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the year in review 2000 ANNUAL REPORT what s INSIDE 2000 in review...1 LPS Business Plan...2-4 LPSB Message...5 Honours & Awards...5 Corporate Overview...6 Crime Overview...6 Primary Service Indicators...6 Public Complaints...6 P R O J E C T S.E.N.I.O.R. Stop Elder Neglect In Our Region If you would like to become involved or receive further information on Project S.E.N.I.O.R. contact the LPS Family Consultant/Victim Services Unit at 661-5636 The year 2000 was an interesting year for the London Police Service (LPS), with the on-going development of new initiatives, and the preparation for compliance of Ontario Regulation 3/99, the Adequacy Standards Regulation. The LPS is continually looking for ways to improve our efficiency and service to the citizens of London. Some of the new initiatives and other highlights of interest for the year are: LPS Marine Patrol The LPS Marine Patrol Unit became operational in June of 2000. The Unit is staffed by a patrol sergeant, and members of the Uniformed Division who have been trained in search and rescue procedures, body recovery, search patterns, boat handling, rough water operations, marine towing and trailering, and launching. The Unit is equipped with a Zodiac Hurricane 560 that is powered by twin 50 hp outboard engines. The Unit s officers will be attending various functions to help educate and inform the public, in regards to water safety and regulations, pertaining to offences on the water. LPS Auxiliary Section The LPS Auxiliary Section has an authorized complement of fifty members, and offers an opportunity for citizens to become an integral part of the LPS in a volunteer capacity. Members must commit a minimum of 15 hours each month, and are required to attend regular in-service training sessions. Auxiliary members may be used at parades, Police Week displays, crime prevention displays, or as observers on regular patrols. For application and additional information contact the LPS Personnel Services Branch at 661-5660. Emergency Response Section The LPS Emergency Response Section (ERS) went through some major restructuring during 2000. Five new constables were added to allow for three teams that can now provide coverage on a daily basis. The ERS complies with the new provincial Adequacy Standards Regulation including being Explosive Forced Entry capable, and meeting all the requirements to be designated as a Hostage Rescue Team. The LPS is proud to have one of the most dedicated, well trained, and efficient, Emergency Response Teams in the province. Internet Based Media Release On January 7, 2000, the LPS developed an internet based notification system as a new method to communicate with the media in London. The development was a combined effort between the LPS, and the City Hall Technology Services Division, with on-going involvement from members of the media. The new Internet Based Media Release System allows the media to access information 24 hours a day, with the media page receiving updated information every 5 minutes. This project is an excellent example of cooperation between the LPS, City Hall, and the Media resulting in a superior service to the public. The LPS Marine Patrol Unit performs training manoeuvres in the Zodiac Hurricane 560 Project S.E.N.I.O.R. (Stop Elder Neglect In Our Region) - is a community-based initiative, that was started by the LPS in early 2000, to show our commitment in dealing with the issue of elder abuse. A steering committee, comprised of seniors and other community members, was formed to help ensure the Project remains focused, and reacts appropriately to this important issue. The Committee determined Project S.E.N.I.O.R. s purpose is, to develop a community based and senior driven inter-linking community response network to assist abused and neglected older adults in London and Middlesex County. The objectives identified are to: 1. Create a sustainable, community based response network to address the issues of abuse and neglect of older adults; 2. Prevent the abuse and neglect of older adults; 3. Create an atmosphere of non-threatening accessibility to local services; and 4. Increase community knowledge regarding the incidence of abuse and neglect of older adults in London and Middlesex County. Our largest endeavour to date is the formation of M.A.T., a multi-disciplinary action team, which is comprised of volunteers from various organizations, that become involved with seniors. The members, because of their particular vocation, possess special skills, knowledge, and the ability, to assist in various types of elder abuse situations. M.A.T. provides the community with a comprehensive and practical team approach to dealing with the prevention, intervention, and treatment of elder abuse. M.A.T. members meet monthly to respond to allegations of elder abuse cases in an effective, empathetic, and efficient manner, working in partnership to provide assessment, consultation and support. 1
