2011 ANNUAL REPORT - London Police Service - City of London

LONDON POLICE SERVICE2011 ANNUAL REPORT

TABLE OF CONTENTSPageMessage from the Chief ...................................................................................................................... 1Message from the London Police Services Board .............................................................................. 2Mission Statement, Statement of Values, and Vision of Success ....................................................... 3Organizational Chart and Staffing Levels ............................................................................................ 4Awards ................................................................................................................................................ 5 - 8Business Plan Results ........................................................................................................................ 9 - 29LPS Special Initiative Reports ............................................................................................................. 30Crime Statistics (Six Year Comparisons) ............................................................................................ 31Primary Service Indicators (Six Year Comparisons) ........................................................................... 32Operating Expenses (Budget and Actuals) ........................................................................................ 33Commendations and Recognitions ..................................................................................................... 33Public Complaints ............................................................................................................................... 33“Facta Non Verba” “Deeds Not Words”

MESSAGE FROM THE CHIEFAs Chief of Police, I am pleased to present the London Police Service’s 2011 Annual Report. Our focusat the LPS this past year has been to continue the transitions begun in 2010 and to move forward in themost positive manner to provide the optimum in police service to our community. The 2011 AnnualReport clearly sets out our goals and objectives for the year, as contained in the current Business Plan,as well as performance indicators and progress report.As Chief of Police, one of my goals has been to enhance our community outreach and partnerships.Throughout 2011, we have reached out and interacted with diverse members of our community. As anexample, on April 15 th we announced the introduction of our Multi-Faith Chaplaincy Program, at whichtime Rabbi Ammos Chorny and Imam Dr. Munir El Kassem joined our two long-serving Police Chaplains,Reverend David Carrothers and Father Jim Mockler, in service to our members and the community-atlargein times of need.On Sunday, September 18 th , the London Police Service celebrated a significant milestone. This year marked the 50 th Anniversary of theLondon Police Auxiliary which was celebrated with a parade and reception at Fanshawe College. The event was attended by TheHonourable Chris Bentley, His Worship Mayor Joe Fontana and Councillor Judy Bryant, a member of the London Police Services Board,as well as family, friends, past Auxiliary members, sworn and civilian members of the LPS and other Police Services.On September 22 nd , 2011, we celebrated the completion of the expansion and renovation of Police Headquarters, a project that has beenongoing for the past five years. It is my hope that our expanded facility provides a comfortable and efficient work space that will meet theneeds of our staff for years to come.Throughout the fall of 2011, preparatory work began on our three-year Business Plan covering 2013 to 2015. Development of theBusiness Plan is a lengthy process that involves a public needs survey, an internal needs survey, and a series of community consultationswith citizens, community groups, business associations, boards of education, etc. The 2013-2015 Business Plan, together with ourextensive Workload Analysis completed in 2011, will guide our Service over the next several years to identify and address our priorities interms of human resource and community needs.London is well served through the tremendous dedication to duty and strong work ethic that is at the core of each and every one of oursworn and civilian members. I am very proud of our Service and I assure you we will continue to do our best to provide the highest level ofpolice service to the community we serve.Bradley S. Duncan, M.O.M.ChiefofPolice“Facta Non Verba” -1- “Deeds Not Words”

MESSAGE FROM THE LONDON POLICE SERVICES BOARDOn behalf of the London Police Services Board, I am pleased to present the London Police Service Annual Reportfor 2011.2011 was a productive year for the London Police Service, including the introduction of a Multi-Faith ChaplaincyProgram in April, at which time Rabbi Ammos Chorny and Imam Dr. Munir El Kassem joined the Service’s twolong-serving Police Chaplains, Father Jim Mockler and Reverend David Carrothers, and the completion of theexpansion and renovation of Police Headquarters in September. As well in 2011, the LPS’s extremely in depth,service-wide 2010 Workload Analysis Report was completed, and is currently being used in the 2013 – 2015Business Plan.In December of 2011, we said farewell to Ian Peer who served as Deputy Chief from 2006 and was a LondonPolice Service member for 30 years. We wish him well as he moves into a new phase of his life - retirement.At that time, we welcomed our new Deputy Chief of Police, John Pare to the Senior Leadership team.Michael Deeb, Board ChairOn behalf of the entire Board we want to recognize the efforts and work that members of the LPS perform every day. I constantly receive notesand telephone calls from London citizens expressing their gratitude for the Service’s effective and responsible handling of difficult and dangeroussituations. Neighbours, friends, colleagues and citizens at large often speak to me about witnessing acts of commendable service, bravery,professionalism, as well as the care and concern London Police Service members display while going above and beyond the call of duty in theirjobs.Additionally, on behalf of the Board, I wish to offer our appreciation to Chief Duncan, retired Deputy Chief Peer, Deputy Chief Shea and DeputyChief Pare, along with each and every sworn and civilian member of the London Police Service for their exemplary and valued service to thecitizens of London. The Board is proud of the London Police Service for the way in which they serve and protect our community.I'd also like to thank my colleagues on the Board, Ms. Jeannette Eberhard (Vice-Chair), Mayor Joe Fontana, Councillor Judy Bryant, CitizenAppointee, Mr. Paul Paolatto and Board Administrator Jennifer Foster for their experience, expertise and commitment to the governance of theLondon Police Service and to the safety and wellbeing of all Londoners.I look forward to continuing my work with the Board, our skilled executive, senior leadership team and sworn and civilian members as we workto ensure the safety, security and quality of life for all Londoners.Michael DeebChair, London Police Services Board“Facta Non Verba” -2- “Deeds Not Words”

MISSION STATEMENT, STATEMENT OF VALUES, AND VISIONMISSION STATEMENTThe London Police Service is committed to providing a safe and secure community through communitypartnerships and by striving to attain the highest level of professionalism and accountability.STATEMENT OF VALUESThe London Police Service, in pursuit of its mission, believes in providing quality service with thehighest possible degree of excellence, based upon the principles of fairness, integrity, honesty,and respect for human dignity.VISION OF SUCCESSRecognizing that our strength stemsfrom our partnership with all sectors of the community, we envision an organization structuredto 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 developmentof employees to their fullest potential;• Promote training and life long learning; and• Acquire and use resources efficiently and responsibly.“Facta Non Verba” -3- “Deeds Not Words”

