council support communications memorandum · council support & communications memorandum to:...
TRANSCRIPT
Council Support & Communications MEMORANDUM
TO:
FROM:
DATE: August 13,2004
SUBJECT:
The Mayor & Members of Council
Nicole Sullivan, Deputy City Clerk
Appendices to Report No. 04-302 - 2005 Internal Efficiencies
Attached are Appendices “A” through “E” to Report No. 04-302 - 2005 Internal Efficiencies. This is listed on the agenda as Clause (b) of the Committee of the Whole.
3, Yours truly,
i
Nicole Sullivan Deputy City Clerk
c: Bert Meunier, CAO Executive Management Team Carolyn Downs, City Clerk
APPENDIX A
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2005 Other Ideas Summary Report
APPENDIX B Page 1 of 13
OTHER-3,
OTHER-32 OTHER-33 OTHER-34 OTHER-35 OTHER-36 OTHER-37 OTHER-38
Suggestion [describe]
Team with surrounding municipalities/agencies for volume discount oppormnities on larger ticket and staple items (i.e. vehicles, fuel, paper, etc.). Review issuance of cell phones (or converselv, increase use) Reduce the use of cell phones. Reduce use of PACs. Explore possibility of getting rid of land lines. Reduce equipment (fax machines, photocopiers, printers, etc.). Review utilization of equipment (i.e. ability to fax from computers). Review utilization of Print Shop services (Le. can they meet out needs and timelines).
'n preparing coffee and water jugs at City Hall. A policy could state that: &beverages (including coffee, water) are not permitted for any meeting under 3.5 hours in length hosted by the City of
ndea are encouraged to bring their own food and beverage for break times at the meeting.) s expected to last more than 3.5 hours food Bibeverages would be permitted if:
camidges, maintenance of equipment. Mucate stal
OTHER-28
OTHER-30 l Y a h pllots for Managers only (Cell phones only for people that are on call
2005 Other Ideas APPENDIX B Page 2 of
OTHER-39
OTHER-40
Suggestion [describe]
City vehicles - Bill 124 no longer allows mvenues to be generated from Building Pennits
- Transfer vehicles after a year or two to other DivisiodDepartments * Change the distance that a City vehicle can be taken for business trips * Reduction in amount spent on leasing and renting vehicles * Sell advertising on City vehicles
M P I e Special Deliveries for Council - Corporate - Agendas could be delivered to Council * Eliminate pick up when at City Hall
Utilize revenue to purchase new City vehicles for Building
OTHER-90
I _yc_ ,. 1 Accommodations -Corporate
Current version available to CM is waste of rime and money; can CM have access to Qui-fax report available to CVP to better assess elieibilitv at the front door and to investigate uossible undeclared sources of incomdassets
(lunch hour and direct callers to mail boxes (Make more efficient use of students - provide students (summer and placements) with tools required IReview Equip Fax needs of CM
OTHER-89
Summary Report I
OTHER-106
Suggestion [describe]
Implement lien registration for participants on assistance for 12 consecutive months Investigate wage garnishment to collect overpayment Investigate joint recovery protocols with Revenue Canada Reinstate Life Time Ban for welfare fraud instead of creating OP Increase criminal charges for fraud
I Review Overpayments Look at small claims court or contracting out to collecting agency OTHER-91
OTHER-107
OTHER-IW
OTHER-lW
OTtER-110
OTHER-111
OTHER-112
(Advertise via cheaue insert and casters that we will uursue those with ovemawnents IRE evaluate FSW delivery
Refer clients out for resume untmp -more time to work on levels including EP & EIP to increase revenues Management availabilirv at meetings ~ Have less management meeungs so that supervisors are here for their teams Revamp supervisor routine to habe a . Supmisor of the Da)" to be available to staff all day in a cenual genenc ofiice, tluc uill also allow other supervisors to be available to work on their other dunes k e d more supervisor consistency Assign 1-2 supervison to supervise all OW CMs, redeploy remaining supenison for special p r ~ j e c t ~ ie cost savings measures, polic) development, new iluuattves & funding addicuons, hterac)
In house trailung - Lse the talent uittun Make more job specific Increase legislation and local policy training so staff recave consistent information direction
Reduce cell phone SS IT to revteu cell phone needs and find a less costlv service if possible, wll be subject to lirmted vendon or service package options
lmpose a moratonum on the colour pnnter unless reallv necessaq Increase file management and storage efficiency Move to more efficient tile tvpe to pmnii condensation Cease off site storage and more IO centralized managed on site file storage Consider using Depot as a file storage location and eliminate rent service charges Revieu current processes with Manins as not meeting our needs Consolidate OP files by alpha name instead of year to condense volume and decrease overall number of files
e annual subscription and license costs care able to make appropriate refenals to FSW
Could we make the session help yourself to the info that is available (would lower costs) Remove the CM from facilitating Have applicants watch a tape of information
Dedicate one OW staff FT to deliver session twicdday would free CM & CCM to increase VPs and appointments Present as PowerPoint presentation during VI'S Include expanded information an self employment Move to two steu OWIS &PA develooment with first sten as PowerPoint urnentation plus PA with financial stabilization and
OTHER-,13 Review Comrmssionaires Are there alternatives Reduce IT staff at SSiOW Ratio's of ulutsistaff support much hgher
OTHER-ll4
OTHER-115 OTHER-116
than in Corporation. Revenues collected not sufficient to cover wages & associated support costs Link SS network with City network to avoid duplication of services
Leasing expenses 1 Oflice space could be reviewed - 84 Stephen St Electronic filing of reports instead of paper printouts (i.e. payroll reports, paper circulation) -use intranet.. ..not email
a
I
Suggestion [describe]
OTHER-117
OTHER-l 18
Reflect costs of 2004 Vehicle renewal stratedy in 2005 Operating budgets Purchase cars instead of leasing Alreadv effected in co-operation with Comorate Fleet and Finance divisions as D W ~ of vehicle renewal stratew in 01 2004 Review Homemaking Program Description of Service Procurement as means of securing more cost effective service delivety
bsid '
OTHER-119 ~ ~ ~~ . .
