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LONDON POLICE SERVICE 2013 ANNUAL REPORT Facta Non Verba Deeds Not Words
TABLE OF CONTENTS Page Message from the Chief... 1 Message from the London Police Services Board... 2 Mission Statement, Statement of Values, and Vision of Success... 3 Organizational Chart and Staffing Levels... 4 Awards... 5 Business Plan Results... 8 LPS Special Initiative Reports... 28 Crime Statistics... 32 Primary Service Indicators... 33 Operating Expenses (Budget and Actuals)... 34 Commendations and Recognitions... 34 Public Complaints... 34 Facta Non Verba Deeds Not Words
MESSAGE FROM THE CHIEF As Chief of Police, it is my pleasure to present the 2013 London Police Service Annual Report. As always, I remain very proud of the men and women of the London Police Service who continue to meet the challenges encountered in policing on a daily basis. This past year has been no exception, with excellent operational outcomes being experienced in all areas of the Service. During 2013, our Cybercrime Unit successfully concluded a number of investigations that extended far beyond the City of London and resulted in charges against a number of individuals who engaged in the pervasive crimes of possession and distribution of child pornography. The Guns and Drugs Section completed many successful seizures of illegal drugs and weapons, removing them from the streets and improving the safety and security of our citizens. Increased interactions with individuals with mental illness continued to be challenging through 2013, although the creation of the Mobile Crisis Response Team, in partnership with the Canadian Mental Health Association Middlesex, has provided an invaluable resource to assist those suffering from a mental health crisis to access the services they require and to reduce time spent by police officers with these vulnerable individuals. As a result of ongoing fiscal pressures, we initiated a Service Model Review to examine the programs our members deliver to the community and identify the appropriate levels of policing services, as well as the public expectations in relation to the continuation of these programs. To this end, the London Police Services Board hosted a number of stakeholder consultations in the fall of 2013, with representatives from the education and business sectors and the community, to ensure our programs are in line with community expectations. A new initiative was introduced in 2013 to increase efficiency and service to our citizens. Crime Mapping is an online tool introduced in December 2013 that enables citizens to see the types of crimes that have occurred recently in their areas. This initiative has been embraced by our citizens and will allow the London Police Service to continue to effectively manage resources. Once again, I am extremely proud of the members of our Service, both sworn and civilian, for their ongoing commitment to the citizens of London, evidenced on a daily basis in their interactions with our residents. Moreover, I am also very appreciative of the dedication above and beyond the call of duty, with many of our staff devoting countless hours of their personal time to many special causes within the community. We, at the London Police Service, will continue to do our utmost to provide an efficient, professional, and dedicated police service, working to maintain and enhance the quality of life for all citizens of London. Bradley S. Duncan, O.O.M., Chief of Police Facta Non Verba -1- Deeds Not Words
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 2013. As the London Police Service continues to perform its duties in the face of complex challenges, both budgetary and societal, we can never abandon our core beliefs as they are the reason we engage in the work that we do. The London Community is best served by a police service that seeks to protect the most vulnerable, prevent crimes that can do harm to person and property and ensure a safe community where children, families and businesses can prosper. We give people faith that the institution responsible for their safety is one they can be certain will constantly adapt to a changing environment and serve their needs in no other way than an essential service that is 24 hours, 7 days a week does. Our year was filled with many challenges but also many successes. As we continue to work on building the capacity of our organization and expanding upon the work that we have done, we must be cognizant of the fact that as policing changes so must the expectations of our role and the reality of how we service the community. Michael Deeb, Board Chair As a Board we are committed to ensuring that our work is something we can all be proud of that we embody efficiency and effectiveness. It is imperative that we continue to listen, work and support the Community that we serve. Thank you to Chief Duncan and our Executive team for their leadership and hard work and to the entire London Police Service membership for their commitment to our Community. A sincere thanks to my colleagues on the Board, Ms. Jeannette Eberhard (Vice-Chair), Councillors Judy Bryant and Denise Brown and Citizen Appointee, Mr. Paul Paolatto, for the commitment, expertise and passion with which they execute their governance duties. I look forward to continuing my work with the Board, our Executive and Senior Leadership Teams and all Sworn and Civilian members as we work to ensure the safety, security and quality of life for all Londoners. Michael Deeb Chair, London Police Services Board Facta Non Verba -2- Deeds Not Words
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 -3- Deeds Not Words
2013 ORGANIZATIONAL CHART LONDON POLICE SERVICES BOARD 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 Legal Services Criminal Investigation Division Investigations Branch Major Crime Section Polygraph Examination Unit Major Case Management Support Unit Missing Persons Unit Sexual Assault / Child Abuse Section High Risk Individual Unit Domestic Violence Unit Cyber Crime Unit Forensic Computer Analysis Unit Fraud Section Guns and Drugs Section Provincial Weapons Enforcement Unit Illegal Gambling Unit Proceeds of Crime Unit Deputy Chief Operations 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 Professional Standards Branch Uniformed Division Community Policing Branch Patrol Support Section Family Consultant/Victim Services Unit Headquarters Reception Unit Audit Unit Police Reporting Centre Traffic Mgmt. Unit Airport 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 Community Services Unit Crime Prevention Crime Stoppers School Safety Secondary School Resource Officers CHIEF OF POLICE Executive Officer Corporate Communications and Public Relations Diversity Program Evaluation Specialist Multi-faith Chaplaincy Colour Guard Protocol Officer Pipes and Drums Duty Calls 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 Deputy Chief Administration Human Resources Branch Return to Work Coordinator Recruiting and Training Section (Critical Incident Stress Mgmt Team) Recruiting Unit Administrative Unit Quartermaster Stores Academic Training Unit Use of Force Training Unit Secondments Corporate Services Division Planning & Research Unit Financial Services Fleet & Facilities Branch Vehicle Maintenance Facilities Maintenance General Investigation Section Crime Analysis Unit Investigation Response Unit Alarm Control Auxiliary Section Property and Evidence Control Stationary Stores Police Civilian Cadet Totals Executive Administration 10 12 22 Corporate Services Division 15 32 47 Uniformed Division 421 54 475 Criminal Investigation Division 130 11 141 Support Services Division 27 87 22 136 TOTALS 603 196 22 821 Seconded RCMP member Guns and Drugs 1 Constable Facta Non Verba -4- Deeds Not Words