2011 ORGANIZATIONAL CHARTLONDON POLICE SERVICES BOARDDeputy ChiefOperationsCHIEF OF POLICEDeputy ChiefAdministrationExecutive OfficerLegal ServicesCriminal Investigation DivisionProfessional StandardsBranchUniformed DivisionCorporate Communicationsand Public RelationsDiversityQuality Assurance/ProgramEvaluationMulti-faith ChaplaincyColour GuardProtocol OfficerPipes and DrumsDuty CallsSupport Services DivisionFinancial ServicesCorporate Services DivisionInvestigations BranchPatrol OperationsBranchCommunity PolicingBranchCourt and PropertyBranchInformation andTechnology BranchHuman ResourcesBranchPlanning &Research UnitFleet & FacilitiesBranchCriminalIntelligenceSectionMajor CrimeSectionFraud SectionOne PatrolSectionPatrol SupportSection(Public Order Unit)CommunitySupport SectionCourt ServicesSectionCourt & OffenderSectionCentral Records &Freedom ofInformationRecruiting andTraining SectionVehicle MaintenanceBiker EnforcementUnitPolygraphExamination UnitGuns and DrugsSectionTwo PatrolSectionFamilyConsultant/VictimServices UnitCommunity FootPatrol UnitHeadquartersDetention UnitCourt PrisonerSecurity UnitCPICRecruiting UnitFacilitiesMaintenanceProvincial Anti-Terrorism UnitSexualAssault/Child AbuseSectionProvincialWeaponsEnforcement UnitThree Patrol SectionHeadquartersReception UnitCommunity OrientedResponse UnitDocument UnitCourt Liaison &Security UnitCPIC AuditorAdministrative UnitProvincial RepeatOffender ParoleEnforcementDomestic ViolenceUnitIllegal GamblingUnitFour PatrolSectionAudit UnitPersons At RiskCoordinatorSummonsesCase Mgmt. UnitTechnology ServicesInfrastructureSupportQuartermasterStoresForensicIdentificationSectionCyber Crime UnitProceeds of CrimeUnitFive PatrolSectionPolice ReportingCentreCommunityServices UnitFirearms andProperty UnitTechnology ServicesPoliceBusiness SupportAcademic TrainingUnitExplosive DisposalUnitForensic ComputerAnalysis UnitMobile SurveillanceUnitEmergency SupportSectionTraffic Mgmt. UnitAirport UnitCrime PreventionProperty andEvidence ControlInformation &Technology LiaisonUse of ForceTraining UnitMajor Case Mgmt.Support UnitGeneralInvestigationSectionEmergencyResponse UnitCanine UnitIncident ResponseTeamsMarine PatrolIntoxilyzer Techs.Coach OfficersCrime StoppersSchool SafetyStationery StoresRadio TechniciansSecondmentsCrime Analysis UnitIncident ResponseTeamsNegotiatorsIncident CommandersSecondary SchoolResource OfficersInvestigationResponse UnitCommunicationsSectionAlarm ControlSeconded RCMPmembers assigned toGuns and Drugs3 ConstablesAuxiliary Section“Facta Non Verba” -4- “Deeds Not Words”

HONOURS AND AWARDS RECOGNITIONTO THE MEMBERS OF THE LONDON POLICE SERVICE2011 AwardsThe Citation of the Chief of Police may be awarded to a member, or anymember of another police service, for outstanding service displaying extremeperseverance and dedication in a task well done. On November 3rd, 2011,Chief Brad Duncan presented the Chief’s Citation to the following members ofthe London Police Service.• Detective Paul Gambriel• Detective Peter Paquette• Constable Dave Reid• Cadet Daniel Aristone“Facta Non Verba” -5- “Deeds Not Words”

HONOURS AND AWARDS RECOGNITIONTO THE MEMBERS OF THE LONDON POLICE SERVICE2011 AwardsThe Black Community Achievement AwardOn February 27, 2011, Constable Marcel Marcellin was presentedthe Black Community Achievement Award at the 2011 BlackHistory Month Closing Gala.Constable Marcellin was recognized for his outstanding work as theDiversity Officer for the London Police Service.Photo: Councillor Harold Usher (right) presentingConstable Marcellin the award.“Facta Non Verba” -6- “Deeds Not Words”

HONOURS AND AWARDS RECOGNITIONTO THE MEMBERS OF THE LONDON POLICE SERVICE2011 AwardsOntario Volunteer Service AwardsAt the Ontario Volunteer Service Awards on Friday April 8th, 2011,six Auxiliary Police Officers from the London Police Service (LPS)were recognized for their volunteer service to the LPS and the Cityof London at large.Auxiliary Sergeants Brian Loucks and Corinne Sparks along withAuxiliary Constable Rob Ross, were recognized for 15 yearsservice. Auxiliary Constables Rhea Campbell, Brian Kendrickand Nicolle Whitelaw were each recognized for five years ofservice.The Ontario Volunteer Service Awards is an annual opportunityfor organizations to recognize the hard work of up to sixvolunteers. The LPS thanks not only these six, but all of ourAuxiliary Officers, for their service and dedication to the citizensof London.Photo: left to right are, Rob Ross, Brian Loucks, Rhea Campbell,Corinne Sparks, and Brian Kendrick. (Nicolle Whitelaw absent)“Facta Non Verba” -7- “Deeds Not Words”

