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From YouTube: Ottawa Police Services Board - November 8, 2017
Description
Ottawa Police Services Board meeting of November 8, 2018
Agenda and background materials can be found at http://www.ottawa.ca/agendas
A
If
our
staff
can
take
their
seat
please,
so
we
like
to
like
to
begin
our
meeting
and
it
is
an
exciting
day
at
the
City
of
Ottawa.
Today,
it's
called
budgeting
budget
table
this
morning,
so
we'll
be
will
be
on
time
to
join
our
colleague
downstairs
at
10
o'clock.
So
what
we're
not
going
to
need
all
this
time
and
I?
Advise
you
not
to
look
at
the
clock
behind
you,
because
it's
the
wrong
timing,
so
so
like
to
call
this
meeting
to
order
for
Wednesday
November,
8th
2017.
A
B
Morning,
mr.
chairman
fellow
board
members,
it's
a
pleasure
for
me
to
be
here
this
morning
to
present
our
2018
budget
to
the
Police
Services
Board
before
I
start
I
just
want
to
acknowledge
the
support
of
my
executive,
our
senior
leadership
team
and
Deborah
Fraser
and
her
entire
finance
team
that
worked
diligently
over
the
past
several
months
to
prepare
this
budget.
It
wasn't
an
easy
budget
to
prepare
lots
of
discussions,
lots
of
options
and
but
more
importantly,
solutions
to
be
able
to
meet
the
board's
targets.
So
we're
pleased
to
present
to
you
our
plan
so
today.
B
Well,
I'll
give
you
a
presentation
over
the
the
context
of
our
operational
priorities
from
a
policing
perspective.
I
will
present
the
2018
draft
operating
budget
and,
as
we
do
as
recommended
by
the
Auditor
General
we
always
presented
through
year
forecast
this
year
will
be
2019
to
2021
and
we'll
talk
to
the
the
draft
capital
budget
for
2018
and
finally,
just
the
timetable
as
far
as
some
of
the
dates
that
are
left
to
accomplish.
B
To
this
this
wide
city,
we've
developed
a
service
delivery
model,
that's
adaptive
and
has
different
styles
of
policing
to
meet
the
needs
of
the
rural
community,
suburban
community
and
the
urban
community,
80%
of
our
city's
rule,
making
it
travel
a
distance
and
it
very
more
challenging,
and
just
as
the
flow
cross
there,
the
quite
the
crowd
flies
it's
83
kilometers
from
east
to
west.
So
mr.
chair,
you
know,
I've
had
this
slide
up
before,
but
I
think
it's
an
important
reminder
that
our
community
is
changing
and
it's
become
more
more
diverse.
B
You
know,
as
the
Police
Service
want
to
continue
to
be
reflective
of
the
SIRT
of
the
community
we
are
serving,
but
also
responsive
to
community.
So,
from
a
gender
perspective
from
a
diversity
perspective,
we've
done
a
lot
of
work
to
ensure
that
we
continue
to
make
sure
that
the
Auto
Police
Service
is
an
equitable
work
force,
and
we
continue
to
revitalize
our
outreach
recruitment
plan
to
make
sure
that
we
are
tracking
and
retaining
qualified
candidates
that
are
reflective
our
community
from
a
crime
and
disorder
perspective.
We
see
crime
trends.
K2
is
continuing
to
shift.
B
We
have
seen
where
the
past
two
years
a
shift
with
respect
to
more
an
increase
in
violence,
and
that
is
a
trend
that's
taking
place
across
the
country.
We've
also
seen
an
increase
in
social
disorder
issue
calls
deal
with
mental
health,
so
for
calls
to
serve
dealing
with
the
non
criminal
matters,
and
the
estimate
is
about
30
percent
of
the
calls
for
service.
We
deal
with
our
actually
criminal
matters.
Seventy
percent
are
non
criminal.
So
it's
an
important
reminder
that
the
work
of
our
police
officers
is
challenging.
It's
it's.
B
It's
it
diverse
and
I
very
complex
to
deal
with.
We've
got
some
new
legislation
that
continues
to
be
introduced,
and
we
saw
then
the
legislation
big
table
for
the
legalization
of
marijuana.
