London Police Service Summary of Submitted 2014 Budget ($000's)

Transcription

1 Summary of Submitted 2014 Budget Revised Budget Draft Budget Increase / (Decrease) Over Previous Year Service Expense Non Tax Net Property Tax Supported Expense Non Tax Net Property Tax Supported Total Increase From Assessment Growth From Rates % Increase from Rates London Police Service 97,029 (8,021) 89, ,325 (8,443) 92,882 3, , % Total to Maintain Existing Service Level 97,029 (8,021) 89, ,325 (8,443) 92,882 3, , % Service Adjustments Submitted % 2014 LONDON POLICE BUDGET AS SUBMITTED 92,882 2, % Note: All figures are subject to rounding Budget Highlights: $ 000 % Maintaining Existing Service: 2, % The $92.9 million budget represents a 3.3% or $3.0 million increase from tax rates and a $0.9 million increase from assessment growth for costs due to an expanding city. Consistent with the Council approved assessment growth policy, policing costs due to the growth of the expanding City should be funded from assessment growth. The increase is required in order to support contractual agreements combined with required contributions to reserve funds, a small increase overall to other expenses partially offset by a slight net increase in other government funding and a draw from the London Police Services reserve account. The Workload Analysis recommended an increase of 16 police positions for 2013 and 14 positions for These positions have been deferred. The London Police Services Board is responsible for ensuring that adequate and effective police service is provided within the City of London. With an increase of $3.9 Million there are no staff reductions; however, it is likely that a reduction in this amount would result in a decrease in complement. This would further negatively impact service levels and may result in the elimination of programs and services. Page 319

2 Summary of Submitted 2014 Budget 2014 Budget Highlights Cont'd: $ 000 % In conjunction with a review of core policing responsibilities, the London Police Services Board chose not to renew the contract for Crossing Guard services effective August 31, The London Police Service budget was adjusted by Civic Administration to reflect the transfer of annual budget for the Crossing Guard Program to the Transportation Division in the amount of $1,049,242 for Increase/ (Decrease) over prior year budget 2, % Page 320

3 2014 Budget As Submitted Explanation of 2014 Increase/ (Decrease) Over 2013 Maintain From Revised Service Requested Total Actual Existing Assessment From Rates % Increase Budget Adjustments Budget Increase from Rates Object Service Growth Expenditures $ $ % Personnel Costs 85,731 89,590 3,695 93,285 3,695 (900) 2, % Administrative Expenses % Financial Expenses 1, , % Purchased Services 3,702 2, , % Materials & Supplies 3,229 3, , % Furniture & Equipment 1, % Other Expenses % Recovered Expenses (233) (243) 4 (239) (1.4%) Total Expenditures 95,754 97,029 4, ,325 4,296 (900) 3, % Government Grants & Subsidies (3,999) (4,087) (387) (4,474) (387) 0 (387) 9.5% Other Municipal s (3,713) (3,406) (563) (3,969) (563) 0 (563) 16.5% Municipal Funding 0 (528) (100.0%) Sub-total - Non Property Tax (7,712) (8,021) (422) 0 (8,443) (422) 0 (422) 5.3% Net Budget 88,042 89,008 3, ,882 3,874 (900) 2, % Additional Information / Commentary with respect to 2014 Draft Budget Maintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies) The largest cost driver continues to be personnel costs representing 95% of the total net increase. Existing employment agreements expire December 31, A revised fee schedule has been implemented which considers actual cost recovery and comparative fees charged by other police agencies. There are a number of revenue sources that are not continuing for the full year in 2014 which impact the increase; for example, federal funding from the end of the Police Officer Recruitment program, and Airport Funding. This is offset by the third year of funding committed by the Province to offset Court Security and Prisoner Transportation along with a draw of $528,000 from the London Police Services reserve account. The budget is a risk based budget with risk quanitified as high as $1,000,000. This is related to aggressive estimates for attrition, assumptions that provincial funding will continue in relation to contracts with the province that are ending March 31, 2014, Workplace Safety and Insurance Board expenses which are underfunded, and revenue which could fluctuate from estimates. Page 321

