Since joining the service in 1992, he has served in a variety of progressively responsible positions, including leading the Patrol Operations, Professional Standards and Human Resources branches, as well as the Major Crime Section.
On behalf of the 881 sworn and civilian members of the London Police Service (LPS), I am pleased to present our 2021 Annual Report to the London community.
I remarked in last year’s report that 2020 had been a challenging year in many regards, including the ongoing impacts of the COVID-19 pandemic. This past year saw many of these same challenges continue to impact our community and our members, both personally and professionally.
As we always strive to do, our organization remained nimble and responsive to the changing needs and expectations of the community, and I am very proud of the work our members accomplished, often at great personal sacrifice.
Each and every day, they are responding to calls for assistance from people who are often experiencing their very worst day, and are exposed to situations that can’t help but have a lasting impact on them.
This constant vicarious trauma takes its toll on members, which is why this year we established the Member Care and Organizational Wellness Branch to provide programs and supports to members aimed at ensuring a healthy, resilient and engaged workforce. We owe it to our members and their families to protect their health and well-being, and this new branch is singularly focused on that outcome.
As our city grows – this year being named the second-fastest growing city in Canada by Statistics Canada – so do the needs of our community. The demands placed on front-line service providers continue to evolve and our members see this on a daily basis. We are keenly aware that our response time has suffered, particularly in relation to non-emergency calls for service. There is increased pressure on our front-line officers to be available when urgent calls demand their immediate attention, including those where they are called to assist their fellow officers. We have taken steps to address this challenge for the short-term future, including the redeployment of officers from other areas of our service to front-line patrol, as we seek more permanent solutions to bring our service in line with the population we serve, and the demands that come with policing a growing and complex city.
I would like to take this opportunity to thank all of our dedicated LPS members for their tremendous work over this past year – those on the front-line and those behind the scenes. I would also like to thank our fellow first responders, as well as our community partners, organizations and local businesses for their collaborative efforts. Thank you to the London Police Services Board, and City Council for your support of the work our members do each and every day. And thank you to the London Police Association Executive who represent the interests of our members, and work with us to navigate through challenges as they arise.
Most importantly, I would like to thank you, our citizens, for working with us and continuing to support our efforts to ensure London remains a vibrant, desirable city in which to live and work. Stay well and stay safe.
Stephen Williams
Chief of Police
Summary Of Total Criminal Code Offences
CRIME STATISTICS – 5 YEAR COMPARISON
Note: crime-related statistics are based on internal reports which may vary from Statistics Canada’s publications.
| SWORN | CIVILIAN | CADET |
|---|---|---|
| Chief of Police – 1 | Senior Directors – 3 | Cadets – 22 |
| Deputy Chiefs – 2 | Directors – 3 | |
| Superintendents – 4 | Managers – 3 | |
| Inspectors – 9 | Supervisors – 21 | |
| Staff Sergeants – 20 | Other – 206 | |
| Sergeants – 93 | ||
| Constables – 494 | ||
| Total – 623 | 236 | 22 |
AGE, STATUS AND GENDER
Age, Status and Gender Summary
Twenty Twenty-one continued to be a challenging year for the London Police Service and our community overall, the second year of COVID-19 pandemic presence. The tragic loss of four members of the Afzaal family on June 6, 2021, also caused our community, and in particular, the Muslim community, profound anguish. It will take time for our community to heal from this horrific crime.
The Chief has kept us informed of the increasing pressures faced by the frontlines. We continue to share in his concerns about the unprecedented volume of calls for service and a significant increase in the complexity and severity of those calls for service. We understand that to support the safety, health and wellbeing of our city and the officers who serve and protect it faithfully, day in and day out, we need to have our full attention on resolving the current and future resourcing needs of the London Police Service.
We recognize the many instrumental and proactive policing initiatives and efficiencies recently undertaken by LPS in response to the heightened, complex and diverse needs of our community. These initiatives include the COAST model of community mental health response and the Patrol Modernization Plan.
In response to June 6, 2021, we know that LPS has continued to build relationships with the Muslim community and shared in their grief. LPS also continues with its commitment to diversity through training, policy development and relationship building. The annual Lewis Coray Trailblazer Award was a beacon of hope through difficult times.
The Board wishes to express their deepest gratitude and pride to all members of the LPS, from front-line officers showing up every day, to Administration leading the way, to every civilian member whose work behind the scenes aids in making all of the work feasible and as safe as possible during these increasingly tumultuous times. We thank you for following safety measures and being flexible. We appreciate all that you do and believe that our community does also, and we look forward to better, healthier days and years ahead.
Thank you, and take care of yourselves and each other!