HONOURS AND AWARDS RECOGNITION TO THE MEMBERS OF THE LONDON POLICE SERVICE 2013 Awards Provincial Partnership Council: 2013 Ontario Employer Designation The London Police Service earned the 2013 Employer designation from the Provincial Partnership Council, an initiative through the Ministry of Education. Since it was established in 2010, the Ontario Employer designation has recognized extraordinary employers that provide significant numbers of high school students across Ontario with meaningful work-related experiences and learning opportunities. The London Police Service has a long-standing commitment to the development of youth through various programs including the Co-op Program, the Police Ethnic and Culture Exchange (PEACE), and the Youth in Policing Initiative (YIPI). Left to right: Chief Bradley Duncan; co-op students, James Weatherhead, Quinton Kilbourn, and Janet Baz; and London Police Services Board Chair, Michael Deeb. Facta Non Verba -5- Deeds Not Words
HONOURS AND AWARDS RECOGNITION TO THE MEMBERS OF THE LONDON POLICE SERVICE 2013 Awards Special Olympics Ontario: Fan of the Year Award On November 14, 2013, Special Olympics Ontario London honoured the London Police Service and the London Law Enforcement Torch Run Committee with its highest community award, 2013 Fans of the Year, for the support of Special Olympics in London. Photo: Chief Bradley Duncan, the London Torch Run Committee, and Special Olympics Athletes Facta Non Verba -6- Deeds Not Words
HONOURS AND AWARDS RECOGNITION TO THE MEMBERS OF THE LONDON POLICE SERVICE 2013 Awards St. John Life-Saving Award Certificates On October 17, 2013, Alan Milner, Training Manager for the London Branch of St. John Ambulance, and Inspector Dwight Blok, RCMP, presented the St. John Life-Saving Award to four officers at the London Police Services Board meeting: Constable Patti Costa Constable Fraser Curtis Constable Chad Power Constable Casey Schmutz These awards were presented to the officers in relation to two separate incidents of life saving acts. Facta Non Verba -7- Deeds Not Words
The following tables provide a brief overview of the results from the 2013-2015 Business Plan. For more details, visit www.police.london.ca select publications, then select the 2013 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; however, the times for all three types of response codes have improved. Average Call Time (prime time only no follow up time) 2012 2013 Difference 2012-2013 132.6 134.4 + 1.4% Queue Times: Time call received to dispatch Code 1 (Emergency) Code 2 (Urgent) Code 3 (Non Urgent) 1 min. 39 sec. 17 min. 8 sec. 90 min. 42 sec 1 min. 34 sec. 14 min. 15 sec. 74 min. 33 sec - 5.1% - 16.8% - 17.8% Response Times: Total Time: Time call received to arrival of officer(s) Code 1 (Emergency) Code 2 (Urgent) Code 3 (Non Urgent) 5 min. 31 sec. 25 min. 5 sec. 109 min. 36 sec. 5 min. 13 sec. 22 min. 2 sec. 92 min. 11 sec. - 5.4% - 12.2% - 15.9% ii) The requirement is to answer 95% of all 911 calls within three rings. In 2013, the LPS exceeded this requirement. The total number of 911 calls was 164,537 and 98.66% of these calls were answered within 3 rings. Facta Non Verba -8- Deeds Not Words
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 table below. ii) There were 42 enforcement projects conducted in 2013 compared to 13 in 2012. iii) There were 9 criminal intelligence strategic projects that involved weapons or drugs or violent crimes compared to 4 in 2012. Offence Violent Crime and Clearance Rates # Reported In 2012 Clearance Rate for 2012 # Reported In 2013 Clearance Rate for 2013 Homicide 7 86% 7 100% Attempted Murder 9 100% 10 100% Sexual Assault 235 73% 268 66% Assault 2,068 79% 1943 79% Abduction 48 90% 61 93% Robbery 255 54% 166 48% Guns and Drugs Section Search Warrants and Weapon Seizures 2012 2013 Search Warrants 119 153 Weapons Firearms 39 40 Magazines 24 30 Knives 9 9 Pellet Guns 1 2 Replica Firearms 1 3 Other 7 1 Drugs Guns and Drugs Section - Drug Seizures 2012 2013 Crack Cocaine 457.1 grams 545 grams Powder Cocaine 3,831.3 grams 5,421.5 grams Marihuana 31,407.2 grams 92,416.5 grams Marihuana Plants 4,670 2,882 Marihuana Grows 16 13 Methamphetamine 1,121 grams 600.2 grams Prescription Pills 1,503 pills 2,555 pills Ecstasy 1,380 pills 65 pills Total Value of Drugs Seized $5,518,310 $4,450,664 Charges Guns and Drugs Section - Charges, and Arrests 2012 2013 Criminal Code 239 336 CDSA (Controlled Drugs & 463 450 Substance Act) Arrests 275 193 Facta Non Verba -9- Deeds Not Words
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) iii) Year-end Crime Prevention Activity Report iv) Youth crime rates 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. iii) Year-end Crime Prevention Activity Report - refer to table below. iv) Youth crime rates refer to table below. v) Level of public satisfaction (survey) v) A Public Needs Survey is scheduled for 2014. Offence Break and Enter Property Crime and Clearance Rates # Reported In 2012 Clearance Rate for 2012 # Reported In 2013 Clearance Rate for 2013 2,524 35% 2,000 34% Auto Theft 859 34% 845 33% Theft 8,409 27% 7,978 24% Possession (Stolen) 182 75% 237 76% Fraud 1,000 46% 1,269 38% 2012 2013 Crime Prevention Number of Attendees/ Number of Attendees/ Activities Events Participants Events Participants Senior Lectures 0* 0* 6 127 Security Audits 192 Not Not 185 applicable applicable Special Events 123 Not Not 144 applicable applicable Meetings 73 1,195 47 574 Lectures 73 2,984 63 2,047 Total 461 4,179 445 2,748 *Senior Lectures were not tracked separately in 2012. Young Offenders 2012 2013 Cleared by Charge 666 526 Cleared Otherwise 1,047 533 Total Cleared by Charge or Cleared Otherwise 1,713 1059 Facta Non Verba -10- Deeds Not Words