That's
going
to
have
an
impact
from
an
operational
perspective
at
the
police
service,
we've
got
new
oversight
legislation
that
was
tabled
just
the
two
weeks
ago,
a
new
Police
Services
Act,
the
continuing
discussion
around
use
of
force
and
de-escalation
training.
So
all
those
things
put
more
demands
of
our
on
our
police
resources
for
services
and
for
for
training.
B
B
So
that's
why
we've
had
to
change
and
adapt
their
service
delivery
model
to
become
more
effective
and
efficient
and
see.
These
are
the
some
of
the
things
that
we've
done
and
that
some
of
the
major
projects
that
we
have
underway
to
deal
to
make
sure
that
we
are
providing
an
effective
service
to
our
community.
We
see
the
the
service
initiative
is
the
way
we
are
delivering
our
new
service
delivery
model
and
it
focuses
on
core
policing
duties
and
puts
officers
where
we
need
them
when
we
need
them.
B
We've
developed
a
comprehensive
wellness
strategy
to
make
sure
that
our
officers
are
taken
care
of.
We
that
includes
introducing
the
r2m
our
training
peer
support
program,
expanding
the
real
you
program
and
making
a
significant,
not
only
capital
investment
in
our
people,
but
from
our
human
resources
perspective,
really
having
a
focus
to
make
sure
that
we
are
supporting
your
people
as
they
do
this
very
difficult
job.
B
We
also
want
to
make
sure
that
all
women
have
access
to
equal
opportunities
for
transfers
and
promotions,
and
the
gender
audit
that
you're
familiar
with
resulted
in
a
number
of
policy
changes
that
we've
implemented
and
also
a
shift
and
a
move
in
our
culture
and
policing
around
making
sure
that
everybody
has
access
to
equal
opportunities.
I'm
proud
of
the
work
that
that
we
have
done
with
respect
to
the
gender
audit.
B
Thank
the
board
for
recognizing
and
for
supporting
the
investment
that
we
are
making
in
our
modernization
roadmap
to
make
sure
that
we
are
accessing
the
tools
that
are
out
there
and
that
our
officers
have
access
to
the
best
technology
to
make
sure
that
they
stay
safe,
but
also
that
they
have
the
ability
to
solve
an
ideally
prevent
crimes
that
are
taking
place
in
our
community.
With
information.
B
We've
seen
serious
violent
crimes
rise
and,
however,
the
kanuha
T,
the
officers
of
the
police
service
and
the
silly
members
continue
their
hard
work
to
hold
offenders
accountable
and
to
arrest
and
charge
individuals
responsible
for
these
crimes
from
a
property
crime
perspective.
We've
seen
those
levels
remain
stable,
but
because
of
the
increase
in
serious
violent
crimes
are
crimes.
Evader
severity
index
has
increased
slightly.
B
He
our
community
and
again
that's
a
similar
trend
that
we're
seeing
in
large
urban
centers
and,
as
I
mentioned
before
from
a
social
disorder
perspective,
we're
seeing
that
type
of
call
for
service
increase
in
our
community
and
I
want
to
acknowledge
and
thank
again
the
board
for
approving
our
staffing
plan,
which
falls
into
its
final
year.
As
a
reminder,
the
police
service
did
not
grow
in
numbers
from
2011
to
2015.
B
We
did
replace
all
retiring
members,
however,
there's
no
additional
additional
growth
in
2016
and
we
began
to
address
some
staffing
shortages
that
we're
being
experienced
across
the
Police
Service
and
the
total
investment
of
resources
that
finishes
in
2018
was
75
new
police
officers
and
those
officers.
50
of
them
have
been
deployed
to
focus
on
frontline
resources,
the
dark
team,
youth
and
some
developmental
positions
to
make
sure
that
the
frontline
is
better
equipped
to
deal
with.
B
In
addition
to
the
75
new
police
officers
that
that
we
committed
to,
we
also
endeavoured
to
find
25
positions
internally
to
reallocate
and
a
police
report
that
we
have
identified
those
resources
and
they
have
been
reassigned
and
some
of
those
officers
went
to
our
new
operation
center
focused
on
also
human
trafficking,
sexual
assault,
child
abuse
and
partner
assault,
and
the
latter
of
those
sections
all
deal
with
our
one
of
our
operational
priorities
that
deals
with
the
combating
violence
against
some
women.
