SARNIA POLICE SERVICES BOARD - Open Meeting

SARNIA POLICE SERVICES BOARD
June 23, 2016
9:30 a.m.
BOARDROOM, POLICE SERVICES BUILDING,
SARNIA, ONTARIO
OPEN MEETING AGENDA
Page
Closed Meeting - 8:15 a.m.
DECLARATIONS OF PECUNIARY INTEREST AND THE GENERAL
NATURE THEREOF
MINUTES
3-6
1. Adoption of Minutes - May 26, 2016
THAT the Minutes of May 26, 2016 be adopted.
PRESENTATION
7 - 14
1. A Discussion About Police Bargaining - Terry Baxter,
Senior Labour Relations Strategist with Ontario
Association of Police Services Boards (OAPSB) (Verbal &
Power Point)
REPORTS AND INQUIRIES
1. Update to the "Collection of Identifying Information in
Certain Circumstances" (Verbal)
2. Bargaining Committee (Verbal)
THAT the Bargaining Committee be made up of the
following individuals:
 Board Member __________________, as
Board representative;
 Chris Armstrong, as lead negotiator; and
 Scott McEachran as legal counsel.
ROUTINE APPROVALS AND INFORMATION
Page 1 of 29
Page
15 - 18
A. Budget Status Report Period Ending May 31, 2016
(Report)
Received and filed.
19 - 20
B. Month End Statistics (Report)
Received and filed.
21
C. Unplanned Maintenance Expense - Elevator (Report)
Received and filed.
23 - 24
D. Replacement Emergency Generator (Report)
THAT the Sarnia Police Services Board approve the
selection of a Cummins Natural Gas Back-up
Generator and an Automatic Transfer Switch with a
total cost of $228,072 plus HST.
25 - 29
E. Voluntary Central Bargaining Model Survey & Questions
(Letter)
Received and filed.
NEW BUSINESS
ADJOURNMENT
Page 2 of 29
OPEN MINUTES
9:30 a.m. - THURSDAY, MAY 26, 2016
BOARD ROOM
POLICE SERVICES BUILDING
The Sarnia Police Services Board met in regular session.
Board Member J. Girard took the Chair and the following
Members of the Board were present: S. Palko and Councillor M.
Mitro.
Absent: Mayor Mike Bradley, Vice-Chair S. Whyte
Present from staff were: Chief Phil Nelson, Deputy Chief
Bob Farlow, Inspector Jeff Hodgson, Inspector Norm Hansen,
Inspector Doug Warn, Media/Policy Officer Constable John
Sottosanti, Sergeant Carson Wilson, Director of Financial
Services & Supply Cathy Dam, and City Solicitor Scott R.
McEachran as Board Secretary.
DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL
NATURE THEREOF
There were no disclosures of pecuniary interest.
MINUTES
Moved by Board Member Palko, seconded by Board Member
Councillor Mitro, and carried:
THAT the Minutes of April 28, 2016 be adopted.
PRESENTATIONS
1. Records Management – Sergeant Carson Wilson (Verbal)
Sergeant Wilson made a presentation to the Sarnia Police
Services Board regarding records management. There are
currently eleven full time and five part time civilians plus
himself in the unit. He reviewed the various functions
served by the unit and noted there were over 250 Freedom
Page 3 of 29
of Information requests and over 4,000 criminal
background checks completed in 2015.
REPORTS AND INQUIRIES
1. Update on Shred-It Day Initiative (Verbal & Media Release)
Chief Nelson provided an update to the Sarnia Police
Services Board regarding the Shred-It Day initiative. As
mentioned in the media release, it was very successful and
there were line-ups before the start time with over 700
people attending. Sarnia Police Services extended
appreciation to Walmart for their support.
ROUTINE APPROVALS AND INFORMATION
A. Budget Status Report Period Ending April 30, 2016
(Report)
Cathy Dam, Director Financial Services provided a report
dated May 16th, 2016 to Chief Nelson for information for
the Sarnia Police Services Board regarding the budget
status report period ending April 30th, 2016.