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 is scheduled for 2014. ii) Activity Report - refer to table below. Community Foot/Bike Patrols 2012 2013 Shifts Worked 1,696 1,658 Provincial Offence Notices issued 1,560 1,943 Provincial Offence Notices issued/shift.91 1.17 Street Checks 1,082 1,161 Criminal Code Charges 449 549 Occurrences 917 942 Photo: LPS Community Foot Patrol Unit Significant increase in bike patrol usage during 2013 enhanced police visibility, and augmented the ability to respond to calls for service more quickly and to patrol problem areas more frequently than previously possible. Facta Non Verba -11- Deeds Not Words
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 table below. ii) There were 321 traffic-related media announcements in 2013 compared to 134 in 2012. iii) Drug impaired enforcement statistics - refer to table below. Provincial Offence Notices 2012 2013 Traffic Management Unit Enforcement 10,298 11,180 Patrol Enforcement 23,880 25,864 Total Enforcement 34,178 37,044 Collisions and Impaireds 2012 2013 Total Collisions 9,522 10,068 Collisions with Persons Injured/ Fatal 1,639 1,512 Impaired Driving Enforcement 465 532 Drug Impaired Statistics 2012 2013 Drug Impaired Evaluations 14 21 Impaired Charges (Failed) 13 17 Refusals (Charged) 1 0 Total Charged 14 17 Facta Non Verba -12- Deeds Not Words
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 6 threat assessments conducted in 2013 (none in 2012 because the process was newly implemented in 2013). Surveillance Requests 2012 2013 2012 2013 Difference # of Surveillance Requests 22 19-14% # of Requests that were initiated/serviced % of Requests that were initiated/serviced 5 12 + 140% 23% 63% + 40 percentage points Proactive Investigations Re: High Risk Offenders 2012 2013 % change 35 47 + 34% Compliance Checks on Known High Risk Offenders 2012 2013 % change 147 214 + 46% Facta Non Verba -13- Deeds Not Words
GOAL # 2 - Protect and Assist Vulnerable Persons in our Community 1. Continue to provide effective crisis intervention services through the Family Consultant/Victim Services Unit (FC/VSU) to victims of crime and tragic events i) Number of crisis interventions ii) Level of satisfaction (officers and agencies) iii) Number of FC/VSU public education and community development events iv) Broad representation of community groups on Professional Advisory Council i) There were 2,552 clinical interventions in 2013 compared to 1,514 in 2012. ii) The survey and report is scheduled to be completed in 2015. iii) The FC/VSU participated in 133 events including the development of the community protocol on human trafficking, a high risk protocol and publication education (e.g., domestic violence, mental health, and victimization). iv) The Professional Advisory Council has been disbanded due to demands of limited resources. 2. Work with key police and community partners to enhance response to seniors as victims of abuse and neglect i) Progress Report i) During 2013, there were various crime prevention activities focused towards seniors: The Crime Prevention Unit and the FC/VSU provided lectures to educate seniors and caregivers in an effort to reduce incidents of abuse and neglect, personal safety, fraud and identity theft. The Crime Prevention Unit members routinely attended the residences of seniors to conduct Home Safety Audits. A member of the Crime Prevention Unit joined the FC/VSU on the Coalition to End Abuse to Older Adults. Through involvement in the Coalition, the LPS has participated in the development of a protocol on elder abuse designed for use by the entire London and Middlesex community. The Coalition has succeeded this year in receiving funding through New Horizons to produce educational materials and host community training on the new elder abuse protocol. The LPS participated in the Southwestern Ontario Regional Elder Abuse Network feasibility study on the development of regional elder abuse teams and participated in the summit meeting. 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 worked with community partners, Court and Geriatric Mental Health, towards the development of a response for seniors with dementia charged with Criminal Code violations. Facta Non Verba -14- Deeds Not Words
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 2013. ii) The focus in 2013 was towards training and a Human Trafficking project involving two members for 6 months which has now been extended to September 2014. iii) 2013: Human Trafficking Training Initiatives # of Training Initiatives # of Members Trained 12 302 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 i) The Persons at Risk (PAR) coordinator works towards improving access to appropriate services. During 2013, there were the following positive outcomes: 3 PAR assessed in hospital and because of the concurrent project with Regional Mental Health Care London, they were immediately transferred to the Concurrent Disorder Program. 2 PAR assessed for addiction and accepted into rehabilitation programs. 3 PAR referred to and accepted into Methadone treatment programs. 5 PAR referred to London CAReS and housing located. 7 PAR accepted at Women s Community House. Numerous PAR accepted for diversion after resolution meetings with Crown and Defence Counsel. ii) There were 6 women who exited the sex trade in 2013 compared to 18 in 2012. While the number of women exiting the sex trade lifestyle fluctuates from year to year, it is anticipated that there will be an overall increase in numbers during the 3-year life cycle of this Business Plan. iii) The number of women who registered in as patients and receiving health care increased by 8% (25 in 2012 compared to 27 in 2013). iv) There was a decrease (70%) in mental health assessments (10 in 2012 compared to 3 in 2013). The decline in numbers is partly due to the unavailability of a doctor, which has been reviewed. To address this issue, the Regional Mental Health Care London assigned a nurse to the pilot in September 2013 to assist in conducting assessments. Facta Non Verba -15- Deeds Not Words
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 Program Evaluation Specialist position started in May 2013. The majority of time in 2013 was spent on familiarizing the new member with LPS processes and the records management system. Project Collision Reduction (an intersection enforcement strategy) was developed with planned implementation in January 2014. ii) The Efficiencies Report (Addendum) was presented to the London Police Services Board on Dec 18, 2013 and posted to the LPS website. The report identifies efficiencies and best practices implemented in 2012 and those underway in 2013. The report identified accumulated efficiencies equivalent to $5,960,189. An update on 2013 efficiencies will be provided in 2014 as more complete information becomes available. iii) Six grant opportunities were pursued in 2013 and 4 were successful in acquiring funding (66.6% success rate). 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 iv) The Calls for Service Review Committee met twice in 2013 and discussed calls for service that may be handled though alternate means including by by-law offences and some fraud offences. The committee will meet again in 2014. i) The London Enhanced Mental Health Crisis Response Committee was established in 2012, which includes representation from the LPS. The Committee is comprised of community partners including the Canadian Mental Health Association, and the London Health Sciences Centre who work together to develop, implement, and maintain an effective community based response to persons in mental health crisis. A strategy has been implemented which includes a 24/7 Mental Health Crisis Mobile Response Team 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 2013, the average time the LPS spend on mental health calls for service was 5.1 hours compared to 6.68 hours in 2012. iv) In 2013, Patrol Section members received training in regards to responding to mental health calls for service. Facta Non Verba -16- Deeds Not Words