No new posinons in general throughout the ofice If childcare centres and Daren= were required to take more responsibilily for costs related to absences, oustanding client fees uould be
OTHER-136
OTHER-139
OTHER-140
s for manual cheques and requisitions
Offer specific training geared to specific job and position Eliminate comDletely SharinE of eauipment - coordination (short term vehicle needs as example) Place duplexen on all printers across the corporation to reduce paper, environmentally friendlier, reduce filing storage required.
O T H E R - ~ F ~ ~ R ~ ~ S S ~ S S the amounts of income and expense reuuirements in order to qualify for day care subsidies IComorate Trainine - Do we need it to do our iob
OTHER-141 OTHER-142
~THER-,43
Develop corporaie polic\ on Yo to be used for education training per employee Centralized purchasing system (car rentals limt to amount that can be spent and m e of 5elucle rented1 Llrimate goal of 0 receivables and no forgiving of debt owed to the Cir) Actively work on collecting the debt witlun a givm tune
lframe IFleet could maintain a central depot and Lelucles siwed out dail) Vehicles would be returned mehtly and not dnven home OTHER-144
I OTHER-145 IReview attendance management process I OTHER.147 Isend paystubs to workplace - why are pay stubs being postmarked and sent to people's homes OTHER-148 ( E h i n a t e coloured business cards ~ create and attractive monochrome alternative that is less costly
]City vehicles should be monitored regarding work use vs. p e r ~ o ~ l use (seen after hours at soccer games, etc.). Other concerns - paying
A- Page 5 o
OMER-,98
Suggestion [describe]
Revenue for meeting room usage Rent out the meeting rooms to others who don't have large meeting room spaces
Follow energy conservation guidelines adopted after Aug blackout
OTHER-199
I OTHER-196 IBuWMass supply o r d h g - order en masse or in hulk
1 Review use of colour printer
Permit flexibility in purchasing some items cost more when purchased from corporate suppliers or from tendered item list than Divisions can procure independently Permit evergreening of purchasing amgements where beneficial to both operations and finances without requiring a competitive process
Consolidate all colour printers to one unit Estahlish guidelines for use
I OTHER197 I
OTHER-200
OTHER-201
OTHER-202
OTHER-203
O T H E M M
~ ~ H ~ R - * ~ ~
Look at the number of meetings, Limit # committees and meeting throughout the Division and the City Within Division, limit ALL meetings and workshops on office closure date Develop Community Services policy by which requests from external agencies for staffrepresentation can he addressed Review secretarial service provision for minute taking for external meetings (examples: NOW committee, North Frontenac Community Partners)
Review staffine. levels - some areas seem to be over-staffed or under-staffed. Must determine if program is designed as a senice or revenue generating. Some services have public good, others are revenue generating and some barely break even. Some services have been in place for many years and there's expectation they continue to be provided. After the service review determines what we should be offRing as a senice I would like an internal facility symposium set up made up of staff and council members to review our current facilities and seek the need to build additional facilities that would host long term revenue generating programs. Can't operate programs unless we have a place to operate it. Existing facilities do not cut it. Schools have become less available to us in recent years. We are not tapping into adult recreational market due to a lock of suitable facilities.