COMMUNITY INPUT...AN The Year 2000 was very busy, for the London Police Service (LPS), highlighted by the creation of a three-year business plan. This plan was mandated by the Ontario government and contained within Ontario Regulation 3/99, which has been commonly referred to as the Adequacy Standards Regulation. The development of a business plan was a relatively new process for police services within the province of Ontario. One of the main components of the regulation was the need to consult with our community members for the purposes of determining levels of satisfaction. The process, with an emphasis on input from our community, is intended to provide direction for the LPS. The business plan is also mandated to address resource acquisition for the following prescribed areas: crime prevention, law enforcement, victim s assistance, public order maintenance, emergency response, administration and infrastructure. The objective of the business plan process is to forecast future needs, to lay the groundwork for the acquisition of resources that will be required to make this possible, and at the same time, police agencies need to be able to demonstrate that the resources are used appropriately to effect positive results for the community. Traditionally, police services have developed strategic plans that have relied on survey material to provide a basis for community input. The business planning process, undertaken by the LPS, while relying on survey material, extended the process to include a more extensive community consultation process. Throughout the fall of 1999 and into the winter of 2000, the LPS conducted community consultations that solicited feedback, and input from as diverse a cross-section of our community as possible. The following groups were approached: Local Communities: the audience in terms of the impact of the Adequacy Standards, and the need for the consultation process to assist in the development of the business plan. Members of the London Police Services Board (LPSB) and the Municipal Council attended the meetings, and openly discussed issues with those citizens in attendance. Business Leaders: Members of the Downtown Business Association and the Chamber of Commerce were invited to participate in the consultation process. It was clear that there were some issues that were specific to our business community, in particular, the perceptions versus the reality of crime within the downtown area of London. Educators: Local school boards and the LPS have worked well together in terms of addressing issues that impact on each of our respective organizations. The interaction of police officers with the young members of our community is a crucial link in the Hearing what I am tonight, some of it for the first time, is beneficial, regardless of the turnout. It is the intention, the fact that you came out to us, to hear us out, that is so important. I would encourage the London Police to do more. - citizen, Community Consultation Sir Wilfred Laurier S.S. An evening meeting was held, at a local high school, in each of the electoral wards. These meetings were well advertised, inviting members of the public to attend and express themselves on any issues, or concerns, that they may have. An overview was provided to A panel of LPS senior officers field questions from the public at a local community consultation meeting 2
SSENTIAL COMPONENT OF development of law abiding and respectful citizens. There has been a long history of the provision of integrated programming, by the local school boards and the LPS, and the consultation process was viewed as a means to strengthen an already positive relationship. The LPS met with members of the Thames Valley District School Board and the London District Catholic School Board to note their needs, concerns, and viewpoints for consideration in the LPS Business Plan. This process (community consultation) is long overdue and we feel that this is a good first step in better community involvement. - Staff of Health Outreach Project for People Who Are Homeless, London InterCommunity Health Centre Community Organizations and Groups: More than one hundred letters were sent out to various community organizations and groups seeking input for the Business Plan. Members of a variety of cultural, religious, ethnic, and special interest groups, were requested to either attend one of two meetings, or provide written commentary outlining concerns, visit our WEBSITE issues, or suggestions relative to their specific needs. Thirty-three groups participated in the meetings, and more than one hundred letters were received by the LPS. Community Advisory Council (CAC): The CAC, is comprised of a number of knowledgeable members from the community, and meets regularly with the Chief of Police to discuss and provide input regarding current issues and events that affect our city. These individuals were provided with a presentation outlining the mandates contained within the Adequacy Standards Regulation. The members were subsequently consulted and canvassed for their valued input, relative to the Business Plan, in light of the legislation. London Police Service Personnel: Our personnel were kept apprised of the process through in-service training sessions and ongoing meetings. Input was requested from members of the LPS relative to resources, and the future direction of the Service. In addition, managers were tasked with developing service objectives and performance indicators. This resulted in the development of qualitative and quantitative measures that could be used to evaluate the effectiveness of the Business Plan. Results: The community consultation process was found to be a very positive experience for the LPS. We were able to move from a strategic planning process to the development of a three-year business plan. The opportunity to receive information from so many members within our community was an extremely important component of the process. All of The LPS utilizes local schools to hold community consultation forums As a vice-principal, new to the position and new to Sir George Ross Secondary School, one of my strongest supports and resources was the London Police Service. - Patricia Thompson, Vice-Principal http://police.city.london.on.ca 3
