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2020 Annual Report

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TABLE OF CONTENTS

MESSAGE FROM THE CHIEF MESSAGE FROM THE CHAIR MISSION, VISION, VALUES OUR ORGANIZATION CRIME, CALL AND PUBLIC DISORDER ANALYSIS JOINT FORCE OPERATIONS (JFOS) PROBLEM-ORIENTED POLICING (POP) KUDOS TO OUR AUXILLIARY OFFICERS 2020 QUICK FACTS IN THE COMMUNITY BY THE NUMBERS MOBILIZING WELLNESS FOR LPS MEMBERS COMMUNICATING AND POLICE RESPONSE AWARDS & RECOGNITION BUSINESS PLAN PROGRESS

MESSAGE FROM THE CHIEF

Chief Williams

It goes without saying that this past year was a challenging one for our community, and for our service, as the COVID-19 pandemic impacted us in ways we never could have imagined. With public health measures and restrictions in place to ensure the safety of the community, our organization was called upon to remain nimble and responsive to the needs of our citizens. As the pandemic progressed, and continues to impact all of us, I am proud to say there is one thing that has remained unchanged within our organization – the dedication and resolve of our members to uphold our mission of ensuring the safety and well-being of London’s communities.

In 2020, we launched the Community Mobilization and Support Branch, comprised of several community-facing units – some new and some already in existence – working together to identify and respond to the unique needs of the diverse communities we serve, with a special focus on victims and the vulnerable. As we seek to reimagine the role of police, this branch will serve as the cornerstone of that work. I look forward to sharing more details regarding the branch with you in the coming weeks and months. 

This past year, we have continued to modernize our approach to policing through the use of advanced technology and analytics, helping ensure our front-line officers have access to the tools and information they need to effectively and efficiently do their jobs.

We also continue to invest in our most important resource – our people. As a police service, we strive to be an employer of choice, offering a supportive, healthy and progressive workplace. Supporting the physical and mental health of our members is a key focus of the internal evolution of the organization, and we know these efforts will, in turn, benefit our community.

I would like to take this opportunity to thank all those who assist us in keeping our city safe, including our fellow first responders, as well as our community partners, organizations and local businesses. Thank you to the London Police Services Board, and City Council for your support of the work our members do each and every day. I would also like to recognize and thank the London Police Association Executive who have worked with the Administration to navigate through a challenging year while continuing to represent the interests of members.  And most importantly, I would like to thank you, our citizens, for working with us to ensure London remains a vibrant, desirable city in which to live and work.

Stay well and stay safe. 

Stephen Williams Chief of Police

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MESSAGE FROM THE CHAIR

Chair Sukhera

The pandemic brought added demands to our already busy police service.  We saw many of the issues facing our community become exacerbated due to the pandemic, such as crime against residences and businesses particularly in our city’s core, a significant increase in street racing throughout our community, as well as an amplification of the challenges already faced by our city’s most vulnerable citizens.

Throughout this strenuous year, and ongoing, LPS leadership and members, sworn and civilian, rose to meet these challenges with professionalism, compassion and courage.  In particular, I would like to express the Board’s deep gratitude to London Police Service front line members who day in and day out showed up to do the work, and continue to do so now in the midst of the third wave of COVID-19 and all of the complexities and dangers that brings.  This gratitude extends as well to their families and loved ones who support and care for them while they work to ensure the safety of all in our city.

Thank you and stay safe! 

Dr. Javeed Sukhera, Chair London Police Services Board

LONDON POLICE SERVICES BOARD

Vice Chair Toth

OUR MISSION

To ensure the safety and well-being of London’s communities.

To be respectful of, and responsive to, the changing needs of our community and our organization through strategic and collaborative partnerships.

OUR CORE VALUES

Professionalism | Excellence | Inclusiveness | Transparency | Accountability | Integrity | Diversity | Trust

OUR ORGANIZATION

The lps organizational chart illustrates the following reporting structure:.

  • The London Police Services Board is a civilian board that oversees the LPS.
  • The Chief of Police direct reports include: the Multi-Faith Chaplaincy; the Deputy Chief of Operations; and the Deputy Chief of Administration.
  • The Deputy Chief of Operations oversees: Legal Services;  Professional Standards Branch; Criminal Investigation Division (Investigations Branch and Support Branch); and Uniformed Division (Patrol Operations Branch, Patrol Support Branch, and the Community Mobilization and Support Branch)
  • The Deputy Chief of Administration oversees: Corporate Communications and Media Relations; Facilities, Finance and Fleet Division; Support Services Division (Administrative Support Branch and Information and Technology Branch); and Corporate Services Division (Human Resources Branch, Psychological Services, and Corporate Support and Continuous Improvement Branch)

