Toronto executive summary, 1992-05-28

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Executive summary of 1992 environmental scan and 1993 force goals and objectives, 1992 May 28.

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EXECUTIVE SUMMARY
OF THE
1992 ENVIRONMENT AL SCAN
AND
1993 FORCE GOALS AND OBJECTIVES
May 28, 1992
METROPOLITAN TORONTO POLICE
CORPORATE PLANNING UNIT
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METRO POLIT AN TORONTO POLICE
EXECUTIVE SUMMARY
OF THE
1992 ENVIRONMENT AL SCAN
AND
1993 FORCE GOALS AND OBJECTIVES
May 28, 1992
© METRO POLIT AN TORONTO POLICE
CORPORATE PLANNING UNIT
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BEYOND2000
AND THE
1993 FORCE GOALS AND OBJECTIVES
In 1993, the Metropolitan Toronto Police Force will begin to implement the first
phase of the Beyond 2000 long-range plan. This year's annual process of planning
Force goals and objectives, and unit strategies, must ensure consistency with the
long-range plan. Although implementation of the Beyond 2000 vision will take
several years, the corporate goals and objectives have been designed so that the 1993
service priorities are compatible with the Beyond 2000 principles.
The foundation of the Beyond 2000 vision is neighbourhood policing. This is an
extension of the community-based policing strategies implemented by the Force in
recent years. Both require the development of closer ties with members of the
public for joint priority-setting and problem-solving. Both require co-operation with
a variety of agencies and organizations in developing a range of strategies to address
high priority safety concerns.
Neighbourhood policing will ensure that police resources and support systems are
organized and allocated to strengthen the relationships between police and the
people who live and work within specific geographic areas. This is a recognition of
the cosmopolitan nature of the people of Metropolitan Toronto and the diversity of
its many neighbourhoods. It is a given that not only will the problems and
challenges vary in different neighbourhoods, but the priorities of the people and the
solutions will also differ. Decentralized decision-making and flexibility in service
delivery are essential.
Neighbourhood officers will be the most important resource in the delivery of police
service. These officers will be expected to get to know the members of ethnic/racial
communities and diverse groups living within the neighbourhoods to which they are
assigned. They will work closely with representatives of various communities and
groups to enhance public safety. The management, support and specialized services
of the police force will facilitate the work of the neighbourhood officer.
The implementation of Beyond 2000 will begin during 1993 and will be phased in
over several years. Activities and programs introduced during the last few years
consistent with the philosophy of enhanced responsiveness to public needs and
mutual problem-solving will be continued and strengthened.
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GOAL 1: ENHANCE THE SAFE1Y AND SECURI1Y OF THE PUBLIC AND
ADDRESS RELATED CONCERNS AND PRIORITIES
Objectives:
1. COMMUNITY CO-OPERATION IN CRIME PREVENTION
Promote police and community co-operation in crime prevention
to reduce risks, minimize violence and address fears.
2. PRIORITIZE RESOURCES FOR EFFECTIVE RESPONSE
Identify, with the community on an on-going basis, areas with the
greatest need for police service, and prioritize resources to enhance
the safety of individuals and property through law enforcement,
informatio'n sharing, joint problem-solving and inter-agency co
operation.
3. PREVENTION OF VIOLENCE AGAINST GROUPS AT SPECIAL RISK
Involve the community to develop and strengthen special
prevention, public education and officer training programs designed
to prevent violence against groups at special risk due to age,
gender, ethnicity, race, religion, sexual orientation or other specific
circumstances.
4. REDUCED DRUG DEMAND AND SUPPLY
Reduce demand for drugs through co-ordinated prevention and
education efforts with all levels of government, community
organizations and agencies; reduce supply and related violence
through continued investigative and enforcement activities.
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GOAL 2: ENHANCE RESPONSIVENESS TO COMMUNITY NEEDS
Objectives:
1. NEIGHBOURHOOD POLICING
Begin modifications across the Force to ensure that neighbourhood
policing is effectively launched in accordance with the Beyond 2000
implementation schedule.
2. ALTERNATE RESPONSE MECHANISMS (LOW PRIORITY CALLS)
Continue to develop alternate methods of response, where possible,
for lower priority calls for service.
3. PARTNERSHIP, PRIORITY-SEITING AND PROBLEM-SOLVING WITH
PUBLIC
Strengthen partnerships with neighbourhood representatives to help
establish local priorities, solve local problems and evaluate the
results of co-operative efforts.
4. TIES WITH DIVERSE GROUPS, ABORIGINAL PEOPLES AND ETHNIC/
RACIAL COMMUNITIES
Continue to build ties for co-operative problem-solving with
members of diverse groups, aboriginal peoples and ethnic/racial
communities.
5. INTER-AGENCY ALLIANCES
Establish alliances with other service providers and community
organizations to address mutual community concerns, such as
family violence, drug use and youth issues.
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GOAL 3: MANAGE RESOURCES TO DELIVER EFFECTIVE SERVICE
CONSISTENT WITH EXTERNAL AND INTERNAL NEEDS
Objectives:
1. HUMAN RESOURCES
Enhance the capability of the human resources of the organization
to meet the changing expectations in the delivery of police services
by:
(a) Effective Performance Management
Implement performance management and appraisal systems which
recognize the full range of job and skill requirements and the need
for creative problem-solving.
(b) Training. Development and Education
Supply training and educational opportunities to ensure on-going
skill development is compatible with changing job requirements
and the long-term career development of the individual employee.
Provide training to emphasize skills to enhance positive relations
and effective service to groups at special risk, diverse groups,
aborignal peoples and ethnic/racial communities.
(c) Quality of Work Life
Enhance the quality of work life for members by supporting
participatory management practices; encouraging innovation and
creativity; providing a supportive working environment where
employee contributions are a valued and integral part of decision
making; and continuing the development of workplace harassment
policies.
( d) Occupational Health and Safety
Continue the corporate development and implementation of
occupational health and safety policies, procedures and programs.
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2. FINANCIAL RESOURCES
Ensure fiscal responsibility by:
(a) Cost-Effective Measures
Ensure all levels of staff initiate and adhere to cost-effective
measures.
Optimize use of resources by joining with other levels of
government, their agencies and the community to achieve more
cost-effective service delivery.
(b) Targeting Spending to Objectives
Ensure that program funding and spending is consistent with
priorities derived from the Force's goals and objectives.
( c) Budget Control
Continue to develop policies and procedures to ensure that
adequate budget controls and measurements are maintained at the
unit level and are consistent with Force priorities.
3. TECHNOLOGY AND INFORMATION RESOURCES
(a) Networks and Information Access
Continue to develop information systems capable of supporting
neighbourhood policing in a decentralized environment by
providing tools to make members more productive and responsive
to service public needs.
(b) Metropolis
Continue the implementation of the Metropolis long-term
technology strategy which addresses the information needs of the
Force in a complete, accurate, timely, force-wide and secure
system.
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GOAL 4: ENHANCE OUR ABILITY TO ANALYZE, PREVENT AND SOLVE
CRIME
Objectives:
1. INFORMATION AND COMMUNICATION
Utilize networks and information systems to better analyze crimes
and related problems and to assist in problem-solving.
2. PUBLIC EDUCATION
Develop mechanisms for on-going communication with the public
about crime trends and appropriate prevention measures.
3. TRAINING
Strengthen the professional crime-solving skills of appropriate
personnel by ensuring that they receive training (provided in-house
or by other agencies) in the most up-to-date techniques.
4. CO-ORDINATION AND CO-OPERATION WITH OTHER AGENCIES
Develop and maintain on-going links with other agencies and
organizations on a local, national, and international level in the
analysis and investigation of crimes.
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GOAL 5: CO-ORDINATE EFFORTS FOR TRAFFIC MANAGEMENT AND
URBAN DESIGN
Objectives:
1. ENVIRONMENTAL DESIGN FOR PUBLIC SAFETY
Participate in co-ordinated planning and environmental design
activities at the local and municipal levels so that public safety and
related community concerns are addressed and dangers and hazards
are minimized throughout Metropolitan Toronto.
2. COMMUNITY PARTNERSHIP FOR TRAFFIC SAFETY
li1 co-operation with community representatives, develop or
enhance special traffic programs designed to improve driver and
pedestrian education, with an emphasis on traffic safety.
3. TRAFFIC POLICIES TO ADDRESS CONGESTION
Work with various levels of government and community
representatives to encourage the development of traffic
management policies to reduce traffic congestion and improve
public safety.
4. INTER-FORCE CO-ORDINATION OF TRAFFIC PROGRAMS
Maximize effectiveness of traffic programs by inter-force co
operation.
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I. DEMOGRAPHIC AND SOCIAL TRENDS
Information on demographic and social trends is a necessary, although not
sufficient, basis for good planning. This type of information enables the
identification of areas where changes are likely to occur. The task for the
planner is then to relate these population and social changes to possible service
needs: what are the implications for cu"ent and future decisions regarding
delivery of police service, provision of programs, allocation of resources, and so
on.
Highlights
• Assuming a medium growth scenario, the population of Metropolitan Toronto is
expected to increase from 2.2 million in 1986 to 2.5 million in 2011.
• Of the five municipalities that make up the Greater Toronto Area, Metropolitan
Toronto is expected to have the smallest population increase to 2011.
• There is a trend towards an older population. Over the next 20 years, the
proportion of those over 40 years of age is expected to increase, while the
proportion of those under 40 years of age will decrease. This may mean a
change in the types of calls for service received by police.
• There was roughly the same number of new landed immigrants to Canada in
1990 and 1991. However, Metro received a slightly smaller proportion of these
immigrants. With Metropolitan Toronto's ethnic and racial diversity, there is a
need for continuing commitment by the Force to understanding, sensitivity,
special language skills, and public education.
• Just over half of the new landed immigrants to Metropolitan Toronto could
speak some English in 1991, a slight increase from 1990.
• The largest proportion of new landed immigrants to Metropolitan Toronto
continues to come from Asia.
• The localized problem-solving approach of Beyond 2000 should have an impact
on the ability of members of different ethnic and cultural groups to be involved
in the consultation process.
• The 1990 Metropolitan Toronto Assessment data showed few changes from 1989
in the divisional distribution of age, housing types, household types and sizes, and
family structure.
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Implications for Policing Services
• With continued growth in the Greater Toronto Area, people living in downtown
Metropolitan Toronto neighbourhoods will continue to be concerned about the
negative effects on the quality of life in their communities; for example, parking
will remain a problem for many neighbourhoods.
• If city neighbourhoods become congested or dominated by people just passing
through, increasing concern about safety and disorder may result.
• With a changing age structure, there may be decreases in certain types of crimes
and increases in others, as well as changes in the types of calls for service
received by police.
• Also, with an aging population, there will be a smaller pool of potential
applicants to the Force in the younger age groups, which may result in both
increased competition for suitable applicants and an older Force.
• With large numbers of new immigrants continuing to settle in Metropolitan
Toronto, the Force must continue to emphasize and receive training related to
understanding, sensitivity, special language skills, and public education.
• With the great diversity of cultural and ethnic groups in Metro, the Force must
continue to develop or be involved in initiatives directed towards enhancing
relations between the police and the public.
• The variations between divisions in age, housing types, household sizes and types,
and family structure may require different service delivery and crime prevention
strategies (for example, variations in Neighbourhood Watch programs).
II. ECONOMIC TRENDS
The standard of living of the people of Metropolitan Toronto affects their
expectations and perceptions of police services. In the current economic
recession, many people are experiencing the stress of job loss; welfare rolls and
the number of unemployed have increased substantially. Also, municipal services
are competing for an increasingly limited pool of funds. These influences have
an effect on the types of police service required and the way in which these
services can be delivered.
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Highlights
• Unemployment resulting from the 1991 recession is more severe, in terms of
quantity and duration, than that experienced in the 1982 recession.
• The increase in the unemployment rate for the Census Metropolitan Area of
Toronto, from 4.4% in February 1990 to 10.8% in February 1992, is more than
a temporary aberration, as the current recession is accompanied by more
permanent closures than short-term layoffs.
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• The number of people employed in Metropolitan Toronto dropped by 78,154
persons during 1991. The manufacturing sector continues to decline, employing
37,679 fewer people than 1990.
• Opinions differ as to when the current economic decline will level off. There is,
however, general agreement among corporate and public economists that no
significant growth will occur over the next 12 to 18 months.
• Although problems such as family violence and substance abuse may increase
during periods of economic stress, no consistent relationship between crime and
shifts in the economy has been proven.
Implications for Policing Services
• Job losses, high unemployment, and absolute increases in welfare roles and
disbursements all strain the financial resources of Metropolitan Toronto, leading
to strict limitations on the funds available to provide effective police services.
• The public will continue to scrutinize the services it pays for, expecting the Police
Force and other agencies to be accountable for activities and expenditures.
• The strains on individuals and families during periods of financial crisis will affect
the requirements for police service. The Force must be prepared to respond to
those most vulnerable to victimization during such periods.
• If the economy continues to be under stress, it will be increasingly difficult for
the Force to be funded for a level of service consistent with recent years.
Changes will likely be necessary to provide policing services in less labour
intensive ways.
1
The Census Metropolitan Area for Toronto (the Toronto CMA) is a geographical area larger than
Metropolitan Toronto. It covers the region from Ajax to Oakville, north to Orangeville and the southern
shore of Lake Simcoe, inclusive.
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III. CRIME TRENDS
A significant portion of police activity is spent in the prevention and detection
of crime and the apprehension of offenders. lnfonnation about changi,ng crime
patterns or types of offenders allows Force members the opportunity to develop
strategi.es to address changi.ng problems, make rational decisions, and plan Force
activities according to, or in anticipation of, crime related trends. Analysis of
crime trends by specific areas is a vital component of community based policing
in tenns of deriving feasible operational strategies and measuring the impact of
change.
A word of caution is necessary in analyzing and interpreting crime statistics. Official
crime statistics usually represent one of the most systematic ways of recording
criminal occurrences. However, it must be recognised that official crime statistics
cover only the detected or known crimes; unreported/undetected crimes constitute
hidden crime. Official crime statistics are affected by changes in legislation, the
criminal justice system and enforcement practices. Statistics from other sources, such
as victimization studies and surveys on the public's perception of safety, play an
important role in bridging the gap.
The methodology of measuring crime also has an effect on crime statistics. For
example, the total number of crimes will be affected by whether crimes are
measured in terms of individual offences or incident, the latter of which may involve
more than one offence.
Other factors have an effect on the occurrence and analysis of crime, and at times
make cross-community comparisons difficult. These include population density, size
and composition of population, size of the transient population, characteristics of the
population, organization and co-operation of adjoining and overlapping police
jurisdictions, etc.. While it is not possible to consider all these factors in an analysis,
some of the problems can be overcome by using more standardized measurements
for comparison, such as crime rates and ratios. Other solutions include maintaining
the consistency of definitions and of the data collection method used, restricting
comparisons to those crime categories having the most precise definitions, and
noting specific limitations involved in the comparison. For the above stated reasons,
only offences under the Criminal Code and specific federal statutes (Narcotic
Control Act and Food and Drug Act) are analyzed in this report, due to their
uniform definition and nation-wide application.
For the purpose of analysis, Criminal Code offences are categorised into major
offence groups: offences against the person, comprised of all violent crimes
including Robbery, which includes Purse-Snatching; offences against property,
comprised of Theft, Break and Enter and Fraud; other Criminal Code offences,
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comprised of a variety of offences ranging from Escape from Legal Custody,
Possession of Stolen Property, Harassing, etc.; and Criminal Code traffic offences.
Not all offences involve a direct confrontation between the victim and the crime
perpetrator perhaps resulting in actual violence. Crimes against the person, which
do involve a direct confrontation and violence, constitute a relatively low proportion
( 11 % ) of the total number of Criminal Code offences. However, they are usually
the crimes which have the greatest impact on the public's perception of safety.
Highlights
• In 1991, the total number of crimes went up by 10.1 % over 1990; the crime rate
increased by 11.4 offences per 1,000 population. This represented the largest
increase for any single year between 1987 and 1991.
• Of the five major offence groups, property crimes accounted for 71.8% of the
total increase in 1991.
• Since 1987, violent crimes increased 31.6%, this being the highest five year rate
of increase among the major offence groups.
• Criminal Code traffic offences decreased over the past five years by 9.1 %.
• For the first three months of 1992, no significant increase in total number of
crimes has been noted; violent crimes show an 11.6% decrease compared with
the same three months in 1991.
• Although 4 District was not a high crime area when compared with other
Districts, it had the highest increase in the crime rate (from 82.7 offences per
1,000 population in 1987 to 116.9 offences in 1991). The second highest rate of
increase was 1 District (from 114 offences in 1997 to 144.3 offences in 1991).
• Use of weapons in violent crimes increased in 1991 by 11.4% over 1990. The
five year increase between 1987 and 1991 was 79.4%.
• Persons under 25 years of age had the highest arrest rate (for six major offences)
of all age categories: 41.9 persons per 1,000 population.
• Crimes occurring in schools increased during 1991. The five year increase was
31.7%, with three-fifths of this occurring in 1991.
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• Drug offences increased significantly, with the arrest rate for males in the 18-24
year age group higher than any other age category, at 7. 7 persons per 1,000
population.
• In 1990, in comparisons among 10 selected major Canadian cities, the overall
crime rate per 10,000 population in Metro Toronto was less than that in six
others. This is an improvement over 1989 when Metro Toronto's crime rate was
less than that of five of these cities.
Implications for Policing Services
• Increasing crime has a serious effect on the quality of life in Metropolitan
Toronto. Crimes of violence, in particular, result in growing fears especially
among groups most vulnerable and will result in increased requirements for
service and increased resources to investigate cases and enforce the law. The
problem-solving and crime prevention strategies integral to the Beyond 2000
vision are expected to involve members of the public in addressing local
problems and to assist the police in using limited resources effectively.
• Although crimes of violence constitute a small proportion of total crime, these
are the crimes most destructive to people's lives and most likely to create a
climate of fear. Police will have to focus training and service delivery efforts on
proactive measures to prevent violence and on responses which decrease the
probability of repeat occurrences. The safety of police officers must also be a
focus of attention. The increasing use of weapons in the commission of crime
is a serious problem which requires a multi-faceted response by society.
• Increases in property crime present a challenge in terms of resources needed to
prevent and/ or adequately respond to a wide variety of offence types. Although
property crimes do not involve a direct confrontation between off ender and
victim, the sense of loss and fear has an impact on the quality of life in the
community.
• The disproportionate increase in number of young persons ( 12 to 17 years)
involved in crime, as revealed by their high arrest rates and the continued growth
of crimes taking place on school premises, indicates the need for new initiatives
between police, schools, and community agencies in responding to youth who may
be in high risk situations.
• The increase in the crime rates in both 4 and 1 Districts should be monitored to
determine whether policing strategies are effective in responding to local
problems.
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• The budget constraints during a period of increasing crime create a major
challenge. The Beyond 2000 long-term strategy is expected to include in its
implementation plan mechanisms for more effective use of resources and the
encouragement of partnerships in addressing serious issues.
• Major cities have been experiencing serious problems involving growing crime
rates over the past five years. The reasons are complex. Although it would be
inappropriate to minimize the significance of the problem, it is important to
recognise that of ten major Canadian cities, Metro Toronto ranked seventh in
overall crime rate in 1990.
IV. VICTIMIZATION AND SPECIAL GROUPS AT RISK
One of the Force's corporate objectives continues to address the concerns and
fears of, as well as the dangers to, both the public as a whole and those groups
vulnerable to victimization. Victims of crime have different needs. Changing
patterns of victimization will have implications not only for deployment of police
resources, but also for the types of seroices that must be provided.
Highlights
• Men and women tended to be victims of crimes against the person in relatively
equal numbers in 1991.
2
However, over the past five years, female victimization
has increased more than male victimization.
• There have been increases between 1987 and 1991 in the number of victims
across age groups for both men and women. However, the proportion of male
victims within each age group has remained unchanged while the proportion of
females in the middle age groups has increased.
• There was a 35 % increase in reported domestic violence occurrences between
1987 and 1991, with half of the occurrences in 1991 involving the use of a
weapon.
• Of the past five years, 1991 showed the largest proportion of domestic violence
occurrences with charges laid by police.
2
These crimes against the person are: homicide, assault, sexual assault, and robbery.
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• Attempts to replicate the Minneapolis study (effects of arrest on domestic
violence offenders) found that unemployed off enders became more violent after
arrest.
• While there was an increase from 1987 to 1991 in the actual number of those
under 18 years of age being victimized by selected crimes, the rate of
victimization per 1,000 remained unchanged. Similar victimization results were
found for those 65 years oJ age and older.
• Public consultation revealed concern among members of the Gay /Lesbian
community regarding an increase in "gay bashing" incidents. Appreciation was
expressed for the Force's efforts in 52 Division; however, there was concern that
this was not the only area where this type of assault was occurring.
• Victimization of those within racial/ ethnic groups, of aboriginal peoples, and of
the disabled continues to be of concern to the Force.
• The collection of hate-motivated crime statistics, beginning in January 1993, will
aid in the allocation and deployment of Force resources.
Implications for Policing Services
• The Force must continue efforts toward public education and awareness of issues
related to victimization, and, in particular, victimization of vulnerable groups.
• The increase in reported occurrences of domestic violence where weapons were
used suggests that the severity of violence within these situations may be
increasing, posing an even greater threat to the most common victims (women
and children) as well as to police officers responding to the calls.
• The possibility of an increasing number of family disputes resulting from
economic stresses could place an additional burden on Force resources.
• Police initiatives to encourage women to report incidents of violence in the home
must be continued and enhanced where possible.
• Efforts must be made to improve the Force's ability to intervene early in
situations of child abuse.
• The Force must continue to address the issue of elder abuse through training and
liaison with other community services.
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• Training for Force members must promote understanding of, and sensitivity to,
the diversity of cultures, lifestyles, and abilities of those in Metropolitan Toronto
and the changing types of victims and off enders.
• Efforts to address the concern over assaults related to sexual orientation must
continue.
• There is a growing need for specialized, culturally sensitive investigative and
support services.
• The Force must be able to respond to the specialized needs of victims who are
physically or mentally challenged.
• Calls for police service will increase as education and communication between
police and various groups within Metropolitan Toronto improve.
V. LEGISLATIVE IMPACTS AND POLITICAL TRENDS
Laws set out many of the mandates and parameters by which the Force
operates, and by which its members conduct themselves both on and off duty.
Changes that take place or that are expected to take place relative to those laws,
therefore, affect the Force, its members, and the community as a whole.
Laws also reflect the expectations the community has of the police. Changes
in laws can reflect changes in those expectations, and can also affect Force
morale, depending on the perceptions of Force members.
It is, therefore, vital that the Force take legislation and legislative changes into
account when planning and providing service, whether the changes come from
the Police Services Board, the municipality, the province, or the federal
government.
Political changes, both real and anticipated, can also have a significant impact
on the police community and the policing environment. Changes in government
and in the political climate can influence not only specific legislation, but also
the social climate of Metropolitan Toronto and the province as a whole.
Highlights
• Legislative changes, especially those that add to the responsibilities faced by the
Force, can impact strongly on the budget. Many of the laws that have come into
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effect in the last few years have led to an increase in the cost of policing, and
this trend is expected to continue in the near future.
• Legislation enacted in the last few years has augmented external control and
scrutiny over Force operations and the conduct of members.
• The exact impact of a number of legislative and political influences over the next
few years is not known, as some anticipated legislation has not yet been
implemented or finalized. In addition, instability at the federal level makes the
political climate even in the near future somewhat unclear.
Implications for Policing Services
• Many of the current legislative and political influences on the Metropolitan
Toronto Police Force have led to increased public scrutiny of the Force, making
it more accountable to the public it serves. This has led to a significantly
expanded complaint and professional standards system, and to tighter regulations
and operational parameters. Although the benefits are significant, increased
accountability results in additional paperwork prepared for outside agencies such
as the provincial Special Investigations Unit and the Ministry of the Solicitor
General. The Force is experiencing significantly increased demands in terms of
its administrative functions as well as demands on detective and operational
units. This is particularly problematic during this period of fiscal restraint.
• The increased scrutiny in the area of use of force has led to significant public
debate about how the police can best protect public safety. It has also raised
concerns about officer safety and response to dangerous situations, particularly
given the increased use of weapons by off enders. A balance must be struck
between public interest and the need for effective police accountability on one
hand, and confidence on the part of police officers that they will be supported
when legitimate force is needed, on the other. Current studies into issues
surrounding the use of force may be helpful in this regard, especially as they deal
with training to de-escalate crisis situations, and the need for intermediate tools
and methods. Increasing the options available to officers, as well as training
them to see the options, can only work to improve this complex issue.
• The requirement for tighter financial control and the increased demands of new
legislation will continue to put stresses on the Force. Problems related to the
budget are exacerbated during times of economic crisis. Among the Force
initiatives threatened by the current recession is the highly successful employment
equity program, which may unavoidably lose ground, at least over the next year.
It will be a challenge for the Force to continue to make progress through more
17
internal means such as promotions and workplace harassment policies.
• Professionalism within the police workplace will be enhanced by the new
procedures, presently in draft form and expected to be implemented before 1993,
aimed at ensuring that all employees are free from harassment.
• A new hate crime statistics policy will help to ensure complete understanding of
the problem by the police and the community at large, which will in turn ensure
that police response is as effective as possible. Problems and patterns previously
hidden may be exposed by this proactive policy on the part of the Board and the
Force, and this may impact upon resources if increased service is necessary.
• A number of unknown factors relative to the federal government and to Quebec
lead to a certain amount of instability at that level. This may have an impact on
the Force over the next few years in terms of resources and service delivery.
VI. PUBLIC PERCEPTIONS
In order to remain sensitive to changing perceptions of safety and the quality of
life in Metropolitan Toronto, the police force must have access to regular and
reliable sources of public feedback. Public perceptions of personal safety and
police performance are major indicators of the success in the deployment of
Force resources. Trends in these indicators can be useful in establishing Force
priorities.
Highlights
• Nearly · two-thirds of the residents of Metropolitan Toronto felt that crime in
their neighbourhood had increased in the past year.
• Residents of Metro felt at least reasonably safe walking alone in their
neighbourhood or riding on public transit after dark, although women and those
over 55 years of age tended to feel less safe.
• Residents of both genders and all age groups tended to feel safe alone in their
home after dark and that their homes are safe from theft and vandalism.
• Over half of those surveyed reported favourable perceptions of police services
in general and of certain aspects of police service: enforcing laws, responding
promptly to calls, being approachable, and supplying crime information. Fewer
felt that police were doing a good job providing services to ethnic and racial
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groups. Favourable perceptions of police service were also found in surveys
conducted in two smaller areas.
• Overall, public perceptions regarding safety and the police remain favourable,
slightly more so in 1991 than in 1990, although 1985 levels, when such surveys
were begun, remain the most favourable.
• The number of public complaints increased about 30% from 1987 to 1991, with
a seeming trend towards increasing complaints about police procedures.
• Deputants at a Police Services Board public forum raised concerns about a
variety of issues including police and community communications, officer training,
and safety and security of vulnerable groups.
Implications for Policing Services
• Surveys are an important source of information and perceptions on a variety of
issues, and permit contact with people who may not attend public consultations.
The Force must continue to have access to survey information and to conduct
surveys when possible.
• In order to enhance perceptions of safety and police service, and to ensure that
these do not vary widely from reality, it is vital that the Force be involved in a
dialogue with, and the education of, the people of Metropolitan Toronto with
regard to crime occurrences in context and the limitations and capabilities of the
Force.
VII. URBAN TRENDS
The jurisdiction of the Metropolitan Toronto Police Force encompasses the
largest urban area in Canada. Trends involving urban development, public and
private community services, transportation, recreation, the environment, etc. will
affect the nature and frequency of the police services that are required. The
solutions to urban problems will involve alliances among public, private and
voluntary sectors. Protection of public safety will require co-ordinated efforts in
planning and service delivery. These efforts may range in focus from
environmental design, to growth patterns in the municipality and service delivery
methods ..
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Highlights
• Program budgeting and performance indicators are being developed in response
to the Metropolitan Toronto Strategic Plan.
• Vehicular traffic entering the Metro centre core has decreased while the number
of GO Rail passengers entering Metropolitan Toronto has increased.
• Conventions and tourism have declined, due to recession and high prices.
• There are concerns about the potential for deteriorating quality of life if public
services and commercial activity continue to decline.
• Although private policing, over the last decade, has been considered a high
growth industry, the number of people in Ontario involved as licensed
investigators or security guards has declined in 1991 due to the recession.
Private policing is likely to continue to provide a considerable proportion of
protective services in 1993.
• A compact urban form is being encouraged to limit urban sprawl and increase
the liveability of cities. Conflict between new developments and older
designations for land use may occur, thereby impacting on police resources.
• Ridership on Toronto Transit Commission vehicles continues to decline, with a
risk that the level of service may deteriorate without increased funding from
government sources.
Implications for Policing Services
• The budgetary process outlined in the Metropolitan Toronto Strategic Plan will
mean increased accountability at the Force's unit level for budget and strategy
preparation.
• Program budgeting will mean increased accountability in the measurement of
results of strategies and details of expenditures.
• With the continued increase in traffic volume crossing Metro boundaries due to
the rapid development of surrounding regions, the need for increased levels of
traffic monitoring and enforcement on the outer boundaries will continue to draw
Force resources.
• If certain areas within the city are privately policed, there is the possibility that
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citizens living in these areas will become indifferent to the conditions of safety
in other areas of the city.
• There is the possibility of conflict between private and public policing in terms
of jurisdictional responsibilities. Developing and maintaining positive lines of
communication between the private and public policing groups will ensure that
areas of mutual concern are discussed and areas of conflict resolved.
• There is continuing demand for police visibility to ensure that signs of
deterioration or disorder do not materialize. Beyond 2000 is being implemented
with the philosophy of increased police visibility and involvement in
environmental design and use of space.
• The compact urban form, if developed, will impact on the resources now
supplied by established divisions, not only in the downtown areas but the
suburban areas as well. We could see high population densities near major
intersections which may also impact on traffic patterns.
• Developments will be designed to encourage pedestrian and bicycle modes of
transport, with parking facilities designed to discourage automobile traffic. This
will necessitate increased communication with the community to ensure that new
policies are understood and behaviour changes result. On-street parking may be
a problem unless the public is educated to decrease the use of private vehicles.
Increasing use by commuters of GO Rail will only address traffic from outside
Metro.
• A compact urban form will complement the Neighbourhood style of policing
being envisioned, where officers are encouraged to establish working links with
the local citizens. The compact urban form will allow officers to meet many
more people in a smaller and easily patrolled area.
• To ensure an efficient deployment of resources, our Force will need to take an
interest in future urban design. These developments will have an impact on our
service capabilities and must be addressed prior to new developments being
established.
VIII. TRAFFIC
The automobile has been a major factor associated with public safety and police
activity. Traffic patterns and trends affect both the demand for and deployment
of police resources. Traffic accidents, in addition to being a problem requiring
police resources, also have an impact on the public's perception of safety. With
21
the implementation of community policing, concerns over traffic congestion and
pedestrian safety in specific neighborhoods are issues that the Force has to
address in collaboration with the community.
Highlights
• There was a slight decrease in traffic accidents in 1991 compared with 1990, and
a significant decrease in associated casualties.
• There was an increase in accidents in the second half of 1991 compared with the
same period in 1990; this is a possible reversal of the trend of decline noted
since 1990.
• There was an increase in hit-and-run and pedestrian-crossover accidents.
• A substantial increase was found in 'inattentive' at-fault drivers and pedestrians
injured in accidents.
• There is a need for enhanced co-ordination of Metro's traffic programs with
those of the surrounding regions.
Implications for Policing Services
• The increase in accidents for the second half of 1991 compared with 1990 may
be indicative of a reversal in the trend of accident decline. The trend, if it holds,
will place more demands on the resources available for investigation, public
education, and enforcement.
• Given the substantial increases in numbers of 'inattentive' drivers and pedestrians
involved in accidents, as well as increases in hit-and-run and pedestrian-crossover
accidents, there seems to be a need to strengthen enforcement and education
programs.
• The increased need for co-ordination of Metropolitan Toronto's traffic programs
with the surrounding regions will have to be addressed. This may constitute a
further drain on the Force's resources.
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IX. TECHNOLOGY
Communications and infonnation technology are central to the work of many
organizations and are integral to the functioning of the police. Emerging systems
and new technology can affect both the method by which police services are
delivered and the types of services needed. Increasing sophistication in
technology and in the users can increase the efficiency of the justice system.
However, it may also increase the efficiency of those participating in criminal
activities. The changes and increasing complexity will have an impact on
recruitment and training, job design and the expectations of service.
Highlights
• An information-based economy will continue to develop in the private sector,
with a focus on integration of systems.
• There will be increased use of computers at all levels of the private sector,
especially by managers, to increase efficiency.
• The needs of Neighbourhood Officers for the Beyond 2000 vision require a
technology framework based on a decentralized model. 'Metropolis' will be
designed to meet these needs.
• Technology will improve the efficient measurement of achievements.
• More sophisticated technology and information systems must be managed to
increase efficiency and avoid "information overload".
• Mapping systems and geo-coding are required to ensure a more efficient
deployment of resources.
Implications for Policing Services
• There may be increasingly more sophisticated criminals at all levels.
Traditionally restricted to white collar work areas, increased use of computers
in the home will generate a new level of expertise outside of the workplace.
This increased sophistication will make it difficult for the public police to
investigate, particularly if an industry does not want public disclosure of loss.
• There will be increased difficulty in preserving data transactions and in detecting
any change or loss of data. Investigation of data trails will require a high degree
of computer literacy.
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• Recruits into policing will have an increased expertise in computers and greater
expectations of what can be accomplished through proper integration of
computer systems within the police force. With their more technical interests,
these recruits may have an impact on the priorities developed within the Force
in the future.
• With increased responsibility to be placed on the neighbourhood officer, fast and
efficient access to data will be mandatory to ensure that limited field resources
can address local problems in an efficient manner. The development of
'Metropolis' will have to be based on decentralization.
• To ensure the most efficient use of the computer systems, a force-wide training
strategy will need to be developed to ensure that all members become computer
literate.
X. POLICE SERVICE REQUIREMENTS
Changes in the nature and scope of police services needed and demanded require
constant adjustment by the Force. These adjustments affect the composition and
organization of the personnel who deliver police service, how they are managed
and what their priorities will be. Since human resources comprise over 90% of
the total Force budget, changes in public requirements most affect this area.
Human resources are the organization's 'life blood' and all external and internal
trends impact, to some degree, on the recmitment, maintenance and development
of these resources.
Highlights
• The number of calls for police service increased slightly in 1991; the number of
calls dispatched to mobile units decreased.
• There were slightly more emergency calls than non-emergency calls, and the
proportion of emergency calls as a part of the total decreased.
• A pilot project on community-based policing showed that the strategy of alternate
responses reduced pending times for low priority calls.
• The ratio of Criminal Code offences per uniform officer is increasing. This is an
indication that there is an increased workload on uniform resources.
• An aging of the uniform members of the Force will lead to greater occupational
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health and safety challenges.
• More officers with a wider range of experience will challenge the Force to
provide opportunities which will encourage personal development.
• There will be an increasing number of retirements in 1993 and 1994 involving
officers who are retiring at a younger age and with fewer years of service.
• The hiring freeze in 1992 will challenge the Force's ability to maintain current
employment equity levels for visible minorities, aboriginal people, and women.
Implications for Policing Service
• New policies will lead to more individual employee empowerment involving
rights in the workplace.
• With an aging population, care of elderly parents may become more of a concern
for employees in 1993 and beyond.
• Occupational health and safety issues will become more intense.
• Employment equity progress will be hampered due to the hiring freeze.
• Fewer human resources will be available to meet increasing demands in 1992
and 1993.
• Increasing levels of human capital in 1992 and 1993 and the possibility of a new
organizational structure may lead to a review of traditional compensation
practices.
• Fewer promotional opportunities will be available in 1992 and 1993, · due in part
to hiring freeze, reduced attrition in higher ranks, and redeployment. Key
decisions in the future will be when to lift the hiring freeze to ensure that the
Force is not left understaffed.
• Beyond 2000 will result in a new organizational design. A flatter, more
decentralized structure will likely be the outcome. For some members this may
result in a period of career adjustment lasting beyond 1993 and 1994.
• Organizational design and structure will include more considerations of strategic
alliances and partnerships in 1993 and beyond.
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XI. FINANCIAL RESOURCES
Police funding requirements constitute a significant share of the tax burden
financed by the people of Metropolitan Toronto. Increasingly, the taxpayer
requires fiscal accountability and value for money. The challenges and
opportunities presented by the current fiscal climate constitute a major factor in
the existing environment for delivering police sewices.
Highlights
• The 1992 budget process was accompanied by an unprecedented amount of
scrutiny. The increased need for accountability will not disappear.
• Basic measurements indicate that the demand for police services has been
increasing faster than real increases in the police budget.
• Provincial household grants for policing have decreased from 12% in 1985 to
8.5% in 1991.
Implications for Policing Services
• The budget process will require difficult choices to be made about how resources
are allocated. The management of the Force must be on constant lookout for
creative ways in which to deliver services.
• The principles in Beyond 2000 are necessary in a financially constrained
environment. Neighbourhood policing requires mutual accountability, with a
service which allocates resources based on priorities mutually arrived at with the
public in specific neighbourhoods.
• The Force will be required to spend more of its time demonstrating efficiency
and effectiveness to the public. Specifics of the costs and benefits of each of the
provided services will be needed in order to secure funding. Overtime and court
costs, as line items with the greatest growth rate, will continue to be analyzed.
• Increasingly, sophisticated _ management information will be required to assist in
service analysis and decision-making. The intelligent synthesis of the large
quantity of collected data win be needed to define the efficiency of the services
delivered.
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XII. 1991 YEAR-END ANALYSIS
The year-end report is an evaluation of the various strategies implemented by
Unit Commanders to address community problems and service delivery issues
within their area of command. The unit assessment provides the Executive and
Senior Officers a basic framework within which to evaluate the efficiency and
effectiveness of the operations of Force units, divisions, and bureaux. It may
also provide some foundation from which Districts can begin long range
planning.
Highlights
• The year-end report is the final phase of the 1991 two-part strategy formulation
process by Force units. Phase I was the development of the strategies units
planned to undertake in the coming year; phase II was the evaluation at the unit
level of the achievement of those strategies at the end of 1991.
• In late 1990, the Measurement Standards Subcommittee was established and
charged with identifying and establishing valid and reliable methods of measuring
Force goals and objectives.
• A total of 1168 strategies were submitted by 74 Force units as having been
addressed to these Force goals in 1991.
• Almost one-quarter (270 or 23.1 % ) of the strategy evaluations submitted at year
end indicated that the strategies were not implemented. Many, but not all, of
these strategies were not implemented due to budget or resource constraints.
• Strategies involving a variety of external and internal consultations and liaisons
were the most common types of strategies implemented to address the first four
1991 Force Goals. The fifth goal, which involved resource management, was
typically addressed by simple acquisition strategies.
• Training sessions on strategy formulation and measurement were begun in 1991
and will continue through 1993.
• Four divisions, one district headquarters, and one centralized unit participated
in a pilot project overseen by the Measurement Standards Subcommittee from
July to December, 1991, to measure the 1991 Force goal dealing with the safety
and security of vulnerable groups.
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• The pilot project successfully collected quantitative ( e.g. number of presentations,
number of training sessions) and qualitative (e.g. a survey of victims belonging
to vulnerable groups) data to measure the results of Force strategies addressing
the 1991 Force Goal 1, Objective 2.
