Chapter 1: Organizations and Organization Theory 15

EXHIBIT 1.2
MISSION London Police Service
(London, Ontario)
The London Police Service is committed to providing a safe and secure community Mission Statement
through community partnerships and by striving to attain the highest level of
professionalism and accountability.

VISION

Recognizing that our strength stems from our partnerships with all sectors of the
community, we envision an organization structured to meet the changing needs of citizens
and our profession. Our success in 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 development

of employees to their fullest potential;

● Promote training and life long learning; and

● Acquire and use resources efficiently and responsibly.

STATEMENT OF VALUES

The London Police Service, in pursuit of its mission, believes in providing quality service
with the highest possible degree of excellence, based upon the principles of fairness,
integrity, honesty, and respect for human dignity.

Employees are reminded to familiarize themselves with the Mission Statement,

Statement of Values, and Vision of Success, and to embrace these goals as we
collectively strive to provide the most effective police service for our citizens.
Source: London Police Service, Mission Statement, at
http://www.police.london.ca/AboutLPS/MissionStatement.htm (accessed June 2, 2008).

nonpaying clients, and a major problem for many organizations is securing a steady
stream of funds to continue operating. Nonprofit managers, committed to serving cli-
ents with limited funds, must focus on keeping organizational costs as low as possible
and demonstrating a highly efficient use of resources.32 Another problem is that, since
nonprofit organizations do not have a conventional “bottom line,” managers often
struggle with the question of what constitutes organizational effectiveness. It is easy
to measure dollars and cents, but nonprofits have to measure intangible goals such as
“improve public health” or “make a difference in the lives of the disenfranchised.”
Managers in nonprofit organizations also deal with many diverse stakeholders
and must market their services to attract not only clients (customers) but also vol-
unteers and donors. Some nonprofits have responded to such challenges by devel-
oping new organizations. In 2001, Big Brothers and Sisters of Canada and Big
Sisters Association of Ontario merged so that each partner organization could better
serve more clients. The merger was also designed to reduce confusion in the eyes of
the funders and the public that having two organizations with similar names and
mandates had created. Moreover, it was an opportunity to pool the resources and
expertise of the two organizations.33 However, not all members of the Big Sisters
Association of Ontario supported the merger as they believed that girls’ interests

NEL

Copyright 2015 Nelson Education Ltd. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Nelson Education reserves the right to remove additional content at any time if subsequent rights restrictions require it.