HONOURS AND AWARDS RECOGNITIONTO THE MEMBERS OF THE LONDON POLICE SERVICE2011 AwardsCertificate of AppreciationOn Thursday, November 3, 2011 the London Police Servicerecognized the work accomplishments of Kevin Hewett with a“Certificate of Appreciation” award. The award presentation tookplace at the OACP Diversity Symposium - “Intellectual Disabilities”,which was held at the Emil V Kolb Centre in Mississauga, Ontario.The symposium was attended by police officers, senior managers,and human resources personnel from police services acrossOntario and was intended to raise awareness and provide solutionsfor integrating diversity within organizations.Kevin has been employed with the London Police Service for thepast 4 ½ years, and he is responsible for document managementand disposal.Left to Right: LPS Diversity Officer Marcel Marcellin,Kevin Hewett, and Sheila Appleton (Community LivingLondon)“Facta Non Verba” -8- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsThe following tables provides a brief overview of the results from the2010-2012 Business Plan. For more details, visit www.police.london.caselect publications, then select the “2011 Annual Business Plan Progress Report.”GOAL # 1 - Enhance Public SafetyObjectives Performance Indicators Progress1. Enhance TrafficEnforcement andRoad Safety Initiativesi) Level of public satisfaction (survey)ii) Decrease in collisions and persons injurediii) Year-end activity report & statistics(e.g., Number of Provincial Offence Notices)i) 2011 Public Needs Survey Results: 79.8% of respondents satisfied with the quality of servicesfor Traffic Safety (prevention, education, and enforcement)ii)2009 2010 2011% Difference2009-2011Collisions 9,637 9,993 10,125 + 5%Collisions with Persons Injured 1,531 1,576 1,706 + 11%Fatalities (persons) 11 9 9 - 18%iii)ACTIVITY 2009 2010 2011% Difference2009-2011# Total Provincial Offence Noticesissued by the LPS# Provincial Offence Notices issuedby the Traffic Management Unit42,464 43,983 49,795 + 17%10,503 13,425 11,903 + 13%# RIDE Programs 53 72 50 - 6%RIDE # Motorists stopped 31,066 35,466 26,186 - 16%RIDE # Roadside Alcohol Tests* 423 403 245 - 42%# of Arrests/ADLS (AdministrativeDrivers License Suspensions)24 29 11 - 54%# of 3, 7, 30 Day Suspensions 86 60 40 - 53%% of the Roadside Alcohol Testsresulting in an arrest/ADLS orsuspension26% 22% 21%* includes only tests taken at RIDE spot checks- 5 percentagepoints“Facta Non Verba” -9- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 1 - Enhance Public Safety continuedObjectives Performance Indicators Progress2. Continue to worktowards crimereduction throughcrime prevention,crime analysis andproblem-orientedinitiativesi) Property crime and clearanceratesii) Revictimization rates(residential B&E, auto thefts)iii) Year-end Crime PreventionActivity Reportiv) Number of citizens participatingin Crime Preventionv) Level of public satisfaction(survey)vi) Youth crime ratesi) PROPERTY CRIME AND CLEARANCE RATES2009 - 2011 COMPARISONOffenceBreak andEnter# ReportedIn 2009# ReportedIn 2010# ReportedIn 2011ClearanceRate for2009ClearanceRate for2010ClearanceRate for20112,626 2,415 2,900 35% 35% 35%Auto Theft 1,265 956 891 34% 34% 34%Theft 10,649 8,911 8,369 21% 24% 28%Possession(Stolen)279 280 220 85% 90% 85%Fraud 1,297 1,726 1,180 45% 47% 50%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) See table belowiv) 2011: 3,581 citizens participated in or attended crime prevention initiativesv) 2011 Public Needs Survey Results: 82.3% of respondents continue to be satisfied with the quality ofservices delivered for Crime Prevention.vi) 2011: 1,904 young offenders were cleared by charge or cleared otherwise(792 charged and 1,112 cleared otherwise)CRIME PREVENTION ACTIVITIES 2009 – 2011 COMPARISON2009 2010 2011# of Events Participants # of Events Participants # of Events ParticipantsSTEP (Seniors Taking Extra Precautions) 87 1,218 83 1,898 20 526Security Audits 133 133 208 208 257 257Special Events 152 Not applicable 185 Not applicable 150 Not applicableMeetings 75 944 63 642 60 586Lectures 36 1,302 55 1921 75 2212Total 483 3,597 594 4,669 562 3581“Facta Non Verba” -10- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 1 - Enhance Public Safety continuedObjectives Performance Indicators Progress3. Evaluate and enhancewhere necessary, thedeployment plan andresponse to nonurgent,urgent, andemergency calls forservicei) Maintain or improve measure of average calltime, queue times, and response times(Code 1, 2, 3)ii) Response to 911 calls(compliancy rate - three rings)iii) Progress report – automation of beat patrolplani) As indicated in the table below, average call times and response times have all increased from2009 to 2011. However, there have been some improvements during 2011. When comparedto 2010, response times for code 2 and code 3 calls decreased.ii) The requirement is to answer 95% of all 911 calls within three rings. In 2011, the LPSexceeded this requirement (99.73% of the 911 calls were answered within 3 rings).iii) The automated patrol plan is feasible and would be advantageous. Due to otherpriorities, the development of this initiative has been deferred.2009 2010 2011 Difference 2009-2011Average Call Time 115.8 121.5 127.3 + 10%Queue Times:Time call received to dispatchCode 1 (Emergency)Code 2 (Urgent)Code 3 (Non Urgent)1 min. 3 sec.12 min. 0 sec.63 min. 3 sec.1 min. 28 sec.14 min. 37 sec.72 min. 43 sec.1 min. 34 sec.14 min. 31 sec.68 min. 51 sec.+ 49%+ 21%+ 9%Response Times:Time call received to arrival of officer(s)Code 1 (Emergency)Code 2 (Urgent)Code 3 (Non Urgent)4 min. 51 sec.19 min. 43 sec.81 min. 19 sec.5 min. 14 sec.22 min. 37 sec.92 min. 05 sec.5 min. 24 sec.22 min. 22 sec.85 min. 36 sec.+ 11%+ 13%+ 5%“Facta Non Verba” -11- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 1 - Enhance Public Safety continuedObjectives Performance Indicators Progress4. Target drugs,weapons, and violentcrimesi) Year-end Criminal Investigation DivisionActivity Report and enforcement statistics(e.g., violent crime and clearance rates)ii) Number of enforcement strategic projectsiii) Number of intelligence projectsi) Refer to tables below.ii) There were 19 enforcement projects by the LPS in 2011 compared to 16 enforcement projectsin 2010.iii) Statistics related to Intelligence projects were not available for 2010; however, a new systemwas developed to track these projects in 2011 through SIAC (Strategic Intelligence AnalysisCommittee). During 2011, there were 34 Intelligence projects.2009-2011 ComparisonsCombined Guns and Drugs Section Seizures2009 2010 2011# of Weapons Seized 188 103 73Value of Drugs Seized $16,668,959 $15,495,731 $4,759,965# of Arrests 264 290 230Note: There was a reduction in total seizures of illegal drugsand weapons in 2011 when compared to the previous yearattributable to the redeployment of drug officers to high-riskevents that occurred over a period of several months.2009-2011 ComparisonsViolent Crime and Clearance RatesOffence TypeNumber ReportedClearance Rates2009 2010 2011 2009 2010 2011Homicide 3 7 8 33% 100% 113%Attempted Murder 1 3 2 0% 100% 50%Sexual Assault 242 263 235 84% 77% 82%Assault 2,481 2,400 2,248 79% 81% 80%Abduction 60 68 65 92% 93% 89%Robbery 323 301 313 52% 56% 46%“Facta Non Verba” -12- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 1 - Enhance Public Safety continuedObjectives Performance Indicators Progress5. Focus on proactivestrategies to protectchildren from cybercrimei) Increase in the number of investigations andcharges related to Internet-based crimesagainst personsii) Number of students educated on Internetsafetyi) The number of warrants executed and suspects arrested have remained fairly consistent from2009 through to 2011 (no change from 2010 to 2011). The number of charges laid in 2011increased approximately 52% percent since 2009 due to a number of complex and lengthyinvestigations. Refer to table below for more details.ii) There were 11,012 students educated on Internet safety in 2011 compared to 11,414 in 2010.iii) Report on educational strategiesiv) Presence of Government fundingiii) The School Safety Officers within the LPS Community Services Unit provide Internet safetyeducation within the schools as part of the VIP (Values, Influence, Peers) program. During2011, School Safety Officers presented one 75-minute lecture on Internet Safety to grade 6students during the VIP program. The content of this lecture is focused primarily on protectingchildren from cyber crime. Also, grade 8 students received a 30 minute lecture on this topic.iv) During 2011, the Provincial Ministry provided funding for the equipment and training requiredfor the Cyber Crime Unit, plus salary funding for one Forensic Computer Analyst position. Inaddition, there was an increase in staffing to the Cyber Crime Unit by one new ForensicComputer Analyst and one new Cyber Crime investigator as part of the 2011 budget.CYBER CRIME 2009 TOTAL 2010 TOTAL 2011 TOTAL Difference 2009-2011# of Suspects Arrested 31 27 27 - 13%# of Criminal Code Charges Laid 158 133 240 + 52%# Search Warrants and Production Orders Executed 38 36 38 0%“Facta Non Verba” -13- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 2 - Strengthen PartnershipsObjectives Performance Indicators Progress1. Continue to enhance i) Year-end Activity Reporti)the relationship withschool boardsii) Delivery of TrainingCOMMUNITY SERVICES UNIT EDUCATIONAL STRATEGIESGrade Level/ EducationalStrategyNumber of Events (lectures, presentations)2008/20092009/2010school year school yearKindergarten 73 186 2302010/2011school yearGrade 3 143 137 150VIP 983 957 1,143Grade 8 142 221 204Assemblies 5 4 18Meetings 78 36 37Committees 8 16 27Presentations 29 116 110Block Parent 110 166 19Traffic Surveys 1 7 13Other Events (e.g., lockdownpractices and suspension31 95 27meetings)TOTALS 1,603 1,941 1,978ii) The Youth Crime Unit continued with a standardized presentation about gangs and symbolsthat will be given to all vice principals from both the TVDSB and LDCSB, pending availability ofthe Secondary School Resource Officers (SSROs).“Facta Non Verba” -14- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 2 - Strengthen Partnerships continuedObjectives Performance Indicators Progress2. Improveinteroperability withlaw enforcement andemergency servicepartnersi) Year-end Activity Reportii) Successful implementation ofoneVoice inclusion with FireServices and policy surroundingthe new city facilities such as thenew radio toweriii) Agencies training togetheriv) Multi-agency use of equipment andsuppliesi) In 2011, the LPS continued to work with the OACP (Ontario Association of Chiefs of Police) and CACP(Canadian Association of Chiefs of Police) on interoperability issues. The efforts, originally spearheadedby the CACP Informatics Committee, have brought the Communications Interoperability Strategy forCanada to fruition and have drawn many public safety organizations to the table, including police, fire andEMS (Emergency Medical Services) national associations.ii) During 2010, the LPS successfully completed the transition with the Fire Services to oneVoice Radiosystem, which is a local London system. The LPS has continued to enhance the oneVoice system. Dueto a major shift in directions in public safety communications in North America, the P25 standard is nowbeing demanded by governments. The P25 upgrade contract was signed with Harris Communications in2011 and implementation is underway. It is anticipated that all city agencies will be transitioned to theP25 system during 2012. Once completed, the P25 system will provide many enhancements to bothpublic safety and city works users. Policy or by-laws surrounding the new radio tower to restrict otherusage (e.g., private companies) have not been developed yet.iii) The LPS Explosive Disposal Unit, in cooperation with Defence Research and Development Canada andthe Canadian Police Research Centre, conducted a Hazardous Environment Operations-Home MadeExplosives Course in London. This two-week course, held in 2011, had participants from both thenational and international explosive disposal community attend. Instructors were from Canadian privateand government agencies, as well as the ATF (Bureau of Alcohol, Tobacco, Firearms, & Explosives) fromthe United States.Also during 2011, a large-scale multi-agency “Community Emergency Management Program Committee”scenario was conducted (in part) at the Emergency Operations Centre in London.iv) During 2011, equipment was shared between agencies during several incidents.• The LPS Explosive Disposal Unit (LPS-EDU) received a JEPP grant for 4 SCBAs (Self- ContainedBreathing Apparatus). This grant was secured because of the interoperability of these SCBA’s withthose used by the London Fire Services (LFD). The LFD fills the LPS SCBA tanks, which can beinterchanged with the LFD tanks during CBRNE (Chemical Biological Radiological Nuclear andExplosive) calls for service since both agencies are now using the same brand of tanks.• RCMP truck and full CBRNE response equipment was loaned to the LPS for 11 months. This wasrequired due to fire damage to LPS-EDU building and equipment. This arrangement illustrates thecooperative relationships that have been developed with our police partners.“Facta Non Verba” -15- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 2 - Strengthen Partnerships continuedObjectives Performance Indicators Progress3. Continue to engageUWO & FanshaweCollege to promotepositive studentbehaviour within thecommunityi) Reduced calls for service in areassurrounding UWO & Fanshawe Collegeii) Year-end results – Project Learniii) Number of meetings/interactions withT&GAO (Town and Gown Association ofOntario) & Off-Campus Housingi) Refer to the table below for 2011 results, which indicate that the more serious types ofincidents (Criminal Code Charges) decreased by 24% when compared to 2009.ii) During 2011, the incidents involving criminal behaviour had decreased from 2009.Furthermore, the incidents involving large disruptive groups declined. It was noted that thegatherings in traditional problem areas continued; however, students in general seemedmindful of police presence and purpose and responded in a more positive manner to policeenforcement.iv) Communications with UWO & FanshaweCollege regarding student relationsiii) Town and Gown Association of Ontario meetings and interactions occur on a regular basis.There are 12 meetings a year at the provincial level and three meetings a year with the Townand Gown Committee of London. During August and September, three meetings were held atUWO with the Off-Campus Housing Mediator and UWO representatives to prepare forOrientation Week and the following weeks. There were also ten interactions during the schoolyear when Community Oriented Response Unit (COR Unit) members attended residences tomeet with student tenants and the Off-Campus Housing Mediator.iv) Fanshawe College: Members of the COR Unit are representatives on the Fanshawe CollegeSub-Committee regarding off-campus issues. Other representatives on the Committee includethe Off-Campus Housing Mediator, City By-Law Manager, Fanshawe College staff, and theFanshawe Student Association. Regular Committee meetings are held ten times during theyear.UWO: During mid-August, the COR Unit members met with UWO staff, campus police, andthe Off-Campus Housing Mediator to prepare for Orientation Week. Additional meetings andcommunications with UWO representatives occurred as needed during the school year.PROJECT LEARN(Liquor Enforcement and Reduction of Noise)Year End Results2009 2010 2011 Difference 2009-2011Total Provincial Offence Notices 1,657 1,725 1,363 - 18%Total Criminal Code Charges 81 57 62 - 24%“Facta Non Verba” -16- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 2 - Strengthen Partnerships continuedObjectives Performance Indicators Progress4. Continue to partnerwith London CAReS todevelop alternateresponse to quality oflife issuesi) Number of calls for service referred toLondon CAReS programii) Year-end activity reporti) During 2010, there was one test case that resulted in reduced calls for service for the subjectas the individual was a chronic user of police time. London CAReS redefined its program in2011 and will be moving forward in 2012 with a plan to identify and house a number ofidentified “most vulnerable” persons.ii) The LPS continued in an advisory role with the London CAReS Community Group and assistedwith program evaluation and partnership feedback. As the revised program is developed in2012, activity reports will become available.5. Enhance relationshipsand partnershipsthrough ExternalBoards & Committeesi) Number of LPS representatives on externalBoards/Committeesii) Employee external volunteer hoursi)LPS Representation on ExternalBoards/Committees2009 2010 2011# of LPS representatives 64 63 73iii) Feedback from membership and communitypartnersii)# of external boards/committees 147 144 146LPS Members - External Volunteer Time 2009 2010 2011# of hours committed by LPS Members toexternal volunteer opportunities.14,398 9,616 5,855iii) During 2011, the LPS received 64 commendations and 98 thank you letters from citizens andcommunity partners to express their appreciation to LPS members for various incidentsincluding volunteer work.Feedback from the Community 2009 2010 2011# of commendations 88 68 64# of thank you letters 100 95 98“Facta Non Verba” -17- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 3 - Improve CommunicationsObjectives Performance Indicators Progress1. Enhance externalaccess to informationi) Increase in public’s level of knowledge aboutthe LPS (Results from Public NeedsSurvey)i) Public Needs Survey Results: 44 % of the respondents felt their level of knowledge hadincreased as a result of various communication strategies implemented by the LPS during thepast 2 years.ii) Increase in number of Internet Website hitsii) During the end of 2009 and 2011, new Internet tracking software was implemented. As aresult, the data from 2009 and 2011 is not available. A comparison to 2010 baseline data willbe made available in next year’s progress report when 2012 results are available.INTERNET 2009-2010 2010 2011Site Visits 203,345 N/A2. Improve internalaccess to informationi) MDT/Intranet progress reportii) Increase in number of Intranet Website hitsi) This project has been successfully completed, enabling an increase in the flow of currentinformation to LPS front line officers. Intranet access to information is now available to officerson all Mobile Data Terminals.iii) Blog progress reportii)INTRANET 2009-2011 2009 2010 2011Difference2009-2011Site Visits 293,531 333,948 354,309 + 20.7%iii) Due to other priorities and workload demands, the exploration/development of a Blog projecthas been deferred.“Facta Non Verba”-18- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 3 - Improve Communications continuedObjectives Performance Indicators Progress3. Develop a long-termCorporateCommunicationStrategyi) Progress report – CommunicationsStrategiesii) Increase in staff meetingsiii) Results from Internal Needs Surveyi) Several strategies were implemented during 2011 to enhance vertical and horizontal lines ofcommunication. Information published to the LPS Intranet is contemporary and enablesmembers to have access to administrative or operational changes from any LPS computer orMobile Data Terminal. For example, the Calendar of Events was updated and now maintainedby the Corporate Communications and Public Relations Officer. The results of the 2010Workload Analysis and 2011 Employee Survey were posted, along with a message from theChief. The video of the proposed 2012 Budget presentation and frequently asked questionsrelated to the police budget was posted for members’ information.Meetings are held regularly by both Uniformed and Criminal Investigation Division (CID)Section Commanders. CID Section Commanders meet daily and Uniformed Division SectionCommanders started meeting more frequently. Morning meetings are held to address issuesthat occurred overnight and to review the resources required for that day and upcoming week.ii) No comparisons are available for 2009 to 2011. As a result of direction from SeniorManagement during 2010, Uniformed Division meetings with Section Commanders are heldevery morning. Attendees have been expanded to include the Communications Section StaffSergeant.iii) A voluntary employee National Work/Life Balance Study was conducted during 2011. In termsof effective communication, employees were asked if they felt that Management makes it clearwhat is expected of them (i.e., goals, objectives). The results showed that the 57.8% agreedthat their manager’s communications were clear.“Facta Non Verba” -19- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 3 - Improve Communications continuedObjectives Performance Indicators Progress4. Enhance and promoteLPS imagei) Number of commendations and thank youlettersii) Results from Public Needs Surveyi) During 2011, the LPS received 64 commendations and 98 thank you letters from citizens andcommunity partners to express their appreciation to LPS members for various incidents.Refer to page 17 for a 2009-2011 comparison chart.ii) 2011 Public Needs Survey Results: 91% agreed that the LPS is making an effort to becomemore involved with the community in a positive way.5. Enhancecommunications to alllevels of Governmenti) Progress report on interactions with multilevelsof Governmentii) Number of participants/attendees from multilevelsof Governmenti) The LPS continues to advocate through the OACP (Ontario Association of Chiefs of Police)and is fortunate to have engaged MPs and MPPs who support the organization. The LPS isrepresented on the OACP committee that is engaged with the government-led, cross-sectorstakeholder summit to address the future of policing in Ontario. Municipally, the LPS hasreached out to Council members through the Chief of Police and the Police Services Board.During the fall of 2011, the LPS held public consultations where members of the communityand municipal, provincial and federal representatives were invited to attend to provide inputtoward the 2013-2015 Business Plan development process.Frequently throughout 2011, the LPS invited municipal, provincial and federal representatives,to attend media conferences related to new programs and initiatives. For example, variousMPPs, MPs, and City Councillors attended the PAVIS (Provincial Anti-Violence InterventionStrategy) funding announcement, CRIA (Criminal Remedies for Illicit Activities) grantannouncement and the expansion of the LPS Multi-faith Chaplaincy Program. LPS SeniorOfficers also attended a variety of announcements/press conferences hosted by MPs andMPPs throughout the year.ii) Representatives from all levels of the government and the public were invited to attend a seriesof consultations that were held during the fall of 2011. In addition, ride-along opportunitieswere provided to municipal and board representatives.Photo: The Honourable Christopher Bentley, MPP, with Chief Bradley Duncan at a PAVIS(Provincial Anti-Violence Intervention Strategy) funding announcement.“Facta Non Verba” -20- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 4 - Enhance Assistance to Victims of Crime continuedObjectives Performance Indicators Progress1. Continue to provideeffective crisisintervention servicesthrough the FamilyConsultant/VictimServices Unit(FC/VSU) to victims ofcrime and tragiceventsi) Number of Family Consultant/Victim ServicesUnit (FC/VSU) internal and externaleducationii) Number of crisis interventionsiii) Results of satisfaction surveysi) The FC/VSU participated in 68 educational and development events in 2011 related to a widevariety of topics, including domestic violence, abuse and neglect of seniors, diversity,addictions and mental health, bereavement services and traumatology.ii)Family Consultant/Victim Services Unit 2009 2010 2011# of clinical interventions 1,484 1,363 1,654# of brief Interventions 313 382 352# of victims provided with victim information 1,438 1,576 1,724iii) Results of survey will be available in 2012.2. Seek opportunities toenhance CrisisIntervention Toolsi) Commitment from members of internationalacademic community and local serviceproviders to researchii) Report on preliminary findings/outcomes ofEMDR* interventionsi) The target date to acquire commitment from other partners is 2012.ii) The target date to report on preliminary findings/outcomes of EMDR* interventions is2013/2014.* EMDR (Eye Movement Desensitization and Reprocessing) is a technique used by the FC/VSU (Family Consultant/Victim Services Unit) to assist some victims and witnesses of traumatic events tolessen the symptoms they are experiencing, such as intrusive images, anxiety, and fear. Using bi-lateral stimulation, in the form of either guided eye movement or pulses emitted by tappers that thevictim holds in their hands, the Consultant directs the victim through a series of exercises aimed at reducing their distress. EMDR has been found to be very helpful in quickly assisting victims andwitnesses return to their usual level of functioning.“Facta Non Verba” -21- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 4 - Enhance Assistance to Victims of Crime continuedObjectives Performance Indicators Progress3. Work with Police andCommunity Partnersto Establish aCollaborativeResponse to SeniorVictims of Crime andAbusei) Establishment of specific protocol forinformation sharing & joint interventionii) Progress reporti) The Strategic Planning Subcommittee of Project SENIOR has begun developing specificprotocol for information sharing and joint intervention. This work will be completed in 2011.ii) In 2011, Project SENIOR, the Multi-Disciplinary Action Team, and the Committee on the Abuseand Neglect of the Elderly amalgamated to form the Coalition on the Abuse and Neglect ofOlder Adults. The FC/VSU also hosted a public education event on the abuse and neglect ofolder adults in 2011. This event was attended by service providers and the general publicduring Victims of Crime Week.4. Work with key policeand communitypartners to develop acollaborativecommunity model toincrease the safety ofvictims of high riskdomestic violenceoffendersi) Establishment of specific protocol for sharinginformation related to assessment of risk andsafety planningii) Availability of information and education toolsiii) Progress reporti) Protocols for safety planning and sharing information were finalized in 2011, with the followingkey partners and the LPS:• Children’s Aid Society• Changing Ways• Women’s Community House• London and Middlesex Probation and Parole• John Howard Societyii) Educational tools were developed in 2011 and are being utilized in high risk conferencing andin general to inform our collective work environment with respect to dynamic risk factors.iii) The progress report for the “High Risk Domestic Violence Offender Project” was completed andsubmitted to the Ministry of Community Safety and Correctional Services in 2011.“Facta Non Verba” -22- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 5 - Optimize Infrastructure & Technological CapacityObjectives Performance Indicators Progress1. Ensure facilities arebeing developed tomeet the long-termrequirements of theorganizationi) Completion of phase 2 renovationsi) Phase 2 renovations, which include extensive renovations to the existing building were fullycompleted in 2011. In addition, asbestos abatement was completed in a variety of areas ofthe second floor that were not included in the Phase 2 project. Asbestos abatement on theground floor areas is scheduled to begin in mid-2012.2. Enhance Greencapacityi) Funding will be recommended for a recycling program again in the 2012 budget. Funding forthe implementation of a recycling program was submitted as part of the 2012 LPS budget.However, through the budget reduction process this item was eliminated. A budget request fora recycling program will be submitted again during the 2013 budget process.ii) The LPS continues to expand existing green fleet initiatives. Throughout 2011, unmarkedvehicles due for replacement were reviewed for required size and power. Where feasible andpractical, vehicles traditionally equipped with 6 cylinder engines were replaced with mid-size 4-cylinder vehicles. A total of 8 unmarked vehicles were replaced with the 4-cylinder vehicles.Through stock-piling of Ford Crown Victorias, the LPS fleet will continue to have the ability ofsupplying the only (known) propane-powered police patrol fleet in North America. The cleanerburning propane fuel provides a significant reduction in harmful green house emissions. Asvehicles are replaced, the LPS continues to maintain a baseline of 22 propane vehicles.The facility expansion and renovations resulted in an enhanced infrastructure.For example, the new state of the art firing range can accommodate tenofficers on the firing line at one time. The lighting in the range has beendesigned to replicate a wide variety of low light situations. The lightingcombined with the sound system adds a touch of realism to training.“Facta Non Verba” -23- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 5 - Optimize Infrastructure & Technological Capacity continuedObjectives Performance Indicators Progress3. Improve the efficiencyand effectiveness ofservice deliveryi) Year end activity reportii) Public satisfaction levels (survey)iii) Program evaluation resultsi) During 2011:• Supervisory Training: 42 supervisors (civilian and sworn) received in-house training(2- day session)• Diversity Training: all 800 members (civilian and sworn) received training during a seriesof In-Service Training sessions in 2011/2012• AODA (Accessibility for Ontarians with Disabilities Act) Training: All new employees andcontract workers received training (all other employees received training in 2010)ii) 2011 Public Needs Survey Results: 91.1% of the respondents were satisfied with the overallquality of police services4. Enhance Information& TechnologyResources to furtherservice deliveryiii) During 2010, a comprehensive list of programs and services offered by London Police Servicewas created. Due to shortage of resources, program evaluations have not been undertakenduring the 2011. However, a Program Evaluator Specialist position was approved and will befilled during 2012. The purpose of this new position is to enhance the organization’s ability toconduct extensive program evaluation.i) Information & Technology progress report i) Online Application for Background ChecksIn 2010, the RCMP changed the Vulnerable Screening process, which has increased theamount of human resources the LPS requires to deliver adequate customer service. In 2009,the LPS routinely processed background checks in 14 days or less. At year-end 2010, the LPShad an 11-week backlog. As a result of several initiatives implemented during 2011, thebacklog for background checks to approximately 7 days. In parallel, the LPS collaborated witha third party provider to refine their online record check product to meet LPS requirements.Online Record Checks is currently the highest priority LPS technology project. A pilot project isscheduled for implementation with a third party provider during 2012.Online Occurrence Reporting SystemPhase one of the Online Occurrence Reporting System was completed in April 2010. Phaseone enables citizens to submit through the Internet occurrence reports related to theft,lost/stolen licence plates, and damage to property.Phase 2 (further use of Online Reporting) was deferred in 2011 due to other priorities andworkload demands. A working committee has been established, and will be meeting in 2012 toevaluate the possible future uses of the Online Reporting System.“Facta Non Verba” -24- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 5 - Optimize Infrastructure & Technological Capacity continuedObjectives Performance Indicators Progress5. Enhance Information& TechnologyResources to supportinternal needsi) Information & Technology progress reporti) The primary software vendor for LPS policing software is Versaterm, which has a commitmentto “evergreen” its products to meet the needs of its clients. During 2011, the LPS TechnologyTeam continued to work closely with Versaterm and beta tests many of their Canadian productreleases.Major technology initiatives completed in 2011 include:• Ongoing Server virtualization (running multiple virtual computers on a single hardwareplatform)• Hardware upgrades, physical servers to “blades”• Disaster recovery backup site implementation (full data replication)• Versaterm Records System software upgrades• Direct scanning to occurrences (ie. Duty books)• Electronic civil fingerprints submission to RCMP• Video – FTR (For the Record) interviews, Arbitrator, Genetec, streaming video• Direct Recovery of Entrust profiles (DRA)• Windows 7 rollout for new personal computers• Microsoft (etc.) hardware/software upgrades- domain controller, antivirus, Blackberry server, etc• Guard Tour (electronic recording system for cell checks)• increased use of Cognos reporting tools“Facta Non Verba” -25- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 6 - Ensure Effective Human Resource ManagementObjectives Performance Indicators Progress1. Ensure thatappropriateorganizationalstructure and staffinglevels are in place tomeet current andfuture requirements2. Develop strategies toensure effectiverecruitment, selectionand retentioni) Annual review of organizational chartii) Submission of an annual HR Requirementsreport to the Chiefiii) Annual divisional audit/staffing reviewsi) Increase in applicationsii) Increase in website hits on recruiting webpagesiii) Number of diversity outreachinitiatives/eventsi) In 2011, a review of the organizational chart was completed that resulted in changes. TheUniformed Division was realigned to include the Communications Section which wastransferred from the Support Services Section to the Uniformed Division.A new position, Executive Officer (Inspector), was also created with the following areas ofresponsibilities/staffing: Diversity, Corporate Communications and Public Relations, ProgramEvaluation, Multi-Faith Chaplaincy, Colour Guard, Protocol, Pipes and Drums, and the DutyCalls Band.ii) Human Resource reports are completed on a monthly basis to assist in determiningorganizational resource requirements. A comprehensive Workload Analysis was alsoconducted during 2010/2011, which resulted in recommendations for additional resources. Tennew positions (five civilian positions and five sworn police positions) were approved for the2011 Budget and 15 new patrol officer positions were approved for the 2012 Budget.iii) Annual Quality Assurance Audits were completed by each Division during 2010. This processinvolves a review of procedures and the completion of Annual Workload Analysis Surveys foreach Section within the respective Divisions. The Workload Surveys are reviewed to ensuremore effective balance of resources.i)APPLICATIONSRECEIVED2009 2010 2011Difference2009-2011Police 410 553 509 + 24%Civilians 222 164 156 - 30%TOTAL 632 717 665 + 5%ii) Website statistics related to the LPS recruiting web page are not available for 2009 and 2011due to changes in website tracking software that occurred during these two years. As a result,2010 will be used as a baseline comparator to 2012 in next year’s report.iii) Diversity outreach initiatives/events during 2011 included:• 15 Committees• 34 Community Partners• 43 Cultural Events attended• 80 Community Outreach Activities• 129 Community Meetings• 8 Diversity Recruiting Lectures• 11 Diverse Applicant Mentoring participants“Facta Non Verba” -26- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 6 - Ensure Effective Human Resource Management continuedObjectives Performance Indicators Progress3. Enhance and promotedevelopment andtraining opportunitiesfor all employeesi) Number of training opportunities providedii) Number of members participating in trainingopportunitiesiii) Number of members participating in e-Learningi) There were two supervisory training sessions offered in 2011. Topics included: OrganizationalExpectations and Philosophy, Human Resources Issues, WSIB Incidents, Use of Force Issues,Professional Standards Issues, Major Incident and Major Investigation Response.ii)iii)Self-Initiated Learning 2009 2010 2011Sworn participants 35 42 36Civilian participants 3 6 5Courses completed 73 99 63Reimbursement 58% 59% 88.5%In addition to self-initiated learning, 42 members participated in supervisory training sessionsduring 2011.E-Learning 2009 2010 2011Number of LPS participantsDue to some members who completed multiplecourses during 2011, the total number of participantsis greater than the LPS complement of 809 members.293 1,594 1,653“Facta Non Verba” -27- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 6 - Ensure Effective Human Resource Management continuedObjectives Performance Indicators Progress4. Enhance Health &Wellness opportunitiesi) Participants in Health & Wellness Programsii) Results from Health & Wellness Surveyiii) Progress Report – Health & Wellnessstrategiesiv) Number of Voluntary Fitness Pin participantsv) Number of EAP (Employee AssistanceProgram) communications/activitiesi) During 2011, there were the following programs and participants:• In-Service Training (Financial Session) – 583• Fitness Pin Challenge – 314• Going Green - 68• Biggest Winner Fat Off Contest - 13• Yoga - 40• Pedometer Challenge – 9• Boot Camp – 19ii) A National Work-Life Balance Study was conducted during 2011, which provided all employeesan opportunity to share their perspectives through a voluntary survey. The final reportidentified the following primary areas of concern: Workload/Staff Shortages,Supervision/Management, Stress, Development Opportunities/Career Goals & Aspirations, andOrganizational Culture.iii) The Wellness Committee undertook a variety of programs and activities during 2011, includingthe following:• Body Composition Analyzer - purchased• New Bulletin Board – posted near the Cafeteria and updated with information regularly• Committee member attended Health Unit Seminar on “Health at Work 4 All”• Re-branded Biggest Loser contest• Re-introduced Pedometer Challenge• In-Service Training (Financial)• Fitness Pin Challenge• Going Green• Yoga• Pedometer Challenge• Boot Campiv) There were 314 members who completed the Fitness Pin test in 2011, compared to 310 in2010.v) 3 Family Night presentations8 Resource Documents available on the Intranet“Facta Non Verba” -28- “Deeds Not Words”