So
it's
aligned
with
that
priority.
B
There
are
broader
efficiencies
and
movement
of
people
that
we
achieved
under
the
service
initiative
and
you'll
see
those
the
results
being
reported
on
our
annual
report
under
on
the
service
initiative,
and
it
really
it
helped
us
achieve
the
goal
of
putting
people
in
the
right
place
to
do
the
important
work
and,
from
a
priority
perspective.
I'll
turn
now
over
to
a
doctor,
general
Frasier,
at
our
CFO
Jeff
lechero
and
wally
salem
from
our
finance
department
to
continue
on
with
the
presentation,
Thank.
C
You,
chief,
here's
the
here's
a
feel
for
what
we
found
when
we
look
to
see
how
autoplay
stacks
up
against
other
police
services
with
respect
to
personnel
levels.
The
data
that
we
brought
here
is
stats
Canada
data
and
it's
the
latest
that's
available.
So
it
shows
a
2016
strength
which
are
people
at
work
or
people
in
comp,
sorry,
permanent
positions,
eminent
people
in
permanent
positions
and
it's
a
comparison
to
population
data
from
the
previous
year.
C
When
we
stopped
our
increasing
staffing
plan,
we
were
actually
at
479
residents,
supported
by
a
police
member.
So
our
the
the
we
would
have
ended
in
the
middle
of
the
ranking.
We're
closer
to
the
lower
part
of
the
ranking
and
this
dot.
It's
it's
an
a
good
baseline
because
it
shows
2016,
which
is
the
first
year
that
we
started
added,
adding
25
officers
to
the
complement.
But
we
can
see
that
not
that
taking
that
gap
has
had
an
impact
on
how
we
stack
up
against
the
rest
of
the
country
and.
B
Mr.
chair,
that's
why
you'll
see
in
the
budget
for
our
applying
through
year
plan
from
2019
to
2021?
We've
got
a
projected
increase
of
hiring
90
new
sworn
officers,
so
30
each
year
that
we're
presenting
that
in
order
to
make
sure
that
we
we
maintain
our
police,
the
population
member
benchmark
at
the
level
of
our
route.
Now
the
goal
is
to
invest
in
frontline
community
policing
of
a
resource
perspective.
We
want
to
increase
the
capacity
that
we
have
in
dealing
with
violence
against
women
and
gun
violence.
B
We
also
want
to
address
some
of
the
shortages
as
a
result
of
increases
from
long
term
absences
and
and
accommodation
issues,
and
also
we
continue
to
hear
from
our
community
some
some
some
trends
that
we
want
to
put
focus
on
whether
it's
traffic,
complaints
and
traffic
safety
deal
with
the
increase.
The
mental
health
calls
for
service
the
impact
of
the
legalization
of
cannabis
and
also
to
respond
to
the
opioid
crisis,
which,
in
our
estimation,
is
still
increasing
in
will
be
something
we
have
to
deal
with
as
a
city
for
for
a
number
of
years.
C
Mr.
chair
will
use
this
next
group
of
slides
to
to
show
you
how
the
choices
are
outlined,
the
choices
that
we
made
to
achieve
the
2%
budget,
which
is
our
first
message.
We
met
the
board's
direction
in
counsels,
direction
on
the
2%
budget
and,
while
also
it
will
start
out
then
with
identifying
the
highlights
of
what's
in
the
2018
budget.
C
So,
as
the
chief
pointed
out,
this
is
the
third
year
in
the
final
year
of
the
75
officer
program
will
be
adding
25
additional
sworn
positions
to
the
Police
Service
in
2018,
we
addressed
four
million
dollars
worth
of
financial
risk
that
was
coming
out
of
the
2017
operating
results.
So
what
you
know
through
the
quarterly
reports
this
year,
we've
been
identifying
that
Ltd
and
WSIB,
which
are
indicators
of
stress
and
wellness
within
the
organization.
Those
those
costs
increased
by
just
over
a
million
dollars
in
2017
over
time
is
that
about
a
two
million
dollar.