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) 2013 Highlights Criminal Fingerprint Submissions Completed the testing interface to allow the electronic submission of both charges and fingerprints to the RCMP. This process, scheduled to be implemented in early 2014, will replace the current manual printing and mailing of fingerprint/charge forms, providing efficiencies for both the LPS and the RCMP. It augments the electronic submission of charge dispositions that is currently in place. Police Record Checks (Civil) A Virtual Front Counter partner was selected in December 2013. This will provide an online method for applicants to submit record check requests at their convenience thus eliminating the need to attend in person during business hours. Will work with the vendor and LPS staff in 2014 to ensure technical and operational needs are addressed. Liaising with RCMP in 2014 to move towards taking fingerprint flats only (less time consuming). Crime Analytics/Mapping Crime Analytics software has been implemented to automatically provide crime pattern analysis, predictive analytics and crime mapping for LPS Crime Analysts. Similar (less detailed) functionality has been provided for the officers on the street. Crime data will also be shared with citizens through on-line crime maps available through the LPS website. Cells Video/Monitoring Major enhancements were made to the cell block video/monitoring system. New and additional monitors have improved visibility. Infrastructure changes ensure high availability and redundancy. Various hardware, software and process changes have been put in place to improve cell check accountability. The full implementation provides a long term solution to cell block video monitoring needs. Facta Non Verba -17- Deeds Not Words
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) 2013 Highlights continued Electronic Tickets to City Electronic ticket data is now sent electronically to the City eliminating the need for any rekeying of this information into appropriate systems at their end. Software Deployment A new software deployment tool was implemented to more effectively manage hardware inventory and deploy software updates throughout the organization. P25 Radio System LPS radio technicians continue to provide frontline support for the police radio system and related communication 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. NG911 Next Generation 911 technology is rapidly approaching. The new digital infrastructure will potentially allow many new capabilities (e.g., pictures, text, video). It will most likely have a major impact on the current call taking/dispatch models, as well as resources needed to manage the additional information. The LPS has been working closely with the LPS service provider to ensure that the appropriate infrastructure will be put in place. Mobile Phone Infrastructure Upgraded Enterprise Server hardware/software to expand mobile device options while continuing to maintain appropriate security. Facta Non Verba -18- Deeds Not Words
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) 2013 Highlights continued Software/Hardware Upgrades/Support (ongoing) 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 Administrative, E911, phone system support Communications Centre hardware/software support Smartphone support Facta Non Verba -19- Deeds Not Words
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 October 2013. Abatement was completed in 4 (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 2013. iii) Compliance with the Accessibility for Ontarians with Disabilities Act and City of London Facility Accessibility Design requirements ii) In 2013, the following significant renovations projects were completed in the LPS Headquarter s main floor. Court Services Section - was redesigned with expanded floor space. Building improvements were made in 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 - was redesigned. Building improvements were made in 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. iii) The projects completed in 2013 were in compliance with the Accessibility for Ontarians with Disabilities Act and the City of London Facility Accessibility Design requirements: 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 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 2013 - funding for a recycling program was not approved in the 2013 Operating Budget. ii) Unleaded fuel consumption reduced by approx. 30,000 litres, offset by corresponding propane fuel consumption increase. Facta Non Verba -20- Deeds Not Words
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 name changes, reporting structure and complement. The most recent update was approved and posted to the Intranet on August 1, 2013. A further update is planned in the first half of 2014. ii) The Workload Analysis recommended an increase of 16 police positions for 2013 and 14 positions for 2014. These positions were deferred. Of the 101.5 positions recommended in the Workload Analysis (through 2015) 46 remain unfilled (40 sworn and 6 civilian). iii) Divisions submit workload analysis reports annually on January 31 to the Corporate Services Division. Workload impacts affecting individual areas and staffing needs are identified. 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) Number of Applications 2012 2013 % change 684 334-51% Note: Due to minimal hiring in 2013, LPS was removed from the active hiring list on the Applicant Testing Services (ATS) website, resulting in a decrease in applications received. ATS is a private firm that specializes in the delivery of pre-hire screening testing for law enforcement, emergency services and other specialized careers. ii) Recruiting Website Number of Page Views Diversity Outreach Initiatives/Events 2012 2013 Committees 18 16 Community Partners 36 30 Cultural Events Attended 38 45 Community Outreach Activities 98 84 Community Meetings 93 120 Diversity Recruiting Lectures 8 6 Diverse Applicant Mentoring participants 19 18 2012 2013 % change 61,373 23,779-61% iii) Number of diversity outreach initiatives/events: refer to adjacent table. Facta Non Verba -21- Deeds Not Words
