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2008-12-06_Agenda Packet--Dossier de l'ordre du jour�1 �i 0 City of Saint John Common Council Meeting Saturday, December 06, 2008 Committee of the Whole 1. Call to Order 9:00 a.m. Council Chamber 1. Budget Deliberations 1(a) Police Operating & Capital Budget 10:00 P.M. 1(b) Municipal Operations 11:00 P.M. 1(c) Fire and EMO % w. a � § \ } ^ }� � .\ \ Operating �� �� -6 ^ ca \t .v Budget 2m 2 � � .d , (d � . . (a ^ (\ ^ i © I\ ~ d ^ m^ x ~ 3 ± ~ | | ~� |� ) .� �- �� \� \� ) x� x� 2 8NSRD \y mm December 4, 2008 His Worship Ivan Court And Members of Common Council Your Worship and Councillors: On behalf of the Saint John Board of Police Commissioners, I am pleased to submit the 2009-2012 Saint John Police Force Operating and Capital Budget for your consideration. The Saint John Board of Police Commissioners, at its meeting of December 2, 2008, approved the staff recommendation, and resolved that the 2009 Saint John Police Force Operating Budget is set at $21,720,018. Res ectfully submitted, ad merson Interim Chair 5 ,::;SAINT JOHN BOARD OF POLICE COMMISSIONERS PO Box 1971 Saint John, New Brunswick Canada E21, 4L1 Bureau des Commissaires du Service de Police de Saint John C.P. 1971 Saint John Nouveau-Brunswick Canada f2L 4L] DAVID EMERSON Vice Chair/Vice President CI-IARLENE HAVES SecrelarylSeeritaire MAYOR IVAN COURT .D Commissionerl Commissaire DONALD F. CULLINAN ConwdssionerlCommissaire PETER MC,GUIRE 7,� Commissioner/Commissaire CHRISTOPHER WALDSCHUTZ Commissioner/Commissaire ALLEN G. BODECHON 7 Chief oj'Police✓Chef de Police SARAH WILSON Executive Secretaryl Secritaire Administrative Telephone✓TeMphone; (506) 674-4142 FaxlTjMcopieur: (506) 648-3304 E-mail✓Courriel: SAINT JOHN Explore our past/ Fxplorez notre pass6 Discover yourfuturcl D couvrez votre avemp December 4, 2008 His Worship Ivan Court And Members of Common Council Your Worship and Councillors: On behalf of the Saint John Board of Police Commissioners, I am pleased to submit the 2009-2012 Saint John Police Force Operating and Capital Budget for your consideration. The Saint John Board of Police Commissioners, at its meeting of December 2, 2008, approved the staff recommendation, and resolved that the 2009 Saint John Police Force Operating Budget is set at $21,720,018. Res ectfully submitted, ad merson Interim Chair 5 UZZ1111113MM11=1 Introduction............ 1 Role of the Board—, 2 Delivery of Services The Response 2 The Road Forward— 7 Proposed Budgets—ir) `7' 17� SAINT JOHN POLICE FORCE 2009-2012 PROPOSED BUDGETS INTRODUCTION "I The purpose of this report is to provide a context and background for the 2009-2012 Saint John Police Force Operating and Capital Budgets. The 2009 budget submission was built on a foundation of dialogue and consultation, while recognizing community expectations for the provision of effective and efficient public services at an affordable cost. The Board of Police Commissioners and the Police Force has considered the goals and priorities established by Common Council in the autumn of 2008, the proposed Integrated Community Sustainability Plan, and the applicable aspects of the Benefits BluePrint along with other community and corporate reports and studies. The 2009 budget gives shape to the SJPF Business Plan, a carefully crafted long term strategy designed to document and communicate values, principles and directions of the Police Force. As active participants and observers at the recent round of Town Hall meetings held in each of the Wards, the Board and Force understand first - hand the role the community expects the Force to play in ensuring an acceptable quality of life for citizens and their families. Quality of Life is valued by citizens and helps to create the right climate for economic investment and population growth. In meeting its legislative and community obligations, the Force actively considers, pursues and adopts 'best practices' available in the public and private sector. In doing so, however, it is acknowledged - the nature of policing is becoming increasingly complex and is placing increasing demands on resources at all levels of the Force. 'The capacity of members to deliver the full range of police services has also been effected by many Supreme Court decisions, legislative policies, social policies and technological advancements, that, while extremely important, in a liberal democratic society, have had the latent effect of substantially increasing the time and costs associated with investigating and clearing cases.` SJPF 2009-2012 Budget Document Version 4.Oi Nov. 27, 2008; 7 ROLE OF POLICE BOARD The Municipalities Act requires that the City provide the service of police protection, and through the Police Act, provides for Police Commissions as an instrument to do this by providing civilian oversight and guidance, insulating police operations from political influence, and by submitting a policing budget to Council each year for consideration. The Saint John Board of Police Commissioners has a responsibility under the Police Act to - "Provide and maintain an adequate police force ...to comply with the provisions of any collective agreement to which it is party" - and to advise Common Council accordingly, so that the municipality can "budget the necessary money to enable the Board to provide and maintain an adequate police force." in determining what constitutes an adequate police force the Board (in consultation with the Chief of Police) has established priorities and objectives, and has developed policies and programs in accordance with the Police Act, the associated New Brunswick Policing Standards and best practices in policing. As outlined in the Policing Standards, police forces are to: SJPF 20,019-2012 Budget December 06, 2008 E. 1. Provide an effective and efficient police service to the people of New Brunswick. 