A - 4900 50 ST TABER, AB CANADA T1G 1T1 TELEPHONE: (403) 223-5500 FAX . (403) 223-5530
T OWN O F TABER
Agenda Forwarded: January 11, 2013
AGENDA
REGULAR MEETING OF THE TABER MUNICIPAL POLICE COMMISSION TO BE HELD IN THE COUNCIL CHAMBERS, ADMINISTRATION BUILDING, ON WEDNESDAY, JANUARY 16, 2013 AT 4:30 PM. MOTION
ITEM NO. 1. CALL TO ORDER
Greg Birch, Chief Administrative Officer (CAO) to Call for Nominations from the Floor for Chair.
Greg Birch. Chief Administrative Officer (CAO) to Call for Nominations from the Floor for Vice Chair.
The new Chair will now Chair the Meeting.
ITEM NO. 2. ADOPTION OF AGENDA ITEMS X
ITEM NO. 3. DELEGATIONS - NONE
ITEM NO. 4. ADOPTION OF MINUTES A) RFD Regular Meeting - November 28, 2012 X
ITEM NO. 5. BUSINESS ARISING FROM THE MINUTES - NONE
ITEM NO. 6. INFORMATION ITEMS A) RFD Police Performance Metrics X B) RFD Sustainability of Public Police: Research Project Support X
ITEM NO. 7. ACTION ITEMS A) RFD Canadian Association of Police Boards: Call for Resolutions X B) RFD Canadian Association of Police Boards: Membership Renewal X C) RFD Policing Oversight Standards: Standards Implementation Resource Material X D) RFD Taber Municipal Police Commission: Setting Regular Meeting Dates for 2013 X
Page 1 of 2 email: [email protected] www.taber.ca ITEM NO. 8. COMMISSION/STAFF REPORTS A) RFD Police Chief's Report X B) RFD Financial Information to November 30, 2012 X
ITEM NO. 9. OTHER BUSINESS - NONE
ITEM NO. 10. MEDIA INQUIRIES
ITEM NO. 11. CLOSED SESSION X Legal Labour
ITEM NO. 12. OPEN SESSION X
ITEM NO. 13. CLOSE OF MEETING X
Page 2 of 2 Agenda Item # 4. A)
TABER MUNICIPAL POLICE COMMISSION Commission Request For Decision
Subject: Police Commission Minutes Date of January 16, 2013 Agenda: Prepared By: Kerry Van Ham, Council & CAO Assistant Attachments: Minutes Budget: If Over Budget, what is alternate funding Expense: source? Topic: Minutes of the Regular Meeting of the Taber Police Commission held on November 28, 2012 m m (") ;:llli cc.., 0 c: :::::1 c.
0 "'C 1. That the Taber Police Commission adopts the Minutes of the Regular ~ Meeting of November 28, 2012 as presented. 0 :::::1 Ul 2. That the Taber Police Commission adopts the Minutes of the Regular Meeting of November 28, 2012, as amended.
Recommendation: Option #1 - That the Taber Police Commission adopts the Minutes of the Regular Meeting of November 28, 2012 as presented.
Approval January 11, 2013 CAO:~ Date: 32/2012 November 28, 2012
MINUTES OF THE REGULAR MEETING OF THE TABER MUNICIPAL POLICE COMMISSION, HELD IN THE COUNCIL CHAMBERS, ADMINISTRATION BUILDING, ON WEDNESDAY, NOVEMBER 28, 2012 AT 4:30 P.M.
PRESENT: Henk De Vlieger, Chairman Ken Holst, Vice Chairman Councillor Garth Bekkering Councillor Randy Sparks Deb Sargeant
ABSENT: Harry Prummel Chris Bernhardt
ALSO PRESENT: Police Chief Alf Rudd T. Greg Birch, Chief Administrative Officer (CAO) Kerry Van Ham, Council & CAO Assistant/Recording Secretary
CALL TO ORDER
G. Birch, Chief Administrative Officer (CAO), called the Regular Meeting of the Taber Police Commission to order at 4:33P.M.
ELECTION
A) Chairman
G. Birch called for nominations from the floor for the position of Chairman of the Taber Municipal Police Commission.
D. Sargeant nominated Henk De Vlieger for the position of Chairman of the Taber Municipal Police Commission for the November 28, 2012 meeting.
G. Birch called for further nominations, a second, and a third and final time.
Being as there were no further nominations, Henk De Vlieger was declared elected Chairman of the Taber Municipal Police Commission, by acclamation, for this meeting.
32/2012 November 28, 2012 33/2012 November 28, 2012
ELECTION - CONT'D
B) Vice Chairman
G. Birch called for nominations for the position of Vice Chairman of the Taber Municipal Police Commission.
The Commission discussed the process and circumstances of postponing this nomination until the January 16, 2013 meeting.
RES.84/2012 MOVED by Councillor Bekkering that the Taber Police Commission postpone the nomination of Vice Chairman of the Taber Municipal Police Commission until the next meeting.
CARRIED
H. De Vlieger assumed the Chairman duties for the balance of the Taber Municipal Police Commission meeting.
ADOPTION OF THE AGENDA ITEMS
Chairman H. De Vlieger inquired if there were any additions or deletions to the agenda, and there were none.
RES. 85/2012 MOVED by Councillor Sparks that the Taber Police Commission adopt the Agenda as presented.
CARRIED
DELEGATIONS - NONE
ADOPTION OF THE MINUTES
A) Regular Meeting - October 17, 2012
RES.86/2012 MOVED by Councillor Bekkering that the Taber Police Commission adopt the minutes of the Regular Meeting of October 17, 2012, as presented.
CARRIED
33/2012 November 28, 2012 34/2012 November 28, 2012
BUSINESS ARISING FROM THE MINUTES
A) Police Complaint Mediation Presentation/Feedback Session: Endorsement of Attendance
K. Holst provided details of this session which was held October 12, 2012 in Edmonton, Alberta. Mr. Holst stated that the highlight of this session was the creation of a mediation roster that was championed by the Province of Alberta which lists trained mediators throughout the Province that are available on a variety of subjects, extending into the public complaint domain.
RES.87/2012 MOVED by D. Sargeant that the Taber Police Commission approves the attendance of the Public Complaint Director to the Police Complaint Mediation presentation/feedback session in Edmonton, October 12, 2012, and authorizes the expenses incurred for travel and subsistence.
CARRIED
INFORMATION ITEMS
A) Policing Oversight Standards
Police Chief Rudd stated that the final version of the Policing Oversight Standards have been created to guide police commissions across the province. Input from the Taber Police Commission was positively received and the recommendations were accepted and implemented into the standards.
RES.88/2012 MOVED by K. Holst that the Taber Police Commission accepts the Policing Oversight Standards, for information.
CARRIED
B) Alberta Association of Police Governance (AAPG): PG Post
Police Chief Rudd stated that this newsletter is provided to keep individual police commissions advised and updated on the activities of the AAPG.
The Commission discussed the benefit of this information and the annual attendance of Commission members to the AAPG Conference andAGM.
34/2012 November 28, 2012 35/2012 November 28, 2012
INFORMATION ITEMS- CONT'D
B) Alberta Association of Police Governance (AAPG): PG Post- Cont'd
RES.89/2012 MOVED by Councillor Sparks that the Taber Police Commission accepts the Alberta Association of Police Governance Post Volume 14, for information.
CARRIED
C) Alberta Justice and Solicitor General: Municipal Policing Assistance Grant (MPAG)
Police Chief Rudd stated that correspondence was received from Alberta Justice and Solicitor General advising of the 2012-13 MPAG grant payment, which was transferred to the municipality.
RES.90/2012 MOVED by Councillor Bekkering that the Taber Police Commission accepts the correspondence from Alberta Justice and Solicitor General advising of the 2012-13 MPAG grant payment, for information.
CARRIED
ACTION ITEMS
A) Canadian Association of Police Boards (CAPB)
Police Chief Rudd provided details of the correspondence that was received from CAPB regarding a research initiative. He noted that CAPB is seeking a degree of support for the project from individual commissions.
The study would focus on police sustainability in the face of ongoing economic, social and technological challenges across the country.
RES.91/2012 MOVED by Councillor Bekkering that the Taber Police Commission direct Chief Alf Rudd and the Chair of the Police Commission to draft a letter of support for the research to be undertaken by Carleton University regarding the sustainability of public police service in Canada for the Chair's signature.
CARRIED
35/2012 November 28, 2012 36/2012 November 28, 2012
ACTION ITEMS - CONT'D
B) Proposed Taber Municipal Police Commission Regular Meeting: December 19, 2012
The Commission discussed the potential agenda items, opportunity and need for a December 19, 2012 meeting.
RES.92/2012 MOVED by Councillor Bekkering that the Taber Police Commission agrees not to hold a regular meeting on December 19, 2012, and sets the next regular meeting as January 16, 2013.
CARRIED
COMMISSION/STAFF REPORTS
A) Police Chief's Report
Police Chief Rudd provided an update of departmental activities and statistics to the Taber Police Commission.
The Commission discussed the activities and the statistical trends.
RES.93/2012 MOVED by K. Holst that the Taber Police Commission accepts Police Chief Rudd's Report and Stats for information.
CARRIED
B) Financial Information to October 31, 2012
Police Chief Rudd reviewed the financial statement information for the month ending October 31, 2012.
RES.94/2012 MOVED by Councillor Sparks that the Taber Police Commission accepts the Financial Information to October 31, 2012, for information.
CARRIED MEDIA INQUIRIES
T. Busch, Taber Times, inquired about meeting with the Crown attorneys regarding quality assurance.
Police Chief Rudd stated that the Crown Attorneys attend the Taber Police Service office and preview the dockets to ensure a good partnership by averting potential problems.
36/2012 November 28, 2012 37/2012 November 28, 2012
CLOSED SESSION
RES.95/2012 MOVED by D. Sargeant that the Taber Police Commission move into Closed Session.
CARRIED at 5:19PM
OPEN SESSION
RES.96/2012 MOVED by Councillor Bekkering that the Taber Police Commission reconvene into Open Session.
CARRIED AT 6:17PM
RES.97/2012 MOVED by Councillor Sparks that the Taber Police Commission accept as information, the November 28, 2012 letter from Police Chief Alf Rudd regarding the complaint of Mr. Barry Conacher.
CARRIED AT 6:17PM
CLOSE OF MEETING
RES.98/2012 MOVED by D. Sargeant that this Regular Meeting of the Taber Police Commission is hereby closed.
CARRIED AT 6:19PM
Chairman
Chief Administrative Officer
37/2012 Pol Com
37/2012 November 28, 2012 Agenda Item #6. A)
TABER MUNICIPAL POLICE COMMISSION Commission Request For Decision
Subject: Police Performance Metrics Date of January 16, 2013 Agenda: Prepared By: Kerry Van Ham, Council & CAO Assistant Attachments: Correspondence from CAPB; Correspondence from Public Safety Canada Budget: If Over Budget, what is alternate funding Expense: source? Topic: Police Performance Metrics
lJJ Correspondence was received regarding a project by Public Safety Canada in D) which the coordination of a national conference on Economics of Policing will be n taking place. ~ cc.., Chief Alf Rudd has been identified as an attendee to the proposed summit on 0 Economics of Policing in Ottawa by The Office of The Honourable LaVar Payne, c MP. c.::l • •
0 1. That the Taber Police Commission accepts the correspondence for -c.... information purposes . -·0 ::l tn • •
Recommendation: Option #1- That the Taber Police Commission accepts the correspondence for information purposes.
Approval January 11, 2013 CAO:~ Date: Van Ham, Kerry
Subject: FW: Public Safety
From: Jennifer Lanzon [ mailto:ilanzon@ca pb.ca] Sent: November-20-12 9:31AM To: Jennifer Lanzon Subject: Public Safety Importance: High
To: CAPB Members Re: Police Performance Metrics
In September. Public Safety Canada put out the following request for proposal (RFP) and it has been awarded to Compliance Strategy Group. The accompanying letter of introduction provides detail on who was awarded the contract and how they would like to involve some of the membership of CAPB. If you have any questions. I suggest you contact Mr. Austin Lawrence. Manager of Research. Law Enforcement and Policing at 613-949-9574 or austin [email protected].
In 2011, the number of police officers in Canada reached 69,500, representing seven consecutive years of growth and the highest police officer strength since 1981. Total spending on policing was over $12.6 billion in 2010, more than double its 1997/eve/.
The reported crime rate in Canada has been dropping steadily over the past two decades. from its peak in the early 1990s. However, notwithstanding declining crime rates, police have been increasingly called upon to address a wide range of service calls and non-criminal social and mental health incidents. Growing policing costs are not sustainable for many jurisdictions, particularly given competing priorities for public funds, such as education and hea/thcare. Provinces and municipalities, as well as policing stakeholders, have voiced their concerns on this issue as they are finding it increasingly difficult to pay for police services.
PUBLIC SAFETY Canada is leading the coordination of a national conferenc e on Economics of Policing, which is being planned for January 2013 in Ottawa. The key objective of the Summit is to identify best practices and provide practical toots to address challenges facing police forces and to work towards more efficient and effective models for policing in Canada.
The emerging debate on how to best achieve long-term, sustainable levels of policing hasinc/uded a discussion of targeting and refining the application of policingresources to those areas of greatest efficiency and effectiveness. It is recognized that, in order to assess the activities and performance of police, as well as how and where resources should be applied, objective performancemetrics are required.
1 Across Canada there are both similarities and differences regarding how local/ow enforcement reports on performance to the public, through such mechanisms as annual reports and by police oversight bodies (e.g., Police Boards).
2. Project Objectives
The objectives of this project are to:
7. describe the performance metrics that are used by policing bodies in Canada; 2.assess how these performance metrics are viewed by police oversight bodies, such as Police Review Boards; and 3. what types of performance metrics do police oversight bodies want policing bodies to report. Jennifer Lanzon I Executive Director I Canadian Association of Police Boards Registered Lobbyist #22471-2 157 Gilmour Street, Suite 302, Ottawa, ON K2P ON8 613.235.2272 phone I 613.235.2275 fax I [email protected] 1 www.capb.ca I&J@JennCAPB
Thts transmission may contain conlidential or pri\'ileged communications. and the sender docs not waive any related right~ and obligations. If you
2 Pubhc Safety Securite publique 1+1 Canada Canada
November 8, 2012
Dear Sir or Madam,
As you may be aware, in January 2012 Federai/Provinciallferritorial (FPT) Ministers Responsible for Justice and Public Safety endorsed holding a Summit on the Economics of Policing. The Summit, which will take place in January 2013, will be hosted by Public Safety Canada. All levels of government. as well as police stakeholders, are involved in the planning of this Summit.
As part of the work underway on the Economics of Policing, Public Safety Canada has contracted the services of the Compliance Strategy Group to undertake a study that will look at police performance metrics and how local police commissions and boards view these measurements. The objectives of this project are to:
I. describe the performance metrics that are used by policing bodies in Canada; 2. assess how these performance metrics are viewed by police services boards and commissions; and 3. identify on what types of performance metrics police oversight bodies want policing bodies to report.
The role of data collection through various sources is central to this project Accordingly. a sample of police boards and oversight bodies at the municipal, provincial and national levels will be randomly selected to participate in this study. The research team will also be gathering available published data from Jaw enforcement agencies on the police performance metrics they use (e.g., ratio of front-line officers per 1.000 population, clearance rates, number of meetings with community groups, etc.).
Mr. John Kiedrowski, President of Compliance Strategy Group and his colleagues, will contact randomly selected police service boards and oversight bodies to participate in this study. Should your organization be randomly selected, I ask that you encourage your officials to participate in the telephone interviews and provide the necessary information to ensure the success of this project. It should be noted that Mr. Kiedrowski and his colleagues hold the security clearances required to handle information provided by your organization. They are required to store protected information in accordance with the policies of the Canadian Industrial Security Directorate, Public Works and Government Services Canada. The final products created as part of this study will not include comments attributable to individuals and all interview notes will be destroyed once the research study is finalized.