Standardized time capture and attendance system Rotation of caseloads more frequently - new set of eyes
OTnER-206
OTHER-207
OTHER-208
OTHER-209
I 121. Review all Committees - (internal, corporate and external) and staff participation 1
Rotate work assignments - CVP assignment Supervisor Utilizing existing staff toincorporate communication and education on infection control, wellness, emergency planning, workshops on effective communications, teamhuilding etc. Better communication between the ISU and the SS office so that when mailings are done from the ISU they check cutrent address info on the client rather then sendine to the m n g address Less external training / more internal training (Le. computer software, time-management, policy writing). External training is more
lexpensive. --=" "." ]An improved sick leave plan that would assist in reducing sick leave; educate employees with information regarding financial impact
OTHER-217 IShanng of knowledge - Enplneenng manapinp contracts OTHER-218 [Council and Commlttee meeting during the day OTHER-219 IBuild on knowledge base, people need knowledge of what m p l e do so that we can better coordinate s m x e s
I 2005 Other Ideas APPENDIX B Page 6 of
OTHER~24,
OTHER-248 OTHER049
OTHER-250
Summary Report -
Suggestion [describe]
sick with a plan that creaies an incentive to come to work Ex From the former KT and PT was the eanung of I /r sick days per mont that included the payout (budgeted for) of 50% of the unused sick days at the end of each year Doctor s notes would still be required after 3 days The existing system encouraged people to rake three days off with no incentive to do o t h m s e and disrons sick leave b! considenng a sick absence of I5 days as one Occurrence Former KT plan an emplo)ee who is sick for I5 davs exhausted sick leave fo that year and then would be compensated by Employment insurance uniil LTD locks in
Revisit employee subsidized parhng Employee inceniives for sustainable savings Enpneenng lieu time - Currenily is alloued io be taken until end of March the follou ing year * Currentlv chareed io Cauital Proieca Ovemme -Corporate - El ima te all overume except for Managers
OTHER-228 Centralize administration OTHER-230 OTHER-231 OTHER-232
Review of current processes for value for $% or value-added service Invest in risk management - reduced injuries, claims, legal Review and compare the costs of being a Schedule I or Il employa for WSIB pwposes Review YMCA day camp (use of Rotary Park) agreement. YMCA Pay a $100.00 admin fee for the use of Rotary Park each summer and we pay $Ilday/person (including staff) for the use of Lemoine Point Conservation Area (1,800 - 2,000 depending on attendance). Camp Cataraqui is one of most accessible prognuns due to the bussing and the fee S~NC~UIE. This program is used by many intmity children that depend on the bussing for access and have limited oppormnities to access this type of nahual setting.
OTHER-233
OTHER-252
OTHER.253
Depamnent Resource Levellmg -Corporate
* Combine efforts in winter and lay off those not needed * Reduce the number of contract and temporary employees * Utiltze a divisional filing system and clencal staff dedicated at the division level - Make filing and clencal suppolt a responsibility of the Comrmssioner’s Office, secretanal level support stays wtth each division * Available secretanal staff can be reassigned to cut pemut inspections, property standards, etc
Workshops and senunars - Cotporate - Reduce monies available and review other expenditures - 10% reduction with conscious reduction in activities - Encouraee carnooline 6
Make use of layoff practices for employees where workload is lighter dunng wnter
* E - -
Isvmpathv for our needs. Put all staff on shift, not iust front line staff. OTHER-265 IReview RPN overtime - schedule staff in a better way
IReview Positions:
rvva-ommmen Summary Report
Suggestion [describe]
OmER-266
OTHER-267
12005 per collective bargaining with CUPE
Managers: are two required? - Reduce one manager
Supervisoh: are 9 required Reduce 1 supervisor Case FiIe Auditor have supervisors do internal reviews Decrease Administrative supervisors and assistants Clerical: Stephen St closure would provide two clerical to integrate at Montreal St Case managers: down 2 Employment Services Co-ordimtors: Are 2 required Reduce clerical staff, don't need 4 at front reception Review Internal Structure - ratio of: Supervisors vs case managers &clerical vs managers Undertake full assessment of clerical and case management levels Consider floater clerical position to address work that needs to be done including case management support
Close office between Christmas and NY and require all staff to take unpaid leave Maintain Red Circle salary rates and do not give salary rate increases to incumbents earning rates higher than band maximums
why 3 contract from colporate lT
-10-15-20-25, why not 10-20-30 e but need a solution to recognize all personnel regularly @ a lesser cost ie: a quick email to say a job well
all treat would h o s t morale as much as a huge expensive bbq
RECOMMENDATION IS NOT SHARED BY EVERYONE, WITHE4 SOME TEAMS, IT WAS AFF WAS OPEN TO REDUCED WORK WEEK OPTIONS, THEY WOULD ONLY BE
CONSIDERED IF OTHER STAFF RELATED EFFICIENCIES COULD NOT BE IMPLEMENTED
Review current short term illness system:
2005 Other Ideas APPENDIX B Page 8 of 13
OTHER-293
Suggestion [describe]
Offer early retirement to those who are close or considering soon Offer more equitable early retirement options ~ Note not all staff was open to this suggestion, it would only be considered if other staff
OTHER-294
OTnER-295
related efficiencies could not be imulemented Exempt Oakwood from Hentage Day - time and I12 salary rate causes operatlng loss, therefore centre currently closes Ifnegotiated stmeht time with CUPE and Oakwood staff were mven an alternate dav off. could m n ouen Extend lunch hour by 1 5 hrs to attend appointments, denhst STAFF ADVISE THAT THIS RECOMMENDATION IS NOT SHARED BY EVERYONE, WITHIN SOME TEAMS, lT WAS NOTED THAT NOT ALL STAFF WAS OPEN TO REDUCED WORK WEEK OPTIONS, THEY WOULD ONLY BE
~
OTHER-313 (No % in lieu of benefits for Part-time emplovees (Cross training of employees instead of using call-ins or temporary help for short-term replacement (some divisions have coverage for 1
locations admay be in non-compliance with environmental legislation. However if done in accordance with legal requirements KARC’s disposal contract will save money when compared to the cost of hiring private disposal companies for the purpose.