C
We
added
two
million
dollars
to
that
to
help
offset
that
risk
and
it's
an
indicator
of
the
workload
we
face
it
within
the
police
service.
Our
legal
claims
and
settlements
are
also
we
above
budget.
So
we've
added
just
under
a
million
dollars
for
those
to
cover
that
rifts.
So
in
total
we
took
at
first
a
risk
mitigation
approach
to
the
budget
and
included
provisions
of
four
million
dollars
to
to
address
those
financial
risks.
C
There's
a
6.6
million
dollars
of
revenue
coming
expected
to
come
from
the
background
check
fee
proposal,
we'll
bring
it
to
you:
we've
realigned
our
fees
or
have
a
proposal
model
around
that
we'll
bring
you
that
in
the
new
year
to
see,
if
that's
agreeable
to
you,
we've
also
found
and
you'll
see,
there's
about
1.5
million
dollars
of
new
programs
that
we've
introduced
by
moving
funds
around
within
the
existing
budget
base.
So,
for
example,
we're
going
to
bring
you
an
evidence-based
approach
to
and
propose
an
expansion
of
the
conducted
energy
weapon
program.
C
The
pilot
results
show
that
we
significantly
reduced
the
time
for
a
taser
to
be
on
site
and
involved
in
an
incident.
It
moved
from
14
minutes
to
7
minutes,
but
we're
gathering
evidence
that
shows
that
it's
a
game-changer
operationally
both
for
the
officer
and
the
individual
involved
if
the
Taser
is
available
immediately.
So
we've
included
a
provision
in
the
budget
for
that
we'll
bring
you
the
evidence-based
business
case
to
demonstrate
the
the
value
of
that
and
then
it's
up
to
the
board
to
decide
what
to
action.
C
We've
also
included
funding
for
the
multi-year
action
plan
on
bias,
neutral,
policing,
that's
a
follow-on
to
the
work
we
did
through
the
race
base.
Traffic,
stop
the.
As
the
chief
said,
cannabis,
cannabis
legalization
and
the
opioid
crisis
have
shifted
our
budget
significantly
we're
preparing
the
tools
and
equipment
needed
to
deal
with
the
the
police
role
in
cannabis
and
the
opioid
crisis.
For
us,
that
means
continued
emphasis
on
naloxone
and
training
the
recruiting
program.
C
We
brought
you
over
a
new
approach
to
diversifying
the
work
force
a
month
ago,
we'll
be
adding
more
and
more
of
the
details
to
that
program.
So
you
can
approve
that
for
us
going
forward
and
we've
constructed
a
2018
gender
program
following
our
meeting
last
week
with
the
Human
Rights
Commission.
That
will
come
to
the
HR
committee
next
week.
C
That
means
an
increase
of
twelve
dollars
and
it
would
bring
their
tax
bill.
The
police
tax
rate
build
to
six
hundred
and
three
dollars
the
in
the
development
of
the
budget.
This
is
this
is
the
pressure
that
we
face.
So
we've
talked
about
what
went
in
the
budget.
This
is
what
we
actually
kind
of
start
to
finish
had
to
do
to
get
to
that
end
point.
C
When
we
open
up
the
budget
and
through
some
of
our
discussions,
there
were
pressures
of
roughly
ten
point,
eight
million
on
the
table,
the
solutions
are
kind
of
the
six
are
ones
that
we've
outlined.
Here.
We
had
a
look
at
the
new
request
and
pretty
much
moved
all
of
them
off
of
the
table.
So
two
point:
two
million
dollars
worth
the
pressure
was
eliminated
by
saying
no
to
a
range
of
new
requests.
We
had
planned
a
1.5,
1.1
million
dollar
increase
to
the
the
funding
for
capital
projects
under
the
roadmap,
our
modernization
roadmap.
C
We
have
eliminated
that
and
look
to
another
two
moving
funding
between
two
reserve
funds
to
help
pay
for
the
roadmap.
We
actually
had
to
reduce
the
existing
page.
You
go
contribution
for
a
facilities,
strategic
plan
by
three
point:
nine
million
you'll
see
that
the
impact
of
that
is,
we've
had
to
use
some
more
debt
to
finance
capital.
