2017 POLICE PROVISIONAL BUDGET - Victoria...4 Supplemental Requests: Provisional 2017 Core Budget $52,188,543 3.66% Recommended Supplemental Requests: Tier 1: 2 Members, Police Support

2017 POLICE PROVISIONAL BUDGET

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BACKGROUND: In 2015 the Police Department represented 22.66% of the City of Victoria’s operating budget (1.8% of the capital budget) and 18.9% of the Township of Esquimalt’s total budget. The impact of our budget on the municipalities is therefore an important consideration each year. In preparing the budget the Department must balance the following competing pressures: - Recent increases in crime rates in Canada - High crime rates in Victoria and complex issues of homelessness, addiction, mental illness - Increasing population (1.6% increase in 2015 for the City of Victoria) - No increase in sworn members since 2011 (strength remains at 243 members) - The collective agreement with the Victoria City Police Union expired December 31, 2015 Recent settlements with Police and Fire unions have resulted in average increases of 2.5% and the arbitration ruling for Vancouver at 3.5%, 2.5%, 2.5%. As part of the Framework Agreement we receive budget targets for the year from the municipalities. No specific targets were identified by the Township of Esquimalt but the City of Victoria has indicated a target of inflation plus 1%. According to Statistics Canada consumer prices in British Columbia for the month of August 2016 was 2%. Police and fire wage increments have in recent years exceeded inflation. POLICE OPERATING BUDGET - OVERVIEW The Senior Management Team (SMT) were requested to present core budgets reflecting no change to either staffing levels or service levels within the organization. Separately they were requested to assess their staffing needs and present staffing resource requests based on the gaps between their needs and staffing levels. Core Budgets: The SMT presented a core budget to the Chief and Deputies, based on zero-based budgeting and no staffing increases. After reviewing all requests the Chief and Deputies did not approve several items, reducing the originally submitted budgets by $116,599. The provisional budget has been further refined, taking into account economic realities and the strategic goals of the organization by the Board. The Board recommends an increase to the core budget of $1,844,148 (3.66%), and two supplemental items for consideration. The bulk of this increase represents the estimated cost of maintaining current staffing levels taking into consideration the impact of potential wage increases. Staff Resource Requests: A total of 9 staffing resource requests were originally submitted for consideration.

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2 were determined to be actionable with no budget impact:

By reallocating an existing staff member to provide support to the daily management of the Community Engagement Division, and

Pooling the resources of another existing staff member to assist with the increasing workload to respond to Freedom of Information requests

2 requests not recommended at this time

A departmental needs review was considered necessary before consideration of 2 staffing requests for the Records Division

2 requests requiring further review

A request to enhance community engagement and customer service was considered important but requires a more in-depth review of the Department’s needs in light of the Efficiency Review, Information Management Review and plans for a Regional Communications Centre.

3 requests recommended for consideration

3 staffing requests were recommended for consideration by the Board with the acknowledgement that resources are limited and must be prioritized

Provisional Core Budget: The following is an overview of Police Department’s provisional 2017 core budget: 2016 Budget $50,344,396 Increase in Salary and Benefits1 1,327,153 Increase in Overtime representing expected increments 47,900 Increase in Integrated Services 70,750 Increase in technology & communications equipment 47,171 Increases in costs and revenues from other agencies DNA Analysis 40,000 Decrease in jail revenue 61,000 Building maintenance, janitorial, insurance 26,150 Community & Business Survey Project 25,000 Records Audit 15,000 Net Increase in all other Operating Costs 184,024 Provisional 2017 Budget $52,188,543 Core Budget Increase required $1,844,148 3.66% increase

1. See Salaries and Benefits for assumptions and impacts of settlement outcomes on the budget increases

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Supplemental Requests: Provisional 2017 Core Budget $52,188,543 3.66% Recommended Supplemental Requests: Tier 1: 2 Members, Police Support for Vulnerable Populations 240,141 0.48% Tier 2: Citizens Crime Watch Program 143,675 0.29% Total Supplemental Requests $383,816 0.77% increase Total $52,572,359 4.43% increase

