigation of criminal activity. In 2009, the LPS implemented 32 Internal Task Forces covering a broad range of categories as follows: Unlawful Possession of Firearms Drug Trafficking Prostitution Persons at Risk Youth Crime Intelligence Gathering on Active Crime Groups Bail Compliance Investigations, Management and Enforcement Property Crime Break and Enters, Auto Thefts, Theft from Vehicles Quality of Life Issues Related to Noise and Liquor Violation Complaints Robbery Investigations Joint Forces Operations (JFO): A Joint Forces Operation (JFO) is a planned initiative, supported by a written agreement or memorandum of understanding, involving two or more police services that have common objectives related to multi-jurisdictional criminal activity. In 2009 the LPS was involved with 15 JFOs that fell within the following categories: Intelligence Terrorism Illegal Gambling Organized Crime Proceeds of Crime Drug Trafficking Protection of Children on the Internet Crime Prevention Guns and Gangs Hate Crimes Repeat Offender Parole Enforcement Asset Forfeiture Problem-Oriented Policing and Crime Analysis: The following are some of the Problem-Oriented Policing and Crime Analysis initiatives that were utilized by the LPS in 2009: The Community Oriented Response (COR) Unit The COR Officers are responsible for offering an integrated approach to problem solving, and increasing the interaction between the public and the police, by encouraging a shared responsibility in addressing and dealing with community issues. During 2009, the COR Officers continued to meet with various community groups and provide leadership and enforcement where required. Issues included crime prevention, drug awareness, prostitution, graffiti, liquor related issues and a various public safety concerns. Directed Patrols Directed Patrols are high visibility patrols utilized to reduce problems in areas of concern identified through community consultation and police analysis. During 2009, Directed Patrols were performed by Officers of the COR Unit, Community Foot Patrol, and the five Patrol s. These types of patrols were utilized during both phases of Project LEARN (Liquor Enforcement and Reduction of Noise), Devil s Night, Halloween, New Year s Eve, and graffiti hotspot locations. Graffiti Initiatives The LPS has a dedicated Graffiti Co-ordinator who reviews all graffiti occurrences, discovers patterns, and undertakes the required investigative intelligence efforts. They also coordinate larger scale projects, if required. During 2009, 181 active graffiti occurrences were handled by the Co-ordinator. Near the end of 2009, several prolific offenders were identified resulting in numerous charges being laid. The Strategic Intelligence Analysis Committee (SIAC) SIAC was established in 1996 to collect, analyze, and disseminate information to all operational areas of the LPS. During 2009, SIAC continued to provide a coordinated integration of statistical, investigative, and intelligence information through the Crime Analysis Unit. Crime Prevention The LPS recognizes Crime Prevention as a priority within the community policing context. During 2009, the Crime Prevention Officers, the volunteers of the Auxiliary and the COR officers continued to work together towards proactive strategies, education and community involvement. Officers continued to promote various Crime Prevention strategies such as CPTED (Crime Prevention through Environmental Design). Facta Non Verba -16- Deeds Not Words

18 CRIME STATISTICS 5 YEAR COMPARISON REPORT Offence Category Homicide* Attempted Murder* Abduction* Assault* 2,285 2,329 2,405 2,427 2,481 Sexual Assault* Robbery* Break & Enter** 2,857 3,128 2,616 2,418 2,626 Theft: Motor Vehicle** 2,339 2,764 1,909 1,439 1,265 Theft** 9,700 10,543 9,839 10,534 10,649 Possession Stolen Property** Fraud** 1,141 1,110 1,031 1,273 1,297 Counterfeit 1, Prostitution Gaming & Betting Offensive Weapon Other Criminal Code 9,794 11,764 11,335 10,566 10,255 Total Criminal Code 30,923 33,347 30,674 30,091 29,953 Young Offenders Charged 1,319 1,497 1,601 1,509 1,382 Adults Charged 9,326 8,846 8,533 8,440 7,845 *Total Number of Violent Crimes 2,876 3,000 2,989 2,971 3,110 Violent Crimes Clearance Rate 74.1% 72.7% 73.7% 76.3% 76.5% **Total Number of Property Crimes 16,248 17,810 15,661 15,994 16,116 Property Crimes Clearance Rate 26.9% 26.3% 27.5% 27.6% 27.1% Note: Number of offences/occurrences and clearance rates are based on data derived from the Uniform Crime Reporting system version UCR (incident based) which will vary from version UCR (aggregate based) data reported by Statistics Canada. Facta Non Verba -17- Deeds Not Words

19 PRIMARY SERVICE INDICATORS CALLS FOR SERVICE AND AVERAGE RESPONSE TIMES * Total Number of Calls for Service Average Response Time Code 1 (Emergency) Average Response Time Code 2 (Urgent) Average Response Time Code 3 (Non Urgent) , , , , ,901 5 Min. 7 Sec. 4 Min. 51 Sec. 4 Min. 50 Sec. 4 Min. 51 Sec. 4 Min. 51 Sec. 17 Min. 40 Sec. 17 Min. 37 Sec. 19 Min. 2 Sec. 18 Min. 37 Sec. 19 Min. 43 Sec. 58 Min. 0 Sec. 58 Min. 10 Sec. 63 Min. 49 Sec. 67 Min. 44 Sec. 81 Min. 19 Sec. *includes total time (from call received to arrival on scene) OTHER PRIMARY SERVICE INDICATORS Hit & Run Investigations Safety Presentations Community Meetings Family Consultants & Victim Services Crisis Interventions Roadside Alcohol Tests Breathalyzer Tests Facta Non Verba -18- Deeds Not Words

20 2009 OPERATING EXPENSES, COMMENDATIONS & COMPLAINTS 2009 Budget 2009 Actuals Expenditures Personnel Costs $74,968, % $75,175, % Administrative Expenses $718, % $707, % Financial Expenses $486, % $1,393, % Purchased Services $2,912, % $3,055, % Materials & Supplies $3,125, % $2,759, % Equipment & Furniture $292, % $357, % Recovered Expenses ($328,574) -0.43% ($318,745) -0.42% Total Expenditures $82,175,284 $83,130,285 Total Revenue ($5,470,201) -7.13% ($6,425,202) -8.38% NET BUDGET ALLOCATION $76,705, % $76,705, % 2009 Commendations and Recognitions During 2009, members of the London Police Service received numerous commendations and thank you letters from members of the public, as well as, other awards. Recognition from Members of the Public Commendations 88 Thank you letters 100 Chief of Police Certificate of Valour The Certificate of Valour was awarded to one member for an act of exceptional bravery in the face of great danger and risk to personal life. Citation of the Chief of Police The Chief s Citation was awarded to 7 LPS members for their outstanding service displaying extreme perseverance in a task well done. Divisional Commendations and Recognition Recognition was given to 18 London Police Service members who were awarded time off or Divisional Commendations under informal awards for their actions related to 14 incidents. Public Complaints Conduct Complaints Service Complaints 0 2 Policy Complaints 1 2 Local Complaints n/a 0 Local Inquiries n/a 5 Total Complaints Resolutions in 2009* Complaints not Dealt With PSA Sec Withdrawn 12 Informal Resolution PSA Sec Unsubstantiated 38 Informal Discipline 6 PSA Hearing 9 Lost Jurisdiction 0 Pending Investigations 13 *Refer to Annual Reports published on the LPS Internet for details related to previous years complaint resolutions. ( Facta Non Verba -19- Deeds Not Words