9 2% of 2. Establish, in partnership with the community, a community citizens based policing approach. consider the 3. Be sensitive to the needs of victims of crime and all other performance users of policing Forces. of the Force 4• Be sensitive to and representative of the linguistic and to be, "good' pluralistic character of the community they serve. or "very 5. Conduct their activities in a manner that maintains the public good' in all trust and respect by adhering to strict standards of functional professional ethics. areas DELIVERY OF POLMNG SERVICES THE RESPONSE TO DATE The Saint John Police Force is in the 'public safety business.' Police service is comprehensive, complex and dynamic. The main activities of policing are: Crime Prevention, Emergency Response, Law Enforcement, Victim Services and Public Order. In general terms, the community is satisfied with the quality of service provided by the Police Force. This is illustrated by the results of the Citizen Satisfaction survey conducted in 2007 that showed that SJPF 20,019-2012 Budget December 06, 2008 E. 92% of citizens consider the performance of the Force to be 'good' or `very good" in all functional areas — relationships, law enforcement, responsiveness and crime prevention. Further, participants at the recent round of Town Hall meetings expressed general satisfaction with the services provided by the Force. The citizens of Saint John are very well served. Previous investment in the Force has supported innovative methods and practices that are having a positive impact on Saint John, and that attract attention across the country. The following highlights three of the many accomplishments; 1. Focus on the Priority Neighbourhoods 2. Business Plan for 2007 -2010 3. Effective Utilization of Resources. 1. Focus on the Priority Neighbourhoods First and foremost the Force recognizes that policing is more than just law enforcement. It is not enough for the police alone to fight crime. Reducing the risk and fear of crime is a task for the police and the community working together. The Force - over the past four years, utilizing a community policing model - has focused on the City's five priority neighbourhoods. This has not been done in isolation, but through partnerships with each neighbourhood, with other levels of government and with the private sector. Community policing focuses on crime and social disorder through the delivery of police services that includes aspects of traditional law enforcement, as well as prevention, problem solving, community engagement and partnerships, The community, policing model balances reactive, response to calls for services with proactive problem solving centered on the causes of crime and disorder. Community policing requires police and citizens to join together in the course of both identifying and addressing these issues."' The Force has listened and responded to the issues raised by members of each community and with its partners, has invested an estimated $800,000. towards community development and capacity building. 9 The Saint John Police Force has taken a leadership role, in bringing a program of crime prevention - including social development — to these neighbourhoods. Facilities, that incorporate a variety of services uniquely identified by community groups and operated by volunteers, have been successfully established in the North End, the South End, the West Side, in the uptown and within Crescent Valley. The Force has located a community policing office at each of these facilities that is staffed by a uniformed officer. We have built the 'bridge' with each of these communities that sets the stage for other agencies to becoming more actively involved in these neighbourhoods. 2. Business Plan 2007-2010 In 2007, the Board of Police Commissioners approved the Saint John Police Force Business plan for 2007-2010. The Business Plan defines the Saint John Police Force Vision, Mission, and Core Businesses; and the major strategies to achieve our community's vision for public safety. It reflects the priorities and values of the organization, and defines the purpose of the Police Force. The Business Plan provides direction for administrative and operational activities — and it communicates a common purpose within the organization and within the community. It ensures the most effective use of the organization's resources by focusing on widely-held priorities, and provides a mechanism for informed adaptive change. The Plan contains five Strategic Directions or high priority areas during the life of the plan. 3. Effective Utilization of Resources Table 1 summarizes the current staffing profile for the Saint John Police Force; Table I - Staffing Profile -2009 Description Number of Positions Sworn Members 166 Civilian 29 Total 19 1H In the 1980's the Force had a complement of 190 sworn members. Due to the financial position of the City, this number- in the early 1990's - was reduced to 160. In 2007 the number of sworn members was increased to the current level of 166. M