We've
reduced
the
on
the
in
the
reserve,
funds
to
lower
levels,
but
quite
acceptable
ones,
but
we've
also
managed
to
keep
all
the
projects
on
track
within
the
existing
budget
base.
We
moved
1.5
million
dollars
worth
of
priorities.
C
Aside
to
make
room
for
the
the
new
things
I
spoke
about
on
the
previous
slide,
the
service
initiative
is
winding
down
that
created
1.2
million
dollars
worth
of
budget
room,
and
we
took
point
nine
million
dollars
worth
of
one-time
projects
and
used
some
existing
requests
purpose.
Some
existing
capital
funds
to
cover
that
so
I
want
to
assure
people.
There's
there's
no
magic
to
these
kind
of
budgets.
They
they
require
a.
D
Okay,
Thank
You,
Deborah
I
will
now
walk
you
through
some
of
the
details
of
the
budget.
The
o-p-s
has
a
requirement
for
8.5
million
dollars
of
new
funding
in
2018,
and
the
details
are
summarized
in
the
table
on
on
slide.
14.
Maintaining
existing
service
levels
requires
a
5.5
million
dollar
increase.
This
is
net
of
the
3.9
million
reduction
to
the
facility
strategic
plan
pays
ago.
Contribution
that
Deborah
just
identified
on
the
previous
slide.
Excluding
this
pay-as-you-go
reduction,
the
maintain
services
requirement
would
be
nine
point.
D
Four
million
dollars,
which
mainly
reflects
increases
to
compensation
based
on
the
collective
agreement
as
well
as
increases
for
overtime,
Ltd
and
WSIB,
has
previously
identified
the
25
officer.
Growth
requires
a
2.6
million
dollar
increase.
This
amount
is
comprised
of
2.1
million
dollars
in
total
compensation
costs,
along
with
500,000
in
non
compensation,
cost
to
cover
equipment,
training
and
vehicles.
D
D
The
o-p-s
gross
budget
breaks
down
as
follows:
the
gross
operating
budget
is
330
million
dollars.
Revenue
of
thirty
five
point:
seven
million
dollars
bringing
the
net
operating
budget
to
294
point
three
million.
The
pie
chart
at
the
bottom
of
the
slide
breaks
down
the
the
gross
operating
budget
by
type
of
expense
and,
as
you
can
see,
82
percent
or
two
hundred
and
seventy
1
million
dollars
relates
to
compensation
costs.
Eight
percent
or
twenty
seven
million
is
required
for
material
supplies
and
services.
C
Mr.
chair,
here's
what
lies
ahead,
and
this
is
a
part
of
what
we
do
each
year
to
help
identify
the
current
term
financial
situation,
but
also,
what's
in
the
forecast
and
the
you'll
see
for
the
2019
21
period,
we're
forecasting
that
the
police
tax
rate
would
be
in
the
range
of
three
and
a
half
to
just
over
four
percent.
The
there
are
three
key
things
that
that
amount
is
funding.
In
addition
to
our
program,
our
general
program,
the
you'll,
see
the
impact
of
the
30
positions
that
the
chief
spoke
about
in
the
opening
slides.
C
That's
in
the
range
of
three
to
three
and
a
half
million
dollars
annually.
We
continue
the
modernization
roadmap
through
that
period
as
well.
It
starts
to
drop
off
as
we
see
more
of
the
financial
benefits
accruing
to
the
and
reducing
the
operating
impact
of
the
the
roadmap.
User
fees
and
increase
will
also
increase
according
to
our
budget,
a
requirement
which
is
about
two
percent
per
year.
What
weight?
C
Four
million
dollars
worth
of
efficiencies
by
working
at
it
or
revenue
increases
by
working
at
it
each
year
and
we
think
the
that's
tailing
off
where
we
will
expect
to
see
efficiencies
are
through
the
efforts,
the
and
the
new
tools
we
put
in
place
through
the
modernization
roadmap
and
where
those
financial
benefits
occur,
we'll
use
them
to
offset
directly
offset
the
cost
of
of
the
new
the
new
IT
plant.
So
that's
why
the
modernization
roadmap
line
goes
from
a
million
three
downward.
So
you
will.