m Fleet and other facilities is co
Shift responsibility from Utilities to Building Division
* Utilities would see a savings while PDS would see an increase in expenditures, yet overall, City would save money
OTHER~WI ~ A d m i t u s ~ W mandatorvdental . tahover issuing in house One Supen ISOT to supcrvise adrmmsrration, budgeis and operations not three
Currently there are 5 assistant leaders in parks and 1 ln arena operation and 1 in boolungs Promote 2 employees from arenas to assistant leader and empower all assistant leasders to operate the area of the umt they are responsible for and report to one supervisor
employee in mannas to assistant leader adn empower all assistanct leaders to operate the area of the u t they are responsible for and report to the supervisor
The supervisor of the Grand Theatre could supervise all special events across the City in addition to the regular duties of the job
8
2005 Other Ideas Summary Report
OTHER-338
i / Relocate Stephen St office to Montreal St have all services at one site: EP, CP,LEAP, -18's savings on utilities, photocopier, fax, technology, security and conmct services savings in tech and tech maintenance develop strategy to allow CAS to move out either relocate CAS or CSB
Suggestion [describe]
OTHER-352
OTHER-353
I
Investigate eliminating the Intake Screening Unit. The cost savings would reduce duplication of work, decrease Ontario Works Participant and Staff dissatisfactiodfrustration with the current business practice and increase levels of service. Management staff ratio - Employees at all levels should be empowered to utilize expertise, training skill sets and be encouraged to make informed decisions. Results would include timely customer service, increased customer satisfaction and improve staff morale.
1 Supervisor for Programs -(EAP, ERO, FSW) 1 Supervisor for Customer Service (CIM issues, scheduling, 3rd party contactiliaison) 1 Supervisor - SDMT, training and dissemination of information to staff (communicty agencies, legislative changes.
OTHER-339 move CSB to depot move Stephen Street back to Montreal St I
consider Bid to deliver ISU or Re-evaluate ISU model Review costs of ISU versus in house delivew Has anyone considered that perhaps there are far too rnanv Human Resources employees
OTHER-355
. OTHER-356
Review c u m t job functiondorganizations ~ Redeploy 1-2 existing CM to CCM - will enhance levels of service and placements, cat( up on appointment schedule Increase EAP appointment spaces in CCM schedule CCMs to focus more on developing networks with businesses to increase Ems and thus revenues CCM assigned literacy program change to include client E M apts in afternoons Training trainers to instruct clients in CPR, First Aid, M I S , Life Skills etc so that training can be offered to participants CMs to undertake PA updates CCMs to take over self employed cases including advertising and encouraging self employment Increase use of client success stories: endorsement by clients at either OWIS or by video would motivate clients to tly placements
OTHER-340
ting of CPEP working nctions to create ongoingPA team
re potential fraud invatigations and remain up to date on the allegations that are received tion to OP unit to free up ERO to do investigations fraud by following through with charges &prosecution
tion orders; locating third parties for FSW & CW'. Locating individuals that owe the corporation money, expand services to
with clients to negotiate repayment plans for overpayments I (Review Frontenac Township Service Delivery costs: two locations, travel, lease and other costs
make positions more effective in workload processes (ie: ERO to do internal reviews, CCMs integrated
Empower front line staff to make more decisions without supervisoly intervention
I OTHER-354 ] w h y are we paying parks staff over $2O/hour to deliver internal mail when you can hire less costly courier services. Something to
2005 Other Ideas APPENDIX B Page 10 of 13