From a law enforcement and emergency response perspective, we attend an estimated 100,000 incidents a year (almost 300 a day). This The Saint John includes approximately 65,000 calls from the Public Safety Police Force Communication Centre, and perhaps an equal number of calls-for- responds tin v i service to our administrative telephone numbers or self-initiated calls for over 100,000 incidents such as safety checks and traffic stops. In 2008 calls for police incidents per service represent over 80% of all calls to the Public Safety year. Communication Centre. Research on criminal victimization in Canada indicates that less than 40% of all incidents are reported. In the financial environment of the last decade or so, it was frequently necessary to assess trends, patterns and issues; to develop strategies in response; and to assign resources accordingly to satisfy the current public safety expectations of the community. Operational decisions respecting programs and services - based on a comprehensive assessment of risks and consequences - resulted in resources being reduced, if necessary, in those areas with least impact on core businesses and service to the community, and re-assigned to those priority areas requiring additional resources. Policing is complex, demanding, stressful work. Reductions have caused our members to intensify their efforts, to shoulder additional responsibilities, and to be creative in seeking efficiencies. It is possible to respond to emerging needs in novel ways that satisfy a number of objectives, without placing additional demands on the Force budget. For Policing is example; complex, i dernanding, v" The Fundy Integrated Intelligence Unit (FIIU) is a multi-agency stressful work initiative to share in the workload and benefits of criminal intelligence work in the greater Saint John area. It is a partnership between the Saint John Police Force, Canada Border Services Agency (Canada Customs), RCMP, Rothesay Regional Police Force, the National Weapons Enforcement Support Team (NWEST); and associate partners Correctional Service of Canada (CSC) and New Brunswick Community Correctional Services. FIIU is an excellent example of integration between related services. It builds capacity within the partner agencies individually, and it builds capacity as an M integrated and collaborative initiative; bringing access to resources, skills and tactical intelligence for the enforcement units of the respective partner agencies. vl The Force is participating with the Provincial Department of Public Safety in the PIMITS (Police Information Management/information Technology Sharing) project. PIMITS, is a technology solution that allows police services with different record management systems to share data. It links all policing agencies in New Brunswick and provides for sharing of data and information, at a variety of levels amongst police forces and other public safety agencies. ✓ installation of notebooks in patrol units — the "Mobility' program — has enhanced the investigative and operational capacity of officers in the field. The capacity to have real time access to various data bases for query and information purposes and to reduce dependence on radio communications, has served to enhance the security, efficiency and effectiveness of our response to both emergency and non- emergency incidents. ✓ In 2007, the Force re-established a separate Traffic Unit. This unit is tasked with enforcement, education and monitoring related to various motor vehicle legislation. This Unit was established, in part, to respond to citizen's expectation for additional focus on traffic related matters. The establishment of this unit allows the Force to utilize four motorcycles, as effective tools, in enforcement and educational programming. As with most organizations, the Force has and is challenged with the issue of an aging workforce. Over the past four years, there have The Force has been thirty-eight (38) new sworn members hired by the Force. In an been very environment that is very competitive, the Force has been very successful in successful in promoting itself as an 'employer of choice' resulting in promoting the ability to attract those new to policing as well as members with Itself as a experience with other departments. An important component of 'Employer of employer of choice' is maintaining a positive working relationship Choice' with CUPS Local 61, The constructive and progressive process leading to the signing of a new agreement with the Local in 2008 is an important step in this relationship. 12 II - -D Z4 4 7) THE ROAD FORWARD The Saint John Police is on a sound footing, in terms of the level of trust and satisfaction that the community has in its operations. As noted, our personnel - along with members of the Board - attended each of the recently held 'Town Hall' meetings. Tab 6 summarizes what we heard and how we have responded. Investment has been made in the Force to allow it to deliver an adequate level of service. The critical factor for the next four years is that the level of investment is maintained or enhanced in order to The critical allow this positive state to be maintained. factor for the As detailed in the Benefits Blueprint 'a decade of transformational next four years is that growth is ahead. It is important to ask what good is the growth, if it the level of comes with some of the negative characteristics we have seen investment is elsewhere?' A