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 2013, there were 2,152 individuals who participated during in-house training sessions for a total of 6,130 hours. Examples of these in-house training sessions include parade training, radar training, and operational planning training. There were 2 sessions of In-Service training held during 2013 with 1,613 students participating for a total of 16,130 hours. There was one LPS supervisor course and one LPS civilian supervisor course in 2013. Members participated in self-initiated learning courses and various e-learning opportunities in 2013. ii) Training Opportunities: Refer to Performance Indicator (i) and the following table. Self-Initiated Learning 2012 2013 Sworn participants 29 23 Civilian Participants 7 6 Courses Completed 63 55 Mentoring Opportunities: Preliminary research regarding mentoring programs was conducted in 2013. Additional research is required before determining an appropriate mentoring program. iii) There were 760 participants in e-learning during 2013 compared to 876 in 2012. Facta Non Verba -22- Deeds Not Words
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 & 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 2013 included: ii) Yoga (weekly) Boot Camp (twice weekly) Brown bag Lunch Challenge (10) Going Green (84) Fitness Pin Challenge (297) There was also a significant number of visits (1,777) to the Wellness webpage on the LPS Intranet. A Health Risk Assessment was conducted, which identified the following areas that were of the most concern to members (ranked): Nutrition Alcohol Weight Sleep iii) During 2013: A multi-faceted communication strategy was utilized including Intranet postings, All Users memorandums, monthly health newsletters, and postings on Bulletin Boards. Health and Wellness initiatives focused on LPS specific opportunities/resources (e.g., wellness and shift work, healthy fast food choices, recommended links for health and wellness, along with the introduction of automated stretch clocks for areas that can benefit). LPS Wellness Committee members attended regular meetings of the Police Health and Wellness group comprised of representatives from other Ontario police services. The Wellness Committee hopes to conduct an independent survey to measure the Business Health Cultural Index (BHCI). iv) In 2013, there were 297 members who voluntarily participated in the Ontario Police Fitness Award Program and received the fitness pin. v) During 2013 there were 2 Family Night presentations, plus 10 Life Line newsletters. Facta Non Verba -23- Deeds Not Words
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 of 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 2013: Diversity Activity Report Performance Indicators # of Activities # of Citizens Contacted Community Meetings 120 685 Diversity Presentations 30 2,589 Recruiting Outreach 6 1,392 Diverse Applicants Mentored 18 18 Newcomer Orientations 40 920 Hate Crime Presentations 8 57 Cultural Events Attended 45 6,871 Internal Training Provided 3 19 Diversity Media Interviews 13 13 Combined Outreach Results 283 12,564 iii) Diversity Officer provided awareness training on cultural bias to recruiting staff in 2013. Facta Non Verba -24- Deeds Not Words
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 is scheduled for 2014. ii) The majority of LPS media releases were promoted on Twitter and Facebook. Promoted community messaging on Twitter including, crime stats, road conditions, crime prevention, impaired driving and community events. Live tweeting by Chief Duncan and Media Officer on St. Patrick s Day 2013 was well received. Increase of over 400 followers leading up to the day. Website/Social Media Hits 2012 2013 % change # of Twitter followers 2,318 7,714 + 233% # of Facebook likes 1,612 2,745 + 70% iii) Media Messages 2012 2013 % change 510 497-3% 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 2013, the LPS received 66 commendations and 72 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 engagement using both mediums. In 2013, the @lpsmediaoffice Twitter account posted 1,426 messages, which were retweeted 8,146 times and favourited 1,946 times. ii) In 2013, the LPS posted 40 positive media releases via email, Twitter, and Facebook. Other positive messaging was posted directly to Twitter as the preferred medium. iii) A Public Needs Survey is scheduled for 2014. Facta Non Verba -25- Deeds Not Words
GOAL # 5 - Strengthen Communications, Community Outreach, and Partnerships iii) Improve internal communications through the development of a comprehensive strategic communication plan i) Communication Plan Progress Report ii) Increase in employee use of internal communication tools (e.g., Intranet, blogs) iii) Results of Internal Survey/Consultations i) The Communication Plan continues to be developed in 2014 and will include Internet and Intranet components. ii) The LPS continues to use the Intranet as a primary communications medium for members. Corporate Communications including Routine Orders, posting events, or member programs such as Wellness, and other member resources are accessible at all computer stations including Mobile Data Terminals in the cruisers. With the development of a new Intranet platform, the LPS will explore new internal communications strategies. Employee Use of Internal Communication Tools 2012 Intranet Visits 2013 Intranet Visits % change 353,652 339,816-4% iv) Strengthen support for the diverse populations within the community i) Progress Report (number of events, interactions) ii) Number of multi-lingual communiqués/releases iii) Feedback received from the Specialized Language Training program iv) Number of English as a second language (ESL) persons enrolled in Citizen Academy iii) An Internal Needs Survey was conducted during 2013/2014 In-Service training sessions. The results are in the process of being reviewed. i) During 2013, the LPS continued to provide support and interact with the diverse populations within the community: Diversity Presentations - 30 activities (2,589 contacts) Hate Crime Presentations - 8 activities ( 57 contacts) Internal Training provided - 3 activities (19 contacts) Community Meetings -120 activities (685 contacts) 16 Committees 30 Community Partners ii) An LPS Newcomers pamphlet was released in Spanish in 2013. In addition, one multi-lingual information sheet was developed and released in 2013 for the South Asian and Middle Eastern communities to address break-ins targeting gold jewellery and cash being kept in home. Suspects were specifically targeting these communities due to cultural and religious practices. iii) A feedback survey process for the Specialized Language Training program is being developed for 2014/2015. iv) There were 11 ESL students who participated in Citizen Academy in 2013. Facta Non Verba -26- Deeds Not Words