OTHERJm
OTHER-358
OTHER459
( E / Reo@ of Cultural Policy Supervisor - downgrade this position to Assistant Leader since there is no supervisory capacity to warrant the position - include m n t writing to increase revenues Define roles and responsibilities of all staffwith a goal to increase efficiencies Review current staffing levels - Reduce one full time position (Maintenance staff) have 1 classification in Maintenance Dept new staffmg would be 1.5 FTEs
Suggestion [describe]
OTHER-387
OTHER388
OTHER-SI
can be seen without siovping io check Weirhi problem of bags cans since resmction of 2 bag limit By-law should be passed stating no parkmg on citv streets b e w a n 6 a m & 12 noon for easier pick up. safetv and lcss tmftic problems h r a t i v e that we charge for copies (MFlPPA = 25 cents per page) Crossine Guards
Iplasticimetal lock downs) (The quality of the bags I People with garbage boxes at end of driveways should be told on their pick up day remove from box & place at end of driveway so it
OTHER-385 ---
-p Surcharge for lack of permits for contractors
* Charge all contractors who carry out work without pennits * This would increase revenues andior eliminate extra work for Building officials OTHER-391
Surcharge should be unifoIm, increased and not based on a percentage
Lot grading certificates * Get out of issuing certificates or charge for the review * Charge either the applicant or the developer prior to subdivision approval on a per lot basis
OTHERi(92
OTHER.394 Building inspections - Chame for additional inspections at building sites
I OTHER.393 lTo1lS * Charge tolls for roads and bridges
10
Suggestion [describe]
OTHER425
I OTHER409 1 Rev: Bar and Lobbv Hours expanded io increase sales before afier show nTYEl~,n /Rev. L'ser F m : hcrease golf courSe membmlup rates by at 10% and dnving range charges and add vanattom in pncing through the
User fees: Sport group registrations on Class - similar to Gmnd. Sport organizations contract registrations to city. City charges $ 1 .SO per registration. City benefits from revenue enhancement. Groups benefit from coordinated approach, eficiendeffective databases.
lcharee I Request for Tree replacement of trees from public, c h w e 90 of cost. ICser fees for Special Events & take down fee: charge for setup cleanup take down garbage removal. Suff charge back, OT. utllitles,
OTHER419
nTYECLd,n
OTHER440 OTHER41 OTHER42
~~
Rev: In house catering bv desienated staff rather then contracting it out Eliminate in-house printing Solid waste collections at time and onehalf.. . . . ..consider contracting for the stat holiday impact on service.
and face consequences of high parking ticket cost or do not commit the crime), at least people have choice on whether or
I OTHER439 /Eliminate maintenance of flag poles at comer of Princess & Division Streets or get a community volunteer to raise & lower flag I
Suggestion [describe]
ed to the type of user
Offer the naming right tot major corporations i.e. Canadian Tire Sports Complex, WoodbineiDupont Centre
OTHER482 OTHER483 OTHEFi484 OTHER-485
OTHER487
OTHER481
Re\ Concession Grand Theatre - expand merchandise ior sovmrs.memorabilia Rev Add Daytime proer;uns into the smaller nnks to build comm and revenue Rev Cross Counm Trails - Add to Golf Course for w n m and charee adnussion Rev 1ncm.e booked enrenatnmeni events at more c o r n Centres & increase revenues Concession for Aquatic items sale of kequently requested iiems APAC sell shampoos, locks, bab! suim diapers, goggles and other aquatic necessities at h n t recepuon desk Reduce OMSSA membership fecs ~ look at fees wth intention of reducing Commuruty Outreach - foster and develop more workmg relauonshtps H ith CommuruN Agencies Ensue we are accessing available placement oppormnines programs, funding and refenal services Ensure the) are aware of our p r o p m s and services to bener save the commuruty y
!Increase IT Revenues through service of partners - . . .
