2019 – 2023 Business Plan



As a result of COVID impacts, City Council has approved an extension of the current 2019-2021 plan until 2023.




Londonn Police Services Board Chair - Councillor Mo Mohamed Salih

On behalf of the London Police Services Board, I’m pleased to present the 2019 – 2021 Business Plan, a blueprint for the work of the London Police Service for the next three years.

Preparation for this Business Plan included a large series of public consultation meetings, face-to-face interviews and surveys, as well as many opportunities for input, both formal and informal, driven by the London Police Service and the London Police Services Board. This is the first time the Board held a separate public consultation meeting outside of London Police headquarters, at H.B. Beal Secondary School.

The London Police Service, with the Board’s direction and support, has worked diligently to create the solid foundation upon which the organization sits today. The Service’s professional, dedicated and caring members, along with management’s forward-looking, proactive, collaborative and transparent approach under the respected leadership of Chief John Pare, have positioned us well to head into the 2019 – 2021 LPS Business Plan with an enhanced commitment to strengthening community relationships and partnerships.

This strong foundation, combined with the Service’s commitment to strive to do even better, will help us to meet the increasingly complex, challenging and costly reality of policing today. Organizational and community capacity is ever important today and we intend to push previous limits respecting how we focus resources on operational effectiveness and efficiency and engage the community, to give all Londoners the safe, healthy and inclusive community they want and deserve.

Mo Mohamed Salih
Board Chair and Councillor, City of London



Image of London City Police Chief John Pare in #1 Dress UniformWelcome to the London Police Service’s vision for the next three years.

The Vision for a Safer London: 2019 – 2021 Business Plan renews our commitment to community safety and well-being, and to continuing to build our organization to be more transparent, accountable and effective.

The strategic priorities for the next three years are community safety, community well-being and organizational capacity. The objectives are ambitious and are designed to work within today’s dynamic and challenging policing environment.

The mission, vision and values of the London Police Service are the foundation of this plan. They reflect what we do, where we are going and who we are. Our vision is about partnerships – internal and external – and being responsive to the needs of the community.

As you will see in the pages that follow, our objectives support this vision and emphasize strategic collaboration with others to achieve our mission of ensuring the safety and well-being of London’s communities.

During the development of this plan, we consulted extensively with the community and with our employees through surveys and numerous face-to-face meetings and town halls.

The London Police Service will continue to engage key community partners to ensure our services truly reflect their needs and will work together to address issues such as mental health, addiction and social disorder, all of which have an impact on community safety.

We will also remain on the path of learning about the diverse communities we serve. Beginning in 2017, a new approach to diversity training was implemented. We now have speakers from the community itself present the training to all employees. The goal is to better understand various perspectives and ultimately to enhance our effectiveness while engaging the communities we serve.

It is important to note that the success of the LPS is the result of the commitment of all of our employees to providing professional police services to our community.

All sworn and civilian members need to be ready and able to tackle what can often be difficult and trying work, so we will continue building organizational capacity to ensure our employees are engaged, have development opportunities and are supported throughout their careers.

We commit to continuing to strive for excellence, transparency, diversity and inclusivity. As we live our values, we will maintain and continue to build trust, which is the cornerstone of community well-being.

The men and women of the London Police Service – the sworn, the civilians and the volunteers – will be faithful to the LPS mission in service to the citizens of London. It is because of their dedication and commitment that I am confident we will create the future envisioned here.

John Pare, M.O.M.
Chief of Police


LPS logo



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


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


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



School Resource Officer reading a children's story book to a group of kids in school classroom

The 2019-2021 London Police Service (LPS) Business Plan is our vision for a safer London. It is a look at where we are now, where we want to be and how we are going to get there. This document is the result of an enhanced planning process that placed a stronger emphasis on strategic and collaborative partnerships in alignment with our guiding principles. We are also placing more emphasis on being able to demonstrate that we are making a difference.

The business plan was developed through an extensive four-step process:


The LPS mission, vision and values statements were reviewed to ensure they reflect the organization, its role as part of the London community and the ideals we strive to meet each day.  


A comprehensive analysis of a variety of inputs (e.g., surveys, consultations) was undertaken to identify contemporary local, provincial and global issues impacting policing, and the issues that matter most to the LPS and the community.