• The measurement of this Force objective will continue in 1992 and the
measurement system will be expanded to four additional Force objectives.
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1992
OPERATING
BUDGET
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SUSAN ENG
Chair
324-6000
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tytetropol itan Toronto
Police Services Board
40 College Street, Toronto, Ontario, Canada. MSG 2J3
FAX 324-0693
November 18, 1991
TO:
FROM:
SUBJECT:
RECOMMENDATION:
BACKGROUND:
Metropolitan Toronto Council
Susan Eng, Chair
Metropolitan Toronto Police Services Board
1992 Operating Budget Estimates
John Campbell
Executive Director
324-6006
That Metropolitan Toronto Council receive and
approve the 1992 Operating Budget of the
Metropolitan Toronto Police Force of
$582,311,300 (6.8% increase).
We are pleased to submit the 1992 Operating Budget estimates of the
Metropolitan Toronto Police Force which was approved by the Board at its
meeting of November 14, 1991.
Summary
The 1992 Operating Budget totals $582,311,300, which represents a 6.8%
increase over the 1991 approved Budget. With the increasing demands on
the Force, we believe that this represents a responsible funding request and
after the intensive budget review process, a fully justifiable proposal.
The 1992 Budget includes a request for 106 permanent staff, of which 51
are uniform positions. This represents less than a third of last year's
request for officers and is the lowest number of officers requested in the
past six years. We were able to achieve this result by identifying redeploy-
- 2 -
ment opportunities for 126 officers. This will be an ongoing process. The
55 civilian positions include those which will allow some civilianization of
positions currently held by uniformed personnel.
In preparing the 1992 Operating Budget, the Board and the Force embarked
on a dynamic budget review process in which,
1. A program or goals oriented budgeting approach was adopted.
Funding requests were justified against Force Goals and Objectives
and the Fo~ce's Beyond 2000 strategic plan;
2. Funding from existing resources was found for various program
enhancements. Redeployment opportunities and other potential
efficiencies were identified;
3. Ongoing fiscal management enhancements and opportunities for
cost savings were identified for review in 1992.
1992 Goals and Objectives
Annually, the Force undertakes an environmental assessment from which
key goals and objectives are formulated. Appendix A records the achieve
ment made towards the 1991 goals and objectives.
The 1992 budget reflects the goals and objectives established by the Force
for 1992. The program enhancements requested for 1992 predominately
focus on enhanced resource management ( 44%), enhancing safety and
security (32.8%) and delivery of balanced and high quality service (21.1 %).
These goals provide further definition to the Metropolitan Toronto strategic
plan objective of providing safety and security to its residents.
In program terms, during 1992 the Force will be formulating the implemen
tation plans for Beyond 2000. The resultant deployment will define policing
for the next decade and provide an opportunity to review all related
elements of policing services. In 1992, the Force will expand the community
policing pilot projects in a further commitment to community policing. The
realignment of services at the field level has resulted in a review of the role
of the specialist services and the support they provide to the uniformed
officers. Throughout 1992, the Force will continue to strengthen its
management and financial controls to ensure effective and efficient policing
services.
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1992 Budget Process
Metro Council has made it clear that the 1992 funding environment will be
drastically different and issued a set of guidelines to all Agencies, Boards ·
and Commissions. The clear direction is that funding levels will be held at
1991 levels with limited exceptions.
Consistent with the Metro Council guidelines· but developed independently
and prior to the receipt of those guidelines, the Board and the Force
engaged in a budgeting process that had the following distinctive features:
1. Funding requests were to be justified against the goals and
objectives set for the Force through the Environmental Scan process. This
will take the Force towards full Program Budgeting.
2. Unit commanders were asked to identify redeployment opportunities
to implement new programs and to maximize efficiencies on existing
programs.
3. The accounting and budget management structure was · expanded
to allow the costs of key functions within each unit to be identified. This
enhancement will assist the Force to budget and manage service expendi
tures in greater detail than previously possible.
4. In the course of budget review, certain ongoing budget and
management reviews were recommended in order to ensure that future
funding requests more clearly reflect the long term strategies of the Force
and to identify obsolete programs and opportunities for redeployment and
greater efficiency.
1992 Operating Budget
As a result of the budget review process this year, the 1992 Operating
Budget proposals represent significant achievements ~ the following ways:
1. Approximately $6.5 million was redeployed to meet priority goals
and new programs without any requirement for additional funding. This
represents the redeployment of 126 uniform staff. (Appendix B)
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2. The number of new staff positions requested overall, and uniform
positions in particular, is _ significantly less than the number requested last
year and represents the lowest staff increase requested in the last six years.
(Appen~ C).
3. The Budget proposals provide an opportunity for further redeploy
ment of uniform staff totalling 22 7 positions. Most prominent would be the
redeployment of officers into community based policing projects. In
addition, 10 uniform positions would be civilianized thereby allowing those
officers to be redeployed.
4. Overtime spending was controlled in 1991 and the projected budget
for the special pay categories increased by only approximately $1. 7 million
or a 0.3 percentage points of the 6.8% increase.
5. The Base Budget was carefully reviewed for opportunities to reduce
spending or redeploy resources. Such costs arising from current policing
operations account for $32,078,000 or 5. 9 percentage points of the 6.8%
increase. Substantial effort was made to justify in detail these increases
and to identify initiatives to review current expenditures, contractual
arrangements and deployment of resources. However, the major items in
the Base Budget do not allow for significant change or discretion. These
items include:
• direct annualization, primarily of
the 1991 salary settlement and
and staffing
• 1992 estimated fringe benefit costs
• inflation
• vehicle servicing and replacement costs
• other
Amount Percentage
Points
$18,230,000 3.3
4,370,000 0.8
2,100,000 0.4
3,600,000 0. 7
3,778,000 o. 7
$32,078}000 5.9
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6. Mandated and program enhancements constitute $5,234,900 or 0. 9
percentage points of the increase.
In arriving at the requested enhancements, a number of factors were kept
in mind. Foremost among them were the Metro Council Budget Guidelines
which were consistent with our own approach in the 1992 Budget process.
In particular, the Guidelines limit the extension of existing programs to
those which are "mandated". While Metro Council has suggested that this
limits new programs or expansion of existing programs to those which are
required by legislation, the Board and the Force took the position that
mandatory initiatives included those which were critical to the Force
maintaining its present functions and those which would allow for
immediate or future service efficiencies or better financial and budgetary
management.
The four main categories of enhancements are as follows:
• current or anticipated mandated
service costs e.g. community based
policing, Employment Equity,
Amount
Occupational Health and Safety $1,429,100
• continuation of critical force
operations e.g. staffing of the
new communications bureau 912,300
• programs to secure immediate or future
services efficiencies and/ or direct
savings, e.g. Budget analyst,
civilianization 1,060,400
• enhancements to respond to increased
demands affecting policing in Metropolitan
Toronto, e.g. additional support and
professional staff 1,833,100
$5,234,900
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Percentage
Points
0.2
0.2
0.2
0.9
- 6 -
The Board believes that the overall increase of 6.8% reflects the spirit of
Metropolitan Toronto Council's funding guidelines without compromising
the Force's ability to maintain a professional standard of policing for
Metropolitan Toronto. The net staff increase, for example, is the lowest
requested in 6 years. And for the first time, significant redeployment
opportunities were identified. Finally, the Board and the Force have
instituted a formal, ongoing fiscal · management review process that will
help to identify further efficiencies and improvements.
The Board therefore recommends that Metropolitan Toronto Council receive
and approve the Force's 1992 Operating Budget as presented.
ectfully submitted,
) '
Susan Eng
Chair
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APPENDIX A
METROPOLITAN TORONTO POLICE
SERVICE ACCOMPLISHMENTS FOR 1991
One of this year's most significant accomplishments is the Force's new strategic plan,
"Beyond 2000". This long term plan will call for changes in the manner in which police
services are delivered to the community. It provides for neighbourhood policing which
involves greater decentralized decision-making. This will shape the future allocation of
human, technical and fiscal resources. When implemented it will enhance police-community ·
partnerships by providing crime prevention, crime solving and law enforcement activities
at the local neighbourhood level. ·
During 1991 community based policing was implemented in the remaining divisions and
traffic units as the final part of a three year implementation strategy. The new
neighbourhood policing philosophy is a logical extension of the community based policing
efforts the Force has made over the last decade.
A pilot project involving the redeployment of personnel and the development of new
strategies to handle low priority calls for service was implemented in 53 Division on April
1st, 1991, for the period of one year. The Community Foot Patrol was expanded and re
named the "Community Patrol". In addition, volunteers were sought throughout the mobile
platoons to participate in the Community Patrol. Supervisory staff were appointed by the
Unit Commander. The mandate of the Community Patrol officers is to respond to low
priority or non-emergency calls for service and to generate community contacts.
Prior to April 1st, a public awareness campaign was undertaken to educate the citizens
within the study area of this new strategy. The public was encouraged to call 53 Division
directly for calls of a non-emergency nature, but reminded that 9-1-1 should be used for any
emergency call. They were advised that police response to low priority calls may not be
immediate but that a more personalized service will be provided. In the first six months
of the program, there has been a noticeable decrease from the same period of last year in
the proportion of non-emergency calls for service coming through the computer-aided
dispatch (CAD) system. This decrease in low priority calls may be due to some members
of the public now contacting the division or Community Patrol directly for information or
advice in non-emergency situations. Pending times for those low priority calls that were
received by the CAD system have also decreased.
A Community Oriented Response (COR) unit was also implemented in the past year as a
specialized element of the Metropolitan Toronto Police Force. It is composed of
experienced uniformed and plainclothes personnel who target high crime areas throughout
Metropolitan Toronto in response to the requests of neighbourhood committees. The COR
unit involves itself in problem solving with residents of these areas in a manner which best
reflects the future direction of policing in Toronto. The COR unit is an extremely successful
exercise in community based policing and is consistently in high demand, both with
divisional police commanders and the community at large.
In 1991, the Force continu~ to pursue ambitious hiring goals and succeeded in increasing
the representation of women in the uniform ranks to 560 or 9.6% and aboriginal and racial
minority representation to 369 or 6.2%. These results were achieved through the combined
efforts of the Employment Office and the Force's Recruitment Team, as well as with the
valuable input and · participation of the Citizen's Recruitment Advisory Committee.
Considerable effort .- was devoted throughout the year in preparing for an expanded
employment equity mandate as specified in the Police Services regulations, and for filing
legislated plans by May 1992. In addition, the Force continued to develop supporting ·
programs and policies- such as race relations training and policy implementation, the
development of a harassment policy and procedure, a job sharing pilot project, and a child
care information and referral program .
. ;,
And finally, throughout th~_ \ear the Force implemented many technological changes which
improved service delivery as well as the internal effectiveness of computerized dispatching
systems, fingerprint and suspect identification systems, and court attendance systems.
Communication system enhancements have provided road supervisors with on-line access
to information on personnel dispatched to calls, enabling them to make informed
deployment decisions. Recent advances in automated fingerprint technologies have
increased the efficiency of accessing RCMP files in Ottawa, and the acquisition of a
computerized photo-imaging system has improved the identification of suspects. In addition
to these operational improvements, the Force acquired access to a telephone network which
enables citizens to have their police requests for information and service translated from
a linguistic bank of over 140 languages.
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Uniform
Uniform
Uniform
Drug Squad
APPENDIX B
REDEPLOYMENr INmATIVES wm-nN
FIELD COMMAND BY FUNCTION
No. of Staff To
106 Foot Patrol
5 Detective
2 Youth Bureau
7 Street Crime
Parking Enforcement 2 Uniform
Parking Enforcement 1 Administration
Administration 2 Detective
Administration
...L
Uniform
126
--
No. of Staff
106
5
2
7
2
1
2
...L
126
--
YEAR
1987
1988*
1989
1990
1991
1992
*
APPENDIX C
ADDffiONAL SfAFF
FORCE REOUESf vs. METRO APPROVAL
FORCE REQUESf METRO APPROVAL
UNIF. CML. TOTAL UNIF. CML. TOTAL
90 42 132 90 37 127
75 42 117 75 7 82
57 95 152 55 40 95
140 127 267 73 142 215
179 103 282 85 41 126
51 55 106
During 1988, Metro Council also approved an additional 101 staff
(97 Uniform, 4 Civilians) for increased drug enforcement. These
amounts are not included in the above.
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
DETAILS OF EXPENDITURE/REVENUES - 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
PROGRAM OR APPROPRIATION: FORCE TOTAL
1992/1991 lncrease/(Decrease) ($000.0)
CATEGORY 1991 Annualization Inflation New Program Other
Estimate Impact · (Enhance-
ments)
Salaries & Benefits 485,999.1 16,580.0
--
1,034.7 5,678.7"
Materials & Supplies 11,880.9 -- 570.0 820.7 2,890.6
Equipment 10,307.8 -- 460.0 · 3,046.6 1,333.9
Services & Rents 36,810.6 1,650.0 1,070.0 332.9 1,844.8
Other
-- -- -- -- --
Gross Expenditure 544,998.4 18,230.0 2,100.0 5,234.9 11,748.0
Less: Reimb. t Credits:
Interdepartmental -- -- -- -- --
Prov. Grants & Subs. 46,503.4 -- -- -- --
Other Revenue 5,746.8
-- -- --
(1,636.8)
Net Expenditure 492,748.2 18,230.0 2,100.0 5,234.9 13,384.8
Total Jan. 1, 1992 Additions Deletions Net Change
Establishment
7,873 106 0 106
Major Sources of Change (Narrative)
FORM MTM 01
Date: Nov. 14, 1991
Total 1992
Change Estimate
1992/1992
23,293.4 509,292.5
4,282.5 16,163.4
4,839.3 15,147.1
4,897.7 41,708.3
-- -
37,312.9 582,311.3
-- --
--
46,503.4
(1,636.8) 4,110.0
38,949.7 531,697.9
Total Dec. 31, 1992
7,979
THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
DETAILS OF EXPENDITURE/REVENUES- 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
PROGRAM OR APPROPRIATION: POLICE SERVICES BOARD (APP. 100)
1992/1991 lncrease/(Decrease) ($000.0)
CATEGORY 1991 Annualization
Estimate Impact
Salaries & Benefits 545.3
--
Materials & Supplies 22.7
--
Equipment 0.0
--
Services & Rents 56.9 --
Other 0.0
--
Gross Expenditure 624.9
--
Less: Reimb. t Credits:
Interdepartmental
Prov. Grants & Subs.
Other Revenue
Net Expenditure 624.9
--
Total Jan. 1, 1992
Establishment
8
Inflation New Programs
(Enhance
ments)
-- --
1.0
--
-- --
1.7 --
-- --
2.7 --
2.7
--
Additions Deletions
0 0
Other
(66.8)
(9.7)
5.5
189.6
--
118.6
118.6
Net Change
0
Major Sources of Change (Narrative)
Services & Rents: The majority of the increase is for the Board's share of
the 25 year dinner ($100.0) and a $65.0 request for
consulting services (which was omitted in the 1991 budget-)
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FORM MTM 01
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Total 1992
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Change Estimate
1992/1992
(66.8) 478.5
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(8.7) 14.0
5.5 5.5
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191.3 248.2
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121.3 746.2
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121.3 746.2
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Total Dec. 31, 1992
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
DETAILS OF EXPENDITURE/REVENUES - 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
PROGRAM OR APPROPRIATION: CHIEF OF POLICE (APP. 200)
1992/1991 lncrease/(Decrease) ($000.0)
CATEGORY 1991 Annualization Inflation New Programs Other
Estimate Impact . (Enhance-
ments)
Salaries & Benefits 5,474.6 187.0
-- 52.8 30.9
Materials & Supplies 171.2
-- 9.5
-- (25.0)
Equipment 138.3
--
5.0 29.0 136.7
Services & Rents 373.4
-- 11.0 78.8 143.1
Other 0.0
-- -- -- --
Gross Expenditure 6,157.5 187.0 25.5 160.6 285.7
Less: Reimb. t Credits:
Interdepartmental
Prov. Grants & Subs.
Other Revenue
Net Expenditure 6,157.5 187.0 25.5 160.6 285.7
Total Jan. 1, 1992 Additions
Establishment
Deletions Net Change
98 3 0 3
Major Sources of Change (Narrative)
See attached for justification.
.
FORM MTM 01
Date: Nov. 14, 1991
Total 1992
Change Estimate
1992/1992
270.7 5,745.3
(15.5) 155.7
170.7 309.0
232.9 606.3
-- --
658.8 6,816.3
658.8 6,816.3
Total Dec. 31, 1992
101
Annualization
Chief of Police {App. 200)
Reflects the annualization of the 1991 salary
settlement for Uniform and Senior Officers and
additional staff approved in 1991.
......
New Programs (Enhancements) :
Other:
Includes a request of $100.0 for the Force's
35th anniversary celebrations and a request for
an additional 3 civilian staff and related
equipment.
Includes $100.0 for Public Affair's share of
the 25 year dinner and an increase of $117.0
for the replacement of equipment in the Force's
Video Production unit. Replacement of this
equipment has been requested in previous years,
however, due to budget constraints was
deferred. It is now at a point where the
quality of product produced is deteriorating
and repair costs are increasing.
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
DETAILS OF EXPENDITURE/REVENUES - 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
PROGRAM OR APPROPRIATION: ADMINISTRATIVE COMMAND (APP. 300)
1992/1991 lncrease/(Decrease) ($000.0)
CATEGORY 1991 Annualization Inflation New Programs Other
Estimate Impact · (Enhance-
ments)
Salaries & Benefits 73,693.9 2,514.0
-- 106.0 2,984.2
Materials & Supplies 4,705.7
--
225.8 6.8 7,713.0
Equipment 8,409.6 -- 375.3 1,532.2 1.424.7
Services & Rents 31,823.1 1,650.0 925.0 45.0 1,517.8
Other
-- -- -- -- --
Gross Expenditure 118,632.3 4,164.0 1,526.1 1,690.0 13,639.7
Less: Reimb. t Credits:
Interdepartmental
Prov. Grants & Subs.
Other Revenue
Net Expenditure 118,632.3 4,164.0 1,526.1 1,690.0 13,639.7
Total Jan. 1, 1992 Additions Deletions Net Change
Establishment
959 9 0 9
Major Sources of Change (Narrative)
See attached for justification.
~
FORM MTM01
Date: Nov. 14, 1991
Total 1992
Change Estimate
1992/1992
5,604.2 79,298.1
7,945.6 12,651.3
3,332.2 11,741.8
4,137.8 35,960.9
-- --
21,019.8 139,652.1 ·
21,019.8 139,652.1
Total Dec. 31, 1992
968
Administrative Command (App. 300)
Annualization:
Reflects the annualization of the 1991 salary settlement
for Uniform and Senior Officers and additional staff
approved in 1991. Also, included is $1,650.0 which
represents the annualized cost of computer hardware ·
leases -initiated in 1991.
New Programs (Enhancements) :
Other:
The majority of the request includes the initial cost of
a Force firearms strategy ($780.0) and the implementation
of a voice message/call processing system ($600.0).
Also, included is a request for 3 additional Uniform
staff to implement an Occupational Health & Safety unit
and 6 additional Civilian staff mainly for improved
financial efficiency.
The changes in this category are as follows:
Salaries & Benefits - reflects the increase in volume and
cost for medical and dental claims.
Materials the change in this area is mainly
attributable to the centralization of various accounts
(i.e. gasoline and clothing $6,800.0) from other
Commands. The remainder of the change is mainly due to
increases in the roof packages replacement plan as a
result of increased vehicle replacements.
Equipment - reflects an increased request of $2,061.0 for
replacement vehicles. This is a result of , deferral of
vehicle purchases in ·1990, due to budget constraints, and
is consistent with the vehicle replacement policy of the
Force. Other changes result in a net reduction.
Services & Rents - reflects increases in: Parks &
Property charges of $999. 3, tenant renovations of $216. 5,
consulting services $653.3, legal fees related to Junger
inquiry of $500.0 and training & development of $403.4.
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
DETAILS OF EXPENDITURE/REVENUES - 1992
DEPARTMENT OR AGENCY: · POLICE SERVICES BOARD
PROGRAM OR APPROPRIATION: SUPPORT COMMAND (APP. 400)
1992/1991 lncrease/(Decrease) ($000.0)
CATEGORY 1991 Annualization Inflation New Programs Other
Estimate Impact (Enhance-
ments)
Salaries & Benefits 45,865.9 2,565.0
--
390.4 624.1
Materials & Supplies 761.5 -- 36.5 -- (162.0)
Equipment 553.9
--
24.7 34.0 (261.3)
Services & Rents 1,026.8
--
29.8 2.7 202.3
Other
-- -- -- -- --
Gross Expenditure 48,208.1 2,565.0 91.0 427.1 403.1
Less: Reimb. t Credits:
Interdepartmental
Prov. Grants & Subs.
Other Revenue
Net Expenditure 48,208.1 2,565.0 91.0 427.1 403.1
Total Jan. 1, 1992 Additions Deletions Net Change
Establishment
926 39 0 39
Major Sources of Change (Narrative)
See attached for justification.
'
FORM MTM01
Date: Nov. 14, 1991
Total 1992
Change Estimate
I
1992/1992
3,579.5 49,445.4 :
(125.5) 636.0 .
(202.6) 351.3
234.8 1,261.6
-- -
3,486.2 51,694.3
3,486.2 51,694.3
Total Dec. 31, 1992
965
Annualization:
Support Command (App. 400)
Reflects the annualization of the
settlement for Uniform and Senior
additional staff approved in 1991.
1991 salary
Officers and
New Programs (Enhancements) :
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Other
Reflects the request for an additional 30
Communication Operators. These staff are required
for the implementation of the new Voice Radio System
and were identified in the Capital Program as an
operating impact. Also, included is a request to
civilianize 10 Court Liaison positions and add a
telephone console supervisor and two console
operators.
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Included is an additional request of $230.0 for I
overtime related to the Communication Operators.
This amount has been netted in the enhancement
request for the Operators. Also, an increase of I
$100.0 in rental of facilities is included due to
under-budgeting in 1991.
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
DETAILS.OF EXPENDITURE/REVENUES - 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
PROGRAM OR APPROPRIATION: FIELD COMMAND (APP. 500)
1992/1991 lncrease/(Decrease) ($000.0)
CATEGORY 1991 Annualization Inflation New Programs Other
Estimate Impact (Enhance-
ments)
Salaries & Benefits 324,760.8 11,079.3 -- 485.5 2,663.4
Materials & Supplies 5,737.2
--
275.2 800.7 (4,350.8)
Equipment 853.8 -- 38.1 539.6 (358.8)
Services & Rents 1,706.9 -- 49.6 106.4 4.3
Other -- -- -- -- --
Gross Expenditure 333,058.7 11,079.3 362.9 1,932.2 (2,041.9)
Less: Reimb. t Credits:
Interdepartmental
Prov. Grants & Subs.
Other Revenue
Net Expenditure 333,058.7 11,079.3 362.9 1,932.2 (2,041.9)
Total Jan. 1, 1992 Additions Deletions Net Change
Establishment
5,440 50 0 50
Major Sources of Change (Narrative)
See attached for justification.
~
FORM MTM 01
Date: Nov. 14, 1991
Total 1992
Change Estimate
1992/1992
14,228.2 338,989.0
(3,274.9) 2,462.3
218.9 1,072.7
160.3 1,867.2
-- --
11,332.5 344,391.2
11,332.5 344,391.2
Total Dec. 31, 1992
5,490
Annualization:
Field Command (App. 500)
Reflects the annualization of the
settlement for Uniform and Senior
additional staff approved in 1991.
1991 salary
Officers and
New Programs (Enhancements) :
Other:
Reflects continued expansion of Community Based
Policing within Field units. The request includes
an additional 48 Uniform staff, 2 Civilians and
related equipment ($1,282.2). Also, included is
provision for body armour to Auxiliary staff
($150.0) and an enhanced replacement of body armour
for Uniform staff ($500.0).
Reflects increases in Special Pay (e.g. court, lieu
time, etc.) of $1,200.0, increases in salaries &
benefits due to reallocation of personnel from other
Commands and a decrease in materials as a result of
the centralization of the gasoline and clothing
accounts to Administrative Command.
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
DETAILS OF EXPENDITURE/REVENUES - 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
PROGRAM OR APPROPRIATION: DETECTIVE COMMAND (APP. 600)
1992/1991 lncrease/(Decrease) ($000.0)
CATEGORY 1991 Annualization Inflation New Programs Other
Estimate Impact (Enhance-
ments)
Salaries & Benefits 35,658.6 234.7
-- --
(557.1)
Materials & Supplies 482.6
--
23.2 13.2 (274.9)
Equipment 352.2
--
15.7 911.8 387.1
Services & Rents 1,823.5 -- 52.9 100.0 (212.3)
Other -- -- -- -- --
Gross Expenditure 38,316.9 234.7 91.8 1,025.0 (657.2)
Less: Reimb. t Credits:
Interdepartmental
Prov. Grants & Subs.
Other Revenue
Net Expenditure 38,316.9 234.7 91.8 1,025.0 (657.2)
Total Jan. 1, 1992 Additions Deletions Net Change
Establishment
442 10 0 10
Major Sources of Change (Narrative)
See attached for justification.
~
FORM MTM 01
Date: Nov. 14, 1991
Total 1992
Change Estimate
1992/1992
(322.4) 35,336.2
(238.5) 244.1
1,314.6 1,666.8
(59.4) 1,764.1
-- --
694.3 39,011.2
694.3 39,011.2
Total Dec. 31, 1992
452
Annualization:
Detective Command (App. 600)
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Reflects the annualization of the 1991 salary
settlement for Uniform and Senior Officers and I
additional staff approved in 1991.
New Programs (Enhancements) :
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Includes a request for 10 additional Uniform staff
for expansion of the Sexual Assault Squad. Funds
budgeted ($275.0) provide for equipment only.
The 10 staff would become available through the
enhancement to civilianize the Court Liaison
function in Support Command. Also, included is a
request to replace the current digital Bell
Telephone equipment with analog equipment as
Bell has indicated that their system may convert
to digital technology in 1992.
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THE MUNICIPALITY OF METROPOLITAN TORONTO Form No. MT 02
1992 OPERATING BUDGET
Date: November 14, 1991
ESTABLISHMENT AND STAFF STRENGTH - Summary 1992 $000.0
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
1992 ESTIMATE 1991 ESTIMATE 1991 PROJECTED ACTUAL
No. of Salary Fringe No. of Salary Fringe No. of Salary Fringe
1 . Permanent Staff Strength Employees Cost Benefits Employees Cost Benefits Employees Cost Benefits
Approved Establishment Jan. 1 7,873 380,417.7 69,929.1 7,680 367,257.2 62,142.6
Less: Positions Vacant Jan. 1 75 2,550.0 439.0 (3) (120.0) (20.3)
Total Staff Strength Jan. 1 7,798 377,867.7 69,490.1 7,683 367,377.2 62,162.9
Plus: Vacancies to Be Filled 75 1,853.0 319.0 (3) (120.0) (20.3)
Plus: Requested Positions to Be Added 106 942.2 92.4 193 1,854.6 313.8
Less: Deletions Planned 0 0.0 0.0 0 0.0 0.0
Total Permanent Staff Strength Dec.31 7,979 380,662.9 69,901.5 7,873 369,111.8 62,456.4
2. Other Labour Costs 7,778 362,198.4 64,173.6
Overtime 9,411.7 1,714.8 9,367.7 1,585.0 8,800.0 1,559.2
Shift Bonus 1,671.3 304.5 1,500.7 253.9 1,580.0 279.9
Temporary Staff
(Rounded to Nearest Equivalent Person Year) 285 6,280.8 496.6 256 5,639.1 954.2 255 5,600.0 992.2
Other Payments 36,060.8 6,570.3 34,407.6 5,822.0 34,555.0 6,122.3
Totals Before Gapping 8,264 434,087.5 78,987.7 8,129 420,026.9 71,071.5 8,033 412,733.4 73,127.2
3. Less: Ga~~ing Allowance
Percentage of Gapping % %
Applicable to Salaries and Fringe Benefits 0.74 1.04
Amount of Gapping Applied 3,200.0 582.7 4,377.1 722.2
Totals After Gapping 430,887.5 78,405.0 415,649.8 70,349.3
Total Payroll Costs
(Salaries and Fringe Benefits) 509,292.5 485,999.1 485,860.6
...-------------.---------,'
THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
FORM MT02A
Date: November 14, 1991 ·
SUMMARY OF CHANGES IN PAYROLL COSTS 1992 ($000.0)
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
INCREASE/(DECREASE)
REASON FOR CHANGE IN PAYROLL COSTS SALARIES & WAGES FRINGE BENEFITS
$ % $
Settlement (Includes Fringe Benefit Rate Changes) 0.0 0.0 0.0
Increments 3,900.0 0.8 700.0
Annualization 8,680.0 1.8 3,300.0
Additional Permanent Staff 942.2 0.2 92.4
Additional Temporary Staff 641.7 0.1 190.2
Upgrading 0.0 0.0 0.0
Unplanned Gapping 0.0 0.0 0.0
Other 1,073.7 0.2 3,n3.1
Total Changes 15,237.6 3.1 8,055.7
Other: The majority of the salary increase is a result of anticipated volume
increase in court fees/lieu-time. The fringe benefit increase is mainly
attributable to medical and dental costs.
* lncrease/(Decrease) as a% over total 1991 salary costs
-o/o's should add up to the total % salary change over 1991.
* * Same as described above for salaries and wages
%
0.0
0.1
0.7
---
0.0
0.0
0.8
1.6
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THE MUNICIPALITY OF METROPOLITAN TORONTO Form No. MT 03A
1992 OPERATING BUDGET
Date: November 14, 1991
ESTABLISHMENT AND STAFF STRENGTH - Vacancies to Be Filled 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Positions Vacant- Expected to Be Filled During the Year: ($000.0)
1992 Payroll Cost
Position Title (by Appropriation/ Expected Date Annualized Fnnge
Program) of Employment Cost Salaries Benefits Remarks
-
15 - Police Constables 01/29/92 525.0 413.0 67.0 To reduce the number of Uniform vacancies.
The date reflects the next scheduled recruit class.
30 - Civilians 04/30/92 1,692.0 480.0 84.0 To increase actual strength up to authorized strength.
30 - Civilians 08/31/92 1,692.0 960.0 168.0 To increase actual strength up to authorized strength.
-
Total 3,909.0 1,853.0 319.0
THE MUNICIPALITY OF METROPOLITAN TORONTO Form No. MT 038
1992 OPERATING BUDGET
Date: November 14, 1991
ESTABLISHMENT AND STAFF STRENGTH - Requested Positions to Be Added 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Requested Additions to Establishment: ($000.0)
1992 Payroll Cost
. .
Position Title (by Appropriation/ Expected Date Annualized Fnnge
Program) of Employment Cost Salaries Benefits
.,
Justification for Request
~· ..
51 - Police Constables 09/30/92 2,650.4 496.2 47.8 Enhancement of Community Based Policing.
1 O - Communications Operators 07/06/92 312.0 133.0 13.3
These staff were identified as the operating impact
1 O - Communications Operators 08/10/92 312.0 107.0 10.7 of the implementation of the New Voice Radio
System budgeted in the Capital Program.
1 O - Communications Operators 09/14/92 312.0 80.0 8.0
25 - Civilians 09/30/92 552.0 126.0 12.6 Additional administrative support, increased
"
efficiency for Forensic Identification, civilianization
of Court Liaison, etc.
Total 106 4,138.4 942.2 92.4
-------------------
.. -- , . - .. - - - - .. · - - - - .. - .. - -
THE MUNICIPALITY OF METROPOLITAN TORONTO Form No. MT 03C
1992 OPERATING BUDGET
Date: November 14, 1991
ESTABLISHMENT AND STAFF STRENGTH - Requested Positions to Be Deleted 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Positions Deleted During the Year: NIL ($000.0)
1992 Payroll Cost
Position Title (by Appropriation/ Expected Date Frmge
Program) of Employment Salaries Benefits Remarks
-
.
Total 0.0 0.0
THE MUNICIPALITY OF METROPOLITAN TORONTO Form No. MT 030
1992 OPERATING BUDGET
Date: November 14, 1991
TEMPORARY STAFF - Positions to Be Filled 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Requested Additions to Establishment: ($000.0)
1992 Payroll Cost
Position Title (by Appropriation/ Expected Date Frmge
Program) of Employment Salaries Benefits Remarks
Police Services Board (App. 100)
- Co-Op Student (1) 09/01/92 8.0 0.0 To assist the Board in special research project.
Chief of Police (App. 200)
- Summer Help (3) 06/01/92 10.7 0.5 To provide clerical assistance during the summer
for the Public Affairs, Media Relations and the
Chief Community Liaison Unit.
- Co-Op Student ( 4) 09/01/92 33.6 0.0 To assist the new Museum on several research
and inventory projects.
- Temporary Clerk (1) 05/01/92 9.5 0.0 To transcribe audio tapes of discipline trial hearfngs
for submission to Police Services Board.
- Temporary Consultant (1) 01/01/92 45.0 0.0 A Historian required to produce the displays for the
new museum scheduled to open during 1992.
Administrative Command (App. 300)
- Summer Help (33) 06/01/92 129.2 6.5 To fill in full time staff taking annual leave.
'
- Co-Op Student (6) 09/01/92 93.0 0.0 To supplement the technical support & application
development required in CIS and an extra staff for
the Physical Training Section at the Police College.
-------------------
--~------~----~----
THE MUNICIPALITY OF METROPOLITAN TORONTO Form No. MT 030
1992 OPERATING BUDGET
Date: November 14, 1991
TEMPORARY STAFF - Positions to Be Filled 1992
DEPARTMENTORAGENC~ POLICE SERVICES BOARD
Requested Additions to Establishment: ($000.0)
1992 Payroll Cost
Position Title (by Appropriation/ Expected Date Fringe
Program) of Employment Salaries Benefits Remarks
Administrative Command (App. 300)
- Temporary Clerk (9) 05/01/92 154.8 0.0 To assist in the ongoing purging and microfilming of
occurences and other clerical tasks required.
- Medical Director (1) 01/01/92 156.0 0.0 Service fee agreed to in the contract between the
Police Services Board and the Director of Medical
and Health Services.
Support Command (App. 400)
- Court Officer (135) 01/01/92 3,488.3 348.8 To utilize part-time Court Officers to assist
at various court locations.
- Summer Help (24) 06/01/92 106.4 5.3 To fill vacancies created by staff on leave.
- Temporary Clerk (5) 05/01/92 103.9 0.0 To assist with clerical and related duties during
-
peak period.
- Police Artist (1) 01/01/92 50.5 0.0 Responsible for the C.A.R.E.S. System for
the past 5 years.
THE MUNICIPALITY OF METROPOLITAN TORONTO Form No. MT 030
1992 OPERATING BUDGET
Date: November 14, 1991
TEMPORARY STAFF - Positions to Be Filled 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Requested Additions to Establishment: ($000.0)
1992 Payroll Cost
Position-Title (by Appropriation/ Expected Date Fringe
Program) of Employment Salaries Benefits Remarks
Field Command (App. 500)
- Lifeguard (91) 05/01/92 482.8 24.1 To provide lifeguard services on the waterfront
beaches.
- Summer Help (40) 06/01/92 184.9 9.3 To perform various clerical work during the
summer when permanent staff are on leave.
- Temporary Clerk (15) 05/01/92 120.0 0.0 To assist the Field Command Unit in various
clerical and related duties while permanent staff
are on annual leave.
Detective Command (App. 600)
- Civilian Monitors (56) 01/01/92 1,000.0 100.0 To assist the Intelligence Unit in investigative
duties.
- Summer Help (9) 06/01/92 42.5 2.1 To fill in for clerical personnel on summer leave.
- Temporary Clerk (5) 05/01/92 61.7 0.0 To assist Homicide Squad in their court brief
preparation. Also, to assist the Investigative
Support Squad on data entry function into the
computerized pawn system.
Total 6,280.8 496.6
----~--------------
------------ --------------- - - ------ - - -
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
EQUIPMENT SUMMARY REPORT 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
1992 ESTIMATE
Program/ Appropriation New Equipment
Equipment Replacement Total Cost
OFFICE EQUIPMENT 86.1 80.2 166.3
VIDEO/PHOTO EQUIPMENT 145.8 302.4 448.2
FURNITURE & FURNISHING 554.9 246.6 801.5
COMMUNICATIONS EQUIPMENT 294.9 856.3 1,151.2
TRANSPORTATION EQUIPMENT 2.3 7,557.7 7,560.0
COMPUTER EQUIPMENT 1,338.5 102.0 1,440.5
FIREARMS 63.6 225.0 288.6
RADAR UNITS 1.0 71.5 72.5
ANIMALS 0.0 17.9 17.9
MARINE EQUIPMENT 0.0 38.1 38.1
MISCELLANEOUS EQUIPMENT 55.1 310.6 365.7
PUBLIC ORDER GROUP 0.0 0.0 0.0
DEFERRALS FROM 1991 0.0 50.0 50.0
TOTAL 2,542.2 9,858.3 12,400.5
Form No. MT 04
Date: Nov. 14, 1991
($000.0)
1991 ESTIMATE
New Equipment
Equipment Replacement Total.Cost
5.4 100.2 105.6
18.6 210.2 228.8
226.1 738.7 964.8
360.7 339.8 700.5
0.0 5,661.7 5,661.7
1,747.0 384.8 2,131.8
3.0 99.0 102.0
0.0 30.6 30.6
0.0 14.5 14.5
42.8 13.4 56.2
0.0 281.8 281.8
6.9 0.0 6.9
0.0 693.4 693.4
2,410.5 8,568.1 10,978.6
THE MUNICIPALITY OF METROPOLITAN TORONTO Form No. MT 04A
1992 OPERATING BUDGET
Date: Nov. 14, 1991
NEW EQUIPMENT LISTING AND JUSTIFICATION REPORT 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Requested Equip.
Program/ Appropriation Quantity and Description/ Funding Status Justification Narrative
Type of Equipment ($000.0) (Lor P)
(See Attached) ELECTRICAL & COMMUNICATIONS 0.7
p
(See Attached) .
• • RADIO UNITS 19.2
p • •
• • ELECTRONIC TEST EQUIPMENT 60.4
p
• •
c _;
"
• TELEP4-IONE EQUIPMENT 53.2
p
• •
•
.
MOBILE DATA TERMINALS (MDrs) 161.4
p
• •
" "
GENERAUGARAGE EQUIPMENT 53.1
p
• •
II
"
BREA THALIZER/EQUIPMENT 1.0
p
" "
"
,,
DICTAPHONES/TRANSCRIBERS 37.9
p
,,
•
"
• FAX MACHINES 20.1
p
• •
,,
"
PAPER SHREDDERS 5.1
p
"
•
,,
"
OTHER OFFICE EQUIPMENT 23.0
p
.
•
,, ,,
AIR CONDITIONERS 2.0
p
,,
"
,, ,,
CAMERNLENSES 20.0
p
" "
,,
"
VIDEO PLA YEAS/RECORDERS 29.6
p
• •
" " VIDEO PRODUCTION UNIT EQUIPT. 74.6
p •
,,
" "
OTHER PHOTONIDEO EQUIPMENT 21.6
p
• •
"
,,
MUSEUM EQUIPMENT 1.1
p
• •
,, ,,
OTHER TRANSPORTATION EQUIPT. 2.3
p
,,
•
"
,,
FURNITURE AND FURNISHINGS 553.8
p
• •
•
"
HARDWARE/SOFTWARE/PERIPHERALS 1,338.5
p
,, ,,
,, ,,
FIREARMS 63.6
p
• •
TOTAL 2,542.2
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THE MUNICIPALITY OF METROPOLITAN TORONTO Form No. MT 04B
1992 OPERATING BUDGET
Date: Nov. 14, 1991
:
REPLACEMENT EQUIPMENT LISTING AND JUSTIFICATION REPORT 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
!