GOAL # 5 - Strengthen Communications, Community Outreach, and Partnerships v) Continue to enhance relationship with schools, colleges and universities i) Progress Report (school activities/meetings) During 2013: In August and September, three meetings were held at Western University with the Off-Campus Housing Mediator and Western representatives to prepare for Orientation Week and the following weeks. There were also multiple interactions as needed during the school year when COR members and the Off-Campus Housing Mediator attended the residences to meet with student tenants. Members of the COR Unit are representatives of the Fanshawe College Sub-Committee regarding off-campus issues. Other representatives on the Committee include the Off-Campus Housing Mediator, City By-Law Manager, Fanshawe College staff, and the Fanshawe Student Union. Regular Committee meetings are held approximately 5 times during the year. Additional meetings were held during the year with the University Student Council and Fanshawe Student Union to address emerging issues specifically related to the off-campus body. LPS School Safety Officers met on an as needed basis with the principals and vice principals to ensure the environment/curriculum is accurate and up to date (e.g., cyber bullying and sexting additions to the curriculum if required). LPS Secondary School Resource Officers met on an ongoing basis with school executives (principals, vice principals, guidance counselors) to determine the needs of the individual schools in terms of safety and curriculum (e.g., Drug Awareness Program). LPS COMMUNITY SERVICES UNIT Number of Events (lectures, presentations) Grade Level/ Educational Strategy 2011/2012 school year 2012/2013 school year Kindergarten 233 21 Grade 3 136 118 Values, Influences, & Peers 1,070 901 Grade 8 210 168 Assemblies 5 5 Meetings 21 25 Committees 16 7 Presentations 116 115 Block Parent 10 0 Traffic Surveys 19 3 Other Events (Lockdown Drills, Suspension Meetings, etc.) 363 269 Total 2,199 1,632 Facta Non Verba -27- Deeds Not Words
LPS SPECIAL INITIATIVE REPORTS Internal Task Forces An Internal Task Force is an initiative that brings together a team within the LPS for the purpose of targeting a specific area, special event, and/or criminal activity. In 2013, the LPS initiated 42 task forces and special projects to address a variety of issues and events including: Project LEARN, Human Trafficking Interdiction, and increased patrols during the World Figure Skating Championships. These projects, of varying durations, resulted in 256 people arrested, 290 Criminal Code charges laid and 1,699 provincial offence notices laid. Joint Forces Operations (JFO) The LPS participates in a variety of JFO s involving police services throughout Ontario. JFO s allow police services to strategically address multijurisdictional criminal activity. All JFO s are supported by a Memorandum of Understanding and/or written agreements signed by partnering agencies. In 2013, the LPS was involved with the following 11 JFOs. 1. Provincial Anti-Terrorism Section The Provincial Anti-Terrorism Section (PATS) conducts multi-jurisdictional strategic intelligence operations to proactively address terrorism and extremism in Ontario. This includes identifying and monitoring suspected terrorists, terrorist groups and individuals who are thought to be providing logistical and financial support for terrorist operations. PATS includes members from the LPS, Ontario Provincial Police (OPP) and numerous other municipal and regional services. Members are provided training to ensure they remain current on issues and events related to terrorism and hate crime. The LPS PATS member works out of the Organized Crime Section. This seconded position is funded by the OPP. 2. Illegal Gambling Unit The Illegal Gambling Unit (IGU) includes members from the LPS, OPP and other municipal and regional police services. Members of the IGU also work closely with the Ontario Racing Commission. The Unit provides a multi-jurisdictional investigative and enforcement response to illegal gambling in Ontario with an emphasis on organized crime. The IGU is further dedicated to providing specialized training to enforcement personnel, education to community groups and, as well, the Unit provides expertise and information to senior command and government officials on gambling-related matters such as Internet gambling and First Nations gambling. The LPS has one member seconded to the IGU and the secondment is partially funded by the OPP. 3. Integrated Proceeds of Crime Section The Integrated Proceeds of Crime (IPOC) Section is a partnership with the Royal Canadian Mounted Police, LPS, and other police services and government agencies including Prosecution Services Canada, Seized Property Management Directorate and the Forensic Accounting Management Group. The mandate of IPOC is the identification, apprehension and prosecution of criminals and the identification, seizure, restraint and forfeiture of proceeds of crime and offence-related property. IPOC conducts investigations of offences under the Criminal Code, Controlled Drugs and Substances Act, and the Proceeds of Crime, Money Laundering and Financing of Terrorism Act. The LPS has one member seconded to IPOC which is funded by the Royal Canadian Mounted Police. In 2013, the LPS member was involved in 3 investigations and projects and the seizure of $368,000 in currency. The IPOC program benefits law enforcement through the delivery of grant programs and other law enforcement initiatives. Facta Non Verba -28- Deeds Not Words
LPS SPECIAL INITIATIVE REPORTS 4. Provincial Asset Forfeiture Unit Joint Forces Operations (JFO) continued The Asset Forfeiture Unit (AFU) includes members from the LPS, OPP and other police agencies from across Ontario. The mandate of the Unit is to remove the financial gain of criminals by identifying, seizing, restraining and forfeiting proceeds of crime, as well as, the investigation of money laundering that is derived from profit-motivated offences. Removing proceeds of crime and offence-related property from the criminal economy is an efficient crime reduction strategy as the majority of crimes are financially motivated. Applying the specialized investigative techniques utilized by this Unit also serves as a deterrent to other criminals. In 2013, the LPS member assigned to the AFU was involved in 71 new investigations and the seizure of over $203,200 in property and $306,582 in currency. The AFU receives funding from the OPP and the Ministry of Community Safety and Corrections Services. The LPS has one member assigned to this Unit. This position is not funded. 