A review of the environmental scan and analysis resulted in the formation of strategic priorities, desired outcomes, areas of focus and objectives for the next three years.


Consultation throughout the organization facilitated the development of corresponding activities, internal and external partnerships, accountabilities, deliverables and timelines. 


A business plan is only as good as the ability of an organization to successfully execute the plan. The LPS internal tracking processes will be instrumental to making that happen. The public will be updated on our progress on a yearly basis through the LPS Annual Report.       

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The LPS strives to understand and reflect the increasingly diverse populations we serve, and with our community partners, to respond to the changing needs of the city’s residents.

  • Between 2011 and 2016, the City of London’s population increased by 4.8% to 383,822.
  • The population age 65 and older increased by 15% from 2011 to 2016. The 2016 census is the first one in which London’s seniors (65+) outnumber the children age 14 and under.   
  • Seven out of every ten Londoners have European origins.
  • London is home to 83,770 immigrants, a 9% increase from 2011 (76,585). Immigrants represent 22% of the population which is a 9% increase from 2011 (76,585). The top places of birth of immigrants are the United Kingdom, Poland, and China. 
  • Almost 14% (11,595) of London’s immigrants arrived between 2011 and 2016. The top places of birth of recent immigrants are Syria, India, and China.
  • One-fifth (75,130) of Londoners reported being a visible minority. Arab is the top visible minority group, closely followed by South Asian and Black. 
  • London’s Indigenous population increased by 42% to 9,725 in 2016 from 6,845 in 2011, and represents 2.6% of London’s population.
  • The top non-official languages are Arabic, Spanish and Chinese.                                                               
                                                       (Statistics Canada Census 2016)


The LPS has been committed to ensuring the safety and well-being of London’s communities since 1855. Our members are dedicated to providing effective and efficient service to London’s more than 380,000 residents. The LPS delivers exceptional value to the community for its investment in municipal policing.   

  • Jurisdiction: just under 425 square kilometres, making it the 10th largest in Ontario and the 19th largest in Canada.
  • 2018 authorized complement: 829 (605 officers, 202 civilians and 22 cadets)
  • 2017 net operating budget: $102,042,011
  • 2nd-lowest cost per capita compared to police agencies in Ontario serving a population of 100,000+ and a lower than average ratio of police officers to population. 

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The policing environment in the 21st century is rapidly changing and becoming increasingly complex. As society evolves, police are regularly dealing with emerging social issues and multifaceted crimes which demand alternative, innovative, and collaborative solutions. It is also an environment in which, more than ever, police are being scrutinized and police leadership is challenged to determine how to provide quality service to the public in the face of significant budgetary constraints. 

A female and male detective standing in front of evidence lockers

The call for strengthened police oversight and accountability and the need for a collaborative approach to community safety and well-being planning have resulted in the first comprehensive review of and amendments to the Police Services Act (PSA) since 1990. The Safer Ontario Act, yet to come into force, would replace the current PSA. The new Act will require municipalities to work with police service boards and local service providers to develop community safety and well- being plans. The province has also shifted its criteria for police funding eligibility towards initiatives that improve the effectiveness, efficiency and modernization of policing services. 

Court decisions and changes to federal legislation are also impacting the work of police. The new timelines set out by the Jordan Decision (R. v. Jordan, 2016 SCC 27) compels all criminal justice partners to improve case management and reduce delays to trial.

The impending legislation to decriminalize cannabis has implications for police, including the requirement to acquire appropriate equipment and training to detect drug impairment and investigate illegal dispensaries. 

The rising use of opioids, such as fentanyl, has created life threatening situations and the need for first responders to make critical decisions where they may be at risk of fatal exposure to unknown substances. 

Evidence shows that first responders, including police, are at least twice as likely as the general population to suffer from post-traumatic stress disorder (PTSD), due to routine exposure to traumatic stressors.

Police are increasingly being called on to respond to social disorder calls for service. Many police services, including the LPS, are developing cooperative, problem-solving strategies with multi-disciplinary professionals to address acute levels of compounding risk factors threatening persons, families or locations. This approach aligns well with the strategies outlined within the City of London’s Strategic Plan. The City’s plan also embraces cultural diversity with an emphasis on making London a diverse, inclusive, and welcoming community.