key element of the plan is a focus on 'Priority maintained Neighbourhood Capacity Building' with specific emphasis on reducing or enhanced poverty. in order to allow this Similarly Common Council has established as one of its priorities — positive state `taking ownership in the revitalization of our five priority to be neighbourhoods through leadership embedded at City Hall'. This maintained. coincides with an objective 'to have revitalized neighbourhoods that are safe, vibrant and attractive.' `The need for personal and community safety is fundamental. Without safety, it is impossible to advance other initiatives that might improve the quality of life in a neighbourhood or community,"" Experience from the policing community supports the understanding that large scale construction projects may be a source of significant increases in criminal activity that impacts the local and larger community. Of specific concern to the Force, is the increase in drug related activity (including introduction of new drugs) increase in prostitution and an increase in liquor related offences. Further it can be expected that there will be an increase in criminal and public disorder at liquor and other similar establishments. Finally, organized crime and other similar organizations may attempt to make inroads into the region. This may impact the capacity and capability of the Force, including Patrol and Investigative Divisions, to provide its services; and will impact the quality of life within the community. 13 'Contemporary policing operates in a climate where, on one hand, there is an apparent desire of the public, as expressed by the policies of their elected officials and the decisions of the judiciary, to have increased protection against apparent police abuses of their liberties and on the other hand, the complexity of crime, the fear of crime and the public demand that the poli I ce respond. with maximum effectiveness to all crimes."' In 2005 the International Centre for Urban Research Studies (ICURS) commissioned a report on policing in British Columbia. Titled 'A 30 Year Analysis of Police Service Delivery and Costing" the report concluded; 1. The various crime trends, police staffing/crime ratios and the varied policing needs in the research cities, all indicate that there has been an insufficient increase in the number of police during the past 30 years; 2. The introduction of new technology (in policing) has had both positive and negative results; I Evolving case law, statutory law and individual criminal justice agencies' policies, all have added enormous procedural C h i n qs a n d complexity to not only major crimes, but also traffic offenses PAPP-2-r—tur"Lities and even minor offenses; Economy c Growth 4. There is insufficient information in Canada concerning the task- cost - impact relationship to specific crime types Priority Neighbourhoods The expected economic growth in the community, and the establishment of specific objectives related to identified priority Complexity and neighbourhoods - coupled with the increased complexity and Demands, of demands of providing policing services, - provides a number of policing challenges and opportunities for the Force. In meeting these, the Force has established the following action plan for the next four years: 1. Implement the Strategic Directions of the 2007-2010 Business Plan 2. Transition and Transform Operations to the New Police Headquarters Facility 3. Sustain and Leverage the Investments in Priority Neighbourhoods 4. Performance Measurement and Policing 111m, DE W1 11 Ai-FIVIRS-1.1 51 :1 , 11 1 1 14 -7) 7) jo AAn The following outlines our proposed activities in each of these areas. 1.0 Implement the Strategic Directions of the 2007-2010 Business Plan The Plan contains five Strategic Directions or high priority areas during the life of the plan. These include: • Intelligence Led Policing • Communication Strategy • Human Resources Strategy • A Strategy for Knowledge Management Technologies • Operational Improvement Strategies 1.1 Intelligence Led Policing In common with most police services nation-wide, the Saint John Police Force tends to be reactive. We respond in a very prompt and relatively effective manner to reported crime and emergency calls for service. We provide crime prevention and victim services and we maintain public order. When possible we try to be proactive. Police services legitimately and routinely acquire a great deal of information: calls-for-service, crime reports, crime scene evidence, criminal intelligence, and crime tips. Given the proper resources, training, experience, context and programs/processes ...this information can become the basis for the directed and proactive approach to policing known as Intelligence -Led -Policing. Intelligening ce- Led Polic Intelligence-Led Policing is a purposeful program of crime reduction is a through rigorous implementation of a comprehensive set of purposeful technologies and procedures. Intelligence-Led policing brings program of information, analysis and investigation, problem solving, partnerships, crime directed policing, accountability and measurement of success together in reduction one integrated process. Intelligence -Led Policing is data and evidence based, with an action and results orientation. It nurtures a culture of crime reduction within the police agencies and within the communities. Intelligence-Led Policing is based on the premise that