4 Budget Forecast London Police Service Budget Forecast & Staffing to Revised Requested Projected Forecast Forecast Forecast Forecast Object Budget Budget Increase Expenditures 97, , , , , ,784 21,755 Non-Property Tax (8,021) (8,443) (8,340) (8,807) (9,333) (9,860) (1,839) Property Tax Supported (Net Budget) 89,008 92,882 96, , , ,924 19,916 Increase / (Decrease) Over Prior Year 3,874 3,286 4,180 4,213 4,363 19,916 Increase / (Decrease) Over Prior Year % 4.4% 3.5% 4.3% 4.2% 4.2% 22.4% Annual average increase: 4.1% Staffing Full-Time Equivalents # Increase / (Decrease) Over Previous Year Full-Time Employees # Increase / (Decrease) Over Previous Year Additional Information / Commentary: To support recommendations of the 2002 workload analysis, 85 police positions were added over the period 2003 through In effect, this provided a staff level that was appropriate for Since 2007 there has been a minimal increase of only 31 positions. As a result, there have been accumulating increases to workload without a corresponding increase in human resources. This is resulting in a gradual deterioration of service delivery and organizational wellness. Further re-allocating positions would just shift service demands from one area to another. Given the impacts identified within the workload analysis completed in 2010, it is neither practical nor effective to re-allocate additional staff at this time which leaves the option of increasing the staff complement incrementally on an ongoing basis. This will avoid large budget increases. Currently, personnel impacts comprise 92% of total expenditures. This leaves insufficient capacity to manage fluctuations in other expenses (eg. fuel, utilities), manage unexpected impacts (eg. unforeseen equipment breakdown) and variances in revenue. The province has committed to an upload of court security costs from 2012 through Page 322

5 Performance Measures and Staffing Expectation/ Performance Measures Actual Revised Forecast Explanation Activity Measures Response Time (Minutes):Code 1 Calls Response Time (Minutes):Code 2 Calls Response Time (Minutes):Code 3 Calls Efficiency Measures Municipal Tax Levy Percentage London Police Service 21.0% Average (2012) - Tier % Average (2012) - Tier 1 & Tier % Cost Per Capita London Police Service $ Average (2012) - Tier 1 $ Average (2012) - Tier 1 & Tier 2 $ th Lowest of 11 Tier 1 Municipalities & 13th Lowest of 17, Tier 2 Municipalities 10th Lowest of 11 Tier 1 Municipalities & 12th Lowest of 17, Tier 2 Municipalities Data Source: Financial Information Returns (FIRs). The FIR is a standard document comprised of a number of Schedules submitted to the Ministry of Municipal Affairs by each Municipality's Finance Department annually to comply with current legislation and reporting requirements. These amounts include Corporate overhead costs allocated to the LPS by the Municipality. OMBI Total Operating Cost per Staff:PLCE320 (excluding amortization) $122,471 London was lowest in 2011 & 2010 of 13 Ontario Municipalities and 4th lowest in 2012 of 15 Ontario Municipalities Page 323

6 Performance Measures and Staffing (cont'd) Performance Measures Actual Expected Forecast Explanation Efficiency Measures (cont'd) Police: Population Ratio London Police Service 1:610 1:620 1:626 1:611 1:592 1:588 1:583 Ontario (2011) 1:510 National (2011) 1:502 Police Reporting Centre 7,134 7,000 6,900 6,800 7,000 7,100 6,800 Telephone Resource Centre 10,459 10,366 10,500 10,725 11,000 11,200 11,500 On Line Reporting 4,695 3,976 4,400 4,675 4,900 5,100 5,325 Video Court Appearances 6,517 7,932 8,500 8,500 9,000 9,000 9,000 Total Hours In-House Training 29,062 29,000 29,000 29,000 29,000 29,000 29,000 Effectiveness / Quality / Satisfaction Measures Source: Statistics Canada Police Resource in Canada (2012) (1 Officer : # Citizens) Pro-Active Time 24.3% 25% 26% 27% 27% 28% 28% Reactive Time 75.7% 75% 74% 73% 73% 72% 72% Prisoners Processed 8,485 8,500 8,500 8,500 8,500 8,500 (Headquarters) 8,500 No anticipated increase Prisoners Processed (Court 10,817 11,000 11,000 11,200 11,250 11,500 12,000 Cells) Organizational Audits Calls For Service 128, , , , , , ,500 Beat Shortages 1, Total Calls 388, , , , , , , Calls (Police) 172, , , , , , ,000 Freedom of Information ,020 1,080 1,080 1,100 Requests Records Checks 20,590* 20,000 20,100 20,200 20,300 21,800* 21,000 *GDLS Record Checks all staff every 5 years Volunteer Checks 10,772 11,000 11,050 11,100 11,150 11,200 11,250 Page 324