B. Completion of Boiler/Chiller Replacement (Report)
Cathy Dam, Director of Financial Services provided a
report dated May 16th, 2016 to Chief Nelson for
information for the Sarnia Police Services Board regarding
the completion of boiler/chiller replacement.
C. Month End Statistics (Report)
Chief Nelson provided a report dated May 17th, 2016 to the
Sarnia Police Services Board regarding the month end
statistics.
D. Voluntary Central Bargaining Model Survey Update (Email)
Page 4 of 29
Terry Baxter, Senior Labour Relations Strategist with the
Ontario Association Police Service Boards (OAPSB) sent an
e-mail dated April 28th, 2016 to the Sarnia Police Services
Board Secretary requesting views of the members of the
Sarnia Police Services Board with respect to Voluntary
Central Bargaining Model and requesting responses to four
specific questions.
E. Special Constable Recommendation (Report)
Inspector Hodgson provided a report dated May 11th, 2016
to the Sarnia Police Services Board regarding special
constable appointments
Moved by Board Member Palko, seconded by Board
Member Councillor Mitro, and carried:
THAT the Sarnia Police Services Board approves the
appointment as Special Constable of Bradley Robert
Brooker.
Moved by Board Member Palko, seconded by Board Member
Councillor Mitro, and carried:
THAT Items A to D, under Routine Approvals and
Information, be received and filed.
NEW BUSINESS
1. Drug Drop-off Day (Verbal)
Chief Nelson advised the Sarnia Police Services Board of
the successful drug drop-off day on May 21st, 2016.
Approximately 67 lbs. of drugs were collected.
2. Request for Speaker – Terry Baxter, Senior Labour
Relations Strategist with OAPSB
Board Member Councillor Mitro raised the willingness of
Page 5 of 29
Terry Baxter, Senior Labour Relations Strategist with
OAPSB to address the Board at its next open meeting on
matters delaing with bargaining across the province.
There will be no cost to the Board. Board Member Palko
agreed stating as long as Mr. Baxter did not speak about
the central bargaining model.
Moved by Board Member Councillor Mitro, seconded by
Board Member Palko, and carried:
THAT the Sarnia Police Services Board extends an
invitation to Terry Baxter, Senior Labour Relations
Strategist with OAPSB to address the Board at its
next open meeting.
ADJOURNMENT
Moved by Board Member Councillor Mitro, seconded by Board
Member Palko, and carried:
THAT the Sarnia Police Services Board adjourn.
________________________
CHAIR
Page 6 of 29
255 N. CHRISTINA STREET
SARNIA, ONTARIO N7T 7N2
TEL. 519-332-0330 Ext. 3347
City of Sarnia Police Services Board
FAX 519-332-3995
June 16, 2016
TO:
SARNIA POLICE SERVICES BOARD MEMBERS
RE:
Presentation – Terry Baxter, OAPSB
Please find attached the slides for Terry Baxter’s presentation.
Notwithstanding the words “Confidential and Not for Distribution”, we have
received permission to put the slides on the Open Agenda for the Board’s
June 23rd, 2016 meeting.
_______________________________
Scott R. McEachran, Secretary to the
Sarnia Police Services Board
SRM:ad
Doc: L:\LAW CLERK\POLICE MISC\LTR TO BOARD-PRESENTATION JUNE 23-16.AD
Page 7 of 29
SARN A PSB
Jun
e 23, 2016
Open
Session A Discussion about Police Bargaining
Page 8 of 29
Confidential and Not for Distribution
Coordinated Bargaining in the BPS
.
.
.
.
.
Efforts to moderate wage increases across the BPS have met with some success, but
not universally.
A majority of the BPS bargains under some degree of coordination.
Overall, sectors with coordination have been more effective in controlling wage
tncreases.
Emergency services is one sector where the failure to rein in the cost of wages and
benefits has impacted municipal finances negatively. Recent informal coordination
efforts in the Police sector have had moderate success in tempering wage trends.
ln 2011, Don Drummond was asked by the Government of Ontario to chair the
Commission on the Reform of Ontario's Public Services. His recommendations on
reforms to Ontario BPS labour relations included:
. "Further rationalize bargaining, while recognizing that multiple models of
rationalized bargaining exist (e.g., centralized, co-ordinated, legislated, voluntary)."