THE LPS BUSINESS PLAN the input was analyzed, and the following trends and themes became evident in terms of the need for enhanced service: 1. Crime Prevention relating to Education and Violence Prevention; 2. Victimization and Victim s Assistance; 3. Traffic Control including Education and Enforcement; 4. Community Patrol for Increased Visibility and Response Times; 5. Partnerships for Program Development; and 6. Corporate Visibility for Education and Awareness. It was important that the LPS produce a business plan that was firmly grounded as a practical, and responsible, approach to what the community indicated it needed. The Plan required the development of an evaluation process to ensure that targets were met, and if mitigating factors affected projected outcomes. The Business Plan, after receiving approval from the LPSB, was presented to representatives of the community who originally participated in the forums. It was essential that feedback be obtained to ensure that what was originally communicated by the stakeholders had in fact been addressed. Community members were provided with copies of the plan and invited to discuss any issues or concerns. Their feedback was extremely positive, resulting in the Business Plan requiring little modification. It was gratifying to observe that, what was initially a very new process, had developed into a solid framework for ensuring the effective acquisition of resources to meet the needs of the community, while at the same time, providing a means to monitor and measure the performance of the LPS. with an annual review, to ensure that forecasts remain accurate and relevant. In addition, the entire process requires close monitoring to ensure that the LPS is in adherence to the Plan. There is significance in the effect that business plans will have relative to budgets. Adequacy standards require police services to closely link operational strategies with budget implications, and to provide strong, and complete justifications, for any enhancements. The overall effect is to cause the Service to reemphasize the importance of planning and research in terms of anticipating future needs. The current Business Plan provides validity to the LPS s planning process. Successive plans will continue to demonstrate that the process is sound and useful, as an effective means to determine community priorities. The LPS and the LPSB thank the members of our community for their continued support, guidance, and input. We look forward to continuing community participation, in future consultations, in preparation for the 2004-2006 Business Plan. *The complete London Police Service 2001-2003 Business Plan can be viewed on our website located at http://police.city.london.on.ca. Would like it, very much, if police officers could sit down and meet informally with people from our neighbourhoods to work together at resolving community concerns. - Petra Taylor, Glen Cairn Community Centre The three-year business plan cycle provides a framework that keeps the LPS looking forward, well into the future. It incorporates a mix of short-term, and long-term objectives, London Police Services Board chair A.J. Belecky signs the approval of the LPS business plan 2001-2003 4
message from the EXECUTIVE OFFICE The London Police Services Board recognizes the importance of community consultation in the development of our Business Plan. During late 1999, and early 2000, great efforts were made to speak with as many members of our community as possible to listen to their concerns and understand their needs. It has always been very important that we develop policing priorities that take into consideration the expectations of the citizens of London. The consultation process also provided the London Police Service with the additional opportunity of meeting with representatives from business, education, as well as a wide variety of community organizations and interests groups. The entire business planning process was designed to explore issues of public importance, through a consultative process, that would result in the development of a solid vision for the future of the London Police Service. We will continue this process as subsequent plans are developed and written. On behalf of the London Police Services Board, I would like to thank each and every individual who contributed to the creation of our first business plan. Anne Marie DeCicco Chair of the LPSB honours and awards TO THE PERSONNEL OF THE LONDON POLICE SERVICE Certificate of Valour (In recognition of an act of exceptional bravery in the face of great danger and risk to personal life.) Detective Ron Hettinga For his actions on June 19, 2000, who, while off duty, witnessed a motor vehicle collision and subsequently pulled an injured, disoriented, male driver from a burning vehicle. ITX Award The LPS is pleased to announce that, on June 20, 2000 we received the CIO Canada ITX Award. We were selected from among 41 submissions from the private and public sectors. The ITX Award is a nationwide competition, arranged by The Conference Board of Canada, The Globe and Mail, and CIO Canada Magazine. The competition is open to various organizations in Canada including the private sector and government agencies. The ITX Award recognizes and celebrates the success of Canadians in creating and implementing world-class information technology solutions. It represents the best practices, and best thoughts, of those leaders committed to making themselves, their companies, and their country globally competitive. This year, the ITX Award focused on how Information Technology has enabled new and innovative business strategies. Chief Gramolini presents the LPSB Certificate of Valour to Detective Ronald Hettinga The LPS s use of leading technology such as: Computer Aided Dispatch, a fully integrated Records Management System, a radio communications system capable of carrying voice and data, and fully functioning workstations in the patrol