I
Hequestea t:qu1p.
Program/ Appropriation Quantity and Description/ Funding Status Justification Narrative
I
Type of Equipment ($000.0) (Lor P)
;
(See Attached) ELECTRICAL & COMMUNICATIONS 581.3
p
(See Attached)
,, ,,
RADIO UNITS 2.0
p
• •
,, ,,
ELECTRONIC TEST EQUIPMENT 117.4
p
• •
,, ,,
TELEPHONE EQUIPMENT 39.3
p
• •
,, ,,
MOBILE DATA TERMINALS (MDTs) 70.3
p
• •
I
,, ,,
GENERAL/ GARAGE EQUIPMENT 307.8
p
• • I
,, ,,
BREATHALIZER EQUIPMENT 26.0
p
•
,,
,, ,,
DICTAPHONES/ TRANSCRIBERS 12.5
p
•
,,
,, ,,
FAX MACHINES 9.4
p
•
,,
,, ,,
OTHER OFFICE EQUIPMENT 58.3
p
,, ,,
,, ,,
AIR CONDITIONERS 1.4
p
,, ,,
,, ,,
CAMERA / LENSES 10.4
p
,, ,,
,, ,,
VIDEO PLAYERS/ RECORDERS 40.7
p
,, ,,
l
I
,, ,,
VIDEO PRODUCTION UNIT EQUIPT. 144.5
p
,, ,,
,, ,,
OTHER PHOTO/ VIDEO EQUIPMENT 106.8
p • •
,, ,,
PRINTING AND BINDING 0.2
p
• •
i
,, ,,
MUSEUM EQUIPMENT 1.2
p
• •
,, ,,
MOTOR VEHICLES 7,557.7
p
,, ,,
,, ,,
ANIMALS 17.9
p
,, ,,
,, ,,
LIFEGUARD EQUIPMENT 26.0
p
,, ,,
,, ,,
FURNITURE AND FURNISHINGS 246.6
p
,, ,,
,, ,,
9-1-1 EQUIPMENT 46.0
p
• •
,, ,,
HARDWARE/SOFTWARE/PERIPHERALS 26.4
p
• •
,, ,,
PRINTERS/ SOUND COVERS 75.6
p
• •
,, ,,
FIREARMS 225.0
p
• •
,, ,,
RADAR EQUIPMENT 45.5
p
•
,,
,, ,,
SCUBA EQUIPMENT 12.1
p
•
,,
,, ,,
DEFERRALS FROM 1991 50.0
p
,, ,,
TOTAL 9,858.3
NEW /REPLACEMENT EQUIPMENT LISTING & JUSTIFICATION
($000's)
POLICE SERVICES BOARD - Appropriation 100
ACCOUNT
CODE ACCOUNT DESCRIPTION
74102 FAX MACHINES
- upgrade fax machine in Board Office and provide Commissioner Laura
Rowe with access to current one
74300 FURNITURE & FURNISHINGS
- required for library area to be set- up in Board Office
TOTAL EQUIPMENT PURCHASE - POLICE SERVICES BOARD
Form No. MT04A & MT048
$ $ $
ADDITIONAL REPLACEMENT TOTAL
2 · .5 0.0 2.5
3.0 0.0 3.0
Page 1
--~-~--------------
--~------~-------~-
NEW /REPLACEMENT EQUIPMENT LISTING & JUSTIFICATION
($OOO's)
CHIEF OF POLICE - Appropriation 200
ACCOUNT
CODE ACCOUNT DESCRIPTION
7 4053 TELEPHONE EQUIPMENT
- replacement of old style cellular phone, additional phones required for
Senior Officer personnel to attend all major incidents, demonstrations,
etc.
74101 DICTAPHONES/TRANSCRIBERS
- required for the recording of meetings, conferences and protection
of the Force for future liabilities in relation to negotiations (Legal Services)
7 4102 FAX MACHINES
- replace current fax machine and obtain an upgraded version in the
Chief's office, additional fax machine required for Legal Services. Legal
Services deals with various agencies (federal, provincial and municipal) as
well as legal representatives on matters of high confidential nature.
7 4109 OTHER OFFICE EQUIPMENT
- replace worn out equipment
7 4131 VIDEO PLAYERS/RECORDERS
- replace unit with 3/ 4
11
format to 1 /2
11
format
7 4138 VIDEO PRODUCTION UNIT EQUIPMENT
- replace worn out equipment. Equipment required for the completion of
changeover to the Betacom format for production
Page 1
$
ADDITIONAL
6.9
1.0
4.0
0.0
0.0
74.6
Form No. MT04A & MT04B
$
REPLACEMENT
2.0
0.0
3.4
2.4
0.8
144.5
8.9
1.0
7.4
2.4
0.8
219.1
CHIEF OF POLICE - Appropriation 200
ACCOUNT
NEW /REPLACEMENT EQUIPMENT LISTING & JUSTIFICATION
($000's)
CODE ACCOUNT DESCRIPTION
7 4160 MUSEUM - EQUIPMENT
- replace worn out equipment and current shortage
7 4300 FURNITURE & FURNISHINGS
- replace worn out equipment, current shortage and relocation of
units within 40 College Street upon completion of renovations
TOTAL EQUIPMENT PURCHASE - CHIEF OF POLICE
$
ADDITIONAL
1.1
27.3
Form No. MT04A & MT048
$
REPLACEMENT
1.2
10.8
$
TOTAL
2.3
38.1
2filLl2
Page 2
-----------~-------
- - - - .. ~ · - - - .. .., --. • - - ~ - - - ..
NEW /REPlACEMENT EQUIPMENT LISTING & JUSTIFICATION
($OOO's)
ADMINISTRATIVE COMMAND - Appropriation 300
ACCOUNT
CODE ACCOUNT DESCRIPTION
74050 ELECTRICAL & COMMUNICATIONS
- replace worn out equipment
74052 ELECTRONIC TEST EQUIPMENT
- replace worn out equipment, and current shortage of equipment for
new personnel with the New Voice Radio System
74053 TELEPHONE EQUIPMENT
- upgrade current telephone equipment and current shortage of
telephones for personnel ( re: move of units within 40 College)
74054 MOBILE DATA TERMINALS (MOT's)
- upgrade of current equipment related to new CAD system and
implementation of additional MDT channel
74060 GENERAL/GARAGE EQUIPMENT
- replace worn out garage equipment and additional equipment required
to outfit new bench workstations in Network Services
74101 DICT AP HON ES /TRANSCRIBERS
- required for Unit Commander
Page 1 .
Form No. MT04A & MT048 .
$ $ $
ADDITIONAL REPLACEMENT TOTAL
0.0 22.0 22.0
60.4 117.4 177.8
13.6 5.2 18.8
161.4 70.3 231.7
22.9 275.8 298.7
0.6 0.0 0.6
NEW LREPLACEMENT EQUIPMENT LISTING & JUSTIFICATION F Qrm NQ. MT04A & MT04B
($OOO's)
ADMINISTRATIVE COMMAND - Appropriation 300
ACCOUNT $ $ $
CODE ACCOUNT DESCRIPTION ADDITIONAL REPlACEMENT TOTAL
74102 FAX MACHINES 3.4 6.0 9.4
- replace worn out equipment and relocation of units within 40 College
t,
74103 PAPER SHREDDERS 1:1 0.0 1.7
- required by the Freedom of Information unit for secure disosal of
documents
74109 OTHER OFFICE EQUIPMENT 4.4 1.5 5.9
- current shortage and replace worn out equipment
74120 AIR CONDITIONERS 2.0 0.0 2.0
- required for building which houses Special Services installation
74131 VIDEO PLAYERS/RECORDERS 2.6 37.0 39.6
- replace worn out and updated equipment ( Central Lock-Up locations, etc.)
74139 OTHER PHOTO/VIDEO EQUIPMENT 5.5 5.0 10.5
- replace obsolete equipment and additional equipment required fo
C.O. Bick College and auditorium at 40 College
74140 PRINTING AND BINDING 0.0 0.2 0.2
- replace worn out equipment
Page 2
---------~---------
-----~~-~-~~--- -~~--~
NEW /REPLACEMENT EQUIPMENT LISTING & JUSTIFICATION
($OOO's)
ADMINISTRATIVE COMMAND - Appropriation 300
ACCOUNT
CODE ACCOUNT DESCRIPTION
74200 MOTOR VEHICLES
- F orcewide replacement of vehicles. Force replacement policy, as approved
by Metro Council, Sept. 12, 1990, Report # 25, Clouse #22
74300 FURNITURE AND FURNISHINGS
- replace worn out furniture, current shortage and relocation of units
within 40 College Street
74304 9-1-1 EQUIPMENT
- replace aging equipment (Fire & Ambulance)
7 4400 HARDWARE/SOFTWARE/PERIPHERALS
- replace aging equipment and upgrade current technology
74401 PRINTERS/SOUND COVERS
- replo~e aging impact-type printers
7 4412 FIREARMS
- replace aging revolvers, shotguns, etc. issued to uniform Personnel
F orcewide
Page 3
Form No. MT04A & MT04B
$ $ $
ADDITIONAL REPLACEMENT TOTAL
0.0 7557.7 7557.7
292.9 15.0 307.9
0.0 46.0 46.0
1338.5 26.4 1364.9
0.0 75.6 75.6
63.6 225.0 288.6
NEW /REPLACEMENT EQUIPMENT LISTING & JUSTIFICATION
($000's)
ADMINISTRATIVE COMMAND - Appropriation 300
ACCOUNT
CODE ACCOUNT DESCRIPTION
74420 DEFERRALS FROM 1991
- items approved in the 1991 Budget, goods not received prior to
year-end
TOTAL EQUIPMENT PURCHASE - ADMINISTRATIVE COMMAND
Form No. MT04A & MT048
$ $
ADDITIONAL REPlACEMENT
0.0 50.0
1973.5 8536.1
$
TOTAL
50.0
10509.6
Page 4
----~----~---------
-----~---~~--~~----
NEW /REPLACEMENT EQUIPMENT LISTING & JUSTIFICATION
($OOO's)
SUPPORT COMMAND - Appropriation 400
ACCOUNT
CODE ACCOUNT DESCRIPTION
7 4053 TELEPHONE EQUIPMENT
- reloc~tion of units within 40 College Street, and replacement of police
radios with cellular phones in Public Complaints Investigation
7 4060 GENERAL/GARAGE EQUIPMENT
- replace worn out equipment, current shortage of equipment and acquire
equipment required in District Identification areas
7 4101 DICTAPHONES/TRANSCRIBERS
- current shortage for new unit established
74102 FAX MACHINES
- relocation of Units within 40 College Street and new unit established
74103 PAPER SHREDDERS
- reloc~tion of Units within 40 College requires the availability of Senior
Officers to destroy confidential documents.
7 4109 OTHER OFFICE EQUIPMENT
- replace worn out equipment and current shortage
74130 CAMERAS/LENSES
- Scences of Crime Officers
Page 1
$
ADDITIONAL
7.0
22.7
2.3
6.8
3.4
7.8
11.6
Form No. MT04A & MT04B
$
REPLACEMENT
4.6
0.6
0.0
0.0
0.0
18.6
0.0
$
TOTAL
11.6
23.3
2.3
6.8
3.4
26.4
11.6
NEW /REPLACEMENT EQUIPMENT LISTING & JUSTIFICATION
($OOO's)
SUPPORT COMMAND - Appropriation 400
ACCOUNT
CODE ACCOUNT DESCRIPTION
74131 VIDEO PLAYERS/RECORDERS
- reloca~ion of units to 40 College Street ( Communications Support)
requires new training fac ilities for Communications Centre staff
74139 OTHER PHOTO/VIDEO EQUIPMENT
- replace worn out equipment (Forensic Identification) and current
shortage
74300 FURNITURE AND FURNISHINGS
- replace worn out equipment, current shortage and relocation of Units
within 40 College Street
TOTAL EQUIPMENT PURCHASES - SUPPORT COMMAND
Page 2
Form No. MT04A & MT04B
$ $ $
ADDITIONAL REPLACEMENT TOTAL
10.8 0.0 10.8
13.9 74.0 87.9
109.9 23.3 133.2
196.2 121.1 . · 317.3
____ 1111!1 ___________ , ____ _
----~---\~---
-~---"'-- . ,
NEW /REPLACEMENT EQUIPMENT LISTING & JUSTIFICATION
($000's)
FIELD COMMAND - Appropriation 500
ACCOUNT
CODE ACCOUNT DESCRIPTION
7 4051 RADIO UNITS
- replace worn out equipment and current shortage
7 4053 TELEPHONE EQUIPMENT
- current shortage of telephones for workstations and cellular phones for
C.1.8 and Drug Squads. Replacement of standard phones to Superset 4
and upgrage type of cellular phones used by Drug S quads, etc.
7 4060 GENERAL/GARAGE EQUIPMENT
- replacement of worn-out specialized equipment used by Emergency Task
Force, Marine Unit and Mounted Unit (ie. bomb disposal equipment,
volume cycle ventilators and saddles for horses). Additional kennels
required for Police Dog Services.
7 4071 BREATHALIZER EQUIPMENT
- addition- al ALERT units required for R.1.0.E. spotchecks. Replacement of
curreAt units which ore inoperable due to age and ore required to bring
the inventory bock to operational requirements.
74101 DICTAPHONES/TRANSCRIBERS
- current shortage and replacement of worn out equipment
74102 FAX MACHINES
- currently unit does not have FAX machine
Page 1
$
ADDITIONAL
1.6
18.0
6.6
1.0
13.9
3.4
Form No. MT04A & MT04B ·
$
REPLACEMENT
2.0
10.1
31.4
26.0
6.3
0.0
3.6
2ff.1
38.0
27.0
20.2
3.4
NEW /REPLACEMENT EQUIPMENT LISTING & JUSTIFICATION
($OOO's)
FIELD COMMAND - Appropriation 500
ACCOUNT
CODE ACCOUNT DESCRIPTION
7 4109 OTHER OFFICE EQUIPMENT
- reploc~ worn out equipment and current shortage
7 4120 AIR CONDITIONERS
- replace worn out air conditioner at Mounted Unit
74130 CAMERAS/LENSES
- replacement of worn out equipment and additional cameras required
for SOCO (Scences of Crime) project
7 4131 VIDEO PLAYERS/RECORDERS
- current shortage of equipment and replace worn out equipment
74139 OTHER PHOTO/VIDEO EQUIPMENT
- required for Police Dog Services Training Sergeant
74202 ANIMALS
- replacement of Police horses (5) and dogs (2)
74209 OTHER TRANSPORTATION EQUIPMENT
- bicycles for increased Police (Auxiliary) presence in High Park
7 4 213 LIFEGUARD EQUIPMENT
- replacement of worn out equipment ( ventilators, spinal boards, lif ejackets)
Page 2
$
ADDITIONAL
7.6
o:O
8.4
16.2
1.5
0.0
2.3
0.0
Form No. MT04A & MT04B
$
REPLACEMENT
34.2
1.4
4.8
2.1
0.0
17.9
0.0
26.0
$
TOTAL
41.8
13.2
18.3
1.5
17.9
2.3
26.0
- - - - - - I - - - ---- - - - -- -- -
-----~----~--~-~~~--
NEW /REPLACEMENT EQUIPMENT LISTING & JUSTIFICATION Form No. MT04A & MT048
($OOO'_ s) .
FIELD COMMAND - Appropriation 500
ACCOUNT $ $ $
CODE ACCOUNT DESCRIPTION ADDITIONAL REPLACEMENT TOTAL
74300 FURNITURE & FURNITURE 45.6 187.2 232.8
- additional furniture requested is mainly due to current shortage of filing
space, desks for current personnel, etc.. Replac ement furniture hos
been requested by many of the older divisions, units, etc. whose current
furniture is approx. 15+ years old and in poor condition.
74414 RADAR EQUIPMENT 0.0 45.5 45.5
- replace aging field radar sets with appropriate devices for enforcement
74416 SCUBA EQUIPMENT 0.0 12.1 12.1
TOTAL EQUIPMENT PURCHASES - FIELD COMMAND
Page 3
NEW LREPLACEMENT EQUIPMENT LISTING & JUSTIFICATION Form NQ. MT04A & MT04B
($OOO's)
DETECTIVE COMMAND - Appropriation 600
ACCOUNT $ $ s
CODE ACCOUNT DESCRIPTION ADDITIONAL REPLACEMENT TOTAL
74050 ELECTRICAL & COMMUNICATIONS 0.7 559.3 560.0
- repla~e worn out equipment that is no longer serviceable in Intelligence
74051 RADIO UNITS 17.6 0.0 17.6
- current shortage of radio equipment
74053 TELEPHONE EQUIPMENT 7.7 17.4 25.1
- current shortage and relocation of units within 40 College and
replace cellular phones with better quality
74060 GENERAL/GARAGE EQUIPMENT 0.9 0.0 0.9
- upgrade current polygraph instrument w ith a Galvanic Skin Response
recorder
74101 DICT AP HONE$ /TRANSCRIBERS 20.1 6.2 26.3
- curre~t shortage and replace worn out equipment
74109 OTHER OFFICE EQUIPMENT 3.2 1.6 4.8
- current shortage and replace worn out equipment
74130 CAMERAS/LENSES 0.0 5.6 5.6
- replace equipment that is no longer repairable
Page 1
---- ~~-~-~----~---~
---~~--~----~---~--
NEW /REPLACEMENT EQUIPMENT LISTING & JUSTIFICATION
($000's)
DETECTIVE COMMAND - Appropriation 600
ACCOUNT
CODE
7 4131 VIDEO PLAYERS/RECORDERS
ACCOUNT DESCRIPTION
- replac~ worn out equipment
74139 OTHER PHOTO/VIDEO EQUIPMENT
- replace equipment beyond repair
7 4300 FURNITURE & FURNISHINGS
- replace worn out equipment, current shortage and relocation of units
within 40 College Street
TOTAL EQUIPMENT PURCHASES - DETECTIVE COMMAND
Page 2
Form No. MT04A & MT04B
$ $
ADDITIONAL REPLACEMENT
0.0 0.8 0.8
0.7 27.8
2s.s·
75.1 10.3 85.4
THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Summary
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Potential Reductions to Achieve Gross Expenditure Level of:
Priority Reduction/(lncrease)
Reduction Management Action
No. · Gross Less: ·
.... :: I
Revenue Net
Total 1992 Estimates
+uur:.:::: •·••· :,,
... ...........
/:/ 1 :::•-·•··
-:-:-:-:- :-:-:
.>::/,\ :// :::-:-:::: ·• •·· •:::::::•:•::· :: i: :
)(/))\/
(Excludes Capital Financing)
·-:.-.-·:
::-://::,-::: .··.•··.
·;:;·:::.:.:,:-:•:··:::::::;:;::::::::>:::
.·.
·.·.•.-://///: ,', ·.·.·.·.·. -'·': ... •.·.-.·.•.-:: :::::::···
1 Proceeds of Crime 100.0 100.0
2 Firearms Strategy 780.0 780.0
3 Uniform Body Armour 500.0 500.0
4 Telephone Technology 650.0 650.0
5 Hovercraft 25.0 25.0
6 MTPF 35th Anniversary 100.0 100.0
7 Civil Staff (Chief) 21.1 21.1
8 Console Operators 21.8 21.8
9 Legal Advisor 15.2 15.2
10 Voice Messaging 600.0 600.0
11 Psychologist 24.3 24.3
12 Clerk (Internal Affairs) 9.7 9.7
13 Inserting System 45.0 45.0
14 Group4 Fax 34.0 34.0
15 Support for CAO 25.0 25.0
16 Riding Helmets 10.9 10.9
17 Auxiliary Body Armour 150.0 150.0
18 Expan. Police Dog Serv. 161.0 161.0
19 Occup. Health & Safety 152.0
152.0 .
20 Budget Analysts 52.0 52.0
21 Employment Equity 36.0 36.0
22 Communication Operators 262.3 262.3
23 Expan. Sexual Assault 275.0 275.0
24 Civil. of Court Liaison 99.3 99.3
25 No. 42 Substation 265.3 265.3
Total
Form No. MT11
Date: Nov. 14, 1991
(In $000's)
1992 % +/-
Cumulative 1991 Gross
Gross Expenditure
Expenditure Estimate
582,311.3 6.8
582,211.3 6.8
581,431.3 6.7
580,931.3 6.6
580,281.3 6.5
580,256.3 6.5
580,156.3 6.5
580,135.2 6.4
580,113.4 6.4
580,098.2 6.4
579,498.2 6.3
579,473.9 6.3
579,464.2 6.3
579,419.2 6.3
579,385.2 6.3
579,360.2 6.3
579,349.3 6.3
579,199.3 6.3
579,038.3 6.2
578,886.3 6.2
,
578,834.3 6.2
578,798.3 6.2
578,536.0 6.2
578,261.0 6.1
578,161.7 6.1
577,896.4 6.0
:::::::\:::!<<:<-:: _<:< Y
r j (> :::: _ ::- :::::>+ :t::
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Summary
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Potential Reductions to Achieve Gross Expenditure Level of:
Priority Reduction/(lncrease)
Reduction Management Action
No. Gross Less:
Expenditure Revenue Net
1 otal 1 ~~ t:.st1mates
••>:·••::•··.
·. :• .. ·•··:::•:-•::::
..:•••::::::•::: ' ;.:
......... :'.j::ii\:i!!L;;j(:L:
(Excludes Capital Financing)
.... · ::r +.:::> >>>>'. ....... ::
•·::::::•:•.·::.'
·••· .::.-:
.... · .. ·.··:: . ,'
26 Comm. Based Policing 820.0 820.0
27 School Guards 3,300.0 3,300.0
28 Lifeguards 500.0 500.0
29 Defer 25 year Dinner 200.0 200.0
30 Tenant Renovations 200.0 200.0
31 Video Equipment 100.0 100.0
32 Elect. & Comm. Equip. 300.0 300.0
33 Training & Development 200.0 200.0
34 Consulting & Services 680.0 680.0
35 Temporary Services 1,150.0 1,150.0
36 Vehicle Replacements 1,000.0 1,000.0
37 Technology 500.0 500.0
38 Increase Gapping 3,200.0 3,200.0
39 Lay-off 519 staff 20,748.0 20,748.0
Total 37,312.9 37,312.9
Form No. MT11
Date: Nov. 14, 1991
(In $000's)
1992 %+/-
Cumulative 1991 Gross
Gross Expenditure
Expenditure Estimate
--- ---
5TT,076.4 5.9
573,TT6.4 5.3
573,276.4 5.2
573,076.4 5.2
572,876.4 5.1
572,TT6.4 5.1
572,476.4 5.0
572,276.4 5.0
571,596.4 4.9
570,446.4 4.7
569,446.4 4.5
568,946.4 4.4
565,746.4 3.8
544,998.4 0.0
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.: .. <•·:>/. :J>• :, '.·,
' '·. :: . .··· ,·: ,' ·.••·. •·.·. '.
THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
Form No. MT12
Date: Nov. 14, 1991
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Reduction No: 1 I Program or Appropriation Affected: Detective Command (App. 600)
Description of Management Action and Impact of Action:
Eliminate $100 thousand associated with estimated maintenance costs for goods
seized from criminal investigatiorys .
. ,
If the Force were to seize goods (e~ g. cars, planes, real estate, etc.) from
criminal investigations, it is the Force's responsibility to maintain them in good
condition. The funds requested would be utilized towards this.
Elimination of these funds would impact on the Force if the above situation occurred.
To-date the Force has not experienced this.
Reduction No: 2 I Program or Appropriation Affected: Admin. Command (App. 300)
Description of Management Action and Impact of Action:
Defer the $780 thousand associated with the 1992 cost of implementing a Firearms Strategy
for the Force.
The plan is to commence equipping non-uniformed officers with auto-loading pistols,
do a pilot program with uniformed officers on auto-loading pistols, equip vehicles
with shotguns and additional training of officers.
The current revolvers do not provide adequate protection for officers and deferral
of this program would delay the Force's response to improving firearm capabilities.
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
Form No. MT12
Date: Nov. 14, 1991
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Reduction No: 3 . I Program or Appropriation Affected: All Commands
· Description of Management Action and Impact of Action:
Defer the $500 thousand associated with the enhanced replacement of body armour
for Uniform staff.
The Force currently has an ongoing replacement program for body armour. However, due
to indications that some of the Force's body armour may not meet standards, a request
to enhance replacement of the body armour is reflected. This will be a phased plan over
3 years requiring $1,500 thousand in total.
If the current body armour does not meet standards, the Force could be legislated
to replace it at anytime.
Reduction No: 4 I Program or Appropriation Affected: Detective Command (App. 600)
Description of Management Action and Impact of Action:
Defer the $650 thousand for upgrading of telephone equipment.
Bell Telephone has indicated that they will be changing from the current analog system
to a digital system. This change is expected to occur in 1992 and if so will require
the Force to replace current equipment. The request is for the 1992 portion and the
remainder will be done in 1993.
If the request is deferred and the change to digital occurs in 1992, the Force will
have to replace its current equipment.
--~-- ------ - ---------------------------------
THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
Form No. MT12
Date: Nov. 14, 1991
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Reduction No: 5 I Program or Appropriation Affected: Field Command (App. 500)
Description of Management Action and Impact of Action:
Defer the $25 thousand associated with the purchase of a Hovercraft for the Marine unit.
A request for a hovercraft, to patrol and search areas not accessible by regular police
vessels, was included in the 1991 budget. However, at the request of the Management
Committee Member the Force was not able to purchase this until the report on Patrol
Support was available. Recently, this report was submitted to the Police Services
Board and further information was requested. The hovercraft is independent of the
Patrol Support report and deferral of this would once again hinder the Marine unit's
ability to patrol.
Reduction No: 6 j Program or Appropriation Affected: Chief of Police (App. 200)
Description of Management Action and Impact of Action:
Eliminate the $100 thousand associated with estimated costs for celebrations related
to the Force's 35th anniversary.
Next year is the Force's 35th anniversary and various functions have been planned,
to celebrate this occasion, involving the community.
Elimination of these funds would result in no celebrations and no promotio. n of the
Force's 35 years.
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Form No. MT12
Date: Nov. 14, 1991
Reduction No: 7 I Program or Appropriation Affected: Chief of Police (App. 200)
Description of Management Action and Impact of Action:
Eliminate the $21 .1 thousand associated with an additional clerk and related
equipment for the Chief's office.
The administrative duties within the Chief's office have increased significantly
and an additional clerk is required to relieve the increased volume.
Elimination of this request would result in continuing to meet demands with overtime
and eventually impact on the efficiency of the unit.
Reduction No: 8 I Program or Appropriation Affected: Support Command (App. 400)
Description of Management Action and Impact of Action:
Eliminate the $21.8 thousand for additional telephone console operators for
the Communications Services unit.
The request includes a Supervisor and 2 Operators to address the volume of calls
being handled by the switchboard on a 24 hrs., 7 days per week basis.
Elimination of this request would result in increased overtime and an impa~t
on the efficiency of the operati9n.
THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
Form No. MT12
Date: Nov. 14, 1991
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Reduction No: 9 I Program or Appropriation Affected: Chief of Police (App. 200)
Description of Management Action and Impact of Action:
Eliminate the $15.2 thousand for an additional lawyer in the Legal Services unit.
With the increasing requirement for legal advice related to Force matters, the
current lawyer cannot cope with these demands. An additional lawyer would
alleviate some of the concerns.
Elimination of this request would result in continued demand on the Force's
Legal Advisor.
Reduction No: 10 j Program or Appropriation Affected: · Admin. Command (App. 300)
Description of Management Action and Impact of Action:
Eliminate the $600 thousand associated with implementing a voice message/call processing
system within the Force.
The funds requested are for the purchase of a system (similar to the one that Metro has)
to record messages and thus eliminating the majority of telephone message slips and
staff having to take messages. The Force will also be investigating the
lease versus the purchase option.
Elimination of this request would result in continued operation as per the current
methods.
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,THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Form No. MT12
Date: Nov. 14, 1991
Reduction No: 11 I Program or Appropriation Affected: Chief of Police (App. 200)
Description of Management Action and Impact of Action:
Eliminate the $24.3 thousand for the hiring of a permanent psychologist in
the Employee Assistance unit.
The addition of a permanent psychologist in the E.A.P. unit would reduce costs
for the use of external health professionals and assist the Force in Critical
Incident Stress Response.
Elimination of this request would result in increased use of external professionals.
Reduction No: 12 I Program or Appropriation Affected: Support Command (App. 400)
Description of Management Action and Impact of Action:
Eliminate the $9. 7 thousand associated with an additional clerk for Internal Affairs.
· (he volume of work to transcribe taped interviews for the Crown Attorney has
increased significantly and the request above is to address this concern.
Elimination of this request would result in increased overtime and backlog of
tapes to be transcribed.
THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
Form No. MT12
Date: Nov. 14, 1991
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Reduction No: 13 I Program or Appropriation Affected: Admin. Command (App. 300)
Description of Management Action and Impact of Action:
Eliminate the $45 thousand to purchase a tabletop inserting machine for the Payroll unit.
As a result of the Freedom of Information (FOi) legislation, it is required that
individual payroll information be concealed.
Elimination of this request would result in a possible contravention of the FOi legislation
and a requirement to comply if complaints arise.
Reduction No: 14 I Program or Appropriation Affected: Support Command (App. 400)
Description of Management Action and Impact of Action:
Eliminate the $34 thousand for the purchase of a Group 4 Fax machine for
Forensic Identification.
This fax machine provides fast and timely service to field units and reduces
the time to provide fingerprints to the RCMP in Ottawa by days.
Elimination of this request would result in reverting back to sending prints py
mail and thus reduced efficien9y.
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Form No. MT12
Date: Nov. 14, 1991
Reduction No: 15 I Program or Appropriation Affected: Admin. Command (App. 300)
Description of Management Action and Impact of Action:
Eliminate the $25 thousand for an additional staff and equipment to assist the
CAO-Policing.
The CAO' s office requires an assistant to meet office requirements, support
senior policy, Board and Metro Council requirements.
Eliminating this request would result in a status quo operation into 1992 and
may impact on the efficiency of the unit to meet the above demands.
Reduction No: 16 I Program or Appropriation Affected: Field Command (App. 500)
Description of Management Action and Impact of Action:
Eliminate the $10.9 thousand to purchase riding helmets for members of the
Mounted unit.
Riding helmets are required for members of the Mounted unit for protection
against falling or being thrown off of a horse. This request is consistent with
Occupational Health & Safety requirements.
Elimination of this request could result in injury to members and non-compliance
with Occupational Health & Safety standards. ~
THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Form No. MT12
· Date: Nov. 14, 1991
Reduction No: 17 I Program or Appropriation Affected: Field Command (App. 500)
Description of Management Action and Impact of Action:
Defer the $150 thousand for the purchase of body armour for the Auxiliary Police.
Auxiliary staff currently do not have body armour issued to them. In 1991 , the
Board approved the issuance of body armour to Auxiliary staff and the 1992 request
reflects this.
Deferral of this item would mean that Auxiliary staff would not be protected
if a situation should arise involving firearms.
Reduction No: 18 I Program or Appropriation Affected: Field Command (App. 500)
Description of Management Action and Impact of Action:
Eliminate the $161 thousand for the expansion of the Police Dog Services unit.
The Force has experienced excellent success with the use of dogs in police work
and the ref ore there is increased demand for these services both internally and
externally. This request is to expand the unit by 7 dogs and related equipment.
Elimination of this request wo~ld result in maintaining the current operation
and not being able to respond to increased demands.
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
ROGRAM PRIORITY REDUCTIONS - Detail 1992
PARTMENT OR AGENCY: POLICE SERVICES BOARD
Form No. MT12
Date: Nov. 14, 1991
19 Program or Appropriation Affected: Adm. Command (App. 300)
Eliminate the $152 thousand associated with the implementation of an
1 · Occupational Health & Safety unit.
f Implementation of recommendations arising from the 1991 study and report of
the Force's Occupational Health & Safety programs. The new unit requires start-up
funding in 1992 for 3 staff and related equipment. Cost-benefits will not be
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, realized until 1993.
Elimination of this request could result in non-compliance with Occupational
Health & Safety legislation.
, , 1-R-ed_u_c_t_io_n_N_o_: ___ 2_0 __ ____._P_r_o_gr_a_m_o_r _A_P_Pr_o_p_ri_a_tio_n_A_ff_e_ct_e_d_: __ A_1_1 c_o_m_m_a_n_d_s _________ -----1
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Description of Management Action and Impact of Action:
Eliminate the $52 thousand associated with the hiring of additional Budget Analysts
for major districts within the Force.
Currently, most of the financial matters for the Force are handled by the central
Budget & Control unit. Units/districts must rely on Uniform and/or other civilian
staff to perform financial duties for which they are not experienced. The addition
of a Budget Analyst in each major district would greatly enhance the monitoring
and control functions. This request is phased over 2 years with 4 Analysts required
in 1992 and 4 in 1993.
Elimination of this request would result in non-financial staff continuing to be
requested to perform financial duties and therefore impacting on the quality
and efficiency of work produced.
THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Form No. MT12
Date: Nov. 14, 1991
Reduction No: 21 I Program or Appropriation Affected: Adm. Command (App. 300)
Description of Management Action and Impact of Action:
Eliminate the $36 thousand for an additional analyst in the Employment Equity
unit.
In order to meet the statistical and analytical reporting requirements of the
new Employment Equity legislation, an additional analyst is required to assist
the Manager.
Elimination of this request could result in not being able to meet the
Employment Equity requirements.
Reduction No: 22 j Program or Appropriation Affected:
Description of Management Action and Impact of Action:
Defer the $262.3 thousand associated with the hiring of additional
Communication Operators.
Support Command (App. 400)
The Force is in the process of implementing a new Voice Radio System as
approved in the Capital Program. The Capital project also identified an
operating impact for additional operators commencing in 1992 and this
request is for those staff. Included are 30 full-time positions (phased
in based on training schedules) · and 5 equivalent full-time temporary staff.
Deferral of this would impact the operation of the new Voice Radio System.
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Form No. MT12
Date: Nov. 14, 1991
Reduction No: 23 j Program or Appropriation Affected: Detective Command (App. 600)
Description of Management Action and Impact of Action:
Eliminate the $275 thousand for the expansion of the Sexual Assault Squad.
In order to handle the expanded mandate for sexual assault investigations
forcewide, an increase of 10 Uniform staff and associated equipment is
requested. The above amount only reflects the associated equipment costs.
The additional 10 staff would be provided if the civilianization of
10 Court Liaison positions is approved (see below).
Elimination of this request would result in a backlog of investigations
or a decentralization of some of the functions.
Reduction No: 24 I Program or Appropriation Affected:
Description of Management Action and Impact of Action:
Eliminate the $99.3 thousand associated with the civilianization of
1 O Court Liaison positions.
Support Command (App. 400)
This request would allow the replacement of 1 O Detectives currently performing
the Court Liaison function with civilian staff. This would permit the release
of 10 Uniform staff.
Elimination of this request would result in continuing the current method
of operation and the request for expansion of the Sexual Assault Squad (above)
would be increased by 1 O staff.
THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Form No. MT12
Date: Nov. 14, 1991
Reduction No: 25 . I Program or Appropriation Affected: Field Command (App. 500)
Description of Management Action and Impact of Action:
Eliminate the $265.3 thousand associated with the expansion of No. 42
substation.
This request is to provide additional staffing to No. 42 substation as an
expansion of Community Based Policing.
Elimination of this would result in an under-staffing of the substation
and no expansion of Community Based Policing.
Reduction No: 26 I Program or Appropriation Affected: Field Command (App. 500)
Description of Management Action and Impact of Action:
Eliminate the $820 thousand associated with the expansion of Community
Based Policing in various units.
The Force's Community Based Policing program has proven to be successful and
accepted by the community. This request is to expand this to various other
units and includes additional staff and related equipment.
Elimination of this would result in the program not being implemented in
these units.
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Form No. MT12
Date: Nov. 14, 1991
Reduction No: 27 I Program or Appropriation Affected: Field Command (App. 500)
Description of Management Action and Impact of Action:
Eliminate the $3,300 thousand associated with the School Crossing Guard
program.
This would require the transfer of responsibility for School Guards from the
Police Services Board to the School Boards/other organization.
Elimination of this program would not impact the Force's operation.
Reduction No: 28 I Program or Appropriation Affected: Field Command (App. 500)
Description of Management Action and Impact of Action:
Eliminate the $500 thousand associated with the Lifeguard program.
This would require transferring the responsibility for Lifeguards to the
City of Toronto and other Municipalities.
Elimination of this program would not impact the Force's operation.
THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Form No. MT12
Date: Nov. 14, 1991
Reduction No: 29 I Program or Appropriation Affected: Board & Chief (App. 100 & 200)
Description of Management Action and Impact of Action:
Defer the $200 thousand associated with the 25 year dinner.
The 25 year dinner is held every 2 years and honors members of the Force
who have accumulated 25 years of service.
Deferral of this would result in reduced employee morale, impact the
1993 budget request, and become unmanageable.
Reduction No: 30 I Program or Appropriation Affected: Adm. Command (App. 300)
Description of Management Action and Impact of Action:
Defer $200 thousand associated with tenant initiated renovations in order to
maintain 1991 level.
As a result of budget restraint measures in 1990 and 1991 , various renovations
were deferred and are now impacting the 1992 request.
Continued deferral of these items will result in deteriorating facilities
and will continue to impact future budget requests.
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES 'BOARD
Form No. MT12
Date: Nov. 14, 1991
Reduction No: 31 I Program or Appropriation Affected: Chief of Police (App. 200)
Description of Management Action and Impact of Action:
Defer the $100 thousand associated with the replacement of video equipment.
The Force's Video Production unit receives numerous request to produce
videos (e.g. training) and also to tape various productions. The current
equipment is old and repair costs are increasing. Due to budget restraints
this equipment has been maintained longer than expected.
Deferral of this item would result in continued repair costs and impact
future operating budgets.
Reduction No: 32 I Program or Appropriation Affected: Detective Command (App. 600)
Description of Management Action and Impact of Action:
Defer the $300 thousand associated with the replacement of electrical &
communication equipment in the Detective Command area.
The Force's Detective Command area maintains various communications equipment
which is also in need of replacement due to technological advances and
increasing repair costs. Due to budget restraint in the past, the equipment
was not replaced and it is no lDeferral of this would result in continued repair costs and impact future
operating budgets.
THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Reduction No: 33 I Program or Appropriation Affected: All Commands
Description of Management Action and Impact-of Action:
Eliminate $200 thousand associated with training and development.
One of the Force's objectives is to upgrade staff skills through increased
training. In the past, this area has been consistently cut back and staff
skills upgrading has suffered.
Elimination of the above would once again require the Force to reduce
training requirements.
Reduction No: 34 I Program or Appropriation Affected: All Commands
Description of Management Action and Impact of Action:
Eliminate the $680 thousand associated with consulting services in order to
maintain the 1991 level.
The above amount reflects increases in the use of computer consultants,
forensic accountants, consultants for performance evaluation system and
CPIC conversion.
Elimination of the above would r-esult in reduced technical support and
deferral of other operational requirements.
Form No. MT12
Date: Nov. 14, 1991
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THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
Form No. MT12
I
Date: Nov. 14, 1991
_________ .........___-----l
PROGRAM PRIORITY REDUCTIONS - Detail 1992
• _D_E_P_A_R_T_M_E_N_T_O_R_A_G_E_N_c_v_:_PO_LI_C_E_ - s_E_R_v_1c_E_s_s_o_A_R_D ________________ _____.