Canada Agenda Item #6. B)
TABER MUNICIPAL POLICE COMMISSION Commission Request For Decision
Subject: Sustainability of Public Police: Date of January 16, 2013 Research Project Support Agenda: Prepared By: Kerry Van Ham, Council & CAO Assistant Attachments: Correspondence from Taber Police Service Budget: If Over Budget, what is alternate funding Expense: source? Topic: Research Project Support
m At the Police Commission meeting of November 21, 2012, the Taber Police Q) Commission directed Chief Alf Rudd and the Chair of the Police Commission to n draft a letter of support for the research to be undertaken by Carleton University ,.;"' regarding the sustainability of public police service in Canada for the Chair's cc.., signature . 0 c: The letter of support that was submitted is being included for the Commission's :::J information. c. • •
0 1. That the Taber Police Commission accepts the correspondence for -c,.. information purposes. 0-· :::J tn • •
Recommendation: Option #1- That the Taber Police Commission accepts the correspondence for information purposes.
Approval January 11, 2013 CAO: ~ Date: ' Taber Police Service
"Committed to building parmerships to prevellt crime and address community concerns"
2 December, 2012
Linda Duxbury c/o Carleton University [email protected] Sprott School of Business
Dear Dr. Duxbury,
Re: Sustainabilitv of Public Police- Research Project Support
Your correspondence of 120CT10 was distributed to us through the Canadian Association of Police Boards and was presented as an item at our regular police commission meeting past.
There was discussion on your proposed project and hearty support was expressed for the need to have this work done. We proudly stand as the only town police service left in Alberta and are deeply concerned for the future considering rising costs and expectations. As a police service and a commission we anxiously look forward to the research results around the ability to deliver cost-effective and value added services as well as changes required to ensure financial sustainability of our police service.
To Whom It May Concern we enthusiastically provide this letter of support for what we consider to be a wise and timely expenditure over two years of $200K. Should you require further information or clarification please contact me.
Address all correspondence to the Chief of Police 5700- 50th Avenue. Taber, Alberta TJG 2H7 Telephone (403) 223-8991 Fax (403 ) 223-5540 EMAiL: [email protected] Agenda Item #7. A)
TABER MUNICIPAL POLICE COMMISSION Commission Request For Decision
Subject: Canadian Association of Police Date of January 16, 2013 Boards (CAPS) Call for Resolutions Agenda: Prepared By: Kerry Van Ham, Council & CAO Assistant Attachments: 2013 CAPS Call for Resolutions Form Budget: If Over Budget, what is alternate funding Expense: source? Topic: 2013 CAPS Call for Resolutions
m The CAPS is calling for resolutions for presentation at the Annual General D) Meeting on August 16, 2013 being held in Saskatoon, Saskatchewan. The n deadline for submissions is March 31, 2013. ~ cc.., Should the Police Commission feel they have no submissions it would be in order 0 to accept the request for resolutions from CAPS for information purposes. s: ::::s Commission direction is required. c. • •
0 1. That the Taber Police Commission having no resolution submission accepts -c,.... the CAPS Call for Resolutions, for information purposes. -·0 2. The Taber Police Commission requests Police Chief Rudd, in consultation ::::s with the Chair of the Police Commission to bring forth resolution suggestions tn for Police Commission review and input prior to official submission to the • • CAPS Annual General Meeting.
Recommendation: Option #2- The Taber Police Commission requests Police Chief Rudd, in consultation with the Chair of the Police Commission to bring forth resolution suggestions for Police Commission review and input prior to official submission to the CAPS Annual General Meeting.
Approval January 11, 2013 CAO:~ Date: CALL FOR RESOLUTIONS
CAPB 24th ANNUAL MEETING, SASKATOON, SASKATCHEWAN FRIDAY, AUGUST 16,2013
An important part of each Annual Meeting of the CAPS is the consideration of Resolutions brought forward by our members. Members can submit Resolutions in writing to the CAPS office at any time before SUNDAY, MARCH 31, 2013.
Please review the attached Resolutions Guidelines that will assist you in preparing Resolutions for submission.
Following review by the Resolutions Committee and the CAPS Board, resolutions approved will be sent to all members well in advance of the Annual General Meeting. Voting on the Resolutions will take place at the Annual General Meeting in SASKATOON, SASKATCHEWN on FRIDAY, AUGUST 16,2013 at CAPS's 24th Annual General Meeting.
If you have any questions on the guidelines or would like background on a certain issue, please get in touch with Jennifer Lanzon, Executive Director, at jlanzon@ca b.ca .
THIS IS YOUR CHANCE TO ENSURE YOUR VOICE IS HEARD!
Email our Resolutions b March 31 2013 to:
Resolutions Committee Canadian Association of Police Boards 157 Gilmour Street Suite 302 Ottawa, Ontario K2P ONB Email: [email protected]
CAPS CALL FOR RESOLUTIONS CAPB www.ca b.ca 157 Gilmour Street, Suite 302 Ottawa, ON K2P ONS Phone: 613.235.CAPB (2272) Fax: 613.235.2275 CAPB Resolutions Guidelines
1 . Deadline for Resolutions 2. Submission Requirements 3. Resolutions Committee Consideration 4. Late Resolutions 5. Other Matters Affecting Resolutions Process 6. Guidelines for Drafting Resolutions 7. Helpful Hints for Presenting Resolutions
1. Deadline for Resolutions
All resolutions must be received in the CAPB office by: SUNDAY MARCH 31, 2013
2. Submission Requirements
Resolutions submitted to the CAPB for consideration shall be submitted as follows:
• One copy of the resolution; • Containing no more than four preamble "(WHEREAS") clauses; and • Accompanied by background documentation explaining the nature of the issue or concern being addressed.
NOTE: RESOLUTIONS CAN BE SENT BY REGULAR MAIL BUT WE ENCOURAGE YOU TO SEND THEM ELECTRONICALLY IN ORDER TO FACILITATE EASE OF CIRCULATION. A COPY OF ALL RESOLUTIONS MUST BE RECEIVED BY THE DEADLINE DATE OF SUNDAY MARCH 31,2013. SEND TO [email protected].
3. Resolutions Committee Consideration
The Resolutions Committee will review all submitted resolutions following the deadline date of March 31. Resolutions will be assessed for adherence to the Guidelines and will make every effort to ensure that sponsors' resolutions are clear and concise. Resolutions that require amendments will be sent back to sponsoring boards for consideration of committee input and subsequent revision andre-submission.
CAPS RESOLUTIONS GUIDELI ES 2013 1 The Resolutions Committee shall consider all submitted resolutions and either recommend ENDORSEMENT or NO ENDORSEMENT. Resolutions that have been previously considered at CAPB Annual Conventions will be noted as such.
4. Late Resolutions
Resolutions received after the (March 31) deadline will not be included in the Resolutions Section of the convention package and can only be admitted for debate by special motion during the Convention.
Resolutions submitted following the expiry of the regular deadline shall comply with all other submission requirements and be forwarded to the CAPB by the Friday (at noon) preceding the date of the Convention.
ii Resolutions received after the March 31 deadline shall be examined by the Resolutions Committee and shall be separated into the following categories:
• Emergency and Extraordinary resolutions recommended to be placed before the Convention for Plenary discussion.
• Late resolutions not recommended to be admitted for Plenary discussion.
5. Other Matters Affecting Resolutions Process
The Resolutions Committee: • Will be strict in adhering to the guidelines and will make a determined effort to ensure that sponsor's resolutions are clear and concise; and
• Will attempt to have submitted resolutions that do not meet guidelines corrected and resubmitted by sponsoring boards; and
• Will endeavour to have all resolutions submitted (as per guidelines) considered during the time allocated at the Convention.
6. Guidelines for Drafting Resolutions
(a) Background To assist members in reviewing proposed resolutions, boards shall provide a one-page summary that includes the rationale for the resolution and relevant, factual background information.
(b) Construction of a Resolution All resolutions contain a preamble and an operative clause. The preamble describes the issue and the operative clause outlines the action being requested. The resolution should answer the following three questions:
• What is the problem? • What is causing the problem?
CAPB ESOLUTIO S GUIDELINES 2013 2 • What is the best way to solve the problem?
Preamble:
The preamble commences with a recital, "WHEREAS" clause. Each clause is a separate but concise paragraph providing information as to the nature of the problem or reason for the action being requested. The preamble should not contain more than four "WHEREAS" clauses.
"WHEREAS" clauses are clear and concise; they are factual clauses to support your resolution. Resolutions that have more than four "WHEREAS" clauses become confusing and difficult to understand for the reader; intent is not clear.
Operative Clause:
The operative clause begins with the words "THEREFORE BE IT RESOLVED". This clause should be as short as possible and must clearly describe the action being requested by the CAPB (actions that require consideration by other agencies should be directed to those agencies); the intent must be clear, stating a specific proposal for action by the CAPB. Resolved clauses should be only one sentence in length and must be able to stand alone as they are the only part of the resolution that will be debated or considered.
(c) Keys to Drafting a Successful Resolution
The language of the resolution should be simple, action-oriented and free of ambiguous terms.
ii Each resolution should embody only one specific subject.
iii Resolutions should be accompanied by supporting facts.
iv Resolutions should be properly titled.
v Resolutions should contain accurate legislative reference.
vi Resolutions should deal with issues that have national implications.
7. Helpful Hints for Presenting Resolutions
1) Be realistic. The resolved statements should include specific actions that are realistic and implementable. Resource availability (both human and financial) will affect the implementability of resolutions.
CAPB RESOLUTIO S G IDELINES 2013 3 2) Be positive. A positive approach always works better than a negative one. Write positive statements, and address the issue positively when you are speaking to it.
3) Be knowledgeable. Know the facts about all parts of your resolution. Be aware of other resolutions that have been passed on your issue and be sure to state in your resolution why reaffirmation of the same stand is timely.
4) Gather support and assistance. Try to involve other members in supporting your resolution. Share your facts and ask others to speak pro to your resolution. This will not only help you get your resolution passed, it will also encourage other members to get involved.
5) Present the resolution. Ensure that a member from the Sponsoring Board is available to present the Resolution.
6) Use your time on the floor wisely, time is limited. As the author, you will have an opportunity to speak to the resolution first. Remember that the delegates have a copy, so don't read it to them. Instead, take this opportunity to state some of the facts that might not be included in the "whereas" clauses.
7) Be available. Make sure you are available to the Delegates to answer questions.
(see attached Pro-Forma)
CAPB RESOLUT ONS GUIDELINES 2013 4 PRO-FORMA OF PROPOSED RESOLUTIONS
A. Author (name of Board).
B. Background (purpose of the proposed resolution) supporting documentation and/or information (up to one page).
C. To what body, government department, agency or individual is the Resolution directed?:
WHEREAS, etc. ------and: WHEREAS, etc.
THEREFORE BE IT RESOLVED by the Canadian Association of Police Boards:
------· and: BE IT FURTHER RESOLVED, etc.------
CAPB RESOLUTIO S GUIDELI ES 2013 5 Agenda Item# 7. B)
TABER MUNICIPAL POLICE COMMISSION Commission Request For Decision
Subject: Canadian Association of Police Date of January 16, 2013 Boards (CAPB) Membership Agenda: Invoice Prepared By: Kerry Van Ham, Council & CAO Assistant Attachments: Membership Fees Invoice Budget: If Over Budget, what is alternate funding source? Expense: Topic: Membership Fee m S» A motion is required to approve the payment of the 2013 Membership fees. The (') Taber Police Service is in the category of 11-25 members for a membership fee cc" of $419.10. a Police Chief Rudd is currently in the process of submitting for payment and s:::::: :l renewal for 2013. ..Q.
~ 1. That the Taber Police Commission approves the payment of the 2013 CAPB ~ Membership Fee in the amount of$419.10. 0 :l ..tn
Recommendation: Option #1 -That the Taber Police Commission approves the payment of the 2013 CAPB Membership Fee in the amount of $419.10.
Approval January 11, 2013 CAO ~ Date: 2013 CAPB Membership INVOICE
January 1, 2013- December 31, 2013 I PLEASE PRINT (Submitting this form indicates agreement to submit payment for membership services) Board/Commission Name:
Mailing Address: City/Town:
Province: Postal Code:
CAPB Contact Name/Title:
Phone: Contact Fax:
Email:
FULL MEMBERSHIP FEE SCHEDULE Any municipal board, commission or committee with a legislated mandate to govern its local police service, and any First Nations police governance body, may become a full member of the association upon voluntary payment of an annual fee determined by the board of directors. Membership entitles each individual on a member board to be a voting member of the association. Authorized Force Strength: Uniform Civilian TOTAL
Force Size Annual Fee*
•!• up to 10 ...... $262.65 •:• 11 to25 ...... $419.10 •!• 26 to 100 ...... $656.65 •!• 101 to 250 ...... $971.83 •!• 251 to 400 ...... $1,260.75 •!• 401 to 1,000 ...... $3,677.19 •!• 1,001 and up ...... $5,253.13
METHOD OF PAYMENT**4% processing fee for credit cards SEND COMPLETED FORM & PAYMENT TO: _ _ Visa MasterCard __Cheque 157 Gilmour Street, Suite 302 -- Ottawa, Ontario K2P ON8 Account Number: ______Telephone: 613.235.2272 Fax: 613.235-2275 Expiry: ______Email: [email protected] **If paid by credit card, a processing fee of 4% Name of Cardholder: ______will be applied. If credit card billing address is not the same as above, please provide it separately. Authorization Signature: ______Please make cheques payable to the Canadian Association of Police Boards (CAPS). * (The CAPB is exempt from collecting GST on membership dues) Agenda Item #7. C)
TABER MUNICIPAL POLICE COMMISSION Commission Request For Decision
Subject: Policing Oversight Standards Date of January 16, 2013 Agenda: Prepared By: Kerry Van Ham, Council & CAO Assistant Attachments: Correspondence from Alberta Justice and Solicitor General; Companion Guide to Sample Policy Manual; Sample Policy Manual for Police Commissions; Sample Police Commission Bylaw. Budget: If Over Budget, what is alternate funding Expense: source? Topic: Standards Implementation Resource Material
m Following the distribution of the final version of the Policing Oversight Standards Q) which was presented to the Taber Municipal Police Commission at the November n 21, 2012, the Office of Alberta Justice and Solicitor General is providing some cc.," resource material to assist with implementation of the standards. 0 This resource material is being presented to the Municipal Police Commission for c: consideration of implementation, which could serve to augment existing ::s processes, policies and bylaws. c. • •
0 1. That the Taber Police Commission accepts the Policing Oversight Standards -c,.. Implementation Resource Material, for information. That the Taber Police Commission requests Police Chief Rudd, in 0-· 2. ::s consultation with the Chair of the Police Commission to review the relevance tn of these suggestions and bring forth applicable suggestions for Police • • Commission review and input.
Recommendation: Option #1- That the Taber Police Commission requests Police Chief Rudd, in consultation with the Chair of the Police Commission to review the relevance of these suggestions and bring forth applicable suggestions for Police Commission review and input.
Approval January 11, 2013 CAO:a' Date: l'ublic Security Division Justice and I Oth Floor. John E. Brownll'C Bui lding Solicitor General I 0365 97 Street Edmonton. Alberta, Canada T5J JW7 Telephone: 780-427-3457 Fax: 780-427-5916
November I, 20 I2
Mr. Henk De Vlieger Chairperson Taber Police Commission A - 4900 - 50 Street Taber, AB TI G I TI
Dear Mr. De Vlieger:
Following the distribution of the Policing Oversight Standards to Commission/Committee Chairs by Assistant Deputy Minister Bill Meade, I would like to provide some resource material to assist with implementation of the standards.
The main concern received during the development of the standards related to a Policy and Procedures manual that oversight agencies should have in place for its members. To assist agencies, the department has developed a number of templates that may be used by agencies as needed. Please find attached the following:
1. A sample Commission Policy Manual, including a companion writing guide; 2. A Bylaw template for establishing a Commission.