2011 Business Plan ResultsObjectives and Performance IndicatorsGOAL # 6 - Ensure Effective Human Resource Management continuedObjectives Performance Indicators Progress5. Enhance employees’understanding andappreciation towardsdiversity within theworkplace and thecommunityi) Number of diversity training participantsii) Progress Report on Diversity strategiesiii) Number of LPS participants with diversegroups within the communityiv) Results of Internal Survey2011 Multi-Faith Chaplaincy Expansion InitiativeFrom left to right:Reverend David Carrothers, Imam Dr. Munir El‐Kassem,Rabbi Ammos Chorny, and Father Jim Mockleri) 376 sworn members and 145 civilian members received diversity training in 2011. The In-Service Training session carried over to 2012 and more members will have received training inthe first quarter of 2012.ii) The LPS Diversity Officer continued to outreach to the diverse community through numerousactivities and events:• 84 presentations to 3600 members of the diverse community• 129 community meetings with 930 members of the community• 80 Community Outreach Activities, including 29 outreach presentations to 900 newimmigrantsNew initiatives developed by the Diversity Officer during 2011 included:• Recruiting – Diverse Applicant Mentoring• Multi-Faith Chaplaincy Expansion• Pride Parade Participation• Inclusive Work – Partnership with Community Living (award)• Diversity Matters Brochures• Police Specific Specialized Language Training Program – developed in partnership withthe Thames Valley District School Board, Wheable Adult Education and other communitypartners to assist new immigrants.iii) During 2011, the Diversity Officer was involved with the following 15 committees in variouscapacities:Regional HIV Aids Connection, HBT Working Group, London Middlesex – Local ImmigrationPartnership, Networking for Inclusive Communities, Black History Month Committee, AfricanCommunity Council, Canadian Association of Latin Americans, Muslim Centre for SocialSupport and Integration, London Diversity Task Force, London Diversity and Race RelationsAdvisory Committee, Ontario Association of Chiefs of Police – Diversity Steering Committee,Association of Black Law Enforcers, Seeds of Poverty, Muslim Family Service, and AfricanCanadian Federation of London.There are many LPS members who are involved, in general, with diverse committees. Inaddition, the Diversity Officer, as well as two other members, are extensively involved inmeeting the needs of the diverse community (e.g., welcoming and engaging new immigrants).In the future, it is anticipated that there will be more opportunities for members to be activelyinvolved with our diverse communities.iv) A Diversity Survey is scheduled for 2012.“Facta Non Verba” -29- “Deeds Not Words”