Organizational Chart for LPS - summary on page

  • The Deputy Chief of Operations oversees: Legal Services;  Professional Standards Branch; Criminal Investigation Division (Investigations Branch and Support Branch); and Uniformed Division (Patrol Operations Branch, Patrol Support Branch, and the Community Mobilization and Support Branch)

CRIME, CALL AND PUBLIC DISORDER ANALYSIS

The LPS Crime, Call and Public Disorder Analysis process provides a coordinated means by which to identify and address criminal activity within the City of London. The LPS Crime Analysis Unit (CAU) is responsible for this analysis. The CAU is comprised of one civilian supervisor and five civilian members who analyze crime information for the purposes of identifying patterns and trends and providing tactical and strategic approaches to prevent, disrupt, or eliminate criminal activity. The CAU provides support in this regard to all areas of the LPS as well as other law enforcement partners. 

In 2020, the Tactical Analysis and Problem Solving (TAPS) Committee was reconvened within the Criminal Investigation Division with the Problem Oriented Policing (POP) Committee remaining within Uniformed Division. The CAU acted as a conduit between these two information sharing Committees to ensure all emerging crime and public disorder issues were addressed in a timely fashion, even with the added pressures of the global pandemic and subsequent provincial lockdown. 

During 2020, the Crime Analysts provided 41 trend reports in all areas of crime and disorder.  This has been particularly helpful to address crime patterns in a timely fashion especially during the pandemic. These reports have helped to identify the POP initiatives and increased communication with front line policing through a digital communication tool.

Crime Analyst checking for trends in front of crime map

JOINT FORCE OPERATIONS (JFOS)

The LPS participates in a variety of JFOs involving police services throughout Ontario. JFOs allow police services to strategically address multi-jurisdictional criminal activity. All JFOs that are anticipated to require significant contributions with respect to resource allocation and/or a substantial period of time are supported by a Memorandum of Understanding and/or written agreements signed by partnering agencies. On occasion, time sensitive short term investigations may only require informal partnerships and/or commitments. 

The LPS participated in the following 12 JFOs in 2020: 

  • Provincial Anti‐Terrorism Section
  • Illegal Gambling Unit
  • Provincial Asset Forfeiture Unit
  • Provincial Repeat Offender Parole Enforcement Unit
  • Provincial Strategy to Protect Children from Sexual Abuse and Exploitation on the Internet
  • LPS Guns and Drugs Section
  • Criminal Intelligence Services Ontario (CISO) – Undercover Operator Pool
  • Provincial Weapons Enforcement Unit
  • Human Trafficking Unit
  • Provincial Joint Forces Cannabis Enforcement Team
  • Biker Enforcement Unit
  • Integrated Proceeds of Crime Section (IPOC)* 

*IPOC - On March 10 2020, as a result of internal restructuring of the RCMP, this Unit was disbanded and the seconded LPS member was transferred out of the Unit. 

More information on JFO's can be found by viewing the 2020 Use of Force Statistics Report . 

Knives, sawed off shotgun, ammunition, cash, drugs on table

The Provincial Asset Forfeiture Unit 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.
  • The LPS PAFU position receives partial funding from the OPP and the Ministry of the Solicitor General. The LPS has one member assigned to this Unit.
  • In 2020, the LPS member undertook 30 new investigations resulting in the seizure of $423,649 in cash, $143,000 worth of motor vehicles and the ordered forfeiture of $156,986.

LPS Forage Cap with badge, reflection visible on cap brim

The Provincial Asset Forfeiture Unit 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. 

Problem-oriented policing (POP) emphasizes a proactive approach to identifying and targeting problems that contribute to crime, disorder, and other community issues. POP focuses on the use of innovative strategies to prevent crime and disorder and then rigorously evaluates those strategies to determine their effectiveness. During 2020, the LPS continued efforts to evaluate and modernize our approach to solving problems in the community. The efforts have included ensuring an evidenced-based approach. The following are a few examples of the POP projects implemented in 2020:

Problem-oriented police vehicle with large antennae protruding from roof.

Problem-oriented policing (POP) emphasizes a proactive approach to identifying and targeting problems that contribute to crime, disorder, and other community issues. POP focuses on the use of innovative strategies to prevent crime and disorder and then rigorously evaluates those strategies to determine their effectiveness. During 2020, the LPS continued efforts to evaluate and modernize our approach to solving problems in the community. The efforts have included ensuring an evidenced-based approach. The following are a few examples of the POP projects implemented in 2020:

DOWNTOWN FOOT PATROL PROJECT

There was a reported increase in property crimes in the downtown area due to the pandemic lockdown which resulted in closed businesses and increased opportunities for criminal activities. the purpose of this april to june project was to increase guardianship of the targeted locations. project.

