Police Performance and Accountability
Accountability is foundational to public trust. At the LPS, we measure our performance not just by statistics, but by progress on strategic goals, responsiveness to community feedback, and our commitment to integrity through professional standards. Here’s how we tracked our efforts in 2024.
Cost of Policing
As part of our commitment to transparency and accountability, the LPS shared detailed financial information on how public funds are used to support safety and service across the city. The 2024 Operating Budget breakdown below reflects both planned expenditures and actual spending, showing how resources are allocated and adjusted in real time to meet operational needs.
Understanding the 2024 Budget
In 2024, the LPS’s total operating expenditures amounted to 179.7 million, with 165.5 million representing the net cost of policing after revenues were applied.
The majority of funds, over 92% of actual spending, supported personnel costs, including salaries, benefits and pensions for sworn and civilian members. Policing is fundamentally people-driven and this investment reflects our focus on front-line service delivery.
Other major categories included:
- Purchased services (e.g., telecommunications, maintenance and professional fees): $9.9 million
- Technology Maintenance: Delays in project rollouts resulted in underutilized funds. These amounts will be required in 2025 and beyond
- Materials and supplies $5.2 million
- Financial expenses (e.g., reserve contributions, bank charges): $9.05 million, includes a year-end surplus. This amount was credited to the Police Service Reserve Fund.
- Administrative costs: $2.4million
- Equipment and furniture: $839,304
The full table below offers a line-by-line view of budgeted versus actual spending, including percentage breakdowns. Variances reflect the real-world challenges of operating a 24/7 public safety service in a growing city. The LPS remains committed to fiscal responsibility while maintaining high service standards and adapting to evolving community needs.
Professional Standards and Public Complaints
The LPS takes all complaints seriously. Public complaints help ensure we’re held to a high standard and that we have the structures in place to respond appropriately and fairly. The Professional Standards Branch reviews all public complaints related to officer conduct, policy, or service.
All complaints are reviewed and investigated under the oversight of provincial legislation and independent bodies. Our aim is not just compliance, but fairness, responsiveness, and continuous improvement in how we serve the public.
In 2024, service complaints reported to the LPS Professional Standards Branch decreased from 35 in 2023 to 12. This reduction reflects our focus on improving response times, enhancing community trust, and maintaining high standards of professionalism
Follow the link for a detailed overview of the Professional Standards Report
Community Feedback and Perceptions
Public perception is a critical lens on police performance. In 2024, LPS partnered with Advanis as part of the Police Service National Benchmarks Study, which helps police services across Canada better understand how their communities view trust, fairness, and performance.
Key 2024 Insights from London Residents
- 76%believe LPS operates with honesty
- 53%say they trust the service overall
- 60%feel they can influence decisions
- 40%have a good opinion of LPS compared to 38% nationally
- 37%feel LPS meets their expectations
These findings help shape how we engage with the public, identify gaps, and adjust our communication and services to improve community confidence and meet evolving expectations.
Strategic Plan Progress
In 2024, the LPS began aligning its operations with the 2024–2027 Strategic Plan set out by the London Police Service Board, which establishes the Board’s vision and direction for the Service. The plan is organized around three core priorities: Our People, Our Community, and Our Work. The plan includes six objectives and more than 350 strategic deliverables aimed at improving police service, public safety, and community engagement.
Year One Highlights
- 277deliverables completed, including 63 non-recurring projects
- 62items currently in progress
- 46deliverables scheduled
- 15deliverables delayed or on hold (each with documented rationale)
These deliverables are embedded into internal work plans and reviewed regularly by the Senior Executive Team. This structure ensures that progress is not only tracked, but acted on. Our focus remains on doing what we say we will do, with accountability to both our members and the public.