Supplemental Requests Not Recommended At This Time: Voice-Over-Internet Protocol (VOIP) review and testing 25,000 0.05% Upgrade to the 3rd Floor Boardroom 30,000 0.06% Additional funding for GVLRA membership 31,000 0.06% Real-Time Intelligence Centre (RCMP) 160,366 0.32% Computer Developer/Analyst 99,812 0.20% Strategic Analyst 99,812 0.20%

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POLICE OPERATING BUDGET - EXPLANATION OF CHANGES (Excluding Supplemental Requests)

2016 2017

Description Budget Request $ %

Salaries and Benefits 40,619,294 41,946,447 1,327,153 3.3%

Overtime 1,969,000 2,016,900 47,900 2.4%

Integrated Units 1 482,275 553,025 70,750 14.7%

Other Operating Costs 6,214,826 6,567,171 352,345 5.7%

Contingency 500,000 500,000 N/A

49,285,395 51,583,543 2,298,148 4.66%

TRANSFER TO RESERVE FUNDS 1,430,000 1,430,000 - 0.0%

TRANSFER FROM RESERVE FUNDS - (500,000) (500,000) N/A

REVENUE (371,000) (325,000) 46,000 -12.4%

NET EXPENDITURES 50,344,395 52,188,543 1,844,148 3.66%

1. Excluding Vancouver Island Integrated Major Crime Unit & Regional Domestic Violence Unit

VICTORIA POLICE DEPARTMENT

2017 BUDGET

Increase/(Decrease)

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1. SALARIES AND BENEFITS:

Police The current collective agreement with the police union expired December 31, 2015. An estimate of a 2% increase was used to forecast the police wage increase for 2016. 2017 projections have been revised taking into account economic conditions and recent wage settlements and arbitrations for police and fire unions. Each 0.5% increase in police wages represents approximately $161,500 or 0.32% of the budget. Professional Staff: The current collective agreement with CUPE expires December 31, 2016. An estimate of has been used to forecast the wage increase for 2017. Each 0.5% increase in professional staff wages represents approximately $42,500 or 0.08% of the budget. Benefits: Benefits include CPP, EI, Pension, Extended Health, Dental, Group Life Insurance and WCB premiums. The benefits, as a percentage of salaries, is remains at 24.0% The increase in Salary and Benefits for existing staff is projected to be $1,327,153 excluding overtime. Additional Staff: Two supplemental requests are recommended by the Board. The first is for an additional two members for Police Support for Vulnerable Populations. The increase required for this request is $240,141, representing an additional increase of 0.48% in the budget. The second is for Citizens Crime Watch for one additional member to oversee the member. The increase required for this request is $143,675 representing an increase of 0.29% in the budget.

2. OVERTIME:

The Department has reduced the overtime budget for successive years to the point where in 2016 overtime costs are currently in line with the budget. The 2017 budget includes a request for an increase of $47,900 in the overtime budget, representing an increase of 0.1% in the budget for to partially cover expected increments for 2017. See Appendix B for measures implemented and annual comparison of overtime costs.

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3. INTEGRATED UNITS

VicPD’s share of the BC Municipal Undercover Program is increasing by $9,229 from $57,000 to $66,229 in order to fund a Level 2 course every 3 years. VicPD’s share of the Emergency Response Team is increasing by $57,918 from $210,497 to $268,415 in order to meet the increasing training needs of the unit and to provide for the replacement of the Armoured Response Vehicle.