We
won't
in
future,
be
showing
a
separate
efficiencies
line.
D
20:18
is
that
is
a
big
capital
year
for
the
o-p-s,
with
sixty
five
point:
seven
million
dollars
worth
of
capital
projects.
This
is
this
is
the
largest
year
of
capital.
The
o-p-s
has
had
in
quite
some
time,
and
the
capital
budget
breaks
down
into
three
categories
in
2018.
Renewal
of
assets
requires
5.6
million
dollars
for
fleet
facility
lifecycle
and
IT
infrastructure.
D
The
growth
category
requires
forty
four
point:
seven
million
dollars
for
the
new
south
facility
on
Lodge
Road.
This
will
be
entirely
funded
with
debt.
There
was
also
thirty
million
dollars
set
aside
in
previous
budgets,
bringing
the
total
phase
one
project
close
to
seventy
five
million
dollars.
The
strategic
initiatives.
Category
is
15.6
million
dollars
and
reflects
the
modernization
road
map,
along
with
facility
work
plan
and
other
initiatives.
Funding
sources
for
the
capital
reflects
sixty
percent
debt.
Thirty
one
and
a
half
percent
pays
you
go
contributions
and
the
remainder
revenue.
D
Renewal
of
assets
requires
75
million
dollars
of
capital
for
fleet
replacement
facility
lifecycle
and
IT
renewal.
These
projects
are
financed
with
pays
ego
funding,
largely
as
well
as
a
small
amount
of
revenue
from
the
sale
of
assets.
The
growth
category
requires
ninety
two
and
a
half
million
dollars
and
funds.
The
South
facility
phase
one
and
Phase
two,
the
South
project
is
mainly
funded
with
debt.
D
Strategic
initiatives
require
one
hundred
eighteen
million
dollars,
and
the
major
projects
within
this
category
are
the
modernization
roadmap,
as
well
as
the
new
central
patrol
facility,
as
identified
in
the
facility
strategic
plan.
Funding
for
this
category
is
50
percent
debt
and
fifty
percent
pay-as-you-go
overall
funding
for
the
10
year.
Capital
program
is
51
percent
pay-as-you-go
48
percent
debt
and
1
percent
revenue.
D
Moving
along
to
the
timetable
we're
here
today
tabling
the
budget,
the
next
next
meeting
is
November
20th,
the
finance
and
Audit
Committee
meeting,
followed
by
the
board
meeting
on
November
27th
and
City
Council
approval
of
the
budget
on
December
13th
and
without
mr.
chair.
That
brings
the
presentation
to
a
close
and
we're
happy
to
take
any
questions.
The
board
may
have
well.
A
Thank
you
very
much
director
general
and
the
team
and
chief,
and
so
today
is
just
the
table
of
the
budget.
So
what
if
there's
any
high-level
question
we
will
entertain
but
keep
in
mind.
This
is
the
first
time
we've
seen
the
budget
and
any
detail.
Question
I
would
invite
all
my
colleagues
on
the
board
and
all
my
colleague
on
council
and
the
media
to
attend
our
finance
and
Audit
Committee
meeting.
E
Thank
You
mr.
chair,
this
is
just
really
a
confirmation.
I
just
I,
see
under
projects
I,
don't
see
any
mention
of
the
diversity
audit,
so
I'm,
assuming
it's
under
the
my
ap,
but
on
pages
8
and
11
I
didn't
see
it
mentioned
so
I
just
wondered
if
you
can
confirm
we're
funding
for
that
diversity.
Audit
we'll
be
thinking.
B
E
B
Chair
without
knowing
that
the
details
of
what
funding
announcements
the
province
may
make
with
respect
to
supplying
municipal
municipalities
or
police
services,
with
funding,
we've
earmarked
a
$500,000
deal
with
the
training
of
our
officers
and
also
any
equipment
purchases
that
we
may
required
to
do.
In
order
to
enforce
the
new
aspects
of
the
length
of
the
legislation.
B
Can't
answer
that
mr.
chair,
certainly
cheats
across
the
province
have
indicated
that
they
would
advocated
that
they
want
some
funding
in
order
to
to
offset
the
equipment
and
the
training
has
resulted
in
the
new
legislation.