Page 9 of 29
. "Work collaboratively with public-sector employers and bargaining agents to
determine the most appropriate model on a sector-by-sector basis."
Confidential and Not for Distribution
Budget 201 6 - Wage Trends
ct{ART 27
Ontario Public/Private Wage Sefflement Trends
Per Cent
+
2.5
Pr¡blic Sestor (Pmvincial)
+R¡blic
Sector (Federal)
+Pr¡blh
Sestor (Municipal)
+ehivateSedor
2.0
t.5
t.0
0.5
0.0
Page 10 of 29
April2010
July 2012
January 2016
l,/des. Based on agreernen rvih over 150 enployees, ratified betrcen Apnl 1,n10, and Janr.øy 13, 2016. April 20.10
represents Úte stat of the gorcmnrents compersatþn resfdnt mardate. Tln penod frrorn Jdy n12 to Janury 2016 represenrts
trc mæt complete dcfuæ d a ñil bagan¡ng cyde acrm ün pôlb sedor.
Sorces: Ontaro Treæry Boad Sec¡etiad and ùrtario Minisûy of Ldour.
Confidential and Not for Distribution
Bargaining Wage Outcomes, 2004-1 5
40%
Big 12 & OPP Police,37.2%
3s%
30%
Less
Coordinated
More
Coordinated
o
6
a!
Hospitals, 25.4%
P2s%
I
Teachers,24.3%o
.=
o
Þ0
a!
ì
cPl,22.O%
62o%
c
ct!
o
ù0
fiisu,
to%
Page 11 of 29
s%
o%
2004 2005 2006 2007 2008 2009 2070 20Lt 2012 20L3 20t4
Confidential and Not for Distribution
201s
Tracki ng the Outcomes
. Wage adjustments pre-report, post report, and via current model:
3.5%
r Police r
Ontario
3.O%
2s%
2.O%
L5%
LO%
o5%
Page 12 of 29
o.o%
2000-2008
2009-2073
201.4-2016
Confidential and Not for Distribution
2077-2019
CPI
Recent Sector Bargaining Outcomes
Comparisons
At or Near Net Zero:
. Wage increases kept below 2o/o
. Grid progression timeline extended
. Elimination of sick leave gratuity for
.
.
.
.
Page 13 of 29
.
all new hires
Benefit costs reduced by capping
certain coverage and/or reducing
the level of co-insurance
Legal indemnity costs reduced with
caps
Short term disability entitlements
reduced in some cases based on
usage
Greater controls on staffing and
scheduling of work, thus reducing
costs
Elimination of specialist pay
premiums
Above Net Zero:
.
.
.
.
.
.
.
Confidential and Not for Distribution
Wage increases above 2%
and in some cases close to
3%
Grid progression unchanged
lncreases to insured benefits
lncreases to Health Spending
Accounts
lncreases to clothing
allowances
New specialist premiums
ln some cases, there were
virtually no offsets
Next Steps
. Overview of recent police bargaining outcomes can be
provided
. This is your contract with the local association
. Support and advice is available on request
.QandA
Page 14 of 29
Confidential and Not for Distribution
SARNIA POLICE SERVICE
DEPARTMENT CORRESPONDENCE
People Serving People
DATE:
June 14,2016
TO:
James P. Nelson, Chief of Police
FROM:
Cathy Dam, Director Financial Services
RE: BUDGET STATUS REPORT PERIOD ENDING MAY 3I,2OL6
RECOMMENDATION
It is recommended that Sarnia Police Services Board receive this repoft
as information
COMMENTS
Ifthere are any questions, please feel free to ask.