I will be in contact with you shortly to schedule a meeting to discuss the implementation ofthe standards and how myself or the department can assist further.
If you have any questions or comments, or would like to obtain electronic copies of the above mentioned documents, please do not hesitate to contact me at 780-415-8333, or by e-mail: [email protected].
Sincerely,
Lesley Kelly, Manager Policing Oversight and Funding Programs
Attachments ~.
Justice and Solicitor General
Companion Guide to Sample Policy Manual UPDATED Version date: 2012-10-05
Lesley Kelly Manager Policing Oversight and Funding Programs Law Enforcement and Oversight Branch Alberta Justice and Solicitor General
Date: October 5th, 2012 ,
Confidentiality and Copyright: This Writing Guide contains confidential information that is proprietary to Alberta Justice and Solicitor General. This confidential information may be used by the recipient only for the purpose of personal study but otherwise shall not be used, reproduced or disclosed to any third party without the prior written consent of Alberta Justice and Solicitor General.
©ALBERTA JUSTICE AND SOLICITOR GENERAL 2012 ·' •
Suggestions for changes to this Writing Guide are welcomed and should be forwarded to:
Manager, Policing Oversight and Funding Programs Alberta Justice and Solicitor General Law Enforcement and Oversight Branch Public Security Division 10111 Floor North, 10365 - 9t11 Street Edmonton, Alberta T5J 3W7
2 Introduction
This guide is intended to assist commissions and committees in creating policy appropriate to their mandate of oversight and governance of municipal police services. It represents the minimum standard of policy development for oversight agencies within Alberta as determined by Alberta Justice and Solicitor General in consultations with commissions and committees in the province and through an extensive review of existing policy manuals within Alberta and select documents across Canada.
Effective policies are essential in that they ensure that the organization runs smoothly by:
• providing a sound management structure; • connecting members to the larger organization and its mission; • formalizing important decisions that the police commission has already made; • promoting standardization across oversight agencies; • increasing satisfaction, productiveness and retention of members; and • minimizing litigation
Thank you to the agencies that originally provided both documentation and the analysis given to support this project. As well, Alberta Justice and Solicitor General appreciate permission to use portions of the material provided in creating the companion guide and sample policy manual.
• Edmonton Police Commission • Camrose Police Commission • Calgary Police Commission • Lethbridge Regional Police Commission • Canadian Association of Police Boards • Medicine Hat Police Commission • Canadian Association of Chiefs of Police • Tsuu Tina Nation Police Commission
Overview
Police oversight agencies across the province are mandated by the same Police Act and yet no two policy manuals were identical in content. While there were core similarities, each reflected the differences in the concerns and nature of the community and police service represented. For example, Calgary and Edmonton Police Commissions have very different policy manuals but their core content is similar:
Calgary Police Commission Policy Manual Edmonton Police Commission Policy Manual
Following a review of existing provincial police commission policy manuals and consideration of policy existing elsewhere in Canada, Alberta Justice and Solicitor General has identified some consistent policy areas that need be included in a policy manual for the effective functioning of a police oversight agency. The objective of this guide is to assist agencies by identifying those areas in which policy should be developed and providing suggestions for the content and wording of the policy.
If your commission/committee already has a policy manual, this guide can form the basis of a review of policy to ensure that it meets the minimum guidelines provided.
If your commission/committee is in need of a policy manual, this guide provides a table of contents and model for the development of policy. It also contains internet hyperlinks to online examples of existing content that may assist in the development process.
3 •
Organization of this Guide
The model manuafrs organrzed into three separate sections.
1. Section 1: Framework 2. Section 2: Policres for the Oversight Agency 3 Sectron 3: Policies for the Governance and Oversight of the Police Service.
The Sample Policy Manual is intended to be reviewed simultaneously with this Companion Guide.
4 Section 1: Framework
In general, the Framework outlines the scope and purpose of both the policy manual and the police oversight agency.
Section 1 of the sample policy manual includes:
1.1 Intent 1.3 Mission Statement 1.2 Police Commission I Committee Legislative 1.4 Vision Statement Obligations 1.5 Values
1.1 Intent
This section begins with a brief statement of the purpose of the policy manual. It is recommended that a list of influencing legislation be included to emphasize that the operation of the police oversight agency is not solely reliant on the Police Act. Board members need to be aware of all legislation that impacts their duties.
This section also includes information regarding how to forward suggested amendments to, or questions about, the policy manual. It is a living document, intended to be regularly reviewed and updated as necessary.
1.2 Police Commission I Committee Legislative Obligations
Police commissions in Alberta are established in the Police Act. In the interest of brevity, only the applicable sections of the Police Act have been referenced. The bylaw that is referenced needs to be replaced by the municipality's actual bylaw once it has been created.
If a bylaw for the oversight agency does not currently exist, a template for one may be obtained from the Manager, Policing Oversight and Funding Programs (see contact information on the last page).
The Alberta Police Act Section 28(1-3) directs council to establish a police commission; whereas Section 23(2-4) states that council may establish a policing committee. Council responsibilities as per the Police ljgt are to prescribe the rules governing the operation and allows for the appointment of members. The process generally used to establish an oversight agency is to, within a council meeting, move or resolve to form a police commission/policing committee. The resolution is then enacted by creating a corresponding bylaw. The bylaw must follow the specifications as outlined in the Police Act as well as the individual nature of the municipality. The oversight agency policy manual further establishes the "rules" by which it will operate.
1.3 Mission Statement
A mission statement is a description of an organization's fundamental purpose. It reflects the present scope of the organization, for its members and the public, by answering the question "Why do we exist?". The statement broadly describes an organization's present capabilities, client focus, activities and makeup. Mission statements vary in shape and form, but ideally are succinct and memorable. As the objective of the commission is governance and oversight of the police service, some commissions, with slight or no modification, have adopted the mission statement of their police service.
/ 5 Below are examples (alphabetical) of mission statements descnbing law enforcement-oriented organizations within the Province:
Mission Statement of the Calgary Police Commission:
To provide independent civilian oversight and governance of the Calgary Police Service to ensure a safe community
T/1e City of Calgary· Calgary PoNce Commjss/on
Mission Statement of the Edmonton Police Commission: The Edmonton Police Commission is committed to leadership and partnership with diverse communities and organizations to ensure effective. responsive and innovative policing for Edmonton. Edmonton PoNce Commissjon
Mission Statement of the Medicine Hat Police Commission:
The Medicine Hat Police Commission provides overall direction through support and guidance to the Chief of Police, ensuring a safe and secure community.
Medicine Hat PoNce Service - Police Commission
Mission Statement of Alberta Justice and Solicitor General:
To work with stakeholders and partners to promote safe, secure communities through effective law enforcement. crime prevention. corrections and victim services.
Alberta Justice and Solicitor General 1.4 Vision Statement
A vision statement is one in which an organization states the future it wishes to strive toward. It is a statement that should inspire the members but at the same time set the foundation for strategic planning. It allows the organization to monitor its progress toward its goal.
Again, some organizations embrace the vision statement of the police service for which they are responsible. However, a commission can create its own vision statement.
The following examples focus the thoughts and energies of the organization toward the future.
Vision Statement of the Canadian Association of Police Boards: The Canadian Association of Police Boards is a strong, national voice for civilian governance of municipal police services. CAPB -Vision Canadian Police College: The vision of the CPC is to be the leader in the advanced and specialized training and executive development of the Canadian poltce community by establishing and advancing, in partnership with our cNents. national standards of excellence in police education and leadership training
CPC Vision Vision of Alberta Justice and Solicitor General Albertans have safe and secure communities in which to live, work and raise their families. Alberta Justice and Solicitor Genere/
6 1.5 Values
The values of an organization indicate how the organization carries out its mission. They reflect the core ideology of the organization and generally do not change over time. Concentrate on the values that the organization lives, breathes and reflects in its activities and not the ones that "ought" to be there.
Alberta Justice and Solicitor General
Tfle Ministry is committed to. and guided by tfle Government of Alberta's values of respect, accountability, integrity, and excellence.
The values included in the sample policy manual are from the Medicine Hat Police Commission.
Medicine Hat Police Commission
7 Section 2: Policies for the Oversight Agency
The next two sections of the sample policy manual deal with taking the legislated responsibility of the oversight agency and creating the rules that ensure this responsibility is accomplished. Sections 2 and 3 are presented outlining the recommended policy topics that Alberta Justice and Solicitor General feels must be considered to ensure the consistent and effective functioning of an oversight agency.
This guide is a tool to start the discussion and assist in development of policy but changes/additions will need to be made to suit the individual needs of each agency and municipality. Personalize the policy to the commission, committee. community and the police service.
Note: References to applicable portions of the Police Act have been noted to assist members in linking policy to the overarching legislation guiding their roles and responsibilities.
Section 2 includes the following policy areas:
2. 1 Selection and Appointment of Oversight 2.8 Roles and Responsibilities of Chair Agency Members and Vice-Chair 2.2 Commission/Committee Responsibilities 2.9 Role of Public Complaint Director 2.3 Policy Review 2.10 Commission/Committee Personnel 2.4 Commission/Committee Member 2.11 Formation of Sub-Committees Conduct 2.12 Legal and Professional Services 2.5 Conflict of Interest 2.13 Meetings 2.6 Remuneration 2.14 Communication 2. 7 Orientation of New Members 2.15 Commission Annual Plan 2.16 Complaints
Section 2 of the sample policy manual begins with a statement focusing members on the purpose of the policies for the oversight agency and re-introduces important legislative influences.
2.1 Selection and Appointment of Commission Members
The Police Act Section 23(4) and 28(3) outlines the size and membership for an oversight agency. This policy section specifies the final number of board members and composition that have likely been set in the municipal bylaw. For example, the Police Act states board composition must number between 3 and 12 members. A municipality might decide that seven members are ideal for their community and with this decision, according to the Act, might include 2 council members or employees of the municipality. Again, tailoring to the nature of the community is encouraged. For instance, some municipalities have further specified that one member must represent the municipal district or neighboring reserve, recognizing the impact that surrounding areas or communities have on policing within the municipality. Others specify representation from the community, such as a person from a business association, a community group or a youth member.
The oversight agency may recommend to council modification of the bylaw as the community grows and develops. Changes in the number of members or inclusion of special interest groups to reflect changing community demographics must continue to meet the specifications of the Police Act.
In statement (1 0) of the sample policy manual, reference is made to council designating administrative support for the oversight agency. This is a suggestion only and may not be possible for all organizations. It may be that a secretary needs be designated from within the board membership. If that is the case, additional policy or a job description for the position specifying the duties of the secretary should be considered.
Alternatively (and covered in Section 2.10 of this Companion Guide), should funds be available, personnel could be engaged by the oversight agency chair for this and other roles.
8 The 10 policy statements included in the policy manual reflect key considerations for the oversight agency. Note· not all of the statements apply to every oversight agency. For example, 2.1(8) refers to the remuneration or payment of board members. Some oversight agencies w1thin the province operate with no financial support and would not include this statement or an Appendix in their policy manual.
2.2 Oversight Agency Responsibilities
The Pollee Act clearly outlines the responsibilities of police commissions and policing committees.
The final statement in Section 2.2 clarifies the legal liability of the oversight agency as per the Police Act for the member's benefit.
2.3 Policy Review
This statement is included to emphasize that policy is not something to be set once and forgotten. It is recommended that all policy be reviewed annually. This timeline should be used for the review of police service policy which is also the responsibility of the oversight agency.
2.4 Commission/Committee Member Conduct
Council has processes in place to appoint professional and responsible board members. However, setting ground rules to clarify expected behavior and attitude is a widely established practice. The setting of consequences eases the decisions that need to be made by the executive if negative situations arise.
Edmonton Police Commission Code of Conduct
2.5 Conflict of Interest
This section of policy clarifies for members what a conflict of interest could entail. There is legislation that may also deal with the concept, for example the Municipal Government Act, but clearly stating expected behaviors and definitions enables the topic to be dealt with effectively, efficiently and transparently. This section needs to detail how the oversight agency chooses to deal with conflict of interest.
The following are 7 categories of potential conflict of interest situations from Ken Kernaghan and John Langford in their book, The Responsible Public Servant: [1] Self-dealing. For example, you work for government and use your official position to secure a contract for a private consulting company you own. Another instance is using your government position to get a summer job for your daughter.
[2] Accepting benefits. Bribery is one example; substantial [non token) gifts are another. For example, you are the purchasing agent for your department and you accept a case of liquor from a major supplier.
[3] Influence peddling. Here, the professional solicits benefits in exchange for using her influence to unfairly advance the interests of a particular party.
[4] Using your employer's property for private advantage. This could be as blatant as stealing office supplies for home use. Or it might be a bit more subtle, say, using software which is licensed to your employer for private consulting work of your own. In the first case, the employer's permission eliminates the conflict; while in the second, it doesn't.
[5] Using confidential information. While working for a private client, you learn that the client is planning to buy land in your region. You quickly rush out and buy the land in your wife's name.
9 [6] Outside employment or moonlighting. An example would be setting up a business on the side that is in direct competition with your employer. Another case would be taking on so many outside cl ients that you don't have the time and energy to devote to your regular employer. In combination with [3] influence peddling, it might be that a professional employed in the public service sells private consulting services to an individual with the assurance that they will secure benefits from government "If you use my company, I am sure that you will pass the environmental review."
[7] Post-employment. Here a dicey situation can be one in which a person who res igns from public or private employment and goes into business in the same area. For example, a former public servant sets up a practice lobbying the former department in which she was employed. McDonald, M. (2007) . Ethics and Conflict of Interest Retrieved October 20, 2008 from http://www.ethics.ubc.ca/people/mcdonald/conflfct.htm 2.6 Remuneration
Policy manuals must clearly identify how and to what extent members are reimbursed for their expenses. As mentioned previously, not all members receive honoraria, but all will likely have other expenses reimbursed. Travel expenses etc. are often dealt with using municipal policies. Clearly stating this clarifies expectations for board members.
2. 7 Orientation of New Members
To improve the experience for new members and enhance their retention, it is essential that each oversight agency have an orientation program for new members. This orientation can include the Alberta Justice and Solicitor General's Roles and Responsibilities of Commission and Committee Members training, but it is important that each oversight agency aid new members informally as well.
This section lists several pieces of legislation that must be provided to all members of the oversight agency. They need not be memorized, but in order to be effective in their positions, all members need a working understanding of the documents. Listed is a variety of informal learning opportunities that the chair or designate may review with new members upon joining the organization.
The final section is ongoing development, both formal and informal to be considered for all oversight members. Alberta Justice and Solicitor General is committed to working with governance/oversight organizations to continue developing targeted training for board members.
2.8 Roles and Responsibilities of Chair and Vice-Chair
The Police Act Section 28(10) and 28.1(1) makes reference to three (3) executive positions in relation to a police commission and policing committee: • chair • vice-chair • public complaint director
Policy is included here to reinforce the fact that these positions must be represented on the oversight agency. The oversight agency chair may designate other executive positions as deemed necessary such as secretary or treasurer.
Note: The Police Act (Section 28(11 )) indicates that neither a member of council nor an employee of the municipal ity may be chair or vice-chair.
The revocation of membership on the police commission is often of concern for members of council. Clarification of "cause" is suggested in various sections of this policy including attendance, disclosure of sensitive materials. This section of the policy further details how more serious incidents or breaches should be dealt with by the chair of the commission for eventual recommendation to mayor and council.
10 It is strongly recommended that a job description be included for each position (commission and staff) and can be attached as an Appendix to the Policy Manual. This not only clarifies the position for future consideration of the position by members, it also limits the scope of the position and thus defines the expectations for the position.
The policy statements in the sample manual are brief, expecting more detail in the job descriptions of the chair and vice-chair.