  • Members of the Community Foot Patrol Unit, Community Oriented Response Unit and the Patrol Operations Branch were deployed to the downtown and Old East Village to ensure the safety and security of downtown properties.
  • High visibility patrols were deployed via foot patrols, bicycle patrols, and the Community Command Vehicle.
  • Crime Prevention officers provided advice to business owners.

OUTPUTS/OUTCOMES

  • Positive feedback received from citizens and business owners in terms of feelings of safety and community regarding the increased police presence.
  • The greater police presence increased guardianship to unoccupied businesses. The Reopening Ontario Act allowed for businesses to open by the conclusion of the project and businesses were less vulnerable to criminal activity.
  • Forty-one Criminal Code charges were laid. 

STUNT DRIVING RESPONSE PLAN

A bi-product of pandemic restrictions, resulted in reduced traffic volumes and empty parking lots which provided increased opportunities for speeding, street racing, and individuals meeting in parking lots for the purposes of street racing.

  • A four week multi-faceted strategy was implemented to help combat stunt driving.
  • Crime prevention advice was provided to businesses, including environmental alterations to deter trespassing.
  • High visibility surveillance coupled with educating individuals in the targeted locations was followed by enforcement.
  • Increased number of racing and speeding drivers identified and charged accordingly within the targeted location.
  • Diffusion of deterrent benefits found in a reduction of total calls for service in the targeted area.
  • Increased public awareness noted via increased social media posts related to road safety.
  • There were 311 Highway Traffic Act (HTA) charges laid.

PROJECT HUSH (MUFFLER PROJECT)

During the pandemic there was an increased number of traffic concerns related to loud car exhaust in the afternoons and evenings throughout the city.

  • Media campaign launched for public awareness.
  • Increased enforcement in relation to muffler violations compared to previous five years. This was attributed to the training provided to patrol officers.
  • Positive feedback received from the community in regards to the police response to this problem.
  • Traffic Management Unit obtained additional equipment for vehicle inspections that will be utilized on an ongoing basis.
  • There were 999 Provincial Offence Notices laid including 535 notices in relation to muffler violations.

silver car on flatbed, traffic cruiser with lights flashing

Criminal activity is targeted as a result of information gathered through internal task forces and projects that are initiated by various divisions within the LPS. Members of the Crime Analysis Unit, Criminal Investigation Division, track all internal task forces and projects. The information gathered is used to assist in identifying crime trends and strategically deploying resources.

In 2020, there were 12 internal task forces/projects resulting in:

  • 47 criminal charges
  • 23 Provincial Offence Notices

Emergency Response Officer rappelling from window

There is so much that simply couldn’t be done without them.

They are the LPS auxiliary officers, a complement of nearly 50 citizens from all walks of life who volunteer more than 7,000 hours a year, working alongside sworn officers to provide much needed services to Londoners.

Auxiliaries work with sworn officers and are distinguished by their light blue uniform shirt and ‘Auxiliary’ shoulder flash, as well as a black-and-red checker-patterned hat band. Prospective Auxiliary members are required to partake in a competitive selection process that includes an interview, physical fitness testing and a detailed background security check. Applicants must commit to serving a minimum of 15 hours a month for two years.

Their responsibilities include:

  • Providing support at major events such as parades
  • Police week displays
  • Crime prevention programs
  • Searching for missing persons
  • Information booths
  • Helping with community events

Once selected, our Auxiliary Officers must successfully complete 60 hours of training that includes presentations on everything from the law and de-escalation techniques to service in our communities.

Thank you to our dedicated volunteers for all that you do!

Group of Auxiliary officers posing in line for photo

There is so much that simply couldn’t be done without them.

Auxiliaries work with sworn officers and are distinguished by their light blue uniform shirt and ‘Auxiliary’ shoulder flash, as well as a black-and-red checker-patterned hat band. Prospective Auxiliary members are required to partake in a competitive selection process that includes an interview, physical fitness testing and a detailed background security check. Applicants must commit to serving a minimum of 15 hours a month for two years.

Yellow and blue text "Quick Facts 2020"

IN THE COMMUNITY 

Officers and members of public standing together

The men and women of the LPS -- employees and volunteers alike -- participate in countless events and support numerous initiatives in the community. They help raise awareness of social issues, provide crime prevention and safety education, and act as ambassadors.

Chief, K9 & K9 Handler holding a Bell Let's Talk Day banner

BY THE NUMBERS

2020 operating expenses.

yellow arc graph showing 97% of budget is Salary & Benefits

Other expenses include administrative, financial, purchased services, materials, supplies, furniture and more.