police can make a significant difference in reducing crime in their communities. Over the past decade Intelligence-Led Policing has proven to be a particularly SJPF 2009-20112 Budget December 06, 2008 15 0 effective process for reducing crime. Intelligence-Led Policing is a force �= 1 multiplier. It brings value-added and increased effectiveness to e large portion of the police agency resources, as if there has been e significant �� 1 increase in the operational (frontline and investigational) resources of W� | the police agency. l The four key principles of Intelligence-Led Policing have been described | as: �� | • accurate timely intelligence communicated toall; �� | • rapid deployment, which lu coordinated and focused; �� | • effective tactics; and • relentless follow-up and assessment. ^ C; | Intel ' ence-bed Policing consists of two main ocbvhx groups: ofnne " analysis /nadmg the data meaningful operetona|k/', and directed policing naHzing a crime reduction response to the ~~ � analyz|sJCrimne mapping, and analysis processes and applications, are �� | the foundation tools for crime analysis. These activities are best �� | managed by crime analysts selected and trained specially for this �� | purpose. Directed policing is performed by operational units of the �� | Police Force (typically patrol and investigative divisions), with outside �� | partners invited to participate as necessary. These activities are best �� | managed by police officers with the domain expertise to identify the most effective problem-solving tactics. �~ | Intelligence-Led Policing is not an off-the —ohelf product that can be �~ | acquired and implemented as found elsewhere. The evidence-based C;' | principles of the program also apply to adoption and development of �� | Intelligence-Led Policing. The model is designed according to best �� | practices and local conditions; program performance is monitored and l measured; and the program is refined and redesigned based on �� | performance and analysis. The program will grow in scope, scale and | sophistication as the analysis resource and the Police Force develop | capacity and grow into it. �� K The analysis function and �h� directed pcAld��funcdon are rnutum|k/ �— 1 � . supportive activities that will continually adjust to reflect emerging —~ A capacity of the participants and the Intelligence-Led Policing program U generally. The Intelligence-Led Policing program is likely to require something in the Order of five years maturation before benefit is maximized. Fortunately, experience indicates that Intelligence-Led �� N Policing offers significant crime reduction advantages from the start. C: 0 1.2 Human Resource Strategy The Saint John Police Force is a recognized leader with respect to many human resource measures. But our efforts are not necessarily strategic or comprehensive; many of the elements have been developed on a priority basis in response to pressing needs. There may be as-yet unimplemented programs — or enhanced elements of current programs — that could also contribute greatly to our effectiveness. Equally important ...we have not documented the measures in a way that illustrates a systems view of the strategic and organizational value of the programs and practices. Existing human resource programs and practices will be re-examined for continued effectiveness; and the programs and practices should be communicated in a Human Resources (HR) strategy so members can better understand the purpose and nature of the programs and practices. While identified within the scope of the Human Resource Strategy, leadership development is an initiative that will receive select attention. Leadership development is a strategy for police agency survival and excellence. In addition, leadership development should be fashioned and delivered consistent with principles of adult learning. It should be self-directed, competencies based, experiential, and incorporate a systems view. It should favour transformational leadership ...appealing to the values of members, in order to engage and mobilize them in a common public safety purpose. 1.3 Communications Strategy The Saint John Police Force recognizes the importance of openness and partnerships in communications. At a practical level, our public safety job is largely about communication: timely, effective, meaningful communication that informs behaviour and decision- making. Our communication occurs in conversation, in print, and through the media. Our communication is internal to the Police Force — and external, to our community, to stakeholders and to our public safety partners. And while SJPF communication is in many forms for many audiences, we have been relatively effective when we focus our energies on crafting our message to the needs of the audience. But our communication is often demand- driven ...a current response to an expressed mandate or pressing need. Our communication program is not SJPF 2009-2012 Budget December 06, 2008 17 . „ .... ,o/ necessarily strategic or comprehensive; we may be missing opportunities to better share knowledge and to inform our communities of interest. Do our communications add value? The cornerstone of the communication strategic direction is preparation of a communication strategy with the assistance of a communication consultant. Communication initiatives are identified in scoping the project; others are anticipated as a consequence of I preparing the communication