BC Under Cover Program $9,229 Emergency Response Team 57,918 All Other Integrated Units 3,603 Total $70,750

4. OTHER OPERATING COSTS:

VicPD completed an analysis of all budget line items and the past 5 years’ detailed expenditures to identify cost pressures and potential savings. There net increase of $352,345 in the operating budget is mainly due to increases in the following: DNA Analysis $40,000 Community & Business Survey Project 25,000 Communications 24,000 IT Equipment & Supplies 23,171 Records Audit 15,000 Building, Maintenance & Janitorial 15,000 Insurance 11,150 Other various 199,024 Total $352,345

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Biology Casework Analysis Agreement (DNA Analysis): 2017 is the fourth year of the escalation period for the cost sharing of DNA analysis within the Province and Federal Government. Years 1-3 were based on a fixed cost allocation but from 2017 onwards the program will be billed based on actual costs. The Federal Government will pay for 46% of the costs for DNA Analysis in BC, the remaining 54% being allocated as follows:

Year 1: The Province paid for 100% (2014)

Year 2: The Province paid $1.366 million in fixed costs plus 75% of remaining costs (2015)

Year 3: The province is paying $1.366 million and the municipalities will pay 100% of the remainder (2016)

Year 4 onwards: Provincial funding will be frozen at $1.366 million. Municipalities will be required to pay the difference (2017)

Costs are allocated based on a 2 year average usage. This has resulted in a significant increase in costs to the Department with the costs for 2016/2017 being $143,514 ($23,514 more than budgeted). In 2017 we anticipate the costs for the Victoria Police Department will increase to approximately $160,000. Community and Business Survey Project: A public survey is required under the Framework Agreement every three years. The last public survey was performed in 2014 and therefore another is required in 2017. Communications: The Department currently uses Blackberry devices. With the phasing out of the Blackberry Operating System and increasing usability for smartphones for policing the Department plans to increase the number and usage of smartphones by the members to increase access to information and information sharing. The increased cost from this initiative will be partly offset by savings through tendering the mobility agreement. Building, Maintenance and Janitorial: VicPD pays the municipalities for certain corporate costs, including the cost to maintain both buildings. Provision has been made for ordinary inflation. Capital: For 2017 the budgeted transfer to the capital reserve has increased to $1,070,000 to accommodate vehicle replacement costs. The need to fully fund the capital reserve has been noted in prior years’ budget presentations and although the capital reserve remains healthy, without increases in contributions to the reserve the fund will

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eventually be depleted. We are currently in the process of re-evaluating our information technology needs and in 2017 will be re-evaluating our fleet replacement plans in order to determine a more sustainable capital plan. Details on the capital funding plan are in Appendix C.

Employee Benefit Obligation (EBO) In 2012 the annual transfer to the EBO was $800,000. Since then the transfer has been reduced to $400,000. During the prior years’ budget presentations it was noted that the reduction in EBO transfers could be made on a temporary basis but in the future it would need to be increased to ensure funding is available for future retirement payments. This fund is still in a good financial state as it is projected that if the funding remains at $400,000 the EBO reserve will be not be depleted until 2038. However, it will then require significant tax increases to replenish the fund. Incremental increases should be made to ensure the EBO is fully funded.

5. POLICE REVENUE

Provincial funding of jail operations for provincial prisoners has steadily decreased in recent years. As a result budgeted revenue has been adjusted downwards to reflect actual revenues.

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VICTORIA POLICE DEPARTMENT Revenue Budget

Description 2017

Special Duties Protective Services

100,000

Taxi Permits 15,000

Police Reports 36,000 Records Permits and Searches (Criminal Information Checks) 140,000

Total Protective Services 191,000

Jail Operations Province 30,000 Immigration 4,000

Total Jail Operations 34,000

TOTAL REVENUE 325,000

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2016 2017 $ %

Township of Esquimalt 7,400,626 7,671,716 271,090 3.66%

City of Victoria 42,943,769 44,516,827 1,573,058 3.66%

BUDGET - Excluding Supplementals 50,344,395 52,188,543 1,844,148 3.66%

Increase 1,844,148

Percentage 3.66%

Cost Allocation based on new agreement

Esquimalt (14.7%)

Victoria (85.3%)

