2006 POLICE BUDGET

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• 2006 POLICE BUDGET
• PRESENTATION

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INDEX

• ____
• 1) Overview of 2006 Budget Submission
• Overview of the 2006 Budget request
• Overview of significant changes
• 2006 Budget Allocation
• 2006 Budget Breakdown
• 2) Police Department Structure
• 3) Focusing on the issues
• 4) Change in Budget/Strength from 1994-2004

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• OVERVIEW OF
• 2006 BUDGET SUBMISSION

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PERSONNEL CHANGES INCREASE 1,777,0000

• Police Union salary increase of 3.0 (645,582)
• Six additional members approved in 2005
  (416,000)
• Increase in Benefits Cost (423,000)
• Increase in Overtime Costs (180,000)
• CUPE salary increase of 2.5 (94,250)
• Other (18,168)

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OTHER EXPENSES Increase 298,000

• New cost for pre employment screening (60,000)
• New cost for administrative for the Police Board
  (40,000)
• Increased cost for training (25,000)
• Increased cost for Fuel (32,000)
• Increase cost for computer data analysis
  (30,000)
• New cost to offset operating cost of provincial
  Criminal Intelligence Service of BC (21,000)
• Police portion of the Crime Free Multi Housing
  Project (20,000)
• Backup Radio system (23,000)
• Other net inflationary increase in operating
  costs such as insurance, Family Assistance
  Program, repairs and maintenance (47,000)

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Revenue 317,000

• Increase in the Traffic Fine Revenue (327,000)
• Increase in Revenue received for Criminal Record
  Checks (30,000)
• Reduction in revenue received from the Province
  for Keep Of Prisoner (-40,000)

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Cost Allocation Based on Converted Assessment
Values Esquimalt (13.75) Victoria (86.25)
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• POLICE DEPARTMENT
• STRUCTURE

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• The Department has gone through numerous
  organizational changes over the past few years
  the most significant has been the amalgamation of
  the Victoria and Esquimalt Police Services.
• These changes have resulted in either cost
  savings or a re-deployment of management to front
  line operations.
• Some examples of these changes to management are
  as follows
• Reducing the number of Inspectors from eight to
  six.
• Combining two management positions (Records and
  Systems) into one position, Director of
  Information Management.
• Flattening the organization by eliminating the
  Staff Sergeant rank, which reduced the layers
  from five to four Executive, Inspectors,
  Sergeants, and Constables.

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• Four Patrol Watches
• 3 Sergeants (One Operational Sergeant Assigned to
  the West)
• 21 Constables
• 12-hour shift
• General Duty Assignments for Esquimalt and
  Victoria
• Must provide a minimum of 14 Constables per shift
• Traffic Unit
• Operation Sergeant
• Admin Sergeant (Shared with Targeted Unit)
• 9 Constables
• Assignment/Operations in Esquimalt and Victoria
• General Traffic Enforcement, Accident
  Investigation
• This is in addition to the Integrated Road Safety
  Unit

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• Targeted Unit (Beats/Bikes)
• Operation Sergeant
• Admin Sergeant (Shared with Traffic)
• 12 Constables
• Assignments/Operations in Esquimalt and Victoria
• Identified Targeted areas as identified through
  the Operations Council
• Youth Outreach
• One Constable partnered with Youth Social Worker
• Dealing with Youths at Risk
• Liaises with School Liaison Officers

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• Street Crimes Unit (Previously called the Gang
  Unit)
• Sergeant
• 2 Constables
• Plainclothes unit
• Increase up to eight by end of 2006
• Focus on Gang Issues and other street level
  crimes
• Report Cars (Property Crimes)
• 4 Constables
• Assigned to Dayshifts only
• Attend all Break and Enters and Property Crimes
  during dayshifts
• Assists with the Property Crimes Section in the
  Detective Division
• Monitor Pawnshops

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• Operational Planning Unit
• One Sergeant
• One Civilian
• Overseeing of all Special Events in Esquimalt and
  Victoria
• Marine Response Unit
• Resourced through Patrol Units
• Deployed as required

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• Crowd Management Unit
• Resourced through police members throughout
  department
• Deployed as required (Special Events, Protests
  etc)
• Mental Heath Unit
• Resourced by one Victoria, one Saanich member
  with VIHA Staff
• Deployed throughout Greater Victoria
• Calls dealing with Mental Heath issues
• Liaison with local hospitals

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Investigative Services

• Major Crimes Unit
• 10 investigators
• Investigate crime types such as Homicides,
  Assaults, Arsons, Robberies, Threats, etc.
• Property Crimes Unit
• 2 investigators
• Investigate property crimes such as Break and
  Enters, Theft Autos, Theft from Autos, etc
• Coordinate the Bait Cat Program
• Coordinate the Report Cars
• Monitor Pawnshops
• Sex Crimes Unit
• 4 investigators
• Investigate child abuse and all sex crimes
• Monitor High Risk Sex Offenders
• Financial Crimes Unit
• 3 investigators
• Investigate financial crimes such as fraud, false
  pretences, etc.