strategy. The Communication Strategy C.0 I will identify effective internal and external communication principles and ca I practices — including an interactive Web presence with features such Co as eWatch — and associated supporting measures such as 'branding' d of the Force, and communication capacity development and training. Cw d co 1.4 Knowledge Management Strategy � d This strategy is about the effective use and design of processes, systems and technologies to advance our capacity to better management knowledge. When we are able to apply resources to technology initiatives, they I succeed admirably. But our financial resources — and especially our personnel resources to manage and participate in development of the I initiatives — are often limited. We need a strategy to identify pending I information technology initiatives, and to allow a scheduled and reasoned application of resources to the initiatives. Knowledge management is the processes by which the Police Force generates value from intellectual and knowledge -based assets, to enhance and inform our decision- making. The knowledge management I interaction of people, organizational culture and structure, knowledge, I and environmental factors is a complex adaptive system ...in a learning I organization; the nature of knowledge management itself adapts and l evolves to reflect the needs of the organization. Note that the definition says nothing about technology. Knowledge management is C: often facilitated by technology, but technology by itself is not knowledge ' management. 1.5 Operational Improvement Strategies In addition to the systems -wide and organizational perspective of the I preceding four strategic directions, there are a select few initiatives 1 that will improve the service we deliver to the public and offer I, SJPF 2009 -2012 Budget December o , 2008 C , 18 relative direct and immediate improvement in the success and job satisfaction of front-line patrol, and investigation and special unit Police Force members The majority of action under this initiative will be incorporated in to the transition of the operations to the new police headquarters facility. 2.0 Transition and Transform Operations to the New Police Headquarters Facility The Saint John Police Force has operated from its current headquarters facility within City Hall since 1970. During this period the Force has also operated a number and variety of sub offices located throughout the City. Our practices and processes, our method and means of interacting with various stakeholders and the general functioning and operations of the Force have all been predicated on the facilities locations and layout. The majority of members have spent their entire policing career working from and within these facilities. The opening of the new police headquarters facility in the Fall 2010 will involve a major transformation for the Force, its partners and its stakeholders. The enhanced capacity and capability to function from a modern and properly designed facility will allow the Force to fundamentally change 'how it does business'. The new police headquarters project will facilitate greater efficiency and effectiveness, enhanced security, greater officer and victim safety, and improved communication and work-flow. This transition and transformation will require comprehensive and strategic planning beginning in early 2009 and continuing well after the facility is occupied. incorporating business process review, change management, innovative thinking and operational improvements and enhancements, - this process will be labour intensive and will involve all members of the Force. SJPF 2009-2012 Budget December 06, 20018 19 3.0 Sustain and Leverage the Investments in the Priority Neighbourhoods The Saint John Police Force has taken a leadership role in bringing a program of crime prevention - including social development - to the five priority neighbourhoods. In many ways we were 'ahead of the curve'. We believe that the introduction of our Intelligence Led Policing program in concert with our community policing model will enhance and drive our relationships and enhance our abilities to pro- actively respond to community needs. While we are comfortable that the model instituted is sustainable, the investments made to date can be further leverage by incorporating a wider range of stakeholders and service providers. We are pleased that Common Council and others have identified these neighbourhoods as priorities for action. Our focus in the next four years is to build upon the foundation that has been established. 4.0 Performance Management and Policing We are aware that as part of the Vision 2015 Program of Excellence, a project is underway to develop a performance management system for the City of Saint John. In recent years the Force has initiated or participated in a number of studies related to methods of measuring the performance of police agencies. We recognize the challenges of identifying appropriate measures; measures that adequately reflect the outcomes of the varied and complex services that we are involved with in the community. However, we also acknowledge that the availability and use of an effective system of performance management, will allow the Force to further develop and enhance the relationships that it has developed with its many stakeholders. As such, we propose to be active participants in this process of developing and implementing