LPS SPECIAL INITIATIVE REPORTSInternal Task Forces:An Internal Task Force is a proactive initiative bringing together a teamwithin the LPS for the purpose of targeting a specific area, group and/orcriminal activity. In 2011, the LPS implemented 28 Internal Task Forcesto address a variety of issues including:• Occupy London• Project LEARN (Liquor Enforcement and Reduction of Noise)• Guns and Drug Problems• Auto Thefts• Residential/Business Break and Enters• Prostitution• Robberies• Bail Compliance• Other Community Safety and Quality of Life IssuesJoint Forces Operations (JFO):The LPS participates in a variety of Joint Forces Operations (JFOs) involvinga number of police services throughout the Province of Ontario. JFOs allow forthe participation of police services in providing investigative expertise focusingon the elimination of multi-jurisdictional criminal activity. All JFOs are supported bya memorandum of understanding and/or written agreements signed by partneragencies. In 2011, the LPS was involved with 11 JFOs that fell within thefollowing categories:• Intelligence• Anti-Terrorism• Illegal Gambling• Organized Crime• Proceeds of Crime• Drug Trafficking• Protection of Children from Sexual Abuse and Exploitation on the Internet• Guns and Gangs• Hate Crimes and Extremism Activity• Repeat Offender Parole Enforcement• Asset ForfeitureProblem-Oriented Policing and Crime Analysis:The following are some of the Problem-Oriented Policing and Crime Analysisinitiatives that were utilized by the LPS in 2011:The Community Oriented Response Unit (COR Unit) - The COR Officersare responsible for offering an integrated approach to problem solving, andincreasing the interaction between the public and the police, by encouraginga shared responsibility in addressing and dealing with community issues.During 2011, the COR Officers continued to meet with various communitygroups to provide leadership and provide enforcement where required.Issues included crime prevention, drug awareness, prostitution, graffiti, liquor-related matters and other public safety concerns.Directed Patrols – Directed patrols are high visibility patrols utilized toreduce problems in areas of concern identified through communityconsultation and police analysis. During 2011, directed patrols wereperformed by officers of the Community Oriented Response Unit, CommunityFoot Patrol, Public Order Unit and the five Patrol Sections. During the year,this type of patrol was utilized during both phases of Project LEARN (LiquorEnforcement and Reduction of Noise), Devil’s Night, Halloween, New Year’sEve, and graffiti hotspot locations.The Strategic Intelligence Analysis Committee (SIAC) – SIAC wasestablished in 1996 to collect, analyze, and disseminate information to alloperational areas of the LPS. SIAC is comprised of representatives from theLPS as well as from the University of Western Ontario Campus CommunityPolice Service, the Ontario Provincial Police, Eglin Middlesex DetentionCentre, both the Federal and Provincial Probation & Parole offices, and theCanada Revenue Agency. SIAC members met on a weekly basis during2011 and continued to provide a coordinated integration of statistical,investigative, and intelligence information through the Crime Analysis Unit.Crime Prevention – Crime Prevention continues to remain a priority withinthe community policing context. During 2011, the Crime Prevention Officers,the volunteers of the Auxiliary Section, and the COR officers worked togethertowards proactive strategies, education, and community involvementGraffiti Initiatives – During 2011, the LPS Graffiti Co-ordinator handled 239active graffiti occurrences. The Co-ordinator monitors all graffiti occurrences,discovers patterns, and undertakes the required investigative intelligenceefforts. The Co-ordinator also coordinates larger scale projects, if required.A graffiti database was developed during 2011 and published to the Intranetwhich provides timely information to front line officers.“Facta Non Verba” -30- “Deeds Not Words”.