Cathy Dam
Director of Financial Services
Page 15 of 29
SARNIA POLICE SERVICE
BUDGET STATUS FOR MONTH ENDING
May 31' 2016
2016BUDGET YTDBUDGET 2016ACTUAL VARIANCE
POLICE OFFICERS:
Salaries - Regular
Salaries - Overtime
Salaries - Specialist Pay
Salaries - Court Time
Salaries - On Call Pay
Salalies - Acting Rank
Salaries - Vacation Pay
Salaries - Statutoly Holiday Pay
Salalies - Shift Differential
Employee Benefits
Car Allowance
Unifolm Equipment
Dry Cleaning Allowance
71,641 ,219
540,000
4,862,448
205,408
4,674,143
351,504
188,305
(146,096)
6,300
60,439
3,047
30,663
(2,134)
75,000
63,486
28,529
40,000
15,215
13,783
7,432
24,000
(9,373)
(6,667)
166,900
24,000
33,373
,000
23,000
23,667
30,334
8,749
7,307
1,442
3,634,365
2,400
1,730,353
1,721,622
8,73 I
1,000
901
60,856
22,824
24,983
17 I
l7,l
t00
(2,159)
00
879
Membelships and Subscriptions
Travel and Promotion
7,550
7,550
6,671
21,800
8,850
13,777
Education and Training
74,695
25,139
24,876
263
25,400
72,700
17,107
7,594
10,000
3,750
5,080
(1,330)
15,700
5,891
6,'l16
3s2
(225)
(2,793)
Clothing Allowance
Overtime Meals
Personnel Equipment
Sundry
1,500
563
(4,327)
211
6,000
2,250
10,000
3.750
5,043
2,342
t6,574,785
7.056.122
7,023,816
570,715
231,059
237,467
Salaries - Overtime
Salaries - Court Time
14,600
5,554
4,320
7,855
2,ggg
Salaries - Service Pay
1,650
1,650
1,650
2
(2)
I
66,131
67,625
46
('1,494)
750.951
307.382
3l
578,961
25,889
Medical Exams
Employee Assistance Program
TOTAL OFFICERS
r.408
32.306
COURT SECURITY:
Salaries - Regular
TOTAL COURT
I 56,13
1,234
2,988
Shift Differential
Employee Benefits
Oveltime Meals
(6,408)
(46)
13.682ì
COMMUNICATIONS
1,455,772
593,456
Salaries - Overtime
Salalies - Training Pay
20,000
7,608
7,200
622
Salaries - Vacation Pay
Salaries - Statutory Holiday Pay
15,665
4s6
5,959
17,725
5,708
5,994
Salaries - Service Pay
5,7 50
5,750
5,7 50
Salalies - Shift Differential
Employee Benefìts
5,000
7,902
1,827
190,746
176,912
Salaries - Regular'
430,102
74,495
(
18,281)
(166)
5,400
559
(286)
75
I
3,834
Page 16 of 29
2016BUDGET YTDBUDGET 2016ACTUAL VARIANCE
Telephone Lines
Radio Licences
63,200
7,000
26,333
28,493
7,000
6,977
536
Overtime Meals
Equipment Maintenance
Central D i spatch-Equipment
Equipment Reserve - 9l I
TOTAL EXPENDITURES COMM
Revenue - Pt. Edward 911 Dispatch
Revenue - Pt. Edwald Fire Dispatch
Revenue - Salnia Fire Dispatch
TOTAL REVENUES COMM
NET COMMUNICATIONS
65,163
36,994
27,757
1,451
20,000
20,000
2,109,462
893,520
889,513
(4t9,s44)
(10,489)
(2,978)
(419.s44)
(2,978)
(419,544
(433,01r)
(433,011)
(433,011)
1.676.451
460.509
1,834,913
766,429
764,936
(2,978)
23
(536)
(9,843)
1,451
3,485
20,000
(10,489)
(2,t60)
4,007
10,489)
(
4.007
CIVILIAN:
Salaries - Regular
7,493
(4,587)
228
(2,939)
(s0)
Salaries - Overtime
Salaries - Training Pay
10,000
3,804
9,391
600
Salaries - Vacation Pay
4,735
228
4,735
7,674
Salaries - Statutory Holiday Pay
Salaries - Service Pay
4,800
1,600
1,650
8,950
8,950
8,950
2,600
989
266,609
250
767
222
260,792