5. Provincial Repeat Offender Parole Enforcement Unit The Provincial Repeat Offender Parole Enforcement (ROPE) Unit is a collaborative province-wide initiative staffed by officers from the LPS, OPP, and numerous other municipal and regional services, as well as the RCMP. This partnership brings with it a coordinated provincial enforcement strategy to specifically address the pursuit and apprehension of fugitives in Ontario. The members of ROPE are mandated to locate and arrest high-risk wanted parties and persons in violation of federal parole conditions and immigration warrants. Provincially, ROPE officers arrested 746 offenders in 2013, 127 of whom were found in London. Members work closely with Corrections Services Canada who assist in offender management, facilitate information and intelligence exchange between police and parole, and develop proactive initiatives on high risk offenders in the community. The LPS has two members seconded to the ROPE Unit. The positions are funded by the OPP. 6. Provincial Strategy to Protect Children from Sexual Abuse and Exploitation on the Internet The Provincial Strategy is led by the OPP Child Pornography Unit and brings together nineteen police agencies from across Ontario, including the LPS, all working under an agreement with the Ministry of Community Safety and Correctional Services. The mandate for this initiative is to target the sexual exploitation and abuse of children on the Internet locally and around the world. The LPS commits three members to this Provincial Strategy, one Detective and one Detective Constable from the Cyber Crime Unit and one Constable from the Forensic Computer Analysis Unit. The Forensic Computer Examiner position is fully funded (salary and equipment). Funding for the Cyber Crime positions is for training and computer hardware and software. 7. Provincial Biker Enforcement Unit The Biker Enforcement Unit (BEU) is a JFO comprised of officers from federal, provincial and municipal police agencies as well as the Criminal Intelligence Service of Ontario. This multi-agency partnership is a demonstration of Ontario law enforcement's shared interest in combating organized crime in our respective communities. The BEU is committed to disrupting the organized crime activities of outlaw motorcycle gangs and protecting our communities from the threat of domestic terrorism created by the criminal networks of outlaw motorcycle gangs. The Unit also assists in the training of frontline officers to recognize characteristics of outlaw motorcycle gang members and the offences they commit. The LPS dedicates two members, one Detective and one Detective Constable, to the BEU. These positions are not funded. Facta Non Verba -29- Deeds Not Words
LPS SPECIAL INITIATIVE REPORTS 8. London Police Service Guns and Drugs Section Joint Forces Operations (JFO) continued The RCMP and LPS have entered into an MOU which has resulted in a member of the RCMP being seconded to the section. The section is responsible for the investigation of offences related to the possession, trafficking and importation of illegal drugs and firearms, as well as the cultivation and production of marihuana or other illicit drugs as defined by the Controlled Drugs and Substances Act. Members of the Guns and Drugs Section also work to ensure that the proceeds of such crimes are tracked and seized to remove the incentive to commit such crimes. The RCMP member assists our officers with enforcement initiatives and receives specialized training in undercover operations, street level projects, warrant applications and informant handling. In 2013, the Guns & Drugs Section continued to benefit from $959,000 in Provincial Anti-Violence Intervention Strategy (PAVIS) funding that was received from the Ministry of Community Safety and Correctional Services. The approved PAVIS funding covers the period of April 1, 2013 to March 31, 2015. 9. Criminal Intelligence Services Ontario Undercover Operator Pool The LPS has long supported the provincial Undercover Operator Pool and have a number of members trained as undercover operators. These members have been used locally and provincially to support major investigations in an undercover capacity. Our members also assist in the training of new undercover operators. In 2013, three LPS member assisted another police service on an investigation in an undercover capacity. 10. Hate Crime and Extremism Investigations Team The LPS has been a longstanding member of the Hate Crime/Extremism Investigative Team (HCEIT). The mandate of the HCEIT is to identify and track suspects and trends and conduct multi-jurisdictional strategic and tactical intelligence operations involving hate crime and extremism activity. The LPS dedicates three members to the team on a part-time basis. One Detective and two Detective Constables work in conjunction with members of other police agencies throughout Ontario. The team meets quarterly to discuss events occurring in their respective areas relating to hate crimes and extremist groups. The Ministry of Community Safety and Correctional Services provides some funding for training and equipment for members of the team. 11. Provincial Weapons Enforcement Unit The Provincial Weapons Enforcement Unit (PWEU) is led by the OPP Organized Crime Enforcement Bureau and is composed of members from the LPS, OPP and other municipal, regional and federal services and agencies including Canada Border Services. The motto of the PWEU, Just one gun off our streets can save lives, illustrates the Unit s mandate to identify and take enforcement action against persons involved in the illegal movement of firearms, ammunition and explosives, which includes the offences of smuggling, trafficking, and possession of crime guns. The LPS has one member seconded to the PWEU who also works closely with members of the Guns and Drugs Section. This is a funded position. Facta Non Verba -30- Deeds Not Words
LPS SPECIAL INITIATIVE REPORTS 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 2013: Crime Prevention - Crime Prevention continues to remain a priority within the community policing context. During 2013, the Crime Prevention Officers, the volunteers of the Auxiliary Section, and the Community Oriented Response Unit Officers worked together towards proactive strategies, education, and community involvement. The Community Oriented Response Unit (COR Unit) The COR Unit is 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. The COR Unit is a specialized unit that deals with identified chronic problems that affect the quality of life in a neighbourhood. During 2013, the COR Officers continued to meet with various community groups to provide leadership and provide enforcement where required. Issues included crime prevention, youth crime, drug awareness, prostitution, graffiti, liquor-related matters and other public safety concerns. Directed Patrols - During 2013, the COR Officers continued to perform directed patrols, which are high visibility patrols utilized to reduce problems in areas of concern identified through community