OTHER-490
OTHER491 OTHER492 OTHER493
OTHER495
" - = ~ ~ ~
Offer IT training to external agencies Sell off old computers for revenue
Share team and merged earn efficiency initiative suggestions among divisional staff Grass Cutting on Walkways - pave it all - 12" on each side is a waste oftimdmanpower Fativals & Events Network "Supply House" - establish an event supply warehouse, obtain a Trillium mant Lake Ontario Park. take over amusement park, have better staff, we could run the canteen, partnership with industry to back new rides
Proactive staff - this is a reactive division - need to be proactive Staff ForumsiMeetings - offer staff a door prize to attend these meetings - would obtain more ideas and would motivate staff to
Staffing - moving from place to place on shift can cause problems, leaving staff in one place could make the facility look better
Rev: Vending Machine operation - take over their operation &stock them ourselves OTHER498
3 OTHER-5M) \Charge for flowers/plants to departments & offices: charge for pian1 material & time. _ - y c ~ =nl IIncrease city council understanding of Social Services I "lnLn-="I
OTHER-502
OTHER-SM
OTHER-SM
n T Y F ~ - C . n ~
Invitation IO Cin Councillors io anend the work site to observe the uorkdace functions Look at I n f i ~ t y Card through Bank of .Montrwl. B o N provides revenue for an organmuon or a mwucipalin that genentes re\ enue for the card holder. Queen ; L~\ers t ty has a similar one Draw back is that Bank requires list of citizens, staff) Could put Cit!'s logo alone uith our mono - websire for more info uw13 brno.com mosaik?ACTIOK=ABOCT, LVEC - hou can we iustih even considenne facilin In\estigate possible Corporate City Loit- - sell tickets for Sl.00 each and offer pnzes like I \ear parlung pass. SI00 ofikour tar bill, free h\dro iora month Profile Auareness . lure a spin doctor for the City of l n g s t o n to bnng the 'good" information to the oublic and genenll? raise the
OTHER-506 fHR Department - outsource this department OTHER-507 ]Rev: Instill policy of advertising citv facilities as 'must add on' to bottom of citv ad templates OTHER-508 IDumping in Parks: charge for illegal dumping in parks. 9 9
2005 Other Ideas Summary Report
OTHER-518 OTHER-519
OTHER-520
OTHER-521 ~ OTHER-522
OTHER-623
Seek out more publdprivate partnerships. Agpessively seek outside funding sources such as mants. Create and ofice daycare for children of staff Revenue from fees could eo to Citv Implement and upgrade health and wellness, make it a priority for City. Better communication and morale boosting make more efficient employees! Why is City in daycare business, marina business and golf course business
APPENDIX B Page 13 of 13
Suggestion [describe]
13
Y
KINGSTON POLICE SERVICES BOARD t r l N 1) 3nflC
11 Queen Street, PO Box I001 Kingston ON K7L4X8 613-549-4860, ext. 2291 (Telephone) 613-549-3111 (Facslmiie) [email protected] (E-mail)
APPENDIX C
June 30,2004
His Worship Mayor Harvey Rosen Pit%, U o l l
216 Or Kingston ON K7L223
Dear Mr Mayor:
Re: Kingston Police 2005 Operating Budget
In response to your request of May 17,2004, following is the result of deliberations made by the Board and Kingston Police Administration on Council's goal of achieving 2005 budgets based on a net increase of 2.5 percent increase over 2004. Please note that the figures provided are approximate and will change as we move further into the year, especially due to the ongoing contract and pay equity negotiations for 2004 and 2005.
You will recall that the 2004 approved budget was $19,016,778, which was the sum of our net salaries, wages, benefits, and operating expenses. The 2005 budget target as set by Council is 2.5 percent over 2004, which represents a total net budget of $19,492,197, or $475,419 over 2004. As an example of how the Kingston Police have taken Council's direction seriously, a meeting was held with all Kingston Police managers to brainstorm our current 2004 financial situation, the force's needs for 2005, and any ideas on how to work towards the 2.5% net increase for 2005.
As a result, our 2005 draft budget includes an increase in revenues of 10.9 percent, or $138,000. This amount represents increased costs to citizens for obtaining reports or background checks and for participating in the Traffic Offender Program. Although the Board recornmends the increase in all three areas, it does so knowing that some members of the community will be offended. Moreover, the increased fee for the Traffic Offender Program is not supported by the management of the Kingston Police and likely would not be supported by the Kingston City Police Association. The objection to this increased fee relates to the standpoint that the cost of traffic tickets has little to do with law enforcement and everything to do with generating revenue, to which police forces and unions are historically opposed, with some legitimacy.
1 /4
The meeting of Kingston Police managers also resulted in operating expenses being reduced by 4.1 percent, primarily in the areas of equipment rentals, office equipment, building maintenance, telephonelfax charges, education and training, uniforms, communications equipment, protective clothing, travel and conventions, and furniture. However, these reductions would not be sustainable for 2006.
Despite the above efforts, approximately 90 percent of the Kingston Police budget consists of salaries, wages, and benefits, which are non-discretionary costs. Current projections in this area point to an increase of 7.8 percent or $1,377,5 18. This increase relates to the recent arbitration award that put first-class constables on par with Kingston firefighters in 2003, contract negotiations for 2004, and regular employee progressions.
The net effect of increased revenues, reduced operating expenses, and increased salaries, wages, and benefits is a budget projected to be 6.4 percent or $1,224,619 over the 2004 budget. This is $749,200 over Council’s requested target, and it should be noted that this does not include an allowance for any impact from the recently announced Ontario health premium, which has a potential cost of $102,000.