2.9 Role of Public Complaint Director
The public complaint director (PCD) is a mandatory position of a police comm1ss1on and policing committee. The duties of the position as outlined in the Police Act are summarized. It is recommended that the written recording of complaints is via a standardized form approved by the Provincial Public Complaint Director (PPCD). The frequency of reporting of public complaints is at the discretion of the oversight agency, but is usually at every board meeting of the oversight agency (monthly).
2.10 Commission/Committee Personnel
As noted in this section, the oversight agency may hire staff and in doing so is subject to all influencing legislation particularly those listed. Key to the policy is the commitment to detailing the duties of each job and providing an evaluation of each staff member on a yearly basis. The evaluation often falls to the chair with input from other oversight agency members. It is good practice to clarify that staff do not vote on commission/committee decisions.
2.11 Formation of Sub-Committees
For larger organizations, the standard practice is for an organization to have sub-committees such as a Financial Standing Committee (of which the treasurer is chair) or a Governance Standing Committee. For many, other special projects, temporary or ad hoc sub-committees may be formed . Included in the sample policy manual are some basic guidelines for the way in which the sub-committees function. Key is that sub-committees provide options and recommendations for the oversight agency to consider and not decisions. The sub-committee does not speak for the oversight agency unless formally deemed appropriate by the chair. Regular reporting of the sub-committee to the oversight agency chair is essential. For each, more specific terms of reference are required to clearly set the scope of work being done. Freedom of Information and Protection of Privacy legislation, dealt with in policy manual section 2.13( 13), must be considered for sub-committee agenda and minutes.
2.12 Legal and Professional Services
The inclusion of this policy section provides guidance on seeking legal and professional services. Some oversight agencies have hired in-house legal counsel. Should this position also be responsible for monitoring of the public complaint process, care must be taken to prevent any conflict of interest.
2.13 Meetings
Many organizations have similar questions regarding the frequency, recording, and running of meetings thus the provision of the basic information covered here. Some oversight agencies have included details regarding meetings as appendix type information rather than as a section of the policy manual. Key to board policy is the inclusion of:
• behavioral expectations and corresponding consequences; • contribution to and distribution of the agenda; • provision of and requirement to review all supporting documentation; • dealing with delegations; • audience requests to speak (should they be considered outside of delegations);
11 • transitory records; and • storage of agenda, minutes and other documentation.
All organizations must decide quorum and clearly state who is eligible to vote. As guests of the oversight agency at meetings, the Chief or any of his staff, or staff of the commission/committee, are not eligible to vote.
In general, the chair, unless designated otherwise in by-law or policy, cannot vote (unless the vote is anonymous, i.e. by ballot). The exception is if voting has resulted in a tie. At that time, the chair is encouraged to vote in such a way that nothing changes within the organization or to "maintain the status quo".
All oversight agencies in the province are public bodies and as such, are subject to the Freedom of Information and Protection of Privacy legislation (FOIP). Consultation with FOIP in Alberta Justice and Solicitor General indicates that the city appointed FOIP coordinators can act on behalf of the oversight agency but that this must be identified in writing. For new organizations, it is recommended noting the position responsible for FOIP be included within the bylaw. Larger commissions may need to appoint a coordinator for the commission as do Edmonton and Calgary for example.
Details for the order of business and recording of minutes are offered to promote standardization of such records and to assist in guiding the approach to business by oversight agencies. Some agencies have included details regarding meetings as appendix type information rather than as a section of the policy manual.
2.14 Communication
Commissions are to represent themselves with one voice to the council, police service and public. It is important that the commission detail how communication is to take place to outside organizations. In the sample policy manual, the chair has been designated as the authority given his position. However, some oversight agencies employ a professional communications advisor to represent them in dealings with the media. Others have arranged to utilize the municipality's or police service's communications resources.
2.15 Commission/Committee Annual Plan
Oversight agencies are responsible for assisting in the development of an annual plan for the police service (Section 3.4 of the policy manual) but should have a similar plan outlining their own activities and aspirations for the year, in consultation with stakeholders. This section also outlines (if not already identified in the bylaw) the frequency that the oversight agency will report to council on its activities. It is suggested that reports go forward quarterly.
As a public body, the oversight agency is responsible to the public and should report to the public annually on its achievements and challenges.
2.16 Complaints
This section has been included to clarify the role of the oversight agency (as designated where appropriate, to the public complaint director (PCD)) with regard to public complaints. Complaints rely on several sections of the Police Act as well as the Police Service Regulations and this section attempts to outline the process and applicable legislation to assist members in understanding the oversight role in the taking of public complaints.
Note: Policy manual Section 2.16(1) (f) of the sample manual deals with requests for extensions. These are usually brought to the commission via the Professional Standards Section of the police service and are critical in ensuring that misconduct investigations continue to conclusion. The oversight agency must carefully monitor the frequency and duration of requests for extension.
12 Section 3: Policies for the Governance and Oversight of the Police Service
Section 3 outlines the recommended policy topics that Alberta Justice and Solicitor General feels must be considered to ensure the consistent and effective functioning of a commission. This portion of the sample policy manual concentrates on and provides the key policies that guide interaction between the commission and the ch ief (and thus police service).
While the oversight agency is responsible for all policy for the police service, the agency relies heavily on the expertise of the police service to provide those policies and it generally remains on file with the police service. It is referred to, but not included in this sample policy manual.
Section 3 includes the following policy areas:
3. 1 Approach to Policing 3.4 Personnel 3.2 Management of the Police Service 3.5 Financial 3.3 Jurisdiction 3.6 Police Service Policies
3.1 Approach to Policing in
This section identifies the overall approach to policing that the oversight agency thinks best suits the municipality.
3.2 Management of the Police Service
The chief of police is clearly identified as having the authority (as delegated by the oversight agency) to manage the police service. Note that the oversight agency retains ownership of policies and oversight of the chief.
3.3 Jurisdiction
For police commissions, consent must first be obtained (preferably in writing and duly noted in minutes) if police officers are to work outside of their restricted territorial jurisdiction as determined by the commission . This becomes important in the event that the service is called to investigate an incident or situation on behalf of another organization. It is also very important in the establishment of multi jurisdictional joint force operations (JFOs) where several police organizations from different parts of the province must work together in each others' territory.
3.4 Personnel
The oversight agency interacts with the chief I detachment commander, or his staff as delegated. Except for a few very specific situations, the oversight agency entrusts personnel issues to the police service for management as per the approved policies.
3.5 Financial
The sample policy manual gives what seems to be the standard in the province, that the municipal council retains authority for collective bargaining. However, Section 4 of the Police Officers Collective Bargain Act indicates that the police commission may be authorized to bargain on behalf of the municipality.
Key to this section is inclusion of expectations regarding the policing plan and budget for the police service. Included are some details outlining some of the parameters that must be considered. This type of detail may best be obtained from a financial expert within the municipality.
13 The chref of police must report to the police commission regarding the budget. This section is an example of the frequency and content of such a report. Setting limits for expenditures based on the size of police service ensures that the commission becomes aware of possible budget shortfalls or excesses long before the final accounting required at the end of the year.
3.6 Police Service Policies
The initiative by Alberta Justice and Solicitor General to standardize the delivery of police services across the Province provides an excellent tool with which oversight agency members can review the policy for their police service.
The Provincial Policing Standards Manual outlines the policy requirements (minimal) needed by a police service. While teams from Alberta Justice and Solicitor General audit police services regularly, it is suggested that oversight agency members use the policing standards as a guide for their own monitoring, evaluating, and modifying of policy in consultation with the police service. Ultimately, members are responsible for ensuring that the police service has policy in place to ensure the effective operation of the service and mitigate risk to the service and the public.
Contact Information
Manager, Policing Oversight and Funding Programs Alberta Justice and Solicitor General Law Enforcement and Oversight Branch Public Security Division 1oth Floor North, 10365 - 97th Street Edmonton, Alberta TSJ 3W7
Phone: 780-415-8333 Email: [email protected]
14 Sample Police Commission Policy Manual
Sample Policy Manual For Police Commissions
Updated September 2012
[Police Commission Name] Address City, Alberta Postal Code Sample Police Commission Policy Manual
Table of Contents
I. Section 1: Framework 3
1.11ntent 4 1.2 Police Commission Legislative Obligations 5 1 . 3 Mission Statement 5 1.4 Vision Statement 5 1.5 Values 5
II. Section 2: Policies for the Commission 6
2.1 Selection and Appointment of Commission Members 7 2.2 Commission Responsibilities 7 2.3 Policy Review 8 2.4 Commission Member Conduct 8 2.5 Conflict of Interest 8 2.6 Remuneration 9 2. 7 Orientation of New Members 9 2.8 Roles and Responsibilities of Chair and Vice-chair 10 2.9 Role of Public Complaint Director 10 2.10 Commission Personnel 10 2.11 Formation of Sub-Committees 11 2.12 Legal and Professional Services 11 2.13 Meetings 11 2.14 Communication 13 2.15 Commission Annual Plan 13 2.16 Complaints 14
III. Section 3: Policies for the Governance and Oversight of the Police Service 17
3.1 Approach to Policing 18 3.2 Management of the Police Service 18 3.3 Jurisdiction 18 3.4 Personnel 18 3.5 Financial 19 3.6 Police Service Policies 21
2 Sample Police Commission Policy Manual
Section 1: Framework
3 Sample Police Commission Policy Manual
1.1 Intent
This policy manual includes policies designed to assist the commission in ·
• conducting its own business as effectively, efficiently, and transparently as possible; and • providing direction to the chief of police.
While the Police Act outlines the legal obligations of the commission, as a "local government body", the commission may be subject to a variety of other pieces of legislation/regulations depending on the nature of police service agreement. A limited alphabetical list includes:
a. Alberta Employment Standards Code b. Alberta Labour Relations Code c. Alberta Municipal Government Act d. Alberta Peace Officer (Ministerial) Regulation e. Alberta Peace Officer Act, f. Alberta Peace Officer Regulation g. Alberta Police Officers Collective Bargaining Act h. Alberta Police Service Regulation i. Canadian Charter of Rights and Freedoms j. Criminal Code of Canada k. Freedom of Information and Protection of Privacy Act I. Freedom of Information and Protection of Privacy Regulations m. Municipal Bylaw n. Provincial Policing Standards and Evaluations o. Public Inquiry Act
Please forward any suggested amendments to the:
Chair, Police Commission
Telephone: (XXX) XXX-XXXX Facsimile: (XXX) XXX-XXXX
E-Mail: [email protected]
For questions regarding the application of this information to the development of policies and procedures for your commission, please contact:
Chair, Police Commission
Telephone: (XXX) XXX-XXXX Facsimile: (XXX) XXX-XXXX
E-Mail: [email protected]
4 Sample Police Commission Policy Manual
1.2 Police Commission Legislative Obligations
The police commission 1s an independent organization established by council pursuant to Section 28(1) of the Police Act
Council, in the Police Commtssion Bylaw, has
• Prescribed the rules governing the operations of the commission; and • Allowed for the appointment of members to the commission.
1.3 Mission Statement
To work in partnership with the citizens to ensure transparent, effective, and responsive policing throughout the municipality.
1.4 Vision Statement
To become a model for municipal stakeholders in the civilian oversight of policing.
1.5 Values
• Respect : We respect our people and the community we serve.
• Accountability: We are accountable to each other and those we serve.
• Honesty: We are forthright, direct and honest with our community and ourselves.
• Integrity: We conduct ourselves in and ethical manner; maintaining confidentiality, trust and objectivity.
5 Sample Police Commission Policy Manual
Section 2: Policies for the Commission
Policies, adopted by the commission, to govern its members, relationships, staff and activities and guidelines used by members and staff of the police commission in carrying out the commission's responsibilities and obligations under the Police Act, the Freedom of Information and Protection of Privacy Act and Police Commission Bylaw.
6 Sample Police Commission Policy Manual
2.1 Selection and Appointment of Commission Members
In the selection and appointment of commission members, municipal council and the police commission adheres to Section 28(1-13) and 28.1(1-2) of the Police Act. Applicable portions of information are also taken directly from the Police Commission Bylaw. (1) The police commission will have [seven] members, two of which may be either council members or employees of the municipality. (2) All those appointed to the commission shall take the oath set out in Schedule 1 of the Police Act, and undergo a security clearance/background check or a municipal equivalent. (3) Members may be appointed for a term of three years and cannot serve longer than 10 consecutive years on the commission. Staggered appointment by council is desired for succession planning. (4) Members of the commission shall be disqualified from their position if the member is: (a) hired in any capacity with the police service, the RCMP, or other position that could be considered to be in conflict with the oversight commission membership; (b) no longer residing within the municipality limits; or (c) convicted of any offence under the Criminal Code of Canada. (5) A former member is eligible for reappointment. (6) When a vacancy occurs, council may appoint a successor to begin a new three year term. (7) Membership can be revoked by council for just cause as per Section 28(12) of the Police Act. (8) Members may be entitled to remuneration as outlined in Appendix A. (9) The commission will appoint a public complaint director (PCD) as per Section 28.1(1-2) of the Police Act. (10) Council shall appoint an employee of the municipality to assist the commission as administrative support who shall: (a) attend all meetings and keep a complete record of the minutes of the meetings; (b) maintain all records, correspondence, orders and decisions of the commission; (c) carry out such other functions of the commission as may be delegated; and (d) not vote.
2.2 Commission Responsibilities
(1) As per Sections 28.1(1,3), 29(1), 31, 32, 36(1,4), 43, 43.1 and 44 of the Police Act, the police commission oversees the police service including the following: (a) In consultation with the chief of police produce an estimated budget and yearly plan specifying the level of police service and programs to be provided in respect of the municipality, and shall submit those estimates and plans to the council; (b) Allocate the budgeted funds that are provided by council; (c) Establish policies providing for efficient and effective policing; (d) Issue instructions, as necessary, to the Chief of Police in respect of the established policies; (e) Ensure that sufficient persons are employed for the police service to carry out its functions; (f) Appoint a chief of police, subject to the ratification of the municipal council; (g) Appoint a Public Complaint Director. (h) Review complaints against the chief of police;
7 Sample Police Commission Policy Manual
(i) Cons1der appeals of the chief's decision in complaints against the police service or police serv1ce policy: and U) Conduct inquiries into matters respecting the police services, the actions of any police officer or any other person employed by the police service.
Note: as per Section 31(7) of the Police Act, municipal council is liable for any legal liability incurred by the police commission .
2.3 Policy Review Policies and procedures of the police commission shall be reviewed annually. Modifications must receive commission approval.
2.4 Commission Member Conduct
( 1 ) Members of the commission must perform their official duties and functions and arrange their private affairs in such a manner that public confidence and trust in the integrity, objectivity, and impartiality of the commission are maintained and enhanced. All members will abide by their oath of office. (2) Commission member actions will respect the dignity of individuals in accordance with the: • Alberta Human Rights, Citizenship and Multiculturalism Act; • Canadian Charter of Rights and Freedoms: and • Freedom of Information and Protection of Privacy Act. (3) Commission members will not share information deemed sensitive or confidential. Such information will not be used for personal gain, or to benefit friends, relatives or associates. Breaches may be cause for dismissal from the commission. (4) Commission members are required to attend all scheduled meetings of the commission and all committee meetings on which they are serving. Absences should be reported to the chair prior to meetings. Nonattendance may be cause for dismissal from the commission. (5) The commission will use the municipality's purchasing policy to purchase goods and services. (6) Commission members will follow the municipality policies regarding the acceptance of personal and corporate gifts. (7) Inappropriate conduct may result in dismissal from the commission as recommended by a majority of the commission and ratified by council.
2.5 Conflict of Interest
Conflict of interest refers to a conflict between a member's personal and/or business interests and the member's responsibility as a commission member. This conflict may exist whether or not there is financial gain.
(1) Commissioners, personally or in relation to their colleagues, must declare all potential or perceived conflicts of interest. The commission will decide whether or not the member in question will be excluded from voting or discussion of the matter. (2) All conflicts and actions taken regarding the conflict must be entered into the minutes. (3) Conflicts brought to the attention of the chair must be resolved in a manner that conserves and enhances public confidence and trust in the integrity, objectivity and impartiality of the commission.