Reduction No: 35 I Program or Appropriation Affected: All Commands
I
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Description of Management Action and Impact of Action:
Eliminate the $1 , 150 thousand associated with temporary staff in order to
maintain the 1991 level.
The majority of the above is for the annualization of part-time Court
Officers hired in 1991.
Eliminating this request would require laying-off part-time Court Officers
and therefore not being able to staff the Courts.
Reduction No: 36 I Program or Appropriation Affected: Admin. Command (App. 300)
Description of Management Action and Impact of Action:
Defer the $1,000 thousand associated with 50% of the increase in vehicle
replacements.
The Force's vehicle replacement policy approved by the Police Services
Board results in a $2,000 thousand increase in 1992. This is a result of
the deferral of vehicle replacements due to budget constraints.
Deferral of the above amount would result in vehicles requiring replacing
to be kept on the road and thus not suitable for policing. Also, repair
costs would increase significantly and future operating budgets would be
impacted.
THE MUNICIPALITY OF METROPOLITAN TORONTO
1992 OPERATING BUDGET
PROGRAM PRIORITY REDUCTIONS - Detail 1992
DEPARTMENT OR AGENCY: POLICE SERVICES BOARD
Form No. MT12
Date: Nov. 14, 1991
Reduction No: 37 I Program or Appropriation Affected: Admin. Command (App. 300)
Description of Management Action and Impact of Action:
Defer the $500 thousand associated with computer hardware/software.
The Force's 1992 request for computer hardware/software is $1,000 thousand.
This amount is to bring various units across the Force up to an acceptable standard.
Deferral of this would result in units with a current shortage of technology
equipment having to maintain this and also impact future operating budgets.
Reduction No: 38 I Program or Appropriation Affected: All Commands
Description of Management Action and Impact of Action:
Eliminate the $3,200 thousand associated with increased gapping.
Included in the 1992 budget is a gapping estimate of 40 Uniform and
40 Civilian staff as per the Force's Employment unit projections. The
increased gapping above would result in an additional 40 Uniform and
40 Civilian staff.
To increase the gapping estim~te would require a reduction in recruitment ·
efforts and impact on service. ,
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THE MUNICIPALITY OF METROPOLITAN TORONTO Form No. MT12
1992 OPERATING BUDGET
GRAM PRIORITY REDUCTIONS - Detail 1992
RTMENT OR AGENCY: POLICE SERVICES BOARD
tion No: 39 Program or Appropriation Affected: All Commands
e ri tion of Mana ement Action and Im act of Action:
l y-off 519 permanent staff at a total cost of $20,748 thousand.
l
his action would severely impact on the service provided to the citizens of
etropolitan Toronto.
I
Program or Appropriation Affected:
Date: Nov. 14, 1991
I
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BP255 DATE 11/05/91
TI ME 11: 53
APPROPRIATION 100
M. T. P. SERVICES BOARD
REGULAR SALARIES
71012 REG. CIVILIAN (B)
71013 REG. COMMISSION & STAFF
71016 REG. UNIFORM SR. OFFICER
71018 REG. CIVILIAN EXCLUDED
71040-03 SUMMER HELP
71040 TOTAL
FEATURE GROUP 71000 TOTAL
SPECIAL PAY
7111 1
7111 5
7111 7
71118
71210
71 211
SPEC. UNIFORM OVERTIME
SPEC. CIVILIAN OVERTIME
SPEC. UNIFORM LIEU TIME
SPEC. CIVILIAN LIEU TIME
SPEC. UNIFORM ALTERNATE RATE
SPEC. CIV. ALTERNATE RATE
FEATURE GROUP 71000 TOTAL
FRINGE BENEFITS
72902
72904
72905
72931
72933
72935
72963
MATERIALS
73140
73180
73190
73221
73250
73301
73302
73305
73306
73610
73991
73998
73999
EQUIPMENT
GROUP LIFE, L.T.D.
GROUP INSURANCE
UNEMPLOYMENT INSURANCE
CANADA PENSION PLAN
OMERS - POLICE
OMERS CIVILIAN
CLOTHING REIMBURSEMENT
FEATURE GROUP 72000 TOTAL
BOOK,PERIODICAL,SUBSCRIPTION
PRINTED FORMS
OFFICE MATERIALS & SUPPLIES
SAFETY SUPPL! ES
PHOTOGRAPHIC/VIDEO SUPPLIES
SHIRTS & TIES
FOOTWEAR
MISCELLANEOUS CLOTHING EQUIPME
BADGES, CROW~S, ETC.
GASOLINE,OIL,PROPANE
HARDWARE TOOLS GENERAL ITEMS
GST IMPACT - MATERIALS
PURCHASE OF ART - H.Q.
FEATURE GROUP 73000 TOTAL
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
32.7
395.2
• 0
• 0
8.0
8.0
435.9
• 0
2.0
• 0
1 . 0
.0
• 0
3.0
1. 8
2.3
8.2
6.0
• 0
21. 3
• 0
39.6
2.5
3.0
8.0
• 0
• 5
• 0
. 0
• 0
• 0
• 0
• 0
• 0
• 0
14.0
32. 7
375.2
69.6
. 0
. 0
• 0
4 77. 5
2. 1
6.0
1 . 3
3.2
1 . 6
. 2
14.4
1. 8
2.8
12.4
7. 5
5.2
22.8
. 9
53.4
. 9
• 2
15. 2
. 0
• 2
. 1
. 0
• 0
• 0
2.8
. 1
2. 1 -
5.3
22.7
31. 0
375.2
69.6
3.9-
• 0
. 0
471.9
1. 9
6.8
1. 8
9.6-
1. 9
. 2
3.2
2.0
3. 1
12. 7
7.5
5.2
22.8
• 9
54.3
• 7
. 1
15. 2
• 0
. 1
• 1
• 0
• 0
. 0
3.2
• 0
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• 0
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. 0
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• 0
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. 2-
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1. 5-
.9-
13.8-
$
1 • 6
2.8
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. 0
• 3
. 1 -
• 0
• 0
• 0
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• 1 -
2. 1
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8.7-
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%
• 0
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• 0
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100.0
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100.0-
6'6. 6-
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68. 7-
100.0-
100.0-
79. 1-
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• 0
17.8-
33.8-
20.0-
100.0-
6.5-
100.0-
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177. 7
400.0
47.3-
• 0
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100.0-
• 0
. 0
• 0
100.0-
100.0-
100.0-
100.0-
38.3-
%
$
1. 6
20.0
69.6-
3.9
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8.0
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4. 8-
1. 8-
10. 6
L 9-
. 2-
. 2-
$
.2-
.8-
4.5-
1. 5-
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1. 5-
. 9-
14.7-
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2.8
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• 0
• 3
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• 0
. 0
. 0
3.2-
• 0
1. 4
• 0
4.4-
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%
5.2
5.3
100.0-
100.0-
100.0
1 00. 0
7.6-
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100.0-
70.7-
100.0-
110.4-
100.0-
100.0-
7.8-
%
10.2-
26.5-
35.7-
20.0-
100.0-
6.5-
100.0-
27.1-
%
226.7
954.7
47.3-
100.0-
165.9
100.0-
100.0-
100.0-
100.0 -
100.0-
100.0-
100.0-
• 0
23.9-
%
- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - -
BP255 DATE 11/05/91
TIME 11:53
APPROPRIATION 100
M. T. P. SERVICES BOARD
EQUIPMENT
74102
74300
SERVICES
76310
76421
76510
76520
76522
76532
76540
76723
76726
76811
76813
76930
76990
76998
FAX MACHINES
FURNITURE & FURNISHINGS
FEATURE GROUP 74000 TOTAL
PROFESSIONAL/MEMBERSHIP DUES
RENTAL OF TELEPHONE/LINES/TELE
PROFESSIONAL & CONSULTING
SERVICES GENERAL
PHOTOGRAPHIC/VIDEO SERVICES
TRAINING & D~VELOPMENT
CAR WASHING
SERVICE CONTRACT - BUSINESS EQ
REPAIRS-FURNITURE
ADVERTISING AND PROMOTIONALS
RECEPTIONS & PUBLIC RELATIONS
RENTAL - BUSINESS EQUIPMENT
RENTAL - RADIO EQUIPMENT
GST IMPACT - SERVICES
FEATURE GROUP 76000 TOTAL
APPROPRIATION 100 TOTAL
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 2
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
2. 5
3.0
5.5
11 . 7
1. 0
65.0
5. 5
5. 0
14. 6
. 0
• 0
• 0
. 0
140.0
5.4
• 0
• 0
248.2
·746. 2
. 0
. 0
. 0
. 0
1. 0
• 0
2.6
. 5
7.2
• 5
• 4
. 0
. 0
35.5
5.2
. 0
4.0
56.9
624.9
. 0
. 9
. 9
1 . 5
1.0
1 9. 0
2.2
• 2
7.2
• 5
• 4
• 0
. 1
35.5
6. 2
• 3
1 . 1 -
73.4
622.3
$
2. 5
3.0
5. 5
$
11 . 7
. 0
65.0
2.9
4.5
7.4
. 5-
. 4-
• 0
. 0
104.5
• 2
• 0
4.0-
1 91 . 3
1 21 . 3
%
100.0
100.0
100.0
%
100.0
• 0
100.0
111 . 5
900.0
102.7
100.0-
100.0-
• 0
• 0
294.3
3.8
• 0
100.0-
336.2
19. 4
$
2.5
2.0
4.5
$
1 0. 1
• 0
45.9
3.2
4.7
7.4
. 5-
. 4-
. • 0
. 1-
104. 5
. 8-
. 3-
1. 1
174. 7
· 123.8
%
100.0
232.4
509.4
%
669.1
3.8-
240.5
140.3
900.0
102.7
100.0-
100.0-
100.0-
100.0-
294.3
14. 1 -
100.0-
100.0-
237.8
19. 9
-
BP255 DATE 11/05/91
TI ME 11: 53
APPROPRIATION 200
CHIEF OF POLICE
REGULAR SALARIES
71010
71011
71012
71015
71016
71018
71040
71040-03
71040-05
71040
REG. UNIFORM
REG. CIVILIAN !Al
REG. CIVILIAN B
REG. CIVILIAN C
REG. UNIFORM SR. OFFICER
REG. CIVILIAN EXCLUDED
REG. TEMPORARY
SUMMER HELP
OTHER TEMPORARIES
TOTAL
FEATURE GROUP 71000 TOTAL
SPECIAL PAY
7111 0
71111
7111 2
7111 3
71 11 4
7111 5
7111 6
7111 7
7111 8
71210
71 211
SPEC. UNIFORM COURT FEE
SPEC. UNIFORM OVERTIME
SPEC. UNIFORM STAT. HOLIDAY
SPEC. UNIFORM SHIFT BONUS
SPEC. NON-PERM. PLAINCLOTHES
SPEC. CIVILIAN OVERTIME
SPEC. CIVILIAN SHIFT BONUS
SPEC. UNIFORM LIEU TIME
SPEC. CIVILIAN LIEU TIME
SPEC. UNIFORM ALTERNATE RATE
SPEC. CIV. ALTERNATE RATE
FEATURE GROUP 71000 TOTAL
FRINGE BENEFITS
72902
72903
72904
72905
72906
72907
72930
72931
72932
72933
72934
72935
72936
72963
MATERIALS
-
GROUP LIFE, L.T.D.
CMP/SUPP
GROUP INSURANCE
UNEMPLOYMENT INSURANCE
UNEMPLOYMENT INSURANCE REBATE
U. I. C. - NON QUALIFIED
C.P.P - NON QUALIFIED
CANADA PENSION PLAN
CIVILIAN METRO PENSION
OMERS - POLICE
OMERS - POLICE SUPPLEMENT
OMERS CIVILIAN
POLICE BENEFIT FUND
CLOTHING REIMBURSEMENT
FEATURE GROUP 72000 TOTAL
- - - -
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 3
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
2,113.1
800. 7
67.9
• 0
1 , 083. 6
735.4
. 0
44.3
54.5
98.8
4,899.5
8.9
36.4
6.4
2.3
. 0
38.4
1 • 0
49. 1
1 0. 1
35.6
8.5
196. 7
8.4
• 0
28.4
101 . 6
• 0
4.0
1. 4
57.5
1. 8
105. 1
,. 5
103.9
143.6
39. 1
596.3
- -
2 I 1 08 • 7
716.0
67.9
. 0
1,052.2
712. 3
48.0
• 0
. 0
48.0
4,705.1
8.4
33.4
6.0
2.2
. 0
38.2
1 . 0
66.2
1 0. 1
48.9
1 . 8
216. 2
6.8
20.0
26.2
100.9
• 0
• 0
• 0
48.6
2.0
97.6
• 0
81. 3
134. 8
35. 1
553.3
- -
2,108.7
698.8
64.5
26.9
1,052.2
673.1
72.0
. 0
. 0
72.0
4,696.4
9.0
31. 6
6. 1
2.3
1 . 0
43.5
1 . 3
93.3
30.3-
69.5
2.3
230.0
7. 5
24.7
29.2
103.9
1 . 2
3. 7
1 . 3
48.6
1 . 9
1 04. 1
1. 8
81.3
1 32. 1
37.4
579. 1
$
4.4
84.7
• 0
• 0
31. 4
23. 1
48.0-
44.3
54.5
50.8
194.4
$
• 5
3.0
• 4
• 1
. 0
• 2
• 0
1 7. 1 -
• 0
13.3-
6.7
19. 5-
$
,. 6
20.0-
2.2
• 7
• 0
4.0
,. 4
8.9
.2-
7.5
1.5
22.6
8.8
4.0
43.0
$
%
. 2
11. 8
• 0
• 0
2.9
3.2
100.0-
100.0
100.0
105.8
4. 1
%
5.9
8.9
6.6
4. 5·
• 0
. 5
. 0
25.8-
• 0
27.1-
372.2
9.0-
%
23. 5·
100.0-
8.3
. 6
• 0
100.0
100.0
18.3
10.0-
7.6
100.0
27.7
6.5
11. 3
7. 7
%
$
4.4
101. 8
3.3
26.9-
31. 4
62.2
72.0-
44.3
54.5
26.7
203.0
$
~ 1 -
4.7
. 2
• 0
1. 0-
5. 1-
. 3-
44. 2-
40.4
33.9-
6. 1
33.3-
$
• 8
24. 7-
.8-
2.3-
1. 2-
• 2
• 0
8.9
• 1 - ·
• 9
. 3-
22. 6
11. 4
1. 6
17. 1
$
- - - - - - -
%
. 2
14. 5
5.2
100.0-
2.9
9.2
100.0-
100.0
100.0
37. 1
4.3
%
,. 5-
1 5. 1
3.8
2.8-
100.0-
11 • 8-
24. 9-
47.3-
1 33. 3-
48. 8-
262.6
14.5-
%
10.8
100.0-
3.0-
2.2-
100.0-
7.0
5.8
18. 3
9.9-
• 9
17. 7-
27. 7
8. 7
4.4
2.9
%
- -
- - - - - - - - - - - - - - - - - - -
BP255 DATE 11/05/91
TIME 11:53
APPROPRIATION 200
CHIEF OF POLICE
MATERIALS
73138
73140
73160
73180
73190
73221
73250
73301
73302
73303
73304
73305
73306
73307
73311
73312
73370
73459
73610
73991
73998
EQUIPMENT
74053
74060
74101
74102
74109
74120
74130
74131
74138
74160
74300
74400
74998
SERVICES
76138
76160
76310
76311
VPU - MATERIALS/SUPPLIES
BOOK,PERIODICAL,SUBSCRIPTION
MUSEUM - MATERIALS/SUPPLIES
PRINTED FORMS
OFFICE MATERIALS & SUPPLIES
SAFETY SUPP LI ES
PHOTOGRAPHIC/VIDEO SUPPLIES
SHIRTS & TIES
FOOTWEAR
MOTORCYCLE LEGGINGS
GLOVES, GAUNTLETS & MITTS
MISCELLANEOUS CLOTHING EQUIPME
BADGES, CROWNS, ETC.
HEADWEAR AND COVERS
PROTECTIVE CLOTHING
UN IF ORMS
POLICE PI PEBAND
SHOP SUPPLIES - VEHICLE/MARINE
GASOLINE,OIL,PROPANE
HARDWARE TOOLS GENERAL ITEMS
GST IMPACT - MATERIALS
FEATURE GROUP 73000 TOTAL
TELEPHONE EQUIPMENT
GENERAL/GARAGE EQUIPMENT
DICTAPHONES/TRANSCRIBERS
FAX MACHINES
OTHER OFFICE EQUIPMENT
AIR CONDITIONERS
CAMERAS/LENSES
VIDEO PLAYERS/RECORDERS
VPU - EQUIPMENT
MUSEUM - EQUIPMENT
FURNITURE & FURNISHINGS
HARDWARE/SOFTWARE/PERIPHERALS
GST IMPACT - EQUIPMENT
FEATURE GROUP 74000 TOTAL
VPU - SERVICES
MUSEUM - SERVICES
PROFESSIONAL/MEMBERSHIP DUES
RIFLE CLUB DUES
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 4
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
12.4
19. 0
6. 5
6. 6
68.4
. 2
10. 5
• 0
• 0
• 0
. 0
. 0
• 0
• 0
• 0
• 0
29.8
• 0
• 0
2.3
• 0
1 55. 7
8.9
• 0
1.0
7.4
2.4
• 0
• 0
• 8
219. 1
2.3
38. 1
• 0
• 0
280.0
17.6
5.4
7.8
8.4
11 . 9
9.9
1. 4
3.7
88.5
. 2
9.6
1. 4
. 7
• 0
. 0
1. 0
. 6
1. 1
1 . 0
4.2
21. 3
• 0
25. 1
2. 7
13. 1 -
1 71 . 2
3. 1
. 3
3.2
1 . 5
2.4
. 0
. 0
• 0
1 01 . 9
1 • 1
19. 7
26.5
21. 4-
138. 3
16.8
5.2
6.6
8.0
11 . 9
8.4
. 0
2.7
88.5
. 2
9.0
1. 4
. 8
• 4
• 1
. 8
. 6
1. 1
1 . 0
8. 1
21. 3
. 0
29.4
2.0
8.9-
179.3
4. 5
• 3
4. 1
• 7
1 . 7
1. 9
. 2
.0
112.0
• 0
14. 1
28.7
12.8-
1 55. 7
16.8
1. 0
6.6
8.0
$
. 5
9. 1
5. 1
2.9
20.1-
• 0
. 9
1. 4-
. 7-
. 0
• 0
1.0-
. 6-
1. 1 -
1.0-
4.2-
8.5
• 0
25. 1-
. 4-
1 3. 1
1 5. 5-
$
5.8
.3-
2.2-
5.9
. 0
. 0
• 0
.8
117. 2
1. 2
18.4
26.5-
21. 4
141 . 7
$
• 8
. 2
1. 2
• 4
%
4.2
91. 9
364.2
78.3
22.7-
• 0
9.3
100.0-
100.0-
• 0
• 0
100.0-
100.0-
100.0-
100.0-
100.0-
39.9
• 0
100.0-
14.8-
100.0-
9.0-
%
187.0
100.0-
68.7-
393.3
• 0
• 0
• 0
100.0
11 5. 0
109.0
93.4
100.0-
100.0-
102.4
%
4.7
3.8
18. 1
5.0
$
. 5
10. 5
6. 5
3.8
20.1-
• 0
1. 4
1. 4-
. 8-
. 4-
• 1 -
.8-
.6-
1. 1 -
1.0-
8 ~ 1-
8. 5
. 0
29.4-
. 2
8.9
23.6-
$
4.3
. 3-
3. 1 -
6.6
. 6
1.9-
. 2-
. 8
107.0
2.3
23.9
28. 7-
12.8
124.2
$
• 8
4.3
1 • 1
• 4
%
4.2
125. 7
100.0
144.3
22.7-
16.2-
15.9
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
39.9
100.0-
100.0-
10.9
100.0-
1 3. 1 -
%
96.8
100.0-
76.0-
886.6
40.8
100.0-
100.0-
100. 0
95.4
100.0
168.6
100.0-
100.0-
79.7
%
4.7
419.2
17. 0
5.0
-
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 5
TI ME 11 : 53
APPROPRIATION 200
CHIEF OF POLICE
SERVICES
76335
76336
76410
76421
76423
76510
76520
76522
76532
76540
76650
76665
76723
76724
76726
76811
76813
76920
76930
76990
76998
TRANSIT FARES
INVESTIGATION EXPENSE
POSTAGE
RENTAL OF TELEPHONE/LINES/TELE
LONG DISTANCE CALLS
PROFESSIONAL & CONSULTING
SERVICES GENERAL
PHOTOGRAPHIC/VIDEO SERVICES
TRAINING & DEVELOPMENT
CAR WASHING
REPAIRS - TECHNICAL EQUIPMENT
CLEANING AND LAUNDRY
SERVICE CONTRACT - BUSINESS EQ
REPAIRS - OFFICE EQUPMENT
REPAIRS-FURNITURE
ADVERTISING AND PROMOTIONALS
RECEPTIONS & PUBLIC RELATIONS
RENTAL/LEASE OF FACILITIES
RENTAL - BUSINESS EQUIPMENT
RENTAL - RADIO EQUIPMENT
GST IMPACT - SERVICES
FEATURE GROUP 76000 TOTAL
PROGRAM ENHANCEMENTS
77016
77018
77020
77021
-
EAP PERM. PSYCHOLOGIST
LEGAL ADVISOR - CHIEF
CIV. ADM. STAFF -CHIEF
MTP 35TH ANNIVERSARY
FEATURE GROUP 77000 TOTAL
APPROPRIATION 200 TOTAL
- - - - -
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
. 7
• 0
. 5
16. 2
• 2
75.0
5.9
6.2
49.8
• 0
2.0
.8
14. 6
2.3
• 5
39. 1
146.2
86. 7
35.5
6. 1
• 0
527.5
24.3
15. 2
21 . 1
100.0
160.6
6,816.3
-
• 6
. 0
• 1
11 • 5
• 2
38.5
4.9
5.9
38.7
3. 1
• 0
. 8
14.0
• 8
• 4
35.6
34.5
83.0
41. 4
4.3
18.5
373.4
• 0
• 0
• 0
• 0
• 0
6,157.5
- -
• 6
• 0
• 1
12.6
• 3
40.8
4.3
2.9
38.7
3. 1
• 0
. 8
14.0
• 9
• 4
31. 8
34.5
83.0
50.0
4.6
5. 1 -
351.3
• 0
• 0
. 0
. 0
• 0
6,192.1
- -
$
• 1
• 0
• 4
4.7
. • 0
36.5
,. 0
• 3
1 1 . 1
3. 1 -
2.0
• 0
. 6
1. 5
o 1 A
.3- : 5
111. 7
3.7
5.9-
1.8
18.5-
1 54. 1
$
24.3
15. 2
21. 1
100.0
160.6
658.8
%
16. 6
• 0
400.0
40.8
. 0
94.8
20.4
5.0
28.6
100.0-
100.0
• 0
4.2
187.5
25.0
9.8
323. 7
4.4
14.2-
41.8
100.0-
41. 2
%
100.0
100.0
100.0
100.0
100.0
1 0. 6
- - - -
$
• 0
• 0
• 4
3.5
. 1 -
34. 1
1.5
3.2
11. 1
3. 1 -
2.0
• 0
. 6
1. 3
• 0
7.2
111. 7
3. 7
14. 5-
,. 4
5. 1
1 76. 1
$
24.3
1 5. 2
21. 1
100.0
160. 6
624. 1
%
4.8
100.0-
400.0
27.8
35.0-
83. 7
34.9
109. 9
28.6
100.0-
100.0
2.9-
4.2
139. 8
3.5
22.7
323.7
4.4
29.0-
32. 1
100.0-
50. 1
%
100.0
100. 0
100.0
100.0
100.0
10.0
- - -
- - - - - - ------ - - - - - - -
BP255 DATE 11/05/91
TI ME 11 : 53
APPROPRIATION 300
ADMINISTRATIVE COMMAND
REGULAR SALARIES
71010
71011
71012
71014
71015
71016
71018
71020
71021
71022
71040
71040-03
71040-05
71040
71070
71920
REG. UN IF ORM
REG. CIVILIAN iAi
REG. CIVILIAN B
REG. POLICE SU G ON
REG. CIVILIAN (C)
REG. UNIFORM SR. OFFICER
REG. CIVILIAN EXCLUDED
REG. CENTRAL SICK BANK
REG. UI SUPP. UNIFORM
REG. UI SUPP. CIVILIAN
REG. TEMPORARY
SUMMER HELP
OTHER TEMPORA~IES
TOTAL
REG. WIDOW & PENSION ALLOWANCE
REG. W.C.B. AWARD
FEATURE GROUP 71000 TOTAL
SPECIAL PAY
7111 0
71 1 1 1
7111 2
7111 3
71 11 4
71 1 1 5
7111 6
711 1 7
7111 8
7111 9
71210
71 21 1
71213
SPEC. UNIFORM COURT FEE
SPEC. UNIFORM OVERTIME
SPEC. UNIFORM STAT. HOLIDAY
SPEC. UNIFORM SHIFT BONUS
SPEC. NON-PERM. PLAINCLOTHES
SPEC. CIVILIAN OVERTIME
SPEC. CIVILIAN SHIFT BONUS
SPEC. UNIFORM LIEU TIME
SPEC. CIVILIAN LIEU TIME
SPEC. CIVILIAN STANDBY
SPEC. UNIFORM ALTERNATE RATE
SPEC. CIV. ALTERNATE RATE
SPECIAL EVENTS
FEATURE GROUP 71000 TOTAL
FRINGE BENEFITS
72901
72902
72903
72904
72905
72906
72907
72908
72909
EMPLOYER HEALTH . TAX
GROUP LIFE, L. T. D.
CMP/SUPP
GROUP I NSURAN'CE
UNEMPLOYMENT INSURANCE
UNEMPLOYMENT INSURANCE REBATE
U. I. C. - NON QUALIFIED
WCB PAYMENT OF MED. & PENSION
DENTAL PLAN
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 6
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
4,816.9
17,598.4
6,549.6
2.5
7,191.2
972.7
2,865.9
500.0
1 38. 1
175.0
• 0
129.2
403.8
533.0
40.0
36.8
41,420.1
50.4
98.8
6.9
• 4
• 0
545.4
208. 1
102.2
1 56. 7
132. 2
29. 1
108.5
500.0
1,938.7
8,800.0
130. 5
5,750.0
202.7
1,036.4
600.0
17.4
2,200.0
5,750.0
6,276.3
17,145.2
6,638.7
2.5
6,307.9
835.9
2,555.0
500.0
130. 0
175.0
1,153.7
• 0
. 0
1,153.7
16. 3
35. 7
41,772.2
73.0
161 . 4
6.5
• 4
. 2
503. 1
197.4
1 03. 8
107.6
35.0
23. 1
84.9
500.0
1,796.4
7,753.4
126. 6
2,907.7
226.4
961.4
600.0
. 0
1,800.0
4,700.0
6,424.8
16,833.6
6,374.6
6.2
6,190.7
835.9
2,613.6
• 0
130. 0
175.0
1,319.2
. 0
• 0
1,319.2
40.0
34.9
40,978.7
74.0
1 51. 9
6.6
. 7
6. 2
596.4
219.2
3,462.3-
1,467.9
61. 5
36.9
1 05. 9
20.0
714.6-
8,086.7
146.2
3,591.0
258.2
1,013.5
301.2
15.6
1,999.8
4,700.0
$
1,459.4-
453.2
89.1-
• 0
883.3
136. 8
310.9
• 0
8. 1
• 0
1,153.7-
129.2
403.8
620.7-
23.7
,. 1
352.1-
$
22.6-
62.6-
• 4
. 0
.2-
42.3
1 0. 7
,. 6-
49. 1
97.2
6.0
23.6
• 0
142.3
$
1 I 046 • 6
3.9
2,842.3
23.7-
75.0
• 0
17. 4
400.0
1 I 050 o 0
%
23.2-
2.6
,. 3-
• 0
14.0
16. 3
1 2. 1
• 0
6.2
• 0
100.0-
100.0
100.0
53.8-
145.3
3.0
.8-
%
30.9-
38.7-
6. 1
• 0
100.0-
8.4
5.4
,. 5-
45. 6
277.7
25.9
27.7
• 0
7.9
%
13.4
3.0
97.7
10.4-
7.8
• 0
100.0
22.2
22.3
$
1,607.9-
764.7
174.9
3. 7-
1,000.4
136.8
252.2
500.0
8. 1
• 0
1,319.2-
129.2
403.8
786.2-
• 0
1".8
441.3
$
23.6-
53.1-
• 2
. 3-
6. 2-
51. 0-
11. 1 -
3,564.5
1,311.2-
70.6
7.8-
2. 5
480.0
2,653.3
$
713.2
1 5. 7-
2, 158. 9
55.5-
22.8
298. 7
,. 7
200.2
1,050.0
%
25.0-
4.5
2.7
· 60. 0-
16. 1
16.3
9.6
100.0
6.2
• 0
100.0-
100. 0
100. 0
59.5-
• 0
5.4
1 • 0
%
31. 9-
34. 9-
3.3
43.0-
100.0-
8.5-
5.0-
102.9-
89.3-
114. 9
21 . 1 -
2.3
400.0
371. 2-
%
8.8
10.7-
60. 1
21. 5-
2. 2
99. 1
11 . 0
10.0
22.3
-
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE
7
TI ME 11: 53
APPROPRIATION 300
ADMINISTRATIVE COMMAND
FRINGE BENEFITS
72930
72931
72932
72933
72934
72935
72936
72961
72963
72964
72968
MATERIALS
73121
73130
73140
73180
73182
73190
73221
73250
73301
73302
73303
73304
73305
73306
73307
73311
73312
73422
73426
73450
73452
73453
73454
73456
73459
73460
73470
73610
73643
73991
73993
73998
C.P.P - NON QUALIFIED
CANADA PENSION PLAN
CIVILIAN METRO PENSION
OMERS - POLICE
OMERS - POLICE SUPPLEMENT
OMERS CIVILIAN
POLICE BENEFIT FUND
SICK PAY CREDIT GRANTS
CLOTHING REIMBURSEMENT
REIMBURSEMENT OF TUITION FEES
TOOL REIMBURSEMENT
FEATURE GROUP 72000 TOTAL
MIMEOGRAPH I NG
TAXABLE PRINTING MATERIAL
BOOK,PERIODICAL,SUBSCRIPTION
PRINTED FORMS
PARKING TAGS
OFFICE MATERIALS & SUPPLIES
SAFETY SUPPLIES
PHOTOGRAPHIC/VIDEO SUPPLIES
SHIRTS & TIES
FOOTWEAR
MOTORCYCLE LEGGINGS
GLOVES, GAUNTLETS & MITTS
MISCELLANEOUS CLOTHING EQUIPME
BADGES, CROWNS, ETC.
HEADWEAR AND COVERS
PROTECTIVE CLOTHING
UNIFORMS
AMMUNITION AND FIREARM SUPPLIE
TRAFFIC ENFORCEMENT SUPPLIES
VEHICLE PARTS
VEHICLE TIRES AND TUBES
COMMUNICATION MATERIALS
RAD IO PARTS, ETC.
RELOCATION MATERIALS
SHOP SUPPLIES - VEHICLE/MARINE
DWA LOSSES AND GAINS
UNCOLLECTIBCE REVENUE
GASOLINE,OIL,PROPANE
UTILITIES
HARDWARE TOOLS GENERAL ITEMS
9-1-1 MATERIALS
GST IMPACT - MATERIALS -
- - - - - -
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
9.3
572. 3
148.4
622.9
10. 6
1,545.0
4,536.7
3,782.6
48.8
39.9
29.8
35,833.3
300.0
125.0
103.7
85.8
340.0
410.0
16.4
42.4
312.0
335.5
35.0
26.0
205.6
75.9
109.5
440.3
900.0
398.0
20.8
1,831.1
413. 5
225.4
455.4
70.0
292.0
10. 0
30.0
5,200.0
18.3
60.8
55.3
300.0-
-
• 0
592.4
129.9
673.7
• 0
1,374.7
4,566.9
3,619.7
28.5
39.9
24. 1
30,125.3
226.1
125.0
79.9
. 71. 6
283.5
344.2
11. 6
22.8
25.6
43. 1
4.5
6. 1
76.3
74.3
22.4
1 1 5. 1
1 22. 1
288.6
20.5
1,417.9
2 71 . 1
1 81 . 1
435.8
20.0
196.5
10. 0
30.0
328.0
17. 5
62. 7
24.5
252.7-
8.3
604. 1
135. 0
874.9
11. 9
1,425.7
4,482.6
3,619.7
31. 1
39.9
24. 1
31,370.5
2 70. 1
81. 1
67.9
54. 7
249.4
344.6
11. 7
21. 7
25.9
43.5
46. 1
6.3
77. 0
74.5
30.0
1 07. 3
99. 1
288.6
27.4
1,418.6
451.3
180.0
449. 7
20.0
226.4
• 0
20. 1
440.0
17. 5
47.0
24.5
1 71. 8-
- - - -
$
9.3
20.1-
18.5
50.8-
10.6
170.3
30.2-
162.9
20.3
• 0
5.7
5,708.0
$
73.9
• 0
23.8
14.2
56. 5
65.8
4.8
19.6
286.4
292.4
30.5
19.9
129.3
1. 6
87.1
325.2
777. 9
109.4
• 3
413.2
142.4
44.3
19.6
50.0
95.5
. 0
. 0
4,872.0
.8
1. 9-
30. 8
47.3-
%
100.0
3.3-
14. 2
7.5-
100.0
12. 3
.6-
4.5
71. 2
• 0
23.6
,, 8. 9
%
32.6
• 0
29.7
19.8
19. 9
19. 1
41. 3
85.9
118. 7
678.4
677. 7
326.2
169.4
2. 1
388.8
282.5
63 7. 1
37.9
1. 4
29. 1
52.5
24.4
4.4
250.0
48.6
• 0
• 0
485.3
4.5
3.0-
125. 7
18. 7
- - - -
$
. 9
31.8-
13. 3
252.0-
1. 3-
119. 2
54.0
162.9
1 7. 6
• 0
5. 7
4,462.7
$
29.8
43.8
35.7
31. 0
90.5
65.3
4.6
20.6
286.0
291.9
11 . 1 -
19. 6
128. 5
1. 3
79.4
332.9
800.8
109.4
6.6-
412.4
37.8-
45.3
5.6
50. o .
65.5
1 0. 0
9.9
4,759.9
• 8
13· . 7
30.8
128.1-
%
10.8
5.2-
9.8
28.8-
11 . 6-
8. 3
,. 2
4.5
56.4
• 0
23.6
14.2
%
11. 0
53.9
52.6
56.7
36.2
18.9
39.2
94.8
100.4
6 71. 2
24.0-
310.8
166.8
1. 8
264.5
310. 1
807.4
37.9
24.1-
29.0
8.3-
25.2
1 • 2
250.0
28.9
100.0
49.2
81. 7
4.5
29.2
125.7
74.5
- - -
- - - - - - - - - - - - - - - - - - -
BP255 DATE 11/05/91
TIME 11:53
APPROPRIATION 300
ADMINISTRATIVE COMMAND
MATERIALS
73999
EQUIPMENT
74050
74051
74052
74053
74054
74060
74101
74102
74103
74109
74120
74130
74131
74139
74140
74200
74201
74202
74209
74300
74304
74400
74401
74412
74414
74420
74998
SERVICES
76242
76243
76245
76250
76310
76332
76333
76335
76336
76339
PURCHASE OF ART - H.Q.
FEATURE GROUP 73000 TOTAL
ELECTRICAL~ & COMMUNICATION
RADIO UNIT~
ELECTRONIC TEST EQUIPMENT
TELEPHONE EQUIPMENT
MOT'S
GENERAL/GARAGE EQUIPMENT
DICTAPHONES/T~ANSCRIBERS
FAX MACHINES
PAPER SHREDDERS
OTHER OFFICE EQ~IPMENT
AIR CONDITIONERS
CAMERAS/LENSES
VIDEO PLAYERS/RECORDERS
OTHER PHOTO/VIDEO EQUIPMENT
PRINTING & BINDING
MOTOR VEHICLES
BOAT/VESSELS
ANIMALS
OTHER TRANSPORTATION EQUIPMENT
FURNITURE & FURNISHINGS
9-1-1 EQUIPMENT
HARDWARE/SOFTWARE/PERIPHERALS
PRINTERS/SOUND COVERS
FIREARMS
RADAR UNITS
DEFERRALS FROM 1991
GST IMPACT - EQUIPMENT
FEATURE GROUP 74000 TOTAL
METRO LEGAL FEES
PARKS & PROPERTY CHARGES
METRO AUDIT FEES
TENANT RENOVATIONS
PROFESSIONAL/~EMBERSHIP DUES
PRISONERS - RETURN OF
MILEAGE
TRANSIT FARES
INVESTIGATION EXPENSE
SUMMER YOUTH PROGRAM EXPENSES
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 8
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
.8
12,644.5
22.0
• 0
177. 8
18.8
231.7
298.7
• 6
9.4
1 • 7
5.9
2.0
. 0
39.6
10. 5
• 2
7,557.7
• 0
.o
.o
307.9
46.0
1,364.9
75.6
288.6
.0
50.0
300.0-
10,209.6
157. 0
12,937.3
60.0
1,054. 5
23.4
103.0
20.0
3.9
450.0
42.6
. 0
4,705.7
. 0
1 3. 1
80.6
13. 6
• 0
246. 7
. 6
2. 5
• 0
9.3
. 0
2. 5
2.6
4.7
• 0
5,496.7
165. 0
• 0
. 0
210.4
251.8
1,568.0
75.6
1 00. 1
5. 1
693.4
532. 7-
8,409.6
150. 0
11,938.0
53.5
838.0
17. 2
98.6
5.4
2.2
300.0
10. 1
. 0
5,051.2
• 0
26.6
120. 9
20.9
• 0
260.2
. 7
2. 5
• 0
8.0
• 0
4.3
2.6
5.7
. 0
5,493.8
173.2
2.4
9.7
193. 3
251.8
1,701.9
. 0
1 00. 1
10. 2
575.5
319.6-
8,645.2
150. 0
11 , 9 38. 0
56.7
804.4
18. 1
74.9
5.6
2.3
285.0
1 0. 1
$
• 8
7,938.8
$
22.0
13. 1 -
97.2
5.2
231.7
52.0
• 0
6.9
1 • 7
3.4-
2.0
2.5-
37.0
5.8
• 2
2,061.0
165.0-
• 0
• 0
97.5
205.8-
203.1-
• 0
188.5
5. 1 -
643.4-
232.7
1 , 800. 0
$
7.0
999.3
6.5
216.5
6.2
4.4
14.6
,. 7
150. 0
32.5
%
100.0
168.7
%
100.0
100.0-
120. 5
38.2
100.0
21. 0
• 0
276.0
100.0
36.5-
100.0
100.0-
423.0
123.4
100.0
37.4
100.0-
• 0
• 0
46.3
81. 7-
12. 9-
• 0
188.3
100.0-
92.7-
43.6-
21. 4
%
4.6
8.3
12. 1
25.8
36.0
4.4
270.3
77.2
50.0
321.7
$
• 8
7,593.2
$
22.0
26.6-
56.9
2. 1-
231. 7
38.4
• 1 -
6.8
,. 7
2. 1 -
2.0
4.3-
37.0
4. 7
. 2
2,063.8
173.2-
2.4-
9.7-
11 4. 5
205.8-
337.0-
75.6
188.5
10.2-
525.5-
19. 6
1 , 564. 3
$
7.0
999.3
3.2
250.0
5.2
28.0
14.3
1.5
165.0
32.5
%
100.0
150. 3
%
100.0
100.0-
47.0
10.0-
100.0
14.7
23.3-
267.6
100.0
26.2-
100.0
100.0-
423.0
83.4
100.0
37.5
100.0-
100.0-
100.0-
59.2
81.7-
19.8-
100.0
188.3
100.0-
91. 3-
6. 1-
18. 0
%
4.6
8.3
5.8
31. 0
28.6
37.4
254. 7
68.4
57.8
321. 7
-
BP255 DATE 11/05/91
TIME 11:53
APPROPRIATION 300
ADMINISTRATIVE COMMAND
SERVICES
76410
76421
76423
76508
76509
76510
76 511
76512
76514
76520
76521
76 522
76529
76530
76532
76538
76540
76647
76650
766 51
76652
7 .6653
76660
76665
76667
76701
76723
76724
76725
76726
76811
76813
76821
76
76841
76850
76852
76920
76930
76934
76950
76990
76998
POSTAGE
RENTAL OF TELEPHONE/LINES/TELE
LONG DISTANCE CALLS
IMPLEMENTATION OF TASK FORCE
OUTSIDE SERVICES
PROFESSIONAL & CONSULTING
LEGAL DEFENCE OF OFFICERS
LEGAL - W.C.B.