Esquimalt Victoria Total $ %

Core Budget Request 7,671,716 44,516,827 52,188,543 1,844,148 3.66%

Supplemental Items

Police Support, Vulnerable Populations 35,301 204,840 240,141 240,141 0.48%

Citizens Crime Watch Program 21,120 122,555 143,675 143,675 0.29%

BUDGET - Including Supplementals 7,728,137 44,844,222 52,572,359 2,227,964 4.43%

VICTORIA POLICE DEPARTMENT

2017 Budget Allocation

Increase

Increase

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Police Department

Five Year Forecast - 2017 - 2022

2017 2018 2019 2020 2021 2022

Expenditures

Personnel Costs 44,347,163 45,455,842 46,592,238 47,757,044 48,950,970 50,174,744

Other Operating Costs 7,120,196 7,262,600 7,407,852 7,556,009 7,707,129 7,861,272

Capital Transfer 1,030,000 1,100,000 1,150,000 1,200,000 1,250,000 1,300,000

Employee Benefit Obligation 400,000 450,000 500,000 500,000 525,000 525,000

Contingency 500,000

Total Expenditures 53,397,359 54,268,442 55,650,090 57,013,053 58,433,099 59,861,016

Total Revenue (325,000) (325,000) (325,000) (325,000) (325,000) (325,000)

Transfer From Feasibility Reserve (500,000)

Net Police Budget 52,572,359 53,943,442 55,325,090 56,688,053 58,108,099 59,536,016

2,227,963 1,371,083 1,381,648 1,362,963 1,420,046 1,427,917

4.43% 2.61% 2.56% 2.46% 2.51% 2.46%

Esquimalt 7,728,137 7,929,686 8,132,788 8,333,144 8,541,891 8,751,794

Victoria 44,844,222 46,013,756 47,192,302 48,354,909 49,566,209 50,784,222

52,572,359 53,943,442 55,325,090 56,688,053 58,108,099 59,536,016

5 Year Forecast includes supplemental requests

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VICTORIA POLICE DEPARTMENT - Staffing Levels - 2017

Function Jai lers Civi l ian Pol ice Total %

Patrol - Primary Response 2 107 109 31.6%

Corporate Support Services 40 6 46 13.3%

Investigative Services Division 5 39 44 12.8%

Communications - 911 31 0 31 9.0%

Operational Support Division 4 22 26 7.5%

Focused Enforcement Team 0 21 21 6.1%

Executive Services 8 13 21 6.1%

Traffic Enforcement 1 11 12 3.5%

Jail 8 0 4 12 3.5%

Integrated Units 1 9 10 2.9%

Crime Prevention 2 6 8 2.3%

K9 0 5 5 1.4%

8 94 243 345 100.0%

Percentage 2.32% 27.25% 70.43%

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APPENDIX A SUPPLEMENTAL ITEMS

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2017 Supplemental Request – New Position Summary

The following positions are being considered for inclusion in the 2017 budgets. These positions are new

positions requiring extra funding.

Supplemental Item: Police Support for Vulnerable Population – Integration with Health and Other

Services (2 Positions – 2 Year Pilot Project)

Request: $240,141 (for 2017)

Rationale:

We are seeing a population of vulnerable people, often struggling with mental illness or co-occurring

disorders within a range of severity, which could be better served. These individuals are at elevated risk

for substance abuse, and homelessness. This population sometimes surfaces in the community in anti-

social ways, which can result in behaviours that may be criminal or approaching criminal in nature and

therefore come to our attention. If we can identify vulnerable positions or situations early, focused and

intensive interdiction can prevent them from falling further into personal or public safety crisis. Often,

this population cannot be effectively managed with existing services, including the local ACT (Assertive

Community Treatment) teams, for a variety of reasons. Sometimes members of this population do not

fall within the mandates of existing service groups. Individuals may also find themselves in temporary

environments of relative stability; such as hospital, rehabilitation, or jail but are at risk of rapidly falling

back into previous unhealthy activities when they leave unless they are proactively connected with

supports that correspond with their change in environment. These individuals can be assisted in

maintaining those connections, particularly in the first 72 hours.

The responsibility for this population is a shared one. Unfortunately police officers are the ones who

come into contact with these individuals most frequently and in often less than desirable circumstances.