THE COST OF POLICING

Police communication radios handing on wall

AGE, STATUS AND GENDER

Lps members.

866 Total Members

  • Sworn - 71.2%
  • Civilian - 26.2%
  • Cadet - 2.5%

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Note:  crime-related statistics are based on internal reports which may vary from Statistics Canada’s publications.

Traffic officer standing beside a school bus

MOBILIZING WELLNESS FOR LONDON POLICE SERVICE MEMBERS

Wellness Coordinator and white dog

To build and sustain a culture of wellness within our organization, we were thrilled to onboard our new Wellness Coordinator, Kacey Leslie and our in house Psychologist Dr. Mustaq Khan to provide support to members who face unique stressors on the job, long hours and shiftwork.

Kacey and Dr. Khan stepped in to help members build resilience, while assisting with mental health, injury prevention, peer support programs, physical fitness, proper nutrition, stress, mindfulness, suicide prevention, reintegration and more.

Our Wellness Coordinator has implemented a variety of programming for our members, including the upcoming launch of our new LPS PeerConnect App to link members with peer support when in crisis.

“Wellness is not a one size fits all approach,” said Kacey.

Member consultation was required to ensure gaps were identified and issues were addressed in a way that reflects the individual needs of the different units to ensure they receive the support needed.

Dr. Khan, psychologist

"The idea of wellness within our police service is constantly changing and evolving to meet the individual needs of our members and we are seeing a positive shift in the way our members seek support,” he said.

Dr. Khan’s past experiences include the development of specializations in diagnosis and treatment of mood, anxiety, and trauma-related disorders and he has published scientific papers on postpartum depression.

“Great progress has been made to eliminate any barriers that may exist in seeking support, in hopes of keeping our team ready for anything. I love my job and the progress we are making at the LPS.”

2020 RESPONSE TIMES*

90th Percentile

  • Code 1 (Emergency) - 9 minutes 0 seconds
  • Code 2 (Urgent) - 164 minutes 44 seconds
  • Code 3 (Non-Urgent) - 819 minutes 57 seconds

*from time call received to arrival at scene

LPS Cruiser in intersection with lights on

COMMUNICATIONS AND POLICE RESPONSE

The LPS Communications Section is staffed 24/7 with specially trained Communications Operators.

LPS Communications Operators answer 9-1-1 calls from the public for police, fire and ambulance. They answer an average of 590 9-1-1 calls per day and ensure that the right information is obtained, assigned and dispatched.

Total Telephone Calls: 321,719 (average of 879 per day)

  • 9-1-1 Emergency Calls: 216,100 (67%)
  • Non-Emergency Calls: 105,619 (33%) 

Non-emergency calls for service are also received through alternate systems including:

Non-emergency calls triangle graph

  • 6,980 Online Reporting
  • 7,053 Police Reporting Centre
  • 7,528 Telephone Resource Centre (average of 879 per day)

911 Dispatcher sitting at work terminal, wearing medical mask

[1] Initial Call Time Only – Does not include follow-up time

Calls for service graph

AWARDS & RECOGNITION

Our members are guided by the values of the service which include professionalism, excellence, integrity, inclusiveness, transparency, accountability, diversity and trust.

In 2020, LPS members received 102 commendations and thank you letters from the public. Each year, there is an extensive list of awards presented to LPS employees, recognizing their hard work, dedication and successes. The following list highlights some of those awards and recipients.

ROB PLUNKETT LAW ENFORCEMENT TORCH RUN (LETR) AWARD

Each year, this award is presented to a Law Enforcement Torch Run representative who exemplifies the spirit, philosophy, dedication and goals of the LETR and Special Olympics movement. In 2020, the LETR Award was presented to Sergeant Mark McGugan who has been a committed LETR member for 32 years.

Sergeant Mark McGugan and Chief Williams

LONDON COORDINATING COMMITTEE TO END WOMAN ABUSE (LCCEWA) JOHN ROBINSON AWARD

The John Robinson Award is given in honour of the late LPS Inspector John Robinson. Inspector Robinson was a strong anti-violence advocate who worked tirelessly to establish policies and training for LPS members towards the goal of ending violence against women. The 2020 award was presented to Constable Amanda Corsaut for the dedicated work she has done with victims of domestic violence.

Cst. Amanda Corsaut holding award

POLICE SERVICES HERO OF THE YEAR AWARD

The Police Association of Ontario (PAO) recognizes police officers and civilian police service employees who have gone above and beyond. Constable Evan Harrison was presented the 2020 Hero of the Year Award for his display of commitment, compassion and kindness through his role as School Safety Officer.