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(4) Undisclosed conflict of interest may result in dismissal from the commission as per the final decision of council.
2.6 Remuneration
( 1) Commissioners may receive remuneration for meetings and events attended as per Appendix A. (2) Expenses will be reimbursed using the municipal travel and expense policy. (3) Money for remuneration will be obtained from the police commission's annual budget as granted by council following the municipal budgetary cycle.
2. 7 Orientation of New Members
(1) New commissioners will participate in an orientation session regarding their roles and responsibilities. This orientation shall take place as soon as practicable upon appointment. (2} New commissioners will be given copies of: • Police Act; • Police Service Regulations; • Police Commission Bylaw; • Police Commission Policy and Procedures Manual; and • Freedom of Information and Protection of Privacy Act. (3) Commissioners will receive an overview from the chair or designate regarding (alphabetical): • Commission budget; • Communication strategies and policies (with members, commission staff, external services, media public, police service, etc.); • Current goals of the commission; • Event schedules and expected attendance; • Meeting procedures and schedules; • Mission and vision of the commission; • Organizational structure of council; • Organizational structure of the police service; • Past annual reports (commission and police service); • Police service business plan; • Policy regarding personal and corporate gifts; • Roles and responsibilities of commission staff; • Structure and function of committees; • Time commitments; and • Travel and expense policy. (4) Commission members will participate in ongoing developmental opportunities as time permits including but not limited to (alphabetical): • Attendance at conferences; • Introduction to community societies and non-profits; • Meeting council; • Mentoring (including for succession planning); • Overview of victims of crime services; • Police service tour; • Review Provincial Policing standards and the Oversight standards; • Ride along; and • Training provided by Alberta Justice and Solicitor General or other provincial partners
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2.8 Roles and Responsibilities of Chair and Vice-chair
{1) The chair. (Police Act Section 28(10)) as elected by the membership at the commencement of each year, presides over commission meetings. Should the chair not be present, or vacate the position either temporarily or permanently, the vice-chair will act 1n the chair's place. {2) Neither a member of council nor an employee of the municipality may be chair or vice chair. (Police Act Section 28(11 )) {3) Should neither the chair nor vice-chair be available, the commission shall elect an acting chair for the meeting until such time the chair or vice-chair is available. {4) The chair is to be advised of a breach/potential breach of the oath or these policies by a member or chief of police. Breaches by the chair should be referred to the vice-chair. {5) The chair/vice-chair as the case may be may engage an outside agency as required to investigate allegations of a breach. The commission will review findings and recommend (or not) the revocation of the member's appointment to council. {6) The chair will designate a member, in the absence of the council appointed employee of the commission, to record minutes during all meetings, hearings or inquiries. {7) The chair is the signing authority for all contracts representing the business of the commission. {8) The chair and vice-chair have signing authority for budgeted items on behalf of the commission to an amount not exceeding $5000.00. Non-budgeted amounts require prior commission approval. {9) The chair and vice-chair are responsible for coordinating the selection, hiring, evaluation and paying of employees of the commission via the funds allocated by the municipality.
2.9 Role of Public Complaint Director
{1) The public complaint director {PCD) receives complaints from the public on behalf of the commission. The PCD is delegated the authority by the chair to receive complaints, liaise with the chief and perform other duties on behalf of the commission as per Section 28.1 (3 (a,b,c)) of the Police Act. {2) Complaints are recorded in writing by the PCD and forwarded on behalf of the complainant to the police chief who decides if the complaint should be managed by the police service or the commission as per Section 43(1 ,2) of the Police Act. {3) The PCD monitors the complaints process of the police service as per Section 28.1(d) of the Police Act including reviewing documents or attending disciplinary proceedings arising from public complaints as per Section 24 of the Police Service Regulation. {4) The PCD provides reports monthly to the commission. {5) The PCD attends meetings as coordinated by the provincial public complaint director as a representative of Alberta Justice and Solicitor General. {6) The PCD consults with the municipality's FOIP coordinator with regard to file/record management including storage and destruction.
2.10 Commission Personnel
{1) The commission may hire staff. They will be salaried employees of the commission . {2) Employees will be given official job descriptions and are subject to all applicable Federal and Provincial Legislation including, but not limited to:
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• Alberta Employment Standards Code; and • Alberta Labour Relations Code. (3) Commission staff do not have the right to vote on commission decisions. (4) Employees will be evaluated on yearly basis by the commission.
2.11 Formation of Sub-Committees
(1) The function of a sub-committee is to assist the commission in completing its responsibilities. (2) The commission may form either standing or ad hoc committees to examine and report on issues that fall under the authority and responsibility of the commission. (3) The commission sets the terms for the sub-committee, appoints its chair and participating members. Any commission member may attend a committee meeting. (4) The commission may appoint subject matter experts from the public or commission staff to assist in committee business. (5) The sub-committee must provide copies of its agenda and minutes of its meetings for storage by the commission. (6) The sub-committee provides options and recommendations for the commission to consider. (7) The sub-committee may not speak or act for the commission unless it has formally been given authority and then only for a specific or time-limited purpose. (8) The sub-committee shall report regularly to the commission, the schedule to be determined by the commission.
2.12 Legal and Professional Services
( 1) Legal and other professional service contracts must be approved in advance by the commission and are only provided at the request of the commission.
(2) Fees are p~id by the commission.
2.13 Meetings
( 1) At the first meeting of the year, the chair shall schedule all meetings occurring in that year. The yearly schedule is to be made public. The meetings generally occur the (day) of each month. Unless notified one (1) week in advance, all meetings begin at [time), at the [location and room number). The commission may choose to hold meetings at different locations within the c<;>mmunity. (2) A majority of commissioners shall form a quorum. Each member has one vote. The chief of police, staff and other attendees have an advisory capacity only and therefore no voting privileges. In the event of a tie, the chair will vote to maintain status quo. (3) Meetings shall be open to the public. However, in-camera sessions may be held respecting Freedom of Information and Protection of Privacy items (FOIP) when issues deal with: • Security of the commission's property; • Personal information of an individual, including an employee of the commission or police service; • Labour relations or employee negotiations;
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• A law enforcement matter (as per FOIP definition}, litigation or potential litigation, including appeals to the commission or matters before administrative tribunals affecting the commission; or • The consideration of a request for access to information under (FOIP). (4) The conduct of all participants will be respectful, using appropriate language and following the rules as outlined by the chair. Attendees displaying poor conduct may be asked by the chair to leave the meeting . (5) The agenda for each meeting is set by the chair in consultation with commission staff, the police chief, and commission members and is to be finalized 5 working days before the meeting . In-camera items are to be clearly marked. (6) The agenda is distributed to all commission members and staff, the chief of police and his deputies, other attendees and the public, five (5) working days before the meeting. In general, no items will be added to the agenda after this notification. All support material (reports, briefs, letters, last session minutes, etc.) needs to be included. It is expected that members review all material prior to the meeting and be prepared to discuss in detail at that time. (7) Members of the public (delegation) who wish to address the commission must request permission from the chair seven (7) working days prior to the meeting. The delegation must detail the names of those attending and the subject to be discussed. Presentations are limited to 5 minutes unless otherwise indicated by the chair. Complaints about officer conduct are not topics for this forum. (8) During the meeting, the chair may coordinate requests from the public audience to address the commission regarding items on the agenda. Complaints about officer conduct are not topics for this forum. (9) The general order of business for commission meetings as coordinated by the chair is as follows: • Call the meeting to order • Regrets • Adoption of the agenda • Approval of previous Minutes • Executive/Committee Reports (correspondence) • Other new business • Delegations • Old business • Closing question period • Adjournment (10) Minutes of meetings are an honest expression of the group's opinions and a summary of what was discussed and decided. Unbiased, accurate minutes will include: • Time the meeting was called to order; • Names of attendees and those sending regrets (and if only attending part of the meeting); • Persons who motioned and seconded adoption of the agenda and approval of previous minutes, and all decisions made during the meeting; • Concise summaries of discussions and presentations; • Items that have been held over to another meeting (for tracking) with deadlines; and • The time the meeting adjourns. (11) Notes kept to prepare the official minutes of the commission are considered transitory records and are destroyed upon approval of the minutes. (12) All records of the commission are stored and archived as per the policies and procedures of the municipality.
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( 13) The commission, as a public body must comply with Freedom of Information and Protection of Privacy (FOIP) Legislation. The FOIP coordinator for the municipality has been designated m Bylaw as responsible for ensuring that personal information is managed in accordance with FOIP legislation including the destruction of information following meetings or terms of members. Requests for information involving the commission should be directed to the FOIP coordinator for the municipality subject to their fees and policies.
2.14 Communication
(1) The chair of the police commission is the official spokesperson for the commission and represents the commission in all matters before municipal, provincial and federal government. (2) All correspondence addressed to the chair that is not a public complaint under the Police Act is processed by the chair. (3) All correspondence sent or received directly by the chair or commission members are forwarded to the commission for response and filing. (4) Formal communication between the police service and the commission is conducted through the chair and the office of the chief. (5) The chair is the media spokesperson for the commission.
2.15 Commission Annual Plan This section refers only to the annual plan for the commission. Please refer to Section 3.5 Financial of this document with regard to the police service annual plan.
(1) The commission, in consultation with the chief of police, will write an annual plan that at a minimum contains: • Priorities, goals and objectives; • Implementation strategies; • Benchmarks for success; and • A budget. (2) The plan will be submitted to council for amendments, ratification, and provision of funds. (3) Changes to the plan and/or budget need approval from the commission and council. All changes must be recorded in commission minutes and reported on in the next quC~rterly report. (4) The commission will report quarterly to council on the status of their annual plan including financial statements. (5) The financial records of the commission may be audited at any time by auditors appointed by the municipality. (6) The commission will prepare a final annual report for submission to both council and made available to the public. At a minimum the report will contain: • Introduction; • Overview; • Composition of the commission; • Committee summaries (as they exist); • Statistical information regarding meetings and activities (such as: attendance, activities, training and development, membership, conference attendance etc.); • Initiatives; • Self-Evaluation;
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• Public complaint summary; and • Concluding comments.
2.16 Complaints
In general there are 4 types of complaints that the Police Act identifies (Section 43, 44, 45, 46, and 46.1). They include complaints concerning:
• a police officer • the chief of police • policies and services of a police service • serious incidents (including sensitive issues)
Note: Complaints should be submitted in writing where practicable as per Section 42.1(4) of the Police Act, and may be transmitted by electronic mail as per Section 42.1(5).
Complaints must be submitted within one year of the incident as per Section 43(11, 13) of the Police Act.
Complainants must be advised at least once each 45 days regarding the status of their complaint as per Section 44(11)policies and services, 45(7) police officers, 46(7) chiefs of police, and 46.1(7) serious incidents of the Police Act. The public complaint director monitors the process on behalf of the commission to ensure complainants are kept informed. The commission must report all complaints and their subsequent dispositions to the Director of Law Enforcement as per Section 52 of the Police Act. (1) Complaints Regarding Police Officers
(a) Complaints concerning a police officer are the responsibility of the chief. The public complaint director forwards concerns regarding police officers to the chief as per Section 28.1 (3) of the Police Act.
(b) Complaints against police officers may be resolved informally at any time before or during an investigation with consent as per Section 43.1 (01 and1) of the Police Act.
(c) The commission may become involved in these types of complaints if the chief requests that the commission chair arrange for investigation of the complaint by another police service. Section 45(5-7) of the Police Act.
(d) A copy of the final decision regarding the complaint is sent to the commission as per Section 45(8) of the Police Act.
(e) The commission may be asked by the chief to consider dismissing a complaint when the chief considers the complaint frivolous, vexatious or made in bad faith as per Section 43(7-8, 12-14) of the Police Act. Documentation explaining the decision and the right to request a review of the decision is provided to the complainant by the commission if the commission agrees it is frivolous, vexatious or made in bad faith.
(f) Police officers under investigation for misconduct, as per Section 5 of the Police Service Regulation must be charged within the time limits as set out in Section 7 of the Police Service Regulation unless an extension is filed and granted by the commission .
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(2) Complaints Regarding the Chief of Police
(a) Complaints concerning a ch ief are submitted to the chair of the commission for action as per Section 43(2) of the Police Act
(b) Complaints may be dealt with informally by the chair as per Section 43.1(2) of the Police Act if both the chief and complainant consent.
(c) Section 46(1-7) of the Police Act outlines the handling of complaints submitted to the commission regarding the chief of police.
(d) The commission may dismiss complaints against the chief per Section 43(9,12,14) of the Police Act at any time before or during the investigation if the commission believes the complaint is frivolous, vexatious or made in bad faith. Documentation explaining the decision and the right to request a review of the decision is provided to the complainant and the chief. (3) Complaints Regarding Police Services or Policy (a) Complaints concerning police services or service policies, as per Section 44(1)(b) of the Police Act, are referred to the chief who may:
• deal with the complaint; or • refer the matter to the commission.
(b) The chief of police must provide a copy of the final decision regarding service or policy complaints to the commission as per Section 44(10) of the Pollee Act.
(c) Complaints made regarding police services or policy can be appealed to the commission as per Section 44(3-9) of the Police Act.
(d) The commission must provide a copy of the final decision regarding service or policy appeals to the complainant as per Section 44(9) of the Police Act.
(e) The commission Section 43(10,12,14) or chief Section 43(7) may dismiss such complaints at any time before or during the investigation if it is believed the complaint is frivolous, vexatious or made in bad faith. Documentation explaining the decision and the right to request a review of the decision is provided to the complainant and the chief.
(4) Serious Incidents and Complaints Serious incidents or complaints (including issues of a sensitive nature), as defined by Alberta Justice and Solicitor General are managed according to Section 46.1 and Section 46.2 of the Police Act.
(a) The ch ief shall notify the commission and the Minister as soon as practicable of incidents or complaints involving serious injury or death of any person that may have resulted from the actions of a police officer as per Section 46 .1(1) of the Police Act.
(b) The chief shall notify the commission and Minister as soon practicable of situations of a serious or sensitive nature that may have related to the actions of a police officer as per Section 46.1(1) of the Police Act.
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(c) The Minister, via his/her designate, the Director of Law Enforcement, will decide how the matter is investigated as per Section 46.1 (2)(a-d) of the Police Act. This may include:
• assistance of a police officer from another police service; • investigation by another police service; • appointing of the public as overseers; or • as per Section 46.2 of the Police Act, direction to the Alberta Serious Incident Response Team (ASIRT) to investigate, assist in the investigation, or take over the investigation.
(d) Copies of documentation provided to the complainant during the investigation will also be provided to the commission as per Section 46.1 (8) of the Police Act. The investigation findings will be shared with the commission as per Section 46.1(4) of the Police Act.
(5) Complaint Analysis As per the Provincial Policing Standards, Section PA 7.9, the police service shall analyze, all complaints annually to evaluate and resolve any trends that may adversely affect public confidence in either the conduct of an individual police members or the quality of service delivered. The results of the analysis shall be reported annually to the police commission with identification of strategies to address any concerns.
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Section 3: Policies for the Governance and Oversight of the Police Service
Guidelines, policies and directions for the provision of efficient and effective police services.
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3.1 Approach to Policing
( 1) The police commission endorses a community-based approach to policing based on the following definition:
Commumty pohcmg, wh1ch IS based on the principles of partnership, ownership, problem solvmg and quality service. allows police serv1ces to respond to the unique pohc1ng needs of then communities. Implementing commumty policing requ1res ongomg dialogue wilh the community, laking a collaborative and proact1ve approach and identifying commumty needs.
(2) The chief of police must manage the police service in a manner that upholds the commission's commitment to community-based policing.