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London City Police  Sergeant talking to shop clerkThis business plan was informed by internal and external consultations and surveys that were conducted to identify issues that matter to the residents of London and LPS members.

  • Three widely promoted public consultation sessions were held. Invitational flyers were distributed to households and letters were sent to local federal, provincial and municipal elected officials; boards of schools and post-secondary institutions; and more than 300 community groups.
  • Five ‘Chiefs Conversations’ were held at various London Public Library locations.
  • Four ‘Block Talks’ were held at various locations in the community.
  • Meetings were held with representatives from the Thames Valley District School Board, the London District Catholic School Board, the Chamber of Commerce Government Affairs Committee, and business improvement and neighbourhood associations.
  • A public needs survey was distributed to 5,000 randomly selected households in the City of London. A response rate of 24% (1,213 completed surveys) provided confidence that the findings were representative of the community.
  • Two rounds of briefings were held with all sections and units within the LPS to obtain feedback from members.
  • An internal survey of more than 800 members was conducted. It achieved an 87% response rate.


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Yellow background with 3 headers. First being Contemporary issues in policing, second being Adequacy standards and lastely 2016-2018 business plan review


1. Community Safety

Desired outcomes: reduced crime and victimization/revictimization; increased involvement of communities in problem solving and safety initiatives; improved information sharing with criminal justice partners; reduced collision-related injuries and fatalities; reduced crimes against public order.                          

2. Community Well-being

Desired outcomes: increased sense of belonging; reduced social disorder; reduced rates of revictimization; appropriate response to victims, the vulnerable and racialized persons and groups; enhanced public trust and confidence in police; increased satisfaction with police services.

3. Organizational Capacity

Desired outcomes: increased transparency, fairness and accountability; increased diversity and inclusiveness of membership; increased member satisfaction; increased morale; improved employee performance; optimal resource allocation; enhanced service delivery; improved decision making and problem solving.

Three yellow boxes with blue text. First box has text External Input with arrow pointing upwards, second box has title LPS Indicators with arrow pointing upwards and third box is titled Internal Input and also has a arrow pointing upwards. 





• Safer Ontario Act (Bill 175)
• Jordan Decision (R. v. Jordan, 2016 SCC 27)
• Sexual assault case review
• Community safety and well-being
• Cannabis legislation
• Opioids/Naloxone/supervised consumption sites
• Modernization of policing
• Provincial PTSD Strategy for First


City of London Strategic Plan 2015-2019
• Diverse, inclusive, and welcoming
community – support all Londoners to feel
engaged and involved in our community
• Eliminate barriers for individuals facing
poverty, mental health issues, and addictions to help them find pathways to be successful
• Reduce and prevent homelessness
• Protect and promote the safety of
Londoners through the work of the London Police Service

The business plan must address:

• Crime prevention

• Law enforcement

• Victims’ assistance

• Public order maintenance

• Emergency response


The plan shall also address quantitative and qualitative performance objectives and indicators relating to:

• the police service’s provision of community-based crime prevention initiatives, community patrol and criminal investigation services

• community satisfaction with police services

• emergency calls for service

• violent crime and clearance rates

• property crime and clearance rates

• youth crime and clearance rates

• police assistance to victims of crime

• revictimization rates

• road safety, and

• information technology, police facilities, and resource planning

Key Achievements            

• Launched an enhanced LPS website and expanded public access to information

• Formed the London Connectivity Situational Table – a multi-partnership approach to wrap services around  individuals at acute risk

• Partnership formed with Victim Services of Middlesex-London

• Reviewed calls for service – improvements to officer availability (approximate annual savings of $200,000)

• Civilianized specialized roles (chief administrative officer, human resources specialist, corporate communications and media relations manager, scenes of crime officer)

• Diversity and mental health training provided to all employees

• Implemented a peer support program


Presently Outstanding

• Gaps in performance measurements

   o Baseline measures required to assess impact/cost savings of various initiatives





Public Consultations/Letters

• Drugs and drug-related crimes

• Public communications/education

• Property crimes (break and enters, theft, vandalism)

• Patrols (increase visibility/more foot and bike patrols)

• Traffic concerns (speeding, bike safety)