Cst. Harrison holding Hero of the year award

CAA SCHOOL SAFETY PROGRAM ACHIEVEMENT AWARD

This award recognizes a police service which lends exceptional support to school safety. LPS officers were recognized by CAA South Central Ontario (CAASCO) for their exceptional work and commitment towards helping keep London’s school zones safe.

To honour their outstanding efforts, the London Police Service School Safety Team was awarded a plaque and $1,500 to be used towards their ongoing CAA School Safety Patrol program.

*This photo was taken prior to the COVID-19 Pandemic.

Group of officers standing with award

This award recognizes a police service which lends exceptional support to school safety. LPS officers were recognized by CAA South Central Ontario (CAASCO) for their exceptional work and commitment towards helping keep London’s school zones safe.

Professional Standards

We have a team of Investigators in our Professional Standards Branch trained to investigate complaints. All complaints from the public are thoroughly investigated. One of the ways we seek to earn public trust is by ensuring we have appropriate levels of oversight to hold our service and our members accountable.

The following tables provide a summary of the Office of the Independent Review Director (OIPRD) and Chief’s Complaint statistics and resolutions.

RESOLUTIONS IN 2020

Total Resolutions*           216

  • Screened out by OIPRD - 79
  • Unsubstantiated - 37
  • Withdrawn - 21
  • Customer Service Resolution - 3
  • Informal Resolution - 19
  • Mediation - 1
  • Member Resigned/Lost Jurisdiction - 7
  • Informal Discipline resulting from Red Light Violations - 13
  • Informal Discipline - 13
  • Pending Investigations - 36

* Total Resolutions do not include informal discipline resolutions from Red Light Violations. The number of total resolutions will not always match the total number of complaints as there may be more than one type of allegation per complaint.

STRATEGIC PRIORITY # 1: COMMUNITY SAFETY

Officer arresting male subject who is leaning face down into trunk of police cruiser

PROGRESS OF DELIVERABLES

Community Safety horizontal bar chart showing: 15% completed, 60% in progress and 25% not started

  • Completed 15%
  • In Progress 60%
  • Not Started 25%

CRIME PREVENTION

A general upwards trend in the number of Break and Enters in the downtown core continued in 2020. Crime Prevention Through Environmental Design (CPTED) audits were offered to business owners by the LPS Crime Prevention Officers. Approximately 25 CPTED audits were completed in 2020.

In early 2020, prior to the pandemic, LPS Auxiliary Officers worked with the Fanshawe Administration, Campus Security, and the Student Union on an information sharing/target hardening project that was conducted by officers in the area of Fanshawe College. The project began prior to winter reading week in an attempt to decrease potential residential Break and Enters. As a result, approximately 500 Crime Prevention pamphlets were distributed and 300 residents were engaged with during door-to-door canvassing in the Fanshawe residential area. In addition to this, an information booth was set up in a common area at the College resulting in close to 900 students being provided advice about the importance of locking their doors and also receiving Crime Prevention information pamphlets.

PATROL ENHANCEMENTS

A new sector based deployment model was implemented in 2019, which was a move from the previous beat patrol plan. A full assessment of the sector based deployment model was delayed in 2020, as a result of the pandemic. However, an assessment based on sectors and workload per officer is well underway. In addition, various busy codes have been established to measure resource times which are being utilized by the Community Oriented Response (COR) Unit and other officers assigned to various community projects. Also, two patrol members from each patrol section have been assigned to the newly formed Enhanced Services Unit (ESU) which was implemented to expand online reporting capabilities and queue management.

The ESU enables patrol officers more time for Problem Oriented Policing and proactive policing. New software tools are being developed to provide analytical data from the Crime Analysis Unit (CAU) to patrol officers about high-crime locations and times on their sectors. Specific crime/disorder projects were implemented that involved the COR Unit, CAU, Crime Prevention and Patrol working together in a coordinated effort to identify and address criminal activity.

MAJOR INCIDENTS

There were three additional Major Incident Command (MIC) members who successfully completed training in 2020, resulting in a total of seven trained MICs. MIC training is designed for officers who are required to assume command of police operations in major incidents with the knowledge and skills essential to the effective response, planning, and supervision of operations.

TRAFFIC MANAGEMENT AND ENFORCEMENT

Traffic Management Unit Officers did an extremely effective amount of distanced work during the pandemic towards making our roadways safer.