3.2 Management of the Police Service
( 1) The chief of police has command of the police service subject to the policies and general supervision by the police commission. (2) The chief of police may delegate authority but cannot relinquish control or cease to be responsible for the professional administration of the police service. (3) If the chief of police is unable to fulfill his or her assigned duties, the commission appoints an interim chief. (4) The chief shall present an annual report to the commission covering the operations of the police service during the previous fiscal year (Provincial Policing Standards OM 3.2). (5) The chief shall receive an annual evaluation of his performance in managing the police service from the commission.
3.3 Jurisdiction
(1) Police officers have jurisdiction throughout the province as per Section 38(2), unless restricted by a commission as per Section 31(2a) and Section 38(3). Even when restricted, however, if the officer is in an immediate pursuit as per Section 38(4) powers can be exercised beyond that jurisdiction. (2) The consent of the police commission must be obtained jf police officers are to work outside of their restricted territorial jurisdiction as per Section 33(1) of the Police Act.
3.4 Personnel
(1) The police commission delegates to the chief of police the authority to appoint sworn members and civilian employees to the police service, with the exception of the chief of police. (2) The commission delegates to the chief the authority to approve special leave requests from sworn members and civilian employees. (3) Under Section 37(2) of the Police Act, the commission may terminate the services of a police officer for reasons other than disciplinary reasons.
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• When requesting that the commission terminate the services of a police officer. the chief must ensure that thorough documentation of the reasons for termination is placed before the commission at the same time as the request. • At the commission's discretion, an officer identified for termination under Section 37(2) may be given an opportunity to make written representation to the commission prior to the commission's decision regarding the chief's recommendation of termination. The commission's decision is final. (4) The commission is bound by Section 8 (11-13) of the Police Service Regulation with respect to relief of duty without pay.
3.5 Financial
(1) In accordance with the budget cycle of the municipality, the commission, in consultation with the chief of police, will prepare a plan specifying the level of police services and programs to be provided to meet the needs of the citizens. (Police Act Section 29(1-3)) • The chief presents a policing plan and proposed budget detailing police services, programs and capital expenditures designed to best meet the community needs to the commission for approval. • In consultation with the chief, the commission determines if community conditions and general community welfare warrant the addition, elimination, reduction, continuation or expansion of specific programs or the level of police service. • The budget must reflect all police court fine revenue from the previous year's experience. • The commission submits the police service budget, as approved, to council in accordance with the specified timetable of the municipality.
(2) The chief will present quarterly reports on the budget of the police service to the commission. Those reports will be presented to council by the commission. • The chief reports anticipated variances in the annual budget to the commission as soon as practicable. • Operating funds approved by the commission in the annual operating or capital budget that are unexpended at year-end (in excess of $50,000), cannot be spent on operational activities or capital projects that have not been approved by the commission. • The chief may reallocate funds between account categories where necessary to achieve annual objectives or to reflect adjustments to annual objectives .based on community requirements. Reallocations of funds that exceed $50,000 must be reported quarterly to the commission. • The chief must advise the commission of all new leases exceeding $50,000 over the life of the lease, before these items are presented to council or a committee of council.
(3) The chief wherever practicable will contract for services or materials through the municipality supply management business unit. In all other contracts the chief must: • Obtain competitive bids by formal advertised contract; • Advise the commission of all sole source contracts including the reason for sole sourcing; • Review ongoing contracts for re-tender every 5 years or less, and • Advise the commission of all contracts awarded for amounts greater that $50,000.
(4) The following are designated signing authority levels for procurement and payment of professional services through the municipality of supply management business unit:
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• Up to $10,000 - area commanders and civilian managers • Up to $25,000- deputy chief • Up to $50,000- chief • Over $50,000- commission approval.
(5) Application for expense reimbursement by the chief of police in excess of $1000 is submitted to the chair for review and approval. Monthly summaries of all expenses for the chief are submitted to the chair for review and approval.
(6) Private sector donations to the police service must be approved by the commission's chair and will only be approved if the impartiality of police does not come into question. Amounts in excess of $1 000 will be directed for use as approved by the commission if not designated to a specific program of the police service. A summary of such donations shall be submitted to the chair of the commission at the close of the year.
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3.6 Police Service Policies The policies and procedures for the police service must adhere to provincial policing standards developed by Alberta Justice and Solicitor General. Commission members are responsible for ensuring that the police service has policies that address the provincial policing standards. Attached is the table of contents to the Provincial Policing Standards Manual.
ROLES AND RESPONSIBILITIES (RR) RR - Legislative Framework ...... 1 RR - Statement of Principles ...... 3 RR - Adequacy and Effectiveness ...... 5 RR - Guidelines and Directives ...... 6 RR - Shared Services/Liaison with Other Agencies ...... 7 RR - Overseeing Police Services ...... 8 RR - Accountability ...... 11
Resolution In Event Of Non-Compliance ...... 12
Organizational Management (OM) OM.1 - Community Policing ...... 14 OM.2 - Organization and Direction ...... 15 ·oM.3 - Planning ...... 17 OM.4 - Financial Management ...... 18 OM.5- Internal Audits ...... 19
PERSONNEL ADMINISTRATION (PA) PA.1 - Recruitment ...... 21 PA.2 - Selection of Police Officers ...... 22 PA.3- Training ...... 24 PA.4 - Performance Evaluation ...... 28 PA.5 - Promotion ...... 30 PA.6 - Grievances ...... 32 PA. 7 - Professional Standards ...... 33 PA.8- Employment Conditions ...... 37 PA.9 - Volunteers ...... 39
OPERATIONS (OP) OP.1- Crime Prevention ...... 42 OP.2- Traffic ...... 43 OP.3- Patrol ...... 45 OP.4 - Motor Vehicle Pursuits ...... 47 OP.5- Investigations ...... 48 OP.6- Criminallntelligence ...... 50 OP.7- Bringing Evidence before the Court ...... 51 OP.8 - Disaster/Contingency Planning ...... , ...... 52 OP.9 - Use of Force ...... , ...... 53
Support Services (SS) SS.1 - Victim/Witness Assistance ...... 56 SS.2- Communications ...... 57 SS.3 - Crime Analysis ...... 59 SS.4 - High Risk Incident Response Units ...... 60 SS.5- Forensic Identification Services ...... 63 SS.6 - Persons in Custody ...... 64 SS.7 - Transportation of Persons in Custody ...... 67 SS.8- Records ...... 69 SS.9 -Management of Evidence and Property in Police Control ...... 71 SS.1 0 - Facilities and Equipment...... 72 SS.11 - Media Relations ...... 73
GLOSSARY ...... 74 INDEX ...... 78
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Index
A II F I Agenda ...... 12 Financial ...... 13 Addition ...... 12 Commission ...... 13 Distribution ...... 12 Police Service ...... 19 Alberta Employment Standards Code ...... 4 Freedom of Information and Protection of Privacy Act Alberta Labour Relations Code ...... 4 ...... 4, 6, 8, 9, 11, 13 Alberta Municipal Government Act...... 4 Freedom of Information and Protection of Privacy Alberta Peace Officer (Ministerial) Regulation ...... 4 Regulations ...... 4 Alberta Peace Officer Act, ...... 4 Alberta Peace Officer Regulation ...... 4 Alberta Police Officers Collective Bargaining Act...... 4 J I Alberta Police Service Regulation ...... 4 Approach to Policing ...... 18 Jurisdiction Police Service ...... 18
L I Breach ...... B 10 ' Budget ...... 9, 13, 19 Legal Obligations ...... 4 Bylaw ...... 4, 5, 6, 7, 9 Alberta Employment Standards Code ...... 4 Alberta Labour Relations Code ...... 4 Alberta Municipal Government Act...... 4 c II Alberta Peace Officer Regulation ...... 4 Canadian Charter of Rights and Freedoms ...... 4, 8 Alberta Peace Officer (Ministerial) Regulation ...... 4 Commission Members Alberta Peace Officer Act...... 4 Appointment ...... 7 Alberta Peace Officers Collective Bargaining ...... 4 Selection ...... 7 Alberta Police Service Regulation ...... 4 Committees ...... 9, 11 Bylaw ...... 4 Ad hoc ...... 11 Canadian Charter of Rights and Freedoms ...... 4 Attendance ...... 11 Criminal Code of Canada ...... 4 Chair ...... 11 Freedom of Information and Protection of Privacy Formation ...... '...... 11 Act ...... 4 Standing ...... 11 Freedom of Information and Protection of Privacy Terms ...... 11 Regulations ...... 4 Communication ...... 13 Provincial Policing Standards ...... 4 Complaint ...... 14 Public Inquiry Act ...... 4 Analysis ...... 16 Legislative Obligations ...... 5 Chief of Police ...... 7, 15 Expiration ...... 14 Monitoring ...... 10 M Police Officer ...... 14 Police Services ...... 8, 15 Meetings ...... 11, 12 Policy ...... 8, 15 Member Receive ...... 10 Conduct ...... 8 Recording ...... 1 0 Orientation ...... 9 Reporting ...... 14 Minutes ...... 12 Serious or Sensitive Issues ...... 15 Mission Statement ...... 5 Submission ...... 14 Types ...... 14 Conflict of Interest ...... 8 0 Criminal Code of Canada ...... 4, 7 Order of business ...... 12 Orientation ...... 9
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p R II Personnel Records ...... ?, 13 Commission ...... 11 Remuneralion ...... 9 Police Service ...... 18 Report ...... 10, 11, 12, 13, 14,19 Policy Review ...... 8 Responsibilities ...... 7, 10 Provincial Policing Standards ...... 4, 21 Revocation ...... ?, 8, 10 Public Complain! Director ...... ?, 10 Roles ...... 9, 10 Public Inquiry Act...... 4 s Q I Signing authorily ...... 19 Quarterly Report ...... 13 v
Values ...... 5 Vision Statement ...... 5
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TI-lE CITY OF ~~ADD CITY NAME" BYLAW 14040
AS AMENDED TilE "AI>D CITY NAME" I)OLICE COMMISSION BVLA W
Whereas, pursuant to section '27 or the Police Act, R.S.A. 2000 c. P-17, a municipality that has assumed responsibility for establishing a municipal police service shall establish and maintain an adequate and effective municipal police service under tht: general supervision or a municipal police commission;
And Whereas, pursuant to section 28 of the Police Act, council shall prescribe rules governmg the operations or the municipal police commission and appoint the members;
And Whereas, pursuant to section 28 of the Police Act, council may provide for the payment of reasonable remuneration or a gratuity or allowance to members of the municipal police commission;
And Whereas, pursuant to section 29 of the Police Act, in developing a budget, council may obtain any information from the commission that may be necessary to enable it to assess the efficiency and the financing requirements of the police servtce;
And Whereas, pursuant to section 31 of the Police Act, council is liable for any legal liability that is incurred by the commission;
And Whereas, pursuant to section 31(5) of the Police Act, where a Commission has been established, Council shall not, except as permitted under the Act, perform any function or exercise any power in respect of the Police Service that the Commission is empowered to perform or exercise.
And Whereas, pursuant to section 36 of the Police Act, the commission shall appoint for the police service the chief of police subject to the ratification of council;
And Whereas the Police Act prescribes the powers, duties, functions and constraints of a municipal police commission;
"add city name" City Council enacts: PURPOSE The purpose or this bylaw is to continue the municipal poliCl' commission established in Bylaw 9304, to provide civilian oversight for the police service within the city of "add city name".
DEFINITIONS In this bylaw. unless the context otherwi!>c requires:
(a) "/\cl"means the l'olic:r.: Ac:t. S./\. 2000, c. P-17;
(h) "Chair'' means the individual elected under section 7;
(c) "City" means I he municipal corporation of the City of"add city name";
(d) "City Manager" means the Chief Administrative Officer of the City or his delegate within the meaning of the Municipal Government Act;
(c) "Commission" means the "add city name" Police Commission;
(f) "Council" means the Municipal Council of the City of"add city name";
(g) "Councillor" means an elected member of Council;
(h) "Member" means a person appointed pursuant to section 5 of this bylaw.
RULES FOR 3 The marginal notes and headings in this bylaw are for reference purposes only. INTEPRETATJON
PART II- COMMISSION STRUCTURE
DUTIES 4 ( 1) The "add city name" Police Commission is hereby continued as a municipal police commission for the City of"add city name".
(2) The Commission shall perform all duties and exercise all powers imposed upon it by the Act and this bylaw.
MEMBERSHIP 5 (I) The Commission shall consist of not less than five members and not more than nine members appointed by Council, two of whom may be Councillors or employees of the City.
(2) The members shall be appointed by resolution of Council:
(a) for a term of two years, or
(b) for a term of at least two years to a maximum of three years as required to conform with a calendar year appointment or to accommodate the maximum 6 year term;
provided that any Member may be re-appointed for further terms to a maximum of six (6) consecutive years. (3) Notwithstanding that a Member's term of appointment has expired. nnless the Member suhmits a resignation in writing or as otherwise directed hy Council. the Member shall he deemed to be a Member until he or she is either re-appointed or his or her successor has been appointed.
( 4) II. former Memher is eligible for re-appointment.
(5) Where a vacancy occurs in membership in the Commission by any cause other than the expiration of' the term for which the Member was appointed. Council may appoint a successor to fill the remainder of the term.
(6) Members. other than a Councillor or employee of the City, may be paid such remuneration by the Commission as may be fixed from time to time by Council.
BREACH OF 6 The Commission shall develop a protocol to investigate reported breaches of OATH OF the Oath of Of'fice by a Member and this protocol will: OFFICE (a) include a requirement for a final report to Council of the results of substantiated breaches;
(b) be submitted to Council for review prior to its adoption· and
(c) be made available to the public after its adoption.
PART III -COMMISSION PROCEDURES
GENERAL 7 At the first meeting of the Commission in each calendar year, the Members shall, subject to the Act, elect one of the Members, other than a Councillor or employee of the City, to act as Chair of the Commission and another Member to act as Vice-Chair in the absence of the Chair.
8 (I) The Commission may make such specific assignments to its individual Members and fonn sub-committees as it may from time to time deem necessary.
(2) Sub-committees shall:
(a) be comprised of Members only; and
(b) report back to the Commission for consideration offmdings.
MEETINGS 9 All meetings of the Commission shall be governed according to the following procedures:
(a) Subject to this bylaw and every applicable statute or regulation of the Province of Alberta, the Commission may establish its own rules of procedure governing its meetings, hearings and investigations; (b) Subject to section I!! of /\R :wo 95. Frct'dom t!l fl !lonnation 111111 Protection (!l frimcy Regulation. meetings or the 'ommission shall be open to the public;
(c) In the absence or the Chair. the Vice-Chair shall preside over the meeting, and in the absence or the Vice-Chair, the Commission may elect one or its Members to preside at a meeting;
(d) The Commission shall, unless otherwise resolved by the Commission. meet at least once in each month;
(c) Quorum for a meeting of the Commission is a majority of the existing appointed Members, and Councillors who arc Members shall he counted as "existing appointed members" for the purposes or detcnnining quorum only irthcy arc in attendance at that meeting;
(f) Each Member has one vote; and
(g) 1\ motion is lost when the vote is tied
SPECI/\L I 0 (I) The rules govcming special meetings or the Commission arc as follows: MEETINGS (a) The Chair may call special meetings of the Commission whenever he or she considers it expedient to do so, but shall do so when required in writing by a majority of the Members;
(b) Written notice shall be given of any special meeting stating the time and place, and in general terms the nature of the business to be transacted, and shall be sent to each Member's residence or place of business not less than twenty four hours prior to the meeting;
(c) The Chair may call a special meeting upon shorter verbal notice if all of the Members give their written consent before or at the commencement of the meeting or if all Members are present and resolve to dispense with written consent.
(2) Where a special meeting is called, no business other than the business indicated in the notice may be transacted without the consent of all Members.
PECUNIARY 11 No Member shall participate in any discussion nor vote upon any matter INTEREST that may involve a pecuniary interest within the meaning of the Municipal Government Act.