• Personal safety (downtown social issues)

• Homeless issues

• Mental health issues

• Sexual offences

• Diversity (support diverse groups/reflect diversity within the LPS)

• School resources

• Off-campus student issues


Public Needs Survey

• Drugs and drug-related crime

• Traffic concerns (distracted driving)

• Crimes against property (theft, break and enters, vandalism)

• Crimes of violence (sexual offences)

• Mental illness

• Homeless/poverty

• Weapons

• Police visibility/patrols

• Gangs/organized crime

• Lack of police resources

• Downtown issues

2008 to 2017 Trends

• Response times: Code 1s ⇧19%, Code 2s ⇧50%, Code 3s ⇧94%

• Calls for service: ⇩16%  

• Dispatched calls: ⇩13%

• Average call time: ⇧26%

• Domestic violence calls: volume ⇧18%, time on investigations ⇧7%

• Mental health calls: volume ⇧67%, average call time ⇩13%


Police Agency Comparisons (agencies in Ontario serving populations of 100,000+)

• Lowest operating cost per staff member [Municipal Benchmarking Network Canada (MBNC) 2016]

• Lower than average number of officers per 100,000 (Statistics Canada 2016)

• 2nd lowest out of 17 – cost per capita (Ontario Ministry of Municipal Affairs)

• 3rd lowest out of 17 – expenditures as % of property tax and cost per capita (Ontario Ministry of Municipal Affairs)

• 2nd highest number of Criminal Code incidents processed per officer (MBNC 2016)

Internal Consultations

• Workload/staff shortages

• Training (including scenario-based training and training related to apprehensions under the Mental Health Act)

• Facilities/furniture

• Transfers/vacancies/tenure

• Domestic Violence Unit/processes

• Deployment/assignment of positions

• Operational/administrative processes

• Value of other members – enhance appreciation

• Communication

• Speed safety initiatives


Internal Employee Survey

• Promotions/transfers/hires

• Communications/input/transparency

• Training/mentoring/career development

• Staff shortages/workload

• Schedules/realignment/deployment

• Vehicles/equipment/uniforms

• Supervision/management

• Facilities/parking

• Employment accommodation

• Job performance/performance appraisal

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The fulfilment of the desired outcomes stated in this business plan relies heavily on strategic and collaborative partnerships that have been identified for each objective. In addition, various internal components will work together towards achieving common goals and ensuring the realization of existing and future strategic priorities and associated business capabilities. The following are some of the requirements for the successful execution of this plan.

Strategic Planning Committee

The Strategic Planning Committee, which is comprised of the LPS executive and senior officers, uses a formal project management methodology to provide direction and guidance for the identification, prioritization and tracking of initiatives that are necessary to achieve the LPS strategic priorities.

Procedures and Audit Process

Policing standards are set out in Ontario Regulation 3/99. This regulation includes more than 80 standards to ensure adequate and effective delivery of policing services in the province. While the majority of these standards address operational requirements, there are also administrative requirements for business plans and annual reports.

For each standard, the LPS has developed corresponding procedures, which are published on our internal employee website for members’ quick access and guidance. Audits are conducted to ensure the LPS procedures are in compliance with federal and provincial legislation and corrective action is taken where necessary.

Budget Process

The operating and capital budget processes are designed considering short- and long-term goals and objectives which includes the business plan. The format and submission deadlines are determined by the City of London. Actual expenditures and revenues are continually tracked and reviewed on a regular basis.

Performance Measurement

The 2019-2021 Business Plan development process has been measurement driven, with the areas of focus deliberately chosen to reflect the operational definitions of their respective strategic priorities. The desired outcomes correspond to the anticipated collective longer term impact of the stated objectives. Internal tracking mechanisms that are specific to action plans will be developed to support both ongoing efforts to monitor business plan progress, and annual reporting.

Facilities Plan

A facilities master plan is updated on a regular basis to include current and future maintenance and capital projects with timelines.

Information, Communication and Technology (ICT) Strategic Plan

The ICT plan aligns its priorities with organizational strategic priorities and focuses on optimizing ICT service delivery. A key component of the ICT plan is the Information, Communication, and Technology Governance Committee, which is comprised of senior management representatives from each of the divisions. The committee meets regularly to assess and prioritize ICT projects and services.