5,817
Salaries - Shift Differential
Employees Benefits
606,750
600
Car Allowance
225
25
1.0s3.385
209
78,359
74,405
3,954
143
698
(sss)
272
(272)
1.0s3.594
TOTÄL CIVILIAN
STATION
Salaries - Regular
Salalies - Overtime
Salaries - Vacation Pay
194,422
375
3,055
Salaries - Statutory Holiday Pay
910
Salaries - Service Pay
500
s00
500
Employee Benefits
57,856
24,149
23,732
Stationery & Office Supplies
52,000
19,501
28,570
Identi fi cation Branch-Photography
10,850
Heating Fuel - (Union Gas)
32,000
747
4,069
13,3
3
13,511
3
Telephone
141,000
58,750
46,036
4,164
62,635
Vehicle Expense
Vehicle Rentals
Reserve Contribution - Vehicles
214,820
82,945
73,057
1,000
375
544
250,000
250,000
250,000
Postage
15,000
6,250
3,510
Janitolial Supplies
12,500
4,688
4,1
Radio
1
1,650
4,369
9,935
Electricity
Vy'ater
Meals for Prisoners
Selvice Contracts
Office Equipment & Maintenance
Building Maintenance
Ground Maintenance
120,000
50,000
11,000
4,583
l0
417
(9,069)
3,322
(178)
3,964
419
(3,8 85)
9,888
(16e)
2,740
578
(5,566)
252
3,000
1,125
873
63,808
29,816
31,199
(1,3 83)
293,741
71,200
172,358
85,539
(l3,l8l)
26,707
29,722
19,875
19,931
(3,021)
(s6)
3
1,000
I
Page 17 of 29
2016BUDGET YTDBUDGET 2016ACTUAL VARIANCE
130,000
Vehicle Maintenance
159,795
Program Supplies
Insurance
206,742
(11,637)
43,447
6,331
206,742
204,838
1,904
625
214
4ll
4,167
10,000
4,167
69,274
69,274
69,274
38,000
38,000
15,000
38,000
15,000
15,996
15,996
15,996
2.237.994
1-305.638
1.316.2
Í0.624\
r0.183.245
t0.t61.017
22-168
New Equipment
Contribution to Hr Specialist
Reserve Contribution - Building
Reserve Contribution - Majot Crime
Contlibution to Crime Stoppers
Provincial Strategy Equipment
TOTAL EXPENDITURES
65,804
I,500
Sundly
TOTAL STATION
54,167
49,778
15,000
0
23,71
(0)
POLICE SERVICES BOARD
Membership, Municipal Police Authorit¡
4,081
4,081
3,685
396
Awards for Retiring Membels
8,000
1,500
1,351
149
Conferences & Seminars
Awards Night f'ol Outstanding Service
2,500
2,500
32,500
5,000
4,396
2,500
250
363
s9.581
10.831
9,194
County Grant - Police Grant
County Cont.to Court Security
(374,653)
(910,654)
(374,653)
Aamj iwnaang First Nations
Police Cruiser Escorl Service
(l
Legal Fees
Sundry
Business Plan - Manpower Study
604
(113)
7,500
TOTAL BOARD
1.037
POLICE SERVICE REVENUE:
Identifi cation Branch Services
Licences - Business (taxi/clearances)
Community Policing Paltnership Grant
11,541)
(40,000)
(l 8,000)
(l
(
15,000)
(6,667)
(3,000)
(52,000)
Sale of Police Cars
Provincial Grant - RIDE
Provincial Strategy Grant
(51,648)
(27,083.33)
(22,916.67)
(8,000)
(9,321)
(6,920)
(17,763)
(24,383)
(24,383)
12,500)
(12,500)
(
TOTAL REVENUE
NET POLICE SERVICE BUDGET
21.875.497
(352)
,688)
1,660)
(
(65,000)
(55,000)
(8,000)
(20,000)
(24,365)
2
(203)
1,688
150,000)
(6.000)
(1.898.213)
Sale of Stolen & Abandoned Propefty
(6,669)
(2,797)
(I
Federal Crown Recoveries
Other Fees & Services (warr., ins., FOI)
Special Duties (Administlation Fees)
Costs Recovered (Crown/briefs & Other.