EXPENSE AND 12 The Commission shall: HOSTING (a) reimburse employees for expenses in accordance with approved City directives and procedures for City employees; and
(b) establish a policy that will define hosting requirements and provide for the reimbursement of member expenses in line with the responsibilities of serving as Commissioners. I)AI~T IV- COMMISSION OI)I~RATIONS: RUDGE~CONTRACTSANDAGREEMENTS
BUDG ET 13 (I) The Commission shall submit a request for a total budget in accordance with City budget procedures.
(2) The Commission shall provide sufficient information to enable Council to determine the financing requirements of the police service, including, if directed by Council, strategic plans, variance reports, capital plans and variance analysis.
CONTRACTUA L 14 (I) The Commission is authorized to approve and enter into all of the AUTHORITY fiJIIowing agreements necessarily incidental to carrying out its statutorily imposed duties:
(a) agreements to purchase goods or retain the services of an individual or corporation and related to the operations of the Commission where the expenditure or revenue is included in an approved budget, and the agreement process conforms with the City's procurement policies, procedures, standards and guidelines;
(b) agreements to initially retain the Chief of Police, which have been ratified by Council;
(c) appointments of police officers, in accordance with the Act;
(d) agreements related to employment of Commission staff where the expenditure or revenue is included in an approved budget.
(2) The Commission may delegate the authority under 14(I)(c) to the Chief of Police.
(3) Notwithstanding 14( 1), agreements for interests in land and insurance shall be entered into in accordance with Bylaw 12005, the City Administration Bylaw.
15 (I) In this section, "Chief of Police" includes a person with authority to enter into agreements on behalf of the Chief of Police.
(2) The Commission is authorized to establish a procurement approval process for the Commission and the "add city name" Police Service relating to agreements for goods and services required in the provision of police services, to be entered into by the "City of "add city name"".
(3) The process established under 15(2) shall be in accordance with approved policies, procedures, standards, and guidelines of the City.
(4) The Chief of Police or the Commission, as the case may be, in accordance with the approval process established under 15(2), shall submit the agreement to: {a) the City Manager if the expenditure or revenue is with in an approved budget, and within the authority of the City Manager under Bylaw 12005. the City Administration Bylaw. or
(b) Council or a Committee of Council.
CONTRA CTUA L ((i The Commission shall every six months or us otherwise directed by Council. REPORTING prepare and submit a report listing:
(a) settlements of all actions. claims or demands against the Commission;
(b) insurable and uninsurable losses; and
(c) all agreements entered into under this bylaw since the previous repm1ing;
of any loss, expenditure. revenue, or payment greater than $100,000, or for an expenditure that exceeds the current budgeted year.
PART V -COMMISSION OPERATIONS: INFORMATION AND RECORDS MANAGEMENT
RECORDS 17 (1) In this section. "Records" includes quotations, contracts. MANAGEMENT correspondence, invoices, vouchers, timesheets, and any other documents that support actions taken by the Commission.
(2) All Records shall be subject to retention and disposition schedules.
(3) Any accounting Records shall be maintained in accordance with generally accepted accounting principles.
COUNCIL 18 In order to assess the efficiency of the police service in respect of the funds REQUEST FOR provided by Council: INFORMATION (a) Council may request the Commission to provide a written or verbal report to a City Council meeting;
(b) Council may request Records from the Commission and the Commission shall provide the Records requested; and
(c) Council may direct the City Auditor or external auditors to audit any Records provided. Agenda Item # 7 .D)
TABER MUNICIPAL POLICE COMMISSION Commission Request For Decision
Subject: Taber Municipal Police Date of January 16, 2013 Commission: Agenda: Setting Regular Meeting Dates for 2013 Prepared By: Kerry Van Ham, Council & CAO Assistant Attachments: None Budget: If Over Budget, what is alternate funding source? Expense: Topic: Setting Regular Meeting Dates for 2013
The Taber Municipal Police Commission Policy Manual, Section 2.13(1) states:
·~t the first meeting of the year, the chair shall schedule all meetings occurring in that year. The yearly schedule is made public. The meetings general occur the J'd Wednesday of each month, excepting July, August and December or at the discretion of the Chair. Unless notified one (1) week in advance, all meetings begin at 4:30 PM in Council Chambers. The commission may choose to hold meetings at differing places within the community. "
• •
0 1. That the Taber Police Commission sets the schedule of the Regular Meetings of -c the Taber Municipal Police Commission for 2013 to be the 3rd Wednesday of .... each month, excepting July, August and December. Unless notified one (1) 0-· week in advance, all meetings begin at 4:30 PM in the Council Chambers of the :::J Town of Taber Administration Building, although the Commission may choose to tn • • hold meetings at differing places within the community.
Recommendation: Option #1 - That the Taber Police Commission sets the schedule of the Regular Meetings of the Taber Municipal Police Commission for 2013 to be the 3rd Wednesday of each month, excepting July, August and December. Unless notified one (1) week in advance, all meetings begin at 4:30 PM in the Council Chambers of the Town of Taber Administration Building, although the Commission may choose to hold meetings at differing places within the community.
Approval Date: January 11, 2013 CAO:~ Agenda Item #8. A)
TABER MUNICIPAL POLICE COMMISSION Commission Request For Decision
Subject: Police Chief Rudd's Report Date of January 16, 2013 Agenda: Prepared By: Kerry Van Ham, Council & CAO Assistant Attachments: Report Budget: If Over Budget, what is alternate funding Expense: source? Topic: Police Chief Rudd's Report
Dl Police Chief Rudd's Report to January 16, 2013 and Stats for December 2012. D) n cc..,~ 0 &: c.::l • •
0 1. That the Taber Police Commission accepts Police Chief Rudd's Report and -c... Stats for information . 0-· ::l t/) • •
Recommendation: Option #1- That the Taber Police Commission accepts Police Chief Rudd's Report and Stats for information.
Approval January 11, 2013 CAO:~ Date: CHIEF OF POLICE REPORT TO COMMISSION 13JAN16
CASES OF INTEREST
A 44 year old female began wandering during a mental health episode and could not be located. She was not dressed for the weather. A team ofTPS officers supported by auxiliary commenced searching in areas where she might go. She was located in an unresponsive state in a local neighborhood yard. Medical intervention was just in time to preserve life.
COMMUNITY RELATIONS Provide MC duties Lethbridge Silver Orchestra at Coaldale Ladies Night Out fund raiser Officer presentation at Town staff Christmas party Change of Command Air Cadets Squadron Regimental Dinner Boards- Taber & District Adult Learning, Safe Haven Women Shelter
FINANCES See report attached A business proposal to provide equipment for the API3 roll out has resulted in a grant of $57K
EQUIPMENT Repairs completed to stair treads in both stair wells due to broken and about to break stair nosing
PERSONNEL Maternity leave scheduled for January position has been filled P/T dispatcher training continuing Cst Chris Nguyen serves in the CF Military Cadet Program and was recently promoted to 2"d Lieutenant and installed as the Commander of Royal Canadian Air Cadets 225 Taber Comet Squadron Inspector Abela to be honoured with the Spirit of Taber Award at the annual Chamber of Commerce dinner
COURT REPORT No concerns. We continue to meet with Alberta Justice Crown Attorneys as part of on-going quality assurance
OPERATIONAL CPIC audit has been successfully completed. A report indicates '0' invalid, a record which is rarely achieved. Hosting 'Operation Pipeline' training in April for all agencies Completed investigative, report and note writing in-service training API3 training scheduled for January/February joint training for both BTPS and TPS- underway as of 13JAN07 TPS supports Carleton University research project in regards to their police sustainability study TPS participates in Public Service Canada survey on police performance metrics as part of the economics of policing study
BUSINESS PLAN TRACKING Philosophy- Investigation & Response/ Goal- Improve investigational capacity: random sample of files reviewed identified several areas for improvement of reporting quality, recommendations implemented by supervisors MAYOR'S REPORT 2012 Ja Fe Ma Ap Ma Ju Jl Au Se Oc No De YTD YTD 2012 2011 TRAFFIC - Impaired Operation/Related Offences 8 9 5 6 3 4 7 5 3 3 4 3 60 67 - Dangerous Operation of Motor Vehicle 2 0 0 0 0 1 3 0 2 0 0 0 9 6 - Traffic collisions 7 17 11 14 9 10 16 13 16 14 22 18 174 154 - Other criminal code 4 0 1 0 1 0 0 2 0 4 1 2 16 17 - Provincial Traffic Offences 180 178 214 192 230 185 206 224 135 180 219 117 2298 2240
II LIQUOR ACT 13 I 1o I 7 I 17 I 1 o I 16 I 18 I 23 I 12 I 11 I 6 I 13 I 16o II 143
OTHER CRIMINAL CODE - Other criminal code 14 25 25 22 31 34 29 47 32 28 24 29 337 329 - Offensive weapons 0 2 2 1 0 1 0 0 1 0 2 0 11 6 - Corruption (Public Mischief) 0 0 1 1 0 0 0 2 0 1 1 0 7 3
DRUG ENFORCEMENT - Trafficking 0 2 2 5 1 2 0 2 1 1 3 0 21 19 - Possession 6 4 6 7 3 1 7 7 5 2 2 1 55 47 -Other 5 2 4 3 1 2 2 4 4 1 4 1 31 28
CRIMES AGAINST A PERSON - Sexual offences 1 4 0 1 0 1 1 3 2 4 2 0 23 10 - Robbery/Extortion/Harassment /Threats 5 8 10 5 8 9 3 5 5 5 7 7 86 61 - Offences Related to Death (Murder/Attempt murder) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 - Kidnapping/Hostage/Abduction 0 0 0 0 0 0 0 0 0 0 0 2 3 4 -Assaults 1 6 8 10 9 4 9 7 7 6 1 9 93 110
CRIMES AGAINST PROPERTY - Theft under $5000 12 10 11 13 12 11 10 17 20 9 12 6 159 177 - Theft over $5000 2 1 2 3 1 2 3 1 2 4 4 3 32 21 - Possession of Stolen Goods 0 1 0 1 0 2 0 1 0 1 0 2 11 12 -Fraud 5 0 5 1 2 2 0 2 3 7 3 6 39 43 - Break and Enter 3 2 3 2 1 0 5 1 6 2 9 2 35 40 -Arson 0 1 0 0 0 1 0 0 0 0 1 0 4 0 -Mischief 11 14 27 15 13 7 25 24 12 15 10 11 197 171
BYLAW -Traffic 1 1 2 1 6 2 1 5 2 3 10 2 40 55 -Other (non-traffic calls) 17 29 41 33 39 35 54 40 40 15 27 25 435 310 CPIC ACTIVITY END DEC 2012 FUNCTION Entries 2804 2530 Modifications 1757 1246 Removals 1714 1481 Queries 32911 32405
Taber 9-1-1 Activity End DEC 2012
Type of Call Answered within Standard (Under 15 Seconds) 51 1 Line 9-1-1 (182) 1 1 '. 2nd Line 9-1-1 6 I I' .
Hours 125 (includes Christmas- New Years) 82
67 (48 Com Ops) 71 185 Agenda Item # 8. B)
TABER MUNICIPAL POLICE COMMISSION Commission Request For Decision
Subject: Financial Information to November Date of January 16, 2013 30, 2012 Agenda: Prepared By: Kerry Van Ham, Council & CAO Assistant Attachments: Reports Budget: If Over Budget, what is alternate funding source? Ex~ense: Topic: Financial Information to November 30, 2013
m Reports of the financial information for the month ending November 30, 2013, have been D) n included for information. cc~ ac: ::s c. • •
0 1. That the Taber Police Commission accepts the Financial Information to "C,... November 30, 2013, for information. -· 0::s tn • •
Recommendation: Option #1 - That the Taber Police Commission accepts the Financial Information to November 30, 2013, for information.