CRIME STATISTICS – 6 YEAR COMPARISON REPORTOffence Category 2006 2007 2008 2009 2010 2011Homicide* 4 5 2 3 7 8Other Cause, Death* 0 0 0 0 0 1Attempted Murder* 14 3 2 1 3 2Abduction* 43 44 53 60 68 65Assault* 2,329 2,405 2,427 2,481 2,400 2,248Sexual Assault* 210 247 199 242 263 235Robbery* 400 285 288 323 301 313Break & Enter** 3,128 2,616 2,418 2,626 2,415 2900Theft: Motor Vehicle** 2,764 1,909 1,439 1,265 956 891Theft** 10,543 9,839 10,534 10,649 8,911 8,369Possession Stolen Property** 265 266 280 279 280 220Fraud** 1,110 1,031 1,273 1,297 1,726 1,180Counterfeit 527 361 366 142 92 77Prostitution 79 112 67 85 79 115Gaming & Betting 2 3 2 3 1 0Offensive Weapon 165 213 175 242 235 237Other Criminal Code 11,764 11,335 10,566 10,255 9,663 9199Total Criminal Code 33,347 30,674 30,091 29,953 27,400 26,060Young Offenders Charged 1,497 1,601 1,509 1,382 1,197 792Adults Charged 8,846 8,533 8,440 7,845 7,652 8,030*Total Number of Violent Crimes 3,000 2,989 2,971 3,110 3,042 2,872Violent Crimes Clearance Rate 72.7% 73.7% 76.3% 76.5% 78.2% 76.4%**Total Number of Property Crimes 17,810 15,661 15,994 16,116 14,288 13,560Property Crimes Clearance Rate 26.3% 27.5% 27.6% 27.1% 30.4% 32.7%Note: Number of offences/occurrences and clearance rates are based on data derived from internal LPS generated crime statistics reports, which may vary from datareported by Statistics Canada. These Crime Statistics reflect the number of Occurrences recorded as of Dec. 31st of the reported year. As investigations continue, someoccurrences will be reclassified after the reporting year-end and not reflected in these statistics. For example, an "Attempt Murder" or "Missing Person" could be determinedlater as a "Homicide."“Facta Non Verba” -31- “Deeds Not Words”