4,653)
(37
(6.000)
(s37.202\
9-656-874
(9,066)
(8
1,660
(l 5,997)
1,066
2.577
(509.881
(27.32t1
9.660.990
t4.116)
Page 18 of 29
Sarnia Police Service
Department Correspondence
People Serving People
Jr¡ne 15,2016
To:
Sarnia Police Service Board Members
From: Chief Phil Nelson
Re:
Month End Statistics
Board Members,
Please find for your review the Month End Statistics for May 2016. We would be
pleased to answer any questions you may have.
Phil Nelson
Chief of Police
PN/rp
Page 19 of 29
Sarnia Police Service
Statistics Report 2016
YEAR 2016
rr I l', l,i',
.1,ìrì
Irlrì
Irii
',Lr]
ìl
r),ti
ù1,
)\/
l)rìr
ì'tlri
rr
il c)l ll
l
l)ll
i
HOMICIDE
0
0
1
1
0
2
0
0
ROBBERY
1
5
1
0
0
7
5
5
B&E BUSINESS
6
12
I
7
9
42
42
42
B&E RESIDENTIAL
28
6
31
11
12
88
97
111
34
25
B&E OTHER
12
THEFT MV
THEFT
7
I
I
102
97
13
8
21
62
2
2
5
25
31
23
93
95
115
502
580
404
91
92
27
29
26
12
21
25
19
103
OFFENSIVE WEAPONS
5
3
3
3
4
18
DISTURB PEACE
38
FRAUD
MISCHIEF
60
53
31
77
259
257
256
212
177
30
47
42
36
37
192
1
1
0
0
0
2
5
7
95
71
ARSON
DRUGS
13
4
14
'17
17
65
83
LIQUOR
7
17
19
11
20
74
51
MUNICIPAL BY-LAW
3
I
2
4
4
14
22
16
3
15
17
26
39
170
215
191
SEXUAL ASSAULT
ASSAULT
DOM DIS/FAM DIS
SPOUSAL ASSAULT
IMPAIRED DRIVE
MV COLLISION
IC ENFORCEMENT
PARKING ENFORCEMENT
ARRESTS
CALLS FOR SERVICE
27
38
114
34
35
31
40
93
4
4
3
1
49
99
102 44
58
95
225
503
214
397
223
439
53
15
4
12
13
15
59
71
4
4
4
3
7
22
17
19
89
508
622
594
1845
1487
2038
116
108
99
96
336
285
342
465
417
1
1
I
3
6
11
4
166
822
723
758
2116
9199
9062
8946
158
145
193
0
160
1742
1675
1839
1827
Page 20 of 29
SARNIA POLICE SERVICE
DEPARTMENT CORRESPONDENCE
People Serving People
DATE:
June 14,2016
TO:
James P. Nelson, Chief of Police
FROM:
Cathy Dam, Director Financial Services
RE: UNPLANNED MAINTENANCE EXPENSE
RECOMMENDATION
It is recommended that the Sarnia Police Services Board receive this report for information.
BACKGROI.IND
The facility contains a sole elevating device for which Sarnia Police Service has had a regular
preventative maintenance program in place for many years. A recent routine inspection by
Skyline Elevator Inc. has resulted in a recommendation to replace a failed electronic door
reversing device and upgrade the mechanism to a newer technology.
The elevating device is subject to periodic inspection by the Technical Standards and Safety
Authority (TSSA).
COMMENTS
The upgrade will make a significant improvement in the operation and reliability of the elevator.
Elevator door equipment is very mechanical in nature which can result in failures as elevators
age.
FINANCIAL IMPLICATIONS
The cost of the recommended repairs is $12,825 plus applicable taxes. A quotation obtained from
an alternate vendor resulted in a similar recommendation. The expense will be applied against
the 201 6 Operating Budget.
Cathy Dam
Page 21 of 29
Page 22 of 29
SARNIA POLICE SERVICE
DEPARTMENT CORRESPONDENCE
People Serving People
______________________________________________________________________________
DATE:
June 14, 2016
TO:
James P. Nelson, Chief of Police
FROM: Cathy Dam, Director Financial Services
____________________________________________________________________________
RE: REPLACEMENT EMERGENCY GENERATOR
____________________________________________________________________________
RECOMMENDATION
It is recommended that the Sarnia Police Services Board approve the selection of a Cummins
Natural Gas Back-up Generator and an Automatic Transfer Switch with a total cost of $228,072
plus HST.