Susan Toth, Chair
OUR MISSION
To ensure the safety and well-being of London’s communities.
OUR VISION
To be respectful of,. and responsive to, the changing needs of our community and our organization through strategic and collaborative partnerships.
OUR CORE VALUES
Professionalism | Excellence | Inclusiveness | Transparency | Accountability | Integrity | Diversity | Trust
The CAU supports front-line officers, criminal investigators and other specialized units within the LPS, and assists law enforcement partners. The CAU also supports Tactical Analysis and Problem Solving (TAPS) and Problem Oriented Policing (POP) to ensure all emerging crime and public disorder issues are addressed effectively.
In 2021, the POP Committee facilitated a coordinated approach to integrating statistical, investigative, and intelligence information through the CAU and operational analysis to support appropriate deployment initiatives. Although the global pandemic presented unique challenges, identified crime patterns and trends were addressed in a timely fashion.
During 2021, Crime Analysts provided 82 trend reports in all areas of crime and disorder. These reports have been particularly helpful in addressing crime patterns in a timely manner especially during the pandemic. The reports also have helped to identify the POP initiatives and increased communication with front-line policing through a digital communication tool.
The LPS participated in the following JFOs in 2021:
- Provincial Anti‐Terrorism Section
- Provincial Asset Forfeiture Unit
- Provincial Repeat Offender Parole Enforcement Unit
- Provincial Strategy to Protect Children from Sexual Abuse and Exploitation on the Internet
- Provincial Weapons Enforcement Unit
- Provincial Joint Forces Cannabis Enforcement Team
- Provincial Strategy to End Human Trafficking
- Human Trafficking Intelligence-led Joint Forces Strategy
- Criminal Intelligence Services Ontario Undercover Operator Pool
- Criminal Intelligence Unit
- Illegal Gambling Unit
- Biker Enforcement Unit
- Multi-Jurisdictional Major Case Manager Provincial Pool
The Community Oriented Response (COR) Unit, and other units within the Uniformed Division, led numerous Problem Oriented Policing initiatives. Problem Oriented Policing (POP) focuses on the use of innovative strategies to prevent crime and disorder and then rigorously evaluates those strategies to determine their effectiveness.
In November of 2021, COR officers were redeployed to front-line patrol to help address staffing shortages. Anticipated crime trends associated with the holiday shopping season were addressed through the use of Auxiliary members, who provided a visible presence and offered crime prevention advice at hot spot locations. With the use of crime analysis, Auxiliary members provided a visible presence and crime prevention advice to members of the public at hot spot locations during peak times. The following are some of the POP projects undertaken in 2021.
PROJECT
- Individuals in need were referred to outside agencies (e.g., London CARES).
- Hot spot patrols were conducted by officers.
OUTPUTS/OUTCOMES
- There were 75 free crime prevention evaluations conducted for businesses using principles of Crime Prevention Through Environmental Design (CPTED).
- 256 arrests were made.
- There was a 33% reduction in commercial break and enters and a 38% reduction in theft from motor vehicles compared to 2020.
- An overall reduction in property crime was sustained for several weeks.
The aim of this project was to reduce break and enter occurrences throughout the City by conducting focused deterrence strategies targeting identified prolific offenders.
Project
- 43 offenders were identified.
OUTPUTS/OUTCOMES
- Officers made direct contact with 32 offenders to provide deterrence messaging and referrals to community resources to help deter involvement in criminal activity.
- Break and enters decreased 25% compared to the same period in 2020.
- A focus on areas where the downtown project (Custos) was run concurrently resulted in a 33% decrease in break and enters when compared to both the pre-project period and the same time period in 2020.
PROJECT
- 18 identified offenders received support from “Impact London,” a local outreach organization. Each week, outreach workers attempted to locate these individuals in the community to help keep them engaged with support resources. Enforcement action was undertaken with offenders where appropriate.
OUTPUTS/OUTCOMES
- Through on-going support and outreach, 15 of 18 identified offenders were able to complete the required applications for housing. Prior to the project most were not receiving social assistance of any kind.
- As a whole, the 18 offenders have had 63% fewer criminal charges in the 133 days since the project began compared to the 133 days pre-project.
- Police engaged in enforcement actions for some of the prolific offenders who were not receptive to community resources.
- Partnerships with outside agencies, including the Ministry of the Attorney General, City of London and Impact London were strengthened.
PROJECT
- Hot spot patrols and crime prevention strategies were conducted by officers
OUTPUTS/OUTCOMES
- 1,490 residents were canvassed/educated in the Western area, 510 flyers distributed, two free CPTED audits conducted, media interviews and a social media campaign launched.
- Western University sent out 38,000 educational emails to students, and spoke with 2,200 residents.