PRIMARY SERVICE INDICATORSCALLS FOR SERVICE AND AVERAGE RESPONSE TIMES *Total Number ofCalls for ServiceAverage Response TimeCode 1 (Emergency)Average Response TimeCode 2 (Urgent)Average Response TimeCode 3 (Non Urgent)2006 2007 2008 2009 2010 2011131,850 131,072 128,635 120,901 118,563 122,9254 Min. 51 Sec. 4 Min. 50 Sec. 4 Min. 51 Sec. 4 Min. 51 Sec. 5 Min. 14 Sec. 5 Min. 24 Sec.17 Min. 37 Sec. 19 Min. 2 Sec. 18 Min. 37 Sec. 19 Min. 43 Sec. 22 Min. 37 Sec. 22 Min. 22 Sec.58 Min. 10 Sec. 63 Min. 49 Sec. 67 Min. 44 Sec. 81 Min. 19 Sec. 92 Min. 05 Sec. 85 Min. 36 Sec.*includes total time (from call received to arrival on scene)OTHER PRIMARY SERVICE INDICATORS2006 2007 2008 2009 2010 2011Hit & Run Investigations 1,512 1,730 1,659 1,665 1,565 1,642Safety PresentationsCommunity MeetingsFamily Consultants &Victim ServicesClinical InterventionsRoadside Alcohol Tests(includes all Roadside Tests)3,123 3,018 3,952 4,027 4,168 4,2721,733 1,780 1,777 1,484 1,363 1,654439 411 765 594 504 357Breathalyzer Tests 442 375 427 411 257 208“Facta Non Verba” -32- “Deeds Not Words”