a performance management system. SJPF 2009-203.2 Budget December 06, 2008 20 any new spending initiatives. The Police Force and the Commission are both mindful of the current financial and economic challenges faced by the City. This budget will not introduce any new spending initiatives, although the Force will continue to innovate and improve services with existing assets and resources. it will continue to build upon the foundation of success and progress the Force has developed and made in recent years while positioning the Force for the coming challenges and opportunities. With the pending implementation of the Intelligence- Led - Policing Program and the opening of the new police headquarters facility, it is anticipated that the Force is entering a sustained period of operational transformation. This transformation will be driven by a standard of excellence in policing and will require an effective means of managing and measuring performance to ensure the expectations and requirements of the community are being delivered. With the expected period of growth in the community and the outcomes that are anticipated, it is an important time to maintain and where possible, - enhance the level of investment in policing services. Quality of Life is critical to both current and potential citizens of our city - and safety is a critical component of this quality of life. The 2009 Saint John Police Force Operating and Capital Budgets are attached as Tab 4 and Tab 5 respectively. Tab 3 provides a summary of the significant changes to the operating budget. The overall base operating budget proposed for 2009 is $21,720,018, an increase of 8.251 from the 2008 budget of $20,063 849. The majority of this increase can be attributed to the various changes contained in the new agreement with CUPS Local 61. Funding has also been included to account for the changes as a result of the new agreement with CUPS Local 486 as well as well for increase in costs associated with the provision of the cross walk guard program. The overall Goods and Services budget has increased by approximately $205,000. This increase is reflective of the increase in providing guard service in the detention area ($117,860); an increase in the costs of maintenance of new and existing computer applications ($55,000); and provision for additional fuel costs ($28,000.) SIPF 2009-2012 Budget December 06, 2008 21 M The proposed Capital Budget is $305,000. This budget incorporates funding the implementation of components of the Business Plan — Intelligence Led policing, Knowledge management, a Human Resource Strategy and a Communications Strategy. Funding is also proposed to continue the planning, design and upgrade of the outdoor shooting range. Funding for the design, construction and other cost associated with the new police headquarters facility have been provided separate from this document. 22 23 I I I I S 6 T :. _ µ: „_4 SAINT JOHN POLICE FORCE SIGNIFICANT 'CHANGES IN 2009 BUDGET COMPARED TO 2008 Salaries & Wages $1,124,102 . Nan - [anion wages has increased by $53k, O Salaries -486 has increased by $57k. . Salaries -18 has increased by $4k. • Cross Walk Guards has increased by 27k and this is dine to expected increase in the minimum wage rate for 2009. . Local 61 Salaries has increased by $983k and this reflects an increase of 9.4 %4 from the 2008 budget. Overtime $0 • There has been no change in 2008 for the funding budgeted for Overtime. Other Personnel Casts $51,000 . On -Call Pay has increased by $51 k resulting from changes in 2007 -2010 Local 61 Collective Agreement. Fringe Benefits $275,723 The rate for Fringe Benefits in 2009 is budgeted at 24.5 %. This rate includes: Pension, Health & Dental, Life Ins, WCB, CPP, El premiums. The 3.5% increase id directly related to the cost to fund the pension expense for 2008. General Services $3,500 . Travel— Slight increase of $3.5k in travel budget for managers and officers assigned to Patrol Division. Insurance $1,000 Vehicle Insurance: Premium rates are expected to decrease by $12k In 2009 and the allowance for the Insurance Deductible account has been increase by $13k to provide a small reserve to cover 3' party claims against the Force 24 2 25 Professional Services $117,860 Detention Security -- The change to another service provider in 2008 (Commissionaires) for Detention security has increased the 2009 budget by $115k to ensure a higher level of service and reliability. Other Purchased $0 • No allowance has been included to increase Services budget for this expense category in 2009. Repair & Maintenance $55,000 • Increase in computer maintenance by $55k to cover off new licensing and service agreements related to Sungard, PIMITS. Intelligence Led Policing and other software applications. Rentals $0 • No allowance has been included to increase budget for this expense category in 2009. Purchased Goods $0 No allowance has been included to increase budget for this expense category in 2009. Government Services $0 • No allowance has been included to increase budget for this expense category in 2009. Internal Services $27,084 • Fleet Fuel — Anticipated increase of $28k or 10 %p for Fleet Fuel for 2009, Asset Purchases $0 • No allowance has been included to increase budget for this expense category in 2009. 