Our goal is to expand our capacity by expanding our use of specially trained and dedicated police

officers, working alongside mental health and substance use experts to reduce instances where people

suffering from these life challenges become unnecessarily involved in the criminal justice system.

Instead we hope to divert them away from potential incarceration toward treatment and recovery. This

will have a net result of reducing police calls for service and create a much more humane and effective

approach than criminalization.

There is significant practical and legislative interrelation between the health care and criminal justice

systems. Through collaboration, these systems can mutually support each other in assisting individuals

to navigate these systems effectively. Both empirical research and experience in Victoria has proven

collaboration to be a successful approach. Health care and policing have access to information,

expertise, and resources that, when leveraged results in much more beneficial outcomes.

Working with our health partners, our goal is early identification, intervention, and subsequent referral

or short term monitoring/management to divert these individuals away from reaching the point of a

public safety crisis, or finding themselves in conflict with the law and the criminal justice system. The

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partnership will also seek to assist this cohort through an intensive case management approach, with

the transition from hospital, treatment bed, or jail, to appropriate long term support services in the

community using a proactive and preventative approach.

The specifics of the partnership are currently being discussed with Island Health. We will be in a

position to speak to the details early into 2017.

Supplemental Item: Crime Watch Program (1 Position)

Request: $143,675

Rationale:

The VicPD currently operates a Crime Watch program whereby members of the community volunteer to

assist the police and the community in preventing crime and disorder. Driven by community intelligence

and our Operations Council priorities, the volunteers are deployed on foot, bicycle and vehicle to

provide a highly visible presence in the community. In the course of their duties, they interact regularly

with citizens who provide useful information on what is going on in our community and make

observations of crime, disorder or other violations and record these findings.

We see a significant opportunity to expand the size, scope and effectiveness of this program. However

we neither have the resources to expand this program nor consistently and meaningfully follow up on

the observations of our Crime Watch volunteers. Our hope is to introduce a police officer to the

program who can drive the expansion of the program and take responsibility for the meaningful follow

up on the observations of the volunteers. In doing so, we significantly leverage the work on one police

officer through the eyes, ears and commitment of a group of volunteers.

Wherever possible, the police officer will work the same hours alongside the volunteers and provide

direct oversight, operational guidance and police response to situations which require immediate

intervention or investigation. The return on investment is significant since this program essentially has

up to 12 volunteers actively engaged in crime prevention duties working under the direction and

guidance of one police officer.

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APPENDIX B OVERTIME

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Measures taken in prior years to minimize overtime costs

Provide better tracking of overtime by implementing a scheduling/tracking software program.

Overtime slips amended to provide more detailed information as to the reason for the overtime.

Each manger reviews the overtime incurred in their area of responsibility to ensure everything is being done to minimize overtime.

Most transfers are done well in advance and effective the first of the year. Minimizing the transfers that occur during the year allows for better planning of leave and court dates. Transfers done on short notice can increase overtime because the member’s work schedule will change, their leave is often already authorized and court dates are already set.

Mangers are provided quarterly reports on over time usage.

In order to minimize the potential callouts in patrol the following measures have been implemented:

Planned time off for annual leave and AC time is set at a minimum of 6 members and 1 sergeant per watch. A further one member is allowed off at the discretion of the administration Sergeant. This allows flexibility but also leaves a contingency in case someone calls in sick.

Compounding the issue of scheduling time off for leave over the past few years has been the ability of members to carry over significant leave (greater than 160 hours) from one year to the next. There is more emphasis on ensuring members reduce their leave balances to the maximum allowable as per the collective agreement.

Training is scheduled during a members work day whenever possible.

A training sergeant coordinates the training requirements for the various units such Crowd Management Unit and Emergency Response Team so there is no overlap thus reducing the need to call out additional resources.

Training for patrol is scheduled for their work day with CSD resources providing “backup” so as not to incur any overtime.