Therefore, relevant to your letter, the question of how we are prepared to meet the target in effect means how we can reduce our 2005 costs by $749,200. Unfortunately, the only way to reduce our 2005 costs in any significant way is to reduce staff and reduce service delivery.
Cost Reduction Strategy
Although the Kingston Police Services Board did not receive the full budget amount requested for 2004, it has authorized the hiring of the last four of the eight additional sworn officer positions identified during the 2004 budget deliberations, provided that funding is available within the 2004 operating budget. Although postponing the hire of these four officers until later in the year would make that funding available, if those four positions were not filled in 200415, this would result in cost savings of $21 9,000 in the 2005 budget. However, the non-hiring of the four officers is not recommended by Kingston PoIice Administration or the Police Services Board. If Council recommends to the Police Services Board that it not hire the four additional officers and the board agrees, four existing officers will be redeployed in support of community patrol. The impact of this redeployment will mean that: -
0 one officer will be removed from the downtown foot patrol;
0 one officer will be removed from school programs;
one officer will be removed from our two-person dedicated Traffic Unit; and
one of two officers scheduled for the Sex Assault Unit will be deferred.
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The above strategy is not recommended by Kingston Police Administration or the Police Services Board, but it will be reconsidered if reconmended by Council.
Although not recommended by Kingston Police Administration or the Police Services Board, restricting proactive, preventive patrols, especially in outlyinglrural areas, could result in a cost reduction of $50,000. When not responding to calls, officers would be directed to park their cruisers in a high-density area and either observe from that location or conduct foot patrols.
Reduced staffing on stat holidays could save $16,000 a year. However, there is a risk involved with this because, if a major event or serious crime occurs, officers would have to be called out at a higher rate of overtime; this would negate any cost savings:
Policing of special events primarily by way of paid duty rather than on-duty officers could save $10,000. Police presence at events such as the Jazz Festival, Buskers, Frosh Week, Homecoming, fireworks displays, etc. would be notably reduced and would be subject to the availability of a minimum number of officers, if at all.
The cancellation of the Kingston Police Community Volunteer program would result in approximate savings of $27,000, primarily with respect to uniforms, equipment, and training. Currently approximately 50 unpaid volunteers patrol the streets and neighbourhoods of Kingston on foot, on bicycle, and by unmarked police vehicles, carrying police radios.
To cancel the Kingston Police Mounted Unit would save approximately $7,000, which is attributable to special equipment and the care, feeding, and transportation of the horse.
The cancellation of the Kingston Police awards ceremony, where sworn and civilian members and local community heroes are honoured, would save $1,800.
Summary
The cost reduction of all of the above amounts to $330,800, which still fails to meet the 2005 target reduction by $41 8,400. The only other possible means of further reducing costs is to reduce 2005 staffing by not replacing any officers that might retire or resign. For each first-class constable not replaced, the annual savings for a full calendar year amounts to approximately $85,000.
There are currently no known or planned retirements or resignations; nevertheless, the question was posed to senior management of the Kingston Police as to the consequences of not filling a vacated position. The answer was that officers would be redeployed from certain selected positions, such as:
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0 the Victim Services officer; court security; and
the one remaining position in each of the foot patrol and traffic areas; the Mental Health Liaison officer;
the High-Risk Offender Management officer.
As officer(s) were not replaced, the above positions would be redeployed to front-line response in community patrol or criminal investigation. Unfortunately, in 1995 and in 1999, the Chief of Police reduced staffing, and he is reluctant to repeat the exercise, based on his experience that these cost-cutting measures are too soon forgotten while the negative issues that they create linger on. However, Chief Closs has assured the Board that he will do his best to ensure that any measures put in place will be implemented in the best possible manner so as to reduce negative implications to the extent possible. His operational influence has been recognized in that the Board has tried to preserve police emergency and first response while sacrificing the proactive or preventive activities.
Although the Police Services Board does not recommend any of the above reductions to staff and service delivery, those that are endorsed by Council will be seriously reconsidered. Nevertheless, Council must be prepared to accept responsibility and liability for any reduced service or staffing levels, as is provided for in the Police Services Act. The Act assigns statutory responsibility to police services boards for the provision of adequate and effective policing; it also assigns a statutory obligation to municipalities to provide adequate and effective police services by funding those services, which in effect makes a council responsible for a community’s police service delivery.
The Board recognizes the difficult financial situation being faced by City Council as well as by councils in many other communities. We realize Kingston’s unique challenges, and to that end our Board and our police administration have consistently practised cost-effective financial management over the years. If Council endorses any of the above reductions to staff and service delivery, it must do so cognizant of the type of police presence that it and the community needs and have come to expect. If the Kingston Police Services Board agrees to institute Council’s recommendations, we both must share the consequences.