2 25 26 Saint John Police Force Comparative Consolidated Operations Budget Salaries &Wages Overtime Other Personnel Costs Fringe Benefits Total Wages &f=ringe Benefits General Services Insurance Professional Services Other Purchased Services Repairs & Maintenance Rentals Purchased Goods Government Services (Prov & Fed) Internal Charges from Corp Services Asset Purchases Total Goods & Services 1.2,876,262 14,000, 364 14,571,354 15,144,508 15,740, 560 258,837 258,837 258,837 258,837 258,837 131,800 182,800 193,200 193,200 193,200 3,227,132 3,502,855 3,642,969 3,788,688 3,940,235 16,494,431 17,944,856 18,666,360 19,385,233 20,132,832 672,000 675,500 675,500 675,500 675,500 117,300 118,300 118,300 118,300 118,300 216,288 334,148 334,148 334,148 334,148 118,000 118,000 118,000 118,000 118,000 80,000 135,000 135,000 136,000 135,000 638,800 638,800 638,800 638,800 638,800 478,830 478,830 478,830 478,830 478,830 13,000 13,000 13,000 13,000 13,000 735,400 763,384 763,384 763,384 763,384 500,200 500,200 500,200 500,200 500,200 3,569,818 3,775,162 3,775,162 3,775,162 3,775,162 20,063,849 21,720,018 22,441,522 23,160,395 23,907,994 8.25 %O 3..32% 3.20 %e 3.23 % 27 28 Saint John Police Force Business Plan & Other Capital Initiatives 5-Year Capital Budget 2009-2011 New Police Facility - A separate comprehensive capital budget has been prepared for the construction and fit up of new Police Headquarters. 29 Budget -- Intelligence Lead Policing Crime Mapping 000's 65 2009 65 2010 2011 2 Knowledge Management Technology IT Equipment 60 60 3 Outdoor Firing Range 5-Year Upgrade Plan 200 50 so so 4 Trunk Radio System Replace/Add Units 15 15 5 Human Resource Strategy Outside Consultant 40 40 6 Communication Stratgey Outside Consultant 50 so Forensic Equipment ISource Ci�imscope Forensic Light 25 25 for Ident Unit $455 $305 $so $50 New Police Facility - A separate comprehensive capital budget has been prepared for the construction and fit up of new Police Headquarters. 29 :92 POLICE MATTERS RAISED AT WARD MEETINGS Date Ward # / Location Police Issues Raised ollow�up / Action 10/21/08 Ward #1 ATV activity in and around Dwyer Patrol A /Insp G. Boyles and St. Marks Church Rd /Trailer Park (particularly Friday Traffic Sgt. LaFrance nights, 6 — 9 pm).. Traffic —Sgt. LaFrance Truck traffic on Manawagonish Rd (consulting with Traffic from Gault Rd — Fairville Blvd. exit Services —Tim O'Reilly) (speeding and volume). 10/22/08 Ward #1 Speeding in and around Morna — Traffic —Sgt. LaFrance - Morna — KBM Posted speed limits lowered, (Consulting with Traffic Services Tim O'Reilly) 10/23/08 Ward #1 No police concerns raised at meeting. Hillcrest Baptist Church 10/26/08 Ward #1 Truck traffic on Ocean Westway Traffic —Sgt. LaFrance Lorneville Community along with Jake brake noise; Centre Speeding on the Lorneville Rd in general (watch stop sign at Simms Corner by Tim Horton's) Speeding along Kennebecasis Dr. — Traffic -Sgt. LaFrance -- 10/28/08 Ward #2 traffic calming needed, (consulting with Traffic Millidgeville Community Services) Centre Daniels Dr. and Woodward Ave, speeding. :911 Date Ward•. # 1 Location Police issues Raised FollOW -up / Action 10/29/08 Ward #2 Resident complained that he hasn't Community Services, David Somerset community seen police car in 1S years; officers Hartley -Brown Centre should be walking the beat; too many community police offices that just Traffic - Sgt LaFrance appear to be fortresses; Speeding buses; police have done nothing about his complaints. 10/30/08 Ward #2 Concern raised about parking on both North End Community sides of Highland Rd. No signs posted Centre by the Millionaires club, difficult to drive through. Duerin Ave. and associate side streets — parking on both sides by Thistle St. Andrews Curling Club, congestion. Ward #3 Concern about the visibility of police Community Services, Tammy 11/04/08 Carleton Community during evenings and weekends in Caswell & Jeremy Edwards Centre Lower West and Queen Square. 11/05/08 Ward #3 Police should consult with residents Loch Lomond Villa on ways they can help police with auditorium their enforcement efforts.. 11/06/08 Ward #3 Drivers not obeying crosswalks in the Traffic, Sgt. Jeff LaFrance South End Community South End. Centre, Wentworth St. Drug issues in the South End SCU —Sgt. John Wilcox (email resident about their specific concern,) 11/12/08 Ward #4 General Patrol' / Traffic Unit, Loch Lomond School Speeding on Grandview Ave. A /Insp. Gordie Patrol Division /Traffic Unit, 11/13/08 Ward #4 Speeding on Champlain Drive A /Insp. Boyles, Sgt. LaFrance Champlain Heights School (special community meeting Speeding & common issues on held Nov. 25 to consult with 11/16/08 Ward #4 Heatherway Heatherway residents.) Forest Glen Community Centre, Westmorland Rd Drug usage behind the Glen Falls SCU / General Patrol, Sgt. Community Centre Wilcox, A /lnsp. Gordie Boyles 32 9 _I I Cate Ward # / Location Police Issues Raised Follow -up /Action Crosswalk guard on Golden Grove Patrol Division, A /Insp. Road and Roxbury Drive Boyles will engage the Corps Commissionaires to do an analysis Noise by -law— construction vehicles Patrol Division, A /Insp. operating late at night Boyles Residents in Champlain Heights want Patrol Division, A /Insp. more regular patrols. Boyles Shillington Row area —kids wandering in subdivision, littering, trespassing. Patrol Division, A /Insp. More police presence requested. Boyles 1/26/08 Samuel de Champlain None None School — French session 33 Endnotes 34 35 F"I"m :92 37 i Jr, V l IN KE 40 41 Co 42 43 44 45 � _ ~ � _ _ °= _ -= ~ -= _ -= _ -~ _ ~= _ _ � _ �� 46 47 48