Resource Planning and Allocation

An essential part of strategic planning is determining future resource requirements. The development of a comprehensive resource planning methodology has been identified as one of the business plan objectives.

Communications Strategy

Effective and frequent communication is essential for strengthening the relationship between police and the community, and for ensuring that every member of the community has access to information.

Strategies are required to ensure that external and internal communications infrastructures are in place in times of crisis, but they are equally important to engage and educate the public, to build partnerships and promote dialogue with multiple stakeholders across diverse cultures and platforms, and to share our successes. The commitment to a comprehensive communications strategy is vital for the achievement of the LPS mission, and gives life to the LPS values of trust, accountability and transparency.

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Image of male being searched by police officer                      Image of officer in classroom with kidsImage of Communication Sergeant and dispatcher looking at computer


Safety continues to be a primary issue for the community. Concerns about drugs and drug-related crimes, violent crimes, property-crimes, road safety and police visibility were frequently expressed throughout the public survey and consultations. The areas of focus related to this strategic priority were developed to reflect these concerns and the police core functions mandated under the current Police Services Act.
Desired outcomes: reduced crime and victimization/revictimization; increased involvement of communities in problem solving and safety initiatives; improved information sharing with criminal justice partners; reduced collision-related injuries and fatalities; reduced crimes against public order.

Crime prevention
  • To promote crime prevention strategies and educate the public on potential threats to safety and security

  • To engage in actions that encourage participation of business owners, neighbours, citizens and social service partners in increasing their own and others’ safety and security

The activities within Strategic Priority 1 are balanced across all four areas of focus. There are three quick wins in crime prevention that emphasize public education and strategic crime analysis. The community and the organization reap the benefits of a quick win for the rest of the life of the business plan.


The activities include more complex initiatives in emergency response, such as the development and implementation of the infrastructure required for a Real-Time Operations Centre, which comprises digital evidence management and open source technology.


The activities also include sustained efforts by the Uniformed and Criminal Investigation divisions in traffic management and law enforcement respectively, with a focus on Drug Recognition Experts and Standardized Field Sobriety Testing, zone policing and joint forces operations. The sustained efforts keep the issue in the forefront throughout the life of the business plan. The complex and sustained initiatives are major undertakings that promise significant but more gradual transformation.





Law enforcement




  • To deploy patrols based on analysis of calls for service, crime trends, criminal intelligence and community concerns

  • To increase the visibility of community patrols

  • To continually improve the LPS criminal investigative response

  • To partner with other law enforcement organizations in Ontario to strategically address multi-jurisdictional criminal activity

  • To collaborate with justice system partners to improve case management and other supporting processes to reduce delays in time to trial that are due to factors within LPS control

Traffic management, enforcement and road safety
  • To promote education, awareness and community engagement to improve road safety

  • To enhance enforcement strategies to improve road safety, with a focus on distracted, impaired, and aggressive driving, and seatbelt use

Emergency response and public order maintenance
  • To work collaboratively with community partners and common stakeholders to manage crowds, maintain public order, and improve emergency preparedness and incident command coordination

  • To improve the effectiveness and timeliness of the response to critical and major incidents, working effectively with other community service providers

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Community well-being is about people’s quality of life and experiences. It includes the social, environmental and cultural conditions that are essential for individuals and their communities (broadly defined) to flourish, and covers issues such as mental health, addictions, and social disorder, which were frequently cited as concerns during the public consultations and the survey process. Community well-being also covers people’s sense of belonging and our own members’ job satisfaction and opportunities. We recognize the importance of public trust and cultural humility, and we will continue to work together with the community to develop appropriate responses to the people we serve.

Desired outcomes: increased sense of belonging; reduced social disorder; reduced rates of revictimization; appropriate response to victims, the vulnerable and racialized persons and groups; enhanced public trust and confidence in police; increased satisfaction with police services.


Equity, diversity and


  • To increase awareness and understanding of the unique circumstances of members of diverse communities

The activities in Strategic Priority 2 include sustained efforts to emphasize the appropriate, effective and efficient community/police response to victims and persons experiencing mental health and addictions crisis, and relatively complex initiatives that will improve organization-wide community outreach, transparency and accountability.