Yours truly,
Carol Allison-Bwa Chair
cc: W.J. Closs, Chief of Pslice S. Bambrick, President, Kingston City Police Association
12 July 2004
Mayor Harvey Rosen City of Kingston P.O. Box 790,216 Ontario Street Kingston, Ontario K7L 223
Dear Mayor Rosen: \
Further to my letter to you of 27 May 2004, regarding Kingston City Council's wish to have external agencies limit their budget increases for 2005, I am now writing subsequent to our Board of Health discussion of this matter. 6
As you may be aware, there are many, many unknowns regarding the funding for public health in Ontario. As recently as 22 June, the Minister announced the increases in the provincial contribution to health unit budgets from 2005 to 2008. How these changes will be implemented has not been worked out, nor has the future of the Community Re-investment Fund been determined. These unknowns make it impossible for us at this point in time to provide any meaningful insight into the 2005 budget process for health units.
Notwithstanding, the Board of Health and the Health Unit management wish to act collaboratively with municipal fbnders, and will take under serious consideration the expressed wishes of Kingston City Council during the 2005 Health Unit budget deliberations. As we &quire additional information about the process and the formula for the funding of public health units, we will ensure that Mr. Meunier's office and the city's Finance Department are kept up to *
date.
We trust that this expression of co-operation and good will is a satisfactory interim measure until more is known about the details about public health funding in Ontario.
With kindest regards,
Beth Pater, Chair WL&A Board of Health
KINGSfON, FRONTENAC AND LENNOX & ADDINGTON HEALTH UNIT
Main Office Branch Offices 221 Portsmouth Avenue, Kingston, Ontario K7M 1V5 Tel: (613) 336-8989 Fax:(613) 336-0522 Tel: (613) 549-1232 1-800-267-7875 *** Sharbot Lake Tel: (613) 279-2151 Fax: (613) 279-3997 Fax: (613) 549-7896 www.healthunit.on.ca Napanee Tel: (613) 354-3357 Fax: (613) 354-6267
Cloyne
130 Johnson Street, Kingston, ON, Canada, K7L 1x8 - Phone: (613) 549-8888 Fax: (6131 549-8476 Web: w . k f p l . c a
June 4,2004 APPENDIX E
Mayor Harvey Rosen The Corporation of the City of Kingston 216 Ontario Street Kingston ON K7L 223
Dear Mayor Rosen:
Re: Multi-Year Operating Budget - 2005 Net Operating Budget -
We received your letter of May 17 informing us of Council's direction regarding the 2005 Operating Budget for external agencies. The K.F.P.L. Board had an opportunity to discuss your correspondence and have directed me to respond on several key points.
First, your calculation is based on a base figure of $3,935,939. As you will recall, this year $100,000 is covered by Development Fees. Our actual net 2004 operating figure is $4,035,939. That amount should be included in our base budget when calculating our future operating budgets. Without the recognition of our true Operating Budget, your proposed increase of 2.5% would in fact freeze our budget, Given inflation, including wages and benefits, the Library would be faced with serious service reductions. We trust that this was an oversight, and all calculations will be based upon our true 2004 Operating Budget.
Our Board also noted that, of all the external agencies, K.F.P.L. has acted most responsibly, working hard to maintain our commitment to library services in our communities, while remaining fiscally responsible. We consistently have had the most modest requests for municipal funding of all the outside agencies.
Also, we are sure that you are aware, as a former Library Board member, of the unique - arrangements that govern Kingston Frontenac Public Library. We are a Union Library, governed by the Provincial Library Act and the Amalgamation Agreement. As such, we have two funding partners; both the City of Kingston and the County of Frontenac. It is our Board's opinion that any direction regarding budget planning requires open consultation with both our funding partners.
Also, as you are aware, under the Library Act we have a very unique form of governance. The majority of our Board is appointed by our two Municipal Funding partners to represent their communities. A small number of appointees are Municipal Councilors who represent their respective Councils. We all share common goals, and have benefited from the responsible governance provided by all appointees. We are aware of our fiscal responsibilities and our community responsibilities. The Library Act recognizes and prescribes a level of operational autonomy to the Board, with a good balance of community and council representation. We trust that City Council is aware of these unique aspects of library governance in Ontario.
Our final concern is in regards to our current Branch Services Review process, which is about to enter the critical phase of public consultation, followed by recommendations to the Board regarding both our Urban and Rural services. This is a difficult process that requires transparency and true public consultation. Any later reduction of services driven by a loss of funding from either of our municipal partners would be most unfortunate, after just having completed a careful review that assumed a sustained level of funding.
The K.F.P.L. Board hopes that you and council recognize the various concerns we have raised above. We again are committed to responsible fiscal management, and we will continue to work with both our municipal partners in order to achieve that goal.
b' Jim Neill, Chair, KFPL
copy: City of Kingston Council Council of the County of Frontenac