BACKGROUND
The engineering firm Collins Frazer was approved earlier in 2016 to provide engineering
services for the replacement generator project which was approved in the 2016 Capital Budget
(total budget of $375,000). Collins Fraser conducted a general inspection and evaluation of the
existing diesel backup generator at Sarnia Police headquarters and the interconnection between
the diesel backup generator and the electrical distribution system. Collins Frazer proposes
replacing the existing system with a new larger outdoor (NEMA 3R Enclosure) Natural Gas
Back-up Generator (210 kW/262.5kVA, 120/208V, 3Ph, 4W) to provide 100% back-up power to
the whole building including backup power for the HVAC cooling system.
Collins Fraser sought out proposals from three generator vendors. Having analyzed the three
proposals, Collins Fraser recommends the Cummins product based on price, product quality,
vendor project experience, and history of service coverage/warranty.
COMMENTS


The proposed larger outdoor generator will provide 100% back up power to the entire
police facility including back-up power for the HVAC cooling system in case of a power
outage. The existing backup generator does not provide backup power for the HVAC
chilling system.
The natural gas fueling system provides greater dependability than the current diesel fuel
system as the system has the capacity to run for several concurrent days uninterrupted
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


while the diesel system requires shut down for refueling every 36 to 48 hours assuming
that fuel is accessible during a protracted outage.
The end result of both the change in location (outdoors) and the change in fuel source
will be that the generator system no longer is under TSSA regulation.
Emissions are also expected to improve which will ease any current concerns around
MOE emissions regulations.
Subsequent to the selection and purchase of the generating equipment, Collins Frazer will
proceed with proposals for the installation of new equipment and decommissioning of
current equipment. Depending on the timing of approvals, work is expected to
commence in September or October of this year.
FINANCIAL IMPLICATIONS
The cost of the proposed Cummins generator and adjunct equipment is $228,072 plus applicable
taxes. The approved budget for the 2016 Generator Replacement capital project is $375,000.
Cathy Dam
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255 N. CHRISTINA STREET
SARNIA, ONTARIO N7T 7N2
TEL. 519-332-0330 Ext. 3347
City of Sarnia Police Services Board
FAX 519-332-3995
May 27, 2016
TO:
SARNIA POLICE SERVICE BOARD MEMBERS
RE:
Voluntary Central Bargaining Model Survey & Questions
The attached letter was on the May agenda. A question was
asked by a Board Member as to what needed to be done in order
to answer the 4 questions in the first half of the letter and I
erred in my answer by directing members to complete a survey
on survey monkey. If the Board wishes to answer the 4
questions it will be necessary for a motion to be passed setting
out the answers. The Board Secretary can then forward the
answers to the OAPSB Implementation Committee.
The second half of the letter requested information concerning
the size of the police force, the number of hours, and costs
associated with the last round of bargaining. It was these
answers that are to be provided via survey monkey and I can
advise the board that I have completed the survey as per our
standard practice of providing public information to the OAPSB
(including copies of our collective agreements).
______________________________
Scott R. McEachran, Secretary to the
Sarnia Police Services Board
SRM:ad
Attach.
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Scott McEachran
From:
Sent:
To:
Subject:
Attachments:
Terry Baxter <[email protected]>
April-28-16 2:00 PM
Scott McEachran
Voluntary Central Bargaining Model Survey Update
Key Features of a Voluntary Central Model for the Police Sector .docx
Good Afternoon,
On behalf of the OAPSB lmplementation Committee, I wanted to thank those of you who have
answered our request for your v¡ews on moving to the Voluntary Central Bargaining Model that were
set out in the our presentation during the Big 12 meeting back on December 4,2015. There were four
specific questions that were poised and I have included them below for easy of reference.
Questions
Please consider the following questions, and provide your responses and your board's view on
moving to the Voluntary Central Bargaining Model to [email protected] by June 30. 2016:
l.
Do you agree that a more structured, formalized approach to police bargaining on a
sector wide basis needs to be established?