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• Strike Force
• 8 investigators
• Surveillance team
• Undercover projects
• Major Crimes/Drugs
• Forensic Identification Services
• 4 investigators
• Crime Scene investigations (fingerprints, trace
  evidence, photographing, videotaping, etc)
• Overseeing the Fingerprinting and photographing
  of charged individuals

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• School Liaison Program
• 4 Constables
• Crimestoppers Program
• One Constable from Victoria, one Constable from
  Saanich
• Coordinate the program for Greater Victoria

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• Research and Audit Section
• Oversees the Departmental policies
• Conducts audits with in the department when
  required
• Conducts research for the department when
  required.
• Human Resources Division
• Responsible for the hiring of all staff in the
  department
• Responsible for the training of all staff in the
  department
• Responsible for the career development of all
  staff in the department
• Oversees discipline issues with the department

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• Victoria Police Reserve Program
• Home and Business Security Audits
• Traffic Control
• Crime Prevention Lectures
• Assist with Block Watch Program
• Victoria Police Volunteer Program
• Crime Watch Program
• Speed Watch Program
• Seniors Reassurance Program
• Greater Victoria Victim Services
• Assists victims of crimes in the Greater Victoria
  area

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• Internal Investigation Section
• Responsible for the investigating complaints
  against police members, and the police department
• Responsible for investigating complaints from
  outside police agencies when requested
• Oversight by the Office of the Police Complaint
  Commissioners
• Greater Victoria Emergency Response Team
• Integrated team of Victoria and Saanich members
• Deployed throughout Greater Victoria as required
  for high risk entries into buildings and/or the
  apprehension of high risk offenders.

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• POLICE DEPARTMENT
• FOCUSING ON THE ISSUES

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ANALYSIS AND INTELLIGENCE SERVICES SECTION

• In Fall 2005, a trained civilian Crime Analyst
  joined with the police Intelligence Officer, to
  form a centralized support service for the
  members of the department.
• Incoming real-time police report information, and
  statistics from PRIME BC, are collated and
  analyzed to provide operational support to
  front-line police members.
• Operational members utilize the services of the
  Crime and Intelligence officers to assist with
  ongoing investigations, as well as identifying
  potential hot spots for emerging crime trends.

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OPERATIONS COUNCIL

• Mandate
• Through an integrated approach, the Operations
  Council will coordinate and allocate resources to
  effectively identify, target and resolve acute
  and chronic crime and public order issues within
  the City of Victoria and Township of Esquimalt

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OPERATIONS COUNCIL Contd

• Weekly meeting of Operational Managers,
  Supervisors, Subject Matter Experts and External
  Public Service Partners will be asked to
  participate.
• Discussion will center on acute and chronic
  crime/nuisance issues (persons, premises,
  locations) that are identified through a CompStat
  analysis/intelligence process.
• Problems will be prioritized with an operational
  plan and resource commitment agreed to by all Ops
  Council Participants.
• Weekly Ops/Project plans will be tracked and
  evaluated for impact to the specific problem and
  reviewed at subsequent council meetings.
• Projects to date 800 Block Esquimalt road
  (reduced calls for service by 25), 1127 Norma
  Court, and 700 block Johnson (reduced calls for
  service by 23)

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E-Spike

• The Electronic Spike (E-Spike) was implemented in
  January of 2006.
• The Web based application was developed in
  house and is available to all authorized staff,
  to provide current information on persons,
  locations and crimes of interest.
• Through an incremental process, the E-Spike will
  eventually replace virtually all existing silos
  of operational information that are often in a
  hard copy format.

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E-Spike Contd

• The objectives of the application are
• To provide users with a single point of access to
  operational information, accessible from anywhere
  within the department's information network
  (desktop computers only at this time). 
• To centralize and better manage the flow of
  operational and sensitive information, ensuring
  integrity and security of the data.
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• To minimize the use of dept email to disseminate
  operational and sensitive information to the
  members of the Victoria Police Dept.

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PRIME

• Implementation of the Police Records Information
  Management Environment could be one of the most
  important milestones in policing in this
  province.
• Instead of sharing notes with adjacent
  departments or phoning a colleague about possible
  similarities in cases, all police in B.C. will
  now have access to information the moment it is
  entered on a lap-top computer in police cars and
  offices.
• Information about a vehicle, the history of
  complaints about a residence, or the police
  record of a person stopped for questioning, will
  be instantly available.
• B.C. is the first province in Canada to adopt a
  province-wide, online system and it has the
  support of the RCMP and all municipal police
  forces.

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COMPUTER CRIME MAPPING

• From 2000 to 2003, staff were able to use a
  computer crime mapping application that provided
  a graphical view of incidents from the previous
  HTE Computer Aided Dispatch (CAD) and Records
  Management Systems.
• The application was used for Crime Analysis and
  decision support for deployment of operational
  resources.
• The application was discontinued with the
  implementation of PRIME BC as the new CAD/RMS was
  not compatible with the crime mapping
  application.
• A request for proposal to acquire a new off the
  shelf crime mapping application will be
  developed in early 2006, to provide staff with
  the ability to once again map crime.

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• POLICE DEPARTMENT
• CHANGES SINCE 1994

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A Thirty Year Analysis of Police Service Delivery
and Costing

• Although the number of police officers in B.C.
  has increased at approximately the same rate as
  the growth in population over the last 40 years,
  the number of reported crimes has increased
  seven-fold, with the majority of that increase
  being property crimes.
• The time required to handle a case from the
  initial call to the acceptance of a charge by
  Crown Counsel has also increased substantially
  over the last 30 years. The study found that
  break and enter investigations consumed 58
  percent more time in 2003 than they did in l983,
  impaired driving investigations required 250
  percent more, and domestic violence cases needed
  almost 1,000 percent more time to complete.
• Canada has fewer police officers per capita than
  most industrialized countries, 26 percent lower
  than England and l9 percent lower than Australia.
  And B.C. has fewer police per capita than
  Ontario or Quebec, despite the fact our province
  has a higher crime rate.
• Unsurprisingly, the clearance rate, that
  percentage of cases solved by police, has
  declined over time from 90 percent to 70 percent
  in relation to homicides, and from 25 percent to
  eight percent in break-and-enters.