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LONDON POLICE SERVICE

2013 ANNUAL REPORT

(3)

“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

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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

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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.

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

-2- “Deeds Not Words”

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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

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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

Guns and Drugs Section

Firearms and Property Unit

2013 ORGANIZATIONAL CHART

LONDON POLICE SERVICES BOARD

CHIEF OF POLICE Deputy Chief Operations Professional Standards Branch Legal Services

Criminal Investigation Division

Investigations Branch Uniformed Division Patrol Operations Branch Community Policing Branch Organized Crime Section Criminal Intelligence Unit

Street Gang Unit

Mobile Surveillance Unit Biker Enforcement Unit Provincial Anti- Terrorism Unit

High Risk Individual Unit Major Crime Section Polygraph Examination Unit Major Case Management Support Unit Missing Persons Unit Sexual Assault / Child Abuse Section Domestic Violence Unit

Cyber Crime Unit

Forensic Computer Analysis Unit

General Investigation

Section

Illegal Gambling Unit

Proceeds of Crime Unit

Fraud Section One Patrol Section Two Patrol Section Three Patrol Section Four Patrol Section Five Patrol Section

Court & Offender Section Emergency Response Unit (Light Armoured Vehicle) Patrol Support Section Canine Unit Traffic Mgmt. Unit Airport Unit Incident Response Teams Negotiators Incident Commanders

Public Order Unit Marine Patrol Intoxilyzer Technicians Coach Officers Family Consultant/Victim Services Unit Community Oriented Response Unit (Command Vehicle) Community Foot Patrol Unit Police Reporting Centre Crime Prevention School Safety Crime Stoppers Academic Training Unit Secondary School Resource Officers Auxiliary Section Audit Unit Headquarters Reception Unit Community Services Unit Court Services Section Communications Section Court Prisoner Security Unit Headquarters Detention Unit

Court Liaison & Security Unit Case Mgmt. Unit Document and Quality Control Unit Summonses Alarm Control Radio Technicians Technology Services Police Business Support Support Services Division

Court, Records and Property Branch Central Records And Records Screening Information and Technology Branch Freedom of Information CPIC Technology Services Infrastructure Support

Corporate Services Division

Human Resources Branch

Planning & Research Unit

Fleet & Facilities Branch Return to Work Coordinator Recruiting and Training Section (Critical Incident Stress Mgmt Team) Administrative Unit Quartermaster Stores Recruiting Unit Use of Force Training Unit Vehicle Maintenance Facilities Maintenance Deputy Chief Administration Corporate Communications and Public Relations

Diversity Program Evaluation Specialist

Multi-faith Chaplaincy Colour Guard Protocol Officer Pipes and Drums

Duty Calls Financial Services Executive Officer Provincial Weapons Enforcement Unit Emergency Support Section Persons At Risk Coordinator Community Support Section Information & Technology Liaison Seconded RCMP member Guns and Drugs – 1 Constable

Provincial Repeat Offender Parole Enforcement Forensic Identification Section Explosive Disposal Unit Investigation Response Unit Crime Analysis Unit

CPIC Auditor

Property and Evidence Control

Stationary Stores

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HONOURS AND AWARDS RECOGNITION

TO THE MEMBERS OF THE LONDON POLICE SERVICE

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).

2013 Awards

Left to right: Chief Bradley Duncan;

co-op students, James Weatherhead, Quinton Kilbourn, and Janet Baz; and London Police Services Board Chair, Michael Deeb.

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HONOURS AND AWARDS RECOGNITION

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

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HONOURS AND AWARDS RECOGNITION

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.

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2013 Business Plan Results

Objectives and Performance Indicators

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

Objectives Performance Indicators Progress

1. Evaluate and enhance, where necessary, the deployment plan and response to non- urgent, 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.

2012 2013 Difference 2012-2013

Average Call Time

(prime time only – no follow up time) 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.

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2013 Business Plan Results

GOAL # 1 - Provide London with a Safe and Secure Community

Objectives Performance Indicators Progress

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.

Violent Crime and Clearance Rates

Offence # 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 - Drug Seizures

2012 2013

Drugs

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

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

Guns and Drugs Section - Charges, and Arrests

2012 2013

Charges

Criminal Code 239 336

CDSA (Controlled Drugs & Substance Act)

463 450

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2013 Business Plan Results

Objectives Performance Indicators Progress

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

v) Level of public satisfaction (survey)

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) A Public Needs Survey is scheduled for 2014.