But
there
hasn't
been
any
announcement
yet
from
the
province
to
indicate
exactly
if,
if,
if
we're,
municipalities
and
police
services
will
get
access
to
any
funding.
Thank.
B
And
mr.
chair,
what
we've
seen
over
the
the
past
two
years
is
a
trend
upwards,
and
there
was
some.
There
were
some
policy
decisions
that
were
made
in
order
to
respect
the
collective
agreement
and
changing
praten
past
practices
which,
where
we
saw
an
increase
in
actual
overtime,
so
we're
confident
what
we're
seeing
now
are
the
real
overtime
cost
associated
with
the
police,
operating
and
police
service.
So
we've
adjusted
our
base
budget
by
two
million
dollars.
B
E
That's
what
we're
doing
across
the
city
I'm,
noticing
the
efficiencies
that
you're
finding
within
the
police
budget
tend
to
be
one-time
savings
versus
long-term
savings
and
I'm
wondering
you're,
showing
in
this
document
you're
hoping
for
a
4.1
increase
in
2019,
and
that
has
not
been
the
trend
around
the
city.
So
I'm
just
wondering
what
we're
going
to
do
here
is
clearly
when
you
come
to
table
a
budget
in
2019
I,
don't
think
you're
realistically
hoping
to
get
4.1.
B
Mr.
chair,
actually
the
the
savings
that
we
found
over
or
since
2012
we
have
found
over
13
million
dollars
of
savings
and
efficiencies
which
have
did
they
were
not
one-time
cost.
They
were
savings
that
offset
some
increases
in
our
budgets.
As
the
director
general
indicated
that
you
know
we
initially
identified
potentially
two
million
dollars
worth
of
efficiencies
going
forward.
A
F
D
C
Can
you
move
the
slides
back
to
the
the
breakdown
of
the
capital
and
the
funding
go
to
the
28th?
So
so
what
we
see
here
and
as
Jeff
said,
this
is
a
more
unusual
for
a
more
unusual
financing
picture
for
us,
because
there
are
approaches,
pay
for
things
as
you
have
money
in
the
bank
and
that's
what
the
pay-as-you-go
essentially
means.
So,
where
we've
had
renewal
of
assets,
we
pay
for
those
with
money
we
already
have
in
the
bank.
The
board
contributes
a
contribution
from
operating
over
to
the
capital
project
and
we
pay
for
them.
C
As
we
have
money,
the
and
you'll
see
that's
the
main
spending
source
for
that
renewal
of
assets,
which
makes
sense.
When
you
renew
ask
that
you
don't
issue
debt,
you
use
use
funds
on
hand
to
do
them
same
thing,
primarily
with
the
strategic
initiatives,
so
about
20
million
dollars
of
our
65
million
is
coming
from
money.
The
board
is
already
saved
up
what
we,
when
you
build
a
building.
It's
it's
the
acceptable
practice
from
a
financing
perspective
to
to
finance
a
20
to
30-year
asset
with.
C
So
for
us,
when
we
put
the
forty
four
point:
seven
million
in
this
year's
budget
we
put
in
the
matching
debt
and
that's
if
you
compare,
went
back
to
last
year's
budget,
you
would
see
that
our
page,
you
go
was
ninety
nine
percent.
Ninety
eight
percent
of
our
our
funding
approach,
because
we
were
in
renewal
assets
and
strategic
initiatives.
The
introduction
of
the
building
introduces
debt
and
the
conversations
we
have
with
the
city
treasurer
is
about
the
length
of
the
debt
and
when
to
issue
the
debt.
C
A
A
A
It's
just
show
eight
point
five
increase,
but
it
doesn't
identify
that
two
percent
tax
increase
plus
the
one
point:
three,
a
growth
assessment
increase
because
grow
supposed
to
go
to
growth
actually,
but
we're
using
it
as
about
the
budget
lately
so
and
Deborah
one
more
question:
if
I
may,
the
twenty
five
officers
we
identify
on
slide,
14
I
assume
what
you're
talking
about
the
new
twenty
five
higher?
Why
we're
budgeting
2.6
million?
Because
with
that,
when
we
first
hired
those
officers,
they
don't
cause
us
like
$100,000
per
person.