2011 OPERATING EXPENSES, COMMENDATIONS & COMPLAINTS2011 Budget 2011 ActualsExpendituresPersonnel Costs $82,547,299 97.22% $81,842,904 96.39%Administrative Expenses $847,304 1.00% $718,588 0.85%Financial Expenses $1,027,611 1.21% $2,066,378 2.43%Purchased Services $3,444,039 4.06% $3,907,947 4.60%Materials & Supplies $3,076,099 3.62% $3,368,803 3.97%Equipment & Furniture $438,300 0.52% $767,336 0.90%Recovered Expenses ($221,850) -0.26% ($222,850) -0.26%Total Expenditures $91,158,802 $92,449,106Total Revenue ($6,248,807) -7.36% ($7,539,111) -8.88%NET BUDGET ALLOCATION $84,909,995 100.00% $84,909,995 100.00%2011 Commendations and RecognitionsDuring 2011, members of the London Police Service (LPS) receivednumerous commendations and thank you letters from members of thepublic, as well as other awards.Recognition from Members of the PublicCommendations 64Thank you letters 98The London Black Community Achievement AwardOn February 27 th , 2011 at the Black History Month Closing Gala, LPSDiversity Officer, Marcel Marcellin, was awarded the 2011 LondonCommunity Black Achievement Award.The Chief’s CitationOn November 3 rd , 2011, Chief Brad Duncan awarded four LPSmembers the Chief’s Citation for outstanding service displayingextreme perseverance and dedication in a task well done.Divisional Commendations and RecognitionPublic Complaints 2010 2011Conduct Complaints 88 119Service Complaints 5 4Policy Complaints 1 0Local Complaints 2 1Local Inquiries 76 90Total Complaints 172 214Resolutions in 2011Complaints not Dealt With – PSA Sec. 60 60Withdrawn 3Informal Resolution – PSA Sec. 58* 98Unsubstantiated 19Informal Discipline 9PSA Hearing 3Lost Jurisdiction 1Pending Investigations 21Recognition was given to 75 LPS members who were awarded “WellDones” or “Divisional Commendations” under informal awards for theiractions related to 51 incidents.“Facta Non Verba” -33- “Deeds Not Words”