2019 – 2023 Business Plan

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

Welcome 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

MISSION STATEMENT

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

VISION OF SUCCESS

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

VALUES

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

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:

STEP 1: REVIEWING THE GUIDING PRINCIPLES

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.  

STEP 2: CONDUCTING AN ENVIRONMENTAL SCAN

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.

STEP 3: DETERMINING THE STRATEGIC DIRECTION

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.

STEP 4: DEVELOPING THE ACTION PLANS

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

NEXT STEPS…

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.       

STEADILY GROWING AND INCREASINGLY DIVERSE

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)

PROTECTING THE COMMUNITY FOR MORE THAN 160 YEARS

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. 

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. 

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.

This 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.

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.

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.

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.

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.