2. What do you see as the pros and cons of the proposed voluntary two-tier centralized
bargaining model? What aspects would be effective or would pose challenges in
addressing the current issues affecting police bargaining?
3. How do we best gain sector wide commitment to support and participate in establishing
the model?
4. To what extent would your organization commit to supporting the model?
This information is vital in our collectively determining the extent of modernizing our bargaining
approach.
ln addition to the bargaining model we were seeking some details on your current cost of conducting
bargaining. Your responses to the survey (link below) will give us the ability to provide a more
consistent and accurate costing projection, and will also assist us in projecting the cost of operating a
Police Employers Labour Relations Bureau, if one were to be established as part of the
modernization of your bargaining.
We have extended the deadline to complete both the survey and the four-part questionnaire to June
30, 2016.
lf you have not yet provided your board's costs of bargaining information, I have provided a link to the
survey below for your convenience.
Again, I'd like to thank you all for your participation in this process. lf you have any questions or
require clarification please contact me.
Survey Link:
www. su rveymonkev. com/r/57MCKSD
I
Page 26 of 29
Regards,
Terry Baxter
2
Page 27 of 29
Key Features of a Voluntary Central Bargaining Model for the Police Sector
I
BPS Precedent
'
¡
Option informed by the Ontario HospitalAssociation (OHA) voluntary central
bargaining framework, which has successfully been in place since the
1980's for hospital nurses and support staff
Key features
Structure
'
.
.
.
Voluntary opt-in: Sector parties would choose to participate for at least one
.
A
round of central bargaining
Negotiation tables: Could include separate central tables for sworn officers
and civilians
Bargaining tierc: Gentral and local bargaining
Binding outcome: Having opted in, participants would be bound to
complete the central bargaining round and to accept any central settlement
reached subject to ratification
Police Labour Relations Bureau (PLRB) would be established within the
sector to coordinate and implement a voluntary central bargaining process
The PLRB would have to seek formal authorization of participating PSBs to
act on their behalf in central bargaining
Also requires the cooperation and participation of police associations
'
'
Bargaining Parameters and Authority
' A Memo of Conditions for Joint Bargaining would be negotiated by the PLRB
(on behalf of PSBs) and the police associations (represented by a council of
police associations: e.g. the PAO) before each bargaining round:
o Would set out bargaining parameters: e.g. timelines, central
and local issues, processes for bargaining and ratification of
any agreement, identification of participants
o Governance and lmplementation
. An Employers'Advisory Panel (EAP) would oversee central bargaining:
o Separate EAPs could be established for the sworn and civilian
o
.
.
.
o
bargaining groups
EAP would provide bargaining direction and remain constituted
through the collective agreement term to address any issues
The GentralPlenary
Participants would be informed by an environmental scan that would provide
necessary context to the upcoming round of bargaining
Participants would identify their level of agreement with specific direction
statements and priority issues. Voting results would inform the development
of the bargaining mandate and proposals
EAP would recommend economic and non-economic mandates
Ratification and Dispute Resolution
. Dualthreshold for ratification:
o Minimum ol2l3 ol participating boards representing 213 of
bargaining unit employees voting in favour of the settlement. lf
met, all participating PSBs would implement the agreement
. Failure to reach a settlement results in binding interest arbitration. Gentral
issues in dispute would be arbitrated in a single proceeding
Key Features of a Voluntary Central Bargaining Model
Page
1
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New Bargaining Structure Funding
.
'
.
Could be funded by a fee formula for the PSBs
Efficiency savings (i.e,, reducing individualtransaction costs derived from a
central bargaining modelwould offset PSB fees)
PLRB staff hiring is anticipated to be modest
e.g. OHA labour relations function has 7 staff members to
support its voluntary central bargaining, which covers about
112,000 hospital workers with a total annual compensation
base of approximately $8 billion
o
LocalBargaining
'
'
The PLRB's main role would be vetting local proposals (independently or
jointly with the police associations) to ensure that they do not infringe on
central issues
Where the parties cannot reach a negotiated settlement, all outstanding
issues would be referred to interest arbitration. The PLRB could coordinate
the local interest arbitration process
Key Features of a Voluntary Gentral Bargaining Model
Page 2
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