consultation and police analysis. Directed patrols are also conducted by the Community Foot Patrol, Public Order Unit, and the five Patrol Sections. During the year, this type of patrol was utilized during both phases of Project LEARN (Liquor Enforcement and Reduction of Noise), Devil s Night, Halloween, New Year s Eve, St. Patrick s Day, and graffiti hotspot locations. The Halloween/Devil s Night operation plan presented an issue in 2013 as it fell during mid-week creating a need to cover additional dates for anticipated issues on the associated weekends. The St. Patrick s Day deployment created significant concerns during 2012 as it fell on a weekend. St. Patrick s Day and Homecoming continue to be a challenge as these events start earlier in the day and continue well into the evening. This expanded time frame stretches available resources over a much larger time frame. The COR Unit continues to assess not only the number of deployed officers but consideration is given to where and at what time the resources are deployed. These directed patrols are a valuable resource as they continue to be a successful tool for reducing identified problems in a specified area. It is important to acknowledge the continued success of these deployments is dependent on maintaining the appropriate staffing levels. Graffiti Initiatives -The LPS has a dedicated Graffiti Co-ordinator who monitors all graffiti occurrences, discovers patterns, undertakes required investigative intelligence efforts, and coordinates larger scale projects, if required. During recent years, several major offenders have been identified who are known as part of organized groups as well as acting on individual motivations. The impact of work conducted during the previous years is partly responsible for a significant decrease in active graffiti occurrences (116 in 2013 compared to 239 in 2011). The Graffiti Co-ordinator is developing a system to organize and easily search graffiti occurrences and suspects for future projects and charges. 2013 PROBLEM ORIENTED POLICING INITIATIVES Number of Occurrences handled by the Community Oriented Response Unit 738 Criminal Charges Laid 439 Community Meetings 75 Municipal Meetings 14 Drug Investigations 48 Graffiti Investigations 116 Facta Non Verba -31- Deeds Not Words
CRIME STATISTICS 8 YEAR COMPARISON REPORT Offence Category 2006 2007 2008 2009 2010 2011 2012 2013 Homicide* 4 5 2 3 7 8 7 7 Other Cause, Death* 0 0 0 0 0 1 1 0 Attempted Murder* 14 3 2 1 3 2 9 10 Abduction* 43 44 53 60 68 65 48 61 Assault* 2,329 2,405 2,427 2,481 2,400 2,248 2,068 1,943 Sexual Assault* 210 247 199 242 263 235 235 288 Robbery* 400 285 288 323 301 313 255 166 Break & Enter** 3,128 2,616 2,418 2,626 2,415 2,900 2,524 2,000 Theft: Motor Vehicle** 2,764 1,909 1,439 1,265 956 891 859 845 Theft** 10,543 9,839 10,534 10,649 8,911 8,369 8,409 7,978 Possession Stolen Property** 265 266 280 279 280 220 182 237 Fraud** 1,110 1,031 1,273 1,297 1,726 1,180 1,000 1,269 Counterfeit 527 361 366 142 92 77 83 93 Prostitution 79 112 67 85 79 115 79 59 Gaming & Betting 2 3 2 3 1 0 0 0 Offensive Weapon 165 213 175 242 235 237 264 280 Other Criminal Code 11,764 11,335 10,566 10,255 9,663 9,199 9,438 8,757 Total Criminal Code 33,347 30,674 30,091 29,953 27,400 26,060 25,461 23,993 Young Offenders Charged 1,497 1,601 1,509 1,382 1,197 792 666 526 Adults Charged 8,846 8,533 8,440 7,845 7,652 8,030 8,012 7,629 *Total Number of Violent Crimes 3,000 2,989 2,971 3,110 3,042 2,872 2,623 2,475 Violent Crimes Clearance Rate 72.7% 73.7% 76.3% 76.5% 78.2% 76.4% 76.2% 75.8% **Total Number of Property Crimes 17,810 15,661 15,994 16,116 14,288 13,560 12,974 12,329 Property Crimes Clearance Rate 26.3% 27.5% 27.6% 27.1% 30.4% 32.7% 31.3% 28.8% Note: Number of offences/occurrences and clearance rates are based on data derived from internal LPS generated crime statistics reports, which may vary from data reported by Statistics Canada. These Crime Statistics reflect the number of Occurrences recorded as of Dec. 31st of the reported year. As investigations continue, some occurrences will be reclassified after the reporting year-end and not reflected in these statistics. For example, an "Attempt Murder" or "Missing Person" could be determined later as a "Homicide." Facta Non Verba -32- Deeds Not Words
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) 2008 2009 2010 2011 2012 2013 128,635 120,901 121,430 127,135 128,403 117,057 4 Min. 51 Sec. 4 Min. 51 Sec. 5 Min. 14 Sec. 5 Min. 24 Sec. 5 Min. 31 Sec. 5 Min. 13 Sec. 18 Min. 37 Sec. 19 Min. 43 Sec. 22 Min. 37 Sec. 22 Min. 22 Sec. 25 Min. 5 Sec. 22 Min. 2 Sec. 67 Min. 44 Sec. 81 Min. 19 Sec. 92 Min. 05 Sec. 85 Min. 36 Sec. 109 Min. 36 Sec. 92 Min. 11 Sec. *includes total time (from call received to arrival on scene) OTHER PRIMARY SERVICE INDICATORS 2008 2009 2010 2011 2012 2013 Hit & Run Investigations 1,659 1,665 1,565 1,642 1,432 1,493 Safety Presentations Community Meetings Family Consultants & Victim Services Clinical Interventions Roadside Alcohol Tests (includes all Roadside Tests) 3,952 4,027 4,168 4,272 3,584 4,315 1,777 1,484 1,363 1,654 1,514 2,552 765 594 504 357 285 291 Breathalyzer Tests 427 411 257 208 213 204 Facta Non Verba -33- Deeds Not Words
2013 OPERATING EXPENSES, COMMENDATIONS & COMPLAINTS 2013 Budget 2013 Actuals Expenditures Personnel Costs $89,589,717 100.65% $89,731,195 100.81% Administrative Expenses $791,127 0.89% $736,462 0.83% Financial Expenses $887,902 1.00% $1,472,902 1.65% Purchased Services $2,682,773 3.01% $3,007,446 3.38% Materials & Supplies $3,027,058 3.40% $3,049,178 3.43% Equipment & Furniture $293,662 0.33% $550,335 0.62% Recovered Expenses ($243,010) -0.27% ($772,262) -0.87% Total Expenditures $97,029,229 $97,775,256 Total Revenue ($8,021,729) -9.01% ($8,767,756)* -9.85% NET BUDGET ALLOCATION $89,007,500 100.00% $89,007,500 100.00% *2013 Actuals: Total Revenue includes a transfer from reserves of $268,795. 2013 Commendations and Recognitions During 2013, members of the LPS received numerous commendations and thank you letters from members of the public, as well as other awards. Recognition from Members of the Public Commendations 66 Thank you letters 72 Public Complaints 2012 2013 Conduct Complaints 92 106 Service Complaints 4 3 Policy Complaints 0 1 Local Complaints 5 0 Total Complaints 101 110 Awards There were various awards presented during 2013, including: Provincial Partnership Council: 2013 Ontario Employer Designation Special Olympics Ontario: Fan of the Year Award Divisional Commendations and Recognition Recognition was given to 61 LPS members who were awarded Well Dones or Divisional Commendations for their actions related to incidents and events. Resolutions in 2012 Complaints not Dealt With PSA Sec. 60 34 Withdrawn 5 Informal Resolution PSA Sec. 58 23 Unsubstantiated 28 Informal Discipline 3 PSA Hearing 1 Pending Investigations 16 Facta Non Verba -34- Deeds Not Words