Property Crime and Clearance Rates

Offence # Reported In 2012 Clearance Rate for 2012 # Reported In 2013 Clearance Rate for 2013 Break and Enter 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% Crime Prevention Activities 2012 2013 Number of Events Attendees/ Participants Number of Events Attendees/ Participants Senior Lectures 0* 0* 6 127

Security Audits 192 Not

applicable 185

Not applicable

Special Events 123 Not

applicable 144 Not 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

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2013 Business Plan Results

Objectives Performance Indicators Progress

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.

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2013 Business Plan Results

Objectives Performance Indicators Progress

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

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2013 Business Plan Results

Objectives Performance Indicators Progress

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 5 12 + 140%

% of Requests that were

initiated/serviced 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

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2013 Business Plan Results

GOAL # 2 - Protect and Assist Vulnerable Persons in our Community

Objectives Performance Indicators Progress

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.

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2013 Business Plan Results

GOAL # 2 - Protect and Assist Vulnerable Persons in our Community

Objectives Performance Indicators Progress

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.

2013: Human Trafficking Training Initiatives

# of Training Initiatives # of Members Trained

12 302

iii)

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.

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2013 Business Plan Results

GOAL # 3 - Continue Efforts to Deliver Efficient and Cost Effective Service

Objectives Performance Indicators Progress

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).

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. ii) Continue to

collaborate with community partners to ensure an appropriate and effective police response to persons with mental health issues

i) Progress Report – Community Acute Mental Health Crises Response Strategy

ii) Progress Report - Handover Protocol iii) Maintain or reduce call times re: mental

health related calls

iv) Delivery of training to frontline officers re: response to mental health calls

i) The 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.

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2013 Business Plan Results

Objectives Performance Indicators Progress

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.

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2013 Business Plan Results

Objectives Performance Indicators Progress

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

re-keying 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.

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2013 Business Plan Results

Objectives Performance Indicators Progress

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

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2013 Business Plan Results

Objectives Performance Indicators Progress

iv) Ensure facilities meet the long-term requirements of the organization

v) Enhance Green capacity

i) LPS Headquarters asbestos free

ii) Adequate, efficient, functional facilities for all LPS members

iii) Compliance with the Accessibility for Ontarians with Disabilities Act and City of London Facility Accessibility Design requirements

i) Recycling Progress Report ii) Green Fleet Initiatives Report

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.

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.

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.

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2013 Business Plan Results

GOAL # 4 - Provide a Quality Work Environment

Attaining the Highest Level of Professionalism and Accountability to our Community

Objectives Performance Indicators Progress

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

Number of Applications

2012 2013 % change

684 334 - 51%

i)

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.

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

Recruiting Website – Number of Page Views

2012 2013 % change

61,373 23,779 - 61%

ii)

iii) Number of diversity outreach initiatives/events: refer to adjacent table.

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2013 Business Plan Results

Objectives Performance Indicators Progress

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.

Self-Initiated Learning 2012 2013

Sworn participants 29 23

Civilian Participants 7 6

Courses Completed 63 55

ii) Training Opportunities: Refer to Performance Indicator (i) and the following table.

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.

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2013 Business Plan Results

Objectives Performance Indicators Progress

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:

 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.

ii) 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.

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2013 Business Plan Results

Objectives Performance Indicators Progress

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.

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2013 Business Plan Results

GOAL # 5 - Strengthen Communications, Community Outreach, and Partnerships

Objectives Performance Indicators Progress

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% Media Messages 2012 2013 % change 510 497 - 3% iii)

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.

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2013 Business Plan Results

Objectives Performance Indicators Progress

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%

iii) An Internal Needs Survey was conducted during 2013/2014 In-Service training sessions. The results are in the process of being reviewed.

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

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.

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2013 Business Plan Results

Objectives Performance Indicators Progress

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 Grade Level/ Educational Strategy

Number of Events (lectures, presentations) 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

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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

multi-jurisdictional 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.

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LPS SPECIAL INITIATIVE REPORTS

Joint Forces Operations (JFO) continued …

4. Provincial Asset Forfeiture Unit

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.

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LPS SPECIAL INITIATIVE REPORTS

Joint Forces Operations (JFO) continued …

8. London Police Service Guns and Drugs Section

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.

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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

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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