Approval Date: January 11 , 2013 CAO~ Town of Taber Police Department For the Eleven Months Ending November 30, 2012
2010 2010 2011 2011 2012 2012 Annual Actual YTD Annual Actual YTD Total Actual Percentage Account Description Actual Comparison Actual Comparison Budget YTD Variance Used
Revenues: 1-21-10-340-0000 Sales to Provincial Government (5,800.00) (5,800.00) 0.00 0.00 0.00 0.00 0.00 0.00% 1-21-10-412-0000 Sales of Services (110,577.64) (104,494.25) (93,788.88) (85,055.86) (95,000.00) (123,548.29) 28,548.29 130.05% 1-21-10-440-0030 Sale of Contracted Services - Dispat 0.00 0.00 (10,000.00) (10,000.00) (10,000.00) (10,000.00) 0.00 100.00% 1-21-10-531-0010 Fines (195,773.74) (164,371.40) (372,758.43) (292,665.25) (386,500.00) (493,956.56) 107,456.56 127.80% 1-21-10-539-0000 Other Fines (3,220.00) (3,045.00) (3,070.00) (2 ,720.00) (4,750.00) (2,750.00) (2,000.00) 57.89% 1-21-10-590-0000 Sundry Revenue (65.00) (65.00) 0.00 0.00 0.00 (53.35) 53.35 0.00% 1-21-10-840-0010 Transfers from Provincial Gov Condi (362,568.00) (337,568.00) (362,226.00) (362,226.00) (362,500.00) (363,252.00) 752.00 100.21% 1-21-10-920-0000 Contributions from Operating Reserv 0.00 (532.63) 0.00 0.00 0.00 0.00 0.00 0.00%
1??????? Total Revenues (678,004.38) (615,876.28) (841,843.31) (752,667.11) (858,750.00) (993,560.20) 134,810.20 115.707o --
Expenditures: 2-21-10-110-0000 Salaries - Out of Scope 230,491 .33 207,666.05 248,917.42 224,231.21 250,224.00 220,442.57 29,781.43 88.10% 2-21-10-111-0000 Police Assoc Wages - Full Time 967,278.26 899,090.89 1,094,354.22 980,739.45 1,062,340.00 965,909.17 96,430.83 90.92% 2-21-10-113-0000 CUPE Wages - Full Time Clerical 287,611 .26 266,345.40 288,535.77 255,796.92 350,081.00 294,455.37 55,625.63 84.11% 2-21-10-114-0000 CUPE Wages - Part Time Clerical 127,075.54 115,886.72 130,819.22 122,111.10 58,548.00 75,239.68 (16,691.68) 128.51% 2-21-10-117-0000 CUPE Wages - Casual 0.00 0.00 41 .36 7.42 0.00 0.00 0.00 0.00% 2-21-10-117-0010 CUPE Wages - Casual Guards 42,681 .79 37,098.87 0.00 0.00 0.00 0.00 0.00 0.00% 2-21-10-118-0000 CUPE Wages - Casual Guards 0.00 0.00 50,489.12 44,601.07 63,240.00 58,971.11 4,268.89 93.25% 2-21-10-130-0000 Employer Statutory & Benefits Contri 332,580.66 310,934.50 388,571.39 352,375.36 420,323.00 374,593.78 45,729.22 89.12% 2-21-10-143-0000 Moving Allowances I Expenses 0.00 0.00 5,000.00 5,000.00 0.00 0.00 0.00 0.00% 2-21-10-148-0000 Training - In Service 130.16 130.1 6 0.00 0.00 0.00 0.00 0.00 0.00% 2-21-10-211-0000 Travel and Subsistence 17,403.25 16,1 42.1 8 8,468.74 7,916.02 14,000.00 11,200.15 2,799.85 80.00% 2-21-10-211-0001 Travel and Subsistence 3,520.36 3,025.50 1,103.06 1,1 03.06 5,000.00 1,658.63 3,341.37 33.17% 2-21-10-213-0000 Training - External 9,170.19 11 ,093.48 3,117.12 2,994.1 2 19,050.00 4,381.56 14,668.44 23.00% 2-21-10-214-0000 Memberships, Conferences, Registr. 7,035.00 7,035.00 16,170.00 16,170.00 6,900.00 4,333.88 2,566.12 62.81 o/o 2-21-10-215-0000 Express, Cartage, Freight 2,883.80 2,728.94 2,474.43 2,425.93 2,500.00 2,655.63 (155.63) 106.23% 2-21-10-216-0000 Postage 610.93 484.04 528.84 476.16 1,000.00 504.93 495.07 50.49% 2-21-10-217-0001 Communications -Telephone Land L 11 ,350.41 10,570.86 11 ,660.35 10,811 .78 15,210.00 11,199.30 4,010.70 73.63% 2-21-10-217-0002 Communications - Telephone Mobile 5,877.08 5,356.77 6,081 .54 5,666.50 10,640.00 5,497.08 5,142.92 51 .66o/o 2-21-10-217-0003 Communications - Data 134.14 0.00 357.71 357.71 0.00 447.15 (447.15) 0.00% 2-21-10-221-0000 Advertising, Promotion, Public Relati 1,840.74 1,722.31 3,758.35 3,552.45 3,600.00 4,819.41 (1,219.41) 133.87% 2-21-10-223-0000 Subscriptions and Publications 408.08 408.08 641 .86 641.86 500.00 472.34 27.66 94.47% 2-21-10-232-0000 Professional Services - Legal 2,213.98 2,21 3.98 0.00 0.00 500.00 0.00 500.00 0.00% 2-21-10-234-0000 Professional Services - Inspections l 0.00 0.00 0.00 101.96 0.00 0.00 0.00 0.00% 2-21-10-235-0000 Professional Services - Managemen1 25.00 25.00 300.00 300.00 1,000.00 803.28 196.72 80.33% 2-21-10-236-0000 Professional Services - Information 1 4,746.00 4,746.00 7,924.00 7,924.00 13,600.00 11,524.00 2,076.00 84.74% 2-21-10-239-0000 Professional Services - Other 1,145.00 690.00 100.00 100.00 0.00 2,790.00 (2,790.00) 0.00% 2-21-10-252-0010 Contracted Repairs, Maintenance - E 3,007.80 2,517.80 1,545.46 1,443.50 5,000.00 1,256.00 3,744.00 25.1 2% 2-21-10-252-0020 Contracted Repairs, Maintenance - E 31 ,108.42 28,545.06 28,020.00 25,685.00 28,020.00 25,685.00 2,335.00 91 .67% 2-21-10-253-0010 Contracted Repairs, Maintenance - ~ 9,480.82 9,373.1 6 6,510.43 6,510.43 11,154.00 7,634.07 3,519.93 68.44% 2-21-10-255-0010 Contracted Repairs, Maintenance - \ 12,814.90 12,437.86 9,918.22 9,1 66.88 10,000.00 13,286.41 (3,286.41) 132.86% 2-21-10-256-0010 Contracted Repairs, Maintenance - l 0.00 0.00 0.00 0.00 0.00 236.40 (236.40) 0.00% 2-21-10-259-0010 Contracted Repairs, Maintenance - C 214.00 214.00 22.00 22.00 0.00 0.00 0.00 0.00% 2-21-10-262-0000 Rental/ Lease of Building 110.00 11 0.00 55.00 55.00 0.00 0.00 0.00 0.00% 2-21-10-263-0000 Rental/ Lease of Equipment & Fumi 7,588.90 5,669.74 20,058.05 19,578.34 12,600.00 14,822.94 (2,222.94) 117.64% 2-21-10-263-0010 Rental/ Lease of Uniforms & Covera 724.00 724.00 0.00 0.00 0.00 0.00 0.00 0.00% 2-21-10-265-0000 Rental/ Lease of Vehicle 1,143.70 1,1 43.70 145.80 145.80 1,500.00 2.740.33 (1,240.33) 182.69% 2-21-10-271-0000 Licenses and Permits 4,424.65 4,424.65 4,316.50 4,316.50 4,500.00 1,951 .83 2,548.17 43.37% 2-21-10-274-0000 Insurance Premiums 19,302.00 19,302.00 17,306.46 17,306.46 18,970.00 14,698.48 4,271 .52 77.48% 2-21-10-280-0000 Uniform and Clothing Alterations 0.00 0.00 618.00 618.00 0.00 552.00 (552.00) 0.00% 2-21-10-290-0000 Towing 705.00 705.00 837.50 537.50 800.00 1,195.00 (395.00) 149.38o/o 2-21-10-351-0000 Purchases from Local Government 0.00 0.00 60,833.12 46,460.00 96,000.00 70,460.36 25,539.64 73.40% 2-21-10-511-0000 Stationery, Office Supplies 10,404.36 10,004.80 9,408.63 9,190.03 12,000.00 9,394.98 2,605.02 78.29% 2-21-10-512-0000 Clothing & Boots 11,300.59 7,735.23 17,793.60 13,546.75 12,000.00 4,266.11 7,733.89 35.55% 2-21-10-513-0000 Janitorial Supplies 1,421 .81 1,400.97 940.99 940.99 2,500.00 829.46 1,670.54 33.18% 2-21-10-515-0000 Catered or Purchased Foods 1,184.31 1,141.17 463.64 414.91 650.00 538.86 111 .14 82.90% 2-21-10-516-0000 Pharmaceutical & First Aid 292.94 51.87 500.37 449.83 1,000.00 416.63 583.37 41 .66% 2-21-10-517-0000 Promotional Materials 230.50 30.50 734.15 734.15 500.00 283.45 216.55 56.69% 2-21-10-519-0000 General Goods and Supplies - Other 239.29 235.30 3,539.64 3,499.64 6,000.00 572.75 5,427.25 9.55% 2-21-10-521-0000 Gas, Oil, Antifreeze, Etc. 19,743.27 18,048.17 24,707.44 23,129.11 25,000.00 26,475.74 (1,475.74) 105.90% 2-21-10-522-0000 Tires & Batteries 0.00 0.00 1,681 .09 1,681.09 5,000.00 2,186.12 2,813.88 43.72% 2-21-10-523-0000 Machine & Equipment Parts 7,653.08 6,101.33 718.97 561 .19 1,500.00 1,064.78 435.22 70.99% 2-21-10-523-0010 Vehicle Parts 0.00 0.00 1,812.37 1,812.37 0.00 0.00 0.00 0.00% 2-21-10-523-0020 Building Furnishings & Supplies 0.00 0.00 100.00 100.00 1,600.00 1,201.45 398.55 75.09% 2-21-10-523-0030 Computer Equipment & Supplies 0.00 0.00 1,002.34 1,002.34 0.00 787.61 (787.61 ) 0.00% 2-21-10-524-0000 Small Equipment and Tools 13,234.00 12,910.10 14,918.70 14,780.00 19,425.00 12,469.24 6,955.76 64.19% 2-21-10-531-0000 Chemicals, Salt, Etc. 0.00 0.00 0.00 0.00 0.00 8.49 (8.49) 0.00% 2-21-10-535-0000 Paving, Curb, Sidewalk Materials 209.30 209.30 0.00 0.00 0.00 0.00 0.00 0.00% 2-21-10-538-0000 Building, Plumbing and Electrical Su1 4,787.74 4,776.96 5,253.44 5,171 .79 2,000.00 1,592.29 407.71 79.61% 2-21-10-543-0000 Natural Gas 5,257.28 4,141.88 5,202.34 4,257.10 5,300.00 3,709.74 1,590.26 70.00% 2-21-10-544-0000 Electricity 18,902.21 17,019.72 21,538.68 19,291.43 21,000.00 19,315.39 1,684.61 91 .98% 2-21-10-680-0000 Loss (Gain) on Disposal of Capital A (1 ,829.50) 0.00 (576.00) 0.00 0.00 0.00 0.00 0.00% 2-21-10-690-0000 Amortization 128,000.00 120,155.75 119,472.00 108,674.50 119,472.00 109,516.00 9,956.00 91 .67% 2-21-10-940-0000 Contributions to Capital Fund 49,881 .75 40,700.00 44,400.00 40,700.00 67,100.00 61,508.26 5,591.74 91 .67%
2??????? Total Expenditures 2,417,750.08 2,233,224.75 2,693,213.43 2,427,186.71 2,788,847.00 2,462,555.19 326,291 .81 88.307o
Net Operating 1,739,745.70 1,617,348.47 1,851 ,370.12 1,674,519.60 1,930,097.00 1,468,994.99 461,102.01 76.11 % ======Town of Taber Bylaw Enforcement For the Eleven Months Ending November 30, 2012
2010 2010 2011 2011 2012 2012 Annual ActuaiYTD Annual ActuaiYTD Total Actual Percentage Account Description Actual Comparison Actual Comparison Budget YTD Variance Used
Revenues: 1-26-10-415-0000 Sale of Materials and Supplies 0.00 (176.06) 0.00 0.00 0.00 0.00 000 0.00% 1-26-10-525-0010 Licenses Animal Control Dogs (4,205.00) (3,930.00) (3,455.00) (3,125.00) (5,500.00) (2.695.00) (2,605 00) 49.00% 1-26-10-525-0020 Licenses Animal Control Cats (60.00) (60.00) (46.00) (31.00) (100.00) (121.00) 21 .00 121.00% 1-26-10-531-0010 Fines (1.113.00) (613.00) (4,576.00) (4,407.00) (1,000.00) (5.494.00) 4,494.00 549.40% 1-26-10-532-0010 Fines Animal Control Dogs (4,646.65) (4,596.65) (4.905.00) (4.655.00) (6,000.00) (4,195.00) (3.605.00) 52.44% 1-26-10-532-0020 Fines Animal Control Cats 0.00 0.00 0.00 0.00 (200.00) 0.00 (200.00) 000% 1-26-10-590-0000 Sundry Revenue (3,660.00) (3,610.00) (100.00) (100.00) (4.500.00) 0.00 (4.500.00) O.OOo/o 1-26-10-591-0000 Donations and Gifts (640.00) (590.00) (1,465.00) (1,090.00) 0.00 (400.00) 400.00 0.00% 1-26-10-830-0010 Transfers from Federal Gov Cond~ior 0.00 0.00 (2.464.00) (3,561.74) 0.00 (2,573.05) 2,573 05 0.00%
1??????? Total Revenues (14,726.65) (13,579.91) (17,033.00) (16.969.74) (19.300.00) (15,476.05) (3,621.95) 60.20%
Expend~ures : 2-26-10-115-0000 CUPE Wages- Full Time Outside 61,226.24 54,646.24 46.259.44 40.995.34 61,560.00 47,710.99 13,649.01 77.50% 2-26-10-117-0000 CUPE Wages - Casual 30,206.76 29,119.10 29.701.66 29.701.66 25.200.00 21,471.13 3.726.67 65.20% 2-26-10-130-0000 Employer Statutory & Benef~s Contrit 12,777.40 12,143.14 11.434.66 10,043.72 16,694.00 15,223.71 1,470.29 91.19% 2-26-10-211-0000 Travel and Subsistence 1,762.90 1,762.90 352.76 352.76 1,000.00 0.00 1,000.00 000% 2-26-10-213-0000 Training - External 3,192.42 3.192.42 3,550.00 3,550.00 0.00 432.00 (432.00) 0.00% 2-26-10-214-0000 Memberships, Conferences. Registra 0.00 0.00 100.00 100.00 500.00 0.00 500.00 0.00% 2-26-10-215-0000 Express, Cartage, Freight 0.00 0.00 91 .34 91.34 350.00 42.02 307.98 12.01% 2-26-10-216-0000 Postage 67.20 65.49 14.23 14.23 200.00 9.15 190.65 4.58% 2-26-10-217-0002 Communications- Telephone Mobile 1,156.49 1,056.92 970.62 675.25 1,350.00 961.74 388.26 71.24% 2-26-10-221-0000 Advertising, Promotion. Public Relatic 306.70 306.70 650.90 650.90 600.00 0.00 600.00 0.00% 2-26-10-232-0000 Professional Services - Legal 0.00 0.00 0.00 0.00 0.00 617.50 (617.50) 0.00% 2-26-10-238-0010 Professional Services -Veterinary Do 6,060.60 7,149.60 203.30 203.30 0.00 0.00 0.00 0.00% 2-26-10-236-0020 Professional Services -Veterinary Ca 14,167.56 11,965.36 10,365.13 6.410.59 15.000.00 14,663.46 336.54 97.76% 2-26-10-239-0000 Professional Services - Other 40.66 40.66 18.493.23 16,553.23 22.200.00 20,995.00 1.205.00 94.57% 2-26-10-252-0010 Contracted Repairs, Maintenance - B 0.00 0.00 95.00 95.00 750.00 235.00 515 00 31 .33% 2-26-10-253-0010 Contracted Repairs. Maintenance - M 225.95 225.95 11 .67 11.67 500.00 160.00 34000 32.00% 2-26-10-255-0010 Contracted Repairs, Maintenance - V 962.10 962.10 923.56 621 .43 2.000.00 1,677.99 122.Q1 93.90% 2-26-10-259-0010 Contracted Repairs, Maintenance - 0 0.00 0.00 963.63 963.63 000 260.00 (260.00) 0.00% 2-26-10-263-0010 Rental/ Lease of Uniforms & Coveral 196.55 166.25 160.41 160.41 0.00 0.00 000 0.00% 2-26-10-271-0000 Licenses and PermHs 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00% 2-26-10-274-0000 Insurance Premiums 5,760.00 5,760.00 5,311.46 5,311 .46 5,390.00 4,119.66 1,270.32 76.43% 2-26-10-511-0000 Stationery, Office Supplies 136.13 136.13 1,646.30 1.646.30 800.00 436.20 363.60 54.53% 2-26-10-512-0000 Clothing & Boots 1,541 .56 1,541 .56 1,705.46 1,705.46 1,000.00 129.10 670.90 12.91 % 2-26-10-513-0000 JanHorial Supplies 140.96 46.96 24.07 24.07 200.00 0.00 200.00 0 00% 2-26-10-516-0000 Pharmaceutical & First Aid 11 .95 11.95 0.00 0.00 0.00 0.00 0.00 0.00% 2-26-10-519-0000 General Goods and Supplies - Other 571 .61 571 .61 456.26 0.00 600.00 000 600.00 0 00% 2-26-10-521-0000 Gas, Oil, Antifreeze, Etc. 2.657.06 2,663.26 2,605.71 2.735.91 3,500.00 3,153 50 346.50 90.10% 2-26-10-522-0000 Tres & Batteries 0.00 0.00 604.00 604.00 1.500.00 0.00 1,500.00 0.00% 2-26-10-523-0000 Machine & Equipment Parts 201 .99 201 .99 19.90 19.90 0.00 27.46 (27.46) 0.00% 2-26-10-523-0010 Vehicle Parts 0.00 0.00 0.00 0.00 0.00 25.76 (25.76) 0.00% 2-26-10-523-0020 Building Furnishings & Supplies 0.00 0.00 0.00 0.00 0.00 96.99 (96.99) 0.00% 2-26-10-524-0000 Small Equipment and Tools 51.22 51 .22 629.34 629.34 800.00 439.67 360.13 5496% 2-26-10-525-0000 Safety Equipment and Supplies 0.00 0.00 0.00 0.00 0.00 52.36 (52.36) 0.00% 2-26-10-536-0000 Building, Plumbing and Electrical Sup 606.02 606.02 245.96 241.65 500.00 612.66 (112.66) 122.53% 2-26-10-690-0000 Amortization 3,702.00 3,393.50 3,702.00 3,393.50 3,702.00 3.393.50 306.50 91 .67% 2·26-10-817-0000 Cancellation of Uncollectable Accoun 250.00 0.00 0.00 0.00 0.00 57.00 (57.00) 0.00% 2-26-10-940-0000 Contributions to Cap~al Fund 33,500.00 30,709.00 33,500.00 30,706.37 33,500.00 30,706.37 2.791.63 91 .67%
2??????? Total Expend~ures 163,646.31 166,686.49 175,214.48 160.614.66 199,396.00 166,134.16 31.261.64 64.32%
Net Operating 169,121 .46 155,306.56 158,181.46 143,844.92 160,096.00 152,656.11 27.439.69 64.76% ======