During 2020, the LPS TMU implemented several traffic campaigns/programs:

  • Traffic Enforcement Initiative (Spring Seatbelt Campaign) – April 10-13, 2020
  • Traffic Initiative (National Road Safety Week) - May 12–18, 2020
  • Back to School - September 8-11, 2020
  • Reduce Impaired Driving Everywhere (RIDE) Programs – 35 were conducted in 2020 at 91 different locations
  • Operation Impact - October 9-12, 2020
  • Commercial Motor Vehicle Blitz -August 13 and September 24, 2020

These campaigns and regular traffic enforcement continued to focus on the “Big 4 Killers” on our roadways:

  • Aggressive Driving - 2968 speeding offences, and 558 traffic light and stop sign violations were issued;
  • Impaired Driving - 545 charges for impaired-driving related offences were laid;
  • Lack of Seatbelt Use - 181 offences were issued for failing to wear a seatbelt;
  • Distracted Driving - 445 offences were issued for violating the handheld device legislation. Distracted driving is a leading cause of collisions on our roadways.

officer leaning in window during ride program stop

STRATEGIC PRIORITY #2: COMMUNITY WELL-BEING

officer watching as two young kids skateboard

  • Completed 33%
  • In Progress 41%
  • Not Started 26%

HUMAN TRAFFICKING

Human trafficking (HT) often involves women forced into the sex trade. Cities such as London located along the Highway 401 between Detroit and Toronto, have been identified as a factor in making Southwestern Ontario a hub for human trafficking.

During 2020, the LPS HT Unit met with 81 potential victims who were offered support. The LPS also participated in a multi-agency HT Project. The HT Project resulted in seven people charged with 32 criminal offences, including crimes such as advertising or offering sexual services, obtaining a material benefit from sexual services and laundering the proceeds of crime.

An application for the Ministry of the Attorney General’s Civil Remedies Grant Program was successful. The funding will be used towards an HT education and awareness campaign primarily geared towards pre-teens and tweens as early intervention / prevention messaging. Filming was initially scheduled for 2020 but delayed until 2021 as a result of the pandemic.

POLICE RESPONSE TO PERSONS EXPERIENCING MENTAL HEALTH AND ADDICTION CRISIS

Several Mental Health (MH) initiatives have been implemented or are underway:

  • Mental Health (MH) Patient Handover Protocol - A Memorandum of Understanding is underway to update the LPS/ London Health Sciences Centre Mental Health patient handover protocol. The new protocol is under review and will be in place in 2021.
  • Community Outreach and Support Team (COAST) - COAST is a new partnership that was formed in 2020 between the LPS, St Joseph's Health Care London, the Canadian Mental Health Association - Elgin Middlesex, and Middlesex-London Paramedic Services. These partner agencies provide resources to pair mental health care professionals with LPS officers to provide support and response to individuals living with mental illness and experiencing, or at risk of, mental health crisis. Implementation of the new program is anticipated during the spring of 2021. COAST training is being rolled out to LPS members.
  • LPS Community Crisis Response Governance Committee – formed in 2020 with representation from the Uniformed Division.

CUSTOMER SERVICE

As a service-driven organization, the LPS continually works towards providing exceptional customer service:

  • Client Satisfaction – A Client Survey was designed and tested in 2020 to launch in 2021. Results will be evaluated to determine if improvements can be made to the Online Reporting system.
  • Upgrades to third party background check capability - An automated scheduling system has been implemented so that applicants do not have to wait in line ups. Also, an enhanced system is now in place which enables completed record checks to be available electronically by secure download through an online account. Finally, new fingerprinting technology has been acquired to rapidly obtain the applicant’s prints.

LONDON CONNECTIVITY TABLE

The London Connectivity Table is a multi-partnership approach to wrap services around individuals at acute risk. The LPS is actively involved as a key partner and meets with the table on a weekly basis. During 2020 there were 82 cases presented (79 met the threshold of acutely elevated risk). The majority, 63% (50/79) had the risk lowered.

PERSONS AT RISK

The purpose of the LPS Persons at Risk (PAR) program is to reach out to women who are involved in the sex trade on the street and are at risk. The LPS PAR Coordinator builds a relationship with these women and works with community partners to provide the help they need such as mental health and addiction treatment, housing, trauma counselling and health care. As of December 2020, the Coordinator provided support to approximately 139 women in our community. The PAR Coordinator works closely with the City of London’s Street Level Women at Risk (SLWAR) program and referred 16 women to this program.

Ambulance and Police Cars in line at hospital

STRATEGIC PRIORITY #3: ORGANIZATIONAL CAPACITY

black police bullet proof vest with LPS Logo and words police written in white lettering

  • Completed 31%
  • In Progress 34%
  • Not Started 38%

RECRUITMENT AND SELECTION

The Diversity, Equity and Inclusion (DEI) Plan is used as a guide to assess the recruitment and selection process. A DEI progress report was published on the LPS website in 2020 for public access.