vehicles, resulted in receiving the accolades and votes from the ITX Award judges. As part of the award ceremony, the judges described the flow of information from the patrol car to the courts, and how integration had reduced duplicated work for the officers, enabling them to spend more time on the street, instead of being in the police station writing reports. The LPS would like to thank all of its members who participated in the project and our technology partners in the private sector. The LPS ITX Submission is available in pdf format at the LPS web site. (http://police.city.london.on.ca) LPS personnel accept the CIO Canada ITX Award on June 20, 2000 L to R: Superintendent Rick Gillespie, Constable Robert Plows, Systems Analyst Jeffrey Craigmile, Deputy Chief Brian Collins, Director Eldon Amoroso, Systems Analyst Case Huysmans and System Analyst Andrew Hunter. 5
corporate OVERVIEW The year 2000 started off with a challenge for the 630 officers and civilian members of the London Police Service (LPS), as they prepared for the unknown at the strike of midnight. There were mixed emotions as the citizens of London coped with their perceptions on how much of an impact Y2K would have on services. The LPS spent many hours planning for all possible contingencies to ensure the safety of our citizens would not be compromised. New Years Eve turned out to be an evening of joy, excitement, and celebration, and thanks to the numerous men and women, of the LPS who worked that night, a safe one. Once it was realized there were no outstanding Y2K concerns, the LPS then embarked upon a year of preparing, restructuring, and planning to ensure the Service conformed with the newly legislated Ontario Regulation 3/99, known as the Adequacy Standards Regulation. Sixty-nine police procedures were being either created or revamped to conform with the Regulation. The LPS Business Plan, another requirement of the Regulation, was developed and approved for implementation on January 1, 2001. Details of this process have been highlighted as the main theme in this annual report. OPERATING EXPENSES 2000 $43,064,805 Budget Total percentage is 105%; Revenues & Recoveries ($1,727,937) and OMERS surplus ($400,000) reduce total by 5% Personnel Costs 91.6% Financial Expenses 1.2% Administrative Costs 1.8% Equipment & Furniture 2.9% Materials & Supplies 3.4% Purchased Services 4.1% crime OVERVIEW Investigative training was a major committment during the year in order to appropriately address crime, and to ensure that members of the Service attained the required certification, in their areas of expertise, that would be mandatory with the implementation of the Adequacy Standards Regulation on January 1, 2001. Crime increased by three percent in 2000 over 1999. This was primarily due to an increase in auto thefts and robberies, however, the increase was mitigated by a decrease in assaults for the fourth straight year. PRIMARY SERVICE INDICATORS Calls for Service * Hit & Run Investigations Safety Presentations & Community Meetings** Occurrences Involving K9 Crisis Interventions Roadside Alcohol Tests Breathalyzer Tests 1998 0 500 1000 1500 2000 1999 2000 (Hundreds) * Note: A new call accounting package was installed in October 1997 resulting in a change to the call recording process. ** Drug Free London Program transferred to CID Our primary concern, in the first half of the year, was a significant increase in the number of robberies. In order to counter this problem, a Robbery Task Force was initiated and the results were successful. Auto thefts were a significant problem throughout the year. Auto theft activity tends to be cyclical in nature due to the number of repeat offenders involved, and their ability to steal a large number of vehicles over a short period of time. The initial increase occurred during the first few months of the year leading to the inception, during the month of May, of Project Hotwheels, a joint initiative, between the Criminal Investigation Division and the Uniformed Division. This project led to numerous arrests, and a reduction in auto thefts during the first half of the summer. In August, the LPS commenced a multi-jurisdictional investigation with members of the Waterloo Regional Police Service and the Oxford Community Police Service. This initiative, termed Task Force Vigilance, was formed to investigate a series of sexual assaults, in these jurisdictions, which were linked, by DNA, to a common unknown suspect. Other projects in 2000 included Project Unplugged, which targeted marijuana growing operations, and Project Back Rub, which targeted illegal activity in body rub parlours. Throughout the year, the LPS continued to employ various initiatives such as: directed patrol; information sharing through the Strategic Intelligence Analysis Committee; and partnerships with other police agencies and community groups in order to reduce crime and address issues of concern to the community. CRIME STATS Offence Catagory 1998 1999 2000 Homicide 4 4 2 Attempt Murder 1 0 13 Abduction 15 12 12 Assault 2,275 2,131 1,995 Robbery 173 219 273 Break & Enter 2,885 3,512 3,326 Theft: Motor Vehicle 2,168 2,533 3,063 Theft: Over $5000 389 434 435 Theft: Under $5000 10,240 10,424 10,225 Possession Stolen Property 254 226 207 Fraud 1,194 1,021 934 Prostitution 34 47 42 Gaming & Betting 4 1 2 Offensive Weapon 128 125 100 Other Criminal Code 8,999 8,724 9,779 Total Criminal Code 29,032 29,658 30,664 * Number of Occurrences Recorded * TOTAL CRIMINAL CODE OFFENCES* Five Year Comparison * Number of Criminal Code Incidents 1997 32,420 PUBLIC COMPLAINTS Withdrawn 3 Unsubstantiated 4 1996 35,506 Unfounded 10 Total Complaints: 17 Pending: 0 Frivolous & Vexatious: 0 1998 29,032 2000 30,664 1999 29,658 6