BARGAINING EXPENSES
SERVICES GENERAL
SERVICES DATA PROCESSING
PHOTOGRAPHIC/VIDEO SERVICES
COURSES - CDN/ONT POLICE COLL
CLEANING CONTRACT - UNIFORMS
TRAINING & DEVELOPMtNT
RELOCATION OF UNIT
CAR WASHING
REPAIRS - VEHICLES
REPAIRS - TECHNICAL EQUIPMENT
REPAIRS - GARAGE EQUPIMENT
REPAIRS - GAS PUMP/STORAGE TAN
REPAIRS - H.Q. EQUIPMENT
REPAIRS - MARINE
CLEANING AND LAUNDRY
PERSONAL PROPERTY CARE
ADMINISTRATION COSTS - W.C.B.
SERVICE CONTRACT - BUSINESS EQ
REPAIRS - OFFICE EQUPMENT
SERVICE - AIR CONDITIONER
REPAIRS-FURNITURE
ADVERTISING AND PROMOTIONALS
RECEPTIONS & PUBLIC RELATIONS
INSURANCE - GENERAL
REWARDS & INFORMATION
LICENSES
9-1-1 SERVICES
RENTAL/LEASE OF FACILITIES
RENTAL - BUSINESS EQUIPMENT
LEASE/MTCE. COMRUTER EQUIPMENT
RENTAL - VEHICLES
RENTAL - RADIO EQUIPMENT
GST IMPACT - SERVICES
FEATURE GROUP 76000 TOTAL
PROGRAM ENHANCEMENTS
77006 EMPLOYMENT EQUITY
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 9
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
167.0
1,724.8
1 81. 5
• 0
30.3
1,600.8
1,000.0
123.0
65.0
726.3
60.2
11 . 1
273.9
1,850.0
567.3
51. 0
310.5
297.6
43.8
24.8
140.0
10. 5
83.6
56. 1
20.4
444. 1
104.9
24.3
26.8
8. 1
277.2
53.5
1,637.8
70.0
336.0
1,393.3
334.2
198.5
5,728.0
1,396.4
1 1 • 6
400.0-
35,915.9
36.0
150. 4
1,648.3
130. 4
26 7. 1
162.7
947.5
500.0
1 20. 0
53.8
693.3
27.2
1. 6
240.0
1,760.6
163.9
130.0
1 5. 7
273.0
28.8
23. 7
40.0
10. 0
80.0
52.0
20.4
425.0
84.7
21. 5
19.0
5. 1
143.0
44.6
1,554.8
70.0
410.4
1,301.6
185.5
97.3
4,086.4
1,297.0
15. 8
1,108.0
31,823.1
• 0
1 50. 1
1,715.0
200.8
267.1
238.3
1,057.3
500.0
120.0
53.8
610. 1
32.8
. 8
240.0
1,707.7
164. 1
130. 0
16. 3
150.3
28.8
35.5
40.0
2.0
50.4
57. 1
15.3
425.0
84. 7
22.7
20.1
6. 1
132. 6
44.6
1,554.8
35.0
410.4
1,171.4
185.5
1 53. 2
4,086.4
1,297.0
28.0
310.2-
30,277.1
• 0
$ % $ %
16. 6
76.5
51. 1
267.1-
132.4-
653.3
500.0
3.0
11. 2
33.0
33.0
9.5
33.9
89.4
403.4
79.0-
294.8
24.6
15.0
1. 1
100.0
. 5
3.6
4. 1
• 0
1 9. 1
20.2
2.8
7.8
3.0
134. 2
8.9
83.0
• 0
74.4-
91. 7
148.7
101 . 2
1,641.6
99.4
4.2-
1,508.0-
4,092.8
$
36.0
11. 0
4.6
39.1
100.0-
81.3-
68.9
100.0
2.5
20.8
4.7
121. 3
593. 7
14. 1
5.0
246.1
60.7-
877. 7
9.0
52. O ·
4.6
250.0
5.0
4.5
7.8
. 0
4.4
23.8
1 3. 0
41. 0
58.8
93.8
19. 9
5.3
• 0
18. 1-
7. 0
80. 1
104.0
40. 1
7.6
26.5-
136. 1-
12. 8
%
100.0
16.8
9.7
19.3-
267.1-
208.0-
543.4
500.0
3.0
11. 2
11 6. 1
27.3
10.3
33.9
142.2
403. 1
79 ~·0-
294. 1
147.2
1 5. 0
10.7-
100.0
8.5
33.2
1.0-
5. 1
1 9. 1
20.2
1. 5
6.6
1. 9
144.5
8.8
83.0
35.0
74.4-
221.8
148.7
45.2
1,641.6
99.4
16.4-
89. 7-
5,638.7
$
36.0
11. 2
• 5
9.6-
100.0-
87.2-
51. 3
100.0
2.5
20.8
19.0
83.5
287.5
14. 1
8.3
245.6
60.7-
794.5
97.9
52.0
30.2-
250.0
425.0
65.8
1. 7-
33. 3
4.4
23.8
6.6
33.0
31. 5
108.9
19. 9
5.3
100.0
18. 1 -
18.9
80.1
29.5
40.1
7.6
58.6-
28.9
18.6
%
100.0
- - - - - - - - - - - - - - - - - -
- - - - - -
BP255 DATE 11/05/91
TI ME 11 : 53
APPROPRIATION 300
ADMINISTRATIVE COMMAND
PROGRAM ENHANCEMENTS
77007
77008
77012
77014
77017
77025
DIST. BUDGET ANALYSTS
acc. HEALTH & SAFETY
ADM. SUPPORT - CAO
FOI - TABLETOP SYSTEM
VOICE MESS./CALL PROC.
FIREARMS STRATEGY
FEATURE GROUP 77000 TOTAL
APPROPRIATION 300 TOTAL
- - - - - - - - - - - - -
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 10
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE .
ESTIMATE ESTIMATE PiOJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
52.0
1 52. 0
25.0
45.0
600.0
780 . 0
1,690.0
139,652.1
. 0
• 0
. 0
. 0
• 0
. 0
• 0
118,632.3
• 0
• 0
• 0
• 0
. 0
• 0
. 0
115,608.3
$
52.0
1 52. 0
25.0
45.0
600.0
780.0
1,690.0
21,019.8
%
100.0
100.0
100.0
100.0
100.0
100.0
1 o ·o. o
1 7. 7
$
52.0
152. 0
25 . 0
45.0
600.0
780.0
1,690.0
24,043.7
%
100.0
100.0
100. 0
100. 0
100. 0
100.0
100.0
20.7
-
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 11
TI ME 11 : 53
APPROPRIATION 400
SUPPORT COMMAND
REGULAR SALARIES
71010
71011
71012
71015
71016
71018
71040
71040-02
71040-03
71040-05
71040
71920
REG. UNIFORM
REG. CIVILIAN !Al
REG. CIVILIAN B
REG. CIVILIAN C
REG. UNIFORM SR. OFFICER
REG. CIVILIAN EXCLUDED
REG. TEMPORARY
COURT OFFICERS
SUMMER HELP
OTHER TEMPORARIES
TOTAL
REG. W.C.B. AWARD
FEATURE GRO~P 71000 TOTAL
SPECIAL PAY
7111 0
71111
71 1 1 2
711 1 3
711 1 4
7111 5
7111 6
711 1 7
7111 8
71210
71 211
SPEC. UNIFORM COURT FEE
SPEC. UNIFORM OVERTIME
SPEC. UNIFORM STAT. HOLIDAY
SPEC. UNIFORM SHIFT BONUS
SPEC. NON-PERM. PLAINCLOTHES
SPEC. CIVILIAN OVERTIME
SPEC. CIVILIAN SHIFT BONUS
SPEC. UNIFORM LIEU TIME
SPEC. CIVILIAN LIEU TIME
SPEC. UNIFORM ALTERNATE RATE
SPEC. CIV. ALTERNATE RATE
FEATURE GROUP 71000 TOTAL
FRINGE BENEFITS
72902
72904
72905
72906
72907
72930
72931
72932
72933
72934
72935
72936
72963
MATERIALS
GROUP LIFE, L.T.D.
GROUP INSURANCE
UNEMPLOYMENT INSURANCE
UNEMPLOYMENT INSURANCE REBATE
U. I. C. - NON QUALIFIED
C.P.P - NON QUALIFIED
CANADA PENSION . PLAN
CIVILIAN METRO PENSION
OMERS - POLICE
OMERS - POLICE SUPPLEMENT
OMERS CIVILIAN
POLICE BENEFIT FUND
CLOTHING REIMBURSEMENT
FEATURE GROUP 72000 TOTAL
- - - - - -
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1 992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991 ·
14,284.5
4,936.9
33. 5
17,468.3
1,734.9
96.2
• 0
3,488.3
106.4
1 54 . 4
3,749.1
109.2
42,412.6
185.4
109.8
43.9
23. 1
4.4
375.5
236.4
209.0
228.8
74.9
50. 7
1,541.9
111. 6
227.8
1,045.5
• 0
89.0
45. 1
579.7
20.3
628. 1
9.9
1 , 5 53. 5
616.7
173.3
5,100.5
-
13,876.8
4,559.8
33.5
16,830.2
1,671.0
1 01 . 8
2,903.6
• 0
. 0
. 0
2,903.6
90.4
40,067.1
163.2
85.6
14. 6
20.8
4. 1
2 52. 0
211.2
197.0
232.4
58.7
41. 8
1,281.4
97. 7
219.3
952.5
• 0
. 0
• 0
513.8
23.5
502.4
. 0
1, 393.6
673.3
141 . 3
4,517.4
14,091.5
4,342.1
31. 8
16,075.1
1,676.4
97.4
2,613.2
• 0
. 0
• 0
2 , 613.2
84.0
39,011.8
1 63. 1
80.5
27.3
20.8
7.3
287.5
229.3
278.4
697.2-
74.5
50.5
522.4
109.0
245.1
981.0
.8
90.3
48.2
513.8
23.4
512. 1
11. 0
1,396.2
664.4
1 50. 7
4,746.6
- - - -
$
407.7
377. 1
• 0
638. 1
63.9
5.6-
2,903.6-
3,488.3
106.4
154.4
845.5
18.8
2,345.5
.. -'$
22.2
24.2
29.3
2.3
• 3
123.5
25.2
12.0
3.6-
16. 2
8.9
260.5
$
13.9
8.5
93.0
• 0
89.0
45. 1
65.9
3.2-
125.7
9.9
159.9
56.6-
32.0
583.1
$
%
2.9
8.2
• 0
3. 7
3.8
5.5-
100.0-
100.0
100.0
100.0
29. 1
20.7
5.8
%
13. 6
28.2
200.6
11. 0
7.3
49.0
11 . 9
6.0
1. 5-
27. 5
21 . 2
20.3
%
14. 2
3.8
9.7
. 0
100.0
100.0
12. 8
13.6-
25.0
100.0
11. 4
8.4-
22.6
12.9
%
- - - -
$
192.9
594.7
1. 6
1,393.1
58.4
1. 2-
2, 613. 2-
3,488.3
106.4
154.4
1,135.8
2 5. 1
3,400.7
$
22.2
29.2
16. 5
2.2
2.9-
87.9
7.0
69.4-
926.0
• 3
• 1
1,019.4
$
2.5
17. 3-
64. 4
.8-
1. 3-
3. 1-
65. 9
3. 1-
11 5. 9
1 • 1 -
15 7. 2
47. 7-
22.5
353.8
$
%
1. 3
13.6
5.2
8.6
3.4
1.3-
100.0-
100.0
100.0
100.0
43.4
29.8
8.7
%
13.6
36.3
60.5
10.8
40.2-
30.6
3.0
24.9-
1 32. 8-
• 5
. 2
1 95. 1
%
2.3
7.0-
6.5
100.0-
1. 4-
6. 4-
12.8
13.5-
22.6
10.4-
11. 2
7. 1-
14. 9
7.4
%
- - -
- - - - - - - - - - - - - - - - - - -
BP255 DATE 11/05/91
TI ME 11 : 53
APPROPRIATION 400
SUPPORT COMMAND
MATERIALS
73140
73180
73190
73221
73250
73271
73301
73302
73303
73304
73305
73306
73307
73311
73312
73426
73450
73452
73610
73643
73991
73993
73998
EQUIPMENT
74050
74053
74060
74101
74102
74103
74109
74130
741 31
74139
74300
74400
74998
SERVICES
76310
76330
BOOK,PERIODICAL,SUBSCRIPTION
PRINTED FORMS
OFFICE MATERIALS & SUPPLIES
SAFETY SUPPLIES
PHOTOGRAPHIC/VIDEO SUPPLIES
FINGERPRINT SUPPLIES
SHIRTS & TIES
FOOTWEAR
MOTORCYCLE LEGGINGS
GLOVES, GAUNTLETS & MITTS
MISCELLANEOUS CLOTHING EQUIPME
BADGES, CROWNS, ETC.
HEADWEAR AND COVERS
PROTECTIVE CLOTHING
UNIFORMS
TRAFFIC ENFORCEMENT SUPPLIES
VEHICLE PARTS
VEHICLE TIRES AND TUBES
GASOLINE,OIL,PROPANE
UTILITIES
HARDWARE TOOLS GENERAL ITEMS
9-1-1 MATERIALS
GST IMPACT - MATERIALS
FEATURE GROUP 73000 TOTAL
ELECTRICAL, & COMMUNICATION
TELEPHONE EQUIPMENT
GENERAL/GARAGE EQUIPMENT
DICTAPHONES/TRANSCRIBERS
FAX MACHINES
PAPER SHREDDERS
OTHER OFFICE EQUIPMENT
CAMERAS/LENSES
VIDEO PLAYERS/RECORDERS
OTHER PHOTO/VIDEO EQUIPMENT
FURNITURE & FURNISHINGS
HARDWARE/SOFTWARE/PERIPHERALS
GST IMPACT - EQUIPMENT
FEATURE GROUP '74000 TOTAL
PROFESSIONAL/MEMBERSHIP DUES
PRISONER'S MEALS
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 12
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
9. 7
32. 1
1 50. 2
9.2
258.7
82.0
• 0
• 0
• 0
. 0
• 0
• 0
.0
.0
.0
.4
• 0
• 0
.0
71 . 1
21 . 6
1 • 0
.0
636.0
.0
1 1 . 6
23.3
2.3
6.8
3.4
26.4
11. 6
10.8
87.9
133. 2
.0
• 0
317.3
8.0
186.3
6.9
20.0
111 . 6
6. 1
226.0
63.8
15. 6
19. 5
. 0
. 7
10.4
. 8
2. 1
4.8
73.6
.4
. 0
. 0
1 58. 4
68. 1
6.3
• 5
34.1-
761. 5
4.4
1 . 3
7.6
• 0
. 0
• 0
3.3
• 0
• 0
33.3
70.7
460.8
27.5-
553.9
4.4
177.8
5.8
14.9
111 . 6
6. 1
212.4
63.8
15. 6
19. 6
. 2
• 7
10. 5
. 9
2.2
4.9
105. 1
. 4
. 0
• 0
185.6
68. 1
4.8
• 5
23.1-
811 . 1
4.4
2. 6
8.0
• 0
. 0
7.8
2.3
• 0
. 9
40.5
50.9
499.5
16.5-
600.6
4.4
170.6
$
2.8
12. 1
38.6
3. 1
32.7
18.2
15. 6-
19. 5-
• 0
.7-
10.4-
.8-
2. 1 -
4.8-
73.6-
. 0
• 0
• 0
1 58. 4-
3. 0
15.3
• 5
34. 1
125.5-
$
4.4-
10.3
1 5. 7
2.3
6.8
3.4
23. 1
11. 6
10.8
54.6
62.5
460.8-
27.5
236.6-
$
3.6
8.5
%
40.5
60.5
34.5
50.8
14.4
28.5
100.0-
100.0-
. 0
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
. 0
• 0
. 0
100.0-
4.4
242.8
100.0
100.0-
16.4-
%
100.0-
792.3
206.5
100.0
100.0
100.0
700.0
100.0
100.0
163.9
88.4
100.0-
100.0-
42.7-
%
81.8
4.7
$
3.8
1 7. 1
38.6
3.0
46.2
18. 2
1 5. 6-
19. 6-
.2-
.7-
10.5-
.9-
2.2-
4.9-
105.1-
_ ·o
• 0
• 0
185.6-
3.0
16. 7
. 5
23. 1
175.1-
$
4.4-
8.9
1 5. 2
2.3
6.8
4.4-
24.0
11. 6
9.8
47.3
82.2
499.5-
16. 5
283.3-
$
3.5
15. 6
%
65.3
114.8
34.5
·so. 4
21. 7
28.5
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
. 0
100.0-
100.0-
100.0-
4.4
348.7
100.0
100.0-
21. 5-
%
100.0-
344. 1
187.8
100.0
100.0
56.4-
26.7
100.0
73.9
116. 7
1 61 . 6
100.0-
100.0-
47.1-
%
80.0
9. 1
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 13
TIME 11:53 GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
APPROPRIATION 400 1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
SUPPORT COMMAND 1992 1 991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1 991
SERVICES $ % $ %
76335 TRANSIT FARES 1. 2 . 5 . 5 . 7 140.0 . 6 128.2
76336 INVESTIGATION EXPENSE . 0 . 0 . 0 . 0 . 0 . 0 100.0-
76410 POSTAGE . 1 . 1 . 1 . 0 . 0 . 0 5.5-
76421 RENTAL OF TELEPHONE/LINES/TELE 56.2 16. 7 17. 6 39.5 236.5 38.5 218.4
76423 LONG DISTANCE CALLS 3.0 . 0 . 0 3.0 100.0 3.0 100.0
76510 PROFESSIONAL & CONSULTING 21. 0 14.4 15. 2 6.6 45.8 5. 7 37.5
76520 SERVICES GENERAL 26.5 20.6 18.3 5.9 28.6 8. 1 44.2
76522 PHOTOGRAPHIC/VIDEO SERVICES 18.4 8. 1 4.0 10.3 127. 1 14.3 354.3
76532 TRAINING & DEVELOPMENT 60.9 26. 1 26.3 34.8 133.3 34.5 131. 4
76540 CAR WASHING . 0 14. 1 1 4. 1 14. 1 - 100.0- 14. 1- 100.0-
76650 REPAIRS - TECHNICAL EQUIPMENT 11. 1 10. 6 10.6 . 5 4.7 . 5 4. 7
76665 CLEANING AND LAUNDRY 6.9 5. 7 5.8
,. 2
21. 0 1. 0 17. 5
76666 CLEANING DRAPES/CARPET/FURNITU 1 . 0 . 0 . 0 1 . 0 100.0 1. 0 100.0
76723 SERVICE CONTRACT - BUSINESS EQ 13.8 11. 9 11 . 9 1 . 9 1 5. 9 1. 9 15. 9
76724 REPAIRS - OFFICE EQUPMENT 6.6 4.6 5.2 2.0 43.4 1. 3 26.6
76 72 5 SERVICE - AIR CONDITIONER 2. 5 1 . 5 1.5
,. 0
66.6
. . 9
57.2
76726 REPAIRS-FURNITURE 3.2
,. 6
2.0
,. 6
100.0 1 . 1 59.0
76811 ADVERTISING AND PROMOTIONALS 7.7 5. 1 4.7 2.6 50.9 2.9 60.6
76813 RECEPTIONS & PUBLIC RELATIONS 1 5. 3 9.8 9.8 5. 5 56. 1 5. 5 56. 1
76920 RENTAL/LEASE OF FACILITIES 668. 1 544.6 544.6 123.5 22.6 123. 5 22.6
76930 RENTAL - BUSINESS EQUIPMENT 96.3 84.4 102.0 11 . 9 14. 0 5.7- 5.6-
76934 LEASE/MTCE. COMPUTER EQUIPMENT 4.5
,. 0 ,. 0
3.5 350.0 3.5 350.0
76937 MTC INFORMATION 1 0. 7 1 0. 2 10.2 . 5 4.9 . 5 4.9
76951 .
RENTAL - PARKING SPACE 20.5 16. 7 8.6 3.8 22.7 11. 8 136. 0
76990 RENTAL - RADIO EQUIPMENT 9. 1 3.4 3.9 5.7 167.6 5. 1 128.2
76998 GST IMPACT - SERVICES . 0 32.9 9.2- 32.9- 100.0- 9.2 100.0-
FEATURE GROUP 76000 TOTAL 1,258.9 1,026.8 984.6 232.1 22.6 274.2 27.8
PROGRAM ENHANCEMENTS $ % $ %
77003 COURT LIAISON CIVLNZTN 99.3 . 0 . 0 99.3 100.0 99.3 100.0
77005 COMMUN. OPERATORS 262.3 . 0 . 0 262.3 100.0 262.3 100.0
77013 FIS GROUP 4 FAX MACH. 34.0 . 0 . 0 34.0 100.0 34.0 100.0
7701 5 INTERNAL AFFAIRS CLERK 9.7 . 0 . 0 9.7 100.0 9.7 100.0
77019 CONSOLE OPERATORS 21. 8 . 0 . 0 21. 8 100.0 21. 8 100.0
FEATURE GROUP 77000 TOTAL 427.1 . 0 . 0 427.1 100.0 427. 1 100.0
APPROPRIATION 4. 00 TOTAL 51,694.3 48,208.1 46,677.4 3,486.2 7.2 5,016.8 . 10. 7
- - - - - - - - ------ - - - - -
i
I -
- - - - -
BP255 DATE 11/05/91
TI ME 11: 53
APPROPRIATION 500
FIELD COMMAND
REGULAR SALARIES
71010
71011
71012
71015
71016
71018
71040
71040-01
71040-03
71040-05
71040
71041
71920
REG. UNIFORM
REG. CIVILIAN !Al
REG. CIVILIAN B
REG. CIVILIAN C
REG. UNIFORM SR. OFFICER
REG. CIVILIAN EXCLUDED
REG. TEMPORARY
LIFEGUARDS
SUMMER HELP
OTHER TEMPORARIES
TOTAL
REG. SCHOOL CROSSING GUARD
REG. W.C.B. A~ARD
FEATURE GROUP 71000 TOTAL
SPECIAL PAY
7111 0
7111 1
7111 2
7111 3
7111 4
7111 5
7111 6
7111 7
71118
71210
71 211
SPEC. UNIFORM COURT FEE
SPEC. UNIFORM OVERTIME
SPEC. UNIFORM STAT. HOLIDAY
SPEC. UNIFORM SHIFT BONUS
SPEC. NON-PERM. PLAINCLOTHES
SPEC. CIVILIAN OVERTIME
SPEC. CIVILIAN SHIFT BONUS
SPEC. UNIFORM LIEU TIME
SPEC. CIVILIAN LIEU TIME
SPEC. UNIFORM ALTERNATE RATE
SPEC. CIV. ALTERNATE RATE
FEATURE GROUP 71000 TOTAL
FRINGE BENEFITS
72901
72902
72903
72904
72905
72906
72907
72909
72930
72931
72932
72933
72934
72935
EMPLOYER HEALTH TAX
GROUP LIFE, L. T. D.
CMP/SUPP
GROUP INSURANCE
UNEMPLOYMENT INSURANCE
UNEMPLOYMENT INSURANCE REBATE
U. I. C. - NON QUALIFIE.D
DENTAL PLAN
C.P.P - NON QUALIFIED
CANADA PENSION PLAN
CIVILIAN METRO PENSION
OMERS - POLICE
OMERS - POLICE SUPPLEMENT
OMERS CIVILIAN
- - - - - - - - - - - - -
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 14
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
244,729.1
5,597.6
110. 5
11,019.5
5,803.3
41. 7
• 0
482.8
166.3
138. 6
787. 7
3,302.4
795.3
272,187.1
16,433.6
5,119.5
925. 7
906.0
517. 6
369.9
243.9
7,868.1
170.0
548.3
21. 2
33,123.8
• 0
83.8
. 0
1 , 54 7. 0
6,307.8
• 0
147.7
• 0
47.5
3,769.9
41. 1
15,799.5
257. 8
1,001.1
234,839.8
4,932.7
110. 5
11,201.3
5,718.8
139. 7
533.8
• 0
• 0
• 0
533.8
3,295.6
726.8
261,499.0
15,721.9
5,317.0
826.2
840. 7
477. 7
320.5
180.7
7,614.6
11 5. 9
485.9
17. 3
31,918.4
400.0
74. 1
468.4
1,447.9
5,751.4
. 0
. 0
300.0
. 0
3,385.2
40.7
14,532.1
. 0
890.7
234,949.7
4,651.5
104.9
10,711.6
5,718.8
1 32. 0
773. 0
. 0
. 0
. 0
773. 0
3,351.6
673.5
261,066.9
15,722.2
4,999.4
848.5
840. 7
4 77. 7
365.4
196.3
10,736.5
347. 7-
601. 7
21. 1
34,462.1
417.2
82.1
578.4
1,642.7
5,923.9
24.0
137. 8
300.0
45.7
3,385.2
40. 7
14,541.5
280.4
890.7
$
9,889.3
664.9
• 0
181.8-
84.5
98.0-
533.8-
482.8
166.3
138.6
253.9
6.8
68.5
10,688. 1
$
711. 7
197.5-
99.5
65.3
39.9
49.4
63.2
253.5
54. 1
62.4
3.9
1,205.4
$
400.0-
9.7
468.4-
99. 1
556.4
• 0
147.7
300.0-
47.5
384.7
• 4
1,267.4
257.8
110.4
%
4.2
13.4
. 0
1. 6-
1. 4
70.1-
100.0-
100.0
100.0
100.0
47.5
. 2
9.4
4.0
%
4.5
3.7-
12. 0
7. 7
8.3
1 5. 4
34.9
3.3
46.6
12.8
22.5
3. 7
%
100.0-
13. 0
100.0-
6.8
9.6
• 0
100.0
100.0-
100.0
11. 3
. 9
8.7
100.0
12.3
$
9,779.3
946.0
5.5
307.8
84.5
90.3-
773.0-
482.8
166.3
138.6
14. 6
49.2-
121. 7
11,120.1
$
711. 3
120.0
77. 1
65.2
39.9
4.4
· 4 7. 5
2,868.4-
517. 7
53.4-
• 0
1,338.3-
$
417. 2-
1. 6
578.4-
95.7-
383.8
24.0-
9.8
300.0-
1. 7
384.7
• 4
1,257.9
22.6-
110.4
%
4. 1
20.3
5.2
2.8
1. 4
68.4-
100.0-
100.0
100.0
100.0
1. 8
1. 4-
18. 0
4.2
%
4. 5
2.4
9.0
7. 7
8.3
1. 2
24.2
26.7-
148.8-
8.8-
• 2
3.8 -
%
100.0-
1. 9
100.0-
5.8-
6.4
100.0-
7. 1
100.0-
3.7
11. 3
. 9
8.6
8.0-
12. 3
-
BP255 DATE 11/05/91
TIME 11:53
APPROPRIATION 500
FIELD COMMAND
FRINGE BENEFITS
72936
72963
MATERIALS
73140
73180
73182
73190
73221
73250
73271
73301
73302
73303
73304
73305
73306
73307
73311
73312
73314
73371
73422
73425
73426
73450
73453
73459
73610
73643
73750
73751
73991
73996
73998
EQUIPMENT
74050
74051
74053
74054
74060
POLICE BENEFIT FUND
CLOTHING REIMBURSEMENT
FEATURE GROUP 72000 TOTAL
BOOK,PERIODICAL,SUBSCRIPTION
PRINTED FORMS
PARKING TAGS
OFFICE MATERIALS & SUPPLIES
SAFETY SU PP LI ES
PHOTOGRAPHIC/VIDEO SUPPLIES
FINGERPRINT SUPPLIES
SHIRTS & TIES
FOOTWEAR
MOTORCYCLE LEGGINGS
GLOVES, GAUNTLETS & MITTS
MISCELLANEOUS CLOTHING EQUIPME
BADGES, CROWNS, ETC.
HEADWEAR AND COVERS
PROTECTIVE CLOTHING
UN !FORMS
LIFEGUARD MATERIALS/SUPPLIES
MTPF WINGED WHEELS
AMMUNITION AND FIREARM SUPPLIE
BREATHALIZER SUPPLIES
TRAFFIC ENFORCEMENT SUPPLIES
VEHICLE PARTS
COMMUNICATION MATERIALS
SHOP SUPPLIES - VEHICLE/MARINE
GASOLINE,OIL,PROPANE
UTILITIES
ANIMAL FOOD
MOUNTED SUPPLIES
HARDWARE TOOLS GENERAL ITEMS
PUBLIC ORDER GROUP - MATERIALS
GST IMPACT - MATERIALS
FEATURE GROUP 13000 TOTAL
ELECTRICAL, & COMMUNICATION
RADIO UNITS
TELEPHONE EQUIPMENT
MOT'S
GENERAL/GARAGE EQUIPME~T
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 15
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
3,114.3
1,075.1
33,192.6
33.2
238.2
• 0
547.7
46.4
80.2
9.6
1 . 9
34. 1
. 0
3.8
26.5
. 2
3. 1
57.6
14. 1
13.4
25.2
28.3
21 . 5
174.4
• 0
2.2
23.0
2.0
8.4
84.8
43.2
97.6
41. 0
• 0
1,661.6
. 0
3.6
28. 1
• 0
38.0
3,069.6
983.3
31,343.4
26.9
200.0
• 0
478.8
33.6
66.3
7.0
229.4
249.9
18.6
13. 0
80.6
14.6
62. 1
2 57. 6
518.4
12.8
12.0
85.5
1 5. 5
146.4
• 0
• 0
20. 7
3,203.7
8.0
83.6
38.0
84. 1
39.2
269.1-
5,737.2
• 5
21. 2
15. 3
17. 4
22.6
3,008.2
1,049.1
32,348.2
22.8
146.0
• 0
478.8
33.6
62.4
9.6
229.4
249.9
29.2
13.0
80.6
14.8
62. 1
232. 1
7 21 . 3
6.9
6.9
85.5
1 5. 5
146.4
5. 1
. 0
24.2
3,754. 7
8.3
83.6
38.0
63.2
30. 1
182.9-
6,472.1
1. 4
38.6
31. 6
. 0
23.5
$
44.7
91. 8
1 , 849. 2
$
6.3
38.2
• 0
68.9
12.8
13.9
2.6
227.5-
215.8-
18.6-
9.2-
54.1-
14.4-
59.0-
200.0-
504.3-
. 6
13.2
57.2-
6.0
28.0
• 0
2.2
2.3
3,201.7-
• 4
,. 2
5.2
13. 5
,. 8
269.1
4,075.6-
$
. 5-
17. 6-
12.8
17.4-
15. 4
%
1.4
9.3
5.8
%
23.4
19. 1
. 0
14.3
38.0
20.9
37. 1
99.1-
86.3-
100.0-
70.7-
6 7. 1 -
98.6-
95.0-
77.6-
97.2-
4.6
110. 0
66.9-
38. 7
19. 1
• 0
100.0
11. 1
99.9-
5.0
1. 4
13. 6
16. 0
4. 5
100.0-
71.0-
%
100.0-
83.0-
83.6
100.0-
68. 1
$
106.0
25.9
844.3
$
10. 3
92. 1
• 0
68.9
12. 7
17. 7
• 0
227.5-
215.8-
29.2-
9.2-
54.1-
14.6-
59.0-
174. 5-
707. 2-
6.4
18. 2
57.2-
6.0
28.0
5. 1 -
2.2
1. 2-
3, 752.7-
• 0
1. 2
5.2
34.3
10.8
182.9
4,810.5-
$
1. 4-
35. 0-
3.5-
• 0
14.4
%
3.5
2.4
2.6
%
45.0
63. 1
100.0-
14.3
37.6
28.4
• 1 -
99.1-
86.3-
100.0-
70.8-
67.1-
98.6-
95.0-
7 5. 1 -
98.0-
93.8
262.0
66.9-
38.7
1 9. 1
100.0-
100. 0
5. 1 -
99.9-
• 9
1. 4
13.6
54.4
35.8
100.0-
74.3-
%
100.0-
90.6-
11 . 2-
• 0
61. 0
- - - - - - - - - - - - -
... -
- - -
- - - - - - - - - - - - - -- - - - -
BP255 DATE 11/05/91
TIME 11:53
APPROPRIATION 500
FIELD COMMAND
EQUIPMENT
74071
74101
74102
74103
74109
74120
74130
74131
74139
74140
74201
74202
74209
74213
74300
74309
74400
74412
74414
74416
74998
SERVICES
76310
76330
76332
76333
76334
76335
76336
76338
76339
76421
76509
76510
76513
76520
76 521
76522
76523
76531
76532
76540
76541
76647
BREATHALIZER EQUIPMENT
DICTAPHONES/TRANSCRIBERS
FAX MACHINES
PAPER SHREDDERS
OTHER OFFICE EQUIPMENT
AIR CONDITIONERS
CAMERAS/LENSES
VIDEO PLAYERS/RECORDERS
OTHER PHOTO/VIDEO EQUIPMENT
PRINTING & BINDING
BOAT/VESSELS
ANIMALS
OTHER TRANSPO~TATION EQUIPMENT
LIFEGUARD EQUIPMENT
FURNITURE & FURNISHINGS
PUBLIC ORDER GROUP - EQUIPMENT
HARDWARE/SOFTWARE/PERIPHERALS
FIREARMS
RADAR UNITS
SCUBA EQUIPMENT
GST IMPACT - EQUIPMENT
FEATURE GROUP 74000 TOTAL
PROFESSIONAL/MEMBERSHIP DUES
PRISONER'S MEALS
PRISONERS - RETURN OF
MILEAGE
PUBLIC ORDER GROUP - SERVICES
TRANSIT FARES
INVESTIGATION EXPENSE
SCHOOL PATROL EXPENSES
SUMMER YOUTH PROGRAM EXPENSES
RENTAL OF TELEPHONE/LINES/TELE
OUTSIDE SERVICES
PROFESSIONAL & CONSULTING
INTERPRETER SERVICES
SERVICES GENERA~
SERVICES DATA PROCESSING
PHOTOGRAPHIC/VIDEO SERVICES
P.E.U. - TOWING CHARGES
REPAIRS - CLOTHING & EQUIPMENT
TRAINING & DEVELOPMENT
CAR WASHING
MOUNTED SERVICES
REPAIRS - VEHICLES
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 16
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE .
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
27.0
20.2
3.4
• 0
41.8
1. 4
13. 2
18.3
1 . 5
• 0
. 0
17. 9
2.3
26.0
232.8
• 0
• 0
. 0
45.5
1 2. 1
• 0
533. 1
16. 5
87.9
• 0
1 25. 4
3. 1
1. 6
• 0
33.4
1. 6
1 81 . 1
1. 2
18.8
12.6
124. 2
1. 9
35.0
15. 0
2. 5
116. 5
. 0
63.2
• 0
• 0
1 0. 1
3.5
1. 7
55.8
3.9
8.4
7.0
3.4
. 0
. 0
14. 5
• 0
47.0
648. 1
6.9
• 9
1 • 9
25.5
9.2
71. 0-
853. 8
10. 3
7 3. 1
• 0
120.0
3.0
25. 1
• 0
32.0
1 . 5
107.9
• 0
13. 7
7.2
64.6
1. 8
1 5. 6
2.9
2.0
91. 3
205.7
60.5
• 0
• 0
16. 6
1. 7
6.0
42. 1
4.8
29. 7
12. 0
12. 9
2.3
17.6-
16.4
. 0
47.0
466.6
• 0
• 9
1 . 9
51. 0
9.2
42.6-
756.8
10.4
70.1
20.2
122.9
3.0
25.8
85.2
32.0
1.5
11 5. 2
. 0
14. 5
5.0
62. 1
2. 1
7.6
3.8
2.0
91. 3
205.7
60.5
• 0
$
27.0
10. 1
• 1 -
1. 7-
14. 0-
2.5-
4.8
11 • 3
1. 9-
• 0
• 0
3.4
2.3
21. 0-
415. 3-
6.9-
.9-
1. 9-
20. 0
2.9
71. 0
320.7-
$
6.2
14.8
• 0
5.4
• 1
23.5-
• 0
1. 4
• 1
73.2
1. 2
5. 1
5.4
59.6
• 1
19.4
1 2. 1
• 5
25.2
205.7-
2.7
• 0
%
100.0
100.0
2.8-
100.0-
25.0-
64.1-
57. 1
161 . 4
55.8-
• 0
• 0
23.4
100.0
44.6-
64.0-
100.0-
100.0-
100.0-
78.4
31. 5
100.0-
37.5-
%
60. 1
20.2
• 0
4. 5
3.3
93.6-
• 0
4.3
6.6
67.8
100.0
37.2
75. 0
92.2
5. 5
124.3
417.2
25.0
27.6
100.0-
4.4
• 0
$
27.0
3. 5
1. 6
6.0-
. 3-
3. 4-
16. 5-
6. 2
11. 4-
2. 3-
17. 6
1. 4
2.3
21.0-
233.8-
. 0
.9-
1.9-
5.5-
2.9
42.6
223.7-
$
6.0
17. 7
20.2-
2.4
. 1
24.2-
85.2-
1. 4
. 1
65.8
1. 2
4.2
7. 5
62.0
.2-
27.3
11 . 1
• 5
25.2
205.7-
2.7
• 0
%
100.0
21. 6
94.2
100.0-
.8-
71.2-
55.6-
51. 6
88.3-
100.0-
100.0-
8.9
100.0
44.6-
50.1-
• 0
100.0-
100.0-
10. 7-
31. 5
100.0-
29.5-
%
58. 1
25.2
100.0-
2.0
3.3
93.8-
100.0-
4.3
6.6
57. 1
100.0
29.4
1 50. 0
99.8
12.4-
356.9
288.9
25.0
27.6
100.0-
4.4
• 0
- - - - - - - - - - - - - -- - - - -
BP255 DATE 11/05/91
TI ME 11: 53
APPROPRIATION 500
FIELD COMMAND
SERVICES
76650
76651
76660
76661
76665
76723
76724
76725
76726
76811
76813
76841
76850
76920
76930
76951
76990
76998
REPAIRS - TECHNICAL EQUIPMENT
REPAIRS - GARAGE EQUPIMENT
REPAIRS - MARINE
REPAIRS - LIFEGUARD EQUIPMENT
CLEANING AND LAUNDRY
SERVICE CONTRACT - BUSINESS EQ
REPAIRS - OFFICE EQUPMENT
SERVICE - AIR CONDITIONER
REPAIRS-FURNITURE
ADVERTISING AND PROMOTIONALS
RECEPTIONS & PUBLIC RELATIONS
REWARDS & INFORMATION
LICENSES
RENTAL/LEASE OF FACILITIES
RENTAL - BUSINESS EQUIPMENT
RENTAL - PARKING SPACE
RENTAL - RADIO EQUIPMENT
GST IMPACT - SERVICES
FEATURE GROUP 76000 TOTAL
PROGRAM ENHANCEMENTS
77001
77002
77009
77010
77011
77022
77023
COM. BASED POLICING
42 DIVISION PERSONNEL
EXPAND POLICE DOG SVCS.