During 2020, all application documents and interview questions were reviewed and updated for sworn and civilian positions. Members of the Recruiting Unit, Diversity Unit, and all Senior Leadership received training on the topic of Diversity, Equity and Inclusion as it relates to recruiting and hiring.

A 'Life in the Forest City' webpage was included in the Careers section of the LPS website to broaden the pool of applicants and encourage applications from regions outside London in order to ensure a diverse and fulsome pool of candidates. The page showcases the City of London as a destination for future employees.

The LPS is ensuring equal representation and participation for internal processes so that every internal selection and promotional panel will be comprised of both men and women, and where possible, will include a member from a diverse background. 

*Visit our recruiting page .

City of London skyscape and the mighty Thames river

JOB EVALUATION TOOLS AND METHODS

An external consultant was hired to:

  • Conduct a complete and comprehensive review of the LPS Pay Equity Plan and job evaluation process for civilian positions; and,
  • Evaluate all civilian positions within the LPS using a new Pay Equity Plan and job evaluation process. An external consultant was hired to:

New Terms of Reference, Job Information Questionnaire and Job Assessment Tools were created in 2020. All civilian jobs will be reviewed in 2021 using the new tools.

FACILITIES UPGRADES

In 2020, the focus was on infrastructure upgrades and repairs including a patio roof replacement and major repairs to the locker room. A needs assessment is being conducted to determine future space requirements.

shelves of police pants

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IMAGES

  1. 2007-2009 LPS Business Plan

    london police service business plan

  2. 2013-2015 Business Plan

    london police service business plan

  3. London Police 2013-2015 Business Plan

    london police service business plan

  4. London Police 2013-2015 Business Plan

    london police service business plan

  5. City of London Policing Plan launched

    london police service business plan

  6. GOAL # 1 (continued)

    london police service business plan

COMMENTS

  1. 2024

    The London Police Service was officially established in 1855 and proudly serves over 430,000 residents in the City of London and a jurisdiction of just under 425 square kilometers. The service currently has over 900 members (sworn, civilians, and cadets) and 50 auxiliary officers who work hard to keep the public safe.

  2. 2019

    2019 - 2023 Business Plan - London Police Service Evidence shows that first responders, including police, are at least twice as likely as the general population to suffer from post-traumatic stress disorder (PTSD), due to routine exposure to traumatic stressors. Key Achievements

  3. PDF Metropolitan Police Service

    The Met Business Plan 2021-24 outlines the strategic priorities, objectives and measures of the Metropolitan Police Service, the UK's largest police force, in keeping London safe for everyone. The plan covers the challenges and opportunities of policing in a diverse, dynamic and complex city, and how the Met will use digital, data and innovation to deliver its mission.

  4. PDF Met Business Plan 2020-23

    1. FOCUSING ON WHAT MATTERS MOST FOR LONDONERS 17 Covid-19 17 Violent crime 18 Serious organised crime 19 Protecting people 22 Public order and capital city challenges 25 Terrorism 25 Equality, Diversity and Inclusion initiatives 28 Milestones 29 Performance framework 32 2. MOBILISING PARTNERS AND THE PUBLIC 33

  5. PDF Metropolitan Police Service BUSINESS PLAN 2018-2021

    The Metropolitan Police Business Plan 2018-2021 outlines the strategic priorities, objectives and performance measures of the UK's largest police service. The plan covers topics such as crime prevention, safeguarding, counter-terrorism, public confidence and workforce development. Download the PDF to learn more about how the Met aims to make London safer.

  6. PDF Police Authority 2023/24 Business Plan

    Mission: To ensure the public receive an efficient and effective police service and communities are safe from crime Police Authority 2023/24 Business Plan Our major workstreams this year will be… 1. Embed the TOM and establish a high functioning police authority team that has the capability and capacity to deliver its statutory responsibilities

  7. 2022 Annual Report

    A task force was created in 2022 for a complex murder investigation that incurred a cost of $559,276. ($49,999 of this costing was recovered through funding from a Criminal Intelligence Service of Ontario grant). All internal task forces achieved their performance objectives. details on Internal Task Forces, click HERE.

  8. PDF Metropolitan Police Service Business Plan progress update 2018-19

    8 Page 1 Introduction Operational policing in London is the responsibility of the Metropolitan Police Commissioner, Cressida Dick. The Met's operational priorities are to: Focus on what matters...

  9. PDF City of London Policing Plan 2022 to 2025

    2 CITY OF LONDON POLICING PLAN 2022 - 2025 FOREWORD FROM CITY OF LONDON POLICE COMMISSIONER I am delighted to present year 2 of the 2022-25 City of London Policing Plan. This plan reflects our local role, where we are responsible for keeping the iconic City of London safe, alongside our national roles

  10. PDF Metropolitan Police Service Met Business Plan 2017-18, Quarter 4 update

    Introduction Operational policing in London is the responsibility of the Metropolitan Police Commissioner, Cressida Dick. The Met's 2017-18 priorities were to: Tackle violent crime and...