Throughout the year members may not be available for deployment as they will be sick, get injured or placed on light duties. When these vacancies occur in the Patrol Division overtime can occur due to minimum staffing requirements. HR has made it a priority to fill these vacancies. This organizational priority limits the number of call outs required on overtime.

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Non patrol sections, such as CSD and traffic, must provide a minimum amount of staff on weekends and some night shifts. These members are counted in strength, thus reducing the risk of having to call out

The collective agreement compensates members at a higher premium when working on statutory holidays. All non-essential staff are “ordered off” on these holidays. In addition, Patrol members are ordered off to minimum staffing levels. If a supervisor feels that additional resources are required due to special circumstances they are required to make a request to the officer-in charge.

Court overtime is kept at a minimum by ensuring, where possible, that court dates are set while a member is working.

Overtime call outs can only occur after the watch supervisor has assessed all on-duty front line resources and determined that existing resources are either not available or cannot be redeployed.

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Annualized Overtime costs: The chart below shows the annualized cost of overtime (not including special events). The 5 year average annualized, 2011 to 2015 is $2,156,972. The budget request for 2017 is $2,016,900 representing expected payroll inflation.

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APPENDIX C CAPITAL

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The Police Department is responsible for capital costs for vehicles, computer hardware, computer software, furniture, telecommunications and communication’s equipment. VicPD is also required to fund building capital costs such as painting, replacing flooring, replacing air conditioning units, HVAC filtration system and backup power supplies. Capital costs for fleet are minimized by implementing the following:

Pooling the vehicles to maximize usage;

Not increasing the number of vehicles in the fleet;

Replacing a vehicle based on the mileage driven, mechanical evaluation, years of service, type of service, user input, annual maintenance costs and physical inspection of the overall condition;

Following best practices for purchasing, thus ensuring a competitive process for vehicle and equipment acquisitions;

Selecting the least costly vehicle that meets the users specifications and requirements; and,

Transferring existing equipment from the vehicle that will be disposed to the new vehicle whenever possible

In 2016 we piloted a new project to factory-install lighting and equipment in order to reduce costs and standardize equipment

Initiatives and Major Projects for 2017: Fleet and Vehicles: In 2017 the replacement of 5 vehicles will be deferred.

4 units that were scheduled for replacement have low mileage and are in good condition and therefore do not require immediate replacement. A contingency to allow for unexpected replacements has been included in the budget.

A 5th vehicle replacement has been deferred in order to assess a K-9 pilot project Other initiatives include:

A pilot project to replace a K9 unit with custom built unit

A pilot project to replace vans with purpose-built units

Introduction of a key management system to begin a more efficient fleet management and vehicle pooling system. This will potentially reduce the number of administration vehicles required and reduce our capital and operating costs over time

The Armoured Rescue Vehicle (ARV) for the Greater Victoria Emergency Response Team is old and ill-suited for its intended purpose. A new ARV will be purchased in 2017 and funded through the Integrated Team budget.

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Information Technology: In 2016 an assessment was performed on some of the risk areas to the Department. In 2017 these will be addressed through an update to the backup systems. Other initiatives include:

A formal replacement program for computers and screens based on a 4 year cycle

A formal replacement program for MDTs based on a 5 year cycle

An expansion of Wi-Fi coverage in the building

Implementation of Netmotion licences required by PRIME for the MDT’s.

2017 - Capital Funding Plan

$ $

Estimated - Opening Balance - January 1, 2017 1,614,039

2017 Capital Transfer From Police Operating Budget 1,070,000

Less 2017 Expenditures

Vehicle replacement 582,276

Computer Hardware Replacements 721,700

Furniture and Equipment 40,000

Communication's Equipment 55,000

K-9 24,000

Building Improvements 77,500

Transfers out of capital 1,500,476

Closing Capital Fund Balance 1,183,563

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RESERVE FUNDS The Victoria Police Department maintains three reserve funds:

1. Capital Reserve Account 2. Employee Benefit Obligation Account 3. Fiscal Stability Reserve Fund

Annual interest earned is allocated to each reserve account. Capital Reserve Account The Police department maintains a capital reserve account for the following capital costs:

1. Vehicle replacement 2. Computer hardware/software replacement/acquisition 3. Furniture, equipment and building upgrades 4. Communication’s equipment

A 20 year capital plan is prepared annually. Employment Benefit Obligation Account (EBO) The EBO account is an employee liability account that is required to ensure liabilities for items such as banked annual leave and sick leave are fully funded. As of December 31, 2015, the liability was estimated to be $6,726,149. The balance was $6,500,524, a shortfall of $225,625. In 2007 this liability had a shortfall of $2.5 million. At some point the funding will need to be increased from the $400,000 because it is projected that if it is not, the reserve will be depleted by 2038. Fiscal Stability It is recognized that the Police Department may have an unanticipated event that was not contemplated at the time of budget preparation. In order to have a contingency for these types of events, both municipalities agreed to a maximum contingency amount of 2.5% of net budget (2015 contingency maximum $1,222,105). The Police Board must approve all expenditures from this account. Any surplus at year end would be transferred to the contingency reserve. For 2017 an amount of $500,000 has been budgeted to be withdrawn from this fund for the purpose that, should it be required, no amendment to the City of Victoria’s Five Year Financial Plan would be required. At this time no specific event or expenditure has been identified that would require the use of these funds and the process outlined under the Framework Agreement would still need to be followed to authorize use of these funds.