AUX. BODY ARMOUR
MOUNTED RIDING HELMETS
HOVERCRAFT
INT. - PHONE TECHNOLOGY
FEATURE GROUP 77000 TOTAL
APPROPRIATION 500 TOTAL
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 17
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
11. 9
• 0
• 0
31. 4
25.5
4.4
66.3
8.7
53.5
124.0
98.7
• 0
• 0
38.7
229.8
21. 3
205. 1
• 0
1,760.8
820.0
265.3
161 . 0
1 50. 0
10.9
25.0
500.0
1 , 9 32. 2
344,391.2
6.3
. 0
• 0
30.0
13.7
• 0
54.6
6.9
19.8
98.5
73.0
. 0
. 0
25.0
165.6
63.3
1 57. 3
1 54. 7
1,706.9
• 0
• 0
• 0
. 0
• 0
• 0
• 0
• 0
333,058.7
6.6
• 3
1 • 1 -
• 0
14. 1
.0
57.3
7.3
23.8
119. 6
73.0
1 • 1
. 0
28. 7
203.0
32.9
157. 8
43.3-
1,623.3
• 0
. 0
. 0
. 0
• 0
• 0
. 0
. 0
336,729.6
$
5.6
• 0
• 0
1. 4
11. 8
4.4
11 • 7
1. 8
33. 7
25.5
25.7
.o
• 0
13.7
64.2
42.0-
47.8
1 54. 7-
53. 9
$
820.0
265.3
1 61 . 0
1 so. 0
10. 9
25.0
500.0
1,932.2
11,332.5
%
88.8
• 0
• 0
4.6
86.1
100.0
21.4
26.0
170.2
25.8
35.2
• 0
• 0
54.8 '
38.7
66.,3-
30. 3
100.0-
3. 1
%
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
3.4
$
5.2
. 3-
1 . 1
31.4
11. 3
4.4
8.9
1. 3
29.6
4.3
25.6
1. 1 -
• 0
9.9
26.7
11. 6-
47. 2
43.3
137.4
$
820.0
265.3
161 . 0
150. 0
10. 9
25.0
500.0
1,932.2
7,661.5
%
78.7
100.0-
100.0-
100.0
80. 7
100.0
1 5. 6
18. 9
123.8
3.6
35. 1
100.0-
100.0-
34.4
13. 1
35.2-
29.9
100.0-
8.4
%
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
2.2
-
BP255 DATE 11/05/91
TI ME 11 : 53-
A PP RO PR I AT I ON 600
DETECTIVE COMMAND
REGULAR SALARIES
71010
71011
71012
71013
71015
71016
71018
71040
71040-03
71040-04
71040-05
71040
71920
REG. UNIFORM
REG. CIVILIAN (Ai
REG. CIVILIAN (B
REG. COMMISSION STAFF
REG. CIVILIAN (C)
REG. UNIFORM SR. OFFICER
REG. CIVILIAN EXCLUDED
REG. TEMPORARY
SUMMER HELP
MON IT ORS
OTHER TEMPORARIES
TOTAL
REG. W.C.B. AWARD
FEATURE GROUP 71000 TOTAL
SPECIAL PAY
7111 0
71111
7111 2
7111 3
71114
7111 5
71116
7111 7
71118
71210
71211
SPEC. UNIFORM COURT FEE
SPEC. UNIFORM OVERTIME
SPEC. UNIFORM STAT. HOLIDAY
SPEC. UNIFORM SHIFT BONUS
SPEC. NON-PERM. PLAINCLOTHES
SPEC. CIVILIAN OVERTIME
SPEC. CIVILIAN SHIFT BONUS
SPEC. UNIFORM LIEU TIME
SPEC. CIVILIAN LIEU TIME
SPEC. UNIFORM ALTERNATE RATE
SPEC. CIV. ALTERNATE RATE
FEATURE GROUP 71000 TOTAL
FRINGE BENEFITS
72902
72903
72904
72905
72907
72930 .
72931
72932
72933
72934
72935
72936
72963
MATERIALS
GROUP LIFE, L. T. D.
CMP/SUPP
GROUP INSURANCE
UNEMPLOYMENT INSURANCE
U. I. C. - NON QUALIFIED
C.P.P - NON QUALIFIED
CANADA PENSION PLAN
CIVILIAN METRO PENSION
OMERS - POLICE
OMERS - POLICE SUPPLEMENT
OMERS CIVILIAN
POLICE BENEFIT FUND
CLOTHING REIMBURSEMENT
FEATURE GROUP 72000 TOTAL
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 18
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
22,628.3
1,589.0
• 0
• 0
• 0
1,182.8
41.2
. 0
42.5
1,000.0
61. 7
1,104.2
11. 6
26,557.1
1,872.1
2,085.1
81. 7
42.0
46.7
130. 9
8. 1
860.7
9.8
86.9
4.8
5,228.8
8.0
. 0
149. 6
561.7
44.2
25.7
322.3
3.9
1,398.0
22.5
89.9
521.2
403.3
3,550.3
23,216.0
1,416.8
• 0
• 0
• 0
1,153.2
39.2
1,000.0
• 0
• 0
• 0
1,000.0
11 • 2
26,836.4
1,771.6
2,039.7
62.4
38.2
39.8
108.7
8. 1
887.1
9. 1
97.0
4.0
5,065.7
7.3
490.0
1 35. 1
616.3
40.0
30.0
350.8
8.9
1,153.6
• 0
67.8
545.8
310.9
3,756.5
23,216.0
1,336.0
2. 1
1 0. 9
4. 7
1,153.2
37.0
943.4
• 0
. 0
• 0
943.4
10.4
26,713.9
1,771.6
1,917.3
64.0
38.4
39.8
123.9
8.9
1 , 2 50. 8
27.5-
119. 3
4.8
5,311.5
8. 1
605. 1
1 51 . 0
634.7
90.8
62.0
350.8
8.8
1,153.6
24.5
71 . 7
534.8
331.7
4,028.2
$
587.7-
172. 2
• 0
• 0
• 0
29.6
2.0
1,000.0 -:-
42.5
1,000.0
61. 7
104.2
.4
279.3-
$
100.5
45.4
19. 3
3.8
6.9
22.2
. 0
26.4-
• 7
1 0. 1 -
• 8
1 63. 1
$
• 7
490.0-
14. 5
54.6-
4.2
4.3-
28.5-
5.0-
244.4
22.5
22. 1
24.6-
92.4
206.2-
$
%
2. 5-
12. 1
• 0
• 0
• 0
2. 5
5. 1
100.0-
100.0
100.0
100.0
10.4
3.5
1.0-
%
5.6
2.2
30.9
9.9
17. 3
20.4
• 0
2.9-
7. 6
10.4-
20.0
3.2
%
9. 5
100.0-
10. 7
8.8-
10. 5
14.3-
8. 1-
56. 1 -
21. 1
100.0
32.5
4.5-
29.7
5.4-
%
$
587.7-
252.9
2. 1 -
10.9-
4. 7-
29.6
4. 1
943.4-
42.5
1,000.0
61. 7
160.7
1 . 1
1 56. 8-
$
100.5
16 7. 7
1 7. 6
3. 5
6.9
6.9
. 8-
390. 1-
37.3
32.4-
• 0
82. 7-
$
• 1 -
605.1-
1.4-
73.0-
46.6-
36.3-
28.5-
4.9-
244. 4
2: 0-
18. 1
13.6-
71.5
4 77. 9-
$
%
2.5-
18.9
100.0-
100.0-
100.0-
2.5
11 . 2
100.0-
100.0
100.0
100.0
17. 0
11. 3
.5-
%
5.6
8. 7
27.4
9.2
17. 3
5.6
9.1-
31 . 1 -
135.6-
27.1-
1. 4-
1. 5-
%
1. 6-
100. 0-
.9-
11 . 5-
51. 3-
58. 6-
8. 1 -
56. 1 -
21. 1
8.3-
25.2
2.5-
21. 5
11 • 8-
%
- - - - - - - - - - - - -- - - - -
- - - - - - ------ - - - - - - -
BP255 DATE 11/05/91
TI ME 11: 53
APPROPRIATION 600
DETECTIVE COMMAND
MATERIALS
73140
73180
73190
73221
73250
73301
73302
73304
73305
73306
73307
73311
73312
73422
73426
73450
73453
73459
73610
73991
73998
EQUIPMENT
74050
74051
74053
74060
74101
74103
74109
74130
74131
74139
74140
74300
74998
SERVICES
76310
76330
76332
76336
BOOK,PERIODICAL,SUBSCRIPTION
PRINTED FORMS
OFFICE MATERIALS & SUPPLIES
SAFETY SU PPL! ES
PHOTOGRAPHIC/VIDEO SUPPLIES
SHIRTS & TIES
FOOTWEAR
GLOVES, GAUNTLETS & MITTS
MISCELLANEOUS CLOTHING EQUIPME
BADGES, CROWNS~ ETC.
HEADWEAR AND CuVERS
PROTECTIVE CLOTHING
UNIFORMS
AMMUNITION AND FIREARM SUPPLIE
TRAFFIC ENFORCEMENT SUPPLIES
VEHICLE PARTS
COMMUNICATION MATERIALS
SHOP SUPPLIES - VEHICLE/MARINE
GASOLINE,OIL,PROPANE
HARDWARE TOOLS GENERAL ITEMS
GST IMPACT - MATERIALS
FEATURE GROUP 73000 TOTAL
ELECTRICAL, & COMMUNICATION
RADIO UNITS
TELEPHONE EQUIPMENT
GENERAL/GARAGE EQUIPMENT
DICTAPHONES/TRANSCRIBERS
PAPER SHREDDERS
OTHER OFFICE EQUIPMENT
CAMERAS/LENSES
VIDEO PLAYERS/RECORDERS
OTHER PHOTO/VIDEO EQUIPMENT
PRINTING & BINDING
FURNITURE & FURNISHINGS
GST IMPACT - EQUIPMENT
FEATURE GROUP 74000 TOTAL
PROFESSIONAL/MEMBERSHIP DUES
PRISONER'S MEALS
PRISONERS - RETURN OF
INVESTIGATION EXPENSE
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 19
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
7.8
10.0
146.5
2.6
41. 8
• 0
• 0
. 0
• 0
• 0
• 0
6.6
• 0
. 0
1. 2
.0
2.0
• 0
• 0
12.4
• 0
230.9
560.0
17.6
25. 1
. 9
26.3
• 0
4.8
5.6
. 8
28.5
• 0
85. 4
• 0
7 55. 0
4.2
. 1
. 0
• 0
6. 1
7.0
118.0
2.0
33. 1
1.0
. 6
• 1
. 6
. 5
• 5
8.0
2.3
. 2
• 8
• 0
17. 3
• 0
290. 7
9. 7
1 5. 9-
482. 6
267.5
4.0
6. 7
. 0
8.7
3.0
• 0
9.7
21. 5
33.8
• 7
14.8
18. 2-
352. 2
4.6
. 1
• 0
• 0
5.,
5. 2
118.0
2.0
31. 1
1 . 0
• 6
• 1
,. 1
• 7
• 6
7.3
4.5
• 2
,. 0
• 0
1 5. 2
• 0
340.7
7.3
10.8-
531. 6
267.5
6.3
7.8
2.6
30.4
6.0
. 1
16. 9
21. 5
41 . 1
,. 9
10. 6
10. 9-
402. 2
4.6
• 0
19. 1
214.8
$
1 . 7
3.0
28.5
• 6
8. 7
1.0-
.6-
• 1 - . 6-
. 5-
. 5-
,. 4-
2. 3-
.2-
.4
• 0
15.3-
• 0
290.7-
2.7
15. 9
251.7-
$
292.5
13. 6
18.4
• 9
17. 6
3.0-
4.8
4. 1 -
20.7-
5.3-
. 7-
70. 6
18.2
402.8
$
.4-
. 0
• 0
• 0
%
27.8
42.8
24. 1
30.0
26.2
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
17.5-
100.0-
100. 0-'
50.0
• 0
88.4-
• 0
100.0-
27.8
100.0-
52.1-
%
109.3
340.0
274.6
100.0
202.2
100.0-
100.0
42.2-
96.2-
1 5. 6-
100. 0-
477.0
100.0-
114. 3
%
8.6-
. 0
. 0
• 0
$
2. 6
4.7
28.5
. 5
10. 6
,. 0-
. 6-
. 1 -
,. 1-
. 7-
. 6-
.7-
4.5-
.2-
• 1
• 0
13.2-
• 0
340. 7-
5.0
10.8
300. 7-
$
292.5
1 1 • 2
17.2
,. 7-
4. 1 -
6.0-
4.6
11. 3-
20. 7-
1 2. 6-
1. 9-
74. 7
10. 9
352. 7
$
.4-
. 0
1 9. 1 -
214.8-
%
50.4
89.2
24. 1
29.6
34.3
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
9.5-
100.0-
100.0-
12. 2
100.0-
86.8-
100.0-
100.0-
68.6
100.0-
56. 5-
%
109.3
178.4
218.2
65.5-
13.6-
100.0-
166.8
67.0-
96.2-
30.7-
100.0-
701. 4
100.0-
87.6
%
9.5-
4. 1
100.0-
100.0-
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 20
TIME 11:53 GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
APPROPRIATION 600 1992 ESTIMATE
EST !MATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
DETECT I VE COMMAND 1992 1991 1 991 OVER ESTIMATE 1991 OVER ACTUAL 1991
SERVICES $ % $ %
76421 RENTAL OF TELEPHONE/LINES/TELE 103.3 1 1 0. 1 114. 5 6 . 8- 6. 1 - 11.2- 9.7 -
76509 OUTSIDE SERVICES 49.0 45.0 65.2 4.0 8.8 16.2- 24.9 -
76510 PROFESSIONAL & CONSULTING 300.0 146.6 1 56. 2 1 53. 4 104.6 143.7 92.0
76513 INTERPRETER SERVICES .8 . 5 . 6 . 3 60.0 . 1 24.5
76520 SERVICES GENERAL 29.8 25. 1 22. 1 4.7 18. 7 7.6 34.5
76522 PHOTOGRAPHIC/VIDEO SERVICES 7.8 3.3
,. 7
4.5 136.3 6.0 348.9
76532 TRAINING & DEVELOPMENT 1 02. 1 76.5 76.5 25.6 33.4 25.6 33.4
76540 CAR WASHING . 0 29.0 29. 1 29. 0 -: 100.0- 29. 1 - 100.0-
76650 REPAIRS - TECHNICAL EQUIPMENT 2.8 2. 5 2.5 . 3 12. 0 . 3 12.0
76665 CLEANING AND LAUNDRY . 2 . 2 . 2 . 0 . 0 . 0 2.9-
76723 SERVICE CONTRACT - BUSINESS EQ 7.4 7. 1 7. 1 • 3 4.2 . 3 4.2
76724 REPAIRS - OFFICE EQUPMENT 7.8 3.5 3.8 4.3 122.8 3.9 102.5
76726 REPAIRS-FURNITURE 3.8 1.5
,. 9
2.3 153.3 1. 8 92.0
76811 ADVERTISING AND PROMOTIONALS 2.9 2.6 2.6 . 3 1 1 . 5' . 2 8. 1
76813 RECEPTIONS & PUBLIC RELATIONS 13. 6 8.5 8.5 5. 1 60.0 5. 1 60.0
76841 REWARDS & INFORMATION 838.0 1,088.1 544.0 2 50. 1 - 22.9- 293.9 54.0
76842 PROCEEDS OF CRIME . 0 . 0 49.9 - . 0 . 0 49.9 100.0-
76930 RENTAL - BUSINESS EQUIPMENT 38.0 25.8 33.2 12. 2 47.2 4. 7 14. 1
76951 RENTAL - PARKING SPACE 16.4 14. 1 7.3 2.3 16. 3 9.0 123.6
76990 RENTAL - RADIO EQUIPMENT 1 36. 1 109.2 109.2 26.9 24.6 26.9 24.6
76998 GST IMPACT - SERVICES . 0 11 9. 6 33.4- 119.6- 100.0- 33.4 100.0-
FEATURE GROUP 76000 TOTAL 1,664.1 1,823.5 1,342.1 1 59. 4- 8. 7- 321.9 23.9
PROGRAM ENHANCEMENTS $ % $ %
77004 SEX. ASSAULT EXPANSION 275.0 . 0 . 0 275.0 100.0 275.0 100.0
77023 INT. - PHONE TECHNOLOGY 650.0 .0 . 0 650.0 100.0 650.0 100.0
77026 PROCEEDS OF CRIME 100.0 . 0 . 0 100. 0 100.0 100.0 100.0
FEATURE GROUP 77000 TOTAL 1,025.0 . 0 . 0 1,025.0 100.0 1,025.0 100.0
APPROPRIATION 600 TOTAL 39,011.2 38,316.9 38,329.8 694.3 1. 8 681.3
,. 7
GROSS EXPENDITURES 582,311.3 544,998.4 544,159.7 37,312.9 6.8 38,151.5 7.0
- - -
- ... -
- - - - - - - - - - - - -
- - - -
...
- - - - - - - - - - - - - -
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 21
TI ME 11: 53 SUMMARY BY FUNCTION (IN THOUSANDS OF DOLLARS)
APPROPRIATION 100
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
M. T. P. SERVICES BOARD 1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1 991
FUNCTION :
$ % $ %
M. T. P. SERVICES BOARD . 0 624.9 622.3 624.9- 100.0- 622.3- 100.0-
ADMINISTRATION 488.0 . 0 . 0 488.0 100.0 488.0 100.0
COMMUN I CA Tl ONS 33.0 . 0 . 0 33.0 100.0 33.0 100.0
MEMBERS 34.4 . 0 . 0 34.4 100.0 34.4 100.0
OFFICE 35. 7 . 0 . 0 35. 7 100.0 35. 7 100.0
RESEARCH 92.5 . 0 . 0 92.5 100.0 92.5 100.0
SECRETARIAL 62.6 . 0 . 0 62.6 100.0 62.6 100.0
APPROPRIATION 100 TOTAL 746.2 624.9 622.3 1 21 . 3 19.4 123.8 19. 9
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE
PAGE 22
TI ME 11: 53 SUMMARY BY FUNCTION (IN THOUSANDS OF DOLLARS)
APPROPRIATION 200 1992 ESTIMATE
ESTIMATE ESTIMATE PROJ. ACT. INCREASE OR DECREASE
CHIEF OF POLICE 1992 1991 1 991 OVER ESTIMATE 1991 OVER ACTUAL 1991
FUNCTION : $ %
$ %
CHIEF'S COMMUNITY LIAISON . 0 275.0 282.5 275.0- 100.0- 282.5- 100.0-
CHIEF OF POLICE 861. 7 634.8 623.6 226.9 35. 7 238.0 38. 1
CORPORATE PLANNING 1,146.1 1,545.4 1,557.9 399.3- 25.8- 411.8- 26.4-
DUTY DESK 1,276.7 1,264.1 1,275.1 12. 6 . 9 1. 5 . 1
EMP ASSISTANCE PROGRAM 516.3 458.3 451.6 58.0 12. 6 64.6 14.3
EXECUTIVE OPERATIONS 1 59. 0 145.4 144.8 13.6 9.3 1 4. 1 9.7
FORCE EXPENSES ALLOCATED 160.6 . 0 . 0 160.6 100.0 160. 5 215.7
LEGAL SERVICES 176.7 99.8 1 21 . 1 76.9
-
77.0 55.5 45.8
PUBLIC AFFAIRS 1,933.6 1,594.8 1,588.3 338.8 21. 2 345. 2 21. 7
TRIALS OFFICE 1 59. 4 139.9 146.7 19. 5 13. 9 12. 6 8.6
ADMINISTRATION 335.7 . 0 . 0 335.7 100.0 335. 7 100.0
NATIVE LIAISON 90.5 . 0 . 0 90.5 100.0 90.5 100.0 ·
APPROPRIATION 200 TOTAL 6,816.3 6,157.5 6,192.1 658.8 10.6 ' 624. 1 10.0
- -- - - - - -
- - .. -
- - - - - - -
- - - -
... - -
BP255 DATE 11/05/91
TIME 11:53
APPROPRIATION 300
ADMINISTRATIVE COMMAND
FUN CT ION :
ADMINISTRATIVE OPERATIONS
ADMINISTRATIVE SERVICES
BUDGETING & CONTROL
COMPUTING & TELECOMMUNICATIONS
CHIEF ADMIN. OFFICER
CAREER DEVELOPMENT
INFORMATION SYSTEMS
C.O. BICK
EMPLOYMENT
FINANCE & ADMINISTRATION
FINANCE & ADMIN. SYSTEMS
FACILITIES MANAGEMENT
FORCE EXPENSES ALLOCATED
FLEET MANAGEMENT
FINANCIAL MANAGEMENT
FREEDOM OF INFORMATION
INTERNA'L AUDIT
LABOUR RELATIONS
MEDICAL & HEAL TH
MATERIALS MANAGEMENT
NETWORK OPERATIONS
OCCURRENCE MANAGEMENT
PERSONNEL SERVICES
PERSONNEL RECORDS
RECRUIT TRAINING
RECRUITING
RECORDS & INFO. SECURITY
RECORDS MANAGEMENT
SECURITY & INFORMATION
SEPARATION&RETENTION COUNSELL.
.SYSTEM OPERATIONS
TELECOM & ELECTRONICS
UNIT NOT ASSIGNED
ADMINISTRATION
ACCOUNTS PAYABLE
ACCOUNTS RECEIVABLE
BACKGROUND SECTION
BODY SHOP
CADET CORPS
CIVIL LIAISON
EMPLOYMENT EQUITY
EQUIPMENT AND CONTROL
GENERAL LEDGER
GENERAL REPAIRS
INTERVIEW SECTION
MARINE REPAIRS
MOTORCYCLE SHOP
MOVES
NEW INSTALLATIONS
PAYROLL
REPAIRS
STOCKROOM
TRAINING
---------
-
- -
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 23
SUMMARY BY FUNCTION (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
116. 4
• 0
303.8
481 . 1
354.6
93.5
3,921.9
. 0
• 0
246. 7
201.6
304.9
75,375.2
. 0
.0
4 52. 1
517. 5
943.1
372. 8
681.6
. 0
5,815.2
.0
212. 1
3,801.2
883.2
212.4
5,024.7
1,150.1
.0
• 0
.0
3,083.8
24,143.4
182. 0
129. 8
717. 6
499.8
46.5
81. 3
144.0
12.2
59.0
3,203.9
399.6
281.3
344.5
85.9
194.5
656. 6
1,186.0
312.9
2,341.0
• 0
177. 9
226.0
359.3
943.0
82.6
10,119.1
3,663.2
4,886.7
203.2
176.4
260.7
57,180.6
6,406.4
1 , 341 . 3
331.7
372. 0
822.3
295.0
651.0
• 0
5,333.2
357.5
1 51 . 5
6, 1 50. 7
713.3
174.3
4,928.7
1,051.2
301.5
• 0
7,515.1
3,456.9
• 0
• 0
. 0
• 0
• 0
• 0
• 0
. 0
• 0
. 0
. 0
• 0
. 0
• 0
• 0
• 0
• 0
• 0
• 0
• 0
1. 6
315.2
21 7. 1
458.5
194.0-
90.3
9,646.3
3,817.7
4,882.5
204.1
170. 4
249.7
55,354.2
6,213.9
1,288.3
323.2
341. 4
816.2
281.4
606.4
11 2. 1
5,199.0
428.4
1 51 . 3
6,090.0
701.8
186.6
4,757.7
1,000.9
327.4
742.1
7,449.6
3,375.6
. 0
. 0
• 0
• 0
• 0
.0
. 0
• 0
• 0
• 0
. 0
• 0
• 0
. 0
• 0
• 0
• 0
• 0
• 0
• 0
$
116.4
177.9-
77.8
1 21 . 8
588.4-
10.9
6,197.2-
3,663.2 :-
4,886.7-
43.5
25.2
44.2
18,194.6
6,406.4-
1,341.3-
120.4
145.5
120.8
77.8
30.6
• 0
482.0
357.5-
60.6
2,349.5-
169.9
38. 1
96.0
98.9
301.5-
. 0
7,515.1-
373.1-
24,143.4
182.0
129.8
717.6
499.8
46.5
81.3
144.0
12. 2
59.0
3,203.9
399.6
281.3
344.5
85.9
194.5
656. 6
1 , 186. 0
312.9
2,341.0
%
100.0
100.0-
34.4
33.8
62.3-
1 3. 1
61.2-
100.0-
100.0-
21. 4
14. 2
16. 9
31. 8
1 oo. o · -
100. o-
3e.2
39. 1
14. 6
26.3
4.7
• 0
9.0
100.0-
40.0
38. 1 -
23.8
21. 8
1. 9
9.4
100.0-
. 0
100.0-
1 0. 7-
100. 0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
$
114. 7
315.2-
86.6
22.5
548.6
3. 1
5,724.4-
3,817.7-
4,882.5-
42.5
31. 1
55. 1
20,020.9
6,213.9-
1,288.3-
128.8
176.0
126.8
91. 3
7 5. 1
112.1-
61 6. 1
428.4-
60. 7
2,288.8-
181. 3
2 5. 7
266.9
14 9. 1
327.4-
742.1-
7,449.6-
291.8-
24,143.4
182.0
129.8
717. 6
499.8
46.5
81. 3
144.0
12. 2
59.0
3,203.9
399.6
281.3
344.5
85.9
194.5
656.6
1,186.0
312.9
2,341.0
%
941.9
100.0-
39.9
4.9
282.7-
3.4
59.3-
100.0-
100.0-
20.8
18.3
22. 1
36. 1
100.0-
100.0-
39.8
51. 5
1 5. 5
32.4
12. 3
100.0-
11 • 8
100.0-
40. 1
37.5-
25.8
13.8
5.6
14. 9
100.0-
100.0-
100.0-
8.6-
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100. 0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100. 0
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 24
TIME 11:53 · SUMMARY BY FUNCTION (IN THOUSANDS OF DOLLARS)
APPROPRIATION 300 1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
ADMINISTRATIVE COMM~ND 1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1 991
FUNCTION : $ %
$ %
VOICE USER SERVICES 80.8 . 0 . 0 80.8 100.0 80.8 100 . 0
APPROPRIATION 300 TOTAL 139,652.1 118,632.3 115,608.3 21,019.8 17. 7 24,043.7 20.7
- - - - - - - - -------- - - -
-
..
- -
...
-
1111
- -
..
- - -· - - - - - -
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 25
TI ME 11: 53 SUMMARY BY FUNCTION ( IN THOUSANDS OF DOLLARS)
APPROPRIATION 400 1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
SUPPORT C _ OMMAND 1992 1 991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1 991
FUN CT ION : $ % $ %
COMMUNICATIONS CENTRE 322.7 . 0 . 0 322. 7 100.0 322. 7 100.0
PUBLIC COMPLAINTS INV. 2,063.9 1 , 7 86. 1 1,783.0 277 .8 1 5. 5 280.8 1 5. 7
COMPLAINTS REVIEW 208.8 127.2 177. 6 81. 6 64. 1 31. 1 17. 5
COMMUNICATIONS SERVICES 13,569.7 12,930.9 12,531.2 638.8 4.9 1,038.4 8.2
COURT SERVICES . 0 18,103.4 16,812.9 18,103.4- 100.0- 16,812.9- 100.0-
COMMUNICATIONS SUPPORT 174.3 . 0 . 0 174.3 100.0 174.3 100. 0
DEPUTY SUPPORT COMMAND 198.3 161 . 7 140.4 36.6 22.6 57.8 41. 1
TRIAL PREPARATION 334. 7 346.7 339.1 12.0 -:. 3.4- 4.4- 1. 3-
FORCE EXPENSES ALLOCATED 427.1 50.0 51. 5 377. 1 754.2 375.5 728.5
FORENSIC INDENT. SERVICES 10. 6 6,530.7 6,522.7 6,520.1- 99.8- 6,512.1- 99.8-
FIREARMS REGISTRATION 282.8 268.4 263.9 14.4 5.3 18. 8 7. 1
FIELD SUPPORT SERVICES 211 . 6 262.4 263.1 50.8- 19.3- 51. 5- 19.5-
INTERNAL AFFAIRS 838.3 693.3 698.9 145.0 20.9 139.3 19.9
MGMT. AUDIT & POLICING STAND. 641.5 576.9 576.9 64.6 11. 1 ' 64.5 11. 1
PUBLIC PROPERTY 1,718.3 1,452.2 1,483.0 266. 1 18.3 235.2 15.8
PROFESSIONAL STANDARDS 102.4 96.9 98.7 5.5 5·. 6 3.6 3.7
REPORTING CENTRE 797.4 733.4 738.4 64.0 8.7 58.9 7.9
SUPPORT OPERATIONS 395.4 233.5 400.5 1 61 . 9 69.3 5. 1- 1. 2-
SUMMONS 3,323.3 3,854.4 3,795.0 531.1- 13. 7- 471.7- 12.4-
ADMINISTRATION 8,102.3 . 0 . 0 8,102.3 100.0 8,102.3 100.0
AREA COURTS 4,894.5 . 0 . 0 4,894.5 100.0 4,894.5 100.0
CLERICAL SUPPORT 372. 9 . 0 . 0 372.9 100.0 372.9 100.0
CENTRAL COURTS 6,619.1 . 0 . 0 6,619.1 100.0 6,619.1 100.0
FINGERPRINTING 797.9 . 0 . 0 797.9 100.0 797.9 100.0
MAJOR CRIME 717. 9 . 0 . 0 717.9 100.0 71 7. 9 100.0
PRISONER TRANSPORT & VEHICLES . 1,536.5 . 0 . 0 1,536.5 100.0 1, 536. 5 1 00. 0
PHOTO 187.0 . 0 . 0 187.0 100.0 187.0 100.0
PHOTO VIEWING 269.4 . 0 .0 269.4 100.0 269.4 100.0
1 DISTRICT HEADQUARTERS 476.5 .0 . 0 476.5 100.0 476.5 100.0
2 DISTRICT HEADQUARTERS 388.2 . 0 . 0 388.2 100.0 388.2 100.0
3 DISTRICT HEADQUARTERS 563.3 . 0 . 0 563.3 100.0 563.3 100.0
4 DISTRICT HEADQUARTERS 452.4 . 0 . 0 452. 4 100.0 452.4 100.0
5 DISTRICT HEADQUARTERS 695.3 . 0 . 0 695.3 100.0 695.3 100.0
APPROPRIATION 400 TOTAL 51,694.3 48,208.1 46,677.4 3,486.2 7.2 5,016.8 10. 7
-
BP255 DATE 11/05/91
TI ME 11: 53
APPROPRIATION 500
FIELD COMMAND
FUNCTION :
AUX POLICE LIAISON
COMMUNITY PROGRAMS
CENTRAL TRAFFIC
DEPUTY FIELD COMMAND
11 DIVISION
12 DIVISION
13 DIVISION
14 DIVISION
21 DIVISION
22 DIVISION
23 DIVISION
31 DIVISION
32 DIVISION
33 DIVISION
41 DIVISION
42 DIVISION
51 DIVISION
52 DIVISION
53 DIVISION
54 DIVISION
55 DIVISION
EMERGENCY MEASURES
EMERGENCY TASK FORCE
EAST TRAFFIC
FORCE EXPENSES ALLOCATED
FIELD OPERATIONS
INTER-COMMUNITY RELATIONS
MARINE
MOUNTED
NORTH TRAFFIC
SPECIAL EVENTS
TRAFFIC OPERATIONS
TRAFFIC SUPPORT SERVICES
WEST TRAFFIC
1 HEADUARTERS
2 HEADQUARTERS
3 HEADQUARTERS
4 HEADQUARTERS
5 HEADQUARTERS
ADMINISTRATION
CRIME PREV. / COMM. RE~AfIONS
POLICE DOG SERVICES
DETECTIVE .
COMMUNITY FOOT PATROL
PARKING ENFORCEMENT
DRUG SQUAD
STREET CRIME
TRAFFIC SAFETY
UNIFORM
YOUTH BUREAU
APPROPRIATION 500 TOTAL
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 26
SUMMARY BY FUNCTION (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
328.6
• 0
• 0
301. 6
• 0
• 0
• 0
. 0
• 0
• 0
• 0
• 0
• 0
• 0
• 0
• 0
• 0
• 0
. 0
• 0
• 0
340.5
5,118.4
• 0
2,107.2
346. 7
2,158.6
4,215.9
. 0
• 0
• 0
189.3
• 0
• 0
• 0
• 0
. 0
• 0
. 0
55,016.8
508.3
444.0
50,494.9
21,270.5
8,589.6
8,328.1
3,223.7
1,825.9
172,399.1
7,183.5
344,391.2
399.5
4,135.5
12,680.0
11 5. 7
10,611.9
8,920.3
12,330.2
25,204.0
6,790.9
9,326.8
10,716.0
16,336.1
15,826.6
11,393.7
18,099.9
19,720.0
13,087.2
27,071.6
11,130.7
11,273.6
17,620.7
310.6
4,735.6
6,097.0
18,051.7
1 55. 4
1,785.8
4,070.4
4,777.0
6,292.0
. 0
170.9
4,109.1
3,875.8
3,004.5
3,145.6
2,626.8
2,908.9
4 I 1 50 • 7
• 0
. 0
. 0
• 0
. 0
. o
.0
. 0
• 0
• 0
• 0
333,058.7
428.6
4,133.9
12,813.3
17. 1
10,715.2
9,022.2
12,488.7
25,460.4
6,888.0
9,430.7
10,884.6
16,533.1
16,022.1
11,516.0
18,354.4
20,066.6
13,182.1
27,261.5
11,229.6
11,353.6
17 I 738, 8
307.8
4,760.5
6,157.5
18,515.8
280.8
1,817.0
4,013.9
4,848.0
6,422.3
• 0
173. 2
4,045.5
3,932.0
3,011.8
3,165.3
2,642.0
2,918.5
4,175.2
. 0
. 0
. 0
• 0
. o
•. 0
. 0
• 0
. 0
. 0
. 0
336,729.6
$
70.9-
4,135.5-
12,680.0-
185.9
10,611.9-
8,920.3-
12,330.2-
25,204.0-:.
6,790.9-
9,326.8-
10,716.0-
16,336.1-
15,826.6-
11,393.7-
18,099.9-
19, 720.0-
13,087.2-
27,071.6-
11,130.7-
11,273.6-
17,620.7-
29.9
382.8
6,097.0-
15,944.5-
1 91 . 3
372.8
145.5
4,777.0-
6,292.0-
• 0
18.4
4,109.1-
3,875.8-
3,004.5-
3,145.6-
2,626.8-
2,908.9-
4,150.7-
55,016.8
508.3
444.0
50,494.9
21,270.5
8,589.6
8,328.1
3,223.7
1,825.9
172,399.1
7,183.5
11,332.5
%
17. 7-
100. 0-
100.0-
160.6
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100. o.:
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
9.6
8.0
100.0-
88.3-
12 3. 1
20.8
3.5
100.0-
100.0-
• 0
10. 7
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100. 0
100.0
100.0
100.0
100.0
100.0
100.0
100. 0
100.0
100.0
100.0
3.4
$
100.0-
4,133.9-
12,813.3-
284.4
10,715.2-
9,022.2-
12,488.7-
25,460.4-
6,888.0-
9,430. 7-
10,884.6-
16, 533.1-
16, 022.1-
11,516.0-
18,354.4-
20,066.6-
13,182.1-
27,261.5-
11,229.6-
11,353.6-
17,738.8-
32.6
357.8
6,157.5-
16,408.6-
65.8
341.5
201.9
4,848.0-
6,422.3-
. 0
1 6. 0
4,045.5-
3,932.0-
3,011.8-
3, 165.3-
2,642.0-
2,918.5-
4,175.2-
55,016.8
508.3
444.0
50,494.9
21,270.5
8,589.6
8,328.1
3,223.7
1,825. 9
172,399.1
7,183.5
7,661.5
%
23.3-
100.0-
100.0-
656.6
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
10.6
7. 5
100.0-
88.6-
23.4
18.7
5.0
100.0-
100.0-
100.0-
9. 2
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0-
100.0
100.0
1 00. 0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
2.2
-- -
-
- - - - ---- -
- ...... -
- - -
- - - - - - -
BP255 DATE 11/05/91
TI ME 11: 53
APPROPRIATION 600
DETECTIV~ COMMAND
FUNCTION :
AUTO SQUAD
DEPUTY DETECTIVE COMMAND
DETECTIVE OPERATIONS
DETECTIVE SERVICES
FORCE EXPENSES ALLOCATED
FRAUD SQUAD
HOLD UP SQUAD
HOMICIDE SQUAD
INTELLIGENCE
INVESTIGATIVE SUPPORT SQUAD
MORALITY
SEXUAL ASSAULT SQUAD
ASIAN ORGANIZED CRIME
ADMINISTRATION
GENERAL
GAMBLING
MOBILE SUPPORT
ORGANIZED CRIME
RECORDS
DRUGS
SECURITY
TECHN !CAL
APPROPRIATION 600 TOTAL
GROSS EXPENDITURES
- --- - - -
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 27
SUMMARY BY FUNCTION (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
2,048.0
306.8
763.6
643.3
1,025.0
2,551.0
2,750.3
4,004.2
• 0
2,707.1
• 0
1,320.9
1,342.6
5,790.5
1,984.7
781.5
2,392.1
2,355.9
9 51 . 1
3,819.9
679.3
793.4
39,011.2
582,311.3
1,904.2
381. 0
603.9
972. 3
4,100.0
2,212.9
2,440.0
2,877.8
11,064.2
2,184.6
8,398.4
1,177.6
. 0
. 0
• 0
. 0
• 0
• 0
. 0
• 0
.o
• 0
38,316.9
544,998.4
1,925.6
232.5
614.3
967.6
4,519.3
2,242.4
2,485.7
2,856.6
11,071.8
2,225.4
8,010.8
1,177.3
. 0
• 0
• 0
• 0
• 0
• 0
. 0
. 0
• 0
. 0
38,329.8
544,159.7
$
143.8
74.2-
1 59. 7
329.0-
3,075.0-
338. 1
310.3
1,126.4 _
11,064.2-
522.5
8,398.4-
143.3
1,342.6
5,790.5
1,984.7
781.5
2,392.1
2,355.9
9 51 . 1
3,819.9
679.3
793.4
694.3
37,312.9
%
7.5
19.4-
26.4
33.8-
75.0-
1 5. 2
12. 7
39. 1
100.0-
23.9
100.0-
12. 1
100.0
100.0 '
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
,. 8
6.8
$
122.3
74.2
149.2
324.3-
3,494.3-
308.5
264.5
1,147.5
11,071.8-
481.6
8,010.8-
143.5
1,342.6
5,790.5
1,984.7
781.5
2,392.1
2,355.9
9 51 . 1
3,819.9
679.3
793.4
681.3
38,151.5
%
6.3
31. 9
24.2
33.5-
77.3-
13. 7
10. 6
40. 1
100.0-
21. 6
100.0-
12. 1
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
1 00. 0
1. 7
7.0
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 28
TI ME 11: 53 SUMMARY BY UN IT (IN THOUSANDS OF DOLLARS)
APPROPRIATION 100 1992 ESTIMATE
ESTIMATE ESTIMATE PROJ. ACT. INCREASE OR DECREASE
M. T. P. S .ERVICES BOARD 1992 1991 1 991 OVER ESTIMATE 1991 OVER ACTUAL 1991
U N I T $ %
$ %
M. T. P. SERVICES BOARD . 0 624.9 622.3 624.9- 100.0- 622.3- 100.0-
ADMINISTRATION 488.0 . 0 . 0 488.0 100.0 488.0 100.0
COMMUNICATIONS 33.0 . 0 . 0 33.0 100.0 33.0 100.0
MEMBERS 34.4 . 0 . 0 34.4 100.0 34.4 100.0
OFFICE 35.7 . 0 . 0 35. 7 100.0 35. 7 100.0
RESEARCH 92.5 . 0 . 0 92.5 100.0 92.5 100.0
SECRETARIAL 62.6 . 0 . 0 62.6 100.0 62.6 100.0
TOTAL 746.2 624.9 622.3 1 21 . 3 19. 4 123.8 19. 9
APPROPRIATION 100 TOTAL 746.2 624.9 622.3 1 21 . 3 19. 4 123.8 19. 9
- - - - - - - -
--- - -- - -
..