  11. PDF MPS business plan

    Metropolitan Police Service Business Plan 2019-22 . 2 . 3 COMMISSIONER'S FOREWORD 4 THE MET DIRECTION: OUR STRATEGY TO 2025 6 ... This Business Plan sets out the Met's key priorities for how we police London and how we will tackle these challenges. It explains how we will deliver our long term strategy to 2025, the Met Direction, and ...

  12. Corporate plan 2018 to 2023

    Corporate plan 2018 to 2023 City of London Police protects the people, businesses and infrastructure of the City of London. Our unique strengths include our experience of policing and protecting one of the most important, dynamic and challenging environments in the UK whilst leading the national response to fraud.

  13. PDF Draft

    Greater London Authority Act 1999, which came into effect in July 2000. The Authority gives Londoners a regime of local democratic accountability for policing. Members of the Authority scrutinise and support the work of the Metropolitan Police Service (MPS), including holding the MPS accountable for the Business Plan, its delivery and resources ...

  14. PDF Policing London Business Plan

    The Policing London Business Plan is the key document explaining how the Metropolitan Police Authority (MPA) and the Metropolitan Police Service (MPS) will deliver policing services to London next year. We have jointly agreed it and will work together to make sure that London sees crime falling even further.

  15. 2020 Annual Report

    BUSINESS PLAN PROGRESS. MESSAGE FROM THE CHIEF. On behalf of all London Police Service (LPS) members, both sworn and civilian, I am pleased to present the 2020 Annual Report to the London community. ... To honour their outstanding efforts, the London Police Service School Safety Team was awarded a plaque and $1,500 to be used towards their ...

  16. Policing Plan

    Download a PDF of the City of London Police Policing Plan. Download a PDF of the City of London Police Policing Plan. Current timestamp: 08/02/2024 22:50:17 . Quickly exit this site by ... Your views help to shape the service we deliver and influence next year's policing plan. Please email us with any feedback you'd like to give. Policing Plan ...

  17. London Police Service Business Plan

    London Police Service Business Plan - Any paper at any academic level. From a high school essay to university term paper or even a PHD thesis. ID 5683. Place an order. 1(888)814-4206 1(888)499-5521. 331 . Customer Reviews. 954 . Customer Reviews ...

  18. PDF Business Plan progress report

    Operational policing in London is the responsibility of the Metropolitan Police Commissioner, Cressida ... progress in implementing the Business Plan: monitoring our pr ogress in Quarter 4, 2021/22 and ... performance as at 31st March 2022. Met Direction 2025 . Our vision for the Met is to be the most trusted police service in the world. We ...

  19. Old Bailey: Central Criminal Court in London evacuated after fire

    About 1,500 people were evacuated from the Old Bailey and surrounding buildings in London after a fire. Five separate explosions were heard at the rear of the Central Criminal Court at 10:30 GMT ...

  20. London Police Service Business Plan

    London Police Service Business Plan: phonelink_ring Toll free: 1(888)499-5521 1(888)814-4206. Courtney Lees #25 in Global Rating ABOUT US . Andersen, Jung & Co. is a San Francisco based, full-service real estate firm providing customized concierge-level services to its clients. ...

  21. PDF Business Plan progress report

    The Met Business Plan 2021-22 - Quarter 1 Progress Report is a PDF document that shows how the Metropolitan Police is delivering on its key operational priorities and initiatives for policing London. It covers the period from April to June 2021 and provides updates on the Met's performance, finances, workforce and projects. The report also highlights the challenges and achievements of the Met ...

  22. London Police Service Business Plan

    London Police Service Business Plan: is a "rare breed" among custom essay writing services today. All the papers delivers are completely original as we check every single work for plagiarism via advanced plagiarism detection software. As a double check of the paper originality, you are free to order a full plagiarism PDF report while ...

  23. London Police Service Business Plan

    The reaction paper was written... The writers of PenMyPaper establish the importance of reflective writing by explaining its pros and cons precisely to the readers. They tend to 'do my essay' by adding value to both you (enhancing your knowledge) and your paper. London Police Service Business Plan, Writing Homework 3rd Grade, Resume Skills ...

  24. PDF Business Plan progress report

    Operational policing in London is the responsibility of the Metropolitan Police Commissioner, Cressida Dick. Our . Business Plan sets out the Met's key operational priorities and initiatives for policing London. It shows the specific actions and initiatives we are taking to deliver our long-term strategy to 2025, the