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BALANCE OF RESERVE FUNDS

Summary of Reserve Funds – December 31, 2015

Opening Net 2015 Closing

Balance Transactions Balance

Capital Fund 2,200,182 (244,143) 1,956,039

Employee Benefit Obligation 6,106,975 393,549 6,500,524

Fiscal Stability Reserve 1,065,187 167,918 1,233,105

9,372,344 317,324 9,689,668

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APPENDIX D FUTHER DETAILS

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VICTORIA POLICE DEPARTMENT

2017 OPERATING BUDGET - Expenditures by Object

2016 2017

Description Budget Request $ %

Salaries - Police (Net of Recoveries) 26,055,294 27,077,466 1,022,172 3.9%

Salaries - Non Sworn 6,744,000 6,847,942 103,942 1.5%

Benefits - Non Sworn 1,465,000 1,487,944 22,944 1.6%

Benefits - Sworn 6,355,000 6,533,095 178,095 2.8%

Salaries and Benefits 40,619,294 41,946,447 1,327,153 3.3%

Overtime 1,969,000 2,016,900 47,900 2.4%

Integrated Units 482,275 553,025 70,750 14.7%

CREST 715,000 715,000 0 0.0%

Equipment Maintenance 888,655 910,000 21,345 2.4%

Car Allowance 70,500 73,300 2,800 4.0%

Business Travel/Recruit Training 210,000 217,200 7,200 3.4%

Memberships 12,000 12,500 500 4.2%

Staff Development - Training - POLICE 304,500 321,500 17,000 5.6%

Staff Development - Training - CIVILIAN 78,000 83,000 5,000 6.4%

Advertising - Recruits 16,500 16,500 0 0.0%

Car Rental 45,000 45,000 0 0.0%

Prison Meals 30,000 30,000 0 0.0%

GVLRA 29,000 29,000 0 0.0%

Laundry 95,000 114,000 19,000 20.0%

Photocopy Operation 70,000 70,000 0 0.0%

Professional Services 506,000 569,500 63,500 12.5%

Operational Meetings 47,000 43,500 (3,500) -7.4%

Fuel and Motor Oil 291,000 281,000 (10,000) -3.4%

General Supplies 396,000 421,908 25,908 6.5%

Publications 32,500 57,500 25,000 76.9%

Office Supplies 72,800 72,800 0 0.0%

Postage 25,000 25,000 0 0.0%

Uniforms 247,000 237,500 (9,500) -3.8%

Telephone Line Charges 370,000 394,000 24,000 6.5%

Equip. Rental 1,000 1,000 0 0.0%

New Equipment 142,500 149,250 6,750 4.7%

Insurance 168,000 179,150 11,150 6.6%

Litigation 250,000 350,000 100,000 40.0%

Building Maintenance 720,000 735,000 15,000 2.1%

Claims 50,000 50,000 0 0.0%

Miscellaneous 64,000 81,563 17,563 27.4%

Crime Investigation 105,000 108,000 3,000 2.9%

Honorarium 60,500 60,500 0 0.0%

Lease/Rental Payments 316,000 319,700 3,700 1.2%

Recoveries (145,629) (141,700) 3,929 -2.7%

WCB Recovery (100,000) (100,000) 0 0.0%

Contingency 500,000 500,000

Finger Print Systems Access Costs 32,000 35,000 3,000 9.4%

Other Operating Costs 6,214,826 7,067,171 852,345 13.7%

TOTAL OPERATING COSTS 49,285,396 51,583,543 2,298,148 4.66%

RESERVE TRANSFERS

Capital Funding 1,030,000 1,030,000 0 0.0%

Financial Stability Reserve (500,000) (500,000)

Employee Benefit Obligations 400,000 400,000 0 0.0%

RESERVES 1,430,000 930,000 (500,000) -35.0%

REVENUE (371,000) (325,000) 46,000 -12.4%

NET EXPENDITURES 50,344,396 52,188,543 1,844,148 3.66%

SUPPLEMENTAL ITEMS

Police Support for Vulnerable Populations 240,141 240,141

Citizens Crime Watch 143,675 143,675

TOTAL SUPPLEMENTAL ITEMS 383,816 383,816 0.76%

52,572,359 2,227,964 4.43%

Increase/(Decrease)

NET EXPENDITURES (INCLUDING SUPPLEMENTAL ITEMS)

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A. INTEGRATED UNITS

Capital Regional District Integrated Units

Crisis Negotiators 13,238

Emergency Response Team 268,415

Crime Stoppers 57,681

Mobile Youth Services Team 49,061

Diversity 2,882

Tactical Liaison Officer 2,758

Critical Incident Scribes 493

Explosive Ordinance Disposal 7,708

Provincial Integrated Units

Munuicipal Undercover Program 66,229

Criminal Intelligence of BC 26,000

Other

Youth Inclusion Camp 15,500

Restorative Justice 40,000

Other 3,060

INTEGRATED UNITS 553,025

B. EQUIPMENT MAINTENANCE

Fleet Maintenance 467,500

Information Technology Licensing Agreements 364,000

Minor Building Maintenance 40,000

Minor Communications Maintenance 26,500

Other 12,000

TOTAL EQUIPMENT MAINTENANCE 910,000

29

C. PROFESSIONAL & OUTSIDE SERVICES

DNA Analysis 160,000

Payroll/Accounts Payable - City of Victoria 122,500

Employee Family Assistance Program 63,000

Telebail 55,000

Polygraph Assessments, Medical & Other Reviews 46,000

Transcription 45,000

Board Requirements 20,000

Emergency Preparedness Planning 16,000

Towing 15,000

Records Audit 15,000

Other 10,000

Critical Incident Stress Management (CISM) 2,000

TOTAL PROFESSIONAL & OUTSIDE SERVICE 569,500

D. TELECOMMUNICATIONS

Mobile Devices 180,000

Landline Phone System 45,000

Repairs & Maintenance 20,000

PRIME Connection to PRIME BC 17,000

Mobiel Data Terminals (MDT) Airtime 32,000

TELUS Link to Esquimalt 24,000

Internet Connection 35,000

Hardware Purchases 30,000

Other 11,000

TOTAL TELECOMMUNICATIONS 394,000

E. INSURANCE

Vehicle Insurance 103,250

Building and Liability 75,900

TOTAL INSURANCE 179,150

30

F. LEASE/RENTAL PAYMENTS

PRIME User Levy 269,700

Offsite Storage 25,000

Rental of the Firearms Range 25,000

TOTAL LEASE/RENTAL PAYMENTS 319,700