- -
-·
- - - - - - - - - - - - - - - - - -
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 29
TI ME 11 : 53 SUMMARY BY UN IT (IN THOUSANDS OF DOLLARS)
APPROPRIATION 200 1992 ESTIMATE
ESTIMATE ESTIMATE PROJ. ACT. INCREASE OR DECREASE
CHIEF OF _ POLICE 1992 1991 1 991 OVER ESTIMATE 1991 OVER ACTUAL 1 991
u N I T $ % $ %
CHIEF'S COMMUNITY LIAISON . 0 275.0 282.5 275.0- 100.0- 282.5- 100.0-
ADM! N ISTRAT ION 335.7 . 0 . 0 335.7 100.0 335. 7 100.0
NATIVE LIAISON 90.5 . 0 . 0 90.5 100.0 90.5 1 00. 0
TOTAL 426.2 275.0 282.5 1 51 . 2 54.9 143.6 50.8
CHIEF OF POLICE 861. 7 634.8 623.6 226.9 35.7 238.0 38. 1
CORPORATE PLANNING 1,146.1 1,545.4 1,557.9 399.3- 25.8- 411.8- 26.4 -
DUTY DESK 1,276.7 1,264.1 1,275.1 12.6 . 9 1. 5 . 1
EMP ASSISTANCE PROGRAM 516.3 458.3 451.6 58. 0 - 12. 6 64.6 14.3
EXECUTIVE OPERATIONS 1 59. 0 145. 4 144.8 13.6 9.3 14. 1 9. 7
FORCE EXPENSES ALLOCATED 160.6 . 0 . 0 160.6 100.0 160.5 21 5. 7
LEGAL SERVICES 176. 7 99.8 1 21 . 1 76.9 77. 0 55.5 45.8
PUBLIC AFFAIRS 1,933.6 1,594.8 1,588.3 338 . 8 21.2 345. 2 21. 7
TRIALS OFFICE 1 59. 4 139. 9 146.7 19. 5 13.9 12. 6 8.6
APPROPRIATION 200 TOTAL 6,816.3 6,157.5 6,192.1 658.8 10. 6 624. 1 10.0
BP255 DATE 11/05/91
TIME 11:53 ·
APPROPRIATION 300
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 30
ADMINISTRATIVE COMMAND
U N I T
ADMINISTRATIVE OPERATIONS
ADMINISTRATIVE SERVICES
ADMINISTRATION
EQUIPMENT AND CONTROL
VOICE USER SERVICES
TOTAL
BUDGETING & CONTROL
COMPUTING & TELECOMMUNICATIONS
CHIEF ADMIN. OFFICER
CAREER DEVELOPMENT
INFORMATION SYSTEMS
C.O. BICK
ADMINISTRATION
TRAINING
TOTAL
EMPLOYMENT
ADMINISTRATION
BACKGROUND SECTION
CADET CORPS
INTERVIEW SECTION
TOTAL
FINANCE & ADMINISTRATION
FINANCE & ADMIN. SYSTEMS
FACILITIES MANAGEMENT
FORCE EXPENSES ALLOCATED
FLEET MANAGEMENT
ADMINISTRATION
BODY SHOP
GENERAL REPAIRS
MARINE REPAIRS
MOTORCYCLE SHOP
STOCKROOM
TOTAL
FINANCIAL MANAGEMENT
ADMINISTRATION
ACCOUNTS PAYABLE
ACCOUNTS RECEIVABLE
GENERAL LEDGER
PAYROLL
TOTAL
FREEDOM OF INFORMATION
INTERNAL AUDIT
LABOUR RELATIONS
MEDICAL & HEALTH
MATERIALS MANAGEMENT
NETWORK OPERATIONS
OCCURRENCE MANAGEMENT
PERSONNEL SERVICES
ADMINISTRATION
EMPLOYMENT EQUITY
TOTAL
PERSONNEL RECORDS
RECRUIT TRAINING
-· -- - - - -
SUMMARY BY UNIT (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
116.4
• 0
4,380.1
12.2
80.8
4,473.1
303.8
481.1
354.6
93.5
3,921.9
. 0
1 , 994. 9
2,341.0
4,335.9
. 0
3,983.8
717.6
46.5
399.6
5,147.5
246.7
201.6
304.9
75,375.2
• 0
1,690.9
499.8
3,203.9
281.3
344.5
312.9
6,333.3
• 0
431.4
182.0
129.8
59.0
656. 6
1 , 4 58. 8
452. 1
517.5
943. 1
372.8
681. 6
. 0
5,815.2
• 0
308.7
144.0
452.7
212. 1
3,801.2
-
• 0
1 77. 9
. 0
• 0
• 0
177. 9
226.0
359.3
943.0
82.6
10,119.1
3,663.2
• 0
. 0
3,663.2
4,886.7
. 0
. 0
. 0
• 0
4,886.7
203.2
176.4
260.7
57,180.6
6,406.4
. 0
. 0
. 0
• 0
. 0
. 0
6,406.4
1,341.3
. 0
. 0
. 0
. 0
• 0
1,341.3
331.7
372.0
822.3
295.0
651.0
. 0
5,333.2
357.5
• 0
. 0
357.5
1 51 . 5
6,150.7
1 . 6
315.2
• 0
• 0
• 0
315.2
217. 1
458.5
194.0-
90.3
9,646.3
3,817.7
• 0
. 0
3,817.7
4,882.5
• 0
• 0
• 0
. 0
4,882.5
204. 1
170.4
249.7
55,354.2
6,213.9
• 0
. 0
• 0
• 0
. 0
. 0
6,213.9
1,288.3
. 0
• 0
. 0
. 0
. 0
1,288.3
323.2
341 .4
816.2
281. 4
606.4
11 2. 1
5,199.0
428.4
• 0
. 0
428.4
1 51 . 3
6,090.0
-- - -
$
116.4
177.9-
4,380.1
12. 2
80.8
4,295.2
77.8
121. 8 -
588.4-
10.9
6,197.2-
3,663.2-
1,994.9
2,341.0
672.7
4,886.7-
3,983.8
717.6
46.5
399.6
260.8
43.5
25.2
44.2
18,194.6
6,406.4-
1,690.9
499.8
3,203.9
281.3
344.5
312.9
73. 1 -
1,341.3-
431.4
182.0
129.8
59.0
656.6
117. 5
120 - . 4
145.5
120.8
77. 8
30.6
• 0
482.0
357.5-
308. 7
144.0
95.2
60.6
2 , 349.5-
%
100.0
100.0-
100.0
100.0
100.0
414.3
34.4
33.8
62.3-
1 3. 1
61.2-
100.0-
100.0
100. 0 '
18.3
10 O ·. 0-
100. 0
100.0
100.0
100.0
5.3
21. 4
14. 2
16. 9
31.8
100.0-
100.0
100.0
100.0
100.0
100.0
100.0
,. 1 -
100.0-
100.0
100.0
100.0
100.0
100.0
8. 7
36.2
39. 1
14.6
26.3
4. 7
• 0
9.0
100.0-
100.0
100.0
26.6
40.0
38.1-
- - - -
$
114. 7
315.2-
4,380.1
12. 2
80.8
4,157.8
86.6
22.5
548.6
3. 1
5, 724.4-
3,817.7-
1,994.9
2,341.0
518. 1
4,882.5-
3,983.8
717. 6
46.5
399.6
264.9
42.5
31. 1
5 5. 1
20,020.9
6,213.9-
1,690.9
499.8
3,203.9
281.3
344.5
312.9
11 9. 3
1,288.3-
431.4
182.0
129.8
59.0
656.6
170. 4
128.8
176.0
126.8
91 : 3
7 5. 1
112.1-
616. 1
428.4-
308.7
144.0
24.2
60. 7
2,288.8-
%
941. 9
100.0-
100.0
100.0
100.0
319.0
39.9
4.9
282. 7-
3.4
59.3-
100.0-
100.0
100.0
13. 5
100.0-
100.0
1 00. 0
100. 0
100. 0
5.4
20.8
18.3
22. 1
36. 1
100.0-
100. 0
100. 0
100.0
100.0
100.0
100.0
,. 9
100.0-
100.0
100.0
100.0
100.0
100. 0
13.2
39.8
51. 5
15. 5
32.4
12. 3
100.0-
11 . 8
100.0-
100.0
100.0
5.6
40. 1
37.5-
- - -
- - - - - - - - - - - -
- - - - - - -
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 31
TIME 11:53 SUMMARY BY UNIT (IN THOUSANDS OF DOLLARS)
APPROPRIATION 300
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
ADMINISTRATIVE COMMAND 1992 1 991 1 991 OVER ESTIMATE 1991 OVER ACTUAL 1 991
U N I T
$ % $ %
RECRUITING 883.2 713.3 701. 8 169.9 23.8 181 . 3 25.8
RECORDS & INFO. SECUR ITV 212.4 174.3 186.6 38. 1 21. 8 25. 7 13.8
RECORDS MANAGEMENT 5,024.7 4,928.7 4,757.7 96.0 1. 9 266.9 5.6
SECURITY & INFORMATION 1 , 1 50. 1 1,051.2 1,000.9 98.9 9.4 149. 1 14. 9
SEPARATION&RETENTION COUNSELL. . 0 301.5 327.4 301.5- 100.0- 327.4- 100.0-
ADM IN ISTRA TION 270.2 . 0 . 0 270.2 100. 0 .. 270.2 100.0
CIVIL LIAISON 81. 3 . 0 . 0 81. 3 100.0 81. 3 100.0
TOTAL 351.5 301. 5 327.4 50.0 . 16. 5 24.0 7.3
SYSTEM OPERATIONS .0 . 0 742.1 . 0 . 0 742.1- 100.0-
ADMINISTRATION 4,518.9 . 0 . 0 4,518.9 100.0 4,518.9 100.0
TOTAL 4,518.9 . 0 742.1 4,518.9 100.0 3,776.7 508.8
TELECOM & ELECTRONICS . 0 7,515.1 7,449.6 7,515.1- 100.0- 7,449.6- 100.0-
ADMINISTRATION 6,564.5 . 0 . 0 6,564.5 100.0 6,564.5 100.0
MOVES 85.9 . 0 . 0 85.9 100. O' 85.9 100.0
NEW INSTALLATIONS 194.5 . 0 . 0 194.5 100.0 194.5 100.0
REPAIRS 1 , 1 86. 0 . 0 . 0 1,186.0 100.0 1,186.0 100.0
TOTAL 8,030.9 7,515.1 7,449.6 515.8 6.8 581.2 7.8
UNIT NOT ASSIGNED 3,083.8 3,456.9 3,375.6 373.1- 1 0. 7- 291.8- 8.6-
APPROPRIATION 300 TOTAL 139,652.1 118,632.3 115,608.3 21,019.8 1 7. 7 24,043.7 20.7
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 32
TIME 11: 53 SUMMARY BY UNIT (IN THOUSANDS OF DOLLARS)
APPROPRIATION 400 1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
SUPPORT COMMAND 1992 1991 1991 OVER ESTIMATE 1 991 OVER ACTUAL 1 991
U N I T $ %
$ %
COMMUNICATIONS CENTRE 322.7 . 0 . 0 322.7 100.0 322. 7 100.0
PUBLIC COMPLAINTS INV. 2,063.9 1,786.1 1,783.0 277 .8 1 5. 5 280.8 1 5. 7
COMPLAINTS REVIEW 208.8 127. 2 177. 6 81. 6 64. 1 31. 1 17. 5
COMMUNICATIONS SERVICES 13,569.7 12,930.9 12,531.2 638.8 4.9 1,038.4 8.2
COURT SERVICES . 0 18,103.4 16,812.9 18,103.4- 100.0- 16,812.9- 100.0-
ADM IN I STRAT ION 6,196.9 . 0 . 0 6,196.9 100.0 6,196.9 100.0
AREA COURTS 4,894.5 . 0 . 0 4,894.5 100 . 0 4,894.5 100.0
CENTRAL COURTS 6,619.1 . 0 . 0 6,619.1 . 100.0 6,619.1 100.0
PRISONER TRANSPORT & VEH IC 1,536.5 . 0 . 0 1,536.5 100.0 1, 536. 5 100.0
TOTAL 19,247.0 18,103.4 16,812.9 1,143.6 6.3 2,434.0 14.4
COMMUNICATIONS SUPPORT 174.3 .0 . 0 174.3 100.0 174.3 100.0
DEPUTY SUPPORT COMMAND 198.3 1 61 . 7 140.4 36.6 22.6 57.8 41. 1
TRIAL PREPARATION 334. 7 346. 7 339.1 12.0- 3.4- 4.4- 1. 3-
FORCE EXPENSES ALLOCATED 427. 1 50.0 51 . 5 377.1 754. 2· 375.5 728.5
FORENSIC INDENT. SERVICES 10.6 6,530.7 6,522.7 6,520.1- 99.8- 6,512.1- 99.8-
ADMINISTRATION 1,905.4 . 0 . 0 1,905.4 100.0 1,905.4 100.0
CLERICAL SUPPORT 372.9 . 0 . 0 372. 9 100.0 372.9 100.0
FINGERPRINTING 797.9 . 0 . 0 797.9 100.0 797.9 100.0
MAJOR CRIME 717.9 . 0 . 0 717.9 100.0 717. 9 100.0
PHOTO 187. 0 . 0 . 0 187.0 100.0 187.0 100.0
PHOTO VIEWING 269.4 . 0 . 0 269.4 100.0 269.4 100.0
1 DISTRICT HEADQUARTERS 476.5 . 0 . 0 476.5 100.0 476.5 100.0
2 DISTRICT HEADQUARTERS 388.2 . 0 . 0 388.2 100.0 388.2 100.0
3 DISTRICT HEADQUARTERS 563.3 . 0 . 0 563.3 100.0 563.3 100.0
4 DISTRICT HEADQUARTERS 452.4 . 0 . 0 452.4 100.0 452.4 100.0
5 DISTRICT HEADQUARTERS 695.3 . 0 . 0 695.3 100.0 695.3 100.0
TOTAL 6,836.8 6,530.7 6,522.7 306.1 4.6 314.0 4.8
FIREARMS REGISTRATION 282.8 268.4 263.9 14.4 5.3 18.8 7. 1
FIELD SUPPORT SERVICES 211 . 6 262.4 263. 1 50.8- 19.3- 51. 5- 19. 5-
INTERNAL AFFAIRS 838.3 693.3 698.9 145. 0 20.9 139.3 19. 9
MGMT.AUDIT & POLICING STAND. 641.5 576.9 576.9 64.6 11. 1 64.5 11 . 1
PUBLIC PROPERTY 1,718.3 1,452.2 1,483.0 266. 1 18.3 235.2 15. 8
PROFESSIONAL STANDARDS 1 02. 4 96.9 98.7 5. 5 5.6 3.6 3. 7
REPORTING CENTRE 797.4 733.4 738.4 64.0 8. 7 58.9 7.9
SUPPORT OPERATIONS 395.4 233.5 400.5 1 61 . 9 69.3 5. 1 - 1 . 2-
SUMMONS 3,323.3 3,854.4 3,795.0 531.1- 13.7- 471. 7- 12.4-
APPROPRIATION 400 TOTAL 51,694.3 48,208.1 46,677.4 3,486.2 7. 2 5,016.8 10. 7
- -·- -
- - - - ---
..
- -· - - -
- -
-
- - r - ... - -
- -- - - - - -- - -
-
BP255 DATE 11/05/91
TI ME 11: 53
APPROPRIATION 500
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 33
FIELD COM. MAND
U N I T
AUX POLICE LIAISON
COMMUNITY PROGRAMS
ADMINISTRATION
CRIME PREV. / COMM. RELATI
TRAFFIC SAFETY
TOTAL
CENTRAL TRAFFIC
ADMINISTRATION
DETECT! VE
UNIFORM
TOTAL
DEPUTY FIELD COMMAND
11 DIVISION
ADMINISTRATION
DETECTIVE
COMMUNITY FOOT PATROL
PARKING ENFORCEMENT
UNIFORM
YOUTH BUREAU
TOTAL
12 DIVISION
ADMINISTRATION
DETECT I VE
COMMUNITY FOOT PATROL
PARKING ENFORCEMENT
UNIFORM
YOUTH BUREAU
TOTAL
13 DIVISION
ADM IN I ST RAT ION
DETECT I VE
COMMUNITY FOOT PATROL
PARKING ENFORCEMENT
UNIFORM
TOTAL
14 DIVISION
ADMINISTRATION
DETECT! VE
COMMUNITY FOOT PATROL
PARKING ENFORCEMENT
UNIFORM
YOUTH BUREAU
TOTAL
21 DIVISION
ADMINISTRATION
DETECT! VE
COMMUNITY FOOT PATROL
PARKING ENFORCEMENT
UNIFORM
YOUTH BUREAU
TOTAL
22 DIVISION
ADMINISTRATION
SUMMARY BY UNIT (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
328.6
• 0
1,867.9
508.3
1,825.9
4,202.1
. 0
2,027.7
1,690.6
9,562.0
13,280.3
301.6
• 0
1,668.4
1,860.9
911. 4
271. 6
6,942.1
264.8
11,919.2
• 0
1,447.1
1,705.9
411 . 9
177. 8
5,662.4
306.4
9,711.5
• 0
1,984.3
2,297.5
732.3
527.7
7,446.5
12,988.3
. 0
3,846.7
5,755.7
3,006.1
505.6
13,315.6
767.6
27,197.3
. 0
1,142.5
897.4
636.2
96.5
3,997.7
137. 7
6,908.0
• 0
1,647.1
399.5
4,135.5
• 0
• 0
• 0
4,135.5
12,680.0
• 0
• 0
. 0
12,680.0
11 5. 7
10,611.9
• 0
• 0
• 0
• 0
• 0
. 0
10,611.9
8,920.3
. 0
. 0
• 0
. 0
• 0
• 0
8,920.3
12,330.2
• 0
. 0
• 0
. 0
• 0
12,330.2
25,204.0
• 0
• 0
. 0
. 0
• 0
. 0
25,204.0
6,790.9
• 0
• 0
. 0
. 0
• 0
• 0
6,790.9
9,326.8
. 0
428.6
4,133.9
• 0
• 0
• 0
4,133.9
12,813.3
. 0
. 0
• 0
12,813.3
1 7. 1
10,715.2
• 0
• 0
• 0
. 0
. 0
. 0
10,715.2
9,022.2
. 0
• 0
. 0
.0
. 0
• 0
9,022.2
12,488.7
. 0
. 0
. 0
. 0
. 0
12,488.7
25,460.4
• 0
. 0
• 0
. 0
. 0
. 0
25,460.4
6,888.0
. 0
. 0
. 0
. 0
. 0
• 0
6,888.0
9,430.7
• 0
$
70.9-
4,135.5-
1,867.9
508.3
1,825.9
66.6
12,680.0-
2,027.7 -
1,690.6
9,562.0
600.3
185. 9
10,611.9-
1,668.4
1,860.9
911. 4
271. 6
6,942.1
264.8
1,307.3
8,920.3-
1,447. 1
1,705.9
411. 9
177. 8
5,662.4
306.4
791. 2
12,330.2-
1,984.3
2,297.5
732.3
527. 7
7,446.5
658. 1
25,204.0-
3,846.7
5,755.7
3,006.1
505.6
13,315.6
767.6
1,993.3
6, 790.9-
1,142.5
897.4
636.2
96.5
3,997.7
137.7
11 7. 1
9,326.8-
1,647.1
%
17.7-
100.0-
100.0
100.0
100.0
1 • 6
100.0-
100.0
100.0
100.0
4.7
160.6
100.0-
100. 0 '
100.0
100 · . 0
100.0
100.0
100.0
12. 3
100.0-
100.0
100.0
100.0
100.0
100.0
100.0
8.8
100.0-
100.0
100.0
100.0
100.0
100.0
5.3
100.0-
100.0
100.0
100.0
100.0
100.0
100.0
7.9
100.0-
100.0
100.0
100.0
100.0
100.0
100.0
1. 7
100.0-
100.0
$
100.0-
4,133.9-
1,867.9
508.3
1,825. 9
68. 1
12,813.3-
2,027. 7
1,690.6
9,562.0
466.9
284.4
10,715.2-
1,668.4
1,860.9
911. 4
271.6
6,942.1
264.8
1,203.9
9,022.2-
1,447.1
1,705.9
411. 9
177. 8
5,662.4
306.4
689.2
12,488.7-
1,984.3
2,297.5
732.3
527. 7
7,446.5
499.5
25,460.4-
3,846. 7
5,755.7
3,006.1
505.6
13,315.6
767.6
1,736.8
6,888.0-
1,142.5
897.4
636.2
96.5
3,997.7
137.7
19.9
9,430. 7-
1,647.1
%
23.3-
100.0-
100.0
100.0
100.0
1 . 6
100.0-
100.0
100.0
100.0
3.6
656.6
100.0-
100.0
100.0
100.0
100.0
100.0
100.0
1 1 • 2
100.0-
100.0
100.0
100.0
100.0
100.0
100.0
7.6
100.0-
100.0
100.0
100.0
100.0
100.0
4.0
100.0-
100.0
100.0
100.0
100.0
100.0
100.0
6.8
100.0-
100.0
100.0
100.0
100.0
100.0
100.0
• 2
100.0-
100.0
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 34
TIME 11: 53 SUMMA RY BY UN IT (IN THOUSANDS OF DOLLARS)
APPROPRIATION 500 1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
FIELD COMMAND 1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1 991
U N I T $ % $ %
DETECTIVE 1,579.9 . 0 . 0 1,579.9 100.0 1,579.9 100.0
PARKING ENFORCEMENT 134. 2 . 0 . 0 134.2 100.0 134.2 100.0
UNIFORM 6,429.0 . 0 . 0 6,429.0 100.0 6,429.0 100.0
YOUTH BUREAU 227.2 . 0 . 0 227 . 2 100.0 227.2 100.0
TOTAL 10,017.4 9,326.8 9,430.7 690.6 7.4 586.6 6.2
23 DIVISION . 0 10,716.0 10,884.6 10,716.0- 100.0- 10,884.6- 100.0-
ADMINISTRATION 1,731.5 . 0 . 0 1,731.5 100.0 1,731.5 100.0
DETECT! VE 1,918.1 . 0 . 0 1,918. 1- 100.0 1,918.1 100.0
COMMUNITY FOOT PATROL 634.4 . 0 . 0 634.4 100.0 634.4 100.0
PARKING ENFORCEMENT 118.9 . 0 . 0 118.9 100.0 118. 9 100.0
UN !FORM 7,143.0 . 0 . 0 7,143.0 100.0 7,143.0 100.0
YOUTH BUREAU 370.2 . 0 . 0 370.2 100.0 370.2 100.0
TOTAL 11,916.1 10,716.0 10,884.6 1,200.1 1 1 . 1 ' 1,031.4 9.4
31 DIVISION . 0 16,336.1 16,533.1 16,336.1- 100.0- 16,533.1- 100.0-
ADMINISTRATION 2,526.4 . 0 . 0 2,526.4 100.0 2,526.4 100.0
DETECTIVE 3,319.9 . 0 . 0 3,319.9 100.0 3,319.9 100.0
COMMUNITY FOOT PATROL 1,087.5 . 0 . 0 1,087.5 100.0 1,087.5 100.0
PARKING ENFORCEMENT 243.7 . 0 . 0 243.7 100.0 243. 7 100.0
UNIFORM 10,154. 2 . 0 . 0 10,154.2 100. 0 1 0, 1 54. 2 100.0
YOUTH BUREAU 548.6 . 0 . 0 548.6 100.0 548.6 100. 0
TOTAL 17,880.3 16,336.1 16,533.1 1,544.2 9.4 1,347.1 8. 1
32 DIVISION . 0 15,826.6 16,022.1 15,826.6- 100.0- 16,022.1- 100.0-
ADMINISTRATION 2,796.1 . 0 . 0 2,796.1 100.0 2,796.1 100.0
DETECTIVE 2,865.0 . 0 . 0 2,865.0 100.0 2,865.0 100.0
COMMUNITY FOOT PATROL 1,039.8 . 0 . 0 1,039.8 100.0 1,039.8 100.0
PARKING ENFORCEMENT 420.8 . 0 . 0 420.8 100.0 420.8 100.0
UNIFORM 9,471.7 . 0 . 0 9,471.7 100.0 9,471.7 100.0
YOUTH BUREAU 424.1 . 0 . 0 424. 1 100.0 424. 1 100.0
TOTAL 17,017.5 15,826.6 16,022.1 1,190.9 7. 5 995.3 6.2
33 DIVISION . 0 11,393.7 11,516.0 11,393.7- 100.0- 11,516.0- 100.0 -
ADMINISTRATION 1,783.0 . 0 . 0 1,783.0 100.0 1,783.0 100.0
DETECTIVE 1,699.3 . 0 . 0 1,699.3 100.0 1,699.3 100.0
COMMUNITY FOOT PATROL 646.4 . 0 . 0 646.4 100.0 646.4 100.0
PARKING ENFORCEMENT 55. 1 . 0 . 0 55. 1 100.0 55. 1 100.0
UNIFORM 7,374.5 . 0 . 0 7,374.5 100.0 7,374.5 100.0
YOUTH BUREAU 449.4 . 0 . 0 449.4 100.0 449.4 100.0
TOTAL 12,007.7 11,393.7 11,516.0 614 . 0 5.3 491.6 4.2
41 DIVISION .o 18,099.9 18,354.4 18,099.9- 100.0 - 18,354.4- 100.0-
ADMINISTRATION 3,304.1 . 0 . 0 3,304.1 100.0 3,304.1 100.0
DETECTIVE 3,340.6 . 0 . 0 3,340.6 100.0 3,340.6 100.0
COMMUNITY FOOT PATROL 1,587.1 . 0 . 0 1,587.1 100. 0 1, 58 7. 1 100.0
PARKING ENFO~CEMENT 163.0 . 0 . 0 163.0 100.0 163.0 100.0
UNIFORM 10,390.8 . 0 . 0 10,390.8 100.0 10,390.8 100.0
YOUTH BUREAU 647.7 . 0 . 0 647.7 100.0 647.7 100.0
TOTAL 19,433.3 18,099.9 18,354.4 1,333.4 7.3 1,078~8 5.8
42 DIVISION . 0 19,720.0 20,066.6 19,720.0- 100.0- 20,066.6- 100.0-
ADMINISTRATION 3,550.2 . 0 . 0 3,550.2 100.0 3,550.2 100.0
DETECTIVE 3,695.3 . 0 . 0 3,695.3 100.0 3,695.3 100.0
COMMUNITY FOOT PATROL 1,265.7 . 0 . 0 1,265.7 100.0 1,265.7 100.0
PARKING ENFORCEMENT 231. 6 . 0 . 0 231. 6 100.0 231.6 100.0
UNIFORM 12,027.3 . 0 . 0 12,027.3 100.0 12,027.3 100.0
YOUTH BUREAU 707.5 . 0 . 0 707.5 100.0 707.5 100.0
TOTAL 21,477.6 19,720.0 20,066.6 1,757.6 8.9 1,410.9 7.0
- -- - ---- - -- - - - - -- - - -
- - -
~
- - - - - - - - - - - - - - -
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 35
TIME 11: 53 SUMMA RY BY UN IT (IN THOUSAN OS OF DOLLARS)
APPROPRIATION 500
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
FIELD COMMAND 1992 1 991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1 991
u N I T $ % $ %
51 DIVISION . 0 13,087.2 13,182.1 13,087.2- 100.0- 13,182.1- 100.0-
A OM IN IS TR AT ION 2,117.1 . 0 . 0 2,117.1 100.0 2,117.1 100.0
DETECTIVE 2,758.0 . 0 . 0 2,758.0 100.0 2,758.0 100.0
COMMUNITY FOOT PATROL 1,226.7 . 0 . 0 1,226.7 100.0 1,226.7 100.0
PARKING ENFORCEMENT 353.3 . 0 . 0 353.3 100.0 353.3 100.0
UNIFORM 7,736.5 . 0 . 0 7,736.5 100.0 7,736.5 100. 0
YOUTH BUREAU 337.9 . 0 . 0 337.9 100.0 337.9 100.0
TOTAL 14,529.5 13,087.2 1 3, 1 82. 1 1 , 442. 3 - 11. 0 1,347. 3 10. 2
52 DIVISION . 0 27,071.6 27,261.5 27,071.6- 100.0- 27,261.5- 100.0-
ADMINISTRATION 4,111.5 .o . 0 4,111.5 100.0 4,111.5 100.0
DETECTIVE 6,194.3 . 0 . 0 6,194.3 100.0 6,194.3 100.0
COMMUNITY FOOT PATROL 2,757.9 . 0 . 0 2,757.9 100.0 2,757.9 100. 0
PARKING ENFORCEMENT 991.4 . 0 . 0 991.4 100.0 991.4 100. 0
UNIFORM 15,173.3 .0 . 0 15,173.3 100.0 ' 15,173.3 100.0
YOUTH BUREAU 474.2 . 0 . 0 474.2 100.0 474.2 100.0
TOTAL 29,702.6 27,071.6 27,261.5 2,631.0
~- 7
2,441.0 8.9
53 DIVISION . 0 11,130.7 11,229.6 11 , 1 30. 7- 100.0- 11,229.6- 100.0-
ADMINISTRATION 1,794.1 . 0 . 0 1,794.1 100.0 1,794.1 100.0
DETECTIVE 1,530.9 . 0 . 0 1,530.9 100.0 1, 530. 9 100.0
COMMUNITY FOOT PATROL 2,199.6 . 0 . 0 2,199.6 100.0 2,199.6 100.0
PARKING ENFORCEMENT 677. 5 . 0 . 0 677. 5 100.0 677. 5 100.0
UNIFORM 5,977.1 . 0 . 0 5,977.1 100.0 5,977.1 100.0
YOUTH BUREAU 442.8 . 0 . 0 442.8 100.0 442.8 100.0
TOTAL 12,622.0 11,130.7 11,229.6 1,491.3 1 3. 3 1,392.3 12. 3
54 DIVISION . 0 11,273.6 11,353.6 11,273.6- 100.0- 11,353.6- 100.0-
ADMINISTRATION 1,837.3 . 0 . 0 1,837.3 100.0 1,837.3 100.0
DETECT I VE 1,968.6 . 0 . 0 1,968.6 100.0 1,968.6 100.0
COMMUNITY FOOT PATROL 1,217.0 . 0 . 0 1,217.0 100.0 1,217.0 100.0
PARKING ENFORCEMENT 295.7 . 0 . 0 295.7 100.0 295.7 100.0
UNIFORM 6,348.0 . 0 . 0 6,348.0 100. 0 6,348.0 100.0
YOUTH BUREAU 491.4 . 0 . 0 491. 4 100.0 491.4 100.0
TOTAL 12,158. 0 11,273.6 11,353.6 884.4 7.8 804.3 7.0
55 DIVISION . 0 17,620.7 17,738.8 17,620.7- 100.0- 17,738.8- 100.0-
ADMINISTRATION 2,619.1 . 0 . 0 2,619.1 100.0 2,619.1 100.0
DETECTIVE 3,396.5 . 0 . 0 3,396.5 100.0 3,396.5 100.0
COMMUNITY FOOT PATROL 1,910.5 . 0 . 0 1,910.5 100.0 1,910.5 100.0
PARKING ENFORCEMENT 538.9 . 0 . 0 538.9 100.0 538.9 100.0
UNIFORM 9,299.5 . 0 . 0 9,299.5 100.0 9,299.5 100.0
YOUTH BUREAU 586.0 . 0 . 0 586.0 100.0 586.0 100.0
TOTAL 18,350.5 17,620.7 17,738.8 729.8 4. 1 611 . 6 3.4
EMERGENCY MEASURES 340.5 310.6 307.8 29.9 9.6 32.6 10. 6
EMERGENCY TASK FORCE 5,118.4 4,735.6 4,760.5 382.8 8.0 357.8 7. 5
EAST TRAFFIC . 0 6,097.0 6,157.5 6,097.0- 100.0- 6,157.5- 100.0-
ADMINISTRATION 1,031.3 .0 . 0 1,031.3 100.0 1,031.3 100.0
DETECTIVE 644.0 .0 . 0 644.0 100.0 644.0 100.0
UNIFORM 4,998.3 . 0 . 0 4,998.3 100.0 4,998.3 100.0
TOTAL 6,673.6 6,097.0 6,157.5 576.6 9.4 516.0 8.3
FORCE EXPENSES ALLOCATED 2,107.2 18,051.7 18,515.8 15,944.5- 88.3- 16,408.6- 88.6-
FIELD OPERATIONS 346.7 1 55. 4 280.8 1 91 . 3 123. 1 65.8 23.4
INTER-COMMUNITY RELATIONS 2,158.6 1,785.8 1,817.0 372.8 20.8 341.5 18. 7
MARINE 4,215.9 4,070.4 4,013.9 145.5 3.5 201.9 5.0
MOUNTED . 0 4,777.0 4,848.0 4,777.0- 100.0- 4,848.0- 100.0-
ADMINISTRATION 1,013.9 . 0 . 0 1,013.9 100.0 1,013.9 100.0
-
BP255 DATE 11/05/91
TIME 11:53 ·
APPROPRIATION 500
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 36
FIELD COMMAND
U N I T
POLICE DOG SERVICES
UNIFORM
TOTAL
NORTH TRAFFIC
ADMINISTRATION
DETECTIVE
UNIFORM
TOTAL
SPECIAL EVENTS
TRAFFIC OPERATIONS
TRAFFIC SUPPORT SERVICES
ADM IN I ST RAT ION
DETECTIVE
PARKING ENFORCEMENT
UNIFORM
TOTAL
WEST TRAFFIC
ADMINISTRATION
DETECTIVE
UNIFORM
TOTAL
1 HEADUARTERS
ADMINISTRATION
DRUG SQUAD
STREET CRIME
TOTAL
2 HEADQUARTERS
ADMINISTRATION
DRUG SQUAD
STREET CRIME
TOTAL
3 HEADQUARTERS
ADMINISTRATION
DRUG SQUAD
STREET CRIME
TOTAL
4 HEADQUARTERS
ADMINISTRATION
DRUG SQUAD
STREET CRIME
TOTAL
5 HEADQUARTERS
ADMINISTRATION
DRUG SQUAD
STREET CRIME
TOTAL
APPROPRIATION 500 TOTAL
------
SUMMARY BY UNIT (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
444.0
3,834.4
5,292.3
• 0
883.1
790.2
4,980.5
6,653.8
• 0
189.3
• 0
1 , 246. 3
233.3
2,786.3
665.0
4,930.9
. 0
650.4
353.0
3,469.7
4,473.1
. 0
1,045.7
2,499.7
588.9
4,134.3
. 0
1,998.9
1,102.7
4 71. 2
3,572.8
. 0
863.2
1,676.9
607.2
3,147.3
• 0
1,187.3
1,169.5
583.4
2,940.2
.0
1,294.6
1,879.3
973.0
4,146.9
344,391.2
-
• 0
• 0
4,777.0
6,292.0
• 0
• 0
• 0
6,292.0
• 0
170.9
4,109.1
• 0
• 0
• 0
• 0
4,109.1
3,875.8
. 0
• 0
• 0
3,875.8
3,004.5
• 0
• 0
• 0
3,004.5
3,145.6
. 0
• 0
• 0
3,145.6
2,626.8
. 0
• 0
. 0
2,626.8
2,908.9
• 0
• 0
• 0
2,908.9
4,150. 7
• 0
. 0
• 0
4, 1 50. 7
333,058.7
• 0
. 0
4,848.0
6,422.3
. 0
• 0
. 0
6,422.3
• 0
173. 2
4,045.5
• 0
• 0
• 0
. 0
4,045.5
3,932.0
. 0
. 0
. 0
3,932.0
3,011.8
. 0
• 0
. 0
3,011.8
3,165.3
. 0
. 0
. 0
3,165.3
2,642.0
. 0
. 0
• 0
2,642.0
2,918.5
. 0
. 0
. 0
2,918.5
4,175.2
. 0
. 0
. 0
4,175.2
336,729.6
$
444.0
3,834.4
515.3
6,292.0-
883. 1
790.2
4,980.5
361. 8 -
• 0
18.4
4,109.1-
1,246.3
233.3
2,786.3
665.0
821. 8
3,875.8-
650.4
353.0
3,469.7
597.3
3,004.5-
1,045.7
2,499.7
588.9
1,129.8
3,145.6-
1,998.9
1,102.7
4 71. 2
427.2
2,626.8-
863.2
1,676.9
607.2
520.5
2,908.9-
1,187.3
1,169.5
583.4
31. 3
4,150.7-
1,294.6
1,879.3
973.0
3.8-
11,332.5
%
100.0
100.0
10. 7
100.0-
100.0
100.0
100.0
5. 7
. 0
10. 7
100.0-
100.0
100.0
100.0 '
100.0
19·. 9
100.0-
100.0
100.0
100.0
1 5. 4
100.0-
100.0
100.0
100.0
37.6
100.0-
100.0
100.0
100.0
1 3. 5
100.0-
100.0
100.0
100.0
19.8
100.0-
100.0
100.0
100.0
1. 0
100.0-
100.0
100. 0
100.0
• 0
3.4
$
444.0
3,834.4
444.2
6,422.3-
883. 1
790.2
4,980.5
231.4
• 0
16.0
4,045.5-
1 , 246. 3
233.3
2,786.3
665.0
885.3
3,932.0-
650.4
353.0
3,469.7
541.0
3,011.8-
1,045.7
2,499.7
588.9
1,122.4
3,165.3-
1,998.9
1,102.7
471.2
407.4
2,642.0-
863.2
1,676.9
607.2
505.2
2,918.5-
1,187.3
1,169.5
583.4
21. 6
4,175.2-
1,294.6
1,879 : 3
973.0
28.3-
7,661.5
%
100.0
100.0
9. 1
100.0-
100.0
100.0
100.0
3.6
100.0-
9.2
100.0-
100.0
100.0
100.0
100.0
21. 8
100.0-
100.0
100.0
100.0
1 3. 7
100.0-
100.0
100.0
100.0
37.2
100.0-
100.0
100.0
100.0
12.8
100.0-
100.0
100.0
100.0
19. 1
100.0-
100.0
100.0
100.0
. 7
100.0-
100.0
100.0
100.0
.6-
2.2
---------
- -
- - -- - - - - --- -
-------
- -
BP255 DATE 11/05/91
TIME 11:53
APPROPRIATION 600
DETECTIVE · COMMAND
U N I T
AUTO SQUAD
DEPUTY DETECTIVE COMMAND
DETECTIVE OPERATIONS
DETECTIVE SERVICES
FORCE EXPENSES ALLOCATED
FRAUD SQUAD
HOLD UP SQUAD
HOMICIDE SQUAD
INTELLIGENCE
ASIAN ORGANIZED CRIME
ADMINISTRATION
MOBILE SUPPORT
ORGANIZED CRIME
RECORDS
SEGUR ITV
TECHNICAL
TOTAL
INVESTIGATIVE SUPPORT SQUAD
MORALITY
A OM IN IS TR AT ION