- Property crime within the identified geographical area was reduced by 42% compared to 2020 and residential break and enters were reduced by 36% compared to the pre-project period.
PROJECT
- 31 prolific offenders were targeted for focused deterrence strategies and 25 of their known associates were provided deterrence messaging.
OUTPUTS/OUTCOMES
- 702 residents were educated/canvassed in response to break and enters in their neighbourhoods.
- 1,279 crime prevention flyers were distributed in hot spots following a break and enter.
- 11 free CPTED audits were conducted.
- 12 charges were laid.
- Residential break and enters were reduced by 63% compared to the pre-project period.
- Commercial break and enters were reduced by 48% compared to the pre-project period.
2019
- 13 Task Forces/Projects
- 110 Arrests
- 98 Criminal Charges
- 243 Provincial Offence Notices
2020
- 12 Task Forces/Projects
- 70 Arrests
- 47 Criminal Charges
- 23 Provincial Offence Notices
2021
- 20 Task Forces/Projects
- 251 Arrests
- 232 Criminal Charges
- 54 Provincial Offence Notices
The number of internal task forces struck in 2021 increased to 20 (from 12 the year before) due, in part, to the identification of more crime and public disorder trends calling for this type of response.
Of note, a Crime Gun Task Force was created to address a marked increase in the number of shootings in the first half of 2021. This task force contributed to the increase in the number of arrests and criminal charges seen in 2021.
All internal task forces achieved their performance objectives.
LPS’ SECOND GENERATION OF REMOTELY PILOTED AIRCRAFT SYSTEMS (RPAS)
In 2021, LPS added a number of new RPAS units, commonly known as drones, to their fleet. They have advanced technology to provide aerial photography, mapping, and 3D modelling of scenes of crime and collisions. They aid in the search for missing persons, and provide an aerial view over major events in London, providing intelligence to teams on the ground.
The community healthcare providers and police officers who make up COAST are engaged to assist individuals in navigating the mental health system, with the goal of providing access to appropriate resources and services. In doing so, they divert those struggling from being admitted to the hospital or from becoming involved in the criminal justice system. All COAST members – sworn and civilian – bring unique experience and specialized training to the table in order to provide innovative approaches to helping those in our community who need it most.
“COAST is a multi-disciplinary team that has pulled together a broad range of professionals from different organizations,” says Aaron, a Registered Nurse from St. Joseph’s. “This has led to dynamic interventions, and knowledge sharing between those not only on the COAST team, but those within each organization as well.”
All COAST members wear a uniform consisting of a blue polo shirt and khaki pants, deliberately chosen to reflect a trauma-informed approach to interactions with vulnerable populations in London, while breaking down the stigma associated with mental health concerns at the same time.
“Relieving stigma around mental health has been paramount to COAST, and the decision to wear relatable clothing, with no obvious police markings, has made a considerable impact on the way individuals in the community interact with us,” says LPS Constable Anna Marie Vizner. “This has proven to be very positive and this effort has helped us build rapport and therapeutic relationships with citizens in the community.”
The pilot project has seen great successes in 2021, with hopes of expanding and securing sustainable funding for years to come.
Adding our voices to thousands of community members online in support of Bell Let’s Talk Day.
London Police and London Fire go head to head at the Canadian Country Music Association Awards Family Tractor Pull event.
Wearing pink on Pink Shirt Day to promote kindness, raise awareness, and put a stop to bullying in our community.
LPS’s Project Sneakers aims to provide children in need with sturdy footwear.
In 2021, LPS partnered with Pride London to produce a lip sync video in celebration of the Pride London Festival.
| Objects of Expenditure | 2021 Budget | 2021 Actual |
|---|---|---|
| Personnel Cost | $117,563,351 (97.5%) | $115,520,774 (95.8%) |
| Administrative Expenses | $1,614,154 (1.3%) | $1,063,651 (0.9%) |
| Financial Expenses | $815,472 (0.7%) | $3,731,177 (3.1%) |
| Purchased Services | $5,402,559 (4.5%) | $5,918,636 (4.9%) |
| Material & Supplies | $3,655,018 (3.0%) | $3,601,495 (3.0%) |
| Equipment & Furniture | $870,910 (0.7%) | $990,794 (0.8%) |
| Transfers | $0 (0.0%) | $12,268 (0.0%) |
| Recovered Expenses | ($309,938) -0.3% | ($309,938) -0.3% |
| Total Expenditures | $129,611,526 | $130,528,857 |
| Total Revenue | ($9,019,733) -7.5% | ($9,937,064) -8.2% |
| Net Operating Budget | $120,591,793 | $120,591,793 |