Community mobilization strategies within this strategic priority include a sustained initiative (the London Connectivity Situational Table), and complex initiatives designed to improve the response to victims of human trafficking and/or sexual assaults, and street level women at risk who are involved in survival sex work.


This strategic priority features two sustained efforts related to equity, diversity and inclusiveness: working with community partners to extend culturally appropriate support to victims of diverse communities; and enhancing external communication capabilities to non-English speaking communities and other diverse groups.



Community mobilization/risk intervention
  • To work strategically and collaboratively with social service providers and community partners on early intervention and prevention of identified risks
Response to victims, the vulnerable, and racialized persons and groups
  • To implement best practices for police engagement with persons in mental health and addictions crisis
  • To provide victims of crime and/or traumatic circumstances with immediate on-site support and referrals to available programs and services

  • To enhance transparency and improve consultation with the community


Female officer with 2 safety patrollers in front of school bus

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The LPS proactively seeks opportunities to realize operational efficiencies, maximize employee wellness and optimize organizational capacity. Police services are faced with increasing financial pressures and service demands due to economic restraints, legislative changes, community expectations and the increasing complexity of crime. Investments in appropriate technology, infrastructure, and human resources are critical enablers of cost-effective service delivery. A key success factor is having members who are engaged, developed and supported throughout their careers. Our members are the face of our organization and we are continuing to work towards being more understanding and reflective of London’s diverse communities.

Desired outcomes: increased transparency, fairness and accountability; increased diversity and inclusiveness of membership; increased member satisfaction; increased morale; improved employee performance; optimal resource allocation; enhanced service delivery; improved decision making and problem solving.




Innovation and technology
  • To align information, communication and technology (ICT) objectives with LPS strategic priorities
  • To modernize ICT Branch services, infrastructure, and endpoints to meet the changing needs of the organization’s business goals

The activities that fall under Strategic Priority 3 build the capacity to deliver on the community safety and well-being objectives. They are balanced across the six areas of focus, with a slight emphasis on infrastructure and employee development and wellness.

There are four quick wins in each of recruitment and retention, and employee development and wellness. Examples include an equity, diversity and inclusiveness audit; a recruiting and public awareness campaign targeting women and people from diverse communities; training to develop members’ skills in conducting trauma-informed investigations; and an early intervention system to identify and support members who may be at risk as a result of operational stress injury.

Almost one-third of the activities in this strategic priority are complex and sustained efforts that focus on the organization’s infrastructure and on efficiencies.

Examples include updating the Business Continuity Plan and the plan for the deployment of patrol officers; utilizing business analytics to inform the development of alternate service delivery models; and expanding capabilities to support internal and external communications requirements, including keeping the public better informed of police activities. 










Human resources strategy
  • To ensure alignment of human resources management with the LPS strategic direction
Recruitment and retention
  • To promote the LPS as an employer of choice and develop a service that is understanding and reflective of the diverse communities we serve
  • To improve employee retention through initiatives that address equity, diversity, inclusiveness and accommodation

Employee development and wellness

  • To develop and maintain the knowledge, skills and abilities of employees
  • To provide wellness education and initiatives

  • To facilitate career development and provide career counselling for all sworn and civilian members

  • To develop and implement a formal process for the lateral transfers of sworn members

  • To improve the LPS promotional and leadership transition processes

Efficiency and effectiveness of service delivery
  • To explore alternate forms of service delivery so the organization can focus limited resources on the core policing functions
  • To update and consolidate existing deployment formulas and beat patrol plan into a comprehensive patrol deployment plan
  • To continuously improve the efficiency of financial management processes and practices

  • To enhance financial planning and budget processes to improve accountability, financial stewardship and resource allocation, and to build capacity for continuous improvement

  • To develop and implement a comprehensive communications strategy

  • To create a facilities plan that meets future requirements through new and/or existing buildings and provides for the ongoing maintenance of the Headquarters building

  • To develop a resource planning methodology to allocate resources based on workload assessments and service delivery evaluations

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Officer walking, male walking bicycle on  sidewalk


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 Corporate Support and Continuous Improvement Branch

 Corporate Communications and Media Relations Unit

 For more information or if you require this report in an alternate format or language, please contact the Corporate Services Division at [email protected]


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