GENERAL
GAMBLING
DRUGS
TOTAL
SEXUAL ASSAULT SQUAD
APPROPRIATION 600 TOTAL
GROSS EXPENDITURES
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 37
SUMMARY BY UNIT (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
2,048.0
306.8
763.6
643.3
1,025.0
2,551.0
2,750.3
4,004.2
• 0
1 , 342. 6
3,450.0
2,392.1
2,355.9
9 51 . 1
679.3
793.4
11,964.4
2,707.1
• 0
2,340.5
1,984.7
781.5
3,819.9
8,926.6
1 , 320. 9
39,011.2
582, 311 . 3
1,904.2
381.0
603.9
972.3
4,100.0
2,212.9
2,440.0
2,877.8
11,064.2
• 0
. 0
• 0
• 0
. 0
. 0
. 0
11,064.2
2,184.6
8,398.4
. 0
• 0
. 0
• 0
8,398.4
1,177.6
38,316.9
544,998.4
1,925.6
232.5
614.3
967.6
4,519.3
2,242.4
2,485.7
2,856.6
11,071.8
• 0
. 0
• 0
. 0
• 0
• 0
. 0
11,071.8
2,225.4
8,010.8
• 0
• 0
. 0
• 0
8,010.8
1,177.3
38,329.8
544,159.7
$
143.8
74.2-
1 59. 7
329.0-
3,075.0-
338. 1
310.3
1, 126.4-
11,064.2-
1, 342. 6
3,450.0
2,392.1
2,355.9
9 51 . 1
679.3
793.4
900.2
522.5
8,398.4-
2,340.5
1,984.7
781. 5
3,819.9
528.2
143.3
694.3
37,312.9
%
7.5
19.4-
26.4
33.8-
75.0-
1 5. 2
12. 7
39. 1
100.0-
100.0
100.0
100.0
100.0
1 oo. o ·
100.0
100.0
8. 1
23.9
100.0-
100.0
100.0
100.0
100.0
6.2
1 2. 1
1. 8
6.8
$
122.3
74.2
149.2
324.3-
3,494.3-
308.5
264.5
1,147.5
11,071.8-
1,342.6
3,450.0
2,392.1
2,355.9
9 51 . 1
679.3
793.4
892.5
481.6
8,010.8-
2,340.5
1,984.7
781.5
3,819.9
915.7
143.5
681.3
38,151.5
%
6.3
31. 9
24.2
33.5-
77.3-
1 3. 7
10.6
40. 1
100.0-
100.0
100.0
100.0
100.0
100.0
100.0
100.0
8.0
21. 6
100.0-
100.0
100.0
100.0
100.0
11. 4
1 2. 1
1 . 7
7.0
-
BP255 DATE 11/05/91
TIME 11:53
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 38
ESTIMATES SUMMARY (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
APPROPRIATION : 1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
M. T. P. SERVICES BOARD
CHIEF OF POLICE
ADMINISTRATIVE COMMAND
SUPPORT COMMAND
FIELD COMMAND
DETECTIVE COMMAND
GROSS EXPENDITURE
CAPITAL FINANCING
746.2
6,816.3
139,652.1
51,694.3
344,391.2
39,011.2
582, 311 . 3
DEBT CHARGES 13,195.7
CAPITAL FROM CURRENT 6,652.4
TOTAL CAPITAL FINANCING 19,848.1
GROSS EXPENDITURE WITH CAPITAL 602,159.4
REIMBURSEMENT CREDITS
WARRANT SERVICE FEES
SALE OF ACCIDENT REPORTS
SALE OF VISA REPORTS
SALE OF OCCURRENCE REPORTS
SALE OF PUBLICATIONS/PHOTOS
SALE OF TAPES
UNCLAIMED MONIES
SALE OF SCRAP OR EQUIPMENT
RECOVERY -PRIOR YRS EXP 3RD PA
RECOVERY OF PRIOR YRS EXPENSES
MISCELLANEOUS REVENUE
SECONDMENTS
THIRD PARTY SETTLEMENTS - CURR
ESCORT FEES
SALE OF EQUIPMENT
RENTAL OF POLICE VEHICLES
FIREARMS ACQUISITION CERTIFICA
WITNESS FEES
SUSPENSION NOTICES
P RO V I NC I A L GR AN TS AN D SU B,.S ID IE
PROV. GRANTS & SUBSIDI~S~DISAD
EMPLOYMENT EQUITY PROGRAM
JOINT FORCES' OPERATION
ASKOV REIMBURSEMENT
TOTAL REIMBURSEMENT CREDITS
NET EXPENDITURES
65.0-
1,500.0-
90.0-
• 0
25.0-
1.0-
10.0-
40.0-
100.0-
1 50. 0-
1 50. 0-
• 0
50.0-
80.0-
600.0-
125.0-
100.0-
10.0-
14.0-
46,443.4-
60.0-
. 0
500.0-
500.0-
50,613.4-
551,546.0
624.9
6,157.5
118,632.3
48,208.1
333,058.7
38,316.9
544,998.4
622.3
6,192.1
115,608.3
46,677.4
336,729.6
38,329.8
544,159.7
11,875.3 11,875.3
6,108.2 6,108.2
17,983.5 17,983.5
562,981.9 562,143.2
1 50. 0-
1,700. 0-
100.0-
175.0-
1.0-
. 0
. 0
. 0
500.0-
200.0-
200.0-
• 0
550.0-
170.0-
550.0-
125.0-
100.0-
13.0-
14.0-
46,443.4-
60.0-
111.4-
626.4-
461.0-
52,250.2-
510, 731. 7
64.5
1,394.0
89.0
. 0
320.0
. 0
8.8-
1 58. 1 -
100.0
130. 0
160.0
608.1-
55.0
85.0
649.0
125.0
120.0
13.0
14.0
46,443.4
60.0
111. 4
626.4
1,613.5
51,397.9
613,541.2
$
1 21 . 3
658.8
21,019.8
3,486.2
11,332.5
694.3
37,312.9 -
$
1,320.4
544.2
1,864.6
39,177. 5
$
85.0
200.0
10.0
175.0
24.0-
1.0-
10.0-
40.0-
400.0
50.0
50.0
• 0
500.0
90.0
50.0-
. 0
• 0
3.0
• 0
. 0
• 0
111. 4
126.4
39.0-
1,636.8
40,814.3
%
19.4
10. 6
17. 7
7.2
3.4
1. 8
6.8
%
11. 1
8.9
10.3
6.9
%
56.6-
11. 7-
10. 0-
100.0-
400.0
100.0
100.0
100.0
80.0-
25.0-
25.0-
. 0
90.9-
52.9-
9.0
. 0
. 0
23.0-
• 0
. 0
• 0
100.0-
20. 1-
8. 4
3. 1-
7. 9
$
123.8
624. 1
24,043.7
5,016.8
7,661.5
681.3
38,151.5
$
1,320.4
544.2
1,864.6
40,016.1
$
129.5-
2,894.0-
179.0-
. 0
345. 0-
1. 0-
1 • 1 -
11 8. 1
200.0-
280.0-
310.0-
608. 1
105.0-
165.0-
1,249.0-
250.0-
220.0-
23.0-
28.0-
92,886.8-
120.0-
111. 4-
1,126. 4-
2,113.5-
102,011.3-
61,995.2-
%
19. 9
10. 0
20.7
10.7
2.2
1. 7
7.0
%
11 . 1
8.9
10.3
7. 1
%
200. 7-
207.6-
201.1-
. 0
107.8-
100.0
12.4
74. 7-
200.0-
215.3-
193.7-
100.0-
190.9-
1 94. 1 -
192.4-
200.0-
183.3-
176.9-
200.0-
200.0-
200.0-
100.0-
179.8-
1 30. 9-
198. 4-
10. 1 -
- -- - -- ------------
- -
-- -----
---------
-- -
- -
BP255 DATE 11/05/91
TI ME 11: 53
FORCE TOTAL
REGULAR SALARIES
71010
71011
71012
71013
71014
71015
71016
71018
71020
71021
71022
71040
71040-01
71040-02
71040-03
71040-04
71040-05
71040
71041
71070
71920
REG. UNIFORM
REG. CIVILIAN (Ai
REG. CIVILIAN (B
REG. COMMISSION STAFF
REG. POLICE SURGEON
REG. CIVILIAN (C)
REG. UNIFORM SR. OFFICER
REG. CIVILIAN EXCLUDED
REG. CENTRAL SICK BANK
REG. UI SUPP. UNIFORM
REG. UI SUPP. CIVILIAN
REG. TEMPORARY
LIFEGUARDS
COURT OFFICERS
SUMMER HELP
MON ITO RS
OTHER TEMPORARIES
TOTAL
REG. SCHOOL CROSSING GUARD
REG. WIDOW & PENSION ALLOWANCE
REG. W.C.B. AWARD
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 39
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE . OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
288,571.9
30,522.6
6,794.2
395.2
2.5
35,679.0
10,777. 3
3,780.4
500.0
1 38. 1
1 75. 0
. 0
482.8
3,488.3
496.7
1,000.0
813.0
6,280.8
3,302.4
40.0
952. 9
280,317.6
28,770.5
6,883.3
375.2
2.5
34,339.4
10,500.7
3,548.0
500.0
130. 0
175.0
5,639.1
• 0
• 0
• 0
• 0
• 0
5,639.1
3,295.6
16. 3
864. 1
280,790.8
27,862.2
6,609.1
386.1
6.2
33,009.1
10,506.1
3,549.3
• 0
130.0
175.0
5,721.0
• 0
• 0
• 0
. 0
• 0
5,721.0
3,351.6
40.0
802.9
$
8,254.3
1 , 7 52. 1
89.1-
20.0
• 0
1,339.6
276.6
2 32. 4 -
• 0
8. 1
• 0
5,639.1-
482.8
3,488.3
496.7
1,000.0
813.0
641.7
6.8
23.7
88.8
%
2.9
6.0
1. 2-
5. 3
. 0
3.9
2.6
6.5
• 0
6.2
• 0
100.0-
100.0
1 oo. o·
100.0
100.0
100.0
11. 3
. 2
145.3
1 0. 2
$
7,781.0
2,660.3
185.0
9.0
3. 7-
2,669.8
271. 1
231.0
500.0
8. 1
. 0
5, 721.0-
482.8
3,488.3
496. 7
1,000.0
813.0
559. 7
49.2-
. 0
149.9
%
2.7
9. 5
2.8
2.3
60.0-
8.0
2. 5
6.5
100.0
6.2
• 0
100.0-
100.0
100.0
100.0
100.0
100.0
9.7
1. 4-
• 0
18.6
REGULAR SALARIES
SPECIAL PAY
TOTAL 387,912.3 375,357.3 372,939.8 12,555.0 3.3
%
4.5
2.4-
16. 2
7. 9
8.9
19.0
14,972.4 4.0
7111 0
711 1 1
71 1 1 2
7111 3
71114
71 1 1 5
7111 6
7111 7
71118
7111 9
71210
71 211
71213
SPEC. UNIFORM COURT FEE
SPEC. UNIFORM OVERTIME
SPEC. UNIFORM STAT. HOLIDAY
SPEC. UNIFORM SHIFT BONUS
SPEC. NON-PERM. PLAINCLOTHES
SPEC. CIVILIAN OVERTIME
SPEC. CIVILIAN SHIFT BONUS
SPEC. UNIFORM LIEU TIME
SPEC. CIVILIAN LIEU TIME
SPEC. CIVILIAN STANDBY
SPEC. UNIFORM ALTERNATE RATE
SPEC. CIV. ALTERNATE RATE
SPECIAL EVENTS
18,550.4
7,449.6
1,064.6
973.8
568. 7
1,462.1
697.5
9,089.1
576.4
1 32. 2
774.8
193. 7
500.0
SPECIAL PAY
FRINGE BENEFITS
TOTAL 42,032.9
72901
72902
72903
72904
EMPLOYER HEALTH TAX
GROUP LIFE, L. T. D.
CMP/SUPP
GROUP INSURANCE
8,800.0
344.1
5,750.0
2,157.8
17,738. 1
7,639.2
915. 7
902.3
521.8
1,228.5
598.4
8,870.0
478.3
35.0
71 5. 2
1 50. 0
500.0
40,292.5
8,153.4
314.3
3,886.1
2,057.7
17,740.0
7,182.9
952. 7
903.0
532.0
1,423.7
655.2
8,898.7
355.5
61. 5
904.0
18 5. 1
20.0
39,814.8
8,503.9
355.2
4,799.3
2,329.6
$
812.3
189.6-
148.9
71. 5
46.9
233.6
99. 1
21 9. 1
98. 1
97.2
59.6
43.7
• 0
1,740.4
$
646.6
29.8
1,863.9
1 00. 1
16. 5
2.4
20.5
277. 7
8.3
29. 1
• 0
4.3
%
7.9
9.4
47.9
4.8
$
810.3
266.6
111 . 8
70.7
36.6
38.3
42.2
190.3
220.8
70.6
129.2-
8. 5
480.0
2,218.0
$
296.0
11 • 1 -
950.6
171. 8-
%
4.5
3.7
11 . 7
7.8
6.8
2.6
6.4
2. 1
62.0
114. 9
14.2-
4.6
400.0
5. 5
%
3.4
3. 1 -
19.8
7.3-
BP255 DATE 11/05/91
TIME 11:53
FORCE TOTAL
FRINGE BENEFITS
72905
72906
72907
72908
72909
72930
72931
72932
72933
72934
72935
72936
72961
72963
72964
7296-8
MATERIALS
73121
73130
73138
73140
73160
73180
73182
73190
73221
73250
73271
73301
73302
73303
73304
73305
73306
73307
73311
73312
73314
73370
73371
73422
73425
73426
73450
UNEMPLOYMENT INSURANCE
UNEMPLOYMENT INSURANCE REBATE
U. I. C. - NON QUALIFIED
WCB PAYMENT OF MED. & PENSION
DENTAL PLAN
C.P.P - NON QUALIFIED
CANADA PENSION PLAN
CIVILIAN METRO PENSION
OMERS - POLICE
OMERS - POLICE SUPPLEMENT
OMERS CIVILIAN
POLICE BENEFIT FUND
SICK PAY CREDIT GRANTS
CLOTHING REIMBURSEMENT
REIMBURSEMENT OF TUITION FEES
TOOL REIMBURSEMENT
FRINGE BENEFITS TOTAL
MIMEOGRAPHING
TAXABLE PRINTING MATERIAL
VPU - MATERIALS/SUPPLIES
BOOK,PERIODICAL,SUBSCRIPTION
MUSEUM - MATERIALS/SUPPLIES
PRINTED FORMS
PARKING TAGS
OFFICE MATERIALS & SUPPLIES
SAFETY SU PPL! ES
PHOTOGRAPHIC/VIDEO SUPPLIES
FINGERPRINT SUPPLIES
SHIRTS & TIES
FOOTWEAR
MOTORCYCLE LEGGINGS
GLOVES, GAUNTLETS & MITTS
MISCELLANEOUS CLOTHING EQUIPME
BADGES, CROWNS, ETC.
HEADWEAR AND COVERS
PROTECTIVE CLOTHING
UNIFORMS
LIFEGUARD MATERIALS/SUPPLIES
POLICE PIPEBAND
MTPF WINGED WHEELS
AMMUNITION AND FIREARM SUPPLIE
BREATHALIZER SUPPLIES
TRAFFIC ENFORCEMENT SUPPLIES
VEHICLE PARTS
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 40
GROSS EXPENDITURE DETAIL (lN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
9,061.2
600.0
302.3
2,200.0
5,750.0
129.0
5,307.7
215.5
18,553.6
302.3
4,314.7
8,932.5
3,782.6
1,739.6
39.9
29.8
78,312.6
300.0
125.0
12.4
175.9
6.5
375.7
340.0
1,330.8
74.8
434. 1
91. 6
313.9
369.6
35.0
29.8
232.1
76. 1
112. 6
504.5
914. 1
13.4
29.8
25.2
426.3
21. 5
196.8
1,831.1
8,394.9
600.0
40.0
1,800.0
5,000.0
30.0
4,898.3
205.0
16,964.6
. 0
3,830.9
8,990.4
3,619.7
1,500.0
39.9
24. 1
70,349.3
226.1
125.0
11 . 9
1 30. 6
1 . 4
302.5
283.5
1 , 1 56. 3
53.5
358.0
70.8
273. 1
313.8
23. 1
19. 9
168.9
90.8
88.2
386.5
720.6
12.8
21. 3
12.0
374.3
1 5. 5
1 68. 1
1,417.9
8,670.0
327.3
338.4
1,999.8
5,000.0
165.8
4,910.0
210. 1
17,191.5
329.8
3,888.6
8,822.2
3,619.7
1,601.2
39.9
24. 1
73,127.2
270.1
81. 1
11. 9
111. 0
• 0
223.8
249.5
1,156.7
53.8
337.0
73.4
273.6
314.6
76.0
20.4
170.2
91 . 5
96. 1
352.7
938.4
6.9
21. 3
6.9
374.3
15. 5
175.3
1,423.8
$
666.3
• 0
262.3
400.0
750.0
99.0
409.4
10. 5 -
1,589.0
302.3
483.8
57.9-
162.9
239.6
• 0
5.7
7,963.3
$
73.9
• 0
• 5
45.3
5. 1
73.2
56. 5
174.5
21. 3
76. 1
20.8
40.8
55.8
11 . 9
9.9
63.2
14.7-
24.4
118. 0
193.5
. 6
8.5
13. 2
52.0
6.0
28.7
413.2
%
7.9
• 0
655.7
22.2
15. 0
330.0
8.3
5. 1
9.3
100.0
12. 6
.6-
4.5
15. 9
• 0
23~6
11. 3
%
32.6
• 0
4.2
34.6
364.2
24. 1
19.9
15. 0
39.8
21. 2
29.3
14.9
1 7. 7
51. 5
49.7
37.4
1 6. 1-
27. 6
30.5
26.8
4.6
39.9
11 0. 0
13. 8
38. 7
1 7. 0
29. 1
$
391.1
272.6
36.1-
200.2
750.0
36.8-
397.6
5.3
1,362.0
27.5-
426.0
11 0. 2
162.9
138.3
• 0
5. 7
5,185.3
$
29.8
43.8
. 5
64.8
6 ~ 5
1 51 . 8
90.4
174.0
20.9
97.0
18. 1
40.2
54.9
41.0-
9.3
61.8
1 5. 4-
16. 4
1 51 . 7
24.3-
6.4
8.5
18. 2
52.0
6.0
21. 4
407.2
%
4.5
83.3
10.6-
10.0
15.0
22. 1 -
8.0
2.5
7.9
8.3-
10.9
1. 2
4.5
8.6
• 0
23.6
7.0
%
11 . 0
53.9
4.2
58.4
100.0
67.8
36.2
15. 0
38.9
28.8
24.7
14.6
17.4
53.9-
45.5
36.2
16.9-
17. 0
43.0
2.5-
93.8
39.9
262.0
13.8
38.7
12.2
28.6
- - _ ... - @111111 - -
------ - - - - -
-- --- - -- - - - - - -- - - - - - -
BP255 DATE 11/05/91
TI ME 11: 53
FORCE TOT. AL
MATERIALS
73452
73453
73454
73456
73459
73460
73470
73610
73643
73750
73751
73991
73993
73996
73998
73999
EQUIPMENT
74050
74051
74052
74053
74054
74060
74071
74101
74102
74103
74109
74120
74130
74131
74138
74139
74140
74160
74200
74201
74202
74209
74213
74300
74304
74309
74400
VEHICLE TIRES AND TUBES
COMMUNICATION MATERIALS
RADIO PARTS, ETC.
RELOCATION MATERIALS
SHOP SUPPLIES - VEHICLE/MARINE
DWA LOSSES AND GAINS
UNCOLLECTIBLE REVENUE
GASOLINE,OIL,PROPANE
UTILITIES
ANIMAL FOOD
MOUNTED SUPPL! ES
HARDWARE TOOLS GENERAL ITEMS
9-1-1 MATERIALS
PUBLIC ORDER GROUP - MATERIALS
GST IMPACT - MATERIALS
PURCHASE OF ART - H.Q.
MATERIALS TOTAL
ELECTRICAL, & COMMUNICATION
RADIO UNITS
ELECTRONIC TEST EQUIPMENT
TELEPHONE EQUIPMENT
MOT'S
GENERAL/GARAGE EQUIPMENT
BREATHALIZER EQUIPMENT
DICTAPHONES/TRANSCRIBERS
FAX MACHINES
PAPER SHREDDERS
OTHER OFFICE EQUIPMENT
AIR CONDITIONERS
CAMERAS/LENSES
VIDEO PLAYERS/RECORDERS
VPU - EQUIPMENT
OTHER PHOTO/VIDEO EQUIPMENT
PRINTING & BINDING
MUSEUM - EQUIPMENT
MOTOR VEHICLES
BOAT/VESSELS
ANIMALS
OTHER TRANSPORTATION EQUIPMENT
LIFEGUARD EQUIPMENT
FURNITURE & FURNISHINGS
9-1-1 EQUIPMENT
PUBLIC ORDER GROUP - EQUIPMENT
HARDWARE/SOFTWARE/PERIPHERALS
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 41
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
413.5
229.6
455. 4
70.0
315.0
10.0
30.0
0.
97.8
84.8
43.2
194.7
56.3
41.0
300.0-
. 8
15,342.7
582.
1 . 2
177. 8
92.5
231.7
360.9
27.0
50.4
29.5
5. 1
81. 3
3.4
30.4
70.3
219. 1
128.4
. 2
2.3
7,557.7
.0
17.9
2.3
26.0
800.4
46.0
• 0
1,364.9
2 71 . 1
198.4
435.8
20.0
217.2
10.0
30.0
4.008.7
93.6
83.6
38.0
165.6
25.0
39.2
587.0-
5.3
11 , 880. 9
272.4
38.3
80.6
40.0
17. 4
277. 2
. 0
22.6
7.5
4. 7
70.8
3.9
20.6
31. 1
101 . 9
75.2
. 7
1 • 1
5,496.7
165.0
14.5
• 0
47.0
963. 7
251.8
6. 9
2,056.2
451.2
195.2
449.7
20.0
250.7
• 0
20. 1
4,753.7
93.9
83.6
38.0
124.5
25.0
30.1
399.1-
• 0
13,063.8
273.3
71 . 6
120.9
67.5
. 0
294.8
• 0
52.0
5.0
19.8
54. 3
6.8
51. 3
37.0
11 2. 0
100.3
4.3
• 0
5,493.8
1 55. 5
18.8
9.7
47.0
736.6
251.8
• 0
2,231.1
$
142.4
31. 2
19.6
50.0
97.8
. 0
. 0
1,193.3 .
4.2
1. 2
5.2
29. 1
31. 3
1. 8
287.0
4.5-
3,461.8
$
309.6
1 7. 1 -
97.2
52. 5
214.3
83.7
27.0
27.8
22.0
• 4
10. 5
. 5-
9. 8
39.2
11 7. 2
53.2
.5-
1. 2
2,061.0
165.0-
3.4
2.3
21.0-
163.3-
205.8-
6.9-
691.3-
%
52.5
1 5. 7
4.4
250.0
45.0
. 0
• 0
29.7
4.4
1.4
13. 6
17. 5
125.2
4. 5 .
48.8-
84 · . 9-
29. 1
%
11 3. 6
44.6-
120. 5
1 31. 2
231.6
30. 1
100.0
123.0
293.3
8.5
14.8
12.8-
47.5
126.0
11 5. 0
70.7
71. 4-
109. 0
37.4
100.0-
23.4
100.0
44.6-
16.9-
81.7-
100.0-
33.6-
$
37. 7-
34.3
5. 6
50.0
64.2
10.0
9.9
448.2
3.8
1. 2
5.2
70. 1
31. 3
10.8
99. 1
. 8
2,278.8
$
308.6
50.4-
56.9
24.9
231. 7
66.0
27.0
1. 6-
24. 4
14. 7-
26.9
3.4-
20.9-
33.2
10 7. 0
28.0
4. 1 -
2.3
2,063.8
155.5-
. 9-
7. 4-
21. 0-
63. 7
205.8-
• 0
866.2-
%
8.3-
17. 5
,. 2
250. 0
25.6
100.0
49.2
9.4
4. 1
1. 4
13.6
56.3
125.2
35. 8
24.8-
100.0
17.4
%
11 2. 9
70.4-
47.0
36.8
100.0
22.4
100.0
3. 1 -
483.3
74.3-
49.5
50.0-
40.7-
89.5
95.4
27.9
95.4-
100.0
37.5
100.0-
5.0-
76.4-
44.6-
8.6
81. 7-
• 0
38.8-
BP255 DATE 11/05/91
TI ME 11 : 53·
FORCE TOTAL
EQUIPMENT
74401
74412
74414
74416
74420
74998
SERVICES
76138
76160
76242
76243
76245
76250
76310
76311
76330
76332
76333
76334
76335
76336
76338
76339
76410
76421
76423
76508
76509
76510
76511
76512
76513
76 514
76520
76 521
76522 .
76523
76529
76530
76 531
76532
76538
76540
76541
PRINTERS/SOUND COVERS
FIREARMS
RADAR UNITS
SCUBA EQUIPMENT
DEFERRALS FROM 1991
GST IMPACT - EQUIPMENT
EQUIPMENT TOTAL
/..('JJ~
VPU - SERVICES
MUSEUM - SERVICES
METRO LEGAL FEES
PARKS & PROPERTY CHARGES
METRO AUDIT FEES
~
ej.,
TENANT RENOVATIONS
PROFESSIONAL/MEMBERSHIP DUES
RIFLE CLUB DUES
PRISONER'S MEALS
PRISONERS - RETURN OF
MILEAGE
PUBLIC ORDER GROUP - SERVICES
TRANSIT FARES
INVESTIGATION EXPENSE
SCHOOL ~ATROL EXPENSES
SUMMER YOUTH PROGRAM EXPENSES
POSTAGE
RENTAL OF TELEPHONE/LINES/TELE
LONG DISTANCE CALLS
IMPLEMENTATION OF TASK FORCE
OUTSIDE SERVICES
PROFESSIONAL & CONSULTING
LEGAL DEFENCE OF OFFICERS
LEGAL - W.C.B.
INTERPRETER SERVICES
BARGAINING EXPENSES
SERVICES GENERAL
SERVICES DATA PROCESSING
PHOTOGRAPHIC/VIDEO SERVICES
P.E.U. - TOWING CHARGES
COURSES - CON/ONT POLICE COLL
CLEANING CONTRACT - UNIFORMS
REPAIRS - CLOTHING & EQUIPMENT
TRAINING & DEVELOPMENT
RELOCATION OF UNIT
CAR WASHING
MOUNTED SERVICES
- - --- - ---
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 42
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
75.6
288.6
45.5
1 2. 1
5~ • .0-:::,
~-0 -:.
75.6
102.0
30.6
9.2
693.4
670.8-
10,307.8
12, 100 w 5
s s-oo
~O o V '1:..$
t..>O 00 j ~
17.6 .... ~ 16.8
5.4 'f' 5.2
157.0 150.0
12,937.3 11,938.0
60.0 53.5
1,054.5 838.0
71.6 43.1
8.4 8.0
274.3 251.0
103.0 98.6
145.4 125.4
3. 1 3. 0
7.4 28.4
450.0 300.0
33.4 32.0
44.2 11.6
167.6 150.6
2,082.6 1,895.5
184.7 130.6
.0 267.1
80.5 207.7
2,080.6 1,160.7
1,000.0 500.0
123.0 120.0
13.4 7.7
65.0 53.8
918.2 811.1
62.1 29.0
83.5 35.0
15.0 2.9
273.9 240.0
1,850.0 1,760.6
2.5 2.0
911.2 403.7
51.0 130.0
310.5 268.1
63.2 60.5
• 0
102.0
61. 2
9. 2
575.5
402.4-
10,561.7
16.8
,. 0
1 50. 0
11 , 9 38. 0
56. 7
804.4
45.9
8.0
240.9
114. 3
128.5
3.0
29.3
585.2
32.0
11. 6
1 50. 3
1,976.1
201 . 1
267. 1
303.6
1,303.2
500.0
120.0
5.6
53.8
719.4
34.9
17. 4
3.8
240.0
1,707.7
2.0
404. 1
130. 0
268.9
60.5
$
• 0
186.6
14.9
2.9
643.4-
370.8
1,792.7 .
$
• 8
. 2
7.0
999.3
6.5
216.5
28.5
• 4
23.3
4.4
20.0
• 1
21. 0-
1 50. 0
1. 4
32.6
17. 0
187. 1
54. 1
267.1-
127.2-
919.9
500.0
3.0
5.7
11. 2
1 07. 1
33. 1
48.5
12. 1
33.9
89.4
• 5
507,5
79.0-
42.4
2.7
- -
- ..
- - --
%
• 0
182.9
48.6
31. 5
92.7-
55.2-
17. 3
%
4. 7
3.8
4.6 '
8.3
12·. 1
25.8
66. 1
5.0
9.2
4.4
15. 9
3.3
73.9-
50.0
4.3
281.0
11. 2
9.8
41.4
100.0-
61.2-
79.2
100.0
2.5
74.0
20.8
13. 2
114. 1
138. 5
417.2
14. 1
5.0
25.0
12 5. 7
60. 7-
15.8
4.4
$
75.6
186.6
1 5. 7-
2. 9
52 5. 5-
102. 4
1,538.7
$
.8
4.3
7.0
999.3
3.2
250.0
25. 6
• 4
33.3
11 . 3-
16. 8
• 1
21.9-
135.2-
1. 4
32.6
17. 2
106.4
16.4-
267.1-
223.1-
777. 3
500.0
3.0
7.7
11. 2
198.7
27. 1
66.0
1 1 • 1
33.9
142.2
. 5
507.0
79.0-
41. 5
2. 7
%
100.0
182.9
25.6-
31. 5
91. 3-
25. 4-
14. 5
%
4.7
419.2
4.6
8.3
5.8
31. 0
55.9
5.0
13.8
9.9-
1 3. 0
3.3
74.7-
23.1-
4.3
281.0
11. 5
5.3
8. 1 -
100.0-
73.4-
59.6
100.0
2.5
135. 8
20. 8 '
27.6
77. 5
378.5
288.9
14. 1
8.3
25.0
125.4
60. 7-
1 5. 4
4.4
- - -
- -
-----------
---
- -- - -
BP255 DATE 11/05/91
TI ME 11: 53
FORCE TOTAL
SERVICES
76647
76650
76651
76652
76653
76660
76661
76665
76666
76667
76701
76723
76724
76725
76726
76811
76813
76821
76841
76842
76850
76852
76920
76930
76934
76937
76950
76951
76990
76998
REPAIRS - VEHICLES
REPAIRS - TECHNICAL EQUIPMENT
REPAIRS - GARAGE EQUPIMENT
REPAIRS - GAS PUMP/STORAGE TAN
REPAIRS - H.Q. EQUIPMENT
REPAIRS - MARINE
REPAIRS - LIFEGUARD EQUIPMENT
CLEANING AND LAUNDRY
CLEANING DRAPES/CARPET/FURNITU
PERSONAL PROPERTY CARE
ADMINISTRATION COSTS - W.C.B.
SERVICE CONTRACT - BUSINESS EQ
REPAIRS - OFFICE EQUPMENT
SERVICE - AIR CONDITIONER
REPAIRS-FURNITURE
ADVERTISING AND PROMOTIONALS
RECEPTIONS & PUBLIC RELATIONS
INSURANCE - GENERAL
REWARDS & INFORMATION
PROCEEDS OF CRIME
LICENSES
9-1-1 SERVICES
RENTAL/LEASE OF FACILITIES
RENTAL - BUSINESS EQUIPMENT
LEASE/MTCE. COMPUTER EQUIPMENT
MTC INFORMATION
RENTAL - VEHICLES
RENTAL - PARKING SPACE
RENTAL - RADIO EQUIPMENT
GST IMPACT - SERVICES
SERVICES TOTAL
PROGRAM ENHANCEMENTS
77001
77002
77003
77004
77005 .
77006
77007
77008
77009
77010
77011
77012
77013
COM. BASED POLICING
42 DIVISION PERSONNEL
COURT LIAISON CIVLNZTN
SEX. ASSAULT EXPANSION
COMMUN. OPERATORS
EMPLOYMENT EQUITY
DIST. BUDGET ANALYSTS
acc. HEALTH & SAFETY
EXPAND POLICE DOG SVCS.
AUX. BODY ARMOUR
MOUNTED RIDING HELMETS
ADM. SUPPORT - CAO
FIS GROUP 4 FAX MACH.
GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 43
GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
297.6
71. 6
24.8
140.0
10. 5
83.6
31. 4
89.5
1.0
20.4
444. 1
1 45. 1
107.3
38.0
69. 1
450. 9
467.3
1,637.8
908.0
.0
336.0
1,393.3
1,127.7
603.5
5,732.5
10. 7
1,396.4
58.2
368.0
400.0-
41,375.4
820.0
265.3
99.3
275. 0
262.3
36.0
52.0
1 52. 0
1 61 . 0
1 50. 0
10.9
25.0
34.0
273.0
48.2
23.7
40.0
10. 0
80.0
30.0
72.4
• 0
20.4
425.0
118. 1
85.0
27.4
28.4
284.8
205.9
1 I 554 • 8
1 I 1 58, 1
• 0
410.4
1,301.6
838. 1
419. 7
4,087.4
10. 2
1,297.0
94. 1
290.0
1,437.7
36,810.6
• 0
• 0
• 0
. 0
• 0
• 0
• 0
• 0
• 0
• 0
• 0
• 0
• 0
1 50. 3
48.5
35.9
40.0
2.0
49.2
• 0
78. 1
• 0
15. 3
425.0
118. 1
90. 1
29.0
34.5
291.8
205.9
1 I 554 • 8
580.1
49.9-
410.4
1,171.4
841.8
547.9
4,087.4
10.2
1,297.0
48.9
304.0
402.5-
34,652.1
• 0
. 0
. 0
.0
• 0
. 0
. 0
. 0
. 0
• 0
• 0
• 0
. 0
$
24.6
23.4
1 • 1
100. 0
• 5
3.6
1. 4
1 7. 1 -
1 • 0
• 0
19. 1
27.0
22.3
10.6
40.7
1 66. 1
261.4
83.0
250.1-
• 0
74.4-
91. 7
289.6
183.8
1,645.1
• 5
99.4
35.9-
78.0
1,837.7-
4,564.8
$
820.0
265.3
99.3
275.0
262.3
36.0
52.0
1 52. 0
1 61 . 0
1 50. 0
10.9
25.0
34.0
%
9.0
48.5
4.6
250.0
5.0
4. 5
4.6
23.6
100.0
• 0
4.4
22.8
26.2
38.6 '
143.3
58·. 3
126.9
5.3
21. 5-
• 0
18. 1 -
7.0
34.5
43.7
40.2
4.9
7.6
38. 1-
26.8
127.8-
1 2. 4
%
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
$
147.2
23.0
1 1 • 1 -
100.0
8.5
34.3
31. 4
11. 3
1 . 0
5. 1
19. 1
27.0
1 7. 1
8.9
34.5
1 59. 0
261.3
83.0
327.8
49.9
74.4-
221.8
285. 8
55.5
1,645.1
• 5
99.4
9.2
63.9
2.5
6,723.2
$
820.0
265.3
99.3
275.0
262.3
36.0
52.0
152.0
161. 0
150.0
1 0. 9
25.0
34.0
%
97.9
47.4
30.9-
250. 0
425.0
69.5
100.0
14. 5
100.0
33.3
4.4
22.8
19.0
30.8
99.8
54.5
126.9
5. 3
56.5
100.0-
18. 1 -
18. 9
33.9
1 0. 1
40.2
4.9
7.6
18.9
21. 0
.6-
19.4
%
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
BP255 DATE 11/05/91 GOVERNMENTAL UNIT 1 - METRO TORONTO POLICE FORCE PAGE 44
TIME 11:53 GROSS EXPENDITURE DETAIL (IN THOUSANDS OF DOLLARS)
1992 ESTIMATE
ESTIMATE ESTIMATE PROJ.ACT. INCREASE OR DECREASE
FORCE TOTAL 1992 1991 1991 OVER ESTIMATE 1991 OVER ACTUAL 1991
PROGRAM ENHANCEMENTS
$ % $ %
77014 FOi - TABLETOP SYSTEM 45.0 . 0 . 0 45.0 100.0 45. 0 100. 0
77015 INTERNAL AFFAIRS CLERK 9.7 . 0 . 0 9.7 100.0 9. 7 100.0
77016 EAP PERM. PSYCHOLOGIST 24.3 . 0 . 0 24.3 100.0 24.3 100.0
77017 VOICE HESS./CALL PROC. 600.0 . 0 . 0 600.0 100.0 600.0 100.0
77018 LEGAL ADVISOR - CHIEF 15.2 . 0 . 0 15. 2 100.0 15. 2 100.0
77019 CONSOLE OPERATORS 21. 8 . 0 . 0 21.8 100.0 21.8 100.0
77020 CIV. ADM. STAFF -CHIEF 21. 1 . 0 .o 21.1 100.0 21. 1 100.0
77021 MTP 35TH ANNIVERSARY 100.0 . 0 . 0 100.0 100.0 100.0 100.0
77022 HOVERCRAFT 25.0 . 0 . 0 25.0 100.0 25.0 100.0
77023 INT. - PHONE TECHNOLOGY 1 , 1 50. 0 . 0 . 0 1,150.0 100.0 1,150.0 100.0
77025 FIREARMS STRATEGY 780.0 . 0 . 0 780.0 100.0 780.0 100.0
77026 PROCEEDS OF CRIME 100.0 . 0 . 0 100.0 100.0 100.0 100.0
PROGRAM ENHANCEMENTS TOTAL 5,234.9 . 0 .o 5,234.9 100.0 5,234.9 100.0
GROSS EXPENDITURES 582,311.3 544,998.4 544,159.7 37,312.9 6. a· 38,151.5 7.0
---~---------------
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Asset Metadata

Core Title Toronto executive summary, 1992-05-28

Tag OAI-PMH Harvest

Format 150 p. (format), application/pdf (imt), official reports (aat), summaries (aat)

Permanent Link (DOI) https://doi.org/10.25549/webster-c100-30670

Unique identifier UC11447338

Identifier box 16 (box),web-box16-02-05.pdf (filename),folder 2 (folder),webster-c100-30670 (legacy record id)

Legacy Identifier web-box16-02/web-box16-02-05.pdf

Dmrecord 30670

Format 150 p. (format),application/pdf (imt),official reports (aat),summaries (aat)